QRQC Training for APO Suppliers(Valeo).ppt

January2003 0 QRQC PDCAFTATrainingforSuppliers WELCOME GROWINGTOGETHERGROWINGTOGETHER GROWINGTOGETHER January2003 1 Agenda 8h30 9h30Introduction Greeting Expectations 9h30 11hQRQCpresentation11h 12hGemba QRQContheshopfloor 12h 13hLunch13h 13h30QRQCVideos13h30 14h30Conclusion14h45 17h00PDCAFTApresentation17h00 17h30Overallconclusion January2003 2 PresentationofParticipantsNameofyourEnterpriseYourNameYourfunction Please remember QRQCTrainingforSuppliers QRQCQuickResponseQualityControlTrainingforSuppliers January2003 4 WhyValeoisrequestingSuppliersparticipation ValeoisdeployingaCultureChangeinallSitesworldwideputtingalotofmeansandresourcestoimproveThischangeisdrivenbyaTop DowneducationprogramfromTopManagementtoallourteamsInthisscope Suppliersaspartnersarekeyactorsinourproductionchainandtheyareobviouslyincludedinthisapproach QRQCTrainingforSuppliers January2003 5 LeadQRQCmeetingsimprovingreactivityFacilitatethedeploymentofthisculturechangeinternallyandrequestValeocoachingBemorelogicaltosolveproblemsTrainyourteamstoapplythesameprinciples QRQCTrainingforSuppliers Afterthissessionparticipantsshouldbeableto January2003 6 Successfactorsofthistraining Ifyoudon tunderstandsomething pleasedon thesitatetorequestcomplementaryexplanationsParticipationisopentoallpeople pleasebeactive shareyourexperiencesOpenyourmindandchangeyourthinkingway THISISTHEWAYOFSUCCESFUL QRQCTrainingforSuppliers January2003 7 Outputexpected UnderstandwhatisQRQC理解什么是QRQC HowtodoQRQCinLineandinProduction 如何在生产线上和生产中运用QRQC DefineOnJobTraining OJT programforSuppliersTopManagement为供应商的高层管理部门定义在职培训 HowtocapitalizefromQRQC 如何从QRQC中受益 January2003 8 Outputexpected UnderstandwhatisQRQC理解什么是QRQC WhyQRQCisrequiredfromSuppliers 为什么供应商需要QRQCKeyword Whatdidyouimproveyesterday 昨天你们改进了什么Concept QRQCmustbeputinplacetoimprovereactivity QuickResponseandefficiencyofPDCA s Itshouldbealwaysdone basedonSanGenShugi为了改善现状 快速反应 和PDCA的效果 QRQC必须运用 必须基于 三现主义 January2003 9 SANGENSHUGI Sanmeans 3 Genmeans real or actual Shugimeans ideology San是3 Gen是 真实的 或 实际的 Shugi是 思想 主义 SanGenShugi三现主义1 RealPlace Gen ba onshopfloor在车间真实的地方 Gen ba 2 RealParts Gen butsu withrealbadparts不合格品实物 Gen butsu 3 Reality Gen jitsu withdata实际数据 Gen jitsu January2003 10 Genbaisaveryactiveperson Sincehewasyounghismotherthoughthewasverycurious Lively it shardforhimtoremainseatedathisdeskandwhensomebodytellshimaboutaproblem herunstotheplacewhereitishappening searchingandobservingallrealenvironmentfactorsthatmaybecontributingtoit Whathelikesmostisleavinghisdesk goingtotheproblemplace evaluatingallthefactorsusinghislegsandhiseyes Genba是三兄弟的老大 他从小就是好动而充满好奇心的孩子 一旦有人告诉他什么新鲜事 他一定会马上离开座位 跑到现场靠双腿和双眼四处观察 评估各种因素对事情的影响 Genba Genba Therealplace whereithappens whenit shappeningGenba 现场 问题发生时 及时赶到现场 genba January2003 11 genbutsu Whensomebodygiveshimthepart OK heanalyzes disassembles tests assemblesagainandtestseverythingagain Forhimit sessentialtohavethegoodandbadpartsinhishands touchthemandunderstandwhatthecustomerthinksinordertohelppeopletosolvetheproblem Genbutsu是老二 如果没有经过亲自核实 他从不轻信任何事 如果有人要他处理零件的问题 他总是要求拿到确实的零件亲自查看 Genbutsu Genbutsudoesn tbelieveanyinformationwithoutcheckingit He sthemiddlebrotherandhe salwayssuspiciousabouteverything Hemustseeandtouchtheparttobelieveit Whensomebodywantshimtoseetheproblemhealwaysasks Iwanttoseetherealpart otherwisehedoesn tevenstarttalkingandrefusestocontinue 否则他拒绝做任何论断 一旦有人给他一个零件 他一定会亲自分析 测试 拆开再组装 他要亲手摆弄合格的和不合格的零件 考虑顾客的想法从而着手解决问题 Genbutsu RealgoodandbadpartsGenbutsu 现物 合格的与不合格的都要得到 January2003 12 genjitsu Genjitsuisaverymethodicalperson Theyoungestbrother hewasalwaysverycleverandhelikestoplaywithnumbersandtowrite Heusedtoenjoydrawinglinesandcolumnsandhismotherfoundoutthatthesedrawingsweregraphs Genjitsu ForGenjitsu it simportanttoknowwheretheproblemis howandwhenithappenedandifitispossibletoanticipatewhenitwillhappenagain Actinglikethisit spossibletosolveanything tomakeanychangeandtoavoidthereoccurrenceofanyproblem Genjitsu RealdataGenjitsu 现实 得到真实的数据 Ifthereisaproblemtobesolvedhestartssearchingfordata recoveringregisters graphsandreports makingtestsagain Idon twanttoGUESS IwanttobeSURE Genjitsu是三兄弟里最小的 他相信通过计算得到的数据 他从小就喜欢画些条条框框 他妈妈惊奇地发现他原来是在学习画图表 一旦有问题发生 他总是收集数据 查看记录 重新测试 绘制图表 报告 他总是说 我不去猜测 我要确切的结果 他尝试弄明白问题怎么会发生 什么时候发生 是否可以预期下一次再发生 他尝试各种方法 避免问题再次发生 January2003 13 BeforetalkingQRQC Let sbeawareofoursituationandweaknessesLet schangeourthinkingway UnderstandQRQC THISISHOWWECANSUCCEED January2003 14 ThierryMorincommented On01 02 QualityisoneofthebiggestweaknessesofourCompany On07 02 WewillchangeourCulture basedonSanGenShugi On10 02 EverysiteneedstoapplyQRQCandSanGenShugi WENEEDTOUSEQRQC UnderstandQRQC January2003 15 Strategy ManagementSkill Structure QualityControlandSystem System PostMortemAnalysis Reactivity Depthanalysis Valeo sVoice Analysis Recurrenceofincidents UnderstandQRQCQuickResponseQualityControl FTA FactorsTreeAnalysis January2003 16 QRQCisnotatool system itisaQualityCulturethatwillbeappliedineveryarea Industry Projects Suppliers QRQC不是一个工具 体系 它是一个在每个领域 工厂 项目 供应商 都可以运用的质量文化 UnderstandQRQC January2003 17 ISHIKAWA 5Whys FTA RedBoxControl Management PDCA QRQC 5Whys SanGenShugi GROUND UnderstandQRQC SuppliersManagement January2003 18 Applying Genjitsu meansbeingrealistic notidealistic Genba meansgoingoutontheshopfloortodiscovertherealrootcausesofproblems And Genbutsu referstorealparts andthewayofdealingwithnon conformance Oneofourfirstprioritiesshouldbe redbox control thatistosayfocusingondefectiveorrejectedpartstofindtherootcauseandseewhatworksandwhatdoesn t Wemustusenon conformancepartstolearnhowtoimproveandachieveTotalQuality 我们最主要的事情是 红盒子 就是说集中于缺陷或不合格品 找到根原因并看什么能起作用 什么不能 我们必须通过了解不合格品来学习到如何提高和达到全面质量 Ihaveonlytwomethodologies myeyesandmylegs TheseareallIneedtosee tojudge toconsider todecide Thisisthebasisof SanGenShugi 我只有 个方法 我的眼睛和我的双腿 有许多我所需要看的 要判断的 要考虑的 要决定的 这是 三现主义 的基础 KazuoKawashima ValeoGroupQualityDirectorValeoInfo June 2002 UnderstandQRQC January2003 19 Continuousimprovementbutstilloneincident day plant UnderstandQRQC January2003 20 Suppliersrootcausesrepresent19 ofCustomerClaims UnderstandQRQC CustomerClaims SuppliersC1Incidents January2003 21 Outputexpected HowtodoQRQCinLineandinProduction 如何在生产线上和生产中运用QRQCApplyeverydayQRQCprinciples每天应用QRQC原则Keywords RedBox AutoQualityMatrix AQM 红盒子 质量自控矩阵Concept Dailyactionandtraining OnJobtraining每天的行动和培训 在职培训 January2003 22 APPLAUDE同意ORREQUESTMOREDATA要更多数据APPROVE批准 LISTENANDUNDERSTAND听并理解COACHUSING用三现主义学习SANGENSHUGI HowtodoQRQC EDUCATE EDUCATE EDUCATE THISISDAILYONJOBTRAINING OJT January2003 23 HowtodoQRQCinLine QRQCLinemakesACTIONStosolveproblemsimmediately现场QRQC立即采取行动解决问题 HowtodoQRQCinLine Whoattends 谁参加SupervisorandTeamLeader主管和领班WITHOperatorsandtransversalfunctionsinvolved工人和相关人员参与What 什么Treatproblemsoftheline解决生产线上的问题When 什么时候Eachtimeaproblemhappensontheline afterstoppingthelineorattheendofeachshift每次在线上发生问题 停止生产线或在每班之后 Extended5mnmeetingstomakelessonslearnoftheday在5分钟会议上总结教训How 如何Usingasimplepaperboardneartheline QuickResponseActionPlanboard 靠近生产线的地方用个写字板 快速反应计划板 Whatistheproblem Whatistherootcause WhatisCounterMeasure WhatisExpectation Responsible Date 什么问题 根原因是什么 什么临时的措施 什么是希望的责任人 完成时间 January2003 25 HowtodoQRQCinLine Useasimplepaperboard neartheline Itisfilledbyhandbyteamleaderorsupervisor withoperators在生产现场用一个简单的书写板 小组组长或主管和操作工一起手写 HowtodoQRQCinProduction ProductionQRQCASSIGNSactionsformainproblemsthatarenotsolvedatlinelevel inpresenceofmanagement生产中的QRQC对于在生产线未解决的主要问题进行任务分配 HowtodoQRQCinProduction Whoattends 谁参加APUManagerandAPUQuality工段长和工段质保PlantManager QualityManager forCustomerClaims厂长和质量经理Supervisors主管Method Maintenance工艺 维修Othersasrequired SQA Project Logistics 其他人 如需要 SQA 项目 物流 Contents 内容Reviewimpactofyesterday sactions审查昨天的行动的影响Review3mostimportantproblemsoftheProduction ChoicedonebyProductionManager Importanceisbasedoncriticity complexity recurrenceandquantityofparts 审查生产中 个最主要的问题 生产部经理的决定 根据严重度 复杂度 频度和产品的数量 When 什么时候Everyday每天How 如何做Usingpresentationboardswithfollowinginformation 用带有以下数据的信息板Actionrules行动规则QualityconsolidatedresultsofAPU工段上质量巩固的数据ResultssplitbyAPU s foreachAPU haveeverydayresultofthemonth andmonthlyresults工段的数据 每个工段的日报 月报 Assignmentsheetsfor3mainconcerns 个最主要问题的任务分配表Answersto3concerns 个主要问题的回答Confirmationsystemandknowledgesharing确认系统和知识的共享 Checktime 30 HowtodoQRQCinProduction RulesthatexplaintheorganizationofAPUQRQC Havedefectivepartsavailable PPMDataAPPMDataB PPMDataAPPMDataB PPMDataAPPMDataB PPMDataAPPMDataB PPMDataAPPMDataB Line1 OK Productionsection Line3 OK Line2 OK Line4 NOK Pbm1 Pbm3 Pbm2 ConsolidateddataofAPUbyshiftDataA datapermonthDataB Dataperdayofmonth ConsolidateddataoflinebyshiftDataA datapermonthDataB Dataperdayofmonth Problem Answerwithassignementsheet GeneralizationCapitalization January2003 29 APUQUALITYSELECTSISSUESANDREGISTERTHEMPRIORTOQRQC A SAFETYISSUESB CUSTOMERCOMPLAINTSC LOSSOFCOMMERCIALVALUED OTHER A SAFETYISSUES ACTUALORRISKOF 1HUMANBEINGDOMMAGE2VEHICULEDOMMAGE B CUSTOMERISSUES ACTUALORRISKOF 1OFFICIALCUSTOMERCOMPLAINTORRESIDENTALERT2LINERETURN 3WARRANTYRETURN C LOSSOFCOMMERCIALVALUEPARETOOFINTERNALPROBLEMS RANKEDBYCOSTADDONLYIFLESSTHAN3OPENASSIGNMENT FILL UPCRITICITYLEVEL HowtouseAssignmentsheet January2003 30 BEASACCURATEASTRACEABILITYALLOWSIT 1 2 3MUSTBEFILLEDAFTERDISCUSSINGWITHOPERATORS INSERTDRAWINGORPICTURE IFPICTUREREALLYSHOWSSOMETHING PROPOSEASSIGNMENT APUQUALITYSIGNS HowtouseAssignmentsheet PROPOSEMAXDATEFORANSWER January2003 31 APUMGRAPPROVAL APUQUALITYPRESENTSASSIGNMENTTOQRQCMEMBERS MIGHTASSISTPLANTMGRPLANTQAMGRPURCHASINGMGRPROJECTMGRLOGISTICS MUSTASSIST APUMGRAPUQUALITYSUPERVISORMETHODMAINTENANCE THEPROPOSEDACTIONCANBEIMPROVEDINQRQCUSINGEVRYBODY SKNOWLEDGE HowtouseAssignmentsheet January2003 32 PROVIDEDETAILEDCONCEPTOFCORRECTIVEACTION PROPOSEIMPLEMENTATIONDATE HowtouseAssignmentsheet TECHMGRANALYZEANDPROVIDEROOTCAUSEAFTERDISCUSSIONWITHOPERATORS INSERTDRAWINGORPICTURE IFPICTUREREALLYSHOWSSOMETHING January2003 33 HowtouseAssignmentsheet January2003 34 FILEISREFLECTINGTHECORRECTIVEACTIONANDISCOHERENT PROCESSISMODIFIEDPROPERLYONTHEFLOOR CLEARVISUALAID EQUIPMENTISMODIFIED OKorNG NOTGOOD ASSOONASPOSSIBLEAFTERIMPLEMENTATION MAX1WEEKAFTER VERIFICATIONBYAPUQUALITY HowtouseAssignmentsheet January2003 35 ONEMONTHAFTER REACTIFACTIONISNOTSOLVINGTHEISSUE HowtouseAssignmentsheet January2003 36 2 Definecontrolpoints 3 Verifythestandard technicalspecifications datawithtolerances etc 5 Comparetherealdataandmeasurementversusthestandard Ifthereisadifferencebetweentherealdataandstandard wemustconsiderthisasaPOTENTIALcausewhichwillbeanalyzedbyusingthe5Whys 1 DefinemaininfluentFactorsbasedon4M s Whytheproblemhappened 4 Checkrealvalueanddata basedonSanGenShugiprinciples HowtouseAssignmentsheet Reminder MainActivity FTA IdentifymostimportantfactorsrelatedtoproblemSearchforstandardMeasureorobserverealityNOIMAGINATION FACTS ExampleonShopfloor Let sgotoGen ba PlantQRQCObservationofQRQCexample Videos January2003 38 Outputexpected DefineOnJobTraining OJT programforSuppliersTopManagement为供应商的高层管理部门定义在职培训Whydoyouneedtodo OJT 为什么需要QRQCKeywords Relationships LearnfromGemba Applaud关系 从现场中学习 赞同Concept Motivation Promotion积极 促进 January2003 39 MakeOnJobTraining进行在岗培训 OnJobTraining OJT programforSuppliersTopManagement PromoteQRQCbyTopManagement Targetsare LearnfromGemba从现场学习 Applaudandrecognizeeffortsdone赞同并承认所作的 January2003 40 OJTprogramhastobeorganizedbySuppliersTopManagementwhoinformsteamleaders supervisorssomeweeksbeforeRulesare Everyday notnecessarilyinsameplant 1line1subject1Question Whatdidyouimproveyesterday UsepresentationmethodinthelineasSanGenShugiCulture PDCAwithFTA OnJobTraining OJT programforSuppliersTopManagement January2003 41 Outputexpected HowtocapitalizefromQRQC 如何从QRQC中受益ValeoExpectationsandnextsteps法雷奥期望和下步行动Keyword Commitment承诺Concept ApplicationofQRQCprinciplestoprocessValeoclaimsandrequestValeocoachingtoimprovetogether在Valeo过程出现异常时 运用QRQC 并且要求法雷奥培训 一起提高 January2003 42 HowtocapitalizefromQRQC Capitalizationisdonethrough PostMortemAnalysis throughrealOneProblemtofindoutcommonweakness事后分析 通过问题查处一般弱项FMEAshouldbeimprovedbyPDCAanalysis通过PDCA分析改善FMEAProductionQRQC fortransversalactivitieswithothernetworks Quality Production R D Purchasing Logistics etc 生产QRQC 相关部门的参与 质量 生产 研发 采购 物流等 TopmanagementInvolvement高层管理部门的参与 QRQCwillbedeployedinseveralsteps Weproposeadeploymentinallofyoursitesatthesametimetoensureaconsistentculturechange WhenStep1willbeeffectivelyachieved wewillcoachsupplierstoachieveStep2 up