解決質(zhì)量問(wèn)題的標(biāo)準(zhǔn)化反應(yīng)模式(PPT84頁(yè))

1、 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 1 快速反應(yīng)程序快速反應(yīng)程序解決質(zhì)量問(wèn)題的標(biāo)準(zhǔn)化反應(yīng)模式 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 2 是一個(gè)體系運(yùn)用可視的方法顯示重要的信息以解決重大的外部的、內(nèi)部的質(zhì)量失效問(wèn)題。快速反應(yīng)快速反應(yīng)是否存在一個(gè)每天的領(lǐng)導(dǎo)層會(huì)議？ 快速反應(yīng)會(huì)議可以是一個(gè)1020 分鐘的站立式會(huì)議，地點(diǎn)可以在車(chē)間或生產(chǎn)會(huì)議室。 1998 Gene

2、ral Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 3 過(guò)程的責(zé)任人必須來(lái)自制造部門(mén)。 在一天的開(kāi)始，質(zhì)量小組應(yīng)該識(shí)別前24小時(shí)所發(fā)生的重大質(zhì)量問(wèn)題 ，可以從一下幾個(gè)方面考慮:- 客戶(hù)關(guān)注的問(wèn)題- 供應(yīng)商所關(guān)注的問(wèn)題- 造成停線(xiàn)的 (內(nèi)部/客戶(hù))問(wèn)題- 出廠審核 / 審核問(wèn)題- 其他內(nèi)部質(zhì)量問(wèn)題研討會(huì)小組首先應(yīng)該定義什么樣的質(zhì)量問(wèn)題是重大的質(zhì)量問(wèn)題。當(dāng)業(yè)務(wù)經(jīng)理不在場(chǎng)時(shí)，會(huì)發(fā)生什么呢？ 在每天的制造評(píng)估會(huì)議上領(lǐng)導(dǎo)層應(yīng)該審核一下方面:- 和小組成員一起審核重大的質(zhì)量問(wèn)題- 指定相關(guān)人員負(fù)責(zé)問(wèn)題的解決- 指派下次會(huì)

3、議報(bào)告的責(zé)任人 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 4 要求要求 (續(xù)續(xù)): 責(zé)任人應(yīng)該負(fù)責(zé)保證所有的問(wèn)題及時(shí)被解決并且滿(mǎn)足退出標(biāo)準(zhǔn)。 責(zé)任人的報(bào)告應(yīng)包含以下幾個(gè)方面的更新：- 快速反應(yīng)跟蹤表- 標(biāo)準(zhǔn)化操作指導(dǎo)書(shū)- 問(wèn)題解決表 - 過(guò)程失效模式分析- 控制計(jì)劃- 層級(jí)審核- 全員通告 Workforce Notification - 其他適用文件必要時(shí)在快速反應(yīng)跟蹤表上必要時(shí)，按照快速反應(yīng)跟蹤表的規(guī)定匯報(bào)給管理層 1998 General Motors Corporation

4、. All rights reserved.QSB WORKSHOP REV. 091304 5 快速反應(yīng)跟蹤表快速反應(yīng)跟蹤表 (Example)EXIT CRITERIA Overall StatusIssue NumberIssue DescriptionDate OpenedUnit I.D. #OwnerNext Date (of Owner Report out to Staff)ContainmentPFMEA / CPError ProofingStandard WorkLayered AuditDate ClosedY1Engine out of time10/10/2000N

5、/AMcGrath11/29/2000GGYGYG2Burrs on front face of block10/10/2000N/ASmithCLOSEDGGN/AN/AG10/11/2000R3Injector harness placement10/10/2000N/AMcGrath11/29/2000GGRGGY4Reversed thrust bearing10/11/2000N/AMcIntosh11/29/2000GGYGGY8Missing Upper Bearing Shells11/20/2000N/AMcIntosh11/30/2000GGGYGR9Paint dots

6、found on loose & mis-built parts11/21/2020N/ACarpenter11/30/2000GN/AN/ARRR10Loose 7mm bolt on front cover11/26/2000N/ADavis12/4/2000RRRRREXIT CRITERIA STATUS KEYRRequired but not initiatedYInitiated but not completeGCompleteN/ANot ApplicableGQP-029b要評(píng)估的要點(diǎn)要評(píng)估的要點(diǎn):責(zé)任人責(zé)任人退出標(biāo)準(zhǔn)退出標(biāo)準(zhǔn)全面情況全面情況優(yōu)化目視管理，將這個(gè)表格

7、盡可能大的顯示在會(huì)議室( ex.: 4 x 8 dry erase board ) 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 6 No Quality DisruptionsInternal Quality Disruption(defined locally)Customer Quality Disruption(eg. PRR, Pull, Spill)每日質(zhì)量圖LEGEND:月年一月一月2004作世界上最好的動(dòng)作世界上最好的動(dòng)力總成力總成3129283021222324252

8、6271213141516171819202345678910111GreenYellowRed(舉例)領(lǐng)導(dǎo)層將展示一個(gè)可視的質(zhì)量狀況領(lǐng)導(dǎo)層將展示一個(gè)可視的質(zhì)量狀況要求要求 (continued): 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 7 不合格產(chǎn)品的控制不合格產(chǎn)品的控制遏制 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 8 Establish a method to

9、 ensure that product that does not conform to specified requirements is:-防止無(wú)意識(shí)使用或安裝- Prevented from unintended use or installation- 用統(tǒng)一的標(biāo)簽清楚識(shí)別 Clearly identified using consistent labeling 用目視管理方法建立統(tǒng)一的識(shí)別程序 (Example) 用明亮色彩作為首選的識(shí)別方法 - 紅色廢品 - 黃色可疑品 - 綠色合格品不合格產(chǎn)品的控制不合格產(chǎn)品的控制 1998 General Motors Corporation

10、. All rights reserved.QSB WORKSHOP REV. 091304 9 標(biāo)簽內(nèi)容IN THIS SECTION IS AT LOCAL DISCRETION標(biāo)簽內(nèi)容IN THIS SECTION IS AT LOCAL DISCRETIONPLT001可疑品或待處可疑品或待處理品理品半成品或合格半成品或合格品品紅標(biāo)簽表示廢品。 黃色標(biāo)簽表示可疑產(chǎn)品或待處理的材料，需要返工的材料或需要進(jìn)一步檢查的材料綠色或其他顏色的標(biāo)簽表示產(chǎn)品是可接受的 (紅色和黃色除外). .廢品廢品PLT002PLT003標(biāo)簽內(nèi)容IN THIS SECTION IS AT LOCAL DISCRE

11、TION 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 10 要求要求:不合格產(chǎn)品的控制不合格產(chǎn)品的控制 領(lǐng)導(dǎo)層應(yīng)開(kāi)發(fā)，組織并維護(hù)一個(gè)統(tǒng)一的體系來(lái)控制不合格品. 將不合格產(chǎn)品隔離. 隔離區(qū)域?qū)⒈粯?biāo)識(shí) - 廢料箱- 返工臺(tái)- 返工產(chǎn)品標(biāo)簽- 溢出遏制區(qū)域 遏制工作表將被完成并用于：-提供一個(gè)系統(tǒng)的方法遏制全部可疑品 -確定不合格產(chǎn)品的檢查范圍 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 09

12、1304 11 CONTAINMENT WORKSHEET(Example)DEPARTMENT:DEPARTMENT CONTAINMENT OWNER:DATE:LaboratoryG. Hall1/6/2003PRODUCT NAME / NUMBER:10066044PRODUCT NONCONFORMANCE:Burr on flange PRODUCT CONTAINMENT SCOPEIDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATEDPOTENTIALAREASUSPECT PROD.VERIFICATIONLOCA

13、TIONQTY.VERIFIEDFOUND? QTY?RESPONSIBILITYLaboratory6K.C.6T. BrownWIP Storage Areas1000P.S.1000P. SmithOutside Processing - (Plating)1000C.J.1000C. JonesScrap Bins42K.C.42C. JonesRework Areas0B.T.0C. JonesSEGREGATE SUSPECT PRODUCT TO (location, as feasible):2548 pcs to Containment AreaSORT METHOD (eg

14、. visual, gage, mating part):Visual for burrsSORT CRITERIA (clear pass / fail standards):Max Burr per standardI.D. METHOD CONFORMING (eg. mark, tag, sign):White paint dot near defect areaI.D. METHOD NONCONFORMING (eg. mark, tag, sign):Mark defect with red paint.K.C.P.S.B.T.000Shipping DockHeat Treat

15、erAt Customer000TOTAL FOUND2548 2548P. SmithReceiving500P.S.500C. JonesC. JonesC. JonesC. JonesC. JonesC. JonesIn TransitService Parts Operations00B.T.P.S.00What if potentialquantitydoes not equal total found? When do you call the customer? 1998 General Motors Corporation. All rights reserved.QSB WO

16、RKSHOP REV. 091304 12 要求要求 (續(xù)續(xù)): 分界點(diǎn)檢驗(yàn)采用:- 對(duì)于遏制范圍內(nèi)的產(chǎn)品100檢查- 在根本原因找到之前，持續(xù)時(shí)間由領(lǐng)導(dǎo)層決定 對(duì)于產(chǎn)品遏制問(wèn)題，箱子將標(biāo)識(shí)成 :- 紅色不合格產(chǎn)品 - 黃色可疑品- 綠色分界點(diǎn)后的合格產(chǎn)品 從被認(rèn)可的工藝流程上拿走的產(chǎn)品返回時(shí)應(yīng)在離開(kāi)點(diǎn)或之前. 全部控制計(jì)劃都要執(zhí)行檢查和測(cè)試. 注意： 如果不可能在離開(kāi)點(diǎn)或之前返回，使用經(jīng)認(rèn)可的重做流程以保證一致性. 要明確脫離返工，返修和遏制區(qū)產(chǎn)品的程序與授權(quán). 產(chǎn)品遏制問(wèn)題要經(jīng)領(lǐng)導(dǎo)層評(píng)估. 1998 General Motors Corporation. All rights reserv

17、ed.QSB WORKSHOP REV. 091304 13 標(biāo)準(zhǔn)化工作標(biāo)準(zhǔn)化工作(方法和順序方法和順序)“標(biāo) 準(zhǔn) 化 是 通 往 不 斷 改 進(jìn) 之 路.”W.E. Deming,七月 15, 1992 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 14 (舉例) 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 15 目的目的: 對(duì)所有的操作實(shí)施標(biāo)準(zhǔn)化的方法和順序。標(biāo)準(zhǔn)化工作標(biāo)

18、準(zhǔn)化工作 (方法方法& 順序順序)范圍范圍: 裝配區(qū) 制作過(guò)程 發(fā)運(yùn) / 收料 返修/返工區(qū) 所有的操作 其他支持功能 (例如：檢查) 職責(zé)職責(zé): 一個(gè)或兩個(gè)責(zé)任人- 制造工程人員- 生產(chǎn)經(jīng)理 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 16 精益組織. 識(shí)別那些能增值的工作. 一個(gè)有效的生產(chǎn)順序. 持續(xù)改進(jìn). 在過(guò)程內(nèi)部減少變差. 減少浪費(fèi)，解決問(wèn)題和質(zhì)量控制. 審核操作員與工作指導(dǎo)書(shū)一致 層級(jí)審核. 確保操作者統(tǒng)一履行相同任務(wù)和程序.標(biāo)準(zhǔn)化的工作提供了一個(gè)基礎(chǔ)標(biāo)準(zhǔn)化的工作

19、提供了一個(gè)基礎(chǔ): 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 17 多功能小組應(yīng)確定并列出所有要實(shí)施標(biāo)準(zhǔn)化的工序Multi-disciplinary team(s) shall identify and list all operations to implement standardized work怎樣劃分優(yōu)先順序的例子怎樣劃分優(yōu)先順序的例子:- 涉及客戶(hù)質(zhì)量的問(wèn)題 - 定義工作順序和方法的必要性- 離線(xiàn)返工Off-line Rework- 高的RPN- 員工流動(dòng)Employee

20、 Flow-through多功能小組定出標(biāo)準(zhǔn)化工作的指導(dǎo)書(shū)并張貼到每一工位.新員工要被培訓(xùn)使用標(biāo)準(zhǔn)化工作（標(biāo)準(zhǔn)操作員培訓(xùn)）要求要求: 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 18 標(biāo)準(zhǔn)化操作標(biāo)準(zhǔn)化操作Standardized Operations客戶(hù)周期時(shí)間客戶(hù)周期時(shí)間工作順序工作順序在制品的標(biāo)準(zhǔn)化在制品的標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化操作標(biāo)準(zhǔn)化操作步棸步棸TAKT TIME 生產(chǎn)出一個(gè)單位的時(shí)間Time in which a singleunit is to be produced操作工的移動(dòng)O

21、peratorMovements相同順序相同動(dòng)作每一循環(huán)工作需要的最小庫(kù)存Minimum stock necessaryto do work in the samesequence with the same movements, every cycle 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 19 列出客戶(hù)周期時(shí)間的理由列出客戶(hù)周期時(shí)間的理由: 使領(lǐng)導(dǎo)層確信業(yè)務(wù)如批準(zhǔn)的那樣在運(yùn)轉(zhuǎn)Assures leadership that operation is running as ap

22、proved 可減少生產(chǎn)過(guò)剩 Overproduction can be reduced 改進(jìn)生產(chǎn)調(diào)度 Improves production scheduling 操作員可介入到?jīng)Q策過(guò)程O(píng)perator involved in decision making process 設(shè)備顯示出磨損跡象時(shí)操作員能知道Operator knows if equipment is showing signs of wear. 安排維護(hù)與修理時(shí)間 Maintenance and repair time allocated 清掃成為生產(chǎn)流程的一部分Clean-up becomes part of the pr

23、oduction process 質(zhì)量檢查變成日常事務(wù)Quality checks built into the daily routine 為實(shí)施分層審核而安排時(shí)間Time allocated for conducting Layered Audits 目視管理元素 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 20 顯示工作順序的理由顯示工作順序的理由: 所有的操作每次都以相同的方式完成All operations are performed the same way every

24、time 減少組分被遺漏的風(fēng)險(xiǎn)Reduces the risk of components being left out 沒(méi)有操作被遺漏或忽略No operations are skipped or omitted 提醒進(jìn)行質(zhì)量檢查及頻率Quality checks and frequency are called out 很容易確定方法改進(jìn)Process improvements are easily identified 新手培訓(xùn)更一致Training new operators is more consistent顯示標(biāo)準(zhǔn)工作程序的原因顯示標(biāo)準(zhǔn)工作程序的原因: 操作員控制再填充箱柜的頻率

25、Operator controls frequency of refilling bins 警告材料管理員短缺或過(guò)量庫(kù)存Alert material handler of shortages or excess inventory 減小由于原料儲(chǔ)運(yùn)損耗而造成的設(shè)備停工期Reduces equipment downtime due to stock outages 工作區(qū)域減少混亂 減少在制品 允許材料管理員處理他們的時(shí)間Allows material handler to manage their time 1998 General Motors Corporation. All rights

26、 reserved.QSB WORKSHOP REV. 091304 21 Standardized Operations Worksheet And Layout標(biāo)準(zhǔn)化操作工作表和布局標(biāo)準(zhǔn)化操作工作表和布局STEPNO.WORKSTATION AREA DRAWN TO SCALEOPERATION: FROM:_QUANTITY PER SHIFT:_CUSTOMER CYCLE TIME:_ TO: _SHIFT:_OPERATOR CYCLE TIME:_WORK ELEMENTELEMENT TIMESTANDARD IN-QUALITYCRITICALHAND WORKMACHIN

27、EWALKPROCESS STOCKCHECKOPERATIONSAFETYCQTOTAL(Example)標(biāo)準(zhǔn)化的操作工作表和計(jì)劃應(yīng)包括Standardized Operations Worksheets And Layout shall include:- 工作原理Work Elements- 操作員動(dòng)作Operator Movement- 操作周期時(shí)間Operation Cycle Time 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 22 (Example) 1998 Gen

28、eral Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 23 Best People Practices ChartAddress: AA-007L i n e : 1S h i ft: AL LI te m #123456789101112I te mF ir stS e co n dT h i rdA38 938 9N/AB55N/AC99N/A40 340 3079 %79 %0%S ta n d a rd Da i ly R o u tin e ( M i n u te s p e r S h ift)

29、S h iftE le m e n tsS tart m a c h ine c y c le for A B CD E /R unn er an d R unn erT ape run ne r w ith b lue ta pe and m a s k ing tap eG et A B CD E from W IP t ableT ran s fer A B CD E / Run ne r to A B CD E / Run ne r/A B CD E fix t ure on as s em bly m ac h ineL oad Ru nn er onto as s e m b ly

30、 m ac hineAre a : L 6 H e a d A sse m b lyO pe ra tio n N a m e : He a d AB CD E/R UN NE R/A BC DETO TA L M A N UA L T IM E : 45. 78 s ecP a rt P ro d u ctio n P ro ce d u reE le m e n tsL oad /Un loa d m ac hine A A -0 07C art han dling for Run ners R ec o rd pro duc tion do wtim e /s c rapT o ta l

31、 M in u te s U se d :T o ta l U til iz a tio n :U nlo ad A B CD E /R unn er/ A B CD E P lac e c lus t er o n rac kL oad A B CD E ont o a s s e m b ly m ac hin eG et A B CD E from W IP tab leL oad A B CD E ont o a s s e m b ly m ac hin eS tart m a c h ine c y c le for A B CD E /R unn er/ A B CD E a n

32、d A B CD E /R un nerG et Run ne r from c artWork Flow DiagramNote: Operator will be relieved during two 23-minute breaks and one 30-minute lunch.Effective Date:_Manufacturing General Supervisor Approval:_Required Personal Protective EquipmentContact your coach orcoordinator with any changes,question

33、s, or quality concerns.1234567891011Remember Safety 1st!Total Current Cycle Time: 65.5 secTarget Cycle Time: 55 sec12RackTape(Example) 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 24 要求（續(xù)）要求（續(xù)）: 標(biāo)準(zhǔn)化的工作說(shuō)明書(shū)應(yīng)通過(guò)分層審核檢驗(yàn)任何操作在持續(xù)12個(gè)月里由于缺乏堅(jiān)持標(biāo)準(zhǔn)化的工作說(shuō)明出現(xiàn)的不一致Standardized work inst

34、ructions shall be verified through Layered Audits for any operation which shipped a non-conformance within the last 12 months due to a failure to adhere to standardized work instructions. 多功能小組應(yīng)根據(jù)正在進(jìn)行的質(zhì)量成績(jī)對(duì)標(biāo)準(zhǔn)化的工作說(shuō)明書(shū)做持續(xù)的改進(jìn)Multi-disciplinary team(s) shall continuously develop/improve standardized work

35、 instructions based on ongoing quality performance. 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 25 操作員培訓(xùn)的標(biāo)準(zhǔn)化操作員培訓(xùn)的標(biāo)準(zhǔn)化操作員的培訓(xùn)是否經(jīng)過(guò)驗(yàn)證并操作員的培訓(xùn)是否經(jīng)過(guò)驗(yàn)證并記錄在案？記錄在案？ 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 26 操作員標(biāo)準(zhǔn)化培訓(xùn)要求操作員標(biāo)準(zhǔn)化培訓(xùn)要求Standardize

36、d Operator TrainingRequirements多功能小組決定每一道工序至少的培訓(xùn)內(nèi)容多功能小組決定每一道工序至少的培訓(xùn)內(nèi)容A cross functional team shall define the minimum training content for each operation.此組織決定誰(shuí)來(lái)實(shí)施培訓(xùn)此組織決定誰(shuí)來(lái)實(shí)施培訓(xùn)The organization shall identify who will conduct training.培訓(xùn)員監(jiān)督新操作員的行動(dòng)，必要時(shí)重新培訓(xùn)以確保標(biāo)準(zhǔn)工作指導(dǎo)被遵培訓(xùn)員監(jiān)督新操作員的行動(dòng)，必要時(shí)重新培訓(xùn)以確保標(biāo)準(zhǔn)工作指導(dǎo)被遵循循Tr

37、ainers shall monitor new operators activities and retrain if necessary to assure Standard Work Instructions are being followed.培訓(xùn)員通知下道工序潛在的缺陷培訓(xùn)員通知下道工序潛在的缺陷The trainer shall notify downstream operations of potential defects.此組織應(yīng)建立必要的文件及跟蹤方法此組織應(yīng)建立必要的文件及跟蹤方法The organization shall establish required doc

38、umentation and tracking methods.培訓(xùn)者應(yīng)指導(dǎo)操作員使用標(biāo)準(zhǔn)操作員培訓(xùn)表培訓(xùn)者應(yīng)指導(dǎo)操作員使用標(biāo)準(zhǔn)操作員培訓(xùn)表Trainers shall instruct operators using the standard operator training sheet. (Example) 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 27 標(biāo)準(zhǔn)化操作培訓(xùn)記錄標(biāo)準(zhǔn)化操作培訓(xùn)記錄(Example)Application: 運(yùn)用：任何新操作員都應(yīng)完成下表The fo

39、llowing shall be completed with any new operator (for any given operation).審核Review 完成Complete標(biāo)準(zhǔn)化的工作指導(dǎo)Standardized work / job instructions要填充的質(zhì)量記錄Quality records to be filled out (eg. Check sheets)示范操作和問(wèn)題回答Demonstrate the operation and answer questions示范測(cè)量和回答問(wèn)題Demonstrate gaging and answer questions

40、新員工是否進(jìn)行操作并回答問(wèn)題Have new employee run operation and answer questions講授過(guò)去的問(wèn)題Teach past problems (eg. FMEA, Top Problems List)檢驗(yàn)首次生產(chǎn)，培訓(xùn)作為必須Verify first units produced, coach as needed換班時(shí)報(bào)告，重新檢驗(yàn)標(biāo)準(zhǔn)化的工作與產(chǎn)品質(zhì)量Return within the shift, verify std work & product quality again大約1天報(bào)告，重新檢驗(yàn)標(biāo)準(zhǔn)化的工作與產(chǎn)品質(zhì)量Return in

41、approx. 1 day, verify std work & product quality again向下游業(yè)務(wù)通報(bào)潛在缺陷Notify downstream operations of potential defects雇員簽名Employee Signature _ 培訓(xùn)員簽名Trainer Signature _Operation Name and # _零件（產(chǎn)品）功能Part (product) function安全/設(shè)備操作 Safety/ Equipment Operation 1998 General Motors Corporation. All rights

42、reserved.QSB WORKSHOP REV. 091304 28 WorkcellMold / Station #Associate Name:Shift:Date:Training CriteriaAssociate InitialsTrainer InitialsSAFETYFire Exits / Extinguisher LocationSafety Glass PolicyPersonal Protective EquipmentMSDS LocationQUALITYGate trimming TechniqueVisual DefectsScrap ProcedurePA

43、PERWORK Production reportingScrap ReportingBar Code Scanning / Label VerificationOPERATIONSOperator 1 Work Instructions - Min. 16 Hrs.Operator 3 Work Instructions - Min. 16 Hrs.Packaging Requirements (Regular / Service)WORKCELL ORGANIZATION5S ResponsibilitiesSupply Cabinet Location / ContentsWork Ce

44、ll Board ReviewEmployee SignatureTrainer SignatureDate:Date:Form Ref:Rev.#Date:CommentsTraining Sign - Off Sheet(Example)標(biāo)準(zhǔn)化的操作培訓(xùn)記錄標(biāo)準(zhǔn)化的操作培訓(xùn)記錄 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 29 標(biāo)準(zhǔn)化操作員培訓(xùn)要求操作員跟蹤表應(yīng)張貼在每一操作位置通過(guò)分層審核檢驗(yàn)操作員跟蹤表應(yīng)張貼在每一操作位置通過(guò)分層審核檢驗(yàn)Operator Tracking S

45、heets shall be posted at each operation and verified through Layered Audits.Scheduling of refresher training for assigned operators is at local site discretion.追加的雇員如果在最近三個(gè)月內(nèi)沒(méi)有經(jīng)過(guò)培訓(xùn)不能執(zhí)行工作追加的雇員如果在最近三個(gè)月內(nèi)沒(méi)有經(jīng)過(guò)培訓(xùn)不能執(zhí)行工作Supplemental employees shall not perform the job unless they have been trained within th

46、e last three months.培訓(xùn)者應(yīng)定期檢驗(yàn)質(zhì)量以確保達(dá)到所有的標(biāo)準(zhǔn)。最起碼培訓(xùn)者應(yīng)在一個(gè)培訓(xùn)者應(yīng)定期檢驗(yàn)質(zhì)量以確保達(dá)到所有的標(biāo)準(zhǔn)。最起碼培訓(xùn)者應(yīng)在一個(gè)換班與一天內(nèi)報(bào)告。換班與一天內(nèi)報(bào)告。The trainer shall verify quality at a frequency determined necessary to assure all standards are met. At a minimum the trainer shall return within the shift and again within approximately one day.操作員培

47、訓(xùn)應(yīng)記錄在操作員培訓(xùn)應(yīng)記錄在“操作員培訓(xùn)跟蹤表操作員培訓(xùn)跟蹤表”里里Operator training shall be tracked on “Trained Operator Tracking Sheets”. (Example) 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 30 已培訓(xùn)操作員跟蹤已培訓(xùn)操作員跟蹤(Example)Operation Name / # _DEPT. ASSIGNED EMPLOYEESUPPLEMENTAL EMPLOYEELATEST TRAIN

48、ING DATE AND TRAINER INITIALSLatest Job Instruction Rev. Date 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 31 標(biāo)準(zhǔn)化的培訓(xùn)小結(jié)標(biāo)準(zhǔn)化的培訓(xùn)小結(jié)組織應(yīng)該 建立必要的文件和跟蹤方法 確定操作員培訓(xùn)負(fù)責(zé)人。 保證操作員培訓(xùn)通過(guò)“操作員培訓(xùn)跟蹤表”跟蹤 ensure operator training is being tracked on “Trained Operator Tracking Sheets”. 在每一操作位張貼

49、操作員跟蹤表，通過(guò)分級(jí)審核檢驗(yàn) post operator Tracking Sheets at each operation, and verify through Layered Audits. schedule refresher training for assigned operators at local site discretion. 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 32 降低風(fēng)險(xiǎn)的程序降低風(fēng)險(xiǎn)的程序積極主動(dòng)積極主動(dòng)RPN 降低程序降低程序:降低潛在質(zhì)量失

50、效降低潛在質(zhì)量失效被動(dòng)被動(dòng)對(duì)已發(fā)生的質(zhì)量失效建立防錯(cuò)裝置對(duì)已發(fā)生的質(zhì)量失效建立防錯(cuò)裝置 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 33 定義定義PFMEA結(jié)構(gòu)化程序適合于與失效模式有關(guān)的識(shí)別和排除方法A structured procedure for identifying and eliminating process related failure modes.識(shí)別每一個(gè)過(guò)程步驟的分析技術(shù) An analytical technique that identifies for

51、 each process step 程序可能不能達(dá)到要求的情形 Ways that a process may fail to meet requirements 內(nèi)在/外部消費(fèi)者的嚴(yán)重度Consequences to the internal / external customer (嚴(yán)重度) 失效可能發(fā)生的頻率Frequency that the failure will/could happen (發(fā)生頻率) 當(dāng)前控制的效果Effectiveness of current controls (預(yù)防核可探測(cè)度) 原因和結(jié)果的排隊(duì)Ranking of causes and effects

52、(風(fēng)險(xiǎn)順序數(shù)) 1998 General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 091304 34 REVD DATE :MODEL YEAR / CARLINE :FMEA DATE :PRODUCTION PLANT :FMEA CONDUCTED BY :10 Correct Part - pilot bearingIncorrect part installedMisbuild7Manual: incorrectly selected7No preventionNo detection10 49020Corr

53、ect Assy - piston and rod assyIncorrect Piston or reversed pistonLoss of Engine Power; Engine Failure7Machine Vision ID Incorrect3No preventionIn-line Audits6 126PROCESS NAME/ NUMBERPROCESS FUNCTIONPOTENTIAL FAILURE MODEPOTENTIAL EFFECT(S) OF FAILURESEVCLASSPOTENTIAL CAUSE(S)/ MECHANISM(S) OF FAILUR

54、EOCCDETRPNPREVENTIONDETECTIONCURRENT CONTROLSB/P Level: 001, 7-NOV-02Sensor to detect bearing typeShad, B.3/1/0277 4 112New Piston Laser Station.NA 73 242RECOMMENDED ACTION(S)RESPONSIBILITY & TARGET COMPLETION DATEACTION RESULTSACTIONS TAKENSEVOCCDETRPN會(huì)出現(xiàn)什么問(wèn)題What can go wrong?它是怎樣影響客戶(hù)的How does

55、it affect customer?多久發(fā)生一次How often does this cause happen?如果問(wèn)題發(fā)生，有多大可能我們會(huì)注意道它How likely are we to notice if this happens?風(fēng)險(xiǎn)程度有多高How high is the risk?PFMEA: 過(guò)程失效模式及影響過(guò)程失效模式及影響Process Failure Mode & Effects (example)(AIAG PFMEA Third Edition) 1998 General Motors Corporation. All rights reserved.QS

56、B WORKSHOP REV. 091304 35 Effect Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities. (Custo

57、mer Effect) Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities. (Manufacturing/Assembly Eff

58、ect) Ranking Hazardous without warning Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation without warning. Or may endanger operator (machine or assembly) without warning. 10 Hazardous with warning Very high

59、 severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation with warning. Or may endanger operator (machine or assembly) with warning. 9 Very High Vehicle/item inoperable (loss of primary function). Or 100% of product may ha

60、ve to be scrapped, or vehicle/item repaired in repair department with a repair time greater than one hour. 8 High Vehicle/item operable but at a reduced level of performance. Customer very dissatisfied. Or product may have to be sorted and a portion (less than 100%) scrapped, or vehicle/item repaired in repair departmen