QSB Overview 质量系统基础概述.pdf

QSB Overview 质量系统基础概述1QSBr)一92厶 h rroiiX.Cos 匚 oiEquation利润成本等式Scrap,Repair,Rework,Containment,Added Operations&Operators,Premium Freight,Loss of Business,etc.废料、维修、返工、遏制、增加的操 作和操作、额外运费、商业损失等2QSBProfit-Cost of Equation 利润成本等式不断预防问题、发町呛聲黑量 从而消除浪费，降低成本，改,件质里Continuous Problem Solving forWaste eliminate,Cost down,Quality impive3Quality Systems Basics质量系统基础QSB引领至世界级质量Lead to world class quality 快速响应 Fast Response 不合格产品的控制 Control of Non-Conforming Product 验证岗位 Verification Station 标准化操作 Standardized Operations 标准化的操作培训 Standardized Operator Training 防错验证 Error Proofing Verification 分层审核 Layered Process Audits 风险降低 Risk Reduction 异物控制 Contamination Control 供应链管理 Supply Chain Management 变更管理 Managing Change无重大质量问题No MajorDisruptions无 PR/RsNo PR/RsOPPM+0PPMWorld Class Quality=世界级质量5Quality Systems Basics质量系统基础QSB质量、过程问题 Quality Process Issues不合格产品的控制 Cont-of N o nc o n f o r m-n g product验证岗位 Ver 三 cat 一。n Stat。n异物控制 C。am-nat 一。n Con-标准化操作Standardized Operations防错验证Error Proofing Verification标准化的操作工培训Standardized Operator Training风险降低Risk Reduction变更管理Managing Change分层审核Layered Process Audits6Quality Systems Basics质量系统基础QSBQSB实施关键点Key points of QSB Workshop Implementation 抓住高报废率,高返工等存在较大成本改善的区域Focus on high cost-lost field,such as scrap,rework,etc.结合实物质量控制方法（产品审核、焊接模块、尺寸控制、注塑艺等）Connect with product quality control modules 通过分层审核保障过程有效性,通过PDCA保持制造/装配的完整性.Keep manufacture/assemble effect based on L.PA Keep integrality through PDCA 通过快速响应平台促进沟通Improve communicate based on F.R.M.强化IS/TS 16949质量体系Enhance ISO/TS 16949 system7Quality Basics质量系统基础QSB有效的组织Effect OrganizationI品管部Q.A.Dept.施宣铿XuankengtShiQSB、,汗3 控制项目&验证岗位 项目推动In charge of Control of Non Conforming Product&Arificatin station8Quality Systems Basics质量系统基础QSBQSB成果QSB Achievements品质部部门名负赍人IR质量成果指标担当10J8 谒三室賓k 裝豪最层量题9Quality Systems Basics质量系统基础QSB要求所有QSB相关活动均落实到改善卡改善持续改进活动表Continuous Imorovement Activity Sheet位 Proeggjs团总 Te?ani Merribt?rJustin.Jeffery Spark,季成林、Stev.Jason.OP350/380/440/470/540/770/790改毎前 Before Improvement改善后 After Improvement年间 Workshop总装产线Urie Eli不艮.品岀现时,直接按复位按钮不良品不取可以流入下序悔加检测传感器和复位技槌实现互锁,确保不良品未期下时身位 按钮不起作用间起描述来电的改善行动Implemented item提出日计完成日实际关闭日Champion不曳品出现时,直接按复位按钮不良品 不取可以流入下序I.增加机构2.增加憶测传感器和受位按钮实现互锁,确 保不良品未馭下时复位按钿不起作用2012 03 10201205 30效果评估 _Effect_文件更新 Doe Vpdct&Control杜绝不艮品流入下序己更新10船QSBKey Strategies-r-.船II 牙快速响应 Fast Response不合格产品的控制 Control of Non-Conforming Product验证岗位 Verification Station标准化操作 Standardized Operations标准化的操作培训 Standardized Operator Training防错验证 Error Proofing Verification分层审核 Layered Process Audits风险降低 Risk Reduction异物控制 Contamination Control供应链管理 Supply Chain Management变更管理 Managing Change11L快速响应QSB匚、Fast Response用于迅速处理质量问题的系统层面强制性的方法Systematic and compelling way for Rapid Reaction to Quality Issues 工厂有高层领导参与的晨会吗?（高层支持 Leadership involved?会议是否对近期重大质量问题的解决状态进行确认?（及时跟进）Open issue closed in time?会后相关责任人或团队是否对专项质量问题进行研讨?（有效解决）Find root cause?已关闭问题是否及时总结并经验推广?（举一反三）Lesson learned?12L快速响应Fast ResponseQSB关键步骤Key Steps1.收集当天重要的质量问题Daily Problem Collection v2.召开快速响应会议 Daily Fast Response Meeting3.解决问题 Problem Solving5.经验教训 Lesson learned4.状态跟踪 Status Tracking13L快速响应Fast ResponseQSB关键步骤1:收集当天重要的质量问题 Key Steps 一 Daily Problem Collection验证岗位发现的问题Verification Station Findings 过程分层审核中发现的问题Layered Process Audit issues停线问题Line stops and Teardown issues 其他的内部质量问题(出货审核,产品 遏制行动等)Other internal Quality concerns(DockAudits,containment activity)一一次下线合格率数据FTQ,First Time Quality分供方的问题 fSupplier concerns 客户关注的问题(PRRS客户抱怨,客 户电话等)Customer concerns(PRRs,LiaisonIssues,Customer Calls)14克响应Fast ResponseQSB关键步骤2:召开快速响应会议 Key Steps-Daily Fast Response Meeting是个交流会,不是个 问题解决会议A communications meeting,not a problem solving meeting.Engineering,Maintenance,etc.责任人提前将问题相关措 施公布在快速响应板上 Issues shall be added to the Fast Response board prior to the meeting by the owner.责任.X.Responsibility J负责人应确保其负责的重要 问题及时得到解决,并且符 合所有问题解决标准和退出 条件。Owner responsible for completion of all exit criteria.对于未明确的问题,指定 责任人Designate a leader(owner)for each concern/issue if one has not been already assigned.每天召开一次,有些厂可能要每班召开一次Meetings are held daily at a minimum,although some organizations may choose to hold meetings on each shift.是个10-20分钟的站立会议,在生产现场召开15SDE Module 2013.It should be a 10-20 minute 蝴畑帕注岫耕gn the shop floor.L快速响应Fast ResponseQSB关键步骤3：解决问题 Key Steps-3：Problem Solving负责人生产部门1生产部门 2生产部门 3相关的幵发工程 师Z 共应商质量共应商4L快速响应Fast ResponseQSB根据因果分析,详细列出5 WHY,确定根本原因。当完成时,再联系因果分析,倒推其 相关联系。L快速!呵应Fast ResponseQSB关键步骤4:状态跟踪Key Steps-4：Status TrackingFast Response-FrackingGQP-029bEXIT CRITERIAIssue NumberIssue DescriptionDateOpenedUnit LD.4OwnerNext Date(of Owner Report out to Staff)Y1Engine out of time10 0/2000N/AMcGrath11/292000GGYGY2Burrs on front gce of block10/102000N/AMcIntosh*SmrthGGN/AN/AG10/11/2000R3injector harness placement。0/2000N/AMcGrath11/292000GGRGGy4Reversed thru beanng10/11/2000N/AMcGrath11/29/2000GGYGG5Proud oil gallery plug10/12/2000N/AMcIntosh-SmithGGGN/AG10/13/2000y6Loose oil pump pulley boRs10/16Z2000N/AMcGrath11/30/2000GGGN/AY7Unfinished cylinder boresW/16/2000N/AMcIntosh-SmithGGN/AGN/A10/17/2000y8Missing Upper Bearing She ls1/20/2000N/AMcGrathZ30/2000GGGYGR9Paint dots found on oose&mis-buHl parts11/21/2020N/AMcGrath11/30/2000GN/AN/A IRRJ OpenL快速响应QSB关键步骤4:状态跟踪Key Steps-4：Status Tracking管理层必须通过目视的方式来展示质量状态Leadership shall display a visualDaily Quality ChartQuality status.Year2 0 0 4MonthJanuary3 12 g2 12 71 31 51 7681 042 42 52 31 92 0Customer Quality D i s r u p t i o(eg.P R R,Pull,Spill)可使用任何形式的目视方法:如日历,图表,Any type of visual management can be used:calendar,chart,etc.Internal Quality Disruption(defined locally)19L快速响应QSBFast IResponse关键步骤5:经验教训Key Steps-5：Lesson learned 识别出哪些类似的产品或过程可能或已经发生同样的失效模式。Identify similar products and processes which can potentially have or produce the same failure mode.将问题解决报告发送到其他有类似潜在问题的部门/工厂。在整个组织内贯 彻实施解决方案。Implement the solution across the organization 更新相关的文件:Update the necessary documentation:*PFM EA潜在过程失效模式分析Control Plan控制计戈*Error Proofing Verification 防错验证Standardized Work Instructions标准化操作指导书Operator Instructions操作员指导书Lessons Learned经验教训通过也程分得身段 来验证系统是否始终如一的在运作。Implement Layered Process Audits*to verify the system is working consistently.4L快速响应Fast ResponseQSB建立质量问题（过去24小时内）快速反映渠道Build to gather fast significant issues from the past 24 hours.领导层参与快反会议,督促问题的及时跟进和解决Leadership join Fast Response Meeting to push problem-solving培养问题解决队伍,关键在于找到根本原因Build problem-resolving team.Focus on finding root cause.通过勿层第法及时验证措施的有效落实Verify action plan based on L.P.A.in time已关闭问题及时举一反三,防止问题的再发生。Lesson learned in time21船回SHANGHAI GMQSBKey Strategies-r-，7/zlr !I M快速响应 Fast Response不合格产品的控制 Control of Non-Conforming Pro 验证岗位 Verification Station 标准化操作 Standardized Operations标准化的操作培训 Standardized Operator Training 防错验证 Error Proofing Verification 分层审核 Layered Process Audits 风险降低 Risk Reduction 异物控制 Contamination Control 供应链管理 Supply Chain Management 变更管理 Managing Change222.不合格，品:控制QSBSHANGHAI GMCONTROL OF NONCONFORMING PRODUCT防止不合格产品被无意使用或安装的标准化系统Standardized System Of Preventing Unintended Use Or Installation Of All Nonconforming Product不同状态的产品是否清晰可辨?Product status clear?筛选是否覆盖整个物流链?Overcome total logistical chain?是否及时通知相关方?Notice correlative customer?232.不合格品控制CONTROL OF NONCONFORMING PRODUCT回SHANGHAI GMQSBxxxxx汽车饰件报废Scragxxxxx汽车饰件系统;暂停使用 HoldXXXX汽车饰件系统有限公司合格品 Pass物品名称 _物品代码-物品名称物品名称物品代码_物品代码-日期:检验员:的标识(标签)和隔离区域Consistent identification(tagging)and Segregation Areas遏制和重新安排Containment And Reintroduction24 EQSBSHANGHAI GMCONTROL OF NONCONFORMING PRODUCT统的标识Consistent identification(tagging)废品(Example SCRAP标签内容涂成红色的报废箱可不 用标签SCRAP BINS PAINTED RED DO NOT REQUIRE ATAG可疑品不可使用SUSPFHT nn NOT IJSE标签必须显最后的 位,以保证重新导入生 产时回到正确位TAG MUST SHOW LAST OPERATION.TO ASSURE PROPER REINTRODUCTION合格品可以使用 nir 匚c I IQE 标签内容PLT003绿色或其他颜色(红 色和黄色除外)的标 签表示是可接受的合 格产品ANY COLOR(except red or yellow)FOR CONFORMING PRODUCT ISACCEPTABLE25gn2,不合格品控制CONTROL OF NONCONFORMING PRODUCTQSB隔离区域Segregation Areas所有可疑产品和不合格产品必须被隔离以便后续快速响应并进步分析问题（尤其中班和晚班发现的）。All nonconforming and suspect product shall be segregated for needs of problem solving.隔离区域必须划线区分或明显标识。Segregation areas shall be foot printed or otherwise identified.例如:Example:废料箱Scrap bins-返台Rework Tables-遏制区域Containment areas-下合格专品存放区.一一Nonconforming material hold areas 262.不合格品:控制回SHANGHAI GMQSBCONTROL OF NONCONFORMING PRODUCTContainment遏制措施必须确认断点:Containment shall verify breakpoint:-对于遏制范围内的产品100%检查using 100%Inspection持续时间由现场领导层决定for a duration specified by site leadership混淆和弄错 是你所能犯的最大错误。Violating the BREAKPOINT is the biggest mistake you can make.PRODUCT CONTAINMENT SCOPEIDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATEDLOCATION可能存在的 数量区域 确认人可疑品 发现数量确认 责任人Receiving收货区500P.S.500P.SmithLaboratory 实验室6K.C.6T.BrownWIP Storage Areas在制品放置区1000P.S.1000P.SmithOutside Processing-(Plating)外加工1000C.J.1000C.JonesScrap Bins报废品区42K.C.42C.JonesRework Areas 返工区0B.T.0C.JonesShipping Dock 发货区0K.C.0C.JonesHeat Treater热处理中0P.S.0C.JonesAt Customer 顾客端0B.T.0C.JonesIn Transit运输中0B.T.0C.JonesService Parts Operations 售后咅B 门0P.S.0C.Jones27从正常的工艺过程中取走的产品重新回到生产线时,返回点必须在取出位或之前。Product removed from the approved process flow shall be reintroduced into the process stream at or prior to the point of removal.对于退出返、返修和遏制区域的产品,必须明确建立放行流程与授权。Process&authority for releasing product out of rework,repair and containment areas shall be defined.28不合格警报和遏制程序必须建立时间顺序,任务和沟通方式以满足顾客要求,确保可追溯性。A nonconformance alert and containment procedure shall establish the timeline,tasks and communications necessary to meet customer requirements and insure the traceability.292.不合格品控制CONTROL OF NOMCONFORMING回SHANGHAI GMPRODUCTQSB利用统一的标识（标签）以清楚地识别,在标识明确的区域进行隔离（状态明确）Clearly identified using consistent identification(tagging).Segregated in well-identified areas通过遏制工作表加以遏制（全过程筛选）Contained through the use of a containment worksheet放行时,应按规定程序进行并有授权（独立执行）Released using a defined process and authority在取出点或之前重新回到过程流中（防止漏加工）Reintroduced into the process stream at or prior to the point of removal领导层必须对产品遏制问题进行审核（确保追溯性）Product containment issues shall be reviewed by Leadership30船回SHANGHAI GMQSBKey Strategies-r-，7/zlr !I M快速响应 Fast Response不合格产品的控制 Control of Non-Conforming Pro 验证岗位 Verification Station 标准化操作 Standardized Operations标准化的操作培训 Standardized Operator Training 防错验证 Error Proofing Verification 分层审核 Layered Process Audits 风险降低 Risk Reduction 异物控制 Contamination Control 供应链管理 Supply Chain Management 变更管理 Managing Change31为什么需要验证岗位?Why need verification stations?哪些区域应该设立验证岗位?Where verification stations placed?如何设立验证岗位?How to build verification stations?绝不Do not一件缺陷零件!A defect!32QSBSHANGHAI GM3.验证岗位r J f i cat I Qn da iicrii为什么需要验证岗位?Why need verification stations此策略避免你的客户接受不合格产品、偏差零件和标签错误的零件Isolate our customers from disqualification,bias,and wrong tag parts 验证岗位提供了一个通过报警系统来处理顾客关注的优先级问题的方法,也对频发的 低严重度的不符合项提醒注意.Provide a means through an alarm system to address highest priority customer concerns and the frequent,low severity non-conformances 改善一次合格率(FTQ)并提高过程能力(迅速识别特殊原因变差、系统地减少普通 原因变差)Improve first time quality(FTQ)and process capability(promptly identifying special cause variation and systematically reducing common cause variation)警示操作员过程有变化,提供信息以采取快速纠正措施Alert operators of changes in the process and provide information for rapid corrective action补充经核准的控制计划Complement approved control plan33QSBVeri r i cation Station在哪里设立验证岗位Where Are Verification Stations Placed?存在以下状况的任何过程或作业点:Points in the process or operation where there exists:-高风险/High risk-PR&R(顾客抱怨)/Customer complain-高严重度(安全)/High severity-高频次/High Occurrence-低过程能力(Ppk,Cpk,FTQ):任何Cpk或Ppk低于1.33的序必 须 100%检验/low capability(Ppk5 Cpk5 FTQ)Any operation with a Cpk or Ppk below 1.33 requires 100%inspection在问题发现点(Point of Cause)的不同部门或在截然不同的过程之间 Between departments or distinct processes at point of cause.34QSBSHANGHAI GM/eri f i caxi on S t at i om如何设立验证岗位How to build Verification Stations?针对新项目，通过GP-12验证岗位采取100%检查方式控制过程风险。For new part,set up GP-12 for 100%check 针对单简单问题,在相应后道工序中增加确认动作。For Single simple issue,add verification action in following station 针对最终产品,采取抽检的方式,由独立人员执行AUDIT,领导层评审责任部门的整改 行动For finished product,independent do product audit and leadership review the owner s action.针对复杂问题,设立独立的验证岗位,对相应缺陷进行100%检查,直到长期有效措施 生效。For complex problem,verification station set up for 100%check until long-term actionQSBVeri Ti catI on Stations验证岗位内容Verification Stations Contentw问题解决驱动在过程中解决问题Problem Solving-Driving fixes into stationDefects entering the VerificationProblem Solving Days|Defects leaving the VerificationP-Hou山 Defect Tracking|Day/AftShiftTallySheet缺陷件进入验证岗位、IDefects Entering VS|A产品检验A排列缺陷优先次序A警报升级程序DAILYVERIFICATIONSTATIONMEETINGSign-in5/ONRMA立即响应A领导层召开每班会议A会议指定负责人 Pareto 分析Verification Station-Alai in Escalation ProcedurePROB SOLVING#1PROB SOLVING#1to I Mtg.Assignmts.WVEEKLY PARETOTOP 5|)EFECTSMeetingAssignment SheetSideist SHIFT IPROBSOLVING#22nd SHIFTPROB SOLVING#1Liaison Report GM PR&R 丨PROB SOLVING#3PROB SOLVING#1WEEKLYVERIFICATIONSTATIONMEETINGSign-inPROBLEMTRACKING ANDSTATUSSideI-Q-FinalQPR&R1PR&R2A顾客PR&R抱怨A顾客夜班口头抱怨。Q终检 l/G P-12/CS-1/CS-2A一次合格率FTQ&废品趋FTQ Trend Chart ovet Time巫势图（随时间）k缺陷流出验证岗位Defects Leaving VS StationSide36QSB/rif 1 c ar ion Staci on 问题上升Problem Escalation设定报警界限SET ALARM LIMITS竅Team Member立即行动响应Supervisor(Group Leader)Plant ManagementSuperintendent/Shift ManagerTeam Leader逐级上报流程ESCALATION PROCESSESIMMEDIATE ACTION RESPONSE!f圍圓圖圈质量反馈/质量汇报QUALITY FEEDBACK/FEEDFORWARD37回SHANGHAI GMQSB验证岗位V etir ic?L t i Qn St TEC on 寫实施100%检验或其它检验方式Institute 100%inspection or other inspections到达报警界线时,立即采取行动（问题上升）Take immediate action when alarm limit is reached根据验证岗位信息,实施整改（问题解决）Implement corrective actions based on VS data将根本原因/整改行动增加到过程分层审核中（执行确认）Add the Root Cause/Corrective Action to the Layered Process Audit管理层定期到验证岗位进行巡视/并召开会议（领导重视）Conduct regular management walk-through/meetings at the Station38船回SHANGHAI GMQSBKey Strategies-r-，7/zlr !I M快速响应 Fast Response不合格产品的控制 Control of Non-Conforming Pro 验证岗位 Verification Station标准化操作 Standardized Operations I标准化的操作培训 Standardized Operator Training 防错验证 Error Proofing Verification 分层审核 Layered Process Audits 风险降低 Risk Reduction 异物控制 Contamination Control 供应链管理 Supply Chain Management 变更管理 Managing Change39QSB/fhifElGpr：I rSt an deirdized Op ereit ions确定执行任务的最佳方式,然后制定每个人应遵守的标准工作流程的过程The best way of work procedure which everyone must obey有效、增值的生产顺序Efficient and value-added production sequence 减少浪费、解决问题和控制质量Waste reduction,problem solving and quality control 检查操作的操作是否符合作业指导书的要求(例如分层审核)Auditing operator conformance to work instructions(Layered Process Audit)确保操作工始终如一地执行同样的任务和程序Ensuring operators are consistently performing the same tasks and procedures40QSBStandeirdized Operations过多加工 返工作场地的组织 7种浪费/5S 喊解place Orga植樹!on7 wastes/5S物料搬运414.标港化染作Stand2rdized OperationsQSB详细的动作步骤,怎样做,为什么这样操 作。Detailed Steps for What,How,and Why.标准化操作/一标准化作业指导书Standardized Work(Standard Operation Sheet)操作主要步骤,每步骤所花时间 What are the Major Steps,how long should it take?工作场地的组织-7种浪费/5SWorkplace Organization7 wastes/5S整洁、有序的工作环境A clean,well-organizedwork environment.423QSBStandardized Operations工作场地的组织7种浪费/5S Workplace Organization7 waste