【正文】 here are not enough good hoods to repair the defective cars online. The suppler says new hoods will arrive in 6 hours. The operators at end of line have pulled the Andon and the escalation process has pulled in the Body Shop Manager and Quality Manager. Considerations are: 1) The decoupler between Body and Paint is almost empty, 2) Hoods with cracked metal will not affect any of the subsequent processes, and 3) Hoods can be changed out of station relatively easily. Discussion:You are the Plant Quality Manager – what is your decision?Discuss as a group! GMS OrientationBuiltin quality GMDAT/DIMC ConfidentialVersion Date Slide 58DIMC GMSBackground: In this case, the decision is is shut down the line for (6) hours and wait for parts or run the line and make a containment plan. Since the decoupler between Body and Paint is almost empty, this means all Body, Paint and GA will all eventually shut down. Potential Decision: In this case, Quality can still be achieved while maintaining our Responsiveness targets mostly because the hoods do not affect the next process. The Cost of stopping the line will not result in better Quality or Responsiveness. Thus, a good decision would probably be to run the line and make a containment plan:? All cars with bad hoods to be specially identified. Production and Quality in Paint and GA notified of the situation, know the vehicle numbers and identification method.?100% check at Hood Install operation until process capability is assured.? Paint and Final Process notified that new hoods to be painted in Paint and will be swapped in Final Process area and have time to make a plan how to acmodate that.Andon Discussion Hoods GMS OrientationBuiltin quality GMDAT/DIMC ConfidentialVersion Date Slide 59DIMC GMSSituation: At the Cockpit Load station in GA it is discovered that there is a problem with one of the electrical harnesses within the cockpit. The cockpits are built as a module by an outside supplier. After working the line back we know that several cockpits in the system have the condition. The operators at Cockpit Load have pulled the Andon and the escalation process has pulled in the Trim Line Section Leader, who consults with the Chassis Line Section Leader. Considerations are: 1) The decoupler between Trim and Chassis about half full, 2) The electrical harness will affect the next assembly process, 3) Repairing the harnesses online will take approximately one hour, and 4) Repairing the Cockpit later in the process is difficult and very time consuming.Discussion:You are the Trim Section Leader – what is your decision?Discuss as a group! Andon Discussion Cockpits GMS OrientationBuiltin quality GMDAT/DIMC ConfidentialVersion Date Slide 60DIMC GMSBackground: In this case, the decision is is shut down the line for (1) hour and repair the harnesses prior to Cockpit Load or run the line and repair the cockpits outofstation. Since the decoupler between Trim and Chassis is about half full, this means that Chassis can continue running for a short while and then eventually shut down.Potential Decision: In this case, Quality cannot be achieved while maintaining our Responsiveness targets mostly because the bad cockpits affect the next process and are extremely difficult to repair later. The Cost of stopping the line is more desirable than the cost of repairing them later and the potential to create more defects. In this case, the decoupler status does not really impact the final decision too much. Thus, a good decision would probably be to stop the line and fix the harnesses prior to Cockpit Install. The Trim Line Section Leader will inform the GA Area Manager of this decision and the impact on our Responsiveness target.Andon Discussion Cockpits GMS OrientationBuiltin quality GMDAT/DIMC ConfidentialVersion Date Slide 61DIMC GMSManufacturingProcess Validation QualitySystemManagementQualityFeedback/FeedforwardStandardizedWorkVisualManagementManagementby TAKT TimeWorkplaceOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder Schedules SupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety Priority Qualified People Team ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementQualityFeedback/Feedforward質(zhì)量反饋與前饋Product Quality StandardsInProcessControlVerificationGMS OrientationBuiltin quality GMDAT/DIMC ConfidentialVersion Date Slide 62DIMC GMS “Customer”客戶Quality Information Feedback/Feedforward質(zhì)量反饋與前饋質(zhì)量反饋與前饋“Suppliers”供應(yīng)商You你Process A Process B Process Cback? Defect flowing from A to B 缺陷從 A流到 B? Status on Problem Resolution 問題解決狀態(tài)forward? Escaped defect flowing to Process C 避免缺陷流到 C? Temporary process being used in Process B 過程 B的暫時(shí)方案? Process/product change with time 工藝 /產(chǎn)品隨時(shí)間改變? Status on Problem Resolution 問題解決狀態(tài)GMS OrientationBuiltin quality GMDAT/DIMC ConfidentialVersion Date Slide 63DIMC GMSMotivation for Timely Feedback及時(shí)反饋的動(dòng)機(jī)及時(shí)反饋的動(dòng)機(jī)Immediate 1 Day 1 Year High Medium Low 1s 100s 1000s Time to Discover Defect發(fā)現(xiàn)缺陷的時(shí)間Ability to Discover Root Cause發(fā)現(xiàn)根源的能力Number of Defective Vehicles Built已經(jīng)生產(chǎn)的缺陷產(chǎn)品GMS OrientationBui