快速反应程序：解决质量问题的反应模式

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1、 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 1快速反应程序快速反应程序解决质量问题的标准化反应模式 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 2 是一个体系运用可视的方法显示重要的信息以解决重大的外部的、内部的质量失效问题。快速反应快速反应是否存在一个每天的领导层会议？快速反应会议可以是一个1020 分钟的站立式会议，地点可以在车间或生产会议室。1998 General Mot

2、ors Corporation.All rights reserved.QSB WORKSHOP REV.091304 3 过程的责任人必须来自制造部门。在一天的开始，质量小组应该识别前24小时所发生的重大质量问题，可以从一下几个方面考虑:-客户关注的问题-供应商所关注的问题-造成停线的(内部/客户)问题-出厂审核/审核问题-其他内部质量问题研讨会小组首先应该定义什么样的质量问题是重大的质量问题。当业务经理不在场时，会发生什么呢？在每天的制造评估会议上领导层应该审核一下方面:-和小组成员一起审核重大的质量问题-指定相关人员负责问题的解决-指派下次会议报告的责任人 1998 General Mo

3、tors Corporation.All rights reserved.QSB WORKSHOP REV.091304 4要求要求(续续):责任人应该负责保证所有的问题及时被解决并且满足退出标准。责任人的报告应包含以下几个方面的更新：-快速反应跟踪表-标准化操作指导书-问题解决表-过程失效模式分析-控制计划-层级审核-全员通告 Workforce Notification -其他适用文件必要时在快速反应跟踪表上必要时，按照快速反应跟踪表的规定汇报给管理层 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.

4、091304 5 快速反应跟踪表快速反应跟踪表 (Example)EXIT CRITERIA Overall StatusIssue NumberIssue DescriptionDate OpenedUnit I.D.#OwnerNext Date(of Owner Report out to Staff)ContainmentPFMEA/CPError ProofingStandard WorkLayered AuditDate ClosedY1Engine out of time10/10/2000N/AMcGrath11/29/2000GGYGYG2Burrs on front fac

5、e of block10/10/2000N/ASmithCLOSEDGGN/AN/AG10/11/2000R3Injector harness placement10/10/2000N/AMcGrath11/29/2000GGRGGY4Reversed thrust bearing10/11/2000N/AMcIntosh11/29/2000GGYGGY8Missing Upper Bearing Shells11/20/2000N/AMcIntosh11/30/2000GGGYGR9Paint dots found on loose&mis-built parts11/21/2020N/AC

6、arpenter11/30/2000GN/AN/ARRR10Loose 7mm bolt on front cover11/26/2000N/ADavis12/4/2000RRRRREXIT CRITERIA STATUS KEYRRequired but not initiatedYInitiated but not completeGCompleteN/ANot ApplicableGQP-029b要评估的要点要评估的要点:责任人责任人退出标准退出标准全面情况全面情况优化目视管理，将这个表格尽可能大的显示在会议室(ex.:4 x 8 dry erase board)1998 General

7、 Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 6No Quality DisruptionsInternal Quality Disruption(defined locally)Customer Quality Disruption(eg.PRR,Pull,Spill)每日质量图LEGEND:月年一月一月2004作世界上最好的动作世界上最好的动力总成力总成31292830212223242526271213141516171819202345678910111GreenYellowRed(举例)领导层将展示一个

8、可视的质量状况领导层将展示一个可视的质量状况要求要求(continued):1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 7不合格产品的控制不合格产品的控制遏制 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 8Establish a method to ensure that product that does not conform to specified requirements

9、 is:-防止无意识使用或安装-Prevented from unintended use or installation-用统一的标签清楚识别 Clearly identified using consistent labeling 用目视管理方法建立统一的识别程序 (Example)用明亮色彩作为首选的识别方法 -红色废品 -黄色可疑品 -绿色合格品不合格产品的控制不合格产品的控制 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 9标签内容IN THIS SECTION IS AT LO

10、CAL DISCRETION标签内容IN THIS SECTION IS AT LOCAL DISCRETIONPLT001可疑品或待处可疑品或待处理品理品半成品或合格半成品或合格品品红标签表示废品。黄色标签表示可疑产品或待处理的材料，需要返工的材料或需要进一步检查的材料绿色或其他颜色的标签表示产品是可接受的(红色和黄色除外).废品废品PLT002PLT003标签内容IN THIS SECTION IS AT LOCAL DISCRETION 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304

11、10要求要求:不合格产品的控制不合格产品的控制 领导层应开发，组织并维护一个统一的体系来控制不合格品.将不合格产品隔离.隔离区域将被标识 -废料箱-返工台-返工产品标签-溢出遏制区域 遏制工作表将被完成并用于：-提供一个系统的方法遏制全部可疑品-确定不合格产品的检查范围 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 11 CONTAINMENT WORKSHEET(Example)DEPARTMENT:DEPARTMENT CONTAINMENT OWNER:DATE:Laboratory

12、G.Hall1/6/2003PRODUCT NAME/NUMBER:10066044PRODUCT NONCONFORMANCE:Burr on flange PRODUCT CONTAINMENT SCOPEIDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATEDPOTENTIALAREASUSPECT PROD.VERIFICATIONLOCATIONQTY.VERIFIEDFOUND?QTY?RESPONSIBILITYLaboratory6K.C.6T.BrownWIP Storage Areas1000P.S.1000P.Sm

13、ithOutside Processing-(Plating)1000C.J.1000C.JonesScrap Bins42K.C.42C.JonesRework Areas0B.T.0C.JonesSEGREGATE SUSPECT PRODUCT TO(location,as feasible):2548 pcs to Containment AreaSORT METHOD(eg.visual,gage,mating part):Visual for burrsSORT CRITERIA(clear pass/fail standards):Max Burr per standardI.D

14、.METHOD CONFORMING(eg.mark,tag,sign):White paint dot near defect areaI.D.METHOD NONCONFORMING(eg.mark,tag,sign):Mark defect with red paint.K.C.P.S.B.T.000Shipping DockHeat TreaterAt Customer000TOTAL FOUND2548 2548P.SmithReceiving500P.S.500C.JonesC.JonesC.JonesC.JonesC.JonesC.JonesIn TransitService P

15、arts Operations00B.T.P.S.00What if potentialquantitydoes not equal total found?When do you call the customer?1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 12要求要求(续续):分界点检验采用:-对于遏制范围内的产品100检查-在根本原因找到之前，持续时间由领导层决定 对于产品遏制问题，箱子将标识成:-红色不合格产品-黄色可疑品-绿色分界点后的合格产品 从被认可的工艺流程上拿走的产品

16、返回时应在离开点或之前.全部控制计划都要执行检查和测试.注意：如果不可能在离开点或之前返回，使用经认可的重做流程以保证一致性.要明确脱离返工，返修和遏制区产品的程序与授权.产品遏制问题要经领导层评估.1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 13 标准化工作标准化工作(方法和顺序方法和顺序)“标 准 化 是 通 往 不 断 改 进 之 路.”W.E.Deming,七月 15,1992 1998 General Motors Corporation.All rights reserved

17、.QSB WORKSHOP REV.091304 14(举例)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 15目的目的:对所有的操作实施标准化的方法和顺序。标准化工作标准化工作(方法方法&顺序顺序)范围范围:装配区 制作过程 发运/收料 返修/返工区 所有的操作 其他支持功能(例如：检查)职责职责:一个或两个责任人-制造工程人员-生产经理 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304

18、 16 精益组织.识别那些能增值的工作.一个有效的生产顺序.持续改进.在过程内部减少变差.减少浪费，解决问题和质量控制.审核操作员与工作指导书一致 层级审核.确保操作者统一履行相同任务和程序.标准化的工作提供了一个基础标准化的工作提供了一个基础:1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 17多功能小组应确定并列出所有要实施标准化的工序Multi-disciplinary team(s)shall identify and list all operations to implement

19、 standardized work怎样划分优先顺序的例子怎样划分优先顺序的例子:-涉及客户质量的问题-定义工作顺序和方法的必要性-离线返工Off-line Rework-高的RPN-员工流动Employee Flow-through多功能小组定出标准化工作的指导书并张贴到每一工位.新员工要被培训使用标准化工作（标准操作员培训）要求要求:1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 18标准化操作标准化操作Standardized Operations客户周期时间客户周期时间工作顺序工作顺

20、序在制品的标准化在制品的标准化标准化操作标准化操作步棸步棸TAKT TIME 生产出一个单位的时间Time in which a singleunit is to be produced操作工的移动OperatorMovements相同顺序相同动作每一循环工作需要的最小库存Minimum stock necessaryto do work in the samesequence with the same movements,every cycle 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.0913

21、04 19列出客户周期时间的理由列出客户周期时间的理由:使领导层确信业务如批准的那样在运转Assures leadership that operation is running as approved 可减少生产过剩 Overproduction can be reduced 改进生产调度 Improves production scheduling 操作员可介入到决策过程Operator involved in decision making process 设备显示出磨损迹象时操作员能知道Operator knows if equipment is showing signs of we

22、ar.安排维护与修理时间 Maintenance and repair time allocated 清扫成为生产流程的一部分Clean-up becomes part of the production process 质量检查变成日常事务Quality checks built into the daily routine 为实施分层审核而安排时间Time allocated for conducting Layered Audits 目视管理元素 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.09

23、1304 20显示工作顺序的理由显示工作顺序的理由:所有的操作每次都以相同的方式完成All operations are performed the same way every time 减少组分被遗漏的风险Reduces the risk of components being left out 没有操作被遗漏或忽略No operations are skipped or omitted 提醒进行质量检查及频率Quality checks and frequency are called out 很容易确定方法改进Process improvements are easily identi

24、fied 新手培训更一致Training new operators is more consistent显示标准工作程序的原因显示标准工作程序的原因:操作员控制再填充箱柜的频率Operator controls frequency of refilling bins 警告材料管理员短缺或过量库存Alert material handler of shortages or excess inventory 减小由于原料储运损耗而造成的设备停工期Reduces equipment downtime due to stock outages 工作区域减少混乱 减少在制品 允许材料管理员处理他们的时

25、间Allows material handler to manage their time 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 21 Standardized Operations Worksheet And Layout标准化操作工作表和布局标准化操作工作表和布局STEPNO.WORKSTATION AREA DRAWN TO SCALEOPERATION:FROM:_QUANTITY PER SHIFT:_CUSTOMER CYCLE TIME:_ TO:_SHIFT:_OP

26、ERATOR CYCLE TIME:_WORK ELEMENTELEMENT TIMESTANDARD IN-QUALITYCRITICALHAND WORKMACHINEWALKPROCESS STOCKCHECKOPERATIONSAFETYCQTOTAL(Example)标准化的操作工作表和计划应包括Standardized Operations Worksheets And Layout shall include:-工作原理Work Elements-操作员动作Operator Movement-操作周期时间Operation Cycle Time 1998 General Moto

27、rs Corporation.All rights reserved.QSB WORKSHOP REV.091304 22(Example)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 23Best People Practices ChartAddress:AA-007L i n e:1S h i ft:AL LI te m#123456789101112I te mF ir stS e co n dT h i rdA38 938 9N/AB55N/AC99N/A40 340 3079%

28、79%0%S ta n d a rd Da i ly R o u tin e (M i n u te s p e r S h ift)S h iftE le m e n tsS tart m a c h ine c y c le for A B CD E/R unn er an d R unn erT ape run ne r w ith b lue ta pe and m a s k ing tap eG et A B CD E from W IP t ableT ran s fer A B CD E/Run ne r to A B CD E/Run ne r/A B CD E fix t

29、ure on as s em bly m ac h ineL oad Ru nn er onto as s e m b ly m ac hineAre a:L 6 H e a d A sse m b lyO pe ra tio n N a m e:He a d AB CD E/R UN NE R/A BC DETO TA L M A N UA L T IM E:45.78 s ecP a rt P ro d u ctio n P ro ce d u reE le m e n tsL oad/Un loa d m ac hine A A-0 07C art han dling for Run n

30、ers R ec o rd pro duc tion do wtim e/s c rapT o ta l M in u te s U se d:T o ta l U til iz a tio n:U nlo ad A B CD E/R unn er/A B CD E P lac e c lus t er o n rac kL oad A B CD E ont o a s s e m b ly m ac hin eG et A B CD E from W IP tab leL oad A B CD E ont o a s s e m b ly m ac hin eS tart m a c h i

31、ne c y c le for A B CD E/R unn er/A B CD E a nd A B CD E/R un nerG et Run ne r from c artWork Flow DiagramNote:Operator will be relieved during two 23-minute breaks and one 30-minute lunch.Effective Date:_Manufacturing General Supervisor Approval:_Required Personal Protective EquipmentContact your c

32、oach orcoordinator with any changes,questions,or quality concerns.1234567891011Remember Safety 1st!Total Current Cycle Time:65.5 secTarget Cycle Time:55 sec12RackTape(Example)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 24要求（续）要求（续）:标准化的工作说明书应通过分层审核检验任何操作在持续12个月里由于缺乏坚持

33、标准化的工作说明出现的不一致Standardized work instructions shall be verified through Layered Audits for any operation which shipped a non-conformance within the last 12 months due to a failure to adhere to standardized work instructions.多功能小组应根据正在进行的质量成绩对标准化的工作说明书做持续的改进Multi-disciplinary team(s)shall continuously

34、 develop/improve standardized work instructions based on ongoing quality performance.1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 25操作员培训的标准化操作员培训的标准化操作员的培训是否经过验证并操作员的培训是否经过验证并记录在案？记录在案？1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 26 操作员标

35、准化培训要求操作员标准化培训要求Standardized Operator TrainingRequirements多功能小组决定每一道工序至少的培训内容多功能小组决定每一道工序至少的培训内容A cross functional team shall define the minimum training content for each operation.此组织决定谁来实施培训此组织决定谁来实施培训The organization shall identify who will conduct training.培训员监督新操作员的行动，必要时重新培训以确保标准工作指导被遵培训员监督新操作

36、员的行动，必要时重新培训以确保标准工作指导被遵循循Trainers shall monitor new operators activities and retrain if necessary to assure Standard Work Instructions are being followed.培训员通知下道工序潜在的缺陷培训员通知下道工序潜在的缺陷The trainer shall notify downstream operations of potential defects.此组织应建立必要的文件及跟踪方法此组织应建立必要的文件及跟踪方法The organization s

37、hall establish required documentation and tracking methods.培训者应指导操作员使用标准操作员培训表培训者应指导操作员使用标准操作员培训表Trainers shall instruct operators using the standard operator training sheet.(Example)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 27标准化操作培训记录标准化操作培训记录(Example)Application:

38、运用：任何新操作员都应完成下表The following shall be completed with any new operator(for any given operation).审核Review 完成Complete标准化的工作指导Standardized work/job instructions要填充的质量记录Quality records to be filled out(eg.Check sheets)示范操作和问题回答Demonstrate the operation and answer questions示范测量和回答问题Demonstrate gaging and

39、answer questions新员工是否进行操作并回答问题Have new employee run operation and answer questions讲授过去的问题Teach past problems(eg.FMEA,Top Problems List)检验首次生产，培训作为必须Verify first units produced,coach as needed换班时报告，重新检验标准化的工作与产品质量Return within the shift,verify std work&product quality again大约1天报告，重新检验标准化的工作与产品质量Retur

40、n in approx.1 day,verify std work&product quality again向下游业务通报潜在缺陷Notify downstream operations of potential defects雇员签名Employee Signature _ 培训员签名Trainer Signature _Operation Name and#_零件（产品）功能Part(product)function安全/设备操作 Safety/Equipment Operation 1998 General Motors Corporation.All rights reserved.

41、QSB WORKSHOP REV.091304 28WorkcellMold/Station#Associate Name:Shift:Date:Training CriteriaAssociate InitialsTrainer InitialsSAFETYFire Exits/Extinguisher LocationSafety Glass PolicyPersonal Protective EquipmentMSDS LocationQUALITYGate trimming TechniqueVisual DefectsScrap ProcedurePAPERWORK Producti

42、on reportingScrap ReportingBar Code Scanning/Label VerificationOPERATIONSOperator 1 Work Instructions-Min.16 Hrs.Operator 3 Work Instructions-Min.16 Hrs.Packaging Requirements(Regular/Service)WORKCELL ORGANIZATION5S ResponsibilitiesSupply Cabinet Location/ContentsWork Cell Board ReviewEmployee Signa

43、tureTrainer SignatureDate:Date:Form Ref:Rev.#Date:CommentsTraining Sign-Off Sheet(Example)标准化的操作培训记录标准化的操作培训记录 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 29 标准化操作员培训要求操作员跟踪表应张贴在每一操作位置通过分层审核检验操作员跟踪表应张贴在每一操作位置通过分层审核检验Operator Tracking Sheets shall be posted at each ope

44、ration and verified through Layered Audits.Scheduling of refresher training for assigned operators is at local site discretion.追加的雇员如果在最近三个月内没有经过培训不能执行工作追加的雇员如果在最近三个月内没有经过培训不能执行工作Supplemental employees shall not perform the job unless they have been trained within the last three months.培训者应定期检验质量以确保

45、达到所有的标准。最起码培训者应在一个培训者应定期检验质量以确保达到所有的标准。最起码培训者应在一个换班与一天内报告。换班与一天内报告。The trainer shall verify quality at a frequency determined necessary to assure all standards are met.At a minimum the trainer shall return within the shift and again within approximately one day.操作员培训应记录在操作员培训应记录在“操作员培训跟踪表操作员培训跟踪表”里里

46、Operator training shall be tracked on“Trained Operator Tracking Sheets”.(Example)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 30已培训操作员跟踪已培训操作员跟踪(Example)Operation Name/#_DEPT.ASSIGNED EMPLOYEESUPPLEMENTAL EMPLOYEELATEST TRAINING DATE AND TRAINER INITIALSLatest Job Inst

47、ruction Rev.Date 1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 31标准化的培训小结标准化的培训小结组织应该 建立必要的文件和跟踪方法 确定操作员培训负责人。保证操作员培训通过“操作员培训跟踪表”跟踪 ensure operator training is being tracked on“Trained Operator Tracking Sheets”.在每一操作位张贴操作员跟踪表，通过分级审核检验 post operator Tracking Sheets at ea

48、ch operation,and verify through Layered Audits.schedule refresher training for assigned operators at local site discretion.1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 32降低风险的程序降低风险的程序积极主动积极主动RPN 降低程序降低程序:降低潜在质量失效降低潜在质量失效被动被动对已发生的质量失效建立防错装置对已发生的质量失效建立防错装置 1998 General

49、Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 33定义定义PFMEA结构化程序适合于与失效模式有关的识别和排除方法A structured procedure for identifying and eliminating process related failure modes.识别每一个过程步骤的分析技术 An analytical technique that identifies for each process step 程序可能不能达到要求的情形 Ways that a process may fai

50、l to meet requirements 内在/外部消费者的严重度Consequences to the internal/external customer(严重度)失效可能发生的频率Frequency that the failure will/could happen(发生频率)当前控制的效果Effectiveness of current controls(预防核可探测度)原因和结果的排队Ranking of causes and effects(风险顺序数)1998 General Motors Corporation.All rights reserved.QSB WORKSH

51、OP REV.091304 34REVD DATE:MODEL YEAR/CARLINE:FMEA DATE:PRODUCTION PLANT:FMEA CONDUCTED BY:10 Correct Part-pilot bearingIncorrect part installedMisbuild7Manual:incorrectly selected7No preventionNo detection10 49020Correct Assy-piston and rod assyIncorrect Piston or reversed pistonLoss of Engine Power

52、;Engine Failure7Machine Vision ID Incorrect3No preventionIn-line Audits6 126PROCESS NAME/NUMBERPROCESS FUNCTIONPOTENTIAL FAILURE MODEPOTENTIAL EFFECT(S)OF FAILURESEVCLASSPOTENTIAL CAUSE(S)/MECHANISM(S)OF FAILUREOCCDETRPNPREVENTIONDETECTIONCURRENT CONTROLSB/P Level:001,7-NOV-02Sensor to detect bearin

53、g typeShad,B.3/1/0277 4 112New Piston Laser Station.NA 73 242RECOMMENDED ACTION(S)RESPONSIBILITY&TARGET COMPLETION DATEACTION RESULTSACTIONS TAKENSEVOCCDETRPN会出现什么问题What can go wrong?它是怎样影响客户的How does it affect customer?多久发生一次How often does this cause happen?如果问题发生，有多大可能我们会注意道它How likely are we to n

54、otice if this happens?风险程度有多高How high is the risk?PFMEA:过程失效模式及影响过程失效模式及影响Process Failure Mode&Effects(example)(AIAG PFMEA Third Edition)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 35 Effect Criteria:Severity of Effect This ranking results when a potential failure mod

55、e results in a final customer and/or a manufacturing/assembly plant defect.The final customer should always be considered first.If both occur,use the higher of the two severities.(Customer Effect)Criteria:Severity of Effect This ranking results when a potential failure mode results in a final custom

56、er and/or a manufacturing/assembly plant defect.The final customer should always be considered first.If both occur,use the higher of the two severities.(Manufacturing/Assembly Effect)Ranking Hazardous without warning Very high severity ranking when a potential failure mode affects safe vehicle opera

57、tion and/or involves noncompliance with government regulation without warning.Or may endanger operator(machine or assembly)without warning.10 Hazardous with warning Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government r

58、egulation with warning.Or may endanger operator(machine or assembly)with warning.9 Very High Vehicle/item inoperable(loss of primary function).Or 100%of product may have to be scrapped,or vehicle/item repaired in repair department with a repair time greater than one hour.8 High Vehicle/item operable

59、 but at a reduced level of performance.Customer very dissatisfied.Or product may have to be sorted and a portion(less than 100%)scrapped,or vehicle/item repaired in repair department with a repair time between a half-hour and an hour.7 Moderate Vehicle/item operable but Comfort/Convenience item(s)in

60、operable.Customer Dissatisfied.Or a portion(less than 100%)of the product may have to be scrapped with no sorting,or a vehicle/item repaired in repair department with a repair time less than a half-hour.6 Low Vehicle/Item operable but Comfort/Convenience item(s)operable but at a reduced level of per

61、formance.Or 100%of product may have to be reworked,or vehicle/item repaired off-line but does not go to repair department.5 Very Low Fit and Finish/Squeak and Rattle item does not conform.Defect noticed by most customers(greater than 75%).Or the product may have to be sorted,with no scrap,and a port

62、ion(less than 100%)reworked.4 Minor Fit and Finish/Squeak and Rattle item does not conform.Defect noticed by 50%of customers.Or a portion(less than 100%)of the product may have to be reworked,with no scrap,on-line but out-of-station.3 Very Minor Fit and Finish/Squeak and Rattle item does not conform

63、.Defect noticed by discriminating customers(less than 25%.Or a portion(less than 100%)of the product may have to be reworked with no scrap,on-line but in-station.2 None No discernible effect.Or slight inconvenience to operation or operator,or no effect.1 严重度分级严重度分级Severity Rankings(AIAG PFMEA Third

64、Edition)1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 36PpKRanking 0.559 0.788 0.867 0.946 1.005 1.104 1.203 1.302 1.671ProbabilityLikely Failure Rates 100 per Thousand Pieces50 per Thousand Pieces20 per Thousand Pieces10 per Thousand PiecesVery High:Persistent Failures

65、High:Frequent Failures5 per Thousand Pieces2 per Thousand Pieces1 per Thousand PiecesModerate:Occasional Failures0.5 per Thousand Pieces0.1 per Thousand PiecesRemote:Failure is Unlikely 1.10 4Detection:Error Proofing in process 3 RPN=5 x 4 x 3=60Failure mode:Burr Cause:dull tool Control:Visual Inspe

66、ctionSeverity:Defect caught at GM Assembly Line(scrap):5Occurrence:Supplier process PpK 1.10 4Detection:Error Proofing device not functioning 10 RPN=5 x 4 x 10=200防错装置失效：带有防错装置功能：1998 General Motors Corporation.All rights reserved.QSB WORKSHOP REV.091304 52放错装置确认的目的：放错装置确认的目的：确保用于生产和装配的放错装置的功能运行正常To ensure error proofing devices used in the manufacture and assembly of product are functioning properly.放错装置的确认放错装置的确认注意:这不是一个主要的量具。（例如：量具设定为零）This is not mastering a gage,(e.g.Setting gage to zero)它是