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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,2008 Dana Limited.,This presentation contains copyrighted and confidential information of Dana Holding Corporation and/or its subsidiaries.Those having access to this work may not copy it,use it,or disclose the information contained within it without written authorization of Dana Holding Corporation.Unauthorized use may result in prosecution.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,*,Dana Limited,Nov.15,2012,http:/ Supplier Non-conforming Control,Training,质量系统基础,Quality Systems Basics,我们为什么会坐在这里,?,快速反应,不合格品控制程序,不合格品分析工具,8D,报告,35Why,Fishbone Diagram,鱼骨图,柏拉图,头脑风暴法,我们为什么会坐在这里？,Why are we here?,To introduce the supplier to,Quality Systems Basics,and to,identify opportunities for improvement and support for GM expectations.(QS-9000 is the foundation,these,QSB,tools,are a supplement),为了向供应商介绍质量系统基础，以及识别出能够提高和支持,DANA,（对产品）期望的机会（,TS16949,是基础，而,QSB,工具是补充）。,To establish a vision,of what can be accomplished through utilization of,QSB,techniques.,为了建立应用,QSB,技术后所形成的远景。,To obtain supplier management support of,QSB,training activity.,为了得到供应商有关,QSB,培训活动的管理方面的支持。,Conduct training of,Quality Systems Basics,Key,Initiatives,.,对,QSB,的关键初始点进行培训。,Fast Response,快速反应,Control of Non-Conforming Product,不合格品控制,Risk(RPN)Reduction,风险（,RPN）,降低,Standard Operator Training,操作工标准化培训,Standardized Work,标准化作业,Layered Audits,分层审核,Error Proofing Verification,防错验证,C.A.R.E.,顾客可接受度调查评估,Lessons Learned,经验教训,100%OTD,+No SCAR,+0,PPM,=,World Class Quality,世界级的质量,关键战略,Key Strategies,FAST RESPONSE PROCESS,快速反应过程,PURPOSE,:,目的,：,To immediately address quality defects.,迅速确定质量问题,SCOPE,:,范围,：,These procedures apply to all manufacturing.,这些程序应用于全部生产过程,(,原材料,+,半成品,+,成品,+,路途中的成品,+,客户端成品,),快速反应,Fast Response,RESPONSIBILITY,:,职责,：,The,Plant Manager,or,Quality Manager,are responsible for,implementation and execution of this procedure.,工厂经理,和,质量经理,对该程序的应用和执行负责,REQUIREMENTS:,要求：,Each day,the quality function shall identify,significant quality concerns(from the last 24 hours),to be reviewed at that days leadership meeting.Input should include customer concerns,supplier concerns,line stops,teardown,SCAR(Buy-off),Dock audits,audit issues and other internal quality concerns.,每天（相关人员）都应通过质量等式识别出重要质量关注点（最近24小时之内的），以备领导层日常会议进行回顾之用。输入应该包括客户关注点、供应商关注点、生产线停工、拆卸、,SCAR,（确认）、出货检查、审核事项和其它内部质量关注点。,快速反应,Fast Response,REQUIREMENTS(continued):,要求（继续）,At that days leadership meeting,site leadership shall review significant quality concerns and designate the respective owner(s)to report out at the following days leadership meeting.Owner report out shall begin with the Fast Response tracking sheet and shall include the updated:,在领导层日常会议上，现场领导应该对重要质量关注点进行评估，并委派相关人员在第二天的领导层会议上进行汇报。各汇报人的报告应该以快速反应跟踪表作为开始，并包括如下更新的内容：,Problem Solving Form,问题解决表,FMEA,失效模式与后果分析,Control Plan,控制计划,Standardized Work(method&sequence),标准化作业（方法与顺序）,Layered Audit,分层审核,Workforce Notification,对工作人员通知,Manufacturing site leadership may display a visual quality status,(e.g.similar to safetys green cross).,生产现场领导应该展示直观的质量状态图（比如：跟安全绿十字相似的图）,RECORDS:,记录,Records shall be maintained per local procedures.,记录应该就地保存,快速反应,Fast Response,No Quality Disruptions,无质量中断,Internal Quality Disruption,(,defined locally),内部质量中断（现场定义）,Customer Quality Disruption,(,eg.PRR,Pull,Spill),客户质量中断（比如：,PRR、,拉力、溢出等）,Daily Quality Chart,每日质量表,LEGEND:,图例,Month,月份,Year,年份,January,一月,200,8,Worlds Best,Powertrains,31,29,28,30,21,22,23,24,25,26,27,12,13,14,15,16,17,18,19,20,2,3,4,5,6,7,8,9,10,11,1,Green,绿色,Yellow,黄色,Red,红色,世界上最好的动力总成,快速反应,Fast Response,德纳看板现场,德纳质量看板,快速反应,Fast Response,快速反应追踪（案例）,Fast Response Tracking,(Example),EXIT CRITERIA,退出标准,Overall Status,状态总揽,Issue,Number,问题号,Issue Description,问题描述,Date,Opened,发现日期,Unit I.D.#,单位,I.D#,Owner,责任人,Next Date,后续日期,(,of Owner,Report out,to Staff),Containment,遏制,PFMEA/CP,Error Proofing,防错,Standard Work,标准化作业,Layered Audit,分层审核,Date Closed,关闭日期,Y,1,Engine out of time,10/10/00,N/A,McGrath,11/29/00,G,G,Y,G,Y,G,2,Burrs on front face of block,10/10/00,N/A,McIntosh-,Smith,G,G,N/A,N/A,G,10/11/00,R,3,Injector harness placement,10/10/00,N/A,McGrath,11/29/00,G,G,R,G,G,Y,4,Reversed thrust bearing,10/11/00,N/A,McGrath,11/29/00,G,G,Y,G,G,G,5,Proud oil gallery plug,10/12/00,N/A,McIntosh-,Smith,G,G,G,N/A,G,10/13/00,Y,6,Loose oil pump pulley bolts,10/16/00,N/A,McGrath,11/30/00,G,G,G,N/A,Y,G,7,Unfinished cylinder bores,10/16/00,N/A,McIntosh-,Smith,G,G,N/A,G,N/A,10/17/00,Y,8,Missing Upper Bearing,Shells,11/20/00,N/A,McGrath,11/30/00,G,G,G,Y,G,R,9,Paint dots found on loose&,mis-built parts,11/21/20,N/A,McGrath,11/30/00,G,N/A,N/A,R,R,Open,R,10,Loose 7mm bolt on front,cover,11/26/00,N/A,McGrath,12/4/00,R,R,R,?,R,Open,EXIT CRITERIA STATUS KEY,R,Required but not initiated,需要，但没有开始,Y,Initiated but not complete,已开始，但没有完成,G,Complete,完成,N/A,Not Applicable,
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