QRQC质量问题的快速反应(Faurecia)-052

,Cliquez et modifiez le titre,*,ISBG RSA Division Comittee 2005 02 18,Property of Faurecia - duplication prohibited,Cliquez pour modifier les styles du texte du masque,Deuxime niveau,Cliquez et modifiez le titre,Cliquez pour modifier les styles du texte du masque,Deuxime niveau,Introduction to QRQC,-,质量问题的快速反应,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？,2,Requirements for a performing problem solving,解决问题的必要条件,Brainstorming,头脑风暴,What 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,4,2. Introduction to QRQCQRQC,介绍,2 Examples,两个例子,History,历史,Definition,定义,2 different approaches to tackle an issue2,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,6,History,历史,Invented by Nissan in the 90s 90,年代由尼桑公司创造,1. Real-time data collection, processing 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,7,Focus on managements 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,8,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,QRQC,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 2004,2004,年,Sotexo,的,PPM,的数据,9,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 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,10,A reminder,大家注意,0,5,10,15,20,25,30,35,15,50,100,200,500,1000,5000,PPM 6RM,Number of sites,工厂的数量,2007 Target,15 PPM,2007,年的目标是,15PPM,11,3. Behaviors,行动,6 Key Points 6,个关键点,Standards,标准,A daily check-list,日常检查清单,The 6 Key Points 6,个关键点,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 THINKING,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,13,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 standards,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,14,A daily check-list,日常检查清单,Did I learn something,我学到了什么,?,Did I 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,?,15,4. 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,2 simple paper boards,纸板的两个样板,By supervisor,With Gap leader,And operators,工段长和,GAP,组长,及操作工使用,By UAP Mgr,With sup,e,rvisor,and GL,生产部经理和工段长,及,GAP,组长使用,Filled in,By hand,用手填写,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,!,17,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！,18,LINE /GAP,QRQC,Line QRQC : 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,19,8D 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,Tracking Chart,跟踪图,Action Plan,行动计划,FICS Analysis,What is the standard ?“,FICS,分析“标准是什么？”,20,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,:Standard 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,- between 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,21,5. Organization,组织,Principle,原则,Gap / Line QRQC GAP/,生产线,QRQC,UAP QRQC,生产部,QRQC,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 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,23,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,QRQC,Simple problem,简单的问题,At defect, analysis and 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 QRQC,Recurrence, 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,客户投诉,UAP QRQC Review,UAP 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,QRQC,QRQC reviews QRQC,回顾,to monitor,监督,to coach,指导,to support,支持,24,Line QRQC,生产线,QRQC,Response,at defect, with operator(if required, 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 bins,红料箱,),+ Feedback to operators during top 5,在班前会上反馈给操作工,25,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 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,26,6. How to Deploy,怎样展开,?,Some successful start-ups,一些启动成功的例子,Sotexo,Quality 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,Siedoubs,Buy-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,Siemar,Involvement 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.,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 Mines,Buy-in by Plant Mgr, UAP Mgr, Quality Mgr,工厂总经理、生产部长、 质量部长推动,28,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,29,QRQC Material QRQC,素材,Material,素材,QRQC Video,(DVDs) QRQC,录像,QRQC boards,(intranet) QRQC,板,QRQC Guide (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,30,FACTORS FOR,QRQC APPROACH DEPLOYEMENT,涉及,QRQC,开展的因素,POSITIVE,有利的,NEGATIVE,不利的,WEIGHT,重要性,N,序号,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？,31,