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1、反应流程图 Response Flow Checklist2PCS ElementsCreate Measurement PlanEstablish Monitor (SPC)Implement Response Flow Checklist (RFC)Element 1Element 2Element 33ContentsIntroductionWhat is an RFC?Benefits of Using an RFCWhen Should an RFC be Used?Developing an RFCDocumentation of RFC ResultsRFC Storage an
2、d RetentionRFC Continuous Improvement GuidelinesRFC Expectations4What is an RFC?A document to contain suspect product and return the process/equipment to a productive state as quickly as possible.Composed of defined set of tasks (action items) to be performed in specific orderRequires certain decisi
3、ons to be made to find solution to the problem and therefore may lead to two or more different solutions depending on the scenario.5RFC Structure”Diagnosis“ activities are used first to determine the cause of the process instability.For each possible cause, there is a set of “remedy“ activities that
4、 are used to fix the problem once the cause has been determined.”Verification“ activity is the final step. It is performed to make sure that the process problem has been fixed.6Example of an RFC (Flowchart Type)Exposed Copper Monitoring RFC Spec xx-xxxxDecisionActionEndStartContinueForm Rev ACRev Da
5、te : 12/20/97Page 1 of 1MS/ MT/OperatorTechnicianMfg SupervisorTop-up/Dilute chemical per Shift Engr. instruction and document it in chemical analysis recording bookCheck Deflash and Descaleconcentration YesWithin spec window?NoCheck 1) Deflash rectifier 2) Titanium anode plate 3) Oil contamination
6、in HP tank 4) Excessive mold/resin bleed outVerify with dummyNoDocument it and inform Shift supt.YesExposed copper?YesNoRectify the problem accordingly & document it in recording bookWithin spec window?Inform Proc./Equip. EngineerVerify with dummyNoDocument it and inform Shift supt.YesExpose copper
7、?Exposed copperYesWithin spec window?NoAAABBUpdate on-hold lots in shiftly reportLast Block : Engg actions/comments : _- _ _ Endorse RFC to Mfg for filing.7Benefits of Using an RFCIdentifies cause of process or equipment failuresControl charts and SPC trend rules tell us only when the process is out
8、-of-control, not why it is out-of-control. They cannot tell us what to do to fix the problem, either. For that, we need the RFC.Leads Mfg Technician/Specialist through steps in solving the problem in the quickest possible timeMinimal need for Engineering involvementDocuments problem cause and resolu
9、tion history8When Should an RFC be Created?Statistical process control When an out-of-control (OOC) condition occurredProduct quality and yield controlWhen questionable products are detected at any stationWhen low yielding lots are seen at any stationProcess/Equipment failureFor restoring a machine
10、to production after it has been shut down due to a process/equipment related failure9PCSSPCProcess/Equipment maintenance and controlsProduct Quality and YieldRFCViolations? e.g., out-of-control (OOC) pointsLow yield or discrepant materials? (i.e., less than defined/agreed goals)Failures? e.g., missi
11、ng units, process/equipment monitor problems such as ball shear failure, temperature problems, etc.FMEARFC Model10Who Develops the RFC?Initiated and led by the process or equipment owner (e.g., Module Engineer) in a team environmentRFC Development Team should include the following:Process/Equipment
12、EngineersProduct EngineersQ&R EngineersMaintenance TechniciansManufacturing personnelqShift Managers, Mfg Supervisors, MS/MT/OperatorStatisticiansContent experts11RFC Development Flow12Step 1: Brainstorm potential causesUsing a Fishbone diagram, brainstorm all the possible causes of out- of-control
13、signals for the process step. Consider 5M+E factors.Use any existing data or experience on causes of out-of-control incidents.Augment the list with all applicable causes from other existing RFCs for similar parameters. Dont forget to include some of the less obvious ones, such as gauge instability,
14、calculation errors, or plotting errors.Use FMEA when available.13Step 1: Brainstorm potential causes (cont)Example:Problem:Missing unitsPotential causes: Incomplete lot identifierImproper staging of lotCounting SOP violationEquipment jammingWrong information on ticket14Step 2: Assess likelihood and
15、easeEstablish basis for initial ordering of potential causesLikelihood of being the cause of the problemEase of checkingUse Likely/Ease matrixScore each potential cause on a scale of 1 to 5Do not consider difficulty of fixing the problemFor each potential cause, add Likelihood and Ease scores to get
16、 an overall score15Example: Missing unitsLikely/Ease Matrix Scale :Likely1- Likely to be the cause 5- Unlikely to be the cause Ease1- Easy to check 5- Difficult to checkPotential CauseLikelyEaseSumCounting SOP violation314Equipment jamming325Incomplete lot identifiers112Wrong information on ticket527Improper staging of lot224Step 2: Assess likelihood
