能源行業(yè)的持續(xù)改進(jìn)

1、GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 1 GMSContinuous Improvement持續(xù)改進(jìn)持續(xù)改進(jìn)員工參與員工參與標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化制造質(zhì)量制造質(zhì)量縮短制造周期縮短制造周期持續(xù)改進(jìn)持續(xù)改進(jìn)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 2 GMS32 GMSContinuous ImprovementBuilt-InQualit

2、yShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /Receivin

3、gLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagem

4、entby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsGMS OrientationContinuous ImprovementGMDAT/D

5、IMC ConfidentialVersion Date 2003.3.15Slide 3 GMSContinuous Improvement Company持續(xù)改進(jìn)的公司持續(xù)改進(jìn)的公司Small, steadyimprovements toconstantly improveThe Standard! 從細(xì)小、穩(wěn)定的改進(jìn)到標(biāo)準(zhǔn)的不斷提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 沒有改進(jìn)就難以生存GMS OrientationContinuous Imp

6、rovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 4 GMSContinuous ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對(duì)必要的？在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對(duì)必要的？Stability Through Standardization!通過標(biāo)準(zhǔn)化獲得穩(wěn)定發(fā)展通過標(biāo)準(zhǔn)化獲得穩(wěn)定發(fā)展GMS OrientationContinuous ImprovementGMDAT/DIMC

7、 ConfidentialVersion Date 2003.3.15Slide 5 GMSStandardizationImprovement改進(jìn)改進(jìn)StandardizationStandardizationStandardizationImprovement改進(jìn)改進(jìn)Improvement改進(jìn)改進(jìn)Continuous ImprovementStandardization Before Continuous Improvement! 在進(jìn)行持續(xù)改進(jìn)前的標(biāo)準(zhǔn)在進(jìn)行持續(xù)改進(jìn)前的標(biāo)準(zhǔn)標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化GMS OrientationContinuous Improvem

8、entGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 6 GMSPlan 計(jì)劃計(jì)劃Do 實(shí)施實(shí)施Check 檢查檢查Action 運(yùn)作運(yùn)作 The PDCA CyclePDCAGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 7 GMSThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do l

9、ittle planning, mostly doing, do not check their status and then react to everything沒有遠(yuǎn)見的公司很少做計(jì)劃，大多數(shù)情況是直接實(shí)施，從不沒有遠(yuǎn)見的公司很少做計(jì)劃，大多數(shù)情況是直接實(shí)施，從不檢查實(shí)施情況，此后對(duì)每件事都是如此檢查實(shí)施情況，此后對(duì)每件事都是如此 DCAWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule

10、世界級(jí)的大公司會(huì)做非常周詳?shù)挠?jì)劃，對(duì)每件工作進(jìn)行跟蹤世界級(jí)的大公司會(huì)做非常周詳?shù)挠?jì)劃，對(duì)每件工作進(jìn)行跟蹤檢查以便及時(shí)采取糾正措施并按進(jìn)度表運(yùn)行檢查以便及時(shí)采取糾正措施并按進(jìn)度表運(yùn)行BADGOODGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 8 GMSLets go to Kyong Ju! Plan 計(jì)劃計(jì)劃Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak

11、& leave on timeOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 實(shí)施實(shí)施Grasp the Situation掌握情況掌握情況Check 檢查檢查Action 運(yùn)作運(yùn)作GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 9 GMSManufacturingProcess ValidationProductQualityStandardsQ

12、ualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimple

13、ProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegratio

14、n (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBus

15、iness Plan DeploymentTotal ProductiveMaintenance暗燈概念暗燈概念TPM業(yè)務(wù)計(jì)劃實(shí)施業(yè)務(wù)計(jì)劃實(shí)施解決解決問題問題持續(xù)改進(jìn)的過程持續(xù)改進(jìn)的過程早期管理及早期管理及綜合設(shè)計(jì)綜合設(shè)計(jì)(DFM/DFA)廠房，設(shè)備，工具及廠房，設(shè)備，工具及布置的精益化設(shè)計(jì)布置的精益化設(shè)計(jì)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 10 GMSManufacturingProcess ValidationIn-ProcessControl and

16、VerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /Rece

17、ivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManage

18、mentContinuous ImprovementBusiness PlanDeployment業(yè)務(wù)計(jì)劃實(shí)施業(yè)務(wù)計(jì)劃實(shí)施QualitySystemManagementEarly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 11 GMSA common process which

19、enables our Global Organization made up of multiple parts, to act in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定定 義義Safety People Quality Responsiveness CostBPD是一種共有的方法，它能使多個(gè)部分是一種共有的方法，它能使多個(gè)部分組成我們的全球團(tuán)隊(duì)，通過五個(gè)核心范疇組成我們的全球團(tuán)隊(duì)，通過五個(gè)核心范疇統(tǒng)一行動(dòng)以達(dá)到公司的總體目標(biāo)：統(tǒng)一行動(dòng)以

20、達(dá)到公司的總體目標(biāo)：安全安全員工員工質(zhì)量質(zhì)量 響應(yīng)響應(yīng)成本成本GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 12 GMS?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore BPD部門主管部門主管通過不同的途徑通過不同的途徑?jīng)]有落實(shí)責(zé)任沒有落實(shí)責(zé)任目標(biāo)向沖突目標(biāo)向沖突任務(wù)任務(wù)重復(fù)重復(fù)ONLY HE KNOWS THE GOALSGM

21、S OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 13 GMS MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任務(wù)任務(wù)對(duì)工作進(jìn)行跟蹤對(duì)工作進(jìn)行跟蹤調(diào)動(dòng)資源調(diào)動(dòng)資源關(guān)注關(guān)注目標(biāo)目標(biāo)思路清晰思路清晰共同目標(biāo)共同目標(biāo)Division Director部門主管部門主管EVERYONE KNOWS THE GOALSAfter BPDGMS Ori

22、entationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 14 GMSConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGET

23、SA METHOD TO RESEARCH THE TARGETS為為了了實(shí)現(xiàn)實(shí)現(xiàn)GMDAT/DIMC的宗的宗旨旨，我，我們們必須必須實(shí)現(xiàn)實(shí)現(xiàn)我我們們的目的目標(biāo)標(biāo)宗旨宗旨/任任務(wù)務(wù)定期堅(jiān)持審議定期堅(jiān)持審議協(xié)調(diào)協(xié)調(diào)具體目具體目標(biāo)標(biāo)明確目明確目標(biāo)標(biāo)清清晰的，可量化的目晰的，可量化的目標(biāo)標(biāo)有搜有搜尋尋目目標(biāo)標(biāo)的方法的方法我們的宗旨我們的宗旨GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 15 GMSSafe working environment for all emplo

24、yeesRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故零事故 Lost Work Day沒沒有有損損失工作日事故失工作日事故Increase Compliance of PPE增加增加對(duì)對(duì)PPE的使用的使用定期堅(jiān)持審議定期堅(jiān)持審議協(xié)調(diào)協(xié)調(diào)我們的宗旨我們的宗旨宗旨宗旨 / 任任務(wù)務(wù)為為所有所有員員工工

25、創(chuàng)創(chuàng)造安全的工作造安全的工作環(huán)環(huán)境境為為了了實(shí)現(xiàn)實(shí)現(xiàn)GMDAT/DIMC的宗的宗旨旨，我，我們們必須必須實(shí)現(xiàn)實(shí)現(xiàn)我我們們的目的目標(biāo)標(biāo)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 16 GMSWhy Engage the Workforce? 為為何要雇何要雇傭傭工人工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible I

26、mprovement 員員工的工的參與參與率率參與參與的可能性的可能性為為什什么么?為為什什么么?為為什什么么?為為什什么么?為為什什么么?Who is involved in BPD? Everyone! 那些人那些人與與BPD有有關(guān)關(guān)？每每個(gè)個(gè)人！人！GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 17 GMSMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process

27、任任務(wù)務(wù)/對(duì)對(duì)策策目目標(biāo)標(biāo)實(shí)實(shí)施施計(jì)劃計(jì)劃The Cascading Process(catch balling 抓抓住要點(diǎn)住要點(diǎn))Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives詳細(xì)詳細(xì)的的實(shí)實(shí)施施計(jì)劃計(jì)劃及及應(yīng)應(yīng)急措施急措施層層實(shí)層層實(shí)施施計(jì)劃并實(shí)現(xiàn)計(jì)劃并實(shí)現(xiàn)目目標(biāo)標(biāo)Action PlansClear TargetsReview Process實(shí)實(shí)施施計(jì)劃計(jì)劃目目標(biāo)清標(biāo)清晰晰Clear TargetsReview Process目目

28、標(biāo)清標(biāo)清晰晰回回顧顧流程流程層層遞進(jìn)層層遞進(jìn)的流程的流程Goals & ObjectivesClear TargetsAction PlansReview Process目目標(biāo)標(biāo)目目標(biāo)清標(biāo)清晰晰實(shí)實(shí)施施計(jì)劃計(jì)劃GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 18 GMSEach Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press - 10Body - 30Paint

29、- 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 19 GMSBut The Targets Dont Alwa

30、ys Have To Measure The Same Thing, But Something That Will Affect the Next Level Up對(duì)對(duì)于同一目于同一目標(biāo)標(biāo)中相同的事情不需要都量化，但有些事情卻中相同的事情不需要都量化，但有些事情卻會(huì)會(huì)影影響響到下一到下一層層次的改次的改進(jìn)進(jìn) S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目標(biāo)是：目標(biāo)是：特特定的，定的， 可可測測量的，量的， 校正的，校正的， 現(xiàn)實(shí)現(xiàn)實(shí)的的 定定時(shí)時(shí)的的Targets Have To Have

31、Meaning To People!目目標(biāo)對(duì)員標(biāo)對(duì)員工必工必須須有意有意義義！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 20 GMSGMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 Scra

32、pSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI understand my piece of the pie?我知道自己我知道自己應(yīng)應(yīng)得的得的餡餅餡餅有多大有多大班班組組駕駛駕駛座安裝座安裝主要耗材（手套）GMDAT/DIMC每輛車的成本大宇昌原整大宇昌原整車廠車廠總制造成本總總裝裝車間車間主任主任預(yù)算調(diào)調(diào)整一工段工段整一工段工段長長三種主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite

33、 Into!S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的，指定的， 可可測測量的，量的， 校正的，校正的， 現(xiàn)實(shí)現(xiàn)實(shí)的的 定定時(shí)時(shí)的的GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 21 GMSTargets Are A Good Start, But We Need Good Methods To Achieve Them目標(biāo)是個(gè)好開端，但需要好方法才能達(dá)到。

34、GOAL = Lead a Healthy Lifestyle 以一以一種種健康的生活方式生活健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗保持苗條條TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有有計(jì)劃計(jì)劃地地鍛煉鍛煉 (每周每周3次次) - Cut Down On Fast Food (1x/week) 減減少吃快餐的次少吃快餐的次數(shù)數(shù)（每周（每周1次）次）The Concept Can Be Applied To Anything In Life!GMS OrientationConti

35、nuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 22 GMSGOAL =OBJECTIVE =TARGET =METHOD(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 想想工作或想想工作或生活中設(shè)立的目標(biāo)及實(shí)現(xiàn)方法。生活中設(shè)立的目標(biāo)及實(shí)現(xiàn)方法。 Discuss as a team and rep

36、ort Take 10 minutes 團(tuán)隊(duì)討論及匯報(bào)團(tuán)隊(duì)討論及匯報(bào)-十分鐘十分鐘GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 23 GMSPlan 計(jì)劃計(jì)劃Do 實(shí)實(shí)施施Check 檢查檢查Action 運(yùn)運(yùn)作作 PDCA is the foundation of BPDPDCA是是 BPD的基的基礎(chǔ)礎(chǔ)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15

37、Slide 24 GMSBelow ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行動(dòng)動(dòng) PLANDOPROBLEM SOLVING問題問題解解決決CHECKACT0 050501001001st1st3rd3rdPDCA如何如何運(yùn)運(yùn)作作?未完成需要改進(jìn)完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures對(duì)對(duì)策策 Open, Team Discussion

38、 Coaching & Learning Get Support & Resources Go To SeeGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 25 GMSBPD We Will Be Successful When Everyone Focuses On What They Can Control! 當(dāng)每個(gè)人都當(dāng)每個(gè)人都集中力量做事，我們就一定能成功做到集中力量做事，我們就一定能成功做到BPD。Why cant they design b

39、etter 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.! 不追問別人做的，關(guān)鍵在你的自己BPD能做的。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 26 GMSuVisual Management Status at a Glance 可視化管理讓信息容易讀取 - Makes out of standard

40、 condition highly visible. 突出超標(biāo)的情況。uOpen Communication/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a team. 讓所有人像一個(gè)團(tuán)隊(duì)一樣共同關(guān)注某個(gè)行動(dòng)的計(jì)劃或?qū)Σ卟⑴c討論。KEY BPD CONCEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement. BPD是評(píng)定是否獲得持續(xù)改進(jìn)的工具 - Achieve targets and

41、 then “raise the bar”. 達(dá)到了目標(biāo)，接著制定更高的目標(biāo)。uPDCA - Discipline & Follow-up 一種規(guī)則并需要持續(xù)進(jìn)行u“ “Go-To-See” Leadership Style “Go-To-See” 領(lǐng)導(dǎo)模式 - Dont just sit at desk and receive reports. 不要只是坐在辦公室等待別人來匯報(bào)。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 27 GMSManufactur

42、ingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceCont

43、rolledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvement

44、OpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗燈暗燈概概念念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15

45、Slide 28 GMSWhat is an Andon System? 什什么么是暗燈系是暗燈系統(tǒng)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 ANDON System is an enabler to control quality while keeping the line running by pulling in support to address problems

46、before they stop the line暗燈系暗燈系統(tǒng)統(tǒng)允允許員許員工在出工在出現(xiàn)問題現(xiàn)問題或有超或有超標(biāo)標(biāo)情情況時(shí)況時(shí)拉拉繩繩索以索以尋尋求求幫幫助助暗燈系暗燈系統(tǒng)統(tǒng)可以在保持流水可以在保持流水線繼續(xù)運(yùn)線繼續(xù)運(yùn)行的情行的情況況下，下，員員工拉下工拉下繩繩索索尋尋求支持人求支持人員員在在停停線線前到出前到出現(xiàn)問題現(xiàn)問題的工位解的工位解決問題決問題，以，以滿滿足足對(duì)質(zhì)對(duì)質(zhì)量的控制。量的控制。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 29 GMSAlway

47、s Remember The PrioritiesSafety (安全安全)People (員員工工)Quality (質(zhì)質(zhì)量量)Responsiveness (響應(yīng)響應(yīng))Cost (成本成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有時(shí)我們?yōu)榱诉_(dá)到質(zhì)量要求而不得不放棄響應(yīng)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 30

48、 GMS10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗燈控制第一步：拉暗燈控制繩繩索索, 工位的指示燈工位的指示燈會(huì)會(huì)亮起亮起并并伴伴隨隨著音著音樂樂When there is a problem or out of standard situation which can not be fixed by the team member, then 當(dāng)員當(dāng)員工不能工不能單獨(dú)單獨(dú)解解決決出出現(xiàn)現(xiàn)的的問題問題或超或超標(biāo)標(biāo)的情的情況況時(shí)時(shí)Andon S

49、tepsGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 31 GMSAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon第二步：第二步： 在暗燈系在暗燈系統(tǒng)統(tǒng)主看板上相主看板上相應(yīng)區(qū)應(yīng)區(qū)域的指示燈域的指示燈變變成成黃黃色，班色，班組長對(duì)組長對(duì)暗燈暗燈系系統(tǒng)統(tǒng)的信的信號(hào)號(hào)做出反做出反應(yīng)應(yīng)STVCONEQUIPST

50、OPTRIM 1EQUIP125436125436BLKQ1Q2Q3GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 32 GMSStep 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility第三步：支持人第三步：支持人員員立刻到立刻到達(dá)并開達(dá)并開始解始解決問題決問題，班班組長對(duì)組長對(duì)此此負(fù)責(zé)負(fù)責(zé)Andon Steps (Cont

51、d)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 33 GMSStep 4 - Line continues to move to fixed position stop第四步：生第四步：生產(chǎn)線繼續(xù)運(yùn)產(chǎn)線繼續(xù)運(yùn)行直到行直到定點(diǎn)停定點(diǎn)停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date

52、2003.3.15Slide 34 GMSStep 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running.第五步：第五步：問題問題解解決決，班班組長組長解除暗燈信解除暗燈信號(hào)號(hào)以保持生以保持生產(chǎn)線繼續(xù)運(yùn)產(chǎn)線繼續(xù)運(yùn)行。行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Dat

53、e 2003.3.15Slide 35 GMSStep 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：如果第六步：如果車輛車輛到到達(dá)達(dá)定點(diǎn)停定點(diǎn)停時(shí)時(shí)班班組長組長仍然仍然沒沒有解除暗燈信有解除暗燈信號(hào)號(hào)，生，生產(chǎn)線產(chǎn)線停止停止并并且主且主看板上看板上紅紅燈燈開開始始閃爍閃爍，停，停線鈴開線鈴開始始響響起起Downtime ClockSHORTCONV EQUIPFULL54123T

54、RIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 36 GMSFPSFPSFPSSet 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 Pro

55、blems Before They Stop the Line! 在線停之前，盡早拉動(dòng)暗燈線宣告出在線停之前，盡早拉動(dòng)暗燈線宣告出現(xiàn)問題。（在現(xiàn)問題。（在70%線位或之前），線位或之前），Purpose of “70% Line”70% LineReaction TimeGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 37 GMSMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull Ando

56、nSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人主管及所有人員員都有都有職責(zé)職責(zé)支持生支持生產(chǎn)產(chǎn)一一線線的的員員工工班班組組成成員員班班組長組長工段工段長長主管主管尋尋求求幫幫助助支持支持支持支持支持支持決決定定決決定定決決定定拉下暗燈拉索拉下暗燈拉索GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date

57、 2003.3.15Slide 38 GMSAndon ConceptRole of Team MemberFollow Standardized 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 Pr

58、oblem Solving As Required. 班班組組成成員員的的職責(zé)職責(zé) 按照按照標(biāo)標(biāo)準(zhǔn)化要求作準(zhǔn)化要求作業(yè)業(yè) 主主動(dòng)查動(dòng)查找超找超標(biāo)標(biāo)情情況況 如果如果發(fā)現(xiàn)發(fā)現(xiàn)了了異異常常狀況狀況或缺陷但無法及或缺陷但無法及時(shí)時(shí)解解決決，拉下暗燈拉，拉下暗燈拉索，索，并繼續(xù)并繼續(xù)做自己的工作直到支持人做自己的工作直到支持人員員到到達(dá)達(dá)。 支持的班支持的班組長組長按要求解按要求解決問題決問題Focus On Standardized Work!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3

59、.15Slide 39 GMSAndon 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 correction can be made. TL begins problem solving with support

60、of TM.Team Leader manages the Andon system 班班組長職責(zé)組長職責(zé)在暗燈信在暗燈信號(hào)發(fā)號(hào)發(fā)出后立刻趕到出后立刻趕到發(fā)發(fā)生生問題問題的的區(qū)區(qū)域域查查明原因明原因并實(shí)并實(shí)施施支持支持到到達(dá)問題區(qū)達(dá)問題區(qū)域后立刻域后立刻開開始解始解決問題決問題當(dāng)當(dāng)班班組長認(rèn)為組長認(rèn)為可以把可以把問題問題解解決時(shí)決時(shí)解除暗燈信解除暗燈信號(hào)號(hào)。班。班組長與組長與班班組組成成員員共同共同開開始解始解決問題決問題。班組長班組長管理暗燈系管理暗燈系統(tǒng)統(tǒng)Address Non-StandardConditions!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.1