BIQ-Refresh-Training-Material铸就质量培训课件

1、Caterpillar Confidential: GreenLean Principles精益原理 - - 过程能力的基础企业流程的共同原则Built In Quality铸就质量ManpowerUtilization人力资源优化利用Capital Utilization资产优化利用Right Part, Right Time正确零件，正确时间Shorten Lead Time缩短交期精益生产五原则BIQ制造-出-质量是第一步并且是在整个贯彻过程中都会持续的一个原则，是精益生产的基础Caterpillar Confidential: GreenLean各阶段过程能力分析精益原则关键问题?3.

2、 Shorten Lead Time 缩短交货期Right Part, Right Time 正确的零件，正确的时间Built In Quality 制造-出-质量5. Manpower Utilization 人力资源优化利用4. Capital Utilization 资产优化利用交货期能否满足客户需求 ?交货期是否有竞争优势?过程负责人是否按照客户需求在正确的时间输送正确的产品，正确的信息？你能阻止所有过程中的缺陷吗 ?现在的文化是不是“赶紧做，集中返工” ?能否改进有问题的过程和行为?“停止缺陷，修理流程.”第一优先级第二优先级我们是否优化库存 ?是否充分有效利用当前产能?是否充分有效

3、使用当前的人力?What is “Built in Quality”? 什么是“铸就质量”STOP the flow of defects and rework Contain defects within the process group that created them 使缺陷和返工在其产生的流程组里即被停止InputProcessOutputProcessOutput Output / InputProcess Group AProcess Group BEnd结束Customer客户Goal: Process produces Zero DefectsMy area我的区域Thei

4、r areaQuality Problem Solving质量问题解决Two Concepts两个概念Concept 1. Water (process) becomes a lake 概念1： 水（流程）成为湖Concept 2. Water (process) flows like a river 概念2；水（流程）成为河Building Z= defect 缺陷My area我的区域Their area他们的区域Building ZCustomer客户Bad Flow恶性流向Good Flow良性流向Product Engineering产品工程Mfg Engineering工艺工程Su

5、pply Chain物流Distribution配送Global Purchasing全球采购Suppliers供应商OPERATIONS运营= Quality Gate 质量门 Where are all the possible places that defects ( ) can flow into the value stream?毒蘑菇可能从哪些地方流进价值流程？BIQ铸就质量 Holistic Approach 整体方法Extended Value Stream拓展的价值流程Customer DPU客户产品服务Process becomes a Lake水流成湖Building

6、ZProduct Engineering产品工程Manufacturing Engineering生产工程Supply Chain物流Distribution配送Global Purchasing全球采购Suppliers供应商= Quality Gate 质量门BIQ 铸就质量 A Holistic Approach 整体方法Extended Value Stream拓展的价值流程Customer DPU客户产品服务 = 0Process Flows水流成河Building ZOPERATIONSWhere are all the possible places that defects (

7、 ) can flow into the value stream?毒蘑菇可能从哪些地方流进价值流程？Caterpillar Confidential: GreenZero Missed Defects 零流出缺陷= Zero Rework 零返工=Zero Injuries 零伤害BIQ 目标BIQ 政策不接受缺陷不制造缺陷不传递缺陷无锡发动机工业园 BIQ 目标无锡发动机工业园 BIQ 计划Jun 6, 2014 Pilot area kick off on Jan 20th; rollout plan starting from PDI and NPI/ECO Key DatesPilo

8、t Area 1106 Assembly line kick off 20th Jan14Kick off replicate 2nd QG 7th Mar Support process NPI/ECO 13th Mar Site purchasing kick off BIQ 31st Mar BIQ War room set up 14th Apr 3 key suppliers selected as pilot BIQ running 25th AprPilot 1106 Assembly QG5300POU/IRANPI/ECO2014 Jan14 Feb Mar Apr May

9、Jun Jul Aug Sept Oct Nov DecQG9100(PDI)QG8000(Paint)1104 QG4900Site purchasing BIQ Other support process BIQBIQ roll out in manufacturing areas to complete by Jun 2014Built in Quality/铸就质量Built in Quality is the foundational lean principle/铸就质量是精益原则的基础to define acceptable quality level of any proces

10、s( good or defect) 定义任何流程中可接受的质量水平（合格或缺陷）to stop a defect from being passed to the customer (next process) 杜绝一个缺陷被传递给客户(或下道工序)to describe the problem, sort and provide feedback to the causal area 描述问题并分类，提供反馈Process owner to determine the root cause of the defect and to fix the broken process that c

11、aused the defect to prevent it from recurring流程所有者确定缺陷的根本原因和改正引起缺陷的流程，避免这种问题的再次发生Process owner to implement RCCA and feedback to impacted customer流程所有者实施RCCA并对受影响的客户进行反馈The goal of Built in Quality is to stop missed defects and achieve zero rework in all processes throughout the extended value strea

12、m. 铸就质量的目标是在整个扩展的价值流程中杜绝漏过缺陷,实现零返工。Establish Built in Quality policy 建立原则-铸就质量Know quality goals of all internal and external customer. 内部，外部客户了解质量目标Define necessary job/processes and sequence. 定义必要工作/流程和顺序。Define process groupings and quality gate locations. 定义流程组和质量门地点。Install quality gates Stop C

13、apability 安装质量门-停止能力Gate Components 质量门组成Create and manage checklist 制作和管理检查清单Problem Description and Sorting 问题描述，问题分类Develop and Implement Communication/Feedback Loops 发展，执行沟通/反馈回路Execute Root Cause Corrective Actions执行根本原因纠正措施Implement Process Monitoring 执行流程监督Stop Capability 停止能力Problem Descript

14、ions 问题描述Sorting (Internal/External) 分类（内部/外部）Feedback 反馈RCCA 根本原因纠正措施Built In Quality铸就质量Implementation Steps 实现步骤BIQ Capabilities BIQ能力Caterpillar Confidential: GreenBIQ 的 5 个能力: 阻止缺陷的能力质量门/暂停,解决问题: 阻止缺陷从每一个流程中逃离到下一个区域, 如果不阻止,会使得缺陷变得越来越难,支付越来越多的费用去纠正.问题描述的能力问题是什么？准确的描述问题，缺陷分类的能力 判断谁是负责人，最初的缺陷从哪里产生

15、？4. 沟通反馈的能力反馈环节: 给团队成员和产生缺陷的团队交流遗漏的缺陷, 跨区域交流解决方案以便预防缺陷的再发生.5. 解决问题的能力原因分析纠正行动 (RCCA): 永久性的解决问题, 流程上避免缺陷的产生BIQ 的 5 个能力Caterpillar Confidential: Green1. 阻止缺陷的能力Built In Quality 5 大能力 停止所有缺陷防止流出 准确的问题描述 (哪个流程发生了什么?)现象你看见什么?聚焦于缺陷 (检验员) 问题描述在哪个流程发生了什么?能够识别 需要在流程中做哪些改变能够永久消除缺陷缺陷分类 针对内部和外部问题发出Quality Alert

16、Sorting 团队确定负责人?沟通反馈 RCCA (为什么) 过程负责人负责跟踪RCCA(鱼骨图，5 Why, etc.?)改进流程或确定改进行为，在问题发生地改进阻止缺陷的能力反馈解决方案到Sort团队Sort团队检查是否重复发生如果重复-说明问题产生区域的问题描述，RCCA和停止功能做得不好，需要重做Quality Alert停止制造缺陷Caterpillar Confidential: Green如何填写现象与问题描述现象 眼睛看见的描述你看见的缺陷不要做任何猜测，仅描述事实问题描述发生了什么，哪个过程发生了改变?这些症状从何而来包含谁（who），什么事（what），在哪里（where

17、），什么时候（when），有多少(how many)等信息Caterpillar Confidential: Green判断下面是正确的现象和问题描述吗？举例1：发动机冒蓝烟现象:机器测试的时候观察到有蓝烟产生问题描述:2月28日，CXL报告一台发动机（D7A05057）在10档的时候有不正常的噪音并且伴随着蓝烟举例2：风扇驱动安装方向错误现象:客户无法安装风扇皮带，目视检查发现风扇驱动的安装方向错误问题描述:APS在2月19日抱怨PR82164R001792X的风扇驱动的安装方向错误，上下安装颠倒。该发动机是PPST在2013年10月22日装配的同时，FGW在3月3日也抱怨PR82165R0

18、01047X的风扇驱动的安装方向错误，上下安装颠倒。该发动机是PPST在2013年5月7日装配的Caterpillar Confidential: GreenBIQ 5个关键点数据可视化缺陷流程缺陷指标返工时间培训沟通BIQ 关键点检查表检查表管理流程升级流程强化实施M/N/F 图表柏拉图分析诊断流程管理评审目标定位返工时间=等待+返工+验证培训计划认可和赞誉管理支持BIQ5个关键点的良好执行将引导大家走向成功FOUND DEFECT: A defect identified in the Quality Gate that was on the checklist of that proce

19、ss grouping. 发现缺陷 在质量门发现并出现在流程组检查清单中的缺陷MISSED DEFECT: A defect that was on the inspection checklist that should have been detected at the specified quality gate, but was passed to the next operation or process grouping.漏过缺陷- 出现在检验清单中且应该在指定的质量门内被发现，却流出到下一操作步骤或流程组中NEW DEFECT: A defect that was detecte

20、d at or beyond the quality gate assigned to a process grouping that was not on the checklist. These must be evaluated for checklist inclusion at appropriate previous quality gate.新缺陷 不在流程组质量门或者下个质量门检验清单中却被发现的缺陷，必须评估这个缺陷应该包含在哪个质量门检验清单Process Grouping Defect Definitions过程组缺陷定义Caterpillar Confidential:

21、 GreenCaterpillar Confidential: GreenF/M/N 培训举例Found: If defect D discovered in QG2, will record as “ Found” for QG2 in QG2 BIQ board如果在QG2发现D缺陷, 将会记作Found缺陷并展示在QG2的BIQ板上.Miss: If defect A discovered in QG2, will record as “Miss” for QG1 in QG1 BIQ board如果在QG2发现A缺陷, 会被记作QG1的Miss缺陷并展示在QG1的BIQ 板上.New:

22、 If defect H discovered in QG2 which not included in the checklist for all QGs, will record as “New” for QG2. Then will decide to add to the most closed QG to the cause area. 如果在QG2发现H缺陷, 但该缺陷在所有QG的检查单中都没有, 则记作New缺陷病展示在QG2的BIQ板上“Miss” defect recorded in the caused area BIQ board; “Found” & “New” def

23、ect recorded in defect discovered area“Miss” 缺陷记录在产生问题的区域BIQ看板上, “Found” 和”New” 缺陷记录在发现问题区域的看板上Every defect can only be recorded once. Repeat record is not allowed. 每个缺陷只能被记录一次, 不能重复记录Work Flow : 工段Customer : 客户Checklist : 检验清单“Found, Missed & New” Chart/发现，漏过及新缺陷图标Diagnosis and Treatment from Defec

24、t Information根据缺陷信息诊断并处理Found（发现的缺陷）如果发现的缺陷数量较多-改进BIQ步骤2-5的容量。 Missed（漏掉的缺陷）如果漏掉的缺陷数量较多-改进检查表中缺陷描述细节以及缺陷可视化，改进检查表清晰度。检测表的执行度和遵守度必须评估。New（新缺陷）新缺陷的数量是检查表缺陷覆盖范围的风向标。缺陷覆盖率能表明目前的检查单是否足够有效停止缺陷以及检查单管理流程是否有效。通常BIQ开始时，新缺陷会很多直到检查表缺陷覆盖率得到完善。Defect Types: Internal and External缺陷类型：内部缺陷与外部缺陷Sort defects into int

25、ernal and external in order to find appropriate treatment area. 把缺陷分为内部和外部缺陷是为了找到合适的行动区域。Internal Defect A defect caused within the local process grouping.内部缺陷-由质量门工艺流程内引起的缺陷。External Defect A defect caused outside the local process grouping.外部缺陷-由质量门工艺流程以外引起的缺陷Built In Quality - Scenario 1 情景1 BIQ

26、Capability BIQ能力Diagnosis 判断Focus Area 关注区域Approach途径 Scenario 情景 _Diagnose the gate and process group functions判断质量门，流程组功能As the leader what do you focus the team on?How do you lead the team?作为领导，需要关注团队哪些方面？如何领导团队Scenario 1 情景假设1Diagnose the gate and process group functions 判断质量门，流程组功能As the leader

27、 what do you focus the team on?How do you lead the team? 作为领导，你需要关注团队哪些方面？如何领导团队？BIQ Capability BIQ能力Diagnosis判断Stop Function停止功能Very Poor (Missed)停止功能非常差（漏出缺陷很多）Poor Checklist Coverage (New)Checklist insufficient检查表覆盖范围严重不足（很多新缺陷出现）Cap 2-5 能力2-5“Founds” stable Cap 2-5 Very poor as well “出现”缺陷持续很高，说

28、明2-5的能力很差 Focus Area关注区域Approach途径Checklist Clarity, Inspector Training检查表清晰，质检员培训Engage X functional team and Inspector in Checklist Development 集合相关部门的团队成员和质检员一起优化检查清单Adjust filter - add more items to checklist 有选择的增加- 在检查单中加入更多项目Ensure “News” sorted to Offending PG 确保“新缺陷”归类到出现问题的流程组Checklist Man

29、agement process Are we adding items as fast as we should? 检查单管理流程-我们是否第一时间添加所需要的项目？Continue to engage Operators and Inspectors in Refinements 继续跟操作工和质检员一起优化清单Do not work on this until stop function starts Improving. 直到停止功能提高了，才开始改善能力2-5Expose hidden Factory 曝光隐形工厂Remove fear of “Founds”消除对“新发现缺陷”的恐惧

30、Work with team on the importance of not letting Defects out of area to encourage Insp/Team member unified outcomes 强调不让缺陷流出的重要性，鼓励员工/质检员确保统一成果Built In Quality - Scenario 2 情景2Scenario 2 情景假设2Diagnose the gate and process group functions 判断质量门，流程组功能As the leader what do you focus the team on?How do y

31、ou lead the team? 作为领导，你需要关注团队哪些方面？如何领导团队？BIQ CapabilityBIQ能力Diagnosis 判断Stop Function 停止功能“Missed “ starting to improve ”漏出的缺陷开始变少。有所改进No change “News” Checklist coverage Insufficient 依旧有很多新缺陷出现，检查表覆盖范围不足. 漏出的缺陷显著降低。 Cap 2-5 能力2-5“Founds” slight trend down but Cap 2-5 still very poor “发现缺陷”趋势下降，但是能

32、力2-5仍然很差 Focus Area 关注区域Approach 途径Look for systemic “Missed” items (Training, New Inspectors, Lighting, Checklist clarity, etc. 寻找系统化的“漏出缺陷”项目（培训，新的质检员，照明，检查单清晰度等等）Recognize and encourage inspectors on journey to zero 认可鼓励质检员，争取零流出缺陷Adjust filter - adding new items to C/L有选择的增加-在检查单中添加新项目If Takt ti

33、me needed look to remove C/L items w/no defect over 90 day period.假如节拍时间要求，删除90天内未再重复出现的缺陷检查项Continue to engage Operators and inspectors in C/List improvement. 继续集合操作工和质检员优化检查单Make sure planning work for Cap. 2-5 is complete and start training EVS leaders on Quality Alert process but keep focus on S

34、top function 确保针对提高能力2-5的计划工作已经完成，开始计划培训延伸价值流，质量警报流程，保持对停止功能的关注Stop function improving and need to prep/train senior leadership for next phase 停止功能改善，准备给组长培训下一单元Built In Quality - Scenario 3 情景3 Scenario 3 情景假设3Diagnose the gate and process group functions 判断质量门，流程组功能As the leader what do you focus

35、the team on?How do you lead the team? 作为领导，需要关注团队哪些方面？如何领导团队？BIQ CapabilityBIQ能力Diagnosis 判断Stop Function 停止功能“Missed” Recently trending down “Stop” Improving 漏出缺陷近期趋势下降，停止功能改善有所改进“ New” Recently Trending Down 新出现缺陷近期趋势下降Cap 2-5 能力2-5Sharp Spike in “Founds” 针对新出现缺陷的重要措施Hidden factory exposed 曝光隐形工厂E

36、xpected impact of good stop function 达到预期的停止功能 Focus Area 关注区域Approach 途径Monitor Trends to 0 监控趋势为0Watch for non std events (New Insps, NPI, CPI, ECR, Source changes, etc关注非标准化事件（新质检员，NPI，CPI，ECR，来源改变等等）Recognize inspectors for Stop function results.针对停止功能成果，认可质检员If Takt time needed remove C/L items

37、 w/no defect over 90 day period，假如节拍时间要求，删除90天内未再重复出现的缺陷检查项Recognize team for appropriate action to improve C/L coverage 认可团队采用的合适措施来提高检查表覆盖范围Ext - Ensure sorting team, Quality Alert process, and QA closure metrics in place and working to plan with EVS Governance.外部的-确保分类团队，质量警报流程，质量警报指标就位，计划开始延伸的价值

38、流Prioritize by Cust and Bus Pain and repeaters 优先关注客户所关注的和重复出现的问题Int Capture Systemic issues of Std Wrk clarity, Std Wrk compliance, Training, Tooling, Build Freq/complex and prioritize to execute RCCA s 内部的-抓住系统问题根本原因的解决，比如标准化工作清晰，标准化工作符合，培训，工装等等Engage Oper ,T/L, ME in developing RCCA on true root

39、cause for Defect reduction. 激励操作工，组长，ME充分发挥根本原因纠正措施，减少缺陷Honest discussions & actions on standardized work - simplicity, accuracy, usability, maintenance, training, certification, 诚实的讨论& 标准化工作的措施-简易，准确，可用，维修，培训，认证Clarify Expectations of Team lead in training , MEs in Std wrk clarity & execution of St

40、d Wrk for Oprs.明确对组长培训的期望， ME，操作工清晰执行标准化工作Built In Quality - Scenario 4 情景4 Scenario 4 情景假设4Diagnose the gate and process group functions 判断质量门，流程组功能As the leader what do you focus the team on?How do you lead the team? 作为领导，需要关注团队哪些方面？BIQ CapabilityBIQ能力Diagnosis判断Stop Function 停止功能“Missed “at min 漏

41、出缺陷达到最低 ， Stop - Working well 停止功能运转良好“News” reduced 新出现缺陷减少 Stop - Working well 停止功能运转良好Cap 2-5能力2-5Poor sorting and Feedback process 分类，反馈流程差Ineffective RCCA 无效的根本原因纠正措施 Focus Area 关注区域Approach 途径Watch for non std events (New Insps, NPI, CPI, ECR, Source changes, etc关注非标准化事件（新质检员，NPI，CPI，ECR，来源改变等

42、等）Recognize inspectors for Stop function results 针对停止功能成果，认可质检员If Takt time needed remove C/L items w/no defect over 90 day period假如节拍时间要求，删除90天内未再重复出现的缺陷检查项Recognize team for appropriate action to improve C/L coverage coverage认可团队采用的合适措施来提高检查表覆盖范围Confirm sorting hits offending PG.确保将缺陷归到缺陷发现的流程组Ext

43、 - accelerate QA closure process by EVS Functional Groups. GM Gov外部-通过延伸价值流团队加速质量警报关闭流程Monitor effectiveness of RCCA Looking for any Repeats 监督RCCA的有效性，注意重复出现的缺陷Prioritize by Cust and Bus Pain and repeaters优先关注客户所关注的和重复出现的问题Int Capture Systemic issues of Std Wrk clarity, Std Wrk compliance, Training

44、, Tooling, Build Freq/complex and prioritize to execute RCCA s内部的-抓住系统问题根本原因的解决，比如标准化工作清晰，标准化工作符合，培训，工装等等Engage Oper ,T/L, ME in developing RCCA on true root cause for Defect reduction.激励操作工，组长，ME充分发挥根本原因纠正措施，减少缺陷Honest discussions & actions on std work - simplicity, accuracy, usability, maint., training,