遏制和质量门培训资料课件

Containment遏制Isolatingthecustomerfromdefects.将不合格产品隔离，防止流到客户Containment遏制IsolatingthecusContainment遏制

Purpose–Process–Product目的-流程-产品Purpose目的:Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowntobeweak通过努力，将不合格产品隔离，防止流到客户-特别是过程很弱时。Process流程:Definitionandimplementationofaformalprocessto:定义和实施一个正式的流程Conductredundantinspection指导额外的检验Collectdataandinformation收集数据和信息PerformDatadrivencorrectiveactions基于数据制定纠正措施Product产品:Customersisolatedfrombadpartsresultingingreatercustomersatisfactionandmorebusinessforthesupplier防止不合格品流到客户，从而使客户更满意，为供应商带来更多的业务

(Pathwayto0PPM通往0PPM的路径)Containment遏制

Purpose–ProCLASSACTIVITY#1–30minInitialDefect

课堂活动#1–30分钟最初的缺陷BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包封上Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#1–30minInitiStep1第一步:

StoptheFlowofBadParts停止不合格品流动Lookforthespecificdefect找具体的缺陷Differentiatethe“good”fromthe“suspect”将合格产品和可疑产品区分开。Establishunderstandableproductstandards建立易理解的产品标准Begindatacollection开展数据收集Beginsortingorinspection开展分类和检查IdentifyandHOLDanyquestionableparts识别并隔离任何可疑产品

Step1第一步:

StoptheFlowofProperContainmentProcessInputs正常的遏制流程的输入Action行动:AssureacomprehensiveandproperlyManagedContainmentActivityisdefined,organizedandcapableofbeingimplementedwithin4hoursifrequired确保全面的、合适的遏制管理活动被定义，组织，如果需要的话在4小时内实施Properlydesignatedarea合适的指定的区域Distinctlocation清晰的位置ProperLighting,equipmentandmaterialflowspace合适的灯光、设备和物料流动空间DesignatedMaterialLocations制定的物料位置VerifiedGoodProducts被验证是合格产品VerifiedBadProduct被验证是不合格产品Questionable(productsawaitingmanagement/customerdisposition)可疑产品（等待管理层或者是客户处置的产品）Productstobesorted产品分类Properwallspacetopostandrecordresults张贴和记录结果合适的位置AdequateSpaceforProceduresandBoundarySamples有放置程序和限度样件的充足的空间WellDefinedmethods很好的方法Howtosortandhandlematerials如何挑选和处置物料DefinedPartandContainerMarkingstrategy定义产品和器具的标识策略DefinedMaterialQuarantine,Captureandreturnmethods定义物料隔离、获取和回收的方法。DataCollectionandreportingprocess数据收集和报告流程Correctiveactionmonitoringmethods纠正措施的监控方法DefinedCriteriatosupportContainmentExit定义支持遏制解除的准则ProperContainmentProcessInCLASSACTIVITY#1.1–30minDefectControl

课堂活动#1.1-30分钟不合格的控制BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#1.1–30minDefExplanationofContainment

遏制的解释Explainingeffectivecontainment解释一个有效的遏制

ContainedStateExplanationofContainment

遏制的ContainmentProcess遏制的流程Expectationsofeffectivecontainment–Phases期望的有效遏制-阶段StoptheFlow停止流动InstallFilter安装过滤ProtectCustomer保护客户CollectData&Improve收集数据改进Data数据DailyMeeting日常会议TrackResults跟中结果CleanPipeline清理途径RetrieveSuspect召回可以产品ReleaseGood放行合格产品KeyPoints关键点Stoptheflowofdiscrepantparts.停止不合格品的流动Definethecontainmentactions(Sort–Rework–Dispose).定义遏制行动（挑选-返工-处置）Collectdataanddrivecorrectiveactions收集数据，制定纠正措施CleanthePipeline清理途径Definethematerialidentificationplan(partsandcontainers).定义物料识别计划（产品和器具）Establishthescopeofexposurewithlocationandreturnofquestionablestock.建立工厂的范围，召回有问题的库存ContainmentProcess遏制的流程ExpectStep2第二步:

DefineContainmentActions定义遏制行动Step2第二步:

DefineContainmenCLASSACTIVITY#2–30min(LogSheet)

课堂活动#2-30分钟（记录表）

BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#2–30min(LogStep3第三步:

DefineMaterialIdentificationPlan定义物料识别计划Clearandeasilyidentifiable(Parts&Containers)清晰的，易于识别的（产品&器具）Identifiespartsindifferentcategories识别不同类别下的产品OKPartsthathavebeensorted已经分类的合格产品SuspectPartsthatrequiresorting需要分类的可疑产品KnownBadParts已识别的不合格产品Questionableparts–awaitingdisposition有问题的产品-需要处置Step3第三步:

DefineMaterialIStep4第四步:

Scope&LocationofQuestionableStock

问题产品的范围&位置WorkwithMaterialControlPeople和物料控制人员一起Identifythepartsandcreateaninventory识别零件和建立库存Adjustinventory/feedback调整库存/反馈Retrievethepartsthatneedcontainment召回需要遏制的零件 SpecialCustomers–LikeServiceParts特殊的客户-备件 Speciallocationslikesecondaryprocessors特殊的位置-二级加工Step4第四步:

Scope&LocationStep4第四步:

DefineContainment/MaterialReturnPlan

定义遏制/物料召回计划Suspectmaterialcanenter可疑物料能够进入Materialisevaluatedandcategorized物料被评估和分类Propertymarkedgoodmaterialcanexittofinishedgoods标识为合格物料能够到最终的成品Properlymarkedbadmaterialcanexittodisposal标识为不合格物料进入到处置Uncertainmaterialisheld不确定的物料隔离

Step4第四步:

DefineContainmenCLASSACTIVITY#3–30minTraceMultiple

课堂活动#3-30分钟追溯各类别产品BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#3–30minTraceStep5第五步:

DefineExitStrategy定义退出策略Materialremainsincontainmentuntilpermanentcorrectiveactionisinplace物料处于遏制状态，直到永久对策实施到位Containmentcouldlastdays,weeksoryears.Thisisalluptoyourabilityandattitudetoaddresstherootcause遏制可以持续几天、几周、几年。主要取决于找到根本原因的能力和态度UseContainmentasaformofcorrectiveactionvalidation–把遏制当成纠正措施验证的一种形式resultshouldbe0结果应该是0Materialisevaluatedandcategorizeduntilacertaintriggerismet物料被评估和分类，直到特定的触发条件被满足

(0defectsforacertaintimeframeaftercorrectiveaction)在纠正措施实施后，特定的时间段内应该是0缺陷

Step5第五步:

DefineExitStratCLASSACTIVITY#4–30min–Blind

课堂活动#4–30分钟-盲（带上眼罩装配）BUILDINGHONGBAOs建立红包Supplier供应商Receiving接受AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#4–30min–BliBasicContainmentProcessFlow

基本的遏制流程BasicContainmentProcessFlowReview-ContainmentImprovementProcess

SuggestedSteps回顾-遏制改善流程建议步骤DefinetheAreaSetup定义区域设定 Workwithsuppliertoidentifytheareaandoutlineaplan.和供应商一起识别区域并总结出一个计划 IncludetheKeyElements包括关键要素Performthephysicalrearrangement

Inthecontainmentareawiththeappropriatepeople在遏制区域，有合适的人员Reviewthemethods

回顾方法 WorkwiththepeopletodefinethepracticesthatmatchwithCustomerneedsandCompanyexistingmethods和人员一起定义与顾客需求相匹配的实践以及公司的退出方法AnalyzetheMaterialCaptureplansandmethods分析物料获取计划和方法

ThisisbestdonewithaMaterialControltypeperson.最好由物料控制人员来做DefineTools-TrainingDoTrackandMonitorReview-ContainmentImprovemeHowToActualize-ExampleContainmentAreaLayout如何实践-遏制区域布局的案例GoodPartsONLY!!!!HowToActualize-ExampleCon“GP11/GP12”GP11/GP12标准–

FinalInspectionofallaxlesoffalllineassembledatDRK

在DRK的所有离线桥的终检4lanes–includesfinalbillout–inspectedrackshave“stickers”四个通道-？-检查工位器具的标签Criteriaareimmediatecustomerissues准则是及时的客户问题CustomerAttachmentpoints客户附带的问题FindingsDocumented问题点记录Auditisconductedin“RealTime”–finalinspectionfindingsaretreatedascustomerissues开展实时审核-最终检查的问题点视为在顾客处发生的问题Teamleadersarecalledtofinalauditstation–escalationplanfollowed团队领导实施最终岗位审核-升级计划的执行“GP11/GP12”GP11/GP12标IndicatorChart指标图表IndicatorChart指标图表21MarkingStrategies标识策略SimpleToDo容易做QuickUnlessSituationDictatesDifferently快，除非有特殊要求Visual可视DocumentedLocation标记位置

LocationVisibleInInstalledPosition*装配后位置可视1Design/ColorperInspectionCampaign每次检查活动1种设计/颜色SensitivetoPastInspections与以往的检查易于区别WeatherResistant–ProductLifeforSafetyIssues不因天气发生变化-产品生命周期内有安全要求的Pens,Pricks,Nicks,Stickers笔、？、？、标签MarkingStrategies标识策略SimpleTContainmentImprovementProcess–CheckStatus

遏制改善流程-检查状态Expectation期望Visual科室:SimplemethodtoseeevolutionofContainment简单的方法能够看到遏制的变化-AreaSetup区域设定Distinctlocation单独的区域Lighting,Equipment灯光、设备DesignatedMaterialLocations指定的物料区域Postandrecordresults张贴和记录结果BoundarySamples限度样件-MethodsandPractices方法和实践Howtosort如何挑选Markingstrategy标识策略MaterialQuarantine,Captureandreturn物料的隔离、获取和回收DataCollection数据收集Correctiveactionmonitoring纠正措施的监控ExitCriteria退出准则XXGreenYellowRedXContainmentImprovementProcesContainmentProcessImprovement–Summary

遏制流程改善-总结Purpose:

Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowtobeweak通过努力，将不合格产品隔离，防止流到客户-特别是过程很差。Process流程:

Definitionandimplementationofaformalprocessto定义和实施一个正式的流程:Conductredundantinspection指导额外的检验Collectdataandinformation收集数据和信息

PerformDatadrivencorrectiveactions基于数据制定纠正措施Product产品: ThoroughCustomerIsolationandImprovedProcess完全防止流入到客户，并改善流程

KeyPoints关键点:

Stoptheflowofdiscrepantparts停止不合格品的流程.Definecontainment(Sort–Rework–Dispose)定义遏制（分类-返工-处置）Collectdataanddrivecorrectiveactions基于数据制定纠正措施CleanthePipeline清理途径Materialidentificationplan(partsandcontainers).物料识别计划（产品和器具）Scope:Locationandreturnofquestionablestock.范围：位置及可疑库存的召回

Requirements要求: Dedicatedwelllaidoutarea专用的，有很好布局的区域 Properlydefinedandcontrolledmethods合适的定义和控制方法

ContainmentProcessImprovemenAdvancedTopic-LaunchContainment

高级话题-发起遏制KnownPastCommonDefects知道过去共性的问题PotentialNewDefects(FromGateReviews)潜在的新问题（门回顾）Version/Qty/InprocessInspectionChecks版本/质量/过程检验CustomerCriticalRequirements客户关键的要求EngineeringIssues工程问题ManufacturingIssues制造问题ProveOutTheProcess验证过程ProtectTheCustomerWhileManufacturingStabilizes过程稳定，保护客户PREVENTION预防AdvancedTopic-LaunchContaiQualityGates质量门IsolatingtheNextProcessfromfaultdefects.将不合格品隔离，防止流入到下道工序QualityGates质量门IsolatingtheQualitygateissuesaregenerallyselectedfromtheFastResponseBoardorissuesthataresmallinseveritybuthighinoccurrence.设定质量门依据快速反应看板或者不严重但是发生频次很高的问题Qualitygatesareaninspectionplacedatakeypointintheproductionlinetodrivedefectsbacktotheirsourceandpreventthemfromgoingforward.质量门是对生产线关键点的检查，从而使不合格控制在源头，防止其向下流动Thequalitygateisfollowedbyaverificationstation(usuallytheendoflineinspection/containment)toensurethegateisworkingbymeasuringhowmanymakeitpasttheinspectiongate.质量门有一个验证工序（经常在线尾检查/遏制），通过测量的数量确保质量门在工作Theideaistoaddressthequalityissueasclosetothesourceaspossibleandnotaddvaluetoadefectivepart.Likewise,ifdefectsaredrivenbackfromamidpointinthelinethechancesofgettingadefecttotheendofthelinearedramaticallydecreased.质量门是使质量问题尽可能的接近源头，对不合格品不增值。此外，如果不合格品在生产线的中部被发现，那么流到先为的概率就会大大地降低Typicallythetop5defectsfromthatlineareputonthegate.通过生产线前五位典型的问题来设置质量门WhatareQualityGates质量门是什么?Qualitygateissuesaregenera27•Qualitygatescanbeusedtoimprovethevisibilityofqualityintheproductionprocessaswellasbeingusedtomeasureandmonitorqualityinrealtimeatstrategicpoints.质量门用于提升生产过程的质量可视化，同时也用于在关键点实时的测量和监控质量•Qualitygatesaredesignedtofacilitatethedetection,discussionandresolutionofIssuesandproblemsthroughacollaborativeefforttoimprovethequalityofproducts.设计质量门，通过团队的努力，促进质量问题的探测、讨论和解决，从而提升产品质量Itsmorethenjustinprocessinspection不仅仅是过程检验WhyUseThem?为什么要使用质量门

WhyUseThem?为什么要使用质量门

28•ModelofaccountabilityandresponsibilityforproductionProcesses.对生产过程的责任模式•Theabilitytodetectandrectifyproblemsearlyon.提前发现和纠正问题的能力•PredeterminedexpectationsofacceptablelevelsofQuality.质量可接受水平的预期•Documentationandmonitoringofissuesandactionsthroughouttheproductioncycle.问题的记录/监控，生产周期的行动•Thecreationofastoreofcorporateknowledge.企业知识商店的建立BenefitsofImplementing实施后的受益•Modelofaccountabilityand29AssessmentFramework评估框架

“statisticalrisk”统计风险IsaQualityGateNecessary?质量门是否是必要的？AssessmentFramework评估框架Isa30QualityGates质量门Howaretheysetup?如何设置Thegateshouldbeasclosetothedefectoccurrenceaspossibleandsituatedsuchthattheinspectorcanrecorddata.质量门应该尽可能的和问题发生的地方接近，同时方便检查人员记录数据Foreachdefectanalarmlimitiscalculatedbasedontheoccurrenceofthedefect.针对每个缺陷，基于问题发生的频次计算警戒线Adatarecordingsheetandimmediateresponsesheetaregiventothegateinspector.给质量门的检查人员一个数据记录表和反应表Averificationstationisidentifiedorcreatedafterthegatetowardstheendoftheproductionlinetomeasurehowwellthegateworked.在生产线线尾设定验证的岗位，测量质量门的有效性Theinspectorattheverificationstationmustbeequippedtorecordanydefectsthattheymayfind.在验证岗位应该配备检查人员，记录他们发现的任何问题QualityGates质量门Howaretheys•6Components6个方面:–Placement位置Wherewillitbelocated?位置设定在哪？–QualityMeasures质量测量 Whatwillwecheckandhow?测量什么，怎么测量？–Roles角色Whowillcheckandwhowillbenotified?谁检查，通知谁？–Tolerance限度 Whatlevelisacceptable?什么样的水平是可以接受的–Actions 行动 Responsetofindings?ESCALATION问题的反应？升级–Evaluation评估 Reviewandtrendanalysis回顾，趋势分析6ItemsToConsiderDuringSetup设置质量门要考虑的6个方面•6Components6个方面:6ItemsTo32QualityGateDocuments质量门的文件QualityGateDocuments质量门的文件33QualityGateDocuments质量门的文件QualityGateDocuments质量门的文件34ExampleofaQualityGateBoard:质量门看板的例子Trendchartsforeachdefect每个问题的趋势图EnterandExitchartsforeachdefect每个问题进/表图表Theimmediateresponsesheetsforeachshift.每个班次快速反应表CorrectiveActionsforeachissue.每个问题的纠正措施QualityGateBoard质量门看板ExampleofaQualityGateBoarQualityGateBoard质量门看板QualityGateBoard质量门看板DataCollectionSheet数据收集表DataCollectionSheet数据收集表ImmediateResponseSheet快速反应表ImmediateResponseSheet快速反应表CLASSACTIVITY#5–30min

课堂活动#5-30分钟BUILDINGHONGBAOs建立红包Receiving进料检验Painting喷漆Gate门semblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#5–30min

课堂活动#QualityGates质量门Process-Howdotheywork?过程-如何运行Whenthealarmlimitforthatdefectisreachedatthegate,theinspectorimmediatelycallstheappropriatepersontotakeaction.Thiscouldbealinesupervisor,aprocessengineer,aqualityengineer,superintendentetc…质量门的缺陷达到警戒线，检查人员立即通知相关人员采取措施。人员可能是线长，工艺工程师，质量工程师，更高级别的人员等等Theinspectornoteswhotheycalledandthetime.检查人员通知相关人员和时间Thepersonthatiscalledisresponsiblefortakingimmediateactiontoresolvetheissue.Theyareempoweredwiththeabilitytocallanyonetotheiraiduptoandincludingseniormanagement.被通知的人员负责立即采取行动来解决问题。他们被授权可以通知任何人来帮组，包括高级管理人员。Theactioncanbeadjustmentofprocessparameters,sortingrawproduct,retrainingoperators,etc…行动可能是调整过程参数，挑选原材料，对操作者再培训等等Thepersontakingactionnotesthetimewhenproductcomingtothegatewillbeclean.采取行动的人注意，当产品进入质量门后清零。Whenthecleanpointisreachedthetallyofdefectstowardsthealarmlimitresumesandtheprocessstartsagain.当清零后，问题的数量再次达到警戒线，流程重新开始。QualityGates质量门Process-HowAtthegateseveralmetricsarepostedtoshowthecurrenttrendforthegatedefects.在质量门，张贴几种衡量指标来显示当前质量门问题的趋势。Metricsinclude指标包含:

-Firsttimethroughforthosedefectsonthegate.质量门问题的一次通过合格率。

-QualityCalendardetailingbydayiftheirhavebeenanyconcernsatthecustomerorinternallywiththeproductline.质量日历描述每天顾客出的质量问题和生产线内部的质量问题-Achartofthetop5or10defectsforthatproductionline.生产线前五位或前十位问题图表-Achartindicatinghowmanydefectsenteredthegateandhowmanyexitedthegate.(qtyatgate&qtyatverificationstation)描述进入质量门的问题数量和出质量门问题数量的图表（质量门的质量&验证工序的质量）-Acopyofthelastreviewthatmanagementdidofthegate.有一份最后一次管理层对质量所做的工作的回顾-Acopyofthecorrectiveactionfromtheissuechampion.有一份主要问题的纠正措施Howdoyoumeasuretheireffectiveness?如何测量他们的有效性AtthegateseveralmetricsarEnter/Exitchart入/出图表QualityCalendar质量日历Top5DefectsChart前五位问题的图表FirstTimeThroughchart一次通过合格率图表KeyMetricspostedonthegate

张贴在质量门的关键衡量指标Enter/Exitchart入/出图表Quality422.Dailythesupervisor,qualityengineer,andshiftsuperintendentmeettoreviewthedefectsfoundatthegate.Thegoalofthemeetingistoensurethattheactionstakenwereeffectiveandtimely.每日主管、质量工程师，当班的主管开会，一起回顾质量门产生的不合格。会议的目的是确认措施的有效性和及时性Questionsaskedduringthereviewinclude回顾期间需要询问的问题包括:

-Wheretheactionslistedforthisdefecteffectiveatresolvingtheissueorkeepingitfromgettingtothegate?解决问题或防止不合格流到质量门的措施有效性

-Didthepersonwhowascalledrespondquickenoughtotheissue?(15minmaxistheruleofthumb)被通知来快速解决问题的人员是否胜任？（最多15分钟是经验法则）-Arewecallingtheappropriatepeopletohelpusfixtheissue?我们是否通知了合适的人员来帮组我们解决问题-Doweneedtoelevateanyoftheissuestogetbetterresults?我们是否需要提出任何问题，从而让结果更好Howdoyoumeasuretheireffectiveness?(continued)如何测量他们的有效性（继续）Howdoyoumeasuretheir3.Dailyorweeklydependingontheneed,managementmeetswithalltheissuechampions,thesupervisors,qualityengineersetc..Themeetingisheldatthegatetoensureoperatorvisibility.每日或每周的会议根据需要，管理层和主管、质量工程师等等人员一起开会。会议在质量门处开，确保操作者可以看到Reviewconsistof回顾包括:

-Reviewoffirsttimethroughchart.Areweimproving?回顾一次通过合格率，我们有改进吗？

-Reviewofthequalitycalendar.Arethereanynewissues?回顾质量日历，是否有新的问题-Reviewofimmediateresponsesheet.Wasitusedcorrectly?回顾快速反应表，是否被正确使用-Foreachdefect针对每个问题:Whatdoestheenter/exitdatatellus?进/出数据告诉了我们什么Whatactionswerecompleted?完成了哪些措施Whatarethenextsteps?下一步干什么-Howwelldidweidentifytherootcause.我们对根本原因的识别如何-Aretheiranyroadblocksorresourcesthatneedaddressed.是否有一些障碍或者资源需要提出的Howdoyoumeasuretheireffectiveness?(continued)如何测量他们的有效性（继续）3.DailyorweeklydependiManagementReviewForm

管理回顾表ManagementReviewForm

管理回顾表Issuesforconsideration

需要考虑的事项

•Dedicatedresourcesforthereviewanddevelopmentofqualitygates对于回顾和质量门的发展投入的资源•Limitingthenumberofqualitygates质量门数量的限定•Eliminatingduplicationofgates消除质量门的重复•Qualitymeasuresshouldbemutuallyexclusive质量测量应该是相互排斥的•Consultationwithstakeholders与股东协商•Placementofqualitygatesatcriticalcontrolpoints.将质量门设置在关键控制点Issuesforconsideration

需要考虑的Discussionpoints

讨论点•Howdoyoumitigateagainstvariousrisks?你如何减少各种风险•Whatchecks,measuresandqualityassurancestepsdoyouhave/needinplace?你有/需要什么样的检查、测量和质量保证方法Discussionpoints

讨论点•HowdoDonot不Accept接受Build制造Ship流出aDefect!不良SolveProblemsThroughTeamwork!基于团队协作解决问题SatisfyOurCustomers...满足客户要求Donot不Accept接受aDefect!不良SolvContainment遏制Isolatingthecustomerfromdefects.将不合格产品隔离，防止流到客户Containment遏制IsolatingthecusContainment遏制

Purpose–Process–Product目的-流程-产品Purpose目的:Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowntobeweak通过努力，将不合格产品隔离，防止流到客户-特别是过程很弱时。Process流程:Definitionandimplementationofaformalprocessto:定义和实施一个正式的流程Conductredundantinspection指导额外的检验Collectdataandinformation收集数据和信息PerformDatadrivencorrectiveactions基于数据制定纠正措施Product产品:Customersisolatedfrombadpartsresultingingreatercustomersatisfactionandmorebusinessforthesupplier防止不合格品流到客户，从而使客户更满意，为供应商带来更多的业务

(Pathwayto0PPM通往0PPM的路径)Containment遏制

Purpose–ProCLASSACTIVITY#1–30minInitialDefect

课堂活动#1–30分钟最初的缺陷BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包封上Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#1–30minInitiStep1第一步:

StoptheFlowofBadParts停止不合格品流动Lookforthespecificdefect找具体的缺陷Differentiatethe“good”fromthe“suspect”将合格产品和可疑产品区分开。Establishunderstandableproductstandards建立易理解的产品标准Begindatacollection开展数据收集Beginsortingorinspection开展分类和检查IdentifyandHOLDanyquestionableparts识别并隔离任何可疑产品

Step1第一步:

StoptheFlowofProperContainmentProcessInputs正常的遏制流程的输入Action行动:AssureacomprehensiveandproperlyManagedContainmentActivityisdefined,organizedandcapableofbeingimplementedwithin4hoursifrequired确保全面的、合适的遏制管理活动被定义，组织，如果需要的话在4小时内实施Properlydesignatedarea合适的指定的区域Distinctlocation清晰的位置ProperLighting,equipmentandmaterialflowspace合适的灯光、设备和物料流动空间DesignatedMaterialLocations制定的物料位置VerifiedGoodProducts被验证是合格产品VerifiedBadProduct被验证是不合格产品Questionable(productsawaitingmanagement/customerdisposition)可疑产品（等待管理层或者是客户处置的产品）Productstobesorted产品分类Properwallspacetopostandrecordresults张贴和记录结果合适的位置AdequateSpaceforProceduresandBoundarySamples有放置程序和限度样件的充足的空间WellDefinedmethods很好的方法Howtosortandhandlematerials如何挑选和处置物料DefinedPartandContainerMarkingstrategy定义产品和器具的标识策略DefinedMaterialQuarantine,Captureandreturnmethods定义物料隔离、获取和回收的方法。DataCollectionandreportingprocess数据收集和报告流程Correctiveactionmonitoringmethods纠正措施的监控方法DefinedCriteriatosupportContainmentExit定义支持遏制解除的准则ProperContainmentProcessInCLASSACTIVITY#1.1–30minDefectControl

课堂活动#1.1-30分钟不合格的控制BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#1.1–30minDefExplanationofContainment

遏制的解释Explainingeffectivecontainment解释一个有效的遏制

ContainedStateExplanationofContainment

遏制的ContainmentProcess遏制的流程Expectationsofeffectivecontainment–Phases期望的有效遏制-阶段StoptheFlow停止流动InstallFilter安装过滤ProtectCustomer保护客户CollectData&Improve收集数据改进Data数据DailyMeeting日常会议TrackResults跟中结果CleanPipeline清理途径RetrieveSuspect召回可以产品ReleaseGood放行合格产品KeyPoints关键点Stoptheflowofdiscrepantparts.停止不合格品的流动Definethecontainmentactions(Sort–Rework–Dispose).定义遏制行动（挑选-返工-处置）Collectdataanddrivecorrectiveactions收集数据，制定纠正措施CleanthePipeline清理途径Definethematerialidentificationplan(partsandcontainers).定义物料识别计划（产品和器具）Establishthescopeofexposurewithlocationandreturnofquestionablestock.建立工厂的范围，召回有问题的库存ContainmentProcess遏制的流程ExpectStep2第二步:

DefineContainmentActions定义遏制行动Step2第二步:

DefineContainmenCLASSACTIVITY#2–30min(LogSheet)

课堂活动#2-30分钟（记录表）

BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#2–30min(LogStep3第三步:

DefineMaterialIdentificationPlan定义物料识别计划Clearandeasilyidentifiable(Parts&Containers)清晰的，易于识别的（产品&器具）Identifiespartsindifferentcategories识别不同类别下的产品OKPartsthathavebeensorted已经分类的合格产品SuspectPartsthatrequiresorting需要分类的可疑产品KnownBadParts已识别的不合格产品Questionableparts–awaitingdisposition有问题的产品-需要处置Step3第三步:

DefineMaterialIStep4第四步:

Scope&LocationofQuestionableStock

问题产品的范围&位置WorkwithMaterialControlPeople和物料控制人员一起Identifythepartsandcreateaninventory识别零件和建立库存Adjustinventory/feedback调整库存/反馈Retrievethepartsthatneedcontainment召回需要遏制的零件 SpecialCustomers–LikeServiceParts特殊的客户-备件 Speciallocationslikesecondaryprocessors特殊的位置-二级加工Step4第四步:

Scope&LocationStep4第四步:

DefineContainment/MaterialReturnPlan

定义遏制/物料召回计划Suspectmaterialcanenter可疑物料能够进入Materialisevaluatedandcategorized物料被评估和分类Propertymarkedgoodmaterialcanexittofinishedgoods标识为合格物料能够到最终的成品Properlymarkedbadmaterialcanexittodisposal标识为不合格物料进入到处置Uncertainmaterialisheld不确定的物料隔离

Step4第四步:

DefineContainmenCLASSACTIVITY#3–30minTraceMultiple

课堂活动#3-30分钟追溯各类别产品BUILDINGHONGBAOs建立红包Supplier供应商Receiving进料检验AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Containment遏制

Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#3–30minTraceStep5第五步:

DefineExitStrategy定义退出策略Materialremainsincontainmentuntilpermanentcorrectiveactionisinplace物料处于遏制状态，直到永久对策实施到位Containmentcouldlastdays,weeksoryears.Thisisalluptoyourabilityandattitudetoaddresstherootcause遏制可以持续几天、几周、几年。主要取决于找到根本原因的能力和态度UseContainmentasaformofcorrectiveactionvalidation–把遏制当成纠正措施验证的一种形式resultshouldbe0结果应该是0Materialisevaluatedandcategorizeduntilacertaintriggerismet物料被评估和分类，直到特定的触发条件被满足

(0defectsforacertaintimeframeaftercorrectiveaction)在纠正措施实施后，特定的时间段内应该是0缺陷

Step5第五步:

DefineExitStratCLASSACTIVITY#4–30min–Blind

课堂活动#4–30分钟-盲（带上眼罩装配）BUILDINGHONGBAOs建立红包Supplier供应商Receiving接受AssemblyCoinToEnvelope将硬币装进红包AssemblyNoteToEnvelope将标签装进红包AssemblyTabToEnvelope将红包的封上Warehouse仓库Shipping发交Customer客户CLASSACTIVITY#4–30min–BliBasicContainmentProcessFlow

基本的遏制流程BasicContainmentProcessFlowReview-ContainmentImprovementProcess

SuggestedSteps回顾-遏制改善流程建议步骤DefinetheAreaSetup定义区域设定 Workwithsuppliertoidentifytheareaandoutlineaplan.和供应商一起识别区域并总结出一个计划 IncludetheKeyElements包括关键要素Performthephysicalrearrangement

Inthecontainmentareawiththeappropriatepeople在遏制区域，有合适的人员Reviewthemethods

回顾方法 WorkwiththepeopletodefinethepracticesthatmatchwithCustomerneedsandCompanyexistingmethods和人员一起定义与顾客需求相匹配的实践以及公司的退出方法AnalyzetheMaterialCaptureplansandmethods分析物料获取计划和方法

ThisisbestdonewithaMaterialControltypeperson.最好由物料控制人员来做DefineTools-TrainingDoTrackandMonitorReview-ContainmentImprovemeHowToActualize-ExampleContainmentAreaLayout如何实践-遏制区域布局的案例GoodPartsONLY!!!!