7颗钻石质量问题解决流程.ppt

17 Diamond Process七颗钻石流程七颗钻石流程Revised:8 Aug 200813254672What is the 7 Diamond Process?七颗钻石的流程是什么？七颗钻石的流程是什么？The 7 Diamond Process is one of many tools that can be used in the problem solving process.七颗钻石流程是可以用来解决质量问题的工具之一。This tool is used to investigate discrepancies discovered by the following:它可以用来调查以下方面发现的差异 Global Customer Audit(GCA)全球客户评审 Shipping Priority Audits(SPA)发运优先级评审 Verification Stations 检验工位 Other(Warranty,JD Power)其它(售后索赔、JDP)3 Purpose of the 7 Diamond Process 7 7颗钻石流程的目的颗钻石流程的目的 The 7 Diamond Process is a structured way of assessing our manufacturing process to determine whether of not it has failed to meet the quality standard demanded by our customers.7颗钻石流程是一个构建好的评价我们的制造流程是否满足了顾客所要求的质量标准的一个方法47 Diamond Process 流程流程Responsibility责任责任Production第一步第一步 1Production第二步第二步 2Production第三步第三步 3Rel.Engineer/SQA/Supplier负责的负责的SQDE工程工程师师/供应商供应商 4CorrectProcess?正确的工艺CorrectTool?正确的工具正确的工具CorrectPart?正确的零件正确的零件Parts Quality?零件质量零件质量Responsibility责任责任Process ControlManagers工艺控制负责人工艺控制负责人 5aIs Engineering support required?是否需要工程方面的支持是否需要工程方面的支持Problem IdentifiedBegin Interrogation问题定义问题定义(开始调查开始调查)Responsibility责任责任QET PST(Lead)5bSMTRGM (Lead)6Statistical Engineering(Red X Strategies)统计工程统计工程(红红-X方法方法)7Will Process ChangeResolve?工艺更改能解决问题吗工艺更改能解决问题吗Product ChangeRequired?产品更改需要吗？产品更改需要吗？Hardy Perennial or Extremely ComplexProblem非常复杂的问题非常复杂的问题SQA-Supplier Quality AssuranceQET-Quality Engineering TeamPST-Plant Support TeamSMT-Systems Management TeamRGM -Reliability Growth Management5Review of Responsibility职责回顾职责回顾 Diamonds 1-4Production&Reliability钻石1-4 生产&可靠性 Filter 5aProcess Control Manager(PCM)5a 过滤 工艺控制负责人 Diamond 5b-7Product Engineering钻石5b-7 产品工程77 Diamond Process Stages流程的各步骤流程的各步骤Stages 1&2 of the process are used to determine if the Production organization is running the assembly process to design intent.1 1、2 2步是用来确定生产部门运行的装配流程满足设计内容。步是用来确定生产部门运行的装配流程满足设计内容。The initial investigation(Stage 1)is done where the defect was identified.最初的调查最初的调查(第一步第一步)应在发现缺陷的地方开始应在发现缺陷的地方开始Stage 2 is only used when the investigation in Stage 1 determined that the cause of the problem was from an upstream source.第第2步只能当第一步的调查步只能当第一步的调查,确定问题是来源其他方面时确定问题是来源其他方面时,才可开始才可开始If the process isnt being managed to design intent,then it must be corrected and validated,prior to asking for Engineering assistance.如果工艺没有满足设计内容，当需要工程方面的协助前，必须先进行纠正并要有效。如果工艺没有满足设计内容，当需要工程方面的协助前，必须先进行纠正并要有效。Engineering referral(Stage 3)occurs when the manufacturing process does meet design intent and the problem still exists.当制造过程满足设计内容并且问题依然存在时，第当制造过程满足设计内容并且问题依然存在时，第3步开始。步开始。81-Correct Process 是否遵循正确的工艺以下这些方面是否是导致问题产生的原因？以下这些方面是否是导致问题产生的原因？Can any of these cause the problem?Stages 1&2ProductionCorrects正确的生产正确的生产Production 2Production 3Rel.Engineer/SQA/Supplier 4CorrectProcess?正确的工艺过程正确的工艺过程CorrectTool?正确的工具正确的工具CorrectPart?正确的零件正确的零件Parts Quality?零件的质量零件的质量是否有正确的操作指导文件？Are the correct Best People Practice sheets/JES(IOS)posted?目前产品的标准是否有效？Are the up to date Product Quality Standards available?是否所有的操作者都按照操作指导执行？各班次？Are the operators job instructions being followed?All Shifts?目前是否有目视化的辅助措施？是否被执行？Are there visual aids present,current and being followed?是否有强制的操作顺序，是否执行了？If there is a mandatory sequence identified,Is it being followed?操作者是否正确培训过？是否为固定操作工？Was the operator properly trained on this operation?Is it the regular operator?是否有有效的过程控制计划？是否被执行？Are Process Control Plans available and being followed?操作者能否发现其所在岗位发生的问题，是否知道标准？Can the operator detect the issue/problem?Do they know the standards?操作者是否知道当他/她的岗位出现质量问题时如何传递沟通信息？Does Operator know how to communicate issues/problems?9Stages 1&2ProductionCorrectsProduction 1Production 3Rel.Engineer/SQA/Supplier 4CorrectProcess?正确的工艺过程正确的工艺过程CorrectTool?正确的工具正确的工具CorrectPart?正确的零件正确的零件Parts Quality?零件质量零件质量2-Correct Tool 是否使用了正确的工具是否使用了正确的工具和夹具？各班次？Are the correct tools/fixtures being used?All shifts?工具是否设置成规定的扭矩？Are the tools set to the specified torque?是否进行正确的校准？最近一次校准日期_ Are the tools properly calibrated?Last calibration date_是否钻头或套筒已磨损或未在正确工况下使用？Are any bits or sockets worn or not in proper working condition?是否在工具上有备用的空气管？Has an extra air hose been attached to the tool?工具导轨，控制盒，调节线是否正确？Are the tools rails,controllers,flow regulator lines correct?工具是否与暗灯相连？Is the tool tied to the ANDON System properly?工位是否有防错设施，是否正常工作？是否被旁路？If Error proofing is present,is it working correctly?Is it in bypass?工位的布置是否有利于操作者的工作？Does the work place layout allow the Operator to work efficiently?是否进行了预防性维护(检查表)？Has the required preventative maintenance been performed?(check log)设备/工具是否工作正常？Is the equipment/tool working properly?以下这些方面是否是导致问题产生的原因？以下这些方面是否是导致问题产生的原因？Can any of these cause the problem?10Stages 1&2Production 1Rel.Engineer/SQA/Supplier 4CorrectProcess?正确的工艺过程正确的工艺过程ProductionCorrectsCorrectPart?正确的零件正确的零件Production 2CorrectTool?正确的工具正确的工具Parts Quality?零件质量零件质量3-Correct Part是否使用了正确的零件零件号是否与工程单匹配？Do the Part numbers match the Engineering sheets?是否使用了正确的零件号？Are the correct part numbers being used?是否在料架上标识有正确的零件号？Are the correct part numbers identified on the material racks?在料架上摆放位置是否正确？Are the correct parts in the correct locations on the material racks?包装盒上零件号与盒内零件是否一致？Do the part numbers on the boxes agree with the parts in the boxes?是否有TWO释放？是否有效？If a Temporary Work Order has been issued,Is it still in effect?零件选装是否和要求一致？Can the parts be selected correctly on a consistent basis?以下这些方面是否是导致问题产生的原因？以下这些方面是否是导致问题产生的原因？Can any of these cause the problem?11Stages 1&2Production 1CorrectProcess?正确的工艺流程正确的工艺流程Rel.Engineer/SQA/SupplierPartsQuality?零件质量零件质量Production 2CorrectTool?正确的工具正确的工具CorrectPart?正确的零件正确的零件Production 34-Part Quality零件质量当BOB和WOW互换时，问题是否跟着零件走？Problem follows part when swapped between Best of Best/Worst of Worst vehicles?目前的图纸/数模是否有效？Is the current blue print/math data available?零件是否符合标准？Do the parts meet specification?是否发出PRR并告知供应商？PRR号_ Has a Problem Report&Resolution been issued and supplier contacted?PRR_ 零件符合标准是否还会导致问题发生？Are the parts within specification and still causing the problem?12Diamonds 1-4 in Review钻石1-4步回顾Diamonds 1-4 are for evaluating the stability of the process&Parts.1-4步用来评价工艺过程和零件的稳定性Once a problem has been identified,the automatic response must be to immediately step thru diamonds 1-4.当问题被定义后，1-4步的负责人员就自动确定下来It must become inherent in our problem solving thought process.这些步骤是问题解决过程中固定的流程Responsibility职责职责Process ControlManagers过程控制负责人过程控制负责人 5aIs Engineering support required?是否需要工程的支持是否需要工程的支持135a-Engineering Filter 5a-工程过滤Is Engineering support required?需要工程方面的支持吗5a is a step to filter out and resolve less-complex issues before seeking help from Quality Engineering.5a是一步过滤出并将不复杂的问题在寻求工程部门帮助前解决The Process Control Manager is responsible for conducting initial studies prior to escalating the issue.过程控制负责人负责在提升问题前指导初始研究These studies may include but are not limited to:这些研究应包括但不局限在:Problem Definition Tree 问题定义树5 Whys 5个为什么 Statistical Process Control 统计过程控制 Design of Experiment(DOE)试验设计Shainin Techniques(quick&dirty)技术(快速&脏)If after the initial studies the cause of variation has not been determined,the issue is referred to Product Engineering.The problem definition tree is the minimum exit criteria to go from Diamond 5a to 5b.如果经过初始研究，变差的产生原因还没有确定，就需要产品工程的支持。问题定义树是从5a-5b的基本方法。QualityEngineering质量工程5aProblem Solving Toolbox 问题解决工问题解决工具箱具箱14Product Engineering产品工程产品工程SQA-Supplier Quality AssuranceQET-Quality Engineering TeamPST-Plant Support TeamSMT-Systems Management TeamRGM -Reliability Growth ManagementLine BalanceMandatory SequenceStage 3Engineering ChangeResponsibilityQET PST(Lead)5bSMTRGM (Lead)6Statistical Engineering(Red X Strategies)7Will Process ChangeResolve?Product ChangeRequired?Hardy Perennial or Extremely ComplexProblemQualityEngineering5a产品工程强制的顺序工程更改第三阶段职责统计工程(红X策略)质量工程SQA-供应商质量保证QET-质量工程小组PST-工厂支持小组SMT-系统管理小组RGM-可靠性增长小组工艺更改会解决吗？需要产品更改吗艰难长期或者及其复杂的问题Example for 5 why and Red X1.Why did the robot stop?为什么机器人停工了？A fuse in the robot has blown.机器人的保险丝烧断了。2.Why is the fuse blown?为什么保险丝被烧断了？Circuits overloaded.线路过载。3.Why did the circuit overload?为什么线路会过载？The bearings have damaged one another and locked up.轴承间相互坏损且卡住了。4.Why have the bearings damaged on another?为什么会出现轴承间相互坏损？There was insufficient lubrication in the bearings.轴承未得到适度润滑。5 Whys-Example 5个为什么个为什么-范例范例5 Whys-Example 5个为什么个为什么-范例范例5.Why was there insufficient lubrication in the bearings?为什么轴承未得到适度润滑？The oil pump on the robot is not circulating sufficient oil.机器人的油泵未输送足够的润滑油。6.Why is the pump not circulating sufficient oil?为什么油泵未输送足够的润滑油？Pump intake is clogged with metal shavings.油泵的进油口被金属屑堵塞了。7.Why is the intake clogged with metal shavings?为什么油泵的进油口被金属屑堵塞？No filter on the pump intake.油泵的进油口未安装过滤器。Project title:Poor adjustment of RR door panel 805-830Leader:Pedro Aranda AlfaroSponsor:Juan Carlos LiceaArea:VAETCoach:Leonardo Chvez salcedoInitial date:oct-04-2002Final date:oct-29-2002Problem description:This month it was reported by the shipping lot in USA a problem of quality existed in the 805/830 vehicles.The problem is the poor adjustment in RR door panel.Projects statement:Find and improve the Red X that produce the poor adjustment in the RR door panel for the model 805/830 in Silao Assembly plant.Strategy:We initiated this project using the model to model strategy,because there was a good contrast and good leverage based on multi-vari see pag 6.Measurement system:As measurement system a Force gage was used.This measurement system passed the isoplot with DR=13.6,DM=1.0 lbs,and DP=13.6 lbs (see page 4)Clue generation:Stage 1 shows that the Red X doesnt live in the process.The stage 2 shows that the Red X lives in the door panel.The pair comparison shows that the door molding is the part with the best contrast.Statistical confirmation:Once we detected the Red X candidate,I decided to do a B vs C six pack trial,in order to confirm the door molding is the influence to make the customer satisfaction.The six pack passed with 95%of confidence and end count of 6.Irreversible corrective action:To modified the flange 1.5 mm in length to keep a better position and avoid that the door panel take out of position.Improvements:Reduce warranty cost to repair the door panel caused by poor fit(loose)and eliminate the condition in 100%in vehicles 805/830 models.The amount of money from jul 01 to jul 02 was 11,084.77 USD.Lessons learned:We learned that is necessary looking other alternatives using other strategy when is not possible invest money but always focus to guarantee the customer enthusiasm,therefore this project is an example of this.Executive Summary 执行总结项目题目项目题目：右后门板调整不好(805/830车型)。领导领导；Pedro Adranda Alfaro发起人发起人：Juan Carlos Licea区域区域：VAET教练教练：Leonardo Chavez salcedo起使日起使日：2002年10月4日截止日截止日：2002年10月29日问题描述问题描述：本月收到报告，在美国有关于门饰板的质量问题，右后门饰板调整不好。(805/830型)项目综述项目综述：针对Lilao装配厂805/830车型的右后门饰板，发现并解决其配合不好的问题。策略策略：我们起初应用车型对车型策略，因为多车之间有很好的对比度和平衡关系。(见见第6页)测量系统测量系统：用测力计作为测量系统。这种测量系统通过等量图。(DR=13.6,M=1.0lbs,P=13.6lbs见第4页 线索产生线索产生：阶段1表明红X不在过程中。阶段2表明红X产生在门饰板处。成对比较表明门型是成对比较点。统计确认统计确认：一旦我们查到了候选的红X，我们决定做B vs C六组数据比较，这是为了确认门型影响客户满意度。用6对数据进行比较具有95%的可信度和最大累加值为6.不可撤销的纠正措施不可撤销的纠正措施：为使门边缘加长1.5mm以保证正确的位置不偏离。改进措施改进措施：减少保修费用来修复由于配合不好产生的门饰板问题，并且100%消除803/805车型的缺陷。学到的经验学到的经验：我们学到了 当投资不会太多的情况下，用其它策略以寻求可选择的方法解决问题。但始终要关注顾客热忱。此项目便是一个这样的例子。Project Definition Tree/项目定义树项目定义树Problem characterization问题描述Warranty condition/保修条件The problem is presented only in the rear door问题只是在后侧车门出现BASEDBASED:DISTRIBUTON LOT CAMPAINGCURRENTCURRENT:100%door panel 805830 models loose目前状态：805/830型车门饰板100%松动。GOALGOAL:eliminate 100%the poor fit.目标：100%消除不良的配合Project statement项目综述Need energy to release the trim door panel需要用力才能卸下门饰板Customer is calling the problem in both sides客户现在对两侧都在抱怨Effort to release(lbs)/Effort to release(lbs)/释放力释放力(磅磅)Frequency频率频率CURRENT现有现有DESIRED希望希望Solution tree项目解决树项目解决树TARGET:Eliminate condition 100%目标：目标：100%100%消除现有问题消除现有问题PASSED ISOPLOT DR=15.2 SEE PAG 4通过等量图验证 DR=15.2 参见第4页PASSED STAGE 1 SO THE RED X DOESNT LIVE IN THE PROCESS SEE PAG#7.通 过 第 一 阶 段 验 证，因 此 红 X不 在 装 配 过 程 中，参 见 第 7页。THE COMPONENT SEARCH STAGE 2 SHOWS THAT THE RED X DOES NOT LIVE IN THE TRIM DOOR PANEL SO LIVES IN THE REST OF THE DOOR PANEL.SEE PAG#7./零部件分析阶段2显示红X不是由车门内饰板造成的,所以应是由车门板的其余部分引起的,见7页.PAIR COMPARISON SHOWS THAT THE DOOR PANEL MOLDING HAS THE CHARACTERISTIC THAT PRODUCE THE DIFFERENCE SEE PAG 9/配对对比显示车门饰板饰件有造成差异的特征，参见第9页THIS IS THE BEST STRATEGY BASED ON MULTIVARI SEE PAG 5.这是基于多重变换比较得出的最佳策略，参见第5页。PASSED B vs C WHERE IT SHOWS THAT THE DOOR MOLDING KEEP IN POSITION THE DOOR PANEL SEE PAG 10,BUT WE CHOICE OTHER CHARACTERISTIC THAT KEEP IN POSITION THE DOOR PANEL AND WITOUT INVEST MONEY SEE PAG 11&13.通过BC对比试验，显示车门饰板饰件能够使车门饰板保持正确位置，见第10页但是我们选择能够保证车门饰板位置并且不用增加投资的其它特性，参见第11和13页。Frequency频率频率GREEN Y RUN CHART SEE PAG 17/绿Y字流程图参见第17页。DESIRED希望希望CURRENT现有现有BASED:DISTRIBUTON LOT CAMPAINGEffort to release(lbs)Effort to release(lbs)释放力释放力(磅磅)D DM=1.0 lbsD DP=13.6 lbsDR=13.6Passed Isoplot IsoplotA Force gage was usedas the measurement system拉力计作为测量工具拉力计作为测量工具通过ISOPLOT评估POINT TOPOINTThere are no contrast in this strategy there are no difference.There is a good contrast but the leverage is not enough because we dont have tools to measure it.This strategy provide good contrast and the best leverage based on multi-vari chart see pag 6There are no contrast through the timeStrategy diagram PLANT TOPLANTMODEL TOMODELTRUCK TOTRUCKSIDE TOSIDESAME PANELSAME PLANTSAME MODELSAME TRUCKThere is a contrast between truck to truck and good leverage but the contrast is not enough based on multi-vari see page 6.EVENT TOEVENTSAME POINTThere are no contrast in this strategy there are no difference event to event.策略图事件对事件同一个点点对点同一块扳同一侧对同一侧同一台车车对车同一型号型号对型号同一个工厂工厂对工厂在这个对比中,无差异.在这个对比中,无差异.在这个对比中,有差异.但无测量工具.在车与车的对比中,有差异.但不能满足MULTI-VARI的要求.在这个对比中,有差异.且能满足MULTI-VARI的要求.在这个对比中,无差异.Multi-variNOTE:This graphic shows that the best contrast is model to model.SideTruck1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31EFFORT TO TAKE OFF(lbs)R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R L R LCustomer satisfaction limitBOBWOWModelC C C C A A A A A A A A A A A S S S S S S S S S S S S S S S SNOTE:S:SUBURBAN 830 MODEL A:AVALANCHE 805 MODEL C:CADILLAC 806 MODEL注:SAC三种车型最好最坏顾客的满意底线注:此图显示出在型号与型号的对比中有最大的差异.松脱力(磅)Component searchNOTE:This graphic shows that the Red X suspect does not live in the process because it passed the stage#1.The stage 2 shows that the Red X suspect does not live in the seal window.So the Red X suspect lives in the molding door panel.Effort(lbs)BOBWOWSTAGE 1STAGE 2第一阶段第二阶段最好最坏原状态第一次拆装第二次拆装第三次拆装门窗密封条门饰板门饰板饰条铰链注:这个图显示因为通过了第一阶段的试验,所以RED X不是由操作造成.第二阶段的试验显示门窗密封条不是RED X,门饰板饰条是RED X要素查找规则规则Rule 1.Rule 1.There are complete separation between the BOB and There are complete separation between the BOB and WOW values.WOW values.将最好和最坏的值完全分开将最好和最坏的值完全分开规则规则Rule 2.DYV1RRule 2.DYV1R设设Where:Where:R=R=R RBOB BOB +R+RWOWWOW 2 2那么那么thenthenR RBOBBOB=1.9=1.9R RWOWWOW=1.2=1.2R=R=1.9 +1.2 1.9 +1.2 =3.13.1 =1.55.=1.55.2 2 2 2DY=YDY=YBOBBO