大宇制造質量ppt課件

1、Built-In Quality制造質量GMS不斷改良員工參與規(guī)范化縮短制造周期制造質量ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and Des

2、ignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimplePr

3、ocessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementManufacturingProcess Validation制造工藝認證In-ProcessControl &Verification工藝控制與確認Qualit

4、ySystemManagement質量體系管理QualityFeedback/Feed-forward質量反響/前饋ProductQualityStandards產質量量規(guī)范Built-In Quality制造質量Built-In-Quality制造質量What Is Quality? 什么是質量？Group Discussion 小組討論Definitions 定義Quality is what the customer perceives to be acceptable to achieve his/her enthusiasm質量是客戶覺得可以接受并滿足其熱忱的東西Mad Cow 瘋牛

5、(Diseased Meat 病牛肉)Poor Quality Means Lost Sales質量差意味著失去客戶Firestone燧石(Unintended Accidents)不測事故uninstalled shift lock漏裝移位鎖定(Sudden Acceleration)忽然加速PP100: Not Reported Due To Insufficient Sample 樣品缺乏不匯報( ) J.D. Power IQS Trend By Brand NCSI By Makers - 2002 2002 NCSI CustomerExpectationsPerceivedQua

6、lityPerceivedValueCustomerLoyaltyCustomerRetentionCustomerComplaints客戶期望值感知質量感知價值客戶埋怨客戶忠實客戶堅持力Voice of Customer 客戶意見Voice of Customer客戶意見 1. 停車方便 (Convenience of parking)2. 外觀式樣 (Exterior styling)3. 內部空間(Interior roominess)4. 節(jié)能 (Fuel economy)5. 平安(Safety)1.外觀式樣 (Exterior styling)2.內部空間(Interior roo

7、miness)3. 噪音與靜音 (Noise and quietness)4. 節(jié)能 (Fuel economy)5. 空調性能 (Air conditioner performance)1.發(fā)動機性能 (Engine Performance)2. 發(fā)動機噪音(Engine Noise) 3.外觀式樣 (Exterior styling)4. 噪音與靜音 (Noise and quietness)5. 坐騎 (Ride)L61. 節(jié)能(Fuel economy)2. 噪音與靜音 (Noise and quietness)3. 內部空間(Interior roominess)4. 坐騎(Ride

8、)5.外觀式樣 (Exterior styling)1節(jié)能 (Fuel economy)2. 空調 (Air conditioner)3. 噪音 (Noise)4. 發(fā)動機噪音(Engine Noise)5. M/T轉換 (M/T Shift)1. 節(jié)能(Fuel economy)2. OSRVM手工控制 (Manual OSRVM control)3. 發(fā)動機噪音(Engine noise)4. 檢查發(fā)動機點火 (Check Engine light)5. 法人籠統(tǒng) (Corporate Image) 1. 節(jié)能 (Fuel economy)2. 制動性能 (Brake performanc

9、e) 3. 喇叭性能 (Speaker performance)4. 內飾質量 (Interior quality)5. 噴涂質量差 (Poor paint quality)1. 3排坐椅相稱 (Seats comport : 3rd line)2. 節(jié)能 (Fuel economy)3. 發(fā)動機啟動(Poor engine start)4. 法人籠統(tǒng) (Corporate Image) 5. 級別 (Gradablity)Built-in-Quality制造質量What is Built-In-Quality? 什么是制造質量？Group Discussion 小組討論What is Bui

10、lt-In Quality?什么是制造質量？Definition 定義Method by which quality is built into the manufacturing process, so that defects are prevented, detected, and countermeasures are implemented to prevent reoccurrence.指質量在消費過程中產生，因此可以預防、發(fā)現缺陷，以及采取措施防止缺陷再發(fā)生的方法。Purpose 意圖 Ensures defects are not passed to the customer.

11、確保不傳送缺陷。Designers設計師Suppliers 供應商Production消費人員Dealers經銷商Buyers采購員Sales & Marketing銷售人員The Customer Chain. . . Company Perspective客戶鏈 公司遠景Built-In-Quality制造質量Assembly總裝Supplier供應商Paint涂裝Body車身The Customer Chain. . . Production Perspective客戶鏈 公司遠景Each Process Has at Least One “Customer and One “Suppl

12、ier每個階段至少有一個客戶和一個供應商Built-In-Quality制造質量Do not不要Accept接受Build制造Ship傳送a Defect!缺陷Solve Problems Through Teamwork!團隊協作處理問題！Built-In-Quality Motto制造質量口號Satisfy Your Customer滿足他的客戶Quality Through Teamwork Know Your Customer!What water leaks?I dont see any water leaks什么漏雨？我沒發(fā)現漏雨。This car wasnt made on my

13、 shiftThe problem is Press Shop. The flange is too long.問題出自沖壓，邊緣過長I wont run any trial until I have an assembly method from Industrial Engineering and the manpower.The problem is that the pieces are bad from the supplier. 問題在于供應商的資料不好。It is not from my area, maybe its the sealer這輛車不是我輪班造的。在沒有工業(yè)工程裝配

14、方法及人力的情況下，我不做任何實驗。這不是我擔任的地方，也許是粘膠擔任Dont run away from the problem!不要逃避問題!Living up to the Motto. . . 符合口號. . . - What Is a Defect? 什么是缺陷？Group Discussion 小組討論 Defect 缺陷A defect is a product that does not meet the established quality standard.缺陷是不合已定規(guī)范的產品。Measurement of a quality characteristic質量性能丈量

15、Vehicle #車輛 號Upper Specification Limit規(guī)格上限Lower Specification Limit規(guī)格下限Quality Standard質量規(guī)范Defect 缺陷Defect 缺陷xxWhy are defects undesirable?為什么缺陷不受歡迎？Defects may also result in 缺陷還能夠導致 High warranty costs 過高保修本錢 Lost customer sale 失去客戶Defects Require Correction = Correction is Waste 缺陷需求糾正糾正就是浪費 QUAL

16、ITY IS EVERYONES RESPONSIBILITY質量是每個人的職責Design, Engineering, Production, Quality, Support Departments and Suppliers. 設計，工程，消費，質量，相關部門及供應商OUR Best Resources:我們最好的資源: PEOPLE 員工OUR Goal :我們的目的： Everyone is a Quality Inspector 人人都是質檢員 Everyone is a Problem Solver 人人都是問題處理者WHO IS RESPONSIBLE FOR QUALITY?

17、 誰對質量擔任？WHO IS RESPONSIBLE FOR QUALITY?WHO IS RESPONSIBLE FOR QUALITY?WHO IS RESPONSIBLE FOR QUALITY?ME!我！Health andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationIn-ProcessControl & VerificationQual

18、itySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowProduct Quality StandardsStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback

19、/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsProductQ

20、ualityStandards產質量量規(guī)范Reflect voice of the customer反映顧客的心聲Simple, clear & support user簡單、明晰，有利操作者Clearly Measurable at point of use在運用上可明確丈量Key Points of Good Quality Standards:質量規(guī)范的要點： In users Std. Work & posted visual在操作者的規(guī)范化任務或張貼出來Standards Must Support the Operator, too Not only the Engineer!規(guī)范不

21、僅有益于設計者，也有益于操作工人Not tighter than those applied at the previous process 不要比前道工序的更嚴厲Key Points of Good Quality Standards:質量規(guī)范的要點： Final Inspection Standard:Gap +/- 1mmFINAL INSPECTIONBODY SHOPBody ShopStandard:Gap +/- 2mmUse master parts and boundary samples as required to make visual規(guī)范件與邊境樣件需求目視化Key

22、Points of Good Quality Standards:質量規(guī)范的要點： Boundary Samples should visually indicate OK Not OK condition to help operators make quick, good decisions邊境樣件應該標明好或不好，以便操作人員迅速且更好地下決議。Visually “describing the defect is Not a Boundary Sample! 目視化標明缺陷不是邊境樣件！Crater more than this size is not acceptable不接受焊口大于

23、此尺寸Example of a Boundary Sample邊境樣品的范例Create a “Standards-Based Culture發(fā)明一個以規(guī)范為基點的文化氣氛I wouldnt buy this!Doesnt look good to me!My opinion isThis does not meet the standard.Talk in terms of The Standard, not opinions! 以規(guī)范為基點，而非觀念！ManufacturingProcess ValidationQualitySystemManagementProduct Quality

24、StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal Produ

25、ctiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam Conc

26、eptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementIn-ProcessControl&VerificationManufacturingProcess Validation制造工序認證What is a process?什么是工序？Inputs投入Outputs輸出A process is a set of inter-related resources and activities which transforms inputs into outputs.工序是集中相關的資源

27、進展一系列活動，把投入轉換成輸出！Environment環(huán)境Process 工序 Man MachinesMethod MaterialsWhere can Errors Occur?問題會出在哪？Defects缺陷Materials:資料Parts out of standard 不符規(guī)范的零件Wrong parts錯誤零件Poor design 設計不當 Method: 方法Poor std. Work 不好的規(guī)范任務Lack of Training 缺乏培訓 Machine/Process: 機器/工序No TPM 沒有TPMProcess not capable 工序不好Imprope

28、r specification 規(guī)格不當 Man:人力Not follow std. Work 不遵照規(guī)范化任務Distractions, Forgetfulness 分心、遺忘Lack of Experience 缺乏閱歷Errors Result InValidate the manufacturing process prior to Start of Production! 在消費啟動前認證制造工藝！Do not切勿Accept 接受Build 制造Ship 傳送a Defect! 缺陷！Living Up to the Motto到達口號“Eliminate the Need for

29、 Inspection on a Mass Basis by Building Quality into the Product in the First Place - Dr. DemingPFMEAWorkstationReadiness工位預備Process ControlPlan 工藝控制方案Error-proofing Plan防錯方案Error Proofing Hierarchy 防錯層次Prevention 預防Detection 檢測HumanJudgment人為判別None無Product / Process Design Change 產品/工藝設計改動 DFM/A &

30、D/PFMEA Robust Designs & Capable Processes 機器設計及可行工藝 One-Way Assembly 同一裝配Process Controls 工藝控制Locating Pins & Stops 固定點及停點Sensors & Process Monitors 傳感器及工藝監(jiān)控Electro - Mechanical Devices 電子機械儀器Color Coding 顏色信號Visual Controls 直觀控制Andon Systems 暗燈系統(tǒng)Standardized Work 規(guī)范化任務Errors Cant Happen Small Impr

31、ovement小改良Significant Improvement 艱苦改良Introduction to Error Proofing防錯引見0515100396OLHM510201501510124578101150515100396OLHM51020150151045781011512Original:Best:Visual Control ExampleHuman Judgment0515100396OLHM51020150151012457810115Better:ABExample: Vehicle Identification車輛認證 (Mutilation Cover Colo

32、r)(蓋板顏色毀損)Human Judgment 人為判別Visual Control ExampleVertical Plate垂直板Battery Post電池接頭Process Control ExampleDetection 檢測XWork Piece 加工件Work Piece 加工件Fixture 夾具Fixture 夾具Process Control ExamplePrevention 預防Product Design Example (Before)REC STOP PAUSEREC STOP PAUSEOLDDESIGN老設計Can be Installed Upside D

33、own 可以反安裝 Application of Labels on Cassette Decks.門板標簽Prevention 預防REC STOP PAUSENEWDESIGN新設計Application of Labels on Cassette Decks.門板標簽Can Only Be Installed Correctly!Product Design Example (After)PreventionLeft Hand Locator TabRight Hand Locator Tab Example - Product Error Proofing (One Way to In

34、stall Seat Belt)防錯樣品只需一種平安帶安裝方法Product Design Example 產品設計范例PreventionSimple Everyday Examples1) Error Prevention Automatic shut-off自動斷電Error Proofing Exercise Think of an example at work or at home where error proofing can prevent an undesirable thing from happening 想想任務或生活中運用防錯措施防止不好事情發(fā)生的例子 Discus

35、s as a team and report Take 5 minutes 小組討論、匯報5分鐘ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)C

36、ontinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackaging

37、TemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementIn-ProcessControl & Verification工序控制與認證Product Quality StandardsIn-Process Control & Verification (3

38、) Elements 工序控制與認證1. PreventionOutputs輸出Inputs投入NOK2. DetectionOKNext Process下道工序Feedback 反響Do not不要Accept 接受Build 制造Ship 傳送a Defect! 缺陷！Living Up to the Motto符合規(guī)范3. Containment包容1) StandardizedWork 規(guī)范化任務Follow and Continuously Improve Standardized Work!遵守及不斷改良規(guī)范化任務！In-Process Control & Verification

39、 1) PREVENTIONPreventionVehicle ManifestManual 2-DoorSunroof2) Focus on Operation 集中精神消費Keep Your Concentration & Respect Standardized Work of Others!留意及尊重他人的規(guī)范化任務In-Process Control & Verification 1) PREVENTIONPrevention3) Error Proofing Prevention & Operator Aids 防錯預防與操作者支持The Best Process is One T

40、hat Cannot Fail!最好工序就是不會失敗的！In-Process Control & Verification 1) PREVENTIONPreventionDAEWOO4) Regular Checks of Systems & Processes定時檢查系統(tǒng)與工藝Std. WorkChecks!檢查規(guī)范化任務In-Process Control & Verification 1) PREVENTIONPreventionCHECKCHECK?CHECKProcess Control Checks!檢查工序控制！TPM Checks!檢查TPMSafety/5SChecks!檢查

41、平安/5SSelf-Checks自檢Include Quality Checksin Standardized Work!把質檢作為規(guī)范化任務的一部分In-Process Control & Verification 2) DETECTIONDetectionCheck Methods:POINTTOUCHLISTENCOUNT2) Error ProofingDetection 檢測防錯Use Visual and Audio Signals!運用視覺、聽覺信號！In-Process Control & Verification 2) DETECTIONDetectionStop the L

42、ine, or停線或Use Alarms, or運用警報或Combination of Both, depending on Criticality 根據危險程度兼用兩種方法3) In-ProcessVerification 工序認證Inspectors are not there as a policeman, theysupport production byconfirming the process!檢察員不充任警察角色，而是作為確定工序的消費支持者In-Process Control & Verification 2) DETECTIONDetectionVerification S

43、tations Final LineC.A.R.E.3a) Focus onCritical items 集中留意艱苦問題Frequency of checks to not allow Critical defects to leave the shop!經常檢查，不讓艱苦缺陷走出車間！In-Process Control & Verification 2) DETECTIONDetectionSafety Items“Walk-Home ItemsMajor Customer DissatisfierS/CF/F4) Defect Escalation缺陷逐層匯報Escalate defe

44、cts to leadership for support depending on frequency and criticality!根據缺陷出現頻率與嚴重程度逐層向指點匯報以尋求支持！In-Process Control & Verification 2) DETECTIONDetectionExample:Team LeaderSection LeaderGroup Leader2 defects/ 1 hour4 defects/ 1 hour1) Use Andon (taught morelater) 運用暗燈Make problems visual & pull in supp

45、ort!問題直觀，拉線尋求協助！In-Process Control & Verification 3) CONTAINMENTAlways Remember the Priorities:一定要牢記：1) Safety平安2) Quality質量3) Responsiveness (Throughput)呼應Containment包容2) Follow Containment Process 遵照包容程序Extraordinary actionsto prevent defects frombeing passed!采取特別行動防止缺陷傳送！In-Process Control & Veri

46、fication 3) CONTAINMENTSome examples:1) Stop the line停線2) 100% checks100%檢查3) On-line repair 線上維修4) Reworks返工5) Sorting 整理Containment包容How Does our Quality Motto relate to Containment?Do not不要Accept 接受Build 制造Ship 傳送a Defect! 缺陷！It means empowered leaders make judgments how to control quality while

47、trying to keep the line running!意味著指點有權作出決議：在盡量不停線的情況下，怎樣控制好質量！Does this mean we stop the line every time we have a problem?這是不是意味著一有問題就停線呢？How Does our Quality Motto relate to Containment?Sometimes the best decision may be to let a defect pass to the next process, but有時最好的方法是讓過失轉到下工序，但是It is a cons

48、cious decision made by the appropriate level Action must be communicated to next “customerDefect must be clearly identified on vehicleContainment must be in place to prevent further defects Examples of Some Andon Guidelines: 暗燈運用的指點方針1) Will the problem affect the next process? 問題會不會影響下道工序？2) Can I

49、effectively repair the defect out of station? 能不能在工位外有效處理問題？3) What is the status of my decouplers? 本人的切斷器是什么形狀？4) Others 其他Andon Discussion Hoods Situation: At the Body Shop end-of-line Quality station it is discovered that there is a problem with cracked hoods. After working the line back we know

50、that every car in the system has the condition all the way to Hood Install. After sorting the raw hoods, it is found that there are enough good hoods to keep producing cars, however there are not enough good hoods to repair the defective cars on-line. The suppler says new hoods will arrive in 6 hour

51、s. 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) H

52、oods can be changed out of station relatively easily. Discussion:You are the Plant Quality Manager what is your decision?Discuss as a group! Background: 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 decoupl

53、er 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 l

54、ine 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 identificat

55、ion 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 accommodate that.Andon Discussion - Hoods Situation: At the Cockpi

56、t 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

57、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

58、 the harnesses on-line 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 Background: In this case, the decision is i

59、s shut down the line for (1) hour and repair the harnesses prior to Cockpit Load or run the line and repair the cockpits out-of-station. 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.Poten

60、tial 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 pote