Accelerating Defect Reduction

SIMPLIFY
Company Private

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 HS SUPPLIER CONFERENCE
Accelerating Defect Reduction

Segment

Diagnose

Prescribe
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 QUALITY DEFECT DATA
Improvement plans are typically prioritized by:
• External Customers – Reacting to escapes

• Impact to on-time delivery

• Monthly Metrics – Scrap Rework Repair

• Product / Part Family (Product Improvement Teams)

• Production Site (Plant Site or Supplier)

• Impact to Cost of Poor Quality

• High revenue products

• Complexity

• Executive priority
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 DEFECT REDUCTION - DCERI
Defect category escape reduction initiative

“We need to sort or slice the data” Process Control Approach

Challenging – Time Consuming Simple / Effective / Efficient 4
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 MACHINING SUPPLIER EXAMPLE
Prioritize by Defect Categories vs. Part #s
Defects by Defect Categories
30 100%
25 80%
20
60%
15
40%
10
5 20%

0 0%
Dimensional Damage Part Marking Failed Casting / Raw Misassembly Leakage Contamination Testing Design /
Component Mat'l Producibility

Defects by Part Numbers

6 100%
5 80%
4
60%
3
40%
2
1 20%

0 0%

Diagnose the processes with poor yield and prescribe robust process controls 5
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 ELECTRONICS SUPPLIER EXAMPLE
Prioritize by Defect Categories vs. Part #s
Defects by Defect Categories
40 100%
35
30 80%
25 60%
20
15 40%
10 20%
5
0 0%

7
Defects by Part Numbers 100%
6
80%
5
4 60%
3 40%
2
20%
1
0 0%

Increase robust process controls to reduce reactive “autopsies” 6

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 SCM DEFECT REDUCTION - DCERI
Defect Category Escape Reduction Initiative
FMEA
QCPC Turnbacks High RPNs Scrap Rework Repair Escapes

Op 30

Op 90

Op 100

Op 190

Op 215

Op 240

Op 270

Op 280

Risk QMS
Containment Containment

Cost of Poor Quality 7

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 HS SUPPLIER CONFERENCE
Accelerating Defect Reduction
Segment
Prioritize defects by customer (HS), part families, and value streams.

Diagnose
Use your Q-Clinic to perform triage daily. Analyze defect data using MS
Excel. Include external escapes by customers (HS), internal MRB data, and
assign a defect category to each line item. Flow map and identify the key
processes within your value streams that generate the majority of defects.

Prescribe
Assign a team to each defect category with a 50% reduction goal within 6
months. Select the appropriate continuous improvement tool, predict
expected % reduction for each action item, executive Q reviews, ask for
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help.
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 DEFECT CATEGORY ANALYSIS
Value Stream #1 Jan through Dec defects
Root Cause Defect Category Breakdown
160 100

90
140
80
120
70
100 60

80 50

40
60
30
40
20
20 10

0 Business
0
Failed Design/Produci Special Process Wrong
Dimensional Misassembly Part Marking Weight Damage Casting Contamination
Component bility Processes Documentatio Material
n
Shop 0 1 10 0 1 0 0 0 0 0 0 0
ENG 24 47 22 30 7 1 11 1 7 3 3 6
SCM 125 6 10 8 28 29 18 19 12 15 10 1
Cumulative % 33 45 54 62 70 77 83 87 92 96 98 100

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 DEFECT REDUCTION PLAN - SAMPLE
Correlate actions to results 2011 SCM Performance
2010 Performance – All Defects Root Cause Defect Category Breakdown
50% Reduction Goal
35 100 60
14
90
4E 30 5X
12 80 50
5X 25 5V
70
10 5V 40
60 5S
5S 20
8 50 5Q
5Q 15
30
6 40 5D
5E 10 30 20 5B
4 5D 20
5 Goal Line
2 5C 10 10
Cumulative
5B 0 0
0 Dimensional Damage Casting Contamination
Failed
Misassembly
Special
Wrong Material 0
Component Processes
November
December
January

May
June

August
September
April

October
March

July

May

August
September
April
March

July
2010

November
December
January
February

June

October
February

Shop 0 0 0 0 0 1 0 0
ENG 5 3 0 0 4 3 1 0
SCM 26 5 7 6 1 0 2 1
Cumulative % 48 60 71 80 88 94 98 100

No. Pareto of Input Drivers No. Pareto of Input Drivers Process Goal
Description
1 Dimensional Defects 4 Dimensional - Setup Pieces
Manufacture of Complex Eliminate Supplier #1’s
2 Casting CADs 5
Machine Parts Value Stream Interruptions
3 Contamination 6

Expected Measurable Benefit Closure Date

Input Action on the Input Start Action
No. Date Owner (i.e. 50% reduction in category by 6/2011) Target Actual
Develop tool set up and offset log for machining centers 4 & 7 to
1
reduce dimensional defects
2/15/11 Jim 10% Reduction 4/15/11 4/12/11
Determine tool life and cutter replacement for drills and reams
1
under .350 diameters using SPC
2/22/11 HS 5% Reduction 3/4/11 3/2/11

2 Eliminate submittal of casting CADs to recoup machining costs 1/15/11 Jim 10% Reduction, Complete 2/10/11 2/10/11
3 Add bore scope inspection after milling operations 2/15/11 Peter 1% Reduction 5/2011 4/2011
3 Machine milled surfaces prior to anodize versus after anodize 2/15/11 Mary 1% Reduction 5/2011 6/2011
3 Green belt project using HS provided consultants 2/22/11 HS - Brian Initial walk the process complete 7/2011 7/2011
4 Create policy for setup pieces to be submitted on CAD 2/22/11 Jim 2% Reduction 3/15/11 3/12/11

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 STANDARD WORK
Process Control and Certification
Prioritization Define CTQ Baseline Process Process
Approval Characteristics Performance Control Certification

M0 M1 M2 M3 M4

Define program lead Define CTQ parts Determine key Data collection and Certify the process
Waterline CTQ parts process inputs analysis Cpk=1.33 +
Evaluate for safety Perform gage
Allocate funding Implement control Control plan in
capability study charts place
Determine key product
Establish milestone Prepare control plan
characteristics Evaluate process Self audit schedule
plan
Conduct key capability Cpk=1.0
Apply characteristics to characteristic review Action items closed
drawing –engineering Conduct process
change control review

Provides real-time SPC analysis

Visual SPC System

LSL Target USL

Voice of the Process

Voice of the Customer

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 Desired Quality Improvement System
ACCELERATING DEFECT REDUCTION
D D M A I C S
Customer
Satisfaction
M
Level Supplier
is Poor
Improvement
All Escapes by Category - 2005 & 2006

50

at HS 40
Fault
Dimensional
Marking

A
Contamination
Misassembly
Damage
Wrong Material
Packaging
30
Missing Features

20

10

All Escapes by Vendor - 2005 & 2006

40 Honeywell-RM-2005-06- Defect Type

0 Fault
12 100
Dimensional
Fault Dimensional Marking Contamination Misassembly Damage Wrong Material Packaging Missing 35
Marking
Features Contamination
10 80
30 Misassembly
8

Percent
Damage
60

Count
Wrong Material
25
Packaging 6
Missing Features 40
20 4

2 20
15

0 0
Defect Type Y
NG RE
10
ULT DIM AM BL
FA NT RKI M ATU

I
A
5 CO M A S SE FE
IS G
M S IN
0 IS
M
Honeywell-RM

Honeywell-Tempe

Honeywell-Int.

Honeywell-Eng.Sys.
Count 5 3 1 1 1 1
Percent 41.7 25.0 8.3 8.3 8.3 8.3
Cum % 41.7 66.7 75.0 83.3 91.7 100.0

All Escapes by Vendor - 2006 Defect by Plant Site-2005-06

18
16 100
Fault
16
Dimensional
14 Marking
Contamination
14 80
Misassembly
12
Damage 12
Wrong Material

Percent
10 60

Count
10 Packaging
Missing Features
8
8
40
6
6
4
20
4
2
2 0 0
C13 Honeywell-RM Honeywell-Tempe
0 Count 12 5
Honeywell-RM

Honeywell-Int.

Honeywell-Eng.Sys.
Honeywell-Tempe

Percent 70.6 29.4

Cum % 70.6 100.0

CAB
Structure
S
Physical
Location

Layout
Performance People &
Review
Flow

Gauging
Metrics &
Equipment

Visual
Management

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 HS SUPPLIER QUALITY ENGINEERING
AMS success story 2011
AMS All Supplier's - Defect Reduction Performance
1600

1400

1200

1000

800

600

400
44% reduction in
200 Supplier Defects
0
2010 2011
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Total Goal
Actual 1377 37 38 65 72 66 84 44 89 45 67 78 83 964
Goal 80 161 241 321 402 482 562 643 723 803 884 964
YTD 37 75 140 212 278 362 406 495 540 607 685 768

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 HS SUPPLIER QUALITY ENGINEERING
AMS success story 2011
AMS Top 10 Supplier's - Defect Reduction Performance
500

450

400

350

300

250

200

150

100
66% reduction in
50 supplier defects
0
2010 2011
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Total Goal
Actual 467 8 4 14 16 8 34 4 11 20 14 16 18 327
Goal 27 54 82 109 136 163 191 218 245 272 300 327
YTD 8 12 26 42 50 84 88 99 119 133 149 167

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 QUESTIONS?

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 HS SUPPLIER QUALITY ENGINEERING
Support
For more information on using the DCERI methodology in your
Quality Clinic System to accelerate defect reduction contact:

John M. Gaughan CQM/OE, CQE, CSSBB

Manager, Supplier Quality Improvement

North American Aerospace Supply Chain

Hamilton Sundstrand
Windsor Locks, CT
M/S 2-M-GG15
Phone: (860) 654-3381
Cell: (860) 904-3056
Fax: (860) 660-2599

e-mail:john.gaughan@hs.utc.com

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