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Quality Management Quality Management SystemSystem
and the Business Planand the Business PlanKathleen BetzKathleen Betz
MERC Process and Product QualityMERC Process and Product Quality
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 22
Topics for DiscussionTopics for Discussion
Quality Management SystemQuality Management System Business Plan to Drive ChangeBusiness Plan to Drive Change Process Improvement TeamsProcess Improvement Teams Balanced ScorecardBalanced Scorecard Basic Quality ToolsBasic Quality Tools Two Real life examples of Production Two Real life examples of Production
Problem Solving TeamsProblem Solving Teams
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 33
QMS – Why?QMS – Why?
common processes/conformitycommon processes/conformity reduce variationreduce variation eliminate waste and reworkeliminate waste and rework prevent defectsprevent defects find opportunities for error-proofingfind opportunities for error-proofing improve productivityimprove productivity increase efficiency and effectivenessincrease efficiency and effectiveness drive innovationdrive innovation
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 44
QMS – Why?QMS – Why?
According to the ASQ online glossaryAccording to the ASQ online glossary (http://www.asq.org/glossary/q.html)(http://www.asq.org/glossary/q.html)
Quality management system (QMS):Quality management system (QMS): A formalized system that A formalized system that documents the structure, responsibilities and procedures required to documents the structure, responsibilities and procedures required to achieve effective quality management.achieve effective quality management.
Quality management (QM):Quality management (QM): The application of a quality The application of a quality management system in managing a process to achieve maximum management system in managing a process to achieve maximum customer satisfaction at the lowest overall cost to the organization customer satisfaction at the lowest overall cost to the organization while continuing to improve the process.while continuing to improve the process.
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 55
QMS – Why?QMS – Why? A QMS can:A QMS can:
Improve competitive positionImprove competitive position Meet customers’ requirements to meet and maintain Meet customers’ requirements to meet and maintain
quality standards:quality standards: QS-9000:QS-9000: Harmonized quality management system requirements Harmonized quality management system requirements
developed by the Big Three automakers for the automotive sector. Replaced developed by the Big Three automakers for the automotive sector. Replaced by Technical Specification 16949 effective Dec. 15, 2006 (by Technical Specification 16949 effective Dec. 15, 2006 (http://www.asq.org/glossary/q.htmlhttp://www.asq.org/glossary/q.html))
ISO 14000:ISO 14000: An environmental management standard related to what An environmental management standard related to what organizations do that affects their physical surroundings.organizations do that affects their physical surroundings.
Ensure processes do not pass on defects to internal Ensure processes do not pass on defects to internal customers (ie. From one process to the next). customers (ie. From one process to the next).
Ensure work products are delivered with zero defects. Ensure work products are delivered with zero defects.
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 66
GM Drive for QualityGM Drive for QualityWhy ??Why ??
Customer enthusiasmCustomer enthusiasm Industry PerformanceIndustry Performance Business PlanBusiness Plan Plan to WinPlan to Win Common ProcessesCommon Processes Quality PlanQuality Plan
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 77
GM Drive for QualityGM Drive for QualityWhy?Why?
Data protected
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 88
A New DriverA New Driver
Rick Wagoner took over the ‘wheel’ Rick Wagoner took over the ‘wheel’ of GM in 1998of GM in 1998 realized that this huge company had realized that this huge company had
some big problems:some big problems: Decision making was slow Decision making was slow Intense industry competitionIntense industry competition losing shareholder valuelosing shareholder value
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 99
GM-NAOGM-NAO Business PlanBusiness Plan
Plan to WinPlan to Win
Diagram omitted
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1010
'Plan to win' means job cuts at GM 12:40 PM CDT on Tuesday, July 15, 2008
Associated Press Video
Jim Douglas reports July 15, 2008
MORE: News 8 video View larger
DETROIT — General Motors Corp. said Tuesday it will lay off salaried workers, cut truck production, suspend its dividend and borrow $2 billion to $3 billion to weather a severe downturn in
the U.S. market. GM said the moves will raise $15 billion to help cover losses and turn around its North American operations, including $10 billion
from internal cost-cutting and $5 billion from selling some assets and borrowing against others.
"In short, our plan is not a plan to survive. It is a plan to win," GM Chairman and CEO Rick Wagoner said in a broadcast to
employees.
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1111
The Four PerspectivesBusiness Plan Deployment
http://www.isixsigma.com/library/content/c011008a.asp
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1212
The Strategy Linkages (Example)The Strategy Linkages (Example)
http://www.isixsigma.com/library/content/c011008a.asp
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1313
Example Project Balanced ScorecardMeasures
Financial • Inventory Levels • Cost Per Unit • Hidden Factory • Activity Based Costing • Cost Of Poor Quality • Overall Project Savings
Customer • Customer Satisfaction • On Time Delivery • Final Product Quality • Safety Communications
Internal Business Processes • Defects, Inspection Data, DPMO, Sigma Level • Rolled Throughput Yield • Supplier Quality • Cycle Time • Volume Shipped • Rework Hours
Employee Learning and Growth • Six Sigma Tool Utilization • Quality of Training • Meeting Effectiveness • Lessons Learned • Total Trained in Six Sigma • Project Schedule Versus Actual Date • Number of Projects Completed • Total Savings To Date
http://www.isixsigma.com/library/content/c011008a.asp
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1414
ISO 9000 ElementsISO 9000 Elements
4.1 4.1 Management ResponsibilityManagement Responsibility
4.2 4.2 Quality SystemQuality System
4.3 4.3 Contract ReviewContract Review
4.4 4.4 Design ControlDesign Control
4.5 4.5 Document and Data ControlDocument and Data Control
4.6 4.6 PurchasingPurchasing
4.7 4.7 Control of Customer-Control of Customer- Supplied ProductSupplied Product
4.8 4.8 Product Identification and Product Identification and TraceabilityTraceability
4.9 4.9 Process ControlProcess Control
4.10 4.10 Inspection and TestingInspection and Testing
4.11 4.11 Control of Inspection, Measuring Control of Inspection, Measuring and Test Equipmentand Test Equipment
4.12 4.12 Inspection and Test Inspection and Test StatusStatus
4.13 4.13 Control of Control of Nonconforming Nonconforming ProductProduct
4.14 4.14 Corrective and Corrective and Preventive Preventive ActionAction
4.15 4.15 Handling, Storage, Handling, Storage, Packaging, Preservation, Packaging, Preservation,
and Deliveryand Delivery
4.16 4.16 Control of Quality Control of Quality RecordsRecords
4.17 4.17 Internal Quality AuditsInternal Quality Audits
4.18 4.18 TrainingTraining
4.19 4.19 ServicingServicing
4.20 4.20 Statistical TechniquesStatistical Techniques
• 4.0 ISO 9000 Elements
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1515
Common ProceduresCommon Procedures
Common means common, some or Common means common, some or all plants had to modify existing all plants had to modify existing practices and/or procedurespractices and/or procedures
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1616
Quality System Quality System Documentation Documentation
HierarchyHierarchy
4. Results show that the system is operating effectively
2. Defines WHO, WHAT, WHEN
1. Defines Approach(Quality Policy)
3. Answers HOW
QualityManual
Procedures
1
2
Job Instructions 3
4Records
Documentation that proves we do what we say we do
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1717
How Did We Maintain the How Did We Maintain the System?System?
• Documented What We Did! – Quality Policy– Quality Manual– Business Processes– Procedures– Job Instructions and Control Plans– Records
• Did What We Documented!– Training– Internal Audits– Management Reviews– Corrective Actions– Continuous Improvement
• Be Sure It’s Effective!
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1818
Global Current Product Improvement Process
Diagram omitted
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 1919
Road to gold: Red X drives qualRoad to gold: Red X drives quality at General Motors.ity at General Motors.
By Sharrock, RoryBy Sharrock, RoryPublication: Publication:
Industrial EngineerIndustrial Engineer Date: Date: Tuesday, May 1 2007Tuesday, May 1 2007
Global Current Product Improvement Process – suggested article:
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2020
This Slide is OMITTED
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2121
This Slide is OMITTED
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2222
Quality Manager Accountable Quality Manager Accountable for:for:
Quality Managers are accountableQuality Managers are accountable
for four key areas:for four key areas: MetricsMetrics ProcessesProcesses Quality System Employee Quality System Employee
DevelopmentDevelopment Acting as One Quality FunctionActing as One Quality Function
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2323
Quality MetricQuality MetricQualityQuality
Direct Run RateDirect Run Rate
MEASUREMENT: Direct RunDirect Run
DESCRIPTION: The percent of vehicles that proceed through the final assembly process without diversion to repair.
PURPOSE: To support build-in station and to effectively communicate first time quality results for consistent
tracking and continuous improvement.
CRITERIA: Direct Run Direct Run = (% OK at xxxx) x (% OK at xxxx) x (% OK at xxxx)*
REPORTING FREQUENCY: Direct Run per month is plotted by month
OWNER:Plant
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2424
This Slide is OMITTED
Verification Process
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2525
Training level
Basic Level
Intermediate Level
Expert Level
Training Requirements & Levels of Involvement
Training
INFO OMITTED
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2626
PPH Reduction Tracking
Countermeasure Meeting
Thruput Improvement Tracking
Error Proofing Tracking
One Quality Function
Problem Sources
Data Omitted
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2727
Balanced ScorecardBalanced Scorecard
DR of 80% goal for all NA plantsDR of 80% goal for all NA plants Team level/team meetings on these Team level/team meetings on these
goals/objectives.goals/objectives. Show Scorecard exampleShow Scorecard example
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2828
7 Diamonds7 DiamondsStandardized Problem SolvingStandardized Problem Solving
DIAGRAM OMITTED
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 2929
Seven Diamonds: Seven Diamonds: standard 7 step approach which requires that standard 7 step approach which requires that manufacturing processes, tooling, correct parts and part quality are verified prior to manufacturing processes, tooling, correct parts and part quality are verified prior to using Red X and/or engineering resources to identify root cause. using Red X and/or engineering resources to identify root cause.
• Diamonds 1-3 Manufacturing
• Diamond 4 Quality Eng / SQA / SQE • Filter 5a Quality Engineer
• Diamond 5b-7 Red X Group
• Diamond 6 Product Engineering
http://www.allbusiness.com/services/engineering-accounting-research-management/4499259-1.html
Review of ResponsibilityReview of Responsibility
ETM 627 Fall 2008 Slide ETM 627 Fall 2008 Slide 3030
Help!
Fixed Position Stops
What?
Team Leaders
Interrogates the Process Not the Operator
Problem
Andon Pull
The “Blue Card” is used to Identify the presence of Special
Cause Types of Problems occurring in a work group.
Diamonds 1 – 4 of the 7 Diamond process are used to determine if the
Production Organization is running the assembly process to design intent.
STANDARDIZED WORK STANDARDIZED WORK TEAM Presentation starts TEAM Presentation starts
here.here.