Andrew Plant: Notification #
Customer:
Originator: Part #
Date: 15-07-08
1. Team Members: (Name & Title)
Champion:
制造部和质量部
作为8D报告来说，上面的括号中就明确要求写姓名和职务，这里没有，算是一个失误。
2. Problem Description: (Describe the problem in measurable terms. Specify the internal or external customer problem by describing it in specific terms.)
铆钉压反
Photo or sketch of issue:
描述很抽象，铆钉压反，正确的应该是怎样的，实际又是怎样的？而且没有图示。
3. Containment Actions: (immediate action to ensure the issue is contained.)
1. Check stock
2. Inform Business Unit Quality Manager and Inter Entity Quality Engineers
Total Qty Controlled Date
Internal stock. Base Part 30 30 15-07-08
Internal stock. Where Used on 30 30 15-07-08
Inter Entity Stock 30 30 15-07-08
Supplier stock. (sub con PO or VMI) 30 30 15-07-08
Customer Shipped. 100 100 12-07-08
Inform Inter Entities (Circle one) YES NO
4. Potential Root Causes: (Ishikawa generator): (Identify all potential causes which could explain why the problem occurred. Test each potential cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.)
622716 : 我司现场每道工序完成后再由代班组长和检验人员一同检查后再进行下一工序，但是那天正好代班组长临时有事，他将这个工作交给了一个新员工。最后他本人也没有再来负责这个事，就是在这段时间出现的铆钉压反问题。OQC正常情况由于人员数量和出货时间的限制，一般都是抽样检验，所以出现了这样的问题。
a.OQC抽检与前面的代组长不在岗位而出现异常没有本质联系，应该增加为何IPQC没有发现的叙述。
b.新员工？那新员工为什么会出错？有没有经过上岗前培训？有没有作业指导书？
c.新员工上岗，IPQC巡检怎么照顾，是否需要重点管制？新员工上岗属于人员变更，IPQC在制程巡检时应列为重点。
d.代组长请假，他的职务代理人呢？而且这个代理人是否具备这个能力？
5. Verify Root Causes by Audit: (audit the process where the issue occurred to verify you have identified the real root cause. WHO,WHAT,WHERE,WHEN,HOW)
622716: 我司确定铆钉压反为人为原因，制造部门排查当日生产人员安排情况，产线反映有代班组长临时离开现场问题，代替人员并不具备代班组长能力。今后如代班组长有事请假，必须由生产经理批准并安排其他相关人员代替，不得私自安排人员上线。其次就是IPQC多注意组装重点。避免此类问题再度发生。
是否需要建立产品的异常履历？
6: Immediate Corrective Actions: (Define and implement short-term actions that will protect the customer from the problem until permanent corrective action is implemented. Verify with data the effectiveness of these action WHO,WHAT,WHERE,WHEN,HOW)
we will replace all reject.
1．增加控制流程图片，将出现多次问题点重点标注出来。加强对操作人员的技能培训和操作意识。严格按照操作流程执行。各工序班长现场重点对多次出现问题的地方监控。对此我司将加强对操作工人的再培训。内容包括：a.现场组装培训（在组装前讲解，时间在10-20分钟），这个培训由谁来做，组长?组长不在时由谁来做？b.完成铆钉安装工序后由组长和IPQC检查，确保无误后则交给下道工序。为何要完成后才检查？首件检查呢，制程巡检呢？c.以上措施在实施一个月后根据对该问题的反映情况调整现场监控。
2．增加IPQC的现场检验频率。增加新的巡检表。
增加频率?那当前的频率是多少？变更后的频率是多少？
3．加强OQC出货抽样数量。适当时进行全检。
OQC检验是如何定义的？什么状况下加严抽检？什么情况下全检呢？
4．适当增加质量部人员的为外培训，加强质量人员素质和技能。
这个客诉里边涉及到的都是QC基本的素质问题，那基本的技能为何要委外培训？组长/主管都不能培训吗？
7: Long term Preventative Actions: (Define and implement the permanent corrective actions needed. Choose on-going controls to insure the root cause is eliminated. Once in production, monitor the long-term effects and implement additional controls as necessary. WHO,WHAT,WHERE,WHEN,HOW)
1．对操作人员实施绩校考核。将产品合格率与其收入挂钩。定期对操作人员做操作培训。适当提高工作餐品质和服务水平。
工作餐对产品合格率有多大的影响？前面都没有描述，在这里加进去意义在哪里？
2．对IPQC&OQC同样实施绩校考核。将现场遗漏不合品率和出货不合格品率加入到业绩评审中。
3．根据时节调整午休时间，尽量避开气温高时段。
午休跟客诉有联系吗？
4．严格执行组装前由组长讲解产品重点。时间在10-20分钟之间。
产品重点是否在WI中有明确？为何每次都要组长讲解？有明确定义要求的WI，员工只需要根据WI作业即可。
8: Verify Preventative Action through Audit and control of Quality Documentation: (Modify specifications, update training, review work flow, improve practices and procedures to prevent recurrence of this and all similar problems. WHO,WHAT,WHERE,WHEN,HOW)
FMEA results: (Demonstrate that a measurable improvement has been made in the process)
RPN score (FMEA)
Time After Implementation Severity Occurrence Detection Verify By
1 Week
1 Month
3 Month
6 Month
Conclusion:
? We have / not verified the problem and accept/reject the customer complaint.
Important Notes:
? Has the process control documentation been updated globally? YES
? Has a warranty order ZWC been issued for this customer complaint? YES
? If we do not accept the customer complaint, has the Sales Administrator been informed? YES
QE to distribute report to Business Unit Quality Manager for Central Review Board Approval.
Quality Manager or his designate to distribute report to Operations, Engineering, PLM and Sales.
Process for approval review: QE to set up meeting with site review board. BU Quality Manager to setup global review.作者: best 时间: 2011-10-29 23:04
这种格式谁看的懂呀，又有谁愿意看