23pron:Entech_QE-OTD_improving report_图文

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Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

2013 Entech Improving action for QE 2013年针对KENWOOD的QE目标值改善对策

一、Backgroud 背景描述:

3) Quality 1. How to

Evaluation (QE): count QE KPI.

m验a货inQruEl值es 计of算sc方ore法c如alc下ul:ation.

CONDITIONS
Inspection defects < Acceptable defects Inspection defects = Acceptable defects Inspection defects > Acceptable defects Batch rejected

SCORE
6 < score < 100 5 1 1

*Acceptable defects taken from MIL STD105.D * Score calculated according to the following algorithm agreed with Quality Department

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

2. QE Evaluation Standard. 品质验货QE评判标准:

-Very good: score over 61.

大于61分非常好

-Goog: score less than 60.

小于60 好

- Bad: score less than 30.

低于30差

3. Entech 2012 QE score is: - Quality Evaluation (QE): 44

2012年ENTECH实际得分:

4. Kenwood require Entech 2013 QE score is:
Quality Evaluation (QE): > 53

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

二、Problem analyse:

问题原因分析:

The insp2e0ct1io2n年d验efe货ct的s c不las良si缺 fica陷tio分n类for 2012 外观不良 装配不良 功能不良

Assembl装e d配ef不ec良 t 功Fu能nc不tio良n defect

11%

1%

As shown on the right : Entech most of inspection defects is cosmetic issues, this is because process control, production management is not enough good. So we need to make effective improvement in the personnel training, production control and management.

外Co观sm不e良 tic defect 88%

如右图所示:2012年,验货不良大部分为外 观不良,应属制程控制问题、生产管理有关系。
需要在人员培训、生产管理控制方面做出
有效改善对策。

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

三、Detail improving action:

改善对策:

Item

Correct / improving action 纠正/预防措施

Responsible Due 责任人 完成日期

Remark 备注

Entech implement Cell production mode for easy to arrange production and personnel management.To train more all 1 operation staff and provide post rewards, stable staff. 推行生产线单元化生产模式,便于生产安排和人员管理,培训多能型 操作员工,并提供岗位奖励,稳定人员。

何烈 柯寿保

2013-6-28

Start date is 2013-03-01

For high production line problems, special improved by PE+QA. 2 对生产线中高发问题,进行专项改善,由QE+PE共同推动生产线品质
问题改善。

何烈 尹相雨

2013-3-1 already started

We are making each series product defective datum bank

acoording to in the past years defective type.

Then we maked all type training test question for regular

3

training of personnel in key posts and quality technical personnel, establish backup talents.

针对产品的过往缺陷,制作每个系列产品的过往缺陷库,并由此衍生

出的各类培训试题库,定期对拉线关键岗位人员以及品质技术人员进

行培训,建立备用人才。

何烈 尹相雨

2013-5-30

Start date is 2013-03-01

The Entech internal inspection standard change the major
defect to zero defects, ensure the QE score in more than 50
4 points level. 根据QE值计算公式:主缺数量和次缺数量各占50分,可将内部验货 标准提升至主缺为零缺陷,保证QE分值能处于大于50分水平。

柯寿保 朱红兵

2013-3-1

Start date is 2013-03-01

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

2013 Entech Improving action for OTD

2013年针对KENWOOD的OTD目标值改善对策

一、 Backgroud:

背景描述:

1. How to count OTD KPI.

交货准时OTD值计算方法如下:

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

2. QE Evaluation Standard.
- Very good: score over 76 -Good: score less than 75 -Bad: score less than 60
3. Entech 2012 QE score is
- On Time Delivery (OTD): 66

准时交货OTD值评判标准
大于76分非常好 小于75分好 低于60差
2012年ENTECH实际得分:

4. Kenwood require Entech 2013 OTD score is:
On Time Delivery (OTD): 76

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

二、 Problem analyse:

问题原因分析:

1). Production / quality abnormal affects

生产/品质异常影响:

a. Kettle:

水煲

JKP250 heating plate supplier can't on time delivery affect JKP250 some orders defer delivery.

JKP250发热盘供应商无法准时交货,导致JKP250一系列订单推迟交货;

b. Toaster 多士炉

TTM120 series toaster use wrong Pin-cable and FUSE materials, leading to some orders rework and delayed delivery.

TTM120系列多士炉排线用错、FUSE物料用错,导致多个订单进行返工耽误交期。

2). Client update material standard

客户更新物料标准:

Entech communicate with customer have problems for UAE plug standard issues.

leading to some orders rework and delayed delivery.

与客户沟通出口阿联酋国家的电源线新标准时出现问题,导致一系列订单推迟交货

Quality First ,Efficient and punctual , Customer satisfaction ,Continuous improvement

三、 Detail improving action :

改善对策:

Item

Correct / improving action 纠正/预防措施

PMC department revise next order preparation material cycle time according to the

latest order implement status. For example: The components preparation,

equipment maintenance, personnel allocation, technical support implementation

1

status.Then PMC analyse the risk of factors to form the normal prepare material cycle time.

计划部在每单产品生产后,根据订单实施过程中的零件准备、设备维护、人员配置、技术

支持等方面的实施现状,总结分析形成正常备料的风险系数,用于修正下一单备料的周期



Responsible 责任人
孙切

Due 完成日期
3月1日

Remark 备注
Already done

PMC change the normal start prepare material for production lead time 4-5 days to 10-15 days for have enough buffer time to solve abnormal production. 2 计划部由原来提前4~5天开始备料生产时间,增加为提前10~15天开始备料生产(异常比较 多的产品还需特殊加长备料生产时间),保证生产异常时候,有缓冲时间进行解决。

孙切

3月1日

Already done

Aiming at the abnormal need to postpone the delivery order, Planer must submitted report to relevant departments managers evaluate solution.We need not affect other 3 order delivery date when one real order must delay deliver date. 针对有异常需要推迟交期的订单,必须提交相关部门经理评估制定对策:尽可能只推迟一 个订单交期,不得影响其他订单的交期。

孙切

3月1日

Already done

Business Dept need effeciently and correctly communicate with customer when 4 introduction and implementation of new standards. so as to avoid the orders delay.
业务部与客户要正确有效率地沟通一切新标准的导入及执行,从而避免订单推迟交货

Bosco/ Selina

3月1日

Already done


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