遏制和质量门培训资料.ppt

Containment遏制,Isolating the customer from defects.将不合格产品隔离，防止流到客户,Containment 遏制 Purpose Process Product目的-流程-产品,Purpose目的:Provide a focused effort to isolate the customer from discrepant products especially when the normal process is known to be weak 通过努力，将不合格产品隔离，防止流到客户-特别是过程很弱时。Process流程:Definition and implementation of a formal process to:定义和实施一个正式的流程Conduct redundant inspection指导额外的检验Collect data and information 收集数据和信息Perform Data driven corrective actions 基于数据制定纠正措施Product产品:Customers isolated from bad parts resulting in greater customer satisfaction and more business for the supplier 防止不合格品流到客户，从而使客户更满意，为供应商带来更多的业务(Pathway to 0 PPM 通往0PPM的路径),CLASS ACTIVITY#1 30min Initial Defect课堂活动#130分钟 最初的缺陷,BUILDING HONGBAOs建立红包Supplier供应商Receiving进料检验Assembly Coin To Envelope将硬币装进红包Assembly Note To Envelope将标签装进红包Assembly Tab To Envelope将红包封上Warehouse 仓库Shipping 发交Customer客户,Step 1第一步:Stop the Flow of Bad Parts停止不合格品流动,Look for the specific defect找具体的缺陷Differentiate the“good”from the“suspect”将合格产品和可疑产品区分开。Establish understandable product standards建立易理解的产品标准Begin data collection开展数据收集Begin sorting or inspection开展分类和检查Identify and HOLD any questionable parts识别并隔离任何可疑产品,Proper Containment Process Inputs正常的遏制流程的输入,Action行动:Assure a comprehensive and properly Managed Containment Activity is defined,organized and capable of being implemented within 4 hours if required确保全面的、合适的遏制管理活动被定义，组织，如果需要的话在4小时内实施Properly designated area合适的指定的区域Distinct location 清晰的位置Proper Lighting,equipment and material flow space 合适的灯光、设备和物料流动空间Designated Material Locations 制定的物料位置Verified Good Products 被验证是合格产品Verified Bad Product被验证是不合格产品Questionable(products awaiting management/customer disposition)可疑产品（等待管理层或者是客户处置的产品）Products to be sorted产品分类Proper wall space to post and record results张贴和记录结果合适的位置Adequate Space for Procedures and Boundary Samples有放置程序和限度样件的充足的空间Well Defined methods 很好的方法How to sort and handle materials如何挑选和处置物料Defined Part and Container Marking strategy定义产品和器具的标识策略Defined Material Quarantine,Capture and return methods定义物料隔离、获取和回收的方法。Data Collection and reporting process数据收集和报告流程Corrective action monitoring methods纠正措施的监控方法Defined Criteria to support Containment Exit定义支持遏制解除的准则,CLASS ACTIVITY#1.1 30min Defect Control课堂活动#1.1-30分钟 不合格的控制,BUILDING HONGBAOs建立红包Supplier 供应商Receiving进料检验Assembly Coin To Envelope将硬币装进红包Assembly Note To Envelope将标签装进红包Assembly Tab To Envelope将红包的封上Containment 遏制 Warehouse 仓库Shipping发交Customer客户,Explanation of Containment遏制的解释,Explaining effective containment 解释一个有效的遏制,Contained State,Containment Process遏制的流程,Expectations of effective containment Phases期望的有效遏制-阶段,Stop the Flow停止流动,Install Filter安装过滤Protect Customer保护客户,Collect Data&Improve收集数据改进,Data 数据Daily Meeting日常会议Track Results跟中结果,Clean Pipeline清理途径,Retrieve Suspect 召回可以产品Release Good放行合格产品,Key Points关键点Stop the flow of discrepant parts.停止不合格品的流动Define the containment actions(Sort Rework Dispose).定义遏制行动（挑选-返工-处置）Collect data and drive corrective actions 收集数据，制定纠正措施Clean the Pipeline清理途径Define the material identification plan(parts and containers).定义物料识别计划（产品和器具）Establish the scope of exposure with location and return of questionable stock.建立工厂的范围，召回有问题的库存,Step 2第二步:Define Containment Actions定义遏制行动,CLASS ACTIVITY#2 30min(Log Sheet)课堂活动#2-30分钟（记录表）,BUILDING HONGBAOs建立红包Supplier供应商Receiving进料检验Assembly Coin To Envelope将硬币装进红包Assembly Note To Envelope将标签装进红包Assembly Tab To Envelope将红包的封上Containment 遏制 Warehouse 仓库Shipping发交Customer客户,Step 3第三步:Define Material Identification Plan定义物料识别计划,Clear and easily identifiable(Parts&Containers)清晰的，易于识别的（产品&器具）Identifies parts in different categories识别不同类别下的产品OK Parts that have been sorted 已经分类的合格产品Suspect Parts that require sorting需要分类的可疑产品Known Bad Parts已识别的不合格产品Questionable parts awaiting disposition有问题的产品-需要处置,Step 4第四步:Scope&Location of Questionable Stock问题产品的范围&位置,Work with Material Control People和物料控制人员一起 Identify the parts and create an inventory识别零件和建立库存 Adjust inventory/feedback调整库存/反馈 Retrieve the parts that need containment召回需要遏制的零件Special Customers Like Service Parts特殊的客户-备件 Special locations like secondary processors 特殊的位置-二级加工,Step 4第四步:Define Containment/Material Return Plan定义遏制/物料召回计划,Suspect material can enter可疑物料能够进入Material is evaluated and categorized物料被评估和分类Property marked good material can exit to finished goods标识为合格物料能够到最终的成品Properly marked bad material can exit to disposal标识为不合格物料进入到处置Uncertain material is held不确定的物料隔离,CLASS ACTIVITY#3 30min Trace Multiple课堂活动#3-30分钟 追溯各类别产品,BUILDING HONGBAOs建立红包Supplier供应商Receiving进料检验Assembly Coin To Envelope将硬币装进红包Assembly Note To Envelope将标签装进红包Assembly Tab To Envelope将红包的封上Containment 遏制 Warehouse 仓库Shipping发交Customer客户,Step 5第五步:Define Exit Strategy定义退出策略,Material remains in containment until permanent corrective action is in place物料处于遏制状态，直到永久对策实施到位Containment could last days,weeks or years.This is all up to your ability and attitude to address the root cause遏制可以持续几天、几周、几年。主要取决于找到根本原因的能力和态度Use Containment as a form of corrective action validation 把遏制当成纠正措施验证的一种形式result should be 0结果应该是0Material is evaluated and categorized until a certain trigger is met 物料被评估和分类，直到特定的触发条件被满足(0 defects for a certain time frame after corrective action)在纠正措施实施后，特定的时间段内应该是0缺陷,CLASS ACTIVITY#4 30min Blind课堂活动#4 30分钟-盲（带上眼罩装配）,BUILDING HONGBAOs建立红包Supplier供应商Receiving接受Assembly Coin To Envelope将硬币装进红包Assembly Note To Envelope将标签装进红包Assembly Tab To Envelope将红包的封上Warehouse 仓库Shipping 发交Customer客户,Basic Containment Process Flow基本的遏制流程,Review-Containment Improvement ProcessSuggested Steps回顾-遏制改善流程建议步骤,Define the Area Set up定义区域设定Work with supplier to identify the area and outline a plan.和供应商一起识别区域并总结出一个计划Include the Key Elements包括关键要素Perform the physical rearrangement In the containment area with the appropriate people在遏制区域，有合适的人员Review the methods 回顾方法Work with the people to define the practices that match with Customer needs and Company existing methods和人员一起定义与顾客需求相匹配的实践以及公司的退出方法Analyze the Material Capture plans and methods分析物料获取计划和方法 This is best done with a Material Control type person.最好由物料控制人员来做,Define,Tools-Training,Do,Track and Monitor,How To Actualize-Example Containment Area Layout如何实践-遏制区域布局的案例,Good Parts ONLY!,“GP 11/GP 12”GP 11/GP 12标准 Final Inspection of all axles off all line assembled at DRK在DRK的所有离线桥的终检,4 lanes includes final bill out inspected racks have“stickers”四个通道-？-检查工位器具的标签Criteria are immediate customer issues准则是及时的客户问题Customer Attachment points客户附带的问题Findings Documented 问题点记录Audit is conducted in“Real Time”final inspection findings are treated as customer issues开展实时审核-最终检查的问题点视为在顾客处发生的问题Team leaders are called to final audit station escalation plan followed团队领导实施最终岗位审核-升级计划的执行,Indicator Chart 指标图表,Marking Strategies标识策略,Simple To Do容易做Quick Unless Situation Dictates Differently快，除非有特殊要求Visual可视Documented Location 标记位置 Location Visible In Installed Position*装配后位置可视1 Design/Color per Inspection Campaign每次检查活动1种设计/颜色Sensitive to Past Inspections 与以往的检查易于区别Weather Resistant Product Life for Safety Issues不因天气发生变化-产品生命周期内有安全要求的Pens,Pricks,Nicks,Stickers 笔、？、？、标签,Containment Improvement Process Check Status遏制改善流程-检查状态,Expectation期望Visual科室:Simple method to see evolution of Containment简单的方法能够看到遏制的变化-Area Set up 区域设定Distinct location 单独的区域Lighting,Equipment 灯光、设备Designated Material Locations 指定的物料区域Post and record results张贴和记录结果Boundary Samples限度样件-Methods and Practices方法和实践How to sort如何挑选Marking strategy标识策略Material Quarantine,Capture and return 物料的隔离、获取和回收Data Collection数据收集Corrective action monitoring纠正措施的监控Exit Criteria退出准则,X,X,Green,Yellow,Red,X,Containment Process Improvement Summary遏制流程改善-总结,Purpose:Provide a focused effort to isolate the customer from discrepant products especially when the normal process is know to be weak通过努力，将不合格产品隔离，防止流到客户-特别是过程很差。,Process流程:Definition and implementation of a formal process to定义和实施一个正式的流程:Conduct redundant inspection指导额外的检验Collect data and information收集数据和信息 Perform Data driven corrective actions 基于数据制定纠正措施,Product产品:Thorough Customer Isolation and Improved Process完全防止流入到客户，并改善流程,Key Points关键点:Stop the flow of discrepant parts停止不合格品的流程.Define containment(Sort Rework Dispose)定义遏制（分类-返工-处置）Collect data and drive corrective actions基于数据制定纠正措施 Clean the Pipeline清理途径Material identification plan(parts and containers).物料识别计划（产品和器具）Scope:Location and return of questionable stock.范围：位置及可疑库存的召回,Requirements要求:Dedicated well laid out area 专用的，有很好布局的区域Properly defined and controlled methods合适的定义和控制方法,Advanced Topic-Launch Containment高级话题-发起遏制,Known Past Common Defects知道过去共性的问题Potential New Defects(From Gate Reviews)潜在的新问题（门回顾）Version/Qty/In process Inspection Checks版本/质量/过程检验Customer Critical Requirements客户关键的要求Engineering Issues工程问题Manufacturing Issues制造问题Prove Out The Process 验证过程Protect The Customer While Manufacturing Stabilizes过程稳定，保护客户,PREVENTION预防,Quality Gates质量门,Isolating the Next Process from fault defects.将不合格品隔离，防止流入到下道工序,Quality gate issues are generally selected from the Fast Response Board or issues that are small in severity but high in occurrence.设定质量门依据快速反应看板或者不严重但是发生频次很高的问题Quality gates are an inspection placed at a key point in the production line to drive defects back to their source and prevent them from going forward.质量门是对生产线关键点的检查，从而使不合格控制在源头，防止其向下流动The quality gate is followed by a verification station(usually the end of line inspection/containment)to ensure the gate is working by measuring how many make it past the inspection gate.质量门有一个验证工序（经常在线尾检查/遏制），通过测量的数量确保质量门在工作The idea is to address the quality issue as close to the source as possible and not add value to a defective part.Likewise,if defects are driven back from a mid point in the line the chances of getting a defect to the end of the line are dramatically decreased.质量门是使质量问题尽可能的接近源头，对不合格品不增值。此外，如果不合格品在生产线的中部被发现，那么流到先为的概率就会大大地降低Typically the top 5 defects from that line are put on the gate.通过生产线前五位典型的问题来设置质量门,What are Quality Gates质量门是什么?,Quality gates can be used to improve the visibility of quality in the production process as well as being used to measure and monitor quality in real time at strategic points.质量门用于提升生产过程的质量可视化，同时也用于在关键点实时的测量和监控质量 Quality gates are designed to facilitate the detection,discussion and resolution of Issues and problems through a collaborative effort to improve the quality of products.设计质量门，通过团队的努力，促进质量问题的探测、讨论和解决，从而提升产品质量 Its more then just in process inspection不仅仅是过程检验,Why Use Them?为什么要使用质量门,Model of accountability and responsibility for productionProcesses.对生产过程的责任模式 The ability to detect and rectify problems early on.提前发现和纠正问题的能力 Predetermined expectations of acceptable levels ofQuality.质量可接受水平的预期 Documentation and monitoring of issues and actionsthroughout the production cycle.问题的记录/监控，生产周期的行动 The creation of a store of corporate knowledge.企业知识商店的建立,Benefits of Implementing实施后的受益,Assessment Framework评估框架“statistical risk”统计风险,Is a Quality Gate Necessary?质量门是否是必要的？,Quality Gates质量门,How are they set up?如何设置The gate should be as close to the defect occurrence as possible and situated such that the inspector can record data.质量门应该尽可能的和问题发生的地方接近，同时方便检查人员记录数据For each defect an alarm limit is calculated based on the occurrence of the defect.针对每个缺陷，基于问题发生的频次计算警戒线A data recording sheet and immediate response sheet are given to the gate inspector.给质量门的检查人员一个数据记录表和反应表A verification station is identified or created after the gate towards the end of the production line to measure how well the gate worked.在生产线线尾设定验证的岗位，测量质量门的有效性The inspector at the verification station must be equipped to record any defects that they may find.在验证岗位应该配备检查人员，记录他们发现的任何问题,6 Components6个方面:Placement 位置 Where will it be located?位置设定在哪？Quality Measures 质量测量What will we check and how?测量什么，怎么测量？Roles角色 Who will check and who will be notified?谁检查，通知谁？Tolerance限度What level is acceptable?什么样的水平是可以接受的 Actions行动Response to findings?ESCALATION 问题的反应？升级 Evaluation评估Review and trend analysis 回顾，趋势分析,6 Items To Consider During Setup设置质量门要考虑的6个方面,Quality Gate Documents质量门的文件,Quality Gate Documents质量门的文件,Example of a Quality Gate Board:质量门看板的例子,Trend charts for each defect每个问题的趋势图,Enter and Exit charts for each defect每个问题进/表图表,The immediate response sheets for each shift.每个班次快速反应表,Corrective Actions for each issue.每个问题的纠正措施,Quality Gate Board质量门看板,Quality Gate Board质量门看板,Data Collection Sheet 数据收集表,Immediate Response Sheet 快速反应表,CLASS ACTIVITY#5 30min课堂活动#5-30分钟,BUILDING HONGBAOs 建立红包Receiving进料检验Painting喷漆Gate门sembly Coin To Envelope将硬币装进红包Assembly Note To Envelope将标签装进红包Assembly Tab To Envelope将红包的封上Containment 遏制 Warehouse 仓库Shipping发交Customer客户,Quality Gates质量门,Process-How do they work?过程-如何运行When the alarm limit for that defect is reached at the gate,the inspector immediately calls the appropriate person to take action.This could be a line supervisor,a process engineer,a quality engineer,superintendent etc 质量门的缺陷达到警戒线，检查人员立即通知相关人员采取措施。人员可能是线长，工艺工程师，质量工程师，更高级别的人员等等The inspector notes who they called and the time.检查人员通知相关人员和时间The person that is called is responsible for taking immediate action to resolve the issue.They are empowered with the ability to call anyone to their aid up to and including senior management.被通知的人员负责立即采取行动来解决问题。他们被授权可以通知任何人来帮组，包括高级管理人员。The action can be adjustment of process parameters,sorting raw product,retraining operators,etc 行动可能是调整过程参数，挑选原材料，对操作者再培训等等The person taking action notes the time when product coming to the gate will be clean.采取行动的人注意，当产品进入质量门后清零。When the clean point is reached the tally of defects towards the alarm limit resumes and the process starts again.当清零后，问题的数量再次达到警戒线，流程重新开始。,At the gate several metrics are posted to show the current trend for the gate defects.在质量门，张贴几种衡量指标来显示当前质量门问题的趋势。Metrics include指标包含:-First time through for those defects on the gate.质量门问题的一次通过合格率。-Quality Calendar detailing by day if their have been any concerns at the customer or internally with the product line.质量日历描述每天顾客出的质量问题和生产线内部的质量问题-A chart of the top 5 or 10 defects for that production line.生产线前五位或前十位问题图表-A chart indicating how many defects entered the gate and how many exited the gate.(qty at gate&qty at verification station)描述进入质量门的问题数量和出质量门问题数量的图表（质量门的质量&验证工序的质量）-A copy of the last review that management did of the gate.有一份最后一次管理层对质量所做的工作的回顾-A copy of the corrective action from the issue champion.有一份主要问题的纠正措施,How do you measure their effectiveness?如何测量他们的有效性,Enter/Exit chart入/出图表,Quality Calendar质量日历,Top 5 Defects Chart前五位问题的图表,First Time Through chart一次通过合格率图表,Key Metrics posted on the gate张贴在质量门的关键衡量指标,2.Daily the supervisor,quality engineer,and shift superintendent meet to review the defects found at the gate.The goal of the meeting is to ensure that the actions taken were effective and timely.每日主管、质量工程师，当班的主管开会，一起回顾质量门产生的不合格。会议的目的是确认措施的有效性和及时性Questions asked during the review include回顾期间需要询问的问题包括:-Where the actions listed for this defect effective at resolving the issue or keeping it from getting to the gate?解决问题或防止不合格流到质量门的措施有效性-Did the person who was called respond quick enough to the issue?(15min max is the rule of