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Greatest Quality Challenge
Michael J Skwira
• The Challenge – I was tasked with taking over the ownership of dysfunc>onal group of individuals that were uncoopera>ve, unsuppor>ve and divided.
Situa>on
Situa>on
• Divided by Company • Divided Process (NCMR, MRP & Document Control)
• Divided as a Team
Receiving Inspection
Company 1 Company 2
Inspector MRB Coordinator Inspector MRB
Coordinator
Situa>on
Receiving Inspec,on Group Before
• “Uncoopera>ve group of prima donnas” – VP Opera9ons
• “They won’t get us our parts and they make us wait” – Senior Manufacturing Manager
• “A divided group of individuals” – HR Manager
System
Process People
What I Needed To Do
Ini>al State System
Receiving Inspec>on
Company 1 5 Systems
Company 2 3 Systems
System
Process People
Re>rement Paper/Excel NCMR System
Single NCMR Database System
Re>rement MRP System
Single MPR System
Re>rement Document
Control Systems
Single Document
Control System
Technology Ac9on -‐ Result
System Standardiza>on
System
Process People
Ini>al State Process
Inconsistent Process
Inconsistent Results
System
Process People
Incorporated Z1.4 Sampling Methods
Labor Reduc>on
Strategy Deployment Ac9on -‐ Result
System
Process People
Redesign First Ar>cle
Inspec>on Process
Reassigned Responsibility
Value Added FAI Reports
Strategy Deployment Ac9on -‐ Result
Initial Revision (A) or New Supplier = Full First Article All notes & dimensions must be included and verified as part of the First Article Inspection.
Revision Changes = Partial First Article Only the notes & dimensions impacted shall be included and verified as part of the First Article Inspection.
System
Process People
Inline QA Inspec>on
Moved from QA to
Produc>on
Implemented to Support
30% Increase
Incoming Inspec>on Swim
Lanes
First In First Out (FIFO)
Established Flow of Incoming Material
Strategy Deployment Ac9on -‐ Result
System
Process People
Ba`ery Test Capacity Simulator
Predictable Schedule Hours/People
Elimina>on of Ba`ery Tes>ng
Labor Reduc>on
336 Hrs/Month
• Worked collaboratively to achieve agreement and implementation
• Provided $1Million in savings Annually • Improved Customer Fulfillment Velocity
Ba`ery Tes>ng Ac9on -‐ Result
System
Process People
Tracking Disposi>on
Average Weekly Decrease 5.5%
Initial MRB value was just over $4.5 Million
Revitalized MRB Ac9on -‐ Result
System
Process People
Ini>al State People
System
Process People
Consolidated the Number of
Systems Func>on Flexibility
Eliminated Time
Disrup>ve Processes
Focus on Value Added Tasks
The Team Ac9on -‐ Result
Everyone is Cross Trained
System
Process People
Departures &
Addi>ons Simplified to Cri>cal Few
Personal Development
Opportuni>es to Help Make Staff More Employable
Promo>ons Upward Transi>ons
The Team Ac9on -‐ Result
System
Process People
Consistent Vision
Aftude Transi>ons
Commi`ed to Removing Obstacles
Created Focus
Empowerment Self Repriori>za>on
The Team Ac9on -‐ Result
System
Process People
Receiving Inspec>on
Company 1 5 Systems
Company 2 3 Systems
Summary
Receiving Inspec>on
Company 1 & 2 3 Systems
Before
After
System
Process People
Summary
Inconsistent Process
Inconsistent Results
Standard Process
Consistent Results
Before
After
System
Process People
Summary
Receiving Inspec>on
Company 1
MRB Coordinator
Inspectors
Company 2
MRB Coordinator
Inspectors
Receiving Inspec>on
Company 1 & 2
MRB Coordinator
Inspectors
Before
After
System
Process People
Summary
Current Receiving Inspec,on Team • Func>ons are no longer individuals • We are a cross trained, customer service focused team • Func>on flexible rather than company specific • Ability to flex and respond to unpredictable inputs • Empowered individuals make quality decisions
System
Process People
Ques>ons
