【正文】 果車(chē)間制造過(guò)程前3鉆存在問(wèn)題，則現(xiàn)場(chǎng)行動(dòng)響應(yīng)團(tuán)隊(duì)通知車(chē)間ME 進(jìn)行過(guò)程改進(jìn)。必要時(shí)，通過(guò)現(xiàn)場(chǎng)行動(dòng)響應(yīng)團(tuán)隊(duì)來(lái)進(jìn)行協(xié)調(diào)和決定。 Purchasing and Supply Chain Management Department SQE and suppliers solving time limit : ultimate reason analysis in 7 working days, modification in 15 working days.,product engineer modification analysis team is in charge of filtering the 5A diamond problem to decide whether enter the next phase. Quality Department engineer advance 5B,6,7 diamond performance according to solving context through SIL. problem lift in 5B diamond, product shop ME affirm the adjustment for technology whether can solve problem. Technology amp。ME內(nèi)部問(wèn)題：生產(chǎn)線、質(zhì)量確認(rèn)站、壞路試驗(yàn)、AUDIT、GCA Internal issues: Production line, quality verification station, bad road test, audit, GCA外部問(wèn)題：客戶反饋、售后三包信息External issues: customers feedback, warranty data否決 13鉆 Reject Diamond 137鉆、尋求公司資源解決：QElook for resources in pany wide to solve：QE。engineer Department ME can quest support from shop manager, technologyamp。生產(chǎn)車(chē)間ME、技術(shù)工程部ME在第5B鉆質(zhì)量問(wèn)題解決遇到困難，可分別上升到車(chē)間經(jīng)理、技術(shù)工程經(jīng)理進(jìn)行支持，調(diào)動(dòng)資源，協(xié)調(diào)解決。 采購(gòu)及供應(yīng)鏈管理部SQE分析數(shù)據(jù)如果顯示供應(yīng)商零件質(zhì)量存在問(wèn)題，則SQE發(fā)布PRR，PRR在24小時(shí)內(nèi)回復(fù)，并與供應(yīng)商一起進(jìn)行質(zhì)量改進(jìn)。、ME、質(zhì)量工程師可安排在離問(wèn)題最近的位置開(kāi)始返修，這個(gè)位置可能是產(chǎn)生問(wèn)題的工位的下一個(gè)工位。，生產(chǎn)車(chē)間ME負(fù)責(zé)問(wèn)題的解決；如果屬于設(shè)備維修問(wèn)題，制造部給予技術(shù)支持和外包業(yè)務(wù)支持。、ME、質(zhì)量工程師得到質(zhì)量問(wèn)題報(bào)警信息，需立即開(kāi)展前3鉆的調(diào)查工作。 organizing current product quality improvement。 現(xiàn)場(chǎng)行動(dòng)響應(yīng)團(tuán)隊(duì)—由質(zhì)量部QE牽頭，車(chē)間ME、采購(gòu)及供應(yīng)鏈管理部SQE、技術(shù)工程ME、PE組成的現(xiàn)場(chǎng)質(zhì)量問(wèn)題響應(yīng)多功能團(tuán)隊(duì)。上汽通用五菱汽車(chē)股份有限公司青島分公司支持性管理文件SGMWQD Supporting Management DocumentSD/SGMWQD 版本號(hào)Version:B問(wèn) 題 解 決 流 程Problem Solving Criteria20070305發(fā)布 20070306實(shí)施Issued on Mar 05,2007 Implemented on Mar 06,2007上汽通用五菱汽車(chē)股份有限公司青島分公司 發(fā) 布Issued by SAIC GM Wuling Automobile Co., Ltd. Qingdao Branch前 言Foreword本文件是上汽通用五菱汽車(chē)股份有限公司青島分公司《糾正與預(yù)防措施程序》的支持性文件,目的在于為公司質(zhì)量問(wèn)題解決建立標(biāo)準(zhǔn)的流程，確定各部門(mén)在質(zhì)量問(wèn)題解決中的職責(zé)，為現(xiàn)場(chǎng)質(zhì)量問(wèn)題解決與產(chǎn)品質(zhì)量改進(jìn)提供支持。這些步法可驗(yàn)證操作過(guò)程、工具、零件，按照?qǐng)D紙檢查零件，決定是否需要工藝更改，產(chǎn)品更改以及尋求公司資源作為復(fù)雜問(wèn)題的處理。 organizing pany resource to resolve the extremely plex problems。：用戶反饋、“三包”信息（總公司反饋）。、ME、質(zhì)量工程師開(kāi)展前3鉆的調(diào)查工作的結(jié)果，記錄在Infocard上。、ME、質(zhì)量工程師得到質(zhì)量問(wèn)題報(bào)警信息，在進(jìn)行問(wèn)題分析同時(shí)，進(jìn)行在線問(wèn)題抑制。（如果找不到問(wèn)題根源, 問(wèn)題升級(jí)到第4鉆）：采購(gòu)及供應(yīng)鏈管理部SQE確認(rèn)供應(yīng)商提供的零件是否符合標(biāo)準(zhǔn)，零件質(zhì)量是否達(dá)到預(yù)期質(zhì)量標(biāo)準(zhǔn)。，解決問(wèn)題時(shí)間：短期措施:應(yīng)在24小時(shí)內(nèi)反饋，長(zhǎng)期措施：應(yīng)15工作日內(nèi)反饋。engineer Department ME examine according to the first four diamonds collected data to affirm the technology whether can solve problems including technology modification and control. Together with responsiveness team to correspond and decide when it needed. the problem was affirmed 5B technology problem, the time limit: short term measure: feedback in 24 hours, long term measure: feedback in 15 working days. Product shop and technology