上海VALEO-QRQC培训资料课件

January20030QRQC&PDCAFTA

TrainingforSuppliersWELCOMEGROWINGTOGETHERGROWINGTOGETHERGROWINGTOGETHERJanuary20031Agenda

8h30-9h30Introduction(Greeting+Expectations)9h30-11hQRQCpresentation11h-12hGemba(QRQContheshopfloor)12h-13hLunch13h-13h30QRQCVideos13h30-14h30Conclusion14h45-17h00PDCAFTApresentation17h00-17h30OverallconclusionJanuary20032PresentationofParticipantsNameofyourEnterpriseYourNameYourfunctionPlease,rememberQRQC

TrainingforSuppliersDetectionCommunicationAnalysisVerificationQRQCMEETINGQRQCQuickResponseQualityControlTrainingforSuppliersJanuary20034WhyValeoisrequestingSuppliersparticipation?ValeoisdeployingaCultureChangeinallSitesworldwideputtingalotofmeansandresourcestoimproveThischangeisdrivenbyaTop-DowneducationprogramfromTopManagementtoallourteamsInthisscope,SuppliersaspartnersarekeyactorsinourproductionchainandtheyareobviouslyincludedinthisapproachQRQC

TrainingforSuppliersJanuary20035LeadQRQCmeetingsimprovingreactivityFacilitatethedeploymentofthisculturechangeinternallyandrequestValeocoachingBemorelogicaltosolveproblemsTrainyourteamstoapplythesameprinciplesQRQC

TrainingforSuppliersAfterthissessionparticipantsshouldbeableto:January20036SuccessfactorsofthistrainingIfyoudon

’tunderstandsomething,pleasedon

’thesitatetorequestcomplementaryexplanationsParticipationisopentoallpeople,pleasebeactive,shareyourexperiencesOpenyourmindandchangeyour

thinkingwayTHISISTHEWAYOFSUCCESFULQRQC

TrainingforSuppliersJanuary20037Outputexpected

UnderstandwhatisQRQC

理解什么是QRQC

HowtodoQRQCinLineandin Production? 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January20038Outputexpected

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: QRQCmustbeputinplacetoimprove reactivity,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’。January20039SANGENSHUGISanmeans“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)January200310Genbaisaveryactiveperson.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。GenbaGenba:Therealplace,whereithappens,whenit'shappeningGenba:现场，问题发生时，及时赶到现场。genbaJanuary200311genbutsuWhensomebodygiveshimthepart,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，

GenbutsuGenbutsudoesn'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January200312genjitsuGenjitsuisaverymethodicalperson.Theyoungestbrother,hewasalwaysverycleverandhelikestoplaywithnumbersandtowrite.Heusedtoenjoydrawinglinesandcolumnsandhismotherfoundoutthatthesedrawingsweregraphs.GenjitsuForGenjitsu,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。

MAQJanuary200313

BeforetalkingQRQC:Let’sbeawareofoursituationandweaknesses

Let’schangeourthinkingway

UnderstandQRQCTHISISHOWWECANSUCCEED!January200314 ThierryMorincommented:

On01/02:“Qualityisoneofthebiggest weaknessesofourCompany”On07/02:“WewillchangeourCulture, basedonSanGenShugi”On10/02:“EverysiteneedstoapplyQRQCand SanGenShugi”WENEEDTOUSEQRQC!

UnderstandQRQCJanuary200315(Strategy)

ManagementSkill(Structure)

QualityControl

andSystem

(System)

PostMortemAnalysisReactivityDepthanalysisValeo‘s

VoiceAnalysisRecurrenceofincidentsQRQC

UnderstandQRQCQuickResponseQualityControlFTA(FactorsTreeAnalysis)January200316QRQCisnotatool/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

UnderstandQRQCJanuary200317ISHIKAWA5WhysFTARedBoxControlManagementPDCAAutoQualityMatrixProjectsQRQCISOTSVALEO1000

5axes5WhysSanGenShugiGROUND

UnderstandQRQCVALEO5000SuppliersManagementJanuary200318...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２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,ValeoGroupQualityDirector ValeoInfo,June,2002)

UnderstandQRQCJanuary200319Continuousimprovementbutstilloneincident/day/plant

UnderstandQRQCJanuary200320Suppliersrootcausesrepresent19%ofCustomerClaims

UnderstandQRQCCustomerClaimsSuppliersC1IncidentsJanuary200321

Outputexpected

HowtodoQRQCinLineandin Production?

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January200322Detection检测Communication

交流Analysis分析Verification验证QRQCCORRECTIVEACTIONIMPLEMENTATIONCHECKQRQCASSIGNMENTSHEETQRQCMEETING会议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…THISISDAILY

ONJOBTRAINING!(OJT)January200323

HowtodoQRQCinLine?DetectionRedBoxControlCommunicationAutoQualityMatrixQuickResponseActionPlanboardAnalysisStopthelineToanalyzeVerificationConfirmationForactionLINEQRQCQRQCLinemakesACTIONStosolveproblemsimmediately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？January200325

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?DetectionSelect3mainconcernsfromQuickResponseActionPlan+ValeoClaimsReceivedCommunicationAssignmentsheetAnalysisPDCAFTAVerificationFollow-up/AuditProductionQRQCASSIGNSactionsformainproblemsthatarenotsolvedatlinelevel,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PRODUCTIONQRQC

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３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。Assignmentsheetsfor3mainconcerns３个最主要问题的任务分配表Answersto3concerns３个主要问题的回答Confirmationsystemandknowledgesharing确认系统和知识的共享Checktime!(30’)

HowtodoQRQCinProductionRulesthatexplaintheorganizationofAPUQRQCHavedefectivepartsavailablePPMDataAPPMDataBPPMDataAPPMDataBPPMDataAPPMDataBPPMDataAPPMDataBPPMDataAPPMDataBLine1:OKProductionsectionLine3:OKLine2:OKLine4:NOKPbm1Pbm3Pbm2ConsolidateddataofAPUbyshiftDataA:datapermonthDataB:DataperdayofmonthConsolidateddataoflinebyshiftDataA:datapermonthDataB:DataperdayofmonthProblemAnswerwithassignementsheetGeneralizationCapitalizationJanuary200329APUQUALITYSELECTSISSUESANDREGISTERTHEMPRIORTOQRQC:A)SAFETYISSUESB)CUSTOMERCOMPLAINTSC)LOSSOFCOMMERCIALVALUED)OTHERA)SAFETYISSUES=ACTUALORRISKOF…1HUMANBEINGDOMMAGE2VEHICULEDOMMAGEB)CUSTOMERISSUES=ACTUALORRISKOF…1OFFICIALCUSTOMERCOMPLAINTORRESIDENTALERT2LINERETURN(3WARRANTYRETURN)C)LOSSOFCOMMERCIALVALUEPARETOOFINTERNALPROBLEMS,RANKEDBYCOSTADDONLYIFLESSTHAN3OPENASSIGNMENTFILL-UPCRITICITYLEVEL

HowtouseAssignmentsheet?January200330BEASACCURATEASTRACEABILITYALLOWSIT1,2&3MUSTBEFILLEDAFTERDISCUSSINGWITHOPERATORSINSERTDRAWINGORPICTURE(IFPICTUREREALLYSHOWSSOMETHING…)PROPOSEASSIGNMENTAPUQUALITYSIGNS

HowtouseAssignmentsheet?PROPOSEMAXDATEFORANSWERJanuary200331APUMGRAPPROVALAPUQUALITYPRESENTSASSIGNMENTTOQRQCMEMBERSMIGHTASSISTPLANTMGRPLANTQAMGRPURCHASINGMGRPROJECTMGRLOGISTICSMUSTASSIST:APUMGRAPUQUALITYSUPERVISORMETHODMAINTENANCETHEPROPOSEDACTIONCANBEIMPROVEDINQRQCUSINGEVRYBODY’SKNOWLEDGE

HowtouseAssignmentsheet?January200332TECHMGRSIGNSPROVIDEDETAILEDCONCEPTOFCORRECTIVEACTIONPROPOSEIMPLEMENTATIONDATE

HowtouseAssignmentsheet?TECHMGRANALYZEANDPROVIDEROOTCAUSEAFTERDISCUSSIONWITHOPERATORSINSERTDRAWINGORPICTURE(IFPICTUREREALLYSHOWSSOMETHING…)January200333QUALITYSIGNSTOINDICATETHATPROPOSEDACTIONSEEMSENOUGHSUPERVISORSIGNSTOINDICATETHATPROPOSEDACTIONISOKFOROPERATORSAPUMGRSIGNSTOINDICATETHAT:HEHASUNDERSTOODTHEROOTCAUSEITISWORTHSPENDINGTHEMONEYANDRESOURCES

HowtouseAssignmentsheet?January200334FILEISREFLECTINGTHECORRECTIVEACTIONANDISCOHERENTPROCESSISMODIFIEDPROPERLYONTHEFLOORCLEARVISUALAIDEQUIPMENTISMODIFIEDOKorNG(NOTGOOD)ASSOONASPOSSIBLEAFTERIMPLEMENTATION(MAX1WEEKAFTER)VERIFICATIONBYAPUQUALITY

HowtouseAssignmentsheet?January200335ONEMONTHAFTERREACTIFACTIONISNOTSOLVINGTHEISSUEAPPROVALTECHMGR:MODIFISIMPLEMENTEDQUALITY:REALANDCLEARSUPERVISOR:OKTOFOLLOWAPUMGR:CHECKCRITICALPOINTSFORCATAANDB

HowtouseAssignmentsheet?January2003362.Definecontrolpoints3.Verifythestandard(technicalspecifications,datawithtolerances,etc.)5.Comparetherealdataandmeasurementversusthestandard.Ifthereisadifferencebetweentherealdataandstandard,wemustconsiderthisasaPOTENTIALcausewhichwillbeanalyzedbyusingthe5Whys1.DefinemaininfluentFactorsbasedon4M’sWhytheproblemhappened?4.Checkrealvalueanddata,basedonSanGenShugiprinciples.

HowtouseAssignmentsheet?Reminder:MainActivity–FTAIdentifymostimportantfactorsrelatedtoproblemSearchforstandardMeasureorobserverealityNOIMAGINATION,FACTSExampleonShopfloorLet

’sgotoGen-ba!:PlantQRQCObservationofQRQCexample+VideosJanuary200338Outputexpected

DefineOnJobTraining“OJT” programforSuppliersTop Management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January200339MakeOnJobTraining进行在岗培训

OnJobTraining“OJT”programforSuppliersTopManagementPromoteQRQCbyTopManagementTargetsare:LearnfromGemba从现场学习Applaudandrecognizeeffortsdone赞同并承认所作的EachmemberofManagementCommitteeisresponsibleofapartofthePlantEachonemustimplementeverydayaconcreteshopflooractioninordertoimproveQualityManagerscongratulateteamswhenaproblemiseradicateDivisionManagersleadsQRQCProductionmeetingswhentheyareinthePlantOJTExampleatValeoJanuary200340OJTprogramhastobeorganizedbySuppliersTopManagementwhoinformsteamleaders/supervisorssomeweeksbeforeRulesare:Everyday(notnecessarilyinsameplant)1line1subject1Question:“Whatdidyouimprove

yesterday?”Usepresentationmethodintheline

asSanGenShugiCulture(PDCAwithFTA)

OnJobTraining“OJT”programforSuppliersTopManagementJanuary200341Outputexpected HowtocapitalizefromQRQC?

如何从QRQC中受益ValeoExpectationsandnextsteps法雷奥期望和下步行动Keyword: Commitment承诺Concept: ApplicationofQRQCprinciplesto processValeoclaimsandrequestValeo coachingtoimprovetogether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。January200342HowtocapitalizefromQRQC?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FMEA

ProductionQRQC(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

QRQCwillbedeployedinsevera