通用大宇持续改进培训材料.ppt

ContinuousImprovement 持续改进 员工参与 标准化 制造质量 缩短制造周期 持续改进 32 GMS ContinuousImprovement Built InQuality ShortLeadTime PeopleInvolvement Standardization ContinuousImprovement ContinuousImprovementCompany持续改进的公司 Small steadyimprovementstoconstantlyimproveTheStandard 从细小 稳定的改进到标准的不断提高 NoCompanyTodayCanSurviveWithoutHavingAllEmployeesFocusedonContinuousImprovement没有改进就难以生存 ContinuousImprovement WhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur 在能够进行持续改进前什么工作是绝对必要的 StabilityThroughStandardization 通过标准化获得稳定发展 Standardization Improvement改进 Standardization Standardization Standardization Improvement改进 Improvement改进 ContinuousImprovement StandardizationBeforeContinuousImprovement 在进行持续改进前的标准 标准化 标准化 标准化 标准化 Plan计划 Do实施 Check检查 Action运作 GrasptheSituation掌握情况 ThePDCACycle PDCA ThePDCACycleisOneOfTheMostImportantConceptsInACompany P D REACT P Poorcompaniesdolittleplanning mostlydoing donotchecktheirstatusandthenreacttoeverything 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 D C A World Classcompaniesdoexcellentplanning alwaysperformchecksthatenabletotakecorrectiveactionandstayonschedule 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 BAD GOOD Let sgotoKyongJu Plan计划 Prepareforthetrip Twodaysbeforeleaving checkengine OILLEAK Fixoilleak leaveontime OurFamilyHasNotHadAVacationInALongTime PDCACanBeUsedForAnything Do实施 GrasptheSituation掌握情况 Check检查 Action运作 HealthandSafetyPriority ContinuousImprovement ManufacturingProcessValidation In ProcessControlandVerification ProductQualityStandards QualityFeedback Feed forward VisualManagement ManagementbyTAKTTime Work placeOrganization ContinuousImprovementProcess TotalProductiveMaintenance ScheduledShipping Receiving LevelVehicleOrderSchedules SupplyChainManagement InternalPull Delivery HealthandSafetyPriority QualifiedPeople TeamConcept PeopleInvolvement OpenCommunicationProcess Vision ShopFloorManagement ContinuousImprovement QualitySystemManagement EarlyMfg andDesignIntegration DFM DFA LeanDesignofFacilities Equipment ToolingandLayout AcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts toactinunisontoachievecompanywidegoalsinfivekeycategories Definition BusinessPlanDeployment 定义 SafetyPeopleQualityResponsivenessCost BPD是一种共有的方法 它能使多个部分组成我们的全球团队 通过五个核心范畴统一行动以达到公司的总体目标 安全员工质量响应成本 DivisionDirector differentdirections noownership conflictinggoals MISSION duplication BeforeBPD 部门主管 通过不同的途径 没有落实责任 目标向冲突 任务 重复 ONLYHEKNOWSTHEGOALS MISSION TRACKPERFORMANCE DEPLOYRESOURCES GME BPDGuide FOCUS TARGETS CLEARDIRECTION COMMONGOALS 任务 对工作进行跟踪 调动资源 关注 目标 思路清晰 共同目标 DivisionDirector 部门主管 EVERYONEKNOWSTHEGOALS AfterBPD ConcreteGOALS RegularandConsistentReviews Coordination AchievingOurVision InOrderforGMDAT DIMCtoAchieveItsVISION wehavetoachieveourgoals SPECIFICOBJECTIVES CLEAR MEASURABLETARGETS AMETHODTORESEARCHTHETARGETS 为了实现GMDAT DIMC的宗旨 我们必须实现我们的目标 宗旨 任务 定期坚持审议 协调 具体目标 明确目标 清晰的 可量化的目标 有搜寻目标的方法 我们的宗旨 Safeworkingenvironmentforallemployees RegularandConsistentReviews Coordination AchievingOurVision InOrderforGMDAT DIMCtoAchieveItsVISION wehavetoachieveourgoals Nosafetyincidents零事故 LostWorkDay没有损失工作日事故 IncreaseComplianceofPPE增加对PPE的使用 定期坚持审议 协调 我们的宗旨 宗旨 任务 为所有员工创造安全的工作环境 为了实现GMDAT DIMC的宗旨 我们必须实现我们的目标 WhyEngagetheWorkforce 为何要雇佣工人 Why Why Why Why Why 1 6 6 10 10 20 20 40 40 100 ofPeopleInvolvement ofPossibleImprovement 员工的参与率 参与的可能性 为什么 为什么 为什么 为什么 为什么 WhoisinvolvedinBPD Everyone 那些人与BPD有关 每个人 DivisionManagers Mission StrategyGoals ObjectivesClearTargetsActionPlansReviewProcess任务 对策目标实施计划 TheCascadingProcess catchballing抓住要点 Level2 Level3 Level4 Level1 DetailedActionPlansandCountermeasures CascadingStrategiesandObjectives 详细的实施计划及应急措施 层层实施计划并实现目标 GroupLeader ActionPlansClearTargetsReviewProcess实施计划目标清晰 Team ClearTargetsReviewProcess目标清晰回顾流程 层层递进的流程 DepartmentManager Goals ObjectivesClearTargetsActionPlansReviewProcess目标目标清晰实施计划 EachLevelofLeadershipMustHandDownTargetstoTheirTeam Bupyung 100 Press 10Body 30Paint 15G A 45 ForExample DefectsPerHundredVehicles DPHV Trim1 10Trim2 15Trim3 10Trim4 10 ProductionDirector ShopManager Plant Shop Group Team Teams GroupLeader Teams Teams ButTheTargetsDon tAlwaysHaveToMeasureTheSameThing ButSomethingThatWillAffecttheNextLevelUp 对于同一目标中相同的事情不需要都量化 但有些事情却会影响到下一层次的改进 S M A R T Targets Specific Measurable Aligned Realistic Timed目标是 特定的 可测量的 校正的 现实的定时的 TargetsHaveToHaveMeaningToPeople 目标对员工必须有意义 TeamLeader Ihavetoachieve0 000135Hours Vehicle GMDAT DIMCCostperVehicle TEAM COCKPITINSTALLTopScrapItem ofGlovesConsumed GROUPLEADERTRIM1Top3Scrap SHOPMANAGERG A BudgetAccounts CHANGWONPLANTTotalManufacturingCost Iunderstandmypieceofthepie 我知道自己应得的馅饼有多大 班组 驾驶座安装主要耗材 手套 GMDAT DIMC每辆车的成本 大宇昌原整车厂总制造成本 总装车间主任预算 调整一工段工段长三种主要耗材 TargetCascade Example EveryoneGetsAPieceOfThePieThatIsEasyToBiteInto S M A R T Targets Specific Measurable Aligned Realistic Timed指定的 可测量的 校正的 现实的定时的 TargetsAreAGoodStart ButWeNeedGoodMethodsToAchieveThem 目标是个好开端 但需要好方法才能达到 GOAL LeadaHealthyLifestyle以一种健康的生活方式生活 OBJECTIVE MaintainaLightWeight保持苗条 TARGET 65kg METHODS ExerciseRegularly 3x week 有计划地锻炼 每周3次 CutDownOnFastFood 1x week 减少吃快餐的次数 每周1次 TheConceptCanBeAppliedToAnythingInLife GOAL OBJECTIVE TARGET METHOD S BPDExercise ThinkofanexampleatworkorathomewhereyoucanestablishaGoal Objective TargetandatleastoneMethod想想工作或生活中设立的目标及实现方法 Discussasateamandreport Take10minutes团队讨论及汇报 十分钟 Plan计划 Do实施 Check检查 Action运作 GrasptheSituation了解情况 PDCAisthefoundationofBPD PDCA是BPD的基础 BelowExpectationsNeedsImprovementMeetsExpectation Howdoesitwork X Activities行动 PLAN DO PROBLEMSOLVING问题解决 CHECK ACT PDCA如何运作 未完成需要改进完成 RegularReviews Goals Objectives Targets Methods Countermeasures 对策 Open TeamDiscussionCoaching LearningGetSupport ResourcesGoToSee BPD WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl 当每个人都集中力量做事 我们就一定能成功做到BPD Whycan ttheydesignbettercars WhatcanIdoinmyareatoimprove AskNotWhatOthersCanDo AskWhatCanYouDoOnYourB P D 不追问别人做的 关键在你的自己BPD能做的 VisualManagement StatusataGlance可视化管理 让信息容易读取 Makesoutofstandardconditionhighlyvisible 突出超标的情况 OpenCommunication TeamConcept Enablesalltofocusonactionplan countermeasuresanddiscussasateam 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 KEYBPDCONCEPTSBPD的核心理念 BPDacriticaltooltoachieveContinuousImprovement BPD是评定是否获得持续改进的工具 Achievetargetsandthen raisethebar 达到了目标 接着制定更高的目标 PDCA Discipline Follow up一种规则并需要持续进行 Go To See LeadershipStyle Go To See 领导模式 Don tjustsitatdeskandreceivereports 不要只是坐在办公室等待别人来汇报 QualitySystemManagement QualityFeedback Feed forward StandardizedWork VisualManagement ManagementbyTAKTTime Work placeOrganization EarlyMfg andDesignIntegration DFM DFA TotalProductiveMaintenance ControlledExternalTransportation ScheduledShipping Receiving LevelVehicleOrderSchedules SupplyChainManagement InternalPull Delivery SmallLotPackaging FixedPeriodOrderingSystem OrderParts HealthandSafetyPriority QualifiedPeople TeamConcept PeopleInvolvement OpenCommunicationProcess Vision Mission ShopFloorManagement ContinuousImprovement LeanDesignofFacilities Equipment ToolingandLayout In ProcessControlandVerification ProductQualityStandards WhatisanAndonSystem 什么是暗灯系统 TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline 暗灯系统允许员工在出现问题或有超标情况时拉绳索以寻求帮助暗灯系统可以在保持流水线继续运行的情况下 员工拉下绳索寻求支持人员在停线前到出现问题的工位解决问题 以满足对质量的控制 AlwaysRememberThePriorities Safety 安全 People 员工 Quality 质量 Responsiveness 响应 Cost 成本 Importance重要性 ForExample SometimesWeHaveToSacrificeResponsivenesstoAchieveQuality 比如 有时我们为了达到质量要求而不得不放弃响应 10 13 12 11 FPS FPS FPS Zone2 Step1 Andoncordispulled stationlightgoesonandmusicbegins第一步 拉暗灯控制绳索 工位的指示灯会亮起并伴随着音乐 Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember then 当员工不能单独解决出现的问题或超标的情况时 AndonSteps AndonSteps Cont d Step2 ZonelightonmainAndonboardturnsyellow TeamLeaderrespondstotheAndon第二步 在暗灯系统主看板上相应区域的指示灯变成黄色 班组长对暗灯系统的信号做出反应 Step3 Helpcomesimmediatelyandproblemsolvingbegins TeamLeadertakestheAndonresponsibility第三步 支持人员立刻到达并开始解决问题 班组长对此负责 AndonSteps Cont d Step4 Linecontinuestomovetofixedpositionstop第四步 生产线继续运行直到定点停 10 13 12 11 FPS FPS FPS FPS Zone2 AndonSteps Cont d Step5 Problemisaddressed AndonisdeactivatedbyTeamLeadertokeepthelinerunning 第五步 问题解决 班组长解除暗灯信号以保持生产线继续运行 AndonSteps Cont d Step6 IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS linestopsandboardflashesred Downtimeclockbegins第六步 如果车辆到达定点停时班组长仍然没有解除暗灯信号 生产线停止并且主看板上红灯开始闪烁 停线铃开始响起 DowntimeClock AndonSteps Cont d FPS FPS FPS SetLineat70 ofTaktorCycleTime RelatetoSpecificStepinStandardizedWork PulltheAndonasEarlyAsPossible atorbefore70 Line toAddressProblemsBeforeTheyStoptheLine 在线停之前 尽早拉动暗灯线宣告出现问题 在70 线位或之前 Purposeof 70 Line 70 Line ReactionTime Mgr GroupLeader TeamLeader TeamMember Decision Decision Decision PullAndon Support Support Support Needshelp Functionofeveryoneincludingmanagersandstaffistosupportproductionteammembers 主管及所有人员都有职责支持生产一线的员工 班组成员 班组长 工段长 主管 寻求帮助 支持 支持 支持 决定 决定 决定 拉下暗灯拉索 AndonConcept RoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut of StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected PulltheAndon andContinueWithRestofCycleUntilSupportArrives SupportTeamLeaderWithProblemSolvingAsRequired 班组成员的职责按照标准化要求作业主动查找超标情况如果发现了异常状况或缺陷但无法及时解决 拉下暗灯拉索 并继续做自己的工作直到支持人员到达 支持的班组长按要求解决问题 FocusOnStandardizedWork AndonConcept RoleofTeamLeader TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport TeamLeaderbeginsimmediatecorrectionoftheproblem TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade TLbeginsproblemsolvingwithsupportofTM TeamLeadermanagestheAndonsystem班组长职责在暗灯信号发出后立刻赶到发生问题的区域查明原因并实施支持到达问题区域后立刻开始解决问题当班组长认为可以把问题解决时解除暗灯信号 班组长与班组成员共同开始解决问题 班组长管理暗灯系统 AddressNon StandardConditions AndonConcept RoleofGroupLeaderSupportTeamLeaderif s heisnotabletocountermeasuretheproblem andgetthelinerunningassoonaspossible Calladditionalsupportasneeded i e maintenance quality etc Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented Monitordowntime identifyproblemareasandworkwithallavailableresourcestoeliminateproblems 工段长职责当班组长不能解决问题时要提供支持并尽快让生产先运转起来如果需要可以寻求外部支持 如 维修 质量等部门人员 与班组长一起确定问题的起因是否已经被确认出来并且保证解决措施得到实施在停线时进行监控 确定问题区域并调动一切可利用资源解决问题 SupportTheTeam AndonConcept TeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust RespectConstantTaktTimeFixedPositionStopDecouplers BuffersProcessCapability ENABLERS IrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivity BENEFITS MotionCorrectionWaiting 团队概念缩小团队规模工作标准化 FPS 明确质量标准职员培训相互信任 尊重保持单件工时停线点缓冲架加工能力 好处 实施的纠正措施不能复原在工位控制质量检查和反馈开放式交流团队合作提高生产力 WhyisAndonPartofC I UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput使用暗灯数据通过确定瓶颈及影响产出的问题来达到持续改进 TRIM1GROUPAndonReport2003 1 24Station001R 10 Station003L 4 Station004R 2 AnalyzeReports分析报告 DiscussCountermeasures讨论对策 Improve 改进 AndonIsNotJustaSystemOfWiresandLights暗灯系统不仅仅是一个由电线和灯泡组成的系统 ItisaConceptofCallingForHelp它是一种寻求帮助的理念 PullYourAndon 在需要帮助时拉下拉索 EVERYONEHASAN ANDONCORD 每个人都有一根 暗灯拉索 ProductQualityStandards QualitySystemManagement In ProcessControl Verification QualityFeedback Feed forward VisualManagement ManagementbyTAKTTime Work placeOrganization EarlyMfg andDesignIntegration DFM DFA LeanDesignofFacilities Equipment ToolingandLayout TotalProductiveMaintenance LevelVehicleOrderSchedules SupplyChainManagement InternalPull Delivery HealthandSafetyPriority PeopleInvolvement Values Vision Mission ShopFloorManagement ContinuousImprovement WhatIsaProblem 什么可称为问题 AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation问题定义为现行的标准或期望与实际情况之间的差异 Standard Actual Discrepancy TIME LEVEL 标准 实际 差异 水平 时间 ProblemSolving问题解决 ProblemSolving问题解决 ProblemsAretheSeedsforImprovement 问题是进行改进的萌芽 ProblemsArePositiveOpportunities 问题绝对是改进的机会 IfThereAreNoProblems ThenSomethingIsWrong 没有问题才是最大的问题 成长 ProblemsAreNotAboutBlamingPeople BlameTheProcess NotthePeople 需要责备的是工艺 不是员工 ProblemsOccurBecauseofFailuresintheSystem ProblemSolving问题 有问题不意味这要责备员工 由于系统失效才产生问题 GuidingPrinciples EveryoneisresponsibleforProblemSolving每个人都对解决问题负有责任 SectionLeader 指导原则 班组成员 班组长 工段长 部门领导 物流 工程师 主管 5 PhaseProblemSolving问题解决的五个阶段 1 2 3 4 5 ProblemDefinition ImmediateFix RootCauseAnalysis CorrectiveAction Follow UpVerification 跟踪确认 确定问题 立即维修 纠正措施 分析根源 5 PhaseProblemSolving 5 4 DirectCause Cause Cause Cause RootCause BasicCause EffectInvestigation 5WhyInvestigationtoRootCause ProblemDefinition InitialProblemPerception 1 ImmediateFix Containment RootCauseAnalysis 2 3 CorrectiveAction Follow UpVerification Wheretheproblemfirstoccurs 问题解决的五个阶段 确定问题 最初对问题的理解 立即维修 问题根源 纠正措施 持续确认 分析问题根源 直接原因 起因 起因 起因 问题首先在哪发生 基本起因 结果的调查 对问题根源调查的5个为什么 5 PhaseProblemSolving WhenisProblemSolvingappropriate 什么时候需要解决问题 SafetyIncident安全事故 MajorQualityIssue主要的质量问题 MajorDowntimeOccurrence造成停线的主要原因 ReoccurringDowntime重复造成停线andanyotherabnormalsituationsatanywhere无论何处只要发生了异常情况都需要进行问题解决 问题解决的五个阶段 1 5 PhaseProblemSolving ProblemDefinition问题的定义 AStatementwhichdescribesthecurrentstatusorsituation 对现状的一段描述 Statetheproblemthatisoccurring Breakdowntheproblemintosmallerones specificallydefinethesituation 陈述已经发生的问题 将大问题化为小问题并明确指明情况 Deviationandstandard偏差的大小与标准Quantityofoccurrence数量与发生的问题Frequencyandpercentage发生的频率及百分率Thetimeperiod发生的时间Workerormachinerelatedto与此相关的员工或设备Pointofoccurrence问题的起点点 1 ProblemDefinition cont 问题的定义 续 LocatePointofCause PointofOccurrence Whereistheproblemfirstobserved 查找出现问题的起点 问题的起点 哪里首先出现问题 5 PhaseProblemSolving Process3IsthePointofCause Observation GoBackto3 6 5 4 3 2 1 Problemin6 CanSee CanSee CanSee CanNotSee Startbacktrack Processflowdirection 第3道工艺造成出现问题 观察 第3阶段 工艺流程方向 在第6道工艺发现问题 能够看见 能够看见 能够看见 不能看见 开始追溯 Apollo13阿波罗13号WhatisProblemDescription InitialProblemPerception 问题的描述 初期对问题的理解是什么 WhatisthePointofCause 什么是出现问题的起点 ProblemSolvingExercise 2 5 PhaseProblemSolving ImmediateFix Containment 立即维修Immediatefixistheactiontakentocontaintheproblemspread立即维修措施是为了防止问题扩散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer internaland orfinal 立即维修是下列各例都采取用来防止问题流向下一客户 内部和 或最终客户 的特别措施Stoptheline停线100 inspectionandrepair100 的检查并修好Sorting Rework分类 返修Itistoprotectthecustomer这是为了保护顾客利益Itisnottherootcauseandsolution 这不时最后的解决方案 3 5 PhaseProblemSolving RootCauseAnalysis分析问题根源Investigatetheidentifiedcause调查已确定的起因Fivewhyinvestigations调查时应用 五个为什么 Causeandeffectdiagram起因和结果图Processdiagnosticsheet工艺诊断表Summarizeanalysisresults总结分析结果Statewhichseemtobethemostsignificantcause s andhowyoureachedthatconclusion记录看起来最重要的原因并写明你的结论是如何得到的Listmaincause s 罗列主要原因 FiveWhyInvestigation 4 5 PhaseProblemSolving CorrectiveAction纠正措施Establishing Implementingashortorlongtermcountermeasuretoeliminationrootcause s 制定并执行一个短期或长期的措施来解决问题的根本原因 Identifybestpossiblesolutionsintermofidentifiedcauses根据确定的愿意制定最理想的解决方案 Prioritizepotentialsolutions对潜在方案进行优先性排序Implementsolution执行方案Establishaschedulewithtargetcompletiondates制定一个有问题解决期限的计划表 5 PhaseProblemSolving 5 Follow upVerification跟踪确认Follow upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟踪确认是确定问题是否已经纠正的活动Frequentcheckofthecorrectionresult对更正的结果定期检查toimplementaccordingtopredeterminedcorrectiveactionplan按预定的纠正措施计划执行toreachthegoalofcorrectiveaction达到纠正措施的目标Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem将问题解决方法标准化以防止相似的问题再次发生 Whyis5PhaseProblemSolvingPartofC I TraditionalCompaniesStopatPhase2 TheyJustContaintheProblemandPutonaBand Aid World ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgain That sNotRealImprovement ItisJustGettingBacktoStandard Now THATisContinuousImprovement GOALLTHEWAYTOPHASE5 IfWeReallyWantToBeSuccessfulandBeatHyundai ProductQualityStandards QualitySystemManagement In ProcessControl Verification QualityFeedback Feed forward VisualManagement ManagementbyTAKTTime Work placeOrganization EarlyMfg andDesignIntegration DFM DFA LeanDesignofFacilities Equipment ToolingandLayout TotalProductiveMaintenance LevelVehicleOrderSchedules SupplyChainManagement InternalPull Delivery HealthandSafetyPriority QualifiedPeople TeamConcept PeopleInvolvement OpenCommunicationProcess Values Vision Mission ShopFloorManagement ContinuousImprovement ContinuousImprovementCulture Sethurdles conquerthem thenraisethebar 设置障碍 克服障碍 不断提高 CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste创造一个持续改进的文化氛围 让员工在消除浪费中提高 ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy WASTE 改进是与消除浪费不断作斗争的过程 Safety安全Quality质量Cost成本Productivity生产力 Improve 7TypesofWaste ContinuousImprovementCulture 七种浪费 改进 WhenYouClimbtotheTop 当你爬到山顶时 YouCanSeetheNextTarget 你将会发现下一个目标 ContinuousImprovementCulture DieChangeExercise 更换模具练习 DieChangeExercise DieChangeExercise Round1模具更换练习 第一轮Objective Changethedieinminimalamountoftime 目的 在最短时间内更换模具DieChangeStandardizedWork 模具更换的标准化作业 1 Removethe 2 nuts 卸下螺母2 Removethe 2 washers 拆下垫圈3 ExchangetheDie CenterPiece VerifyDieisflushatends 调换模具 主要工作 确定模具四角已经对齐 4 Reassemble VerifyDieisflushatends Verifythatthenutsaretight 重新装配确认模具四角已经对齐确认螺母正确对位 DieChangeExercise Instructions 说明 EachpersoninthegroupwillperformtheDieChangeonce 工段中每个人都要进行一次更换操作 AmemberofthegroupshouldtimetheDieChange 工段中要有一人对更换工作进行计时 AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一人在重新装配模具时进行下列两项检查Verifyendsareflush add1minutetoindividualtimeforviolation确认模具边角对齐 如果发现未对齐要在个人时间上加1分钟 Verifynutsaresecure add1minutetoindividualtimeforviolation 确认螺母已经拧紧 如果发现有违反的在个人时间上加1分钟 CalculatetheaverageDieChangetimeforthegroup 计算整个工段更换模具的平均时间 DieChangeExercise DieChangeExercise Round2模具更换练习 第二轮Objective Changethedieinminimalamountoftime 目的 在最短时间内更换模具DieChangeStandardizedWork 模具更换的标准化作业 1 Loosenthe 2 nuts 拧松螺母2 ExchangetheDie CenterPiece VerifyDieisflushatends 调换模具 主要工作 确认模具四个角已经对齐 3 Reassemble VerifyDieisflushatends Verifythatthenutsaretight 重新装配 确认模具四角已经对齐 确认螺母正确对位 DieChangeExercise Instructions 说明 EachpersoninthegroupwillperformtheDieChangeonce 工段中每个人都要进行一次模具更换操作 AmemberofthegroupshouldtimetheDieChange 工段中要有一人对模具更换工作计时 AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一人在模具更换时进行下列两项检查Verifyendsareflush add1minutetoindividualtimeforviolation确认模具边角对齐 如果有违反在个人时间上加1分钟 Verifynutsaresecure add1minutetoindividualtimeforviolation 确认螺母已经拧紧 如果有违反在个人时间上加1分钟 CalculatetheaverageDieChangetimeforthegroup 计算工段更换模具的平均时间 1 GrasptheCurrentSituation掌握现有的情况2 ImaginetheIdealSituation设想理想状况3 CompareCurrentSituationtoIdeal SeetheGap将现有状况与理想状况进行对比 找出差距4 DefineStrategytoAchievetheIdeal确定达到目标的方法5 ImplementCIPs实施持续改进工作6 Follow Up跟踪 WhatistheCIPMethod ObserveStandardizedWork Observethe Wall TaktTime Operator1 ContinuousImprovementProcess 1 GrasptheCurrentSituation掌握当前形势 观察标准化的工作 1 单件工时 观察平衡墙上的结果 ContinuousImprovementProcess 2 ImaginetheIdealSituation设想理想状况Safer BetterQuality LowerCost BetterProductivity 更安全 质量更好 成本更低 生产力更高 ContinuousImprovementProcess 3 CompareCurrentSituationtoIdeal SeetheGap将现状与目标进行对比 找出差距4 DefineStrategytoAchievetheIdeal确定达到目标的方法 GAP CIPIdea 3 CURRENT IDEAL 差距 现状 目标 第3个持续改进方案 第一个持续改进方案 ContinuousImprovementProcess 5 ImplementCIPs Getagreementfromteamandallshifts Communicatechangetoallcustomers6 Follow up Bepatient Givethechangetimetowork Changestandardtoreflectnewprocess 实施持续改进措施跟踪 Plan计划 Do实施 Check检查 Action运作 GrasptheSituation掌握情况 UsePDCAforCIP HowdoesContinuousImprovementapplytootherGMSPrinciples 持续改进如何应用到其它GMS原则中 Built In Quality 内建质量Improvesquality提高质量Constantlyreducesthewasteofvariation持续减少因变更造成的浪费 PeopleInvolvement 员工参与Everyoneisresponsibleforcontinuousimprovement每名员工都有责任开展持续改进工作 ShortLeadTime 缩短制造周期Reducesleadtime减少制造用时Reducesin processstocks减少库存Reducesthetimeofoperations减少操作时间Eliminateswaste杜绝浪费 Standardization 标准化Stabilizestheprocesssothatcontinuousimprovementscantakeplace有稳定的工艺才能保证持续改进的开展 标准化 缩短制造周期 持续改进 员工参与 制造质量