【正文】 Defect Mapping or MultiVari Study: a) Check Pattern/ Trend / Location for which defects occur 缺陷出現(xiàn)時(shí)檢查圖案 /趨勢(shì) /位置 b) Draw conclusion 下結(jié)論 Prepare Table for Validation 準(zhǔn)備確認(rèn)表格 a) List Equipment/ Process Flow in Column 1 第一欄列出設(shè)備 /工藝流程 b) List Content for Validation in Column 2 第二欄列出確認(rèn)項(xiàng) c) List Validation Result in Column 3 第三項(xiàng)列出確認(rèn)結(jié)果 Step 5 of CI Approach CI步驟五 Clarification Of Phenomenon / Problem cont 認(rèn)清現(xiàn)象 /問(wèn)題－ (續(xù) ) Flow Validation Results Manual Lead does not touch OK Index in any part of the indexer Trim amp。 W/B problem F/T Open Defect Units Mapping WhyWhy Analysis WhyWhy分析法 This is one tool that JIPM encourages to use for determination of root causes. 這是 JIPM鼓勵(lì)使用的決定根本原因的一種方法 Please refer to WhyWhy Analysis training package for guidelines and steps in conducting this analysis. 在傳授此方法時(shí)請(qǐng)參考 WhyWhy 分析法培訓(xùn)材料中的指導(dǎo)方針和步驟。 Implementation 改進(jìn)建議和執(zhí)行 a) Define Problem Statement from “What has Changed?” 根據(jù)“什么發(fā)生了改變”詳細(xì)說(shuō)明問(wèn)題 b) Put up proposal to overe the above problem 提出建議以克服以上問(wèn)題 c) Implement Proposal 執(zhí)行建議 Results of Improvement 改進(jìn)的結(jié)果 a) Validate result of implemented action with respect to quantifiable data that is, ?Accuracy? within + mil or force within + 10 kg / cm square. 用量化的數(shù)據(jù)驗(yàn)證行動(dòng)的結(jié)果 ,就是‘精確度’達(dá)＋－ 每平方厘米 小于 10kg的壓力 Open/Short CI Team 7. Countermeasures 2. Standardize Touch Sensor wire setup method, standardize Touch Sensor wire spare parts make method. Resp: Guo Zhi Status: Done. 3. Made some standard Touch sensor wire spare parts and issue to 4 shifts. Resp: Guo Zhi Status: Done. 4. Train related technicians in 4 shifts. Resp: Guo Zhi Status: Done. Upper Touch Block Lower Touch Block Spring Touch Sensor Wire LED JPG(PCB) Open/Short CI Team 7. Countermeasures 5. Report Touch Sensor Audit Report every night shift. Related shift repair ASAP. Resp: Night shift supervisor Status: Done Upper Touch Block Lower Touch Block Spring Touch Sensor Wire LED JPG(PCB) Touch Sensor Assignment A Shift: Module 0, 1, 2。 3B, 3X, 3Y, 3Z C shift: Module 6,7。00May.Jun.Jul.Aug.Sep.Oct.Nov.Dec.Jan.39。 Standardization 防止再發(fā)生和標(biāo)準(zhǔn)化 9 9. Prevent Recurrence amp。 It is a refined variation of Cause amp。 In short, it is a .… 總而言之，它是 ... Problem 問(wèn)題 Solving 解決 Tool 工具 PHENOMENON = an OCCURRENCE or FACT that can be OBSERVED 現(xiàn)象＝一種能觀察到事件或事實(shí) Why Use WhyWhy Analysis? 為什么使用 WhyWhy 分析法 It is another tool that can help us determine root causes. 它是一種尋找根本原因的分析方法 It is not a plicated tool, anyone can use it....... ........more users, more benefits. 它不是一個(gè)復(fù)雜的工具，人人都可能使用它，它帶來(lái)更大的進(jìn)步 From JIPM?s long experience, it has been proven to be EFFECTIVE! JIPM長(zhǎng)期的經(jīng)驗(yàn)已經(jīng)證明它是 有效的！ When Should It Be Used? 什么時(shí)候使用？ JIPM remended methods to determine root causes JIPM 提倡找到根本原因的方法 Defect Rate 5 1% =/ 1% 10 5% Cause amp。 “ Is” And “Is Not” ? 1 phenomenon = many causes. ? To permanently fix the phenomenon, all causes must be addressed. 要永久地解決問(wèn)題，就要找出所有的原因。 Effect analysis. 與因果分析法一樣 ?based on“feeling”,voting,experiences. 建立于“感覺(jué)”，選擇，經(jīng)驗(yàn)上 ? a tool that one can use without prior knowledge of the part/unit/equipment and the failure conditions. 對(duì)部件 /管子 /設(shè)備以及失敗原因沒(méi)有充分了解就能開展的分析方法 ? a tool that can directly provide countermeasures. 能直接提供對(duì)策的方法 ? an intellectual exercise done by “armchair” experts in isolation from the phenomenon. 一種脫離于現(xiàn)象的智力游戲 Pareto DiagramStep 柏拉圖的步驟 ? 用累計(jì)數(shù)據(jù)，畫出累計(jì)曲線 05101520253035404550Y X 累計(jì)曲線 Pareto Diagram 柏拉圖 ?80%－ 20% 原則 ?“ 少而重要的，多而瑣碎的 ”的概念 ?舉例： ? 80％的產(chǎn)值可能由 20％的產(chǎn)品創(chuàng)造 ? 80％的生產(chǎn)線廢品可能由 20％的員工產(chǎn)生 ? 產(chǎn)生 Bent lead的原因可能有 10種 ,但 80%的 Bent lead可能由 2種原因產(chǎn)生 . How To Be An Expert? NO! Initial training is important, but the most important thing is PRACTICE!! 初始的培訓(xùn)很重要，但最重要的是 實(shí)踐 ??！ How do I bee an Expert in using WhyWhy? …. Attend a lot of training? 參加大量的培訓(xùn)？ One should also use the WhyWhy approach in everyday activities, instead of limiting it to problems only. 應(yīng)該在每天的工作中使用分析法，而不只限于問(wèn)題本身 WhyWhy Versus PM Analysis WhyWhy 分析法與 PM 分析法 Why can?t I use PM Analysis straightway? PM is a better tool. 為什么不能直接使用 P－ M分析法 ? At the moment, there are many opportunities for improvements by just using WhyWhy analysis. 現(xiàn)在，只要使用分析法就會(huì)有許多可以改進(jìn)的機(jī)會(huì)。 Concept Of WhyWhy WhyWhy 的概念 ? It is a technique to determine root causes to a phenomenon by repeatedly asking “Why”. 它是一種用不斷問(wèn)“為什么”來(lái)找現(xiàn)象的根本原因的方法。 ? In the case of WhyWhy Analysis, there is no limit to the number of “Why” asked. 而在 WhyWhy 分析法中，沒(méi)有問(wèn)多少次“ Why” 的限制 Why?...Why?...Why?...Why?...Why? Why?...Why?...Why?...Why?...Why?...Why?...Why?........ Stop! Why does phenomenon arise? Concept Of WhyWhy Phenomenon 1 2 Why does Phenomenon arise(發(fā)生 )? Why does phenomenon 2 arise? Last “why” (Source of phenomenon) Why does phenomenon arise? Why does phenomenon 1 arise? Why does phenomenon arise? Note : WhyWhy can also be done in Pictorial(圖示的 ) form drawing out the parts can help the team to fully visualize the problem. Steer Last Why To Countermeasures 最后一個(gè) Why 的對(duì)策 Last WHY Examples of Countermeasures No lubrication(潤(rùn)滑油 ) standards Prepare lubrication standards Low rigidity(剛度 ) of materials Raise rigidity of materials Unclear setting position Mark on setting position Important Points In WhyWhy WhyWhy 分析法的要點(diǎn) Problem Phenomena Why Why Why Why Why Why Why Things to do bef