[计算机]问题解决流程.doc

上汽通用五菱汽车股份有限公司青岛分公司支持性管理文件SGMW-QD Supporting Management DocumentSD/SGMW-QD 03.03-2007版本号Version#:B问 题 解 决 流 程Problem Solving Criteria2007-03-05发布 2007-03-06实施Issued on Mar 05,2007 Implemented on Mar 06,2007上汽通用五菱汽车股份有限公司青岛分公司 发 布Issued by SAIC GM Wuling Automobile Co., Ltd. Qingdao Branch前 言Foreword本文件是上汽通用五菱汽车股份有限公司青岛分公司纠正与预防措施程序的支持性文件,目的在于为公司质量问题解决建立标准的流程，确定各部门在质量问题解决中的职责，为现场质量问题解决与产品质量改进提供支持。This documentation is a supporting documentation for SGMW Correction Countermeasure Procedure, the purpose is to establish a standard procedure for quality Issue solving, define department responsibility during Issue solving, and support shop floor quality Issue solving and product quality improvement.本文件由上汽通用五菱汽车股份有限公司青岛分公司提出。This is put forward by SGMW-QD.本文件由上汽通用五菱汽车股份有限公司青岛分公司质量部归口。This is managed by SGMW-QD Quality Department.本文件由上汽通用五菱汽车股份有限公司青岛分公司质量部负责组织起草。This is drafted by SGMW-QD Quality Department.本文件主要起草人：张海华、姜世武 Major draftsman: Zhang Haihua/Jiang Shiwu本文件如出现文字理解歧义，以中文为准。If there is any different understanding to the words of this process, please refer to its Chinese version. 审核 Audited by：黄义忠会签 Sign off：赵耀鹏、刘建峰、张肇明、莫卫东、覃庆泽、卜宏沾、马心勇、宫伟健批准 Approved by：王建荣上汽通用五菱汽车股份有限公司青岛分公司支持性管理文件SGMW-QD Supporting Management Document问题解决流程Problem Solving Criteria SD/SGMW-QD 03.03-2007（0/B） 编制和适用范围本文件由质量部负责编制，确定质量问题解决职责，建立公司质量问题解决标准流程，为质量问题的解决与产品质量改进提供支持，适用于公司所有部门。2 术语2.1质量7钻-推动质量问题解决标准的7步法。这些步法可验证操作过程、工具、零件，按照图纸检查零件，决定是否需要工艺更改，产品更改以及寻求公司资源作为复杂问题的处理。2.2 现场行动响应团队由质量部QE牵头，车间ME、采购及供应链管理部SQE、技术工程ME、PE组成的现场质量问题响应多功能团队。2.3 质量信息处理卡（Info-card）-以质量7钻为基础的标准化质量问题解决信息单2.4 SOP正式生产2.5 PAA生产措施授权程序 2.6 CPIP-现行产品质量改进2.7 EWO-产品工程工作指令2.8 PRR-质量问题报告与解决2.9 PCR-问题交流报告2.10 SIL-单一问题清单3 职责3.1问题发现的区域负责现场质量问题报警。生产车间负责前3钻阶段的确认，质量问题在线抑制，及对问题解决措施实施后的在线跟踪验证。3.2采购及供应链管理部负责在第4钻阶段对供应商质量确认，实施零部件质量问题在线抑制，对供应商问题发布PRR及供应商质量改进跟踪验证。3.3质量部负责现场行动响应团队的组织，第5A钻阶段问题过滤，质量问题的管理；组织公司资源对7钻 阶段极端复杂问题的解决；组织现行产品质量的改进（CPIP）；接收总公司反馈的售后质量信息；拥有质量问题责任判定的裁决权。3.4技术工程部负责在第5B钻阶段工艺工程更改；第1 Complement and Range Complement by Quality Department ,confirm responsibilities of quality problem and establish company quality problem criteria to support solving quality problem and product quality improvement. Applying for all sections.2 Glossary 2.1 7 Diamond Quality Issue Solving Criteria. These issues can certificate operate process implement part, examine part according to blue print to decide weather to alter technology product, and seek company resource as complex problem to dispose.2.2 Scene respond group-taken the lead by quality section is a multifunction respond group including of shopslogistic sectiontechnology &engineeringPE.2.3 Info-card-problem solving information bill based on 7 diamond quality issue.2.4 SOP-Start of Production 2.5 PAA-Product Action Authorization2.6 CPIP-Current Product Improvement Process 2.7 EWOEngineering Work Order 2.8 PRRProblem Reporting and Resolution 2.9 PCRproblem communication report.2.10 SILSingle Issue List3 Responsibility 3.1 The section where the problem happened is the charge of problem alarm. Manufacture shop is in charge of first 3 diamond, quality problem control online and tracking after resolving. 3.2 Purchasing and Supply Chain Management Department is in charge of the fourth diamond step certificate for suppliers, parts quality problem control on line ,distributing PRR to suppliers and tracking improvement result.3.3 Quality Department is in charge of organizing scene respond group ,the fifth diamond problem examining and quality problem management; organizing company resource to resolve the extremely complex problems; organizing current product quality improvement; receiving GSMW feed-back information after sale; adjudge quality responsibility.3.4Technoloogy & Engineering Department is in上汽通用五菱汽车股份有限公司青岛分公司 2007-03-05 发布 2007-03-06 实施SAIC GM Wuling Automobile Co.,Ltd Qingdao Branch Issued on Mar 05,2007 Implemented on Mar 06,2007SD/SGMW-QD 03.03-2007（0/B）6钻 阶段的问题及时向总公司TDC反馈。3.5制造部负责批量不合格产品的返修组织工作，负责对生产车间第2钻问题设备维修解决的支持；生产车间负责SOP之后设备、工装的日常维护，PM、工装、设备点检，第5B钻阶段工艺工装的调整及工艺工程更改后的工装设备变更的实施。3.6其它部门对问题解决提供资源支持。4 工作程序4.1质量问题来源4.1.1内部：生产线、质量确认站、坏路试验、AUDIT、GCA。4.1.2外部：用户反馈、“三包”信息（总公司反馈）。4.2制造过程分析4.2.1生产车间的工段长、ME、质量工程师得到质量问题报警信息，需立即开展前3钻的调查工作。问题的正式通知为Info-card或PCR，口头或电子形式的交流也可启用该流程。按照前3钻流程找到问题产生的工位，进行分析。4.2.2第1钻：辨认质量缺陷的第一步，确认可能产生问题工位上的操作者是否应用了正确的操作过程（如果找不到问题根源,问题升级到第2钻）。4.2.3第2钻：确认可能产生问题工位上的操作者使用的工具是否正确，其功能是否正常，使用方法是否恰当（如果找不到问题根源, 问题升级到第3钻）。4.2.4 第3钻:确认可能产生问题工位上的操作者是否使用了正确的零件。4.2.5生产车间的工段长、ME、质量工程师需要解决所有发现的前3钻质量问题，并对问题解决的结果进行监控，以确保前3钻问题真正被解决。4.2.6生产车间的工段长、ME、质量工程师开展前3钻的调查工作的结果，记录在Info-card上。4.2.7当问题是由第2钻原因引起，生产车间ME负责问题的解决；如果属于设备维修问题，制造部给予技术支持和外包业务支持。4.2.8当问题是由上工序车间产生，发现问题的生产车间工段长、ME、质量工程师应立即将问题反馈到上工序车间的工段长、ME、质量工程师；上工序车间的工段长、ME、质量工程师，按照4.2.2-4.2.6步骤进行解决，并将调查的信息反馈给发现问题区域的工段长、ME、质量工程师。charge of the fifth B diamond technology and engineering alter; the sixth diamond problem and feed back to GSMW TDC.3.5 Manufacture Department is in charge of package of disqualification redoing organizing and support the second diamond equipment problem solving; production shops are in charge of equipmentfrock daily maintenance, PMfrockequipment examination; the fifth B diamond technology discharge and engineering operation after alteration.3.6 Other sections offer resource support on problem resolving.4 Work procedure 4.1 Quality problem source 4.1.1Interior: production linequality verification station AUDITGCA.4.1.2Exterier: client feedbackGSMW feed back.4.2Manufacture process analysis 4.2.1 When getting the problem alarm, manufacture shop group leaderMEquality engineer should investigate the first third diamonds immediately. The communication whose formal information are Info-card PCR, oralelectric can also start this process. And according to the first third diamonds to find the problem section and analysis.4.2.2 The first diamond: The first step of identification quality limitation to identify the possible problem section whether to operate process correctly.4.2.3The second diamond: Identify whether the complement the operator used the functionplay correctly.4.2.4The third diamond: Identify the operation whether to use correct parts.4.2.5 The shop group leader MEquality engineer need find the first diamond quality problem and supervise to insure problem resolved correctly.4.2.6 The first diamond investigation result should be recorded on Info-card.4.2.7Production shops are in charge of problems because of the second diamond; Manufacture section offers technology and outsource support when the problem because of equipment maintenance problems.4.2.8 When the problem happened in up technology shop, the group leader MEquality engineer who found problems should feedback to the group leader MEquality engineer in up technology shops who should resolve according to 4.2.2-4.2.6,and feed the information back to the group leader MEquality engineer.4.2.9 The group leader MEquality engineer in production shops should investigate the first diamonds in two hours. Shop directors and Manufacture shop manager should offer support if encountering the first diamonds quality question. SD/SGMW-QD 03.03-2007（0/B）4.2.9生产车间的工段长、ME、质量工程师，应在问题发现的2个小时内完成前3钻质量调查，在前3钻质量问题解决遇到困难，可依次上升到车间主任、制造部经理进行支持，调动资源，协调解决。4.3过程问题抑制4.3.1生产车间的工段长、ME、质量工程师得到质量问题报警信息，在进行问题分析同时，进行在线问题抑制。生产车间的工段长、ME、质量工程师可安排在离问题最近的位置开始返修，这个位置可能是产生问题的工位的下一个工位。生产车间的工段长、ME、质量工程师从问题产生的工位开始沿着生产线往下工序依次检查，直至至少连续10台车没有发现缺陷。在给质量部的Info-card或PCR中需提供车辆数量（VIN码或车辆序列号）。当问题被确定为不是由于前3钻相关的活动造成的或在调查前3钻时发现该问题为A类或B类（三次以上）零件质量问题，生产车间的工段长、ME、质量工程师要立即通知现场行动响应团队。现场行动响应团队依据生产车间收集的前3钻数据进行问题抑制，包括：零件挑选，需要时在获得技术工程PAA后对零件进行筛选，对不合格产品进行返工、通知供应商和/或写PRR等。4.3.2如果出现批量不合格产品，由制造部负责组织返修4.4质量工程师分析4.4.1当生产车间的工段长、ME、质量工程师确定问题不是由前3钻相关的活动造成的，寻求现场行动响应团队支持，现场行动响应团队依据车间ME提供的前3钻分析数据进行确认，12小时内作出回复。如果车间制造过程前3钻存在问题，则现场行动响应团队通知车间ME 进行过程改进。（如果找不到问题根源, 问题升级到第4钻）4.4.2第4钻阶段：采购及供应链管理部SQE确认供应商提供的零件是否符合标准，零件质量是否达到预期质量标准。4.4.3 采购及供应链管理部SQE分析数据如果显示供应商零件质量存在问题，则SQE发布PRR，PRR在24小时内回复，并与供应商一起进行质量改进。如果现场行动响应团队认为供应商需要进一步提高，他们也会向SQE提出建议。4.3 Process problem control4.3.1When group leader MEquality engineer in production shop get the quality problem information, should control online while analysis. Group leader MEquality engineer should rework from the nearest place which may be the next section. Group leader MEquality engineer should investigate in turn from the section where the problem happened until continuous 10 units without limitations.Info-cardPCR offered to Quality Department need supply vehicle quantity. If the problems are affirmed not because of related with first three diamonds or AB kinds (over three times) parts problem, group leader MEquality engineer should inform responsiveness team immediately. Responsiveness team perform problem control according to first three diamonds collected by product shops, including parts sorting, filter parts when it needed after getting technology & engineer Department, rework disqualification and informing suppliers.4.3.2Manufacture Department is in charge of organizing reworking if there exists batch of disqualification. 4.4Quality engineer analysis4.4.1When problems found are not because of the first three diamonds actions, group leader MEquality engineer should quest responsiveness team who affirm and respond in 24 hours according to first three diamonds analysis data. If there are first three diamonds problems in production shop process, responsiveness team should conform shops ME performing process modification(If can not find the root,the problem should lift the fourth diamond).4.4.2The fourth diamond: Purchasing and Supply Chain Management Department SQE affirm supplied parts whether answer the standard and quality whether answer anticipation quality.4.4.3If Purchasing and Supply Chain Management Department SQE analysis data show there are supplied parts quality problem, SQE should release PRR who should response in 24 hours and perform quality modification together with suppliers. If responsiveness team consider suppliers need improve, they should give advance to SQE. SD/SGMW-QD 03.03-2007（0/B）4.4.4采购及供应链管理部SQE与供应商解决问题时间：7个工作日内完成问题根本原因分析，15个工作日内完成纠正行动。4.5工艺、产品工程更改分析4.5.1现场行动响应团队，对进入第5A钻问题分析过滤，确定是否进入下一阶段，质量部质量工程师遵照问题解决进展情况通过使用SIL推进第5B钻、第6钻和第7钻的实施。4.5.2问题升级到第5B钻阶段，生产车间ME确认工艺工装的调整能否解决问题；技术工程部ME通过分析前4钻收集的数据对工艺工程进行检查，根据分析结果，确认改变工艺能否解决问题，包括工艺更改、断点控制。必要时，通过现场行动响应团队来进行协调和决定。4.5.3当问题确认为5B钻工艺问题，解决问题时间：短期措施:应在24小时内反馈，长期措施：应15工作日内反馈。生产车间ME、技术工程部ME在第5B钻质量问题解决遇到困难，可分别上升到车间经理、技术工程经理进行支持，调动资源，协调解决。4.5.4第6钻阶段：技术工程部PE通过分析前5钻收集的数据，向总公司TDC反馈，由总公司确定是否改变零件设计。 4.5.5当问题确认为6钻设计问题，总公司TDC进行 设计变更即EWO。在EWO未实施之前，技术工程部PE可根据具体情况下发PAA。4.6复杂问题4.6.1 在运用前6钻程序对问题分析、研究、确认后，如果问题仍然得不到解决，问题升级到第7钻，质量部QE寻求公司资源进行解决。4.6.2质量部经理定期向质量管理者代表进行质量问题解决状态回顾，组织现行产品质量改进（CPIP）4.7 七钻质量问题解决流程4.7.1七钻质量问题解决流程见附件1。4.4.4 Purchasing and Supply Chain Management Department SQE and suppliers solving time limit : ultimate reason analysis in 7 working days, modification in 15 working days.4.5Technology,product engineer modification analysis 4.5.1Responsiveness team is in charge of filtering the 5A diamond problem to decide whether enter the next phase. Quality Department engineer advance 5B,6,7 diamond performance according to solving context through SIL.4.5.2When problem lift in 5B diamond, product shop ME affirm the adjustment for technology whether can solve problem. Technology &engineer Department ME examine according to the first four diamonds collected data to affirm the technology whether can solve problems including technology modification and control. Together with responsiveness team to correspond and decide when it needed.4.5.3When the problem was affirmed 5B technology problem, the time limit: short term measure: feedback in 24 hours, long term measure: feedback in 15 working days. Product shop and technology &engineer Department ME can quest support from shop manager, technology& engineer Department manager when encountering difficulties. 4.5.4 The sixth diamond: Technology& engineer Department PE feedback to SGMW TDC through the first five diamonds collected data, who decide whether alter parts design.4.5.5SGMW TDC perform design alter(EWO) after the problem was affirmed the sixth diamond design problem, before which Technology& engineer Department can distribute PAA depend. 4.6Complex problem4.6.1If the problem can not be solved after