Driving a Built-In-Quality Culture June 17, 2015
Joe Mazzeo
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Integrated Lean and Quality Solutions, LLC
Driving a Built‐In‐Quality Culture Topics of Discussion • Lean Manufacturing Overview • Establishing a Quality Culture • Built-In-Quality Concepts • Visiting a BIQ Plant • Leadership Roles and Responsibilities • Summary
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Driving a Built‐In‐Quality Culture Presentation Take-Aways: • An understanding of what the concept of what Built-In-Quality is and how to apply it to your business environment • How BIQ fits within Lean Manufacturing Principles • BIQ can help improve a company’s operational and financial performance • Think about the concepts: - How can I apply this idea to my business? - How can I make this work for my business? • Everything discussed can be scaled to fit different organizations
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Driving a Built‐In‐Quality Culture Topics of Discussion • Lean Manufacturing Overview • Establishing a Quality Culture • Built-In-Quality Concepts • Visiting a BIQ Plant • Leadership Roles and Responsibilities • Summary
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Lean Manufacturing …. High Precision/Clean Room Environment ‐ Medical/Orthopedic ‐ Automotive ‐ Electronics
Hotel / Services
Heat Treating Machine Shops / Short Runs
Transportation Hospitals 5
...Applies to all Industries/Businesses/Services
ELEMENTS OF A MODERN LEAN MANUFACTURING SYSTEM • Quality • Speed • Application of Best Practices / Common Processes • Flexibility & Inter-buildability • Applying required technology at appropriate levels • Actively engaged workforce 6
Lean Manufacturing System
System for: • Eliminating Waste • Build Value • Support for the Operator 7
• The key to eliminating waste is to identify it • LM categorizes waste into seven types
8
Lean Manufacturing Principles
An effective Lean Manufacturing System is: • A single, common manufacturing system • Integrated / Inter-dependent principles • Scalable to fit the needs and size of the organization
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Lean Manufacturing Principles
How Do All the Principles Fit Together ?
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Lean Manufacturing Structure - For Every Principle There Are Supporting, Detailed Actionable Elements - Each Element has Specific Requirements
Principles Elements
Definition / Purpose Requirements Tools and Methods
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People Involvement Elements: 1. Company Vision, Values, & Cultural Priorities 2. Mission 3. Health and Safety Practices 4. Qualified People
Principles
5. Team Concept 6. People Involvement 7. Open Communication Process 8. Shop Floor Management
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Elements Definition / Purpose Requirements Tools and Methods
People Involvement Element: Shop Floor Management Definition: Management goes to where work is performed, to understand, support, and manage the operations. Purpose: To ensure that decisions are made at the work location by utilizing factual, accurate, and first-hand information. Principles Elements Definition / Purpose Requirements Tools and Methods 13
People Involvement Element: Shop Floor Management *Requirements: • Communication boards are provided: - Displays performance information - Visual controls are implemented and maintained - Deviations from standards visible to everyone - Provide instruction and/or information to employees
Principles Elements
Definition / Purpose Requirements Tools and Methods
* Requirements: Complete list not shown 14
People Involvement Elements - Engagement - Communication - Team concept - Health and safety Ref‐2C
FLEXIBILITY CHART
Communication Board
Author:
(Group Leader)
Job Number
1
2
3
4
Job Flexibility Chart 5
6
W h e e l
T o o l
Group:
ACE AREA Dept 156 Maching
J o b N a m e
Issue Date:
Jan-11 Shift
O p
O p
O p
O p
1 0
2 0
3 0
4 0
C h a n g e
% of # of 3/4 circle group that Jobs per Check reached Person to meet here if Jobs/ rotation plan target is Person met target (% of boxes checked)
S e t
SIGN-OFF
Evaluation (O, , X) Group Leader
Shift Leader
J.M
J.W.
u p
Name (Write position if not T/M)
Req'd
Jan
Act.
Verify quadrants filled in have supporting documentation to match in JIT binder.
1 J.Doe (T/L)
Feb
Ensure monthly reviews and sign Mar offs are occuring between TL &
1 T.White 1 T.LaCourse
Apr
1 J.Wing
May
1 C.Persall
June
July
1 T.Bellant
_____ % Aug
Sep
Oct
Nov
If the Actual does not meet the Plan, ensure the team has countermeasures written to close the training gap.
# of people at 3/4 circle per job to meet coverage requirements
Plan
3
3
3
3
2
2
Knows steps (in training)
Actual
2
3
2
3
3
2
Can perform job to quality & safety but not in takt time
X
X
X
Check here if target is met % of group that reached Persons/Job target (% of boxes checked)
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Dec
X
Can perform job to quality & safety in takt time with no help ______ %
Can teach job with Job Element Sheets
Standardization Standardized Gage Inspection Bench 5S Workshop Board
Elements - Workplace organization - Standardized work 5S = Sift/Sweep/Standardize/Self-Discipline/Sustain
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Built‐In‐Quality Product Sample Retention Boards / Tables
Process Control Plan
Elements - Process and product validation - Quality standards - Quality management system - Quality feedback and feed forward 17
Short Lead Time Material Delivery Rack Locations
JOB ELEMENT SHEET
Rev. 2
Page: 1 of 2
REF 12A Job Element Sheet – Showing Color‐coded Part‐Cart Locations Shift
Initial Review & Update Signatures
Date
154 / Truck Oil Pump
Department No. / Name:
(Final Review & Updat e - See Training Signature Sheet or Training M at rix)
Control Block
1
Group Leader
B.Berry
10/22/10
Op. No. / Mach. Mfg./ Process:
1
Team Leader
Deanna McKay
10/20/10
Job Element or Task Name:
FIFO for buffer after Op50
and/or
Elements - Simple process flow - Supply chain management - Scheduled shipping/receiving - Lean containerization 18
N/A
Element Numbers(s):
Lead Technician
A
C
B
SEQ
- STEP (What) -
1
Select the proper colored buggy to buffer the downloaded parts into.
Select a green buggy for Gen IV. Choose a blue buggy for Gen III.
A
Helps prevent the bodies from being mixed.
2
Fill out and attach "O.K. for Use" tag to the buggy.
Identify on the tag Gen III or Gen IV, and fill in the current date before you begin to load.
B
Will help ensure FIFO.
3
Place the buggy into the identified staging area for download/upload.
Move the cart into the identified staging area next to the line so the parts can be loaded into or uploaded out of with minimal walking distance.
C
Will help minimize waste in motion.
4
Load or unload the buggy.
When loading the cart stack the housings using a machined surface to a machined surface method.
SYM
- KEY POINT (How) -
REF
- REASON (Why) -
Will reduce and minimize nicks on the machined surface C
Stack the housings in stacks of 6 per row. A full cart will contain 13 rows with 6 housings in each (78 pcs) total. Symbol Legend (SYM):
Safety
Ergonomics
Quality
K Knack
C
Critical
Doc. No.: DP-785
Continuous Improvement MANUFACTURING LAYERED AUDIT CHECKSHEET
Dept/Group: 140 PISTON PINS
Workstation: Manufacturing Layered Audit PACK OFF \ INSPECTION
Team Member Name:
1/26/11 Shift: _______ J. Craig 1st Reviewer: ______________________________ Date: ______________ PRIORITY CHECKS (Performed by all levels of the organization)
RATING
X or O
PI
1 Is the team member (TM) following the posted PPE requirements? 1. PPE sheet: present on workstation board, current, and signed off. (Ref 1A or 1B) 2. PPE Sheet: being adhered to by the operator. (safety glasses, gloves, no finger rings, non-slip shoes, etc) (Ref 1C) 3. Walkie Truck Pre-Op Inspection completed if applicable to area. (Ref 1D) 4. Take shelter\evacuation map: needs to be visually located in the work area. (team room) (Ref 1E & 1F) 5. Verify Lockout Placard is posted on operation, is current, (reviewed on an annual basis) and is understood by the operator. ( Ref 1G) 6. Verify if SOP's are being used at the workstation, are listed on the PPE, and are posted at the job. (Ref 1H & 1I) 2 Has the TM been qualified to requirements of the job, documented through JIT, identified on the Flex Chart and rotating in the team? 1. Verify there is JIT documentation for each team member that supports the information posted on the flex chart (Ref 2A, 2B, 2C) 2. Does the JIT have the required signatures: safety, quality, and production (Ref 2B) 3. Flex chart: sign-offs validating monthly reviews; bottom quarter of sheet filled in (target vs plan) (Ref 2C) 4. Verify if there are any countermeasures written under "People" on the level 5 board if training plans (target vs actual) are not achieved according to the flex chart. (Ref 2C) 5. Verify training (Bay City specific) has occurred for those people with full Harvey quadrants (documentation located with JITP sheets)
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X
Elements - Problem-solving - Process Verification - Andon - call for help - Layered Audits - Business Plan Deployment
Driving a Built‐In‐Quality Culture Topics of Discussion • Lean Manufacturing Overview • Establishing a Quality Culture • Built-In-Quality Concepts • Visiting a BIQ Plant • Leadership Roles and Responsibilities • Summary
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Do not
21
Accept Build Ship
a Defect!
Employee Engagement
Rewards & Recognition
Communication
Processes
Quality Culture Values Leadership Commitment Training
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Team Structure
Metrics & Measurement Systems (Visual Mgmt)
Employee Engagement
Rewards & Recognition
Communication
Processes
Quality Culture Values
Training
Team Structure
Metrics & Measurement Systems (Visual Mgmt)
Leadership Commitment
Five Behaviors Required to Lead a Quality Culture 1. 2. 3. 4. 5.
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Leadership sets compelling, unifying direction and expectations Engage everyone Demonstrate a risk‐reduction mindset Encourage feedback and institutionalize learning Be consistent when other factors conflict
Quality Culture Driven By Leadership SAFETY
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QUALITY
SAFETY IS THE OVERRIDING PRIORITY
QUALITY IS A FUNDAMENTAL BUSINESS REQUIREMENT
ALL ACCIDENTS CAN AND MUST BE PREVENTED
DO NOT ACCEPT, BUILD OR SHIP DEFECTS
PLANTS SAFETY REVIEW BOARDS
DAILY QUALITY REVIEW
PLANT SAFETY OBSERVATION TOURS
LAYERED AUDITS
INCIDENT INVESTIGATIONS
PRACTICAL PROBLEM SOLVING (PPS)
SAFE OPERATING PRACTICES
STANDARDIZED WORK – MANAGEMENT BY TAKT AT ALL LEVELS
EMPLOYEE SAFETY CONCERNS PROCESS
PROBLEM VISIBILITY / GO‐AND‐SEE
Driving a Built‐In‐Quality Culture Topics of Discussion • Lean Manufacturing Overview • Establishing a Quality Culture • Built-In-Quality Concepts • Visiting a BIQ Plant • Leadership Roles and Responsibilities • Summary
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What is the definition of Built‐In‐Quality ?
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What is the definition of Built‐In‐Quality ?
Do not
Accept Build Ship
a Defect!
For the Purposes of Today’s Discussion: Defects Do Not Leave the Team Focus is on the workstation 27
Example Factory Process Suspect parts - Rework - Repair - Rework verification - Scrap / disposition Receiving
Team 1 *Op 10
Team 2
20
30
Shop / Department A
Shop/Department B
Verification Station *Operators responsible for quality of their parts 28
40 Shipping
Final Inspection/ Audit
Example Factory Process Example Departments / Operations: Receiving
Team 1 *Op 10
Team 2
20
30
Shop / Department A
29
40
Shop/Department B
- Grinding
- Polishing
- Welding
- Assembly
- Stamping
- Welding
- Cut
- Sew
Example Operations
Shipping
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
30
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
31
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
32
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
33
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
34
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
35
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station
V
Zero in‐process waste
Eliminate in‐process repair
Minimize disruption to downstream processes
Will use BIQ III – Defects Don’t leave the Team as example to explain the process 36
Built‐In‐Quality Level I ‐ V V IV
Built In Quality Elements
III
- Product Quality Standards II I
- Manufacturing Process Validation - In Process Control and Validation - Quality Feedback / Feed Forward - Quality System Management
Lean Manufacturing principle # 2 37
BIQ Level III Requirements – Built-In Quality Built-In-Quality Element
38
Description
Product Quality Standards
- PQS developed /common / understood implemented
Product and Process Validation
- PFMEA risk reduction - Process and Product validation - Change control product trial run (PTR)
In Process Control and Verification
- Process Control Plans in Place / Utilized - Error Proofing - Effective Quality Checks
Feedback / Feedforward
- Product Verification Stations (VS) - Alarm and Escalation
Quality Management System
- Quality Data Systems in place and utilized - Fast response
How Do LMS Principles Support Quality In Station? Equipment Operator Capability
• Qualified People • Team Concept • Shop Floor Management
• Workplace Organization • Standardized Work • Layered Audits
Processing
Operator Work Station
• Product Quality Standards • PFMEA's • Process Controls & Error Proofing • Equipment & Process Validation
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Material Delivery
• FIFO Process
• Andon
• Container Design
• Problem Solving
• Material Presentation to Operator
Driving a Built‐In‐Quality Culture Topics of Discussion • Lean Manufacturing Overview • Establishing a Quality Culture • Built-In-Quality Concepts • Visiting a BIQ Plant • Leadership Roles and Responsibilities • Summary
40
What Does a Built-In-Quality Plant Look Like ?
41
Built‐In‐Quality Level I ‐ V BIQ Vision BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
42
I
Definition
Defects don’t leave the plant
Goal
Protect customer from ‘obvious defects’
(Detection & Containment)
(Prevention & CIP)
III
II
Defects don’t leave the team
Defects don’t leave the shop
Improve up‐stream quality
Minimize disruption to downstream processes
BIQ Advanced
(Avoid errors)
(Avoid error flow)
Defects are not created (Avoid errors)
IV Defects don’t leave the station Eliminate in‐process repair
V
Zero in‐process waste
Built‐In‐Quality Level III What would you expect to see when visiting a BIQ Level III plant: • The 5 BIQ Operating Tools are in place • An Effective Team structure • Plant Staff Has a Strong Focus and Approach to Quality • Plant Quality Results (metrics) are a result of BIQ actions
- Time does not allow for detailed discussion
43
Built‐in‐Quality Migration Strategy BIQ Intermediate BIQ Basic Inspection‐ Based Process (Containment)
Levels
I
Defects don’t leave the plant
44
Culture
Repair before ‘pass to sales’
Goal
Protect customer from ‘obvious defects’
•Manage daily business •Reactive Behaviors/ •Centralized control •No strategy Skills •Leadership style directive “I decide” •Little communication •No team concept
(Detection & Containment)
II Defects don’t leave the shop Repair before end of line Minimize disruption to downstream processes •Strong follow up on activities •Leadership style: less directive “let’s talk, but I decide” •Forming teams, not yet functional
BIQ Vision BIQ Advanced (Avoid error flow)
IV
III
Defects don’t leave the station
Defects don’t leave the team
Satisfy Your Customer
(Prevention & CIP)
Contain in Team
Eliminate in‐ process repair
•Shared leadership •Leadership style: supportive “let’s talk, you decide” •Focus on time and goals •Functioning team •Leadership style: coaching, directive & supportive “let’s talk, we decide” •Building team relationships
Improve up‐stream quality
(Avoid errors)
V Defects are not created (Avoid errors) Create Customer Enthusiasm
“The Perfect Process”
Zero in‐process waste •Strategic visioning •Leadership style: delegating “you decide” •Self managing teams
Built‐in‐Quality Migration ‐ Comparison Levels
I Defects don’t leave the plant
Culture
Goal
Behaviors/ Skills
45
III Defects don’t leave the team
Repair before ‘pass to sales’
Contain defects in Team
Protect customer from ‘obvious defects’
Improve up‐stream quality
•Manage daily business •Reactive •No strategy •Leadership style directive “I decide” •Little communication •No team concept
•Focus on time and goals •Leadership style: coaching, directive & supportive •Building team relationships
Built‐in‐Quality Migration Strategy
V IV
III II Levels
I
Defects don’t leave the •Defects are repaired on line shop •Manageable Float