【正文】 ure to elimination root cause(s) 制定 并執(zhí) 行一 個(gè) 短期或 長 期的措施 來 解 決問題 的根本原因 – Identify best possible solutions in term of identified causes 根據(jù)確定的愿意制定最理想的解 決 方案 – Prioritize potential solutions 對 潛在方案 進(jìn) 行 優(yōu) 先性排序 – Implement solution 執(zhí) 行方案 ? Establish a schedule with target pletion dates 制定一 個(gè) 有 問題 解 決 期限的 計(jì)劃 表 5Phase Problem Solving 5 ?Followup Verification 跟蹤 確 認(rèn) Followup Verification is activity to confirm whether problem is correct or not 跟蹤 確 認(rèn) 是確定 問題 是否已 經(jīng)糾 正 的活動 – Frequent check of the correction result 對 更正的 結(jié) 果定期 檢查 ? to implement according to predetermined corrective action plan 按 預(yù) 定的 糾 正措施 計(jì)劃執(zhí) 行 ? to reach the goal of corrective action 達(dá) 到 糾 正措施的目 標(biāo) – Standardize problem solving methods to prevent occurrence of similar problem 將問題 解 決 方法 標(biāo) 準(zhǔn)化以防止相似的 問題 再次 發(fā) 生 MARCH 3? Why is 5 Phase Problem Solving Part of .? Traditional Companies Stop at Phase 2 – They Just Contain the Problem and Put on a BandAid WorldClass 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 Quality Feedback/ Feed forward Standardized Work Visual Management 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 Supply Chain Management Internal Pull / Delivery Simple Process Flow Small Lot Packaging Fixed Period Ordering System/ Order Parts Health and Safety Priority Team Concept People Involvement Open Communication Process Values Vision/ Mission Shop Floor Management Continuous Improvement Continuous Improvement Process 持 續(xù) 改 進(jìn) 的 過 程 Continuous Improvement Culture Set hurdles, conquer them, then raise the bar!! 設(shè)置障礙，克服障礙， 不斷提高！ Create an Environment where People are driven to Continuously seek Improvement through the Elimination of Waste 創(chuàng)造一個(gè) 持續(xù)改進(jìn)的文化氛圍，讓員工在消除浪費(fèi)中提高。 Improvement Is the Relentless Pursuit of the Elimination of the Enemy WASTE!! 改進(jìn)是與消除浪費(fèi)不斷作斗爭的過程！ Safety 安全 Quality 質(zhì) 量 Cost 成本 Productivity 生 產(chǎn) 力 Improve 7 Types of Waste Continuous Improvement Culture 七 種 浪 費(fèi) 改 進(jìn) When You Climb to the Top . . . 當(dāng)你爬到山頂時(shí)。 . . .You Can See the Next Target! 你將會發(fā)現(xiàn)下一個(gè)目標(biāo)！ Continuous Improvement Culture Die Change Exercise 更 換 模具 練習(xí) Die Change Exercise Die Change Exercise Round 1 模具更 換練習(xí) ：第一 輪 Objective: Change the die in minimal amount of time. 目的 : 在最短 時(shí)間內(nèi) 更 換 模具 Die Change Standardized Work: 模具更 換 的 標(biāo) 準(zhǔn)化作 業(yè) ： 1) Remove the (2) nuts. 卸下螺母 2) Remove the (2) washers. 拆下 墊 圈 3) Exchange the Die (Center Piece). Verify Die is flush at ends. 調(diào)換 模具（主要工作） 確定模具四角已 經(jīng)對齊 . 4) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight. 重新裝配 確 認(rèn) 模具四角已 經(jīng)對齊 確 認(rèn) 螺母正確 對 位 Die Change Exercise Instructions: 說 明： Each person in the group will perform the Die Change once. 工段中每 個(gè) 人都要 進(jìn) 行一次更 換 操作。 A member of the group should time the Die Change. 工段中要有一人 對 更 換 工作 進(jìn) 行 計(jì)時(shí) 。 A member of the group will inspect the reassembled Die for the following 工段中要有一人在重新裝配模具 時(shí)進(jìn) 行下列 兩項(xiàng)檢查 Verify ends are flush. (add 1 minute to individual time for violation 確 認(rèn) 模具 邊 角 對齊 。（如果 發(fā)現(xiàn) 未 對齊 要在 個(gè) 人 時(shí)間 上加 1分 鐘 ） Verify nuts are secure. (add 1 minute to individual time for violation) 確 認(rèn) 螺母已 經(jīng)擰緊 。（如果 發(fā)現(xiàn) 有 違 反的在 個(gè) 人 時(shí)間 上加 1分 鐘 ) Calculate the average Die Change time for the group. 計(jì) 算整 個(gè) 工段更 換 模具的平均 時(shí)間 Die Change Exercise Die Change Exercise Round 2 模具更 換練習(xí) ：第二 輪 Objective: Change the die in minimal amount of time. 目的： 在最短 時(shí)間內(nèi) 更 換 模具 Die Change Standardized Work: 模具更 換 的 標(biāo) 準(zhǔn)化作 業(yè) ： 1) Loosen the (2) nuts. 擰 松螺母 2) Exchange the Die (Center Piece). Verify Die is flush at ends. 調(diào)換 模具（主要工作）。確 認(rèn) 模具四 個(gè) 角已 經(jīng)對齊 . 3) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight. 重新裝配。確 認(rèn) 模具四角已 經(jīng)對齊 。確 認(rèn) 螺母正確 對 位。 Die Change Exercise Instructions: 說 明： Each person in the group will perform the Die Change once. 工段中每 個(gè) 人都要 進(jìn) 行一次模具更 換 操作。 A member of the group should time the Die Change. 工段中要有一人 對 模具更 換 工作 計(jì)時(shí) 。 A member of the group will inspect the reassembled Die for the following 工段中要有一人在模具更 換時(shí)進(jìn) 行下列 兩項(xiàng)檢查 Verify ends are flush. (add 1 minute to individual time for violation 確 認(rèn) 模具 邊 角 對齊 。（如果有 違 反在 個(gè) 人 時(shí)間 上加 1分 鐘 ） Verify nuts are secure. (add 1 minute to individual time for violation) 確 認(rèn) 螺母已 經(jīng)擰緊 。（如果有 違 反在 個(gè) 人 時(shí)間 上加 1分 鐘 ） Calculate the average Die Change time for the group. 計(jì) 算工段更 換 模具的平均 時(shí)間 。 1) Grasp the Current Situation 掌握 現(xiàn) 有的情 況 2) Imagine the Ideal Situation 設(shè) 想理想 狀況 3) Compare Current Situation to Ideal See the Gap 將現(xiàn) 有 狀況與 理想 狀況進(jìn) 行 對 比－找出差距 4) Define Strategy to Achieve the Ideal 確定 達(dá) 到目 標(biāo) 的方法 5) Implement CIPs 實(shí) 施持 續(xù) 改 進(jìn) 工作 6) FollowUp 跟蹤 Gap 差距 Ideal 目 標(biāo) Now 現(xiàn)狀 What is the CIP Method? Observe Standardized Work Observe the “Wall” Takt Time Operator 1 Continuous Improvement Process 1) Grasp the Current Situ