QSB 中英文版(绝对实用)

- Prior to the audit check the last customer complaints focusing to the open ones. - Prior to the FR meeting ask if there are any significant internal issues. - Check the board if it contains above described external and internal issues. - Follow an issue from FR Tracking Board through the exit criteria confirming actions are in place & all the relevant documents have been updated. - Check few statuses if they are rated well based on their timing, judge few N/A items whether they do not need to close the issue.
Item
Requirement
Criteria of Requirement 要求标准
Look for
Comment
Fast Response 快速反应
1) There is a daily Fast Response (FR) meeting with cross-functional attendees and led by manufacturing. 这是一个由生产部领导，跨部门参与的每日快速反应会议。 2) The FR meeting is a communication meeting and timing is respected. 快速反应会议是一个沟通会，每个问题的各时间节点的变更（遏制、根本原因分析、纠正措施 、分层审核、措施验证等的完成时间）要慎重。 Daily leadership meeting held with cross3) All the significant external and internal issues are addressed. functional, multilevel attendees to address 所有的内外部重大问题都要通过快速反应会议获得跟踪。 significant external and internal concerns. 4) Natural owners are assigned to problems, next report out date is assigned. 每日召开跨部门、多层次的领导层会议，关注 会议领导需为每一个问题指定一个恰当的负责人，并规定好下次汇报日期。 内外部的重大问题 5) Meeting takes into account the production forecast and the quantity produced. 会议要关注影响生产，包括产量的事项。 6) Safety and near miss accident issues are reported out. 安全和险兆事故也要在快速反应会上汇报。 Attend on FR meeting. Observe: - led by manufacturing with cross -functional attendees, - how leader controls the FR meeting (keep timing max 10-20 minutes, focus on subject, not going to the details...), - environment is suitable (everyone can hear and see the meeting), - how issues reported out, - problem solving report format is used for report out and document the status of the issue. 应做到： 1. 成员准时参加FR会议。 2. 由生产部主导，跨部门成员参加。 3. 会议控制在10-20分钟左右。 4.会议的环境要适宜，确保每个人能够听到和看到。 5.必须为每一个问题指定一个恰当的负责人，并规定好下次汇报日期 。 6.规定一个问题解决的报告格式，用来汇报，和问题解决的进度。
Байду номын сангаас
应做到： 1. 操作员要知道如何上报发现的问题。 2. 要有一个问题上报的流程。 3. 班次间要有书面的交接班记录来传递生产和质量信息。 4.生产部领导要评审交接班记录，决定是否将问题上报到快速反应会 议上。
- Ask operators how they can escalate their issues. - Andon system or similar in place, if applicable. - Test andon's function and response to request (light boards, lamps, or audio signals work, support arrives soon). - Participate at shift change, check shift book and information shared.
应做到： 1. 优先讨论开放的最近的客户投诉。 2. 看板上要包括内外部和内部的问题。 3. 新问题和需要更新的内容需在会议前写到快速反应看板上。 4. 问题的状态要用颜色标识出来。
FR3
FR4
1) System in place to support respond to the concerns of the operator. 要对操作员的关注做出快速的反应。 2) Escalation process is defined in order to ensure that problems are quickly System is in place to ensure fast response to communicated to people who can help. 要定义一个上报流程，以确保遇到问题时能迅速沟通并获得支持。 operator's concerns and information flow 3) All information which can affect the next shifts have to be passed across and between shifts. 建立恰当的系统以确保快速响应传递到操作员 documented. 所有会影响下一个班次的信息要通过书面予以传递。 的关注，并在班次间传递这些信息。 4) Manufacturing leadership reviews shift book daily to verify proper containment or corrective action done, decides further escalation to FR meeting. 每日生产部部门的领导要评审班组的交接班记录验证恰当的遏制或纠正措施已实施，并决定是 否上报到快速反应会议上。 1) Standard process (PPSR, 8D or equivalent) used with a format that follows the core "6 Steps" of problem solving (1.Define, 2.Contain, 3.Root Cause, 4.Correct, 5.Validate, 6.Institutionalize). 采用标准化的问题解决报告格式（如 PPSR\8D或类似的），遵循问题解决的核心六步。（ 1. 定义， 2.遏制， 3.根本原因， 4.纠正， 5验证， 6.标准化） 2) Analysis process is developed and applied for all the customer returned parts. 对所有的客户退回品，开发并应用分析流程。 3) Problem Solving forms used across the plant for internal, customer and supplier A defined process for Problem Solving issues. including a standard for documenting the 对内部、客户及供应商的问题都采用标准化的问题解决报告格式。 tools used for root cause identification. 定义一个问题解决流程，包括如何标准化的识 4) Evidence of cross-functional team approach for solving problems. 别问题的根本原因。 采用跨功能小组的方式开展问题解决。 5) Tools for identifying root cause are applied (7 diamonds, 3X5 why to correct systemic issues, Fishbone Diagram etc.). 采用识别问题根本原因的工具。（ 7钻、 3*5Why、鱼刺图等）
FR1
FR2
1) Fast Response board is used for tracking of issues, being updated before FR meeting (board could be a dry erase board, laminated poster, Excel sheet projected by beamer etc.). 用快速反应看板跟踪问题的解决，并在快速反应会议之前予以更新。 2) Method of communicating problems to all Key Stake holders is defined (e.g. Quality Alert, Temporary Work Instructions, By-Pass Procedure etc.). 沟通问题的方法要明确。如质量警报 -NC单。 3) Exit criteria represent the core 6 Steps of problem solving (1. Define 2. Contain 3. Fast Response Board tracks all major Root cause 4. Correct 5. Validate 6. Institutionalize) including timing for each of the exit concerns with appropriate timing and exit criteria. criteria. 退出标准要包含问题解决的核心 6步法，每一个退出标准要有时间节点。 对所有重大问题建立恰当的时间节点和退出标 4) All the exit criteria are statused (Red, Yellow, Green), red items have a planned date 准，并通过快速反应看板予以跟踪。 to go green with next steps. Problems are not closed until all criteria is met. Overall status represents the worst condition or overall planned timing has been exceeded. 每一个退出标准要有状态标识（红、黄、绿），红色项要计划一个日期包括措施使之变绿， 所有的退出标准都是绿色，问题才能关闭，整体状态与最差的退出标准项状态一致。