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What is QRQC?
A MANAGEMENT
attitude to
solve ANY KIND OF
PROBLEM
-REAL PLACE-
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Why QRQC?
Understand QRQC?
THE 3 REALS
Understand QRQC?
LOGICAL THINKING
What is the problem?
Plant QRQC
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10
Methodology
How to do
PLANT
QRQC
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What ?
Review impact of yesterday’s actions.
Review the customer complaints (f.i. finding root causes, corrective
actions) .
Review 3 most important problems of the production line (Choice made
by Production Manager, importance based on criticality, complexity,
recurrence and quantity of parts)
Assign actions.
When?
SET TIME, Every day
How?
Using QRQC boards (“Parts in hand”)
PLANT QRQC- 8D discipline
Customer issues
Re-occurring or more complex
problems.
Internal issues , high severity ( 8 -10)
Step 1 Form the team & Define milestones
review
Plant QRQC
Step
D1 Form the
team & Define
milestones
review
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QRQC
Step
D2 Problem
Description
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5Ws,2Hs
Purpose
Describethe situation as detailed as you can, understand
the problem.
Method
Adopt an interrogative attitude (abandon preconceived
ideas). Describe what you need to know to start!
Method
What?
Why this part / this reference and not that one?... Difference?
Who?
Why Mr. X and not Mrs. Y?... Difference?
Where?
Why here and not there?
Why this process and not that one?... Difference?
When?
Why today and not yesterday?... Difference?
How?
Why this way and not that ways ex: detection?... Difference?
How many?
Why more with A than with B?... Difference?
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Quotation
…. Albert EINSTEIN
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Assembly Line Gmdo Brasil (CQPC) At the manual welding station for the hangers
How was it found ? How it was created ?
Process Mapping
What method?
Review all elements that constitute the process
(manufacturing equipments, various flows).
QRQC
Step
D3
Containment
Actions
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Containment Actions
Goals:
Defineactions to be taken within 24 hours in order to
protect the customer.
Method:
Implement these actions and validate their efficiency.
In a few hours maximum, ensure that no non-conforming
part persists between you and your customer, at your
customer, or in the market.
Deploy those actions on all similar products / processes
listed during Step D2.
Tools:
Actions plan (PDCA)
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Action Plans
PDCA
MODIFY DESCRIBE
GENERALISE ANALYSE
STANDARDISE FIND
Act Plan
Check Do
EXECUTE
MESURE THE EFFICIENCY
OF THE RESULTS
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Emission of Quality Alert for the Production Roberto 10/02/09 Quality Alert Nº 02/09 emitted 10/02/09 and
line Souza 16:30hs received (signed) by both shifts’ operators
Inclusion of production process the visual Willian Bozzi 11/02/09 Marking of rack specified in Quality Alert
check of 4 hangers and marking of each 09:00hs 002/09 started from 09:00 hrs.
hanger with industrial marker by operator.
Identification of the racks with paper “100% Telephone Contact with Quality representative
inspected for hanger” at GM plant to confirm reception of first lot of
controlled parts by 11/02/09 (18:00).
Transfer of claimed part from customer for Fábio 11/02/09 Part available in Pinda plant by 17:00 hrs
root cause analysis. Somenci 17:00 revealed that it was produced in 1st shift on
Feb 5th by operator Marcus
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QRQC
Step
D4
Possible
causes(Root cause)
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Tools:
1- Brainstorming , Ishikawa or 6M.
2- Weighted Vote
3- Action plan
4- 5 Why's, Gage R&R, Action plan
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QRQC
Step
D5
Corrective
Actions
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Corrective Actions
Goals:
Tools:
Brainstorming
Action Plan (PDCA)
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Update the training of the Operators in Willian Bozzi 12/03/09 13-03-09 Shift 1º (OK) Shift 2º (OK)
line with the adaptations of the process.
QRQC
Step
D6 Verification/ Action
Plan effectiveness
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Goals:
Tools:
Tracking Chart
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Tracking Chart
What method?
QRQC
Stage
D7
Prevention
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QRQC
Step
D8 Congratulate
the team
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QRQC
Management
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QRQC - Development conditions for daily
meetings?
Who attends?
Production manager drives the meeting with Quality manager.
Inter-departmental team established at the beginning of analyse .
What?
Review the analysis according with schedule.
Check the action which were schedule to be completed untill revision.
Evidence gathering and archiving.
When?
SET TIME, Every day.
How long ?
30 minutes
Where ?
At Plant QRQC area.
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Don’t forget:
Your hands must be „dirty“ when you do QRQC
correctly !!
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'Normally…', 'To me…', 'I think…', Real Data -> Correct your team upon hearing such statements!!!
'Probably…' , 'I am quite sure -> 'I am not supposed to trust what you say'. Demand evidence of
that…', 'This occurs quite often'; 'It what people say. Go yourself to the real place to check.
should work now…'
Team rushing to actions Logical Thinking -> Get reports structured as:
1. What is the problem?
2. What are root causes?...and countermeasures?
3. How do you prevent reoccurrence?
. Wait for reviews to start thinking Quick Response -> Check deadlines.
about problem
. Let deadlines drift, allow long
response time
'We are so busy we have no time for On Job Coaching -> Doing QRQC properly will save you time and avoid
QRQC' you running inefficiently in all directions
No lessons learned Logical Thinking -> 'Did you understand why the problem can happen ?
What did you do to capitalize ?' Promote Lesson Learned Sheet
'No support from Division, Management -> The design office is one of your suppliers. You have a
engineering…' role to play to escalate problems.
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CONGRATULATE
THE TEAM!!!
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Next Steps
• Define “Red Bin” Defect codes with Severity
Ranking
• Develop Implementation Pilot Program
▫ Training Module
▫ Who will be trained (Line Leader, Supervisor,
Plant Management)
▫ Roles and responsibilities Defined
• Kick-off of the Pilot Program
• Evaluate Pilot Program Results