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
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
Transportation
Manufacturing 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-Process Control &
Verification
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
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
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
Continuous Improvement
Standardization Before Continuous Improvement!
在进行持续改进前的标准
Standardization
Improvement
改进
Standardization
Standardization
Standardization
Improvement
改进
Improvement
改进
标准化
标准化
标准化
标准化
Plan 计划
Do 实施
Check 检查
Action 运作
Grasp the Situation
掌握情况
The PDCA Cycle
PDCA
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
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
Manufacturing Process Validation
Product Quality Standards
Quality System Management
In-Process Control &
Verification
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
Manufacturing Process Validation
In-Process
Control and
Verification
Product
Quality
Standards
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
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
?
Division Director
?
different directions
no ownership
conflicting goals
MISSION
?
?
?
?
duplication
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…
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…
Concrete GOALS
Regular and Consistent Reviews
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
Safe working environment for all employees
Regular and Consistent Reviews
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
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%
% of People Involvement
% 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！！！
Division 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
Detailed Action Plans and Countermeasures
Cascading Strategies and Objectives
详细的实施计划及应急措施
层层实施计划并实现目标
Group Leader
Action Plans
Clear Targets
Review Process
实施计划
目标清晰
Team
Clear Targets
Review Process
目标清晰
回顾流程
层层递进的流程
Department Manager
Goals & Objectives
Clear Targets
Action Plans
Review Process
目标
目标清晰
实施计划
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
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???
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
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!!
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
Plan 计划
Do 实施
Check 检查
Action 运作
Grasp the Situation
了解情况
PDCA is the foundation of BPD
PDCA是 BPD的基础
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
CHECK
ACT
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
BPD – 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。
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。
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
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。
PDCA
- Discipline & Follow-up 一种规则并需要持续进行
“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。
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
Product
Quality
Standards
What 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。
Always Remember The Priorities…
Safety (安全)
People (员工)
Quality (质量)
Responsiveness (响应)
Cost (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
10
13
12
11
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
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
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)
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
13
12
11
FPS
FPS
FPS
FPS
Zone 2
Andon Steps (Cont’d)
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。
SHORT
CONV
EQUIP
FULL
5
4
1
2
3
TRIM 1
EQUIP
Q1
Q2
Q3
Andon Steps (Cont’d)
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
5
4
1
2
3
TRIM 1
EQUIP
Q1
Q2
Q3
Andon Steps (Cont’d)
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），
FPS
FPS
FPS
Set Line at 70%
of Takt or Cycle Time
& Relate to Specific
Step in Standardized Work
Purpose of “70% Line”
70% Line
Reaction Time
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
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!
Andon 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!
Andon 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!
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.
3
3
. 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
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
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”
Manufacturing Process Validation
Product Quality Standards
Quality System Management
In-Process Control &
Verification
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
Problem Solving
问题解决
What Is a Problem? 什么可称为问题?
A Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situation
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
Problems Are the Seeds for Improvement!
问题是进行改进的萌芽！
Problems Are Positive Opportunities!
问题绝对是改进的机会！
If There Are No Problems, Then Something Is Wrong!
没有问题才是最大的问题！
成长
Growing
Problem Solving
问题
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.
有问题不意味这要责备员工！
由于系统失效才产生问题。
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
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
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
5-Phase Problem Solving
When 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
5-Phase Problem Solving
Problem Definition 问题的定义
1
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
Problem 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）
1
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
Apollo 13
阿波罗13号
What is Problem Description/Initial Problem Perception?
问题的描述/初期对问题的理解是什么?
What is the Point of Cause?
什么是出现问题的起点?
Problem Solving Exercise
5-Phase Problem Solving
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)
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！
2
Root 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
3
5-Phase Problem Solving
Root
Cause
Analysis
分析问题
根源
Root Cause
Cause
Cause
Cause
Symptoms
Five Why Investigation
5-Phase Problem Solving
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
4
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
5-Phase Problem Solving
Follow-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
5
MARCH
3월
Why 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!!!
GO ALL THE WAY TO PHASE 5!!!
If We Really Want To Be
Successful and Beat Hyundai…
Manufacturing Process Validation
Product Quality Standards
Quality System Management
In-Process Control &
Verification
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
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。
Continuous Improvement Culture
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
七种浪费
改进
Continuous Improvement
Culture
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！
Die Change Exercise
更换模具练习
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
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
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。
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。
What is the CIP Method?
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
Continuous Improvement Process
1) Grasp the Current Situation掌握当前形势
Observe Standardized Work
Observe the “Wall”
Takt Time
Operator 1
观察标准化的工作
작업자 1
单件工时
观察平衡墙上的结果
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?
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
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
实施持续改进措施
跟踪
Plan 计划
Do 实施
Check 检查
Action 运作
Grasp the Situation
掌握情况
Use PDCA for CIP
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: 内建质量
Improves quality 提高质量
Constantly reduces the waste of variation
持续减少因变更造成的浪费
People Involvement:: 员工参与
Everyone is responsible for continuous improvement
每名员工都有责任开展持续改进工作
Short Lead Time: 缩短制造周期
Reduces lead time 减少制造用时
Reduces in-process stocks 减少库存
Reduces the time of operations 减少操作时间
Eliminates waste 杜绝浪费
Standardization: 标准化
Stabilizes the process so that continuous
improvements can take place
有稳定的工艺才能保证持续改进的开展
GMS
标准化
缩短制造周期
持续改进
员工参与
制造质量
1
Speaker’s Notes
Ask: What is continuous improvement?
(Lead the participants to come up with the answer, that it is the elimination of waste, with the aim of improving the five business targets.)
5
Speaker’s Notes
Say: The elimination of waste directly improves safety, quality, productivity and cost.
Ask: This is the meaning of improvement, but we are saying that the principle is continuous improvement. What does that mean?
Responsiveness + People = Productivity
So it does improve people and responsiveness( the P&R of SPQRC)
2
Speaker’s Notes
Click the mouse to bring out the lower half of the slide.
Ask: What must be in place before we should attempt improvement?
(guide discussion)
(Answer: We must have a stable and standardized situation, before our improvement will be permanent!)
Ask: Why is standardization so important for improving?
(Guide discussion)
Answer: We must have standards from which to improve, otherwise our improvements will be sporadic, or even duplication of our actions.
It doesn’t help to just have a standard in place, but this standard must be followed! That is what it means to have a stable situation.
Have a discussion on stability through stabilization.
3
Speaker’s Notes
This diagram shows two important concepts:
1) Change creates unstable conditions, and may even cause a temporary downturn in results.
2) Before improvement can occur, we must have a stable situation.
Say: This is what we call the PDCA cycle. It is introduced here, due to its importance to BPD, but it is an important concept for many things we do!
The PDCA cycle is essential for BPD. BPD depends on it.
PLAN: First we make a good plan based on a good grasp of the situation - no making plans in a vacuum!
DO: Implement the plan, on time, as planned
CHECK: Check the plan (not the results), to see if we have kept to the planned activities and achieved our target due to these methods
ACTION: Take action to get back on plan if off. Take action to introduce new activities if objectives weren’t met. Take action to standardize activities which did achieve objectives.
Ask: Where are we weak as humans and in business?
Wait for answers from audience.
Answer: We often forget to check back to our original plan. We act before checking, to really understand where we have deviated!
Say: This is what we call the PDCA cycle. It is introduced here, due to its importance to BPD, but it is an important concept for many things we do!
The PDCA cycle is essential for BPD. BPD depends on it.
PLAN: First we make a good plan based on a good grasp of the situation - no making plans in a vacuum!
DO: Implement the plan, on time, as planned
CHECK: Check the plan (not the results), to see if we have kept to the planned activities and achieved our target due to these methods
ACTION: Take action to get back on plan if off. Take action to introduce new activities if objectives weren’t met. Take action to standardize activities which did achieve objectives.
Ask: Where are we weak as humans and in business?
Wait for answers from audience.
Answer: We often forget to check back to our original plan. We act before checking, to really understand where we have deviated!
This is how GM defines Business Plan Deployment. You will note the connection to our 5 key company categories of BPD.
If we have a business plan, but we don’t deploy the plan, then we end up with a mess. These problems will occur: duplication, different direction, no ownership, conflicting goals, etc.
Activity
Say stand up. Close your eyes. Now turn around once. Keep your eyes closed and point to where you think the East is. Keep pointing and open your eyes. (Everyone will be pointing in different directions)
Say Now close your eyes and point towards my voice. (Walk to one side of the room) Keep pointing and open your eyes. (Everyone will be pointing in the same direction)
Say This is what we want from Business Plan Deployment. Everyone pointing in the same direction!
This is the goal of BPD. That we are all aiming in the same direction, and achieving common goals. That we have clear direction with efficient deployment of resources.
Everything we do as an organization must be in support of our Mission.
Speaker’s Notes
Say: These are the elements of BPD. First we must have a good vision and understand our mission in support of the vision. To achieve our mission, we have concrete goals. These are broken down into specific objectives. We must have targets by which we can measure if we have achieved our objectives, and of course we need a method to reach our target. All of this is held together through formal coordination and regular and consistent reviews.
Say and write on flip chart: An example of how we apply these terms:
Our goal is to have a safe work environment.
A specific objective to achieve this goal, may be to reduce all first-time incidents.
How do we measure the achievement of the objective? We must have a target - for example incidents per month.
Most important, we need an effective method to achieve the target. For example, implement a 24-hour investigation system for incidents.
Say: In your workbooks, please draft a goal, objective, target, and method for a personal goal of your for 1997. (. lose weight, quit smoking, etc.)
Allow participants time to write.
Ask: Does anyone want to share what they have? Listen to some examples.
Say: Unless you document & track it, it will not be a plan, but just a dream.
Speaker’s Notes
Say: These are the elements of BPD. First we must have a good vision and understand our mission in support of the vision. To achieve our mission, we have concrete goals. These are broken down into specific objectives. We must have targets by which we can measure if we have achieved our objectives, and of course we need a method to reach our target. All of this is held together through formal coordination and regular and consistent reviews.
Say and write on flip chart: An example of how we apply these terms:
Our goal is to have a safe work environment.
A specific objective to achieve this goal, may be to reduce all first-time incidents.
How do we measure the achievement of the objective? We must have a target - for example incidents per month.
Most important, we need an effective method to achieve the target. For example, implement a 24-hour investigation system for incidents.
Say: In your workbooks, please draft a goal, objective, target, and method for a personal goal of your for 1997. (. lose weight, quit smoking, etc.)
Allow participants time to write.
Ask: Does anyone want to share what they have? Listen to some examples.
Say: Unless you document & track it, it will not be a plan, but just a dream.
The more people that we can involve in working towards our objectives, the more opportunity we have to make the kind of improvements that the marketplace is demanding.
We need to invite everyone to be a part of the business and make continuous improvement the goal of each employee.
Again, the more people we involve, the more improvement we can achieve.
So how does this all work? What are the pieces of a business Plan?
The next step after developing the pieces of the annual plan is to cascade the objectives and strategies that you have decided on as a staff to the different levels of the organization.
This is where you must decide which area owns which piece of the overall objective and where you will understand how each piece of the organization will contribute and support meeting the overall plant objectives.
As part of this cascading (Deployment), detailed plans will be developed, tracked and reviewed monthly at each level of the organization in support of their goals and objectives. You will also be problem solving and then developing and implementing countermeasures as issues are discovered.
As this slide shows this process is not one way, the effectiveness lies in the continual review of the progress up and down the organization.
So how can you help in this process?
The negotiation of targets and goals during the planning period is called “catchballing” because it can be compared to a game of catch. A good throw results in a good catch! On the other hand, if the ball is dropped, the entire process rolls to a halt.
So how do you personally fit into this Business Plan Deployment Process?
For example:
General Motors has a goal keeping its employees safe.
To support this goal, NACG has developed a metric of Lost Work Days.
The plant will develop plans to reduce injuries and track incidents per 200,000 hours worked.
The area manager and shift leaders might track number of incidents per week.
The group leader might track number of medical visits
The team could track compliance with wearing of PPE.
All of these are in support and aligned with the overall goal of keeping our employees safe.
SMART - The Business Plant and the elements making up the plan must be Specific, Measurable, Aligned, Realistic and Timed. This is real important when developing a process that is supportive to the overall Plant Objectives.
Now I want to introduce the foundation for Business Plan Deployment.
Say: This is what we call the PDCA cycle. It is introduced here, due to its importance to BPD, but it is an important concept for many things we do!
The PDCA cycle is essential for BPD. BPD depends on it.
PLAN: First we make a good plan based on a good grasp of the situation - no making plans in a vacuum!
DO: Implement the plan, on time, as planned
CHECK: Check the plan (not the results), to see if we have kept to the planned activities and achieved our target due to these methods
ACTION: Take action to get back on plan if off. Take action to introduce new activities if objectives weren’t met. Take action to standardize activities which did achieve objectives.
Ask: Where are we weak as humans and in business?
Wait for answers from audience.
Answer: We often forget to check back to our original plan. We act before checking, to really understand where we have deviated!
How do Business Plan Deployment and PDCA work together?
Together they establish a process that links all of our activities together to achieve company goals for employees, customers and shareholders.
It starts with your business plan and gap closure plans or master dot activities, and focuses on evaluating and reviewing our performance, solving problems, and adjusting our activities to achieve objectives.
None of these components are new.
BPD utilizes the existing planning and countermeasure methods, the common measurements, charts, and scorecard evaluation, and the Standard Problem Solving Process.
What BPD with PDCA as the foundation adds is a more structured approach to linking these activities together.
Say: This is what we call the PDCA cycle. It is introduced here, due to its importance to BPD, but it is an important concept for many things we do!
The PDCA cycle is essential for BPD. BPD depends on it.
PLAN: First we make a good plan based on a good grasp of the situation - no making plans in a vacuum!
DO: Implement the plan, on time, as planned
CHECK: Check the plan (not the results), to see if we have kept to the planned activities and achieved our target due to these methods
ACTION: Take action to get back on plan if off. Take action to introduce new activities if objectives weren’t met. Take action to standardize activities which did achieve objectives.
Ask: Where are we weak as humans and in business?
Wait for answers from audience.
Answer: We often forget to check back to our original plan. We act before checking, to really understand where we have deviated!
24
Speaker’s Notes:
Visual Management is a key element of our Standardization Principle, but it is also important for Built-In-Quality. When we have standardized visuals, we immediately see if something is out of the ordinary. When something is abnormal, it can have a large effect on quality!
Visuals tell more than words on a report. The more visuals we have the better!
Some examples of quality visuals are the vehicle manifest on every car. This is the build type that is printed out and attached to each car. We should check this regularly and make sure that it matches our build. Even better are simple color coded magnets, or other devices that move with the car or component. For example, a red magnet on the pallet could signify that this car requires a sun roof. These types of visuals prevent us from putting the wrong parts on cars!
Another example is a repair area that is marked. If there are cars outside the area, then we are having a quality problem that must be resolved.
The visual labeling of parts is also visual.
Even our uniforms can be visual management. They should be clean, so that any abnormal oil or dirt stains signal to us possible quality problems!
Speaker’s Notes:
The andon is the method for the team member to immediately signal the Team Leader that there is something out of standard, or in some cases to both signal and stop the line. The objective is to stop defects from leaving the work station!
You will learn much more about andon later. The key to remember now is that Andon is one of the important tools available to the team member for built-in-quality. It requires much training and discipline to understand, and you will become skilled in the use of andon!
You use the andon. Andon is a Japanese word that means “latern”. It is a visual and audio line status communication system.
Japanese fishing story: Japanese fisherman would leave early in the morning and come home late in the evening. On there way into to shore they should light the laterns to signal back to the people that they were coming in with fish and would need help unloading
When there is a problem, or out of standard situation, the team member pulls the andon cord in his station. A special tone is heard, and a light flashes on the board to alert the team leader and area leaders that there is a problem. The team leader is responsible for responding to these andon calls immediately to support the team member in problem solving. If the problem cannot be resolved by the team leader the line stops. Only when the problem has been addressed is the andon de-activated and the line starts again.
Ask What type of situations do you think might arise where you need to pull the andon cord? Write on Flip Chart. Make sure the answers come out
(Answer)
Material shortage or wrong parts
Missing tools
Malfunctioning equipment
Missing manifest, kanban card, etc.
Bad or malfunctioning parts
Wrong sequence
Safety problem
Poor quality from previous processes
Operator not able to complete job within cycle time
Unsure situations
Speaker's Notes
Say: Why is standardization important?
Wait for some answers from participants.
Say: Here are some examples of communization in every day life.
Can you think of other examples?
Do people always adhere to the standards?
Why not?
Answer: Lack of discipline
When a team member finds a problem, such as those we just mentioned, there is a need to immediately communicate the situation to the team leader.
He pulls the cord. The light at his station goes on, and music, unique to the zone begins. A zone consists of three stations. In this example the team member of station 11 has a problem, so he pulls the cord.
Ask: Why do you think there is a different type of music for each zone?
(Answer: The team leader immediately knows when his area needs help! It is similar to the phenomenon of a baby crying. Its mother immediately recognizes the cry.)
Speaker’s Notes:
The zone light on the main andon board lights yellow, but the line continues to move. The yellow light signifies that the cord has been pulled in zone 2. The board is seen by the team leader as well as other managers and stations, and gives quick information on the status of the line.
The lower portion of the panels is used for automated equipment. Some equipment is equipped with autonomation, and has the ability to shut itself down and signal for assistance via the andon.
So, the andon can be used by both team members and equipment.
Speaker’s Notes:
When the Team Leader hears the special music and sees the yellow light, he knows that there is a problem from zone 2, but he doesn’t know immediately which station until he gets closer. He immediately goes to the station to assist the team member. At this point problem solving begins.
If the problem is solved immediately, the andon is re-set by pulling the cord a second time, and line continues.
In Antwerp, the team leader tells the team member who makes the call “Thank You for Raising the Problem”
Speaker’s Notes:
If the problem is not solved immediately, the line continues to move until the vehicle reaches the next Fixed Position Stop. Then the line stops.
The Fixed Position Stop Zone is the length of one vehicle plus the gap between it and the next unit. It i also the distance between the same points of two vehicles (. from the front of axle of car “A” to the front of axle of car “B”).
When the line stops for any reason, (. for breaks, shift ends, andon stops) it will continue until the vehicle reaches the Fixed Position Stop. The reason for this, is so that the Standardized Work of team members is not interrupted. The only time the line will stop immediately, is when the emergency stop is activated.
Speaker’s Notes:
When the problem solving is successful, or a band-aid is put in place, the cord is pulled again. The andon board returns to green, indicating the line is . The music stops and the line starts moving again. It is very important to keep the line running.
Ask one TM to summarize the steps of andon.
Ask what have we learned about this week that is essential for the success of andon?
Write answers on flip chart.
Answers:
Built-In-Quality . . . Why? (If we don’t have quality processes, the line will be stopping all the time!)
Standardized work . . . Why?(Without it we don’t know when there is an out of standard situation, and we cannot perform problem solving)
Defined quality standards . . .Why? (So the operator knows when there is a deviation from the standard)
Problem Solving . . .Why? (to get the line moving again!)
In addition to what we have heard about so far, the following will come later in this week, and include:
Teamwork . . .When the andon is pulled, other team members may need to assist in problem solving
Team Leaders and managers available to assist . . .without the support, the line will not start moving again!
Constant Takt Time . . .Why? To prevent overburden. If the TM’s cycle time does not match the takt time, then the TM will have to pull the Andon constantly, and the line will be stopped!
Speaker’s Notes:
When the vehicle reaches the FPS, the line stops, and the zone light on the main andon board turns red. An external beacon light also starts flashing.
At the same time, a timer begins which tracks the downtime for the area.
Ask: Why do we track downtime by area?
This information is used by management for analysis purposes. By tracking downtime by area we can see possible problem areas. This helps us analyze line balancing, or cycle problems, and helps us measure our plant capacity.
Once the problem is addressed then you return back to step #4
Through andon analysis we can observe unevenness and overburden.
Speakers Notes
Explain to participants how to determine the actual takt time of a running line.
Each pitch is marked on the floor by yellow lines indicating the location of the Fixed Position Stop. The Fixed Position Stop is where the car will stop if there is an andon stop, or at breaks. In other words if the car has just passed point B when an Andon call requires the line to stop, the car will continue to travel until it reaches the next FPS, Point C.
To determine the takt time, locate one yellow line on the floor. Begin timing when the front axle (center of front wheel) of the car is even with the yellow line. Stop timing when the same point on the car has reached the next yellow line (fixed position stop).
Using the video example provided ("Takt Time Check), have participants use their stop watches to measure Takt Time. Have them start timing as soon as the center point of the front axle crosses the marking on the floor and stop timing when the front axle of the next vehicle reaches the same mark.
We have used the front axle as our start point.
Ask: Why don’t we use the front of the car?
Answer: Because, in a complex situation we might have two or three models of cars of different sizes. We would not be able to get a precise time.
Ask: What about on sub-assembly lines such as door module or cockpit? Where should we measure there?
Answer: For example, a point on the jig that holds the sub-assembly could be our reference point.
Speaker’s Notes
This is the span of support. The team member is supported by the entire organization. The andon will not work unless this relationship is strong.
When the cord is pulled, assistance must come immediately. If the team leader cannot solve the problem, the supervisor is called, up to the manager.
10
Speaker’s Notes:
Read the bullet points or ask a participant to read them.
11
Speaker’s Notes:
Read the bullet points or ask a participant to read them.
12
Speaker Notes:
Read the bullet points or ask a participant to read them.
13
Speaker’s Notes:
Cover Slide.
The Andon Concept is an important part of Built-In-Quality.
Ask: Why?
(Answers: because it ensures quality in station. Defects are not passed on to the next process)
Uncover Slide.
The Andon is also important for Continuous Improvement. It is equipped with smart computers, that tracks data give us important information that helps the organization improve. For example the andon helps us to:
accumulate data showing where problems occur most frequently.
measure downtime, signaling problem areas
show where the workload is not balanced (. team members who are not able to keep up with the line will use the Andon to signal help on a frequent basis)
identify and reduce waste
ASK: Have you ever seen a BPD board that was all green?
Answer:You need to see red and yellow on the board or else it means that you are not stretching your goals.
These are the six steps of 5-PPS .
Read the steps
You might know the initial problem and you might not.
POC is a geographical location-where the problem is occurring.
Watch the video and keep these three questions in mind.
You might know the initial problem and you might not.
POC is a geographical location-where the problem is occurring.
5
Speaker’s Notes
Say: The elimination of waste directly improves safety, quality, productivity and cost.
Ask: This is the meaning of improvement, but we are saying that the principle is continuous improvement. What does that mean?
Responsiveness + People = Productivity
So it does improve people and responsiveness( the P&R of SPQRC)
5
Speaker’s Notes
Say: The elimination of waste directly improves safety, quality, productivity and cost.
Ask: This is the meaning of improvement, but we are saying that the principle is continuous improvement. What does that mean?
Responsiveness + People = Productivity
So it does improve people and responsiveness( the P&R of SPQRC)
Speaker’s Notes
Say The “Continuous” in continuous improvement has a second meaning.
It refers to the method. We make one improvement, and from this improvement set a new standard. Once the situation is stable, this improvement opens our eyes to new improvements in the area! It is like climbing a mountain, and seeing the next peak, which was previously hidden.
Exercise Steps:
1. Split the group into small teams of 2-3.
2. Explain that each team will need to choose a Factor from the handout, define it, and give examples from their experience.
3. Handout the exercise worksheets to each team.
4. Give the teams 10 minutes to complete the assignment.
5. Ask each team to choose a spokesperson and report out to the group.
Speaker’s Notes
These are the steps for CIP. Read through steps.
Repeat the 6 steps again, in unison.
Turn off the projector.
Now lets go into a exercise that will allow us to demonstrate the methods you have just leaned about.
Speaker’s Notes
Grasping the situation is the first step for implementing a CIP. We need to observe the worksite, watch the job in the area, watch the movement, and completely understand the process that is being studied.
A simple sketch of the current situation helps to capture the situation, for better analysis.
Speaker’s Notes
Visualizing the ideal, often takes real imagination. It is something that takes time and patience.
This means setting a concrete target, . improving the quality of an operation, reducing the time involved in an operation, reducing the cost of an operation, reducing excess movement in an operation.
Speaker’s Notes
Seeing the gap, means visualizing what steps it will take to achieve our ideal. This is where real creativity comes in, and not being afraid to volunteer good ideas!
Speaker’s Notes
Once we have brainstormed some new ideas, we should try them out!
Some ideas can be tried out immediately. For example, a change in the sequence of doing something, or a reduction in movement.
Other ideas might require some support from maintenance, . to install a guide or to move a flow rack.
Mini-activity - Need bicycle.
Show a bicycle. Wrap a rope around one pedal, and put the pedal in the down position. Ask one volunteer to hold the bike. Ask one volunteer to hold the rope (in front of the bike) Ask: Do you think this bicycle will go forwards or backwards if we pull on the rope? Ask: How many people think the bike will go forwards? How many people think the bike will go backwards? Are you sure?
Allow the answers to come in, and allow discussion to go on.
I could allow you to discuss this for the next 20 minutes, but is it worth it? Let’s just try it!
The point is, we need to try our ideas before we can come to any conclusions. Sometimes the ideas won’t work, or the costs will outweigh the benefits. But we often won’t know unless we try!!! We have to be there on the shop floor, and try out our ideas!
Say: This is what we call the PDCA cycle. It is introduced here, due to its importance to BPD, but it is an important concept for many things we do!
The PDCA cycle is essential for BPD. BPD depends on it.
PLAN: First we make a good plan based on a good grasp of the situation - no making plans in a vacuum!
DO: Implement the plan, on time, as planned
CHECK: Check the plan (not the results), to see if we have kept to the planned activities and achieved our target due to these methods
ACTION: Take action to get back on plan if off. Take action to introduce new activities if objectives weren’t met. Take action to standardize activities which did achieve objectives.
Ask: Where are we weak as humans and in business?
Wait for answers from audience.
Answer: We often forget to check back to our original plan. We act before checking, to really understand where we have deviated!
Ask: What is lead time? Why do we want to shorten lead time?
