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QRQC Presentation for suppliers

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  • QRQC Presentationfor suppliers

    Nov 2004Property of Valeo

    *A cultural approach : the QRQCQRQCQuick Response Quality Control Training for suppliers

    Nov 2004Property of Valeo

    *A cultural approach : the QRQCAt the center of a virtual circle

    Nov 2004Property of Valeo

    *A cultural approach : the QRQCQRQC is not a tool/system: it is aQuality Culture that will be applied in every area (Industry, Projects, Suppliers)

    Nov 2004Property of Valeo

    *A cultural approach : the QRQCSan Gen Shugi

    San means "3" - Gen means "real" or "actual" - Shugi means "ideology"

    1. Real Place (Gen-ba) on shop floor 2. Real Parts (Gen-butsu) with real bad parts

    3. Reality (Gen-jitsu) with data

    Nov 2004Property of Valeo

    *How to do the QRQC

    Nov 2004Property of Valeo

    *How to do the QRQC in your production linesQRQC Line makes ACTIONS to solve problems immediately

    Nov 2004Property of Valeo

    *How to do the QRQC in your production linesUse a simple paper board, near the line. It is filled by hand by team leader or supervisor, with operators

    Nov 2004Property of Valeo

    *PDCA in QRQC culture PDCA approach is deployed all along the QRQC

    Nov 2004Property of Valeo

    *Necessity of a QRQC cultureStatus on current situation :

    No systematic use of PDCA approach for the treatment and the management of quality problems

    The check period is not well defined or respected

    Few problems reach the A of the PDCA

    No use of basic quality tools : 5 why, Fault Tree Analysis the root causes are not treated

    Many problems are recurrent : the root causes have not been defined properly and wrong corrective actions have been implemented

    Nov 2004Property of Valeo

    *PDCA in QRQC : find a way to improve

    Nov 2004Property of Valeo

    *Quick Response Quality ControlA quality problem occure

    First reaction : How to SECURE ?

    What shall I do to secure my customer, the parts in transit, my stock, my next delivery, my production ?

    Nov 2004Property of Valeo

    *Quick Response PDCAThe solution : Quick Response PDCAThe first priority is to contain the problem, to protect the customer

    Many times the first step in the containment process is to implement a Sorting activityQuick Response PDCA within 24 HOURS

    Nov 2004Property of Valeo

    *Quick Response PDCAPLANCharacterize the problem2) DOProtect the customer 4) ACTInform the customer on all immediate actions3) CHECKVerify the results

    Nov 2004Property of Valeo

    *Quality Control PDCA third step: The problem must be analysedMy quality problem is now secured

    Second reaction : The problem must be analysed !

    What are the root causes that have lead to the problem and what are my corrective actions that I should implement ??

    Nov 2004Property of Valeo

    *Quality Control PDCA third step: The problem must be analysedAnalysis of all root causes :After having identified the problem and putted in place immediate actions to secure, the root causes of the problem must be identified .Which Tools to be used ?

    Nov 2004Property of Valeo

    *Quality Control PDCA third step: The problem must be analysedWhy the problem happened ?Factor affecting the problem : hypothesisWhat ismeasuring the factorStandard used to measure the factor :norm, drawing, control plan, FMEAReal data : measure of the factorlAfter observation :Standard : is it the good one ?, is it clear ?Quality : Is it OK ? Is there a difference or a deviation versus the standard ?Conclusion : O : No differenceX : Difference with the standard : DoubtDecisionafter Observations and comparison of real datas versus standardIdentify all hypothesis for occurence, classify them

    Nov 2004Property of Valeo

    *Quality Control PDCA third step: The problem must be analysedFactors:Based on Control plan, Process/Product/ Design FMEAs already determined, define factors that could potentially generate the problem. Factors need to be considered, using 4 Ms: Material, Method, Man and Machine.

    Control point:Check and mention it if there is a control point to measure or verify the factor. It can be a specific tool or a control stationStandard:What is the applicable standard, that can come from control plan, FMEA, technical specifications...Preferably, the standard needs to be measurable. Check if standard is clear and updated.

    Real data:This is the real data coming directly from measurement of BAD parts and Process. We apply San Gen Shugi to make this check.This allows the comparison between bad vs. good parts, reality vs. Standard MEASUREMENT IS DONE WHEN THE PROBLEM HAPPENS

    Nov 2004Property of Valeo

    *Quality Control PDCA third step: The problem must be analysedMaterial:Factors related to the Material or components used for the manufacturing of the defective part.

    Method:Factors related to the process and the way the product is manufactured and delivered. It can also include the conditions of process. In this way, Method can also include Environment and Measurement. If it is really necessary , a 5th or 6th M can be added separately

    Man:Factors related to Human ability to properly do the work :Training, Communication conditions for example

    Machine:Factors related to the machine capabilities, Poke Yoke, and software

    Nov 2004Property of Valeo

    *Quality Control PDCA third step: The problem must be analysedAnalysis of all root causes :part 3 : Make factor tree analysis for Non detection3) Make Factor Tree Analysis for Non Detection

    Nov 2004Property of Valeo

    *Quality Control PDCA Forth step: Root causes must be foundTransfer the retained root causes to the 5 why chartTo be done for the Occurrence and for the Non Detection.XOOXABAB

    Nov 2004Property of Valeo

    *Quality Control PDCA Forth step: Root causes must be foundFind the root causes through the 5 Why methodologyAsk yourself 5 times the question Why ?When your arrive to the fith why or to the conclusion I dont know, it is then the cause to consider.Potential cause APotential cause BI dont knowIt is from the moment you dont know that you have to consider the root cause of the previous whyIf deployed until the last why, consider it as a root cause

    Nov 2004Property of Valeo

    *Quality Control PDCA Fith step: Solutions must be deployedDefinition of the corrective action plan :Decide on the root causes and define the corresponding actionsXXXXCorrective action 1Corrective action 2Corrective action 3Corrective action 4decisiondecision

    Nov 2004Property of Valeo

    *Quality Control PDCA step Six: Efficiency of solutions must be measuredMeasure the efficiency of all implemented corrective actions :part 6 : efficiency of the action planResults must be measured on the shop floor to validate the efficiency of action plan

    Key points :

    Validate results and relevance of the defined solutionsCommunicate by informing regularly on the evolution of the problem / actionsValidate that there is no other factor with an influence on the defect. If existing, put in place new solutions until the problem is definitively solved

    Nov 2004Property of Valeo

    *QRQC PDCAREMINDER

    Quick Response PDCA : within 24 Hours Secure, Secure, Secure Quality Control PDCA : Plan, Do : within 5 days Root causes found, Actions defined

    Check, Act : within 10 days Actions validated, solutions standardized

    Nov 2004Property of Valeo

    *A cultural approach : the QRQCWill you do it?QRQC