QRCI training 普及版中英文

Introduction to QRCI
- 质量问题的快速反应
Agenda 目录
1. Requirements for a performing problem solving

解决问题的必要条件
2. Introduction to QRCI / QRCI 介绍
3. QRCI Behaviors / QRCI 行动
4. QRCI Tools / QRCI 工具
5. QRCI Organization / QRCI 组织
6. How to deploy ? 怎样开展？
ISBG RSA Division Comittee 2005 02 18

Property of Faurecia - duplication prohibited 2
1. Requirements for a
performing problem solving
解决问题的必要条件
Brainstorming 头脑风暴
1. What is the Manager's role in problem solving ?

问题解决过程中管理者的作用是什么？
3 post-it / person 每个人列出三条
2. What are the key points for an effective problem

solving ? 有效解决问题的关键是什么？ 3 post-it /
person 每个人列出三条

2. Introduction to QRCI
QRCI 介绍
 2 Examples 两个例子
 History 历史
 Definition 定义
2 different approaches to tackle an issue
2 种不同的方法去解决一个问题
1. A first approach to problem solving

第一个解决问题的方法
• Key points 关键点
• Assess efficiency + speed 评估效率和速度
2. A second approach to problem solving

第二个解决问题的方法
• Key points 关键点
• Assess efficiency + speed 评估效率和速度
3. Summary 总结
History 历史
• Invented by Nissan in the 90‘s 90 年代由尼桑公司创造

 1. Real-time data collection, processing and dissemination,
 实时的数据收集、处理及分发
 2. Regular reviews (shift, day) at fixed time to share info, clarify
responsibilities and launch reactive actions
在固定的时间定期（班、天）回顾并分享信息，明确职责并启动行
动计划
• Adopted by Valeo in 2002 2002 年被法雷奥采用
 Target : change company culture, 目标：改变公司文化
 Focus on management‘s role: coaching and monitoring 关注
于管理层的作用：培训和监控
 Focus on standards 注重标准
• Also adopted by Renault, PSA, Philips… 也被雷诺、标致雪铁龙、飞利浦等公
司采用
 Decision to launch QRQC at Faurecia worldwild from 2005 决定在佛吉亚
启动 QRQC
From QRQC to QRCI, Quick Response Continuous Improvement 将
QRQC 改为 QRCI.
QRCI in brief
QRCI 摘要
QRCI IS NOT a new quality tool 不是一个新的质量工具

It is a MANAGEMENT culture 它是一种管理文化
To solve ANY KIND OF ISSUE 可以用来解决任何类型的问题
On the SHOP FLOOR 在车
间
With reviews at given time and with given attendance
在固定的时间与固定的人员共同回顾
 Behaviors 行为
 Tools 工具
 Organization 组织

3. Behaviors 行动
 6 Key Points 6 个关键点

 Standards 标准
 A daily check-list 日常检查清单
The 6 Key Points 6 个关键点
1. REAL PLACE 真实的地点 Go to the place where it happens

到问题发生的地点去
2. REAL PARTS 真实的零件 a bad part vs. a good part,
produced in the same conditions 将在相同生产条件下生产的坏
零件与好零件进行对比
3. REAL DATA 真实的数据 Speak with data, compare to standards
用数据说话，与标准对比
4. QUICK RESPONSE 快速反应 Respond at defect, do right away 对
缺陷做出反应，立即去做
5. LOGICAL THINKING 逻辑思维 To find out root cause 找到根本原因
6. ON JOB COACHING 在职培训 Train, Monitor, Support, congratulate 培

训、监控、支持、祝贺
Speak with data - What is the standard ?
用数据说话－标准是什么？
What are the main Standards, what for 标准是什

causes for our quality 么 ?
problems 我们质量问题  Train newcomers 新员工培训
的主要原因是什么 ?  Check work conformity 检查工作是
否符合标准要求
1. Drifts from existing standards  Prevent recurence 防止再现
偏离标准  Measure performances 业绩考评
2. Inexistent /  Capitalize know-how 经验标准化
not well defined standards
不存在标准或者标准不合适
Best : visual management

for respect of standards
实施可视化管理是最好的尊重标准

A daily check-list 日常检查清单
 Did I learn something 我学到了什么 ?

 Did I teach something 我传授什么给别人了吗 ?
 Did I congratulate somebody 我祝贺别人了
吗?
 Did I improve something 我改进了什么 ?

4. Tools 工具
 Paper boards 纸板
 FICS 因素调查及遵守标准
 Is / Is not & Differences 是 / 否及差
异
Paper boards 纸板
2 simple paper boards 纸板的两个样板
With Support Functions 支持职能

By supervisor,
With Gap leader By UAP Mgr,
And operators With supervisor
工段长和 GAP 组长 Filled in and GL
及操作工使用 By hand 生产部经理和工段长
用手填写及 GAP 组长使用
Quality is to be managed on the shop floor, not in front of a PC or in a meeting room

质量应该是在车间的管理，而不是在电脑前或会议室内 !

Paper boards 纸板
Do not attack ALL problems at

the same time
不要同时攻击所有的问题
Start with Priorities ! 从

最重要的开始！
Line QRCI : Paperboard 生产线 QRCI ：纸板
1. Problem N° 问题编号 , Who 谁 , When 何

时
2. Problem description 问题描述
3. Causes identified 原因识别
4. Action decided 行动计划的确定
5. Champion / Responsible 支持者及负责
人
6. Date committed 忠于承诺的期限
LINE /GAP 7.From
Checkthe original paperboard
检查
QRCI
evolved to new version format for
Property of Faurecia - duplication prohibited
operator more easy to fill in  16
S u b je c t :
C B o a rd Te a m :
M e e t in g D a t e s :
P r o d u c t(s ) / R e fe r e n c e (s ): 8 D n °:
UAP : QRQC Board
生产部： QRQC 板
W h a t is t h e p r o b le m ? W h o d e t e c t e d / c r e a t e d it ? W h e r e w a s it d e t e c t e d / c r e a t e d ? H o w w a s it d e t e c t e d / c r e a t e d ?
D 1 . W h e n a n d h o w m a n y ? + T a rg e t D 7 . N C p a r t s f o llo w - u p ( o n e m o n t h m in i)
D 8 . L e s s o n s le a r n e d
W h o D a te
8D methodology8D 方法 ,
O b je c t iv e s m e t
O p e r a to r s
in f o r m e d
W o r k s t a t io n
on one single sheet 在一个

d o c s . u p d a te d
F M E A u p d a te d
C o n tro l P la n
u p d a te d
单独的表格上 ,
D e s ig n s td
D a te
u p d a te d
Q S S re p o r t in g
la t i o n s h i p b e t w e e n a c t i o n s c a r r ie d o u t a n d i n d i c a t o r
P la n t M g r
on the shop floor 在车间

V a l id a t io n
D 2 . R is k s o n s im ila r p r o d u c t s o r p r o c e s s e s D 3 . C o n t a in m e n t A c tio n s
A c tio n P ilo t D e a d lin e C h e ck
F a c t o r In v e s t ig a t io n a n d C o m p lia n c e t o S t a n d a r d D 4 to D 6 : A c t io n P la n fo r in v e s t ig a t io n a n d c o u n t e r m e a s u r e s
Lessons learned 学到的经验

F a c to r C o n tro l S ta n R e a l O K O K A c tio n P ilo t D e a d lin e C h e ck
P o in t da rd re a l s td
Tracking Chart 跟踪图
Action Plan 行动计划
FICS Analysis
O = O K , X = N O K ,  = d o u b t V = V e r ify "What is the standard ?“
FICS 分析“标准是什
W h y? V W h y? V W h y? V W h y? V W h y? V

么？”
FICS : Factor Investigation and Compliance to Standard
and Is / Is not “ 因素调查及遵守标准”和“是 / 否”
FICS Is 是 / Is not 否
For non-detection then for occurrence, list- Use comparisons to find hints
up likely factors 比较找到的线索 :
(based on Ishikawa Analysis) 对于未察觉而发生
的事件，列举所有可能的因素（基于鱼刺图分析） - watch the parts 观察零件 ,
 For each factor, identify control points compare good and bad 将好坏
(or measurables) 对于每个因素，识别控零件进行对比 ,
制点或测量点
 For each control point 对每个控制点 ,
- Describe the problem (D1) in
terms of is and is not. 用术语描
 What is the standard 标准是什么 ?
述问题“是”或“否
(speak with data 用数据说话 )
 What is the real situation 实际情形是 -
Make comparisons 做比较 !
怎样的 ?
(speak with data 用数据说话 ) - between shifts 班次之间 ,
1st judgment 第一次判断 : - between operators 操作工之
Reality vs. standard 实际情况与标准对比 (O, 间,
X, ) ? - between before and after 前后
2nd judgment 第二次判断 :
之间 ,
Standard OK 标准正确 ? (O, X, )
 If judgment (O,O), launch 5 why‘s 如果判
- between products 产品之间 ,
断 (O,O), 启动 5why 分析 - between machines 设备之间
Property of Faurecia - duplication prohibited … 18
5. Organization 组织
 Principle 原则
 Gap / Line QRQC GAP/ 生产线 QRQC
 UAP QRQC 生产部 QRQC
Principle 原则
 Response at defect 对缺陷做出反应
 Formal reviews 正式回顾

– With a fixed schedule 正式表格 ,
– Led by production 生产部牵头 ,
– With support functions 支持职能人员参与
– In front of management 管理在前
At Line/GAP, UAP and Plant level

在 GAP ，生产部和工厂级别
QRCI organization QRCI 组织结构
QRCI for problem solving
Plant Top 5 工厂的班前会
针对问题解决的 QRCI
QRCI reviews QRCI 回顾 Daily 每天

to monitor 监督
Plant 工厂 Customer claims under control
to coach 指导客户投诉
to support 支持
UAP UAP QRCI Review
UAP QRCI UAP QRCI 回顾
Recurrence, complex problem
重复发生和复杂的问题 Weekly 每周
Daily 每天 Leader: UAP manager UAP 经理领导
Leader: UAP manager UAP 经理领导 Coach: Plant manager 工厂经理指导
Team: Supervisors & support functions Participants: Team 一个团队参加
团队：工段长和支持部门
Line QRCI Review
Line 生产线 Line QRCI 生产线的 QRCI
Simple problem 简单的问题
生产线 QRCI 回顾
At defect, analysis and quick response
At every shift-end 每班结束
针对缺陷的分析和快速反应
Leader: supervisor 工段长回顾
Leader: Supervisor 工段长领导
Coach: UAP manager UAP 经理指
Team: GAP Leader, operators & support functions
导
团队： GAP 组长，操作工和支持部门
Participants: Team 一个团队参加

Line QRCI 生产线 QRCI
 Response at defect, with operator

(if required, stop the line to freeze
conditions)
和操作工一起对缺陷做出反应（如果
必要，停线，保护现场）
 Be quick 快速
 Fill in paper board 填写在板子上
QRCI Review QRCI 回顾 :

•Supervisor, support functions + UAP
Mgr 工段长，支持职能人员 + 生产部经 + Feedback to
理
operators
• Review of pending actions during top 5
回顾没有完成的行动计划在班前会上反
• New issues 新问题馈给操作工
(1. Customer 顾客 , 2. Quality wall 质量墙 ,
3. Final control 最终控制 , 4. Red bins 红料
) RSA Division Comittee 2005 02 18
箱ISBG
UAP QRCI 生产部 QRCI
If recurrence 如果问题重复发生 ,
If complex problem (root causes not clarified within 24 hours)
如果问题较复杂（在 24 小时内没有找到根本原因）
THEN OPEN A UAP QRCI 那么就开始进行生产部的 QRCI
 UAP‘s 3 most important problems

生产部内 3 个最重要的问题
 Led by UAP Manager, with
supervisor and support functions
生产部经理领导，工段长及支持职能
人员协助
 Weekly review by Plant Manager
工厂经理每周评审一次
6. How to Deploy 怎样展开 ?
Key Success Factors 成功的关键要素
 Involvement of Management at each level ： BG,

Division, Plant, UAP
每个级别管理层的参与：集团、分部、工厂、生产部
 OHP in place 人员的组织结构合理
 Plant Managers must personally lead the process
工厂经理必须亲自领导整个过程
 Real-time quality indicators in place 有实时的质量指标
 Coaching (QSE, Division) 培训（ QSE ，分部）
 Discipline 纪律 :
 Methodology 科学的方法
 Punctuality 准时
 Attendance 参加
QRCI Material QRCI 素材
 Material 素材
 QRCI Video (DVD‘s) QRCI 录像
 QRCI boards (intranet) QRCI 板
 QRCI Guide (EE /QSE) QRCI 指南
 Problem Solving Guide 问题解决指南
 Self-audit grid 自审表格
 Training 培训
 QRCI Problem Solving Tools training QRCI 问题
解决工具的培训
 1-day / 2-day module 1 天或 2 天的培训

How to deploy ? 如何开展？
FACTORS FOR
QRQC APPROACH DEPLOYEMENT
 List positive and negative factors
涉及 QRQC 开展的因素列出有利和不利的因素
N° WEIGHT NEGATIVE 不利的 POSITIVE 有利的
 Propose actions to counter
序重要性
号
negative factors / to build on
positive ones 正对不利的因素列
出行动计划，建立积极的因素
。
 What will be your personnel

contribution ? 你个人的贡献是
什么？


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Introduction to QRCI

1. Requirements for a performing problem solving

ISBG RSA Division Comittee 2005 02 18

1. What is the Manager's role in problem solving ?

2. What are the key points for an effective problem

ISBG RSA Division Comittee 2005 02 18

1. A first approach to problem solving

2. A second approach to problem solving

• Invented by Nissan in the 90‘s 90 年代由尼桑公司创造

QRCI IS NOT a new quality tool 不是一个新的质量工具

ISBG RSA Division Comittee 2005 02 18

 6 Key Points 6 个关键点

1. REAL PLACE 真实的地点 Go to the place where it happens

6. ON JOB COACHING 在职培训 Train, Monitor, Support, congratulate 培

What are the main Standards, what for 标准是什

Best : visual management

ISBG RSA Division Comittee 2005 02 18

 Did I learn something 我学到了什么 ?

ISBG RSA Division Comittee 2005 02 18

With Support Functions 支持职能

Quality is to be managed on the shop floor, not in front of a PC or in a meeting room

ISBG RSA Division Comittee 2005 02 18

Do not attack ALL problems at

Start with Priorities ! 从

1. Problem N° 问题编号 , Who 谁 , When 何

on one single sheet 在一个

on the shop floor 在车间

Lessons learned 学到的经验

Tracking Chart 跟踪图

Action Plan 行动计划

ISBG RSA Division Comittee 2005 02 18

 Response at defect 对缺陷做出反应

 Formal reviews 正式回顾

At Line/GAP, UAP and Plant level

QRCI reviews QRCI 回顾 Daily 每天

ISBG RSA Division Comittee 2005 02 18

 Response at defect, with operator

QRCI Review QRCI 回顾 :

THEN OPEN A UAP QRCI 那么就开始进行生产部的 QRCI

 UAP‘s 3 most important problems

 Involvement of Management at each level ： BG,

ISBG RSA Division Comittee 2005 02 18

 What will be your personnel

ISBG RSA Division Comittee 2005 02 18

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QRCI training 普及版中英文

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