QRQC闵行 法雷奥

Detection检测Communication沟通Analysis分析Verification证实QRQCMEETINGOctober2002/GQD-003-A1Agendaoftheday每日日程安排Introduction(Greeting)简介(互相问候)Presentationoftoday‘sobjectivebyKK.以百万为单位,讲述今日目标PresentationofQRQConceagainbyBranchQualityDirector由专业公司质量负责人再次讲述ＱＲＱＣ.20minutesbyDivisionManagerofthissite分公司经理２０分钟1.IntroductiononDivisionQRQCdeploymentprogress介绍分公司ＱＲＱＣ进展情况2.Showdeploymentandefficiencyprogram展示进程和成效项目ObservationofQRQC1stexample50min.onshop-floor(LineLevelorAPULevelQRQC)在车间用５０分钟对第一个例子进行观察(生产线和工段层次的ＱＲＱＣ)CoffeeBreak休息ExplanationofhowtodoLineQRQC解释如何进行生产线ＱＲＱＣ1.HowtoselecttheProblem如何选择问题2.HowtoAssign如何布置任务3.HowtoAnalyze如何分析4.HowtoConfirm如何确认LunchtimewithsupervisorandAPUmanagers与主管和工段经理共进等午餐.ObservationandsuggestioninsametimeforQRQC2ndexample60min.(PlantLevelQRQC)同时进行６０分钟的关于ＱＲＱＣ第二个例子的观察和建议:车间层次的ＱＲＱＣ.ExplanationofhowtodoQRQCatAPUandPlantLevel解释如何在工段和车间层次上进行ＱＲＱＣ.CoffeeBreak休息ConclusionofhowtodoDivisionDirector'sOJT(OnJobTraining)Wrap-upmeetingtodecideDivisionManager'sManagementTask总结如何进行公司经理在岗培训.决定公司经理管理任务的结束会议.October2002/GQD-003-A2Outputexpected期望输出UnderstandwhatisQRQC理解什么是ＱＲＱＣWhyQRQChasbeenrequiredforValeo?Valeo为什么要求实施ＱＲＱＣ?•Keyword:“Whathaveyouimprovedyesterday?”•关键字:“昨天我们做了哪些改进?”•Concept:QRQChasbeenputinplacetocounterourmainweaknessesItshouldbealwaysdone,basedonSanGenShugi•理念:我们实施ＱＲＱＣ是为了改进我们的缺点.在ＱＲＱＣ实施过程中应该坚持使用三现主义.October2002/GQD-003-A3Outputexpected期望输出HowtodoQRQCinLine,APUandPlant?如何在生产线上,工段上和车间里实行ＱＲＱＣ?Whoshouldbeteachertoestablishourownculture?谁应是建立起属于我们自己文化的教师•Keywords:RedBox,QCDM,AutoQualityMatrix•关键字:红色示警箱,ＱＣＤＭ,自动控制质量矩阵•Concept:Dailyactionandtraining=OnJobtraining理念:每日行动和培训=在岗培训October2002/GQD-003-A4Outputexpected期望输出DefineOnJobTraining“OJT”programforDivisionDirector定义公司负责人的在岗培训项目Whydoyouneedtodo“OJT”?为什么你需要在岗培训?•Keywords:Relationships,LearnfromGemba,Applaud•关键字:关系,从现场学习,祝贺•Concept:Motivation,Promotion•理念:激励,晋升October2002/GQD-003-A5BeforetalkingQRQC:在谈论ＱＲＱＣ以前Let’sbeawareofoursituationandweaknesses让我们意识到我们的处境和弱势.Let’schangeourthinkingway让我们考虑改变我们的思维方式.UnderstandQRQC理解ＱＲＱＣTHISISHOWWECANSUCCEED!我们就是这样成功的!October2002/GQD-003-A6(Strategy)ManagementSkill战略(管理技巧)(Structure)QualityControlandSystem(结构)质量控制和体系(System)PostMortemAnalysis(体系)失效分析Slow慢NoLogictoImprove改进不符合逻辑Customer‘sVoice客户之声Analysis分析NoResponsibility不负责任QRQCWeeklyReportFTAUnderstandQRQC理解ＱＲＱＣOctober2002/GQD-003-A7ISHIKAWA5WhysFTARedBoxControlManagementPDCAAutoQualityMatrixWeeklyReportRedProjectReportQRQCINDICATORSVALEO10005axes5WhysSanGenShugiGROUNDUnderstandQRQCOctober2002/GQD-003-A8ThierryMorincommented:ThierryMorin讲评On01/02:“QualityisoneofthebiggestweaknessesofourCompany”质量是我公司最薄弱的环节之一.On07/02:“WewillchangeourCulture,basedonSanGenShugi”我们将根据三现主义改变我们的文化.On10/02:“EverysiteneedstoapplyQRQCandSanGenShugi”每个现场都要实行ＱＲＱＣ和三现主义.WENEEDTOUSEQRQC!我们需要使用ＱＲＱＣUnderstandQRQC理解ＱＲＱＣOctober2002/GQD-003-A9...Applying“Genjitsu”meansbeingrealistic,notidealistic.“Genba”meansgoingoutontheshopfloortodiscovertherealrootcausesofproblems.And“Genbutsu”referstorealparts,andthewayofdealingwithnon-conformance.运用“三现主义”意味着需要现实主义和理想主义.“ＧGenba”是指去车间发现问题的真正根源.“Genbutsu”是指实物及处理不合格品的方式.Oneofourfirstprioritiesshouldbe“redbox”control,thatistosayfocusingondefectiveorrejectedpartstofindtherootcauseandseewhatworksandwhatdoesn’t.Wemustusenon-conformancepartstolearnhowtoimproveandachieveTotalQuality.首要事情之一就是需有“红色示警控制箱”,也就说把精力集中在寻找不合格品产生的根源,并注意哪些方法适用,哪些方法不适用.我们必须通过不合格零件来学习如何改进并达到全面质量的目标.Ihaveonlytwomethodologies:myeyesandmylegs.TheseareallIneedtosee,tojudge,toconsider,todecide.Thisisthebasisof“SanGenShugi”...我只有两个方法:我的眼睛和我的腿.这就是我用来观察,判断,考虑和决定所有需要的一切东西.这就是“三现主义”的基础….(KazuoKawashima,ValeoGroupQualityDirectorValeoInfo,June,2002)UnderstandQRQC理解ＱＲＱＣOctober2002/GQD-003-A10SANGENSHUGI三现主义Sanmeans3-Genmeansrealoractual-Shugimeansideology”San是“三”的意思,Gen是“实际”的意思,Shugi是“思想,理念”的意思.SanGenShugi三现主义1.RealPlace(Gen-ba)onshopfloor车间实地2.RealParts(Gen-butsu)withrealbadparts不合格实物零件3.Reality(Gen-jitsu)withdata实际数据October2002/GQD-003-A11UnderstandQRQC理解ＱＲＱＣOctober2002/GQD-003-A12Detection检测Communication沟通Analysis分析Verification证实QRQCCORRECTIVEACTIONIMPLEMENTATIONCHECKＱＲＱＣ纠正措施执行情况检测单QRQCASSIGNMENTSHEETQRQCMEETINGＱＲＱＣ会议EDUCATE…EDUCATE…EDUCATE…THISISDAILYONJOBTRAINING!(OJT)教育,教育,教育．．．这是每天的岗位培训。APPLAUDEORREQUESTMOREDATAAPPROVE祝贺或要求更多的数据，同意LISTENANDUNDERSTAND听取并理解COACHUSINGSHANGENSHUGI!用“三现主义”训练HowtodoQRQC?如何做ＱＲＱＣOctober2002/GQD-003-A13QRQCDeploymentstatusＱＲＱＣ开展状况20minutesforDivisionManager:给公司经理的时间为２０分钟.IntroductiononDivisionQRQCdeploymentprogress介绍公司ＱＲＱＣ开展的进程Showdeploymentandefficiencyprogram展示开展项目及高效项目Discussion讨论October2002/GQD-003-A14ExampleonShopfloor车间举例Let’sgotoGen-ba!:LineQRQC/APUQRQC•让我们去现场:生产线ＱＲＱＣ/工段ＱＲＱＣObservationofQRQC1stexample50minonshop-floorFeedback观察ＱＲＱＣ第一个事例:车间５０分钟反馈October2002/GQD-003-A15HowtodoQRQCinLine?如何在生产线上实行ＱＲＱＣ?DetectionRedBoxControl检测:红色示警箱控制CommunicationAQMQuickResponseActionPlanboard沟通:ＡＱＭ,快速反应行动计划板AnalysisStopthelineToanalyze分析:停线分析VerificationConfirmationForaction证实:行动确认LINEQRQC生产线ＱＲＱＣQRQCLinemakesACTIONStosolveproblemsimmediately生产线ＱＲＱＣ采取行动措施立即解决问题.Whathappened?Whatisroot