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In 2005 Problem Report and Resolution (PRR), now requires the use of the 8D deliverables.
(Example)
D3
D4
D6
D7
D8
D1 D2
Select Team Use the team approach by forming a multidisciplinary problem solving team. Members should have the expertise and authority needed to solve the problem effectively. Define the Problem Part 1 represents what the customer actually said; Part 2 represents what the engineer or expert says relative to the problem. Containment Interim Actions (quick fix) that prevent the problem from getting to the customer. Identify the Root Cause Define all the events that produced the problem. Use a systematic procedure to identify and verify the root cause: DOE, Fishbone Chart, Drill Deep Analysis, 7 Diamonds (Include Blue Card).
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General Motors Corporation. All rights reserved.
D3
D4
(Example)
Pareto Chart
Problem
Histogram
Problem
5 Whys
Why Why Why Why Why Root Cause
Run Chart
Scatter Plot
Control Chart
Pictograph
7 Diamond Process
Problem Identified
Begin Interrogation
(Example)
Responsibility
Responsibility
Production 1
No
Production 2
Design Release 6
Uncertain
Production 3
Parts Quality? No
Statistical Engineering 7
Diamonds 1 - 4
Used to determine if production is running the manufacturing process to design intent.
Diamonds 1-4 evaluate the stability of the process. Once a problem has been identified, the automatic response must be to immediately perform diamonds 1-4.
1 - Correct Process
Can any of these cause the problem?
Manufacturing Corrects
(Example)
Correct Process?
Is the correct Standardized Work posted? Is Standardized Work being followed? Are build documents being adhered to (if applicable)?
Manufacturing
Correct Tool?
Manufacturing
Correct Part?
Parts Quality?
Are gaging requirements / frequencies being adhered to? Is the job being done the same on all shifts? Does the operator understand what the product standards are? Is it the regular operator? Has there been a lot of turnover on the job? Has the operator been properly trained? Are the visual aids current? Does the operator understand the quality outcomes of her/his job? Does the operator know how to communicate when he/she has a problem?
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General Motors Corporation. All rights reserved.
2 - Correct Tool
Manufacturing
(Example)
Correct Process?
Manufacturing Corrects
Correct Tool?
Manufacturing
Correct Part?
Parts Quality?
Can any of these cause the problem? Are the correct tools & fixtures being used? (all shifts) Are the tools set to the specified requirements? Are they properly calibrated? Are both shifts using the same tool? Are the tools worn? Do the tools & fixtures have mutilation protection? Has the workstation been error proofed? Have the tools or error proofing been bypassed? Does the workstation layout allow the operator to work effectively? Has the Preventive Maintenance been done? (check log) Are tools functioning correctly?
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General Motors Corporation. All rights reserved.
3 - Correct Part
Manufacturing
(Example)
Manufacturing
Correct Tool?
Is the parts routing current? Are the correct parts being used? Are parts stocked in the correct location? Do the part numbers on the boxes agree with their location? Is error proofing needed? Is existing error proofing device working correctly?
Manufacturing Corrects
Correct Part?
Parts Quality?
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4 - Part Quality
Manufacturing
(Example)
Correct Process?
Quality Systems is responsible for determining if parts have changed and overall part quality: Supplier Data CMM Checks Fixture Checks Visual Part to Part Visual Lot to Lot If parts quality (out of specification) is determined to be the problems root cause, then Quality Systems will notify manufacturing and/or the supplier that there is a problem and work with manufacturing and/or the supplier to validate the corrections.
Manufacturing
Correct Tool?
Manufacturing
Correct Part?
Parts Quality?
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COUNTERMEASURE CARD
Card #
__________
Date: ______________ Initiated by: _________________ Dept: ______________ Phone: _____________________ Part Name __________________ Part # ________________ Model ______________________ Unit # ________________
Problem Description: ___________________________________________________ ___________________________________________________ ___________________________________________________
Return to the Quality Department
Referred to: ________________________ (SQA or SQE, 4) Referred to: ________________________ (Quality Engineer, 5A) Referred to: ________________________ (Red X, 5B) Referred to: _________________________ (Engineering, 6) Referred to: _________________________ (other)
(Example)
Assigned to ___________________
Date ______________
Yes No Additional Information: __________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________
1 2 3
Standardized Work Followed? Correct Tools / Fixtures / Error Proofing? Correct Parts? Parts in spec?
Yes
No
1 2 3
Standardized Work Followed? Correct Tools / Fixtures / Error Proofing? Correct Parts? Parts in spec?
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Phone No:
Date:
(Example)
Safety Report
Q uality
Responsiveness
P eople
C ost
O ther
___
Problem Description:
Sketch:
Others
Who
Date
Status
Process/Part Check (similar to "7 Diamond Process" Steps 1-4): Y N 1 Has the operator been trained ? Is the SOS being followed? 4 2 Do the parts support quality ? Is correct tool being used?
3
Direct Cause Analysis: (see other side for 5 Why Analysis) 1) Indicate possible direct causes on diagram.
Man
Machine
PROBLEM
Method
Material
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Why?
(Example)
Why?
Why?
Why?
Why?
Root Cause:
Long-Term Countermeasures
WHO
DATE
STATUS
1- Identified 4- Closed
2- Implemented 3- Feedback
Follow-Up and Evaluation: Verification: Measurements over past ____________ days have shown problem to be: circle one: (min. 20) Resolved Not Resolved Countermeasure Standardized? Further PPS Activity required: Yes: No: Date: Name:
Area:
Approval Signature:
Date/ Signature:
Team Leader
Group Leader
Shift Leader
Area Manager
A - Shift B - Shift
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(Example)
Prevent Why did the manufacturing process not prevent the defect?
5 Whys M1 Why did the manufacturing process not prevent this failure mode? M2
**************** **************** ** **************** **************** ** Manuf act uri ng process **************** prevent ion & **************** st andardi zed w ork ** **************** **************** **
Corrective Action
Owner
Due Date
M3
Prevent
M4
M5
M-RC
Q1 Why did the quality process not protect GM from this failure mode? Q2
**************** **************** ** **************** **************** ** Qualit y process **************** det ect ion & **************** cont ainment ** **************** **************** **
Q3
Protect Why did the Quality process not protect the customer (GM) from the defect? Predict Why did the planning process not predict the failure?
5 Whys Ask WHY until actual root cause is determined.
Prot ect
Q4
Q5
Q-RC
P1 Why did the planning process not predict this failure mode? P2
**************** **************** ** **************** **************** ** Planning process **************** informat ional cont ent **************** in FMEAs and CPs ** **************** **************** **
P3
Predict
P4
P5
P-RC
K3
K4
K5
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D5
D6 D7 D8
Permanent Corrective Action Identify and implement permanent corrective actions that will eliminate the problem. Remember that permanent means forever. The problem should never be able to occur again. Verify Effectiveness of Action Verification takes place in these four areas: Root Cause, Interim Actions, Permanent Actions, Prevention. Verify the implemented action does eliminate the problem (short term, long term and other similar processes) and does not cause any other problems. Prevent Recurrence (Institutionalize) Preventing recurrence means preventing changes to the part, process or system that allow a problem to occur. Prevention covers all similar and related processes, designs, systems, etc. Congratulate Your Team Recognize the contributions of all the team members as a group and individually.
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General Motors Corporation. All rights reserved.
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(Example)
PQE/SQE:
Name: Phone: GM location / Provider Contact Phone: E-mail:
X Product line and/or location with similar process R Repeat Issues N/A Not Applicable Completed & 3rd Party/GM verified Completed & Supplier verified only Not Completed
Due Date:
A.P.Q.P. Duns #1/ Location Duns #2/ Location
GM Assy. Plant
Customer Concern
Failure Mode
5 Why Analysis
N/C or CPV
CS Status
Corporate Champion
Symbols
GM Assy. Plant
Customer Concern
Failure Mode
5 Why Analysis
N/C or CPV
CS Status
Corrective Action
Corporate Champion
Symbols
GM Assy. Plant
Customer Concern
Failure Mode
5 Why Analysis
N/C or CPV
CS Status
Corrective Action
Corporate Champion
Symbols
Read Across - analysis of opportunities of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations.
QSB WORKSHOP REV. 062705 18
General Motors Corporation. All rights reserved.
Corrective Action
FAST RESPONSE
Fast Response is a system that: - standardizes reaction to significant External/Internal Quality failures. - promotes communication and discipline through daily meetings. - utilizes a visual method of displaying important information. In preparation for the Fast Response meeting, at the start of the day, Quality shall identify significant Quality concerns from the last 24 hours which may include: Customer concerns Supplier concerns Line stops (Internal / Customer) Dock Audits / Audit issues Other internal Quality concerns
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The workshop team should discuss how to define a significant Quality concern.
The Fast Response meeting: - shall be held daily to review the significant Quality concerns gathered by Quality. Meetings are held daily at minimum, some organizations may hold meetings every shift.
- is a communications meeting, not a problem solving meeting. It can be a 10 - 20 minute stand up meeting held on the shop floor or in a production conference room.
- is a manufacturing review meeting owned by manufacturing and supported by Quality, Engineering, Maintenance, etc At the Fast Response meeting, leadership shall: - Designate a leader (owner) for each concern/issue. - Assign owner report out for next meeting Owners shall be responsible for assuring all problem solving and exit criteria are met in a timely manner.
QSB WORKSHOP REV. 062705 21
General Motors Corporation. All rights reserved.
Owner report out shall include updates on the following: - Standardized Worksheets and Operator Instructions - Problem Solving Results Root Cause with supporting data Permanent Corrective Action with verification data - PFMEA - Control Plan - Layered Process Audits* - Workforce Notification - Read Across Matrix - Other documentation as appropriate
Report out to Leadership is scheduled on the Fast Response Tracking Board as deemed necessary.
The Fast Response Tracking Board should be part of a visual management system. The format should be displayed as large as is practical in the meeting area.
QSB WORKSHOP REV. 062705 22
General Motors Corporation. All rights reserved.
Issue Number
1 2
Issue Description
Material Contam inated Burrs Parts m islocated on assem bly Mixed Parts
Root Cause Analysis Corrective Action Implemented Error Proof/Detection Corrective Action Verified PFMEA / CP Updated Standardized Work Operator Layered Process Audits Lessons Learned (Institutionalized)
G G G G G G G G G G R G G G R R G G R G Y G N/A G G G G Y Y G N/A G G G G G N/A N/A R R R R R R R R N/A R
Overall Status
Containment
Y G R
R
G G G G
4/29/2005
3/22/2005
34523339
McGrath
4/29/2005
Paint dots found on loose 3/28/2005 & m is-built parts Loose 7m m 3/28/2005 bolt on front cover
98002222
McGrath
5/11/2005
Open
98002222
McGrath
5/23/2005
Open
EXIT CRITERIA STATUS KEY R Required but not initiated Y Initiated but not com plete G Com plete N/A Not Applicable
Date Closed
Leadership shall display a visual Quality status. Any type of visual management can be used: calendar, chart, etc
Daily Quality Chart
Month
Year
January
2004
31 29 28 30
(Example)
22 21 13 12 2 1 3 14 4 5 23 15
24 25 17 16 6 7
26 27 19 18 8 9 20 10 11
LEGEND:
Green
No Quality Disruptions
Yellow
Internal Quality Disruption (defined locally) Customer Quality Disruption (eg. PRR, Pull, Spill)
Red
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Issues are tracked on the Fast Response Tracking Board. Owners are required to give periodic updates at Fast Response meeting.
Owner responsible for completion of all exit criteria. Results of Problem Solving process communicated. Fast Response Tracking Board indicates exit criteria is green.
QSB WORKSHOP REV. 062705 25
General Motors Corporation. All rights reserved.
FAST RESPONSE
BENEFITS:
Improves Quality metrics: reduces PPM and warranty costs. Reduces PRRs and increases customer satisfaction. Provides a systematic approach for Problem Solving* and communication of Quality issues. Reduces recurrence of Quality issues. Assures all issues are resolved. Supports continual improvement. Strengthens documented implementation of Lessons Learned** database.
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Communication
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DO NOT USE
(IF YELLOW IS NOT USED TO DISTINGUISH SCRAP FROM SUSPECT, THE RED TAG MUST HAVE DISPOSITION.)
QSB WORKSHOP REV. 062705
Nonconforming product shall be prevented from unintended use or installation through containment. Leadership must develop, organize and maintain a system for control of nonconforming product.
SEGREGATION AREAS:
Segregation areas shall be foot printed or otherwise identified. Example: Scrap bins Rework Tables Spill containment areas Nonconforming material hold areas
Containment shall verify breakpoint: - using 100% Inspection - for a duration specified by site leadership
QSB WORKSHOP REV. 062705 31
General Motors Corporation. All rights reserved.
For product containment issues, containers shall be identified: - Red = Nonconforming product - Yellow = Suspect product - Green = After breakpoint conforming product Containment activity and tasks must be customer approved with supporting documentation: - work instructions - referenced in control plan - operator training records Customer Engineering approval may be required. All Control Plan inspections and tests shall be performed; product removed from the approved process flow shall be reintroduced into the process stream at or prior to the point of removal.
QSB WORKSHOP REV. 062705 32
General Motors Corporation. All rights reserved.
NOTE: When it is not possible to reintroduce at or prior to removal: a customer approved rework procedure shall be used to assure conformance to all inspections and test requirements. Process & authority for releasing product out of rework, repair and containment areas shall be defined. Product containment issues shall be reviewed by Leadership.
Containment Worksheet shall be used and completed to: - Provide a systematic approach to containing all suspect product. - Identify all areas to be checked for nonconforming product.
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CONTAINMENT WORKSHEET
DEPARTMENT: DEPARTMENT CONTAINMENT OWNER:
(Example (Example) )
DATE:
Laboratory
PRODUCT NAME / NUMBER: PRODUCT NONCONFORMANCE:
G. Hall 10066044
1/6/2003
Burr on flange
PRODUCT CONTAINMENT SCOPE
IDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED LOCATION POTENTIAL QTY. AREA VERIFIED SUSPECT PROD. FOUND? QTY? VERIFICATION RESPONSIBILITY
Receiving Laboratory WIP Storage Areas Outside Processing - (Plating) Scrap Bins Rework Areas Shipping Dock Heat T reater At Customer In T ransit Service Parts Operations
P.S. K.C. P.S. C.J. K.C. B.T. K.C. P.S. B.T. B.T. P.S.
P. Smith T. Brown P. Smith C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones
TOTAL FOUND
SEGREGATE SUSPECT PRODUCT TO (location, as feasible): 2548 pcs to Containment Area SORT METHOD (eg. visual, gage, mating part): Visual for burrs SORT CRITERIA (clear pass / fail standards): Max Burr per standard I.D. METHOD CONFORMING (eg. mark, tag, sign): White paint dot near defect area I.D. METHOD NONCONFORMING (eg. mark, tag, sign): Mark defect with red paint.
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36
No
Certify parts that will be shipped.
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38
Yes!
Contact : Assembly Plants Service Parts (SPO), Tiered Suppliers as required.
QSB WORKSHOP REV. 062705 39
General Motors Corporation. All rights reserved.
No
Certify parts that will be shipped.
Yes!
Contact : Assembly Plants Service Parts (SPO), Tiered Suppliers as required.
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A nonconformance alert and containment procedure shall establish the timeline, tasks and communications necessary to meet customer requirements.
Quality issue notification Concern with certification or was suspect stock shipped?
(Example)
Begin shipping certified stock.
Y
Contact external customer.
Develop & implement external containment and certification plans. Continue Fast Response* & Close Issue.
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Quality issues can be: Supplier initiated. Issues found by external customer.
Initiate containment actions immediately at all infected locations! Begin Fast Response* process problem solving efforts.
Is there a concern with the certification procedure or has suspect stock been shipped? If YES to either question, contact customer immediately! If NO, then begin to ship certified stock.
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Needs to be a live conversation no voice or email. A phone list for contacts is established. Establish conference calls when required by customer. A supplier executive acts as lead and single point for communication. All stakeholders including Tier suppliers participate in calls.
(Example)
GM Contacts
GM SQ Mgmt Team Name Initial contact must be made with at least one person at each affected facility. Responsibility E-mail Phone
GM EngineerTeam
Name
Responsibility
Phone
Name
PHONE
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Initiate at customer locations with appropriate sort instructions. A Customer should be informed of the following items: Certification method. Description and picture(s) of the marked parts. Description and picture(s) of any marked or added labels. Identify parts/labels. Begin to ship certified stock. Notify customer of breakpoints.
CERTIFIED STOCK SHIPMENTS
(Example)
Arrival Date Time Carrier Tracking number Quantity
Carrier
Tracking number
Quantity
Date
Ship Time
Flint 880
Toluca
Pontiac
Mishawaka
44
Work through problem solving process. Continue Fast Response* & Close Issue Consider for Quality Gates*/C.A.R.E.* and Layered Process Audit*
Continue to follow customers notification process requirements. The organizations nonconformance alert notification and containment process includes communication and actions for all stakeholders: Customer(s) Tier-2s, etc. Internal stakeholders
The process should include closing the loop with permanent resolution and issue closure. Problem Solving* Lessons Learned*
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STANDARDIZED OPERATIONS
WORKPLACE ORGANIZATION
A clean, well-organized work environment.
OPERATOR INSTRUCTIONS
How are we to perform the work?
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WORKPLACE ORGANIZATION
Workplace Organization encompasses a systematic approach to ensure:
work areas are organized for safety, quality, ergonomics and optimal use. only required and regularly used equipment, tools and materials are present in the work area. work areas are controlled using visual management. product and information flow is easily understood. housekeeping is defined by work area instructions. regular management reviews (Layered Process Audits*) are performed. waste elimination and continual improvement. a clean, bright workplace.
QSB WORKSHOP REV. 062705 49
General Motors Corporation. All rights reserved.
50
Before
- Equipment
- Tools - Inventory/Storage - Personal items
After
S-3: SHINE - Eliminate the source of dirt and leaks (oil, air, water, etc).
Clean machines, tools, floors, cabinets. Develop instructions for cleaning methods and frequency. Organize for cleaning (correct materials, rags, brooms, etc.). Find ways to reduce the time required for cleaning.
(Examples)
Before
After
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S-4: STANDARDIZE
(CONTINUED)
Determine cleaning schedule and methods. Standardize cabinet organization. Define a simple method to identify problems using visual controls.
(Example)
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Create a checklist:
5S Evaluation
Date: Name : Area:
(Example)
Item Notes for Next Score Level of (0-5) Improvement
Item No.
1 2 3 4 5
Description
Removing Unnecessary Items Storage of cleaning
All items not necessary to performing work are removed from the workplace; only tools & products are present at work All cleaning equipment is stored in a neat matter ; handy & easily available when needed. All floors are clean and free of debris, oil & dirt. Cleaning of Floor cleaning floors is done routinely - - daily at a minimum. No outdated, torn or soiled announcements are displayed. All Bulletin boards bulletins are arranged ina straight and neat manner. Fire hoses and emergency equipment are unobstructed & Emergency Access stored in a prominent easy-to-locatemanner. Stop switches & breakers are marked or color-coded for easy visibility. Work-in-process, tools & any other material are not left to sit directly on the floor. Large items such as tote bins are Items on floor positioned on the glance; lines are straight and at right angles with no chipped or soiled paint. Aisles & walkways are clearly delineated and can be Aislewys - marking identified at a glance; lines are staight and at right angles with no chipped or soiled paint. Aisles are always free of material & obstructions: nothing is Aislewys ever placed on the lines & objects are always placed at right maintenance angles to the aisle lines. Storage of boxed, containers & material is always neat at Storage & right angles. When items are stacked, they are never crooked arrangement or in danger of toppling over.
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A well organized workplace is the best place to visualize your Standardized Work work flow, operator movement, time, etc.
FLOOR LAYOUT
Before
Insp
(Example)
FIRE EXT.
LATHE
Back up CNC Back up Broach
Dept. 816
LATHE
After
R000987654 F1234567890
RAW
Insp
FIN
BROACH
SCRAP
4 3
BROACH
CNC
CNC
Dept. 816
FIRE EXT.
58
(Example)
STANDARDIZED WORK INSTRUCTIONS
OPERATION: FROM:___________________________ TO: _____________________________ STEP NO. ELEMENT TIME STANDARD INWALK
WORK ELEMENT
HAND WORK
MACHINE
PROCESS STOCK
QUALITY CHECK
Standardized Work Instructions shall Include: - Work Elements - Operator Movement - Operation Cycle Time
TOTAL
60
Impacted and new employees shall be trained in the use of Standardized Work (Standard Operator Training*).
Multi-disciplinary team(s) shall continuously develop and improve Standardized Work Instructions.
QSB WORKSHOP REV. 062705 61
General Motors Corporation. All rights reserved.
(Example)
WORK ELEMENTS
WORK ELEMENTS
OPERATOR MOVEMENT
Training is simplified and consistent. Reminds operator of correct sequence. Alerts operator to safety concerns. Assures operator is following approved process (Layered Process Audits)*. OPERATION CYCLE TIME
Assures leadership operation is running as approved. Operator knows if equipment is showing signs of wear. Machine and operator hand work and walk time separated. Time allocated for quality checks are included.
QSB WORKSHOP REV. 062705 63
(Example)
STANDARDIZED WORK INSTRUCTIONS
GROUP / TEAM OPERATION NAME / #
PROCESS NAME:
TC Cover Line
ELEMENT TIME
WORK ELEMENTS
Load Coil (Time to load each coil)
HAND
MACHINE
WALK
DIAGRAM
QUALITY CHECK
SAFETY
ERGO
IN PROCESS STOCK
NO.
OPERATOR
1 3
2.0
Manual index press to set travel Adjust travel Run first piece Quality checks per operator instructions Run press in manual mode Check first 5 pieces per operator instructions Set press to auto Run press Gage 2pieces/press/hour from hold bin Place finished product from hold station into gondola Tag full gondola with internal move tag Notify fork lift driver to move full gondola to shipping dept. Move empty gondola into position (remove all tags/labels) Repeat all steps in set-up, gage, inspect and run on all 3 presses
6.0 2.0 16.0 6.0 3.0 3.0 12.0 2.0 40.0 2.0 2.0 6.0 5.0 2.0 22.0 15.0 2.0 4.0 2.0
6
5 6 4
50 pc Hold
2
`1
A
5
2 1
50 pc Hold
16.0
6
5 3 4 2
26.4 18
50 pc Hold
OTHER ACTIVITIES CONTROL BLOCK J.E.S. LOCATION: Posted on press control panel (Each press)
SAFETY AUDIT
Verify light curtains at beginning of shift Perform gaging as stated in the control plan. Perform audit at beginning of shift Notify fork lift operator when gondola is full (400/container) Tag material with OK to move tag. Record downtime, post performance data to team board at end of shift, record scrap data.
QUALITY AUDIT
W.P.O.
MATERIAL HANDLING
2ND SHIFT
64
(Example)
Contact your coach or coordinator with any changes, questions, or quality concerns.
Elements Unload 'ABCDE/Runner/ABCDE' Place cluster on rack Tape runner with blue tape and masking tape Transfer 'ABCDE/Runner' to 'ABCDE/Runner/ABCDE' fixture on assembly machine Load 'Runner' onto assembly machine Start machine cycle for 'ABCDE/Runner' and 'Runner' Get 'ABCDE' from WIP table Load 'ABCDE' onto assembly machine Get 'ABCDE' from WIP table Load 'ABCDE' onto assembly machine Start machine cycle for 'ABCDE/Runner/ABCDE' and 'ABCDE/Runner' Get 'Runner' from cart
11 12
10
6 7 9
TOTAL MANUAL TIME: 45.78 sec Standard Daily Routine ( Minutes per Shift) Shift Second 389 5 9
2 Rack
3 Tape
Item A B C
Elements Load/Unload machine AA-007 Record production downtime/scrap Cart handling for 'Runners'
First 389 5 9
Note: Operator will be relieved during two 23-minute breaks and one 30-minute lunch. Effective Date:________________________________ Manufacturing General Supervisor Approval:________________________________
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(Example)
QUALITY CHECK
PROCESS NAME:
ELEMENT TIME
WORK ELEMENTS
HANDWORK MACHINE WALKING
DIAGRAM
24
1 LOAD VANES 2 SET VANES 3 SET INNER RING AND LOAD TAB ROLLER 4 LOAD / UNLOAD WASHER 5 SET PUMP TO SHIPPING RACK
2.8 7.1
WASHER VANER
5
A
41 Sec. 34 Sec.
22.9 34.0
12.7 4.9
J.E.S. LOCATION:
POSTED AT OPERATOR WORK STATION SAFETY AUDIT QUALITY AUDIT W.P.O. MATERIAL HANDLING DATA
OTHER ACTIVITIES
VERIFY LIGHT CURTAINS AT BEGINNING OF SHIFT PERFORM GAGING AS STATED IN THE CONTROL PLAN PERFORM AUDIT AT BEGINNING OF SHIFT PUSH FINISHED PRODUCT TO NEXT OPERATION EVERY 64 PARTS
CONTROL BLOCK
ASSIGNED OPERATORS 1ST SHIFT 2ND SHIFT ROBERT ADAMS SAM BATES TRAINING DATE 1/12/04
SAFETY REQUIREMENTS
SAFETY GLASSES
SUPPLEMENTAL EMPLOYEES 1ST SHIFT 2ND SHIFT Tom Smith Patricia Knoles
RECORDING
RECORD DOWNTIME, POST PERFORMANCE DATA TO TEAMBOARD AT END OF SHIFT, RECORD SCRAP DATA
OTHER
66
(Example)
GROUP / TEAM OPERATION NAME / #
PROCESS NAME:
ELEMENT TIME
SAFETY
ERGO
WORK ELEMENTS
HANDWORK MACHINE WALKING
DIAGRAM
IN PROCESS STOCK
NO.
OPERATOR
24
1 LOAD VANES 2 SET VANES 3 SET INNER RING AND LOAD TAB ROLLER 4 LOAD / UNLOAD WASHER 5 SET PUMP TO SHIPPING RACK
2.8 7.1
WASHER
4
A
3 1 2
PIERCE
VANER
41 Sec. 34 Sec.
CONTROL BLOCK
ASSIGNED OPERATORS 1ST SHIFT 2ND SHIFT ROBERT ADAMS SAM BATES TRAINING DATE 1/12/04 1/12/04
SAFETY REQUIREMENTS
SAFETY GLASSES
RECORD DOWNTIME, POST PERFORMANCE DATA TO TEAMBOARD AT END OF SHIFT, RECORD SCRAP DATA
SUPPLEMENTAL EMPLOYEES 1ST SHIFT 2ND SHIFT Tom Smith Patricia Knoles
OTHER
OPERATOR INSTRUCTIONS
Where to use operator instructions? Operator instructions are commonly available for: manufacturing and assembly inspection and data collection pack out laboratory
Often overlooked activities include: offline rework and containment set-up and change-over events prototype and engineering activities process labeling points material handling shipping and receiving maintenance/repair office
68
General Motors Corporation. All rights reserved.
Note: Where appropriate operator instructions can be linked to other operator instructions such as labeling, inspection, gaging and packaging.
QSB WORKSHOP REV. 062705 70
General Motors Corporation. All rights reserved.
71
Page:
# of ##
Control Block
(Example)
Label boxes for the pictures. Use to reference appropriate key point or step.
SEQ
- STEP (What) THE " WHAT"IN THIS SECTION IS THE LIST OF ALL THE MAJOR STEPS OF THE OPERATION SEQUENTIALLY IN THE LEFT HAND COLUMN. EACH STEP SHOULD BE AN ACTION NECESSARY FOR ADVANCING THE ELEMENT TO ITS SUCCESSFUL COMPLETION.
SYM
- KEY POINT (How) THE "HOW" PART OF THE DOCUMENT. IS ASSOCIATED WITH THE STEPS AND IF THERE IS SOMETHING THAT NEEDS TO BE EXPLAINED REGARDING SAFETY/ERGONOMICS, QUALITY/KNACKS, THEY ARE EXPLAINED AND IDENTIFIED BY THE APPROPRIATE SYMBOL IN THE COLUMN. KNACKS ARE KEY POINTS WHICH MAKE A JOB PERFORMANCE EASIER (TRICKS, PERCEPTIONS, SPECIAL KNOWLEDGE, ETC). CRITICAL OPERATIONS SHALL BE IDENTIFIED.
REF
- REASON (Why) IN THIS AREA WE EXPLAIN WHY A KEYPOINT OR STEP IS IMPORTANT AND WHAT HAPPENS IF THIS POINT IS IGNORED. IT ALSO MAKES THE JOB MORE MEANINGFUL.
Safety
Ergonomics
Quality
K Knack
C Critical
File/Ref:
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1 2 3
(Example)
SEQ
- STEP (What) -
SYM
- KEY POINT (How) 1A USE BLUE VINYL GLOVES 1B REMOVE ALL TAGS, STICKERS AND DEBRIS 1C SET ASIDE DAMAGED OR DIRTY DUNNAGE
REF
- REASON (Why) 1A CUSTOMER DEMAND 1B PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER 1C REDUCE SEDIMENT LEVELS 2A PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER NUMBERS 3 THROUGH 9 ARE THE ONLY ONES ACCEPTED BY OUR CUSTOMER. OTHERS ARE TO BE PUT INTO REJECT BUGGY 3A OBTAINS "PARK" STATUS IN AUTOMOBILE 4A ALLOWS FINAL DRIVE ASSEMBLY TO BE INSTALLED INTO TRANSMISSION CASE AT ASSEMBLY PLANTS 5A REDUCES BODY STRAIN
2A ENSURE CORRESPONDING INKJET INFORMATION IS CORRECT WITH STACK HEIGHT NUMBERS WRITTEN IN WHITE ON HEAVY DUTY, PINK ON VOLVO AND A YELLOW DOT ON VOLVO INTERNAL 3A ACKNOWLEDGE SPRING TENSION AND WINDOW CLEARANCE
Safety
Ergonomics
Quality
K Knack
C Critical
File/Ref:ES-705-FAHDVU
73
75
post Standardized Work Instructions at all operations. utilize a systematic approach to develop Operator Instructions for all
work.
77
necessary to assure Standardized Work Instructions are being followed. Trainers shall instruct operators using the standard operation training record.
78
(Example) Complete
Application: The following shall be completed with any new operator (for any given operation).
(Example)
Mold / Station # Associate Name:
Associate Initials
Trainer Initials
Comments
QUALITY
Gate trimming Technique Visual Defects Scrap Procedure
PAPERWORK
Production reporting Scrap Reporting Bar Code Scanning / Label Verification
OPERATIONS
Operator 1 Work Instructions - Min. 16 Hrs. Operator 3 Work Instructions - Min. 16 Hrs. Packaging Requirements (Regular / Service)
WORKCELL ORGANIZATION
5S Responsibilities Supply Cabinet Location / Contents Work Cell Board Review
80
REQUIREMENTS (continued): The trainer shall verify quality at a frequency determined necessary to assure all standards are met. At a minimum the trainer shall return within the shift and again within approximately one day. Operator training shall be tracked on Trained Operator Tracking Sheets. Operator Tracking Sheets shall be posted at each operation and verified through Layered Process Audits. Scheduling of refresher training for assigned operators is at local site discretion. Supplemental employees shall not perform the job unless they have been trained within the last three months.
81
(Example)
LATEST Job Instructions Rev. Date
1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M 1/02/04 J.M. 9/23/04 K.T. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
SUPPLEMENTAL EMPLOYEE Brown, L 1/02/04 J.M. 9/23/04 K.T. Troy, P. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
82
(Example)
% of group that # of 3/4 reached circle jobs Check jobs / per person here if person to meet target is target rotation plan met (% of boxes Req'd Actual checked)
Job Name
# of people at 3/4 circle per job to meet coverage requirements Check here if target is met
Plan Actual
83
84
85
REACTIVE
ERROR PROOFING PAST QUALITY FAILURES
86
87
PO T E POTENTIAL N T IAL F AILURE FAILURE M O DE MODE AN D AND E F FEFFECTS E CT S ANANALYSIS ALYSIS (PRO (PROCESS CE SS F M E FMEA) A)
REV'D DATE : FMEA DATE : FMEA CONDUCTED BY :
PROCESS FUNCTION
S E V
O C C
CURRENT CONTROLS
PREVENTION
DETECTION
D E T
R P N
ACTION RESULTS RESPONSIBILI RECOMMENDED TY & TARGET S O D ACTION(S) COMPLETION ACTIONS E C E DATE TAKEN V C T
R P N
10
7 No
20
How often does this cause happen? (AIAG PFMEA Third Edition)
QSB WORKSHOP REV. 062705 88
SEVERITY RANKINGS
Effect Hazardous without warning Hazardous with warning Very High Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities. (Customer Effect) Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation without warning. Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation with warning. Vehicle/item inoperable (loss of primary function). Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities. (Manufacturing/Assembly Effect) Or may endanger operator (machine or assembly) without warning. Or may endanger operator (machine or assembly) with warning. Or 100% of product may have to be scrapped, or vehicle/item repaired in repair department with a repair time greater than one hour. Or product may have to be sorted and a portion (less than 100%) scrapped, or vehicle/item repaired in repair department with a repair time between a halfhour and an hour. Or a portion (less than 100%) of the product may have to be scrapped with no sorting, or a vehicle/item repaired in repair department with a repair time less than a half-hour. Or 100% of product may have to be reworked, or vehicle/item repaired off-line but does not go to repair department. Or the product may have to be sorted, with no scrap, and a portion (less than 100%) reworked. Or a portion (less than 100%) of the product may have to be reworked, with no scrap, on-line but out-ofstation. Or a portion (less than 100%) of the product may have to be reworked with no scrap, on-line but in-station. Or slight inconvenience to operation or operator, or no effect. Ranking 10
High
Moderate
item(s)
Low
Vehicle/Item operable but Comfort/Convenience item(s) operable but at a reduced level of performance. Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by most customers (greater than 75%). Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by 50% of customers. Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by discriminating customers (less than 25%. No discernible effect.
4 3
2 1
OCCURRENCE RANKING
Probability Likely Failure Rates PpK Ranking
< 0.55 > 0.55 > 0.78 > 0.86 > 0.94 > 1.00 > 1.10 > 1.20 > 1.30 > 1.67 10 9 8 7 6 5 4 3 2 1
Very High: Persistent Failures > 100 per Thousand Pieces 50 per Thousand Pieces High: Frequent Failures 20 per Thousand Pieces 10 per Thousand Pieces Moderate: Occasional Failures 5 per Thousand Pieces 2 per Thousand Pieces 1 per Thousand Pieces Low: Relatively Few Failures 0.5 per Thousand Pieces 0.1 per Thousand Pieces < 0.01 per Thousand Pieces Remote: Failure is Unlikely
(AIAG PFMEA Third Edition)
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Detection
Criteria
Manual Inspection
Error Proofed
Gauged
Rating
DETECTION RANKINGS
X X X X X X
10
Absolute certainty of non-detection. Controls will probably not detect. Controls have poor chance of detection. Controls have poor chance of detection. Controls may detect. Controls may detect. X
Cannot detect or is not checked. Control achieved with Indirect or random checks only. Control is achieved with visual inspection only. Control is achieved with double visual inspection only. Control is achieved with charting methods, such as SPC. Control is based on variable gauging after parts have left the station, or go/no-go gauging performed on 100% of the parts after parts have left the station. Error detection in subsequent operations, OR gauging performed on set-up and first piece check (for set-up causes only). Error detection in station, OR error detection in subsequent operations by multiple layers of acceptance: Supply, select, install, verify. Cannot accept discrepant part. Error detection in-station (automatic gauging with automatic stop feature). Cannot pass discrepant part. Discrepant parts cannot be made because item has been error proofed by process/product design.
Controls have a Moderately 4 good chance to High detect. Controls have a 3 High good chance to detect. 2 1 Very High Certain Controls almost certain to detect. Controls certain to detect.
X X X
15xxxxx
FMEA DATE :
(Example)
D E T R P N
FMEA CONDUCTED BY :
PROCESS FUNCTION
S E V
O C C
CURRENT CONTROLS
PREVENTION
DETECTION
10
7 No
20
Correct Incorrect Assy - Piston or piston reversed QSB WORKSHOP REV. 062705 and rod piston
3 No
6 126
92
PFMEAs shall be completed for all manufacturing processes and support functions as required by the Quality Management System. Support functions include: (receiving inspection, material handling, labeling, shipping, repair, rework, etc). PFMEAs shall: conform to current AIAG guidelines and customer requirements. be updated on a regular basis (living documents). exist for all product lines / part numbers. include all processes and process steps. be utilized for Continual Improvement. have accurate Severity/Occurrence/Detection ratings.
93
Multi-disciplinary teams shall perform periodic PFMEA Reviews. The frequency and/or number of PFMEA reviews shall be determined by supplier leadership based on: customer expectations (PR/Rs, DDW, Launch activities, etc) process capability (FTQ, SPC, etc)
PFMEA Review shall include the following at a minimum: verification that all operations/processes are included and accurate (paint, heat treat, material handling, labeling, etc). all process controls are included. Detection ratings are accurate. Occurrence ratings are analyzed using data (SPC, FTQ, Quality Gate, C.A.R.E.*, Scrap, Layered Process Audits* results, etc). verification that the PFMEA meets customer requirements and expectations (AIAG, PPAP, Launch, DDW, etc). Upon completion of the review, a list of the highest (RPN) Risk Reduction opportunities is established or revised based on the new data.
An action plan or equivalent shall be utilized by the multi-disciplinary team to track progress in reducing the RPN ratings.
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General Motors Corporation. All rights reserved.
(Example)
Completion Revised Date RPN
10
490
B. SHAD
12/1/2004
112
20
126
N. ADAMS
12/31/2004
42
50
HOLE MISSING
168
42
60
INCORRECT LABEL
112
V. WAGNER
IMPLEMENT SCANNER
1/30/2005
21
The number of RPN reduction opportunities on the list is dependent on complexity of parts and process, size of plant, customer feedback, etc
96
(Example: GM form1927-21)
Team(s) identify true PFMEA Severity, Occurrence and Detection rating for each RPN using AIAG guidelines.
Team(s) shall develop an action plan to Error Proof the failures. Recommended Actions are improvements that will prevent or reduce the Failure Mode. When Error Proofing is not feasible, a plan to improve detection shall be established.
A team member shall be assigned responsibility for implementing the recommended action.
Reasonable target completion dates shall be established.
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General Motors Corporation. All rights reserved.
QUALITY FAILURES
# of Issue # Proplem Discription Occurances ICA-04-01 WRONG FITTINGS INSTALLED 21 CA-04-12 NUT LOOSE / UNDER TORQUED 10 CA-04-04 O'RING SEAL CUT/DAMAGED 8 ICA-04-09 SPRING OMITTED 8 ICA-04-15 ASSEMBLY DAMAGED BY IMPROPER HANDLING 5 CA-04-02 SEAL MISLOCATED, OMITTED OR EXTRA 5 CA-04-05 SENSOR DAMAGED / BROKEN 4 CA (EXTERNAL) ICA (INTERNAL) Last Cost Per Occurance Occurance 9/23/2004 $940 11/4/2004 $950 11/11/2004 $1,165 10/30/2004 $457 12/31/2004 $1,500 12/4/2004 $864 11/11/2004 $453
99
validate the new Occurrence and Detection rankings and resultant RPN.
Teams shall update PFMEAs with all corrective action measures.
100
RISK REDUCTION
SITE LEADERSHIP:
should review the need for PFMEA training at least once per year. shall support RPN reduction activities and provide necessary resources. shall review the RPN reduction tracking charts. shall ensure that formal multi-disciplinary teams are utilized in the preparation and ongoing review of PFMEAs.
101
Risk Reduction
BENEFITS:
Supports continual improvement as expected by TS16949. Allows leadership to allocate limited resources to critical areas. Provides a basis for effective error-proofing and problem solving. Core tool for APQP and PPAP requirements. Provides a Lessons Learned* archive. Promotes cross-functional teamwork. Meets customer expectations for living documents.
102
104
Defect caught at GM Assembly Line (scrap): Supplier process PpK > 1.10 Error detection device in process
5 4 3
Severity: Defect caught at GM Assembly Line (scrap): 5 Occurrence: Supplier process PpK > 1.10 4 Detection: Error detection device not functioning 10
RPN = 5 x 4 x 10 = 200
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General Motors Corporation. All rights reserved.
DEFINITIONS:
Error Proofing Device (CAN NOT MAKE) - Devices which prevent the manufacture or assembly of nonconforming product. Error Detection Device (CAN NOT PASS or CAN NOT ACCEPT) Devices which prevent the transfer of nonconforming product (e.g. 100% in-line inspection equipment).
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General Motors Corporation. All rights reserved.
Master Document of Error Proofing devices, with identification number and location Verification frequency Identify masters (Good/Bad) and defect being checked
REACTION PLANS SHALL BE DEVELOPED TO FOLLOW WHEN THE ERROR PROOFING DEVICES FAIL VERIFICATION
Clearly defined reaction plan if device fails to detect When/if shut down when device fails to detect bad part? Containment plan? (100% Inspection, etc.) Are suspect parts rerun thru Error Proofing device? How/when is Error Proofing device repaired? Lot size of parts run between Error Proofing verification History of process to determine verification frequency How robust is the process? How easy is it to contain suspect product?
Develop Log of Error Proof Verification failures with reaction plan to nonconformities Develop form to notify of nonconformities and escalate reaction to nonconformities Document as Lessons Learned Method for getting information to management Determine how information is to be displayed
107
(Example)
ERROR PROOFING VERIFICATION CHECKLIST
SNAP RING PRESENCE op# OP 30 OP 30 OP 30 OP 30 OP 40
SHIFT: DATE:
YES NO
Code
4 5 6 7 8 9 10 11 182 15 12 13 14 YES NO
10 DID REJECTED PART STAY IN STATION? (SMALL SNAP RING) 11 DID ANDON ALARM SOUND ? (SMALL SNAP RING)? 12 DOES PART STILL STAY IN STATION WHEN HAND VERIFICATION TOOL DISPLAYS A RED REJECT LIGHT? 13 IS SMALL SNAP RING VISUAL IN PLACE ? 14 IF SMALL SNAP RING TOOL IS DOWN, IS THE BACK-UP GAGE USED? 15 DOES BACK-UP GAGE REJECT PART IF NO SNAP RING IS PRESENT? 16 DOES THE LIGHT TURN RED? (SMALL SNAP RING BACK-UP)?
SUPERVISOR:
ANY ITEM SHADED NOT WORKING PROPERLY, THE SUPERVISOR MUST BE NOTIFIED IMMEDIATELY. ANY ITEM OUT OF COMPLIANCE SHOULD BE REVIEWED WITH SUPERVISOR OR A COPY OF THE AUDIT GIVEN TO SUPERVISOR.
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General Motors Corporation. All rights reserved.
(Example)
DEPT.____________
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
JAN % IN COMPLIANCE: # OF ITEMS ON CHECKLIST: # OF VERIFICATIONS TOTAL # OF ITEMS VERIFIED: # OF ITEMS IN COMPLIANCE:
FEB
MAR
APR
MAY
JUNE
JUL
AUG
SEP
OCT
NOV
DEC
109
110
111
112
113
114
116
op# ITEM #
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Reaction Step
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
TOTAL NUMBER IN EACH COLUMN
29 30
117
1st
FRI SAT N/C
Op # 30 Assembly Are the builders checking rotation and marking parts (touch point)? Have the parts been inspected for presence of 8 holes and identified with orange marker? Systemic Are the operator verification sheets completed daily by all shifts ? Are the tagging procedures being followed? Are the posted Temporary Alert Notices current?
CODE
3 3
Y N
N N
N Y
Y Y
Y Y
Y Y
2 2
CODE
FRI
SAT
N/C
1 1 2
TOTAL NONCONFORMING
N Y Y
N Y Y
N Y Y
N Y Y
Y Y Y
FRI
Y Y Y
SAT
4 0 0
WK TOT
118
SUPERVISOR
OPERATIONS MANAGER
CORPORATE MANAGER
INSPECTOR
PART/PRODUCT ERROR PROOF VERIFICATION FIRST PIECE APPROVAL STANDARDIZED WORK INSTR. OPERATOR TRAINING POSTED SAFETY LIST COMPLETE PROCESS SET-UP SHEET COMPLETED SPC COMPLIANCE TOOL APPROVAL QUALITY GATE DATA COMPLETE SYSTEM PREVENTATIVE MAINTENANCE CALIBRATION COMPLIANCE LOT TRACEABILITY HOUSEKEEPING VOICE OF THE CUSTOMER 6 PANEL POSTED ACTION PLAN UP TO DATE PRRs POSTED C.A.R.E. DATA POSTED QUALITY GATE BOARD CURRENT
120
PRESIDENT
EXECUTIVE MANAGER
OPERATOR
PLANT MANAGER
QUALITY MANAGER
When appropriate, the Layered Process Audit nonconformance shall be added to the Fast Response* system and/or the C.A.R.E.* checklist.
Layered Process Audit results shall be added to the Lessons Learned* database when appropriate.
Audit results shall be summarized and reviewed by the manufacturing site leadership.
121
47 43 43
45 40 35
27 23 16 16 24 19 22
30 25 20 15 10 5 0
JAN 88% 20 20 400 353 47 FEB 68% 15 9 135 92 43 MAR 95% 20 28 560 533 27 APR 96% 30 15 450 434 16 MAY 97% 20 20 400 386 14 JUNE 84% 10 10 100 84 16 JUL 95% 20 20 400 380 20 AUG 95% 25 20 500 477 23 SEP 94% 20 20 400 376 24 OCT 95% 20 20 400 381 19 NOV 95% 20 20 400 378 22 DEC 89% 20 20 400 357 43
14
% IN COMPLIANCE: # OF ITEMS ON ASSESSMENT: # OF ASSESSMENTS TOTAL # OF ITEMS ASSESSED: # OF ITEMS IN COMPLIANCE: NON CONFORMANCES NON CONFORMANCES Safety Missed Audits 5S Related Product Voice of Customer Systemic Gage Calibration Poke Yoke
10 10 2 10 6 9
8 8 7 4 4 7 5
5 3 7 3 2 1 6
2 2 3 2 2 2 3
1 1 2 1 2 2 2 8
1 1 3 1 2 2 2 10
1 10 2 10 10 2 2 6
122
123
Quality Verification
QUALITY GATES
Data Driven Process Improvement Stations
C.A.R.E.
CUSTOMER ACCEPTANCE REVIEW & EVALUATION
Quality Manager
Facilitates the daily Quality Gate meeting. Manages the Quality Gate Problem Solving and follow-up.
128
Feedback
C.A.R.E. Functional Test,
Historical Information
Charts, Tally Sheets, Review Sheets, Lessons Learned
PPM, Warranty
Pareto Analysis
129
(Example)
8th Hour 2:00-3:00 1:00-2:00
#
0 1 2 3
10:00-11:00 12:00-1:00
Total 5 4 3 6
11:00-12:00 12:00-1:00
ll l
Call an Alarm!
18
130
Immediate Action
New Lot of Bolts to Assembly
131
FTQ%
80 75 70 65 60
May
May
Aug
Sep
Aug
Sep
Nov
Dec
Month
132
Nov
Mar
Mar
Feb
Feb
Jun
Jan
Jun
Oct
Oct
Apr
Jul
Jul
(Example)
6 5
Number of Defects
Crank Torque
Misc.
Defect Type
Bolt Reject
Lash Reject
133
Solution Tree
Fast Response Tracking Board PRR Response
134
3/8/2005
Signature
John Smith Mary Jones Anne Miller Marty Morris Ray Roberts
Yes
What were the problem(s)?
No
Are there any resources that need to be re-assigned?
No
136
ALARM LIMITS
Alarm limits perform two very important functions:
REACTION PLAN
When the Alarm Limit is reached:
Quality Manager initiates: Verification of Control of Non-Conforming Product. Problem Solving process as required. C.A.R.E.* if necessary. Follow-up activities such as report out at the Fast Response Meeting.
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General Motors Corporation. All rights reserved.
COLLECT DATA:
Samples Defects 1 1 2 0 3 1 4 2 5 0 6 1 7 0 8 0 9 0 10 1 11 2 12 1 13 0 Totals Samples 14 15 16 17 18 19 20 21 22 23 24 25 25 Defects 0 0 1 0 2 0 0 0 1 0 0 1 14
Calculation of Limit Total Defects Total Number of Samples Average Number of Defects Sq. Root of Avg. Defects 3 Times Square Root Adding Avg. Defects + 3 times Sq. Root Alarm Limit
(Example)
140
141
OP 10 OP 40 CARE
OP 20
QG GP12
QG
OP 30
142
C.A.R.E.
CUSTOMER ACCEPTANCE REVIEW & EVALUATION
Protects your customer from non-conforming product, discrepancies and labeling errors. Verifies that process controls are effective. Provides information for rapid corrective action.
143
When practical, Customer satisfaction items, part(s) and/or lot will be marked, touched, gauged or scanned.
144
145
GP-12
A process of documenting the organizations efforts to verify control of its processes during start-up, acceleration, and process/part changes.
Assures any quality issues that may arise are quickly identified, contained and corrected at the organizations location and not at the customers receiving location.
Identifies high risk operations providing opportunities for continual improvement. A Quality Gate with an alarm limit of 1. Note: Use GP-12 data and other information to determine placement of other Quality Gates.
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General Motors Corporation. All rights reserved.
QUALITY GATES
BENEFITS:
Protects internal/external customers from defects. Helps decrease common cause and special cause variation. Standardizes reaction to process variation. Verifies process controls are effective. Drives continual improvement. Focuses on customer satisfaction items.
147
Implement at least one Quality Gate. Note: GMPT suppliers shall implement C.A.R.E.
148
LESSONS LEARNED
Capitalize on success minimize mistakes
149
LESSONS LEARNED
A Lessons Learned system: establishes a process for capturing information that will support continual improvement to all operations/processes. prevents repeated mistakes allowing an organization to capitalize on its successes. applies to all functions and responsibilities, therefore, everyone in the organization should participate. All documentation that will support continuous improvement shall be entered into a Lessons Learned database. A disciplined approach to problem prevention using Lessons Learned shall be established.
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General Motors Corporation. All rights reserved.
Lessons Learned may be identified by anyone. Most activities within an organization result in prevention of future problems or improving performance. These activities build Lessons Learned.
Examples of activities to Identify Lessons Learned: GM Read Across Matrix Monthly Q-Charts Layered Process Audits Error Proofing Verification Internal Quality Issues Quality Gates (C.A.R.E.) APQP Process Continuous Improvement Teams Problem Solving (PR/Rs, Risk Reduction) Management Reviews Suggestion Programs
151
(example)
READ ACROSS MATRIX
SUPPLIER:
Name: Location: Duns: Contact Name: Contact Phone: E-mail: Eight Week Period:
PQE/SQE:
Name: Phone: GM location / Provider Contact Phone: E-mail:
X Product line and/or location with similar process R Repeat Issues N/A Not Applicable Completed & 3rd Party/GM verified Completed & Supplier verified only Not Completed
Due Date:
A.P.Q.P.
Product / Process Classification
GM Assy. Plant
Customer Concern
Defect on Part
5 Why Analysis
1
Corrective Action
Corporate Champion
Symbols
GM Assy. Plant
Customer Concern
Defect on Part
5 Why Analysis
2
Corrective Action
Corporate Champion
Symbols
Lessons Learned shall be documented. Documentation may include: Lessons Learned Form APQP Checklist PFMEA Computer Form or Website, etc
Lessons Learned must be communicated and kept available to all current and potential users. Communication can be performed by: posting the lessons learned form including on a lessons learned website utilizing a company newspaper or closed circuit tv distribution of pocket cards, etc Leadership should review the Lessons Learned process to assure Implementation.
153
LESSONS LEARNED
BENEFITS:
Prevents repetitive mistakes and reduces waste of resources.
154
KEY STRATEGIES
Fast Response
Control of Non-Conforming Product (Identification) Workplace Organization Standard Operator Training
No Major Disruptions
No PRRS + 0 PPMS = World Class Quality
156
157
WORKSHOP
158
Supervisors, Operators, Training or Human Resources, Manufacturing Engineering, Quality Engineer Operations Manager, Quality Manager, Operators
161
162