Improving Park Brake Assembly

Dash Pass-Through Seals

Global Design Rules: Fix All Products At Once

Fiesta Focus Explorer Mustang

Taurus Flex Fusion Escape

Edge Transit Connect F-150 Super Duty

September 9, 2011 1
 Strategic Pillars

Quality At Ford Motor Company

Quality is defined by our customers and goes hand-in-hand with safety.

Our customers are why we exist; their satisfaction is essential to our
success. Therefore, the quality of our products and services must be our
number 1 priority today and tomorrow.
Reference: Code of Conduct Handbook
Bill Ford and Alan Mulally Nov 2007

2
Our One Ford Strategy Is: One Team z One Plan z One Goal
3
1 Project Selection & Purpose

2 Current Situation Analysis

3 Solution Development

4 Implementation And Results

5 Team Management And Presentation

4
1 Aa Describe how data and tools were used to support the
project selection D
D C
C O
O V
V

Define

Every Project Begins With A Charter

z Six-Sigma is the problem Project Charter
solving tool of choice at Ford.
z A strong relationship was found
between customer satisfaction
with the vehicle and level of
interior quietness reported by an
owner
z Numerous 3rd party data
sources measuring quality,
satisfaction, and interior
quietness confirmed the findings

A Project Charter Is The Cornerstone For Communicating The

Purpose, Goals And Timing Of Any Improvement Effort 5
1 Ab Explain how and why the project was selected
D
D C
C O
O V
V

Define

Y = F(x) Cascade

z Improving customer Y=
satisfaction is a strategic
Y=FF((xx))
priority
z Satisfied customers Y=
Y=Customer
CustomerSatisfaction
Satisfaction
recommend products to others
z Satisfied customers are more
likely to remain loyal to a brand Y=
Y=FF((Interior
InteriorQuietness,
Quietness,
Fuel
FuelEconomy,
Economy,
z Interior quietness levels have a
direct impact on quality and
Residual
ResidualValue,
Value,
satisfaction Reliable,
Reliable,….)
….)

Passenger Vehicles Designed With A Quiet Interior Cabin Achieve The

Highest Levels Of Customer Satisfaction And Quality 6
1 Ab Explain how and why the project was selected
2000.0-2000.0[Hz] (1/3 oct) D
D C
C O
O V
V
(SPL) Define
15.5[dB] 28.9[dB]
Noise Vision

Park
Brake

z Sources of noise were mapped using a sophisticated tool

z A panoramic view of the vehicle interior cabin is shown above
z Red tinted areas show higher noise levels entering the cabin
Systematically Attack Each Noise Path To Produce A Quiet Interior Cabin
7
1 Ac Describe the potential stakeholders for the project
and how they participated in the selection process D
D C
C O
O V
V

Define

Enterprise Value Stream

Global Product Development System

FPS
Order To Delivery
Aware
Consider
Shop
Purchase

Sales
Strategy Concept Design Prototype Pilot SOP Launch Production Marketing
Service/Ownership

Park Brake Project Customers

A key first step is determining where a project

fits in with other processes

Aligning A Project With The Enterprise Shows You Who Should Be Involved
8
1 Ac Describe the potential stakeholders for the project
and how they participated in the selection process D
D C
C O
O V
V

Define

Y = Improve
Interior Quietness

Executive Steering: Steering Global: GVP Product Development

SteeringTeam
Team
GVP Quality & Launch
Cascade

Regional Leaders Senior Regional: Director Vehicle Engr.

SeniorLeader
LeaderAlignment
Alignment
Director Quality

Functional Mangers
Local Leaders Core
CoreFunctions
Functions&&Resources
Resources Master Black Belts

Holes In Project Project Project Project Project Black Belts &

Project Project Project Project Project
Vehicle 1.1 1.2 1.3 1.4 1.5
1.1 1.2 1.3 1.4 1.5 Core Engineers
Body Climate Emergency Wire Steering Multi-Media
HVAC Brake Harnesses System system

Contracting For Success Is A Key Step In Every

Quality & Productivity Improvement Project 9
1 Ba Identify the affected organizational goals,
performance measures and/or strategies D
D C
C O
O V
V

Define

People Working Together To Achieve

Automotive Leadership In Customer Satisfaction 10
1 Bb Identify the impact the project will have on goals,
performance measures and/or strategy D
D C
C O
O V
V

Define

Accelerate The Development Of Products Valued By Customers And

Delivering High Customer Satisfaction 11
1 Bc Identify the impact the project will have on goals,
performance measures and/or strategy D
D C
C O
O V
V

Define

Develop A Transfer Function

z Studies have shown a direct link Satisfaction vs. Quietness
between interior quietness
levels and a customer’s

Customer Satisfaction
satisfaction rating of the vehicle
z Quietness levels are impacted
by noise paths and noise
sources within the vehicle
z The project goal was to mitigate
or eliminate sources of high
frequency airborne noise
entering the vehicle through the R2 > 70%
dash panel
Interior Quietness

Objective Methods Clearly Show A Remarkably Quiet Vehicle

Leads To A More Satisfying Driving Experience 12
1 Ca Identify the potential stakeholders and how they may
be impacted by the project D
D C
C O
O V
V

Define

Y = Improve
Interior Quietness

Executive Steering: Steering Global: GVP Product Development

SteeringTeam
Team
GVP Quality & Launch

Buy-In
Regional Leaders Senior Regional: Director Vehicle Engr.
SeniorLeader
LeaderAlignment
Alignment
Director Quality

Functional Mangers
Local Leaders Core
CoreFunctions
Functions&&Resources
Resources Master Black Belts

Holes In Project Project Project Project Project Black Belts &

Project Project Project Project Project
Vehicle 1.1 1.2 1.3 1.4 1.5
1.1 1.2 1.3 1.4 1.5 Core Engineers
Body Climate Emergency Wire Steering Multi-Media
HVAC Brake Harnesses System System

The Project Charter Was Used By Brake Engineering Experts And

BB/MBB’s To Build Buy-in On Potential Benefits With Functional Managers 13
1 Cb Identify the types of potential impact on stakeholders
and explain how these were determined D
D C
C O
O V
V

Define

Stakeholders + Benefits + - Losses -

Executive Leadership Increase satisfaction No risk

Quality & Productivity Indicators improve No risk

Efficiency increases Workload goes up
Marketing & Sales Quality image goes up No risk

Product Development Indicators improve Workload goes up

Common designs More requirements
Manufacturing Lower warranty Assembly may change
Standardized assembly No risk
Supplier Quality improves More requirements
Brand recognition Piece cost goes up

Develop Global Design Standards That Minimize Noise Entering The Vehicle
Interior Will Contribute To The Corporation’s Satisfaction Objective 14
1 Cc Identify the degree of potential impact on
stakeholders and explain how it was determined D
D C
C O
O V
V

Define

Potential Impact To Stakeholders

Affect On Replication Total
Stakeholders Goals Opportunity Impact
Executive Leadership 3 1 3

Quality & Productivity 5 5 25

Marketing & Sales 1 1 1

Product Development 5 5 25

Manufacturing 1 1 1

Supplier 1 5 5

Two Major Functions, Product Development (PD) And Quality Productivity

Planning (QPP) Were Impacted The Most By The Project 15
1 Project Selection & Purpose

2 Current Situation Analysis

3 Solution Development

4 Implementation And Results

5 Team Management And Presentation

16
2A Current Situation Analysis

Visual Aid – Emergency Park Brake Assembly

Every Hole In A Vehicles Body Shell Is A Potential Noise Path Into The
Vehicle Interior. Each Part Passing Through Must Be Carefully Engineered. 17
2 Aa Explain the approach/process the team used to
indentify the potential improvement opportunities D
D C
C O
O V
V

Define

Problem
ProblemStatement
Statement Scope
Scope
High frequency noise occurs during driving The project boundary is the parking brake
and at idle. Source of the noise has been seal between the cable assembly or housing
identified as Powertrain noise transferred and the dash sheet metal.
inside the vehicle via the foot operated
The performance measure is limited to
parking brake assembly and pass-through
airborne noise transmitted through the part
seal. The objective measure (Big Y) is Sound
and interfaces.
transmission loss (STL) & Engine noise
reduction (ENR).

Goal
Goal/ /Benefits
Benefits
Eliminating high frequency noise related to the
parking brake pass-through seal will improve
interior quietness while eliminating added
manpower and costs required to fix issues
later in a program lifecycle.
Deliverables
Deliverables
Develop and implement component / interface
design requirements (System Design
Specifications) for the seals, cable and park
brake assembly. Correlate component
performance to in vehicle performance.

Design For Six-Sigma Will Be Used To Identify Critical Characteristics That

Affect The Level Of Noise Entering The Vehicle Through The Part 18
2 Ab Describe the team’s analysis of data to indentify
possible root causes/improvement opportunities D
D C
C O
O V
V

Define

z The dash panel sheet metal View From Engine Compartment

has holes that permit the
routing of cables, wire harness Cable Seal
etc. from the interior vehicle
cabin and the engine
compartment.
z The advent of louder more fuel
Sheet
efficient engines increases the
Metal
need to mitigate any noise
entering the interior cabin from
the engine compartment

Every Hole In The Body Of A Vehicle Creates A Sound Path For Noise To
Enter The Interior Cabin – A Louder Interior Equals Lower Satisfaction 19
2 Ab Describe the team’s analysis of data to indentify
possible root causes/improvement opportunities D
D C
C O
O V
V

Define

How To Measure Noise Levels?

z A Sound Transmission Loss

Reverb/Anechoic Chamber
(SAE J1400) was used
z Sound is broadcast through
the part and recorded in the
anechoic chamber (i.e. the
vehicle interior cabin)
z Results are reported
in ENR (engine noise
reduction) and STL (sound
transmission loss)

Sound Recordings Will Be Used To Assess The Amount Of Noise

Permeating Through The Part As A Function Of Select Features 20
2 Ac Describe how the stakeholders were involved in
indentifying root cause/improvement opportunities D
D C
C O
O V
V

Define

All Projects Begin With A Set Of Potential Factors

Seal Design Physical Seal

Sealing strategy
Securing strategy
Thinnest cross-section
Longitudinal contact
1. Top surface
Overlap 2. Bottom surface
1. Interior surface
2. Exterior surface

Locating strategy
noise transferred inside
Shape of opening Angle of penetration the vehicle via the foot
Area of opening Angular Variation operated parking brake
assembly and pass-
Sheet Metal Cable through seal

Stakeholders Were Asked To Provide A Set Of Potential Factors That Might

Affect The Amount Of Noise Flowing Through The Park Brake Assembly 21
2 Ba Describe the methods used to narrow down the list of
potential root causes/improvement opportunities D
D C
C O
O V
V

Define
STL Study
Parking Brake Cable Study Parking Brake Cable Study
Noise and Vibration Engineering September 23rd,  2009
Roush Project Number: A09017 

100

95
+ Better90
85
80

75
70

65
TL (dB)

60

55

50
45

40
35

30
25

20
15

10
500

630

800

1000

1250

1600

2000

2500

3150

4000

5000

6300

8000

10000
Frequency (Hz)

Sound Readings Were Collected Across A Large Number Of Competitors

Products To Ensure A Wide Range Of Performance Was Captured 22
2 Bb Describe the team’s analysis of data to select the final
root causes/improvement opportunities D
D C
C O
O V
V

Define

z Many data visualization tools were applied throughout the

project phases to identify critical factors:
z Correlation Plots
z General Linear Models
z Main Effects Plots
z Numerous 3rd party voice of the customer (VOC) data sources
that measure quality, satisfaction, and quietness were utilized
z Objective sound data was then collected in a controlled
environment and linked back to the external customer results
z Finally, the results were statistically tied together to develop a
refined y=f(x) cascade and transfer function

Objective Methods Reduced The Critical Many To The Vital Few Design
Features Which Truly Impact Noise Transmission 23
2 Bc Clearly state what the root causes/improvement
opportunities were and explain how to validate D
D C
C O
O V
V

Define

Parking Brake Pass Through Seal (PBS) - ENR

+ Better
Steel Plate ENR 59.8
60
55 53.3

50
ENR

46.9 46.1
44.8
45 41.5
40
35
pe r 1

pe r 2

pe r 3

FM 4

pe r 5

F 9
pe r 7

pe r 8

10
pe A

E
pe C

pe D
or

or

or
C

om MC
om C

om C
om tito

om tito

om tito

om tito

om tito

om tito

or
tit

tit

tit
FM

C FM

t it
F

pe
om
C

C
A Wide Range Of Performance Was Observed When Internal
And External Park Brake Designs Were Measured 24
1 Project Selection & Purpose

2 Current Situation Analysis

3 Solution Development

4 Implementation And Results

5 Team Management And Presentation

25
3 Aa Explain the methods used to identify the possible
solutions or improvement actions D
D C
C O
O V
V

Characterize

Characterization (Understanding The System)

Characterization Checklist
z The internal Six-Sigma project
tracking system (PTS) has pre-
defined checklists and
deliverables to guide project
leaders
z During this phase the team
was expanded to include
experienced sound engineers
from Roush
z Testing facilities were secured
to collect the objective
assessments

The Internal Project Tracking System (PTS) Contains

A Pre-Defined Set Of Expectations And Deliverables To Guide Black Belts 26
3 Ab Describe the team’s analysis of data to develop
possible solutions/improvement actions D
D C
C O
O V
V

Characterize

Data Sources Methods & Tools Solution Ideas

Warranty Brainstorming Experts collect potential factors
Alternative designs identified
3rd Party Trouble Corporate Review existing transfer functions
Survey Knowledge (6-Sigma Critical factors from other projects
PTS)
3rd Party Feature Mapping Change shape of part
Satisfaction Closed part at both ends
Measures
Laboratory Benchmarking Determine best performers
Assessments Transfer Functions Validate solution using equipment
Assembly Plant Confirmation Testing Monitor repair bay information

A Diverse Set Of Designs Were Selected And Characterized Using The

Objective Sound Transmission Loss Measure 27
3 Ac What criteria did the team decide to use to assess the
relative effectiveness of the possible solutions D
D C
C O
O V
V

Characterize

What do the best performing parts look like?

Parking Brake Pass Through Seal (PBS) - ENR

60
55 53.3

50
ENR

46.9 46.1
44.8
45 41.5
40
35

pe 8

FM 9
pe 3

pe 5
FM 4

7
1

10
pe C E
B
pe A

om or

or
om or

om or
or

or

om or
om titor

om or

C
C

om C

om C

or
C etit

C etit

tit
C etit

tit
C etit

C etit

tit
FM

M
M

tit
F

F
p

p
p
p

p
om

om
C
C
C

C
FMC A 0°

Competitor 1
Best
Performers

30°

What Are The Observed Part Features Of A Good Performing Design:

Generally Round, Dense Rubber, Captured By The Sheet Metal Interface 28
3 Ac What criteria did the team decide to use to assess the
relative effectiveness of the possible solutions D
D C
C O
O V
V

Characterize

What do the worst performing parts look like?

Parking Brake Pass Through Seal (PBS) - ENR

60
55 53.3

50
ENR

46.9 46.1
44.8
45 41.5
40
35

pe 8

FM 9
pe 3

pe 5
FM 4

7
1

10
pe C E
B
pe A

om or

or
om or

om or
or

or

om or
om titor

om or

C
C

om C

om C

or
C etit

C etit

tit
C etit

tit
C etit

C etit

tit
FM

M
M

tit
F

F
p

p
p
p

p
om

om
C
C
C

C
FMC E
Competitor 10

Worst
Performers

What Are The Features Of A Poor Performing Design: Requires A Large

Hole For Mounting, One Or Both Ends Have A Visible Air Path 29
3 Ba Describe the methods and tools used by the team to
select the final solution/improvement actions D
D C
C O
O V
V

Characterize

Construct a predictive model for noise performance

General Linear Model: ENR versus Shape of Sheet M, Securing Strateg

Factor Type Levels Values

Shape of Sheet Metal Opening fixed 3 1-Round, 2-Oval, 3-Rectangle major
Securing & Sealing Strategy fixed 6 1-Molded Bevel, 2-Plastic Tab, parameters
3-Unkwn/Compress, 4-Tension, were found
5-Metal Capture, 6-Threaded
Fasteners

Source DF Seq SS Adj SS Adj MS F P Contribution

Securing & Sealing Method 5 122.871 122.871 24.574 25.57 0.001 63.38%
Angle of Penetration of the Cab 1 49.358 110.901 110.901 115.37 0.000 25.46%
Shape of Sheet Metal Opening 2 15.850 24.906 12.453 12.96 0.007 8.18%
Error 6 5.767 5.767 0.961
Total 14 193.846

S = 0.980421 R-Sq = 97.02% R-Sq(adj) = 93.06%

Using A General Linear Model The Long List Of Potential Factors Was
Reduced To A Short List That Affect Noise Performance 30
3 Bb Describe what data were analyzed, and how they
were analyzed to help identify the final solution D
D C
C O
O V
V

Characterize

What are some of the Critical X’s (Continuous or Discrete)?

The parts were measured and classified. Shown below is a list of the 12 factors
Critical X Description / Type
Area of Sheet Metal Opening cm^2 Area in cm2
Thinest Section exposed to Sheet Metal Opening Thin, Thick, or Metal
Allowable Angular Variation in degrees
Ovrlp Int Side (mm) in mm [0 - 2.39 mm]
Ovrlp Eng Side (mm) in mm [0 - 15.71 mm]
Basic Sealing Strategy Fill, Cover, Cover & Fill
Angle of Penetration of the Cable 0 Degrees is Perpendicular to hole
Shape of Sheet Metal Opening Oval, Round, or Rectangular
Metal Capture, Threaded Fastener, Molded,
Locating Strategy Free Floating
Metal Capture, Plastic Tab, Molded Bevel,
Securing Strategy Tension, Threaded Fastener, Compression
Top Longitudial Contact length (mm) in mm [1 - 154 mm]
Bot Longitudial Contact length (mm) in mm [1 - 154 mm]

The Goal Is To Construct A Predictive Model For

Noise Transfer Through The Emergency Brake Assembly 31
3 Bc Describe how stakeholders were involved in
determining the final solution/improvement actions D
D C
C O
O V
V

Characterize

Stakeholders Input Was Rigorously Tested

Seal Design Physical Seal

Sealing strategy
Securing strategy
Thinnest cross-section
Longitudinal contact
1. Top surface
Overlap 2. Bottom surface
1. Interior surface
2. Exterior surface

Locating strategy
noise transferred inside
Shape of opening Angle of penetration the vehicle via the foot
Area of opening Angular Variation operated parking brake
assembly and pass-
Sheet Metal Cable through seal

Stakeholder Input Collected Early On Was Formally Tested

Using Objective Methods To Identify Critical Factors 32
3 Ca Explain how the team validated the final solution
actions and what benefits can be expected D
D C
C O
O V
V

Turn An Inferior Part Into A Top Performer

Parking Brake Pass Through Seal (PBS) - ENR

Original part: ENR = 46.9
60
55 53.3

50
ENR

46.9 46.1
44.8
45 41.5
40
35
pe 3

FM 4

pe 8
1

pe 5

FM 9
2

10
B

pe C E
pe A

D
om or

or
om titor

om or

or

om or

om or

or
om or
C

om C

om C

or
Modified part: ENR = 53.0
C etit

tit

C etit

tit

C etit

C etit

tit
C etit
FM

tit
F

F
p

p
p

p
om

om
C

C
C

Original performance
middle of the pack at
46.9 ENR

Modified part 53 ENR

When You Can Turn On/Off The Failure Modes You Have A Proven Solution,
In This Example A Sub-Standard Part Was Modified Using The Design Rules 33
3 Cb Provide a list of benefits that may be realized from the
solution/improvement actions D
D C
C O
O V
V

Characterize

Expected Benefits
Quality Cost Standards
Customer satisfaction with the
9
z
vehicles overall quality will increase

z Satisfaction with the level of interior

quietness will be improved
9
z A cost-effective set of design rules 9
z All new products will be benefit from
standard design rules
9

A Sound Set Of Design Rules Would Deliver

A Win/Win For Internal And External Customers 34
3 Cc Explain how the team used data to justify the
implementation of the improvement actions D
D C
C O
O V
V

Optimize

Angle Of Penetration - angle between the centerline of the cable

Ranger - Parking Brake Cable Centerline Angle

54
52
50
ENR 48
46
Sensitive to a
30°
Best case
44 drop in
42 installed angle
40
+ Better

The FMC-A seal delivered the best 0 20 30 40

ENR performance at 53.
Angle Cable at Penetration

The Cable Penetration Angle For Design Shown Is Optimal At >=30°.

The Design Is Very Sensitive To Any Drop Below Less Than 30° 35
3 Cc Explain how the team used data to justify the
implementation of the improvement actions D
D C
C O
O V
V

Optimize

Main Effects For Major Parameters

Angle of Penetration of the Cable Securing & Sealing Method

Better
Main Effects Plot - Angle of Penetration Main Effects Plot - Securing Strategy
49 47
48 46
47 45

ENR
46 44
45 Fastened or
ENR

43
44 42 captured
43 Smaller 41
42 ve
l b
es
s
io
n
ur
e r s
Ta ne
41 angles d
Be
tic
om
pr
Te
ns
C a pt
ste
de as 4- al
a
ol Pl C F
40 1-
M 2- w
n/
M
et
de
d
U nk 5- r ea
3- Th
0.0 30.0 52.0 60.0 65.5 66.0 73.0 6-

Angle of Penetration of the Cab Securing Strategy

Lower Angles Of Penetration Are Better. Seals Which Are Captured By

Sheet Metal Or Use A Threaded Fastener Deliver The Best Performance. 36
1 Project Selection & Purpose

2 Current Situation Analysis

3 Solution Development

4 Implementation And Results

5 Team Management And Presentation

37
4 Aa Explain how internal and external stakeholders were
involved in the implementation of the solution D
D C
C O
O V
V

Verify

Contracting For Success

Stakeholders Actions Taken

Executive Leadership Corporate strategy and goals communicated

Quality & Productivity 6-Sigma resources committed early lasting through

the project life-cycle
Marketing & Sales Strong quality messaging - remarkably quiet vehicles

Product Development Committed resources, approve design rules, release

funds for testing
Manufacturing Support any small changes to seal insertion force

Supplier Verify new design is easy to implement and new

technology is not required

Stakeholder Support And Involvement Is Required When Releasing

Design Rules That Impact All Products Globally 38
4 Ab Describe how the team identified and addressed the
various types of resistance encountered D
D C
C O
O V
V

Verify

Early Involvement Speeds Implementation

Stakeholders Resistance Preemptive Action
Executive Leadership None Show linkage to One-Ford
corporate strategy
Quality & Productivity Invest resources to Show linkage to customer
improve key metrics satisfaction measures
Marketing & Sales None None

Product Development Resource and Commit to releasing simple

funding cost effective design rules
Manufacturing None None

Supplier None None

Resistance Was Manageable As The Project Was Clearly Aligned To the

Corporate Goal Of Developing Remarkably Quiet Interior Cabins 39
4 Ac Explain how the team ensured that it had stakeholder
buy-in D
D C
C O
O V
V

Verify

Develop A Proven Transfer Function

z The results from the Design
For 6-Sigma project were
documented using the
standard corporate problem
solving template (6-panel) Predictive Model - Parking Brake Seal ENR
Based on Roush sound chamber results
format to simply the 57.5 Regression
95% CI
55.0
communication process 95% PI
52.5 S 0.666065
0.980421

Actual ENR
z The new design rules were: 50.0 R-Sq
R-Sq(adj)
97.0%
96.8%
93.1%
47.5
z Easy to understand Sample Size: 15
45.0
z Well aligned with the corporate 42.5

strategy of delivering 40.0

Model was
remarkably quiet interiors 40 42 44 46 48 50 52 54
Predicted ENR cross-validated
z Simple and cost effective in Verify phase

The Accuracy Of The Model Results And Optimal Low Cost Design Became
A Compelling “Why Buy” For The Product Development Team 40
4 Ba Describe the methods used by the team to implement
its solution/improvement actions D
D C
C O
O V
V

Verify

Design Rules Fix All Products At Once

z Instead of fixing individual Rule #1 Rule #2
vehicle lines one at a time,
design rules were released
into the Product Development
knowledge based engineering
systems fixing all new products
z A migration plan was then
developed for the deployment
of the new design rules across
affected product lines
z New products benefit from a
common set of requirements

The New Design Rules For Controlling Sound Permeating From

The Engine Compartment Were Simple And Effective 41
4 Ba Describe the methods used by the team to implement
its solution/improvement actions D
D C
C O
O V
V

The Power Of Replication

z All new vehicles are required to meet approved design rules
in-place at program kick-off to ensure optimal cost efficiency
z Application of the design rules ensure that noise permeating
through the hole in the body are minimized and class leading
performance is consistently achieved
z The standardized approach outlined in the prior pages was
replicated by others within the company looking to rapidly
develop design rules that manage noise entering the vehicle
compartment
z All dash panel holes were targeted with similar Design For 6-
Sigma projects

Strategic Application Of DFSS Across All Sheet Metal Pass-Through Holes

Led To A Leap Forward In Delivering Remarkably Quiet Interiors 42
4 Bb Describe the specific procedures, systems, or other
changes that occurred as a result of the project D
D C
C O
O V
V

Verify

Design Rules Released Into The Requirements System

Design Rules Go Through A Rigorous Review And Approval Process, Once

Released All New Products Must Meet The Associated Requirements 43
4 Bb Describe the specific procedures, systems, or other
changes that occurred as a result of the project D
D C
C O
O V
V

Verify
Redacted text
Design Rules Created
z Use smallest hole possible. For assemblies the benchmark data
indicates an area of <
>= mm
z Parking brake cable pass through seals need to
maintain a minimum overlap around the
circumference of the opening and made of rubber.

z The end of the cable and seal interface will be a closed surface

z The seal will be captured by the sheet metal under tension with an
interference fit.

z The sealing material will have a durometer > Shore A

Design Rules Are Used To Cost Effectively Shape Future Vehicles While
Delivering Class Leading Performance (In This Case Interior Quietness) 44
4 Bc Describe the system used to measure and manage
the team’s results over time D
D C
C O
O V
V

6-Sigma Project Flow

Mission
Charter
Scope Everyone Is
Committed and
Accountable
6-Sigma Project
Tracking System

Implement Regular
And Verify Stakeholder
Reviews

Ford Has A Project Management System That Is An Online Tool Which

Team Members Use To Organize, Communicate And Share Documents 45
4 Ca Identify the actual results attributable to the
implementation of the teams solutions D
D C
C O
O V
V

Verify

Interior Quietness

ANOVA
95% CIs For Mean Based on Pooled StDev
Major Full-Line OEM’s +---------+---------+---------+---------
OEM-D (--*--)
OEM-C (--*--)
Ford Motor Company (--*-)
OEM-E (--*--)
OEM-B (-*-)
OEM-A (-*-)
+---------+---------+---------+---------
7.50 7.65 7.80 7.95

Better

Using An Objective Assessment, Ford Motor Is Now A Leading

Manufacturer For Interior Quietness 46
4 Ca Identify the actual results attributable to the
implementation of the teams solutions D
D C
C O
O V
V

Verify

A Leading Customer Satisfaction

OEM

Better
IQ
Sat.
-A

-B

-C

-D

-E
or

EM

EM

EM

EM

EM
ot
M

O
rd

Major Full-Line OEM’s

Fo

Based On Owner Feedback Ford Motor Company’s Interior Quietness

Performance Is Leading To Higher Levels Of Customer Satisfaction 47
4 Cb Explain how the team’s results impact the
organizations goals and performance measures D
D C
C O
O V
V

Verify

The 6-Sigma Project Reviewed On The Previous Pages Touches Many

Themes In The One Ford Strategy 48
4 Cc Describe the way in which the team shared its results
with the stakeholder groups D
D C
C O
O V
V

Verify

Four Elements Of The Quality Operating System (QOS)

z Information Flow: unfiltered

communication with team
member, process owners and Information Flow
Infrastructure Big Q:

the leadership time

A A
D Market
Voice of the Customer Analysis Customer driven
Product
Development
D
I+C+R designs and
External Indicators Product and Manufacturing validates to the
GQRS - JD Power - Warranty Engineering Voice of the
Customer for
Standards both Forward

Time and Data Management

Model (GPDS)
and Current
Prioritize Issues that do not M&A Model QOS.

Infrastructure: standardized
meet Customer Acceptance Plan

z
9 BSAQ Customer Pareto - Updated Monthly Adjust Do
9 Early Claims Binning Process – Updated Daily
Check
9 Early Verbatims Binning Process – Updated Weekly or Monthly per CBG
9 Top Spend Parts Pareto and IFR Reliability Tool – Updated Monthly
9 Internal Indicators

Process and Tools

I
CONTAINMENT / MAPPING
1. FCPA
2. Surveillance Inspection

reporting using the 6-panel

Plan
3. CAL
Adjust Do
4. Control Point / Inspection Point
5. Workgroup / Work Station Check
6. Internal and External Supplier
7. Unexpended Warranty Reduction Tools

C
Containment Validation and Concern Resolution

Document Problem Solving process and actions taken to address concern utilizing
BSAQ/VRT action Matrix.

format
z Time and Data Management:
standard cadence established
z Process and Tools:
application of Six-Sigma, 8-D
and Kaizen
Rigorous Adherence To The Global Quality Improvement Process Has
Proven To Deliver Class Leading Quality Results 49
1 Project Selection & Purpose

2 Current Situation Analysis

3 Solution Development

4 Implementation And Results

5 Team Management And Presentation

50
5A Explain team member selection and involvement.
Why were various members selected? D
D C
C O
O V
V

Every Team Member Was Given A Clear Role

z 6-Sigma MBB – project and problem solving

methods leader
z Subject Matters Experts – Brake design
systems technical expert to jump start
improvement efforts
z Process Owners – Vehicle Engineering team
z Stakeholders – Product Development
z Operators – Roush Industries laboratory test
specialists
z Others – Vehicle Engineering Sound and
NVH specialists

Design Engineering Experts Were Paired With Experienced MBB’s From

Around The Company To Quickly Address Each Body Dash Panel Hole 51
5B Explain team member preparation/development

Global Quality Operating System (QOS) Process

To sustain and accelerate quality improvement, we must effectively transform
knowledge into sustainable business results achieving continuous
improvement for life!

Knowledge
Teach
Learn Apply

Deliver Sustainable
Business
Team Members Results

It Is Incumbent Of Leadership At All Levels To Ensure The Right Resources

Are In Place, Trained With The Right Competencies And Skills To Learn,
Teach, And Apply The Tools Of The Global Quality Improvement Process. 52
5C Explain how the team members worked together
effectively throughout the project D
D C
C O
O V
V

High Performing Teams Are Defined By

A Common
Purpose

Open A Clear Role

Communication For Everyone

Strong Recognized
Relationships Leaders

Apply Proven
Methods (6σ)

Follow The One-Ford Philosophy: One Team, One Plan And One Goal
53
5D Project Presentation

Board Of Directors Format

Presentation follows Ford standard practices for distribution ready

material going to the Senior Leadership team

z Easy to read using consistent fonts and print sizes

z Utilize standardized slide layouts and colors
z Simple self-explanatory material on each slide
z 3-second rule for understanding slide content
z One take away appearing at the bottom of each slide

54
Thank you - Q&A

“Quality Means Doing It Right When No One Is Looking” – Henry Ford

55
APPENDIX
Key Contributing Team Members

Christopher K. Hausner
Ford Motor Company
Quality Function Leader – Purchasing

20+ years experience in the automotive industry

Kaizen Sensei, 6-Sigma Master Black Belt, Data Analysis
chausner@ford.com
Subject Matter Expert
Andrew A. Brown
Ford Motor Company
Product Development Engineer – Brake Systems

10+ years experience in the automotive industry

Park Brake Systems Technical Expert (Controller, Cables &
abrown75@ford.com Rear Brake Assembly)

56