《持续改进》课件.ppt

1、Continuous Improvement持续改进持续改进员工参与员工参与标准化标准化制造质量制造质量缩短制造周期缩短制造周期持续改进持续改进C o n t i n u o u s I m p r o v e m e n t G MS 持续改进员32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolv

2、ementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull/DeliveryAndonConceptProblemSolv

3、ingSimpleProcessFlowIn-ProcessControl&VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,

4、Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/Order Parts3 2 G MS C o n t i n u o u s B u i l t-I nQ uContinuous Improvement Company持续改进的公司持续改进的公司Small,steadyimprovements toconstantly improveThe Standard!从细小、稳定的改进到标准的不断提高No Company Today Can Surviv

5、e Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存C o n t i n u o u s I m p r o v e m e n t C o m p a n yContinuous ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能够进行持续改进前什么工作是绝对必要的？在能够进行持续改进前什么工作是绝对必要的？Stability Through Standardization!通过标准

6、化获得稳定发展通过标准化获得稳定发展C o n t i n u o u s I m p r o v e m e n t Wh a t I s StandardizationImprovement改进改进StandardizationStandardizationStandardizationImprovement改进改进Improvement改进改进Continuous ImprovementStandardization Before Continuous Improvement!在进行持续改进前的标准在进行持续改进前的标准标准化标准化标准化标准化标准化标准化标准化标准化S t a n d

7、a r d i z a t i o n I m p r o v e m e n t S t a nPlan 计划计划Do 实施实施Check 检查检查Action 运作运作 The PDCA CyclePDCAP l a n 计划D o 实施C h e c k 检查A c t i o n 运作 The PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning,mostly doing,do not check their status and th

8、en react to everything没有远见的公司很少做计划，大多数情况是直接实施，从不没有远见的公司很少做计划，大多数情况是直接实施，从不检查实施情况，此后对每件事都是如此检查实施情况，此后对每件事都是如此 DCAWorld-Class companies do excellent planning,always perform checks that enable to take corrective action and stay on schedule 世界级的大公司会做非常周详的计划，对每件工作进行跟踪世界级的大公司会做非常周详的计划，对每件工作进行跟踪检查以便及时采取纠正措

9、施并按进度表运行检查以便及时采取纠正措施并按进度表运行BADGOODT h e P D C A C y c l e i s O n e O f T h e MLets go to Kyong Ju!Plan 计划计划Prepare for the tripTwo days before leaving,check engine OIL LEAK!Fix oil leak&leave on timeOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 实施实施Grasp the Situa

10、tion掌握情况掌握情况Check 检查检查Action 运作运作L e t s g o t o K y o n g J u!P l a n ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal

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

12、ProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg.and D

13、esignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗灯概念暗灯概念TPM业务计划实施业务计划实施解决解决问题问题持续改进的过程持续改进的过程早期管理及早期管理及综合设计综合设计(DFM/DFA)厂房，设备，工具及厂房，设备，工具及布置的精益化设计布置的精益化设计Ma n u f a c t u r i n gP r o c e s

14、s V a l i d a tManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal Productive

15、MaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopl

16、eInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment业务计划实施业务计划实施QualitySystemManagementEarly Mfg.and DesignIntegration(DFM/DFA)Lean Design of Facilities,Equipment,Tooling and LayoutMa n u f a c t u r i n gP r o c e s s V a l i d a tA commo

17、n 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 义义Safety People Quality Responsiveness CostBPD是一种共有的方法，它能使多个部分是一种共有的方法，它能使多个部分组成我们的全球团队，通过五个核心范畴组成我们的全球团队，通过五个核心范畴统一行动以

18、达到公司的总体目标：统一行动以达到公司的总体目标：安全安全员工员工质量质量 响应响应成本成本A c o m m o n p r o c e s s w h i c h e n a b l e s?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore BPD部门主管部门主管通过不同的途径通过不同的途径没有落实责任没有落实责任目标向冲突目标向冲突任务任务重复重复ONLY HE KNOWS THE GOALS?D i v i s i o n D i r e c t o

19、 r?d i f f e r e n t d MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任务任务对工作进行跟踪对工作进行跟踪调动资源调动资源关注关注目标目标思路清晰思路清晰共同目标共同目标Division Director部门主管部门主管EVERYONE KNOWS THE GOALSAfter BPD MI S S I O N T R A C K P E R F O R MA N C E D E P L OConcrete GOALSRegular a

20、nd Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION,we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR&MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们们必须必须实现实现我我们们的目的目标标宗旨宗旨/任任务务定期坚持审议定期坚持审议协调协调具体目具体目标标明确目

21、明确目标标清清晰的，可量化的目晰的，可量化的目标标有搜有搜寻寻目目标标的方法的方法我们的宗旨我们的宗旨C o n c r e t e G O A L S R e g u l a r a n d C o n sSafe 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 s

22、afety incidents零事故零事故 Lost Work Day没没有有损损失工作日事故失工作日事故Increase Compliance of PPE增加增加对对PPE的使用的使用定期坚持审议定期坚持审议协调协调我们的宗旨我们的宗旨宗旨宗旨/任任务务为为所有所有员员工工创创造安全的工作造安全的工作环环境境为为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们们必须必须实现实现我我们们的目的目标标S a f e w o r k i n g e n v i r o n m e n t f o r aWhy Engage the Workforce?为为何要雇何要雇佣佣工人工人?Why?

23、Why?Why?Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%of People Involvement%of Possible Improvement 员员工的工的参与参与率率参与参与的可能性的可能性为为什什么么?为为什什么么?为为什什么么?为为什什么么?为为什什么么?Who is involved in BPD?Everyone!那些人那些人与与BPD有有关关？每每个个人！人！Wh y E n g a g e t h e Wo r k f o r c e?Wh y?Mission/StrategyGoals&ObjectivesClear Ta

24、rgetsAction Plans Review Process任任务务/对对策策目目标标实实施施计划计划The Cascading Process(catch balling 抓抓住要点住要点)Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives详细详细的的实实施施计划计划及及应应急措施急措施层层实层层实施施计划并实现计划并实现目目标标Action PlansClear TargetsReview Process实实施施计划计划目目标清标

25、清晰晰Clear TargetsReview Process目目标清标清晰晰回回顾顾流程流程层层递进层层递进的流程的流程Goals&ObjectivesClear TargetsAction PlansReview Process目目标标目目标清标清晰晰实实施施计划计划D i v i s i o n Ma n a g e r s Mi s s i o n/S t r aEach Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press-10Body-30Paint-15G.A.-45For Example,

26、Defects Per Hundred Vehicles(DPHV)Trim 1-10Trim 2-15Trim 3-10Trim 4-10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsE a c h L e v e l o f L e a d e r s h i p Mu s t But The Targets Dont Always Have To Measure The Same Thing,But Something That Will Affect the Next Level

27、Up对对于同一目于同一目标标中相同的事情不需要都量化，但有些事情却中相同的事情不需要都量化，但有些事情却会会影影响响到下一到下一层层次的改次的改进进 S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed 目标是：目标是：特特定的，定的，可可测测量的，量的，校正的，校正的，现实现实的的 定定时时的的Targets Have To Have Meaning To People!目目标对员标对员工必工必须须有意有意义义！Team LeaderI have to achieve 0.000135 Hours/Vehicle?B u

28、t T h e T a r g e t s D o n t A l w a y s HGMDAT/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?我知道自己我知道自己应应得的得的馅饼馅饼有多大有多大班班组组驾驶驾驶座安装座安装主要

29、耗材（手套）GMDAT/DIMC每辆车的成本大宇昌原整大宇昌原整车厂车厂总制造成本总总装装车间车间主任主任预算调调整一工段工段整一工段工段长长三种主要耗材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，指定的，可可测测量的，量的，校正的，校正的，现实现实的的 定定时时的的G MD A T/D I MC T E A M-C O C K P I T I N

30、 S T ATargets Are A Good Start,But We Need Good Methods To Achieve Them目标是个好开端，但需要好方法才能达到。GOAL=Lead a Healthy Lifestyle 以一以一种种健康的生活方式生活健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗保持苗条条TARGET 65 kgMETHODS-Exercise Regularly(3x/week)有有计划计划地地锻炼锻炼(每周每周3次次)-Cut Down On Fast Food(1x/week)减减少吃快餐的次少吃快餐的次数

31、数（每周（每周1次）次）The Concept Can Be Applied To Anything In Life!T a r g e t s A r e A G o o d S t a r t,B u t GOAL=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设立的目标及实现方法。生活中设立的目标及实现方法。D

32、iscuss as a team and report Take 10 minutes 团队讨论及汇报团队讨论及汇报-十分钟十分钟G O A L =B P D E x e r c i s e T h i n k o f a nPlan 计划计划Do 实实施施Check 检查检查Action 运运作作 PDCA is the foundation of BPDPDCA是是 BPD的基的基础础P l a n 计划D o 实施C h e c k 检查A c t i o n 运作 Below ExpectationsNeeds ImprovementMeets ExpectationHow does

33、it work?ActionsAnnual Business PlanX Activities行行动动 PLANDOPROBLEM SOLVING问题问题解解决决CHECKACT0 050501001001st1st3rd3rdPDCA如何如何运运作作?未完成需要改进完成Regular ReviewsGoals,Objectives,Targets,MethodsCountermeasures对对策策 Open,Team Discussion Coaching&Learning Get Support&Resources Go To SeeB e l o w E x p e c t a t i

34、 o n s H o w d o e s i t BPD We Will Be Successful When Everyone Focuses On What They Can Control!当每个人都当每个人都集中力量做事，我们就一定能成功做到集中力量做事，我们就一定能成功做到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.!不追问别人做的，关键在你的自己BPD能做的。B

35、 P D We Wi l l B e S u c c e s s f u l WhuVisual Management Status at a Glance 可视化管理让信息容易读取 -Makes out of standard condition highly visible.突出超标的情况。uOpen Communication/Team Concept -Enables all to focus on action plan/countermeasures and discuss as a team.让所有人像一个团队一样共同关注某个行动的计划或对策并参与讨论。KEY BPD CONCE

36、PTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement.BPD是评定是否获得持续改进的工具 -Achieve targets and then“raise the bar”.达到了目标，接着制定更高的目标。uPDCA -Discipline&Follow-up 一种规则并需要持续进行u“Go-To-See”Leadership Style“Go-To-See”领导模式 -Dont just sit at desk and receive reports.不要只是坐在办公室等待别人来汇报。V i s u a l

37、 Ma n a g e m e n t S t a t u s a t ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessBusiness Pla

38、nDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualif

39、ied PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概概念念Lean Design of Facilities,Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsMa n u f a c t u r i n gP r o c e s s V a l

40、i d a tWhat is an Andon System?什什么么是暗灯系是暗灯系统统?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 before

41、 they stop the line暗灯系暗灯系统统允允许员许员工在出工在出现问题现问题或有超或有超标标情情况时况时拉拉绳绳索以索以寻寻求求帮帮助助暗灯系暗灯系统统可以在保持流水可以在保持流水线继续运线继续运行的情行的情况况下，下，员员工拉下工拉下绳绳索索寻寻求支持人求支持人员员在在停停线线前到出前到出现问题现问题的工位解的工位解决问题决问题，以，以满满足足对质对质量的控制。量的控制。Wh a t i s a n A n d o n S y s t e m?什么是暗Always Remember The PrioritiesSafety (安全安全)People(员员工工)Quality(质

42、质量量)Responsiveness (响应响应)Cost(成本成本)Importance重要性For Example,Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有时我们为了达到质量要求而不得不放弃响应A l w a y s R e m e m b e r T h e P r i o r i t i e s10131211FPSFPSFPSZone 2Step 1-Andon cord is pulled,station light goes on and music begins第一步：拉暗灯控制第一

43、步：拉暗灯控制绳绳索索,工位的指示灯工位的指示灯会会亮起亮起并并伴伴随随着音着音乐乐When there is a problem or out of standard situation which can not be fixed by the team member,then 当员当员工不能工不能单独单独解解决决出出现现的的问题问题或超或超标标的情的情况况时时Andon Steps1 0 1 3 1 2 1 1 F P S F P S F P S Z o n e 2 S t e p 1 Andon Steps(Contd)Step 2-Zone light on main Andon b

44、oard turns yellow,Team Leader responds to the Andon第二步：第二步：在暗灯系在暗灯系统统主看板上相主看板上相应区应区域的指示灯域的指示灯变变成成黄黄色，班色，班组长对组长对暗灯暗灯系系统统的信的信号号做出反做出反应应STVCONEQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3A n d o n S t e p s (C o n t d)S t e p 2 -ZStep 3-Help comes immediately and problem solving begins.Team Leader takes th

45、e Andon responsibility第三步：支持人第三步：支持人员员立刻到立刻到达并开达并开始解始解决问题决问题，班班组长对组长对此此负责负责Andon Steps(Contd)S t e p 3 -H e l p c o m e s i m m e d i a t e lStep 4-Line continues to move to fixed position stop第四步：生第四步：生产线继续运产线继续运行直到行直到定点停定点停10131211FPSFPSFPSFPSZone 2Andon Steps(Contd)S t e p 4 -L i n e c o n t i n

46、u e s t o m o vStep 5-Problem is addressed,Andon is deactivated by Team Leader to keep the line running.第五步：第五步：问题问题解解决决，班班组长组长解除暗灯信解除暗灯信号号以保持生以保持生产线继续运产线继续运行。行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps(Contd)S t e p 5 -P r o b l e m i s a d d r e s s e d,Step 6 If Andon is not deactivated

47、 by Team Leader when vehicle reaches FPS,line stops and board flashes red-Downtime clock begins第六步：如果第六步：如果车辆车辆到到达达定点停定点停时时班班组长组长仍然仍然没没有解除暗灯信有解除暗灯信号号，生，生产线产线停止停止并并且主且主看板上看板上红红灯灯开开始始闪烁闪烁，停，停线铃开线铃开始始响响起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps(Contd)S t e p 6 I f A n d o n i

48、s n o t d e a c tFPSFPSFPSSet 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!在线停之前，尽早拉动暗灯线宣告出在线停之前，尽早拉动暗灯线宣告出现问题。（在现问题。（在70%线位或之前），线位或之前），Purpose of“70%Line”70%LineRea

49、ction TimeF P S F P S F P S S e t L i n e a t 7 0%P u l l MgrGroup 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员员都有都有职责职责支持生支持生产产一一线线的的员员工工班班组组成成员员班班组长

50、组长工段工段长长主管主管寻寻求求帮帮助助支持支持支持支持支持支持决决定定决决定定决决定定拉下暗灯拉索拉下暗灯拉索Mg r G r o u p L e a d e r T e a m L e a d e r T e a mAndon 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 A