內(nèi)容qsb chinese version快速反應(yīng)

1、Quality Systems Basics質(zhì)量體系基礎(chǔ)2009年3月版本資料由通用汽車全球采購(gòu)及供應(yīng)鏈管理部門(mén)編制，為通用汽車所有。該資料的，通用汽車全球采購(gòu)及供應(yīng)鏈管理部門(mén)的批準(zhǔn)，不得為任何目的，以任何格式或方式進(jìn)行和。This presens for any purion was developed by General Motors Corporation Global Purchasing Supply Chain. No part of this material may be reproduced in any form, or by any method,e, without

2、written permisof General Motors Global Purchasing Supply Chain.Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS1WWI (SOS)QSB1.快速反應(yīng)快速反應(yīng)流程問(wèn)題解決經(jīng)驗(yàn)教訓(xùn)2.3.4.不合格品控制驗(yàn)證崗位標(biāo)準(zhǔn)化操作現(xiàn)場(chǎng)管理 7種浪費(fèi)標(biāo)準(zhǔn)化作業(yè)指導(dǎo)書(shū) SOS操作員指導(dǎo)書(shū) JES檢具標(biāo)準(zhǔn)化(新增)標(biāo)準(zhǔn)化的操作員培訓(xùn) JIT防錯(cuò)(裝置)驗(yàn)證分層審核

3、RPN 風(fēng)險(xiǎn)降低(增加逆向PFMEA)異物控制供應(yīng)鏈管理5.6.7.8.9.10.11.變更管理(新增)Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS2WWI (SOS)QSB開(kāi)展準(zhǔn)則標(biāo)準(zhǔn):的QSB審核表評(píng)估供應(yīng)商，決定哪些策略是按照紅的，需要執(zhí)行研討。 (SQE負(fù)責(zé))根據(jù)審核結(jié)果講解所需部分，對(duì)所有紅色和黃色 結(jié)果的審核問(wèn)題，制定出行動(dòng)計(jì)劃 (SQE or 第)Quality Systems Basics

4、 rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS3WWI (SOS)質(zhì)量體系基礎(chǔ)關(guān)注 ：透過(guò)全球同一個(gè)聲音共同的原則共同的方法共同的系統(tǒng)Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS4WWI (SOS)1.0 快速反應(yīng)通過(guò)目視化管理，越快越早地在上游解決問(wèn)題Qual

5、ity Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS5WWI (SOS)快速反應(yīng)目錄導(dǎo)言，目的，范圍， 職責(zé)益處快速反應(yīng)問(wèn)題識(shí)別，問(wèn)題源會(huì)議模式職責(zé)設(shè)計(jì)，模板，退出標(biāo)準(zhǔn)，狀態(tài)績(jī)效指標(biāo)問(wèn)題解決描述， 基本原則問(wèn)題解決的6個(gè)經(jīng)驗(yàn)教訓(xùn)總結(jié)，必須步驟Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(

6、JIT)EPVLPARiskContamSCMMCWS6WWI (SOS)快速反應(yīng)1.0 導(dǎo)言目的:范圍:裝配區(qū)制造區(qū)發(fā)運(yùn)/ 收料區(qū)其它輔助職能即時(shí)質(zhì)量失效外部的/的定義應(yīng)遵守的流程定義展現(xiàn)重要信息的方法，通過(guò)目視化的管理到問(wèn)題的狀態(tài)。，一眼就能看通過(guò)系統(tǒng)性的方法在反饋問(wèn)題的過(guò)程中紀(jì)律。責(zé)任: 生產(chǎn)經(jīng)理針對(duì)各種異常狀況的應(yīng)急計(jì)劃Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS7WWI (SOS)快速反應(yīng)1.1

7、 益處改善質(zhì)量水平，降低 PPM ，降低保修（warranty ）成本,減少PRR 發(fā)生，提高客戶滿意度。提供一個(gè)問(wèn)題解決 和質(zhì)量問(wèn)題溝通的系統(tǒng)方法。確保每個(gè)問(wèn)題都有指定的恰當(dāng)?shù)闹С殖掷m(xù)改進(jìn)。加強(qiáng)經(jīng)驗(yàn)教訓(xùn)文件化的運(yùn)行。預(yù)防錯(cuò)誤重復(fù)發(fā)生，減少資源浪費(fèi)。促進(jìn)組織內(nèi)相關(guān)方的參與。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS8快速反應(yīng)1.2 快速反應(yīng)快速反應(yīng)是一個(gè)系統(tǒng):的內(nèi)/外部質(zhì)量問(wèn)題。標(biāo)準(zhǔn)化

8、的應(yīng)對(duì)通過(guò)對(duì)所有問(wèn)題采用標(biāo)準(zhǔn)文件化的格式問(wèn)題解決的紀(jì)律。通過(guò)例會(huì)促進(jìn)溝通和知識(shí)共享。利用目視化的方法展現(xiàn)重要信息來(lái)驅(qū)動(dòng)（問(wèn)題）關(guān)閉盡快將來(lái)自顧客的抱怨轉(zhuǎn)化到問(wèn)題。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS9WWI (SOS)快速反應(yīng)1.2 快速反應(yīng)問(wèn)題識(shí)別:為準(zhǔn)備快速反應(yīng)會(huì)議，每天問(wèn)題，包括：外部問(wèn)題：時(shí)，質(zhì)量部必須找出過(guò)去24小時(shí)發(fā)生的質(zhì)量(PRRs，客戶抱怨，客戶，售后問(wèn)題等)客戶關(guān)注供應(yīng)商關(guān)注問(wèn)題

9、:(如需要，應(yīng)在開(kāi)會(huì)前通知供應(yīng)商）驗(yàn)證崗位發(fā)現(xiàn)過(guò)程分層審核發(fā)現(xiàn)停線和拆卸問(wèn)題質(zhì)量問(wèn)題(源自碼頭審核, 產(chǎn)品遏制行動(dòng)等)其他的防錯(cuò)裝置失效Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS10WWI (SOS)快速反應(yīng)1.2 快速反應(yīng)會(huì)議模式:它是制造會(huì)議，由生產(chǎn)部負(fù)責(zé)，質(zhì)量部，工程部，設(shè)備維修部等支持。必須每天召開(kāi)，審核由質(zhì)量部收集的開(kāi)一次。質(zhì)量問(wèn)題。有些組織可以選擇每班召它是一個(gè)溝通會(huì)議，不是一個(gè)問(wèn)題解決會(huì)議

10、。該會(huì)議可以是 10- 20分鐘在車間現(xiàn)場(chǎng)召開(kāi)的站立會(huì)議。（ PPSR）或類似的每個(gè)問(wèn)題都必須有一個(gè)問(wèn)題解決。在快速反應(yīng)會(huì)議。 PPSR或類似的上，議的將被提供了一個(gè)匯報(bào)的格式，并且使會(huì)時(shí)機(jī)與任務(wù)的完成時(shí)間一致。希望供應(yīng)商在早期遏制階段、根本原因分析和糾正措施更新期間,采用標(biāo)準(zhǔn)化問(wèn)題解決表格PPSR或類似格式進(jìn)行匯報(bào)。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS11WWI (SOS)快速反應(yīng)1.2 快速反

11、應(yīng)職責(zé):在開(kāi)會(huì)之前，質(zhì)量部必須將新發(fā)生添加到快速反應(yīng)板中（如果是供應(yīng)商，負(fù)責(zé)聯(lián)系供應(yīng)商）。（問(wèn)題的）必須確保能按時(shí)完成問(wèn)題解決并符合退出標(biāo)準(zhǔn)。協(xié)調(diào)多功能小組在會(huì)議外完成相應(yīng)審核。更新快速反應(yīng)板上退出標(biāo)準(zhǔn)和狀態(tài)欄。將更新通報(bào)小組成員或關(guān)鍵聯(lián)系人。（問(wèn)題的）必須在以下階段時(shí)向快速反應(yīng)會(huì)議進(jìn)展情況：?jiǎn)栴}定義，遏制階段根本原因分析（5-Why)短期/長(zhǎng)期糾正措施糾正措施確認(rèn)和經(jīng)驗(yàn)教訓(xùn)Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContam

12、SCMMCWS12WWI (SOS)快速反應(yīng)1.2 快速反應(yīng)職責(zé):工廠經(jīng)理或指定的生產(chǎn)部必須：確保快速反應(yīng)活動(dòng)持續(xù)舉行，并且有效。指定一個(gè)主辦或協(xié)辦作為會(huì)議。必須:，則指定一個(gè)在快速反應(yīng)會(huì)議上，會(huì)議如果問(wèn)題還沒(méi)有。在出勤紀(jì)律上給予適當(dāng)?shù)闹С帧?duì)狀態(tài)是紅色的項(xiàng)目明確后續(xù)行動(dòng)和如果問(wèn)題沒(méi)有關(guān)閉，指定下次匯報(bào)時(shí)間。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS13WWI (SOS)快速反應(yīng)板(例)EXIT CRI

13、TERIA未關(guān)閉的PRR列表 11 x 17快速反應(yīng)會(huì)議簽到表8 x 11白板兩面的結(jié)構(gòu):2) 4 x 8 x ” 木板.2) 48” 圖表區(qū)2) 4 x 8 x ” 有機(jī)玻璃y yMarch 2009Global Purchasing and Supply Chain14FRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS狀態(tài)圖例11 x 17 (1 or 2 sided)WWI (SOS)S US KEYRDate MissedYGOnCompleteN/ANot Applicable板 (例)快速反應(yīng)為優(yōu)化目視管理，將這個(gè)表格盡可能大的顯示在會(huì)議

14、區(qū)域( 如： 4 x 8 可擦寫(xiě)的白板)要評(píng)估的要點(diǎn):退出標(biāo)準(zhǔn)ABC Company - Quality Fast Response Tracking Board整體狀態(tài)下次日期狀態(tài)為黃色或紅色的項(xiàng)目，應(yīng)標(biāo)出目標(biāo)完成時(shí)間Quality Systems Basics rev March 2009Global Purchasing and Supply Chain15FRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWSWWI (SOS)EXIT CRITERIA S US KEYRDate MissedYOnTiming, S us, & Date Gre

15、enGComplete24 H7 D14 D34 D35 D40 DN/ANot ApplicableITEM #Date OpenedWho CalledWho AnsweredCustomer Concern # /Finigeld Rep RrPordougcrtNameI e DescriptionOwnerNext Report Date By OwnereCnotn-ta BreakpoRoot Cause IdentifiedCorrective Action ImplementedError Proof/DetectionsLayeed ProAuditsCorrective

16、Action ValidatedPFMEA / CPUpdatedStandard Work Operator InstructionsLessons Learned (Institutionalized)Action Plan / CountermeasureForecasted Closed dateActual Closed DateCustomer Closed DateOVERALL SUS(RYG)Open 40 Days=R11/10AmoreMasonPRR 312869Hood Brkt 24241198Material ContaminatedF. LaFeve2/21G

17、1/11G/18G 1/24G 1/24G 1/25G 2/13G 2/15Y 2/20Y 2/20Need operator approval and training completion for Work Instructions across shifts2/1925-JanY21/15SykesJonesernal CAR 08-626Radio Spt.Brkt 15891477BurrsB. AdamsCLOSEDG 1/15G 2/16G 2/10NAG 2/20G 2/10NAG 2/17G 2/202/2421-Feb18-FebG31/21KurtzArnoldPRR 3

18、13123Hinge Assy 21119878Parts mislocated on assemblyMc osh2/22G 1/22G 1/26G2/1R 2/17G 2/21R 2/17R 2/21N/AR 2/24PLL Program Logic for Error Prevention device to reprogrammed by 2/21. J. Busch - M.E.3/2R1/22FORD NCRSeat Brkt MNOP-Mixed PartsJ. McGrath2/22G 1/22G 1/24G 1/27G 1/27Y 2/21Y 2/20Y 2/20Y 2/2

19、0Y 2/21Need to confirm LPA results and Pro sY4FerrerS zer421913456-AFs updated. LL System input.3/32-Feb52/3DowdallMehallernal CAR 08-632Hinge Assy 21119878Pa dots found on loose & mis- built partsJ. McGrath2/23G2/4G2/7G2/8G2/8R 2/23G 2/28N/AG2/8NALPA not Validated on 3rd shift. - J. Biden to confir

20、m Cor. Act. By 2/223/15RG 2/15G2/7Y 2/21Y 2/21Y 3/14Y 3/12Y 3/13Y 3/14Y 3/14Need Corp. Office approval on P.O. to obtain vendor allation of Torque Monitor Upgrade.Y2/14PRRICpt.Loose 7mm bolt on front coverB. Adams2/216SinghPa31351799923889Bob D. to obtain authorization.3/267快速反應(yīng)1.2 快速反應(yīng)Typical Exit

21、Criteria退出標(biāo)準(zhǔn), 狀態(tài):退出標(biāo)準(zhǔn)必須包含問(wèn)題解決中的每個(gè)關(guān)鍵步驟。EXIT CRITERIATiming, Sus, & Date Green24 H7 D14 D34 D35 D40 D此外，關(guān)鍵項(xiàng)目還包括通過(guò)分層審核對(duì)糾正措施進(jìn)行驗(yàn)證，通過(guò)防錯(cuò)驗(yàn)證來(lái)預(yù)防問(wèn)題的重復(fù)發(fā)生，制度化的經(jīng)驗(yàn)教訓(xùn)也應(yīng)該在案。G 1/11G 1/18G 1/24G 1/24G 1/25G 2/13G 2/15Y 2/20Y 2/20每項(xiàng)退出標(biāo)準(zhǔn)的關(guān)閉都應(yīng)在快速反應(yīng)會(huì)議上進(jìn)行評(píng)估（關(guān)閉或變綠應(yīng)得到批準(zhǔn)）。eCnotntaBreakpoRoot Cause IdentifiedCorrective Action

22、ImplementedError Proof/DetectionsLaAyuedreitsd ProCorrective Action ValidatedPFMEA / CP UpdatedStandard Work Operator InstructionsLessons Learned (Institutionalized)Quality Systems Basics rev March 2009項(xiàng)目Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS16WWI (SOS)快速反應(yīng)

23、1.2 快速反應(yīng)退出標(biāo)準(zhǔn), 標(biāo)注狀態(tài):為正確標(biāo)明每項(xiàng)退出標(biāo)準(zhǔn)的狀態(tài)Gu，應(yīng)為每項(xiàng)退出標(biāo)準(zhǔn)制定一個(gè)時(shí)間點(diǎn)。當(dāng)問(wèn)題首次發(fā)生時(shí)，默認(rèn)狀態(tài)為黃色，直到過(guò)了計(jì)劃時(shí)間后改為紅色，或完成了改為綠色。在右上例子中，問(wèn)題發(fā)生時(shí)間為1/21。遏制活動(dòng)在24小時(shí)內(nèi)完成。根本原因在7天內(nèi)被識(shí)別。糾正措施在14天內(nèi)沒(méi)有完成，所以狀態(tài)是紅色，期望完成時(shí)間表是2/14紅色狀態(tài)下，應(yīng)在行動(dòng)/狀態(tài)欄進(jìn)行說(shuō)明，解釋下一步要采取的行動(dòng)。Quality Systems Basics rev March 2009Global Purchasing and Supply Chain17FRPSNCPVSOI(JES)SOT(JIT)EP

24、VLPARiskContamSCMMCWSWWI (SOS)EXIT CRITERIAidelineTiming, Sus, & Date Green24 H7 D14 D34 D35 D40 DDate OpenedNext Report Date By OwnereCnotn-ta BreakpoRoot Cause IdentifiedCorrective Action ImplementedError Proof/DetectionsLayered ProAuditsCorrective Action ValidatedPFMEA / CPUpdatedStandard Work Op

25、erator InstructionsLessons Learned (Institutionalized)1/212/22G 1/22G 1/26R 2/14R 2/14R 2/16R3/6R3/7N/AR3/7快速反應(yīng)1.2 快速反應(yīng)退出標(biāo)準(zhǔn)，標(biāo)注狀態(tài):整體狀態(tài)= R, Y,取決于退出標(biāo)準(zhǔn)里的一項(xiàng)計(jì)劃關(guān)閉日期應(yīng)為 30 天，最多不超過(guò)40 天。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS18WWI (

26、SOS)RDate MissedEXIT CRITERIATiming, Sus, & Date GreenYONGComplete24 H7 D14 D34 D35 D40 DN/ANot ApplicableeCnotn-ta BreakpoRoot Cause IdentifiedCorrective Action ImplementedError Proof/DetectionLsaAyuedrietsd ProCorrective Action ValidatedPFMEA / CP UpdatedStandard Work Operator InstructionsLessons

27、Learned (Institutionalized)Ac ion Plan / CountermeasureForecasted Closed dateActual Closed DateCustomer Closed DateOUSVERALL S(RYG)Open 40 Days=RG 1/22G 1/26R 2/14R 2/14R 2/16R3/6R3/7N/AR3/7PLL Program Logic for Error Prevention device to reprogrammed by 2/14. J. Busch - M.E.2/21R快速反應(yīng): 匯報(bào)模式Quality S

28、ystems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS19WWI (SOS)快速反應(yīng)1.2 快速反應(yīng)(例)Daily Quality Chart績(jī)效指標(biāo):管理層必須確保快速反應(yīng)（活動(dòng)）有效，并且展示質(zhì)量狀態(tài)。MonthYear3129有效?怎樣知道快速反應(yīng)（活動(dòng)）2830222426運(yùn)用各種目視化管理方式，如日程表，趨勢(shì)圖21232527等展示至少月度的數(shù)據(jù)：128109紅色或黃色狀態(tài)的天數(shù)111關(guān)閉數(shù)解決問(wèn)題所用的平均天數(shù)Gree

29、nYellowRedQuality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS20WWI (SOS)2008January快速反應(yīng)1.2 快速反應(yīng)績(jī)效指標(biāo):(例)Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS21WWI (SOS)快

30、速反應(yīng)1.2 快速反應(yīng)績(jī)效指標(biāo):(例)每周關(guān)閉問(wèn)題數(shù)和關(guān)閉問(wèn)題所用平均天數(shù)。xxxxxxxxClosed es: Awg days to close321542238#Ies closed3234Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS22WWI (SOS)快速反應(yīng)1.2 快速反應(yīng)總結(jié)快 速 反 應(yīng) 流程 關(guān) 鍵 步 驟質(zhì)量部收集過(guò)去24小時(shí)內(nèi)發(fā)生的質(zhì)量事件通過(guò)快速反應(yīng)會(huì)議指定每個(gè)問(wèn)題的。會(huì)后責(zé)任人應(yīng)

31、通過(guò)問(wèn)題解決流程來(lái)糾正問(wèn)題和預(yù)防發(fā)生通過(guò)快速反應(yīng)板問(wèn)題。要求應(yīng)定期在快速反應(yīng)會(huì)議上更新?tīng)顟B(tài)Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS23WWI (SOS)應(yīng)完成所有的退出項(xiàng)目包括經(jīng)驗(yàn)教訓(xùn)。問(wèn)題解決的過(guò)程中產(chǎn)生的結(jié)果。快速反應(yīng) 表顯示退出項(xiàng)目狀態(tài)是綠色?？焖俜磻?yīng)1.3 問(wèn)題解決組織必須明確問(wèn)題解決流程，包括一個(gè)標(biāo)準(zhǔn)的根本原因。工具，來(lái)識(shí)別和消除問(wèn)題 ?所謂問(wèn)題，就是當(dāng)前狀態(tài)和客戶滿意之間的差距 。定義為現(xiàn)

32、有的標(biāo)準(zhǔn)或期望與現(xiàn)狀之間差異。標(biāo)準(zhǔn)差異LEVE現(xiàn)狀TIMEQuality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS24WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決n 問(wèn)題是持續(xù)改善的！n 問(wèn)題是積極的機(jī)會(huì)！n一直沒(méi)有問(wèn)題則意味著有些錯(cuò)誤已經(jīng)發(fā)生！成長(zhǎng)Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES

33、)SOT(JIT)EPVLPARiskContamSCMMCWS25WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決問(wèn)題解決的基本原則拋開(kāi)先入為主的想法。避免對(duì)沒(méi)有數(shù)據(jù)支持將問(wèn)題分解。做出反應(yīng)?，F(xiàn)場(chǎng)察看發(fā)生的異常和其發(fā)生點(diǎn)（Poof Cause)。適當(dāng)延遲根本原因分析直至已徹底弄清楚究竟發(fā)生了什么。標(biāo)準(zhǔn)是什么？與應(yīng)該發(fā)生的情況相比，實(shí)際究竟發(fā)生了什么？建立原因/結(jié)果間的關(guān)系。不停地問(wèn)“為什么？”直到你解決了其根本原因可以預(yù)防問(wèn)題的再次發(fā)生時(shí)。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVS

34、OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS26WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決定義:一個(gè)結(jié)構(gòu)化的用來(lái)識(shí)別、分析和消除現(xiàn)狀與現(xiàn)行 標(biāo)準(zhǔn)或期望之間的差距，并預(yù)防根本原因再次發(fā) 生的過(guò)程Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS27WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決Step 1-定義問(wèn)題：?jiǎn)栴}描述 描述發(fā)生問(wèn)題定義 - 明確定義問(wèn)題的狀態(tài)標(biāo)準(zhǔn)是什么- 應(yīng)該怎

35、么樣?現(xiàn)狀或差距- 什么發(fā)生了?時(shí)間段- 問(wèn)題發(fā)生了多長(zhǎng)時(shí)間?掌握實(shí)際現(xiàn)狀Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS28WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決Step 2-遏制問(wèn)題去現(xiàn)場(chǎng)看： 原因發(fā)生地點(diǎn)問(wèn)題在哪里發(fā)生的?過(guò)程 3 就是 原因發(fā)生地點(diǎn)!Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPS

36、NCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS29WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決Step 2-遏制問(wèn)題：一旦找到原因發(fā)生地點(diǎn)，問(wèn)題解決小組需要按照不合格品控制程序決定：遏制缺陷的最佳方法問(wèn)題發(fā)生多長(zhǎng)時(shí)間了?已知的最后一件好品。 詢問(wèn)操作員過(guò)程有無(wú)變化、異常及相應(yīng)的時(shí)間。 使用遏制工作表，通過(guò)潛在的可疑品數(shù)量去確保那一時(shí)間段的所有問(wèn)題材料造成的產(chǎn)品都已經(jīng)受控。確定其它區(qū)域或客戶是否受到影響及影響的程度。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainF

37、RPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS30快速反應(yīng)1.3 問(wèn)題解決Step 3 識(shí)別根本原因:(例)有幾種工具用于根本原因分析，他們的選用取決于過(guò)程的復(fù)雜程度，失效模式的類型，配合，功能或外觀，還取決于失效特性是計(jì)數(shù)型數(shù)據(jù)還是計(jì)量型CauseEffect數(shù)據(jù)。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS31快速反應(yīng)1

38、.3 問(wèn)題解決Step 3 識(shí)別根本原因:作為根本原因分析的初始步驟，通用汽車使用7鉆(例)石法對(duì)質(zhì)量問(wèn)題的即時(shí)分析，前4步用于快速?zèng)Q定是否有特殊原因存在。這是為了避免過(guò)度使用統(tǒng)計(jì)技術(shù)來(lái)解決問(wèn)題。7Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS32WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決Step 3 識(shí)別根本原因:7鉆石法 1 4 步用來(lái)判斷生產(chǎn)是否嚴(yán)格按照設(shè)計(jì)內(nèi)容在運(yùn)行鉆石法1-4步評(píng)價(jià)過(guò)程的穩(wěn)定性一旦

39、問(wèn)題被定義，第一反應(yīng)即立即執(zhí)行1-4步應(yīng)該在發(fā)現(xiàn)問(wèn)題的地方進(jìn)行初步如果發(fā)現(xiàn)問(wèn)題的原因在上游，應(yīng)在上游也展開(kāi)工作如果制造過(guò)程完全按照設(shè)計(jì)進(jìn)行而問(wèn)題仍然存在時(shí)，應(yīng)使用統(tǒng)計(jì)工程的方法幫助分析問(wèn)題Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS33WWI (SOS)快速反應(yīng)工 藝 是 否 正 確1.3 問(wèn)題解決1(例)以下原因是否會(huì)導(dǎo)致問(wèn)題的發(fā)生?是否張貼了正確的操作指導(dǎo)書(shū)?是否執(zhí)行了標(biāo)準(zhǔn)化操作?（如適用）是否符合相

40、關(guān)加工文件，如圖紙等?是否按照規(guī)定的要求和頻次使用檢具進(jìn)行檢查?不同班次的生產(chǎn)操作是否一致?操作員是否理解產(chǎn)品標(biāo)準(zhǔn)的內(nèi)容?操作員是否固定？是否有很多輪崗員工?操作員是否經(jīng)過(guò)正確的培訓(xùn)?等）是否正確?目視輔助工具（樣件，操作員是否了解其工位的質(zhì)量要點(diǎn)?操作員是否知道當(dāng)問(wèn)題發(fā)生時(shí),如何溝通以得到幫助?工藝是否正確?生產(chǎn)部門(mén)工具/刀具2是否正確？生產(chǎn)部門(mén)零件是3否正確？相關(guān)的開(kāi)發(fā)工程師/供應(yīng)商質(zhì)量/零件質(zhì)量供應(yīng)商是否合格?4Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SO

41、T(JIT)EPVLPARiskContamSCMMCWS34WWI (SOS)生產(chǎn)部門(mén)進(jìn)行糾正快速反應(yīng)2 工具 是 否 正 確以下原因是否會(huì)導(dǎo)致問(wèn)題的發(fā)生?1.3 問(wèn)題解決(例)（所有班次）是否使用正確的工具和夾具?工具是否按照規(guī)定要求設(shè)定?工具是否經(jīng)過(guò)校驗(yàn)?不同的班次是否使用相同的工具?工具是否磨損?工具和夾具是否具有防護(hù)裝置以防損壞?工位是否有防錯(cuò)裝置?工具或防錯(cuò)裝置是否有效?工位布局是否有利于操作員操作?是否按時(shí)完成? (檢查)預(yù)防性工具的功能是否正確?Quality Systems Basics rev March 2009Global Purchasing and Supply C

42、hainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS35WWI (SOS)生產(chǎn)部門(mén)工藝是1否正確?工具/刀具是否正確？生產(chǎn)部門(mén)零件是3否正確？相關(guān)的開(kāi)發(fā)工程師/供應(yīng)商質(zhì)量/零件質(zhì)量供應(yīng)商是否合格?4生產(chǎn)部門(mén)進(jìn)行糾正快速反應(yīng)3 零件是否正確以下原因是否會(huì)導(dǎo)致問(wèn)題的發(fā)生?1.3 問(wèn)題解決(例)工藝是否正確?生產(chǎn)部門(mén)1零件的路線是否正確?是否使用正確的零件? 零件存放位置是否正確?料盒上的零件號(hào)與存放位置標(biāo)識(shí)是否一致?是否需要防錯(cuò)?現(xiàn)有防錯(cuò)裝置是否正常工作?生產(chǎn)部門(mén)2工具/刀具是否正確？零件是否正確？生產(chǎn)部門(mén)進(jìn)行糾正相關(guān)的開(kāi)發(fā)工程師/供應(yīng)商質(zhì)量/供應(yīng)

43、商4零件質(zhì)量是否合格?Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS36WWI (SOS)快速反應(yīng)零件質(zhì)量1.3 問(wèn)題解決4(例)質(zhì)量部門(mén)負(fù)責(zé)確認(rèn)零件是否發(fā)生變化以及零件的整體質(zhì)量水平:供應(yīng)商質(zhì)量數(shù)據(jù) CMM三座標(biāo)測(cè)量工裝夾具檢查件與件間的對(duì)比檢查批與批間的對(duì)比檢查如果發(fā)現(xiàn)零件質(zhì)量（不符合規(guī)范）是導(dǎo)致問(wèn)題發(fā)生的根本原因，那么質(zhì)量部門(mén)應(yīng)將問(wèn)題通知生產(chǎn)部門(mén)及供應(yīng)商，并與生產(chǎn)部門(mén)或供應(yīng)商一起驗(yàn)證糾正措施是否有效生

44、產(chǎn)部門(mén)過(guò)程是1否正確?生產(chǎn)部門(mén)工具/刀具2是否正確？生產(chǎn)部門(mén)零件是3否正確？相關(guān)的開(kāi)發(fā)工程師/供應(yīng)商質(zhì)量/零件質(zhì)量供應(yīng)商是否合格?4Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS37快速反應(yīng)1.3 問(wèn)題解決Step 3 識(shí)別根本原因:對(duì)于鉆石1 - 4步每一個(gè)“否”的回答，必須完成5-Why分析當(dāng)一個(gè)原因被發(fā)現(xiàn)時(shí)，不停地問(wèn)“為什么”直到找到真正的根本原因(5 Whys)練習(xí)角色扮演5 個(gè)為

45、什么問(wèn)題提問(wèn)與回答請(qǐng)兩位自愿者!Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS38WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決Step 3 識(shí)別根本原因:5 why 問(wèn)題解決工具Why 為什么機(jī)器停止工作了？機(jī)器的一個(gè)保險(xiǎn)絲燒了。Why 為什么保險(xiǎn)絲燒了？電路過(guò)載。Why 為什么電路過(guò)載？軸承損壞并抱死。Why 為什么軸承損壞?原因軸承的潤(rùn)滑油。Why 為什么軸承潤(rùn)滑油?機(jī)器的機(jī)油泵沒(méi)有提供足夠的機(jī)油。Why

46、 為什么油泵不能提供足夠的機(jī)油?油泵進(jìn)口被金屬屑堵住。Why 為什么油泵進(jìn)口被金屬屑堵住?油泵進(jìn)口沒(méi)有過(guò)濾器。Why 為什么油泵的進(jìn)口沒(méi)有過(guò)濾器？油泵的設(shè)計(jì)沒(méi)有過(guò)濾器。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS39WWI (SOS)實(shí)際解決表格(例)1-4識(shí)別原因問(wèn)題定義識(shí)別根本原因 5-WhyQuality Systems Basics rev March 2009Global Purchasing

47、and Supply ChainFRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS40WWI (SOS)D1-4 每個(gè)否定的回答需要5-Why分析s3s1轉(zhuǎn)移技術(shù)上的根本原因到深入挖掘DRILL DEEP(System RC; 3x5 Why)s3s3Drill Deepysis 深入分析工作表(例)5 Whys 首先輸入技術(shù)層面的根Rev DateOriginalFinalName and TitlePhonNSever ty Occurance DetectionTeam LeadProvide a complete member list wi

48、th contact information on Contact List WorksheetGM SQE本原因。然后詢問(wèn)“為什么”直到找到每個(gè)方面的實(shí)際根本原因Supp ier DunppName and Locationr is Tier 1 to GMI e CategoryOtherSpecifFailure ModeEffects oilure ModeCause oilure ModePo of Manufacture Tier 1Drill DeepCorrective ActionVerificationOwnerDue DatePrevent 預(yù)防 為什么制造過(guò)程沒(méi)有預(yù)防問(wèn)

49、題的發(fā)生?Protect 保護(hù) 為什么質(zhì)量保證過(guò)程沒(méi)有起到保護(hù)客戶(GM)的作用? 為什么質(zhì)量策劃到失效的發(fā)生?過(guò)程沒(méi)有Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS41Why did the Manufacturing System not prevent thisFa lure ModePreventManufacturing System - Error Proofing & Sta

50、ndardized WorkQuality A ranceM1Cause o lure ModeM2M3M4M5M-RCWhy did the Quality System not Protect GM from thisFailure ModeProtectQual ty System - Error Detection & Conta entQuality ControlQ1Q2Q3Q4Q5Q-RCWhy did the Planning System not Predict thisFa lure ModePredictPlanning System - informational co

51、ntent in a lationQuality PlanningP1P2P3P4P5P-RCWhat are the key findings based on this qua ity e?ABCPRRPRTSCDPe Number快速反應(yīng)1.3 問(wèn)題解決Step 4 執(zhí)行糾正措施:頭腦風(fēng)暴可能的解決措施，選擇其中最有力、有效、經(jīng)濟(jì)的措施。決定是否需要試運(yùn)行來(lái)確認(rèn)和測(cè)試建議的措施，來(lái)驗(yàn)證它的有效性，而且沒(méi)有副作用。決定所需的步驟、措施及其時(shí)間安排。識(shí)別執(zhí)行的斷點(diǎn)，并通知相關(guān)方。Quality Systems Basics rev March 2009Global Purchasing an

52、d Supply Chain42FRPSNCPVSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS在組織內(nèi)形成制度化驗(yàn)證措施的有效性執(zhí)行措施WWI (SOS)s6s5s4快速反應(yīng)1.3 問(wèn)題解決Step 5 驗(yàn)證措施的有效性：和檢查將糾正措施加入分層審核，確保已被實(shí)施。通過(guò)測(cè)量數(shù)據(jù)驗(yàn)證糾正措施的有效性。建立一個(gè)驗(yàn)證時(shí)間段（持續(xù)時(shí)間/日期）。確定誰(shuí)負(fù)責(zé)。建立標(biāo)準(zhǔn)化的流程或方法。從遏制工作中取消多余的內(nèi)容。MARCHQuality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCP

53、VSOI(JES)SOT(JIT)EPVLPARiskContamSCMMCWS43WWI (SOS)快速反應(yīng)1.3 問(wèn)題解決Step 6 制度化:識(shí)別出哪些類似的產(chǎn)品或過(guò)程可能或已經(jīng)發(fā)生同樣的失效模式將問(wèn)題解決發(fā)送到其他有類似潛在問(wèn)題的部門(mén)/工廠。更新必要的文件:PFMEA控制計(jì)劃防錯(cuò)驗(yàn)證* 標(biāo)準(zhǔn)化操作*操作員指導(dǎo)書(shū)*經(jīng)驗(yàn)教訓(xùn)*執(zhí)行分層審核*來(lái)驗(yàn)證系統(tǒng)穩(wěn)固運(yùn)行。Quality Systems Basics rev March 2009Global Purchasing and Supply ChainFRPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskCon

54、tamSCMMCWS44DRILL WIDE MATRIX橫 向 展 開(kāi) 矩 陣(例)SYMBOL & SUS KEY:RTieredA.P.Q.P.Duns / LocationrPart Name & NumberN/C orDDW CompletionFAILURE MODEEFFECT OILURE MODESymbolsGM PlantCS SusPRR Number / I e& VerificationCPV1ChionConta Cause oentlure Mode Corrective ActionPrevent Corrective ActionProtect Corre

55、ctive ActionPredict Corrective ActionKey Findings Corrective Actionation UpdatedDDW CompletionPart Name & NumberN/C orFAILURE MODEEFFECT OILURE MODESymbolsGM PlantCS SusPRR Number / I e& Verification3ChionCPVConta Cause oentlure Mode Corrective ActionPrevent Corrective ActionProtect Corrective Actio

56、nPredict Corrective ActionKey Findings Corrective Actionation UpdatedPart Name &N/C orDDW CompletionFAILURE MODEEFFECT OILURE MODESymbolsGM PlantCS SusPRR Number / I e& Verification4 ChionNumberCPVConta Cause oentlure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Co

57、rrective ActionKey Findings Corrective Actionation UpdatedDrill Wide 橫向展開(kāi) 用來(lái)分析整個(gè)系統(tǒng)發(fā)生失效的可能性，以及糾正措施是否包括了所有GM零件，制造系統(tǒng)和其他工廠Quality Systems Basics rev March 2009Global Purchasing and Supply Chain45FRPSNCPVSWWI (SOS)OI(JES)SOT(JIT)EPVLPARiskContamSCMMCWSCorrective ActionCorrective ActionCorrective ActionbD-utiner classificationDuns 1Duns 2Duns 3Duns 4Duns 5Duns 6Tier 2Tier 3Tier 4Name:Location:Duns:Contact