16949-2009-教师培训讲稿-v2.0.ppt

* * 街头散发广告的效果（不能经济地验证） 铸造、锻造、焊接、热处理 化学合成、新药开发 计算机或网上是否有病毒。 * * * GMPT uses these tags throughout their plants, the colors and symbols prevent any confusion. The symbols work for color blind situations. Read the fine print. Any color other than yellow and red can be used for acceptable materials. Risk is introduced into the process when yellow is not used. It means parts that are tagged red for sort or rework will be tagged green when they are reworked. Using yellow allows the organization to maintain a process where red tagged parts are never reclassified and tagged as green. Red tagged parts never go green! * * * * * * * * * * * * * * * * * * 对总图更改，则零件图、部件图、工艺图、装配图也必须更改。 * * * * * * * * * * * * * * This is the Fast Response Tracking Board, some of its benefits are: Visual Management: overall status, exit criteria status, Ownership: one person responsible Exit Criteria: clearly defined, visually tracked Review exit criteria and its overlap to the Problem Solving process. Tracks all significant events: prevents overlooking or dropping issues prior to closure. When posted, it is a communication to all employees. The board is not a permanent record, closed items are eventually removed. Problem solving forms, the PFMEA and Lessons Learned are permanent records. Discuss how the supplier can use this board. The open items on this format can be put on a large dry erase board in the meeting area. * This is the Quality Q. It is divided into 31 days for the month and uses R/Y/G for visual management of external, internal or no quality problems. It can be posted throughout the plant for the whole plant or by product line. It can be any shape, some suppliers use the first letter of their company name. A calendar can be used; coloring each day’s square with the appropriate color. Discuss how and where this supplier will use the Quality Q. Ask the supplier if they see a benefit in the strategy and use of the forms. In closing, does the supplier meet the Fast Resp