遏制和質(zhì)量門培訓(xùn)資料課件

Containment遏制Isolatingthecustomerfromdefects.將不合格產(chǎn)品隔離，防止流到客戶Containment遏制IsolatingthecusContainment遏制

Purpose–Process–Product目的-流程-產(chǎn)品Purpose目的:Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowntobeweak通過努力，將不合格產(chǎn)品隔離，防止流到客戶-特別是過程很弱時(shí)。Process流程:Definitionandimplementationofaformalprocessto:定義和實(shí)施一個(gè)正式的流程Conductredundantinspection指導(dǎo)額外的檢驗(yàn)Collectdataandinformation收集數(shù)據(jù)和信息PerformDatadrivencorrectiveactions基于數(shù)據(jù)制定糾正措施Product產(chǎn)品:Customersisolatedfrombadpartsresultingingreatercustomersatisfactionandmorebusinessforthesupplier防止不合格品流到客戶，從而使客戶更滿意，為供應(yīng)商帶來更多的業(yè)務(wù)

(Pathwayto0PPM通往0PPM的路徑)Containment遏制

Purpose–ProCLASSACTIVITY#1–30minInitialDefect

課堂活動(dòng)#1–30分鐘最初的缺陷BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包封上Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#1–30minInitiStep1第一步:

StoptheFlowofBadParts停止不合格品流動(dòng)Lookforthespecificdefect找具體的缺陷Differentiatethe“good”fromthe“suspect”將合格產(chǎn)品和可疑產(chǎn)品區(qū)分開。Establishunderstandableproductstandards建立易理解的產(chǎn)品標(biāo)準(zhǔn)Begindatacollection開展數(shù)據(jù)收集Beginsortingorinspection開展分類和檢查IdentifyandHOLDanyquestionableparts識(shí)別并隔離任何可疑產(chǎn)品

Step1第一步:

StoptheFlowofProperContainmentProcessInputs正常的遏制流程的輸入Action行動(dòng):AssureacomprehensiveandproperlyManagedContainmentActivityisdefined,organizedandcapableofbeingimplementedwithin4hoursifrequired確保全面的、合適的遏制管理活動(dòng)被定義，組織，如果需要的話在4小時(shí)內(nèi)實(shí)施Properlydesignatedarea合適的指定的區(qū)域Distinctlocation清晰的位置ProperLighting,equipmentandmaterialflowspace合適的燈光、設(shè)備和物料流動(dòng)空間DesignatedMaterialLocations制定的物料位置VerifiedGoodProducts被驗(yàn)證是合格產(chǎn)品VerifiedBadProduct被驗(yàn)證是不合格產(chǎn)品Questionable(productsawaitingmanagement/customerdisposition)可疑產(chǎn)品（等待管理層或者是客戶處置的產(chǎn)品）Productstobesorted產(chǎn)品分類Properwallspacetopostandrecordresults張貼和記錄結(jié)果合適的位置AdequateSpaceforProceduresandBoundarySamples有放置程序和限度樣件的充足的空間WellDefinedmethods很好的方法Howtosortandhandlematerials如何挑選和處置物料DefinedPartandContainerMarkingstrategy定義產(chǎn)品和器具的標(biāo)識(shí)策略DefinedMaterialQuarantine,Captureandreturnmethods定義物料隔離、獲取和回收的方法。DataCollectionandreportingprocess數(shù)據(jù)收集和報(bào)告流程Correctiveactionmonitoringmethods糾正措施的監(jiān)控方法DefinedCriteriatosupportContainmentExit定義支持遏制解除的準(zhǔn)則ProperContainmentProcessInCLASSACTIVITY#1.1–30minDefectControl

課堂活動(dòng)#1.1-30分鐘不合格的控制BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#1.1–30minDefExplanationofContainment

遏制的解釋Explainingeffectivecontainment解釋一個(gè)有效的遏制

ContainedStateExplanationofContainment

遏制的ContainmentProcess遏制的流程Expectationsofeffectivecontainment–Phases期望的有效遏制-階段StoptheFlow停止流動(dòng)InstallFilter安裝過濾ProtectCustomer保護(hù)客戶CollectData&Improve收集數(shù)據(jù)改進(jìn)Data數(shù)據(jù)DailyMeeting日常會(huì)議TrackResults跟中結(jié)果CleanPipeline清理途徑RetrieveSuspect召回可以產(chǎn)品ReleaseGood放行合格產(chǎn)品KeyPoints關(guān)鍵點(diǎn)Stoptheflowofdiscrepantparts.停止不合格品的流動(dòng)Definethecontainmentactions(Sort–Rework–Dispose).定義遏制行動(dòng)（挑選-返工-處置）Collectdataanddrivecorrectiveactions收集數(shù)據(jù)，制定糾正措施CleanthePipeline清理途徑Definethematerialidentificationplan(partsandcontainers).定義物料識(shí)別計(jì)劃（產(chǎn)品和器具）Establishthescopeofexposurewithlocationandreturnofquestionablestock.建立工廠的范圍，召回有問題的庫存ContainmentProcess遏制的流程ExpectStep2第二步:

DefineContainmentActions定義遏制行動(dòng)Step2第二步:

DefineContainmenCLASSACTIVITY#2–30min(LogSheet)

課堂活動(dòng)#2-30分鐘（記錄表）

BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#2–30min(LogStep3第三步:

DefineMaterialIdentificationPlan定義物料識(shí)別計(jì)劃Clearandeasilyidentifiable(Parts&Containers)清晰的，易于識(shí)別的（產(chǎn)品&器具）Identifiespartsindifferentcategories識(shí)別不同類別下的產(chǎn)品OKPartsthathavebeensorted已經(jīng)分類的合格產(chǎn)品SuspectPartsthatrequiresorting需要分類的可疑產(chǎn)品KnownBadParts已識(shí)別的不合格產(chǎn)品Questionableparts–awaitingdisposition有問題的產(chǎn)品-需要處置Step3第三步:

DefineMaterialIStep4第四步:

Scope&LocationofQuestionableStock

問題產(chǎn)品的范圍&位置WorkwithMaterialControlPeople和物料控制人員一起Identifythepartsandcreateaninventory識(shí)別零件和建立庫存Adjustinventory/feedback調(diào)整庫存/反饋Retrievethepartsthatneedcontainment召回需要遏制的零件 SpecialCustomers–LikeServiceParts特殊的客戶-備件 Speciallocationslikesecondaryprocessors特殊的位置-二級(jí)加工Step4第四步:

Scope&LocationStep4第四步:

DefineContainment/MaterialReturnPlan

定義遏制/物料召回計(jì)劃Suspectmaterialcanenter可疑物料能夠進(jìn)入Materialisevaluatedandcategorized物料被評(píng)估和分類Propertymarkedgoodmaterialcanexittofinishedgoods標(biāo)識(shí)為合格物料能夠到最終的成品Properlymarkedbadmaterialcanexittodisposal標(biāo)識(shí)為不合格物料進(jìn)入到處置Uncertainmaterialisheld不確定的物料隔離

Step4第四步:

DefineContainmenCLASSACTIVITY#3–30minTraceMultiple

課堂活動(dòng)#3-30分鐘追溯各類別產(chǎn)品BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#3–30minTraceStep5第五步:

DefineExitStrategy定義退出策略Materialremainsincontainmentuntilpermanentcorrectiveactionisinplace物料處于遏制狀態(tài)，直到永久對(duì)策實(shí)施到位Containmentcouldlastdays,weeksoryears.Thisisalluptoyourabilityandattitudetoaddresstherootcause遏制可以持續(xù)幾天、幾周、幾年。主要取決于找到根本原因的能力和態(tài)度UseContainmentasaformofcorrectiveactionvalidation–把遏制當(dāng)成糾正措施驗(yàn)證的一種形式resultshouldbe0結(jié)果應(yīng)該是0Materialisevaluatedandcategorizeduntilacertaintriggerismet物料被評(píng)估和分類，直到特定的觸發(fā)條件被滿足

(0defectsforacertaintimeframeaftercorrectiveaction)在糾正措施實(shí)施后，特定的時(shí)間段內(nèi)應(yīng)該是0缺陷

Step5第五步:

DefineExitStratCLASSACTIVITY#4–30min–Blind

課堂活動(dòng)#4–30分鐘-盲（帶上眼罩裝配）BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving接受AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#4–30min–BliBasicContainmentProcessFlow

基本的遏制流程BasicContainmentProcessFlowReview-ContainmentImprovementProcess

SuggestedSteps回顧-遏制改善流程建議步驟DefinetheAreaSetup定義區(qū)域設(shè)定 Workwithsuppliertoidentifytheareaandoutlineaplan.和供應(yīng)商一起識(shí)別區(qū)域并總結(jié)出一個(gè)計(jì)劃 IncludetheKeyElements包括關(guān)鍵要素Performthephysicalrearrangement

Inthecontainmentareawiththeappropriatepeople在遏制區(qū)域，有合適的人員Reviewthemethods

回顧方法 WorkwiththepeopletodefinethepracticesthatmatchwithCustomerneedsandCompanyexistingmethods和人員一起定義與顧客需求相匹配的實(shí)踐以及公司的退出方法AnalyzetheMaterialCaptureplansandmethods分析物料獲取計(jì)劃和方法

ThisisbestdonewithaMaterialControltypeperson.最好由物料控制人員來做DefineTools-TrainingDoTrackandMonitorReview-ContainmentImprovemeHowToActualize-ExampleContainmentAreaLayout如何實(shí)踐-遏制區(qū)域布局的案例GoodPartsONLY!!!!HowToActualize-ExampleCon“GP11/GP12”GP11/GP12標(biāo)準(zhǔn)–

FinalInspectionofallaxlesoffalllineassembledatDRK

在DRK的所有離線橋的終檢4lanes–includesfinalbillout–inspectedrackshave“stickers”四個(gè)通道-？-檢查工位器具的標(biāo)簽Criteriaareimmediatecustomerissues準(zhǔn)則是及時(shí)的客戶問題CustomerAttachmentpoints客戶附帶的問題FindingsDocumented問題點(diǎn)記錄Auditisconductedin“RealTime”–finalinspectionfindingsaretreatedascustomerissues開展實(shí)時(shí)審核-最終檢查的問題點(diǎn)視為在顧客處發(fā)生的問題Teamleadersarecalledtofinalauditstation–escalationplanfollowed團(tuán)隊(duì)領(lǐng)導(dǎo)實(shí)施最終崗位審核-升級(jí)計(jì)劃的執(zhí)行“GP11/GP12”GP11/GP12標(biāo)IndicatorChart指標(biāo)圖表IndicatorChart指標(biāo)圖表21MarkingStrategies標(biāo)識(shí)策略SimpleToDo容易做QuickUnlessSituationDictatesDifferently快，除非有特殊要求Visual可視DocumentedLocation標(biāo)記位置

LocationVisibleInInstalledPosition*裝配后位置可視1Design/ColorperInspectionCampaign每次檢查活動(dòng)1種設(shè)計(jì)/顏色SensitivetoPastInspections與以往的檢查易于區(qū)別WeatherResistant–ProductLifeforSafetyIssues不因天氣發(fā)生變化-產(chǎn)品生命周期內(nèi)有安全要求的Pens,Pricks,Nicks,Stickers筆、？、？、標(biāo)簽MarkingStrategies標(biāo)識(shí)策略SimpleTContainmentImprovementProcess–CheckStatus

遏制改善流程-檢查狀態(tài)Expectation期望Visual科室:SimplemethodtoseeevolutionofContainment簡(jiǎn)單的方法能夠看到遏制的變化-AreaSetup區(qū)域設(shè)定Distinctlocation單獨(dú)的區(qū)域Lighting,Equipment燈光、設(shè)備DesignatedMaterialLocations指定的物料區(qū)域Postandrecordresults張貼和記錄結(jié)果BoundarySamples限度樣件-MethodsandPractices方法和實(shí)踐Howtosort如何挑選Markingstrategy標(biāo)識(shí)策略MaterialQuarantine,Captureandreturn物料的隔離、獲取和回收DataCollection數(shù)據(jù)收集Correctiveactionmonitoring糾正措施的監(jiān)控ExitCriteria退出準(zhǔn)則XXGreenYellowRedXContainmentImprovementProcesContainmentProcessImprovement–Summary

遏制流程改善-總結(jié)Purpose:

Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowtobeweak通過努力，將不合格產(chǎn)品隔離，防止流到客戶-特別是過程很差。Process流程:

Definitionandimplementationofaformalprocessto定義和實(shí)施一個(gè)正式的流程:Conductredundantinspection指導(dǎo)額外的檢驗(yàn)Collectdataandinformation收集數(shù)據(jù)和信息

PerformDatadrivencorrectiveactions基于數(shù)據(jù)制定糾正措施Product產(chǎn)品: ThoroughCustomerIsolationandImprovedProcess完全防止流入到客戶，并改善流程

KeyPoints關(guān)鍵點(diǎn):

Stoptheflowofdiscrepantparts停止不合格品的流程.Definecontainment(Sort–Rework–Dispose)定義遏制（分類-返工-處置）Collectdataanddrivecorrectiveactions基于數(shù)據(jù)制定糾正措施CleanthePipeline清理途徑Materialidentificationplan(partsandcontainers).物料識(shí)別計(jì)劃（產(chǎn)品和器具）Scope:Locationandreturnofquestionablestock.范圍：位置及可疑庫存的召回

Requirements要求: Dedicatedwelllaidoutarea專用的，有很好布局的區(qū)域 Properlydefinedandcontrolledmethods合適的定義和控制方法

ContainmentProcessImprovemenAdvancedTopic-LaunchContainment

高級(jí)話題-發(fā)起遏制KnownPastCommonDefects知道過去共性的問題PotentialNewDefects(FromGateReviews)潛在的新問題（門回顧）Version/Qty/InprocessInspectionChecks版本/質(zhì)量/過程檢驗(yàn)CustomerCriticalRequirements客戶關(guān)鍵的要求EngineeringIssues工程問題ManufacturingIssues制造問題ProveOutTheProcess驗(yàn)證過程ProtectTheCustomerWhileManufacturingStabilizes過程穩(wěn)定，保護(hù)客戶PREVENTION預(yù)防AdvancedTopic-LaunchContaiQualityGates質(zhì)量門IsolatingtheNextProcessfromfaultdefects.將不合格品隔離，防止流入到下道工序QualityGates質(zhì)量門IsolatingtheQualitygateissuesaregenerallyselectedfromtheFastResponseBoardorissuesthataresmallinseveritybuthighinoccurrence.設(shè)定質(zhì)量門依據(jù)快速反應(yīng)看板或者不嚴(yán)重但是發(fā)生頻次很高的問題Qualitygatesareaninspectionplacedatakeypointintheproductionlinetodrivedefectsbacktotheirsourceandpreventthemfromgoingforward.質(zhì)量門是對(duì)生產(chǎn)線關(guān)鍵點(diǎn)的檢查，從而使不合格控制在源頭，防止其向下流動(dòng)Thequalitygateisfollowedbyaverificationstation(usuallytheendoflineinspection/containment)toensurethegateisworkingbymeasuringhowmanymakeitpasttheinspectiongate.質(zhì)量門有一個(gè)驗(yàn)證工序（經(jīng)常在線尾檢查/遏制），通過測(cè)量的數(shù)量確保質(zhì)量門在工作Theideaistoaddressthequalityissueasclosetothesourceaspossibleandnotaddvaluetoadefectivepart.Likewise,ifdefectsaredrivenbackfromamidpointinthelinethechancesofgettingadefecttotheendofthelinearedramaticallydecreased.質(zhì)量門是使質(zhì)量問題盡可能的接近源頭，對(duì)不合格品不增值。此外，如果不合格品在生產(chǎn)線的中部被發(fā)現(xiàn)，那么流到先為的概率就會(huì)大大地降低Typicallythetop5defectsfromthatlineareputonthegate.通過生產(chǎn)線前五位典型的問題來設(shè)置質(zhì)量門WhatareQualityGates質(zhì)量門是什么?Qualitygateissuesaregenera27?Qualitygatescanbeusedtoimprovethevisibilityofqualityintheproductionprocessaswellasbeingusedtomeasureandmonitorqualityinrealtimeatstrategicpoints.質(zhì)量門用于提升生產(chǎn)過程的質(zhì)量可視化，同時(shí)也用于在關(guān)鍵點(diǎn)實(shí)時(shí)的測(cè)量和監(jiān)控質(zhì)量?Qualitygatesaredesignedtofacilitatethedetection,discussionandresolutionofIssuesandproblemsthroughacollaborativeefforttoimprovethequalityofproducts.設(shè)計(jì)質(zhì)量門，通過團(tuán)隊(duì)的努力，促進(jìn)質(zhì)量問題的探測(cè)、討論和解決，從而提升產(chǎn)品質(zhì)量Itsmorethenjustinprocessinspection不僅僅是過程檢驗(yàn)WhyUseThem?為什么要使用質(zhì)量門

WhyUseThem?為什么要使用質(zhì)量門

28?ModelofaccountabilityandresponsibilityforproductionProcesses.對(duì)生產(chǎn)過程的責(zé)任模式?Theabilitytodetectandrectifyproblemsearlyon.提前發(fā)現(xiàn)和糾正問題的能力?PredeterminedexpectationsofacceptablelevelsofQuality.質(zhì)量可接受水平的預(yù)期?Documentationandmonitoringofissuesandactionsthroughouttheproductioncycle.問題的記錄/監(jiān)控，生產(chǎn)周期的行動(dòng)?Thecreationofastoreofcorporateknowledge.企業(yè)知識(shí)商店的建立BenefitsofImplementing實(shí)施后的受益?Modelofaccountabilityand29AssessmentFramework評(píng)估框架

“statisticalrisk”統(tǒng)計(jì)風(fēng)險(xiǎn)IsaQualityGateNecessary?質(zhì)量門是否是必要的？AssessmentFramework評(píng)估框架Isa30QualityGates質(zhì)量門Howaretheysetup?如何設(shè)置Thegateshouldbeasclosetothedefectoccurrenceaspossibleandsituatedsuchthattheinspectorcanrecorddata.質(zhì)量門應(yīng)該盡可能的和問題發(fā)生的地方接近，同時(shí)方便檢查人員記錄數(shù)據(jù)Foreachdefectanalarmlimitiscalculatedbasedontheoccurrenceofthedefect.針對(duì)每個(gè)缺陷，基于問題發(fā)生的頻次計(jì)算警戒線Adatarecordingsheetandimmediateresponsesheetaregiventothegateinspector.給質(zhì)量門的檢查人員一個(gè)數(shù)據(jù)記錄表和反應(yīng)表Averificationstationisidentifiedorcreatedafterthegatetowardstheendoftheproductionlinetomeasurehowwellthegateworked.在生產(chǎn)線線尾設(shè)定驗(yàn)證的崗位，測(cè)量質(zhì)量門的有效性Theinspectorattheverificationstationmustbeequippedtorecordanydefectsthattheymayfind.在驗(yàn)證崗位應(yīng)該配備檢查人員，記錄他們發(fā)現(xiàn)的任何問題QualityGates質(zhì)量門Howaretheys?6Components6個(gè)方面:–Placement位置Wherewillitbelocated?位置設(shè)定在哪？–QualityMeasures質(zhì)量測(cè)量 Whatwillwecheckandhow?測(cè)量什么，怎么測(cè)量？–Roles角色Whowillcheckandwhowillbenotified?誰檢查，通知誰？–Tolerance限度 Whatlevelisacceptable?什么樣的水平是可以接受的–Actions 行動(dòng) Responsetofindings?ESCALATION問題的反應(yīng)？升級(jí)–Evaluation評(píng)估 Reviewandtrendanalysis回顧，趨勢(shì)分析6ItemsToConsiderDuringSetup設(shè)置質(zhì)量門要考慮的6個(gè)方面?6Components6個(gè)方面:6ItemsTo32QualityGateDocuments質(zhì)量門的文件QualityGateDocuments質(zhì)量門的文件33QualityGateDocuments質(zhì)量門的文件QualityGateDocuments質(zhì)量門的文件34ExampleofaQualityGateBoard:質(zhì)量門看板的例子Trendchartsforeachdefect每個(gè)問題的趨勢(shì)圖EnterandExitchartsforeachdefect每個(gè)問題進(jìn)/表圖表Theimmediateresponsesheetsforeachshift.每個(gè)班次快速反應(yīng)表CorrectiveActionsforeachissue.每個(gè)問題的糾正措施QualityGateBoard質(zhì)量門看板ExampleofaQualityGateBoarQualityGateBoard質(zhì)量門看板QualityGateBoard質(zhì)量門看板DataCollectionSheet數(shù)據(jù)收集表DataCollectionSheet數(shù)據(jù)收集表ImmediateResponseSheet快速反應(yīng)表ImmediateResponseSheet快速反應(yīng)表CLASSACTIVITY#5–30min

課堂活動(dòng)#5-30分鐘BUILDINGHONGBAOs建立紅包Receiving進(jìn)料檢驗(yàn)Painting噴漆Gate門semblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#5–30min

課堂活動(dòng)#QualityGates質(zhì)量門Process-Howdotheywork?過程-如何運(yùn)行Whenthealarmlimitforthatdefectisreachedatthegate,theinspectorimmediatelycallstheappropriatepersontotakeaction.Thiscouldbealinesupervisor,aprocessengineer,aqualityengineer,superintendentetc…質(zhì)量門的缺陷達(dá)到警戒線，檢查人員立即通知相關(guān)人員采取措施。人員可能是線長(zhǎng)，工藝工程師，質(zhì)量工程師，更高級(jí)別的人員等等Theinspectornoteswhotheycalledandthetime.檢查人員通知相關(guān)人員和時(shí)間Thepersonthatiscalledisresponsiblefortakingimmediateactiontoresolvetheissue.Theyareempoweredwiththeabilitytocallanyonetotheiraiduptoandincludingseniormanagement.被通知的人員負(fù)責(zé)立即采取行動(dòng)來解決問題。他們被授權(quán)可以通知任何人來幫組，包括高級(jí)管理人員。Theactioncanbeadjustmentofprocessparameters,sortingrawproduct,retrainingoperators,etc…行動(dòng)可能是調(diào)整過程參數(shù)，挑選原材料，對(duì)操作者再培訓(xùn)等等Thepersontakingactionnotesthetimewhenproductcomingtothegatewillbeclean.采取行動(dòng)的人注意，當(dāng)產(chǎn)品進(jìn)入質(zhì)量門后清零。Whenthecleanpointisreachedthetallyofdefectstowardsthealarmlimitresumesandtheprocessstartsagain.當(dāng)清零后，問題的數(shù)量再次達(dá)到警戒線，流程重新開始。QualityGates質(zhì)量門Process-HowAtthegateseveralmetricsarepostedtoshowthecurrenttrendforthegatedefects.在質(zhì)量門，張貼幾種衡量指標(biāo)來顯示當(dāng)前質(zhì)量門問題的趨勢(shì)。Metricsinclude指標(biāo)包含:

-Firsttimethroughforthosedefectsonthegate.質(zhì)量門問題的一次通過合格率。

-QualityCalendardetailingbydayiftheirhavebeenanyconcernsatthecustomerorinternallywiththeproductline.質(zhì)量日歷描述每天顧客出的質(zhì)量問題和生產(chǎn)線內(nèi)部的質(zhì)量問題-Achartofthetop5or10defectsforthatproductionline.生產(chǎn)線前五位或前十位問題圖表-Achartindicatinghowmanydefectsenteredthegateandhowmanyexitedthegate.(qtyatgate&qtyatverificationstation)描述進(jìn)入質(zhì)量門的問題數(shù)量和出質(zhì)量門問題數(shù)量的圖表（質(zhì)量門的質(zhì)量&驗(yàn)證工序的質(zhì)量）-Acopyofthelastreviewthatmanagementdidofthegate.有一份最后一次管理層對(duì)質(zhì)量所做的工作的回顧-Acopyofthecorrectiveactionfromtheissuechampion.有一份主要問題的糾正措施Howdoyoumeasuretheireffectiveness?如何測(cè)量他們的有效性AtthegateseveralmetricsarEnter/Exitchart入/出圖表QualityCalendar質(zhì)量日歷Top5DefectsChart前五位問題的圖表FirstTimeThroughchart一次通過合格率圖表KeyMetricspostedonthegate

張貼在質(zhì)量門的關(guān)鍵衡量指標(biāo)Enter/Exitchart入/出圖表Quality422.Dailythesupervisor,qualityengineer,andshiftsuperintendentmeettoreviewthedefectsfoundatthegate.Thegoalofthemeetingistoensurethattheactionstakenwereeffectiveandtimely.每日主管、質(zhì)量工程師，當(dāng)班的主管開會(huì)，一起回顧質(zhì)量門產(chǎn)生的不合格。會(huì)議的目的是確認(rèn)措施的有效性和及時(shí)性Questionsaskedduringthereviewinclude回顧期間需要詢問的問題包括:

-Wheretheactionslistedforthisdefecteffectiveatresolvingtheissueorkeepingitfromgettingtothegate?解決問題或防止不合格流到質(zhì)量門的措施有效性

-Didthepersonwhowascalledrespondquickenoughtotheissue?(15minmaxistheruleofthumb)被通知來快速解決問題的人員是否勝任？（最多15分鐘是經(jīng)驗(yàn)法則）-Arewecallingtheappropriatepeopletohelpusfixtheissue?我們是否通知了合適的人員來幫組我們解決問題-Doweneedtoelevateanyoftheissuestogetbetterresults?我們是否需要提出任何問題，從而讓結(jié)果更好Howdoyoumeasuretheireffectiveness?(continued)如何測(cè)量他們的有效性（繼續(xù)）Howdoyoumeasuretheir3.Dailyorweeklydependingontheneed,managementmeetswithalltheissuechampions,thesupervisors,qualityengineersetc..Themeetingisheldatthegatetoensureoperatorvisibility.每日或每周的會(huì)議根據(jù)需要，管理層和主管、質(zhì)量工程師等等人員一起開會(huì)。會(huì)議在質(zhì)量門處開，確保操作者可以看到Reviewconsistof回顧包括:

-Reviewoffirsttimethroughchart.Areweimproving?回顧一次通過合格率，我們有改進(jìn)嗎？

-Reviewofthequalitycalendar.Arethereanynewissues?回顧質(zhì)量日歷，是否有新的問題-Reviewofimmediateresponsesheet.Wasitusedcorrectly?回顧快速反應(yīng)表，是否被正確使用-Foreachdefect針對(duì)每個(gè)問題:Whatdoestheenter/exitdatatellus?進(jìn)/出數(shù)據(jù)告訴了我們什么Whatactionswerecompleted?完成了哪些措施Whatarethenextsteps?下一步干什么-Howwelldidweidentifytherootcause.我們對(duì)根本原因的識(shí)別如何-Aretheiranyroadblocksorresourcesthatneedaddressed.是否有一些障礙或者資源需要提出的Howdoyoumeasuretheireffectiveness?(continued)如何測(cè)量他們的有效性（繼續(xù)）3.DailyorweeklydependiManagementReviewForm

管理回顧表ManagementReviewForm

管理回顧表Issuesforconsideration

需要考慮的事項(xiàng)

?Dedicatedresourcesforthereviewanddevelopmentofqualitygates對(duì)于回顧和質(zhì)量門的發(fā)展投入的資源?Limitingthenumberofqualitygates質(zhì)量門數(shù)量的限定?Eliminatingduplicationofgates消除質(zhì)量門的重復(fù)?Qualitymeasuresshouldbemutuallyexclusive質(zhì)量測(cè)量應(yīng)該是相互排斥的?Consultationwithstakeholders與股東協(xié)商?Placementofqualitygatesatcriticalcontrolpoints.將質(zhì)量門設(shè)置在關(guān)鍵控制點(diǎn)Issuesforconsideration

需要考慮的Discussionpoints

討論點(diǎn)?Howdoyoumitigateagainstvariousrisks?你如何減少各種風(fēng)險(xiǎn)?Whatchecks,measuresandqualityassurancestepsdoyouhave/needinplace?你有/需要什么樣的檢查、測(cè)量和質(zhì)量保證方法Discussionpoints

討論點(diǎn)?HowdoDonot不Accept接受Build制造Ship流出aDefect!不良SolveProblemsThroughTeamwork!基于團(tuán)隊(duì)協(xié)作解決問題SatisfyOurCustomers...滿足客戶要求Donot不Accept接受aDefect!不良SolvContainment遏制Isolatingthecustomerfromdefects.將不合格產(chǎn)品隔離，防止流到客戶Containment遏制IsolatingthecusContainment遏制

Purpose–Process–Product目的-流程-產(chǎn)品Purpose目的:Provideafocusedefforttoisolatethecustomerfromdiscrepantproducts–especiallywhenthenormalprocessisknowntobeweak通過努力，將不合格產(chǎn)品隔離，防止流到客戶-特別是過程很弱時(shí)。Process流程:Definitionandimplementationofaformalprocessto:定義和實(shí)施一個(gè)正式的流程Conductredundantinspection指導(dǎo)額外的檢驗(yàn)Collectdataandinformation收集數(shù)據(jù)和信息PerformDatadrivencorrectiveactions基于數(shù)據(jù)制定糾正措施Product產(chǎn)品:Customersisolatedfrombadpartsresultingingreatercustomersatisfactionandmorebusinessforthesupplier防止不合格品流到客戶，從而使客戶更滿意，為供應(yīng)商帶來更多的業(yè)務(wù)

(Pathwayto0PPM通往0PPM的路徑)Containment遏制

Purpose–ProCLASSACTIVITY#1–30minInitialDefect

課堂活動(dòng)#1–30分鐘最初的缺陷BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包封上Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#1–30minInitiStep1第一步:

StoptheFlowofBadParts停止不合格品流動(dòng)Lookforthespecificdefect找具體的缺陷Differentiatethe“good”fromthe“suspect”將合格產(chǎn)品和可疑產(chǎn)品區(qū)分開。Establishunderstandableproductstandards建立易理解的產(chǎn)品標(biāo)準(zhǔn)Begindatacollection開展數(shù)據(jù)收集Beginsortingorinspection開展分類和檢查IdentifyandHOLDanyquestionableparts識(shí)別并隔離任何可疑產(chǎn)品

Step1第一步:

StoptheFlowofProperContainmentProcessInputs正常的遏制流程的輸入Action行動(dòng):AssureacomprehensiveandproperlyManagedContainmentActivityisdefined,organizedandcapableofbeingimplementedwithin4hoursifrequired確保全面的、合適的遏制管理活動(dòng)被定義，組織，如果需要的話在4小時(shí)內(nèi)實(shí)施Properlydesignatedarea合適的指定的區(qū)域Distinctlocation清晰的位置ProperLighting,equipmentandmaterialflowspace合適的燈光、設(shè)備和物料流動(dòng)空間DesignatedMaterialLocations制定的物料位置VerifiedGoodProducts被驗(yàn)證是合格產(chǎn)品VerifiedBadProduct被驗(yàn)證是不合格產(chǎn)品Questionable(productsawaitingmanagement/customerdisposition)可疑產(chǎn)品（等待管理層或者是客戶處置的產(chǎn)品）Productstobesorted產(chǎn)品分類Properwallspacetopostandrecordresults張貼和記錄結(jié)果合適的位置AdequateSpaceforProceduresandBoundarySamples有放置程序和限度樣件的充足的空間WellDefinedmethods很好的方法Howtosortandhandlematerials如何挑選和處置物料DefinedPartandContainerMarkingstrategy定義產(chǎn)品和器具的標(biāo)識(shí)策略DefinedMaterialQuarantine,Captureandreturnmethods定義物料隔離、獲取和回收的方法。DataCollectionandreportingprocess數(shù)據(jù)收集和報(bào)告流程Correctiveactionmonitoringmethods糾正措施的監(jiān)控方法DefinedCriteriatosupportContainmentExit定義支持遏制解除的準(zhǔn)則ProperContainmentProcessInCLASSACTIVITY#1.1–30minDefectControl

課堂活動(dòng)#1.1-30分鐘不合格的控制BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#1.1–30minDefExplanationofContainment

遏制的解釋Explainingeffectivecontainment解釋一個(gè)有效的遏制

ContainedStateExplanationofContainment

遏制的ContainmentProcess遏制的流程Expectationsofeffectivecontainment–Phases期望的有效遏制-階段StoptheFlow停止流動(dòng)InstallFilter安裝過濾ProtectCustomer保護(hù)客戶CollectData&Improve收集數(shù)據(jù)改進(jìn)Data數(shù)據(jù)DailyMeeting日常會(huì)議TrackResults跟中結(jié)果CleanPipeline清理途徑RetrieveSuspect召回可以產(chǎn)品ReleaseGood放行合格產(chǎn)品KeyPoints關(guān)鍵點(diǎn)Stoptheflowofdiscrepantparts.停止不合格品的流動(dòng)Definethecontainmentactions(Sort–Rework–Dispose).定義遏制行動(dòng)（挑選-返工-處置）Collectdataanddrivecorrectiveactions收集數(shù)據(jù)，制定糾正措施CleanthePipeline清理途徑Definethematerialidentificationplan(partsandcontainers).定義物料識(shí)別計(jì)劃（產(chǎn)品和器具）Establishthescopeofexposurewithlocationandreturnofquestionablestock.建立工廠的范圍，召回有問題的庫存ContainmentProcess遏制的流程ExpectStep2第二步:

DefineContainmentActions定義遏制行動(dòng)Step2第二步:

DefineContainmenCLASSACTIVITY#2–30min(LogSheet)

課堂活動(dòng)#2-30分鐘（記錄表）

BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#2–30min(LogStep3第三步:

DefineMaterialIdentificationPlan定義物料識(shí)別計(jì)劃Clearandeasilyidentifiable(Parts&Containers)清晰的，易于識(shí)別的（產(chǎn)品&器具）Identifiespartsindifferentcategories識(shí)別不同類別下的產(chǎn)品OKPartsthathavebeensorted已經(jīng)分類的合格產(chǎn)品SuspectPartsthatrequiresorting需要分類的可疑產(chǎn)品KnownBadParts已識(shí)別的不合格產(chǎn)品Questionableparts–awaitingdisposition有問題的產(chǎn)品-需要處置Step3第三步:

DefineMaterialIStep4第四步:

Scope&LocationofQuestionableStock

問題產(chǎn)品的范圍&位置WorkwithMaterialControlPeople和物料控制人員一起Identifythepartsandcreateaninventory識(shí)別零件和建立庫存Adjustinventory/feedback調(diào)整庫存/反饋Retrievethepartsthatneedcontainment召回需要遏制的零件 SpecialCustomers–LikeServiceParts特殊的客戶-備件 Speciallocationslikesecondaryprocessors特殊的位置-二級(jí)加工Step4第四步:

Scope&LocationStep4第四步:

DefineContainment/MaterialReturnPlan

定義遏制/物料召回計(jì)劃Suspectmaterialcanenter可疑物料能夠進(jìn)入Materialisevaluatedandcategorized物料被評(píng)估和分類Propertymarkedgoodmaterialcanexittofinishedgoods標(biāo)識(shí)為合格物料能夠到最終的成品Properlymarkedbadmaterialcanexittodisposal標(biāo)識(shí)為不合格物料進(jìn)入到處置Uncertainmaterialisheld不確定的物料隔離

Step4第四步:

DefineContainmenCLASSACTIVITY#3–30minTraceMultiple

課堂活動(dòng)#3-30分鐘追溯各類別產(chǎn)品BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving進(jìn)料檢驗(yàn)AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Containment遏制

Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#3–30minTraceStep5第五步:

DefineExitStrategy定義退出策略Materialremainsincontainmentuntilpermanentcorrectiveactionisinplace物料處于遏制狀態(tài)，直到永久對(duì)策實(shí)施到位Containmentcouldlastdays,weeksoryears.Thisisalluptoyourabilityandattitudetoaddresstherootcause遏制可以持續(xù)幾天、幾周、幾年。主要取決于找到根本原因的能力和態(tài)度UseContainmentasaformofcorrectiveactionvalidation–把遏制當(dāng)成糾正措施驗(yàn)證的一種形式resultshouldbe0結(jié)果應(yīng)該是0Materialisevaluatedandcategorizeduntilacertaintriggerismet物料被評(píng)估和分類，直到特定的觸發(fā)條件被滿足

(0defectsforacertaintimeframeaftercorrectiveaction)在糾正措施實(shí)施后，特定的時(shí)間段內(nèi)應(yīng)該是0缺陷

Step5第五步:

DefineExitStratCLASSACTIVITY#4–30min–Blind

課堂活動(dòng)#4–30分鐘-盲（帶上眼罩裝配）BUILDINGHONGBAOs建立紅包Supplier供應(yīng)商Receiving接受AssemblyCoinToEnvelope將硬幣裝進(jìn)紅包AssemblyNoteToEnvelope將標(biāo)簽裝進(jìn)紅包AssemblyTabToEnvelope將紅包的封上Warehouse倉庫Shipping發(fā)交Customer客戶CLASSACTIVITY#4–30min–BliBasicContainmentProcessFlow

基本的遏制流程BasicContainmentProcessFlowReview-ContainmentImprovementProcess

SuggestedSteps回顧-遏制改善流程建議步驟DefinetheAreaSetup定義區(qū)域設(shè)定 Workwithsuppliertoidentifytheareaandoutlineaplan.和供應(yīng)商一起識(shí)別區(qū)域并總結(jié)出一個(gè)計(jì)劃 IncludetheKeyElements包括關(guān)鍵要素Performthephysicalrearrangement

Inthecontainmentareawiththeappropriatepeople在遏制區(qū)域，有合適的人員Reviewthemethods

回顧方法 WorkwiththepeopletodefinethepracticesthatmatchwithCustomerneedsandCompanyexistingmethods和人員一起定義與顧客需求相匹配的實(shí)踐以及公司的退出方法AnalyzetheMaterialCaptureplansandmethods分析物料獲取計(jì)劃和方法

ThisisbestdonewithaMaterialControltypeperson.最好由物料控制人員來做DefineTools-TrainingDoTrackandMonitorReview-ContainmentImprovemeHowToActualize-ExampleContainmentAreaLayout如何實(shí)踐-遏制區(qū)域布局的案例GoodPartsONLY!!!!