目標(biāo)管理持續(xù)改進(jìn)方法ppt課件

1、Continuous ImprovementGMS繼續(xù)改良員工參與規(guī)范化制造質(zhì)量縮短制造周期繼續(xù)改良32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturin

2、gProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall

3、 LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenan

4、ce Fixed Period Ordering System/ Order PartsContinuous Improvement Company繼續(xù)改良的公司Small, steadyimprovements toconstantly improveThe Standard! 從細(xì)小、穩(wěn)定的改良到規(guī)范的不斷提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 沒有改良就難以生存Continuous ImprovementWhat Is Absolutely

5、Necessary Before Continuous Improvement Can Occur?在可以進(jìn)展繼續(xù)改良前什么任務(wù)是絕對(duì)必要的？Stability Through Standardization!經(jīng)過規(guī)范化獲得穩(wěn)定開展StandardizationImprovement改良StandardizationStandardizationStandardizationImprovement改良Improvement改良Continuous ImprovementStandardization Before Continuous Improvement! 在進(jìn)展繼續(xù)改良前的規(guī)范規(guī)范化規(guī)范

6、化規(guī)范化規(guī)范化Plan 方案Do 實(shí)施Check 檢查Action 運(yùn)作 Grasp the Situation掌握情況The PDCA CyclePDCAThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning, mostly doing, do not check their status and then react to everything沒有遠(yuǎn)見的公司很少做方案，大多數(shù)情況是直接實(shí)施，從不檢查實(shí)施情況，以后對(duì)每件事都是如此 DC

7、AWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界級(jí)的大公司會(huì)做非常周詳?shù)姆桨?，?duì)每件任務(wù)進(jìn)展跟蹤檢查以便及時(shí)采取糾正措施并按進(jìn)度表運(yùn)轉(zhuǎn)BADGOODLets go to Kyong Ju! Plan 方案Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on ti

8、meOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 實(shí)施Grasp the Situation掌握情況Check 檢查Action 運(yùn)作ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagem

9、entby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQual

10、ified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal

11、 ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗燈概念TPM業(yè)務(wù)方案實(shí)施處理問題繼續(xù)改良的過程早期管理及綜合設(shè)計(jì)(DFM/DFA)廠房，設(shè)備，工具及布置的精益化設(shè)計(jì)ManufacturingProc

12、ess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal Tr

13、ansportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunication

14、ProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment業(yè)務(wù)方案實(shí)施QualitySystemManagementEarly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutA common process which enables our Global Organization made up of multiple parts, to act

15、 in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定 義Safety People Quality Responsiveness CostBPD是一種共有的方法，它能使多個(gè)部分組成我們的全球團(tuán)隊(duì)，經(jīng)過五個(gè)中心范疇一致行動(dòng)以到達(dá)公司的總體目的：平安員工質(zhì)量 呼應(yīng)本錢?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore

16、BPD部門主管經(jīng)過不同的途徑?jīng)]有落實(shí)責(zé)任目的向沖突義務(wù)反復(fù)ONLY HE KNOWS THE GOALS MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS義務(wù)對(duì)任務(wù)進(jìn)展跟蹤調(diào)動(dòng)資源關(guān)注目的思緒明晰共同目的Division Director部門主管EVERYONE KNOWS THE GOALSAfter BPDConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchiev

17、ing Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS為了實(shí)現(xiàn)GMDAT/DIMC的目的，我們必需實(shí)現(xiàn)我們的目的目的/義務(wù)定期堅(jiān)持審議協(xié)調(diào)詳細(xì)目的明確目的明晰的，可量化的目的有搜索目的的方法我們的目的Safe working environment for all employeesRegular and Consist

18、ent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故 Lost Work Day沒有損失任務(wù)日事故Increase Compliance of PPE添加對(duì)PPE的運(yùn)用定期堅(jiān)持審議協(xié)調(diào)我們的目的目的 / 義務(wù)為一切員工發(fā)明平安的任務(wù)環(huán)境為了實(shí)現(xiàn)GMDAT/DIMC的目的，我們必需實(shí)現(xiàn)我們的目的Why Engage the Workforce?

19、 為何要雇傭工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 員工的參與率參與的能夠性為什么?為什么?為什么?為什么?為什么?Who is involved in BPD? Everyone! 那些人與BPD有關(guān)？每個(gè)人！Division ManagersMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process義務(wù)/對(duì)策目的實(shí)施方

20、案The Cascading Process(catch balling 抓住要點(diǎn))Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives詳細(xì)的實(shí)施方案及應(yīng)急措施層層實(shí)施方案并實(shí)現(xiàn)目的Group LeaderAction PlansClear TargetsReview Process實(shí)施方案目的明晰TeamClear TargetsReview Process目的明晰回想流程層層遞進(jìn)的流程Department ManagerGoals &

21、ObjectivesClear TargetsAction PlansReview Process目的目的明晰實(shí)施方案Each Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantSho

22、pGroupTeamTeamsGroup LeaderTeamsTeamsBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up對(duì)于同一目的中一樣的事情不需求都量化，但有些事情卻會(huì)影響到下一層次的改良 S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目的是：特定的， 可丈量的， 校正的， 現(xiàn)實(shí)的 定時(shí)的Targets Have To Have M

23、eaning To People!目的對(duì)員工必需有意義！ Team LeaderI have to achieve 0.000 Hours/Vehicle?GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI understand my piece of the pie?我知道本

24、人應(yīng)得的餡餅有多大班組駕駛座安裝主要耗材手套GMDAT/DIMC每輛車的本錢大宇昌原整車廠總制造本錢總裝車間主任預(yù)算調(diào)整一工段工段長(zhǎng)三種主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的， 可丈量的， 校正的， 現(xiàn)實(shí)的 定時(shí)的Targets Are A Good Start, But We Need Good Methods To

25、 Achieve Them目的是個(gè)好開端，但需求好方法才干到達(dá)。GOAL = Lead a Healthy Lifestyle 以一種安康的生活方式生活OBJECTIVE Maintain a Light Weight 堅(jiān)持苗條TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有方案地鍛煉 (每周3次) - Cut Down On Fast Food (1x/week) 減少吃快餐的次數(shù)每周1次The Concept Can Be Applied To Anything In Life!GOAL =OBJECTIVE =TARGET =MET

26、HOD(S) =BPD Exercise Think of an example at work or at home where you can establish a Goal, Objective, Target and at least one Method 想想任務(wù)或生活中設(shè)立的目的及實(shí)現(xiàn)方法。 Discuss as a team and report Take 10 minutes 團(tuán)隊(duì)討論及匯報(bào)-非常鐘Plan 方案Do 實(shí)施Check 檢查Action 運(yùn)作 Grasp the Situation了解情況PDCA is the foundation of BPDPDCA是 BP

27、D的根底Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行動(dòng) PLANDOPROBLEM SOLVING問題處理CHECKACTPDCA如何運(yùn)作?未完成需求改良完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures對(duì)策 Open, Team Discussion Coaching & Learning Get Support & Resources

28、Go To SeeBPD We Will Be Successful When Everyone Focuses On What They Can Control! 當(dāng)每個(gè)人都集中力量做事，我們就一定能勝利做到BPD。Why cant they design better cars?What can I do in my area to improve?Ask Not What Others Can Do Ask What Can You Do On Your B.P.D.! 不詰問他人做的，關(guān)鍵在他的本人BPD能做的。Visual Management Status at a Glance

29、可視化管理讓信息容易讀取 - Makes out of standard condition highly visible. 突出超標(biāo)的情況。Open Communication/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a team. 讓一切人像一個(gè)團(tuán)隊(duì)一樣共同關(guān)注某個(gè)行動(dòng)的方案或?qū)Σ卟⑴c討論。KEY BPD CONCEPTSBPD的中心思念BPD a critical tool to achieve Continuous Improvement. BPD是評(píng)定能否獲得

30、繼續(xù)改良的工具 - Achieve targets and then “raise the bar. 到達(dá)了目的，接著制定更高的目的。PDCA - Discipline & Follow-up 一種規(guī)那么并需求繼續(xù)進(jìn)展“Go-To-See Leadership Style “Go-To-See 指點(diǎn)方式 - Dont just sit at desk and receive reports. 不要只是坐在辦公室等待他人來匯報(bào)。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardSta

31、ndardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder

32、 SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous

33、ImprovementAndonConcept暗燈概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat is an Andon System? 什么是暗燈系統(tǒng)?The ANDON System allows team members to pull the cord and call for help when there is a problem or out of standard situation.The

34、 ANDON System is an enabler to control quality while keeping the line running by pulling in support to address problems before they stop the line暗燈系統(tǒng)允許員工在出現(xiàn)問題或有超標(biāo)情況時(shí)拉繩索以尋求協(xié)助暗燈系統(tǒng)可以在堅(jiān)持流水線繼續(xù)運(yùn)轉(zhuǎn)的情況下，員工拉下繩索尋求支持人員在停線前到出現(xiàn)問題的工位處理問題，以滿足對(duì)質(zhì)量的控制。Always Remember The PrioritiesSafety (平安)People (員工)Quality (質(zhì)量)Res

35、ponsiveness (呼應(yīng))Cost (本錢)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有時(shí)我們?yōu)榱说竭_(dá)質(zhì)量要求而不得不放棄呼應(yīng)10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗燈控制繩索, 工位的指示燈會(huì)亮起并伴隨著音樂When there is a problem or out of standard

36、 situation which can not be fixed by the team member, then 當(dāng)員工不能單獨(dú)處理出現(xiàn)的問題或超標(biāo)的情況時(shí)Andon StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon第二步： 在暗燈系統(tǒng)主看板上相應(yīng)區(qū)域的指示燈變成黃色，班組長(zhǎng)對(duì)暗燈系統(tǒng)的信號(hào)做出反響Step 3 - Help comes immediately and problem solving begins. T

37、eam Leader takes the Andon responsibility第三步：支持人員立刻到達(dá)并開場(chǎng)處理問題，班組長(zhǎng)對(duì)此擔(dān)任Andon Steps (Contd)Step 4 - Line continues to move to fixed position stop第四步：消費(fèi)線繼續(xù)運(yùn)轉(zhuǎn)直到定點(diǎn)停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)Step 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running.第五步：?jiǎn)栴}

38、處理，班組長(zhǎng)解除暗燈信號(hào)以堅(jiān)持消費(fèi)線繼續(xù)運(yùn)轉(zhuǎn)。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)Step 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and board flashes red - Downtime clock begins第六步：假設(shè)車輛到達(dá)定點(diǎn)停時(shí)班組長(zhǎng)依然沒有解除暗燈信號(hào)，消費(fèi)線停頓并且主看板上紅燈開場(chǎng)閃爍，停線鈴開場(chǎng)響起Downtime ClockSHORTCONVEQUIPFULL5

39、4123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)FPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possible (at or before 70% Line) to Address Problems Before They Stop the Line! 在線停之前，盡早拉動(dòng)暗燈線宣告出現(xiàn)問題。在70%線位或之前，Purpose of “70% Line70% LineRe

40、action TimeMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及一切人員都有職責(zé)支持消費(fèi)一線的員工班組成員班組長(zhǎng)工段長(zhǎng)主管尋求協(xié)助支持支持支持決議決議決議拉下暗燈拉索Andon ConceptRole of Team MemberFollow Standa

41、rdized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corrected, Pull the Andon, and Continue With Rest of Cycle Until Support Arrives.Support Team Leader With Problem Solving As Required. 班組成員的職責(zé)按照規(guī)范化要求作業(yè)自動(dòng)查找超標(biāo)情況假設(shè)發(fā)現(xiàn)了異常情況或缺陷但無法及

42、時(shí)處理，拉下暗燈拉索，并繼續(xù)做本人的任務(wù)直到支持人員到達(dá)。支持的班組長(zhǎng)按要求處理問題Focus On Standardized Work!Andon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Team Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined a correctio

43、n can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班組長(zhǎng)職責(zé)在暗燈信號(hào)發(fā)出后立刻趕到發(fā)生問題的區(qū)域查明緣由并實(shí)施支持到達(dá)問題區(qū)域后立刻開場(chǎng)處理問題當(dāng)班組長(zhǎng)以為可以把問題處理時(shí)解除暗燈信號(hào)。班組長(zhǎng)與班組成員共同開場(chǎng)處理問題。班組長(zhǎng)管理暗燈系統(tǒng)Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to

44、countermeasure the problem, and get the line running as soon as possible.Call additional support as needed (i.e. maintenance, quality, etc.)Work with team leader to make sure root cause is identified and countermeasures implemented.Monitor downtime, identify problem areas and work with all available

45、 resources to eliminate problems. 工段長(zhǎng)職責(zé)當(dāng)班組長(zhǎng)不能處理問題時(shí)要提供支持并盡快讓消費(fèi)先運(yùn)轉(zhuǎn)起來假設(shè)需求可以尋求外部支持如：維修，質(zhì)量等部門人員與班組長(zhǎng)一同確定問題的原因能否曾經(jīng)被確認(rèn)出來并且保證處理措施得到實(shí)施在停線時(shí)進(jìn)展監(jiān)控，確定問題區(qū)域并調(diào)動(dòng)一切可利用資源處理問題Support The Team!Andon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Tru

46、st/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality in stationInspection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4團(tuán)隊(duì)概念減少團(tuán)隊(duì)規(guī)模任務(wù)規(guī)范化(FPS)明

47、確質(zhì)量規(guī)范職員培訓(xùn)互置信任/尊重堅(jiān)持單件工時(shí)停線點(diǎn)緩沖架加工才干益處實(shí)施的糾正措施不能復(fù)原在工位控制質(zhì)量檢查和反響開放式交流團(tuán)隊(duì)協(xié)作提高消費(fèi)力Why is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput運(yùn)用暗燈數(shù)據(jù)經(jīng)過確定瓶頸及影響產(chǎn)出的問題來到達(dá)繼續(xù)改良TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2A

48、nalyze Reports分析報(bào)告Discuss Countermeasures討論對(duì)策Improve!改良Andon Is Not Just a System Of Wires and Lights暗燈系統(tǒng)不僅僅是一個(gè)由電線和燈泡組成的系統(tǒng)It is a Concept of Calling For Help它是一種尋求協(xié)助的理念Pull Your Andon!在需求協(xié)助時(shí)拉下拉索！EVERYONE HAS AN “ANDON CORD每個(gè)人都有一根“暗燈拉索ManufacturingProcess ValidationProductQualityStandardsQualitySyste

49、mManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutB

50、usiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety

51、PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving問題處理What Is a Problem? 什么可稱為問題?A Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situation問題定義為現(xiàn)行的規(guī)范

52、或期望與實(shí)踐情況之間的差別StandardActualDiscrepancyTIMELEVEL規(guī)范實(shí)踐差別程度時(shí)間Problem Solving問題處理Problem Solving問題處理Problems Are the Seeds for Improvement! 問題是進(jìn)展改良的萌芽！Problems Are Positive Opportunities! 問題絕對(duì)是改良的時(shí)機(jī)！If There Are No Problems, Then Something Is Wrong! 沒有問題才是最大的問題！生長(zhǎng)GrowingProblems Are Not About Blaming Peo

53、ple! Blame The Process Not the People! 需求指摘的是工藝，不是員工！ Problems Occur Because of Failures in the System. Problem Solving問題有問題不意味這要指摘員工！由于系統(tǒng)失效才產(chǎn)生問題。Guiding PrinciplesEveryone is responsible for Problem Solving每個(gè)人都對(duì)處理問題負(fù)有責(zé)任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指點(diǎn)原那么班組成員班組長(zhǎng)工

54、段長(zhǎng)部門指點(diǎn)物流工程師主管5-Phase Problem Solving問題處理的五個(gè)階段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟蹤確認(rèn)確定問題立刻維修糾正措施分析根源5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvestigation5 Why Investigationto Root CauseProblem Definition

55、/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?問題處理的五個(gè)階段確定問題/最初對(duì)問題的了解立刻維修CauseInvestigation原因調(diào)查問題根源糾正措施繼續(xù)確認(rèn)分析問題根源直接緣由原因原因原因問題首先在哪發(fā)生？根本原因/結(jié)果的調(diào)查對(duì)問題根源調(diào)查的5個(gè)為什么Why?Why?Why?Why?Why?為什么為什么為什么為什么為什么Grasp the Sit

56、uation掌握情況5-Phase Problem SolvingWhen is Problem Solving appropriate 什么時(shí)候需求處理問題- Safety Incident 平安事故- Major Quality Issue 主要的質(zhì)量問題- Major Downtime Occurrence 呵斥停線的主要緣由- Reoccurring Downtime 反復(fù)呵斥停線and any other abnormal situations at anywhere 無論何處只需發(fā)生了異常情況都需求進(jìn)展問題處理問題處理的五個(gè)階段15-Phase Problem SolvingPro

57、blem Definition 問題的定義A Statement which describes the current status or situation. 對(duì)現(xiàn)狀的一段描畫Grasp the Situation掌握情況State the problem that is occurring (Break down the problem into smaller ones & specifically define the situation) 陳說曾經(jīng)發(fā)生的問題將大問題化為小問題并明確指明情況Deviation and standard 偏向的大小與規(guī)范Quantity of occu

58、rrence 數(shù)量與發(fā)生的問題Frequency and percentage 發(fā)生的頻率及百分率The time period 發(fā)生的時(shí)間Worker or machine related to 與此相關(guān)的員工或設(shè)備Point of occurrence 問題的起點(diǎn)點(diǎn)1Problem Definition(cont.) 問題的定義 (續(xù))Locate Point of Cause/ Point of Occurrence (Where is the problem first observed) 查找出現(xiàn)問題的起點(diǎn)/問題的起點(diǎn)哪里首先出現(xiàn)問題 5-Phase Problem SolvingP

59、rocess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess flow direction第3道工藝呵斥出現(xiàn)問題！察看 :第 3 階段工藝流程方向在第6道工藝發(fā)現(xiàn)問題可以看見可以看見可以看見不能看見開場(chǎng)追溯Apollo 13阿波羅13號(hào)What is Problem Description/Initial Problem Perception? 問題的描畫/初期對(duì)問題的了解是什么?What is the

60、 Point of Cause? 什么是出現(xiàn)問題的起點(diǎn)?Problem Solving Exercise25-Phase Problem Solving Immediate Fix (Containment) 立刻維修Immediate fix is the action taken to contain the problem spread立刻維修措施是為了防止問題分散Immediate fix is any extraordinary action as following examples to prevent passing on problem to the next custome