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Driving a Built-In-Quality Culture
Joe Mazzeo
Integrated Lean and Quality Solutions, LLC
June 17, 2015
1
Driving a Built‐In‐Quality Culture
2
Topics of Discussion
• Lean Manufacturing Overview
• Establishing a Quality Culture
• Built-In-Quality Concepts
• Visiting a BIQ Plant
• Leadership Roles and Responsibilities
• Summary
Presentation Take-Aways:
• An understanding of what the concept of what Built-In-Quality is and howto 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
Driving a Built‐In‐Quality Culture
Lean Manufacturing ….
...Applies to all Industries/Businesses/Services
Heat Treating
High Precision/Clean Room Environment‐Medical/Orthopedic‐ Automotive‐ Electronics
Hotel / Services
Transportation
Hospitals
Machine Shops /Short Runs
5
• Quality
• Speed
• Application of Best Practices / Common Processes
• Flexibility & Inter-buildability
• Applying required technology atappropriate levels
• Actively engaged workforce
ELEMENTS OF A MODERN LEANMANUFACTURING SYSTEM
6
System for:• Eliminating Waste• Build Value• Support for the Operator
Lean Manufacturing System
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 PrinciplesFit Together ?
10
Tools and Methods
Elements
Requirements
Principles
Definition / Purpose
Lean Manufacturing Structure
- For Every Principle There Are Supporting, DetailedActionable Elements
- Each Element has Specific Requirements
11
Elements:
1. Company Vision, Values, & Cultural Priorities
2. Mission
3. Health and Safety Practices
4. Qualified People
5. Team Concept
6. People Involvement
7. Open Communication Process
8. Shop Floor Management Tools and Methods
Elements
Requirements
Principles
Definition / Purpose
People Involvement
12
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 byutilizing factual, accurate, and first-hand information.
Tools and Methods
Elements
Requirements
Principles
Definition / Purpose
People Involvement
13
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
* Requirements: Complete list not shown
Tools and Methods
Elements
Requirements
Principles
Definition / Purpose
People Involvement
14
People Involvement
Author:
(Group Leader)Job
Number1 2 3 4 5 6
Group:
ACE AREA Dept 156 Maching
Issue Date:
Jan-11
Group Leader
Shift Leader
Shift Req'd Act.Jan
J.M J.W.
1 J.Doe (T/L) Feb
1 T.White Mar
1 T.LaCourse Apr
1 J.Wing May
1 C.Persall June
1 T.Bellant July
Aug
Sep
Oct
Nov
Dec
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 X Can perform job to quality & safety in takt time with no help
Can teach job with Job Element Sheets
# of people at 3/4 circle per job to meet coverage requirements
% of group that reached Persons/Job target (% of boxes checked)
______ %
Check here if target is met
_____ %
SIGN-OFF
Evaluation (O, , X)
Job
Name
Name (Write position if not T/M)
# of 3/4 circle Jobs per
Person to meet rotation plan
Check here if
target is met
% of group that reached
Jobs/ Person
target (% of boxes checked)
Op 10
Op 20
Op 30
Op 40
Wheel Change
Tool Set up
FLEXIBILITY CHART Ref‐2C
Verify quadrants filled in have supporting documentation to match in JIT binder.
If the Actual does not meet the Plan, ensure the team has countermeasures written to close the training gap.
Ensure monthly reviews and sign offs are occuring between TL &
Elements - Engagement - Communication- Team concept - Health and safety
Communication Board Job Flexibility Chart
15
Standardization
Elements- Workplace organization- Standardized work
5S Workshop Board
Standardized Gage Inspection Bench
5S = Sift/Sweep/Standardize/Self-Discipline/Sustain
16
Built‐In‐Quality
Elements- Process and product validation- Quality standards- Quality management system- Quality feedback and feed forward
Process Control Plan
Product Sample Retention Boards / Tables
17
Short Lead Time
cart will contain 13 rows with 6 housings in each (78 pcs) total.
Safety Ergonomics Quality K Knack CriticalSymbol Legend (SYM):
4 Load or unload the buggy.
Doc. No.: DP-785
area for download/upload.uploaded out of with minimal walking distance.
Stack the housings in stacks of 6 per row. A fullC
machined surfaceWill reduce and minimize nicks on the
Select a green buggy for Gen IV. Choose a
B Will help ensure FIFO.
machined surface to a machined surface method.When loading the cart stack the housings using a
to the line so the parts can be loaded into or C Will help minimize waste in motion.
the current date before you begin to load.
JOB ELEMENT SHEET Page: 1 of 2
Control Block
Shift 154 / Truck Oil Pump
Rev. 2
1 FIFO for buffer after Op50
3 Place the buggy into the identified staging Move the cart into the identified staging area next
2 Fill out and attach "O.K. for Use" tag to the Identify on the tag Gen III or Gen IV, and fill in
SYM
downloaded parts into. blue buggy for Gen III.
SEQ
Helps prevent the bodies from being mixed. 1 Select the proper colored buggy to buffer the
N/A
A
Department No. / Name:
Op. No. / Mach. Mfg./ Process:
Job Element or Task Name:
Element Numbers(s):
buggy.
- STEP (What) -
Initial Review & Update Signatures(Final Review & Update - See Training Signature Sheet or Training M atrix)
Group Leader
Team Leaderand/or
Lead Technician
Date
10/22/10
10/20/10Deanna McKay
- KEY POINT (How) -
B.Berry1
REF - REASON (Why) -
C
A B C
REF 12A
Elements- Simple process flow- Supply chain management- Scheduled shipping/receiving- Lean containerization
Material Delivery Rack Locations
Job Element Sheet – Showing Color‐coded Part‐Cart Locations
18
Continuous ImprovementDept/Group: 140 PISTON PINS
PACK OFF \ INSPECTION
Reviewer: ______________________________ Date: ______________ Shift: _______ RATING
X or O
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)
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)
MANUFACTURING LAYERED AUDIT CHECKSHEET
Workstation:
Team Member Name:
PRIORITY CHECKS (Performed by all levels of the organization)
Is the team member (TM) following the posted PPE requirements?
Has the TM been qualified to requirements of the job, documented through JIT, identified on the Flex Chart and rotating in the team?
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)
1
PI
2
X
J. Craig 1/26/11 1st
Elements- Problem-solving- Process Verification- Andon - call for help- Layered Audits- Business PlanDeployment
Manufacturing Layered Audit
19
20
Topics of Discussion
• Lean Manufacturing Overview
• Establishing a Quality Culture
• Built-In-Quality Concepts
• Visiting a BIQ Plant
• Leadership Roles and Responsibilities
• Summary
Driving a Built‐In‐Quality Culture
Do notAcceptBuildShip
a Defect!
21
Communication
Training
Values
Employee Engagement
Leadership Commitment
Processes
Team Structure
Rewards & Recognition
Quality Culture
Metrics & Measurement Systems (Visual
Mgmt)
22
Five Behaviors Required to Lead a Quality Culture1. Leadership sets compelling, unifying direction and expectations2. Engage everyone3. Demonstrate a risk‐reduction mindset4. Encourage feedback and institutionalize learning5. Be consistent when other factors conflict
Communication
Training
Values
Employee Engagement
Leadership Commitment
Processes
Team Structure
Rewards & Recognition
Quality Culture
Metrics & Measurement Systems (Visual
Mgmt)
23
Quality Culture Driven By Leadership
SAFETY QUALITY
SAFETY IS THE OVERRIDING PRIORITY
ALL ACCIDENTS CAN AND MUST BEPREVENTED
PLANTS SAFETY REVIEW BOARDS
PLANT SAFETY OBSERVATION TOURS
INCIDENT INVESTIGATIONS
SAFE OPERATING PRACTICES
EMPLOYEE SAFETY CONCERNSPROCESS
QUALITY IS A FUNDAMENTAL BUSINESS REQUIREMENT
DO NOT ACCEPT, BUILD OR SHIP DEFECTS
DAILY QUALITY REVIEW
LAYERED AUDITS
PRACTICAL PROBLEM SOLVING (PPS)
STANDARDIZED WORK – MANAGEMENT BY TAKT AT ALL LEVELS
PROBLEM VISIBILITY / GO‐AND‐SEE
24
Topics of Discussion
• Lean Manufacturing Overview
• Establishing a Quality Culture
• Built-In-Quality Concepts
• Visiting a BIQ Plant
• Leadership Roles and Responsibilities
• Summary
Driving a Built‐In‐Quality Culture
25
What is the definition of Built‐In‐Quality ?
26
Do notAcceptBuildShip
a Defect!
27
For the Purposes of Today’s Discussion:
Defects Do Not Leave the Team
Focus is on the workstation
What is the definition of Built‐In‐Quality ?
Team 1
28
Receiving
Shop / Department A Shop/Department B
Final Inspection/Audit
Shipping
Team 2
*Op 10
*Operators responsible for quality of their parts
Suspect parts- Rework- Repair- Rework verification- Scrap / disposition
30 4020
VerificationStation
Example Factory Process
Team 1
29
Receiving
Shop / Department A Shop/Department B Shipping
Team 2
*Op 10 30 4020
Example Factory ProcessExample Departments / Operations:
- Grinding - Polishing
- Welding - Assembly
- Stamping - Welding
- Cut - SewExample Operations
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
Built‐In‐Quality Level I ‐ V
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
30
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
31
Built‐In‐Quality Level I ‐ V
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
32
Built‐In‐Quality Level I ‐ V
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
33
Built‐In‐Quality Level I ‐ V
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
Built‐In‐Quality Level I ‐ V
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
34
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
Built‐In‐Quality Level I ‐ V
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
35
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
Built‐In‐Quality Level I ‐ V
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
36
Will use BIQ III – Defects Don’t leave the Teamas example to explain
the process
Built‐In‐Quality Level I ‐ V
IIII
VV
II
IIIIII
IVIV
37
Built In Quality Elements
- Product Quality Standards
- Manufacturing Process Validation
- In Process Control and Validation
- Quality Feedback / Feed Forward
- Quality System Management
Lean Manufacturing principle # 2
Built-In-Quality Element 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
38
BIQ Level III Requirements – Built-In Quality
How Do LMS Principles Support Quality In Station?
Operator Work Station
• Qualified People
• Team Concept
• Shop Floor Management
• Workplace Organization
• Standardized Work
• Layered Audits
• Product Quality Standards
• PFMEA's
• Process Controls & Error Proofing
• Equipment & Process Validation
• FIFO Process
• Container Design
• Material Presentation to Operator
• Andon
• Problem Solving
39
Equipment Processing
Material DeliveryOperator Capability
Topics of Discussion
• Lean Manufacturing Overview
• Establishing a Quality Culture
• Built-In-Quality Concepts
• Visiting a BIQ Plant
• Leadership Roles and Responsibilities
• Summary
Driving a Built‐In‐Quality Culture
40
What Does a Built-In-Quality Plant Look Like ?
41
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
Built‐In‐Quality Level I ‐ V
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
42
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 Level III
Built‐in‐Quality Migration Strategy
I
II
III
IV
V
LevelsDefects
don’t leave the plant
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Culture
Goal
Repair before ‘pass to sales’
Repair before end of line
Improve up‐streamquality
Minimize disruption to downstream
processes
Contain in Team
Defects are not created
(Avoid errors)
Satisfy Your Customer
Create Customer Enthusiasm
Zero in‐process waste
Eliminate in‐process repair
“The Perfect Process”
BIQBasic
BIQIntermediate
BIQAdvanced
(Avoid error flow)
(Detection & Containment)
(Prevention & CIP)
BIQVision
(Avoid errors)
(Containment)
Inspection‐Based Process
Defectsdon’t leave the
station
•Manage daily business•Reactive•Centralized control•No strategy•Leadership style directive “I decide”•Little communication•No team concept
Protect customer from ‘obvious
defects’
•Strong follow up on activities•Leadership style: less directive “let’s talk, but I decide”•Forming teams, not yet functional
•Focus on time and goals•Leadership style: coaching, directive & supportive “let’s talk, we decide”•Building team relationships
•Shared leadership•Leadership style: supportive “let’s talk, you decide”•Functioning team
•Strategic visioning•Leadership style: delegating “you decide”•Self managing teams
Behaviors/ Skills
44
Built‐in‐Quality Migration ‐ Comparison
III
Defectsdon’t leave the team
Improve up‐streamquality
Contain defects in Team
•Focus on time and goals•Leadership style: coaching, directive & supportive •Building team relationships
ILevels
Defectsdon’t leave the plant
Culture
Goal
Repair before ‘pass to sales’
•Manage daily business•Reactive•No strategy•Leadership style directive “I decide”•Little communication•No team concept
Protect customer from ‘obvious defects’
Behaviors/ Skills
45
I
IIIII
V
LevelsDefects don’t leave
the plant
Defects don’t leave the team
Defects don’t leave the shop
Internal(Inspection/ Repair)
External(Inspection/ Repair)
•Flow defects to Offline repair•Excessive Offline repair resources (real estate, people, overtime)•High number of parts waiting rework/repair•Low DRR <70%•High Inspection Costs (IRC Offline, CARE)
•Flow defects to end of department for repair•Move repair people from offline to on line•Moderate Offline repair resources•Manageable Float <200•DRR <80%•High Inspection costs
•Batch & Hold minimized
•Significantly reduced Warranty costs
•Batch & Hold•High Return /Warranty / Return costs•Batch & Hold
•Excessive Repair / Warranty Return cost
•Defects are repaired on line•Manageable Float <150•DRR consistently 85%•High Inspection costs•Start to reallocate inspection based on risk
Defects are notcreated
•Defects are repaired by team member •No online repair people•Float is challenged daily –most vehicles repaired same day•DRR 85 – 95%•Inspection resources reduced based on risk
•Defects are minimized and seldom leave the station•No repair float ‐ Vehicles are repaired on the same shift•DRR > 95%•Inspection resources further reduced
•Warranty costs minimized
•No Batch & Hold•Low Warranty costs
Defects don’t leave the station
Built‐in‐Quality Migration Strategy
Customer’s Perception of
Quality
•Deteriorating Brand Quality Image impacting the entire business•Purchase incentive based pricing and design
•Low Brand Quality Image difficult to reverse negative press•Purchase incentive pricing based and design
•Moderate Brand Quality Image•Purchase based on value pricing and design
•High Brand Quality reputation•Purchase based on quality, reliability, design and price
•Iconic Brand Quality •Purchase based on quality, reliability, and design – pricing is secondary
IV
46
Built‐in‐Quality Migration ‐ Comparison
ILevels
Customer’s PerceptionOf Quality
Internal(Inspection/ Repair)
External(Inspection/ Repair)
Defects don’t leave the plant
• Flow defects to Offline repair
• Excessive Offline repair resources(real estate, people, overtime)
• High number of parts waitingrework/repair
•High Inspection Costs
• Product on Shipping Hold
• Excessive Repair / Warranty Return cost
• Deteriorating Brand Quality Imageimpacting the entire business
• Purchase incentive based on price
III
Defects don’t leave the team
• Product Holds minimized
• Significantly reduced warranty costs
• Defects are repaired online
•Manageable Repair Float
• High Inspection costs
• Start to reallocateinspection based on risk
•Moderate Brand Quality Image
• Purchase based on value pricing and design
47
48
Level III Level IVDefects don’t
leave the teamDefects don’t
leave the station
Product Quality Standards
Manufacturing Process Validation
In Process Control and Verification
Quality Feedback/ Feedforward
Quality System Management
Quality Standards meetCustomer Expectations
PFMEA & RPN reduction for allhigh risk processesFocused on process capabilityand stability
Main focus on containment atthe Verification Station (VS)
VS Alarms are based on severity and frequency
Some quality standards exceed customer expectations
PFMEA & RPN reductionfocused on improved levelsof variation reduction
Main Focus on containmentat the team level
VS Alarms are based on anoccurrence of 1 discrepancy
Built‐In‐Quality Elements
Appropriate organization structure is in place for quality related functions (Q Eng/Q. Ops/ Q. Assurance)
Greater portion ofQ. organization focused on
prevention
49
Level III Level IVDefects don’t
leave the teamDefects don’t
leave the station
Built‐In‐Quality – Supporting Principles
People Involvement
Standardization
Short Lead Time
Continuous Improvement
Roles and responsibilities aredocumented, standard tasks forquality are defined in procedures
Continuous improvement is performed in most tasks at all levels
Packaging process has clearly documented and visualized parts handling requirements
Conduct PFMEA assessment and validation on all packaging operations
Problem solving process has tracking and escalation
Business Plan Deployment (BPD) in place with strong focuson methods to achieve objetives
Layered Audit initiated Layered Audit institutionalized
M
Q
Manufacturing
Quality
Manufacturing Engineering
Product Engineering
Supplier QualityQ
Q
M M
Q M
QMPE
Q
ME
PE
SQ
SQ
SQPE
SQ
ME
PE
SQ
ME
PE
SQ
ME
PE
M
Quality Manufacturing EnterpriseQuality Ownership
Built‐In Quality Migration
ME
ME
50
51
Where is The focus To Drive BIQ Improvement?
Quality Manufacturing EnterpriseQuality Ownership
•Leadership
•Culture
• Standardized Work
•Engagement
Product People
•DFMEA
•Designed in
•Preventive
•Low life cycle cost
•Warranty
•PFMEA
•Process Control
•Error Proofing
•Warranty
Process Market
Product Engineering
Manufacturing Engineering Plant
•Customer Feedback
• Reduced Rework
• Reduced Warranty
•Prevent Loss of sale
• Delighted Customer
Customer
51
Defectsdon’t leave the plant
Protect customerfrom ‘obvious defects’Goal
DefinitionDefinition
BIQVision
(Avoid errors)
IIII
VV
ILevels IILevelsLevels
Defectsdon’t leave the
team
Defectsdon’t leave the shop
Defectsdon’t leave the station
(Containment)
Inspection‐Based Process
BIQBasic
(Detection & Containment)
BIQIntermediate(Prevention &
CIP)
BIQAdvanced
(Avoid error flow)
Minimize disruption to downstream processes
Eliminate in‐process repair
IIIIII
IVIVDefects are not
created(Avoid errors)
Zeroin‐process waste
Improveup‐stream quality
52
Built‐In‐Quality Level I ‐ V
So, Where is Your Company ?
Topics of Discussion
• Lean Manufacturing Overview
• Establishing a Quality Culture
• Built-In-Quality Concepts
• Visiting a BIQ Plant
• Leadership Roles and Responsibilities
• Summary
53
Driving a Built‐In‐Quality Culture
54
• A Quality Culture that has evolved and is
in place which drives all plant behavior
in support of quality, second only to safety.
• Effective Team concept in place
• Team members are able and capable of supporting shop floor processes
• Standardized work is established and followed throughout the process
• Defect prevention is achieved through strong team based problem solving
• Daily review and reaction to critical plant performance quality metrics to help identify issues which are aggressively contained and resolved
• Leadership is very knowledgeable of their product internal / external quality issues and aggressively pursuing resolution
Leadership Requirements For Successful BIQ Implementation
• Provide leadership to achievespecific objectives
• All Senior staff members mustbecome knowledgeable and helplead Lean Manufacturing Principles
• Leaders must become teachers
• Establish / maintain and communicate vision and strategy
• Establish an environment where raising issues and concerns is required and encouraged
• Do not penalize people making mistakes using LM Principles
Lean Manufacturing: Role of Leadership
55
• Leaders must be visible on the floor:- monitor- coach and teach- listen more – talk less
• Establish your own personal standardized work to in support of LM principles and to reinforce importance to others
• Use visual management to make you LM plan visible
• Help eliminate barriers to LM implementation
• Ensure Best Practices are converted to common systems/procedures
• Reinforce that journey LM is a journey that never ends
Lean Manufacturing: Role of Leadership
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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
BIQ Summary /Results– Actively engaged workforce
– Reduced Operator / Process Variation
– Quality Focused Culture
– Improved efficiency
– Reduced Cost / Unit
– Reduced warranty costs
– Enhanced customer satisfaction
– Increased profitability
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Thank You!About Joe Mazzeo• Owner of Integrated Lean and Quality Solutions, LLC• Broad global experience in manufacturing and quality• Providing Leadership, Lean Manufacturing and Quality Management services• Member of: ASQ / SME / SEMA
VISIT www. http://ILQSolutions.com for additional information
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