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Driving a Built-In-Quality Culture

Joe Mazzeo

Integrated Lean and Quality Solutions, LLC

June 17, 2015

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Driving a Built‐In‐Quality Culture

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Topics of Discussion

• Lean Manufacturing Overview

• Establishing a Quality Culture

• Built-In-Quality Concepts

• Visiting a BIQ Plant

• Leadership Roles and Responsibilities

• Summary

Presentation Take-Aways:• An understanding of what the concept of what Built-In-Quality is and how

to apply it to your business environment

• How BIQ fits within Lean Manufacturing Principles

• BIQ can help improve a company’s operational and financial performance

• Think about the concepts:- How can I apply this idea to my business?

- How can I make this work for my business?

• Everything discussed can be scaled to fit different organizations

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• Summary

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Lean Manufacturing ….

...Applies to all Industries/Businesses/Services

Heat Treating

High Precision/Clean Room Environment‐Medical/Orthopedic‐ Automotive‐ Electronics

Hotel / Services

Transportation

Hospitals

Machine Shops /Short Runs

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• Quality

• Speed

• Application of Best Practices / Common Processes

• Flexibility & Inter-buildability

• Applying required technology atappropriate levels

• Actively engaged workforce

ELEMENTS OF A MODERN LEANMANUFACTURING SYSTEM

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System for:• Eliminating Waste• Build Value• Support for the Operator

Lean Manufacturing System

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• The key to eliminating waste is to identify it

• LM categorizes waste into seven types

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Lean Manufacturing Principles

An effective Lean Manufacturing System is:

• A single, common manufacturing system

• Integrated / Inter-dependent principles

• Scalable to fit the needs and size of the organization

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Lean Manufacturing Principles

How Do All the PrinciplesFit Together ?

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Tools and Methods

Elements

Requirements

Principles

Definition / Purpose

Lean Manufacturing Structure

- For Every Principle There Are Supporting, DetailedActionable Elements

- Each Element has Specific Requirements

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Elements:

1. Company Vision, Values, & Cultural Priorities

2. Mission

3. Health and Safety Practices

4. Qualified People

5. Team Concept

6. People Involvement

7. Open Communication Process

8. Shop Floor Management Tools and Methods

Elements

Requirements

Principles


People Involvement

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Element: Shop Floor Management

Definition: Management goes to where work is performed,to understand, support, and manage the operations.

Purpose: To ensure that decisions are made at the work location byutilizing factual, accurate, and first-hand information.

Tools and Methods

Elements

Requirements

Principles


People Involvement

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Element: Shop Floor Management

*Requirements: • Communication boards are provided:

- Displays performance information - Visual controls are implemented and maintained- Deviations from standards visible to everyone- Provide instruction and/or information to employees

* Requirements: Complete list not shown

Tools and Methods

Elements

Requirements

Principles


People Involvement

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People Involvement

Author:

(Group Leader)Job

Number 1 2 3 4 5 6

Group:

ACE AREA Dept 156 Maching

Issue Date:

Jan-11

Group Leader

Shift Leader

Shift Req'd Act.Jan

J.M J.W.

1 J.Doe (T/L) Feb

1 T.White Mar

1 T.LaCourse Apr

1 J.Wing May

1 C.Persall June

1 T.Bellant July

Aug

Sep

Oct

Nov

Dec

Plan 3 3 3 3 2 2 Knows steps (in training)

Actual 2 3 2 3 3 2 Can perform job to quality & safety but not in takt time

X X X X Can perform job to quality & safety in takt time with no help

Can teach job with Job Element Sheets

# of people at 3/4 circle per job to meet coverage requirements

% of group that reached Persons/Job target (% of boxes checked) ______ %

Check here if target is met

_____ %

SIGN-OFF

Evaluation (O, , X)

Job

Name

Name (Write position if not T/M)

# of 3/4 circle Jobs per

Person to meet rotation plan

Check here if

target is met

% of group that reached

Jobs/ Person

target (% of boxes checked)

Op 10

Op 20

Op 30

Op 40

Wheel Change

Tool Set up

FLEXIBILITY CHART Ref‐2C

Verify quadrants filled in have supporting documentation to match in JIT binder.

If the Actual does not meet the Plan, ensure the team has countermeasures written to close the training gap.

Ensure monthly reviews and sign offs are occuring between TL &

Elements - Engagement - Communication- Team concept - Health and safety

Communication Board Job Flexibility Chart

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Standardization

Elements- Workplace organization- Standardized work

5S Workshop Board

Standardized Gage Inspection Bench

5S = Sift/Sweep/Standardize/Self-Discipline/Sustain

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Built‐In‐Quality

Elements- Process and product validation- Quality standards- Quality management system- Quality feedback and feed forward

Process Control Plan

Product Sample Retention Boards / Tables

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Short Lead Time

cart will contain 13 rows with 6 housings in each (78 pcs) total.

Safety Ergonomics Quality K Knack CriticalSymbol Legend (SYM):

4 Load or unload the buggy.

Doc. No.: DP-785

area for download/upload.uploaded out of with minimal walking distance.

Stack the housings in stacks of 6 per row. A fullC

machined surfaceWill reduce and minimize nicks on the

Select a green buggy for Gen IV. Choose a

B Will help ensure FIFO.

machined surface to a machined surface method.When loading the cart stack the housings using a

to the line so the parts can be loaded into or C Will help minimize waste in motion.

the current date before you begin to load.

JOB ELEMENT SHEET Page: 1 of 2

Control Block

Shift 154 / Truck Oil PumpRev. 2

1 FIFO for buffer after Op50

3 Place the buggy into the identified staging Move the cart into the identified staging area next

2 Fill out and attach "O.K. for Use" tag to the Identify on the tag Gen III or Gen IV, and fill in

SYM

downloaded parts into. blue buggy for Gen III.

SEQ

Helps prevent the bodies from being mixed. 1 Select the proper colored buggy to buffer the

N/A

A

Department No. / Name:

Op. No. / Mach. Mfg./ Process:

Job Element or Task Name:

Element Numbers(s):

buggy.

- STEP (What) -

Initial Review & Update Signatures(Final Review & Update - See Training Signature Sheet or Training M atrix)

Group Leader

Team Leaderand/or

Lead Technician

Date

10/22/10

10/20/10Deanna McKay

- KEY POINT (How) -

B.Berry1

REF - REASON (Why) -

C

A B C

REF 12A

Elements- Simple process flow- Supply chain management- Scheduled shipping/receiving- Lean containerization

Material Delivery Rack Locations

Job Element Sheet – Showing Color‐coded Part‐Cart Locations

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Continuous ImprovementDept/Group: 140 PISTON PINS

PACK OFF \ INSPECTION

Reviewer: ______________________________ Date: ______________ Shift: _______ RATING

X or O

1. PPE sheet: present on workstation board, current, and signed off. (Ref 1A or 1B)2. PPE Sheet: being adhered to by the operator. (safety glasses, gloves, no finger rings, non-slip shoes, etc) (Ref 1C)3. Walkie Truck Pre-Op Inspection completed if applicable to area. (Ref 1D)4. Take shelter\evacuation map: needs to be visually located in the work area. (team room) (Ref 1E & 1F)5. Verify Lockout Placard is posted on operation, is current, (reviewed on an annual basis) and is understood by the operator. ( Ref 1G)6. Verify if SOP's are being used at the workstation, are listed on the PPE, and are posted at the job. (Ref 1H & 1I)

1. Verify there is JIT documentation for each team member that supports the information posted on the flex chart (Ref 2A, 2B, 2C)2. Does the JIT have the required signatures: safety, quality, and production (Ref 2B)3. Flex chart: sign-offs validating monthly reviews; bottom quarter of sheet filled in (target vs plan) (Ref 2C)

MANUFACTURING LAYERED AUDIT CHECKSHEET Workstation:

Team Member Name:

PRIORITY CHECKS (Performed by all levels of the organization)Is the team member (TM) following the posted PPE requirements?

Has the TM been qualified to requirements of the job, documented through JIT, identified on the Flex Chart and rotating in the team?

4. Verify if there are any countermeasures written under "People" on the level 5 board if training plans (target vs actual) are not achieved according to the flex chart. (Ref 2C)5. Verify training (Bay City specific) has occurred for those people with full Harvey quadrants (documentation located with JITP sheets)

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PI 2

X

J. Craig 1/26/11 1st

Elements- Problem-solving- Process Verification- Andon - call for help- Layered Audits- Business PlanDeployment

Manufacturing Layered Audit

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• Summary


Do notAcceptBuildShip

a Defect!

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Communication

Training

Values

Employee Engagement

Leadership Commitment

Processes

Team Structure

Rewards & Recognition

Quality Culture

Metrics & Measurement Systems (Visual

Mgmt)

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Five Behaviors Required to Lead a Quality Culture1. Leadership sets compelling, unifying direction and expectations2. Engage everyone3. Demonstrate a risk‐reduction mindset4. Encourage feedback and institutionalize learning5. Be consistent when other factors conflict

Communication

Training

Values

Employee Engagement

Leadership Commitment

Processes

Team Structure

Rewards & Recognition

Quality Culture

Metrics & Measurement Systems (Visual

Mgmt)

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Quality Culture Driven By Leadership

SAFETY QUALITY

SAFETY IS THE OVERRIDING PRIORITY

ALL ACCIDENTS CAN AND MUST BEPREVENTED

PLANTS SAFETY REVIEW BOARDS

PLANT SAFETY OBSERVATION TOURS

INCIDENT INVESTIGATIONS

SAFE OPERATING PRACTICES

EMPLOYEE SAFETY CONCERNSPROCESS

QUALITY IS A FUNDAMENTAL BUSINESS REQUIREMENT

DO NOT ACCEPT, BUILD OR SHIP DEFECTS

DAILY QUALITY REVIEW

LAYERED AUDITS

PRACTICAL PROBLEM SOLVING (PPS)

STANDARDIZED WORK – MANAGEMENT BY TAKT AT ALL LEVELS

PROBLEM VISIBILITY / GO‐AND‐SEE

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• Summary


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What is the definition of Built‐In‐Quality ?

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Do notAcceptBuildShip

a Defect!

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For the Purposes of Today’s Discussion:

Defects Do Not Leave the Team

Focus is on the workstation

What is the definition of Built‐In‐Quality ?

Team 1

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Receiving

Shop / Department A Shop/Department B

Final Inspection/Audit

Shipping

Team 2

*Op 10

*Operators responsible for quality of their parts

Suspect parts- Rework- Repair- Rework verification- Scrap / disposition

30 4020

VerificationStation

Example Factory Process

Team 1

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Receiving

Shop / Department A Shop/Department B Shipping

Team 2

*Op 10 30 4020

Example Factory ProcessExample Departments / Operations:

- Grinding - Polishing

- Welding - Assembly

- Stamping - Welding

- Cut - SewExample Operations

Defectsdon’t leave the plant

Protect customerfrom ‘obvious defects’Goal

DefinitionDefinition

BIQVision

(Avoid errors)

Built‐In‐Quality Level I ‐ V

IIII

VV

ILevels IILevelsLevels

Defectsdon’t leave the

team

Defectsdon’t leave the shop

Defectsdon’t leave the station

(Containment)

Inspection‐Based Process

BIQBasic

(Detection & Containment)

BIQIntermediate(Prevention &

CIP)

BIQAdvanced

(Avoid error flow)

Minimize disruption to downstream processes

Eliminate in‐process repair

IIIIII

IVIVDefects are not

created(Avoid errors)

Zeroin‐process waste

Improveup‐stream quality

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BIQVision

(Avoid errors)

IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




31





BIQVision

(Avoid errors)

IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




32





BIQVision

(Avoid errors)

IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




33





BIQVision

(Avoid errors)


IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




34




BIQVision

(Avoid errors)


IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




35




BIQVision

(Avoid errors)


IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




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Will use BIQ III – Defects Don’t leave the Teamas example to explain

the process


IIII

VV

II

IIIIII

IVIV

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Built In Quality Elements

- Product Quality Standards

- Manufacturing Process Validation

- In Process Control and Validation

- Quality Feedback / Feed Forward

- Quality System Management

Lean Manufacturing principle # 2

Built-In-Quality Element Description

Product Quality Standards - PQS developed /common / understood implemented

Product and Process Validation - PFMEA risk reduction- Process and Product validation- Change control product trial run (PTR)

In Process Control and Verification - Process Control Plans in Place / Utilized - Error Proofing- Effective Quality Checks

Feedback / Feedforward - Product Verification Stations (VS)- Alarm and Escalation

Quality Management System - Quality Data Systems in place and utilized- Fast response

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BIQ Level III Requirements – Built-In Quality

How Do LMS Principles Support Quality In Station?

Operator Work Station

• Qualified People

• Team Concept

• Shop Floor Management

• Workplace Organization

• Standardized Work

• Layered Audits

• Product Quality Standards

• PFMEA's

• Process Controls & Error Proofing

• Equipment & Process Validation

• FIFO Process

• Container Design

• Material Presentation to Operator

• Andon

• Problem Solving

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Equipment Processing

Material DeliveryOperator Capability







• Summary


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What Does a Built-In-Quality Plant Look Like ?

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BIQVision

(Avoid errors)


IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




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What would you expect to see when visitinga BIQ Level III plant:

• The 5 BIQ Operating Tools are in place

• An Effective Team structure

• Plant Staff Has a Strong Focus and Approach to Quality

• Plant Quality Results (metrics) are a result of BIQ actions

- Time does not allow for detailed discussion

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Built‐In‐Quality Level III

Built‐in‐Quality Migration Strategy

I

II

III

IV

V

LevelsDefects

don’t leave the plant


team


Culture

Goal

Repair before ‘pass to sales’

Repair before end of line

Improve up‐streamquality

Minimize disruption to downstream

processes

Contain in Team

Defects are not created

(Avoid errors)

Satisfy Your Customer

Create Customer Enthusiasm

Zero in‐process waste


“The Perfect Process”

BIQBasic

BIQIntermediate

BIQAdvanced

(Avoid error flow)


(Prevention & CIP)

BIQVision

(Avoid errors)

(Containment)



station

•Manage daily business•Reactive•Centralized control•No strategy•Leadership style directive “I decide”•Little communication•No team concept

Protect customer from ‘obvious

defects’

•Strong follow up on activities•Leadership style: less directive “let’s talk, but I decide”•Forming teams, not yet functional

•Focus on time and goals•Leadership style: coaching, directive & supportive “let’s talk, we decide”•Building team relationships

•Shared leadership•Leadership style: supportive “let’s talk, you decide”•Functioning team

•Strategic visioning•Leadership style: delegating “you decide”•Self managing teams

Behaviors/ Skills

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Built‐in‐Quality Migration ‐ Comparison

III

Defectsdon’t leave the team

Improve up‐streamquality

Contain defects in Team

•Focus on time and goals•Leadership style: coaching, directive & supportive •Building team relationships

ILevels


Culture

Goal

Repair before ‘pass to sales’

•Manage daily business•Reactive•No strategy•Leadership style directive “I decide”•Little communication•No team concept

Protect customer from ‘obvious defects’

Behaviors/ Skills

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I

IIIII

V

LevelsDefects don’t leave

the plant

Defects don’t leave the team

Defects don’t leave the shop

Internal(Inspection/ Repair)

External(Inspection/ Repair)

•Flow defects to Offline repair•Excessive Offline repair resources (real estate, people, overtime)•High number of parts waiting rework/repair•Low DRR <70%•High Inspection Costs (IRC Offline, CARE)

•Flow defects to end of department for repair•Move repair people from offline to on line•Moderate Offline repair resources•Manageable Float <200•DRR <80%•High Inspection costs

•Batch & Hold minimized

•Significantly reduced Warranty costs

•Batch & Hold•High Return /Warranty / Return costs•Batch & Hold

•Excessive Repair / Warranty Return cost

•Defects are repaired on line•Manageable Float <150•DRR consistently 85%•High Inspection costs•Start to reallocate inspection based on risk

Defects are notcreated

•Defects are repaired by team member •No online repair people•Float is challenged daily –most vehicles repaired same day•DRR 85 – 95%•Inspection resources reduced based on risk

•Defects are minimized and seldom leave the station•No repair float ‐ Vehicles are repaired on the same shift•DRR > 95%•Inspection resources further reduced

•Warranty costs minimized

•No Batch & Hold•Low Warranty costs

Defects don’t leave the station

Built‐in‐Quality Migration Strategy

Customer’s Perception of

Quality

•Deteriorating Brand Quality Image impacting the entire business•Purchase incentive based pricing and design

•Low Brand Quality Image difficult to reverse negative press•Purchase incentive pricing based and design

•Moderate Brand Quality Image•Purchase based on value pricing and design

•High Brand Quality reputation•Purchase based on quality, reliability, design and price

•Iconic Brand Quality •Purchase based on quality, reliability, and design – pricing is secondary

IV

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Built‐in‐Quality Migration ‐ Comparison

ILevels

Customer’s PerceptionOf Quality

Internal(Inspection/ Repair)

External(Inspection/ Repair)

Defects don’t leave the plant

• Flow defects to Offline repair

• Excessive Offline repair resources(real estate, people, overtime)

• High number of parts waitingrework/repair

•High Inspection Costs

• Product on Shipping Hold

• Excessive Repair / Warranty Return cost

• Deteriorating Brand Quality Imageimpacting the entire business

• Purchase incentive based on price

III

Defects don’t leave the team

• Product Holds minimized

• Significantly reduced warranty costs

• Defects are repaired online

•Manageable Repair Float

• High Inspection costs

• Start to reallocateinspection based on risk

•Moderate Brand Quality Image

• Purchase based on value pricing and design

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48

Level III Level IVDefects don’t

leave the teamDefects don’t

leave the station

Product Quality Standards

Manufacturing Process Validation

In Process Control and Verification

Quality Feedback/ Feedforward

Quality System Management

Quality Standards meetCustomer Expectations

PFMEA & RPN reduction for allhigh risk processesFocused on process capabilityand stability

Main focus on containment atthe Verification Station (VS)

VS Alarms are based on severity and frequency

Some quality standards exceed customer expectations

PFMEA & RPN reductionfocused on improved levelsof variation reduction

Main Focus on containmentat the team level

VS Alarms are based on anoccurrence of 1 discrepancy

Built‐In‐Quality Elements

Appropriate organization structure is in place for quality related functions (Q Eng/Q. Ops/ Q. Assurance)

Greater portion ofQ. organization focused on

prevention

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Level III Level IVDefects don’t

leave the teamDefects don’t

leave the station

Built‐In‐Quality – Supporting Principles

People Involvement

Standardization

Short Lead Time

Continuous Improvement

Roles and responsibilities aredocumented, standard tasks forquality are defined in procedures

Continuous improvement is performed in most tasks at all levels

Packaging process has clearly documented and visualized parts handling requirements

Conduct PFMEA assessment and validation on all packaging operations

Problem solving process has tracking and escalation

Business Plan Deployment (BPD) in place with strong focuson methods to achieve objetives

Layered Audit initiated Layered Audit institutionalized

M

Q

Manufacturing

Quality

Manufacturing Engineering

Product Engineering

Supplier QualityQ

Q

M M

Q M

QMPE

Q

ME

PE

SQ

SQ

SQPE

SQ

ME

PE

SQ

ME

PE

SQ

ME

PE

M

Quality Manufacturing EnterpriseQuality Ownership

Built‐In Quality Migration

ME

ME

50

51

Where is The focus To Drive BIQ Improvement?

Quality Manufacturing EnterpriseQuality Ownership

•Leadership

•Culture

• Standardized Work

•Engagement

Product People

•DFMEA

•Designed in

•Preventive

•Low life cycle cost

•Warranty

•PFMEA

•Process Control

•Error Proofing

•Warranty

Process Market

Product Engineering

Manufacturing Engineering Plant

•Customer Feedback

• Reduced Rework

• Reduced Warranty

•Prevent Loss of sale

• Delighted Customer

Customer

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BIQVision

(Avoid errors)

IIII

VV



team



(Containment)


BIQBasic



CIP)

BIQAdvanced

(Avoid error flow)



IIIIII

IVIVDefects are not




52


So, Where is Your Company ?







• Summary

53


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• A Quality Culture that has evolved and is

in place which drives all plant behavior

in support of quality, second only to safety.

• Effective Team concept in place

• Team members are able and capable of supporting shop floor processes

• Standardized work is established and followed throughout the process

• Defect prevention is achieved through strong team based problem solving

• Daily review and reaction to critical plant performance quality metrics to help identify issues which are aggressively contained and resolved

• Leadership is very knowledgeable of their product internal / external quality issues and aggressively pursuing resolution

Leadership Requirements For Successful BIQ Implementation

• Provide leadership to achievespecific objectives

• All Senior staff members mustbecome knowledgeable and helplead Lean Manufacturing Principles

• Leaders must become teachers

• Establish / maintain and communicate vision and strategy

• Establish an environment where raising issues and concerns is required and encouraged

• Do not penalize people making mistakes using LM Principles

Lean Manufacturing: Role of Leadership

55

• Leaders must be visible on the floor:- monitor- coach and teach- listen more – talk less

• Establish your own personal standardized work to in support of LM principles and to reinforce importance to others

• Use visual management to make you LM plan visible

• Help eliminate barriers to LM implementation

• Ensure Best Practices are converted to common systems/procedures

• Reinforce that journey LM is a journey that never ends

Lean Manufacturing: Role of Leadership

56







• Summary

57


BIQ Summary /Results– Actively engaged workforce– Reduced Operator / Process

Variation– Quality Focused Culture– Improved efficiency– Reduced Cost / Unit– Reduced warranty costs– Enhanced customer

satisfaction– Increased profitability

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Thank You!About Joe Mazzeo• Owner of Integrated Lean and Quality Solutions, LLC• Broad global experience in manufacturing and quality• Providing Leadership, Lean Manufacturing and Quality Management services• Member of: ASQ / SME / SEMA

VISIT www. http://ILQSolutions.com for additional information

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