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Reliabilityfrom design and R&D to production and operation
Lars Rimestad, Senior Quality Engineer
Grundfos Management A/S, 5. October 2009
Ensuring product reliability in the wind power industry Vindmølleindustrien,
Vestas Technology R&D, 6. October 2009
2
1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
2
5
GRUNDFOS IN BRIEF
> Grundfos primarily manufactures:> Circulator pumps> Water booster pumps/systems> Submersible pumps > Industrial pumps > Dosing pumps
> The world's largest manufacturer of circulator pumps
> Production and sale of electric motors
> Development, production and sale of electronics for the control of pumps and pump systems
> Development, production and sale of New Business products
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PRODUCTION SITES
China
Hungary
France
Taiwan United Kingdom
Finland
Germany
Singapore
U.S.A.
Denmark
Mexico
Russia
Finland
3
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1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
9
Organisational Diagram for Group Quality & NPI…
Group Quality & NPI
SecretariatIEK
Regional Quality Coordinators in:WEREG (IDL/JDC), CEREG (OW), NAMREG (NN),
APREG (PHJ) and STAR (NN)
Support to D/E and Market Segments:
Global Quality network
Quality in “Make”:
QQM in production
Quality in “Source”:
SQA Global network
Quality in “Deliver”:
“QQM” in Sales & Service
Quality Responsible in China (NN)
BKG BKGDP DP
•Global NPI Process *
* NPI Process
4
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1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
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Roles in a project, with focus on Q-roles
Mechanics HW
TechnicalMarketing
QCoordination
XXX
Specialist input
Core team
Quality evaluation
QSparring
Project Management
QSpecialist role
Q roles:
SW
Research
Groupservice
5
12
•Project team handles:
•All development activities
•Also product verification
•Q-representative double role:
•Team worker inside project
•He/she must approve quality level
•Organizational independence of Q. necessary!
No separate test department!
Quality roles:
Take care!
13
A separate Test department would mean:
•A bottleneck for dev. projects
•Too late results
•Low commitment of developers
•Test people would have less product knowledge to base the test designs on
•Poor/no correlation FMEA � Test plan
•More standard tests => inefficient tests
”We just need to design it! If there is a failure, it’s just because of
these stupid test guys”
Conclusion:
No separate test dept.!
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1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
15
Globalization - a challenge:
How do we ensure high, uniform quality level
•In all products?
•From all development centres in the Grundfos Group?
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D&E Alldos
LocalQ-Support
D&E Hungary
LocalQ-Support
D&EChina
LocalQ-Support
D&EAmericas
LocalQ-Support D&E
DenmarkLocalQ-Support
D&EFinland
LocalQ-Support
D&E Hilge
LocalQ-Support
D&E India
Local Q-Support
D&E Wahlstedt
LocalQ-Support
Global D&E in the Grundfos Group
There are several development centres in the Grundfos Group
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Process improvement work:
HPI:
SPI:
MPI:
QPI:
HW Process Improvement
SW Process Improvement
Mechanical Process Improvement
Quality Process Improvement
xPI
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xPI:
HPI SPI
MPIQPI
PIT PIT
PIT
PIT
PIT
PIT PIT
PIT
PITPIT
PIT
PIT
PITPIT
PIT
PIT
PIT
PIT
PITPITPIT: Process Improvement Team
Developers use 3 – 5% of their time for this
Steering Committee
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Dev. Project x
Dev. Project x + 1
SPIHPIMPIQPI
Tools, Templates &Best Practice
Meets DP-Requirements & reduces red tape
Helps & speeds up projects
SPI, HPI, MPI, QPI in relation to the DP-Model:
Not just documents, but documented work
DP model 1 2 3 4 5 6 7 The basic law for development
xPI
9
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Dev. Project x
Dev. Project x + 1
SPIHPIMPIQPI
Tools, Templates &Best Practice
Feedback from projects to xPI
Resources:Developers (some) use 3-5% of their time for xPI
DP model 1 2 3 4 5 6 7 The basic law for development
xPI
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D&E Alldos
LocalQ-Support
D&E Hungary
LocalQ-Support
D&EChina
LocalQ-Support
D&EAmericas
LocalQ-Support D&E
DenmarkLocalQ-Support
D&EFinland
LocalQ-Support
Group-Quality: Product Development & Product EngineeringManagement of Q-Network•Network meetings and seminars•Coordination of Best Practice•Coordination of strategy implementation•Assessment of QA deployment •Audit of Q systems
Support and Training:•Q-tools (HALT,EMC…)
•Q-Methods (FMEA, VPC, Review…)
•Q-Process (SPI, HPI, DP….)
Owner of Global Quality Development Support Process:•Q – Handbook•Best Practice in QA•Grundfos Standards: Development•QA Process, method and Tools•Quality Week
D&E Hilge
LocalQ-Support
D&E India
Local Q-Support
Stra
tegy an
d goal in
put
D&E Wahlstedt
LocalQ-Support
Global D&E and Quality SupportGroup-Quality : Management Quality Goal•Warranty target/budget
Quality Strategy
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1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
24
DP1 DP2 DP3 DP4 DP5DP6 DP7
HPI
Hardware
MPI
Mechanics
SPI
Software
Quality Management
Quality Assurance
Risk Management
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Quality Management process & Quality Assurance process Adapted from ISO 15504
Aim:
Enable Assessment
•Self-assessment
•Assessment by external authority
Basis:
Assessment model defined for Grundfos Group
ISO 15504Information technology- Process Assessment
26
Why use standardized QM & QA processes?
1. Easy to communicate
2. Easy to use
3. Easy to measure
4. Causes drive for improvement
To all development centres in Grundfos Group
Dev. centres do not need to make their own processes
By assessments (Internal & External). Measurements without bias
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Quality Management process
Purpose: Achieve customer satisfaction
Outcome: 1. Quality goals
2. Overall strategy
3. Q.M. System
4. Assurance activities are performed
5. Actual performance monitored
6. Action taken
5. Assess achievement of Q goals
6. Take preventive/corrective action
7. Collect feedback
8. Monitor actual performance of Q
1. Establish Q. goals
2. Define overall strategy
3. Define Q. criteria
4. Establish Q.M. system
Base practices:
29
Quality Assurance process
Purpose: Ensure that Work Products & Processes comply
Outcome: 1. Strategy for conducting QA
2. Evidence of QA is produced & maintained
3. Problems are identified & recorded
4. Verification that Products StandardsProcesses adhere to ProceduresActivities Requirements
1. Develop strategy for Product & Process QA
2. Define Q records
3. Assure Q of project
4. Identify & record problems
5. Act on non-conformances
Base practices:
Process activities
Work ProductsProv
ide independ
ent
QA ressou
rces
13
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Work Products, some examples
Test Plans
Q. Plan
Activities:
FMEA
Risk analysis
DfA
…
Acceptance criteria for documents
…
Goals
Strategy
Q Agreement
Bench Marking
Post Mortems
…
Status documentsStatic WP’s
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ISO 15504 Maturity levels:
Established process3
Managed process2
Optimizing process5
Performed process1
Predictable process4
Process maturity#
Matu
rity
Aim
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DescriptionMaturity#
a) a standard process, including appropriate tailoring guidelines, is defined that describes the fundamental elements that must be incorporated into a defined process;
b) the sequence and interaction of the standard process with other processes are determined;
c) required competencies and roles for performing a process are identified as part of the standard process;
d) required infrastructure and work environment for performing a process are identified as part of the standard process;
e) suitable methods for monitoring the effectiveness and suitability of the process are determined.
Established process
3
Process is managed (planned, monitored and adjusted)
Work products are established, controlled and maintainedManaged process
2
The process achieves its defined outcomesPerformed process
1
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a) process information needs in support of relevant business goals are established;
b) process measurement objectives are derived from identified process information needs;
c) quantitative objectives for process performance in support of relevant business goals are established;
d) measures and frequency of measurement are identified and defined in line with process measurement objectives and quantitative objectives for process performance;
e) results of measurement are collected, analysed and reported in order to monitor the extent to which the quantitative objectives for process performance are met;
f) measurement results are used to characterise process performance.
Predictable process
4
a) process improvement objectives for the process are defined that support the relevant business goals;
b) appropriate data are analysed to identify common causes of variations in process performance;
c) appropriate data are analysed to identify opportunities for best practice and innovation;
d) improvement opportunities derived from new technologies and process concepts are identified;
e) an implementation strategy is established to achieve the process improvement objectives.
Optimizing process
5
DescriptionMaturity#
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Methods & Tools for Quality
1. Define common processes for Q Methods
• NOT standardized from ISO 15504
2. Process evaluation:
• Suggest quality criteria
3. Communicate to all dev. centres i Grundfos Group
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Methods & Tools for Quality
HALT, QALT, HASS, RSSAccelerated life testing7
Fault Tree AnalysisFTA5
V-model, Functional, performance, robustness-, reliability, safety, and fieldtest, EMC-test. Productionstest. HALT, HASS…
Test Planning8
DfA, DfM, Poka YokeDesign for Assembly3
Review techniques, AuditsReview13
Failure rates, FAS, FRANS, QIS, Early Warning, cost of poor quality, Warranty, MCF/M(t)-plotting, Weibull (but not MTBF!)
Field Data analysis12
Planning, designing and analysing testsDOE & Taguchi11
Production variations, MSA, metrology, SPC, X-R-cardsCapability & SPC10
Mechanical & electrical tolerancesTolerance calculations9
Load spec, use pattern & robustness requirements, derating, rob. marginsRobustness methods6
Concept FMEA, D- & P-FMEA, Risk ManagementFMEA & Risk analysis4
Voice Of the Customer, Traceability and breakdown of requirements, Pugh’s concept selection
QFD2
Q-project plan, DP-requirements, distribution of tasks, Q-Planning & Strategy1
Key wordsQuality MethodsNo
Task: Develop a process for each method!
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Follow Up
Do
Prepare
Plan
Phase
Communicate results
Update & store FMEA
9
Perform corrective actions8
Communicate & store7
Review FMEAs6
Carry out meetings5
Plan & call meetings4
Define functions3
Decide
•Which parts to do FMEA on
•Why is FMEA necessary
•Driver /Facilitator
•Participants & reviewers
•Start & end time
•Man-hours needed
2
Make product block diagram1
Step Design-FMEA process
To be ta
ilored t
o the ne
eds
of the i
ndividua
l project
Example
37
Quality criteria for Design-FMEA
Possible answer
Criterion#
Yes/NoDid the D-FMEA give input to the Test Plan?4
%How many of the recommended actions were carried out on schedule?
3
Yes/NoWas the D-FMEA reviewed, and did this generate more items in the FMEA-sheet?
2
Yes/NoWas 1’st version completed before DP3?1
To be ta
ilored t
o the ne
eds
of the i
ndividua
l project
Example
17
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Review
FMEA
Robustness Tests
Incl. HA
LT
Life Tests etc.
Field Tests
Suspicion Proof
When to remove failures from the design?
On suspicion? Or on proof?
Failures at the customer
Failures at the customer
Failures at the customer
Failures at the customer
39
IF • you wantlow failure rates
• you want development to finish on schedule
Then • Don’t wait for proof – react onsuspicion!
• Remove failure opportunitiesearly in the project
>Be responsible >Think ahead
In Danish: Rettidig omhu
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40
Cost of improvement
No cost Increased cost
Do it! 1. Careful analysis
2. Test & verification
No Yes
To be challenged! Often a low cost solution is possible
41
ConclusionOrganization:
1. Organizational independence of Q
2. No separate Test dept.
Globalization
3. Globalization helped by:• Process improvement teams• Global Q Network
4. Q Management & Q Assurance standardized• From ISO 15504• To be assessed regularly• Aim: Maturity level 3
5. Processes for Q-Methods• Define quality criteria