《QCPC质量诊断过程分析(ppt 39页)》由会员分享，可在线阅读，更多相关《QCPC质量诊断过程分析(ppt 39页)（39页珍藏版）》请在金锄头文库上搜索。
1、Quality Clinic Process Charts,Relentless Root Cause Analysis, and Mistake ProofingMarketing & Sales OverviewWelcome toThe UTC Problem Solving ProcessACHIEVINGCOMPETITIVEEXCELLENCEFOR BUSINESS PROCESSESACE Coordinator: Roman SobieriMODULE #3 OF 5Objectives(目标目标)As a result of attending this module, y
2、ou will be able to:在本课程结束后,你将能够:nUnderstand the basics of the UTC Problem Solving Processn了解UTC解决问题的基本步骤.nDescribe how QCPC, RRCA, & MP workn描述QCPC,RRCA,MP是如何运作的.nParticipate in, encourage, support, and promote the implementation of QCPC, RRCA, & MPn参与,鼓励,支持和推进QCPC,RRCA,MP的实施 nBegin implementation t
3、o reach Qualifying leveln开始推行达到合格级水平.Copyright 1999 by United Technologies CorporationQuality Clinic Process Charts质量诊断过程图质量诊断过程图Step 1: Identifying the Quality Problems第一步: 识别质量问题A Road Map to Quality Products and ProcessesQCPC “The Tool”QCPC is a simple tool used to continuously analyze a process
4、for quality improvement opportunities and process inefficiencies, or “turnbacks”QCPC是一个简单的工具，用来不断分析有质量改进机会、无效率或者是“误工”的过程W/ET/B RATIO10203040PCS. PRODUCED PCS. PRODUCED PCS. PRODUCED PCS. PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOPCS. PRODUCED PCS. PRODUCED PCS. PRODUCED PCS. PRODUCEDT/B RATIOT/B R
5、ATIOT/B RATIOT/B RATIOPCS. PRODUCED PCS. PRODUCED PCS. PRODUCED PCS. PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DPCS. PRODUCED PCS. PRODUCED PCS. PRODUCED PCS. PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAP
6、T/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DPCS. PRODUCED PCS. PRODUCED PCS. PRODUCED PCS. PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DTurnbacks (T/B)误工误工A turnback is any situation that hinders the flow of work. Turnbac
7、ks include any inefficiency in the process. Some examples are:误工是阻碍工作流程的任何情形.包括任何过程中的无效.例如: nReworkn-返工nMachine stoppagesn-机器中断nTool problemsn-工具问题nIncorrect paperworkn-文书工作不正确nChanges in a plann-计划变动nBottlenecks (delays)n-瓶颈(延迟)nMiscalculations on expense reportsn-费用报告误算nIncomplete paperworkn-不完善的文
8、书工作nDrill breakagen-钻孔机故障nLot interruptionsn很多中断nPriority changesn-优先权改变nLocation problems n-场所问题nRerunn-重新运行Step 1- Initiate the QCPC Process 列出QCPC工序（过程）Step 2 - Summarize Detailed Turnback Data 总结具体的误工数据Step 3 - Pareto Turnback Data 巴雷特图分析误工数据Step 4 - Determine Improvement Projects 决定要改进的项目Step 5
9、 - Document Your Successes 用文字描述获得的改进（成功故事）QCPC ImplementationThe 5 Step ProcessQCPC推行的推行的5个步骤个步骤nCritical to a successful QCPC implementationn对成功实施QCPC是关键nTracks process not peoplen跟踪过程而不是人nProvides detailed data for root cause analysisn为根源分析提供详细的数据nTwo means of collecting datan收集数据的两种方法:Scatter di
10、agrams-散布图Data collection sheets-数据收集表Data Collection数据收集数据收集Step 1 Initiate the QCPC Process第第1步列出步列出QCPC工序（过程）工序（过程）Quality Clinic Process Charts Scatter Diagrams散布图散布图Map the Process绘制过程图绘制过程图Step 1Initiate the QCPC ProcessSTART开始开始END结束结束STEP 1 STEP 2STEP 3STEP 4Step 1Initiate the QCPC ProcessQC
11、PC Data Collection SheetQCPC数据收数据收集表集表Step 2Summarize DetailedTurnback Data10 %2 / 20Turnbacks at Process StepPieces Into Process Stepx 100 = 10Week OneTurnback RatioUse the data you collected to calculate your turnback ratio.Calculate The Turnback Ratio计算误工率10 %2 / 20Turnbacks at Process StepPieces
12、 Into Process Stepx 100 = 10Week OneTurnback Ratio10 %2 / 20Turnbacks at Process StepPieces Into Process Stepx 100 = 10Week OneTurnback Ratio工序中误工数工序中误工数/工序中件数工序中件数Office Summary QCPC: Supplier Quality AssuranceSTEP 8STEP 7STEP 6STEP 5STEP 4STEP 3STEP 2STEP 1WORKSTATIONDSCP.EvaluateProblem /QE submi
13、ttalsIssue RICAPrint out, make copies, and fax to SupplierReceiveinvestigationfrom SupplierEvaluateCause andCorrectiveActionReviewBusiness UnitconcurrenceConcurrenceApprovalClose RICATOTALT/BWEEK 1WEEK 2WEEK 3WEEK 4WEEK 5SUMMARY Q.C.P.C.Supplier Quality AssuranceRequest for Investigation and Correct
14、ive ActionWHAT THE NUMBERS MEANTURNBACK RATIO# T/BS OVER #PCS IN1/1010%0%0%0%0%0%0%0%0%0%0%33%0%0%0%0%100%2100%400%175%800%1000%167%500%400%400%400%67%200%200%200%200%100%300%300%300%300%67%200%200%200%200%1900%1275%1600%534%6/21/98to6/27/986/28/98to7/4/987/5/98to7/11/987/12/98to7/18/987/19/98to8/1/
15、980/30/00/10/20/10/30/10/10/00/31/30/00/10/00/33/34/17/48/110/15/35/14/14/14/12/32/12/12/12/13/33/13/13/13/12/32/12/12/12/1% TurnbacksFirst, Pareto the percent turnback data by process step.首先用巴雷特图首先用巴雷特图分析各工步存在分析各工步存在的误工的误工How Do We Decide Which Problems to Work on First?我们如何决定先解决哪个问题我们如何决定先解决哪个问题?
16、TurnbacksStep 10Then, Pareto the total number of turnbacks by type of turnback for the process step with the greatest percent turnback.对最大对最大误工的工步进行各误工的工步进行各类误工数量统计类误工数量统计Step 3Pareto TurnbackDataStep #Step 3Pareto TurnbackDatanAttended by everyone involvedn全员参与nHold meeting in QCPC room with chartn
17、带上表格举行QCPC会议nDiscuss last weeks top three corrective actionsn讨论上周最大三个改正行动情况nDefine this weeks top three issuesn定义本周最大的三个问题nDiscuss cause and corrective action for those three issues identifiedn对确定的三个问题讨论根源和改正行动nAssign follow-up tasksn分配下一步任务Hold weeklyQCPC meetings.每周举行每周举行QCPC会议会议 List projects acc
18、ording to their priority.List projects according to their priority. List only manageable tasks.List only manageable tasks. Keep ALL elements up to Date.Keep ALL elements up to Date.nList projects according to their priorityn根据优选列出项目nList only manageable tasksn仅列出可以实现的任务nKeep all elements up to daten
19、所有要素保持最新Project Lists项目清单项目清单Project lists make it easy for others to see how well you are doing!Step 4 Determine Improvement Projects确定改进项目确定改进项目Step 4Determine Improvement ProjectsnRun by top resident managementn由高层管理人员操作nIdentify baseline goals in the initial meetingn在首次会议确认目标基线nHold in war rooms
20、n在作战室举行nInclude QCPC teams, support, and staff managementn包括QCPC小组,技术支持,管理人员.nFocus on monthly trendsn关注每月的趋势nReview status of goalsn回顾目标状态nDiscuss successful effortsn讨论取得的成就nReview project listn回顾项目清单HoldmonthlyQCPC meetings.每月举行每月举行QCPC会议会议Step 5Document YourSuccesses用文字描述获得的改进用文字描述获得的改进nProblem i
21、s mistake proofedn问题已得到预防nThere are no adverse effects on other parts or processesn对其它的部件或过程没有负面影响.nA design or process change (formal fix) has been implementedn设计或过程的改进(正式确定)被执行nQCPC trend charts show no recurrencesnQCPC趋势图显示没有重复出现.Use criteriafor success.Qualifying Criteria合格级标准合格级标准Business Proce
22、ss业务过程业务过程nACE element awareness training nACE要素意识培训nProcesses have been identified and prioritized n过程已进行识别和优选nQCPC data collection process definednQCPC数据收集过程已被定义Bronze Criteria铜牌标准铜牌标准Business Process业务过程业务过程nApply QCPC to at least one chosen process: n对至少一个选定的过程实施QCPCnTotal turnback ratio reduced
23、 by 50% n总误工率减少到50%nPost QCPC process map on ACE Activity Boardn在ACE活动板上张贴QCPC过程图nPost trend chart on ACE Activity boardn在ACE活动板上张贴趋势图Relentless Root Cause Analysis严格的根源分析严格的根源分析 Step 2: Improving Quality Through Permanent Problem Resolution通过持续的解决问题改进质量DefinitionRelentless Root Cause Analysis is th
24、e rapid and persistent pursuit of the fundamental breakdown or failure of the process which, when resolved, prevents a recurrence of the problem.严格的根源分析是快速持久获取基本的故障或已解决的过程出现故障,防止问题的再次出现的方法.Example: 5 WhysProblem问题问题Why?为什么CorrectiveAction改正行动Flat Tire in Garage车库的轮胎漏气车库的轮胎漏气Nails on garage floor有铁钉掉
25、在车库地板上Swept up nails扫起钉子Example: 5 WhysProblemWhy?Why?Why?Why?Why?Why?Flat Tire in Garage车库轮胎漏气车库轮胎漏气Nails on garage floor有钉子掉在地上Box on shelf split货架上的盒子裂开Box got wet盒子湿了Rain through hole in garage roof屋顶漏水Roofs 20 year shingles are 30 years old能用20年的屋顶板用了30年Things get old!屋顶板老化鱼刺图鱼刺图Four Key Elemen
26、ts of Problem Solving: D.I.V.E.解决问题四个关键要素解决问题四个关键要素D.I.V.E.Define the problem定义问题Investigate the problem调查问题Verify the root cause验证根源Ensure a mistake-proof solution is achieved and implemented确认错误预防方案的完成和执行SymptomSymptomRoot CauseCautions注意注意:nBeware of subjectivity小心主观性Realize that you might not th
27、ink of all the possible root causes while brainstorming.认识到集体讨论时不用考虑所有可能的根源分析Set aside personal bias抛开个人偏见Knowing the answer before you get started.在开始之前知道答案Let the data lead you to objective conclusions.让数据引导你得出客观的结论nCheck your data.检查你的数据资料nTest more than once, if possible.n如果可能,检验要超过1次nDo not acc
28、ept “human error” as an excuse for root cause of a problem.不要接受“人为疏忽”作为问题的根源BOOM!Qualifying Criteria合格级标准合格级标准nAwareness training (this presentation) is given to all members of the group.n对所有的员工完成意识培训nMore detailed training is given to 25% of the group.n对团队25%的成员进行更详细的培训.NOTE: Eventually everyone wi
29、ll receive more detailed training.注意:最终所有的人都要接受更详细的培训.Where Do We Start?我们从哪里开始我们从哪里开始?nApply Relentless Root Cause Analysis to turnbacks identified by QCPC or to other known problems.n对QCPC确定的或其它知道的问题实施严格的根源分析TurnbacksStep 10Mistake Proofing错误预防错误预防Step 3: Building a Defect-Free Work Environment建立一
30、个零缺陷的工作环境Mistake Proofing DefinitionUsing wisdom and ingenuity to provide methods and devices that allow you to do your job 100% defect-free -100% of the time. 运用智慧和灵感，提供方法与设备，使得你在所有时间生产出无缺陷产品。The “Ultimate Goal”最终的目标* Step by Step逐步地* Characteristic by Characteristic逐个地* Process by Process逐渐地The Tr
31、ilogy Continues三步曲三步曲Mistake Proofing is the third phase in the UTC Problem Solving Process Model错误预防是UTC解决问题方法的第三步.It is a direct link to the RRCA block!这是直接和RRCA相联系的D - Define Problem定义问题I - Investigate Problem调查问题V - Verify Solution核实方案E - Ensure Mistake Proof Solution 确保错误预防方法Mistake Proofing Ph
32、ilosophy错误预防原理错误预防原理nTo achieve zero defects, inspection alone is not enough; zero defects must be designed into a process using Mistake Proofing methods要达到零缺陷,仅靠检验是不够的,必须要把错误预防设计到流程中.nRecognize that people, machines, and processes make errors认识到人,机器,和过程会犯错误.nRespect the intelligence of workers by r
33、emoving the judgment from repetitive tasks or actions where errors are likely to occur尊重工人对消除可能重复产生错误行为作出判断nUse simple, creative and cost effective mistake proofing ideas to overcome human and mechanical errors运用简单的、创造性的、有效成本的错误预防思想来克服人与机器的错误nRefuse to accept “human error” as an excuse for root caus
34、e of a problem不能接受把人为错误作为问题根源Three Levels of Mistake ProofingnLevel 1: Prevent an error from occurring at the source (Photo machine sensor that reads size of paper)n1级:在源头防止问题的发生.nLevel 2: Detect the error as it is being made (If delete key is hit, it asks, “Are you sure?”)n2级:当错误产生时可以检测到.nLevel 3:
35、Prevent the defect from reaching the next operation OR worst - THE CUSTOMERn3级:防止缺陷流入下一道工序或顾客Successful Mistake Proofing DevicesYou should be able to answer yes to all of these ?你应该对所有这些回答你应该对所有这些回答是的是的nPrevents reoccurrence?防止再发生吗?nInexpensive?不昂贵吗?nSimple to use?使用简单吗?nEasy to implement?易于执行吗?nGiv
36、es prompt feedback?给予准时的反馈吗?nReliable?可靠吗?nHas the right peoples input?人工输入正确吗?Requirement for SuccessManagement MUST create an environment that管理层必须建立的环境是管理层必须建立的环境是.nRecognizes that people WANT to do quality work (They DO NOT come to work to make bad parts) 认识到人们是想去做好工作的nPromotes involvement and c
37、reativity鼓励参与和创造nProvides time and support resources to solve problems提供时间和资源解决问题.nStrives for continual improvement争取持续的改进n“to err is human” - its letting errors turn into defects that is the problem错误在人（让错误变成缺陷）是一个问题 Qualifying Criteria合格级标准合格级标准nACE element awareness trainingnACE要素意识培训Where Do We Start?我们从哪里开始我们从哪里开始?nAs the true cause of problems are identified (using Relentless Root Cause Analysis), apply mistake proofing ideas to permanently correct the problem.n当问题真正的原因被确认后,运用错误预防的思想彻底改正问题Questions?问题问题?本资料来源本资料来源n更多资料请访问精品资料网()
