QRCI-training-普及版-中英文ppt课件

1、Introduction to QRCI -质量问题的快速反应,2,Agenda目录,Requirements for a performing problem solving解决问题的必要条件 Introduction to QRCI / QRCI 介绍 QRCI Behaviors / QRCI 行动 QRCI Tools / QRCI 工具 QRCI Organization / QRCI 组织 How to deploy ? 怎样开展,Requirements for a performing problem solving解决问题的必要条件,4,Brainstorming 头脑风暴,

2、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,2. Introduction to QRCIQRCI介绍,2 Examples 两个例子 History 历史 Definition 定义,6,2 different approaches to tackle an

3、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,7,History 历史,Invented by Nissan in the 90s 90年代由尼桑公司创造 1. Real-time data collec

4、tion, 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 managements ro

5、le: coaching and monitoring 关注于管理层的作用：培训和监控 Focus on standards 注重标准 Also adopted by Renault, PSA, Philips也被雷诺、标致雪铁龙、飞利浦等公司采用,Decision to launch QRQC at Faurecia worldwild from 2005 决定在佛吉亚启动QRQCFrom QRQC to QRCI, Quick Response Continuous Improvement 将QRQC 改为QRCI,8,QRCI IS NOT a new quality tool 不是一个

6、新的质量工具,QRCI in brief QRCI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,3. Behaviors行动,6 Key Points 6个关键点 Standards 标准 A daily check-list

7、 日常检查清单,10,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

8、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,11,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

9、 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,12,A daily check-lis

10、t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,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,14,2 simple paper boards纸板的两个样板,By supervisor, With Gap leader And operators 工段长和GAP组长

11、 及操作工使用,By UAP Mgr, With supervisor and GL 生产部经理和工段长 及GAP组长使用,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,15,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 wit

12、h Priorities ! 从最重要的开始,16,LINE /GAP QRCI,Line QRCI : Paperboard 生产线QRCI：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,From the original paperboard evolved to new version format for

13、operator more easy to fill in,17,8D 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,18,FICS : Factor Investigation and Compliance to Standard and

14、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 dat

15、a 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 pa

16、rts 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,5. Organization组织,Principle原则 Gap / L

17、ine QRQC GAP/生产线QRQC UAP QRQC 生产部QRQC,20,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,21,Line QRCI Review 生产线QRCI回顾 At every s

18、hift-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 QRCI 生产线的QRCI 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 QR

19、CI 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 QRCI Review UAP QRCI回顾 Weekly 每周 Leader: UAP manager UAP经理领导 Coach: Plant manager 工厂经理指导 Participants: Te

20、am一个团队参加,QRCI organization QRCI组织结构,QRCI for problem solving 针对问题解决的QRCI QRCI reviews QRCI回顾 to monitor 监督 to coach 指导 to support 支持,22,Line QRCI 生产线QRCI,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

21、板子上,QRCI Review QRCI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,23,If recurrence 如果问题重复发生, If complex problem (r

22、oot 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 QRCI 那么就开始进行生产部的QRCI,UAP QRCI 生产部QRCI,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,6. How to Deploy怎样展开 ,25,Key Success Factors 成功的关键要素,Involvement of Management at each level：BG, Divisio