企业颜色管理的方法论.pptVIP

;;;; 圖表II(比較圖表)適用於管制某一群組工作相似的人員的績效,該表可納入多人的工作成績.每個名字旁都有兩欄,在第二欄的方格內填上不良數,然後在第一欄根據不良數涂上相對的顏色或標簽.如不良數為0涂上綠色,不良數為1涂上黃色,不良數大于2則涂上紅色.對比來看可以很快的在該群組人員中查出誰是績效最好的和最差的.;圖表I;圖表II;;1.品質;9/20;10/20;;9.良品與不良品混. ;三.配合度:;;二.5S 紀律.;1.遲到一次扣分,曠工一日扣分.;;二.5S 紀律.;三.配合度:;;Cpk;制程能力研究之應用;Some practical application of process capability studies as follows ;Dear all: Fully agree with Gray’s proposal,I believe this is the right track for us to move .We should release IPQC’s effort from production and let Gary push his resource on the supplier quality management(IQC) to prevent bad material come into factory.On the other hand, also enhance outgoing quality control to serve customers. By the way, a comment to Gary on the item4. A poor Cpk is not necessary to stop the production unless Cp is also very poor. Because Cpk=(1-Ca)Cp, base on this formula, if Cp is very good, say 2.5(means distribution is very sharp), and Ca is very poor, say 0.5, (means big deviation from the spec center) then the Cpk is only 1.25, although it is less than 1.33,but still inside the upper and lower spec limits. The product still ok. However, I do agree that PE has to take action to improve because it shows high risk of out of spec in the future. In order to standardize the format and parameters for Cpk control, I propose Keelung Plant(Mr Lester Chiou and Mr Robert Chiou)make a proposal quickly, then horizontally deploy to the other plant to implement. ;4/13;5/13;6/13;7/13;8/13;9/13;10/13;11/13;12/13;13/13;G RR ;1/3;2/3