汽车行业的持续改进课件

Continuous ImprovementGMS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32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull/DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl&VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/Order PartsContinuous 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 Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存Continuous 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!通过标准化获得稳定发展通过标准化获得稳定发展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Plan 计划计划Do 实施实施Check 检查检查Action 运作运作 Grasp the SituationGrasp the Situation掌握情况掌握情况掌握情况掌握情况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BADGOODLets 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 Situation掌握情况掌握情况Check 检查检查Action 运作运作ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg.and DesignIntegration(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，工具及布厂房，设备，工具及布置的精益化设计置的精益化设计ManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop 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 LayoutA 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 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?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 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 BPDConcrete GOALSRegular and 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为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们必须必须实现我我们的目的目标宗旨宗旨/任任务定期坚持审议定期坚持审议协调协调具体目具体目标明确目明确目标清清晰的，可量化的目晰的，可量化的目标有搜有搜寻目目标的方法的方法我们的宗旨我们的宗旨Safe 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没没有有损失工作日事故失工作日事故Increase Compliance of PPE增加增加对PPE的使用的使用定期坚持审议定期坚持审议协调我们的宗旨我们的宗旨宗旨宗旨/任任务为所有所有员工工创造安全的工作造安全的工作环境境为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们必须必须实现我我们的目的目标Why Engage the Workforce?为何要雇何要雇佣佣工人工人?Why?Why?Why?Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%of People Involvement%of Possible Improvement 员工的工的参与参与率率参与参与的可能性的可能性为什什么么?为什什么么?为什什么么?为什什么么?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！Division ManagersDivision ManagersMission/StrategyGoals&ObjectivesClear TargetsAction Plans Review Process任任务/对策策目目标实施施计划划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详细的的实施施计划划及及应急措施急措施层层实施施计划并划并实现目目标Group LeaderGroup LeaderAction PlansClear TargetsReview Process实施施计划划目目标清清晰晰TeamTeamClear TargetsReview Process目目标清清晰晰回回顾流程流程层层递进的流程的流程Department ManagerDepartment ManagerGoals&ObjectivesClear TargetsAction PlansReview Process目目标目目标清清晰晰实施施计划划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 ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsBut The Targets Dont Always Have To Measure The Same Thing,But Something That Will Affect the Next Level Up对于同一目于同一目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次的改次的改进 S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed 目标是：目标是：特特定的，定的，可可测量的，量的，校正的，校正的，现实的的 定定时的的Targets Have To Have Meaning To People!目目标对员工必工必须有意有意义！Team LeaderI have to achieve 0.000135 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?我知道自己我知道自己应得的得的馅饼有多大有多大班班组驾驶座安装座安装主要耗材（手套）GMDAT/DIMC每辆车的成本大宇昌原整大宇昌原整车厂厂总制造成本总装装车间主任主任预算调整一工段工段整一工段工段长三种主要耗材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，可可测量的，量的，校正的，校正的，现实的的 定定时的的Targets 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)有有计划划地地锻炼(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数（每周（每周1次）次）The Concept Can Be Applied To Anything In Life!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。Discuss 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Plan 计划划Do 实施施Check 检查Action 运运作作 Grasp the SituationGrasp the Situation了解情了解情了解情了解情况况况况PDCA is the foundation of BPDPDCA是是 BPD的基的基础Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行动 PLANDOPROBLEM SOLVING问题解解决决CHECKACTPDCA如何如何运运作作?未完成需要改进完成Regular ReviewsGoals,Objectives,Targets,MethodsCountermeasures对策策 Open,Team Discussion Coaching&Learning Get Support&Resources Go To SeeBPD 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。uVisual 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 CONCEPTSBPD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。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概概念念Lean Design of Facilities,Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat is an Andon System?什什么么是暗灯系是暗灯系统?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 they stop the line暗灯系暗灯系统允允许员工在出工在出现问题或有超或有超标情情况况时拉拉绳索以索以寻求求帮帮助助暗灯系暗灯系统可以在保持流水可以在保持流水线继续运运行的情行的情况况下，下，员工拉下工拉下绳索索寻求支持人求支持人员在在停停线前到出前到出现问题的工位解的工位解决决问题，以，以满足足对质量的控制。量的控制。Always Remember The PrioritiesSafety (安全安全)People(员工工)Quality(质量量)Responsiveness (响响应)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10131211FPSFPSFPSZone 2Step 1-Andon cord is pulled,station light goes on and music begins第一步：拉暗灯控制第一步：拉暗灯控制绳索索,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When there is a problem or out of standard situation which can not be fixed by the team member,then 当当员工不能工不能单独独解解决决出出现的的问题或超或超标的情的情况况时Andon StepsAndon Steps(Contd)Step 2-Zone light on main Andon board turns yellow,Team Leader responds to the Andon第二步：第二步：在暗灯系在暗灯系统主看板上相主看板上相应区区域的指示灯域的指示灯变成成黄黄色，班色，班组长对暗灯暗灯系系统的信的信号号做出反做出反应Step 3-Help comes immediately and problem solving begins.Team Leader takes the Andon responsibility第三步：支持人第三步：支持人员立刻到立刻到达并开达并开始解始解决决问题，班班组长对此此负责Andon Steps(Contd)Step 4-Line continues to move to fixed position stop第四步：生第四步：生产线继续运运行直到行直到定点停定点停10131211FPSFPSFPSFPSZone 2Andon Steps(Contd)Step 5-Problem is addressed,Andon is deactivated by Team Leader to keep the line running.第五步：第五步：问题解解决决，班班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运行。行。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：如果第六步：如果车辆到到达达定点停定点停时班班组长仍然仍然没没有解除暗灯信有解除暗灯信号号，生，生产线停止停止并并且主且主看板上看板上红灯灯开开始始闪烁，停，停线铃开开始始响响起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 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%LineReaction TimeMgrGroup 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都有都有职责支持生支持生产一一线的的员工工班班组成成员班班组长工段工段长主管主管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Andon 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 Problem Solving As Required.班班组成成员的的职责按照按照标准化要求作准化要求作业主主动查找超找超标情情况况如果如果发现了了异异常常状况状况或缺陷但无法及或缺陷但无法及时解解决决，拉下暗灯拉，拉下暗灯拉索，索，并并继续做自己的工作直到支持人做自己的工作直到支持人员到到达达。支持的班支持的班组长按要求解按要求解决决问题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 correction can be made.TL begins problem solving with support of TM.Team Leader manages the Andon system 班班组长职责在暗灯信在暗灯信号号发出后立刻赶到出后立刻赶到发生生问题的的区区域域查明原因明原因并并实施施支持支持到到达达问题区区域后立刻域后立刻开开始解始解决决问题当当班班组长认为可以把可以把问题解解决决时解除暗灯信解除暗灯信号号。班。班组长与与班班组成成员共同共同开开始解始解决决问题。班组长班组长管理暗灯系管理暗灯系统Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if(s)he is not able to 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 resources to eliminate problems.工段工段长职责当当班班组长不能解不能解决决问题时要提供支持要提供支持并尽并尽快快让生生产先先运运转起起来来如果需要可以如果需要可以寻求外部支持（如：求外部支持（如：维修，修，质量等部量等部门人人员）与与班班组长一起确定一起确定问题的起因是否已的起因是否已经被确被确认出出来并来并且保且保证解解决决措施得到措施得到实施施在停在停线时进行行监控，确定控，确定问题区区域域并并调动一切可利用一切可利用资源解源解决决问题Support The Team!Andon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality in stationInspection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D.Reference 4团队概概念念缩小小团队规模模工作工作标准化准化(FPS)明确明确质量量标准准职员培培训相互信任相互信任/尊重尊重保持保持单件工件工时停停线点点缓冲架冲架加工能力加工能力好好处实施的施的纠正措施不能正措施不能复复原原在工位控制在工位控制质量量检查和反和反馈开开放式交流放式交流团队合作合作提高提高生生产力力Why is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput使用暗灯使用暗灯数数据通据通过确定确定瓶瓶颈及影及影响响产出的出的问题来达来达到持到持续改改进TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析分析报告告Discuss Countermeasures讨论对策策Improve!改改进Andon Is Not Just a System Of Wires and Lights暗灯系暗灯系统不不仅仅是一是一个个由由电线和灯泡和灯泡组成的系成的系统It is a Concept of Calling For Help它它是一是一种种寻求求帮帮助的理念助的理念Pull Your Andon!在需要在需要帮帮助助时拉下拉索！拉下拉索！EVERYONE HAS AN“ANDON CORD”每每个个人都有一根人都有一根“暗灯拉索暗灯拉索”ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题解解决决What Is a Problem?什什么么可可称称为问题?uA Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situationu问题定定义为现行的行的标准或期望准或期望与与实际情情况况之之间的差的差异异StandardActualDiscrepancyTIMELEVEL标准准实际差差异异水平水平时间Problem Solving问题解解决决Problem Solving问题解解决决uProblems Are the Seeds for Improvement!问题是是进行改行改进的萌芽！的萌芽！uProblems Are Positive Opportunities!问题绝对是改是改进的机的机会会！uIf There Are No Problems,Then Something Is Wrong!没没有有问题才是最大的才是最大的问题！成成长GrowinguProblems Are Not About Blaming People!Blame The Process Not the People!需要需要责备的是工的是工艺，不是，不是员工！工！Problems Occur Because of Failures in the System.Problem Solving问题有有问题不意味不意味这要要责备员工！工！由于系由于系统失效才失效才产生生问题。Guiding PrinciplesEveryone is responsible for Problem Solving每每个个人都人都对解解决决问题负有有责任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指指导原原则班班组成成员班班组长工段工段长部部门领导物流物流工程工程师主管主管5-Phase Problem Solving问题解解决决的五的五个个阶段段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪确确认确定确定问题立即维修立即维修纠正措施正措施分析根源分析根源5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause/EffectInvestigation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow-UpVerificationWhere the problem first occurs?问题解解决决的五的五个个阶段段确定确定问题/最初最初对问题的理解的理解立即维修立即维修CauseInvestigation起因起因调查问题根源根源纠正措施正措施持持续确确认分析分析问题根源根源直接原因起因起因起因起因起因起因问题首先在首先在哪哪发生？生？基本起因基本起因/结果的果的调查对问题根源根源调查的的5 5个个为什什么么Why?Why?Why?Why?Why?为什什么么为什什么么为什什么么为什什么么为什什么么Grasp the Situation掌握情掌握情况况5-Phase Problem SolvinguWhen is Problem Solving appropriate 什么时候需要解决问题-Safety Incident 安全事故-Major Quality Issue 主要的质量问题-Major Downtime Occurrence 造成停线的主要原因-Reoccurring Downtime 重复造成停线and any other abnormal situations at anywhere 无论何处只要发生了异常情况都需要进行问题解决问题解解决决的五的五个个阶段段15-Phase Problem SolvinguProblem Definition 问题的定的定义A Statement which describes the current status or situation.对现状状的一段描述的一段描述Grasp the Situation掌握掌握情情况况State the problem that is occurring(Break down the problem into smaller ones&specifically define the situation)陈述已述已经发生的生的问题（将将大大问题化化为小小问题并并明确指明情明确指明情况况）Deviation and standard 偏差的大小与标准Quantity of occurrence 数量与发生的问题Frequency and percentage 发生的频率及百分率The time period 发生的时间Worker or machine related to 与此相关的员工或设备Point of occurrence 问题的起点点1uProblem Definition(cont.)问题的定的定义(续)Locate Point of Cause/Point of Occurrence(Where is the problem first observed)查找出找出现问题的起点的起点/问题的起点（的起点（哪里哪里首先出首先出现问题）5-Phase Problem SolvingProcess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess flow direction第第3 3道工道工艺造成出造成出现问题！观察察:第第 3 3 阶段段工工艺流程方向流程方向在第在第6 6道工道工艺发现问题能能够看看见能能够看看见能能够看看见不能看不能看见开始开始追溯追溯Apollo 13阿波阿波罗13号号uWhat is Problem Description/Initial Problem Perception?问题的描述的描述/初期初期对问题的理解是什的理解是什么么?uWhat is the Point of Cause?什什么么是出是出现问题的起点的起点?Problem Solving Exercise25-Phase Problem Solvingu Immediate Fix(Containment)立即维修立即维修Immediate fix is the action taken to contain the problem spread立即维修立即维修措施是措施是为了防止了防止问题扩散散Immediate fix is any extraordinary action as following examples to prevent passing on problem to the next customer(internal and/or final)u立即维修立即维修是下列各例都采取用是下列各例都采取用来来防止防止问题流向下一客流向下一客户户（内内部和部和/或或最最终客户终客户）的特）的特别措施措施Stop the line 停线100%inspection and repair 100%的检查并修好Sorting/Rework 分类/返修It is to protect the customer 这是是为了保了保护顾客客利益利益It is not the root cause and solution!这不不时最后的解最后的解决决方案！方案！35-Phase Problem SolvingRoot Cause Analysis分析分析问题根源根源uRoot Cause Analysis 分析分析问题根源根源Investigate the identi