QRQC質(zhì)量問(wèn)題的快速反應(yīng)

IntroductiontoQRQC

-質(zhì)量問(wèn)題的快速反響Agenda目錄Requirementsforaperformingproblemsolving解決問(wèn)題的必要條件IntroductiontoQRQC/QRQC介紹QRQCBehaviors/QRQC行動(dòng)QRQCTools/QRQC工具QRQCOrganization/QRQC組織Howtodeploy?怎樣開(kāi)展？2Requirementsforaperformingproblemsolving

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

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

3post-it/person每個(gè)人列出三條42.IntroductiontoQRQC

QRQC介紹 2Examples兩個(gè)例子History歷史Definition定義2differentapproachestotackleanissue

2種不同的方法去解決一個(gè)問(wèn)題Afirstapproachtoproblemsolving第一個(gè)解決問(wèn)題的方法Keypoints關(guān)鍵點(diǎn)Assessefficiency+speed評(píng)估效率和速度Asecondapproachtoproblemsolving第二個(gè)解決問(wèn)題的方法Keypoints關(guān)鍵點(diǎn)Assessefficiency+speed評(píng)估效率和速度Summary總結(jié)6History歷史InventedbyNissaninthe90‘s90年代由尼桑公司創(chuàng)造1.Real-timedatacollection,processinganddissemination,實(shí)時(shí)的數(shù)據(jù)收集、處理及分發(fā)2.Regularreviews(shift,day)atfixedtimetoshareinfo,clarifyresponsibilitiesandlaunchreactiveactions在固定的時(shí)間定期〔班、天〕回憶并分享信息，明確職責(zé)并啟動(dòng)行動(dòng)方案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)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)7QRQCISNOTanewqualitytool不是一個(gè)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(lái)解決任何類型的問(wèn)題OntheSHOPFLOOR在車間Withreviewsatgiventimeandwithgivenattendance在固定的時(shí)間與固定的人員共同回憶

Behaviors行為Tools工具Organization組織83.Behaviors行動(dòng)

6KeyPoints6個(gè)關(guān)鍵點(diǎn)Standards標(biāo)準(zhǔn)Adailycheck-list日常檢查清單The6KeyPoints6個(gè)關(guān)鍵點(diǎn)REALPLACE真實(shí)的地點(diǎn) Gototheplacewhereithappens 到問(wèn)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)行比照REALDATA真實(shí)的數(shù)據(jù) Speakwithdata,comparetostandards 用數(shù)據(jù)說(shuō)話，與標(biāo)準(zhǔn)比照QUICKRESPONSE快速反響Respondatdefect,dorightaway 對(duì)缺陷做出反響，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 10Speakwithdata-Whatisthestandard?

用數(shù)據(jù)說(shuō)話－標(biāo)準(zhǔn)是什么？ Whatarethemaincausesforourqualityproblems我們質(zhì)量問(wèn)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)不適宜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(jī)考評(píng)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)11Adailycheck-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?124.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2simplepaperboards紙板的兩個(gè)樣板Bysupervisor,WithGapleaderAndoperators工段長(zhǎng)和GAP組長(zhǎng)及操作工使用ByUAPMgr,WithsupervisorandGL生產(chǎn)部經(jīng)理和工段長(zhǎng)及GAP組長(zhǎng)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(huì)議室內(nèi)!14Paperboards紙板DonotattackALLproblemsatthesametime不要同時(shí)攻擊所有的問(wèn)題StartwithPriorities!從最重要的開(kāi)始！15LINE/GAPQRQCLineQRQC:Paperboard生產(chǎn)線QRQC：紙板ProblemN°問(wèn)題編號(hào),Who誰(shuí),When何時(shí)Problemdescription問(wèn)題描述Causesidentified原因識(shí)別Actiondecided行動(dòng)方案確實(shí)定Champion/Responsible支持者及負(fù)責(zé)人Datecommitted忠于承諾的期限Check檢查168Dmethodology8D方法,

ononesinglesheet在一個(gè)單獨(dú)的表格上,

ontheshopfloor在車間QRQCBoard

生產(chǎn)部：QRQC板Lessonslearned學(xué)到的經(jīng)驗(yàn)TrackingChart跟蹤圖ActionPlan行動(dòng)方案FICSAnalysis"Whatisthestandard?“FICS分析“標(biāo)準(zhǔn)是什么？〞17FICS:FactorInvestigationandCompliancetoStandard

andIs/Isnot“因素調(diào)查及遵守標(biāo)準(zhǔn)〞和“是/否〞FICSFornon-detectionthenforoccurrence,list-uplikelyfactors

(basedonIshikawaAnalysis)對(duì)于未覺(jué)察而發(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(duì)于每個(gè)因素，識(shí)別控制點(diǎn)或測(cè)量點(diǎn)Foreachcontrolpoint對(duì)每個(gè)控制點(diǎn),Whatisthestandard標(biāo)準(zhǔn)是什么?

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

(speakwithdata用數(shù)據(jù)說(shuō)話)1stjudgment第一次判斷:

Realityvs.standard實(shí)際情況與標(biāo)準(zhǔn)比照(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(dòng)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)行比照,Describetheproblem(D1)intermsofisandisnot.用術(shù)語(yǔ)描述問(wèn)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 …185.Organization組織Principle原那么Gap/LineQRQCGAP/生產(chǎn)線QRQCUAPQRQC生產(chǎn)部QRQCPrinciple原那么Responseatdefect對(duì)缺陷做出反響Formalreviews正式回憶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(jí)別20LineQRQCReview生產(chǎn)線QRQC回憶

Ateveryshift-end每班結(jié)束Leader:supervisor工段長(zhǎng)回憶Coach:UAPmanagerUAP經(jīng)理指導(dǎo)Participants:Team一個(gè)團(tuán)隊(duì)參加Line生產(chǎn)線UAPPlant工廠LineQRQC生產(chǎn)線的QRQCSimpleproblem簡(jiǎn)單的問(wèn)題Atdefect,analysisandquickresponse針對(duì)缺陷的分析和快速反響Leader:Supervisor工段長(zhǎng)領(lǐng)導(dǎo)Team:GAPLeader,operators&supportfunctions團(tuán)隊(duì)：GAP組長(zhǎng)，操作工和支持部門UAPQRQCRecurrence,complexproblem重復(fù)發(fā)生和復(fù)雜的問(wèn)題Daily每天Leader:UAPmanagerUAP經(jīng)理領(lǐng)導(dǎo)Team:Supervisors&supportfunctions團(tuán)隊(duì)：工段長(zhǎng)和支持部門PlantTop5工廠的班前會(huì)Daily每天Customerclaimsundercontrol客戶投訴UAPQRQCReviewUAPQRQC回憶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(gè)團(tuán)隊(duì)參加QRQCorganizationQRQC組織結(jié)構(gòu)QRQCforproblemsolving針對(duì)問(wèn)題解決的QRQCQRQCreviewsQRQC回憶tomonitor監(jiān)督tocoach指導(dǎo)tosupport支持21LineQRQC生產(chǎn)線QRQCResponseatdefect,withoperator

(ifrequired,stopthelinetofreezeconditions) 和操作工一起對(duì)缺陷做出反響〔如果必要，停線，保護(hù)現(xiàn)場(chǎng)〕Bequick快速Fillinpaperboard填寫在板子上QRQCReviewQRQC回憶:Supervisor,supportfunctions+UAPMgr工段長(zhǎng)，支持職能人員+生產(chǎn)部經(jīng)理Reviewofpendingactions 回憶沒(méi)有完成的行動(dòng)方案Newissues新問(wèn)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(huì)上反響給操作工22Ifrecurrence如果問(wèn)題重復(fù)發(fā)生,Ifcomplexproblem(rootcausesnotclarifiedwithin24hours)如果問(wèn)題較復(fù)雜〔在24小時(shí)內(nèi)沒(méi)有找到根本原因〕THENOPENAUAPQRQC那么就開(kāi)始進(jìn)行生產(chǎn)部的QRQCUAPQRQC生產(chǎn)部QRQCUAP‘s3mostimportantproblems生產(chǎn)部?jī)?nèi)3個(gè)最重要的問(wèn)題LedbyUAPManager,withsupervisorandsupportfunctions生產(chǎn)部經(jīng)理領(lǐng)導(dǎo)，工段長(zhǎng)及支持職能人員協(xié)助WeeklyreviewbyPlantManager工廠經(jīng)理每周評(píng)審一次236.HowtoDeploy怎樣展開(kāi)?Somesuccessfulstart-ups…一些啟動(dòng)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(shí)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，供給商質(zhì)量SiedoubsBuy-inbyPlantMgrandCODIR工廠總經(jīng)理推動(dòng)QSEsupportforstart-up啟動(dòng)時(shí)得到QSE支持StartbyLineQRQC從生產(chǎn)線QRQC開(kāi)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(kāi)始，在工廠推廣。Firstactions:attendancetomeetings+congratulation第一步：出席會(huì)議+祝賀Marles-lesMinesBuy-inbyPlantMgr,UAPMgr,QualityMgr工廠總經(jīng)理、生產(chǎn)部長(zhǎng)、 質(zhì)量部長(zhǎng)推動(dòng)25KeySuccessFactors成功的關(guān)鍵要素InvolvementofManagementateachlevel：BG,Division,Plant,UAP

每個(gè)級(jí)別管理層的參與：集團(tuán)、分部、工廠、生產(chǎn)部OHPinplace人