南京工程学院质量管理第讲森口体系

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1、质量管理质量管理第三章第三章质量控制与质量改进质量控制与质量改进第三节第三节森口体系森口体系高高 峰峰6/25/20231森口体系的涵义森口体系的涵义n森口体系，更确切地说，是一种生产管理思想，森口体系，更确切地说，是一种生产管理思想，是以丰田准时生产制的合作开发者森口凡一的是以丰田准时生产制的合作开发者森口凡一的名字命名的，它与基于统计的质量控制方法相名字命名的，它与基于统计的质量控制方法相类似，不过在许多方面还存在冲突。类似，不过在许多方面还存在冲突。6/25/20232检验方法检验方法6/25/20233森口体系的检验方法森口体系的检验方法n1判断式检验判断式检验n指把次品从合格品中挑出

2、来将有关信息立即反馈到生产该产品指把次品从合格品中挑出来将有关信息立即反馈到生产该产品的工人那里，然后由该工人进行修理这种方法有时也叫的工人那里，然后由该工人进行修理这种方法有时也叫“质检质检”。森口认同大家的观点，认为质检不是有效的质量管理方法，。森口认同大家的观点，认为质检不是有效的质量管理方法，应慎用。应慎用。n2信息式检验信息式检验n运用检验中得来的数据控制生产流程，防止次品出现。森口担心，运用检验中得来的数据控制生产流程，防止次品出现。森口担心，传统的统计式质量管理不能在生产之后即时检查，因此不能提供传统的统计式质量管理不能在生产之后即时检查，因此不能提供最好的信息来确定质量问题的起

3、因并用于将来的防错。最好的信息来确定质量问题的起因并用于将来的防错。n3溯源式检验溯源式检验n在事件发生之前就确认好是否存在进行高质量生产所必需的条件。在事件发生之前就确认好是否存在进行高质量生产所必需的条件。这就需要在生产之前检查员工的操作条件，而非在生产之后再检这就需要在生产之前检查员工的操作条件，而非在生产之后再检查。森口认为，溯源式检验是一种理想的质控手段，因为在生产查。森口认为，溯源式检验是一种理想的质控手段，因为在生产流程开始运作之前就能获得有关反馈。流程开始运作之前就能获得有关反馈。6/25/20234SMED6/25/20235森口数分钟更换模具方式森口数分钟更换模具方式n森口

4、指出，设备调试分内部调试和外部调试两森口指出，设备调试分内部调试和外部调试两大部分，内部调试必须关机进行，而外部调试大部分，内部调试必须关机进行，而外部调试则可在机器运行中操作。如果将大家都认为只则可在机器运行中操作。如果将大家都认为只能通过内部调试进行的各种程序变为外部调试，能通过内部调试进行的各种程序变为外部调试，就能够大大提高运作效率。就能够大大提高运作效率。6/25/20236SingleMinuteExchangeofDie(SMED)nSetupreduction(oftenknownasSingleMinuteExchangeofDieorSMED)isoneofthemorem

5、undaneaspectsofLeanManufacturingandisoftenignored.6/25/20237Risk&DifficultyLoopnWhen we run large lots of each product,setups on that product are infrequent.Setups take skill,practice and coaching,much like golf.Whenoperatorsperformsetupsinfrequentlytheydonotlearnthemwell.nThis leads to the percepti

6、on that setups are difficult and risky.(You never know how long it will take or whether the product will be right).Theperceptionsofriskanddifficultyencourageslargelotsandthusfewersetups.6/25/20238PieceCostLoopnWithlargelots,afixedsetupcostisamortizedoveralargenumberofunits.Thisseemstoreducetheunitco

7、st.There are offsetting costs associated with the resulting inventories,but these offsetting costs are usually buried in the overhead.This also encourages large lots or runs.6/25/20239ResultsnThe consequence is high inventory and complex scheduling.These give rise to a plethora costs and negative co

8、nsequences.Theblackholeofoverheadsucksinmostofthecosts.Other penalties such as erratic deliveries are far removed from the fundamental cause and it is difficult to link cause and effect.Limiting mechanisms prevent lot sizes from going to infinity but these are often weak.6/25/202310Theleveragepointi

9、nthissystemisintheriskperceptionloop.nIf we can make setups fast,easy and predictable the loop reverses into a virtuous cycle.Easy setups encourage small lots and small lots mean more setups which increases confidence and setup skill.In addition,the piece cost loop becomes very weak.nAs a result,inv

10、entory comes down and scheduling is easier,TheflowofcostsintotheBlackHoleslowsaspeoplespendlesstimeexpediting,searchingandchasing.6/25/202311HowToReduceSetupTimenSetupreductionshouldbeapproachedinfourphasesorstagesasillustratedbelow.Isisusuallybesttorepeattheprocessthroughseveraliterationsspacedseve

11、ralmonthsapart.6/25/202312HowToReduceSetupTime6/25/2023131.Maintenance,OrganizationandHousekeepingnIt often happens that setup problems are related to poor maintenance such as worn parts,worn tooling,dirt,or damaged threads.Disorganization and poor housekeeping are also contributors to setup problem

12、s.These are easy to fix and should be a first step.6/25/2023142.InternalElementstoExternalnInternal elements occur when the machine is down.Examine each internal element and see if it cannot be done externally.For example,the pre-heating of an injection molding die could be done before it goes into

13、the machine.6/25/2023153.ImproveElementsnHere we examine every element to see how we can eliminate it,simplify it,reduce the time required or improve it in some other way.6/25/2023164.EliminateAdjustmentsnAdjustments are often the most time consuming,frustrating and error prone parts of a setup.Ther

14、e are many ways to eliminate them entirely and this is the ultimate goal.6/25/202317SetupReduction-TypicalResultsnSetup reduction(SMED)techniques apply across many industries and process technologies.The list below shows some examples.6/25/202318IndustryEquipmentBeforeAfter%AssemblyAdhesiveApplicato

15、r12:09:0012:09:000:21:0097%AssemblyAirCleanerAssembly2:00:000:00:00100%CosmeticsCapperMachine0:09:360:03:2165%ElectronicsPCBInserion-ICs0:13:300:05:5656%ElectronicsPCBInsertion-Axial0:05:180:04:1819%ElectronicsPCBInsertion-Radial0:54:120:05:0691%FoundryMoldingMachine0:10:000:06:1238%MetalCuttingCast

16、ingDrill1:00:000:09:0085%MetalCuttingCNCMILLING2:00:000:00:00100%MetalCuttingFADALHMC1:45:000:15:2085%MetalFab40TonPress0:48:000:04:0092%MetalFab750TonHydPress2:10:000:42:0068%MetalFab800TonPress6:00:000:10:0097%MetalFabAluminumExtruder1:09:000:02:1297%MetalFabBrakePress0:37:000:04:0089%MetalFabDraw

17、Press1:30:001:00:0033%MetalFabEdgeTrimPress0:24:000:04:0083%MetalFabPilotChange-MufflerPress0:07:000:00:1596%PackagingFlexPackagingLine3:00:000:10:0094%PaperSheeting0:03:000:00:3680%PharmaceuticalCentrifuge0:12:000:02:1282%Plastics250TonInjectionMolder1:06:000:09:1286%PlasticsInjectionMolder2:30:000

18、:06:0096%PlasticsInjectionMolder2:00:000:03:0098%PrintingKidder6-ColorWebPress4:20:001:10:0073%PrintingPressMakeReady9:30:004:20:0054%WoodRouter0:09:000:01:1886%6/25/202319SMED案例案例n1969年丰田汽车公司更换年丰田汽车公司更换1000吨级冲床的模吨级冲床的模具要花具要花4个小时，而德国大众汽车公司只用个小时，而德国大众汽车公司只用2个个小时。因此，丰田制造厂的经理大原太一下令小时。因此，丰田制造厂的经理大原太一下令要

19、求赶超德国。要求赶超德国。n森口花了森口花了6个月时间将内部调试从外部调试中个月时间将内部调试从外部调试中分离出来，并逐步改进每一程序中所有相关操分离出来，并逐步改进每一程序中所有相关操作，最后成功地将调试时间缩短到作，最后成功地将调试时间缩短到1个半小时。个半小时。接着，太一又指示他将调试时间减少到接着，太一又指示他将调试时间减少到3分钟。分钟。一开始森口觉得根本不可能，但很快就想出一开始森口觉得根本不可能，但很快就想出来新的方法来缩短调试时间。来新的方法来缩短调试时间。3个月后，他和个月后，他和丰田的主管们一起实现了目标。丰田的主管们一起实现了目标。6/25/202320Poka-yoke

20、6/25/202321Mistakes:to err is human.(人非圣贤孰能无过）Have you ever done the following:nDriven to work and not remembered it?nDriven from work to home when you meant to stop at a store?6/25/202322It happens to workers too.nWorkers finish the shift and dont remember what they have done.nAfter building green

21、widgets all morning,the workers put green parts on the red widgets in the afternoon.6/25/202323You have two options:nDemand vigilance Exhort workers to“be more careful!”nMistake-proof Eliminate the chance of making the mistake6/25/202324ANewAttitudetowardPreventingErrorsnThink of an objects user as

22、attempting to do a task,getting there by imperfect approximations.Dont think of the user as making errors;think of the actions as approximations of what is desired.6/25/202325ANewAttitudetowardPreventingErrorsnMake wrong actions more difficultnMake it possible to reverse actions to“undo”themor make

23、it harder to do what cannot be reversed.nMake it easier to discover the errors that occur.nMake incorrect actions correct.6/25/202326什么是Poka-yoke？nFrom the Japanese,yokeru to prevent,and poka inadvertent errors.nSimple,inexpensive,failsafe devices or systems which prevent mistakes from being made or

24、 from becoming defects.6/25/202327森口体系与森口体系与Poka-yoken森口体系的中心是区别错误和缺陷。因为人们犯了错森口体系的中心是区别错误和缺陷。因为人们犯了错误才产生缺陷。即使错误是不可避免的，如果在错误误才产生缺陷。即使错误是不可避免的，如果在错误发生以后，能反馈信息，立即采取纠正措施，也可以发生以后，能反馈信息，立即采取纠正措施，也可以防止缺陷产生。防止缺陷产生。n森口认为，统计质量控制方法不能杜绝缺陷产生。因森口认为，统计质量控制方法不能杜绝缺陷产生。因为尽管为尽管Qc提供了信息，告诉我们缺陷将要出现的概率；提供了信息，告诉我们缺陷将要出现的概率

25、；但是，这是一种事后行为。因此，防止在生产过程的但是，这是一种事后行为。因此，防止在生产过程的中出现缺陷的方法是在过程中进行控制。中出现缺陷的方法是在过程中进行控制。n森口将生产过程中错误的发生归因于二种原因：一种森口将生产过程中错误的发生归因于二种原因：一种是疏漏，另一种是忘却。他建议采用一些措施来预防是疏漏，另一种是忘却。他建议采用一些措施来预防产品缺陷的诱因，也就是说，经济简便地对生产出来产品缺陷的诱因，也就是说，经济简便地对生产出来的每一个部件进行检验以杜绝缺陷出现。的每一个部件进行检验以杜绝缺陷出现。6/25/202328案例：组装案例：组装n员工装配一种有两个按钮的装置，每个按组下

26、员工装配一种有两个按钮的装置，每个按组下面须安装弹簧。有时员工忘了安弹簧，就会出面须安装弹簧。有时员工忘了安弹簧，就会出现次品。一个简单的纠错方法可以化解这种问现次品。一个简单的纠错方法可以化解这种问题。工人从零件箱里拿出题。工人从零件箱里拿出2个弹簧放在个弹簧放在1个小碟个小碟里。如果把这装置装配完后，碟子里还剩里。如果把这装置装配完后，碟子里还剩1个个弹簧，就意味看出错了。员工知道漏装了弹簧，就意味看出错了。员工知道漏装了1个个弹簧，会立即纠正错误。这种检查弹簧，会立即纠正错误。这种检查(只需往小只需往小碟中瞥一眼碟中瞥一眼)的成本微乎其微但仍不失为一的成本微乎其微但仍不失为一种有效的检查

27、方式。种有效的检查方式。6/25/202329WHY CALLED“Poka-yoke”？nDr.Shingowasthemostcolorfulandthemostdevotedtohelpingindustrybecomemoreefficient.He worked into his eighties;never retired.He knew the increased wealth that would come to the world from the Toyota Production System.nOne day he was explaining Bata-Poka,fo

28、ol-proofing devices,created and implemented by workers on the factory floor.A young woman started to cry.Why are you crying?He asked.Because I am not a fool,she answered.I am truly sorry.And at that exact moment he changed the name from Bata-yoke to Poka-yoke,mistake-proofing devices.6/25/202330Five

29、BestPoka-Yoke五佳防误措施五佳防误措施5)Checklist:Bill of Materials Shipping Contents SOP/cGMP1)MechanicalRestrictionCylinder Threads Floppy Disk Drives Unique Guide Pins2)ErrorDetectionAndAlarms Seat Belts Unsecured Download Notice Open Door on the Dryer 3)LimitSwitches Temp.and Level Controllers4)Counters Extr

30、uder RPM/Torque Bagging/Filling Station counters Advertisement Mailings6/25/202331Basic Improvement:8 Principles of Mistake Proofing1)BuildqualityintoprocessesMake it impossible to turn out defective items even if an error is committed.Use mistake-proofing safeguards built into jigs and processes.2)

31、AllinadvertenterrorsanddefectscanbeeliminatedWe must assume that mistakes are not inevitable.Where there is a powerful will,a way can be found to eliminate all errors and defects.3)Stopdoingitwrongandstartdoingitright-now!Lets eliminate entirely the“buts”in statements like“We know that it is not rig

32、ht,but.”4)Dontthinkupexcuses,thinkabouthowtodoitrightRather than thinking up excuses,lets think about how things can be done right.5)A50%chanceofsuccessisgoodenough-implementyourideanow!Analyze the cause and think of a solution.If your solution has better than a 50-50 chance of succeeding,implement

33、it right away.You can change or further refine your solution based on the facts that result from implementing it right off.6/25/202332Basic Improvement:8 Principles of Mistake Proofing6)Mistakesanddefectscanbereducedtozerowheneveryoneworkstogether Zero mistakes and zero defects cannot be achieved by

34、 one person alone.It is important for everyone in the entire company to work together to eliminate mistakes and defects.7)TenheadsarebetterthanoneThe brainstorm of any one individual is important,but the wisdom and creativity that comes through the efforts of ten people is more valuable.Teamwork is

35、the key to effective improvement ideas.8)Seekoutthetruecase,using5WsandoneHShould a defect occur,do not demand more inspectors.Instead,get to the root of the problem to ensure that the countermeasure applied is a real solution,and not just a bandage.Ask“Why did the defect occur?”and to the answer yo

36、u get,ask“Why?”again.Dont be satisfied with causes that come to mind easily.Ask“Why?”at least five times to discover the roots of the problem.Only then ask“How do we fix it?”and put the solution into practice.6/25/202333Poka-yoke ClassificationnClassification based on what is fail-safed:Server Poka-

37、YokesTaskTreatmentTangiblesCustomer Poka-YokesPreparationEncounterResolution6/25/202334nClassification based on fail-safing methodnPhysical detection and control(contact methods)nIdentify items by their physical characteristicsnSequencing(motion-step methods)nIndicate,discourage or prevent deviation

38、 from process stepsnGrouping and countingnAssure correct groupings,ordering,and the use of all and only the correct componentsnInformation enhancementnPrevent failed or incomplete communications as well as enhance existing communications6/25/202335Provider ErrorsnTask ErrorsnDoing the work incorrect

39、lynDoing work not requestednDoing work in the wrong ordernDoing work too slowlynTreatment ErrorsnNot acknowledging the customernNot listening to the customernNot reacting appropriately to the customernTangible ErrorsnFailure to clean facilitiesnFailure to control noisenFailure to proof documents for

40、 content and presentation6/25/202336Customer ErrorsnPreparation ErrorsnFailure to bring necessary materials to the encounternFailure to understand role in the service transactionnFailure to engage the correct servicenEncounter ErrorsnFailure to remember steps in the service processnFailure to follow

41、 system flownFailure to specify desires sufficientlynFailure to follow instructionsnResolution ErrorsnFailure to signal service failuresnFailure to learn from experiencenFailure to adjust expectations appropriatelynFailure to execute appropriate post-encounter actions6/25/202337Fail-safing the Custo

42、mernPreparation for the encounternDEC service fliernDuring the encounternLocks on airline doors activate lightsnResolution of the encounternOutlines for toys on floor of child care center6/25/202338DEC Service Flier6/25/202339Fail-safing the ServernTasknOperating room trays with indentations for ins

43、trumentsnTreatmentnSmile checklist(greeting,taking order,informing of desert special,and giving change)nTangiblesnMirrors for personal appearance inspectionnChairs with armrests to prevent sleeping6/25/202340Physical Detection and Control MethodsnOrientation and placementnDelimiting and controlling

44、the physical spacenLock-outs,and lock-insnGo/no-go gaugingnDispensersnDetecting presence or absencenImproved visibilitynUnusual physical attributes6/25/202341ExamplesLabelingTemplateJigforPartPlacementGuidePinsandCutouts(thatlimitorientation)6/25/202342Examples(cont.)HeightGaugeatAmusementPark6/25/2

45、02343Examples(cont.)6/25/202344Examples(cont.)ProximitySensorDetectsBrokenBitLimitSwitchesonJig6/25/202345Examples(cont.)LinesonWallIndicateReorderPoints6/25/202346Sequencing MethodsnBaitingnTask substitutionnInterlocks6/25/202347Examples6/25/202348Examples(cont.)6/25/202349Grouping and Counting Met

46、hodsnCounting and orderingnArrangementnKitsnLayout matsnChecklists6/25/202350Examples6/25/202351Information Enhancement Poka-YokesnMoving information through timenStoring it for later usenConsolidating it to get the big picturenPredictionnMoving information across spacenMaking information stand out6

47、/25/202352How do you Fail-safe?nEducate the team about poka-yoke devicesnFind the source of the errorsnBlueprint(flowchart)nFind defectsnTrace to sourcenBrainstormnInexpensive,clever devicesnOnly one device per errornToyota averages 12 per machinenType of CuenWarningnControlnThe 50-50 rule6/25/20235

48、3Fail-safing works best whennThere is a fixed sequence of operation that are routinely followednEach operation has clearly identifiable goals and specificationsnThe number and range of inputs you must control for each operation is smallnThe customer“knows the drill”in general terms at leastnTask and

49、 tangibles rather than treatments are the core features of the servicenThe process design must be fundamentally sound6/25/202354糟糕的糟糕的Poka-Yoken用铃声提醒上洗用铃声提醒上洗手间后忘了洗手手间后忘了洗手的顾客。的顾客。6/25/202355Where Mistake-Proofing does NOT work well1.Destructive tests.2.Production rate is very fast.3.Shifts occur more rapidly than they can be responded to.4.Self-checks when control charts are used effectively.6/25/202356