某汽車質(zhì)量管理改進(jìn)方案PPT課件

1、GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 1D DI IMMC C 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 2D DI IMMC C GMS32 GMSContinuous Imp

2、rovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementSched

3、uledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardV

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

5、ous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 3D DI IMMC C GMSContinuous Improvement Company持持續(xù)續(xù)改改進(jìn)進(jìn)的公司的公司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

6、難以生存GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 4D DI IMMC C GMSContinuous ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能在能夠進(jìn)夠進(jìn)行持行持續(xù)續(xù)改改進(jìn)進(jìn)前什前什么么工作是工作是絕對(duì)絕對(duì)必要的？必要的？Stability Through Standardization!通通過標(biāo)過標(biāo)準(zhǔn)化準(zhǔn)化獲獲得得穩(wěn)穩(wěn)定定發(fā)發(fā)展展GMS

7、 OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 5D DI IMMC C GMSStandardizationImprovement改改進(jìn)進(jìn)StandardizationStandardizationStandardizationImprovement改改進(jìn)進(jìn)Improvement改改進(jìn)進(jìn)Continuous ImprovementStandardization Before Continuous Improvement! 在在進(jìn)進(jìn)行持行持續(xù)續(xù)改改進(jìn)進(jìn)前的前的標(biāo)標(biāo)準(zhǔn)準(zhǔn)標(biāo)準(zhǔn)化

8、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 ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 6D DI IMMC C 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 The PDCA CyclePDCAGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 7D DI IMMC C GMSThe PDCA Cycle

9、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 DCAWorld-Class companies do excellent planning, always perform checks that enable to take corre

10、ctive action and stay on schedule 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BADGOODGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 8D DI IMMC C 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)實(shí)施施Grasp the Situation掌握情掌握情況況Check 檢查檢查Action 運(yùn)運(yùn)作作GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 9D DI IMMC C GMSManufacturingProcess ValidationProductQualit

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

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

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

15、d LayoutBusiness 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)的過程早期管理及綜早期管理及綜合設(shè)計(jì)合設(shè)計(jì)(DFM/DFA)廠房，設(shè)備，工具及布廠房，設(shè)備，工具及布置的精益化設(shè)計(jì)置的精益化設(shè)計(jì)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 10D DI IMMC C GMSManufacturingProcess Validatio

16、nIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationS

17、cheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValues

18、VisionShop FloorManagementContinuous 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 11D DI

19、IMMC C GMSA common process which 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)部分組是一種共有的方法，它能使多個(gè)部分組成我們的全球團(tuán)隊(duì)，通過五個(gè)核心范疇統(tǒng)一成我

20、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)：行動(dòng)以達(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 12D DI IMMC C 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)

21、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 GOALSGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 13D DI IMMC C 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 D

22、irector部門主管部門主管EVERYONE KNOWS THE GOALSAfter BPDGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 14D DI IMMC C GMSConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to

23、 achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS為為了了實(shí)現(xiàn)實(shí)現(xiàn)GMDAT/DIMC的宗旨的宗旨，我，我們們必必須實(shí)現(xiàn)須實(shí)現(xiàn)我我們們的目的目標(biāo)標(biāo)宗旨宗旨/任務(wù)任務(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 ConfidentialVersio

24、n Date 2003.3.15Slide 15D DI IMMC C GMSSafe working environment for all employeesRegular 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 Co

25、mpliance 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 / 任務(wù)任務(wù)為為所有所有員員工工創(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的宗旨的宗旨，我，我們們必必須實(shí)現(xiàn)須實(shí)現(xiàn)我我們們的目的目標(biāo)標(biāo)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 16D DI IMMC C GMSWhy Engage the Workforce? 為為何要雇何要雇傭傭工人工人?Why? Why? W

26、hy? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 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 2003.3.15Sl

27、ide 17D DI IMMC C GMSMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任務(wù)/對(duì)策目標(biāo)實(shí)施計(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)

28、現(xiàn)目目標(biāo)標(biāo)Action PlansClear TargetsReview Process實(shí)施計(jì)劃目標(biāo)清晰Clear TargetsReview Process目標(biāo)清晰回顧流程層層遞進(jìn)層層遞進(jìn)的流程的流程Goals & ObjectivesClear TargetsAction PlansReview Process目標(biāo)目標(biāo)清晰實(shí)施計(jì)劃GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 18D DI IMMC C GMSEach Level of Leadershi

29、p 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 ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsGMS OrientationContinuous ImprovementGMDAT/DI

30、MC ConfidentialVersion Date 2003.3.15Slide 19D DI IMMC C GMSBut The Targets Dont Always 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, Realisti

31、c & Timed 目標(biāo)是：特定的， 可測(cè)量的， 校正的， 現(xiàn)實(shí)的 定時(shí)的Targets Have To Have Meaning To People!目標(biāo)對(duì)員工必須有意義！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 20D DI IMMC C GMSGMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop

32、 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）主要耗材（手套）GMDAT/DIMC每每輛車輛車的成本的成本大宇昌原整大宇昌原整車廠車廠總總制造成本制造成本總總裝裝車間車間主任主任預(yù)預(yù)算算調(diào)調(diào)整一工段工段整一工段工段長(zhǎng)

33、長(zhǎng)三三種種主要耗材主要耗材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， 可測(cè)量的， 校正的， 現(xiàn)實(shí)的 定時(shí)的GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 21D DI IMMC C GMSTar

34、gets 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。GOAL = Lead a Healthy Lifestyle 以一種健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗條TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有計(jì)劃地鍛煉 (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 Appl

35、ied To Anything In Life!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 22D DI IMMC C 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 想想工作或生想想工

36、作或生活中活中設(shè)設(shè)立的目立的目標(biāo)標(biāo)及及實(shí)現(xiàn)實(shí)現(xiàn)方法。方法。 Discuss as a team and report Take 10 minutes 團(tuán)隊(duì)討論團(tuán)隊(duì)討論及及匯報(bào)匯報(bào)-十分十分鐘鐘GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 23D DI IMMC C 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 OrientationC

37、ontinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 24D DI IMMC C 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 Review

38、sGoals, Objectives, Targets, MethodsCountermeasures對(duì)對(duì)策策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 25D DI IMMC C GMSBPD We Will Be Successful When Everyone Focuses On What

39、They Can Control! 當(dāng)當(dāng)每每個(gè)個(gè)人都集人都集中力量做事，我中力量做事，我們們就一定能成功做到就一定能成功做到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.

40、15Slide 26D DI IMMC C GMSuVisual Management Status at a Glanceu 可可視視化管理化管理讓讓信息容易信息容易讀讀取取u - Makes out of standard condition highly visible.u 突出超突出超標(biāo)標(biāo)的情的情況況。uOpen Communication/Team Conceptu - Enables all to focus on action plan/countermeasuresu and discuss as a team.u 讓讓所有人像一所有人像一個(gè)團(tuán)隊(duì)個(gè)團(tuán)隊(duì)一一樣樣共同共同關(guān)關(guān)注某注

41、某個(gè)個(gè)行行動(dòng)動(dòng)的的計(jì)劃計(jì)劃或或?qū)?duì)策策并參與討論并參與討論。KEY BPD CONCEPTSBPD的核心理念uBPD a critical tool to achieve Continuous Improvement.u BPD是是評(píng)評(píng)定是否定是否獲獲得持得持續(xù)續(xù)改改進(jìn)進(jìn)的工具的工具u - Achieve targets and then “raise the bar”.u 達(dá)達(dá)到了目到了目標(biāo)標(biāo)，接著制定更高的目，接著制定更高的目標(biāo)標(biāo)。uPDCAu - Discipline & Follow-up 一一種規(guī)則并種規(guī)則并需要持需要持續(xù)進(jìn)續(xù)進(jìn)行行u“ “Go-To-See” ” Leade

42、rship Style “ “Go-To-See” ” 領(lǐng)導(dǎo)領(lǐng)導(dǎo)模式模式u - Don t just sit at desk and receive reports.u 不要只是坐在不要只是坐在辦辦公室等待公室等待別別人人來匯報(bào)來匯報(bào)。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 27D DI IMMC C GMSManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-fo

43、rwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel Vehi

44、cleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementCon

45、tinuous 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 2003.3.15Slide 28D DI IMMC C GMSWhat is an Andon System? 什什么么是暗燈系是暗燈系統(tǒng)統(tǒng)?The

46、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 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

47、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停在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 29D DI IMMC C GMSAlways Remember The PrioritiesSafety (安全安全)People

48、(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 30D DI IMMC C GMS10131211FPSFPSFPSZone 2Step 1

49、- 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 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 StepsGMS OrientationContinuous ImprovementGMDAT/DIMC Confiden

50、tialVersion Date 2003.3.15Slide 31D DI IMMC C GMSAndon 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)做出反應(yīng)STVCON EQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3GMS OrientationContinuous ImprovementGMDAT/DIMC Confide

51、ntialVersion Date 2003.3.15Slide 32D DI IMMC C GMSStep 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility第三步：支持人員立刻到達(dá)并開始解決問題，班組長(zhǎng)對(duì)此負(fù)責(zé)Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 33D DI IMMC C

52、GMSStep 4 - Line continues to move to fixed position stop第四步：生產(chǎn)線繼續(xù)運(yùn)行直到定點(diǎn)停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 34D DI IMMC C GMSStep 5 - Problem is addressed, Andon is deactivated by Team Leader to keep th

53、e line running.第五步：?jiǎn)栴}解決，班組長(zhǎng)解除暗燈信號(hào)以保持生產(chǎn)線繼續(xù)運(yùn)行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 35D DI IMMC C GMSStep 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and b

54、oard flashes red - Downtime clock begins第六步：如果車輛到達(dá)定點(diǎn)停時(shí)班組長(zhǎng)仍然沒有解除暗燈信號(hào)，生產(chǎn)線停止并且主看板上紅燈開始閃爍，停線鈴開始響起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 36D DI IMMC C GMSFPSFPSFPSSet Line at 70% of

55、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! 在在線線停之前，停之前，盡盡早拉早拉動(dòng)動(dòng)暗燈暗燈線線宣告出宣告出現(xiàn)問題現(xiàn)問題。（在。（在70%線線位或之前），位或之前），Purpose of “70% Line”70% LineReaction TimeGMS OrientationContin

56、uous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 37D DI IMMC C GMSMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds 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

57、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(zhǎng)組長(zhǎng)工段工段長(zhǎng)長(zhǎng)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 2003.3.15Slide 38D DI IMMC C GMSAndon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnorm

58、ality 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，拉下暗燈拉索，拉下暗燈拉索，并繼續(xù)并繼續(xù)做

59、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(zhǎng)組長(zhǎng)按要求解按要求解決問題決問題Focus On Standardized Work!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 39D DI IMMC C GMSAndon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Tea

60、m 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 of TM.Team Leader manages the Andon system 班班組長(zhǎng)職責(zé)組長(zhǎng)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)施支持施支持到到達(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(zhǎng)認(rèn)為組長(zhǎng)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