QCPC质量诊断过程分析

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1、Welcome toThe UTC Problem Solving ProcessACHIEVINGCOMPETITIVEEXCELLENCEFOR BUSINESS PROCESSESACE Coordinator:Roman SobieriMODULE#3 OF 5Objectives(目标目标)As a result of attending this module,you will be able to:在本课程结束后,你将能够:nUnderstand the basics of the UTC Problem Solving Processn了解UTC解决问题的基本步骤.nDescr

2、ibe how QCPC,RRCA,&MP workn描述QCPC,RRCA,MP是如何运作的.nParticipate in,encourage,support,and promote the implementation of QCPC,RRCA,&MPn参与,鼓励,支持和推进QCPC,RRCA,MP的实施 nBegin implementation to reach Qualifying leveln开始推行达到合格级水平.Copyright 1999 by United Technologies CorporationQuality Clinic Process Charts质量诊断过

3、程图质量诊断过程图A Road Map to Quality Products and ProcessesQCPC“The Tool”QCPC is a simple tool used to continuously analyze a process for quality improvement opportunities and process inefficiencies,or“turnbacks”QCPC是一个简单的工具，用来不断分析有质量改进机会、无效率或者是“误工”的过程W/ET/B RATIO10203040PCS.PRODUCEDPCS.PRODUCEDPCS.PRODUC

4、EDPCS.PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDPC

5、S.PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDPCS.PRODUCEDT/B RATIOT/B RATIOT/B RATIOT/B RATIOT/BSCRAPT/DT/BSCRAPT/DT/BSCRAPT/DT/BSC

6、RAPT/DTurnbacks(T/B)误工误工A turnback is any situation that hinders the flow of work.Turnbacks include any inefficiency in the process.Some examples are:误工是阻碍工作流程的任何情形.包括任何过程中的无效.例如:nReworkn-返工nMachine stoppagesn-机器中断nTool problemsn-工具问题nIncorrect paperworkn-文书工作不正确nChanges in a plann-计划变动nBottlenecks(

7、delays)n-瓶颈(延迟)nMiscalculations on expense reportsn-费用报告误算nIncomplete paperworkn-不完善的文书工作nDrill breakagen-钻孔机故障nLot interruptionsn很多中断nPriority changesn-优先权改变nLocation problems n-场所问题nRerunn-重新运行Step 1-Initiate the QCPC Process 列出QCPC工序（过程）Step 2-Summarize Detailed Turnback Data 总结具体的误工数据Step 3-Pare

8、to Turnback Data 巴雷特图分析误工数据Step 4-Determine Improvement Projects 决定要改进的项目Step 5-Document Your Successes 用文字描述获得的改进（成功故事）QCPC ImplementationThe 5 Step ProcessQCPC推行的推行的5个步骤个步骤nCritical to a successful QCPC implementationn对成功实施QCPC是关键nTracks process not peoplen跟踪过程而不是人nProvides detailed data for root

9、cause analysisn为根源分析提供详细的数据nTwo means of collecting datan收集数据的两种方法:Scatter diagrams-散布图 Data collection sheets-数据收集表Data Collection数据收集数据收集Step 1 Initiate the QCPC Process第第1步列出步列出QCPC工序（过程）工序（过程）Quality Clinic Process Charts Scatter Diagrams散布图散布图Map the Process绘制过程图绘制过程图Step 1Initiate the QCPC Pro

10、cessSTART开始开始END结束结束STEP 1 STEP 2STEP 3STEP 4Step 1Initiate the QCPC ProcessQCPC Data Collection SheetQCPC数据收数据收集表集表QCPC 误工日收集表(样本）Daily Turnback Record Sheet of Quality Clinic Process Chart品质部区域 Work Cell:扶梯进货检验600日期 Date:03.5.16误工代码含义 Turnback CodesA=安全/环境/健康G=信息不准确N=图纸/技术资料有误B=工具H=信息传递不及时O=缺少检验文件

11、/资料C=量具J=检验技能差、缺少培训P=团队精神差D=检验记录K=等待Q=缺少检测设备E=产品标识L=行走时间过长R=检验不及时F=设备停机M=责任心不强S=其它因素工序描述 OPERATION PROCESS DESCRIPTIONOp.10Op.20Op.30Op.40Op.50Op.60Op.70Op.80Op.90报检员 工使用代码填写序间误工类型/数量具体误工详细描述Use Turnback code(s)to describe the turnback on the operation Operator102030405060708090Turnback Details Desc

12、riptionH 20在误工发生的工序注明误工类型及误工数量横杠上方写误工类型，下方写误工数量误工情况要求描述清楚，应描述供应商名当日工序数量200当日各序误工量总计称、零件图号、具体的误工问题及造成的后果填写当日该种零部件的报检数量此处不必填写外购件检验控制程序外购件检验控制程序部门 Dept:周次 OW:工序名称Process Name结论反馈检验张海祥西子孚信钳工箱（图号：XAAxxxxxx）报检不及时，车间等着用，检验来不及。Step 2Summarize DetailedTurnback Data10%2/20Turnbacks at Process StepPieces Into

13、Process Stepx 100=10Week OneTurnback RatioUse the data you collected to calculate your turnback ratio.Calculate The Turnback Ratio计算误工率10%2/20Turnbacks at Process StepPieces Into Process Stepx 100=10Week OneTurnback Ratio10%2/20Turnbacks at Process StepPieces Into Process Stepx 100=10Week OneTurnbac

14、k Ratio工序中误工数工序中误工数/工序中件数工序中件数Office Summary QCPC:Supplier Quality AssuranceSTEP 8STEP 7STEP 6STEP 5STEP 4STEP 3STEP 2STEP 1WORKSTATIONDSCP.EvaluateProblem/QE submittalsIssue RICAPrint out,make copies,and fax to SupplierReceiveinvestigationfrom SupplierEvaluateCause andCorrectiveActionReviewBusiness

15、 UnitconcurrenceConcurrenceApprovalClose RICATOTALT/BWEEK 1WEEK 2WEEK 3WEEK 4WEEK 5SUMMARY Q.C.P.C.Supplier Quality AssuranceRequest for Investigation and Corrective ActionWHAT THE NUMBERS MEANTURNBACK RATIO#T/BS OVER#PCS IN1/1010%0%0%0%0%0%0%0%0%0%0%33%0%0%0%0%100%2100%400%175%800%1000%167%500%400%

16、400%400%67%200%200%200%200%100%300%300%300%300%67%200%200%200%200%1900%1275%1600%534%6/21/98to6/27/986/28/98to7/4/987/5/98to7/11/987/12/98to7/18/987/19/98to8/1/980/30/00/10/20/10/30/10/10/00/31/30/00/10/00/33/34/17/48/110/15/35/14/14/14/12/32/12/12/12/13/33/13/13/13/12/32/12/12/12/1%TurnbacksFirst,P

17、areto the percent turnback data by process step.首先用巴雷首先用巴雷特图分析各工步存特图分析各工步存在的误工在的误工How Do We Decide Which Problems to Work on First?我们如何决定先解决哪个问题我们如何决定先解决哪个问题?12.2%9.2%6.8%0%2%4%6%8%10%12%14%102030TurnbacksStep 10Then,Pareto the total number of turnbacks by type of turnback for the process step with

18、the greatest percent turnback.对最大对最大误工的工步进行各误工的工步进行各类误工数量统计类误工数量统计5.02.01.00123456WrongColorSpringToo LongActuatorBrokenStep 3Pareto TurnbackDataStep#Step 3Pareto TurnbackDatanAttended by everyone involvedn全员参与nHold meeting in QCPC room with chartn带上表格举行QCPC会议nDiscuss last weeks top three corrective

19、 actionsn讨论上周最大三个改正行动情况nDefine this weeks top three issuesn定义本周最大的三个问题nDiscuss cause and corrective action for those three issues identifiedn对确定的三个问题讨论根源和改正行动nAssign follow-up tasksn分配下一步任务Hold weeklyQCPC meetings.每周举行每周举行QCPC会议会议nList projects according to their priorityn根据优选列出项目nList only manageab

20、le tasksn仅列出可以实现的任务nKeep all elements up to daten所有要素保持最新Project Lists项目清单项目清单Project lists make it easy for others to see how well you are doing!Step 4 Determine Improvement Projects确定改进项目确定改进项目Step 4Determine Improvement ProjectsnRun by top resident managementn由高层管理人员操作nIdentify baseline goals in

21、the initial meetingn在首次会议确认目标基线nHold in war roomsn在作战室举行nInclude QCPC teams,support,and staff managementn包括QCPC小组,技术支持,管理人员.nFocus on monthly trendsn关注每月的趋势nReview status of goalsn回顾目标状态nDiscuss successful effortsn讨论取得的成就nReview project listn回顾项目清单HoldmonthlyQCPC meetings.每月举行每月举行QCPC会议会议Step 5Docum

22、ent YourSuccesses用文字描述获得的改进用文字描述获得的改进nProblem is mistake proofedn问题已得到预防nThere are no adverse effects on other parts or processesn对其它的部件或过程没有负面影响.nA design or process change(formal fix)has been implementedn设计或过程的改进(正式确定)被执行nQCPC trend charts show no recurrencesnQCPC趋势图显示没有重复出现.Use criteriafor succes

23、s.Qualifying Criteria合格级标准合格级标准Business Process业务过程业务过程nACE element awareness training nACE要素意识培训nProcesses have been identified and prioritized n过程已进行识别和优选nQCPC data collection process definednQCPC数据收集过程已被定义Bronze Criteria铜牌标准铜牌标准Business Process业务过程业务过程nApply QCPC to at least one chosen process:n对

24、至少一个选定的过程实施QCPCnTotal turnback ratio reduced by 50%n总误工率减少到50%nPost QCPC process map on ACE Activity Boardn在ACE活动板上张贴QCPC过程图nPost trend chart on ACE Activity boardn在ACE活动板上张贴趋势图Relentless Root Cause Analysis严格的根源分析严格的根源分析 DefinitionRelentless Root Cause Analysis is the rapid and persistent pursuit o

25、f the fundamental breakdown or failure of the process which,when resolved,prevents a recurrence of the problem.严格的根源分析是快速持久获取基本的故障或已解决的过程出现故障,防止问题的再次出现的方法.Example:5 WhysProblem问题问题Why?为什么CorrectiveAction改正行动Flat Tire in Garage车库的轮胎漏气车库的轮胎漏气Nails on garage floor有铁钉掉在车库地板上Swept up nails扫起钉子Example:5 W

26、hysProblemWhy?Why?Why?Why?Why?Why?Flat Tire in Garage车库轮胎漏气车库轮胎漏气Nails on garage floor有钉子掉在地上Box on shelf split货架上的盒子裂开Box got wet盒子湿了Rain through hole in garage roof屋顶漏水Roofs 20 year shingles are 30 years old能用20年的屋顶板用了30年Things get old!屋顶板老化鱼刺图鱼刺图填写人COMPILECAUSE-AND-EFFECT DIAGRAM(FISHBONE)因果图（鱼刺图

27、）因果图（鱼刺图）环境环境ENTIRONMENT人人MAN方法方法METHODS材料材料MATERIAL机器机器MACHINES结结 果果EFFECTFour Key Elements of Problem Solving:D.I.V.E.解决问题四个关键要素解决问题四个关键要素D.I.V.E.Define the problem定义问题Investigate the problem调查问题Verify the root cause验证根源Ensure a mistake-proof solution is achieved and implemented确认错误预防方案的完成和执行Sympt

28、omSymptomRoot CauseCautions注意注意:nBeware of subjectivity小心主观性 Realize that you might not think of all the possible root causes while brainstorming.认识到集体讨论时不用考虑所有可能的根源分析 Set aside personal bias抛开个人偏见 Knowing the answer before you get started.在开始之前知道答案 Let the data lead you to objective conclusions.让数据

29、引导你得出客观的结论nCheck your data.检查你的数据资料nTest more than once,if possible.n如果可能,检验要超过1次nDo not accept“human error”as an excuse for root cause of a problem.不要接受“人为疏忽”作为问题的根源BOOM!Qualifying Criteria合格级标准合格级标准nAwareness training(this presentation)is given to all members of the group.n对所有的员工完成意识培训nMore detail

30、ed training is given to 25%of the group.n对团队25%的成员进行更详细的培训.NOTE:Eventually everyone will receive more detailed training.注意:最终所有的人都要接受更详细的培训.Where Do We Start?我们从哪里开始我们从哪里开始?nApply Relentless Root Cause Analysis to turnbacks identified by QCPC or to other known problems.n对QCPC确定的或其它知道的问题实施严格的根源分析Turn

31、backsStep 105.02.01.00123456WrongColorSpringToo LongActuatorBrokenMistake Proofing错误预防错误预防Mistake Proofing DefinitionUsing wisdom and ingenuity to provide methods and devices that allow you to do your job 100%defect-free-100%of the time.运用智慧和灵感，提供方法与设备，使得你在所有时间生产出无缺陷产品。The“Ultimate Goal”最终的目标*Step b

32、y Step逐步地*Characteristic by Characteristic逐个地*Process by Process逐渐地The Trilogy Continues三步曲三步曲Mistake Proofing is the third phase in the UTC Problem Solving Process Model错误预防是UTC解决问题方法的第三步.It is a direct link to the RRCA block!这是直接和RRCA相联系的D-Define Problem定义问题I-Investigate Problem调查问题V-Verify Soluti

33、on核实方案E-Ensure Mistake Proof Solution 确保错误预防方法Mistake Proofing Philosophy错误预防原理错误预防原理nTo achieve zero defects,inspection alone is not enough;zero defects must be designed into a process using Mistake Proofing methods要达到零缺陷,仅靠检验是不够的,必须要把错误预防设计到流程中.nRecognize that people,machines,and processes make er

34、rors认识到人,机器,和过程会犯错误.nRespect the intelligence of workers by removing the judgment from repetitive tasks or actions where errors are likely to occur尊重工人对消除可能重复产生错误行为作出判断nUse simple,creative and cost effective mistake proofing ideas to overcome human and mechanical errors运用简单的、创造性的、有效成本的错误预防思想来克服人与机器的

35、错误nRefuse to accept“human error”as an excuse for root cause of a problem不能接受把人为错误作为问题根源Three Levels of Mistake ProofingnLevel 1:Prevent an error from occurring at the source (Photo machine sensor that reads size of paper)n1级:在源头防止问题的发生.nLevel 2:Detect the error as it is being made (If delete key is

36、hit,it asks,“Are you sure?”)n2级:当错误产生时可以检测到.nLevel 3:Prevent the defect from reaching the next operation OR worst-THE CUSTOMERn3级:防止缺陷流入下一道工序或顾客Successful Mistake Proofing DevicesYou should be able to answer yes to all of these?你应该对所有这些回答你应该对所有这些回答是的是的nPrevents reoccurrence?防止再发生吗?nInexpensive?不昂贵吗?

37、nSimple to use?使用简单吗?nEasy to implement?易于执行吗?nGives prompt feedback?给予准时的反馈吗?nReliable?可靠吗?nHas the right peoples input?人工输入正确吗?Requirement for SuccessManagement MUST create an environment that管理层必须建立的环境是管理层必须建立的环境是.nRecognizes that people WANT to do quality work(They DO NOT come to work to make ba

38、d parts)认识到人们是想去做好工作的nPromotes involvement and creativity鼓励参与和创造nProvides time and support resources to solve problems提供时间和资源解决问题.nStrives for continual improvement争取持续的改进n“to err is human”-its letting errors turn into defects that is the problem错误在人（让错误变成缺陷）是一个问题 Qualifying Criteria合格级标准合格级标准nACE element awareness trainingnACE要素意识培训Where Do We Start?我们从哪里开始我们从哪里开始?nAs the true cause of problems are identified(using Relentless Root Cause Analysis),apply mistake proofing ideas to permanently correct the problem.n当问题真正的原因被确认后,运用错误预防的思想彻底改正问题Questions?问题问题?演讲完毕，谢谢观看！