SGMW 项目控制点行动计划的制定

1、1MASTER DOTACTION PLANDEVELOPMENT项目控制点行动计划项目控制点行动计划的制定的制定2QSB MASTER DOT ACTION PLAN FORMQSB项目控制点行动计划表项目控制点行动计划表3 MASTER DOTPROCESS项目控制点程序项目控制点程序14The Master Dot Process provides:项目控制点程序包括： a disciplined process to maintain project timing. 一个严格的保证项目按时完成的程序 for involvement of all management levels. 需

2、要所有管理层参与 visual management status for each element. 为每一个问题要素提供视觉管理形式 an early warning system to management. 为管理提供早期预警系统 a system to organize work. 是一个帮助协调工作的系统 highlights critical tasks. 突出重要的工作 assures follow up. 确保遵守执行 support to correct deviations. 支持合理的偏差 a structured approach to problem solving

3、. 用结构化的方式解决问题WHY USE THE MASTER DOT PROCESS?为什么使用项目控制点程序？为什么使用项目控制点程序？5 PLAN 计划计划DO 实施实施CHECK 检查检查ACTION 行动行动QSB WORKSHOP QSB工作团队工作团队6DEVELOPING THE MASTER DOT ACTION PLAN制定项目控制点行动计划制定项目控制点行动计划START:开始开始BY APPOINTING A MANAGEMENT LEVEL LEADER FOR THE MASTER DOT PROCESS. 为项目控制点程序指定一位管理层领导具体负责The lead

4、er (champion) will be responsible for teammeetings, accuracy of the Action Plan, communication with GM, and implementation of the QSB strategies.领导对团队会议，行动计划的正确性，与的沟通以及策略的实施负责，Meetings SHALL be held once per week minimum.团队会议至少一周一次There should be evidence of the meetings. 必须有会议记录Upper management sho

5、uld review the level of effectiveness of the meetings. 上层领导必须检查会议的有效性7DEVELOPING THE MASTER DOT ACTION PLAN制定控制点行动计划制定控制点行动计划START开始开始:WITH A TEAM APPROACH TO DEVELOP ACOMPREHENSIVE DETAILED PLAN.与团队一起制定详细的综合计划BY UNDERSTANDING THE CURRENT SITUATION.根据对当前状态的认识了解Review the To Do List, Action Items or

6、Suggestions each group presented. 回顾每个小组提出的工作清单、行动项目或者建议MEASURING EACH QSB REQUIREMENTS STATUS.衡量每一个QSB要求的现实状态Review the QSB presentation. 回顾有关QSB的发言8 Develop Master Dot Action Planto Implement QSB 确定实施确定实施QSB的的控制点行动计划控制点行动计划DO 实施实施CHECK 检查检查ACTION 行动行动QSB WORKSHOP9PLAN 计计 划划 Each item must be speci

7、fic and well-defined. 每一个条目都应该具体和明确 Each item should be an action (Use a verb to begin the description of each item). 每一条都应是一个行动（用动词开头来描述每一项） Assign one leader to each item. Include the leaders name; dont list a team.每一项确定一个负责人，写下名字，不要在此列出多个人名 Review all target completion dates with the action leade

8、rs and their teams.和行动负责人及其团队一起检查所有的计划完成日期 Prioritize action items by potential impact. 根据潜在影响，对行动项目区分优先级 Assign dates that allow time for implementation as well as time to test the action.确认实施所需的时间及检查工作的时间 Action items should include requirements for all significant manufacturing,assembly and suppo

9、rt areas. 行动项目应包括对所有重要生产、装配和支持区域的要求ACTION PLANS CANNOT BE CHANGED AFTER THEY HAVE BEEN APPROVED BY THE GM SQE. 行动计划一旦经过行动计划一旦经过GM SQE批准就不可以再改动。批准就不可以再改动。10SUPPLIER QUALITY SYSTEMS BASICS ACTION PLAN REPORT供应商质量体系基础行动计划报告供应商质量体系基础行动计划报告DO NOT CHANGE, MODIFY OR PERSONALIZE THE ACTION PLAN FORMAT. 不要修改

10、这份行动计划的格式不要修改这份行动计划的格式11PLAN 计划计划CONTINUED 连续的Master dot process includes making wall chart (poster) of Action Plan.Action Plan and associated documentation is posted in war room.控制点程序包括制作行动计划的挂图（布告）将行动计划和相关文档张贴在工作间Supplier should post action plan in appropriate areas to keep personnel informed of s

11、tatus.供应商应将行动计划公示在显著的区域，使所有员工都知道具体状态Leaders and team members should understand and be able to explainthe action items they are responsible for implementing.负责人和团队成员应该理解并能解释他们负责实施的行动项目Copies of Action Plans should be distributed to supplier CEO, Plant Manageror other upper management.行动计划应该抄送给供应商的CEO

12、（首席执行官），工厂经理或其他高层领导The computer file name must conform to GM procedure.电脑文件名应符合GM的要求 QSB DUNS# mmddyyQSB 002345670 02130312 Develop Master Dot Action Planto Implement QSB完善项目控制点完善项目控制点行动计划，实施行动计划，实施QSBImplement ActionPlan items实施行动计划项目实施行动计划项目CHECK 检查检查ACTION 行动行动QSB WORKSHOP QSB工作团队工作团队13DO 实实 施施Ac

13、tion Leaders implement the Action Items. 行动负责人负责实施行动计划Implementation includes:实施内容包括：实施内容包括： providing Standardized Work Instructions, inspection instructions and any other instructions as appropriate. 提供标准化工作指导书，检验指导书，和其他相关的指导说明 training all affected personnel. 对所有相关人员进行培训 updating PFMEA, Control P

14、lan and all other documentation. 更新PFMEA，控制计划和所有文件文档 performing audits to determine if the action has been institutionalized and is successful. 进行审核以判定这些行动是否已经制度化并有成效14 Evaluate regularlyfor timeliness定期评估状态定期评估状态 Develop Master Dot Action Planto Implement QSB完善项目控制点完善项目控制点行动计划，实施行动计划，实施QSBImplement

15、 ActionPlan items实施行动计划项目实施行动计划项目ACTION 行动行动QSB WORKSHOP QSB工作团队工作团队15CHECK 检检 查查Check each item on a regular basis to determine timeliness.定期检查每个条目以确定进展At a minimum a weekly team meeting shall review each action item and target completion date.至少每周一次，团队会议检查每个行动项目和目标完成日期Update Action Plan form with

16、correct status for eachaction item. If the status is the same, there is no changein the status column.用正确的状态表示方法对行动计划表中的各项行动项目进行更新。如果状态没有变化，就不必对状态栏进行修改Communicate any concerns to the GM SQE as soon as possible. If item is going to be late supplier should request relief prior to being late.有任何问题立即与GM

17、 SQE 联系。如果项目将发生延迟，供应商应该在延迟发生之前请求支援。(Changes to dates are discussed in the Act section of this presentation.)日期的变更将在这份说明的“行动”部分中讨论16 DOT COLOR CODES圆点颜色代号圆点颜色代号17DOT COLORCODES-No Dot: Task on Track-没有圆点：工作在跟踪进程中没有圆点：工作在跟踪进程中-Green Dot: Task complete.-绿色圆点：工作按计划完成绿色圆点：工作按计划完成- Yellow Dot: Task is at

18、RISK of missing target completion date.黄色圆点：工作存在不能按计划日期完成的风险黄色圆点：工作存在不能按计划日期完成的风险- Red Dot: Target date missed; may affect program timing.红色圆点：超过计划日期红色圆点：超过计划日期;可能影响整个项目的时间可能影响整个项目的时间- White Dot: Recovery plan in place and program timing is on track.白色圆点：适时的恢复计划，对整个行动计划进行跟踪白色圆点：适时的恢复计划，对整个行动计划进行跟踪-

19、Blue Dot: Past due task; not updated by the owner.蓝色圆点蓝色圆点：计划日期已到，负责人未更新状态计划日期已到，负责人未更新状态18SupplierABC INCStart Date: 02/13/03C. JonesLocationDetroit, MI.Rev. Date: 02/22/03248-857-0000/857-0001Duns1234567Grad Date: S. StoneCommodityMetalicProgram:GMPTPrepared by:B. SmithColor CodesGGreen - Task Com

20、pleted on TimeYYellow - Task May Be LateRRed - Task is LateWWhite - Task Re-Timed, No StatusBBlue - Task Status is Incorrect / Not UpdatedNo Color - Task on TrackTOTALTOTAL42ITEMACTION ITEMACTION LEADERDATE OPENEDTARGET CLOSE DATEACTUAL CLOSE DATE LAST UPDATECOUNTER MEASURES12345DEFINE SIGNIFICANT Q

21、UALITY CONCERN.K. SMITH02/13/0302/20/0302/19/0302/22/03GDEVELOP FAST RESPONSE FORMK. SMITH02/13/0302/23/0302/22/03YCOUNTERMEASURE REQUIREDTRAIN SUPERVISORS ON CONTAINMENT FORMJ. JONES02/13/0302/18/0302/22/0302/22/03RCOUNTERMEASURE REQUIREDTRAIN OPERATORS ON CONTAINMENT FORMJ. JONES02/13/0302/25/03SQ

22、ESQE Phone & Fax #: Manager: Group:Creativity Team:STATUSSTATUS HISTORY#Fast Response12Control Non-Conforming Product34RPN ReductionSUPPLIER QUALITY SYSTEMS BASICS ACTION PLAN REPORT供应商供应商QSB行动计划报告行动计划报告#3 IS LATE BUT COMPLETE: LEAVE RED OR COMPLETE COUNTER MEASURE AND ADD GREEN3号推迟但已完成：去掉红色或完成对

23、策标上绿色号推迟但已完成：去掉红色或完成对策标上绿色19SupplierABC INCStart Date: 02/13/03C. JonesLocationDetroit, MI.Rev. Date: 02/22/03248-857-0000/857-0001Duns1234567Grad Date: S. StoneCommodityMetalicProgram:GMPTPrepared by:B. SmithColor CodesGGreen - Task Completed on TimeYYellow - Task May Be LateRRed - Task is LateWWhi

24、te - Task Re-Timed, No StatusBBlue - Task Status is Incorrect / Not UpdatedNo Color - Task on TrackTOTALTOTAL42ITEMACTION ITEMACTION LEADERDATE OPENEDTARGET CLOSE DATEACTUAL CLOSE DATE LAST UPDATECOUNTER MEASURES12345DEFINE SIGNIFICANT QUALITY CONCERN.K. SMITH02/13/0302/20/0302/19/0302/22/03GDEVELOP

25、 FAST RESPONSE FORMK. SMITH02/13/0302/23/0302/22/03YCOUNTERMEASURE REQUIREDTRAIN SUPERVISORS ON CONTAINMENT FORMJ. JONES02/13/0302/18/0302/22/0302/22/03RGCOUNTERMEASURE REQUIREDTRAIN OPERATORS ON CONTAINMENT FORMJ. JONES02/13/0302/25/0334RPN ReductionFast Response12Control Non-Conforming ProductCrea

26、tivity Team:STATUSSTATUS HISTORY#SQESQE Phone & Fax #: Manager: Group:SUPPLIER QUALITY SYSTEMS BASICS ACTION PLAN REPORT供应商供应商QSB行动计划报告行动计划报告#3 IS LATE BUT COMPLETE: LEAVE RED OR COMPLETE COUNTER MEASURE AND ADD GREEN3号推迟但已完成：去掉红色或完成对策标上绿色号推迟但已完成：去掉红色或完成对策标上绿色20SupplierABC INCStart Date: 02/13/0

27、3C. JonesLocationDetroit, MI.Rev. Date: 02/27/03248-857-0000/857-0001Duns1234567Grad Date: S. StoneCommodityMetalicProgram:GMPTPrepared by:B. SmithColor CodesGGreen - Task Completed on TimeYYellow - Task May Be LateRRed - Task is LateWWhite - Task Re-Timed, No StatusBBlue - Task Status is Incorrect

28、/ Not UpdatedNo Color - Task on TrackTOTALTOTAL42ITEMACTION ITEMACTION LEADERDATE OPENEDTARGET CLOSE DATEACTUAL CLOSE DATE LAST UPDATECOUNTER MEASURES12345DEFINE SIGNIFICANT QUALITY CONCERN.K. SMITH02/13/0302/20/0302/19/0302/22/03GDEVELOP FAST RESPONSE FORMK. SMITH02/13/0302/23/0302/27/03YRCOUNTERME

29、ASURE REQUIREDTRAIN SUPERVISORS ON CONTAINMENT FORMJ. JONES02/13/0302/18/0302/22/0302/22/03RGCOUNTERMEASURE REQUIREDTRAIN OPERATORS ON CONTAINMENT FORMJ. JONES02/13/0302/25/03BCOUNTERMEASURE REQUIRED34RPN ReductionFast Response12Control Non-Conforming ProductCreativity Team:STATUSSTATUS HISTORY#SQES

30、QE Phone & Fax #: Manager: Group:SUPPLIER QUALITY SYSTEMS BASICS ACTION PLAN REPORT供应商供应商QSB行动计划报告行动计划报告#4 STATUS IS INCORRECT: EITHER COMPLETE THEREFORE GREEN OR LATE THEREFORE RED.4号状态不实：如果完成，标上绿色或推迟的话，标上红色号状态不实：如果完成，标上绿色或推迟的话，标上红色21SupplierABC INCStart Date: 02/13/03C. JonesLocationDetroit, M

31、I.Rev. Date: 03/02/03248-857-0000/857-0001Duns1234567Grad Date: S. StoneCommodityMetalicProgram:GMPTPrepared by:B. SmithColor CodesGGreen - Task Completed on TimeYYellow - Task May Be LateRRed - Task is LateWWhite - Task Re-Timed, No StatusBBlue - Task Status is Incorrect / Not UpdatedNo Color - Tas

32、k on TrackTOTALTOTAL42ITEMACTION ITEMACTION LEADERDATE OPENEDTARGET CLOSE DATEACTUAL CLOSE DATE LAST UPDATECOUNTER MEASURES12345DEFINE SIGNIFICANT QUALITY CONCERN.K. SMITH02/13/0302/20/0302/19/0302/22/03GDEVELOP FAST RESPONSE FORMK. SMITH02/13/0302/23/0303/02/03YRWCOUNTERMEASURE REQUIREDTRAIN SUPERV

33、ISORS ON CONTAINMENT FORMJ. JONES02/13/0302/18/0302/22/0302/22/03RGCOUNTERMEASURE REQUIREDTRAIN OPERATORS ON CONTAINMENT FORMJ. JONES02/13/0302/25/0303/02/03BRWCOUNTERMEASURE REQUIREDSQESQE Phone & Fax #: Manager: Group:Creativity Team:STATUSSTATUS HISTORY#Fast Response12Control Non-Conforming P

34、roduct34RPN ReductionSUPPLIER QUALITY SYSTEMS BASICS ACTION PLAN REPORT供应商供应商QSB行动计划报告行动计划报告22CHECK 检查检查CONTINUED 连续的Once an item is closed with a green status, no more statuschanges are added to that row.当一个项目以绿色状态关闭时，这一行就不再需要增加其它的变化状态Closed items stay on the Action Plan.关闭的项目仍然保留在这份行动计划中If there a

35、re no columns left in the row for status changes, delete thefirst status in the left cell. Then move all status colors one cell to the leftand enter the latest status in the right cell.如果状态更新栏的列用完，就将该行左边第一个状态删除然后将所有的状态颜色向左移一位，并且将新的状态填进右边的空格中Each week the updated Action Plan file name is changed to i

36、nclude the latest revision date.每周，更改最新的行动计划文件名称，包括最新的修改日期QSB DUNS# mmddyyQSB 002345670 021303QSB 002345670 02200323Change Plan orGet Back on Track改变计划或重新跟踪改变计划或重新跟踪Evaluate regularlyfor timeliness定期评估状态定期评估状态 Develop Master Dot Action Planto Implement QSB完善项目控制点完善项目控制点行动计划，实施行动计划，实施QSBImplement Act

37、ionPlan items实施行动计划项目实施行动计划项目QSB WORKSHOP QSB工作团队工作团队24ACT 行动行动Change plan or get back on track 更改计划或重新跟踪Find the ROOT CAUSE for each item that has missed a date or is in jeopardy of missing a date.找出未能按时完成或存在可能不按时完成的项目的根本原因Develop a PLAN to correct the situation. 制定一个计划来改正这种情形Update the counter mea

38、sure column with the root cause and new actions planned. 根据根本原因和新制定的行动措施，更新对策栏Changes to the plan MUST be approved by the GM SQE. The supplier cannot change the Action Plan withoutcustomer involvement 计划的变更必须经过GM SQE的同意。在没有客户参与的情况下，供应商不能改变行动计划REMEMBER: Changes to plan dates are not part ofthe proces

39、s: changes are a deviation fromthe process.记住：计划日期的改变不是程序的组成部分：改变是对程序的一种变差。记住：计划日期的改变不是程序的组成部分：改变是对程序的一种变差。25 PLAN计划计划DO实施实施CHECK检查检查Change Plan orGet Back on Track改变计划或重新跟踪改变计划或重新跟踪QSB WORKSHOPEach New ActionRequires a NewPlan新的行动要求新的计新的行动要求新的计划划26START CYCLE AGAIN开始新的循环开始新的循环EACH NEW ACTION REQUIR

40、ES A NEW PLAN. 每个新的行动要求相应的新计划。Add each new action to the plan and begin the cycle again.将新的行动添加到计划中，开始新的循环。Institutionalize Lessons Learned.将得到的经验制度化27SupplierThe Best Little Engine Co.Start Date: 05/13/02R. U. CommitedLocationKaizen, MI, USARev. Date: 07/25/02234-567-000Duns000555111Grad Date: I.M.

41、 BestCommodityMetallicProgram: GMPTPrepared by:R.U. EmpoweredReciprocatingColor CodesGGreen - Task Completed on TimeYYellow - Task May Be LateRRed - Task is LateWWhite - Task Re-Timed, No StatusBBlue - Task Status is Incorrect / Not UpdatedNo Color - Task on TrackTOTALTOTAL254ITEMACTION ITEMACTION L

42、EADERDATE OPENEDTARGET CLOSE DATEACTUAL CLOSE DATE LAST UPDATECOUNTER MEASURES 123456Post Charts in Lunch RoomLelej05/15/0207/15/0207/12/0207/12/02GNoneReview, define and implement process for PR&R PostingsMiller05/15/0207/18/0207/12/0207/12/02GNoneDefine area & post data regarding CS1 &

43、 ECS2Flowers05/15/0208/14/0206/14/0206/14/02GPrint & Post Perfommance & diagrams 3V04.Goodwin05/15/0208/16/0207/25/02Determine each operations cycle time in stationKitchen05/15/0208/16/0207/25/02Define path diagram & post at Oper.Yeager05/15/0208/16/0207/25/02Define procedure & estab

44、lish audit freq.Thomas05/15/0208/16/0207/25/02Identify tooling movement & post.Nyitray05/15/0207/19/0207/12/0207/17/02GNone6SQESQE Phone & Fax #: Manager: Group:Creativity Team:B. Standardized Work at each operationSTATUS4A. Metrics: Imformation Displayed (Method)STATUS HISTORY33412#1Best Of

45、 The Best 好中最好好中最好Supplier Action Plan 供应商行动计划供应商行动计划Title block complete and accurate.完成明细表，表完成明细表，表述准确述准确Status History Master Dot accurate.状态跟踪控制点状态跟踪控制点力求准确力求准确Action Items aredefined and concise.制定行动计划，要求简洁明了制定行动计划，要求简洁明了Updates are current and complete.更新应是当前的并已完成更新应是当前的并已完成A singleTeam Leader

46、is assigned.有每个团队的领导签名有每个团队的领导签名28RRed - Task is LateWWhite - Task Re-Timed, No StatusBBlue - Task Status is Incorrect / Not UpdatedOn Track (Bold Box/No Color)TOTALTOTAL100ITEMACTION ITEMACTIONLEADERDATE OPENEDTARGETCLOSE DATEACTUALCLOSEDATE LASTUPDATECOUNTER MEASURES12345Management Focus for Probl

47、emResolutionG1Implement cross functional teams todevelop cross functional teams?08/22/0104-01-0202/13/02WRWTeams to include machine operators andTeamLeaders. Develop a systematic approachusing the Shop floor Excellence Audit results from08/03/01 Re-timed 01/10/01, retimed again15/11/01. Resources ha

48、ve been cut back andneed to establish an action leader. Will re-evaluate resources Prevention Institutionalization2Develop a layered audit approachI. Dontknow10/24/0102/28/0202/13/02WRWReopened new Action Leader, retimed from11/15/01In-Process & Final Product3Rew ork analysis to be postedBenDele

49、gated01-10-0103/31/0202/13/02Employee communications board (data ispresently on 2 different programs Accessand Excel)4Implement and Evaluate effectiveness ofPart specific ManualsSharonTask, WitOthers08/15/0104-01-0202/13/02WRWRe-timed, Handed over to Eng Mgr (to bedetermined Flow Chart/FMEA & Co

50、ntrol Plantraining w ith all employees started 10/22/01).Resources cut, reallocation needed. Will re-evaluate resourcesError-Proofing Implementation andValidation ProcessQuality System6Evaluate priorities / cost for error proofingRonMarcellus09/27/012002-1-402/13/02RWThere are visual signals to let

51、operator know m/c ismalfunctioning (auto scrap at tymac system). Dueto cut backs, need to allocate resources. Will re-evaluate resources7Are procedures clear to check and verifyfunctioning of error-proofingRonMarcellus2001-1-102002-1-402/13/02RWCan verify error proofing by tracking tymac. NOTE:to be

52、 set upon completion of evaluation. Unable toallocate resources, at this time. Will re-evaluateresources8Are KPCs statistically tracked at theoperations that produce themJos Turcotte09/27/012002-1-402/13/02RWTo be tracked statistically by a runchart. Need toallocate resources. Will re-evaluate resou

53、rcesMANUFACTURING SECTIONStandardized Work at each operation9Is each operation diagrammed show ingthe operators path and w ork orderJos Turcotte09/27/0105/17/0202/13/02YWLayout for operations path or w ork order plan inplace for CAD layout. Maybe late due toconsolidation of Toronto parts, CAD work10

54、0% completed, retimed completion datefrom 01/31/02R560 Action PlanSupervisors to do Tymac checks tw ice ashift.R. Marcellus10/17/012002-1-402/13/02RWThis will help to inform the supervisors ifthere is any problems with the status ofthe machines and the part set-ups.Central monitoring system not workingat this present time. Will re-evaluateresourcesSTATUS15STATUS HISTORY#OldestMostRecentWorst Of The Worst 差中最差差中最差Suppli