通用大宇持改培材料PPT课件

《通用大宇持改培材料PPT课件》由会员分享，可在线阅读，更多相关《通用大宇持改培材料PPT课件（76页珍藏版）》请在装配图网上搜索。

1、Continuous Improvement Company持续改进的公司持续改进的公司Small, steadyimprovements toconstantly improveThe Standard! 从细小、稳定的改进到标准的不断提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存第1页/共76页Continuous ImprovementWhat Is Absolutely Necessary Before Continuous I

2、mprovement 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通过标准化获得稳定发展第2页/共76页StandardizationImprovement改进改进StandardizationStandardizationStandardizationImprovement改进改进Improvement改进改进Continuous ImprovementStandardization Before Continuous Improvement! 在进行持续改进前的标准标准化标准化标准化

3、标准化标准化标准化标准化标准化第3页/共76页Plan 计划计划Do 实施实施Check 检查检查Action 运作运作 The PDCA CyclePDCA第4页/共76页The PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning, mostly doing, do not check their status and 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

4、件事都是如此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 DCAWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界级的大公司会做非常周详的计划，对每件工作进行跟踪检查以便及时采取纠正措施并按进度表运行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BADGOOD第5页/共76页Lets go to Kyong

5、 Ju! Plan 计划计划Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on timeOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 实施实施Grasp the Situation掌握情况掌握情况Check 检查检查Action 运作运作第6页/共76页ManufacturingProcess ValidationProductQualityStand

6、ardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpl

7、eProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegrati

8、on (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBu

9、siness Plan DeploymentTotal ProductiveMaintenance暗灯概念暗灯概念TPM业务计划实施业务计划实施解决解决问题问题持续改进的过程持续改进的过程早期管理及早期管理及综合设计综合设计(DFM/DFA)厂房，设备，工具及厂房，设备，工具及布置的精益化设计布置的精益化设计第7页/共76页ManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisua

10、lManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimplePr

11、ocessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment业务计划实施业务计划实施QualitySystemManagementE

12、arly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and Layout第8页/共76页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:DefinitionBusiness Plan Deployment定定 义义Saf

13、ety People Quality Responsiveness CostBPD是一种共有的方法，它能使多个部分是一种共有的方法，它能使多个部分组成我们的全球团队，通过五个核心范畴组成我们的全球团队，通过五个核心范畴统一行动以达到公司的总体目标：统一行动以达到公司的总体目标：安全安全员工员工质量质量 响应响应成本成本第9页/共76页?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore BPD部门主管部门主管通过不同的途径通过不同的途径没有落实责任没有落实责任

14、目标向冲突目标向冲突任务任务重复重复ONLY HE KNOWS THE GOALS第10页/共76页 MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任务任务对工作进行跟踪对工作进行跟踪调动资源调动资源关注关注目标目标思路清晰思路清晰共同目标共同目标Division Director部门主管部门主管EVERYONE KNOWS THE GOALSAfter BPD第11页/共76页Concrete GOALSRegular and Consistent Rev

15、iewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为了实现实现GMDAT/DIMC的宗的宗旨旨，我们必须必须实现我们的目标宗旨宗旨/任务定期坚持审议定期坚持审议协调协调具体目标明确目明确目标标清清晰的，可量化的目晰的，可量化的目标标有搜有搜寻寻目

16、目标标的方法的方法我们的宗旨我们的宗旨第12页/共76页Safe working environment for all employeesRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故零事故 Lost Work Day没没有有损损失工作日事故失工作日事故Increase Compliance of

17、 PPE增加增加对对PPE的使用的使用定期坚持审议定期坚持审议协调我们的宗旨我们的宗旨宗旨宗旨 / 任务为所有员工创造安全的工作环境为了实现实现GMDAT/DIMC的宗的宗旨旨，我们必须必须实现我们的目标第13页/共76页Why Engage the Workforce? 为何要雇佣工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 员工的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 involv

18、ed in BPD? Everyone! 那些人与BPD有关？每个人！第14页/共76页Mission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任务/对策目标实施计划The Cascading Process(catch balling 抓住要点)Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading 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Act

19、ion PlansClear TargetsReview Process实施计划目标清晰Clear TargetsReview Process目标清晰回顾流程层层递进的流程Goals & ObjectivesClear TargetsAction PlansReview Process目标目标清晰实施计划第15页/共76页Each Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hun

20、dred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeams第16页/共76页But The Targets Dont 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 S.M.A.

21、R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目标是：目标是：特特定的， 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 LeaderI have to achieve 0.000135 Hours/Vehicle?第17页/共76页GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LE

22、ADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI 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 - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!S.M.A.R.T. Tar

23、gets: Specific, Measurable, Aligned, Realistic & Timed 指定的， 可测量的， 校正的， 现实的 定时的第18页/共76页Targets Are A Good Start, But We Need Good Methods To Achieve Them目标是个好开端，但需要好方法目标是个好开端，但需要好方法才能达到。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 kgMETHODS - Exerc

24、ise 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!第19页/共76页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 Met

25、hod 想想工作或想想工作或生活中设立的目标及实现方法。生活中设立的目标及实现方法。 Discuss as a team and report Take 10 minutes 团队讨论及汇报团队讨论及汇报-十分钟十分钟第20页/共76页Plan 计划Do 实施Check 检查Action 运作 PDCA is the foundation of BPDPDCA是 BPD的基础第21页/共76页Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Acti

26、vities行动 PLANDOPROBLEM SOLVING问题解决CHECKACT0 050501001001st1st3rd3rdPDCA如何运作?未完成需要改进完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures对策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To See第22页/共76页BPD We Will Be Successful When Everyone Focuses On What They Ca

27、n Control! 当每个人都当每个人都集中力量做事，我们就一定能成功做到集中力量做事，我们就一定能成功做到BPD。Why cant they design better cars?What can I do in my area to improve?Ask Not What Others Can Do Ask What Can You Do On Your B.P.D.! 不追问别人做的，关键在你的自己BPD能做的。第23页/共76页 Visual Management Status at a Glance 可视化管理让信息容易读取 - Makes out of standard con

28、dition 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 CONCEPTSBPD的核心理念uBPD a critical tool to achieve Continuous Improvement. BPD是评定是否获得持续改进的工具 - Achieve targets and then “ra

29、ise the bar”. 达到了目标，接着制定更高的目标。uPDCA - Discipline & Follow-up 一种规则并需要持续进行u“Go-To-See” Leadership Style “Go-To-See” 领导模式 - Dont just sit at desk and receive reports. 不要只是坐在办公室等待别人来汇报。第24页/共76页ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManage

30、mentManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainMana

31、gementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯

32、概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality Standards第25页/共76页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

33、 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。第26页/共76页Always Remember The PrioritiesSafety (安全)People (员工)Quality (质量)Responsive

34、ness (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第27页/共76页10131211FPSFPSFPSZone 2Step 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 standa

35、rd 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第28页/共76页Andon Steps (Contd)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STVCON EQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3第2

36、9页/共76页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 (Contd)第30页/共76页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定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)第31页/共76页Step 5 -

37、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。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)第32页/共76页Step 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and board flashes red - Downtime

38、clock begins第六步：如果车辆到达定点停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 ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)第33页/共76页FPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possible (at or before 70% Li

39、ne) 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% LineReaction Time第34页/共76页MgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support

40、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第35页/共76页Andon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corrected, Pull the Andon, and Continue Wit

41、h 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!第36页/共76页Andon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to

42、 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

43、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-StandardConditions!第37页/共76页Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to countermeasure the problem, and get the line running as soon as possible.Call additional support as needed (i.e. maintenance, quality, etc.)Wo

44、rk 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

45、题区域并调动一切可利用资源解决问题Support The Team!第38页/共76页Andon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERS Irreversible correction action Qual

46、ity in station Inspection and Feedback Open Communication Teamwork Improved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. 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 提高提高生产力第39页/共76页Why is Andon Part of C.I.?Use And

47、on 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 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析报告Discuss Countermeasures讨论对策Improve!改进第40页/共76页Andon Is Not Just a System Of Wires and

48、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”第41页/共76页ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWo

49、rkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationSc

50、heduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesV

51、ision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题解决第42页/共76页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StandardActualDiscrepancyTIMELEVEL标准实际差异水平时间Problem Solving问题解

52、决第43页/共76页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第44页/共76页uProblems Are Not About Blaming People! Blame The Process Not the People! 需要责备的是工艺，不是员工！

53、 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。第45页/共76页Guiding PrinciplesEveryone is responsible for Problem Solving每个人都对解决问题负有责任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader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第46页/共76页5-Phase Problem Solving

54、问题解决的五个阶段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪确认确定问题立即维修立即维修纠正措施分析根源第47页/共76页5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvestigation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perc

55、eption1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere 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立即维修CauseInvestigation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 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掌握情况第

56、48页/共76页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第49页/共76页15-Phase Problem So

57、lvingProblem 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 Quan

58、tity 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 问题的起点点第50页/共76页1 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

59、问题） 5-Phase Problem SolvingProcess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess flow direction第3 3道工艺造成出现问题！观察 : :第 3 3 阶段工艺流程方向在第6 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开始追溯第51页/共76页Apollo 13阿波罗13号What is Problem Description/Initial Pr

60、oblem 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第52页/共76页25-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

61、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！第53页/共76

62、页35-Phase Problem SolvingRoot Cause Analysis分析问题根源 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 caus

63、e(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) 罗列主要原因第54页/共76页Root Cause 根本原因根本原因CauseCauseCauseSymptoms 征兆征兆 Five Why Investigation第55页/共76页45-Phase Problem SolvingCorrective Action 纠正措施Establishing & Implementing a short or long term countermeasure to eliminat

64、ion 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第56页/共76页5-Phase Problem Solving5 Follow-up Ve

65、rification 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

66、 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MARCH3第57页/共76页Why is 5 Phase Problem Solving Part of C.I.?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 AgainThats Not Real Improvement It is Just Getting Back to Standard!Now, THAT is Continuous Improvement!K J 第58页/共76页GO ALL THE WAY TO PHASE 5!If We Really Want To Be Success