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1、Introduction to QRQC -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 QRQC / QRQC 介绍 QRQC Behaviors / QRQC 行动 QRQC Tools / QRQC 工具 QRQC Organization / QRQC 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 QRQCQRQC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 colle
4、ction, 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 standards 注重标
5、准,Also adopted by Renault, PSA, Philips也被雷诺、标致雪铁龙、飞利浦等公司采用 QRQC is becoming a standard of quality management in the Automotive industryQRQC正在成为汽车行业质量管理的标准,8,QRQC IS NOT a new quality tool 不是一个新的质量工具,QRQC in brief QRQC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
6、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 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
7、 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 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, Monito
8、r, 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 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 Che
9、ck 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-list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
10、? 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 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,Q
11、uality 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 with Priorities ! 从最重要的开始!,16,LINE /GAP QRQC,Line QRQC : Paperboard 生产线QRQC:纸板,Problem N问题编号, Who谁, When何时 P
12、roblem 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,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,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 Wh
13、at is the standard ?“ FICS分析“标准是什么?”,18,FICS : Factor Investigation and Compliance to Standard and 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 m
14、easurables)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 data 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),
15、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 parts 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 an
16、d 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 / Line 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 QRQC Review 生产线QRQC回顾 At every shift-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,