【正文】 GMS GMS 4 GMS CASE STUDY General Motors North America: Before GMS: 1996 After GMS: 2022 SPQRC SPQRC BUT!!!…Toyota still enjoys 8% profit while GM is at % GM needs to outperform Toyota by US$1,500 – $2,000 / unit… GMS Executive Overview GM Confidential Version Date Slide 18 John S. Hamalian GMS GMS as an EnterpriseWide System Avoid the ‘Silo Syndrome’ Take an Integrated Approach Link the Functional Groups Together Used in Manufacturing but Principles are Generic Engineering Manufacturing Purchasing amp。 some Suzuki philosophy GMS (1996) GMS was born out of the strategic need to adopt modern, lean thinking for corporate survival GMS Executive Overview GM Confidential Version Date Slide 11 John S. Hamalian GMS Mass vs. Lean Processes Production System Buffered or Mass (“Fordism”) Lean (Toyota) Buffers amp。GMS Executive Overview GM Confidential Version Date Slide 1 John S. Hamalian GMS GMS INTRODUCTION TO GMS Global Operating System GMS Executive Overview (45 Hours) GMS Executive Overview GM Confidential Version Date Slide 2 John S. Hamalian GMS ? Classroom Norms 1. Pagers, phones Please turn off or put on vibrate 2. If urgent call, please talk outside 3. Relax, ask questions and have fun!! ?Standardized Introductions 1. Name 2. Role 3. Main hobby GMS Executive Overview GM Confidential Version Date Slide 3 John S. Hamalian GMS Customer Satisfaction Customer Enthusiasm What Do We Need To Do To Meet Our Vision? ? ? Customer Satisfaction is not good enough!!! GMS Executive Overview GM Confidential Version Date Slide 4 John S. Hamalian GMS Customer Enthusiasm External Customer (Buys Product) Internal Customer (YOU!) Who is the Customer? GMS Executive Overview GM Confidential Version Date Slide 5 John S. Hamalian GMS Customer Enthusiasm Good Buying Experience Good Ownership Experience + = What Makes Customer Enthusiasm? Sales Marketing Design Engineering Manufacturing After Sales GMS Executive Overview GM Confidential Version Date Slide 6 John S. Hamalian GMS ? Safe, Clean amp。 Waste High Low Standardization High, by managers High, by teams Leader Span of Control Narrow Moderate Planning amp。 Suppliers SPO Powertrain GMS is a mon operating methodology that can be used anywhere in the anisation J Hamalian GMS Executive Overview GM Confidential Version Date Slide 19 John S. Hamalian GMS Designers amp。 Marketing “One Company” with Customer First Lean Business Principles A Common ?Language? and Company Culture throughout the entire Customer Chain J Hamalian GMS Executive Overview GM Confidential Version Date Slide 20 John S. Hamalian GMS New Vehicle Factory 5 What is a ?Factory?? A place where a repeatable process is conducted in which there are inputs, internal activity and outputs New Advertisement Factory Who are ?Operators?? Expense Report Processing Factory Purchasing Order Process Factory Anyone who works in a highly repeatable job and requires support to be effective Service Center Factory Paradigm Shift: We have to think of the work we all do in terms of a mon process methodology Everyone Can Use Lean Business Principles J Hamalian GMS Executive Overview GM Confidential Version Date Slide 21 John S. Hamalian GMS GMS People Involvement ? People Involvement Elements ? Vision ? Values ? Health amp。 Tools (GMS Elements) Fruit = Quality Product PEOPLE are our most important resource!!! Like a Tree, People Need Nurturing for Growth Soil = Environment GMS Executive Overview GM Confidential Version Date Slide 26 John S. Hamalian GMS Change In Thinking Directors Managers Supervisors Operators TRADITIONAL MODERN VIP 1 TEAM MEMBER 1 Mgr Group Leader Team Leader Team Member GMS Executive Overview GM Confidential Version Date Slide 27 John S. Hamalian GMS Leadership Mind Change TOPDOWN LEADERSHIP STYLE MODERN LEADERSHIPMINDSET Direction Support 80% 20% 20% 80% Direction Support TWOWAY STREET Give Orders Teach amp。 Support Areas Team Leader Team Member Leadership GMS Executive Overview GM Confidential Version Date Slide 41 John S. Hamalian GMS ? Common SPQRC goals and regular team meetings. ? Empowerment to make decisions within spans of control ? Responsibility for: – Making Standardized Work – Problem Solving – Continuous Improvement ? Job Rotation is generally performed Team Concept GMS Executive Overview GM Confidential Version Date Slide 42 John S. Hamalian GMS Design Manufacturing PCamp。 Growth Qualified People GMS Executive Overview GM Confidential Version Date Slide 46 John S. Hamalian GMS WE LEARN 10% of what we read 20% of what we hear 30% of what we see 50% of what we see and hear 70% of what we discuss with others 80% of what we experience personally 95% of what we teach to someone else William Glasser GMS Executive Overview GM Confidential Version Date Slide 47 John S. Hamalian GMS The Four Steps of JIT Step 1: PREPARE TRAINEE (Study Standardized Work) Step 4: FOLLOW UP (Trainee Confirm Skill) Step 3: TRY OUT PERFORMANCE (Trainee Do, Trainer Watch) Step 2: PRESENT OPERATION (Trainer Do, Trainee Watch) A P C D JOB INSTRUCTION TRAINING (JIT) Awareness Knowledge Skill Confirmation Why – What – How!!! Training Methodology HEAR SEE DO GMS Executive Overview GM Confidential Vers