Professional Documents
Culture Documents
Conflict.2020-10-12 23-26-51 - QSB 1124041
Conflict.2020-10-12 23-26-51 - QSB 1124041
PROCESS
Standardized Rapid Reaction to
Quality Issues
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 The workshop team
- Line stops (Internal / Customer) should discuss how
- Dock Audits / Audit issues to define a significant
- Other internal quality concerns Quality concern.
Standard Work
Error Proofing
Layered Audit
Containment
Date Closed
PFMEA / CP
Next Date
(of Owner
Issue Date Report out
Number Issue Description Opened Unit I.D. # Owner to Staff)
31 (Example)
29
28 30
22 24 26
21 23 25 27
13 15 17 19
12 14 16 18 20
2 4 6 8 10
1 3 5 7 9 11
LEGEND:
- Red = Scrap
- Yellow = Suspect
- Green = Good
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 112404 9
(Example)
SUSPECT
SCRAP DO NOT USE
OK FOR USE
SEGREGATION AREAS:
• Segregation areas shall be foot printed or otherwise identified.
Example: - Scrap bins
- Rework Tables
- Spill containment areas
- Non-conforming material hold areas
• 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
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 112404 11
CONTAINMENT WORKSHEET (Example)
(Example)
Burr on flange
PRODUCT CONTAINMENT SCOPE
IDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED
POTENTIAL AREA SUSPECT PROD. VERIFICATION
LOCATION QTY. VERIFIED FOUND? QTY? RESPONSIBILITY
• a lean organization.
• identifying value added tasks.
• an efficient production sequence.
• continuous improvement.
• reduced variation within a process.
• waste reduction, problem solving and quality control.
• auditing operator conformance to work instructions
(Layered Audit*).
• ensuring operators are consistently performing the same
tasks and procedures.
OPERATION
CYCLE TIME
OPERATOR
• Operations performed same way every time. MOVEMENT
• Reduces the risk of omitting components.
• Quality checks and frequency are indicated.
• Process improvements easily identified.
- Work Elements
- Operator Movement
- Operation Cycle Time
TOTAL
Shift
Ite m Ele me nts First Se cond Third
A Load/Unload machine AA-007 389 389 N/A
B Record production dowtime/scrap 5 5 N/A
C Cart handling for 'Runners' 9 9 N/A
Review Complete
Safety/ Equipment Operation
Review operator job instructions/ Discuss critical points
Explain and demonstrate Standardized Work Instructions
Quality records to be filled out (eg. Check sheets)
Part (product) function
Demonstrate the operation and answer questions
Demonstrate gaging and answer questions
Have new employee run operation and answer questions
Teach past problems (eg. FMEA, Top Problems List)
Verify first units produced, coach as needed
Return within the shift, verify std work & product quality again
Return in approx. 1 day, verify std work & product quality again
Notify downstream operations of potential defects
Associate Trainer
Training Criteria Comments
Initials Initials
SAFETY
Fire Exits / Extinguisher Location
Safety Glass Policy
Personal Protective Equipment
MSDS Location
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
Date: Date:
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
Job Name
per person here if
person
to meet target is
target
rotation plan met
Issue (% of
Date boxes
Team # Name (Write Position if not T/M) Req'd Actual checked)
Organizations shall…
REACTIVE
ERROR PROOFING PAST
QUALITY FAILURES
C ACTION RESULTS
POTENTIAL CURRENT CONTROLS RESPONSIBILI
PROCES POTENTIAL L O D R
PROCESS POTENTIAL CAUSE(S)/ RECOMMENDED TY & TARGET
S NAME/ EFFECT(S) OF S A C E P S O D R
FUNCTION FAILURE MODE MECHANISM(S) ACTION(S) COMPLETION ACTIONS
NUMBER FAILURE E S C T N E C E P
S
OF FAILURE PREVENTION DETECTION DATE TAKEN
V V C T N
Inspection
Proofed
Gauged
Manual
Rating
Error
Almost Absolute certainty of
10 Cannot detect or is not checked.
Impossible non-detection. X
Very Controls will
9 Control achieved with Indirect or random checks only.
Remote probably not detect. X
Controls have poor
8 Remote Control is achieved with visual inspection only.
chance of detection. X
Controls have poor
7 Very Low Control is achieved with double visual inspection only.
chance of detection. X
6 Low Controls may detect. X X Control is achieved with charting methods, such as SPC.
Control is based on variable gauging after parts have left
5 Moderate Controls may detect. the station, or go/no-go gauging performed on 100% of the
X parts after parts have left the station.
Controls have a Error detection in subsequent operations, OR gauging
Moderately
4 good chance to performed on set-up and first piece check (for set-up
High
detect. X X causes only).
Controls have a Error detection in station, OR error detection in subsequent
3 High good chance to operations by multiple layers of acceptance: Supply,
detect. X X select, install, verify. Cannot accept discrepant part.
Controls almost Error detection in-station (automatic gauging with
2 Very High
certain to detect. X automatic stop feature). Cannot pass discrepant part.
Controls certain to Discrepant parts cannot be made because item has been
1 Certain
detect. X error proofed by process/product design.
• PFMEA’s 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.
SENSOR TO DETECT
1 10 INCORRECT BEARING INSTALLED 490 B. SHAD BEARING TYPE 12/1/2004 112
INCORRECT OR REVERSED
2 20 SUBASSEMBLY 126 N. ADAMS INSTALL LASER STATION 12/31/2004 42
4 0.5
0.4
5 0.3
0.2
6 0.1
7 0
Mont h, Ye a r Mont h, Ye a r Mont h, Ye a r Mont h, Ye a r
8
Mo n t h
9
10
SITE LEADERSHIP:
• should review the need for PFMEA training at least once per year.
REACTIVE
A list of the past internal and external quality failures shall be
established.
Team(s) shallREV.develop
QSB WORKSHOP 112404 an action
47 plan to Error Proof the failures.
General Motors Corporation. All rights reserved.
ERROR PROOFING
VERIFICATION
RPN = 5 x 4 x 3 = 60
ERROR PROOFING DEVICE FAILS
Failure mode: Burr Cause: dull tool
RPN = 5 x 4 x 10 = 200
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 112404 51
ERROR PROOFING VERIFICATION
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.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
% IN COMPLIANCE:
# OF ITEMS ON CHECKLIST:
# OF VERIFICATIONS
TOTAL # OF ITEMS VERIFIED:
# OF ITEMS IN COMPLIANCE:
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?
Operator
Supervisor
M T W T F M T W T F M T W T F
Manager
Site Leader
PART / PRODUCT
Er r or Pr oofing V e r ification
Fir s t Pie ce Ins pe ction
Las t Pie ce Ins pe ction
Standar d Wor k Ins tr uction Pr e s e nt
Ope r ator Tr aining Tr ack ing She e t
Safe ty Is s ue s
PROCESS
Se t-up
SPC Com pliance
Tooling Appr oval (Sign-off)
Quality Gate Data
SYSTEM
Pr e ve ntative M aintainance
Calibr ation
Lot Tr ace ability
Hous e k e e ping
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
% IN COMPLIANCE:
# OF ITEMS ON ASSESSMENT:
# OF ASSESSMENTS
TOTAL # OF ITEMS ASSESSED:
# OF ITEMS IN COMPLIANCE:
The following are other best practices suggested for performance tracking:
the number audits scheduled versus number performed.
the number of audits performed on time or late.
the number of corrective actions opened due to non-conformances found.
the number of open versus closed corrective actions.
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 112404 65
LAYERED AUDITS SUMMARY
Organizations shall…
designate manufacturing to own and conduct Layered
Audits.
develop a check list of high risk items to be verified during
audit process.
Quality Verification
- Pass-through items
- Customer/Assembly Plant Feedback
- Warranty Issues
- Customer used features
- Past PR/R issues
- High RPN Failure modes
- Labeling
- Supplier Management Concerns
(such as Tier II changes, tool moves)
• GP12 Methodology
• Quality Gates
• Dock Audits
• Part specific layered audits
Organizations shall…
identify Customer Satisfaction Items.
implement 100% inspection or alternative inspection.
maintain C.A.R.E. activity until irreversible corrective
action is implemented.
establish reaction plan to non-conformances.
review C.A.R.E. results.
Capitalize on success…
minimize mistakes
Classification
Product /
Process
Part Name & GM Assy. N/C or CS
Number Plant
Customer Concern Defect on Part 5 Why Analysis
CPV Status 1
PRR Number / Issue Corporate
Champion Symbols
Containment
Technical Root Cause Identified
Corrective Action
Predict Corrective Action
Prevent Corrective Action
Protect Corrective Action
Key Findings Corrective Action
Organizations shall…
• Fast Response
• Control of Non-Conforming
Product (Identification)
No Major Disruptions
• Standardized Work
No PRR’S
• Standard Operator Training
+ 0 PPM’S
• Risk (RPN) Reduction
= World Class Quality
• Error Proofing Verification
• Layered Audits
• C.A.R.E.
• Lessons Learned
If the group needs outside resources (HR, IE, etc…,), contact those
who can help. Contact the Workshop Trainer or Supplier Champion.
– How are results communicated to the workforce? Are results posted? Are
results discussed in employee team meetings?
– Has the requirement been included in a QS 9000 procedure?
Develop a ‘To-do List’ or use the ‘Action Plan’ form to begin listing actions
required to implement strategy.
As a group decide how and who will present the team’s ideas.
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 112404 84
WORKSHOP PRESENTATION AGENDA
NOTE: The presentation for each strategy should take approximately 10 minutes.