质量关键供应商过程课件

质量关键供应商过程PPT2024/3/14质量关键供应商过程PPTQualityCommitment

质量承诺NoMajorDisruptions无重大缺陷NoPRRs无PRRsZeroPPMPPM=0EXCELLENCE=WORLDCLASSQUALITY卓越=世界级质量YourCommitmentisImperative你的承诺就是命令质量关键供应商过程PPTSupplierQualityTopFocusProcess

供应商质量最关键过程SuppliertoidentifytopproblemsfromCovisintdatathroughparetoanalysis供应商通过排列分析的数据识别最高质量问题Identifya“Champion”totakeownershipformentoringtheplantindrivingasignificantreductioninCovisintcomplaints(GoalisZero)OverallprocessmanagedbyAQE/SQE推举一个拥护者取得所有权以监控工厂，推动抱怨的重大减少（目标是零）AQE/SQE管理全部过程Deliverables(SupplierPlantManager&Champion)可交付性（供方工厂经理和优秀者）Analyze6Monthcustomercomplaints(paretobydefect,responsibility,etc.)分析6个月顾客抱怨（职责、缺陷等的排列）DevelopcomplaintStepDowntargetsbasedonperformance基于业绩发展抱怨逐步减少的目标Develop“complaintreduction”ImprovementPlan开发“抱怨减少”改进计划质量关键供应商过程PPTSupplierQualityTopFocusProcess

供应商质量最关键过程Revieweverysinglecomplaintforeffectiverootcauseanalysis&irreversiblecorrectiveaction(5why,complaintresponsibility&lessonslearned)–Weekly评审每个抱怨的有效解决问题根源的分析和必有的纠正措施（5WHY，抱怨职责和课程学习ReviewsuppliercomplaintperformanceduringregularscheduledQualityFocusreviewswithAQE/SQE–Monthly在AQE/SQE评审质量焦点期间评审供应商抱怨绩效—每月一次Reassessplantperformanceat6monthintervalsanddeterminenextsteps(continueorexitprocess).再次评价六个月时间间隔的实施绩效和确定下个步骤（继续或退出过程）Designatenewplantsas‘QualityFocus’asrequired按质量焦点要求指定新的设备质量关键供应商过程PPTDelphiMajorRootCauseofSpills德尔福重大事故问题根源质量关键供应商过程PPTCostofQuality质量成本NetIncome(Whatyoukeep)/Revenue(Sales)=NetMargin%净收入（你所存的）/收入（销售的）=纯利润%$0.5Million/50Million=.01=1%NetMargin（纯利润）$1.00inexpensesmustbecoveredby$100.00inSales一美元费用必须包含于销售的100美元Acustomerlunch@$20.00mustbecoveredby$2000.00inSales客户20美元餐费必须包含于销售的2000美元Defects,RawMaterial,Rework,LostMachineTime,Labor,Depreciation,etc.areexpenses缺陷，原料，返工，错过加工时间，劳动力，降价等都是费用Therejectbinisagoldmineforreducingexpenses垃圾箱子是减少费用的一个金矿AllpartsmustbeanalyzedandproblemsParetocharted必须分析所有的零件和排列问题图表Theprocessmustbecorrectedandsimilarprocessesintheplantalsoneedtobecorrected过程必须修正并且类似过程也需要修正LossofSalesbecauseofdefectsisalsoaCostofQuality因缺陷引起的销售损失也是一项质量成本质量关键供应商过程PPTRequiredSupplierTeam要求供应商组Champion拥护者President董事长GeneralManager总经理CrossFunctionalTeam多功能小组PlantManager–TeamLeader工厂经理-小组领导OperationsManager业务经理ProcessEngineeringManager工艺经理OperationsManager业务经理ProductEngineeringManager制造工程经理MaintenanceManager维护经理PC&LManagerPC&L经理QualityManager质量经理质量关键供应商过程PPTActionNeeded活动需要ParetoReview排列评审StepDownTargetDevelopment以逐步下降为目标的发展PPM-50%ReductioneveryTwoMonths每两个月PPM减少50%PCR-GettozeroperMonthinSixMonths六个月中每个月PCR达到零Spills–0perMonth每月偏差为零Shortage-0perMonth每月零缺陷Delivery-100%perMonthinSixMonths六个月中每月100%发送RepeatIssues-0perMonth每月重复事故零发生FTQ–Basedupontheinitialstudy立基于最初的学习ControlledShipping-0perMonth每月零受控运输5WhyAnalysisofallPCRs所有PCRS的5WHY分析LessonsLearnedcanbeappliedtosimilarprocesses课程学习可以应用于类似过程ProcessImprovements过程改进质量关键供应商过程PPTToolsAvailable可利用工具ParetoChart排列图表Previous6MonthsPCRs先前6个月PCRSAllpartsintheRejectBin垃圾箱的所有零件StepDownChart逐步下减图SeeIncludedSlide观看内含的幻灯片ActionItemImprovementPlan活动项目改进计划MissedTargetsSummary未完成目标概要5WhyAnalysis5WHY分析SeeincludedSlide观看内含的幻灯片PracticalProblemSolvingProcess(5Why)实际问题解决过程Control