Valeo - QRQC & PDCA FTA

nullnullQRQC Quick Response Quality Control Training for SuppliersQRQC Training for SuppliersQRQC Training for SuppliersWhy Valeo is requesting Suppliers participation? Valeo is deploying a Culture Change in all Sites world wide putting a lot of means and resources to improve This change is driven by a Top - Down education program from Top Management to all our teams In this scope, Suppliers as partners are key actors in our production chain and they are obviously included in this approachQRQC Training for SuppliersQRQC Training for Suppliers Lead QRQC meetings improving reactivity Facilitate the deployment of this culture change internally and request Valeo coaching Be more logical to solve problems Train your teams to apply the same principlesAfter this session participants should be able to:Success factors of this trainingSuccess factors of this trainingIf you don ’t understand something, please don ’t hesitate to request complementary explanations Participation is open to all people, please be active, share your experiences Open your mind and change your thinking way THIS IS THE WAY OF SUCCESFULQRQC Training for SuppliersOutput expectedOutput expected  Understand what is QRQC 理解什么是QRQC  How to do QRQC in Line and in Production? 如何在生产线上和生产中运用QRQC  Define On Job Training “OJT” program for Suppliers Top Management 为供应商的高层管理部门定义在职培训  How to capitalize from QRQC ? 如何从QRQC中受益 Output expectedOutput expected Understand what is QRQC 理解什么是QRQC  Why QRQC is required from Suppliers ? 为什么供应商需要QRQC Key word : What did you improve yesterday ? 昨天你们改进了什么 Concept : QRQC must be put in place to improve reactivity, Quick Response and efficiency of PDCA’s. It should be always done, based on San Gen Shugi 为了改善现状，快速反应， 和PDCA的效果，QRQC 必须运用 。必须基 于‘三现主义’。SAN GEN SHUGISAN GEN SHUGISan means “3” - Gen means “real” or “actual” - Shugi means “ideology“ San是3 – Gen是‘真实的’或‘实际的’- Shugi是‘思想，主义’ San Gen Shugi 三现主义 1. Real Place (Gen-ba) on shop floor在车间真实的地方（Gen-ba) 2. Real Parts (Gen-butsu) with real bad parts不合格品实物（ Gen-butsu） 3. Reality (Gen-jitsu) with data实际数据(Gen-jitsu) GenbaGenbaGenba is a very active person. Since he was young his mother thought he was very curious. Lively, it's hard for him to remain seated at his desk and when somebody tells him about a problem, he runs to the place where it is happening, searching and observing all real environment factors that may be contributing to it. What he likes most is leaving his desk, going to the problem place, evaluating all the factors using his legs and his eyes! Gen ba 是三兄弟的老大，他从小就是好动而充满好奇心的孩子，一旦有人告诉他什么新鲜事，他一定会马上离开座位，跑到现场靠双腿和双眼四处观察，评估各种因素对事情的影响。 Genba: The real place, where it happens, when it's happening Genba:现场，问题发生时，及时赶到现场。GenbutsuGenbutsugenbutsuWhen somebody gives him the part, OK! ... he analyzes, disassembles, tests, assembles again and tests everything again. For him it's essential to have the good and bad parts in his hands, touch them and understand what the customer thinks in order to help people to solve the problem. Gen butsu是老二，如果没有经过亲自核实，他从不轻信任何事。如果有人要他处理零件的问题，他总是要求拿到确实的零件亲自查看， Genbutsu doesn't believe any information without checking it. He's the middle brother and he's always suspicious about everything. He must see and touch the part to believe it. When somebody wants him to see the problem he always asks: "I want to see the real part", otherwise he doesn't even start talking and refuses to continue.否则他拒绝做任何论断。一旦有人给他一个零件，他一定会亲自分析，测试，拆开再组装，他要亲手摆弄合格的和不合格的零件，考虑顾客的想法从而着手解决问题。 Genbutsu: Real good and bad parts Genbutsu:现物，合格的与不合格的都要得到GenjitsuGenjitsuGenjitsu is a very methodical person. The youngest brother, he was always very clever and he likes to play with numbers and to write. He used to enjoy drawing lines and columns and his mother found out that these drawings were graphs.For Genjitsu, it's important to know where the problem is, how and when it happened and if it is possible to anticipate when it will happen again. Acting like this it's possible to solve anything, to make any change and to avoid the reoccurrence of any problem!Genjitsu: Real data Genjitsu:现实，得到真实的数据If there is a problem to be solved he starts searching for data, recovering registers, graphs and reports, making tests again, "I don't want to GUESS, I want to be SURE!"Gen jitsu是三兄弟里最小的，他相信通过计算得到的数据。他从小就喜欢画些条条框框，他妈妈惊奇地发现他原来是在学习画图表。一旦有问题发生，他总是收集数据，查看 记录 混凝土 养护记录下载土方回填监理旁站记录免费下载集备记录下载集备记录下载集备记录下载 ，重新测试，绘制图表、 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 。他总是说‘我不去猜测，我要确切的结果’。他尝试弄明白问题怎么会发生，什么时候发生，是否可以预期下一次再发生。他尝试各种方法，避免问题再次发生。 null Before talking QRQC : Let’s be aware of our situation and weaknesses Let’s change our thinking way Understand QRQCTHIS IS HOW WE CAN SUCCEED!null Thierry Morin commented : On 01/02 : “Quality is one of the biggest weaknesses of our Company” On 07/02 : “We will change our Culture, based on San Gen Shugi” On 10/02 : “Every site needs to apply QRQC and San Gen Shugi”WE NEED TO USE QRQC ! Understand QRQCnull(Strategy) Management Skill(Structure) Quality Control and System (System) Post Mortem AnalysisReactivity Depth analysisValeo‘ s VoiceAnalysis Recurrence of incidents Understand QRQC Quick Response Quality Control FTA (Factors Tree Analysis) nullQRQC is not a tool/system: it is a Quality Culture that will be applied in every area (Industry, Projects, Suppliers)QRQC 不是一个工具／体系：它是一个在每个领域（工厂，项目，供应商） 都可以运用的质量文化 Understand QRQCnullISHIKAWA5 WhysFTARed Box ControlManagementPDCAQRQC5 WhysSan Gen ShugiGROUND Understand QRQCSuppliers Managementnull. . .Applying “Genjitsu” means being realistic, not idealistic. “Genba” means going out on the shopfloor to discover the real root causes of problems. And “Genbutsu” refers to real parts, and the way of dealing with non-conformance. One of our first priorities should be “red box” control, that is to say focusing on defective or rejected parts to find the root cause and see what works and what doesn’t. We must use non-conformance parts to learn how to improve and achieve Total Quality. 我们最主要的事情是‘红盒子’，就是说集中于缺陷或不合格品，找到根原因并看什么能起作用，什么不能。我们必须通过了解不合格品来学习到如何提高和达到全面质量。 I have only two methodologies: my eyes and my legs. These are all I need to see, to judge, to consider, to decide. This is the basis of “SanGenShugi”. . . 我只有２个方法：我的眼睛和我的双腿。有许多我所需要看的，要判断的，要考虑的，要决定的。这是‘三现主义’的基础。 (Kazuo Kawashima, Valeo Group Quality Director Valeo Info, June, 2002) Understand QRQCnullContinuous improvement but still one incident / day / plant Understand QRQCnullSuppliers root causes represent 19 % of Customer Claims Understand QRQCCustomer ClaimsSuppliers C1 IncidentsOutput expectedOutput expected  How to do QRQC in Line and in Production? 如何在生产线上和生产中运用QRQC Apply every day QRQC principles 每天应用QRQC原则 Key words : Red Box, Auto Quality Matrix (AQM) 红盒子，质量自控矩阵 Concept : Daily action and training = On Job training 每天的行动和培训=在职培训nullAPPLAUDE同意 OR REQUEST MORE DATA要更多数据 APPROVE批准LISTEN AND UNDERSTAND听并理解 COACH USING用三现主义学习 SAN GEN SHUGI! How to do QRQC?EDUCATE… EDUCATE… EDUCATE… THIS IS DAILY ON JOB TRAINING! (OJT)null How to do QRQC in Line ?QRQC Line makes ACTIONS to solve problems immediately现场QRQC立即采取行动解决问题null How to do QRQC in Line ?Who attends ? :谁参加 Supervisor and Team Leader 主管和领班 WITH Operators and transversal functions involved 工人和相关人员参与 What ? :什么 Treat problems of the line 解决生产线上的问题 When ? :什么时候 Each time a problem happens on the line, after stopping the line or at the end of each shift 每次在线上发生问题， 停止生产线或在每班之后 - Extended 5mn meetings to make lessons learn of the day 在5分钟会议上总结教训 How ? :如何 Using a simple paper board near the line (Quick Response Action Plan board) : 靠近生产线的地方用个写字板　（快速反应 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 板） What is the problem ? What is the root cause ? What is Counter Measure? What is Expectation ? Responsible ? Date ? 什么问题？ 根原因是什么？ 什么临时的措施？ 什么是希望的责任人？ 完成时间？null How to do QRQC in Line?Use a simple paper board, near the line. It is filled by hand by team leader or supervisor, with operators 在生产现场用一个简单的书写板。 小组组长或主管和操作工一起手写null How to do QRQC in Production ?Production QRQC ASSIGNS actions for main problems that are not solved at line level, in presence of management 生产中的QRQC 对于在生产线未解决的主要问题进行任务分配null How to do QRQC in Production ?Who attends ? :谁参加 APU Manager and APU Quality 工段长和工段质保 Plant Manager & Quality Manager, for Customer Claims 厂长和质量经理 Supervisors 主管 Method, Maintenance 工艺，维修 Others as required : SQA, Project, Logistics… 其他人，如需要：SQA, 项目，物流…… Contents : 内容 财务内部控制制度的内容财务内部控制制度的内容人员招聘与配置的内容项目成本控制的内容消防安全演练内容 Review impact of yesterday’s actions　 审查昨天的行动的影响 Review 3 most important problems of the Production (Choice done by Production Manager, Importance is based on criticity, complexity, recurrence and quantity of parts) 审查生产中３个最主要的问题（生产部经理的决定，根据严重度，复杂度，频度和产品的数量） When ? :什么时候 Every day 每天 How ? :如何做 Using presentation boards with following information : 用带有以下数据的信息板 Action rules 行动规则 Quality consolidated results of APU　工段上质量巩固的数据 Results split by APU’s : for each APU, have every day result of the month, and monthly results 工段的数据：每个工 段的日报，月报。 Assignment sheets for 3 main concerns　３个最主要问题的任务分配表 Answers to 3 concerns　３个主要问题的回答 Confirmation system and knowledge sharing 确认系统和知识的共享Check time ! (30’)null How to do QRQC in ProductionRules that explain the organization of APU QRQCHave defective parts availablePPM Data A PPM Data BPPM Data A PPM Data BPPM Data A PPM Data BPPM Data A PPM Data BPPM Data A PPM Data BLine 1: OKProduction sectionLine 3 : OKLine 2 : OKLine 4 : NOKPbm 1Pbm 3Pbm 2Consolidated data of APU by shift Data A: data per month Data B: Data per day of monthConsolidated data of line by shift Data A: data per month Data B: Data per day of monthProblem Answer with assignement sheetGeneralization CapitalizationnullAPU QUALITY SELECTS ISSUES AND REGISTER THEM PRIOR TO QRQC: A) SAFETY ISSUES B) CUSTOMER COMPLAINTS C) LOSS OF COMMERCIAL VALUE D) OTHERA) SAFETY ISSUES = ACTUAL OR RISK OF… 1 HUMAN BEING DOMMAGE 2 VEHICULE DOMMAGEB) CUSTOMER ISSUES = ACTUAL OR RISK OF… 1 OFFICIAL CUSTOMER COMPLAINT OR RESIDENT ALERT 2 LINE RETURN (3 WARRANTY RETURN)C) LOSS OF COMMERCIAL VALUE PARETO OF INTERNAL PROBLEMS, RANKED BY COST ADD ONLY IF LESS THAN 3 OPEN ASSIGNMENTFILL-UP CRITICITY LEVEL How to use Assignment sheet ?nullINSERT DRAWING OR PICTURE (IF PICTURE REALLY SHOWS SOMETHING…)BE AS ACCURATE AS TRACEABILITY ALLOWS IT1, 2 & 3 MUST BE FILLED AFTER DISCUSSING WITH OPERATORSPROPOSE ASSIGNMENTAPU QUALITY SIGNS How to use Assignment sheet ?PROPOSE MAX DATE FOR ANSWERnullMUST ASSIST: APU MGR APU QUALITY SUPERVISOR METHOD MAINTENANCEAPU MGR APPROVALAPU QUALITY PRESENTS ASSIGNMENT TO QRQC MEMBERSMIGHT ASSIST PLANT MGR PLANT QA MGR PURCHASING MGR PROJECT MGR LOGISTICSTHE PROPOSED ACTION CAN BE IMPROVED IN QRQC USING EVRYBODY’S KNOWLEDGE How to use Assignment sheet ?nullINSERT DRAWING OR PICTURE (IF PICTURE REALLY SHOWS SOMETHING…)PROVIDE DETAILED CONCEPT OF CORRECTIVE ACTIONPROPOSE IMPLEMENTATION DATE How to use Assignment sheet ?TECH MGR ANALYZE AND PROVIDE ROOT CAUSE AFTER DISCUSSION WITH OPERATORSnull How to use Assignment sheet ?nullFILE IS REFLECTING THE CORRECTIVE ACTION AND IS COHERENTPROCESS IS MODIFIED PROPERLY ON THE FLOORCLEAR VISUAL AIDEQUIPMENT IS MODIFIEDOK or NG (NOT GOOD)AS SOON AS POSSIBLE AFTER IMPLEMENTATION (MAX 1 WEEK AFTER) VERIFICATION BY APU QUALITY How to use Assignment sheet ?nullONE MONTH AFTERREACT IF ACTION IS NOT SOLVING THE ISSUE How to use Assignment sheet ?null2. Define control points3. Verify the standard (technical specifications, data with tolerances, etc.)5. Compare the real data and measurement versus the standard.If there is a difference between the real data and standard, we must consider this as a POTENTIAL cause which will be analyzed by using the 5 Whys1. Define main influent Factors based on 4M’sWhy the problem happened ?4. Check real value and data, based on San Gen Shugi principles. How to use Assignment sheet ? Reminder: Main Activity – FTAIdentify most important factors related to problem Search for standard Measure or observe reality NO IMAGINATION, FACTSnull Example on Shop floorLet ’s go to Gen-ba ! : Plant QRQC Observation of QRQC example + Videos Output expectedOutput expected  Define On Job Training “OJT” program for Suppliers Top Management 为供应商的高层管理部门定义在职培训 Why do you need to do “OJT” 为什么需要QRQC Key words : Relationships, Learn from Gemba, Applaud 关系，从现场中学习，赞同 Concept : Motivation, Promotion 积极，促进nullMake On Job Training 进行在岗培训  On Job Training “OJT” program for Suppliers Top Management Targets are :Learn from Gemba 从现场学习nullOJT program has to be organized by Suppliers Top Management who informs team leaders / supervisors some weeks before Rules are : Every day (not necessarily in same plant) 1 line 1 subject 1 Question : “What did you improve yesterday ?” Use presentation method in the line as San Gen Shugi Culture (PDCA with FTA) On Job Training “OJT” program for Suppliers Top ManagementOutput expectedOutput expected  How to capitalize from QRQC ? 如何从QRQC中受益 Valeo Expectations and next steps 法雷奥期望和下步行动 Key word : Commitment 承诺 党员整改承诺书工程质量保证服务承诺书供货时间与服务承诺方案食品安全承诺书我公司的设计优势和服务承诺 Concept : Application of QRQC principles to process Valeo claims and request Valeo coaching to improve together在Valeo过程出现异 常时，运用QRQC, 并且要求法雷奥培训，一起提高。null How to capitalize from QRQC ? Capitalization is done through : Post Mortem Analysis : through real One Problem to find out common weakness事后分析：通过问题查处一般弱项 　 FMEA should be improved by PDCA analysis 通过PDCA分析改善FMEA Production QRQC (for transversal activities with other networks: Quality, Production, R&D, Purchasing, Logistics, etc.) 生产QRQC（相关部门的参与：质量，生产，研发，采购，物流等） Top management Involvement 高层管理部门的参与 nullQRQC will be deployed in several steps. We propose a deployment in all of your sites at the same time to ensure a consistent culture change. When Step1 will be effectively achieved, we will coach suppliers to achieve Step 2, up to the deployment of full QRQC roadmap. Step 1 objectives are: > to involve management daily in the problem solving process > to increase detection, information, analysis and verification abilities > application of QRQC principles to process Valeo claims The objectives of next steps will be: > to better stabilize improvements > to increase capitalization ability > Make Quality Assurance (QA) matrix to validate the percentage of efficiency of action plan  How to capitalize from QRQC ? Steps of QRQCnullThese steps are made for Production level. Similar steps will be done for line or Plant levelStep 1: establishing QRQC at Production level (Valeo example) How to capitalize from QRQC ? Steps of QRQCWhat are VALEO expectations from suppliers ?Application of QRQC principles to process Valeo claims Request Valeo coaching to improve togetherWhat are VALEO expectations from suppliers ?What do you have to put in place tomorrow in your Plants?What are VALEO expectations from suppliers ?A systematic and rigorous practice of Quick Response PDCA in case of Valeo claim or quality incident Answer in 24h max. => Validation: next quality problem An analysis of root causes according to the FTA methodology Relevant action plans associated must ensure elimination of them Validation: work together with PQA teams during their visits Suppliers / VALEO work on the shopfloor and be the San Gen Shugi sponsors Have quality improvement actions on the shopfloor with a Plant follow-upWhat are VALEO expectations from suppliers ?What do you have to put in place tomorrow in your Plants?nullSan Gen Shugi　三现主义Will you do it?你愿意做吗？PDCAFactor Tree Analysis故障树分析QRQCConclusion