GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 1
GMS
Continuous Improvement
GMS
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 2
GMS
32
GMS
Continuous
Improvement
Built-In
Quality
Short Lead
Time
People
Involvement
Standardization
Continuous Improvement
Health and
Safety
Priority Qualified People Team Concept
People
Involvement
Open
Communication
Process
Controlled
External
TransportationManufacturing
Process
Validation
Product
Quality
Standards Quality
System
Management
Scheduled
Shipping /
Receiving
Level
Vehicle
Order
Schedules
Supply
Chain
Management
Values
Vision
/Mission
Shop Floor
Management
Internal
Pull /
Delivery
Andon
Concept
Problem
Solving
Simple
Process
Flow
In
-P
ro
ce
ss
C
on
tr
ol
&
Ve
rif
ic
at
io
n
Standardized
Work
Small Lot
Packaging
Temporary
Material
Storage
Quality
Feedback/
Feed-
forward
Visual
Management
Management
by TAKT
Time
Work-
place
Organization
Early Mfg. and
Design
Integration
(DFM / DFA)
Continuous
Improvement
Process
Lean Design
of Facilities,
Equipment,
Tooling and
Layout
Business Plan
Deployment
Total
Productive
Maintenance
Fixed Period
Ordering
System/
Order Parts
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 3
GMS
Continuous Improvement
Company持续改进的公司
Small, steady
improvements to
constantly improve
The 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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 4
GMS
Continuous Improvement
What 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？
Stability Through Standardization!
通过标准化获得稳定发展
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 5
GMS
Standardization
Improvement
改进
Standardization
Standardization
Standardization
Improvement
改进
Improvement
改进
Continuous Improvement
Standardization Before Continuous Improvement!
在进行持续改进前的标准
标准化
标准化
标准化
标准化
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 6
GMS
Plan 计划
Do 实施
Check 检查
Action 运作
Grasp the SituationGrasp the Situation
掌握情况掌握情况
The PDCA Cycle
PDCA
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 7
GMS
The PDCA Cycle is One Of The Most
Important Concepts In A Company…
P D REACT
P
Poor 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
检查实施情况，此后对每件事都是如此……
D C A
World-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
检查以便及时采取纠正措施并按进度表运行……
BAD
GOOD
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 8
GMS
Let’s go to Kyong Ju!!!
Plan 计划
Prepare for the trip
Two days before leaving,
check engine – OIL LEAK!
Fix oil leak & leave on time
Our Family Has Not Had A
Vacation In A Long Time!
PDCA Can Be Used For Anything
Do 实施
Grasp the Situation
掌握情况
Check 检查
Action 运作
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 9
GMS
Manufacturing
Process
Validation
Product
Quality
Standards
Quality
System
Management
In
-P
ro
ce
ss
C
on
tr
ol
&
Ve
rif
ic
at
io
n
Quality
Feedback/
Feed-
forward
Standardized
Work
Visual
Management
Management
by TAKT
Time
Work-
place
Organization
Controlled
External
Transportation
Scheduled
Shipping /
Receiving
Level Vehicle
Order Schedules
Supply
Chain
Management
Internal
Pull /
Delivery
Simple
Process
Flow
Small Lot
Packaging
Temporary
Material
Storage
Fixed Period
Ordering
System/
Order Parts
Health and
Safety Priority
Qualified People
Team Concept
People
Involvement
Open
Communication
Process
Values
Vision
Shop Floor
Management
Continuous Improvement
Andon
Concept
Problem
Solving
Early Mfg. and Design
Integration (DFM / DFA)
Continuous
Improvement
Process
Lean Design of Facilities, Equipment,
Tooling and Layout
Business Plan
Deployment
Total
Productive
Maintenance
Andon
Concept
Problem
Solving
Early Mfg. and Design
Integration
(DFM/DFA)
Continuous
Improvement
Process
Lean Design of Facilities,
Equipment,
Tooling and Layout
Business
Plan Deployment
Total
Productive
Maintenance
暗灯概念 TPM
业务计划实施
解决
问题
持续改进的过程
早期管理及
综合设计
(DFM/DFA)厂房，设备，工具及布
置的精益化设计
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 10
GMS
Manufacturing
Process
Validation
In-Process
Control and
Verification
Pr
od
uc
t
Q
ua
lit
y
S
ta
nd
ar
ds
Quality
Feedback/
Feed-
forward
Standardized
Work
Visual
Management
Management
by TAKT
Time
Work-
place
Organization
Andon
Concept
Problem
Solving
Continuous
Improvement
Process
Business Plan
Deployment
Total
Productive
Maintenance
Controlled
External
Transportation
Scheduled
Shipping /
Receiving
Level Vehicle
Order Schedules
Supply
Chain
Management
Internal
Pull /
Delivery
Simple
Process
Flow
Small Lot
Packaging
Temporary
Material
Storage
Fixed Period
Ordering
System/
Order Parts
Health and
Safety Priority
Qualified People Team Concept
People
Involvement Open
Communication
Process
Values
Vision
Shop Floor
Management
Continuous Improvement
Business Plan
Deployment
业务计划实施
Quality
System
Management
Early Mfg. and Design
Integration (DFM / DFA)
Lean Design of Facilities,
Equipment,
Tooling and Layout
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 11
GMS
A 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:
Definition
Business Plan Deployment
定 义
•Safety
•People
•Quality
•Responsiveness
•Cost
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 12
GMS
?
Division Director
?
different directionsno ownership
confl
icting
goal
s
MISSION
?
?
?
?
dup
lica
tion
Before BPD…
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
ONLY HE
KNOWS THE
GOALS…
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 13
GMS
MISSION
TRACK PERFORMANCE
DEPLOY RESOURCES
GME-BPD Guide
FOCUS
TARGETS
CLEAR DIRECTION
COMMON GOALS
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
Division Director
部门主管
EVERYONE
KNOWS THE
GOALS…
After BPD…
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 14
GMS
Concrete GOALS
Re
gu
lar
an
d C
on
sis
ten
t R
evi
ew
s
Coordination
Vision/
Mission
Achieving Our Vision
In Order for GMDAT/DIMC
to Achieve Its VISION, we
have to achieve our goals
SPECIFIC OBJECTIVES
CLEAR & MEASURABLE TARGETS
A METHOD TO RESEARCH THE TARGETS
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 15
GMS
Safe working environment
for all employees
Re
gu
lar
an
d C
on
sis
ten
t R
ev
iew
s
Coordination
Vision/
Mission
Achieving Our Vision
In Order for GMDAT/DIMC
to Achieve Its VISION, we
have to achieve our goals
No safety incidents
零事故
Φ Lost Work Day
没有损失工作日事故
Increase Compliance of PPE
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 16
GMS
Why Engage the Workforce?
为何要雇佣工人?
Why? Why? Why? Why? Why?
1-6 6-10 10-20 20-40 40-100
50%
40%
30%
20%
10%
%
o
f P
eo
pl
e
In
vo
lv
em
en
t
% of Possible Improvement
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?
Who is involved in BPD? – Everyone!!!
那些人与BPD有关？——每个人！！！
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 17
GMS
Division ManagersDivision Managers
Mission/Strategy
Goals & Objectives
Clear Targets
Action Plans
Review Process
任务/对策
目标
实施计划
The Cascading Process
(catch balling 抓住要点)
Level 2
Level 3
Level 4
Level 1
Deta
iled
Actio
n Pla
ns a
nd C
ount
erme
asur
es
Cas
cadi
ng S
trate
gies
and
Obj
ectiv
es
详细
的实
施计
划及
应急
措施
层层
实施
计划
并实
现目
标
Group LeaderGroup Leader
Action Plans
Clear Targets
Review Process
实施计划
目标清晰
TeamTeam
Clear Targets
Review Process
目标清晰
回顾流程
层层递进的流程
Department ManagerDepartment Manager
Goals & Objectives
Clear Targets
Action Plans
Review Process
目标
目标清晰
实施计划
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 18
GMS
Each Level of Leadership Must Hand
Down Targets to Their Team…
Bupyung – 100 Press - 10
Body - 30
Paint - 15
. - 45
For Example, Defects Per Hundred Vehicles (DPHV)…
Trim 1 - 10
Trim 2 - 15
Trim 3 - 10
Trim 4 - 10
Production
Director
Shop
Manager
Plant Shop Group Team
Teams
Group Leader
Teams
Teams
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 19
GMS
But The Targets Don’t Always Have To Measure The
Same Thing, But Something That Will Affect the Next
Level Up…
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
. 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
Targets Have To Have
Meaning To People!!
目标对员工必须有意义！
Team Leader
I have to achieve
Hours/Vehicle???
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 20
GMS
GMDAT/DIMC
•Cost per Vehicle
TEAM - COCKPIT INSTALL
•Top Scrap Item
(# of Gloves Consumed)
GROUP LEADER TRIM 1
•Top 3 Scrap
SHOP MANAGER .
•Budget Accounts
CHANGWON PLANT
•Total Manufacturing Cost
I understand my
piece of the pie?
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
Target Cascade - Example
Everyone Gets A Piece Of The Pie
That Is Easy To Bite Into!!!
. Targets: Specific, Measurable, Aligned, Realistic & Timed
指定的， 可测量的， 校正的， 现实的 定时的
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 21
GMS
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
以一种健康的生活方式生活
OBJECTIVE – Maintain a Light Weight
保持苗条
TARGET – 65 kg
METHODS - Exercise Regularly (3x/week)
有计划地锻炼 (每周3次)
- Cut Down On Fast Food (1x/week)
减少吃快餐的次数（每周1次）
The Concept Can Be Applied To Anything In Life!!
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 22
GMS
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
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---十分钟
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 23
GMS
Plan 计划
Do 实施
Check 检查
Action 运作
Grasp the SituationGrasp the Situation
了解情了解情况况
PDCA is the foundation of BPD
PDCA是 BPD的基础
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 24
GMS
Below Expectations
Needs Improvement
Meets Expectation
How does it work?
Actions
Annual Business Plan
X
Activities
行动
PLAN DO
PROBLEM
SOLVING
问题解决
CHECKACT
PDCA如何运作?
未完成
需要改进
完成
Regular
Reviews
Goals, Objectives,
Targets, Methods
Countermeasures
对策
• Open, Team Discussion
• Coaching & Learning
• Get Support & Resources
• Go To See
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 25
GMSBPD – We Will Be Successful When Everyone
Focuses On What They Can Control! 当每个人都
集中力量做事，我们就一定能成功做到BPD。
Why can’t
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
.!!! 不追问别人做
的，关键在你的自己
BPD能做的。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 26
GMS
u Visual 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。
u Open 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 CONCEPTS
BPD的核心理念
u BPD 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。
u PDCA
- 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
- Don’t just sit at desk and receive reports.
不要只是坐在办公室等待别人来汇报。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 27
GMS
Manufacturing
Process
Validation
Quality
System
Management
Quality
Feedback/
Feed-
forward
Standardized
Work
Visual
Management
Management
by TAKT
Time
Work-
place
Organization
Andon
Concept
Problem
Solving
Early Mfg. and Design
Integration (DFM / DFA)
Continuous
Improvement
Process
Business Plan
Deployment
Total
Productive
Maintenance
Controlled
External
Transportation
Scheduled
Shipping /
Receiving
Level Vehicle
Order Schedules Supply
Chain
Management
Internal
Pull /
Delivery
Simple
Process
Flow
Small Lot
Packaging
Temporary
Material
Storage
Fixed Period
Ordering
System/
Order Parts
Health and
Safety Priority Qualified People Team Concept
People
Involvement
Open
Communication
Process
Values
Vision/
Mission
Shop Floor
Management
Continuous Improvement
Andon
Concept
暗灯
概念
Lean Design of Facilities, Equipment,
Tooling and Layout
In-Process
Control and
Verification
Pr
od
uc
t
Q
ua
lit
y
S
ta
nd
ar
ds
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 28
GMSWhat is an Andon System?
什么是暗灯系统?
• 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。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 29
GMS
Always Remember The Priorities…
Safety (安全)
People (员工)
Quality (质量)
Responsiveness
(响应)
Cost (成本)
Im
po
rt
an
ce
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 30
GMS
10 131211
FPS FPS FPS
Zone 2
Step 1 - Andon cord is pulled, station light goes on and
music begins
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
When there is a
problem or out of
standard situation
which can not be fixed
by the team member,
then …
当员工不能单独解决出
现的问题或超标的情况
时……
Andon Steps
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 31
GMS
Andon Steps (Cont’d)
Step 2 - Zone light on main Andon board turns yellow, Team
Leader responds to the Andon
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 32
GMS
Step 3 - Help comes immediately and problem solving begins.
Team Leader takes the Andon responsibility
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
Andon Steps (Cont’d)
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 33
GMS
Step 4 - Line continues to move to fixed position stop
第四步：生产线继续运行直到定点停
10 131211
FPS FPS FPS FPS
Zone 2
Andon Steps (Cont’d)
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 34
GMS
Step 5 - Problem is addressed, Andon is deactivated by
Team Leader to keep the line running.
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。
SHORTCONVEQUIP FULL
541 2 3
TRIM 1
EQUIP
Q1
Q2
Q3
Andon Steps (Cont’d)
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 35
GMS
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
Downtime
Clock
SHORT CONV EQUIP FULL
541 2 3
TRIM 1
EQUIP
Q1
Q2
Q3
Andon Steps (Cont’d)
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 36
GMS
FPS FPS FPS
Set Line at 70%
of Takt or Cycle Time
& Relate to Specific
Step in Standardized Work
Pull 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
现问题。（在70%线位或之前），
Purpose of “70% Line”
70% Line
Reaction
Time
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 37
GMS
Mgr
Group
Leader
Team Leader
Team Member
Decision
Decision
Decision
Pull Andon
Support
Support
Support
Needs help
Function of everyone including managers and staff
is to support production team members.
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 38
GMS
Andon Concept
Role of Team Member
– Follow Standardized Work
– Actively Watch for Out-of-Standard Situations
– If 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
Focus On
Standardized Work!
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 39
GMSAndon Concept
Role 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
Address Non-Standard
Conditions!
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 40
GMSAndon Concept
Role of Group Leader
– Support 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 (. 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
Support The Team!
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 41
GMS
Andon Concept
•Team Concept
•Small Team Size
•Standardized Work
•Clear Quality Standards
•Problem Solving Process
•Employee Training
•Mutual Trust/Respect
•Constant Takt Time
•Fixed Position Stop
•Decouplers/Buffers
•Process Capability
ENABLERS
• Irreversible correction
action
• Quality in station
• Inspection and Feedback
• Open Communication
• Teamwork
• Improved Productivity
BENEFITS
Motion
Correction
Waiting
5
1 2 3 4 5 6
PROCESS NO.
33
. Reference 4
•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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 42
GMS
Why is Andon Part of .?
Use Andon Data to Continuously Improve by Identifying
Bottlenecks and Issues Affecting Throughput
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
TRIM 1 GROUP
Andon Report
2003/1/24
Station 001R – 10’
Station 003L – 4’
Station 004R – 2’
Analyze Reports
分析报告
Discuss Countermeasures
讨论对策
Improve!!
改进
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 43
GMS
Andon Is Not Just a System Of Wires and Lights
暗灯系统不仅仅是一个由电线和灯泡组成的系统
It is a Concept of Calling For Help
它是一种寻求帮助的理念
Pull Your Andon!!!
在需要帮助时拉下拉索！！！
EVERYONE HAS AN “ANDON CORD”
每个人都有一根“暗灯拉索”
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 44
GMS
Manufacturing
Process
Validation
Product
Quality
Standards Quality
System
Management
In
-P
ro
ce
ss
C
on
tr
ol
&
Ve
rif
ic
at
io
n
Quality
Feedback/
Feed-
forward
Standardized
Work
Visual
Management
Management
by TAKT
Time
Work-
place
Organization
Andon
Concept
Problem
Solving
Early Mfg. and Design
Integration (DFM / DFA)
Continuous
Improvement
Process
Lean Design of Facilities, Equipment,
Tooling and Layout
Business Plan
Deployment
Total
Productive
Maintenance
Controlled
External
Transportation
Scheduled
Shipping /
Receiving
Level Vehicle
Order Schedules
Supply
Chain
Management
Internal
Pull /
Delivery
Simple
Process
Flow
Small Lot
Packaging
Temporary
Material
Storage
Fixed Period
Ordering
System/
Order Parts
Health and
Safety Priority
Qualified People Team Concept
People
Involvement Open
Communication
Process
Values
Vision/
Mission
Shop Floor
Management
Continuous Improvement
Problem
Solving
问题
解决
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 45
GMS
What Is a Problem? 什么可称为问题?
u A Problem Is Defined As a Discrepancy Between an Existing
Standard or Expectation and the Actual Situation
u 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
Problem Solving
问题解决
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 46
GMSProblem Solving
问题解决
u Problems Are the Seeds for Improvement!
问题是进行改进的萌芽！
u Problems Are Positive Opportunities!
问题绝对是改进的机会！
u If There Are No Problems, Then Something Is Wrong!
没有问题才是最大的问题！
成长
Growing
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 47
GMS
u Problems Are Not About Blaming People!
Blame The Process – Not the People!!
需要责备的是工艺，不是员工！！
Problems Occur Because of Failures in the System.
Problem Solving
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。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 48
GMS
Guiding Principles
Everyone is responsible for Problem Solving
每个人都对解决问题负有责任
Team
Member
Team
Leader
Group
Leader Material Engineer Manager
Section
Leader
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 49
GMS
5-Phase Problem Solving
问题解决的五个阶段
1
2
3
4
5
Problem
Definition
Immediate Fix
Root Cause
Analysis
Corrective Action
Follow-Up
Verification
跟踪确认 确定问题
立即维修纠正措施
分析根源
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 50
GMS
5-Phase Problem Solving
5
4
Direct Cause
Cause
Cause
Cause
Root
Cause
Basic Cause /Effect
Investigation
5 Why Investigation
to Root Cause
Problem Definition/
Initial Problem Perception
1
Immediate Fix
(Containment)
Root
Cause
Analysis
2
3
Corrective Action
Follow -Up
Verification
Where the
problem first
occurs?
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
Cause
Investigation
起因
调查
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
Why?
Why?
Why?
Why?
Why?
为什么
为什么
为什么
为什么
为什么
Grasp
the Situation
掌握情况
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 51
GMS5-Phase Problem Solving
uWhen 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
问题解决的五个阶段
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 52
GMS
1
5-Phase Problem Solving
u Problem Definition 问题的定义
A Statement which describes the current status or situation.
对现状的一段描述
Grasp
the
Situation
掌握
情况
– State the problem that is occurring (Break down the problem into smaller
ones & specifically define the situation)
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）
• 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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 53
GMS
1 uProblem Definition(cont.) 问题的定义 (续)
– Locate Point of Cause/ Point of Occurrence (Where is the problem first
observed) 查找出现问题的起点/问题的起点（哪里首先出现问题）
5-Phase Problem Solving
Process 3 Is the Point of Cause!
Observation:
Go Back to 3
6
5
4
3
2
1
Problem in 6
Can See
Can See
Can See
Can Not See
Start backtrack
Process flow direction
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 54
GMS
Apollo 13
阿波罗13号
u What is Problem Description/Initial Problem
Perception?
问题的描述/初期对问题的理解是什么?
u What is the Point of Cause?
什么是出现问题的起点?
Problem Solving Exercise
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 55
GMS
2
5-Phase Problem Solving
u Immediate Fix (Containment) 立即维修
– Immediate fix is the action taken to contain the problem
spread立即维修措施是为了防止问题扩散
– 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
• 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 这是为了保护顾客利益
It is not the root cause and solution! 这不时最后的解决方案！
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 56
GMS
3
5-Phase Problem Solving
Root
Cause
Analysis
分析问题
根源
uRoot Cause Analysis 分析问题根源
– Investigate the identified cause 调查已确定的起因
• Five why investigations 调查时应用“五个为什么”
• Cause and effect diagram 起因和结果图
• Process diagnostic sheet 工艺诊断表
– Summarize analysis results 总结分析结果
• State which seem to be the most significant cause(s) and how you
reached that conclusion 记录看起来最重要的原因并写明你的结论是如何
得到的
• List main cause(s) 罗列主要原因
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 57
GMS
Root Cause
Cause
Cause
Cause
Symptoms
• Five Why Investigation
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 58
GMS
4
5-Phase Problem Solving
u Corrective Action 纠正措施
– Establishing & Implementing a short or long term countermeasure
to elimination root cause(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
– Identify best possible solutions in term of identified causes
根据确定的愿意制定最理想的解决方案
– Prioritize potential solutions
对潜在方案进行优先性排序
– Implement solution 执行方案
• Establish a schedule with target completion dates
制定一个有问题解决期限的计划表
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 59
GMS
5-Phase Problem Solving
5 uFollow-up Verification 跟踪确认
Follow-up Verification is activity to confirm whether problem is correct
or not 跟踪确认是确定问题是否已经纠正的活动
– Frequent check of the correction result
对更正的结果定期检查
• to implement according to predetermined corrective action
plan
按预定的纠正措施计划执行
• to reach the goal of corrective action 达到纠正措施的目标
– Standardize problem solving
methods to prevent occurrence
of similar problem
将问题解决方法标准化以防止相似的
问题再次发生
MARCH 3월
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 60
GMSWhy is 5 Phase Problem Solving
Part of .?
Traditional Companies Stop at Phase 2
– They Just Contain the Problem and
Put on a Band-Aid
World-Class Companies Find The
Root Cause and Put in Steps to
Prevent It From Happening Again
That’s Not Real Improvement – It is Just Getting Back to Standard!
Now, THAT is Continuous Improvement!!!
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 61
GMS
GO ALL THE WAY TO
PHASE 5!!!
If We Really Want To Be
Successful and Beat Hyundai…
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 62
GMS
Manufacturing
Process
Validation
Product
Quality
Standards Quality
System
Management
In
-P
ro
ce
ss
C
on
tr
ol
&
Ve
rif
ic
at
io
n
Quality
Feedback/
Feed-
forward
Standardized
Work
Visual
Management
Management
by TAKT
Time
Work-
place
Organization
Andon
Concept
Problem
Solving
Early Mfg. and Design
Integration (DFM / DFA)Continuous
Improvement
Process
Lean Design of Facilities, Equipment,
Tooling and Layout
Business Plan
Deployment
Total
Productive
Maintenance
Controlled
External
Transportation
Scheduled
Shipping /
Receiving
Level Vehicle
Order Schedules
Supply
Chain
Management
Internal
Pull /
Delivery
Simple
Process
Flow
Small Lot
Packaging
Temporary
Material
Storage
Fixed Period
Ordering
System/
Order Parts
Health and
Safety Priority Qualified People Team Concept
People
Involvement Open
Communication
Process
Values
Vision/
Mission
Shop Floor
Management
Continuous Improvement
Continuous
Improvement
Process
持续
改进的
过程
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 63
GMS
Continuous Improvement
Culture
Set hurdles,
conquer them,
then raise the bar!!
设置障碍，克服障碍，
不断提高！
Create an Environment where People
are driven to Continuously seek
Improvement through the
Elimination of Waste 创造一个
持续改进的文化氛围，让员工在消除浪费中提高。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 64
GMS
Improvement Is the Relentless Pursuit of the
Elimination of the Enemy - 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
7 Types of
Waste
Continuous Improvement
Culture
七种浪费
改进
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 65
GMS
When You Climb to the Top . . .
当你爬到山顶时。。。
. . .You Can See the Next Target!
你将会发现下一个目标！
Continuous Improvement
Culture
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 66
GMS
Die Change Exercise
更换模具练习
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 67
GMS
Die Change Exercise
Die Change Exercise - Round 1
模具更换练习：第一轮
Objective: Change the die in minimal amount of time.
目的 : 在最短时间内更换模具
Die Change Standardized Work:
模具更换的标准化作业：
1) Remove the (2) nuts.
卸下螺母
2) Remove the (2) washers.
拆下垫圈
3) Exchange the Die (Center Piece). Verify Die is flush at ends.
调换模具（主要工作） 确定模具四角已经对齐.
4) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight.
重新装配 确认模具四角已经对齐 确认螺母正确对位
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 68
GMS
Die Change Exercise
Instructions:
说明：
Each person in the group will perform the Die Change once.
工段中每个人都要进行一次更换操作。
A member of the group should time the Die Change.
工段中要有一人对更换工作进行计时。
A member of the group will inspect the reassembled Die for the following
工段中要有一人在重新装配模具时进行下列两项检查
Verify ends are flush. (add 1 minute to individual time for violation
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）
Verify nuts are secure. (add 1 minute to individual time for violation)
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)
Calculate the average Die Change time for the group.
计算整个工段更换模具的平均时间
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 69
GMS
Die Change Exercise
Die Change Exercise - Round 2
模具更换练习：第二轮
Objective: Change the die in minimal amount of time.
目的： 在最短时间内更换模具
Die Change Standardized Work:
模具更换的标准化作业：
1) Loosen the (2) nuts.
拧松螺母
2) Exchange the Die (Center Piece). Verify Die is flush at ends.
调换模具（主要工作）。确认模具四个角已经对齐.
3) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight.
重新装配。确认模具四角已经对齐。确认螺母正确对位。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 70
GMS
Die Change Exercise
Instructions:
说明：
Each person in the group will perform the Die Change once.
工段中每个人都要进行一次模具更换操作。
A member of the group should time the Die Change.
工段中要有一人对模具更换工作计时。
A member of the group will inspect the reassembled Die for the following
工段中要有一人在模具更换时进行下列两项检查
Verify ends are flush. (add 1 minute to individual time for violation
确认模具边角对齐。（如果有违反在个人时间上加1分钟）
Verify nuts are secure. (add 1 minute to individual time for violation)
确认螺母已经拧紧。（如果有违反在个人时间上加1分钟）
Calculate the average Die Change time for the group.
计算工段更换模具的平均时间。
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 71
GMS
1) Grasp the Current Situation
掌握现有的情况
2) Imagine the Ideal Situation
设想理想状况
3) Compare Current Situation to Ideal - See the Gap
将现有状况与理想状况进行对比－找出差距
4) Define Strategy to Achieve the Ideal
确定达到目标的方法
5) Implement CIPs
实施持续改进工作
6) Follow-Up
跟踪
Gap
差距
Ideal
目标
Now
现状
What is the CIP Method?
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 72
GMS
Observe Standardized Work Observe the “Wall”
Takt Time
Operator 1
Continuous Improvement Process
1) Grasp the Current Situation掌握当前形势
观察标准化的工作
작업자 1
单件工时
观察平衡墙上的结果
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 73
GMS
Continuous Improvement Process
2) Imagine the Ideal Situation
设想理想状况
– Safer?
– Better Quality?
– Lower Cost?
– Better Productivity?
– 更安全?
– 质量更好?
– 成本更低?
– 生产力更高?
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 74
GMS
Continuous Improvement Process
3) Compare Current Situation to Ideal - See the Gap
将现状与目标进行对比－找出差距
4) Define Strategy to Achieve the Ideal
确定达到目标的方法
GAP
CIP Idea #3
CIP Idea #1
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
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 75
GMS
Continuous Improvement Process
5) Implement CIPs
- Get agreement from team and all shifts
- Communicate change to all customers
6) Follow-up
- Be patient! Give the change time to work
- Change standard to reflect new process
u 实施持续改进措施
u 跟踪
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 76
GMS
Plan 计划
Do 实施
Check 检查
Action 运作
Grasp the SituationGrasp the Situation
掌握情掌握情况况
Use PDCA for CIP
GMS Orientation
Continuous Improvement
GMDAT/DIMC Confidential
Version Date
Slide 77
GMS
How does Continuous Improvement
apply to other GMS Principles?
持续改进如何应用到其它GMS原则中?
Built-In-Quality: Built-In-Quality: 内内建建质质量量
uu Improves quality Improves quality 提高提高质质量量
uu Constantly reduces the waste of variationConstantly reduces the waste of variation
持持续续减减少因少因变变更造成的浪更造成的浪费费
People Involvement:: People Involvement:: 员员工工参与参与
uu Everyone is responsible for continuous improvementEveryone is responsible for continuous improvement
每名每名员员工都有工都有责责任任开开展持展持续续改改进进工作工作
Short Lead Time: Short Lead Time: 缩缩短制造周期短制造周期
uu Reduces lead time Reduces lead time 减减少制造用少制造用时时
uu Reduces in-process stocksReduces in-process stocks 减减少少库库存存
uu Reduces the time of operationsReduces the time of operations 减减少操作少操作时间时间
uu Eliminates waste Eliminates waste 杜杜绝绝浪浪费费
Standardization: Standardization: 标标准化准化
•• Stabilizes the process so that continuousStabilizes the process so that continuous
improvements can take place improvements can take place
有有稳稳定的工定的工艺艺才能保才能保证证持持续续改改进进的的开开展展
GMSGMS
标标准化准化
缩缩短制造周期短制造周期
持持续续改改进进
员员工工参与参与
制造制造质质量量
