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GMS Awards – Entry Form
1
To be filled in by the local GMS Coordinator
Date of
receipt: Entry no.: QRO-00-17
Team Leader / Spokesperson
Information about further team members
Name: Hector Garcia Padilla Name: Jorge Gaona E-Mail: [email protected]
Department: Gerresheimer Querétaro Plant Name: Geovanni Baños E-Mail: [email protected]
Function: Senior Plant Director Name: Cristhian Rosete E-Mail: [email protected]
E-mail: [email protected] Name: Ramses Cuevas E-Mail: [email protected]
Name: Patrice Stazzu E-Mail: [email protected]
Project name:
Sustainable quality and service KPI´s deliver high customer satisfaction
During the past 3 years after going through a deep restructuring, clear target setting and roll out, clear communication amongst the management team and all the organization and
focusing in our strategic priorities, the Gerresheimer Querétaro staff was able to turn the operation around by consistently follow established and new procedures and start with
cultural change to sustain performance through a continuous improvement mindset.
Poor KPI performance effects in the short term by what hurts a business the most: losing customers. Lack of leadership and accountability in the organization was generating poor
performance, our products being rejected at customer´s incoming inspection was on the 22,000 ppm´s and quality claims and high costs of non quality and poor OTIF were making
us lose credibility with our customers. In consequence poor financial performance was placing the QRO plant behind the targeted profitability.
We focused in our top strategic priority: Total Quality. Correlated the KPI´s that effected our relationship with our customers and focused in quality, costs on non quality, OTIF and
response turnaround to customers complaints. We then identified the correlation between what GMS elements would give us the tools to improve these KPI´s to positively effect
our customers satisfaction and at the end, measure the effectiveness through the corporate Customer Survey as well as the internal customer survey “smiley face board”
implemented as best practice from our plastics division.
Customer Satisfaction is so important because it’s a leading indicator of costumer repurchase intentions and loyalty, a point of differentiation against our competition and it´s cheaper
to retain customers than acquire new ones
As a result, we obtained a significant improvement in the Customer Satisfaction Survey increasing our mark from 57 Tri*M points in 2013 to105 points in 2017, which places us as
best in class within the Gerresheimer organization plants.
GMS Elements utilized (Please name the utilized GMS Elements, e.g. Problem Solving, Job Change Excellence)
A2: TEAM WORK, A4: EDUCATION & DEVELOPMENT *, B3: CUSTOMER QUALITY SYSTEM, B5: INTERNAL QUALITY SYSTEM, C2: ORDER MANAGEMENT, C3: PROCUREMENT
D4 : STANDARIZED WORK, D5: PROBLEM SOLVING, D6 : JC EXCELLENCE
Plant: QUERETARO Entry in the category of: X Plant
Award
Employee
Systems
Quality
Systems
Material
Systems
Methods &
Tools
Gerresheimer Querétaro
Sustainable Quality and Service KPI´s
deliver high Customer Satisfaction March, 2018
GMS Award 2017 − Plant award
Gerresheimer Querétaro: Team: Héctor Garcia Padílla, Jorge Gaona, Geovanni Baños, Cristhian Rosete, Ramsés Cuevas, Patrice Stazzu
Trigger/Situation before Implementation
Targets 2017 Results 2017
CCR (ppm): 996
CNQ: 1.62 %
OTIF: 98.2%
CRIT: 100%
Notifications and
complaints: 65
TRI*M Customer
Satisfaction Index: 105
Zero “red” faces in
internal customer survey
2014
•Restructured the organization
•Setting the baseline using GMS:
•Employee systems: A1 - A2 - A4 - A5 - A7
•Quality systems: B1 – B2 – B3 - B5
•Material systems: C1 – C2 – C3
•Methods and Tools: D4 - D5 – D6 – D7 – D10
2015
• Identified, selected and started laying out and working on a plan utilizing the GMS elements that effected directly in customer satisfaction such as: OTIF, CCR, CRIT, CNQ
• A2, A4
• B3, B5
• C2, C3
• D4, D5, D6
2017
•Executed the plan through :
•A2: TEAM WORK
•A4: EDUCATION & DEVELOPMENT
•B3: CUSTOMER QUALITY SYSTEM
•B5: INTERNAL QUALITY SYSTEM
•C2: ORDER MANAGEMENT
•C3: PROCUREMENT
•D4 : STANDARIZED WORK
•D5: PROBLEM SOLVING
•D6 : JC EXCELLENCE
CCR (ppm): 5,500
CNQ: 3.0 %
OTIF: 100%
CRIT: 100%
High number of
notifications and complaints
TRI*M Customer
satisfaction index: 70
Zero “red” faces in internal
customer survey
Poor quality: CCR at 22,000 (2012) ppm making us lose customers
High CNQ at 5.22%
Poor OTIF of 79.4%
Customer Response in Time always late, average of 42 days vs 21
High number of notifications and complaints: 242 in 2013
Low Customer Satisfaction, TRI-M Customer Satisfaction index at
57, below the worldwide mean
24 “red” faces in our internal customer survey
GMS Award 2017 − Plant award Gerresheimer Querétaro, PPG: Sustainable quality and service KPI´s deliver high customer
satisfaction Team: Héctor Garcia Padílla, Patrice Stazzu, Jorge Gaona, Geovanni Baños, Cristhian Rosete, Ramsés Cuevas, Fabio Ramírez
Plant Overview: Implementation
Targets 2017 Results 2017
2014
•Restructured the organization
•Setting the baseline using GMS:
•Employee systems: A1 - A2 - A4 - A5 - A7
•Quality systems: B1 – B2 – B3 - B5
•Material systems: C1 – C2 – C3
•Methods and Tools: D4 - D5 – D6 – D7 – D10
2015
• Identified, selected and started laying out and working on a plan utilizing the GMS elements that effected directly in customer satisfaction such as: OTIF, CCR, CRIT, CNQ
• A2, A4
• B3, B5
• C2, C3
• D4, D5, D6
2017
•Executed the plan through :
•A2: TEAM WORK
•A4: EDUCATION & DEVELOPMENT
•B3: CUSTOMER QUALITY SYSTEM
•B5: INTERNAL QUALITY SYSTEM
•C2: ORDER MANAGEMENT
•C3: PROCUREMENT
•D4 : STANDARIZED WORK
•D5: PROBLEM SOLVING
•D6 : JC EXCELLENCE
CCR (ppm): 5,500
CNQ: 3.0 %
OTIF: 100%
CRIT: 100%
Max 70 notifications
TRI*M Customer
satisfaction index: 70
Zero “red” faces in internal
customer survey
Employees: 477
22 Ampoule machines MM30
14 Vial machines (SD36 – KV83)
3 Syringe machines, ISO 7/6
3 Onion Skin Machines
6 Cartridge Machines (3 Tandem)
Production : 1.2 billion units / year
ISO 9001, ISO 13485, ISO 14385
CCR (ppm): 996
CNQ: 1.62 %
OTIF: 98.2%
CRIT: 100%
Notifications and complaints: 65
TRI*M Customer Satisfaction
Index: 105
Zero “red” faces in internal
customer survey
Situation before:
Poor quality: CCR at 22,000
(2012) ppm´s
High CNQ at 5.22%
Poor OTIF of 79.4%
CRIT always late, avrg. of 42 days
High number of notifications and
complaints: 242 in 2013
Low Customer Satisfaction, TRI-M
Customer Satisfaction index at 57,
below the worldwide mean
24 “red” faces in our internal
customer survey
3/26/2018 TG Converting Americas (TGCA) 5
Gerresheimer Querétaro Customer Satisfaction model using GMS elements
•B3: Technical visits to customers to identify parameters that increase product performance. Reduction of response cycle to customer complaints and notifications.
•B5: Implementation of process quality audits and SPC. Implementation of challenge procedures to camera systems.
•C2: Total comunication with customers, anticipate raw materials, demand volume and order planning.
• C3: Implementation of VMI for packaging and components. Supplier development program for critical materials for risk mitigation.
•A2: Intergration of business units to promote team work for problem solving.
•A4: Implementation of interactive Kiosks with training tools for problem solving. Calibration of training programs for OPEX related KPI´s.
•D4: Deploy of standarized work in interactive training and informative Kiosks.
•D5: Implementation of core tools for problem solving and utilization of data from our control and inspection systems.
•D6: Aplication of SMED to reduce job change and focus on TPM
D4 : STANDARIZED WORK
D5: PROBLEM SOLVING
D6 : JC EXCELLENCE
A2: TEAM WORK
A4: EDUCATION & DEVELOPMENT
B3: CUSTOMER QUALITY SYSTEM
B5: INTERNAL QUALITY SYSTEM
C2: ORDER MANAGEMENT
C3: PROCUREMENT
CUSTOMER SATISFACTION
OTIF CRIT CCR
3/26/2018 TG Converting Americas (TGCA) 6
Results: 105 points in Customer Satisfaction TRI*M index
2017 TRI-M Customer satisfaction index: 105 placing
us in the Top 10% worldwide benchmark
Our relationship with customers is on the “strong”
relationship strength scale
A 105 TRI*M index places us above the worldwide
mean of 68 and above the Gerresheimer mean of 64
An index of 105 places us above the “Very Good”
scale based on performance and preference to the
customers in the market
Reference: Customer Survey Results made by KANTAR TNS external supplier
7
Results: Zero “red” faces in Smiley Face Board System index
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Nov 2013 2014 (Dec-Nov)2015 (Dec-Nov)2016 (Dec-Nov)
Customer Satisfaction
Critical situation
Small deviations
OK
The smiley face board system is a best practice
implemented in QRO since end of 2014. It is an
extraction of the GMS Employee System award winner
from the Plastic Packaging Division.
It was developed to measure customer satisfaction in
a short time cycle
It measures month to month the situation with
customers based on an internal evaluation being
sourced by Customer Service
It measures:
OK Situation
Small deviations
Critical situations
Methodology that provides immediate information for a
quick reaction to solve any critical or small deviation
GX QRO was able to reduce the number of “red”
smiley faces to zero in 2017
The red smiley face indicates that a customer is in
critical situation either for quality or service
Fiscal Year 2017 Internal Customer Satisfaction Survey
Green Yellow Red Dec 15 8 1 0 Jan 16 12 2 0 Feb 16 5 4 0
March 16 11 1 0 April 16 9 3 0 May 16 12 0 0 June 16 9 2 0 July 16 9 3 0 Aug 16 9 3 0 Sept 16 9 4 0 Oct 16 12 1 0 Nov 16 8 3 0
TOTAL 113 27 0
TOTAL % 80,71% 19,29% 0,00%
3/26/2018 TG Converting Americas (TGCA) 8
Results: Over 1.1 billion units delivered with 98.2% On Time In
Full to 119 Customers in over 22 countries
China 1 m pcs
Europe 15 mpcs
India 20 m pcs
Latin America 63 m pcs
México 340 m pcs
USA/CAN 728 m pcs
79.4%
91.2%
92.0% 98,2%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
2013 2014 2015 2016
OTIF Development
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Results: Quality leading indicators in a consistent and
sustainable trend
21,321 23,667
985 996
-
5,000
10,000
15,000
20,000
25,000
30,000
2013 2014 2015 2016
Customer Complaint Rate in PPM´s
75%
90% 100% 100%
0%
20%
40%
60%
80%
100%
2013 2014 2015 2016
Customer Response In Time Target: 21 days
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5.51%
4.60%
2.48%
1.62%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
2013 2014 2015 2016
Cost of Non Quality
17
11 10
0
5
10
15
20
2014 2015 2016
Avr. Response of customer complaints in days
Target: 21 days
Results: Quality leading indicators in a consistent and
sustainable trend
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242
175
96
65
0
50
100
150
200
250
2013 2014 2015 2016
Number of Notifications and Complaints
Results: Quality leading indicators in a consistent and
sustainable trend
5
5.5
2.48 2.85
-
1
2
3
4
5
6
2013 2014 2015 2016
Customer Audit Observations (AVR)
Customer AuditObservations (AVR)
Linear (Customer AuditObservations (AVR))
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Results: Quality lead indicators in a consistent and
sustainable trend...
And sustainable profitability…
9.2%
13.8%
23.7%
23.9%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
2013 2014 2015 2016
Deliver customer satisfaction…
3/26/2018 TG Converting Americas (TGCA)
13
Our customers
3/26/2018 To change footer select "INSERT" > "HEADER AND FOOTER" 14
Quality today….
Bring tomorrow´s rewards…
Excerpts from our CEO on his year end message to all
the Gerresheimer employees:
…the most important leverage for customer satisfaction is
quality…
…Our customers expect higher quality from us than ever
before…
…Increasing quality is not just the task of the plant quality
manager. It is an ongoing assignment for all of us…
