QRQC質(zhì)量問題的快速反應(yīng)課件

IntroductiontoQRQC

-質(zhì)量問題的快速反應(yīng)IntroductiontoQRQC

-質(zhì)量問題的快速2Agenda目錄Requirementsforaperformingproblemsolving解決問題的必要條件IntroductiontoQRQC/QRQC介紹QRQCBehaviors/QRQC行動QRQCTools/QRQC工具QRQCOrganization/QRQC組織Howtodeploy?怎樣開展？2Agenda目錄RequirementsforapeRequirementsforaperformingproblemsolving

解決問題的必要條件Requirementsforaperforming4Brainstorming頭腦風(fēng)暴WhatistheManager'sroleinproblemsolving?

問題解決過程中管理者的作用是什么？ 3post-it/person每個人列出三條Whatarethekeypointsforaneffectiveproblemsolving?有效解決問題的關(guān)鍵是什么？

3post-it/person每個人列出三條4Brainstorming頭腦風(fēng)暴Whatisthe2.IntroductiontoQRQC

QRQC介紹 2Examples兩個例子History歷史Definition定義2.IntroductiontoQRQC

QRQC介紹62differentapproachestotackleanissue

2種不同的方法去解決一個問題Afirstapproachtoproblemsolving第一個解決問題的方法Keypoints關(guān)鍵點(diǎn)Assessefficiency+speed評估效率和速度Asecondapproachtoproblemsolving第二個解決問題的方法Keypoints關(guān)鍵點(diǎn)Assessefficiency+speed評估效率和速度Summary總結(jié)62differentapproachestotac7History歷史InventedbyNissaninthe90‘s90年代由尼桑公司創(chuàng)造1.Real-timedatacollection,processinganddissemination,實(shí)時的數(shù)據(jù)收集、處理及分發(fā)2.Regularreviews(shift,day)atfixedtimetoshareinfo,clarifyresponsibilitiesandlaunchreactiveactions在固定的時間定期（班、天）回顧并分享信息，明確職責(zé)并啟動行動計(jì)劃AdoptedbyValeoin20022002年被法雷奧采用Target:changecompanyculture,目標(biāo)：改變公司文化Focusonstandards

注重標(biāo)準(zhǔn)7History歷史InventedbyNissan8Focusonmanagement‘srole:coachingandmonitoring

關(guān)注于管理層的作用：培訓(xùn)和監(jiān)控AlsoadoptedbyRenault,PSA,Philips…也被雷諾、標(biāo)致雪鐵龍、飛利浦等公司采用QRQCisbecomingastandardofqualitymanagementintheAutomotiveindustry QRQC正在成為汽車行業(yè)質(zhì)量管理的標(biāo)準(zhǔn)8Focusonmanagement‘srole:c9QRQCatFaureciaQRQC在佛吉亞是如何開始的？

Howitstarted…DecisiontolaunchQRQCatFaurecia決定在佛吉亞啟動QRQC

2005target:QRQClaunchedinallFaureciasitesworldwide2005年目標(biāo)：在全球的所有佛吉亞工廠啟用QRQCSotexoPPMfigures20042004年Sotexo的PPM的數(shù)據(jù)9QRQCatFaureciaQRQC在佛吉亞是如10QRQCISNOTanewqualitytool不是一個新的質(zhì)量工具QRQCinbrief

QRQC摘要ItisaMANAGEMENTculture它是一種管理文化TosolveANYKINDOFISSUE可以用來解決任何類型的問題OntheSHOPFLOOR在車間Withreviewsatgiventimeandwithgivenattendance在固定的時間與固定的人員共同回顧

Behaviors行為Tools工具Organization組織10QRQCISNOTanewqualityto11Areminder…大家注意…05101520253035<15<50<100<200<500<1000<5000>5000PPM6RMNumberofsites工廠的數(shù)量2007Target15PPM2007年的目標(biāo)是15PPM11Areminder…大家注意…0510152025303.Behaviors行動

6KeyPoints6個關(guān)鍵點(diǎn)Standards標(biāo)準(zhǔn)Adailycheck-list日常檢查清單3.Behaviors行動6KeyPoints6個13The6KeyPoints6個關(guān)鍵點(diǎn)REALPLACE真實(shí)的地點(diǎn)

Gototheplacewhereithappens 到問題發(fā)生的地點(diǎn)去REALPARTS真實(shí)的零件

abadpartvs.agoodpart,produced inthesameconditions將在相同生產(chǎn) 條件下生產(chǎn)的壞零件與好零件進(jìn)行對比REALDATA真實(shí)的數(shù)據(jù)

Speakwithdata,comparetostandards 用數(shù)據(jù)說話，與標(biāo)準(zhǔn)對比QUICKRESPONSE快速反應(yīng)

Respondatdefect,dorightaway 對缺陷做出反應(yīng)，立即去做LOGICALTHINKING邏輯思維

Tofindoutrootcause找到根本原因ONJOBCOACHING在職培訓(xùn)

Train,Monitor,Support,congratulate 培訓(xùn)、監(jiān)控、支持、祝賀 13The6KeyPoints6個關(guān)鍵點(diǎn)REALP14Speakwithdata-Whatisthestandard?

用數(shù)據(jù)說話－標(biāo)準(zhǔn)是什么？ Whatarethemaincausesforourqualityproblems我們質(zhì)量問題的主要原因是什么?Driftsfromexistingstandards偏離標(biāo)準(zhǔn)Inexistent/

notwelldefinedstandards不存在標(biāo)準(zhǔn)或者標(biāo)準(zhǔn)不合適Standards,whatfor標(biāo)準(zhǔn)是什么?Trainnewcomers新員工培訓(xùn)Checkworkconformity檢查工作是否符合標(biāo)準(zhǔn)要求Preventrecurence防止再現(xiàn)Measureperformances業(yè)績考評Capitalizeknow-how經(jīng)驗(yàn)標(biāo)準(zhǔn)化Best:visualmanagement

forrespectofstandards實(shí)施可視化管理是最好的尊重標(biāo)準(zhǔn)14Speakwithdata-Whatisth15Adailycheck-list 日常檢查清單DidIlearnsomething我學(xué)到了什么?DidIteachsomething我傳授什么給別人了嗎?DidIcongratulatesomebody我祝賀別人了嗎?DidIimprovesomething我改進(jìn)了什么?15Adailycheck-list 日常檢查清單Did4.Tools工具Paperboards紙板FICS因素調(diào)查及遵守標(biāo)準(zhǔn)Is/Isnot&Differences是/否及差異4.Tools工具172simplepaperboards紙板的兩個樣板Bysupervisor,WithGapleaderAndoperators工段長和GAP組長及操作工使用ByUAPMgr,WithsupervisorandGL生產(chǎn)部經(jīng)理和工段長及GAP組長使用FilledinByhand用手填寫WithSupportFunctions支持職能Paperboards紙板Qualityistobemanagedontheshopfloor,notinfrontofaPCorinameetingroom

質(zhì)量應(yīng)該是在車間的管理，而不是在電腦前或會議室內(nèi)!172simplepaperboards紙板的兩個樣板18Paperboards紙板DonotattackALLproblemsatthesametime不要同時攻擊所有的問題StartwithPriorities!從最重要的開始！18Paperboards紙板Donotattack19LINE/GAPQRQCLineQRQC:Paperboard生產(chǎn)線QRQC：紙板ProblemN°問題編號,Who誰,When何時Problemdescription問題描述Causesidentified原因識別Actiondecided行動計(jì)劃的確定Champion/Responsible支持者及負(fù)責(zé)人Datecommitted忠于承諾的期限Check檢查19LINE/GAPLineQRQC:Paperbo208Dmethodology8D方法,

ononesinglesheet在一個單獨(dú)的表格上,

ontheshopfloor在車間UAP:QRQCBoard

生產(chǎn)部：QRQC板Lessonslearned學(xué)到的經(jīng)驗(yàn)TrackingChart跟蹤圖ActionPlan行動計(jì)劃FICSAnalysis"Whatisthestandard?“FICS分析“標(biāo)準(zhǔn)是什么？”208Dmethodology8D方法,

onones21FICS:FactorInvestigationandCompliancetoStandard

andIs/Isnot“因素調(diào)查及遵守標(biāo)準(zhǔn)”和“是/否”FICS

Fornon-detectionthenforoccurrence,list-uplikelyfactors

(basedonIshikawaAnalysis)對于未察覺而發(fā)生的事件，列舉所有可能的因素（基于魚刺圖分析）Foreachfactor,identifycontrolpoints (ormeasurables)對于每個因素，識別控制點(diǎn)或測量點(diǎn)Foreachcontrolpoint對每個控制點(diǎn),Whatisthestandard標(biāo)準(zhǔn)是什么?

(speakwithdata用數(shù)據(jù)說話)Whatistherealsituation實(shí)際情形是怎樣的?

(speakwithdata用數(shù)據(jù)說話)1stjudgment第一次判斷:

Realityvs.standard實(shí)際情況與標(biāo)準(zhǔn)對比(O,X,D)?2ndjudgment第二次判斷:

StandardOK標(biāo)準(zhǔn)正確? (O,X,D)Ifjudgment(O,O),launch5why‘s如果判斷(O,O),啟動5why分析Is是/Isnot否Usecomparisonstofindhints 比較找到的線索:watchtheparts觀察零件,

comparegoodandbad將好壞零件進(jìn)行對比,Describetheproblem(D1)intermsofisandisnot.用術(shù)語描述問題“是”或“否Makecomparisons做比較! -betweenshifts班次之間, -betweenoperators操作工之間, -betweenbeforeandafter前后之間, -betweenproducts產(chǎn)品之間, -betweenmachines設(shè)備之間 …21FICS:FactorInvestigation5.Organization組織

Principle原則Gap/LineQRQCGAP/生產(chǎn)線QRQCUAPQRQC生產(chǎn)部QRQC5.Organization組織Principle原則23Principle原則Responseatdefect對缺陷做出反應(yīng)Formalreviews正式回顧Withafixedschedule正式表格,Ledbyproduction生產(chǎn)部牽頭,Withsupportfunctions支持職能人員參與Infrontofmanagement管理在前AtLine/GAP,UAPandPlantlevel 在GAP，生產(chǎn)部和工廠級別23Principle原則Responseatdefe24LineQRQCReview生產(chǎn)線QRQC回顧

Ateveryshift-end每班結(jié)束Leader:supervisor工段長回顧C(jī)oach:UAPmanagerUAP經(jīng)理指導(dǎo)Participants:Team一個團(tuán)隊(duì)參加Line生產(chǎn)線UAPPlant工廠LineQRQC生產(chǎn)線的QRQCSimpleproblem簡單的問題Atdefect,analysisandquickresponse針對缺陷的分析和快速反應(yīng)Leader:Supervisor工段長領(lǐng)導(dǎo)Team:GAPLeader,operators&supportfunctions團(tuán)隊(duì)：GAP組長，操作工和支持部門UAPQRQCRecurrence,complexproblem重復(fù)發(fā)生和復(fù)雜的問題Daily每天Leader:UAPmanagerUAP經(jīng)理領(lǐng)導(dǎo)Team:Supervisors&supportfunctions團(tuán)隊(duì)：工段長和支持部門PlantTop5工廠的班前會Daily每天Customerclaimsundercontrol客戶投訴UAPQRQCReviewUAPQRQC回顧Weekly每周Leader:UAPmanagerUAP經(jīng)理領(lǐng)導(dǎo)Coach:Plantmanager工廠經(jīng)理指導(dǎo)Participants:Team一個團(tuán)隊(duì)參加QRQCorganizationQRQC組織結(jié)構(gòu)QRQCforproblemsolving針對問題解決的QRQCQRQCreviewsQRQC回顧tomonitor監(jiān)督tocoach指導(dǎo)tosupport支持24LineQRQCReviewLine生產(chǎn)線UAPPl25LineQRQC生產(chǎn)線QRQCResponseatdefect,withoperator

(ifrequired,stopthelinetofreezeconditions) 和操作工一起對缺陷做出反應(yīng)（如果必要，停線，保護(hù)現(xiàn)場）Bequick快速Fillinpaperboard填寫在板子上QRQCReviewQRQC回顧:Supervisor,supportfunctions+UAPMgr工段長，支持職能人員+生產(chǎn)部經(jīng)理Reviewofpendingactions 回顧沒有完成的行動計(jì)劃Newissues新問題

(1.Customer顧客,2.Qualitywall質(zhì)量墻,3.Finalcontrol最終控制,4.Redbins紅料箱)+Feedbacktooperatorsduringtop5在班前會上反饋給操作工25LineQRQC生產(chǎn)線QRQCResponseat26Ifrecurrence如果問題重復(fù)發(fā)生,Ifcomplexproblem(rootcausesnotclarifiedwithin24hours)如果問題較復(fù)雜（在24小時內(nèi)沒有找到根本原因）THENOPENAUAPQRQC那么就開始進(jìn)行生產(chǎn)部的QRQCUAPQRQC生產(chǎn)部QRQCUAP‘s3mostimportantproblems生產(chǎn)部內(nèi)3個最重要的問題LedbyUAPManager,withsupervisorandsupportfunctions生產(chǎn)部經(jīng)理領(lǐng)導(dǎo)，工段長及支持職能人員協(xié)助WeeklyreviewbyPlantManager工廠經(jīng)理每周評審一次26Ifrecurrence如果問題重復(fù)發(fā)生,6.HowtoDeploy怎樣展開?6.HowtoDeploy怎樣展開?28Somesuccessfulstart-ups…一些啟動成功的例子SotexoQualityMgrwithsoundexperienceofQRQC,actingasacoach 質(zhì)量經(jīng)理具有豐富的QRQC經(jīng)驗(yàn)，擔(dān)當(dāng)培訓(xùn)師Firstaction:implementationofreal-timequalityindicators 第一步：實(shí)時質(zhì)量指標(biāo)的執(zhí)行情況Staffing:Qtystaff、UAP、SQA人員組成：質(zhì)量人員、生產(chǎn)部，供應(yīng)商質(zhì)量SiedoubsBuy-inbyPlantMgrandCODIR工廠總經(jīng)理推動QSEsupportforstart-up啟動時得到QSE支持StartbyLineQRQC從生產(chǎn)線QRQC開始SiemarInvolvementofManagement管理層的參與(BG集團(tuán),Div分部,Site工廠)CoachingbyDivisionQSE,3days分部QSE培訓(xùn)，3天。StartwithLineQRQC,factorywide.從生產(chǎn)線QRQC開始，在工廠推廣。Firstactions:attendancetomeetings+congratulation第一步：出席會議+祝賀Marles-lesMinesBuy-inbyPlantMgr,UAPMgr,QualityMgr工廠總經(jīng)理、生產(chǎn)部長、 質(zhì)量部長推動28Somesuccessfulstart-ups…一些29KeySuccessFactors成功的關(guān)鍵要素InvolvementofManagementateachlevel：BG,Divisi