Driving a Built-In-Quality Culture

Driving a Built-In-Quality Culture June 17, 2015 Joe Mazzeo 1 Integrated Lean and Quality Solutions, LLC Driving a Built‐In‐Quality Culture Topi...
Author: Justin Butler
21 downloads 0 Views 8MB Size
Driving a Built-In-Quality Culture June 17, 2015

Joe Mazzeo

1

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

2

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

3

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

4

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

9

Lean Manufacturing Principles

How Do All the Principles Fit Together ?

10

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

11

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

12

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)

15

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

16

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)

19

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

20

Do not

21

Accept Build Ship

a Defect!

Employee  Engagement

Rewards &  Recognition

Communication

Processes 

Quality Culture Values Leadership  Commitment Training

22

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.

23

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

24

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

25

What is the definition of Built‐In‐Quality ?

26

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

39

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