【正文】 Risk Low High ? Buffered processes are protected against everything: unexpected quality problems, stoppages, high absenteeism, etc. ? Lean processes assure continuous flow with minimal waste by empowered teams and the quality should be achieved within the process 1800 (Craft) 1900 (Mass) 2022 (Lean) What is Lean Thinking? GMS Executive Overview GM Confidential Version Date Slide 12 John S. Hamalian GMS Toyota Philosophy ? Strong Corporate Culture ? Balance Between Process and Results ? Commitment to Learning not Knowing ? Entire Organisation Knows and Uses the System ? Minimum barriers between functions and levels ? Focus on Long Term Results Respect For Humanity and Continuous Improvement through the Elimination of Waste are Foundation of Toyota?s System GMS Executive Overview GM Confidential Version Date Slide 13 John S. Hamalian GMS Short Lead Time Continuous Improvement Company People Involvement Company Standardization BuiltInQuality ? Safety ? People ? Quality ? Responsiveness ? Cost Use GMS Principles To Obtain Our Goals GOOD PROCESSES GOOD RESULTS Business Goals (Scorecard) Methods to Meet the Goals (GMS) Vision/ Mission Lean Principles (Process) Goals amp。 Healthy Working Environment for all employees and visitors Focus on employee Development, Involvement and Enthusiasm Each customer in each process expects a high quality product or service Customers want a quality product or service but they also want it FAST! Eliminate waste and control costs to deliver our customers the right product at the right price!! Needs Translate to Goals… THE 5 MAIN GOALS Provide every product or service (exactly what the customer wants) defect free, on demand, with no waste and in a work environment where everyone is happy and safe. $ GMS Executive Overview GM Confidential Version Date Slide 8 John S. Hamalian GMS S P Q R C The Goal Sequence Has A Meaning! Modern philosophy is that Safety is always First with a priority on People and Quality. If we focus on these things, Cost through waste reduction will eventually decrease TRADITIONAL MODERN C R Q P S Traditionally, the anisation was focused around financial controls with Quantity as a priority – People development and Safety were not particularly important Always Remember The Priorities… $ $ J Hamalian GMS Executive Overview GM Confidential Version Date Slide 9 John S. Hamalian GMS “One System” One ‘Language’ One Umbrella One Company Culture One Mindset Global Operating System It is a critical philosophy to achieve our Vision GMS How Do We Reach Our Goals?… GMS Executive Overview GM Confidential Version Date Slide 10 John S. Hamalian GMS NUMMI (TOYOTA) CAMI (Suzuki) OPEL (Eisenach) GMNA (Green Book) QN Saturn Creation of GMS GMS not a only a “GM” system but is mostly modeled on Toyota amp。 Healthy Environment ? PeopleOriented Organisation ? Attractive, High Quality Products ? Good Customer Response ? High Customer Value GM VW Toyota Ford What Does Everyone Need to Get Customer Enthusiasm? GMS Executive Overview GM Confidential Version Date Slide 7 John S. Hamalian GMS SAFETY (Safe Work) QUALITY (Attractive Product) COST (Good Value) PEOPLE (Organizational Development) RESPONSIVENESS (Quantity/ Volume/Speed) Safe, Clean amp。 Problem Solving Low (reactive) High (proactive) Degree of Correction High (inspectout quality) Low (builtin quality) Teamwork amp。 Product Engineering Purchasing amp。 Safety ? Qualified People ? Teamwork ? People Involvement ? Open Communication ? Leadership Behavior (Shop Floor Management) GMS Executive Overview GM Confidential Version Date Slide 22 John S. Hamalian GMS Fish Philosophy Video GMS Executive Overview GM Confidential Version Date Slide 23 John S. Hamalian GMS Fish Philosophy Video Discussion ? What GMS concepts did we see in the video? ? Discuss as an open forum GMS Executive Overview GM Confidential Version Date Slide 24 John S. Hamalian GMS Fish Philosophy Video Discussion Environment At The Fish Company Enables: ?People Involvement/Employee Enthusiasm ?Teamwork ?Low Absenteeism ?Job Rotation/Flexibility…. GMS Executive Overview GM Confidential Version Date Slide 25 John S. Hamalian GMS Roots = Culture, Values amp。 Coach!!! J Hamalian GMS Executive Overview GM Confidential Version Date Slide 28 John S. Hamalian GMS Employee Mind Change TRADITIONAL EXPECTATION MODERN EXPECTATION ? Just Do What You Are Told To Do ? Employee Enthusiasm Not Important ? Participate in Making Standardized Work ? Continuously Improve Job ? Involved in Problem Solving ? Involvement Brings Enthusiasm! J Hamalian GMS Executive Overview GM Confidential Version Date Slide 29 John S. Hamalian GMS Effective Communication ?Trust ?Mutual Respect ?Teamwork/ Cooperation ?Empowerment People Involvement Company GMS Executive Overview GM Confidential Version Date Slide 30 John S. Hamalian GMS Manufacturing Process Validation Product Quality Standards Quality System Management Quality Feedback/ Feed forward Management by TAKT Time Work place Organization Andon Concept Problem Solving 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