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Transcript of QSB 012307
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
FR&PS NCM WPO SWI (SOS) OI (JES) SOT(JIT) Risk ReductEPVLPA VS Contam SCM
1
Quality Systems Basics
This presentation was developed by General Motors Corporation Global Purchasing Supply Chain.
All rights reserved. No part of this material may be reproduced in any form, or by any method,
for any purpose, without written permission of General Motors Worldwide Purchasing.
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
FR&PS NCM WPO SWI (SOS) OI (JES) SOT(JIT) Risk ReductEPVLPA VS Contam SCM
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FAST RESPONSE PROCESS Communication and Ownership of Significant Quality Concerns Problem Solving Lessons Learned
Standardized Rapid Reaction to Quality Issues:
1
2
3
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
FR&PS NCM WPO SWI (SOS) OI (JES) SOT(JIT) Risk ReductEPVLPA VS Contam SCM
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In preparation for the Fast Response meeting, at the start of the day, Quality shall identify significant Quality concerns from the past 24 hours which must include:
• External Concerns: - Customer concerns (PRR’s, Liaison Issues, Customer Calls) - Supplier concerns• Internal Concerns:
- Verification Station Findings- Layered Process Audit issues- Line stops and Teardown issues- Other internal Quality concerns (Dock Audits, containment activity)
• First Time Quality Data
FAST RESPONSE Fast Response is a system that:
- standardizes reaction to significant External/Internal Quality failures. - promotes communication and discipline through daily meetings. - utilizes a visual method of displaying important information.
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FR&PS NCM WPO SWI (SOS) OI (JES) SOT(JIT) Risk ReductEPVLPA VS Contam SCM
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The Fast Response meeting:
Shall be held daily to review the significant Quality concerns gathered by Quality.
Meetings are held daily at a minimum, although some organizations may choose to hold meetings on each shift.
Is a manufacturing review meeting owned by Manufacturing and supported by Quality, Engineering, Maintenance, etc…
Is a communications meeting, not a problem solving meeting.
It should be a 10 - 20 minute stand up meeting held on the shop floor.
At the Fast Response meeting, leadership shall:
- Designate a leader (owner) for each concern/issue if one has not been already assigned.
- Review Documentation for Proper Content
- Obtain the next report out date for the meeting if the issue is not closed.
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FAST RESPONSE: REPORT OUT FORMAT
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• Each issue shall have a Practical Problem Solving Report (PPSR) or equivalent. This form is reviewed at the meeting to provide structure for the report out and keep the meeting to its allotted time frame.
― Suppliers are expected to use the PPSR form or equivalent for their report out for the initial Containment phase and Root Cause-Corrective Action updates.
• New issues shall be added to the Fast Response board prior to the meeting by the owner (lead contact in the case of supplier issues).
― Suppliers must be notified in advance when they are to report out at the meeting.
FAST RESPONSE
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• Owner report out shall include updates to the PPSR on the following:
- Problem Definition Containment steps,
- Root Cause Analysis (5-Why)
- Short/Long Term Corrective Action
with Verification and Lessons Learned.
•Owners shall be responsible for assuring all problem solving and exit criteria are met in a timely manner.
- Update the Fast Response Board status columns.
- Distribute updates to team members or key contacts.
FAST RESPONSE
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FAST RESPONSE TRACKING BOARD (Example)
Points to Review:OwnershipExit Criteria
Overall Status
To optimize visual management, this form is displayed in the meetingarea (ex.: 4’ x 8’ dry erase board, laminated poster, etc…).
EXIT CRITERIA
Ov
era
ll S
tatu
s
Issue Number
Issue Description
Date Opened Unit I.D. # Owner
Next Date (of Owner Report out
to Staff) Co
nta
inm
en
t
Ro
ot
Cau
se A
naly
sis
Co
rrecti
ve A
cti
on
Imp
lem
en
ted
Err
or
Pro
of/
Dete
cti
on
Co
rrecti
ve A
cti
on
Veri
fied
PF
ME
A /
CP
Up
date
d
Sta
nd
ard
ized
Wo
rk
& O
pera
tor
Instr
.
Layere
d P
rocess A
ud
its
Lesso
ns L
earn
ed
(In
sti
tuti
on
ali
zed
)
Date
Clo
sed
Y 1Material
Contaminated1/10/05 333933 McGrath 4/29/05 G G G G G G Y G Y Open
G 2 Burrs 2/15/05 98002222 Adams CLOSED G G G G G G G G G 4/23/05
R 3Parts
mislocated on assembly
3/21/05 9950560607 McIntosh 4/29/05 G G G R R R N/A G N/A Open
R 4 Mixed Parts 3/22/05 34523339 McGrath 4/29/05 G G G G R G G Y G Open
R 5
Paint dots found on loose
& mis-built parts
3/28/05 98002222 McGrath 5/11/05 G G G G G N/A N/A R R Open
R 6Loose 7mm bolt on front
cover
3/28/05 98002222 McGrath 5/23/05 R R R R R R R N/A R Open
EXIT CRITERIA STATUS KEY
R Required but not initiated
Y Initiated but not complete
G Complete
N/A Not Applicable
For Red or Yellow Status – Include
Target Date
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2 Sided Construction:2) 4’ x 8’ x ¾” Plywood.
2) 48” Plotter Matrix2) 4’ x 8’ x ¼” Plexiglas
Open PRR List 11 x 17
Fast Response Sign-in 8 ½ x 11
Status Key 11 x 17 (1 or 2 sided)
FAST RESPONSE TRACKING BOARD (Example)
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No Quality Disruptions
Internal Quality Disruption(defined locally)
Customer Quality Disruption(eg. PRR, Pull, Spill)
Daily Quality Chart
LEGEND:
Month Year
January 2004
31
2928 30
2122
2324
2526
27
1213
1415
1617
1819
20
23
45
67
89
10111
Green
Yellow
Red
(Example)
Leadership shall display a visual Quality status. Any type of visual management can be used: calendar, chart, etc…
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WHAT IS A PROBLEM?
A problem is the GAP between the current situation and customer satisfaction.
PROBLEM SOLVING
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Growing
Problems Are the Seeds for Improvement! Problems Are Positive Opportunities!
If There Are No Problems Then Something Is Wrong!
PROBLEM SOLVING
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• Definition:
– A structured process that identifies, analyzes, and eliminates the discrepancy between the current situation and an existing standard or expectation, and prevents recurrence of the root cause.
ShotgunShotgun Bull’s-eyeBull’s-eye
PROBLEM SOLVING
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FUNDAMENTAL PRINCIPLES OF PROBLEM SOLVING
• Set aside pre-conceived ideas.
• Don’t respond to problems without data.
• Break problem down.
• See abnormal occurrence and Point of Cause first hand.
• Delay cause analysis until you have a thorough grasp of what is actually
happening.
• What is the standard? What is happening compared to what should be
happening?
• Establish Cause/Effect relationships.
• Continue asking “Why”? until you can prevent reoccurrence of the problem
by addressing its root cause.
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Define The
Problem Select Team
Identify The RootCause
Implement Permanent Corrective Action
Contain The Problem
Verify Effectiveness Of Actions
Institutionalize Throughout The
Organization
Recognize & Formally
Disengage The Team
8D PROBLEM SOLVING LOGIC FLOW DIAGRAM
D1
D7 D8
D6D5
D4
D2 D3
(Example)
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8D PROBLEM SOLVING PROCESS8D PROBLEM SOLVING PROCESS
D1D1Select Team Use the team approach by forming a multidisciplinary problem solving team. Members should have the expertise and authority needed to solve the problem effectively.
D2D2 Define the Problem Part 1 represents what the customer actually said; Part 2 represents what the engineer or expert says relative to the problem.
D3D3 Containment Interim Actions (quick fix) that prevent the problem from getting to the customer.
D4D4Identify the Root Cause Define all the events that produced the problem. Use a systematic procedure to identify and verify the root cause: DOE, Fishbone Chart, Drill Deep Analysis, 7 Diamonds (Include Blue Card).
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Grasp the
Situation
PRACTICAL PROBLEM SOLVING
• Problem Description
– State the Problem That Is Occurring
• Problem Definition - Specifically Define the Situation
– The Standard - What should be happening?
– The Actual or Gap - What is happening?
– The Time Period - How long has it been happening?
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Process 3 Is the Point of Cause!
Observation:Go Back to 2
6
5
4
3
2
1
Can See
Can See
Can See
Can See
Can Not See
Can Not See
Start
Grasp The
Situation
Inve
stig
atio
n Dire
ctio
n
Product F
low Dire
ction
PRACTICAL PROBLEM SOLVING
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7 DIAMOND PROCESS
Responsibility
Production 1
Production 2
Production 3
Rel. Engineer/ SQA/Supplier 4
CorrectProcess?
Correct Tool?
Correct Part?
Parts Quality?
Is Engineering support required?
Problem Identified Begin Interrogation Responsibility
Vehicle AssemblyEngineering 5
DesignRelease
6
Statistical Engineering
7
Will Process Change
Resolve?
Product Change Required?
Extremely Complex
Problem
Yes
Yes
Yes
No
No
Uncertain
(Example)
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Diamonds 1 - 4
Used to determine if production is running the manufacturing process to design intent.
• Diamonds 1-4 evaluate the stability of the process.
• Once a problem has been identified, the automatic response must be to immediately perform diamonds 1-4.
• Initial investigation is done where the defect was found.
• If investigation determines the cause of the problem is upstream, then investigation should be conducted at the upstream source as well.
• Statistical Engineering occurs when the manufacturing process does meet design intent and the problem still exists.
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1 - Correct Process
• Is the correct Standardized Work posted?
• Is Standardized Work being followed?
• Are build documents being adhered to (if applicable)?
• Are gaging requirements / frequencies being adhered to?
• Is the job being done the same on all shifts?
• Does the operator understand what the product standards are?
• Is it the regular operator? Has there been a lot of turnover on the job?
• Has the operator been properly trained?
• Are the visual aids current?
• Does the operator understand the quality outcomes of her/his job?
• Does the operator know how to communicate when he/she has a problem?
Can any of these cause the problem?
Manufacturing2
Manufacturing3
Quality Sys / SQ / Supplier
4
CorrectProcess?
CorrectTool?
CorrectPart?
Parts Quality?
ManufacturingCorrects
(Example)
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• Are the correct tools & fixtures being used? (all shifts)
• Are the tools set to the specified requirements?
• Are they properly calibrated?
• Are both shifts using the same tool?
• Are the tools worn?
• Do the tools & fixtures have mutilation protection?
• Has the workstation been error proofed?
• Have the tools or error proofing been bypassed?
• Does the workstation layout allow the operator to work effectively?
• Has the Preventive Maintenance been done? (check log)
• Are tools functioning correctly?
ManufacturingCorrects
Manufacturing1
Manufacturing3
Quality Sys / SQ / Supplier
4
CorrectProcess?
CorrectTool?
CorrectPart?
Parts Quality?
2 - Correct ToolCan any of these cause the problem?
(Example)
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• Is the part’s routing current?
• Are the correct parts being used?
• Are parts stocked in the correct location?
• Do the part numbers on the boxes agree with their location?
• Is error proofing needed?
• Is existing error proofing device working correctly?
Quality Sys / SQ / Supplier
4
CorrectProcess?
CorrectPart?
CorrectTool?
Parts Quality?
3 - Correct PartCan any of these cause the problem?
ManufacturingCorrects
Manufacturing1
Manufacturing
(Example)
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Quality Systems is responsible for determining if parts have changed and overall part quality:
Supplier DataCMM ChecksFixture ChecksVisual Part to PartVisual Lot to Lot
If part’s quality (out of specification) is determined to be the problem’s root cause, then Quality Systems will notify manufacturing and/or the supplier that there is a problem and work with manufacturing and/or the supplier to validate the corrections.
CorrectProcess?
Quality Sys / SQ / Supplier
PartsQuality?
CorrectTool?
CorrectPart?
4 - Part Quality
Manufacturing1
Manufacturing3
Manufacturing
(Example)
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Problem Analysis (where defect was found)
Problem Analysis (upstream operation, if applicable)
1
2
3
4
Standardized Work Followed?
Correct Tools / Fixtures / Error Proofing?
Correct Parts?
Parts in spec?
Yes No
Completed by ___________________ Date ______________
Return to the Quality Department
Countermeasure __________________________________________________________________________________________________________________________________________
1
2
3
4
Standardized Work Followed?
Correct Tools / Fixtures / Error Proofing?
Correct Parts?
Parts in spec?
Yes No
Completed by _____________________ Date ______________
Countermeasure ________________________________________________________________________________________________________________________________________________
Assigned to ___________________ Date ______________
Return to the Quality Department
Problem Description: _________________________________________________________________________________________________________________________________________________________
Card # __________COUNTERMEASURE CARD
Date: ______________ Initiated by: _________________Dept: ______________ Phone: _____________________Part Name __________________ Part # ________________Model ______________________ Unit # ________________
Additional Information: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Referred by Quality Systems Manager
Referred to: ________________________ (SQA or SQE, 4)
Referred to: ________________________ (Quality Engineer, 5A)
Referred to: ________________________ (Red X, 5B)
Referred to: _________________________ (Engineering, 6)
Referred to: _________________________ (other)
(Example)
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PRACTICAL PROBLEM SOLVING FORM
Problem Definition
Direct CauseCause
Cause
Cause
Why?
Why?
Why?
Why?
Why?Root
Cause
Countermeasure
Follow -Up
PoC
Locate Point ofCause
Problem Description(Initial problem Perception)
(Example)
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Direct CauseCause
Cause
Cause
Why?
Why?
Why?
Why?
Why?
RootCause
Countermeasure
Follow -Up
PRACTICAL PROBLEM SOLVING FORM - BACK
PoC
Locate Point ofCause
Problem Definition
Problem Description(Initial problem Perception)
(Example)
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Flow Chart Fishbone Diagram Pareto Chart
Histogram 5 Why’s Run Chart
Scatter Plot Control Chart Pictograph
Problem
Problem
Root Cause
WhyWhyWhyWhyWhy
PROBLEM SOLVING TOOLS (Example)
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EXERCISE
ROLE PLAY 5-WHY QUESTIONS AND ANSWERS
TWO VOLUNTEERS
When a cause is found, ask why until you find the real root cause (5 Why’s)
PRACTICAL PROBLEM SOLVING
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FIVE WHY PROBLEM SOLVING TOOL
CauseInvestigation
• Why did the robot stop?A fuse in the robot has blown
• Why is the fuse blown?Circuits overloaded
• Why did the circuit overload?The bearings have damaged one another and locked up
• Why have the bearings damaged one another?There was insufficient lubrication in the bearings
• Why was there insufficient lubrication in the bearings?The oil pump on the robot is not circulating sufficient oil.
• Why is the pump not circulating sufficient oil?Pump intake is clogged with metal shavings.
• Why is the intake clogged with metal shavings?No filter on the pump intake.
• Why was there no filter on the pump intake?Pump not designed with filter
(Example)
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Drill Deep Analysis/Worksheet5 Whys5 Whys – Enter the technical – Enter the technical root cause. Ask root cause. Ask “WHY”“WHY” until until actual root cause for each is actual root cause for each is determined.determined.
PredictPredict – Why did the planning– Why did the planningprocess not predict the failure?process not predict the failure?
PreventPrevent – Why did the – Why did the manufacturing process not manufacturing process not prevent the defect?prevent the defect?
ProtectProtect – Why did the Quality– Why did the Qualityprocess not protect the process not protect the customer (GM) from the customer (GM) from the defect?defect?
(Example)Revision Date: Original Final
Phone: RPNSupplier Team Lead: Severity
OccuranceGM SQE: Detection
Supplier Duns: Supplier Name and Location:Supplier is Tier 1 to GM
Issue Category: Issue Number:
Failure Mode:
Effects of Failure Mode:
Cause of Failure Mode: Point of Manufacture
Drill Deep Corrective Action Verification Owner Due Date
M1 Cause of Failure Mode
M2
********************************
**M3
********************************
**M4
********************************
**M5
M-RC
Q1
Q2
********************************
**Q3
********************************
**Q4
********************************
**Q5
Q-RC
P1
P2
********************************
**P3
********************************
**P4
********************************
**P5
P-RC
A
B
********************************
**C
Why did the Quality System not Protect GM from this
Failure Mode
Why did the Planning System not Predict this
Failure Mode
Quality Assurance
Tier 1
Why did the Manufacturing System not prevent this
Failure Mode
What are the key findings based on this quality issue?
Name and Title:
Provide a complete member list with contact information on Contact List Worksheet
Quality Control
Quality Planning
PRR PRTS CDP Other , Specify :
PredictPlanning System -
informational contentin all documentation
ProtectQuality System -Error Detection &
Containment
PreventManufacturing System -
Error Proofing &Standardized Work
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Follow Up and Check
• Ensure the corrective action is in use.
• Verify effectiveness.
• Establish a verification period (duration/date).
• Determine who will follow up.
• Create a standardized process or method.
• Remove excess work from containment.
MARCH
PRACTICAL PROBLEM SOLVING
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• Identify similar products and processes which can potential have or produce the same failure mode.
Send a copy of this Problem Solving Report to other Departments/Plants with similar potential problem.
• Implement the solution across the organization.
• Update the necessary documentation:
– PFMEA
– Control Plan
– Error Proofing Verification*
– Standardized Work *
– Operator Instructions*
– Lessons Learned*
• Implement Layered Process Audits* to verify the system is working consistently.
INSTITUTIONALIZE (DRILL WIDE)
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DRILL WIDE MATRIX
Drill Wide - analysis of opportunities of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations.
(Example)SYMBOL & STATUS KEY:
SUPPLIER: O
Name: X
Location: NA
Duns:
Contact Name: Completed & Supplier verified only
Contact Phone:
E-mail: P
Du
ns
/Su
b-t
ier
cla
ss
ific
ati
on
Du
ns 1
Du
ns 2
Du
ns 3
Du
ns 4
Du
ns 5
Du
ns 6
Tie
r 2
Tie
r 3
Tie
r 4
Part Name & Number
GM PlantN/C or
CPVCS Status PRR Number / Issue
ContainmentCause of Failure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Corrective ActionKey Findings Corrective ActionDocumentation Updated
Part Name & Number
GM PlantN/C or
CPVCS Status PRR Number / Issue
ContainmentCause of Failure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Corrective ActionKey Findings Corrective ActionDocumentation Updated
Part Name & Number
GM PlantN/C or
CPVCS Status PRR Number / Issue
ContainmentCause of Failure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Corrective ActionKey Findings Corrective ActionDocumentation Updated
Champion Symbols
Co
rre
cti
ve
Ac
tio
n
FAILURE MODE EFFECT OF FAILURE MODE
Co
rre
cti
ve
Ac
tio
n
FAILURE MODE EFFECT OF FAILURE MODE
Original location
Location with similar process
Not Applicable
Completed & 3rd Party/GM verified
Not Completed
Pass Through
A.P.Q.P.Tiered
SupplierDuns / Location
DDW Completion & Verification Champion1 Symbols
DDW Completion & Verification 4
EFFECT OF FAILURE MODE DDW Completion
& Verification 3 Champion Symbols
Co
rre
cti
ve
Ac
tio
n
FAILURE MODE
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D5D5Permanent Corrective Action Identify and implementpermanent corrective actions that will eliminate the problem.Remember that permanent means forever. The problemshould never be able to occur again.
D6D6Verify Effectiveness of Action Verification takes place inthese four areas: Root Cause, Interim Actions, Permanent Actions, Prevention. Verify the implemented action does eliminate the problem (short term, long term and other similarprocesses) and does not cause any other problems.
D7D7Prevent Recurrence (Institutionalize) Preventing recurrencemeans preventing changes to the part, process or system thatallow a problem to occur. Prevention covers all similar andrelated processes, designs, systems, etc.
D8D8 Congratulate Your Team Recognize the contributions ofall the team members as a group and individually.
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PRACTICAL PROBLEM SOLVING
• No problem solving means no improvement.
• Encourage problems and solutions.
• Provide the necessary training and resources.
• Have patience.
• Develop problem solvers.
• Managers should have the questions, not the answers.
• Make decisions based on fact, not opinion (Emotion).
• Use teamwork to solve problems.
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A Lessons Learned system:
• establishes a process for capturing information that will support continual improvement to all operations/processes. • prevents repeated mistakes allowing an organization to capitalize on its successes.
• applies to all functions and responsibilities, therefore, everyone in the organization should participate.
All documentation that will support continuous improvementshall be entered into a Lessons Learned database.
A disciplined approach to problem prevention using Lessons Learned shall be established.
LESSONS LEARNED
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Examples of activities to Identify Lessons Learned:
• GM Drill Wide Matrix• Monthly “Q”-Charts• Layered Process Audits• Error Proofing Verification• Internal Quality Issues• Verification Stations• APQP Process• Continuous Improvement Teams• Problem Solving (PR/Rs, Risk Reduction)• Management Reviews• Suggestion Programs
Lessons Learned may be identified by anyone. Most activities within an organization result in prevention of future problems or improving performance. These activities build Lessons Learned.
LESSONS LEARNED
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Lessons Learned shall be documented. Documentation may include:• Lessons Learned Form• APQP Checklist • PFMEA • Computer Form or Website, etc…
Lessons Learned must be communicated and kept available to all currentand potential users. Communication can be performed by:
• posting the lessons learned form • including on a lessons learned website • utilizing a company newspaper or closed circuit tv• distribution of pocket cards, etc…
Leadership should review the Lessons Learned process to assureImplementation.
LESSONS LEARNED
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Quality gathers significant issues from the past 24 hours.
Daily Fast Response Meeting assigns owner to each issue. Outside the meeting the owner utilizes the Problem Solving process to correct and prevent recurrence.
Owner responsible for completion of all exit criteria including Lessons Learned. Results of Problem Solving process communicated. Fast Response Tracking Board indicates exit criteria is green.
Issues are tracked on the Fast Response Tracking Board. Owners are required to give periodic updates at Fast Response meeting.
FAST RESPONSE PROCESSKEY STEPS
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FAST RESPONSEBENEFITS:• Improves Quality metrics: reduces PPM and warranty costs.
• Reduces PRR’s and increases customer satisfaction.
• Provides a systematic approach for Problem Solving* and communication of Quality issues.
• Reduces recurrence of Quality issues.
• Assures all issues are resolved.
• Supports continual improvement.
• Strengthens documented implementation of Lessons Learned** database.
• Prevents repetitive mistakes and reduces waste of resources.
• Transfers knowledge to all stakeholders in an organization.
• Provides a history of activities.
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FAST RESPONSE SUMMARYOrganizations shall…
Hold a daily Fast Response meeting.
Utilizes a format, like the Fast Response Tracking Board to identify: overall status of the significant Quality concerns. ownership of each concern. exit criteria required to close a concern.
Owners shall update Fast Response board prior to meeting.
A PPSR form or equivalent shall be completed for all Fast Response board issues.
Owners shall perform updates at the Fast Response meeting, assure problem solving is performed and all exit criteria are completed.
Display daily Quality status.
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Empower everyone in the organization to participate in Lessons Learned.
Establish and institutionalize a system to document Lessons Learned.
Establish a disciplined approach to problem prevention using Lessons Learned.
Review the Lessons Learned process to assure implementation.
Organizations shall…
FAST RESPONSE SUMMARY
Have a defined process for Problem Solving leading to root cause identification and elimination.
Use the Problem Solving format prescribed by the customer. (GM GP5)
continued
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CONTROL OF NONCONFORMING PRODUCT
Identification, Containment and Communication
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• Establish a method to ensure product that does not conform to specified requirements is:
Clearly identified using consistent identification (tagging).
Prevented from unintended use or installation (containment).
• Establish a consistent identification process using a Visual Management method.
CONTROL OF NONCONFORMING PRODUCT
• The achievement of customer expectations relies on a method to contain defects (NONCONFORMING PRODUCT) within the manufacturing process, and implement corrections to protect the next/downstream customer.
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TAG CONTENT
IN THIS SECTION
IS AT LOCAL
DISCRETION
TAG CONTENT
IN THIS SECTION
IS AT LOCAL
DISCRETION
PLT001
SUSPECTDO NOT USE OK FOR USE
REQUIRED FOR SCRAP PRODUCT/CONTAINERS
(SCRAP BINS PAINTED RED DO NOT REQUIRE A TAG)
REQUIRED FOR REWORK, REINSPECT, SUSPECT PRODUCT/ CONTAINERS
ANY COLOR (except red or yellow)FOR CONFORMING PRODUCT IS ACCEPTABLE
SCRAP
PLT002 PLT003
TAG CONTENT
IN THIS SECTION
IS AT LOCAL
DISCRETION
(IF YELLOW IS NOT USED TO DISTINGUISH SCRAP FROM SUSPECT, THE RED TAG MUST HAVE DISPOSITION.)
TAG MUST SHOW LAST OPERATION.TO ASSURE PROPER REINTRODUCTION
(Example)
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• Nonconforming product shall be prevented from unintended use or installation through containment. • Leadership must develop, organize and maintain a system for control of nonconforming product.
• All nonconforming and suspect product shall be segregated. SEGREGATION AREAS:
• Segregation areas shall be foot printed or otherwise identified.
Example: - Scrap bins - Rework Tables - Containment areas - Nonconforming material hold areas
• Containment shall verify breakpoint:- using 100% Inspection- for a duration specified by site leadership
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• Nonconforming product shall be prevented from unintended use or installation through containment. • Leadership must develop, organize and maintain a system for control of nonconforming product.
• All nonconforming and suspect product shall be segregated. UNDERSTANDING THE DEFECT
• Clear understanding of the Standard and the Deviation
• Good visuals explaining the above.
BREAK POINT:
• Only give a break point after you understand the DEFECT and have contained all nonconforming product.
REMEMBER:
Violating the BREAKPOINT is the biggest mistake you can make.
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• For product containment issues, containers shall be identified:
- Red = Nonconforming product- Yellow = Suspect product- Green = After breakpoint conforming product
• Containment activity and tasks must be customer approved with supporting documentation:
- work instructions- referenced in control plan
- operator training records
• Customer Engineering approval may be required.
• All Control Plan inspections and tests shall be performed; product removed from the approved process flow shall be reintroduced into the process stream at or prior to the point of removal.
NOTE: When it is not possible to reintroduce at or prior to removal: a customer approved rework procedure shall be used to assure
conformance to all inspections and test requirements.
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• Containment Worksheet shall be used and completed to:- Provide a systematic approach to containing all suspect product.- Identify all areas to be checked for nonconforming product.
• Process & authority for releasing product out of rework, repair and containment areas shall be defined.
• Follow a documented containment procedure to prevent identified
defects from flowing to the next customer. • Containment procedure requirements:
― Define quality standards which are clear and measurable
― Document containment methods in standardized work (e.g. JES)
― Specify start/stop date on document (short term activity should be as short as possible)
― Track and document results to verify effectiveness (i.e. Temporary Verification Station)
― Initiate the problem solving process
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CONTAINMENT WORKSHEET (Example)
DEPARTMENT: DEPARTMENT CONTAINMENT OWNER: DATE:
Laboratory G. Hall 1/6/2003
PRODUCT NAME / NUMBER: 10066044PRODUCT NONCONFORMANCE:
Burr on flange
PRODUCT CONTAINMENT SCOPEIDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED
POTENTIAL AREA SUSPECT PROD. VERIFICATION
LOCATION QTY. VERIFIED FOUND? QTY? RESPONSIBILITY
Laboratory 6 K.C. 6 T. Brown
WIP Storage Areas 1000 P.S. 1000 P. Smith
Outside Processing - (Plating) 1000 C.J. 1000 C. Jones
Scrap Bins 42 K.C. 42 C. Jones
Rework Areas 0 B.T. 0 C. Jones
SEGREGATE SUSPECT PRODUCT TO (location, as feasible): 2548 pcs to Containment AreaSORT METHOD (eg. visual, gage, mating part): Visual for burrs
SORT CRITERIA (clear pass / fail standards): Max Burr per standardI.D. METHOD CONFORMING (eg. mark, tag, sign): White paint dot near defect area
I.D. METHOD NONCONFORMING (eg. mark, tag, sign): Mark defect with red paint.
K.C.
P.S.
B.T.
0
0
0
Shipping Dock
Heat Treater
At Customer
0
0
0
TOTAL FOUND 2548 2548
P. SmithReceiving 500 P.S. 500
C. Jones
C. Jones
C. Jones
C. Jones
C. Jones
C. Jones
In Transit
Service Parts Operations
0
0
B.T.
P.S.
0
0
(Example)
CONTAINMENT WORKSHEET
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Defects Entering the VS
Temporary Verification Station
Alarm Limits(Should be 1)
Escalation ProcessImmediate Response Process
Defect Tally Sheet
Defects Leaving VS – REPORT CARD
Customer FeedbackQUALITY ALERT
(Example)
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Establish a Temporary Layered Process Audit
Possible elements of the Layered Process Audit:
• Customer Notification
• Required customer approvals
• Tagging of materials to the required standards
• Compliance to 5S standards
• Rework/Repair/Inspection work instructions
• Elements of the verification station
Ensure a countermeasure process is in place.
Ensure audit schedules are established for all levels of the
organization.
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Identification of Nonconforming material Understanding of the Defect Segregation Area Communication with GM-customer Breakpoint Certification Method
CONTROL OF NONCONFORMING PRODUCT
IDENTIFICATION OF NONCONFORMING MATERIAL IS PARAMOUNT
Clearly Identify Parts Clearly Identify Containers Clearly Identify Floor Location for everything EVEN A STRANGER KNOWS
NONCONFORMING PRODUCT IS PREVENTED FROM UNINTENDED USE OR INSTALLATION
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When do you call the customer?
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For a potential external issue: all suspect material not contained or not confident all product contained.
Do you call the customer?
Contact : Assembly Plants Service Parts (SPO), Tiered Suppliers as required.
For an internal issue: all suspect product contained prior to shipment. No chance of escape.
No Yes!
Certify parts that will be shipped.
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Quality issues can be:
» Supplier initiated.
» Issues found by external customer.
Initiate containment actions immediately at all infected locations!
Begin Fast Response* process – problem
solving efforts.
Quality issue notification
Initiate containment actions, determine suspect population, initiate Fast Response*.
Concernwith certification or was suspect stock
shipped?
Is there a concern with the certification procedure or has suspect stock been shipped?
» If YES to either question, contact customer immediately!
» If NO, then begin to ship certified stock.
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Needs to be a “live” conversation – no voice or email.
A phone list for contacts is established.
Establish conference calls when required by customer.
GM SQ Mgmt Team Name Responsibility E-mail Phone
GM EngineerTeam Name Responsibility E-mail Phone
GMT 560 (Flint)Department Name Responsibity & shift E-mail PHONE
Initial contact must be made with at least one person at each affected facility.
GM Contacts
» A supplier executive acts as lead and single point for communication.
» All stakeholders including Tier suppliers participate in calls.
Contact External Customer
(Example)
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Initiate at customer locations with appropriate sort instructions.
A Customer should be informed of the following items:
• Certification method.
• Description and picture(s) of the marked parts.
• Description and picture(s) of any marked or added labels.
Develop & implement containmentand certification plans
Begin shipping certified stock
Identify parts/labels. Begin to ship certified stock. Notify customer of breakpoints.
(Example)CERTIFIED STOCK SHIPMENTS
Date Time Date Time
Pontiac
Carrier
Arlington
Flint 880
Ship ArrivalQuantity
Assembly Plant
Tracking number Date Time Date Time
Assembly Plant
QuantityShip Arrival
CarrierTracking number
Silao
Toluca
Mishawaka
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Continue Fast Response* & Close Issue
Work through problem solving process.
Implement Verification Station* and Layered Process Audit*
Continue to follow customer’s notification process requirements.
• The organization’s nonconformance alert notification and containment process includes communication and actions for all stakeholders:
• Customer(s)• Tier-2s, etc.• Internal stakeholders
• The process should include closing the loop with permanent resolution and issue closure.
• Problem Solving*• Lessons Learned*
• All containment issues shall be reviewed by leadership.
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A nonconformance alert and containment procedure shall establish the timeline, tasks and communications necessary to meet customer requirements.
Y
Quality issue notification
NInitiate containment actions, determine suspect population,
begin Fast Response*.
Concernwith certification or was suspect stock
shipped?
Begin shipping certified stock.
Develop & implement external
containmentand certification
plans.
Begin shipping certified stock.
Continue Fast Response* & Close Issue.
Contact external customer.
(Example)(GP 5)
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CONTROL OF NONCONFORMING PRODUCTBENEFITS:
• Assures all suspect and nonconforming product is contained.
• Increases customer satisfaction and communication.
• Reduces repetitive quality disruptions.
• Assures all issues are resolved with all customer contacts: internal and external.
• Assures a systematic approach for all issues.
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CONTROL OF NONCONFORMING PRODUCTSUMMARY
Nonconforming product shall be:
clearly identified using consistent identification (tagging). contained through the use of a Containment Worksheet. segregated in well identified areas. released using a defined process and authority. reintroduced into the process stream at or prior to the point of removal.
Organization shall have a nonconformance alert and containment procedure that meets customers requirements (timeline, steps, communication, etc).
Product containment issues shall be reviewed by Leadership.
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Do not Build a Defect!
Solve Problems Through Teamwork!
Satisfy Your Customer. . .
IN-PROCESS CONTROL & VERIFICATION
Accept
ShipAccept
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VERIFICATION STATIONS
Definition: The system of building quality in station through prevention, detection, and containment of abnormalities.
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Verification Stations ultimately lower the number of defective parts, improve the plant’s first time quality, direct run and lowers costs while providing a better product to the customer.
Verification Stations provide a means through an alarm system to address highest priority customer concerns (PR&R type defects).
The Verification Station will also draw attention to the frequent, low severity non-conformances. (customer nuisance: dirt, orange peel etc.)
WHAT IS THE PURPOSE OF A VERIFICATION STATION?
Verification Stations check if your process is giving you what it was designed to give you.
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Why Do We Need Verification Stations?
• To provide a systematic approach to reduce process variation.
• To improve first time quality (FTQ) and process capability by:- promptly identifying special cause variation.- making decisions based on data.- systematically reducing common cause variation.
• To alert operators of changes in the process.
• Points in the process or operation where there exists:– high risk– PRR– high RPN – low capability (Ppk, Cpk, FTQ) Any operation with a Cpk or Ppk below 1.33 requires 100% inspection
Where Are Verification Stations Placed?
• Between departments or distinct processes at point of cause.
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VERIFICATION STATION (VS) DESCRIPTION• A Verification Station is a process that keeps us focused on Building In Quality in Station
• The operator reviews the part using a standardized work inspection process and gives feedback to the Team
• Discrepancies tracked using trend charts
• Verifies that the Verification Station is working
• Staffed by Full Time Operator
• Prevents the flow of quality discrepancies beyond the VS by detecting and resolving issues immediately
• Discrepancies identified for correction
• Data Drives Teams in Problem Solving Process withLeadership Support
• Management Process Verification, Review of Practical Problem Solving• VS is calibrated by “downstream” data
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VERIFICATION STATIONROLES & RESPONSIBILITIES
Verification Station Operator• Performs quality checks. • Reacts to nonconformance.• Initiates escalation when alarm limits are reached.
Engineer, Supervisor, and Maintenance• Supports the Verification Station Alarms for identified discrepancies.
Plant Manager (Director of Operations) • Owns the Verification Station Process.• Develops and promotes problem solving and Error Proofing.• Attends Verification review – 1 per day.
Quality Manager Supports• The daily Verification Station meeting.• Problem Solving and follow-up.
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VERIFICATION STATION INFORMATION BOARD
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VERIFICATION STATION PROCESS
Defects Entering VSInspection of productPrioritizing of defectsAlarm Escalation ProcessImmediate ResponsesLeadership facilitates a meeting every shiftMeeting AssignmentsPareto Analysis
Problem Solving – Driving fixes into station - BIQ
Weekly problem solving mtgs.Select new problems based on pareto analysisAll attendees must sign in on the board
Defects Leaving VS StationCustomer PR&R StatusCustomer nightly LIAISON letter statusDock Audit/Containment/Field Rep-Liaison IssuesFTQ & SCRAP Trend Charts (over time)
Shop Floor
Management
(Example)(Example)
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Defects Entering VS Station
Checking the part for defects and raising Alarms
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ALARM LIMITS• Alarm limits are set based on type and number of defect found.
• Alarm limits can be divided into two groups PR&R type defect, and High frequency low severity type defects.
3
1 PR&R type defect shaded sections of the inspection form.
High frequency low severity type defects not shaded on inspection form. THIS is an estimate based on the ability to detect. Use your judgment.
Variable based on:
Need, process, situation
SCOPE OF CHANGING ALARM LIMITS
Alarm limits are changed when there is:• An intentional, permanent change in the actual process. • A special cause variation, where despite our best efforts to discover the cause we are unable to make the correction and problem solving efforts have been escalated.
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(Example)(Example)
The Tally Sheet:
• records the number of each type of problem by the hour.
• addresses special cause variation.
• alerts operator when alarm limit is reached.
• is located at or near the point of inspection.
1st Hour 2nd Hour 3rd Hour 4th Hour 5th Hour 6th Hour 7th Hour 8th Hour
# Defects VS Alarm 6:00-7:00 7:00-8:00 8:00-9:00 9:00-10:00 10:00-11:00 12:00-1:00 1:00-2:00 2:00-3:00 TotalTrigger # 4:00-5:00 5:00-6:00 6:00-7:00 7:00-8:00 8:00-9:00 11:00-12:00 12:00-1:00 1:00-2:00
1 Scratches 6 ll l ll 52 Bolt Reject 1 l l 43 Lash Reject 4 ll l 34 Crank Torque 5 ll lll l 6
Trigger an Alarm!
Alarm & Escalate!
TALLY SHEET WITH ALARM LIMITS
Alarm by shift not hour.Trigger an Alarm
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ALARM & ESCALATION PROCESSES
Alarm & escalation process will be documented and used in VS and manufacturing stations.
If problems repeat, subsequent alarms will be escalated to the relevant support functions who must respond.
If problems continue, the problem solving process will be initiated to determine root cause and apply effective countermeasures.
Team Leader
Supervisor (Group Leader)
Superintendent / Shift Manager
Plant Management
Team Member
Esca
latio
n
Response
Team Leader
Supervisor (Group Leader)
Superintendent / Shift Manager
Plant Management
Team Member
Esca
latio
n
Response
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XXXXXXX represent the persons name and
Cell Phone number
(Example)
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When a defect is detected, feedback to the appropriate team or individual will be given by using a communication system.
The alarm is raised by using audio/visual signals (e.g. Andon).
The alarm process directs the support functions to:
‘Go and See’ the problem Apply containment to prevent further
flow of defects Initiate problem solving
ALARM & ESCALATION PROCESSES (Cont’d)
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IMMEDIATE ACTION RESPONSE
Responder’s Section (Example)
• The Break Point is the point at which all subsequent parts are known to be good due to containment and/or corrective action having taken place.
– Both time and location should be recorded.
– First good part must be identified so the Verification Station knows when the Break Point passes.
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Definition: The communication of quality expectations and results between customers and suppliers through standardized communication pathways.
Purpose: To ensure that information on quality reaches those who need it.
Process A Process B Process C
(Suppliers) you (Customer)
QUALITY FEEDBACK / FEEDFORWARD
ANDON
Call For Help!!!!!
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Defects Leaving VS Station
How do we Know that the Verification Station is doing its job and driving Quality into Station??????
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Any issues escaped to the
Customer
Issues that escaped to the Customer and are caught by
the Supplier contact
Located at the Customer Plant
Issues that escaped to the customer and are
caught by the customer
(Example)
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Any issues escaped and caught by the Dock
Auditor
Any issues escaped and caught by the GP-12 /
CS-1 / CS-2
(Example)
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DAILY MANAGEMENT WALK-THROUGH
Management Walk –Through/Meeting shall be done daily at selected Verification Stations.
Sign in sheet indicates presence at Management Walk - Through/Daily Meetings.
Verification Station Review
Was the Immediate Action Response Sheet utilized?
What were the problem(s)?
Was the response timely?
Was the root cause identified?
What is the Top Defect?
All are staying the same.
Root Cause Analysis needs to be performed. - Mary Jones 3/10/05
2. Review Alarms from Previous Day(s)
4. Review the Control Charts of Top Defects
1. Review the First Time Quality Chart
3. Review the Pareto Chart of Top Defects
Crank Torque defects
Yes
Bolts were breaking
Immediate Action completed within 15 minutes of the problem discovery
Are they getting worse, better or staying the same?
No
Plant Manager
Quality Manager
Engineering Manager
Maintenance Manager
5. Review the Problem Solving Documentation and Action Plans Are there any road blocks that need to be removed?
Area Supervisor
John Smith
Mary Jones
Signature
Are there any resources that need to be re-assigned?No
3/8/2005
Anne Miller
Marty Morris
Ray Roberts
Title
Is it getting worse, better or staying the same?
FTQ Chart is staying steady.
(Example)
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As issues come up at the daily VS or weekly PPSR meeting, any assignments given are captured here and reviewed at next meeting
ASSIGNMENT ACTION SHEET (Example)
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At the Weekly Problem Solving Review Meeting, Assigned Practical Problem Solving Issues are captured and tracked here.
(Example)
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C.A.R.E.CUSTOMER ACCEPTANCE REVIEW & EVALUATION
• Protects your customer from non-conforming product, discrepancies and labeling errors.
• Verifies that process controls are effective.
• Applies to customer satisfaction items that are part related. – Pass Through Characteristics– Labeling– Past Formal Customer Issues
• The Plant Manager & Quality Manager should facilitate activities.
• The Alarm Limit is Always ONE!
• Report Non-Conforming Data to the Fast Response Meeting.
• Add the Root Cause/Corrective Action to the Layered Process Audit.
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GP-12GP-12• A process of documenting the organization’s efforts to verify control of its processes during start-up, acceleration, and process/part changes.
• Assures any quality issues that may arise are quickly identified, contained and corrected at the organization’s location and not at the customer’s receiving location.
• Identifies high risk operations providing opportunities for continual improvement.
• A Verification Station with an alarm limit of 1.
Note: Use GP-12 data and other information to determine placement of other Verification Stations.
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PROCESS DIAGRAM
OP 20OP 10 VS
OP 30OP 50
CARE GP-12
(Example)
OP 40
Verifications station(s) can be placed anywhere in the process.
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Organizations shall:
Implement at least one Verification Station. Note: GMPT suppliers shall implement C.A.R.E.
Institute 100% inspection.
Take immediate action when alarm limit is reached.
Place Information Board at the Verification Station.
Implement corrective actions based on VS data.
Conduct regular management walk-through/meetings at the Station.
VERIFICATION STATION SUMMARYVERIFICATION STATION SUMMARY
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Do not Build a Defect!
Solve Problems Through Teamwork!
Satisfy Your Customer. . .
IN-PROCESS CONTROL & VERIFICATION
Accept
Ship
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STANDARDIZED OPERATIONS
WORKPLACE ORGANIZATION-5SWORKPLACE ORGANIZATION-5SA clean, well-organized work environment.A clean, well-organized work environment.
STANDARDIZED WORK (SOS)STANDARDIZED WORK (SOS)What are the Major Steps, how long should it take?What are the Major Steps, how long should it take?
OPERATOR INSTRUCTIONS (JES)OPERATOR INSTRUCTIONS (JES)Detailed Steps for What, How, and Why.Detailed Steps for What, How, and Why.
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ELIMINATION OF WASTE
Only if you climb to the summitOnly if you climb to the summit. . . . . .
. . . Can . . . Can you see the next objective!you see the next objective!
It is everyone's responsibility to promote and participate in a continuous improvement culture within their daily activities. Continuous Improvement is an ongoing process – it has no end as we can always improve. Even when a process is stable, and Business Plan requirements have been met, we should look for further ways to improve.
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Traditional Thinking
Obvious Waste
Hidden Waste
• Waste not defined
• React to large scale examples
• Reactive Improvement
ELIMINATION OF WASTE
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QSB Thinking
Obvious Waste
Hidden Waste
• Waste is tangible
• Identify many small incremental opportunities
• Continuous improvement
ELIMINATION OF WASTE
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Work that directly adds value to the products. Value added work is defined as a change to the product, that adds value to the product and that the customer is willing to pay for (i.e. assembly of parts, application of paint, etc.).
Non Value Added Work
Value Added Work
This type of work does not add value to the product, however some non-value added work is necessary. For example, picking up a tool is necessary. It is the unnecessary non - value added work that is waste.
Waste is any step that is unnecessary in carrying out the job. It includes things like waiting, rearranging materials, looking for things, and unnecessary walking.
Before we can understand the concept of waste, we need to be able to differentiate between non-value added and value added work.
Enemy #1: Waste
Elimination of Waste
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Overburden occurs when Team Members, machines, or equipment are pushed beyond the natural limit of their capacity.
When machines are overburdened: We run the risk of causing safety hazards, equipment breakdowns and manufacturing defects.
When team members are overburdened:
– The safety of the team or team member can be endangered.
– Workers are more likely to become exhausted or fatigued.
– It becomes difficult for team members to do each job with attention to detail. This increases the frequency of defects, which in turn adversely affects quality.
Enemy #2: Overburden
WASTE - OVERBURDEN
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Unevenness can occur in: production parts flow equipment usage work done by team members information flow material delivery, causing shortages or overstock
Unevenness between work loads must be eliminated. To balance the line effectively team members cycles time must match the takt time. One team member’s cycle time should be close or equal to the other team members cycle time -- in other words, the cycle times are even. If the jobs in a team take different times to complete, then everyone has to wait until the “longest” jobs are finished. In this case, unevenness in cycle time causes the waste of waiting.
Enemy #3: Unevenness
Balanced!
Time
Takt Time 4’30’’5”
4”
3”
2”
1”
Team Member A
Team Member B
Team Member C
Wait Time!
Cycle Time2’45
Cycle Time5’20’’
Cycle Time4’25’’
Overburden!!
Balanced
WASTE – UNEVENNESS
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• The 3 Enemies are:
– Waste (7 wastes +)
(MUDA)
– Overburden
(MURI)
– Unevenness
(MURA)
ELIMINATION OF WASTE
There are three enemies that exist which prevent us from reaching our goals! Our main objective through Continuous Improvement is to eliminate these three enemies.
TYPES OF
WASTE
Correction
Over-production
Motion
MaterialMovement
Waiting
Inventory
Processing
COMMWIP
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Definition: Doing something over which requires additional motion, additional processing, additional inventory and/or waiting. All repair activities are opportunities to eliminate waste.
CORRECTION
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Additional resources required to repair, reactive organization.Main Causes: Poor training, inadequate
tools, large inventory.
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Definition: Generating excess parts, information, etc., too soon or too fast in a process. The waste of overproduction often causes other forms of waste.
OVERPRODUCTION
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Large inventory within the process, busy areas, large movement of parts and people, increased staffing and energy costs.
Main Causes: Unbalanced operations, lack of communication, high equipment downtime.
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Definition: Unnecessary work movements by a team member or machine which is not necessary in adding value to the product.
MOTION
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Extra walking, excessive use of force, excess handling.
Main Causes: Worksite poorly laid out or standardized work sequence not properly planned or followed.
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Definition: Unnecessary transporting, storing or rearranging of items, parts, equipment, etc. which is not required for production.
MATERIAL MOVEMENT
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Moving or rearranging of materials, temporary storage areas.
Main Causes: Large batches, lack of workplace organization.
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Definition: To remain in one place while doing something other than what is related to the task at hand. It is an unproductive use of time as it adds no value to the process.
WAITING
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Worker waiting for a machine or another worker. Waiting for people, information or meetings to start on time is waste.
Main Causes: Operations not balanced, broken equipment.
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Definition: Too much of anything which may take up space, lead to obsolescence, impact safety, cause waste of motion or waste of material movement.
INVENTORY
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Large receiving docks, extra bins, racks and fork trucks.
Main Causes: Unlevel scheduling, no pull system, too many material storage areas.
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Definition: Doing something the customer does not perceive as adding value to the product.
PROCESSING
TYPES OF
WASTE
C
O
MM
W
I
P
Characteristics: Clicking a torque wrench twice when one is sufficient by the quality standards, polishing the underside of a hood, mixed pallets.
Main Causes: Lack of standards, no existing or inefficient procedures.
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Waste Not Defined React To Large Examples Reactive Improvement
Waste Is "Tangible" Identify Many Small Opportunities
Leads To Large Overall Change Continuous Improvement
Concrete Thinking
7 TYPES OF
WASTE
Over-Production
Processing
Material Movement
orConveyance
Waiting
Inventory
Correction
Motion
Abstract Thinking
WASTE
Note: The memory aid for the 7 Types of Waste is COMMWIP.
+OverburdenUnevenness
ELIMINATION OF WASTE
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“You never get a second chance to
create a first impression.”
FIRST IMPRESSIONS
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FIRST IMPRESSION: MAIN ENTRANCE TO PLANT
What is your first impression of this
facility?
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FIRST IMPRESSION:PLANT MAIN AISLE
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Workplace Organization encompasses a systematic approach to ensure:
• work areas are organized for safety, quality, ergonomics and optimal use.
• only required and regularly used equipment, tools and materials are present in the work area.
• work areas are controlled using visual management.
• product and information flow is easily understood.
• housekeeping is defined by work area instructions.
• regular management reviews (Layered Process Audits*) are performed.
• waste elimination and continual improvement.• a clean, bright workplace.
WORKPLACE ORGANIZATIONWORKPLACE ORGANIZATION
Good Workplace Organization establishes a standard that leads to the Identification & Elimination of Waste.
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5 S WORKPLACE ORGANIZATIONSTEP
ORIGINAL 5 S
QSB DEFINITION PURPOSE
1 Seiri Organization Sift Tidiness Clear Sort
Determine the purpose of the area and remove all unnecessary items from the workplace.
To prepare the workplace for the next 4 steps and to eliminate items that could cause injury, excessive cost, or any of the forms of wastes.
2 Seiton Neatness Sort Orderliness Organize StraightenIdentify the best location for all required items in the workplace.
To eliminate many of the forms of waste (such as correction & motion) and make items readily available to the user.
3 Seiso Cleaning Sweep Cleanliness Clean Shine
To become aware of and eliminate all unwanted dirt, dust, grime, paint, labels, tape, etc…
To eliminate unsafe conditions, improve quality of our products, enhance the workplace environment, identify and correct equipment problems (cleaning is checking), and initiate corrective action to prevent future accumulation of unwanted materials.
4 Seiketsu Standardization Sustain Standardization Standardize StandardizeThe standardization required to maintain the steps of work place organization.
To allow for quick, easy, and effective maintenance of the workplace organization process.
5 Shitsuke Discipline Self-Discipline DisciplineContinuous
ImprovementSustain
The system designed to sustain and support continuous improvement of workplace organization.
To assure continuous growth of this process.
OTHER 5 S TERMINOLOGY
Workplace Organization is applicable to all types of environments (i.e. offices, conference rooms, tool cribs, operator workstations, team/group rooms, etc.).
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S-1: SORT – Divide the needed and unneeded items at the job site, removing any unneeded items.
•Four areas of focus:
Equipment
Tools
Inventory/Storage
Personal items
• Sort and Tag:
- Place a green tag on any item in regular use.
- Place a red tag on any item which isn’t used or is not in working condition.- Place a yellow tag on any item that use or condition isn’t known for sure.
Before
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S-2: SET IN ORDER – A place for everything and everything in it’s place.
• Categorize:
- How often do I use this item?
• Determine a location:
• There is a “best” place for every item.- If used frequently – keep near If not – place at the rear.- Use Shadow Boards.
• Set limits for material levels:- Standard packs.- Work in process.- Container size and identification.
After
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S-3: SHINE - Eliminate the source of dirt and leaks (oil, air, water, etc…).
• Clean machines, tools, floors, cabinets.
• Develop instructions for cleaning methods and frequency.
• Organize for cleaning (correct materials, rags, brooms, etc.).
• Find ways to reduce the time required for cleaning. (Examples)
Out-of-standard conditions can be easily identified and corrected.
AfterBefore
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S-4: STANDARDIZE - Standardize the area visually and mark location of each item.
• Color coding for designated areas.
• Designate area shapes.
• Consistent label height and color throughout facility.
• Storage containers and storage areas practices. (Example)
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S-4: STANDARDIZE (CONTINUED)
• Determine cleaning schedule and methods.
• Standardize cabinet organization.
• Define a simple method to identify problems using visual controls.
(Example)
TRASH
RECYCLE
All items are properly
identified
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S-5: SUSTAIN – Ongoing compliance and continual improvement.
• Leadership commitment and involvement (top down).
• Drive 5S throughout the organization.
• Incorporate housekeeping into Operator Instructions.
• Training is the key to continual improvement.
• Establish formal housekeeping audit/checklists.
• Incorporate 5S compliance into a formal Layered Process Audit *
program.
• Keep trying to find a better way.
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C
NC
Dept. 816
BR
OA
CH
LATHE
Back u
p B
roach
Back up CNC
Insp
(Example)
RAW
SCRAP
FIN 4
2
1
3
Dept. 816
BR
OA
CH
CNC
LATHE
Insp
F1234567890
R000987654
Before AfterFLOOR LAYOUT
A well organized workplace is the best place to visualize yourStandardized Work – work flow, operator movement, time, etc.
FIRE EXT.
FIRE EXT.
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Date: Name : Area:
Item No.
Description5S Evaluation & Scoring Criteria
Rating Scale: 0-5 (Poor = 0, Excellent = 5)
Item Score (0-5)
Notes for Next Level of
Improvement
1Removing
Unnecessary ItemsAll items not necessary to performing work are removed from the workplace; only tools & products are present at work
2Storage of cleaning
All cleaning equipment is stored in a neat matter ; handy & easily available when needed.
3 Floor cleaningAll floors are clean and free of debris, oil & dirt. Cleaning of floors is done routinely - - daily at a minimum.
4 Bulletin boardsNo outdated, torn or soiled announcements are displayed. All bulletins are arranged ina straight and neat manner.
5 Emergency AccessFire hoses and emergency equipment are unobstructed & stored in a prominent easy-to-locatemanner. Stop switches & breakers are marked or color-coded for easy visibility.
6 Items on floor
Work-in-process, tools & any other material are not left to sit directly on the floor. Large items such as tote bins are positioned on the glance; lines are straight and at right angles with no chipped or soiled paint.
7 Aislewys - markingAisles & walkways are clearly delineated and can be identified at a glance; lines are staight and at right angles with no chipped or soiled paint.
8Aislewys -
maintenance
Aisles are always free of material & obstructions: nothing is ever placed on the lines & objects are always placed at right angles to the aisle lines.
9Storage &
arrangement
Storage of boxed, containers & material is always neat at right angles. When items are stacked, they are never crooked or in danger of toppling over.
5S EvaluationCreate a checklist:
(Example)
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React to Audit Findings: (Example)
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WE NEED A HOME.
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WHAT’S WRONG WITH THIS PICTURE?
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HOW MANY ISSUES CAN YOU SEE?
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WITHOUT STANDARDIZED WORK
WITH STANDARDIZED WORK
STANDARDIZED WORK
Definition: The document of work functions performed in a repeatable sequence, which are agreed to, developed, followed, and maintained by the functional organization.
Purpose: To establish a repeatable, predictable baseline for continuous improvement and to involve the operator in both the initial and ongoing improvements to achieve the highest levels of safety, quality and productivity.
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Repair Work MaterialsProduction
STANDARDIZED WORK
Standardized work is used when there is a definable, repeatable process.
Different Suppliers May refer to Standardized work as:Job Instructions, Work Instructions, Method Sheets, Operator Instructions, LBS & Pad sheets
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ORGANIZATIONAL FOCUS
Operations, Engineering, Safety
Quality, Maintenance, Material
Group Leader
Team Leader
Team Member
The function of everyone, including the Support Staffs, is to support production Team Members.
• Participate in developing Standardized Work (SW) & contribute ideas
• Suggest improvements to SW
• Provide feedback to Team Leader on SW
• Use SW as the basis for problem solving & training
• Follow Standardized Work
Roles in Standardized WorkTeam Member
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• Ensuring operators are consistently performing the same
tasks and procedures.
• An efficient production sequence.
• Reduced variation within a process.
• Waste reduction, problem solving and quality control.
• Identifying value added tasks.
• Continual improvement.
• A lean organization.
• Auditing operator conformance to work instructions
(Layered Process Audit*).
STANDARDIZED WORK PROVIDES A FOUNDATION FOR:
STANDARDIZED WORKSTANDARDIZED WORK
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(Example)
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MANUAL VS ELECTRONIC STANDARDIZED WORK
• Team Leaders must thoroughly understand the output (doing the work manually helps create this understanding).
• Documents must be easy to maintain.
• Documents must be flexible, easy to understand and visually depict all waste in the system.
• The Team Leaders’ first responsibility is to support the operator (not a computer system).
• Many enablers are required to allow an electronic system to be more effective than manual development & maintenance.
USE PAPER and PENCIL PLEASE !!
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• Multi-disciplinary team(s) shall identify and list all operations to implement Standardized Work.
Examples of how to prioritize:
- Customer Quality Concerns- Necessity for a Defined sequence or method of work- Off-line Rework- High RPN- Employee Flow-through
• Multi-disciplinary teams shall develop Standardized Work. • Impacted and new employees shall be trained in the use of Standardized Work (Standard Operator Training*). • Multi-disciplinary team(s) shall continuously develop and improve Standardized Work.
IMPLEMENTATION OF STANDARDIZED WORK
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This document (standard) can then be used for:
• Training new team members
• Analyzing jobs for improvement opportunity
• Auditing (Layered Process Audits)
• Problem solving
• Summary of the current best method • Visual control tool• Basis for problem solving• Makes visible the waste in a process• Training tool to instruct new team members
The advantages of the SOS sheet:
Definition:
• The agreed upon order of the job elements a team member follows in order to maximize safety, quality & efficiency
• A team member-based document that organizes job elements into a sequence that can be successfully repeated.
STANDARD OPERATION SHEET (SOS)
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STEPNO.
WORKSTATION AREA DRAWN TO SCALE
OPERATION: FROM:___________________________ QUANTITY PER SHIFT:______________ CUSTOMER CYCLE TIME:________________
TO: _____________________________ SHIFT:________ OPERATOR CYCLE TIME:_______________
WORK ELEMENTELEMENT TIME STANDARD IN- QUALITY CRITICAL
HAND WORK MACHINE WALK PROCESS STOCK CHECK OPERATION SAFETYCQ
TOTAL
Standardized Operation Sheet Includes:
- Work Elements- Element Times- Work Flow - Sequence- Standard in-process stock- Operation Cycle Time- Takt Time – Customer and
Actual
(Example)STANDARDIZED WORK
Standard Operation Sheet (SOS)
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ELEMENT DEFINITION
A work element is a logical grouping of actions that advances work to its successful completion
Elements are the basic building blocks of SW. They are used during training to teach the job in manageable chunks.
Work Sequence
Agreed upon order in which work is done to maximize safety, quality, and efficiency.
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WORK ELEMENTS
Any Job can be broken down into job elements. . .
Remove light cover
Loosen old bulb and place on ladder
Get new bulb & Remove plastic from new bulb
Tighten new bulb into light
Time
Operator
10”
30”
50”
70”
90”
Element 2
Element 3
Element 4
Element 5
Position ladder in climb position Element 1
Position Cover and Tighten Element 6
Changing a light bulb
Return Ladder to Position Element 7
(Example)
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KEYS TO BUILDING WORK ELEMENTS
Factors to consider:– Geographic build location
– Product grouping
– Time required to complete the element
– Walking is not an element, and usually not included in element sheets.
– The first element in any job can be, “read manifest and get parts”.
– Don’t automatically use the groupings as described in your current engineering Standardized Work. Use common sense to break the job down the way you think of it every day.
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TAKT TIME
Definition:
The maximum time available to produce a product or service based on customer demand.
Production Time Available Per Period
Customer Demand Per Period
Formula:
TT =
Total available Production Time per shift/day: MINUS Breaks and Lunches
GM Assembly Plant DEMAND in pieces per shift/day
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WORK ELEMENT
Get & Place Speaker Grill on
Door
Get and hand Start Four
screws
Torque down the Four Screws
ONE PERSON JOB = 60 Seconds of Work
20 Seconds
20 Seconds
20 Seconds
Customer Takt Time is 60 Seconds
Customer Takt Time
changes to 20 Seconds
Get & Place Speaker Grill on
Door
Get and hand Start Four
screws
Torque down the Four Screws
20 Seconds 20 Seconds 20 Seconds
One Person Second Person Third Person
(Example)
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Actual Takt Time (ATT)
Definition: The planned time available to produce a product or service after accounting for system losses.
(1 – System Losses %) x Takt TimeATT =
Formula:
Losses due to ANDON calls:(Quality Stops, Equipment
Down…)System UPTIME
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ELEMENT TIME
Time Required to Complete the Element:
• A rough guideline could be to set element size to about 10% of the job (ATT) .
60”
12”
6
1
2
3
4
5
6”
6”
10”
6”
11”
OptionsGaps = wait or walk
(Example)
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Can the “Time Available To Produce” be different between GM & supplier?
Can the Supplier ATT be slower than GM?
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CYCLE TIME Time
Team Member A
60”
50”
40”
30”
0”
Takt Time 60”
Cycle Time 52”
Actual Takt Time 56”
Definition:
The actual time it takes a team member to complete his or her work sequence.
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STANDARD OPERATING SYMBOLS
Place symbols on the layout as appropriate:
– SafetyAs Indicated on Job Element Sheet
– Quality Check100% Gauging / Testing
– Standard In-Process Stock- (Minimum in one container at workstation)
– Critical Operation
– Mandatory Sequence
10
C
Add team member work path to the layout
– Identify Team Member/process
– Identify location where each job element is performed
– Indicate forward walk path through process
– Indicate return walk path from last job element to first
A
1
WORK FLOW
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WORK FLOW
Pump Finished
Stock
Washer
Roller
Pierce
Vaner
12345
A
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Create the Elements (Steps) to
Make Coffee
CLASS EXERCISE
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(Example)STANDARDIZED WORK
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(Example)STANDARDIZED WORK
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GROUP / TEAM Torque Converter Blank PROCESS NAME: TC Cover Line
OPERATIONNAME / # Op. 10
ELEMENT TIME
HAND MACHINE WALK
`1
50 pc Hold
50 pc Hold
TAKT TIME 26.4 TOTAL HANDWORK 119.0 50 pc Hold
CYCLE TIME 18 18.0WALK TIME 33.0
OTHER ACTIVITIES
CONTROL BLOCK J.E.S. LOCATION: Posted on press control panel (Each press) SAFETY AUDIT
QUALITY AUDIT
1ST SHIFT FRED JONESSAFETY REQUIREMENTS W.P.O.
2ND SHIFT AL SMITH Safety shoes (steel toe)
MATERIAL HANDLING
Safety glasses with side shields
DATA RECORDING
1ST SHIFT Kathy Barnes Hearing protection
2ND SHIFT Larry Walker Kevlar gloves
2.0
2.0
3.0
2.0
Repeat all steps in set-up, gage, inspect and run on all 3 presses
Move empty gondola into position (remove all tags/labels)
Notify fork lift driver to move full gondola to shipping dept. 4.0
Tag full gondola with internal move tag 15.0
Place finished product from hold station into gondola 22.0
Gage 2pieces/press/hour from hold bin 5.0
Run press 6.0
Set press to auto 2.0
3.0
Check first 5 pieces per operator instructions 40.0
Run press in manual mode 12.0
Adjust travel
Run first piece 6.0
Record downtime, post performance data to team board at end of shift, record scrap data.
Perform gaging as stated in the control plan.
Perform audit at beginning of shift
Notify fork lift operator when gondola is full (400/container) Tag material with OK to move tag.
Verify light curtains at beginning of shift
16.0
2.0Manual index press to set travel 6.0
2.0
ASSIGNED OPERATORS
SUPPLEMENTAL OPERATORS
DIAGRAMWORK ELEMENTS
2.0
2.0
Load Coil (Time to load each coil)
16.0
NO. OPERATOR
MACHINE CYCLE TIME
QUALITY CHECK
SAFETY ERGO IN PROCESS STOCK
Quality checks per operator instructions
A
1
234
5
12
46
5
1
23
46
5
A
1
6
(Example)STANDARDIZED WORK (SOS)
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(Example)
Best People Practices ChartAddress: AA-007
Line: 1 Shift: ALL
Item #123456789
101112
Item First Second ThirdA 389 389 N/AB 5 5 N/AC 9 9 N/A
403 403 079% 79% 0%
Standard Daily Routine ( Minutes per Shift)
Shift
Elements
Start machine cycle for 'ABCDE/Runner' and 'Runner'
Tape runner with blue tape and masking tape
Get 'ABCDE' from WIP table
Transfer 'ABCDE/Runner' to 'ABCDE/Runner/ABCDE' fixture on assembly machineLoad 'Runner' onto assembly machine
Area: L6 Head Assembly
Operation Name: Head ABCDE/RUNNER/ABCDE
TOTAL MANUAL TIME: 45.78 sec
Part Production Procedure
ElementsLoad/Unload machine AA-007
Cart handling for 'Runners'Record production downtime/scrap
Total Minutes Used:Total Utilization:
Unload 'ABCDE/Runner/ABCDE'Place cluster on rack
Load 'ABCDE' onto assembly machineGet 'ABCDE' from WIP tableLoad 'ABCDE' onto assembly machineStart machine cycle for 'ABCDE/Runner/ABCDE' and 'ABCDE/Runner'Get 'Runner' from cart
Work Flow Diagram
Note: Operator will be relieved during two 23-minute breaks and one 30-minute lunch.
Effective Date:________________________________Manufacturing General Supervisor Approval:________________________________
Required Personal Protective Equipment
Contact your coach orcoordinator with any changes,questions, or quality concerns.
1
2 3
4 5 6
7
8
9
1011
Remember Safety 1st!
Total Current Cycle Time: 65.5 sec
Target Cycle Time: 55 sec
12
RackTape
STANDARDIZED WORK
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PIERCE
WASHERVANER
FINISHEDPUMP
STOCK
54 2 1
A
(Example)
3
GROUP / TEAM TORQUE CONVERTER PROCESS NAME: PUMP-A & TURBINE-AOPERATIONNAME / # OP. A PUMP VANE SETTER
ELEMENT TIME
HANDWORK MACHINE WALKING
TAKT TIME 41 Sec. TOTAL HANDWORK 22.9CYCLE TIME 34 Sec. 34.0
WALK TIME 4.9OTHER ACTIVITIES
CONTROL BLOCK J.E.S. LOCATION: POSTED AT OPERATOR WORK STATION SAFETY AUDITQUALITY AUDIT
1ST SHIFT ROBERT ADAMS 1/12/04SAFETY REQUIREMENTS W.P.O.
2ND SHIFT SAM BATES SAFETY GLASSES
MATERIAL HANDLING
KEVLAR GLOVES
DATA
RECORDING
1ST SHIFT Tom Smith 6/05/03 STEEL TOE SHOES
2ND SHIFT Patricia Knoles 1/12/04 OTHER
2.9
5.65
LOAD / UNLOAD WASHER 3.5
SET PUMP TO SHIPPING RACK 1.2
3 SET INNER RING AND LOAD TAB ROLLER2.9
4
LOAD VANES 2.8
8.3
RECORD DOWNTIME, POST PERFORMANCE DATA TO TEAMBOARD AT END OF SHIFT, RECORD SCRAP DATA
LOAD VANES TO VANER EVERY 40 CYCLES
PERFORM GAGING AS STATED IN THE CONTROL PLAN
PERFORM AUDIT AT BEGINNING OF SHIFT
PUSH FINISHED PRODUCT TO NEXT OPERATION EVERY 64 PARTS
VERIFY LIGHT CURTAINS AT BEGINNING OF SHIFT
34.00.6
2 SET VANES 7.10.7
1
ASSIGNED OPERATORS
SUPPLEMENTAL EMPLOYEES
TRAINING DATE
TRAINING DATE
IN PROCESS STOCK
NO. OPERATOR
MACHINE CYCLE TIME
QUALITY CHECK SAFETY ERGO
DIAGRAMWORK ELEMENTS A
24
12.7
Can you Improve this work cell ?
STANDARDIZED WORK (SOS)
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GROUP / TEAM TORQUE CONVERTER PROCESS NAME: PUMP-A & TURBINE-AOPERATIONNAME / # OP. A PUMP VANE SETTER
ELEMENT TIME
HANDWORK MACHINE WALKING
TAKT TIME 41 Sec. TOTAL HANDWORK 22.9CYCLE TIME 34 Sec. 34.0
WALK TIME 4.9OTHER ACTIVITIES
CONTROL BLOCK J.E.S. LOCATION: POSTED AT OPERATOR WORK STATION SAFETY AUDITQUALITY AUDIT
1ST SHIFT ROBERT ADAMS 1/12/04 SAFETY REQUIREMENTS W.P.O.
2ND SHIFT SAM BATES1/12/04 SAFETY GLASSES
MATERIAL HANDLING
KEVLAR GLOVES
DATA
RECORDING
1ST SHIFT Tom Smith 6/05/03 STEEL TOE SHOES
2ND SHIFT Patricia Knoles 1/12/04 OTHER
0.9
1.85
LOAD / UNLOAD WASHER 3.5
SET PUMP TO SHIPPING RACK 1.2
3 SET INNER RING AND LOAD TAB ROLLER0.9
4
LOAD VANES 2.8
8.3
RECORD DOWNTIME, POST PERFORMANCE DATA TO TEAMBOARD AT END OF SHIFT, RECORD SCRAP DATA
LOAD VANES TO VANER EVERY 40 CYCLES
PERFORM GAGING AS STATED IN THE CONTROL PLAN
PERFORM AUDIT AT BEGINNING OF SHIFT
PUSH FINISHED PRODUCT TO NEXT OPERATION EVERY 64 PARTS
VERIFY LIGHT CURTAINS AT BEGINNING OF SHIFT
34.00.6
2 SET VANES 7.10.7
1
ASSIGNED OPERATORS
SUPPLEMENTAL EMPLOYEES
TRAINING DATE
TRAINING DATE
IN PROCESS STOCK
NO. OPERATOR
MACHINE CYCLE TIME
QUALITY CHECK SAFETY ERGO
DIAGRAMWORK ELEMENTS
PIE
RC
E
WASHER
VA
NE
R
FINISHEDPUMP
STOCK
A
A
1 2
3
45
4.9
24
(Example)STANDARDIZED WORK (SOS)
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WORKELEMENTS
OPERATORMOVEMENT
OPERATIONCYCLE TIME
• Operations performed same way every time.• Reduces the risk of omitting components.• Quality checks and frequency are indicated.• Process improvements easily identified.
• Training is simplified and consistent.• Reminds operator of correct sequence.• Alerts operator to safety concerns.• Assures operator is following approved process (Layered Process Audits)*.
• Assures leadership operation is running as approved.• Operator knows if equipment is showing signs of wear.• Machine and operator hand work and walk time separated.• Time allocated for quality checks are included.
Standardized Work shall be displayed at or near each operation.
DISPLAY OF STANDARDIZED WORK (SOS)
Standardized Work provides a basis for effective Operator Instructions.
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OPERATOR INSTRUCTIONSOPERATOR INSTRUCTIONS
JOB ELEMENT SHEETJOB ELEMENT SHEET
(JES)(JES)
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STANDARDIZED WORK CHART
STANDARDOPERATIONSHEET (A)
J.E.S. - 1J.E.S. - 2
J.E.S. - 3J.E.S. - 4
J.E.S. – 5Job Element Sheet
J.E.S. - 1J.E.S. - 2
J.E.S. - 3J.E.S. – 4Job Element Sheet
J.E.S. - 1J.E.S. - 2
J.E.S. - 3J.E.S. - 4
J.E.S. – 5Job Element Sheet
J.E.S. - 1J.E.S. - 2
J.E.S. - 3J.E.S. - 4
J.E.S. - 5J.E.S. - 6
J.E.S. – 7Job Element Sheet
STANDARDOPERATIONSHEET (B)
STANDARDOPERATIONSHEET (C)
STANDARDOPERATIONSHEET (D)
STANDARDIZED WORK DOCUMENTS
ELEMENT Sequence……..
What, How (Key Point) & Why……….
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JOB ELEMENT SHEET
Definition:
• A user friendly document that provides detailed information on a specific element of work to ensure the successful execution of that element.
Purpose:• To provide detailed training information for new team members.
• To bridge the gap between engineering information and shop floor knowledge.
• To provide a written history of that element.• To provide a baseline for auditing, problem solving, continuous improvement,
rebalancing of work and documentation transfer.
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Where to use operator instructions?
Operator instructions are commonly available for:
• manufacturing and assembly• inspection and data collection • pack out• laboratory
Often overlooked activities include:
• offline rework and containment • set-up and change-over events• prototype and engineering activities• process labeling points • material handling• shipping and receiving• maintenance/repair• office
OPERATOR INSTRUCTIONSOPERATOR INSTRUCTIONS
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Boundary Sample
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Major Step 1
Major Step 2
Major Step 3
Major Step 4
Element
STEPS MAJOR STEPS - WHAT
• A major step within an element (Job Element Sheet) is an action necessary for advancing the element to its successful completion.
• When Writing Major Steps You Should: – Be brief– Describe a single action– Avoid use of abbreviations, acronyms and jargon
Examples:– Place part in fixture.– Rotate jog switch to the Run position.– Press Start Cycle button
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KEY POINTS - HOWKey Points describe how to perform a step (not all steps require Key Points).
Examples of when to write Key Points:• Could the team member get injured if they failed to follow a certain
method or technique? • Does success or failure depend on performing the work a certain
way? • Have you learned an easier way to perform the step? • Is there a product quality standard associated with the task?
1. Safety Points in a job operation which could result in team member injury
2. Success Operational points on which the success or failure of a particular job depends
3. Hints Points which make the job performance easier
4. Quality Points that describe quality requirements for an operation
Types of Key Points :
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Why has my trainer
told me I MUST do this?
REASONS WHY
Spark can cause an explosion
Final Customer has found this defect
Can develop wrist injuries
Customer has found loose parts in door
causing noiseThe machine will not
engage
• What happens if the key point is ignored?
• Why is it done this way? What is the reason?
• Every Key Point must have a reason.
“The reason this key point is so important is. . . “
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NEW
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Rev. Date: 5/15/03 JOB ELEMENT SHEET Page: 1of 1
Area/Cell/Department:
VISUALLY INSPECT DUNNAGE 1A USE BLUE VINYL GLOVES 1A CUSTOMER DEMAND
1B REMOVE ALL TAGS, STICKERS AND DEBRIS 1B PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER
1C SET ASIDE DAMAGED OR DIRTY DUNNAGE 1C REDUCE SEDIMENT LEVELS
VISUALLY INSPECT ASSEMBLY AND WRITE 2A ENSURE CORRESPONDING INKJET INFORMATION 2A PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER
CORRESPONDING STACK HEIGHT NUMBER IS CORRECT WITH STACK HEIGHT NUMBERS NUMBERS 3 THROUGH 9 ARE THE ONLY ONES
ON INTERNAL GEAR. ONLY #'s 3 THROUGH WRITTEN IN WHITE ON HEAVY DUTY, PINK ON ACCEPTED BY OUR CUSTOMER. OTHERS ARE TO
9 ARE TO BE USED VOLVO AND A YELLOW DOT ON VOLVO INTERNAL BE PUT INTO REJECT BUGGY
DEPRESS PARK LOCK PAWL INTO PARKING 3A ACKNOWLEDGE SPRING TENSION AND WINDOW 3A OBTAINS "PARK" STATUS IN AUTOMOBILE
GEAR CLEARANCE
INSERT SHORT END OF SHIPPING PIN INTO 4A TURN INTERNAL GEAR WHILE DEPRESSING 4A ALLOWS FINAL DRIVE ASSEMBLY TO BE INSTALLED
INTERNAL GEAR PIN HOLE, LONG END LOCKING PARK LOCK PAWL UNTIL PARK LOCK PAWL INTO TRANSMISSION CASE AT ASSEMBLY PLANTS
PARK LOCK PAWL IN POSITION ADVANCES INTO FULL DEPTH
REMOVE ASSEMBLY FROM LINE AND LOAD 5A INSERT UNLOAD ASSIST DEVICE INTO THE SUN 5A REDUCES BODY STRAIN
INTO CORRESPONDING DUNNAGE GEAR SHAFT AND LIFT FINAL DRIVE ASSEMBLY
INTO THE BASKET USING THE "UP" AND "DOWN"
CONTROL LEVERS
5B LOWER ASSEMBLY CAREFULLY INTO DUNNAGE, 5B PREVENT BEARING FRACTURE
Safety Ergonomics Quality K Knack Critical File/Ref:ES-705-FAHDVU
Team Leader Supervisor/Group Leader
Bill Jones John Doe
3
4
5
Andy Johnson
- REASON (Why) -
Symbol Legend (SYM):
SEQ SYM REF- STEP (What) - - KEY POINT (How) -
K
1
2
Control Block
Shift
3
1
2 John Steele Jane Smith
Amy James
Date FINAL DRIVE
Operation Number: N/A
Process/Part Name: HEAVY DUTY/VOLVO UNLOAD05/15/03
05/15/03
05/15/03
NO. 2A
C
(Example)OPERATOR INSTRUCTIONS
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TECHNICAL MEMORY
On back of JES
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developed by multi-disciplinary teams. developed from Standardized Work Instructions*. used for Standardized Operator Training*. used as a template for new programs.
• Operator Instructions should be:
• Operator Instructions shall, when appropriate, be updated as a process or product change occurs.
• Operator Instructions are an indicator of a world class organization.
Best Practices Operator Instructions:
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WORKPLACE ORGANIZATION:To External Customers (People buying our vehicle & Shareholders)• Provides the baseline for continuous improvement and therefore, the
best quality product for our external customers.
To Internal Customers (Downstream Operation)• Provides consistent quality and increased efficiency as the result of a
standardized workplace.
To Internal Suppliers (Upstream Operations)• Provides a consistent evaluation of products and services delivered.
To other QSB Principles
• Provides “Status at a Glance” and makes out of standard conditions visible so everyone can see the problems and maintain the standards.
• Good Workplace Organization makes it easy to identify Waste. As the waste is identified, the remaining elements of QSB can be incorporated to eliminate that Waste.
BENEFITS OF STANDARDIZED OPERATIONS
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Workplace Organization:
• improves productivity: clean machines perform better.• supports part cleanliness and improves quality.• optimizes workspace flow and reclaims wasted floor space.• improves employee's performance, attitude and focus on quality.• reinforces organization's commitment to customer satisfaction.• is the process to standardize our work areas and help drive the elimination of waste.• provides the baseline for continuous improvement since it makes WASTE visible and easy to identify.• is the method used to create a safe and well organized workplace.• will be maintained and continually improved through the last step of the Process.
BENEFITS OF STANDARDIZED OPERATIONS
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Operator Instructions:
• promotes safety and quality consciousness.• minimizes missed steps in the process.
operations omitted or incorrect components quality checks labeling
• increases the operator's level of understanding. • standardizes operator training process.
BENEFITS OF STANDARDIZED OPERATIONS
• process improvements are easily identified.• safety, quality and labeling points are included.• operator training simplified and consistent.• assures operator is following approved process (Layered Process Audits)*.
Standardized Work:
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utilize a systematic approach to implement and maintain Workplace Organization.
develop and implement Standardized Work Instructions using multi-disciplinary teams.
include work elements, operator movements and operation cycle time in Standardized Work Instructions.
train impacted and new employees in the use of Standardized Work Instructions (Standardized Operator Training)*.
post Standardized Work Instructions at all operations.
utilize a systematic approach to develop Operator Instructions for all work.
verify, (Layered Process Audits)* maintain and update operator instructions as processes/parts change.
STANDARDIZED OPERATIONS SUMMARYOrganizations shall…
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STANDARDIZED OPERATORTRAINING
Was Operator training verified and documented?
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Standardized Operator Training shall be used to:
• define the minimum training content for each operation.• identify who in the organization will conduct training.• establish required documentation and tracking methods.
STANDARDIZED OPERATOR TRAINING
• Trainers shall monitor new operators’ activities and retrain if necessary to assure Standardized Work Instructions are being followed.
• Trainers shall instruct operators using the standard operation training record.
• The trainer shall notify downstream operations of potential defects.
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•20 % of what we • HEAR
•30% of what we • SEE
•70% of what we SAY
PA
SS
IVE
Verbal receiving
Visual receiving
AC
TIV
E
Receiving andParticipating
Doing
READING
HEARING WORDS
LOOKING AT PICTURES
WATCHING A MOVIEWATCHING A DEMONSTRATION
GIVING A TALK OR LECTURE
GIVING A DEMONSTRATION OR SIMULATION
•10% of what we READ
•50% of what we both HEAR and SEE
•90% of what we both SAY and DO
How Much We Tend to Remember Our Level of Involvement
How We Learn
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1) Meaningful Learning
2) Active Learning
3) Multi-Sense Learning
4) Repeated Practice
5) Feedback
6) Reward / Recognition
7) Primacy and Recency
PRINCIPLES OFLEARNING
DOs:
•Always show an interest for the student’s well being.
•Have an interest in the topic matter.
•Know the topic matter thoroughly.
•Be prepared.
•Trust the student and allow them to grow.
DON’Ts:
•Never laugh at the student for a “stupid” question.
•Never assume that you know everything, and that you can’t learn.
•Do not just lecture, but ask questions to check understanding.
TRAINING
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GOOD TRAINING PREPARATION
• Select job to be trained
• Review job documentation
– Standard operating sheets (SOS)
– Job element sheets (JES)
• Perform workstation audit / workplace preparation
• Prepare job instruction form
• Prepare flexibility charts
• Notification of team members
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THE 4 STEPS OF OPERATOR TRAINING
• Step 1 - Prepare Team Member
– Put the Team Member at Ease
– Find Out What the Team Member Already Knows About the Job
– Review Safety Documentation / Information
– State the Job – Verbalize/Explain (Using Standardized Operation Sheet)
– Review Workstation Documentation
– Get the Team Member Interested in Learning Job
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Job Element____________
Sketch:
12
3
4
• Step 2 - Present Operation
– Review the Job Element Sheets
– Demonstrate the Operation
» Show & explain one element & its major steps (What)
» Show & explain one element & its major steps (What) and key points (How)
» Show & explain one element & its major steps (What), key points (How) & reasons (Why)
» Instruct clearly, completely & be patient
» Do not teach more than the team member can master
THE FOUR STEPS OF OPERATOR TRAINING
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• Step 3 - Try Out Performance
– Team Member to Perform the Operation
» Select 1st set of elements (based on job competency)
» Have Team Member do the job with Team Leader Reading the Major Steps
» Have Team Member Explain Each Element and Major Steps While They Perform the Job
» Have Team Member Explain Each Major Step and Key Points As they Perform the Job Again
» Have Team Member Explain Each Major Step, Key Points and Reasons Why As They Perform the Job Again
» Add More Elements and Repeat Job for Understanding & Correct Performance
» Continue Performing Job Until You Know The Team Member Knows the Job Completely
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• Step 4 – Follow-Up– Verify team member job competency (meeting quality stds. in takt
time)– Have team member demonstrate understanding & capability of:
» Safety Requirements» Standardized Work» Quality Requirements
– Trainer completes quality checks» Minimum of 15 units/job or as appropriate
– Leave team member to work on his/her own– Designate to whom the team member goes to for help (such as
Supervisor, Problem Solver, Process Control Manager, Quality Network Reps, Specs, etc.)
– Check Frequently– Encourage Questions– Give Any Necessary Extra Training Needed
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• What Are the Four Steps to Job Instruction Training?
-- Step 1 Prepare team member
– Step 2 Demonstration
– Step 3 Try-out performance
– Step 4 Follow-up
• Remember, Good Training Is the Key to Our Success!
• Take Time to Prepare and Train Right the First Time!
THE 4 STEPS OF OPERATOR TRAINING
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Job Instruction
Certification Record
Filled out by the Trainer
Workstation Description
Dates of Training for
the First Two
Quadrants
Date & Signatures for
the Third Quadrant
Team Member Name
REVISION LEVEL OF
JOB
(Example)
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Standardized Operation - Training Record (Example)Application: The following shall be completed with any new operator (for any given operation).
Review Complete
Explain and demonstrate Standardized Work Instructions
Quality records to be filled out (eg. Check sheets)
Demonstrate the operation and answer questions
Demonstrate gaging and answer questions
Have new employee run operation and answer questions
Teach past problems (eg. FMEA, Top Problems List)
Verify first units produced, coach as needed
Return within the shift, verify std work & product quality again
Return in approx. 1 day, verify std work & product quality again
Notify downstream operations of potential defects
Employee Signature _______________ Trainer Signature _______________
Operation Name and # ___________________
Part (product) function
Safety/ Equipment Operation
Review operator job instructions/ Discuss critical points
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WorkcellMold / Station #
Associate Name: Shift: Date:
Training CriteriaAssociate
InitialsTrainer Initials
SAFETYFire Exits / Extinguisher Location
Safety Glass PolicyPersonal Protective Equipment
MSDS Location
QUALITYGate trimming Technique
Visual DefectsScrap Procedure
PAPERWORK Production reporting
Scrap ReportingBar Code Scanning / Label Verification
OPERATIONSOperator 1 Work Instructions - Min. 16 Hrs.Operator 3 Work Instructions - Min. 16 Hrs.Packaging Requirements (Regular / Service)
WORKCELL ORGANIZATION5S ResponsibilitiesSupply Cabinet Location / ContentsWork Cell Board Review
Employee Signature Trainer Signature
Date: Date:
Form Ref: Rev.# Date:
Comments
Training Sign - Off Sheet(Example)
Standardized Operation - Training Record
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REQUIREMENTS (continued):
• Operator training shall be tracked on “Trained Operator Tracking Sheets”.
• Operator Tracking Sheets shall be posted at each operation and verified through Layered Process Audits.
• Scheduling of refresher training for assigned operators is at local site discretion.
• Supplemental/Temporary employees shall not perform the job unless they have been trained within the last three months.
• The trainer shall verify quality at a frequency determined necessary to assure all standards are met. At a minimum the trainer shall return within the shift and again within approximately one day.
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LATEST Job Instructions Rev. Date
TRAINED OPERATOR TRACKING SOP- 3510 1/1/2004
QAL-23 9/23/2004
Operation Name/# CNC OPERATORS SOP- 3510 10/13/2004
LATEST TRAINING DATE AND TRAINER INITIALSSOP-3510 QAL-23 SOP-3510
DEPT. ASSIGNED EMPLOYEEBurns, J. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
Smith, K. 1/02/04 J.M. 9/23/04 K.T.
Underwood, L. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
Whithers, A. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
SUPPLEMENTAL EMPLOYEEBrown, L 1/02/04 J.M. 9/23/04 K.T.
Troy, P. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
(Example)
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FLEXIBILITY CHART(Example)
• Helps Analyze Job Requirements (Illustrates the number of trained team members per job)
• Generates Workforce Capability Picture
• Identifies Potential Workforce Problems / Weaknesses
• Helps Plan Job Instruction Training
• Supports Continuous Improvement
OUTPUTS
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STANDARDIZED OPERATOR TRAINING
BENEFITS:
• Assures all operators have adequate and similar training.
• Assures unqualified operators receive training prior to operating equipment.
• Reduces sort, rework and containment activities.
• Communicates operator status to all stakeholders.
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STANDARDIZED OPERATOR TRAINING SUMMARY
Ensure operator training is being tracked on “Trained Operator Tracking Sheets”.
Post operator Tracking Sheets at each operation.
Notify downstream operations of new operators.
Train Supplemental employees who have not performed the job within the last three months.
Organizations shall…
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ERROR PROOFING VERIFICATION
Was error proofing verified?
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DEFINITIONS:
Error Proofing Device – (CAN NOT MAKE) - Devices which prevent the manufacture or assembly of nonconforming product.
Error Detection Device – (CAN NOT PASS or CAN NOT ACCEPT)Devices which prevent the transfer of nonconforming product (e.g. 100% in-line inspection equipment).
All error proofing/detection devices with the potential to fail, wear, misalign, or otherwise become out-of-adjustment shall be verified at a minimum of once per day. The preferred method is for a team member/ leader to perform as part of start-up and throughout the shift.
Note: This is not mastering a gage, (e.g. Setting gage to zero). It is sending known good & bad parts through to confirm the device is operating correctly. .
ERROR PROOFING VERIFICATION
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• Master Document of Error Proofing devices, with identification number and location• Verification frequency• Identify masters (Good/Bad) and defect being checked
• Clearly defined reaction plan if device fails to detect• When/if shut down when device fails to detect bad part?• Containment plan? (100% Inspection, etc.)• Are suspect parts rerun thru Error Proofing device?• How/when is Error Proofing device repaired?
• Lot size of parts run between Error Proofing verification• History of process to determine verification frequency • How robust is the process?• How easy is it to contain suspect product?
• Develop Log of Error Proof Verification failures with reaction plan to nonconformities• Develop form to notify of nonconformities and escalate reaction to nonconformities • Document as Lessons Learned
• Method for getting information to management • Determine how information is to be displayed
ERROR PROOFING VERIFICATION
ERROR PROOFING DEVICES SHALL BE VERIFIED AND THEIR RESPECTIVE
LOCATIONS DOCUMENTED
REACTION PLANS SHALL BE DEVELOPED TO FOLLOW WHEN THE ERROR PROOFING
DEVICES FAIL VERIFICATION
ERROR PROOFING DEVICES SHALL BE VERIFIED ONCE per DAY
VERIFICATION RESULTS SHALL BE RECORDED WITH IMMEDIATE RESPONSES
TO FAILURES
VERIFICATION RESULTS SHALL BE REVIEWED BY SITE LEADERSHIP
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SHIFT:
ERROR PROOFING VERIFICATION CHECKLIST DATE:
SNAP RING PRESENCE
op# THESE ITEMS ARE TO BE CHECKED DAILY Code YES NO PROBLEM
OP 30 4 OPERATE L&R SNAP RING INSTALLATION TOOL WITHOUT SNAP RING - IS PART REJECTED ? 4
OP 30 5 DID RED LIGHT ON LIGHT TREE TURN ON ? (L&R) 5
OP 30 6 DID REJECTED PART STAY IN STATION ? (L&R) 6
OP 30 7 DID ANDON ALARM SOUND? (L&R) 7
OP 40 8 OPERATE SMALL SNAP RING INSTALLATION TOOL WITHOUT SNAP RING - DID GAGE REJECT PART ? 8
9 DID RED LIGHT ON LIGHT TREE TURN ON ? (SMALL SNAP RING)? 9
10 DID REJECTED PART STAY IN STATION? (SMALL SNAP RING) 10
11 DID ANDON ALARM SOUND ? (SMALL SNAP RING)? 11
12 DOES PART STILL STAY IN STATION WHEN HAND VERIFICATION TOOL DISPLAYS A RED REJECT LIGHT? 182
13 IS SMALL SNAP RING VISUAL IN PLACE ? 15
14 IF SMALL SNAP RING TOOL IS DOWN, IS THE BACK-UP GAGE USED? 12
15 DOES BACK-UP GAGE REJECT PART IF NO SNAP RING IS PRESENT? 13
16 DOES THE LIGHT TURN RED? (SMALL SNAP RING BACK-UP)? 14
YES NO
SUPERVISOR: ______________________________
TOTAL # OF X'S IN EACH COLUMN
AUDITOR: _________________________________
ANY ITEM SHADED NOT WORKING PROPERLY, THE SUPERVISOR MUST BE NOTIFIED IMMEDIATELY.
ANY ITEM OUT OF COMPLIANCE SHOULD BE REVIEWED WITH SUPERVISOR OR A COPY OF THE AUDIT GIVEN TO SUPERVISOR.
(Example)
Completion of the verification should be documented and visually displayed in the workstation. The device’s verification status should be obvious to everyone in the area.
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DEPT.____________ ERROR PROOFING VERIFICATION RESULTS
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC% IN COMPLIANCE:
# OF ITEMS ON CHECKLIST:# OF VERIFICATIONS
TOTAL # OF ITEMS VERIFIED:# OF ITEMS IN COMPLIANCE:
ITEMS NOT IN COMPLIANCE NUMBER OF ITEMS NOT IN COMPLIANCE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
(Example)
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• Assures error proof/detection devices are working as intended.
• Prevents nonconforming product from being made or transferred. • Establishes a history for each device; indicates when preventative maintenance or repair is needed.
• Instills discipline within the process.
ERROR PROOFING VERIFICATION
BENEFITS:
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Error proofing devices shall be verified at least once per day.
Error Proofing device locations shall be documented.
Reaction Plans to failures shall be developed.
Verification results shall be recorded.
Leadership shall review verification results.
ERROR PROOFING VERIFICATIONSUMMARY
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LAYERED PROCESS AUDITS
Were Leadership LayeredProcess Audits
Performed?
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• Layered Process Audits provide a system to: - verify compliance to the documented process. - instill discipline. - improve communication. - improve overall quality.
• Layered Process Audits are an industry standard.
• Layered Process Audits must be owned by manufacturing leadership.
• Quality and other functions will participate and support the Layered Process Audits system.
LAYERED PROCESS AUDITS
• Layered Process Audits supplement ongoing control plan and job instruction checks.
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DefinitionA standardized audit performed on a regular, frequent basis by all layers of the organization that verifies adherence to operational standards and consistently reinforces the QSB vision for the organization.
PurposeEnsures consistent application and execution of standards, improved built-in-quality and increased operator/leadership awareness facilitated by coaching/teaching interaction between leadership & operators.
LAYERED PROCESS AUDITS
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Involve all levels of Leadership in supporting the operator through coaching / teaching interaction on the shop floor.
Ensure a high level of process control by identifying & controlling high risk / significant process elements.
Maintains proper application of standards as defined & achieved through operational readiness process.
Identify opportunities for improvement & provide a process for effective follow up.
Verify a robust audit process at lower levels.
LAYERED PROCESS AUDITS
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Frequent assessments by all layers of the organization (Team Leader – Plant Manager) are performed using the Layered Process Audit checklist.
The Layered Process Audit system includes:
- Evaluation against established standards.
- Introduction of corrective actions (countermeasures).
- Regular review process by senior management.
- Results & actions tracked / visualized in each area.
The “Layered Process Audit Check Sheet” is comprised of 3 main sections:
– Workstation– base list of checks, applicable to all work stations
– Quality Focused – checks are specific to operations and developed by plant, based on quality feedback, process knowledge, and problem solving
– Production System – base list of checks, applicable to all work stations
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The Layered Process Audit is entirely a manual format. The back side of the form is available to write down the non-compliance comments.
It is recommended that you start this way so the users get an in-depth knowledge of the content and functionality of how the Layered Process Audits process supports QSB.
Users then transfer the written issues that were not corrected immediately, directly to a blank countermeasure report for assignment and corrective action. This progress review shall be conducted at least
once per week.
The Intent is to have a single page Layered Process Audit FORM, with TWO COMMON sections and one, (Section #2), that is customized to a specific Product Line or Area of the Plant.
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Section #1: COMMON WORKSTATION QUESTIONS
- Grey boxes denote questions to be asked of the Team Member working in the station or operation being audited.
1. Tailor fit the questions in this section which are common across all work stations.
• Changes should be minimal here and should only require modification to descriptions of documents or procedures.
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The Workstation section of the Layered Process Audits Check Sheet is used by the Group Leader and Team Leader to support the operator by:
– Ensuring proper safety practices and PPE are being followed.
– Ensuring proper tools, gages and materials are available & used.
– Ensuring standardized work & quality standards are understood & followed.
Section #1 WORK STATION SPECIFIC
– Ensuring Andon system is functioning properly.
– Ensuring Workplace Organization & Visual Management standards are maintained (e.g. according to the plant WPO standards and Visual Management policy).
− Ensuring compliance to Material Processes – FIFO/Min.-Max. levels.
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Section #2: UNIQUE TO A PRODUCT LINE OR AREA OF THE PLANT
Previous Customer Concerns
Establish and input questions on the “Complete Audit” worksheet that are specific to a Product Line or Area of the plant in Section #2.
This area is set up for a maximum of 10 questions. Enter specific items describing where in the process, and what you would like to audit regarding corrective action implementation to customer concerns. (i.e. error proofing verification, use of fixtures added to complete standardized work)
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• A list of high risk items to be verified during Layered Process Audits shall be established.
• Possible elements to consider include:Gages functioning and calibration confirmationStacking/packing techniquesVisual aids presence and contentProcess parametersWork instructionsProduct identificationTorque monitoring (if applicable)Documentation / record completionCustomer feedback
LAYERED PROCESS AUDITS Develop a checklist:
• Layered Process Audits shall verify appropriate Quality documentation.
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Update Documentation after Quality Focused Audit items are developed
Update Standardized
Work Documents
EXAMPLES OF PREVIOUS CUSTOMER CONCERNS
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Section #2 QUALITY SYSTEM SPECIFIC
The Quality Focused section covers the entire team or group and is also audited by the Team Leader & Group Leader to support the operator by:
Ensuring error proofing is functioning properly and identified high risk/ significant process elements are controlled to prevent known problems from reoccurring.
Ensuring required quality inspection and/or documentation are being completed.
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QUALITY FOCUS CHECK
• In addition to Customer Concerns, consider the following as you validate the Quality Focused items for the audit:
• What is the root cause of the quality issue?
• Is the item process related?
• Is the item plant controllable?
• Are there specific quality inspections or documentation requirements for higher risk operations?
• Are error proofing devices present?
• A positive response to any of these questions indicates the item should be considered for inclusion in the audit plan.
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Section #3: COMMON SYSTEMS QUESTIONS
3. Tailor fit the questions in this section which are common across all work areas.
• As in Section #1, changes should be minimal here and should only require modification to descriptions of documents or procedures.
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Plant Staff and Shift Leaders/Managers review the same items at a workstation level, and in addition review a Group Leaders’ area using the Layered Process Audit for:
– Completion of safety talks & tours– Compliance to Process Control Plans– Conformance to Workplace Organization standards– Proper use of the Andon System– Effective Problem solving & countermeasure implementation– Effective use of Layered Process Audits process for control and
follow up
Section #3 MANUFACTURING SYSTEM SPECIFIC
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HEADER: Enter the System NameProduct line or an area of the Plant
1. Molding2. Paint/Coating3. Assembly4. Warehouse/Shipping
Section #1:COMMON Workstation questions
Section #3:COMMON Systems Questions
Section #2:Unique to a Product line or Area of
the Plant
Previous Customer Concerns
In this Example the Manufacturer would have (4) four unique one page audit forms/files, to cover all processes.
Create a master Layered Process Audit form for each Unique Processing Area
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What is expected from you:
describe things as they are
follow your usual routine, let auditors catch the actual, current status of your workstation
if you deviate from the standard, provide actual reasons why, as you understand them
help implement actions to remove deviations.
What can you expect:
to be informed about the findings of the audit in your team
to see / be involved in actions on any deviations found
to be informed / able to follow progress of the process on the tracking sheets
GMS Layered Audits - Process
Choose theWorkstation
Conduct the Audit
Give feedback & document
results
Follow-up
Pick the station that has not been recently audited.
Follow standardized checklist, always study the standard and compare to the standard.
Immediately inform all TMs concerned about the audit results.
Record all deviations on standardized problem tracking sheet.
Implement suggested countermeasures as soon as possible.
Follow-up on open items, make sure to close in one week. Elevate problem to higher level after target date.
LAYERED PROCESS AUDITS
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The example at the right is another way to ensure each station within a work area is evaluated as a minimum, on a monthly basis. This chart is used by all auditors to determine which stations have not yet been audited and requires the auditor to write down their name, date, and shift for the stations they chose for the audit.
LAYERED PROCESSAUDIT TRACKING
(Example)
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LAYERED PROCESS AUDITS - TRACKING
Identifying Audits to be completed by the leadership staff is essential to ensure that all areas on the shop floor interact with the management team. An example schedule at the right addresses both the required frequency by manager and the status of this interaction.
Shaded in as Audit is Completed
Shaded in Red if Not Completed
(Example)
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Operator Supervisor
M T W T F M T W T F M T W T F
Manager
Site Leader
• Layered Process Audits frequency:
- High risk items shall be verified a minimum of once per shift.
- The manufacturing supervisor shall verify & audit (daily) Quality documentation to ensure that it is being completed by the operators.
- The manufacturing area manager shall verify & audit (weekly) that supervisor verification is being completed.
- Leadership shall conduct Process Layered Process Auditss assessments periodically (monthly/quarterly).
LAYERED PROCESS AUDITS FREQUENCY
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Layered Process Audits
Supervisor / Team Leader Daily / Weekly
Manager / Engineers1 time/week
Plant Manager1 time / month
Executive Managers / Directors
Quarterly /minimum
Supervisor / Team Leader Daily
Manager / Engineers1 time/week
Plant Manager1 time / month
Executive Managers / Directors
Quarterly /minimum
(Example)
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CHECKLIST EVALUATION
• There are three results that can come out of each check:
• Y – No Deviations are Found
• N – Deviation Found
• NC – Corrected during audit – Drive this behavior
• N/A – Not Applicable (established at Plant/Shift Leader level)
• All Deviations shall be recorded on the Layered Process Audit Checklist and described in the results sheet, details section.
• Any Deviations that can be corrected immediately will have a letter ‘C’ next to it.
• Any Deviations that cannot be immediately corrected must have additional detail written and transferred to a countermeasure.
• Reasons for non-compliance should be understood.
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FILLING IN THE AUDIT RESULTS
Section #1:COMMON Workstation questions
Section #2:Unique to a Product line or
Area of the Plant
Previous Customer Concerns
Header Information:Fill Out the Entire Top of the Form
N
If the item is Corrected Immediately
C
Y
Y = Meets StandardN = Deviation Found
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1-8 Boundary samples referenced in the JES not available in station to the team member.Quality Engineer was notified.
Write down the Section #-Question#
Write down the Non-Compliance Issue Detail
Question #8 Asks?
Are the correct tools and gages present, in use and in Standardized Work?
Section #1 WORK STATION SPECIFIC
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After you complete the audit, review the results with the area’s manager or supervisor and have them sign and date the audit.
• All questions answered “N” on the Audit Check Sheet that cannot be resolved immediately will be entered on the Countermeasure sheet as an open item.
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• The Countermeasure sheet tracks the specific open issues on an operation/workstation for each group and is posted in a visible location in the Group Area.
• All questions answered “N” on the Operation Check Sheet that cannot be resolved immediately will be entered on the Countermeasure sheet as an open item.
• The countermeasure sheet will be updated and signed off as issues are resolved.
LAYERED PROCESS AUDIT COUNTERMEASURE SHEET
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Item # Date Location Problem Description Owner CountermeasureTarget date Initials
Complete Date
4 7/7/03 005R Tape missing on floor TL1 Replace tape 7/7/03 RS 7/8/03
6 7/7/03 005R
tool for installing drainplugs is different from standard, TM used replacement without informing TL TL1
get standard tool from store, replace at workstation 7/8/03 RS 7/8/03
• Open discrepancies, those issues not immediately corrected during the audit, are tracked to closure using a Countermeasure process.
• The countermeasure sheet is updated and signed as issues are resolved.
• At the users discretion, they may also choose to track total # of discrepancies found over time. This can be done at an aggregate or line item level of detail as required to meet their needs.
Support groups should be invited to participate in the audit process.
All levels of the organization should be involved when leadership
audits their area to support proper Coaching / Positive reinforcement.
LPA COUNTERMEASURE SHEET
(Example)
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• When appropriate, the Layered Process Audit nonconformance shall
be added to the Fast Response* system and/or the C.A.R.E.* checklist.
• Layered Process Audit results shall be added to the Lessons Learned* database when appropriate.
• Audit results shall be summarized and reviewed by the manufacturing site leadership.
• Review Process Shift Leader is Process Owner Regularly scheduled review meeting (recommend weekly) Review compliance & completion performance Elevate past due countermeasures to next level Review audit questions for Continuous Improvement (add,
delete, revise as needed)
• Visualize Results In Work Area Post audit results AND Countermeasure Chart Post Compliance and Completion Performance
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Audit (Blanks) Completed Audits
PlanPlan1
IP’s
DoDo
2
CheckCheck
3
ActionAction4
Management Staff Schedule
TEAM-STATION FLOOR LAYOUT
Audit Frequency
Closed PRR List
LAYERED PROCESS AUDIT BOARD (Example)
COUNTERMEASURES
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(Example) LAYERED PROCESS AUDITS
DEPT._________________ LAYERED PROCESS AUDIT RESULTS
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC% IN COMPLIANCE: 88% 68% 95% 96% 97% 84% 95% 95% 94% 95% 95% 89%
# OF ITEMS ON ASSESSMENT: 20 15 20 30 20 10 20 25 20 20 20 20# OF ASSESSMENTS 20 9 28 15 20 10 20 20 20 20 20 20
TOTAL # OF ITEMS ASSESSED: 400 135 560 450 400 100 400 500 400 400 400 400# OF ITEMS IN COMPLIANCE: 353 92 533 434 386 84 380 477 376 381 378 357
NON CONFORMANCES 47 43 27 16 14 16 20 23 24 19 22 43
NON CONFORMANCES NUMBER OF ITEMS NOT IN COMPLIANCESafety 10 8 5 2 1 1 1 1 1 1 1 1Missed Audits 10 8 3 2 3 4 5 2 1 1 1 105S Related 2 7 7 3 2 2 2 2 2 2 3 2Product 10 4 3 2 1 1 1 1 1 1 1 10Voice of Customer 6 4 2 2 3 4 4 4 3 2 2 10Systemic 9 7 1 2 2 2 2 2 2 2 2 2Gage Calibration 5 6 3 2 2 5 6 7 2 2 2Poke Yoke 5 7 8 10 6
47
43
27
1614
16
2023 24
1922
43
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC0
5
10
15
20
25
30
35
40
45
50
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Designate manufacturing to own and conduct Layered Audits.
Develop a check list of high risk items to be verified during audit process.
Establish frequency of audits. (High risk items to be audited at a minimum of once per shift).
Verify appropriate Quality documentation.
Track and review the results of Layered Process Audits.
Organizations shall…
LAYERED PROCESS AUDIT SUMMARY
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RISK REDUCTION PROCESS
PROACTIVERPN REDUCTION PROCESS:Reducing the risk of aPOTENTIAL QUALITY FAILURE
REACTIVE
ERROR PROOFING PASTQUALITY FAILURES
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PROCESS FAILURE MODE & EFFECTS ANALYSIS(PFMEA)
DEFINITION
• An analytical technique for each process step that identifies:
– ways a process may fail to meet requirements.
– consequences to the internal / external customer (severity).
– frequency the failure will/could happen (occurrence).
– effectiveness of current controls (prevention & detection).
– ranking of causes and effects (risk priority number).
• A structured procedure for identifying and eliminating process related failure modes.
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Effect
Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities.
(Customer Effect)
Criteria: Severity of Effect This ranking results when a potential failure mode
results in a final customer and/or a manufacturing/assembly plant defect. The final
customer should always be considered first. If both occur, use the higher of the two severities.
(Manufacturing/Assembly Effect)
Ranking
Hazardous without warning
Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation without warning.
Or may endanger operator (machine or assembly) without warning.
10
Hazardous with warning
Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation with warning.
Or may endanger operator (machine or assembly) with warning.
9
Very High Vehicle/item inoperable (loss of primary function). Or 100% of product may have to be scrapped, or vehicle/item repaired in repair department with a repair time greater than one hour.
8
High Vehicle/item operable but at a reduced level of performance. Customer very dissatisfied.
Or product may have to be sorted and a portion (less than 100%) scrapped, or vehicle/item repaired in repair department with a repair time between a half-hour and an hour.
7
Moderate Vehicle/item operable but Comfort/Convenience item(s) inoperable. Customer Dissatisfied.
Or a portion (less than 100%) of the product may have to be scrapped with no sorting, or a vehicle/item repaired in repair department with a repair time less than a half-hour.
6
Low Vehicle/Item operable but Comfort/Convenience item(s) operable but at a reduced level of performance.
Or 100% of product may have to be reworked, or vehicle/item repaired off-line but does not go to repair department.
5
Very Low Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by most customers (greater than 75%).
Or the product may have to be sorted, with no scrap, and a portion (less than 100%) reworked.
4
Minor Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by 50% of customers.
Or a portion (less than 100%) of the product may have to be reworked, with no scrap, on-line but out-of-station.
3
Very Minor Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by discriminating customers (less than 25%.
Or a portion (less than 100%) of the product may have to be reworked with no scrap, on-line but in-station.
2
None No discernible effect. Or slight inconvenience to operation or operator, or no effect.
1
SEVERITY RANKINGS
(AIAG PFMEA Third Edition)
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PpK Ranking< 0.55 10
> 0.55 9
> 0.78 8
> 0.86 7
> 0.94 6
> 1.00 5
> 1.10 4
> 1.20 3
> 1.30 2
> 1.67 1
Probability Likely Failure Rates> 100 per Thousand Pieces
50 per Thousand Pieces
20 per Thousand Pieces
10 per Thousand Pieces
Very High: Persistent Failures
High: Frequent Failures
5 per Thousand Pieces
2 per Thousand Pieces
1 per Thousand Pieces
Moderate: Occasional Failures
0.5 per Thousand Pieces
0.1 per Thousand Pieces
Remote: Failure is Unlikely < 0.01 per Thousand Pieces
Low: Relatively Few Failures
OCCURRENCE RANKING
(AIAG PFMEA Third Edition)
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Ra
tin
g Detection Criteria
Err
or
Pro
ofe
d
Ga
ug
ed
Ma
nu
al
Ins
pe
cti
on
Suggested range of detection methods
10Almost
ImpossibleAbsolute certainty of non-detection. X
Cannot detect or is not checked.
9Very
RemoteControls will probably not detect. X
Control achieved with Indirect or random checks only.
8 RemoteControls have poor chance of detection. X
Control is achieved with visual inspection only.
7 Very LowControls have poor chance of detection. X
Control is achieved with double visual inspection only.
6 Low Controls may detect. X X Control is achieved with charting methods, such as SPC.
5 Moderate Controls may detect.X
Control is based on variable gauging after parts have left the station, or go/no-go gauging performed on 100% of the parts after parts have left the station.
4Moderately
High
Controls have a good chance to detect. X X
Error detection in subsequent operations, OR gauging performed on set-up and first piece check (for set-up causes only).
3 HighControls have a good chance to detect. X X
Error detection in station, OR error detection in subsequent operations by multiple layers of acceptance: Supply, select, install, verify. Cannot accept discrepant part.
2 Very HighControls almost certain to detect. X
Error detection in-station (automatic gauging with automatic stop feature). Cannot pass discrepant part.
1 CertainControls certain to detect. X
Discrepant parts cannot be made because item has been error proofed by process/product design.
DETECTION RANKINGS
(AIAG PFMEA Third Edition)
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POTENTIALFAILURE MODE AND EFFECTS ANALYSIS
(PROCESS FMEA)REV'D DATE :
15xxxxx MODEL YEAR / CARLINE : FMEA DATE :
PRODUCTION PLANT : FMEA CONDUCTED BY :
10 Install pilot bearing
Incorrect part installed
Misbuild: part does not function.
7 Manual: incorrect part selected
7 No prevention
No detection
10 490
20 Correct sub-assy
Incorrect or reversed sub-assembly
unable to install
7 Machine Vision ID Incorrect
3 No prevention
In-line Audits
6 126
DET
RPN
PREVENTION DETECTION
CURRENT CONTROLS
SEV
CLASS
POTENTIAL CAUSE(S)/
MECHANISM(S) OF FAILURE
OCC
PROCESS NAME/ NUMBER
PROCESS FUNCTION
POTENTIAL FAILURE MODE
POTENTIAL EFFECT(S) OF
FAILURE
POTENTIALFAILURE MODE AND EFFECTS ANALYSIS
(PROCESS FMEA)
B/P Level: 001, 7-NOV-02
Sensor to detect bearing type
Shad, B. 3/1/02 7 7 4 146
New Laser Station.
NA 7 3 2 42
RESPONSIBILITY & TARGET COMPLETION
DATE
ACTION RESULTS
ACTIONS TAKEN
SEV
OCC
DET
RPN
RECOMMENDED ACTION(S)
What can go wrong?
How does it affect customer?
How often does this cause happen?
How likely are we to notice if this happens?
How high is the risk?
PROCESS FAILURE MODE & EFFECTS ANALYSIS
(AIAG PFMEA Third Edition)
(Example)
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• PFMEA’s shall be completed for all manufacturing processes and support functions as required by the Quality Management System.
Support functions include: (receiving inspection, material handling, labeling, shipping, repair, rework, etc…).
• PFMEA’s shall:
conform to current AIAG guidelines and customer requirements.
be updated on a regular basis (living documents).
exist for all product lines / part numbers.
include all processes and process steps.
be utilized for Continual Improvement.
have accurate Severity/Occurrence/Detection ratings.
PROACTIVE RISK REDUCTION
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• Multi-disciplinary teams shall perform periodic PFMEA Reviews.
• The frequency and/or number of PFMEA reviews shall be determined by supplier leadership based on:
customer expectations (PR/Rs, DDW, Launch activities, etc…)
process capability (FTQ, SPC, etc…)
changes to the process (Error proofing, Tier 2 changes, etc…) • Criteria to prioritize which PFMEA to review include:
product from an acquisition, tool move or change in supplier.
PFMEA developed without adequate cross-functional involvement.
PFMEA for part(s) with history of PR/R, Customer complaints, Warranty or FTQ issues.
Occurrence ratings (FTQ, scrap, etc…) have changed significantly.
PFMEA with oldest revision dates.
PFMEA REVIEW
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• PFMEA Review shall include the following at a minimum:
verification that all operations/processes are included and accurate (paint, heat treat, material handling, labeling, etc…).
all process controls are included.
Detection ratings are accurate.
Occurrence ratings are analyzed using data (SPC, FTQ, Quality Gate, C.A.R.E.*, Scrap, Layered Process Audits* results, etc…).
verification that the PFMEA meets customer requirements and expectations (AIAG, PPAP, Launch, DDW, etc…).
• Upon completion of the review, a list of the highest (RPN) Risk Reduction opportunities is established or revised based on the new data.
• An action plan or equivalent shall be utilized by the multi-disciplinary team to track progress in reducing the RPN ratings.
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RPN TRACKING CHART
(Proactive) (Example)
No. OP No. Function & Failure ModeRPN
Value Who Recommended ActionsCompletion
DateRevised
RPN
1 10 INCORRECT BEARING INSTALLED 490 B. SHADSENSOR TO DETECT
BEARING TYPE 12/1/2004 112
2 20INCORRECT OR REVERSED
SUBASSEMBLY 126 N. ADAMS INSTALL LASER STATION 12/31/2004 42
3 50 HOLE MISSING 168 S. BROWNINSTALL POST ON ASSEMBLY
FIXTURE 12/23/2004 42
4 60 INCORRECT LABEL 112 V. WAGNER IMPLEMENT SCANNER 1/30/2005 21
The number of RPN reduction opportunities on the list is dependenton complexity of parts and process, size of plant, customer feedback, etc…
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PFMEA RPN REDUCTION SUMMARY - Part Number: Supplier NameOPERATION SUMMARY MONTHLY COMPARISONS OF OPERATION TOTALS
OPERATION NUMBER
COMBINED RPN
TOTAL NUMBER OF CAUSES
# OF CAUSES > 40
HIGHEST INDIVIDUAL RPN
OPERATION NUMBER
BASELINEMonth Year
RPNMonth Year
RPN1 12 23 34 45 56 67 78 89 90 0
TOTAL 0 0 0 0 TOTAL 0 0 0
Item Oper. /
STA. #RPN
ValueFunction & Failure Mode Recommended Action(s) Compl. Date Responsibility
1
2
3
4
5
6
7
8
9
10
RPN Reduction Plan - Top Ten
Total Number of Causes Range Summary
0
0.1
0.20.3
0.4
0.5
0.6
0.70.8
0.9
1
Month, Year Month, Year Month, Year Month, Year
Month
100+
40-100
0-40
(Example: GM form1927-21)
(This is for reference only; check for latest revision)
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REACTIVE RISK REDUCTION:ERROR PROOFING PAST QUALITY FAILURES
• Multi-disciplinary team(s) shall be utilized to develop a list of the past internal and external quality failures.
• Team(s) identify true PFMEA Severity, Occurrence and Detection rating for each RPN using AIAG guidelines.
• Team(s) shall develop an action plan to Error Proof the failures.
Recommended Actions are improvements that will prevent or reduce the Failure Mode.
When Error Proofing is not feasible, a plan to improve detection shall be established.
A team member shall be assigned responsibility for implementing the recommended action.
Reasonable target completion dates shall be established.
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REACTIVE RISK REDUCTION:TOP FAILURES LIST
(Example)
Issue # Proplem Discription# of
OccurancesLast
OccuranceCost Per
OccuranceICA-04-01 WRONG FITTINGS INSTALLED 21 9/23/2004 $940CA-04-12 NUT LOOSE / UNDER TORQUED 10 11/4/2004 $950CA-04-04 O'RING SEAL CUT/DAMAGED 8 11/11/2004 $1,165ICA-04-09 SPRING OMITTED 8 10/30/2004 $457ICA-04-15 ASSEMBLY DAMAGED BY IMPROPER HANDLING 5 12/31/2004 $1,500CA-04-02 SEAL MISLOCATED, OMITTED OR EXTRA 5 12/4/2004 $864CA-04-05 SENSOR DAMAGED / BROKEN 4 11/11/2004 $453CA (EXTERNAL)ICA (INTERNAL)
QUALITY FAILURES
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• Error proofing shall be verified per the Error Proofing Verification* process.
• When corrective actions have been implemented, teams shall validate the new Occurrence and Detection rankings and resultant RPN.
• Teams shall update PFMEA’s with all corrective action measures.
REACTIVE RISK REDUCTION:ERROR PROOFING PAST QUALITY FAILURES
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SITE LEADERSHIP:
• should review the need for PFMEA training at least once per year.
• shall support RPN reduction activities and provide necessary resources.
• shall review the RPN reduction tracking charts.
• shall ensure that formal multi-disciplinary teams are utilized in the preparation and ongoing review of PFMEA’s.
RISK REDUCTION
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Risk ReductionBENEFITS:
• Supports continual improvement as expected by TS16949.
• Allows leadership to allocate limited resources to critical areas.
• Provides a basis for effective error-proofing and problem solving.
• Core tool for APQP and PPAP requirements.
• Provides a Lessons Learned archive.
• Promotes cross-functional teamwork.
• Meets customer expectations for “living documents”.
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RISK REDUCTION SUMMARY
PROACTIVE
Leadership shall support RPN reduction activities and provide necessary resources.
PFMEA’s shall undergo a complete review.
A list of the highest (RPN) Risk Reduction opportunities shall be established.
An action plan or equivalent shall be utilized by the multi-disciplinary team to track progress in reducing the RPN ratings.
REACTIVE
A list of the past internal and external quality failures shall be established.
Team(s) shall develop an action plan to Error Proof the failures.
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CONTAMINATION CONTROL
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CONTAMINATION CONTROL Contamination Control establishes minimum requirements to avoid product failure.
Throughout this section, Contamination shall be defined as:
• Dirt, foreign materials or sediment (Note: Castings define Contamination as retained material.)
• Extra parts (i.e. extra fasteners• Coating Contamination
Suppliers shall have procedures and work instructions for Contamination Control where appropriate. Work instructions may require:
• Process monitoring• SPC or data collection• Routine maintenance• Preventative or predictive maintenance
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CONTAMINATION CONTROL
Each manufacturing site shall define procedures for the method and frequency of checks required to ensure proper functionality of processes and equipment such as:
• washer fluids, solvents, metal working fluids, etc…
• fluid/air probe flush station controls.
• dunnage and part storage systems.
• part handling process controls.
• paint and coating systems.
• air handling systems and clean rooms.
• purchased parts and materials.
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PAINT CONTAMINATION CONTROLBEST PRACTICE
Contamination reduction activities are coordinated by a ContaminationReduction Team which is responsible for the following activities:
• Dirt Defect Analysis– Removal, Preparation, Identification
• Data Gathering and Reporting– SPC, Pareto, etc.
• Production, Maintenance, Cleaning
• Control of the paint shop environment– Consumables, Personal Clothing, Cratering Agents
• Make Improvements– Fix Process, Fix Facilities
• Report progress to Management on a regularly scheduled basis and assist with implementation.
(Example)
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The four main areas of focus for the Contamination Control Team are:
• People
• Process
• Facilities
• Material
CONTAMINATION CONTROL
A best practice for contamination control, problem solving and continuous improvement is to use a multidisciplinary team approach.
Contamination related customer complaints shall require corrective actions.
Non-compliance addressed through Fast Response* and Layered Process Audit* systems.
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CONTAMINATION CONTROL
Some Key issues in the People area:
• “Dirt Awareness”
• Self inspection/clean up on all operations
• Clean area for paint and electronics manufacturing
• Communicate expectations
– approved attire only
– understand and follow personal product restrictions
– no Food/Drink/Smoking
– no fibrous materials in paint and coatings areas i.e., newspapers, paper towels, cardboard, etc.
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CONTAMINATION CONTROL
Some Key issues in the Process area:
• Process Monitoring
– Contamination count (SPC, U-Charts)
– Contamination identification (Pareto)
• Process analysis and investigative techniques
• Establish and maintain a Contamination Reference Handbook with examples.
• Measure results.
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Some Key issues in the Facilities area:– Facility maintenance relating to contamination sources in all
process and equipment:
– Cleaning
– Filter changes
– Balance requirements
– General Housekeeping requirements.
– Clean Rooms for Coatings, Paint, and Electronic Areas closed and sealed.
– Proper ventilation.
– Identification and control of traffic patterns and access.
CONTAMINATION CONTROL
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Some Key issues in the Material area:
• Dunnage maintenance and cleaning (ex.: cardboards, papers, old labels)
• Purchased and in-process parts cleanliness (ex.: rust, coatings, mixed parts)
• Storage locations conditions (ex.: dust, temperature and humidity control)
• Proper material rotation
• Part handling techniques
• Approved repair operations must use the same tools designed for primary operation: gloves, masking, torque equipment.
• No repair (grinding, flash removal, tapping holes) permitted on line.
• Do not manually clean parts on assembly line: no Scotchbrite pads, sanding discs.
CONTAMINATION CONTROL
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• The manufacturing site should include process controls to eliminate or reduce extra parts:
– Rollovers– Correct use of masks– Magnetic wrench functionality
• When the primary process is not functioning, a documented alternative/back-up method must be implemented to minimize risk.
EXTRA PARTS REDUCTION PROCESS CONTROLS
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All parts must meet GM requirements for cleanliness and contamination. Specific requirements are specified by each GM division.
LEVEL 1: BASIC
• Components where cleanliness is not an overriding concern.
• Applies to all parts and components.
• A note will appear on part drawing as:
LEVEL 1:
PARTS AS DELIVERED TO ASSEMBLY SHALL BE CLEAN AND FREE OF DEBRIS, RESIDUAL ABRASIVE MATERIAL, AND CORROSIONPRODUCTS ADVERSELY AFFECTING FUNCTION OR APPEARANCE.
CLEANLINESS LEVEL DESIGNATIONS
(Example)
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LEVEL 2: ADVANCED• Machined components requiring a high level of cleanliness. • Process controls must be in place to monitor and ensure quality.• Examples include: Crankshafts, Oil Pans, Pistons• A note will appear on part drawing as:
LEVEL 2: (Includes the Level 1 note)DEBRIS ON FINISHED PARTS SHALL BE REGULARLY MONITORED AND CONTINUOUSLY IMPROVED USING STATISTICAL METHODS, UPPER CONTROL LIMITS AND PROCEDURES APPROVED BY GM POWERTRAIN MATERIALS ENGINEERING AND DEFINED IN THE SUPPLIER PROCESS CONTROL PLAN.
(Example)
CLEANLINESS LEVEL DESIGNATIONS
• establish an acceptable initial level of part/process cleanliness• establish appropriate processes and controls• to measure part cleanliness at a specified frequency• require recording/plotting of these measures• require control limits be utilized to trigger reaction plans• require corrective action to prevent nonconforming products
The intent of the Level 2 note is to:
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LEVEL 3: ADVANCED
Critical or high debris sensitive components where additionalspecific weight/size limits or residual debris are specified.
• Examples include: Cylinder cases / Cylinder heads
• A note will appear on part drawing as:
LEVEL 3: (Includes the Level 1 & 2 note)
IN NO CASE SHALL DEBRIS EXCEED (X) MILLIGRAMS [AND/OR (Y)DIAMETER] WHEN MEASURED PER TEST GMN METHOD GMN6752.
(Example)
CLEANLINESS LEVEL DESIGNATIONS
Monitoring of the process shall be included in Layered Process Audits* and corrective actions addressed during Fast Response.* These process monitoring points may be Verification Stations.*
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EMPLOYEE AWARENESS
• Customer concerns due to contamination should be communicated to all employees using plant communications such as:
– Fast Response* Tracking Board, Quality Q – Quality Alerts, Corrective Action documents (PPSR)– newsletters, closed-circuit television– Lessons Learned* Data Base
• Areas sensitive to contamination shall be identified for:– Employees– Visitors– Vendors (Suppliers)
• Post maintenance checklist after maintenance is done to designate area is fit for manufacturing
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CONTAMINATION CONTROL
• Suppliers shall have procedures and work instructions for Contamination Control where appropriate.
• Site leadership shall review contamination data to determine the necessary corrective actions.
• Contamination related customer complaints shall require corrective actions.
Organizations shall…
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SUPPLY CHAIN MANAGEMENT
What are your expectationsof your suppliers?
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RawMaterialSupplier
Tier 2Supplier
CustomerTier 1Supplier
Dealer
SUPPLY CHAIN MANAGEMENT
The supply chain shall utilize systems and processes to control and develop their suppliers.
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• These systems and processes should be similar to those GM uses with their suppliers.
– Manufacturing Quality Systems
– Change Management Process
• Internal changes to process or product
• Supplier changes to process or product
– Advance Quality System
• Part Approval Process to GM
• TS requirements relative to supplier performance shall be maintained and monitored.
SUPPLY CHAIN MANAGEMENT
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The purpose of Supply Chain Management is to provide a standard process for managing all of the supplier tiers in the supply chain.
Supply Chain Management:• Addresses supplier’s Quality Management System• Defines the processes to be followed• Defines GM supplier expectations through the tiers• Defines method of displaying important information • Applies discipline when responding to issues• Applies QSB principles to the supply chain• Addresses Supplier’s Change Management System
Supply Chain Management applies to a supplier’s entire supply chain, including all Tiers, sub-suppliers, and raw material suppliers.
SUPPLY CHAIN MANAGEMENT
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SIX PANEL CHART
Report Name: Supplier Activity / Charts Data As Of Sep 16 2006PRR Types = Quality | Warranty | Cust. Sat.
286% Deterioration CYTD No Change CYTD
No Change CYTD No Change CYTD
300% Deterioration CYTD No Change CYTD
PR/R's
1 1
0 0 0
4
2
0 0
2
0
4
0
1
1
2
2
3
3
4
4
5
Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06
GCA PR/R's
0 0 0 0 0 0 0 0 0 0 0 0
00000111111
Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06
PPM's
0 0 0 0 0 0
8,957
0 0 89 0 46
01,0002,0003,0004,0005,0006,0007,0008,0009,000
10,000
Sep-05
Oct-05 Nov-05
Dec-05
Jan-06 Feb-06 Mar-06 Apr-06 May-06
Jun-06 Jul-06 Aug-06
Stockouts
0 0 0 0 0 0 0 0 0 0 0 0
00000111111
Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06
Plant Disruptions
0 0 0 0 0 0 0 0 0 0 0 0
0
0
0
0
0
1
1
1
1
1
1
Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06
Downtimes
0 0 0 0 0 0 0 0 0 0 0 0
00000111111
Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06
(Example)
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PP
M
SP
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Pro
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PR
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PR
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May. 03 Launch Mfg. Warranty Open Dec. 02 All
G G G G ABC ONTARIO 0 GMNA 0 0 0 0 0 Y N 1 2 1 0 0 4 0 Y N
Screw Machine Parts - GMNA Screw Machine Parts (36, 24)Screw Machine Parts - Screw Machine Parts (36, 24)
Y Y Y G DEF MICHIGAN 1 GMNA 0 0 0 0 0 Y N 0 0 0 0 N NBody Hardw are - Body Hardw are (61.5, 41)
Y R G GHI INDIANA 0 GMNA 0 0 0 0 0 Y N 3 1 0 0 1 0 N N
Mechanical Control Systems - Mechanical Control Systems (120, 80)
R G R Y JKL MEXICO 0 GMNA 0 0 0 0 0 N N 0 2 0 0 0 0 N NRide Controls - Current Suppliers (75, 50)
R G XYZ EUROPE 0 GME 0 0 0 0 0 N N 2 0 0 0 0 N NSteering Systems - Current Suppliers (180, 120)
R
Y R R R > 1 N Y 3 - 5 4, 5 R R 0, 4, 5 < 50%
G Y Y Y 1 W 3 Y Y 2, 3 50 - 95%
G G G 0 Y N 0 - 2 1, 2 G G 1 >= 95%
RANK SUPPLIER
Qu
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Mfg
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(with enhanced performance metrics)
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NB
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Data as of
19-Jun-03
SERVICE TECHNOLOGY PRICE
(Commodity)
INFOQUALITY
ISO
14
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1
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6 Mo.
Cre
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Ma
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If Price Rank is Red for Financial Stress must have approval
If Technology Rank is Red, Sourcing requires Engineering approval
If Service Rank is Red, Sourcing requires an approval action plan from SPO
If Quality Rank is Red, Sourcing is prohibited unless contractual
(Example)
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All suppliers to General Motors shall have a comprehensive, documented approach to managing their supply base
- Ranking for key suppliers- Ranking system for key metrics
- System to address supplier concerns- PPAPs for all components- Issuance of Corrective Action Requests- Documented process for supplier improvement- Control of Pass Through characteristics
Supplier chain management shall include updates on the following:
- Supplier concerns and responses- Unacceptable supplier performance to
expectations- Current supplier quality activities
The workshop teamshould discuss howto define a key supplier.
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SUPPLIER TRACKING MATRIX (Example)
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The Supply Chain shall complete the following requirements:
- Use tools to identify and track requirements to their strategic suppliers (GP12, compliance to GP5, etc.)
- Develop Tier supplier quality management system with the goal of conforming to ISO/TS 16949. (conformity with ISO 9000:2000 is the first step in achieving this goal. ISO/TS 16949:2002 7.4.1.2)
- Communicate General Motors expectations and requirements to the supply chain.
Supplier Chain shall develop a system to measure performance of all their suppliers. Techniques used to measure may include audits of the supply chain base – QSB audits, Process Control Plan Audit, PSA (Potential Supplier Assessments), etc.
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GLOBAL PURCHASING & SUPPLY CHAIN (GPSC) SUPPLIER QUALITY
Date:
Supplier Name:
Mfg. DUNS: Plant Location & Country:
Auditor: (SQE, SQI) Auditor Phone:
Auditor: E-Mail:
Part Number (s): Part Name:
Drawing Date:
PPAP/Interim/Benestare Status: Program
Creativity Team:
Reason For Audit:
Type of Audit:
Driver of Audit:
Focus of Audit:
Approved
Yes No N/A1.2.3.4.5.
6.7.8.9.10.11.12.
13.14.
15.16.17.
18.19.
20.21.22.
EWO #: / ODM #
Comments
Does the Process Flow Diagram include shipping?Does the Process Flow Diagram include labeling and Part ID at receiving, WHIP, finished good and shipping areas?Is there a PFMEA available?Is the PFMEA acceptable (RPNs, numbers match Process flow and include KPCs/PQCs/KCCs)?
Are all "Current Controls" listed on the PFMEA detailed on the Control Plan?Are process controls in place in the PCP to address the high PFMEA Risk Priority Numbers?Is there a procedure/process for Continuous Improvement for Risk Reduction?Are KPCs/PQCs/KCCs called out on the PCP?
Are all technical regulations/CTS/SSTS available?If supplier is design responsible, has DFMEA been used to develop the PFMEA?
Is there any evidence that it is kept up to date?
Is a Process Flow Diagram available?Does the Process Flow Diagram include receiving?
Does the Process Flow Diagram include gauging/inspection?
Supplier Phone:
GM Division:
Product Validation/Qualification Complete:
Model Year:
Eng. Change Level:
Does the Process Flow Diagram include rework?
Are actual drawings availabe at production facilty with the latest change level?
Are sample sizes and check frequency for each operation reasonable?
Does the Process Flow Diagram include scrap?
QUALITY SYSTEM DOCUMENTATION
Is there a Process Control Plan (PCP) available?Is the Process Control Plan (PCP) acceptable (numbers match PFMEA and Process Flow, including KPCs/PQCs/KCCs, GP-12 if applicable and latest EWO/ODM included)?
Does the supplier have the final customer approved drawing?Is the print complete (Tolerances, GD&T, Correct Datums, KPCs, etc.)?
TECHNICAL INFORMATION AVAILABILITY
Commodity:
Safety Related Part ?
Approved, but need Documentation Not Approved Follow-Up Audit Date:
Future Launch Current Partial Other
Initial Follow Up Run at Rate (GP9 Attachement B)
APQP Confirmation Mgmt. Request Plant Request Run @ Rate
Top Focus CSL-1 CSL-2 Major Disruption
DD&WComponent Check Plan Critical Fastner (D02) D/PFMEA
Shutdown/Start Up Audit
CPIP/Warranty
Other
Part / Assembly Line /Cell Operation / Machine Complete Mfg. System Quality System - Ongoing Documentation
Yes No
Yes No N/A
N/A
Process Control Plan Audit Summary Sheet
(Example)
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Category Sub-Category Item Risk Risk Rating Guideline Score Threshold Comments
Management 1 3
2 0
3 10
4 5
5 20
6 15
Quality 7 0
8 15
Supplier has capability on Change Management enforcement for entire supply chain.
Supplier demonstrates understanding of Process Validation.
What best represents the suppliers process?
Supplier utilizes formal audits focused on quality/manufacturing systems of their suppliers.
Tier 1 Supplier has plan on how Tier 2-3-4 suppliers will be managed.
Supplier has Material Identification Traceability System supported with current data.
Quality
Formal process is identified to protect pipeline supply chain (MRP, KAN BAN, etc.) and provide safety inventory.
Supplier utilizes formal layered audit process on their quality/manufacturing systems.
3
5
10
5
15
10
5
10
0 - Supplier has demonstrated Supply Chain Protection system.
3 - Supplier has supply chain protection system, but needs minor enhancements.
0 - Supplier has demonstrated understanding of Process Validation.
0 - Supplier has demonstrated Material Identification/Traceability System.
3 - Supplier has generic Material Identification/Traceability System; needs minor enhancements.
5 - Supplier has generic Material Identification/Traceability System; needs major enhancements.
10 - Supplier has no Material Identification/Traceability System.
0 - Supplier has strong Tier 2-3-4 management system and documentation.
10 - Supplier has generic Tier 2-3-4 management system, but needs enhancements.
15 - Supplier has generic Tier 2-3-4 management system, but needs major enhancements.
0 - Supplier has demonstrated capability on Change Management enforcement.
5 - Supplier has capability on Change Management enforcement, but needs improvement.
10 - Supplier has minimal capability on Change Management enforcement.
15 - Supplier has no capability on Change Management enforcement,
0 -Documented formal audits conducted by management with immediate corrective actions
3 - Documented formal audits conducted and reviewed with management - needs minor improvement
5 - Documented formal audits - not properly supported or conducted frequently enough - improvements required
0 - Documented formal audits conducted by "supplier quality", reviewed with their management with immediate corrective actions.
5 - Documented formal audits conducted and reviewed with management - needs minor improvement
10 - Supplier has no supply chain protection plan in place.
5 - Supplier has supply chain protection system, but needs major enhancements.
20 - Supplier has no Process Validation tasks in place.
10 - Supplier has some Process Validation skills, but needs major enhancementsments.
20 - Supplier has no Tier 2-3-4 management system or experience.
10 - No evidence a process exists or is not supported properly
10 - Documented formal audits - not properly supported or conducted frequently enough - improvements required
15 - No evidence a process exists or is not supported properly
0 - Simple, sequential, easy to follow Process Flow
3 - Realitively good flow, but opportunities for improvement
5 - Process flow difficult to understand and follow
POTENTIAL SUPPLIER ASSESSMENT AUDIT (PSA)
(Example)
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Supply chain quality expectations:
• Implementation of Quality System Basics strategies.• Use of GM problem solving methodology ( Drill Deep & Wide).• Development of a supply chain management system.• Compliance to GM quality guidelines.• APQP, PPAP and PSW for supplied material.• Data metrics such as: FTQ, PPM, Internal/external quality.• Continual improvements geared toward higher levels of quality and lower costs.
A proactive approach!
SUPPLY CHAIN MANAGEMENT
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SUPPLY CHAIN MANAGEMENT PROBLEM SOLVING TOOLS
DDW – Drill Deep & Wide:5 Whys – Ask why until actual root cause is determinedPredict – Why did the planning process not predict the failure?Prevent – Why did the manufacturing process not prevent the defect?Protect – Why did the quality process not protect the customer (GM) from the defect?
Drill Wide Matrix - analysis of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations.
Integration to living documents – Process Flow, PFMEA’s, Process Control Plans, Standard Work Instructions, and Layered Audits.
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5 Why Matrix(Example)
Revision Date: Original FinalPhone: RPN
Supplier Team Lead: SeverityOccurance
GM SQE: Detection
Supplier Duns: Supplier Name and Location:Supplier is Tier 1 to GM
Issue Category: Issue Number:
Failure Mode:
Effects of Failure Mode:
Cause of Failure Mode: Point of Manufacture
Drill Deep Corrective Action Verification Owner Due Date
M1 Cause of Failure Mode
M2
********************************
**M3
********************************
**M4
********************************
**M5
M-RC
Q1
Q2
********************************
**Q3
********************************
**Q4
********************************
**Q5
Q-RC
P1
P2
********************************
**P3
********************************
**P4
********************************
**P5
P-RC
A
B
********************************
**C
Why did the Quality System not Protect GM from this
Failure Mode
Why did the Planning System not Predict this
Failure Mode
Quality Assurance
Tier 1
Why did the Manufacturing System not prevent this
Failure Mode
What are the key findings based on this quality issue?
Name and Title:
Provide a complete member list with contact information on Contact List Worksheet
Quality Control
Quality Planning
PRR PRTS CDP Other , Specify :
PredictPlanning System -
informational contentin all documentation
ProtectQuality System -Error Detection &
Containment
PreventManufacturing System -
Error Proofing &Standardized Work
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DRILL WIDE MATRIX
Drill Wide - analysis of opportunities of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations.
(Example)SYMBOL & STATUS KEY:
SUPPLIER: O
Name: X
Location: NA
Duns:
Contact Name: Completed & Supplier verified only
Contact Phone:
E-mail: P
Du
ns
/Su
b-t
ier
cla
ss
ific
ati
on
Du
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Du
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Du
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Du
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Du
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Du
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Tie
r 2
Tie
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Tie
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Part Name & Number
GM PlantN/C or
CPVCS Status PRR Number / Issue
ContainmentCause of Failure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Corrective ActionKey Findings Corrective ActionDocumentation Updated
Part Name & Number
GM PlantN/C or
CPVCS Status PRR Number / Issue
ContainmentCause of Failure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Corrective ActionKey Findings Corrective ActionDocumentation Updated
Part Name & Number
GM PlantN/C or
CPVCS Status PRR Number / Issue
ContainmentCause of Failure Mode Corrective ActionPrevent Corrective ActionProtect Corrective ActionPredict Corrective ActionKey Findings Corrective ActionDocumentation Updated
Champion Symbols
Co
rre
cti
ve
Ac
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n
FAILURE MODE EFFECT OF FAILURE MODE
Co
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cti
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FAILURE MODE EFFECT OF FAILURE MODE
Original location
Location with similar process
Not Applicable
Completed & 3rd Party/GM verified
Not Completed
Pass Through
A.P.Q.P.Tiered
SupplierDuns / Location
DDW Completion & Verification Champion1 Symbols
DDW Completion & Verification 4
EFFECT OF FAILURE MODE DDW Completion
& Verification 3 Champion Symbols
Co
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cti
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Ac
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FAILURE MODE
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
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CHANGE MANAGEMENT PROCESS• Internal process to review change suggestions.• Documentation and Analysis of proposed change.• Customer (GM) notification and agreement to the proposed change. • Communication with GM of the proposed change with timeline
(Validation, PPAP, PTR, Breakpoint).• PPAP for approved change.• Process for sub-suppliers to conform to a similar requirement.
– What does change mean to your company, your customers, and your suppliers?
– Who investigates the effects of the change?– Who communicates the change?– Who coordinates the activities?– Who needs to be involved?– What documentation needs revision?– How is the plan tracked?
POOR CHANGE MANAGEMENT RESULTS IN CUSTOMER DISSATISFACTION.
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
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SUMMARY:
GM expects you, as a supplier, to use a system that manages your suppliers in a similar manner to that used by your customers to manage you.
Organizations Shall:
• Manage their suppliers using a documented systematic approach.
• Use management tools such as: response to issues, performance metrics, audit of supplier activities, and problem solving tools.
• Implement a supplier measurement and validation system.
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
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1. Fast Response Communication Problem Solving Lessons Learned
2. Control of Non-Conforming Product3. Verification Station4. Standardized Operations
Work Place Organization – The 7 Wastes Standardized Work Instructions – SOS Operator Instructions – JES
5. Standardized Operator Training 6. Error Proofing Verification7. Layered Process Audits8. Risk Reduction9. Contamination Control10. Supply Chain Management
KEY STRATEGIES
No Major Disruptions
No PRR’S
+ 0 PPM’S
= World Class Quality
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
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Educators Tell Us We Learn & Understand
• 10% of what we hear
• 15% of what we see
• 20% of what we both see & hear
• 40% of what we discuss with others
• 80% of what we experience directly or practice
• 90% of what we attempt to teach others
Now that we have discussed QSB…
General Motors Corporation. All rights reserved.QSB WORKSHOP REV. 012307
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WORKSHOP
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Workshop time is valuable. Please refrain from spending group time to work on other issues.
If the group needs outside resources (HR, IE, etc…,), contact those who can help. Contact the Workshop Trainer or Supplier Champion.
Results will be delivered to the Top Management of the company during the second day of training. Use this as an opportunity to enhance the procedures already in place and meet all the requirements for each strategy by presenting each team’s ideas.
The presentations are starting points and will need more development by employees and management as they are implemented. Results that cannot be achieved by the closing meeting, must be included in the QSB Action Plan.
WORKSHOP AGENDA NOTES
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Form teams of three to five people when possible. If there are notenough people to form nine teams, assign two or three strategies toeach team. The following are suggestions on how to pair strategiesand assign personnel:
Manufacturing Engineers,Maintenance, Operators, Supervisors, Auditors
RISK REDUCTION ERROR PROOFING VERIFICATIONCONTAMINATION CONTROL
OPERATOR TRAININGSTANDARDIZED OPERATIONSNONCONFORMING PRODUCTSUPPLY CHAIN MANAGEMENT
Supervisors, Operators,Training or Human Resources,Manufacturing Engineering,Quality Engineer
LAYERED PROCESS AUDITSVERIFICATION STATIONSFAST RESPONSE
Operations Manager,Quality Manager,Operators
DIVIDING INTO WORKSHOP TEAMS
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Review the presentation and determine if all SHALLS are presently being met by your systems.
– Is there a form? How is the requirement being documented?
– How is the requirement being tracked and analyzed?
– Is management reviewing the results?
– How are results communicated to the workforce? Are results posted? Are results discussed in employee team meetings?
– Has the requirement been included in a QS 9000 procedure?
Develop suggestions for forms, tracking methods, management review timing and communication responsibilities.
Develop a ‘To-do List’ or use the ‘Action Plan’ form to begin listing actions required to implement strategy.
As a group decide how and who will present the team’s ideas.
WORKSHOP TEAM DELIVERABLES
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WORKSHOP PRESENTATION AGENDA
• Introduce each team member.
• State the strategy to be presented.
• BRIEFLY describe the requirements and their status: being met in all cases, partially met in some areas, not being met, etc...
• Present your suggestions: forms, tracking methods, etc…
• Present your ‘To-do List’ or ‘Action Items’.
• Ask for questions and comments.
NOTE: The presentation for each strategy should take approximately 10 minutes.