制造质量培训课件

1、Built-In Quality制造质量GMS不断改进员工参与标准化缩短制造周期制造质量ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and Des

2、ignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimplePr

3、ocessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementManufacturingProcess Validation制造工艺认证In-ProcessControl &Verification工艺控制与确认Qualit

4、ySystemManagement质量体系管理QualityFeedback/Feed-forward质量反馈/前馈ProductQualityStandards产品质量标准Built-InQuality制造质量量Built-In-Quality制造质量量What Is Quality?什么是质质量？GroupDiscussion小组讨论论Definitions定义Quality is whatthe customer perceivestobeacceptable to achievehis/herenthusiasm质量是客客户感觉觉能够接接受并满满足其热热忱的东东西MadCow疯牛(Di

5、seasedMeat病牛肉)Poor QualityMeansLostSales质量差意意味着失失去客户户Firestone燧石(Unintended Accidents)意外事故uninstalledshiftlock漏装移位位锁定(SuddenAcceleration)突然加速速PP100:NotReportedDue To InsufficientSample样品不足足不汇报报()J.D. PowerIQSTrendByBrandNCSIByMakers-20022002NCSICustomerExpectationsPerceivedQualityPerceivedValueCusto

6、merLoyaltyCustomerRetentionCustomerComplaints客户期望值感知质量感知价值客户埋怨客户忠诚客户保持力VoiceofCustomer客户意见见VoiceofCustomer客户意见见1.停车方便便(Convenienceofparking)2.外观式样样(Exteriorstyling)3.内部空间间(Interiorroominess)4.节能(Fuel economy)5.安全(Safety)1.外观式样样(Exteriorstyling)2.内部空间间(Interiorroominess)3.噪音与静静音(Noiseandquietness)4.节

7、能(Fuel economy)5.空调性能能(Airconditionerperformance)1.发动机性性能(EnginePerformance)2.发动机噪音(EngineNoise)3.外观式样样(Exteriorstyling)4.噪音与静静音(Noiseandquietness)5.坐骑(Ride)L61.节能(Fuel economy)2.噪音与静静音(Noiseand quietness)3.内部空间间(Interiorroominess)4.坐骑(Ride)5.外观式样样(Exteriorstyling)1节能(Fuel economy)2.空调(Airconditione

8、r)3.噪音(Noise)4.发动机噪音(EngineNoise)5.M/T转换(M/T Shift)1.节能(Fuel economy)2.OSRVM手工控制制(ManualOSRVMcontrol)3.发动机噪噪音(Enginenoise)4.检查发动动机点火火(CheckEnginelight)5.法人形象象(CorporateImage)1.节能(Fuel economy)2.制动性能能(Brakeperformance)3.喇叭性能能(Speaker performance)4.内饰品质质(Interiorquality)5.喷涂质量量差(Poor paint quality)1.3

9、排坐椅相相称(Seatscomport :3rd line)2.节能(Fuel economy)3.发动机启启动(Poor enginestart)4.法人形象象(CorporateImage)5.级别(Gradablity)Built-in-Quality制造质量量What is Built-In-Quality?什么是制制造质量量？GroupDiscussion小组讨论论What is Built-In Quality?什么是制制造质量量？Definition定义Methodbywhichqualityisbuiltinto themanufacturing process, so tha

10、tdefectsareprevented,detected,and countermeasuresareimplementedtopreventreoccurrence.指质量在在生产过过程中产产生，因因此可以以预防、发现缺陷，以及采采取措施施防止缺陷再发生的的方法。Purpose意图Ensures defectsare notpassedtothe customer.确保不传传递缺陷陷。Designers设计师Suppliers供应商Production生产人员员Dealers经销商Buyers采购员Sales& Marketing销售人员员TheCustomerChain. .Compan

11、y Perspective客户链公司远景景Built-In-Quality制造质量量Assembly总装Supplier供应商Paint涂装Body车身TheCustomerChain. .Production Perspective客户链公司远景景Each ProcessHas at Least One“Customer” andOne“Supplier”每个阶段段至少有有一个客客户和一一个供应应商Built-In-Quality制造质量量Donot不要Accept接受Build制造Ship传递a Defect!缺陷SolveProblemsThrough Teamwork!团队合作作解决问

12、问题！Built-In-Quality Motto制造质量量口号Satisfy YourCustomer满足你的的客户Quality ThroughTeamworkKnow YourCustomer!What water leaks?I dont seeanywaterleaks什么漏雨雨？我没没发现漏漏雨。This carwasntmadeonmyshiftTheproblemisPressShop.The flangeistoolong.问题出自自冲压，边缘过长I wont runany trial until IhaveanassemblymethodfromIndustrial Eng

13、ineering andthemanpower.Theproblemisthat thepiecesare badfrom thesupplier.问题在于于供应商商的材料料不好。Itisnotfrommyarea,maybeits thesealer这辆车不不是我轮轮班造的的。在没有工工业工程程装配方方法及人人力的情情况下，我不做做任何试试验。这不是我我负责的的地方，也许是是粘胶负责Dontrunawayfrom theproblem!不要逃避避问题!Livinguptothe Motto. .符合口号. .-What Is aDefect?什么是缺缺陷？GroupDiscussion小组讨

14、论论 Defect缺陷Adefectisa productthatdoes notmeet theestablishedquality standard.缺陷是不不合已定标准的的产品。Measurementofa qualitycharacteristic质量性能能测量Vehicle #车辆号UpperSpecification Limit规格上限LowerSpecification Limit规格下限限Quality Standard质量标准准Defect缺陷Defect缺陷xxWhyare defectsundesirable?为什么缺缺陷不受受欢迎？Defects mayalso res

15、ultin缺陷还可可能导致致High warranty costs过高保修成成本Lost customer sale失去客户户Defects RequireCorrection=Correction is Waste缺陷需要要纠正纠正就是是浪费QUALITY ISEVERYONESRESPONSIBILITY质量是每每个人的的职责Design, Engineering,Production,Quality,Support Departments andSuppliers.设计，工工程，生生产，质质量，相相关部门门及供应应商OURBestResources:我们最好好的资源源:PEOPLE员工O

16、URGoal:我们的目目标：Everyoneisa QualityInspector人人都是是质检员员Everyoneisa ProblemSolver人人都是是问题解解决者WHOISRESPONSIBLEFOR QUALITY?谁对质量量负责？WHO IS RESPONSIBLE FOR QUALITY?WHO IS RESPONSIBLE FOR QUALITY?WHO IS RESPONSIBLE FOR QUALITY?ME!我！Health andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommu

17、nicationProcessControlledExternal TransportationManufacturingProcess ValidationIn-ProcessControl & VerificationQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolving

18、SimpleProcessFlowProduct Quality StandardsStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Too

19、ling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsProductQualityStandards产品质量标准Reflect voiceofthecustomer反映顾客客的心声声Simple, clear& supportuser简单、清清晰，有利操作作者Clearly Measurableatpointofuse在使用上上可明确确测量KeyPoints of GoodQualityStandards:质量标准准的要点点：Inuse

20、rsStd.Work& postedvisual在操作者者的标准准化工作或张张贴出来来StandardsMustSupport theOperator,too Notonly theEngineer!标准不仅仅有益于于设计者者，也有益于于操作工工人Nottighterthanthoseapplied at thepreviousprocess不要比前前道工序序的更严严格KeyPoints of GoodQualityStandards:质量标准准的要点点：Final Inspection Standard:Gap +/- 1mmFINAL INSPECTIONBODY SHOPBody Sho

21、pStandard:Gap +/- 2mmUsemaster parts andboundarysamples asrequiredtomake visual标准件与与边界样样件需要要目视化化KeyPoints of GoodQualityStandards:质量标准准的要点点：BoundarySamples shouldvisuallyindicateOK NotOKconditiontohelpoperatorsmake quick,good decisions边界样件件应该标标明好或或不好，以便操作人员员迅速且且更好地地下决定定。Visually“describing”the defec

22、tisNota Boundary Sample!目视化标标明缺陷陷不是边边界样件件！Crater more than this size is not acceptable不接受焊口大于此尺寸Example of a Boundary Sample边界样品的范例Createa“Standards-Based”Culture创造一个个以标准准为基点点的文化化氛围I wouldnt buy this!Doesnt look good to me!My opinion isThis does not meet the standard.Talk in terms ofTheStandard, not

23、opinions!以标准为为基点，而非观观点！ManufacturingProcess ValidationQualitySystemManagementProduct QualityStandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProc

24、essLean DesignofFacilities,Equipment,Tooling andLayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fix

25、ed Period Ordering System/ Order PartsHealthandSafetyPriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementIn-ProcessControl&VerificationManufacturingProcess Validation制造工序认证What is aprocess?什么是工工序？Inputs投入Outputs输出A processisasetofinter

26、-relatedresourcesand activitieswhichtransformsinputsintooutputs.工序是集集中相关关的资源源进行一一系列活活动，把把投入转转换成输输出！Environment环境Process工序ManMachinesMethodMaterialsWherecanErrors Occur?问题会出出在哪？Defects缺陷Materials:材料Partsoutofstandard不符标准准的零件件Wrongparts错误零件件Poor design设计不当当Method:方法Poor std.Work不好的标标准工作作Lack of Traini

27、ng缺乏培训训Machine/Process:机器/工工序NoTPM没有TPMProcess notcapable工序不好好Improperspecification规格不当当Man:人力Notfollow std.Work不遵循标标准化工工作Distractions, Forgetfulness分心、遗遗忘Lack of Experience缺乏经验验ErrorsResult InValidatethemanufacturingprocess prior to Start of Production!在生产启启动前认认证制造造工艺！Donot切勿Accept 接受Build 制造Ship 传

28、递a Defect!缺陷！LivingUptothe Motto达到口号号“Eliminatethe Needfor InspectiononaMass Basis by Building QualityintotheProductintheFirstPlace” -Dr. DemingPFMEAWorkstationReadiness工位准备备Process ControlPlan工艺控制制计划Error-proofingPlan防错计划划ErrorProofingHierarchy防错层次次Prevention 预防Detection 检测HumanJudgment人为判断None无Pro

29、duct /ProcessDesignChange产品/工工艺设计计改变DFM/A&D/PFMEARobustDesigns& CapableProcesses机器设计计及可行行工艺One-Way Assembly同一装配配Process Controls工艺控制制LocatingPins &Stops固定点及及停点Sensors &ProcessMonitors传感器及及工艺监监控Electro -MechanicalDevices电子机械械仪器ColorCoding颜色信号号VisualControls直观控制制AndonSystems暗灯系统统StandardizedWork标准化工工作

30、ErrorsCantHappenSmallImprovement小改进SignificantImprovement重大改进进IntroductiontoErrorProofing防错介绍绍0515100396OLHM510201501510124578101150515100396OLHM51020150151045781011512Original:Best:VisualControlExampleHumanJudgment0515100396OLHM51020150151012457810115Better:ABExample:Vehicle Identification车辆认证证(Mut

31、ilation Cover Color)(盖板颜色色毁损)HumanJudgment人为判断断VisualControlExampleVerticalPlate垂直板Battery Post电池接头头Process ControlExampleDetection检测XWork Piece加工件Work Piece加工件Fixture夹具Fixture夹具Process ControlExamplePrevention预防Product DesignExample (Before)RECSTOPPAUSERECSTOPPAUSEOLDDESIGN老设计CanbeInstalled UpsideD

32、own可以反安安装ApplicationofLabelsonCassetteDecks.门板标签签Prevention预防RECSTOPPAUSENEWDESIGN新设计ApplicationofLabelsonCassetteDecks.门板标签签CanOnlyBeInstalledCorrectly!Product DesignExample (After)PreventionLeft Hand Locator TabRight Hand Locator Tab Example - ProductErrorProofing(One WaytoInstall SeatBelt)防错样品品只有

33、有一种安安全带安安装方法法Product DesignExample产品设计计范例PreventionSimpleEverydayExamples1)ErrorPreventionAutomaticshut-off自动断电电ErrorProofingExerciseThinkofanexample at workorathomewhereerrorproofingcanpreventanundesirablethingfrom happening想想工作作或生活活中使用用防错措措施避免免不好事事情发生生的例子子Discuss as ateamandreport Take5 minutes小组讨

34、论论、汇报报5分分钟ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design

35、ofFacilities,Equipment,Tooling andLayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Orde

36、ring System/ Order PartsHealthandSafetyPriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementIn-ProcessControl & Verification工序控制与认证Product QualityStandardsIn-Process Control&Verification(3)Elements工序控制制与认证证1.PreventionOutputs输出Inputs投入N

37、OK2.DetectionOKNext Process下道工序Feedback 反馈Donot不要Accept 接受Build 制造Ship 传递a Defect!缺陷！LivingUptothe Motto符合标准准3.Containment包容1)StandardizedWork标准化工工作FollowandContinuouslyImproveStandardizedWork!遵守及不不断改进标准准化工作作！In-Process Control&Verification 1) PREVENTIONPreventionVehicle ManifestManual 2-DoorSunroof

38、2)FocusonOperation集中精力力生产Keep YourConcentration &Respect StandardizedWork of Others!注意及尊尊重他人人的标准化工工作In-Process Control&Verification 1) PREVENTIONPrevention3)ErrorProofingPrevention& Operator Aids防错预防防与操作作者支持持TheBestProcess isOneThatCannotFail!最好工序序就是不不会失败败的！In-Process Control&Verification 1) PREVENT

39、IONPreventionDAEWOO4)Regular ChecksofSystems &Processes定时检查查系统与与工艺Std. WorkChecks!检查标准准化工作作In-Process Control&Verification 1) PREVENTIONPreventionCHECKCHECK?CHECKProcess ControlChecks!检查工序序控制！TPMChecks!检查TPMSafety/5SChecks!检查安全全/5SSelf-Checks自检Include QualityChecksinStandardizedWork!把质检作作为标准准化工作作的一部

40、分分In-Process Control&Verification 2) DETECTIONDetectionCheckMethods:POINTTOUCHLISTENCOUNT2)ErrorProofingDetection检测防错错UseVisual andAudioSignals!使用视觉觉、听觉信号号！In-Process Control&Verification 2) DETECTIONDetectionStop theLine,or停线或UseAlarms,or使用警报报或CombinationofBoth,dependingonCriticality根据危险险程度兼兼用两种种方法

41、3)In-ProcessVerification工序认证证Inspectors arenotthereasa policeman,theysupport productionbyconfirming theprocess!检察员不不充当警警察角色色，而是作为为确定工工序的生生产支持持者In-Process Control&Verification 2) DETECTIONDetectionVerificationStationsFinalLineC.A.R.E.3a)FocusonCriticalitems集中注意意重大问问题Frequencyofchecks tonotallowCritic

42、aldefectstoleavetheshop!经常检查查，不让让重大缺缺陷走出车间间！In-Process Control&Verification 2) DETECTIONDetectionSafetyItems“Walk-Home”ItemsMajorCustomerDissatisfierS/CF/F4)DefectEscalation缺陷逐层层汇报Escalatedefects toleadership forsupportdependingonfrequencyand criticality!根据缺陷陷出现频频率与严严重程度度逐层向领领导汇报报以寻求求支持！In-Process C

43、ontrol&Verification 2) DETECTIONDetectionExample:Team LeaderSection LeaderGroupLeader2 defects/ 1hour4 defects/ 1hour1)UseAndon(taught morelater)使用暗灯灯Make problems visual& pullinsupport!问题直观观，拉线寻求求帮助！In-Process Control&Verification 3) CONTAINMENTAlwaysRememberthe Priorities:一定要牢牢记：1)Safety安全2)Qualit

44、y质量3)Responsiveness(Throughput)响应Containment包容2)FollowContainmentProcess遵循包容容程序Extraordinary actionstoprevent defectsfrombeingpassed!采取特别别行动防防止缺陷传递递！In-Process Control&Verification 3) CONTAINMENTSome examples:1)Stop theline停线2)100% checks100%检查3)On-line repair线上维修修4)Reworks返工5)Sorting整理Containment包容

45、HowDoesourQualityMottorelatetoContainment?Donot不要Accept 接受Build 制造Ship 传递a Defect!缺陷！Itmeansempoweredleadersmakejudgmentshow tocontrolqualitywhiletryingtokeepthelinerunning!意味着领领导有权权作出决决定：在在尽量不不停线的的情况下下，怎样控制制好质量量！Does thismeanwestop theline every timewehavea problem?这是不是是意味着着一有问问题就停停线呢？HowDoesourQua

46、lityMottorelatetoContainment?Sometimesthe bestdecisionmay be to leta defectpass to thenext process, but有时最好好的办法法是让差差错转到到下工序序，但是是Itisa consciousdecisionmade by theappropriatelevelActionmustbecommunicatedtonext“customer”Defectmustbeclearly identifiedonvehicleContainmentmust be in place to preventfurth

47、erdefectsExamplesofSomeAndonGuidelines:暗灯使用用的指导导方针1)Will theproblem affectthenextprocess?问题会不不会影响响下道工工序？2)CanIeffectivelyrepairthe defectoutofstation?能不能在在工位外外有效解解决问题题？3)What is thestatusofmydecouplers?自己的切切断器是是什么状状态？4)Others其他AndonDiscussion HoodsSituation:AttheBodyShop end-of-line Qualitystationit

48、isdiscovered thatthereisaproblem withcrackedhoods.After workingthe linebackweknow thateverycar in thesystemhas theconditionall thewaytoHoodInstall.Aftersortingtheraw hoods,itisfoundthat there areenoughgoodhoodstokeep producingcars,however there arenotenough goodhoodstorepair thedefectivecarson-line.

49、The supplersaysnewhoodswillarrivein6hours.Theoperatorsatend of linehavepulledtheAndonandthe escalationprocesshaspulled in theBody ShopManagerandQualityManager.Considerationsare:1)Thedecouplerbetween Bodyand Paint is almostempty,2)Hoodswithcracked metal willnot affectanyofthe subsequentprocesses,and3

50、)Hoodscan be changedout of stationrelativelyeasily.Discussion:Youare thePlantQualityManager whatisyour decision?Discuss as agroup!Background:Inthis case, thedecisionisisshut downthe linefor (6)hoursandwaitforpartsorrun theline andmake acontainmentplan.Since thedecouplerbetween Bodyand Paint is almos

51、tempty,thismeansallBody,Paintand GA willall eventuallyshutdown.PotentialDecision:Inthis case, Qualitycan still be achieved while maintaining ourResponsivenesstargets mostlybecause thehoodsdonotaffect thenext process.TheCostofstoppingthelinewill notresultinbetter QualityorResponsiveness.Thus,a goodde

52、cisionwouldprobablybetorun theline andmake acontainmentplan:Allcarswith badhoodstobespeciallyidentified.Productionand QualityinPaintand GA notified of thesituation, knowthe vehiclenumbersandidentificationmethod.100% check at HoodInstalloperationuntilprocesscapability is assured.PaintandFinalProcessn

53、otifiedthat newhoodstobepainted in Paint andwill be swappedinFinalProcessarea andhave timetomakea planhow to accommodate that.AndonDiscussion -HoodsSituation:AttheCockpitLoad stationinGAitisdiscoveredthat there is aproblemwith oneoftheelectricalharnesseswithin thecockpit.The cockpits arebuiltasa mod

54、ulebyanoutside supplier.Afterworkingthelineback we knowthatseveral cockpits in thesystemhavethecondition.The operatorsatCockpit LoadhavepulledtheAndonandthe escalationprocesshaspulled in theTrim LineSectionLeader, whoconsultswith theChassis LineSectionLeader.Considerationsare: 1) Thedecouplerbetween

55、 Trimand Chassisabouthalffull,2)Theelectricalharness willaffect thenext assembly process, 3) Repairingtheharnesses on-linewilltake approximatelyone hour, and4)Repairingthe Cockpitlaterinthe processisdifficult andvery timeconsuming.Discussion:Youare theTrim SectionLeader whatisyour decision?Discuss a

56、s agroup!AndonDiscussion -CockpitsBackground:Inthis case, thedecisionisisshut downthe linefor (1)hour andrepairthe harnessespriortoCockpit Loadorrun theline andrepairthe cockpits out-of-station.Sincethedecouplerbetween Trimand Chassisisabouthalffull,this means thatChassiscancontinuerunningforashortw

57、hileandtheneventually shutdown.PotentialDecision:Inthis case, Qualitycannot be achieved while maintaining ourResponsivenesstargets mostlybecause thebadcockpitsaffect thenext processand areextremelydifficult to repairlater.TheCost of stopping theline is moredesirable thanthe costofrepairing themlater

58、and thepotentialtocreate moredefects.In thiscase,thedecouplerstatusdoesnotreally impactthefinaldecisiontoo much.Thus,a gooddecisionwouldprobablybetostopthelineandfix theharnessespriortoCockpitInstall.The TrimLineSection Leaderwill informtheGAAreaManager of thisdecisionand theimpactonour Responsivene

59、ss target.AndonDiscussion -CockpitsManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Desi

60、gnofFacilities,Equipment,Tooling andLayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Or