RCCA(C)根因分析

©2002Pratt&WhitneyCanadaAllrightsreserved…1问题根源纠正行动(RCCA)TrainingforPilotsandACEImplementationManagers©2002Pratt&WhitneyCanadaAllrightsreserved…2•益处Benefits–Standardizeinterventionatrootcausetopreventproblemsfromreoccurring标准化解决方法,从根本上防止问题重复出现•执行Implementation–Eight-stepprocessincludingtools八个步骤•特征Characteristics–Definetheproblem定义问题–Analyzetheproblem分析问题–Identifytherootcause确定根本原因–Applymistakeproofing运用错误预防Overview概述©2002Pratt&WhitneyCanadaAllrightsreserved…3•Objectives目标page4•Introduction简介page5•RCCASteps步骤page18•Conclusion结论page36Tableofcontents目录©2002Pratt&WhitneyCanadaAllrightsreserved…4Objectives目标Attheendofthismodule,youwillbeableto该单元学习完毕后,将能够:•UseamethodthatwillenableyoutoeliminateturnbacksidentifiedthroughQCPC,equipmentdowntimesanddefectsinyourproductsandservices.使用方法来消除在在生产和服务中发生于QCPC，设备停机和缺陷的重复问题。•Understandthe8stepsthatformtheRCCAprocess了解组成RCCA的8个步骤•Knowwhentouseit掌握何时运用RCCA。©2002Pratt&WhitneyCanadaAllrightsreserved…5Introduction简介RépétableEfficaceEfficientMistakeProofing1.Define定义2.Measure衡量3.Analyze分析4.Improve改进5.Control控制CharteredteamProcessManagement过程管理SelectopportunitiesStandardWorkRootCauseAnalysisMapprocessCollectdataSelectbestopportunitiesQCPC&MFASurveycustomersObjectives320%65%510%415%220%130%ProcessGFEDCBAHighMediumLowWhy?Why?Why?©2002Pratt&WhitneyCanadaAllrightsreserved…6Whatisitusedfor使用目的?•Correctaproblemmethodically系统地纠正问题:–Bydeterminingitsrootcause通过确定根源–Byapplyingthebestpossiblesolutions通过应用最佳方案•Preventaproblemfromrecurring避免问题重复出现:–Byfollowingthrough跟踪全过程–Bystandardizingthesolutions使解决方案标准化?Introduction©2002Pratt&WhitneyCanadaAllrightsreserved…7Whendoweuse何时使用RCCA?•Wehavearecurringproblem问题重复出现...Or或•Wearenotsureofthecauses不能确定原因or或•Theproblemisnotconstant(itcomesandgoes)or问题不持续（时有时无）•Wewanttotakethetimetosolvetheproblemonceandforall!我们需要花时间一次并彻底解决问题Introduction©2002Pratt&WhitneyCanadaAllrightsreserved…8UTC目前的思想状态UTCCurrentMindsetWemustchangetheculture必须改变文化•“Ihavenotimetoaddressrootcause,Imustmeetthedeliveryschedule!”“我没有时间查找根源,我必须赶交付进度!”•“Wehavebeendoingthisfor15yearswithnosubstantialimprovement,whyistodaygoingtobeanydifferent?”(GeorgeDavid,ItoUniversity)“我们已经如此工作了15年而没有实质性的改进，今天又会有什么区别?”(GeorgeDavid,伊滕大学)•“Youcontinuallydevelopandreleasenewproductswithknownqualityproblems,why?”(UTCCustomer)“你们不断研制和生产的新产品存在已知的质量问题，为什么?”(UTC用户)Wemusthavea“newspirit”forthefutureofourbusiness!对于我们业务发展的未来必须具有“新的精神”！©2002Pratt&WhitneyCanadaAllrightsreserved…9UTC渴望的思想状态UTCDesiredMindsetTheNewSpiritofManagement管理新精神•“Wemustbeactivelyinvolvedtofindrootcauses”“必须积极参与寻找问题根源”•“Wemustfixdefectsbyfixingtheprocess,notbyaddingmoremanpower”“必须通过解决过程问题来解决缺陷，而不是通过增加人力”•“85%ofallqualityproblemsarearesultoftheprocess,15%arearesultoftheworkers”(J.M.Juran)“85%的质量问题起源于过程，15%的问题来源于工人”(J.M.Juran)Wemustworktobuildatrustingenvironment!•我们必须建立一个可信赖的环境©2002Pratt&WhitneyCanadaAllrightsreserved…10Philosophy理念RootCauseCorrectiveActionistherapidandpersistentpursuitofthefundamentalbreakdownorfailureoftheprocessthat,whenresolved,preventsarecurrenceoftheproblem.问题根源纠正行动是快速和持续跟踪过程中断和失败的根本原因，一旦问题解决，就能避免重复发生。Rootcauseanalysisislikepullingweeds.问题根源分析就象拔草除根。Ifyoudon’tgettheroot,theweedcomesback!拔草不除根，还会卷土重来©2002Pratt&WhitneyCanadaAllrightsreserved…11Philosophy•Eachproblemmustbepursuedandresolvedrapidly•Solvingproblemsrequiresamindsetthatisalert,open-minded,patient,tenaciousandpersistent•Eachproblemisagoldennuggetortreasure•Eachproblemtellsastoryaboutwhyandhowitoccurred(therearenoisolatedincidents)•The“true”problemmustbeunderstoodfromthedatabeforeactionistaken•每个问题必须迅速跟踪和解决•解决问题需要警惕性高，思想开放，有耐心和顽强持久的精神•每个问题都是一块金砖或财富•每个问题都是一个故事，告诉你为什么和怎样发生的（没有孤立的事件）•在采取行动之前，必须通过数据了解“真实”的问题©2002Pratt&WhitneyCanadaAllrightsreserved…12Philosophy问题遗漏造成的10倍规则发现缺陷:公司成本对公司的影响1$10$100$1000$10000$本工序很小下一道工序短时延误加工结束返工重定进度终检大返工影响交付额外检验用户担保费用管理费用名誉损失失去市场份额©2002Pratt&WhitneyCanadaAllrightsreserved…13PhilosophyProblemEscapesandtheRuleof10Defectfoundat:CosttotheCompany:ImpacttotheCompany:1$10$100$1000$10000$OwnprocessVeryminorNextprocessMinordelaysEndoflineReworkRescheduleofworkFinalinspectionSignificantreworkDelayofdeliveryAdditionalinspectionCustomerWarrantycostAdmin.costReputationLossofmarketshare©2002Pratt&WhitneyCanadaAllrightsreserved…14Eachproblemisagoldennugget每个问题都是一块金砖Capacitor电容器:$0.05CircuitBoard电路板:$34Elevator电梯:$350,000Philosophy©2002Pratt&WhitneyCanadaAllrightsreserved…15Eachproblemisagoldennugget•Problemwithcapacitor电容器发生问题•Affected10%ofelevatorsinservice影响10%的电梯在服务中受影响(30,000)Costoffixingproblem修理费用$454.00每次(Timeandmaterialsincluded包括时间和材料)TotalcostforOTIS总花费:$13,6MPhilosophy©2002Pratt&WhitneyCanadaAllrightsreserved…16Eachproblemisagoldennugget•Ifproblemwasaddressedin-house...如果问题在内部解决...TotalcostforOTIS总花费:$454,000Costoffixingproblem修理费用$15.00每块电板(Timeandmaterialsincluded包括时间和材料)Philosophy©2002Pratt&WhitneyCanadaAllrightsreserved…17“低品质费用”模型“CostofPoorQuality”ModelExtraInspectionWarrantyEscapesScrapReworkEngineeringChangesLongCycleTimesExtraSetupsExpeditingCostsLostSalesLateDeliveryChargesLostCustomerLoyaltyExcessInventoryNon-Visible5-8%ofSalesVi