遏制和质量门培训资料

Containment遏制Isolatingthecustomerfromdefects.将不合格产品隔离，防止流到客户Containment遏制Purpose–Process––Product目的-流程-产品Purpose目的:Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowntobeweak通过努力力，将不合合格产品品隔离，，防止流流到客户户-特别是过过程很弱弱时。Process流程:Definitionandimplementationofaformalprocessto:定义和实实施一个个正式的的流程Conductredundantinspection指导额外外的检验验Collectdataandinformation收集数据据和信息息PerformDatadrivencorrectiveactions基于数据据制定纠纠正措施施Product产品:Customersisolatedfrombadpartsresultingingreatercustomersatisfactionandmorebusinessforthesupplier防止不合合格品流流到客户户，从而而使客户户更满意意，为供供应商带带来更多多的业务务(Pathwayto0PPM通往0PPM的路径)CLASSACTIVITY##1–30minInitialDefect课堂活动动#1–30分钟最最初的缺缺陷BUILDINGHONGBAOs建立红包包Supplier供应商Receiving进料检验验AssemblyCoinToEnvelope将硬币装装进红包包AssemblyNoteToEnvelope将标签装装进红包包AssemblyTabToEnvelope将红包封封上Warehouse仓库Shipping发交Customer客户Step1第一步:StoptheFlowofBadParts停止不合合格品流流动Lookforthespecificdefect找具体的的缺陷Differentiatethe““good”fromthe““suspect””将合格产产品和可可疑产品品区分开开。Establishunderstandableproductstandards建立易理理解的产产品标准准Begindatacollection开展数据收集集Beginsortingorinspection开展分类类和检查查IdentifyandHOLDanyquestionableparts识别并隔隔离任何何可疑产产品ProperContainmentProcessInputs正常的遏遏制流程程的输入入Action行动:AssureacomprehensiveandproperlyManagedContainmentActivityisdefined,,organizedandcapableofbeingimplementedwithin4hoursifrequired确保全面面的、合合适的遏遏制管理理活动被被定义，，组织，，如果需需要的话话在4小时内实实施Properlydesignatedarea合适的指指定的区区域Distinctlocation清晰的位位置ProperLighting,,equipmentandmaterialflowspace合适的灯灯光、设设备和物物料流动动空间DesignatedMaterialLocations制定的物料位位置VerifiedGoodProducts被验证是是合格产产品VerifiedBadProduct被验证是是不合格格产品Questionable((productsawaitingmanagement//customerdisposition))可疑产品品（等待待管理层层或者是是客户处处置的产产品）Productstobesorted产品分类类Properwallspacetopostandrecordresults张贴和记记录结果果合适的的位置AdequateSpaceforProceduresandBoundarySamples有放置程程序和限限度样件件的充足足的空间间WellDefinedmethods很好的方方法Howtosortandhandlematerials如何挑选选和处置置物料DefinedPartandContainerMarkingstrategy定义产品品和器具具的标识识策略DefinedMaterialQuarantine,,Captureandreturnmethods定义物料料隔离、、获取和和回收的的方法。。DataCollectionandreportingprocess数据收集集和报告告流程Correctiveactionmonitoringmethods纠正措施施的监控控方法DefinedCriteriatosupportContainmentExit定义支持持遏制解解除的准准则CLASSACTIVITY##1.1–30minDefectControl课堂活动动#1.1-30分钟不不合格的的控制BUILDINGHONGBAOs建立红包包Supplier供应商Receiving进料检验验AssemblyCoinToEnvelope将硬币装装进红包包AssemblyNoteToEnvelope将标签装装进红包包AssemblyTabToEnvelope将红包的的封上Containment遏制Warehouse仓库Shipping发交Customer客户ExplanationofContainment遏制的解解释Explainingeffectivecontainment解释一个个有效的的遏制ContainedStateContainmentProcess遏制的流流程Expectationsofeffectivecontainment––Phases期望的有有效遏制制-阶段StoptheFlow停止流动动InstallFilter安装过滤滤ProtectCustomer保护客户户CollectData&&Improve收集数据据改进Data数据DailyMeeting日常会议议TrackResults跟中结果果CleanPipeline清理途径径RetrieveSuspect召回可以以产品ReleaseGood放行合格格产品KeyPoints关键点Stoptheflowofdiscrepantparts..停止不合合格品的的流动Definethecontainmentactions((Sort––Rework––Dispose).定义遏制制行动（（挑选-返工-处置）Collectdataanddrivecorrectiveactions收集数据据，制定定纠正措措施CleanthePipeline清理途径径Definethematerialidentificationplan((partsandcontainers).定义物料料识别计计划（产产品和器器具）Establishthescopeofexposurewithlocationandreturnofquestionablestock.建立工厂厂的范围围，召回回有问题题的库存存Step2第二步:DefineContainmentActions定义遏制制行动CLASSACTIVITY##2–30min((LogSheet))课堂活动动#2--30分钟（记记录表））BUILDINGHONGBAOs建立红包包Supplier供应商Receiving进料检验验AssemblyCoinToEnvelope将硬币装装进红包包AssemblyNoteToEnvelope将标签装装进红包包AssemblyTabToEnvelope将红包的的封上Containment遏制Warehouse仓库Shipping发交Customer客户Step3第三步:DefineMaterialIdentificationPlan定义物料料识别计计划Clearandeasilyidentifiable((Parts&&Containers)清晰的，，易于识识别的（（产品&器具）Identifiespartsindifferentcategories识别不同同类别下下的产品品OKPartsthathavebeensorted已经分类类的合格格产品SuspectPartsthatrequiresorting需要分类类的可疑疑产品KnownBadParts已识别的的不合格格产品Questionableparts––awaitingdisposition有问题的的产品-需要处置置Step4第四步:Scope&&LocationofQuestionableStock问题产品的范范围&位置WorkwithMaterialControlPeople和物料控控制人员员一起Identifythepartsandcreateaninventory识别零件件和建立立库存Adjustinventory/feedback调整库存存/反馈Retrievethepartsthatneedcontainment召回需要要遏制的的零件SpecialCustomers––LikeServiceParts特殊的客客户-备件Speciallocationslikesecondaryprocessors特殊的位位置-二级加工工Step4第四步:DefineContainment/MaterialReturnPlan定义遏制制/物料召回回计划Suspectmaterialcanenter可疑物料料能够进进入Materialisevaluatedandcategorized物料被评评估和分分类Propertymarkedgoodmaterialcanexittofinishedgoods标识为合合格物料料能够到到最终的的成品Properlymarkedbadmaterialcanexittodisposal标识为不不合格物物料进入入到处置置Uncertainmaterialisheld不确定的的物料隔隔离CLASSACTIVITY##3–30minTraceMultiple课堂活动动#3-30分钟追追溯各各类别产产品BUILDINGHONGBAOs建立红包包Supplier供应商Receiving进料检验验AssemblyCoinToEnvelope将硬币装装进红包包AssemblyNoteToEnvelope将标签装装进红包包AssemblyTabToEnvelope将红包的的封上Containment遏制Warehouse仓库Shipping发交Customer客户Step5第五步:DefineExitStrategy定义退出出策略Materialremainsincontainmentuntilpermanentcorrectiveactionisinplace物料处于于遏制状状态，直直到永久久对策实实施到位位Containmentcouldlastdays,,weeksoryears.Thisisalluptoyourabilityandattitudetoaddresstherootcause遏制可以以持续几几天、几几周、几几年。主主要取决决于找到到根本原原因的能能力和态态度UseContainmentasaformofcorrectiveactionvalidation––把遏制当当成纠正正措施验验证的一一种形式式resultshouldbe0结果应该该是0Materialisevaluatedandcategorizeduntilacertaintriggerismet物料被评评估和分分类，直直到特定定的触发发条件被被满足(0defectsforacertaintimeframeaftercorrectiveaction))在纠正措措施实施施后，特特定的时时间段内内应该是是0缺陷

CLASSACTIVITY##4–30min––Blind课堂活动动#4–30分钟-盲（带上上眼罩装装配）BUILDINGHONGBAOs建立红包包Supplier供应商Receiving接受AssemblyCoinToEnvelope将硬币装装进红包包AssemblyNoteToEnvelope将标签装装进红包包AssemblyTabToEnvelope将红包的的封上Warehouse仓库Shipping发交Customer客户BasicContainmentProcessFlow基本的遏遏制流程程Review--ContainmentImprovementProcess

SuggestedSteps回顾-遏制改善善流程建建议步骤骤DefinetheAreaSetup定义区域域设定Workwithsuppliertoidentifytheareaandoutlineaplan.和供应商商一起识识别区域域并总结结出一个个计划IncludetheKeyElements包括关键键要素PerformthephysicalrearrangementInthecontainmentareawiththeappropriatepeople在遏制区区域，有有合适的的人员Reviewthemethods回顾方法法WorkwiththepeopletodefinethepracticesthatmatchwithCustomerneedsandCompanyexistingmethods和人员一一起定义义与顾客客需求相相匹配的的实践以以及公司司的退出出方法AnalyzetheMaterialCaptureplansandmethods分析物料料获取计计划和方方法ThisisbestdonewithaMaterialControltypeperson.最好由物物料控制制人员来来做DefineTools--TrainingDoTrackandMonitorHowToActualize-ExampleContainmentAreaLayout如何实践践-遏制区域域布局的的案例GoodPartsONLY!!!!!!“GP11//GP12”GP11//GP12标准–FinalInspectionofallaxlesoffalllineassembledatDRK在DRK的所有离离线桥的的终检4lanes–includesfinalbillout––inspectedrackshave““stickers””四个通道道-？-检查工位位器具的的标签Criteriaareimmediatecustomerissues准则是及及时的客客户问题题CustomerAttachmentpoints客户附带带的问题题FindingsDocumented问题点记记录Auditisconductedin““RealTime”––finalinspectionfindingsaretreatedascustomerissues开展实时时审核-最终检查查的问题题点视为为在顾客客处发生生的问题题Teamleadersarecalledtofinalauditstation–escalationplanfollowed团队领导导实施最最终岗位位审核-升级计划划的执行行IndicatorChart指标图表表MarkingStrategies标识策略略SimpleToDo容易做QuickUnlessSituationDictatesDifferently快，除非非有特殊殊要求Visual可视DocumentedLocation标记位置置LocationVisibleInInstalledPosition*装配后位位置可视视1Design//ColorperInspectionCampaign每次检查查活动1种设计/颜色SensitivetoPastInspections与以往的的检查易易于区别别WeatherResistant––ProductLifeforSafetyIssues不因天气气发生变变化-产品生命命周期内内有安全全要求的的Pens,Pricks,,Nicks,Stickers笔、？、、？、标标签ContainmentImprovementProcess–CheckStatus遏制改善善流程-检查状态态Expectation期望Visual科室:SimplemethodtoseeevolutionofContainment简单的方方法能够够看到遏遏制的变变化-AreaSetup区域设定定Distinctlocation单独的区区域Lighting,Equipment灯光、设设备DesignatedMaterialLocations指定的物物料区域域Postandrecordresults张贴和记记录结果果BoundarySamples限度样件件-MethodsandPractices方法和实实践Howtosort如何挑选选Markingstrategy标识策略略MaterialQuarantine,Captureandreturn物料的隔隔离、获获取和回回收DataCollection数据收集集Correctiveactionmonitoring纠正措施施的监控控ExitCriteria退出准则则XXGreenYellowRedXContainmentProcessImprovement–Summary遏制流程程改善-总结Purpose:Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowtobeweak通过努力力，将不不合格产产品隔离离，防止止流到客客户-特别是过过程很差差。Process流程:Definitionandimplementationofaformalprocessto定义和实实施一个个正式的的流程:Conductredundantinspection指导额外外的检验验Collectdataandinformation收集数据据和信息息PerformDatadrivencorrectiveactions基于数据据制定纠纠正措施施Product产品:ThoroughCustomerIsolationandImprovedProcess完全防止止流入到到客户，，并改善善流程KeyPoints关键点:Stoptheflowofdiscrepantparts停止不合合格品的的流程.Definecontainment((Sort––Rework––Dispose)定义遏制制（分类类-返工-处置）Collectdataanddrivecorrectiveactions基于数据据制定纠纠正措施施CleanthePipeline清理途径径Materialidentificationplan(partsandcontainers)..物料识别别计划（（产品和和器具））Scope:Locationandreturnofquestionablestock.范围：位位置及可可疑库存存的召回回Requirements要求:Dedicatedwelllaidoutarea专用的，，有很好好布局的的区域Properlydefinedandcontrolledmethods合适的定定义和控控制方法法

AdvancedTopic--LaunchContainment高级话题题-发起遏制制KnownPastCommonDefects知道过去去共性的的问题PotentialNewDefects((FromGateReviews)潜在的新新问题（（门回顾顾）Version/Qty/InprocessInspectionChecks版本/质量/过程检验验CustomerCriticalRequirements客户关键键的要求求EngineeringIssues工程问题题ManufacturingIssues制造问题题ProveOutTheProcess验证过程程ProtectTheCustomerWhileManufacturingStabilizes过程稳定定，保护护客户PREVENTION预防QualityGates质量门IsolatingtheNextProcessfromfaultdefects..将不合格格品隔离离，防止止流入到到下道工工序QualitygateissuesaregenerallyselectedfromtheFastResponseBoardorissuesthataresmallinseveritybuthighinoccurrence.设定质量量门依据据快速反反应看板板或者不不严重但但是发生生频次很很高的问问题Qualitygatesareaninspectionplacedatakeypointintheproductionlinetodrivedefectsbacktotheirsourceandpreventthemfromgoingforward..质量门是是对生产产线关键键点的检检查，从从而使不不合格控控制在源源头，防防止其向向下流动动Thequalitygateisfollowedbyaverificationstation((usuallytheendoflineinspection//containment)toensurethegateisworkingbymeasuringhowmanymakeitpasttheinspectiongate.质量门有有一个验验证工序序（经常常在线尾尾检查/遏制），，通过测测量的数数量确保保质量门门在工作作Theideaistoaddressthequalityissueasclosetothesourceaspossibleandnotaddvaluetoadefectivepart.Likewise,ifdefectsaredrivenbackfromamidpointinthelinethechancesofgettingadefecttotheendofthelinearedramaticallydecreased.质量门是是使质量量问题尽尽可能的的接近源源头，对对不合格格品不增增值。此此外，如如果不合合格品在在生产线线的中部部被发现现，那么么流到先先为的概概率就会会大大地地降低Typicallythetop5defectsfromthatlineareputonthegate.通过生产产线前五五位典型型的问题题来设置置质量门门WhatareQualityGates质量门是是什么?•Qualitygatescanbeusedtoimprovethevisibilityofqualityintheproductionprocessaswellasbeingusedtomeasureandmonitorqualityinrealtimeatstrategicpoints..质量门用用于提升升生产过过程的质质量可视视化，同同时也用用于在关关键点实实时的测测量和监监控质量量•Qualitygatesaredesignedtofacilitatethedetection,,discussionandresolutionofIssuesandproblemsthroughacollaborativeefforttoimprovethequalityofproducts.设计质量量门，通通过团队队的努力力，促进进质量问问题的探探测、讨讨论和解解决，从从而提升升产品质质量Itsmorethenjustinprocessinspection不仅仅是是过程检检验WhyUseThem??为什么要要使用质质量门•ModelofaccountabilityandresponsibilityforproductionProcesses..对生产过过程的责责任模式式•Theabilitytodetectandrectifyproblemsearlyon.提前发现现和纠正正问题的的能力•PredeterminedexpectationsofacceptablelevelsofQuality.质量可接接受水平平的预期期•Documentationandmonitoringofissuesandactionsthroughouttheproductioncycle.问题的记记录/监控，生生产周期期的行动动•Thecreationofastoreofcorporateknowledge..企业知识识商店的的建立BenefitsofImplementing实施后的的受益AssessmentFramework评估框架架“statisticalrisk”统计风险险IsaQualityGateNecessary??质量门是是否是必必要的？？QualityGates质量门Howaretheysetup?如何设置置Thegateshouldbeasclosetothedefectoccurrenceaspossibleandsituatedsuchthattheinspectorcanrecorddata..质量门应应该尽可可能的和和问题发发生的地地方接近近，同时时方便检检查人员员记录数数据Foreachdefectanalarmlimitiscalculatedbasedontheoccurrenceofthedefect.针对每个个缺陷，，基于问问题发生生的频次次计算警警戒线Adatarecordingsheetandimmediateresponsesheetaregiventothegateinspector.给质量门门的检查查人员一一个数据据记录表表和反应应表Averificationstationisidentifiedorcreatedafterthegatetowardstheendoftheproductionlinetomeasurehowwellthegateworked.在生产线线线尾设设定验证证的岗位位，测量量质量门门的有效效性Theinspectorattheverificationstationmustbeequippedtorecordanydefectsthattheymayfind..在验证岗岗位应该该配备检检查人员员，记录录他们发发现的任任何问题题•6Components6个方面:–Placement位置Wherewillitbelocated??位置设定定在哪？？–QualityMeasures质量测量量Whatwillwecheckandhow?测量什么么，怎么么测量？？–Roles角色Whowillcheckandwhowillbenotified??谁检查，，通知谁谁？–Tolerance限度Whatlevelisacceptable??什么样的的水平是是可以接接受的–Actions行动Responsetofindings?ESCALATION问题的反反应？升升级–Evaluation评估Reviewandtrendanalysis回顾，趋趋势分析析6ItemsToConsiderDuringSetup设置质量量门要考考虑的6个方面QualityGateDocuments质量门的的文件QualityGateDocuments质量门的的文件ExampleofaQualityGateBoard:质量门看看板的例例子Trendchartsforeachdefect每个问题题的趋势势图EnterandExitchartsforeachdefect每个问题题进/表图表Theimmediateresponsesheetsforeachshift.每个班次次快速反反应表CorrectiveActionsforeachissue..每个问题题的纠正正措施QualityGateBoard质量门看看板QualityGateBoard质量门看看板DataCollectionSheet数据收集集表ImmediateResponseSheet快速反应应表CLASSACTIVITY##5–30min课堂活动动#5-30分钟BUILDINGHONGBAOs建立红包包Receiving进料检验验Painting喷漆Gate门semblyCoinToEnvelope将硬币装装进红包包AssemblyNoteToEnvelope将标签装装进红包包AssemblyTabToEnvelope将红包的的封上Containment遏制Warehouse仓库Shipping发交Customer客户QualityGates质量门Process-Howdotheywork?过程-如何运行行Whenthealarmlimitforthatdefectisreachedatthegate,theinspectorimmediatelycallstheappropriatepersontotakeaction.Thiscouldbealinesupervisor,aprocessengineer,,aqualityengineer,superintendentetc…质量门的的缺陷达达到警戒戒线，检检查人员员立即通通知相关关人员采采取措施施。人员员可能是是线长，，工艺工工程师，，质量工工程师，，更高级级别的人人员等等等Theinspectornoteswhotheycalledandthetime..检查人员员通知相相关人员员和时间间Thepersonthatiscalledisresponsiblefortakingimmediateactiontoresolvetheissue.Theyareempoweredwiththeabilitytocallanyonetotheiraiduptoandincludingseniormanagement..被通知的的人员负负责立即即采取行行动来解解决问题题。他们们被授权权可以通通知任何何人来帮帮组，包包括高级级管理人人员。Theactioncanbeadjustmentofprocessparameters,sortingrawproduct,retrainingoperators,,etc…行动可能能是调整整过程参参数，挑挑选原材材料，对对操作者者再培训训等等Thepersontakingactionnotesthetimewhenproductcomingtothegatewillbeclean.采取行动动的人注注意，当当产品进进入质量量门后清清零。Whenthecleanpointisreachedthetallyofdefectstowardsthealarmlimitresumesandtheprocessstartsagain.当清零后后，问题题的数量量再次达达到警戒戒线，流流程重新新开始。。Atthegateseveralmetricsarepostedtoshowthecurrenttrendforthegatedefects.在质量门门，张贴贴几种衡衡量指标标来显示示当前质质量门问问题的趋趋势。Metricsinclude指标包含含:-Firsttimethroughforthosedefectsonthegate.质量门问问题的一一次通过过合格率率。-QualityCalendardetailingbydayiftheirhavebeenanyconcernsatthecustomerorinternallywiththeproductline.质量日历历描述每每天顾客客出的质质量问题题和生产产线内部部的质量量问题-Achartofthetop5or10defectsforthatproductionline.生产线前前五位或或前十位位问题图图表-Achartindicatinghowmanydefectsenteredthegateandhowmanyexitedthegate.((qtyatgate&qtyatverificationstation)描述进入入质量门门的问题题数量和和出质量量门问题题数量的的图表（（质量门门的质量量&验证工序序的质量量）-Acopyofthelastreviewthatmanagementdidofthegate.有一份最最后一次次管理层层对质量量所做的的工作的的回顾-Acopyofthecorrectiveactionfromtheissuechampion..有一份主主要问题题的纠正正措施Howdoyoumeasuretheireffectiveness?如何测量量他们的的有效性性Enter//Exitchart入/出图表QualityCalendar质量日历历Top5DefectsChart前五位问问题的图图表FirstTimeThroughchart一次通过过合格率率图表KeyMetricspostedonthegate张贴在质质量门的的关键衡衡量指标标2.Dailythesupervisor,qualityengineer,andshiftsuperintendentmeettoreviewthedefectsfoundatthegate.Thegoalofthemeetingistoensurethattheactionstakenwereeffectiveandtimely.每日主管管、质量量工程师师，当班班的主管管开会，，一起回回顾质量量门产生生的不合合格。会会议的目目的是确确认措施施的有效效性和及及时性Questionsaskedduringthereviewinclude回顾期间间需要询询问的问问题包括括:-Wheretheactionslistedforthisdefecteffectiveatresolvingtheissueorkeepingitfromgettingtothegate?解决问题题或防止止不合格格流到质质量门的的措施有有效性-Didthepersonwhowascalledrespondquickenoughtotheissue?((15minmaxistheruleofthumb)被通知来来快速解解决问题题的人员员是否胜胜任？（（最多15分钟是经经验法则则）-Arewecallingtheappropriatepeopletohelpusfixtheissue?我们是否否通知了了合适的的人员来来帮组