福特汽车的生产制造

Body
RY G G G G
Y G
Y
G G
Paint
RYG G G G G
G G
Final
RY G G G G
G Y
Y
PDA / NOVA-C
RY G G G G
G G G
G G
QOS 總表- 2/3 QOS Area / Element R/Y/G Ratings
VO QOS / QITD Area / Elements
• Reward and Recognition • Training and Feedback • Partnership with Unions, Dealers and
Is
Suppliers
Job #1
6-SIGMA
Data Driven Decision Making
• Define, Measure, Analyze, Improve, Control • Design for 6-Sigma • Common Problem Solving Language & Tools • High Quality, High Velocity Improvements in Business Results
4. 新車試作階段之流程管制
企業永續經營追求永續利潤 ~由環境保護創造利基
壹、公司簡介 貳、企業永續發展、經營策略 參、利潤與生態雙贏策略 肆、企業公民：整合性產品策略、綠色製造策略 製造流程及污染防治成效說明績效說明 - 執行理念與策略 - 工廠環境管理現況(綠色生產力) - 執行情形 - 具體成效(環保績優獎項) 五、結語
Operating System • TGW Reduction / VRT / SAQ • TGR / Kano Model (to be covered by Knight in
detail)
3 Pillars of Ford Quality Is Job#1 Strategy
Drive Process
顧客滿意
Customer is Job No.#1 TGW/TGR/CV-Sales/CV-Services Delighted Customers Consumer Driven Life Cycle Satisfaction Loyalty
1. 企業競爭與觀念變革 2. 福特生產系統之概念 3. 精實製造基本觀念 4. FPS 系統介紹與展開 5. FPS小組活動 6. FPS小組活動推行績效 7. 結語
工廠工程 & 維護 大綱
FTPM定義 ECPL動力上鎖簡介 FTPM系統介紹 TEM (Total Equipment Management) FRACAS簡介 Q&A
RY G G
G Y
新車上市控制計劃 課程內容
1. 製造處 “前瞻工程部” 新車導入職掌介 紹現行車輛生產流程暨製程管制
2. 新車上市前生產可行性評估及成本分析 (feasibility study & cost analysis)
3. 新車上市之製造計劃 (Manufacturing Launch Plan)
Outline
Quality level What is Six sigma? Why we need Six sigma? Development and Deployment strategy How Six sigma merges into our daily
business?
G
VRT/VFG
Tool Verification
Incom ing Material
Process Control / Build & Inspection Pr oce s s
Repair System Quality Acceptance Cr ite r ia
G
G
G
G
G
27 Rec'g / Insp
Responsibility Model Line-Up Complexity Production Schedule and Release MP&L Exterior and Internal
Logistics Common Material Management
System
福特生產系統 內容大綱
2001
2002
Current Obj
12% 83% 80%
188 530 600
29 151 137
0 36
120
1.2 3.4
3
21 81
63
44 38
84
2.9 2.2
4
Introduction of FLH MP&L 介紹內容
Ford Production System and Vision, MP&L Mission, Role and
3 sigma 4 sigma
5 sigma
6 sigma
我們的機會
利潤
利潤
獲利減少 *COPQ
利潤 COPQ
行政,製造, 或運輸 的成本
理論上的 成本
理論上的 成本
利潤
COPQ
理論上的 成本
哪一種比較有利??
*COPQ: Cost Of Poor Quality(劣質成本)
目標
Year
Projects from S.A.Q Green Belts Green Belt projects opened Green Belt projects closed Projects on hands per Black belt Black Belt projects opened Black Belt Projects closed Each Black Belt Projects closed
13 Squeak & Rattle
Water (20 m inute
14 soak) 15 M-10 Program 16 CBT (PDI or Final)
New QITD Area / Elements PIC (Product
17 Inform ation Center) 18 QVS Quick VIMS
•Vehicle Quality
(High & Low Time-In-Service) •Customer Satisfaction •TGW •Warranty •Residual Value
•Sales & Service Satisfaction
•Elimination of Waste
Ford Lio Ho Quality Resolution Flow Diagram
Process Control / Build & Inspection
5 Process 6 Repair System
Quality Acceptance
7 Criteria
8 Weld Surveillance 9 Dim ensional Control
10 Torque Assurance 11 FCPA 12 Wind Noise
福特汽车的生产制造
生產製造概論
品質系統 新車上市控制計畫 環境保護 Six Sigma 物料規劃與運籌 福特生產系統/工廠工程 & 維護 顧客滿意
品質系統
• Total Quality Excellence – Company Policy Letter No.1.
• Brief History of FLH Quality Management • Quality Arrow (Quality is Job#1) • QS-9000/ISO 14001 System / Quality
19 Control Pt/Tip Level
20 Ultra Sonic
21 Air Leakage Test
Body
RY G
R
Joint Quality Com m ./Mgm t. Quality
22 Com m .
Paint
RYG
Final
RY G
R
PDA / NOVA-C
RY G G G G
Order to Delivery
Sales & Service Certification System
Suppliers
QUALITY LEADERSHIP INITIATIVE
Engage All Employees
Quality Plan Do Check Act
• 9 Leadership Principles
G G
G
6-Sigma 23 Methodology
TBD
TBD
TBD
QOS 總表- 3/3ቤተ መጻሕፍቲ ባይዱ
QOS Activity / Element R/Y/G Rating
24
25
26
VO e-QOS El ement
APQP
RY G
MC
RYG
PVT
RY G
Tim e & Data Mgm t.
G
G
G
Variability Reduction
Sigma Level 與合格率的關係
Sigma Level
2 3 4 5 6
在1.5s 的長期偏移量下 每百萬不良數 合格率
308,537 66,807 6,210 233 3.4
69.15% 93.32% 99.38% 99.98% 99.99966%
挑戰—為什麼大多數的企業在
3~4 Sigma?
QOS 總表- 1/3
QOS Area / Element R/Y/G Ratings
VO QOS / QITD Area / Elements
1 Tim e & Data Mgm t.
Variability Reduction
2 VRT/VFG
3 Tool Verification
4 Incom ing Material
大多數的企 業能力
•沉醉過去的成就(不再挑戰)
障 •靠檢驗及檢修 礙 •依賴嘗試錯誤法(經驗)
•救火式的解決問題(頭痛醫頭) •缺乏數據 •部門間互相的推卸 •官大學問大
3 sigma 4 sigma
5 sigma
6 sigma
挑戰—超越障礙
那些動力可以躍越障礙?
障 礙
大多數的企 業能力
深信我們還有進步的機會 相信方法論 接受挑戰現況 導入新的技術,工具及手法 領導管理階層的態度—改變 實事求是的行為表現
Deliver Results
QUALITY OPERATING SYSTEM Performance to Standards
Ford Motor Company QOS
Future Customers
Product Creation
FPDS
Launch
Current
Customers
Current Model FPS