QRQC质量问题的快速反应ppt课件.ppt

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1、Introduction to QRQC -质量问题的快速反应,2,Agenda目录,Requirements for a performing problem solving解决问题的必要条件Introduction to QRQC / QRQC 介绍QRQC Behaviors / QRQC 行动QRQC Tools / QRQC 工具QRQC Organization / QRQC 组织How to deploy ? 怎样开展？,Requirements for a performing problem solving解决问题的必要条件,4,Brainstorming 头脑风暴,What

2、 is the Managers role in problem solving ? 问题解决过程中管理者的作用是什么？3 post-it / person 每个人列出三条What are the key points for an effective problem solving ? 有效解决问题的关键是什么？3 post-it / person 每个人列出三条,2. Introduction to QRQCQRQC介绍,2 Examples 两个例子 History 历史 Definition 定义,6,2 different approaches to tackle an issue2

3、种不同的方法去解决一个问题,A first approach to problem solving 第一个解决问题的方法Key points关键点Assess efficiency + speed评估效率和速度A second approach to problem solving 第二个解决问题的方法Key points 关键点Assess efficiency + speed 评估效率和速度Summary总结,7,History 历史,Invented by Nissan in the 90s 90年代由尼桑公司创造1. Real-time data collection, process

4、ing and dissemination, 实时的数据收集、处理及分发2. Regular reviews (shift, day) at fixed time to share info, clarify responsibilities and launch reactive actions 在固定的时间定期（班、天）回顾并分享信息，明确职责并启动行动计划Adopted by Valeo in 2002 2002年被法雷奥采用Target : change company culture, 目标：改变公司文化Focus on standards 注重标准,8,Focus on manag

5、ements role: coaching and monitoring 关注于管理层的作用：培训和监控,Also adopted by Renault, PSA, Philips也被雷诺、标致雪铁龙、飞利浦等公司采用QRQC is becoming a standard of quality management in the Automotive industryQRQC正在成为汽车行业质量管理的标准,9,QRQC at Faurecia QRQC在佛吉亚是如何开始的？How it started,Decision to launch QRQC at Faurecia 决定在佛吉亚启动QR

6、QC 2005 target : QRQC launched in all Faurecia sites worldwide 2005年目标：在全球的所有佛吉亚工厂启用QRQC,Sotexo PPM figures 20042004年Sotexo的PPM的数据,10,QRQC IS NOT a new quality tool 不是一个新的质量工具,QRQC in brief QRQC摘要,It is a MANAGEMENT culture 它是一种管理文化,To solve ANY KIND OF ISSUE 可以用来解决任何类型的问题,On the SHOP FLOOR 在车间,With

7、 reviews at given time and with given attendance在固定的时间与固定的人员共同回顾,Behaviors 行为Tools 工具 Organization 组织,11,A reminder大家注意,0,5,10,15,20,25,30,35,15,50,100,200,500,1000,5000,5000,PPM 6RM,Number of sites工厂的数量,3. Behaviors行动,6 Key Points 6个关键点 Standards 标准 A daily check-list 日常检查清单,13,The 6 Key Points 6个关

8、键点,REAL PLACE真实的地点 Go to the place where it happens 到问题发生的地点去REAL PARTS真实的零件 a bad part vs. a good part, produced in the same conditions 将在相同生产 条件下生产的坏零件与好零件进行对比REAL DATA真实的数据 Speak with data, compare to standards 用数据说话，与标准对比QUICK RESPONSE快速反应 Respond at defect, do right away 对缺陷做出反应，立即去做LOGICAL THI

9、NKING逻辑思维 To find out root cause 找到根本原因ON JOB COACHING在职培训 Train, Monitor, Support, congratulate 培训、监控、支持、祝贺,14,Speak with data - What is the standard ?用数据说话标准是什么？,What are the main causes for our quality problems 我们质量问题的主要原因是什么?Drifts from existing standards 偏离标准Inexistent / not well defined standa

10、rds 不存在标准或者标准不合适,Standards, what for 标准是什么 ?Train newcomers 新员工培训Check work conformity 检查工作是否符合标准要求Prevent recurence 防止再现Measure performances 业绩考评Capitalize know-how 经验标准化,Best : visual management for respect of standards实施可视化管理是最好的尊重标准,15,A daily check-list日常检查清单,Did I learn something 我学到了什么?Did I

11、teach something 我传授什么给别人了吗?Did I congratulate somebody 我祝贺别人了吗?Did I improve something 我改进了什么?,4. Tools工具,Paper boards 纸板 FICS 因素调查及遵守标准 Is / Is not & Differences是/否及差异,17,2 simple paper boards纸板的两个样板,By supervisor,With Gap leaderAnd operators工段长和GAP组长及操作工使用,By UAP Mgr,With supervisor and GL生产部经理和工段

12、长及GAP组长使用,With Support Functions支持职能,Paper boards 纸板,Quality is to be managed on the shop floor, not in front of a PC or in a meeting room 质量应该是在车间的管理，而不是在电脑前或会议室内!,18,Paper boards 纸板,Do not attack ALL problems at the same time不要同时攻击所有的问题,Start with Priorities ! 从最重要的开始！,19,LINE /GAPQRQC,Line QRQC :

13、 Paperboard 生产线QRQC：纸板,Problem N问题编号, Who谁, When何时Problem description 问题描述Causes identified 原因识别Action decided 行动计划的确定Champion / Responsible 支持者及负责人Date committed 忠于承诺的期限Check 检查,20,8D methodology8D方法,on one single sheet在一个单独的表格上, on the shop floor在车间,UAP : QRQC Board生产部：QRQC板,Lessons learned 学到的经验,

14、Tracking Chart 跟踪图,Action Plan 行动计划,FICS AnalysisWhat is the standard ?“FICS分析“标准是什么？”,21,FICS : Factor Investigation and Compliance to Standard and Is / Is not “因素调查及遵守标准”和“是/否”,FICS For non-detection then for occurrence, list-up likely factors (based on Ishikawa Analysis)对于未察觉而发生的事件，列举所有可能的因素（基于鱼刺

15、图分析） For each factor, identify control points(or measurables)对于每个因素，识别控制点或测量点 For each control point对每个控制点,What is the standard 标准是什么?(speak with data 用数据说话)What is the real situation 实际情形是怎样的 ? (speak with data 用数据说话)1st judgment 第一次判断: Reality vs. standard 实际情况与标准对比 (O, X, D) ?2nd judgment 第二次判断:S

16、tandard OK 标准正确? (O, X, D) If judgment (O,O), launch 5 whys 如果判断(O,O), 启动5why 分析,Is是 / Is not否 Use comparisons to find hints 比较找到的线索:watch the parts 观察零件, compare good and bad 将好坏零件进行对比,Describe the problem (D1) in terms of is and is not. 用术语描述问题“是”或“否Make comparisons 做比较!- between shifts 班次之间,- bet

17、ween operators 操作工之间,- between before and after 前后之间,- between products 产品之间,- between machines 设备之间,5. Organization组织,Principle原则 Gap / Line QRQC GAP/生产线QRQC UAP QRQC 生产部QRQC,23,Principle 原则,Response at defect 对缺陷做出反应Formal reviews 正式回顾With a fixed schedule 正式表格,Led by production 生产部牵头,With support

18、 functions 支持职能人员参与In front of management 管理在前At Line/GAP, UAP and Plant level在GAP，生产部和工厂级别,24,Line QRQC Review生产线QRQC回顾At every shift-end 每班结束Leader: supervisor 工段长回顾Coach: UAP manager UAP经理指导Participants: Team一个团队参加,Line生产线,UAP,Plant工厂,Line QRQC 生产线的QRQCSimple problem 简单的问题At defect, analysis and

19、quick response 针对缺陷的分析和快速反应Leader: Supervisor 工段长领导Team: GAP Leader, operators & support functions团队：GAP组长，操作工和支持部门,UAP QRQCRecurrence, complex problem重复发生和复杂的问题Daily 每天Leader: UAP manager UAP经理领导Team: Supervisors & support functions团队：工段长和支持部门,Plant Top 5 工厂的班前会Daily 每天Customer claims under control

20、客户投诉,UAP QRQC ReviewUAP QRQC回顾Weekly 每周Leader: UAP manager UAP经理领导Coach: Plant manager 工厂经理指导Participants: Team一个团队参加,QRQC organization QRQC组织结构,QRQC for problem solving针对问题解决的QRQCQRQC reviews QRQC回顾to monitor 监督to coach 指导to support 支持,25,Line QRQC 生产线QRQC,Response at defect, with operator(if requi

21、red, stop the line to freeze conditions) 和操作工一起对缺陷做出反应（如果必要，停线，保护现场）Be quick 快速Fill in paper board 填写在板子上,QRQC Review QRQC回顾: Supervisor, support functions + UAP Mgr工段长，支持职能人员+生产部经理 Review of pending actions 回顾没有完成的行动计划 New issues 新问题(1. Customer顾客, 2. Quality wall质量墙, 3. Final control最终控制, 4. Red b

22、ins红料箱),+ Feedback to operators during top 5 在班前会上反馈给操作工,26,If recurrence 如果问题重复发生,If complex problem (root causes not clarified within 24 hours)如果问题较复杂（在24小时内没有找到根本原因）,THEN OPEN A UAP QRQC 那么就开始进行生产部的QRQC,UAP QRQC 生产部QRQC,UAPs 3 most important problems生产部内3个最重要的问题Led by UAP Manager, with supervisor

23、 and support functions生产部经理领导，工段长及支持职能人员协助Weekly review by Plant Manager工厂经理每周评审一次,6. How to Deploy怎样展开 ?,28,Some successful start-ups一些启动成功的例子,SotexoQuality Mgr with sound experience of QRQC, acting as a coach质量经理具有丰富的QRQC经验，担当培训师First action : implementation of real-time quality indicators第一步：实时质量

24、指标的执行情况Staffing: Qty staff、UAP、SQA 人员组成：质量人员、生产部，供应商质量SiedoubsBuy-in by Plant Mgr and CODIR 工厂总经理推动QSE support for start-up 启动时得到QSE支持Start by Line QRQC 从生产线QRQC开始SiemarInvolvement of Management 管理层的参与 (BG集团, Div分部, Site工厂)Coaching by Division QSE, 3days 分部QSE培训，3天。Start with Line QRQC, factory wide

25、. 从生产线QRQC开始，在工厂推广。 First actions: attendance to meetings + congratulation 第一步：出席会议+祝贺Marles-les MinesBuy-in by Plant Mgr, UAP Mgr, Quality Mgr 工厂总经理、生产部长、 质量部长推动,29,Key Success Factors 成功的关键要素,Involvement of Management at each level：BG, Division, Plant, UAP 每个级别管理层的参与：集团、分部、工厂、生产部OHP in place 人员的组织

26、结构合理Plant Managers must personally lead the process 工厂经理必须亲自领导整个过程Real-time quality indicators in place 有实时的质量指标Coaching (QSE, Division) 培训（QSE，分部）Discipline 纪律:Methodology 科学的方法Punctuality 准时Attendance 参加,30,QRQC Material QRQC素材,Material素材QRQC Video (DVDs) QRQC录像QRQC boards (intranet) QRQC板QRQC Gui

27、de (EE /QSE) QRQC指南Problem Solving Guide 问题解决指南Self-audit grid 自审表格Training 培训QRQC Problem Solving Tools training QRQC问题解决工具的培训1-day / 2-day module 1天或2天的培训,31,How to deploy ?如何开展？,List positive and negative factors 列出有利和不利的因素Propose actions to counter negative factors / to build on positive ones正对不利的因素列出行动计划，建立积极的因素。What will be your personnel contribution ?你个人的贡献是什么？,