QSB-质量系统基础

QualitySystemsBasics质量系统基础KeyStrategies关键战略QUALITYSYSTEMSBASICS质量系统基础

·

Introductions/OpeningComments.

导言/开场注释·

Whyarewehere?

我们为什么在这里？-6-Panel

6-面板-TopFocus

最应关注点

·

GMVideo(BoysofSummer/Paradigm)

GM录像（夏季男孩/范例）·

QualitySystemsBasics

质量系统基础-FastResponse

快速反应-ControlofNon-ConformingProduct

不合格品控制-Risk(RPN)Reduction

RPN的降低-StandardOperatorTraining

操作工标准化培训-StandardizedWork

标准操作-LayeredAudits

分层审核-ErrorProofingVerification

防错（即值）认证-C.A.R.E.

C.A.R.E-LessonsLearned

经验教训

·

DevelopEnhancedQualitySystem

开发强化质量系统·

DocumentChanges

文档变化·

PresentChanges

现有改变

·

EstablishNextSteps

建立下一步骤-AssignFollow-upIssues

分配后续事项-IdentifyFollow-upDates

识别后续日期

·

Adjourn

休会QUALITYSYSTEMSBASICS（Continued)质量系统基础（续）

Name

姓名Organization

组织CurrentPosition

现任职务Introductions介绍Let’sGetToKnowOneAnother!让我们相互认识一下吧Whyarewehere?

我们为什么在这里？Profit-CostofQualityEquation

质量的利润成本等式QualityOrganization质量组织Cost成本Profit利润MarketPrice市场价格0Price价格0CostCompanyinneedofQSB需要QSB的公司Cost成本Profit利润CostofQuality质量成本CostofQuality(examples).质量成本（案例）

Scrap

废料Repair

维修Rework

返工Containment

遏制AddedOperations&Operators

增加的操作和操作工

PremiumFreight

额外运费LossofBusiness,etc.

商业损失等0SuppliersofTheYear当年供应商SupplierPerformanceDistribution供应商绩效分布Poor差ExitStrategy退出战略TopFocus最应关注Exec.Champions执行冠军5%Maintain/Improve维持/提高90%Excellent优5%

NewBusiness新业务UseactualSupplierBidListfromWWPPCLWebSite.使用从WWPPCL网站得到的现行的供应商投标表InsertSupplierslatestQuality6-PanelfromGMWWPPCLWebSite从GMWWPPCL网站填写供应商最近的质量6-面板表Whyarewehere?

我们为什么在这里？TointroducethesuppliertoQualitySystemsBasicsandtoidentifyopportunitiesforimprovementandsupportforGMexpectations.(QS-9000isthefoundation,theseQSBtoolsareasupplement)

为了向供应商介绍质量系统基础，以及识别出能够提高和支持GM（对产品）期望的机会（QS-9000是基础，而QSB工具是补充）。Toestablishavision

ofwhatcanbeaccomplishedthroughutilizationofQSBtechniques.

为了建立应用QSB技术后所形成的远景。ToobtainsuppliermanagementsupportofQSBtrainingactivity.

为了得到供应商有关QSB培训活动的管理方面的支持。ConducttrainingofQualitySystemsBasicsKeyInitiatives.

对QSB的关键初始点进行培训。•

FastResponse快速反应

FirstReactiontoanIssue对问题进行第一时间的反应•

ControlofNon-ConformingProduct(Labeling)不合格产品的控制（标签）

Containment遏制•

Risk(RPN)Reduction风险(RPN)降低

Didweknowtheriskexisted?ErrorProofed?我们是否知道已存在的风险？错误被防止了么？•

StandardOperatorTraining操作工标准化培训

Wastheoperatortrained?操作工是否已被培训？•

StandardizedWork标准化作业

Didtheoperatorfollowstandardizedwork?操作工是否遵循了标准化作业？•

LayeredAudits分层审核

Wereleadershiplayeredauditsperformed?是否对领导层进行了分层审核?•

ErrorProofingVerification防错认证

WastheErrorProofingverified?防错（机制）进行认证了么?•

C.A.R.E.

WasC.A.R.E.inplace?(100%inspectionforhighriskitems)[e.g.Customerusedfeatures]C.A.R.E.是恰当的么？（对高风险项目是否进行了100%的检查）[比如：客户的习惯性特点]

•

LessonsLearned经验教训

KEYSTRATEGIES关键战略

Capitalizeonoursuccesses,minimizemistakes使我们的成功增值，使我们的错误最小化Yeah,but....是的，但是

Wehaveconstraintsfromthelargersystem!!

我们在更大的系统中会遇到障碍!! Wedon’thavetime!!

我们没有时间!! Wedon’tknowhow!!

我们不知道如何做!! Wedon’thavethetools!!

我们没有工具!!(Weallmakeexcusesandsay,ICan’t)（我们所有的人都在制造借口，说：我不能）Quote:“Thosewhosaywecan’t,shouldgetoutofthewayofthosewhoaregettingitdone.”引用：“说‘做不了’的人应该闪开，让那些能够做的人来”

JoelBarker

BusinessofParadigms

Ican’t…我不能…

butWEcan!!

但是我们能!!“GMCan’tdoitalone,andwecan’texpectourSupplierstodoitaloneeither”“GM不会单独行动，我们也不能期望供应商单独行动Suppliers供应商WorkingTogetherToProvideHigherQualityforourCustomer一起努力以高质量回报我们的客户通用汽车•

FastResponse快速反应•

ControlofNon-Conforming不合格品控制

Product(Labeling)产品（标签）•

Risk(RPN)Reduction风险（RPN）降低•

StandardOperatorTraining操作工标准化培训•

StandardizedWork标准化作业•

LayeredAudits分层审核•

ErrorProofingVerification防错验证•

C.A.R.E.•

LessonsLearned经验教训KEYSTRATEGIES关键战略

NoMajorDisruptions无重要中断

NoPRR’S无PRR’S+0PPM’S0PPM’S=WorldClassQuality

世界级的质量2001vs.2002J.D.PowerIQS22001vs.2002J.D.PowerIQS2Problemsper100VehiclesbyManufacturerProblemsper100VehiclesbyManufacturerPowertrainSummaryPowertrainSummaryLegend图例20012002*TotalPowertrainincludesEngineandAutomaticTransmission全部动力总成包括发动机和自动变速器*TotalPowertrainincludesEngineandAutomaticTransmissionEngine发动机18.713.413.015.210.116.216.111.110.59.202468101214161820FordDCHondaGMPTToyotaProblemsPer100VehiclesAutoTransmission自动变速器6.12.25.95.43.95.95.15.03.63.202468101214161820FordToyotaDCHondaGMPTProblemsPer100VehiclesPassengerCarPowertrain*客车动力总成24.819.318.412.219.122.121.014.814.313.6051015202530FordDCHondaToyotaGMPTProblemsPer100Vehicles生产商每百辆车中动力总成问题概揽2001vs.2002J.D.PowerIQS22001vs.2002J.D.PowerIQS2Problemsper100VehiclesbyManufacturerProblemsper100VehiclesbyManufacturerPowertrainSummaryPowertrainSummaryLegend图例20012002*TotalPowertrainincludesEngineandAutomaticTransmission

全部动力总成包括发动机和自动变速器Engine

发动机20.921.717.614.219.618.616.210.60510152025DCFordGMPTToyotaProblemsPer100VehiclesAutoTransmission自动变速器15.99.37.47.013.29.78.15.40510152025DCFordGMPTToyotaPassengerCarAutomaticTransmissions10.86.24.94.54.44.43.62.92.60246810124L30-EML44L60-EM304T80-EMH14T65-EMN73T40MD94T40-EMN44T65-EMN34T65-EM154T45-EMN5LightDutyTruckPowertrain*轻卡动力总成36.831.124.921.232.828.324.316.00510152025303540DCFordGMPTToyota生产商每百辆车中动力总成问题概揽我们与他人讨论得到的占到45%EducatorsTellUsWeLearn&Understand教育专家告诉我们如何学习并理解10%ofwhatwehear15%ofwhatwesee20%ofwhatwebothsee&hear40%ofwhatwediscuss

withothers80%ofwhatweexperience

directlyorpractice90%ofwhatweattempttoteachothers我们听到的占10%我们看到的占15%我们既看到又听到的占20%我们试图教育别人的时候所得知识占90%我们通过直接经验或实践得到的占80%FASTRESPONSEPROCESS快速反应过程PURPOSE:

目的：Toimmediatelyaddressqualityfailures.迅速确定质量缺陷SCOPE:范围：Theseproceduresapplytoallmanufacturing.

这些程序应用于全部生产过程FASTRESPONSE快速反应RESPONSIBILITY:

职责：ThePlantManagerorQualityManagerareresponsibleforimplementationandexecutionofthisprocedure.工厂经理和质量经理对该程序的应用和执行负责REQUIREMENTS:要求：Eachday,thequalityfunctionshallidentifysignificantqualityconcerns(fromthelast24hours)tobereviewedatthatday’sleadershipmeeting.Inputshouldincludecustomerconcerns,supplierconcerns,linestops,teardown,CARE(Buy-off),Dockaudits,auditissuesandotherinternalqualityconcerns.每天（相关人员）都应通过质量等式识别出重要质量关注点（最近24小时之内的），以备领导层日常会议进行回顾之用。输入应该包括客户关注点、供应商关注点、生产线停工、拆卸、CARE（确认）、出货检查、审核事项和其它内部质量关注点。FASTRESPONSE快速反应REQUIREMENTS(continued):要求（继续）Atthatday’sleadershipmeeting,siteleadershipshallreviewsignificantqualityconcernsanddesignatetherespectiveowner(s)toreportoutatthefollowingday’sleadershipmeeting.OwnerreportoutshallbeginwiththeFastResponsetrackingsheetandshallincludetheupdated:在领导层日常会议上，现场领导应该对重要质量关注点进行评估，并委派相关人员在第二天的领导层会议上进行汇报。各汇报人的报告应该以快速反应跟踪表作为开始，并包括如下更新的内容：ProblemSolvingForm问题解决表FMEA失效模式与后果分析ControlPlan控制计划StandardizedWork(method&sequence)标准化作业（方法与顺序）LayeredAudit分层审核WorkforceNotification对工作人员通知Manufacturingsiteleadershipmaydisplayavisualqualitystatus(e.g.similartosafety’sgreencross).生产现场领导应该展示直观的质量状态图（比如：跟安全绿十字相似的图）RECORDS:记录Recordsshallbemaintainedperlocalprocedures.记录应该就地保存FASTRESPONSE快速反应NoQualityDisruptions无质量中断InternalQualityDisruption(definedlocally)内部质量中断（现场定义）CustomerQualityDisruption(eg.PRR,Pull,Spill)客户质量中断（比如：PRR、拉力、溢出等）GMPTFLINTV-6DailyQualityChart每日质量表LEGEND:图例Month月份Year年份January一月2002World'sBestPowertrains31292830212223242526271213141516171819202345678910111Green绿色Yellow黄色Red红色GQP-029a世界上最好的动力总成FASTRESPONSETRACKING

(Example)快速反应追踪（案例）EXITCRITERIA退出标准OverallStatus状态总揽IssueNumber问题号IssueDescription问题描述DateOpened发现日期UnitI.D.#单位I.D#Owner责任人NextDate后续日期(ofOwnerReportouttoStaff)Containment遏制PFMEA/CPErrorProofing防错StandardWork标准化作业LayeredAudit分层审核DateClosed关闭日期Y1Engineoutoftime10/10/00N/AMcGrath11/29/00GGYGYG2Burrsonfrontfaceofblock10/10/00N/AMcIntosh-SmithGGN/AN/AG10/11/00R3Injectorharnessplacement10/10/00N/AMcGrath11/29/00GGRGGY4Reversedthrustbearing10/11/00N/AMcGrath11/29/00GGYGGG5Proudoilgalleryplug10/12/00N/AMcIntosh-SmithGGGN/AG10/13/00Y6Looseoilpumppulleybolts10/16/00N/AMcGrath11/30/00GGGN/AYG7Unfinishedcylinderbores10/16/00N/AMcIntosh-SmithGGN/AGN/A10/17/00Y8MissingUpperBearingShells11/20/00N/AMcGrath11/30/00GGGYGR9Paintdotsfoundonloose&mis-builtparts11/21/20N/AMcGrath11/30/00GN/AN/ARROpenR10Loose7mmboltonfrontcover11/26/00N/AMcGrath12/4/00RRR??ROpenEXITCRITERIASTATUSKEYRRequiredbutnotinitiated需要，但没有开始YInitiatedbutnotcomplete已开始，但没有完成GComplete完成N/ANotApplicable不能实施GQP-029b责任人汇报日期FastResponse快速反应

QualitySystemsBasics

KeyStrategies质量系统基础关键战略ApplicabilitytoAIAG

QS9000ManualAIAGGS9000手册的适用性ApplicabilitytoAIAG

APQPManualFastResponse快速反应

Firstreactiontoanissue.对问题的第一反应

FastResponseteachesthesuppliertoimmediatelyaddressqualityfailuresandprovidesasimpleeffectivetooltoorganizeandreporttheseissuesinavisualformat.Thismethodologyutilizesinputstoidentifyconcernseachdayfromtheprior24hours,assignsresponsibilityandprovidesavisualtrackingsystem.FastResponseappliestoelement4.14.2ofQS9000whichcallsforthe

effectivehandlingofcustomercomplaintsandreportsofproductnonconformitiesIntheAIAGAPQPmanualsection1.0PlanandDefineProgram,theinputsfortheplanincludesthevoiceofthecustomer.Thisencompassescomplaints,recommendations,dataandinformationfrominternalandexternalcustomers.Additionallyotheritemswhichcanassistinidentifyingcustomerconcernsare:ThingsGoneWrong(TGW)reports,Warrantyreports,capabilityindicators,Supplierplantinternalqualityreports,Problemresolutionreports,customerplantreturnsandrejections,andfieldreturnproductanalysis.AIAGAPQP手册的适用性快速反应可以使供应商迅速确定质量缺陷，可以为解决这些问题提供一种简单有效的工具，并以直观的模式报告这些问题。这种方法的思想就是：每天使用输入数据（24小时内的）来识别关注点，分配职责并提供直观的追踪系统。快速反应适用于QS9000的4.14.2要素，而QS9000可以对客户抱怨进行有效处理，并能够报告产品的不符合性情况。在AIAGAPQP手册1节计划与定义项目中，计划的输入包括客户意见，这包含内部和外部客户的抱怨、建议、数据和信息。此外其它可能有助于识别客户关注点的项目是：事件错误报告、保证报告、能力指示器、供应商工厂内部质量报告、问题解决报告、客户工厂返回件、拒收件以及现场返回产品分析等CONTROLOFNON-CONFORMINGPRODUCT不合格品的控制PURPOSE:目的：Establishbaserequirementstoensurethatproductthatdoesnotconformtospecifiedrequirementsispreventedfromunintendeduseorinstallation.建立基本要求，以确保那些不能满足特别要求的产品不被无意使用或安装。SCOPE:范围：Thisprocedureappliestoallmanufacturing.该程序应用于所有生产过程。CONTROLOFNON-CONFORMINGPRODUCT不合格品控制RESPONSIBILITY:职责：TheManufacturingPlantManagerisresponsibleforimplementationandexecutionofthisprocedure.生产工厂经理负责该程序的应用和实施。TheManufacturingQualityManagerisresponsibleforsupportingtheimplementationofthisprocedure生产质量经理负责支持该程序的应用。REQUIREMENTS:要求：ManufacturingsitesshalluseVisualManagement-Stoplight.生产现场应该实行可视化管理—停止信号灯Nonconformingproductshouldbesegregated.Areasofsegregation(e.g.scrapbins,reworktables,reworkproductfloat,spillcontainmentareas)shouldbefootprintedorotherwiseclearlyidentified.不合格品应该分离开，分离区域应该标出范围轨迹或有清晰的标示。UseDepartmentContainmentWorksheettofilloutandidentifytheareasineachdepartmentwhichwillneedtobecheckedfornon-conformingproductintheeventcontainmentactivityisinitiated.填写部门遏制表单，标示出每个需要对不合格品进行检验的部门的遏制区域以启动遏制行动CONTROLOFNON-CONFORMINGPRODUCT不合格品控制REQUIREMENTS(continued):要求（继续）：Forproductcontainmentissues(I.e.whennonconformingproductisbeyondadepartment’sscopeofcontrol),DepartmentContainmentWorksheetsshallbecompletedforeachdepartmentcontainingsuspectproduct(thiswillensureestablishmentofaneffectivebreakpoint).对产品遏制事件（比如当不合格品超出部门控制区域时），部门遏制表单应该由包含可疑产品的各部门完成（这将确保建立有效中断点）。Forproductcontainmentissues,allproductcontainersshallbeidentifiedinadherencetoaboveprocess.Tomaintainaneffectivebreakpoint,allconformingproductcontainersafterbreakpointshallbeidentifiedwithagreenmark(useofothercolors,exceptredandyellow,isacceptabletoindicateverificationofmultiplefeatures).Suspectandnonconformingproductshallbeidentifiedwithayelloworredpaintmarkwhenfeasible.对于产品遏制事件，所有产品容器(包装）应该根据以上程序进行识别。为了保持有效的中断点，所有中断点以后的合格产品都应该以绿色进行标示（除红、黄外，其它颜色也可以用来标示多特性的验证情况）。在可行的情况下，可疑品和不合格品应该用黄色或红色来标示。CONTROLOFNON-CONFORMINGPRODUCT不合格品控制REQUIREMENTS(continued):要求（继续）：Forproductcontainmentissues,breakpointmaintenanceshallbeverified(via100%inspectionforcontainmentidentification)foradurationspecifiedbythesiteQualityManagerordesignate.对于产品遏制事件，应该对现场质量经理或委派人员指定的对中断点的维护期进行验证（通过对遏制识别进行100%检查来进行）。Productwhichhasbeenremovedfromtheconformingproductprocessflow(e.g.productincontainmentareas,rework/repairareas)shouldbereintroducedintotheprocessstreamatorpriortothepointofremovaltoensureallControlPlaninspectionandtestsareadheredto.从合格产品流中移除的产品（比如：遏制区域、返工/维修区域的产品）应该在移除点或之前重新引入到过程流中，以确保所有对控制计划进行检查和测试。Themanufacturingsiteshallclearlydefinetheprocess&authorityforreleasingproductoutofrework,repairandcontainmentareas.生产现场应该对返工、维修和遏制区域产品的分发过程和权限进行清晰的定义。Forproductcontainmentissues,localleadershipshallreviewtheresultsofthecontainmentuponcompletion.对于产品遏制事件，相关领导应该对遏制行动的完成情况进行评估。CONTROLOFNON-CONFORMINGPRODUCT不合格品控制TAGCONTENTINTHISSECTIONISATLOCALDISCRETION该部分产品的标签内容应该基于现场人员的判断力TAGCONTENTINTHISSECTIONISATLOCALDISCRETION该部分产品的标签内容应该基于现场人员的判断力TAGCONTENTINTHISSECTIONISATLOCALDISCRETION该部分产品的标签内容应该基于现场人员的判断力PLT001SUSPECTDONOTUSE可疑产品

不能使用OKFORUSE可以使用REQ’DFORSCRAPPRODUCT/CONTAINERS(scrapbinspaintedreddonotrequireatag)

对废品/容器的要求(漆成红色的废品箱不需要标签）REQUIREDFORSUSPECT,REWORK,REINSPECTPRODUCT/CONTAINERS对可疑品、返工品和复查品/容器的要求ANYCOLORTAGFORCONFORMINGPRODUCTISACCEPTABLE(exceptredoryellow)对于合格品，任何颜色的标示都是可以的（红色、黄色除外）REDorYELLOWNONCONFORMINGPRODUCTTAGSSHALLBEUSEDTOIDENTIFYNONCONFORMINGPRODUCT/CONTAINERS.CONFORMINGPRODUCTIDENTIFICATIONWILLBEACCOMPLISHEDTHROUGHAVARIETYOFMETHODS(e.g.IDENTIFICATIONPLATES,SHIPPINGLABELS,PRODUCTCOLORCODING,TAGS).ANYCOLORIDENTIFICATIONISACCEPTABLEFORCONFORMINGPRODUCT(EXCEPTREDORYELLOW)-GREENISPREFERRED.红色或黄色不合格品标签应该被用来标示不合格产品或容器。合格品的标示应该通过不同的方法来完成（比如：标示盘、发货标签、产品颜色代码、标签等）。任何颜色的标示都可以用来标示合格品（红、黄色除外）—绿色是首选色。6/28/00SCRAP废料PLT002PLT003ControlOfNonconformingProduct(Labeling)不合格品控制（标签）

RISKREDUCTIONPROCESS风险降低过程PURPOSE:目的:ToreducetheriskofallproductionprocessesbyclosingtheRPNgaptotheIdealState.通过填平RPN与理想状态之间的差距，以降低所有生产过程的风险SCOPE:范围：Thisprocedureappliestoallmanufacturing.该程序适用于所有生产过程POTENTIALQUALITYFAILURERPNREDUCTIONPROCESS潜在质量缺陷RPN降低过程Part1:(Proactive)RESPONSIBILITY:职责：ThesiteManufacturingEngineerisresponsibletodrivethePFMEAprocess,facilitatemulti-disciplinaryteamsandtocoordinateRPNreductionactivities.现场生产工程师负责：驱动PFMEA过程，推进多功能型团队和管理RPN降低活动。DEFINITIONS:定义：PFMEA:PotentialFailureModeandEffectsAnalysis

潜在失效模式与后果分析RPN:(RiskPriorityNumber)isanindicatorofriskbasedonPFMEASeverity,OccurrenceandDetectionrankings.（风险顺序数）是一个风险指示器，该风险基于PFMEA严重性、发生的概率

和缺陷程度。IDEALTocalculatetheIdealState#,sumtotalallRPNnumbers,whereas:STATE:RPN’sunder40=actualRPNnumberandRPN’sover40=40

用来计算理想状态的编号，对所有RPN数求和，但是应注意：RPN低于40时以实际RPN数计，高于40时以40计。GAP:DifferencebetweenthetotalsumofRPNandIdealState（实际）RPN总数和理想状态间的差距。Part1:

(Proactive)POTENTIALQUALITYFAILURERPNREDUCTIONPROCESS潜在质量缺陷RPN降低过程REQUIREMENTS:要求：PFMEA’sshallbecompletedforallmanufacturingprocessesasrequiredbyQS-9000.所有生产过程的PFMEA都应该按照QS9000的要求完成。TheRPNreductionprocessshallbeimplementedforthesemanufacturingprocesses.应该针对这些生产过程实施RPN降低过程。Severity,OccurrenceandDetectionrankingchartsshallbeusedincompletingthePFMEA.在完成PFMEA时，应该使用严重性、发生的概率和缺陷程度分级图表。TheRPNReductionFlowDiagramshallbeadheredtointhecategorizationofrisk,establishmentofatop5list,anddevelopmentofimprovementactions.RPN降低流程图应该遵守风险的分类原则，建立RPN的前五位名单并开发出改进行动（计划）。Part1:(Proactive)POTENTIALQUALITYFAILURERPNREDUCTIONPROCESS潜在质量缺陷RPN降低过程REQUIREMENTS(continued):要求（继续）：TheRPNreductiontrackingchartsshouldbeupdatedmonthlytoreflectthecurrentRPNactualandidealstatenumbers.RPN降低追踪表应该每月更新，以反应RPN的实际状况和理想状态。RPNreductiontrackingchartsshallbereviewedbymanufacturingsiteleadershipatafrequencydefinedlocally.根据实际情况，生产现场领导应该定期对RPN降低追踪表进行回顾。Part1:(Proactive)POTENTIALQUALITYFAILURERPNREDUCTIONPROCESS潜在质量缺陷RPN降低过程

*Thissection(Part1)dealtwithpotentialrisks;Thenextsection(Part2),addressespastqualityfailures(customerandinternal).Asstatedinpart1weshouldhaveanactionplantoreducethetop5RPNnumbersandasyouwillseeinpart2weshouldalsohaveanactionplantoErrorProofallpastqualityfailures.

该节（第1部分）处理潜在风险问题；后面一节（第2部分）确定以往的质量缺陷（客户的和内部的）。就像第1部分所述，我们应该针对降低前5位的RPN来制定计划；在第2部分，你将会看到：对于所有以往质量缺陷的防错问题，我们也应该制订行动计划。Comment:注释：Severity

严重性Part1:(Proactive)Occurrence

发生概率Part1:(Proactive)Detection

检测Part1:(Proactive)RPNREDUCTION

RPN降低PFMEA'SPROCESSPFMEA过程LISTALLRPN'S列出所有PRNPARETO'SOFRPN'SRPN的排列RPNLESSTHAN40RPNBETWEEN

40-100RPNOVER100

FOREACHBUSINESSUNITORPRODUCTFAMILY针对每一个业务单位或产品类别PERIODICREVIEWSTO

ASSURENOCHANGESTOP”5"LIST前5个列表ACTIONPLANS行动计划TRACKPROGRESS追踪程序MANAGEMENTREVIEWS管理回顾PRIORITYACTIONPLANDEVELOPEDBYNATURALOWNER

Part1:(Proactive)RPN小于40RPN介于40-100之间RPN大于100定期回顾以确保不发生变化由相关责任人开发优先行动计划RPNRANGECHARTRPN范围表

Part1:(Proactive)Part1:(Proactive)TOP5RPN

前5位RPNPart1:(Proactive)REQUIREMENTS(continued):要求（继续）：Multi-disciplinaryteam(s)asidentifiedinRPNReduction

Responsibilityshallalsoidentifyandpareto

past

quality

failures(customerandinternal).应该确认相应的多功能型团队在RPN降低的过程中的相应职责，并排列出过去的质量缺陷（客户的和内部的）Team(s)shalllisttopfailuresanddesignatetruePFMEADetectionRatingforeachRPN.团队应该列出最严重的缺陷并对每一个RPN分配准确的PFMEA检测等级。Team(s)shalldevelopanactionplantoErrorProoftopfailures(whereE/Pisnotfeasible,aplantoimprovedetectionshallbeestablished).团队应该制订出行动计划以便对最严重的缺陷防错（在E/P不可行时，应该建立计划以改善检测工作）RISKREDUCTIONPROCESSERRORPROOFINGPASTQUALITYFAILURES风险降低过程过去质量缺陷的防错

Part2:(Reactive)REQUIREMENTS(continued):要求（继续）：ErrorproofingshallbeverifiedpertheErrorProofingVerificationProcess.每一个防错验证过程都应该得到验证Team(s)shallmonitorqualityperformancefortopfailurestoensurenoreoccurrence.对于严重的缺陷，团队应该监视其质量（改善）情况以确保不再发生类似情况Manufacturingsiteleadershipshallscheduleregularprogressreviews.生产现场的领导应该针对规则的过程回顾制订计划RECORDS:记录：Recordsshallbemaintainedperlocalprocedures.记录应该随地保存RISKREDUCTIONPROCESSERRORPROOFINGPASTQUALITYFAILURES风险降低过程过去质量缺陷的防错

Part2:(Reactive)Part2:(Reactive)12MonthParetoofCustomerConcerns(Example)Risk(RPN)Reduction

降低风险（RPN）STANDARDIZEDOPERATORTRAINING操作工标准化培训PURPOSE目标:

Todefinestandardoperatortrainingrequirement.说明操作工标准化培训要求。SCOPE范围:Thisprocedureappliestoallmanufacturingsites.Itappliestoalloperatorsnewtoanoperationandtooperatorrefreshertraining.该程序适用于所有的生产点，适用于所有新操作工培训和操作工复习进修培训。STANDARDIZEDOPERATORTRAINING操作工标准化培训RESPONSIBILITY职责:TheProductionManagerisresponsibleforimplementationofthisprocedure.TheManufacturingsiteQualitySystemsandPersonnelstaffsareresponsibletosupportimplementationofthisprocedure.生产经理负责执行这一程序。生产点质量系统和人事部门职员负责支持这一程序的执行。REQUIREMENTS要求:Thefollowingrepresentstheminimumcontentrequirementsforoperatortrainingandshallbeusedintrainingalloperatorsnewtoanoperationandforoperatorrefreshertraining.Operatortrainingrecordsshallbeupdated(seeattachedform)foreachoperatornewtoanoperation.以下是操作工培训的最低内容要求，应在所有的新操作工培训和操作工复习进修培训中使用。一有新到岗的操作工，操作工培训记录都应更新（见附表）。Thetrainershallreturnwithintheshift(e.g.withintheoperatorsfirst8hoursofproduction)toverifytheoperatorisadheringtostandardizedworkandtoverifytheproductqualityagain.Thetrainershallreturninapproximately1daytoverifythesameagain.培训人员应在班次内（例如，在操作工生产的第一个8小时内）回访，再次确认操作工遵守标准化工作，并检验产品质量。培训人员应在1日内再次回访确认相同内容。STANDARDIZEDOPERATORTRAINING操作工标准化培训REQUIREMENTS(continued)要求（续）:Thetrainershouldnotifythedownstreamoperationsofpotentialdefects.培训人员应事先将潜在缺陷通知后续操作点。Operatortrainingshallbetrackedonthe“TrainedOperatorTracking”sheet(attached).Thesheetdefinesminimumcontent,electronictrackingattheoperationisacceptable.The“TrainedOperatorTracking”sheetshallbepostedattheoperationandverifiedthroughprocessverification.Schedulingofrefreshertrainingforassignedoperatorsisatlocalsitediscretion.操作工培训将以“已培训操作工跟踪表”（附）进行跟踪。该表定义了最低要求，操作过程的电子跟踪也可接受。“已培训操作工跟踪表”应张贴于操作点，并在过程验证时进行核对。指派操作工的复习进修培训进度由本地生产点自行决定。Supplementalemployeesshallnotperformthejobunlesstheyhavebeentrainedwithinthelastthreemonths.候补员工不得参与操作，除非最近三个月内接受过培训。STANDARDIZEDOPERATORTRAINING操作工标准化培训RECORDS记录:Recordsshallbemaintainedperlocalprocedures.记录应由本地程序进行保存。StandardizedOperation-TrainingRecord标准化操作——培训记录

(Example)（示例）Application

应用：:Thefollowingshallbecompletedwithanynewoperator(foranygivenoperation).

（在任何给定操作点）有任何新操作工时，以下都应填写完整。Review评定

Complete完成Standardizedwork/jobinstructions标准化作业/工作指示Qualityrecordstobefilledout(eg.Checksheets)应填写的质量记录（如验收单）Part(product)function零件（产品）功能Equipmentoperations/Safety设备操作/安全Demonstratetheoperationandanswerquestions示范操作及回答问题Demonstrategagingandanswerquestions示范量具及回答问题Havenewemployeerunoperationandanswerquestions让新员工操作及回答问题Teachpastproblems(eg.FMEA,TopProblemsList)传授过去的问题（如FMEA，常见问题列表）Verifyfirstunitsproduced,coachasneeded检验首批产品，根据需要指导Returnwithintheshift,verifystdwork&productqualityagain班次内回访，检验标准化操作和产品质量Returninapprox.1day,verifystdwork&productqualityagain约一日内回访，再次检验Notifydownstreamoperationsofpotentialdefects将潜在缺陷通知后续操作点EmployeeSignature

员工签名______________TrainerSignature培训员签名_______________OperationNameand#

操作点名称和号码_______________TrainedOperatorTracking已培训操作工跟踪(Example)（示例）OperationName/#

操作点名称/号码___________________DEPT.ASSIGNEDEMPLOYEE部门指派员工SUPPLEMENTALEMPLOYEE候补员工LATESTTRAININGDATEANDTRAINERINITIALS

最近培训日期和培训人员姓名首字母缩写LatestJobInstructionRev.Date最近工作指示评审日期StandardOperatorTraining

操作工标准化培训STANDARDIZEDWORK

标准化作业(Methods&Sequence)（方法和顺序）PURPOSE目的:

Todevelopstandardworkmethods&sequenceforhighriskoperations.为高风险操作形成标准的作业方法和顺序。SCOPE范围:Thisprocedureappliestoallmanufacturingsites.该程序适用于所有的生产点。STANDARDIZEDWORK(Method&Sequence)

标准化作业（方法和顺序）RESPONSIBILITY职责:TheManufacturingEngineeringManagerorProductionManagerareresponsibleforimplementationandexecutionofthisprocedure.生产工程经理或产品经理负责执行和完成该程序。REQUIREMENTS要求:Siteleadershipshallidentifymulti-disciplinaryteam(s)todrivestandardizedwork.生产点领导应确定复合型小组来进行标准化作业。Multi-disciplinaryteam(s)shallidentifyandlistallassemblyoperationsandallcriticalmanufacturingoperationstoimplementstandardizedworkwithemphasisonoperationswhichexperience:复合型小组应确定并列出所有装配定点和所有关键生产定点来执行标准化作业，并突出遇到过以下问题的定点：

CustomerQualityConcerns客户质量问题NecessityforaDefinedSequenceorMethodofwork

需要强制顺序或作业方法Off-lineRework线下返工HighRPN高风险顺序数EmployeeFlow-through员工流动STANDARDIZEDWORK(Method&Sequence)

标准化作业（方法和顺序）REQUIREMENTS(continued)要求（续）:Multi-disciplinaryteam(s)shalldevelopstandardizedworkandstandardizedworkprocessesshallbepostedattheoperation.复合型小组应开展标准化作业，并且标准化作业过程应张贴于操作地点。ImpactedemployeesandnewemployeesshallbetrainedintheuseofStandardizedWork(StandardOperatorTraining).Impacted员工和新员工应接受培训来进行标准化作业（标准操作工培训）。StandardizedworkshallbeverifiedthroughLayeredAuditsforanyoperationwhichshippedanon-conformancewithinthelast12monthsduetoafailuretoadheretostandardizedwork.在任何过去12个月中因未遵循标准化作业而发运过不合格品的生产点，标准化作业都应通过分层审核来检验。Multi-disciplinaryteam(s)shallcontinuouslydevelop/improvestandardizedworkbasedonongoingqualityperformance.复合型小组应基于现时质量表现不断开展/改进标准化作业。STANDARDIZEDWORK(Method&Sequence)

标准化作业

（方法和顺序）StandardizedWork

标准化作业

LAYEREDAUDITS

分层审核PURPOSE目的:

Toverifycompliancetothedocumentedmanufacturing/assemblyprocess,resultinginmoredisciplinedprocessesandimprovedoverallquality.检验是否符合文字记录的生产/装配过程，以求更多的规范过程和改进整体质量。SCOPE范围:Thisprocedureappliestoallmanufacturing.该程序适用于所有生产。LAYEREDAUDITS分层审核RESPONSIBILITY职责:TheManufacturingPlantManagerisresponsibleforimplementat