截图
简介
这是一个关于长春奥托立夫QSB工作汇报PPT，主要介绍了2011年2月25日参加SGM组织的培训、将顾客要求向最高管理层汇报、标准化的操作工培训等内容。
长春奥托立夫QSB工作汇报PPT是由红软PPT免费下载网推荐的一款工作PPT模版类型的PowerPoint.
Implement four module of SGM QSB SGM QSB 四个模块实施 －SGM供应商QSB工作汇报
Autoliv（changchun）Vehicle Safety Systems Co.， Ltd.
长春奥托立夫汽车安全系统有限公司
汇报人职务：质量经理
History of QSB Implementation QSB实施历史
Participate the training of QSB on Feb.25，2011
2011年2月25日参加SGM组织的培训
Report the requirement of SGM to top management layer
将顾客要求向最高管理层汇报
Establish project team on Feb.28， define responsible for each module.
2月28日成立项目小组，落实四个模块的实施责任人.
Fast Response快速反应－－MA/制造部
Control of Non-Conforming Product不合格产品的控制－－QM/质量部
Standardized Operations标准化操作－－MA/制造部
Standardized Operator Training
标准化的操作工培训－－HR/MA人力资源部/制造部
History of QSB Implementation QSB实施历史
Implementation Strategy and Method QSB实施策略与方法
From Feb.28 to Mar 7 QM department organize to study four module of QSB standard and audit checklist of QSB. Compare QSB standard and management system of ACC， find the gap， make the list of open issues， and make improvement action.
2月28日～3月7日质量部组织学习QSB的培训资料和QSB审核清单，同公司现有管理体系做对比，找出差异，列出问题清单和改进计划
Implementation Strategy and Method QSB实施策略与方法
QM organize to hold the meeting of following status， invite the Director manager， plant manager， related department managers and related engineers to participate the meeting， get all persons’ support， and implement improvement action per timing plan
3月8日由质量部负责组织项目跟踪会，邀请高层经理参加，如：总经理、副总、部门经理及各部门相关责任人
Specify the current status and define due date with each responsible person， emphasize the importance of SGM QSB， and benefit of QSB implementation
用问题清单明确我司当前状态和SGM QSB标准要求进行对比，找出差异、落实改进计划/责任人及完成期限
Confirm the implementation status once two day， make weekly check after formula implementation
每两天和相关人员确认实施状态，正式实施后每周跟踪
Implementation Strategy and Method QSB实施策略与方法
Fast Response快速反应
AMG team simply oral meeting instead of formal management meeting. Global Autoiv sparkplugs culture of Q5， emphasize the go and see， meet customer needs， curiosity， feedback on time etc. So we implement the requirement of QSB combine with implementation Q5
公司没有每天集中召开质量会议的要求，只是有AMG小组简单的碰头会。今年全球有奥托立夫企业文化推行Q5，强调眼见为实、
顾客导向、求知进取、及时反馈等，
所以结合QSB 快速反应的要求
我们建立的具体的实施程序。
Implementation Strategy and Method QSB实施策略与方法
Fast Response快速反应
Change simply oral meeting to formal fast meeting， and top manager participate meeting not only AMG engineers. Attendance person will make signature
把每天简单的碰头会改成快速反应会议，针对SGM产品发生的内部、外部质量问题进行每天目视跟踪，高层管理者参加，参加会议人员进行签到
Combine with Autoliv PFMEA go and see， analyze the root cause of the problem on site， verify efficiency of corrective action on site after daily meeting. Push quickly related persons to finish action. Solve the problem per analysis method of root cause， avoid the repeated issues happen， reduce quality problem.
同时结合Autoliv 提倡的眼见为实，在快速反应会议会后去现场研究问题是怎么产生的，改进措施的有效性。推进了质量问题的关闭进程。从根本上解决问题，避免问题胡重复发生，大大减少质量问题。
Purchase a visual board， self-make color status card， MA organize to hold the meeting of fast response every work day外购目视板，自制状态卡片，制造部每天组织召开快速反应会议
Quality engineer update daily quality visual chart
质量工程师每天做质量状态目视图
Implementation Strategy and Method QSB实施策略与方法
Fast Response快速反应
Fast response following form and visual board
快速反应跟踪表和目视板
Daily quality visual board for SGM product
通用产品日目视板及日统计图
Implementation Strategy and Method QSB实施策略与方法
Fast Response快速反应
Autoliv had global database and local server which share information. Show visual board of Yoketen at workshop
全球奥托立夫数据库和本地服务器都共享了一些信息，并用目视板在车间展示可以展开经验教训的质量问题报告。
Global database 全球数据库
Implementation Strategy and Method QSB实施策略与方法
Fast Response快速反应
local server本地服务器
Customer service engineer should fill information of customer complaint into form for 8D list， and send feedback information by customer to related engineer(customer， part NO.， batch NO.， defective information or picture etc.)所有顾客抱怨由客服工程师填写在8D list 表格中，同时邮件发送给相关工程师接受到的顾客反馈的具体信息（顾客、零件号、批次信息、缺陷信息或照片等）
Quality engineer apply APSD NO.， and fill it into form 8D list
质量工程师申请APSD系统号码，将APSD号码录入8D list
Quality engineer organized analysis meeting， and make report， archive & send it to Customer service engineer 质量工程师负责组织分析会议，形成分析报告，存档并发送给客服工程师，由客服工程师将报告发给顾客质量工程师
Customer service engineer will supervise the status of completion and archives 客户工程师跟踪8D报告的完成并监督质量工程师保存在本地服务器
Define special person to manage archives of paper files， and confirm close the report on time in uncertain day
硬拷贝存档文件由专人负责管理，并不定期要求其确认报告及时关闭
Implementation Strategy and Method QSB实施策略与方法
Fast Response快速反应
Show visual board of Yoketen at workshop
用目视板在车间展示可以展开经验教训的质量问题报告。
Implementation Strategy and Method QSB实施策略与方法
Control of Non-Conforming Product不合格产品的控制
Has only form and work instruction to require the quality release and containment instead of general control procedure， make the procedure of Non-conformity Alert and Containment per QSB and implement the procedure
在质量放行和遏制方面要求只是一些简单的作业指导书上的要求，没有纲领性的程序要求，按QSB要求建立“不合格警报和遏制程序”并实施
SGM QSB include complete information of non-conformity p， and update make card of non-conformity for ACC
SGM QSB 对不合格标识中信息要求比较全面，ACC更新了产品/零件状态标识卡的格式
About the requirement of rework， update the reaction plan of non-normal condition， add mark of rework and concern about the main content make rework on the production line per SGM QSB rework content
SGM QSB 对返工要求，更新了异常情况的反应计划，增加返工标识和在线返工注意事项
Implementation Strategy and Method QSB实施策略与方法
Control of Non-Conforming Product不合格产品的控制
Implementation Strategy and Method QSB实施策略与方法
Control of Non-Conforming Product不合格产品的控制
Implementation Strategy and Method QSB实施策略与方法
Standardized Operations标准化操作
P1 operation instruction and balance wall of APS(Autoliv Production System) can meet the requirement of QSB standardized operations aspects. Only control of revised version and operator involve the edit the operation instruction is different. －我们公司APS(奥托立夫精艺生产体系）实施的P1标准化指导书和平衡墙是完全满足QSB标准化作业要素要求的，只是在指导书版本控制和操作工参与指导书编制上略有不同。
Make the cover for operation instruction， which define the team member position， and emphasize the operator to involve the edit of operation instruction， and specify the revised version of operation instruction， mark of modification
增加指导书的封面页，明确多功能小组成员岗位，更强调操作者参与指导书的编制，明确指导书版本和更改标记
Implementation Strategy and Method QSB实施策略与方法
Standardized Operations标准化操作
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Current， Customer and their demand get much more， operator is easy to change their work position due to they born in 1990s who their ideology is too active to stand pression of society life， employee turnover rate of operator is larger. Frequency of quality problem happening got bigger. Lost much more multi-skills operators. So define KPI this year， as below:
当前客户及需求增加，新员工数量大量增加， 90龄后年轻人的心里状态比较活跃，操作工人员流动率大，公司质量问题频繁发生，多技能操作工流失，今年年初确立KPI指标：
Multi-Skills employee %(Increase to 20%)
多技能工到年底达到操作工总数的20％
Employee Turnover Rate of Operator ：48％
操作工流动率48％
We do much more work in Standardized Operator Training
在标准化操作工培训工作上我司做了大量的工作。
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Systematic change从质量管理体系上：
Add the new form of trained operator following， and record training information after revised version of operation instruction
增加“受训员工培训跟踪表”，记录作业指导书更新版本后对操作者培训信息
Specify the mark for new operator and what is new operator， such as different color of sleeve brand
明确什么是新操作者及对其的标识，如:袖标颜色区分
Standardize the process of training and assessment for multi-skills operator and rotation plan，implement the overall process via workshop
对于操作工技能柔性作出了具体的培训计划、标准化培训流程及考核流程和轮岗计划，已多功能小组的形式实施了整个过程
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Establish special workshop team 成了workshop小组
Team leader : Vivian Xu 小组组长：徐影
Team Member组员:
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Make training plan for multi-skills operator per production line
多技能工年度培训计划
Training Plan for station
工位培训计划
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Improve and update evaluation scheme
改进和更新的评价方案
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Reduce customer complaints顾客抱怨降低
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Reduce quantity of overall quality problem， and reduce quality problem which caused by wrong operation
总体质量问题较少，由于操作错误产生的质量问题减少
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
操作错误分析 Analyze root cause of wrong operation
操作工没有完全掌握操作要领或不清楚判定质量缺陷的要求
Operator hasn’t know operation main point and how to identify defect
生产线实施的培训内容不完全，没有覆盖到所有的过程要求
Line training is not fully implemented， the process does not cover all requirements
培训者培训能力不够，不能清楚地表达出本工位的质量判定要求
Training of trainer lack of capacity ，can’t clearly express the quality of the station to determinant requirement
生产线具备培训能力的人员比例减少，出现培训不到位的现象
Production line with capacity of staff training to reduce the proportion， there training in place of the phenomenon
目前的培训要求不够详细，造成人员培训效果有差异。
The current training requirements not detailed enough， causing the effectiveness of training are different.
Don’t implement standard requirement to operate
生产过程中没有执行标准要求进行操作
Implementation Strategy and Method QSB实施策略与方法
Standardized Operator Training标准化的操作工培训
Multi-skilling operator is to 12% on June， multi-skilling rate to 20% by the end of this year.
6月份多技能人员数量增加到12%。截至到今年年底多技能人员达到20%，
Avoid cat. a accident due to operation mistake
消除因人员操作失误造成的A类事故
Reduce customer feedback 30% due to wrong operation
因操作失误产生的客户反馈在6月份降低30%
Implementation Strategy and Method QSB实施策略与方法
Monthly Review the quality problem over time for operator 每月给操作者做以往质量问题回顾
Explain quality problem how to happen， cause the great lose to customers and our company， make improvement action， enhance quality consciousness for operators， avoid repeated issues
讲解质量问题是怎样产生的，给顾客造成和公司造成的损失，后续的改进措施，提高操作者的质量意识，避免重复问题的发生
Improvement case via QSB implementation QSB实施改善案例
Implement training process via multi-team.
已多功能小组workshop的形式开展实施标准化操作工培训整个过程
Implement standardized operator training module， show promotion of training ability and excellence of management
通过实施标准化操作工培训这个模块，在培训方面有很大标准化提升和管理上的创新
Create first training manger of Autoliv China， top manager concerns about Standardized Operator Training
中国区设立第一位培训经理，在ACC首次任命，从管理层面上关注操作工的培训
Training manager will lead the training and assess of operator and operator interview
由培训经理主抓操作工培训/考核和操作工的面试
Edit complete training file/questionaire/ checklist and yearly training plan and rotation plan
编制全面的标准化培训课件/试卷/考核问题清单及年度培训计划/轮岗计划
Establish and cultivate internal trainer team
建立和培养一批内部培训师
Meet customer’s requirement of QSB， and implement Q5 culture of Global Autoliv Group
满足顾客的QSB标准要求，同时也实施了今年全年推行全球奥托立夫企业文化Q5
Improvement case via QSB implementation QSB实施改善案例
Perfect quality management system， improve standardized method， good opportunity of check sufficiency and efficiency of system running 质量管理体系完善，标准化管理方法的改进，细致检查体系运行充分性/有效性的良好机会
Comprehend completely customer’s requirement， and expand thinking way of management method
理解顾客要求，管理方法上拓宽了思路
Make great change for improvement quality， and avoid repeated issues
大大改进质量水平，避免质量问题重复发生
Actual effective of QSB tooling QSB工具实际效果
Employee Turnover Rate of Operator ：48％
操作工流动率48％
Quality improvement： CPPM ( Target: 4PPM)
产品质量改进：顾客百万分缺陷
Multi-Skills employee %(Increase to 20%)
多技能工到年底达到操作工总数的20％
Show KPI trend chart KPI趋势图展示
Actual effective of QSB tooling QSB工具实际效果
Actual effective of QSB tooling QSB工具实际效果
Actual effective of QSB tooling QSB工具实际效果
Implementation Plan in Future of QSB QSB实施后续计划
Improvement action plan of Standardized Operator Training as below: 在标准化操作工培训方面改进如下：
Currently implement the module of fast response for SGM project， expand the procedure for all customer in future
快速反应目前只针对通用项目实施，后续将在所有顾客产品进行展开实施
Perfect the training file and assess method， conceive much more multi-skills operators
进一步完善培训课件/考核试卷/考核问题清单，培养更多的多技能操作者
Perfect assess regulation of team leader， enhance management ability of team leader
完善班长考核机制，提高班长的管理能力
Error Proofing Verification防错验证
Layered Process Audits分层审核
Implementation Plan in Future of QSB QSB实施后续计划
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