品质部年终总结.ppt

单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,汇报人：,2014.1.16,2013,年工作总结及,2014,年工作计划,2013,年工作总结及,2014,年工作计划,品质部,目录,第一部分,2013,年度目标回顾,第二部分,2013,全年工作盘点,第三部分 经验总结分享,第四部分,2014,年改善措施与计划,目录,第一部分,2013,年品质部组织架构及内部工作职责,1,、品质部人员组织构架,2、,内部划分工作职责,3,、,年度目标回顾,第一部分,1.1,人员架构,品质部经理,工程师,组长,IPQC,1,线：,2,线：,3,线：,4,线：,5,线：,8,线：,弯针：,焊锡：,端子：,FQC,驻厂人员,IQC,助 理,总计人员配置,:20,人,第一部分,1.2,内部划分工作小组职责,部门内部分三个小组：,一：进料检验控制：,按照检验 规范，结合工程提供的样品以及规格书对我司原材料进料进行确认，确保原材料进仓没有不良，确保对产品判别的准确性。确保上线材料没有异常，,IQC,组长负责对不良材料进行分析跟进和改善结果跟进。,二：制程巡检与出货控制：,.,依照各工序的检验标准，对本条线所生产产品进行巡检，确保各工序产品的合格，对本条所生产的产品进行首件确认是否按照图纸样品生产。对产线员工作业方法，机器设备进行确认是否按要求操作。,.,/,出货检验：依照客户标准要求以及样品、图纸，对出货产品按照抽样方案进行抽检，确保送到客户处的产品得到有效控制。品管组长负责日常检验员的工作指导与监督。,三：品质工程师负责对客户反馈的品质问题进行分析并回复处理，并对公司内部的产品品质要求进行跟进监督执行。对不符合公司质量控制的体系要求进行修改和完善，并重新宣导监督执行。,第一部分：,1.3,年度目标回顾,序号,工作目标,目标值,2013,实际值,必保值,挑战值,1,出货批次合格率,9,9,%,99.5%,99.28%,2,客户投诉次数,小于,180,次,120,次,130,次,3,来料上线不合格批次,小于,36,批,0批,14,批,4,异常处理及时率（客户处）,小于,12,次,10,批,5,批,5,供应商来料合格率,97,%,98,%,97.41%,6,出货检验不合格批次,小于或等于,240,批,192,批,产线：,312,批,农场：,213,批,合计：,525,批,7,2013,年度预算达成率,84,万,81,万,3.6%,目录,第二部分,2013,品质部全年工作盘点,1.FQC,抽检走势图,2.,IPQC,异常走势图,3.IQC,品质异常走势图,4.,供应商出货合格率走势图,5.,客诉汇总及重大品质异常回顾,6.,供应商处罚及排名,第二部分,2.1,2013,年工作达成情况,FQC,检验达成情况一览表：,目标小于等于,20,批,/,月,1-12,月,FQC,品质异常表,月份,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,合计,送检批数,(,批,),687,320,296,905,1078,942,796,784,892,946,903,972,9521,不良批数,(,批,),16,8,44,34,54,46,20,11,16,25,14,24,312,农场不良批次,13,11,62,24,30,14,15,4,14,12,13,1,213,总不良数（,PCS,）,29,19,106,58,84,60,35,15,30,37,27,25,525,抽样数,37263,13865,13634,41724,46293,39947,33107,33326,38737,81130,105352,100810,585188,不良率（,%,）,4.22%,5.94%,35.81%,6.41%,7.79%,6.37%,4.40%,1.91%,3.36%,3.91%,2.99%,2.57%,5.51%,不良数,PPM,42213,59375,358108,64088,77922,63694,43970,19133,33632,39112,29900,25720,856868,第二部分,2.2,2013,年度工作达成状况,1-12,月,IPQC,品质异常表,月份,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,合计,总抽样数（,PCS,）,148743,54935,102065,469717,379241,396775,370358,543517,830252,848830,755550,532430,5432413,不良数（,PCS,）,230,162,28,233,148,111,145,56,53,68,70,64,1368,不良率（,%,）,0.15%,0.29%,0.03%,0.05%,0.04%,0.03%,0.04%,0.01%,0.01%,0.01%,0.01%,0.01%,0.03%,不良数（,PPM),1546,2949,274,496,390,280,392,103,64,80,93,120,6787,第二部分,2.3,2013,年度工作达成情况,进料检验达成情况一览表,1-12,月,IQC,品质异常表,月份,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,合计,送检批数,(,批,),1113,289,175,1056,862,832,451,645,1321,1893,1052,958,10647,不良批数,(,批,),21,8,21,29,28,22,10,26,22,35,25,29,276,不良数（,PCS,）,717,338,1107,1189,1393,844,386,855,1619,2281,1198,882,12809,抽样数,76274,21096,11739,70383,55344,55339,43778,45843,84927,122036,72580,125539,784878,不良率（,%,）,1.89%,2.77%,12.00%,2.75%,3.25%,2.64%,2.22%,4.03%,1.67%,1.85%,2.38%,3.03%,2.59%,不良数,PPM,644205,1169550,6325714,1125947,1616009,1014423,855876,1325581,1225587,1204966,1138783,920668,18567310,第二部分,2.4,2013,年度工作达成情况,出货到客户批量异常的不合格统计：,富之基出货合格率走势图,月份,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,合计,交货总批次,1507,212,1621,1755,1937,1453,1024,1508,1973,1912,1720,2047,18669,退货批次,12,3,8,21,19,11,9,9,10,13,10,10,135,合格率,99.20%,98.58%,99.51%,98.80%,99.02%,99.24%,99.12%,99.40%,99.49%,99.32%,99.42%,99.51%,99.28%,第二部分,2.5,2013,年度工作达成情况,顾客投诉及时处理率统计表,月 份,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,合计,顾客投诉次数,19,7,20,17,21,14,12,23,17,20,13,14,197,及时处理次数,19,7,20,17,21,14,12,23,17,20,13,14,197,投诉及时处理率,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100.00%,第二部分,2.6,客诉,重大品质异常回顾,日期,产品料号,品名规格,不良现象,不良数,2013,年,6,月,550002087,F,端口倒车手刹线,错位,7000pcs/96,台成品机,2013,年,6,月,550001190,CA6500G,电源线,转接线接地线松脱现象,850PCS,2013,年,7,月,XP09V0079R1,13,款丰田,RAV4,倒车电源转接线,-V1.0,退,PIN,600PCS,2013,年,8,月,550002551,CA046R,原车,AUX USB,转接线,插头防错筋位位置错误现象,5528PCS,2013,年,10,月,550001307,H,端口,USB,转接线,2,USB,转接线无作用现象,6700PCS,2013,年,11,月,550001174,CA0165-V-USB,连接线,热缩套管被金属丝刺穿,450PCS,2013,年,12,月,DZ01V0233R0,三菱劲炫插座,针脚变形,200PCS,第二部分,2.7,客诉主要不良项目统计,类别 不良项目,退,PIN,短路、开路,错位,开胶,混标签,不良批次,39,31,20,15,10,不良率,22%,18%,11%,9%,6%,第二部分,2.8,现场批量异常回顾,时间,/,线别,料号,/,品名规格,内容,数量,2013,年,3,月,9,号,/,焊接组,XP01V0357R0/,锋范,II,原车,USB,线,焊锡接点错位,400PCS,2013,年,3,月,13,日,/,焊接组,7006-J167-0-C/9233P USB,转接线,焊锡接点错位,110PCS,2013,年,3,月,18,日,/,焊接组,550000643/K110-A,电源喇叭线,焊锡接点错位,105PCS,2013,年,4,月,12,日,/,端子组,550000832/CA3025G,电源转接线,DJ611*2.3,大公端原铆压双压，误压成单压。,300PCS,2013,年,5,月,9,日,/5,线,XP01V0406R1/12,款雪弗兰科鲁兹专用线材,肖银龙标签全部贴反，没有按照工程联络单要求生产。,300PCS,2013,年,7,月,11,日,/2,线,550001602/2012,款,SUB201101LE,组合输出线,成型,SR,线序全部打错位。,200PCS,2013,年,6,月,18,日,/8,线,550002076/A,端口连接线,因封样外被套管在生产线上被破坏导致产品做完全部没有加套管，生产过程中也没有对照图纸，在外检区才发现。,500PCS,2013,年,12,月,4,日,/8,线,550002644/K006,平台检测线,批量黑色线与地线没有焊短路点，因看错图纸在处理地线时把黑色芯线剪掉。,1000PCS,第二部分,2.9 FQC,主要不良项目统计,类别 不良项目,退,PIN,标签出错,漏铜,漏装卡扣、扎带,包装问题,不良批次,157,40,28,22,21,不良率,50%,13%,9%,7%,7%,第二部分,2.10,2013,年品质异常排名,线别 项目,FQC,投诉批次（,40,分）,客户投诉批次（,50,分）,现场异常态度（,10,分）,总得分,排名,1,线,20,批,15,批,9,分,74,分,1,3,线,33,批,14,批,8.5,分,68,分,2,5,线,38,批,14,批,7,分,64,分,3,7,线,45,批,11,批,6.5,分,63,分,4,4,线,36,批,17,批,7.5,分,62.5,分,5,2,线,36,批,20,批,9,分,61,分,6,6,线,34,批,23,批,7,分,57,分,7,8,线,71,批,29,批,5,分,30.5,分,8,农场,213,批,33,批,7.5,分,/,9,注：,FQC,投诉以,0.5,分,/,批，客户投诉以,1,分,/,批为算。其中,6,线,.8,线,.15,线未,及格，弯针组客诉全年,10,批次。,第二部分,2.6,供应商处罚明细,时间,供应商,扣款原因,罚款金额,1,月,14,日,荣达康,来料,19PIN,焊线式插头内部,PIN,针高低不平的现象，不良率,2.00%,40,1,月,21,日,金山科,来料汽车双翅膀有尾部焊锡槽与封样不符合现象，不良数,500PCS,，,不良率,25%,80,3,月,19,日,恒晋镒,来料,3.5,立体母头有冲胶现象，不良数为,73PCS,，,不良率为,0.67%,120,4,月,10,日,华星通达,二次来料不良，提供,4P,母头有缺料露铜导致我司制程成品浪费工时损失，为保证物料的正常上线，我司对不良材料进行返工使用，不良率为,8.8%,615,4,月,10,日,金山科,来料景程,20P,母壳出现号信堵孔现象，不良率为,28%,60,4,月,13,日,天骐,来料,IPOD,灰色胶芯有缺弹片、,PIN,针变形的现象，不良率为,2.33%,180,4,月,13,日,黄河,来料,DJ7121-1.8-11,母壳有卡扣断裂的现象，不良率为,11.25%,120,5,月,7,日,金山科,来料,27,长滚槽内芯松动、多点现象，不良率为,6.97%,195,6,月,7,日,金宏远,我司,IPQC,在本月巡检抽查时已经第二次发现来料胶壳内部隔层破裂现象,200,6,月,17,日,海桦,来料,PIN,针折弯角度小于,90,度，不良率为,4.65%,270,6,月,28,日,外发厂 维诺电子,2013-6-7,我司物料于江西好帮手生产,LINE-1,发现有转接线接地线松脱现象,2200,8,月,5,日,通升,来料插座,PIN,针高低针，不良率为,6.25%,30,8,月,6,日,荣展,来料插座翅膀冲压不良，漏工序，不良率为,8.14%,300,8,月,8,日,通升,来料,TSNI24-24P-11-1,号信来料与样品结构不一致，此问题已经第三次发生,500,8,月,27,日,长江,我司产品,2*11P,插头在客户端,IQC,抽检时出现少现象,200,9,月,12,日,华晶,在我司不知情的情况下交货产品,16P,公座侧保险（,71000194,）一号模有发生变更，导致我司生产出成品,5545PCS,客户拒绝收货，经挑选有,2995PCS,一号模混入。,4500,9,月,16,日,华星通达,生产制程中发现来料端子接口处开口过大，出现椭圆形产生与号信组装困难，导致我司成品线材,275PCS,报废,1218.95,9,月,18,日,通升,来料胶壳内卡槽处有披峰，不良率为,100%,60,9,月,23,日,金山科,来料胶壳径条处烧焦，不良率为,12.5%,，来料插头胶芯刮伤、杂色，不良率为,11.62%,240,12,月,12,日,金山科,雅阁,24P,公壳二次来料不良，,1,号模大端子退,PIN,，,导致我司制程成品浪费工时损失，为保证物料的正常上线，我司对不良材料进行返工使用，不良率为,13.69%,1830,12,月,20,日,金山科,27,长滚槽插头内部堵孔，表面多点，不良率为,13.7%,90,第二部分,2.6,供应商处罚汇总,供应商,金山科,荣达康,恒晋镒,华星通达,天骐,黄河,金宏远,海桦,通升,荣展,长江,华晶,合计（元）,罚款总金额,2495,40,120,1834,180,120,200,270,590,300,200,4500,13049,第二部分,2.6,供应商排名,供应商前,5,名排名如下：,供应商,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,总计来料批数,总计不良批数,总不良率,名次,联鑫,0.00%,0.00%,0.00%,0.00%,0.00%,0.75%,0.00%,3.33%,0.46%,0.51%,0.00%,0.00%,943,6,0.64%,1,旭可登,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,7.70%,0.00%,136,1,0.74%,2,成鹏,0.00%,0.00%,0.00%,0.00%,2.44%,0.00%,0.00%,0.00%,100.00%,7.14%,2.30%,2.86%,422,6,1.42%,3,骏东,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,4.55%,0.00%,20.00%,224,4,1.79%,4,海桦,0.00%,0.00%,0.00%,2.63%,3.92%,0.00%,0.00%,0.00%,1.75%,4.90%,0.00%,0.00%,549,14,2.55%,5,主要不良类别类别为：线材、,PIN,针、端子、号信、插头,第二部分,2.6,供应商排名,供应商后,5,名排名如下：,供应商,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,总计来料批数,总计不良批数,总不良率,名次,华星通达,9.68%,10.00%,0.00%,8.82%,10.00%,4.44%,0.00%,0.00%,4.55%,0.00%,0.00%,5.56%,305,18,5.90%,18,金宏远,0.00%,0.00%,5.00%,12.50%,12.50%,13.04%,0.00%,5.26%,2.86%,8.70%,0.00%,5.56%,234,14,5.98%,19,博进,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,33.30%,0.00%,0.00%,25.00%,0.00%,16,2,12.50%,20,黄河,0.00%,50.00%,0.00%,20.00%,0.00%,0.00%,100.00%,100.00%,20.00%,0.00%,0.00%,0.00%,39,5,12.82%,21,生威,16.67%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,0.00%,100%,0.00%,8,2,25.00%,22,主要不良类别为：端子、插头、五金、线材,目录,第三部分,2013,年经验分享和不足点改善,第三部分经 经验分享和不足点改善,2013,年度经验分享,：,1.2013,年从以上数据可以显示：在公司全体人员的努力下：客户批次合格率：,99.28%,达到目标；,2.,原材料来料合格率：,97.41%,达到目标。年度客户因质量问题投诉次数控制达到目标。,3.,生产过程控制批量异常在,2012,年基础上得到有效的控制。,4.,供应商产品私自变更包括公司内部工艺的私自变更在,2012,年基础上很大提升大。,5.,组织各部门顺利通过,TS,认证。,不足点：,1.,公司内部作业标准化不够完善,2.,内部人员,2013,年流失率高，新进,QC,的技能没有及时培训，解决问题的速度不够；,3.,公司整体的质量意识淡薄，质量成本很难控制。,4.,线材测试治具管理和配套不够，需要加强和完善。,5.,个别生产线全年度异常占公司总异常比例,25%,左右。,目录,第四部分,2014,年工作计划,1.2014,年工作目标制定,2.,2014,年工作推进计划,.,3.,需求各个部门的资源,第四部分,4.1,人员架构,人员配置,:18,人,第四部分：,4.2,年度目标制定,序号,工作目标,目标值,必保值,挑战值,1,出货批次合格率,9,9,%,99.5%,2,客户投诉次数,小于,180,次,120,次,3,来料上线不合格批次,小于,36,批,12,批,4,异常处理及时率（客户处）,小于,12,次,10,批,5,供应商来料合格率,98,%,99,%,6,出货检验不合格批次,小于或等于,192,批,160,批,7,质量成本控制达成率,95%,97%,第四部分 工作推进计划,序号,工作项目,阶段目标,实施内容,输出成果,责任人,1,人员配置岗位调整,人员配置在,2013,年基础上进行调整,人员落实岗位,18,人配置,2014,年根据人员技能,进行岗位调整，（增加岗位津贴的形式）来进行岗位合并。,现场,QC,进行缩减。（在,2014,年,3,月份逐步执行）,张延林,2,部门人员技能培训计划,按照员工进入公司时间段和掌握的技能，进行本岗位专业技能提高培训,1.,按照岗位制定培训计划，量身定做培训内容,2.,按照时间段完成培训内容并结合公司级技能考核进行。,提高工作效率和工作真确性,张延林,3,FQC,工作指标落地,2013,年,FQC,抽检不合格指标年度,240,件降低到,192,件,1.,对制造部,FQC,目标进行重新设定来提高出货批次合格率。,2.,对生产现场抽检的制程批次合格率进行提高，提高整个生产过程一致性通过率。,降低出货抽检不良批数,张延林,李恒安,王超,4,公司员工整体质量意识提升,从公司高管到一线员工从意识上重视质量,1.2014,年从公司培训到宣传到指标到任务，从多方面来刺激和提升所有人员的质量意识。,提高所有人员的质量意识，降低公司质量成本。,高管以及所有中层干部员工,5,工装夹具测试设备治具提升,从测试治具 夹具管理到测试治具产品一对一制作提升,进一步完善公司夹具治具管理，治具制作验证以及使用寿命管理，治具防呆的管理确认。专车专用线材测试治具的一对一管理。,产品稳定性和可靠性提升,王超,王玉飞,张延林,第四部分 工作推进计划,序号,工作项目,阶段目标,实施内容,输出成果,责任人,6,2013,年数据中反馈的前三大不良消除,退,PIN,开短路 错位降低：,30%,退,PIN,现场员工操作手法以及制造一线制度和处罚措施实施,2.,开短路错位治具管理的完善，不良品的处理及测试岗位技能考核上岗的方法。,将前三大不良降低,30%,李恒安,张延林,王超,王玉飞,7,部门费用控制,按照预算进行部门费用控制,对部门支出费用项目进行控制,执行预算,张延林,第四部分,需求各个部门的资源,为有效完成,2014,年的品质目标及计划使公司的质量更上一个台阶需要各个部门配合,序号,资源需求,责任部门,计划完,成时间,实际情况,1,人员招聘补充,人力资源,2,月,25,日,年底离职人员多,2,生产线管理人员调整,制造部,2,月,30,日,全年数据显示：个别生产线全年度产品异常率占整个生产系统,25%,，现场管理人员进行培训调整。,3,夹具治具管理规范,制造部,工程部,模具部,2,月,30,日,整年度数据显示：电性问题屡次发生，治具的防呆以及要求没有达到。,结 束 语,最后 祝大家新年快乐！,2014,年越来越好！,