RCCAC根因分析学习教案

1、会计学1RCCAC根因分析根因分析(fnx)第一页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 2第1页/共38页第二页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 3第2页/共38页第三页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 4At the end of this module, you will be able to该单元学习完毕后,将能够:Use a method that

2、 will enable you to eliminate turnbacks identified through QCPC, equipment downtimes and defects in your products and services.使用方法来消除在在生产和服务中发生于QCPC，设备(shbi)停机和缺陷的重复问题。 Understand the 8 steps that form the RCCA process 了解组成RCCA 的8个步骤Know when to use it 掌握何时运用RCCA。第3页/共38页第四页，共38页。 2002 Pratt &

3、Whitney CanadaAll rights reserved 5RptableEfficaceEfficientMistake Proofing1. Define定义(dngy)2. Measure衡量(hng ling)3. Analyze分析4. Improve改进 5. Control控制Chartered teamProcess Management过程管理Select opportunitiesStandard WorkRoot CauseAnalysisMap processCollect dataSelect best opportunitiesQCPC & MFA

4、Survey customersObjectives320 %65 %510 %415 %220 %130 %ProcessGFEDCBAHighMediumLowWhy ?Why ?Why ?第4页/共38页第五页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 6What is it used for 使用目的?Correct a problem methodically系统地纠正问题:By determining its root cause 通过确定根源(gnyun)By applying the best possib

5、le solutions通过应用最佳方案Prevent a problem from recurring 避免问题重复出现:By following through 跟踪全过程By standardizing the solutions 使解决方案标准化?第5页/共38页第六页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 7or 问题不持续（时有时无）We want to take the time tosolve the problem once and for all!我们需要花时间一次并彻底解决问题第6页/共38页第七

6、页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 8第7页/共38页第八页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 9第8页/共38页第九页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 10第9页/共38页第十页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 11第10页/共38页第十一页，共38页。 2002 Pra

7、tt & Whitney CanadaAll rights reserved 12发现(fxin)缺陷:公司(n s)成本对公司的影响1 $10 $100 $1 000 $10 000 $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第11页/共38页第十二页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 13Defect found at:Cost to the Company:Impact to the Company:1 $10 $100 $1

8、000 $10 000 $Own processVery minorNextprocessMinor delaysEnd of lineReworkReschedule of workFinalinspectionSignificant reworkDelay of deliveryAdditional inspectionCustomerWarranty costAdmin. costReputationLoss of market share第12页/共38页第十三页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 14Ea

9、ch problem is a golden nugget每个问题都是一块每个问题都是一块(y kui)金砖金砖Capacitor 电容器: $ 0.05Circuit Board电路板: $ 34 Elevator 电梯(dint): $ 350,000第13页/共38页第十四页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 15Each problem is a golden nugget Problem with capacitor电容器发生问题 Affected 10% of elevators in service影

10、响(yngxing)10%的电梯在服务中受影响(yngxing) (30,000)Cost of fixing problem修理(xil)费用$ 454.00 每次(Time and materials included包括时间和材料)Total cost for OTIS 总花费(hufi): $ 13,6 M第14页/共38页第十五页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 16Each problem is a golden nugget If problem was addressed in-house .如果

11、(rgu)问题在内部解决 .Total cost for OTIS 总花费(hufi):$ 454,000Cost of fixing problem修理费用(fi yong)$ 15.00 每块电板(Time and materials included包括时间和材料)第15页/共38页第十六页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 17Extra InspectionWarrantyEscapesScrapReworkEngineering ChangesLong Cycle TimesExtra SetupsEx

12、pediting CostsLost SalesLate Delivery ChargesLost Customer LoyaltyExcess InventoryNon - Visible5-8 % of SalesVisible2-3 % of SalesRepairRecurringService BulletinsRecurringEngineering NoticesNon-Contractual WarrantySupplier QualityLost CredibilityHidden?第16页/共38页第十七页，共38页。 2002 Pratt & Whitney Ca

13、nadaAll rights reserved 18第17页/共38页第十八页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 198 Steps of Equal Importance同等(tngdng)重要的8个步骤第18页/共38页第十九页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 20第19页/共38页第二十页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 21Visit the s

14、ite 现场调查Collect the relevant information 收集相关信息Describe the situation clearly in writing (Statement)以书面的方式详细描述情况（综述）Tools工具(gngj): Process mapping 过程图表 Pareto chart 排列图1.Describe and understand the situation描述(mio sh)和了解情况第20页/共38页第二十一页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 22Stat

15、ement requirements陈述(chnsh)要求陈述(chnsh)Statement必须描述结果Must describe the effect必须强调非一致性Must emphasize the non-conformance必须是可衡量的Must be measurable必须详细 Must be specific必须明确Must be unambiguous第21页/共38页第二十二页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 23Not specificScope creepNot measurableD

16、ont know if we are improvingNot emphasizing the non-conformanceFocused on wrong problemLimit search to some causesNot describing the effectLack of purposeLack of urgencyAmbiguousRoom for assumptions不详细和准确界线不清不可衡量不知是否有改进未强调非一致性抓住错误问题限制查究某些原因未描述影响结果缺乏目标缺乏紧迫感不明确设想(shxing)空间第22页/共38页第二十三页，共38页。 2002 Pra

17、tt & Whitney CanadaAll rights reserved 242.Assess the need for a team to complete the RCCA process评估完成RCCA过程是否需要一个小组Identify the sectors affected by the problem and the resource persons required for analysis确定该问题涉及到的部门及分析工作(gngzu)所需的人员Tool工具: Team building 组队Identify required resources确定(qudng)所

18、需资源第23页/共38页第二十四页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 25Form an appropriate team to solve the problem组成一个(y )适当的小组来解决问题:Form a small team 建立小规模团队Quick resolution is requiredProblem affects few departments需快速做决议问题影响(yngxing)少数部门Form a bigger team 建立较大规模团队The problem crosses multi

19、ple boundariesThe solution will require buy-in from multiple organizations该问题跨度范围很大问题解决需要多个组织机构参与!第24页/共38页第二十五页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 263.Look for the real causes of the problem寻找问题的真正(zhnzhng)原因:Be relentless 持续不断地!Ask why, why,why, why, why?Stick to facts - Chec

20、k your dataBeware of subjectivity Do not stop at human error .Challenge the business practices问为什么，为什么，为什么，为什么，为什么?坚持事实核对数据克服主观性不要仅止于人为的错误.挑战业务实践Identify, select and prioritize probable root causes确定问题可能的根源原因并进行(jnxng)选择和排序第25页/共38页第二十六页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 273.L

21、ook for the real causes of the problem寻找问题的真正原因:Tools工具(gngj):Brainstorming 头脑风暴Cause & Effect Diagram 因果图The 5 Whys 5个为什么Pictogram 象形图Identify, select and prioritize probable root causes确定问题(wnt)可能的根源原因并进行选择和排序第26页/共38页第二十七页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 28因果图是:用来确定和分

22、析情况或问题的一切可能原因(yunyn)Used to identify and analyze all possible causes of a situation or problemAlso known as the Ishikawa or fishbone diagram也称为鱼骨图质量(zhling)环境(hunjng)方法人力材料机器原因结果测量第27页/共38页第二十八页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 29问题(wnt)PROBLEM 不合格产品Sub-standard productWHY? 操

23、作员的错误(cuw)The operator made a mistakeWHY? 刀具被更换The cutting tools were changedWHY? 更换了供应商We changed suppliersWHY? 新的更便宜The new one is less expensiveWHY? 质量不合格The quality isnt there第28页/共38页第二十九页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 30 证实原因的可靠性:加倍核对消息来源该原因对问题的影响程度?工具:机械(jxi)能力 (检查)

24、统计过程控制象形图清单 调查表4.Validate probable root causes验证可能的根源(gnyun)原因 To make sure the causes are credible:Double-check the sourceHow much does the cause contribute to the problem?Tools:Machine capability (check)Statistical Process ControlPictogramValidation ListSurvey第29页/共38页第三十页，共38页。 2002 Pratt & W

25、hitney CanadaAll rights reserved 31Look for the best possible correction action寻找最可能的纠正行动(xngdng)Prioritize 优先处理5.Identify, select and prioritize potential solutions确定潜在(qinzi)的解决方案并进行选择和排序Criteria解决方案 # 1解决方案 # 2解决方案# 3Decision Matrix 决策矩阵Effectiveness of C / A 效力(xio l)Benefits / Cost Ratio 利益/成本比

26、率Delay of implementation 执行延迟Criteria标准第30页/共38页第三十一页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 32This is definitelythe best solution!6.To choose the appropriate corrective action选择(xunz)适当的纠正行动Prototype 原形Test 测试Is the solution mistake-proofed是否防错的解决方法?Try-storm 尝试风暴Nasty test 错误测试To

27、ols工具: Statistical Process Control统计过程 控制Validate the potential solutions验证(ynzhng)潜在的解决方案第31页/共38页第三十二页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 336.根源是否可以控制? 是!能否再问一次 “为什么?” 获取另一个可控根源？ 否!确定的根源是否为过程失败的基本原因？ 是!如果我们纠正/改进我们确定的根本原因，能否保证确定的问题(wnt) 不再发生？ 是!是否检查过我们确定的根源适合于多个零件/过程？ 是! Valid

28、ate the potential solutions确认(qurn)潜在解决方案Is the root cause controllable? Yes!Can we ask “why?” one more time and get another controllable root cause? No!Is the identified root cause the fundamental breakdown or failure of the process? Yes!If we correct/improve the root cause we have identified, will

29、 that ensure that the identified problem will not recur? Yes!Have we checked to see if our identified root cause is applicable to more than one part/process? Yes! 第32页/共38页第三十三页，共38页。 2002 Pratt & Whitney CanadaAll rights reserved 347. Develop an action plan 制定行动计划Target dates 目标日期Implementation steps 执行步骤Actionees / resources 责任人/资源When and how the solution effectiveness will be verified 何时, 如何核实解决方法效果(xiogu)Verify the effectiveness of the