gme quality assurance management our turnaround in quality peter g. dersley, vice president gme...
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GME Quality Assurance Management Our Turnaround in Quality
GME Quality Assurance Management Our Turnaround in Quality
Peter G. Dersley,Vice President GME QualityPeter G. Dersley,Vice President GME Quality
Multibrand-Event
In the 90’sIn the 90’s
Opel’s reputation for Quality – no longer true
Profit maximization at the expense of quality
The decline of a brand
GME at a crossroads
GME’s quality ratings were not good
Multibrand-Event
GME reports back impressively
Product again takes center stage
Strong new models from Rüsselsheim
Success only a question of time if GME maintains this course
GME quality recoveryexceeds expectations
Approaching the presentApproaching the present
Multibrand-Event
Quality pays off – less warranty claimsQuality pays off – less warranty claims
1 Year old cars
MY 1999 MY 2006
65 %
MY 1999 MY 2006
66 %
Num
ber
of
cust
om
er
com
pla
ints
*3 Year old cars
* 3 Years: Model year 2006 Prognosis based on selected warranty data (high mileage cars)
Multibrand-Event
2,6
4,64,5
1,8
4,0
4,3
3,34
2,70
3,60
RenaultAlfaFiatVW
SaabAudi
ToyotaChrysler
SeatMazda
FordSmart
PorschePeugeot
MitsubishiHondaBMW
JaguarSkoda
MercedesVolvoOpel
HyundaiDaihatsu
Subaru
Opel among the best in dealer satisfactionOpel among the best in dealer satisfaction
Source: DSI Study Germany – FAW University Bamberg (5 = best score/very satisfied)
Satisfaction – Overall
2004
2005
2006
– with quality– with model line-up
OPEL
Multibrand-Event
Continuous progress in bi-annualCar Check Study
Continuous progress in bi-annualCar Check Study
Source: Bi-annual Car Check Study / Customer Complaint Index by Model
Opel
Opel
Opel
20032000 2005
Multibrand-Event
Gold Medal for the Meriva in the annual German TÜV Report 2007Gold Medal for the Meriva in the annual German TÜV Report 2007• Meriva scores best among 113 cars across
all segments
• The majority of the GME models improved significantly vs. last year’s report
.
.
.
.
.
.
113
Source: TÜV Report 2007 – Germany
Multibrand-Event
Yes, GME quality recovery has exceeded public expectations Yes, GME quality recovery has exceeded public expectations
What has changed?
What has driven the turnaround in GME quality performance?
What has changed?
What has driven the turnaround in GME quality performance?
Multibrand-Event
Leadership attitude:What must I do to “be the best”?
Transition process in quality awarenessTransition process in quality awareness
Role/Responsibility
Systems/Processes
Culture:Worrying about quality
Culture:Worrying about quality
Leadership attitude:What is the minimum I mustdo to stay out of trouble?
Role/Responsibility
Systems/Processes
Multibrand-Event
Transition process in quality awarenessTransition process in quality awareness
Step 1
Provision of prerequisites
Step 2
Enable transition
People involvement
Capable organizational structures
Capable business processes
Reasonable resources
Clear targets and objectives
Leadership involvement
Coaching and support
No compromises,no excuses
Customer orientation
Multibrand-Event
Quality is defined by customers’ expectationsQuality is defined by customers’ expectationsFundamental dimension of quality:
• Workmanship and finish
• Freedon from faults
• Reliability/durability
• Perceptual quality
Multibrand-Event
Implementing the GM Global Quality SystemImplementing the GM Global Quality System
ManufacturingManufacturing
SupplierSupplier
DevelopmentDevelopment
AftersalesAftersales
Comprehensive approach covering all areas
Objective
World-class
quality
World-class
quality
Multibrand-Event
First priority was the improvement of initial quality delivered to our customers
First priority was the improvement of initial quality delivered to our customers
1. Rapid Improvement
2. Quality Launches
Today
Model Year
Warr
an
ty
Cla
ims
Past
Setback in quality with model launches
Minor Improvement
Multibrand-Event
Structured problem resolution and tracking process for rapid improvement
Structured problem resolution and tracking process for rapid improvement
Prioritization of problems
Personal accountability
Rapid decision making
Carline specific action plans
Tracking and alert system
Process control
Cornerstonesof the GM-PRTS System
LessonsLearned
Implementation
SolutionFeedback
Confirmation Root Cause
ProblemDetection
Multibrand-Event
Source: GM Global Problem Resolution Tracking System (PRTS)
Higher problem solution throughput
Structured problem resolution and tracking process for rapid improvement
Structured problem resolution and tracking process for rapid improvement
Continuous lead-time reduction until improvement implementation
more than 2000 p.a. Four times faster
Obje
ctiv
e
Multibrand-Event
-1-7 -6 -5 -4 -3 -2
GM Global Launch Process to ensure production readinessGM Global Launch Process to ensure production readiness
Traditional Industry Approach
Start of production
Pilot 1
Pilot LinePilot 2 Pre-
Prod.
Plant Line
• Starting late
• Late plant involvement
• No integrated approach
Months prior to SOP High quality risks through ramp-up of production
-12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1
GM Global Launch Process
Pilot 1Pre-Pilot Plant Training
Input for optimization
Bucket Build
• Process validation• Training of employees
Stable processes at ramp-up to ensure quality
Multibrand-Event
'93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07
Significant improvement in launch qualityStart-up warranty blips after launch
Significant improvement in launch qualityStart-up warranty blips after launch
Introduction
Global GM Launch Process
Quality level @ run-out of predecessorLaunch peak-successor
Recovery to previous quality level
Warr
an
ty C
ase
s
Source: GME warranty system – total Europe data / Vehicles 2 months in service
Multibrand-Event
Implemented in all assembly plants
Zero defect approach through GM-Global Manufacturing System (GM-GMS)
Zero defect approach through GM-Global Manufacturing System (GM-GMS)
People Involvement
Standardization
Build-In-Quality
Short Lead Time
Continuous Improvement
Elements
Product quality standards
Manufacturing process validation
In-process control & validation
Quality feedback / feedforward
Quality system management
Fundamental GM-GMS
principles
Source: GM Global Manufacturing System (GM-GMS)
Multibrand-Event
Quality Andon System at each work station to ensure Build-In-QualityQuality Andon System at each work station to ensure Build-In-Quality
Correction
Andon CordPreviousproduction step
Don’t acceptany defects
Don’t acceptany defects
Don’t passany defectsDon’t passany defects
Prevent Defects
Followingproduction step
Source: GM Global Manufacturing System (GM-GMS)
Multibrand-Event
In-line quality checks according to the GM Standardized Inspection Process (SIP)
In-line quality checks according to the GM Standardized Inspection Process (SIP)
Body Shop
End ofLine Check
Dyn. Vehicle Testing
WaterTest
FinalCheck
Squeak & RattleTest
Audit
Shipping Check Pre-Delivery Check (Dealer)
Paint Shop
Assembly
Vehicle deliveryto our
customersSource: GM Global Manufacturing System (GM-GMS)
Multibrand-Event
Voice of the Customer Wall in each GME PlantVoice of the Customer Wall in each GME Plant
ExternalQualityResults
> Key Metrics
Follow upon detailswe need
to work on
Multibrand-Event
Implementing the GM Global Quality SystemImplementing the GM Global Quality System
ManufacturingManufacturing
SupplierSupplier
DevelopmentDevelopment
AftersalesAftersales
Comprehensive approach covering all areas
Objective
World-class
quality
World-class
quality
Multibrand-Event
GM Global Supplier Quality Improvement ProcessGM Global Supplier Quality Improvement Process
Continuous Improvement
Performance Monitoring
Problem Reporting / Resolution
Level I Controlled Shipping
Level II Controlled Shipping
Quality Workshops
Improvement Meeting
Global Sourcing
Early Production Containment
Run @ Rate
Production Part Approval
Prototype Sample Approval
Pre-Production Meeting
Advanced Product Q-Planning
Sourcing Decision
Supplier Assessment
16151413121110
9
87654321
Esc
ala
tion
Ste
ps
Problem ResolutionQuality PlanningTime Line
Start of production
Multibrand-Event
Two metrics confirm improved supplier qualityTwo metrics confirm improved supplier quality
'00 '01 '02 '03 '04 '05 '06
Supplier caused quality disruptions
Source: GM Global Quality Tracking System (GM-GQTS)
- 94 %
'00 '01 '02 '03 '04 '05 '06
NOK parts per million delivered
- 87 %
Multibrand-Event
Implementing the GM Global Quality SystemImplementing the GM Global Quality System
ManufacturingManufacturing
SupplierSupplier
DevelopmentDevelopment
AftersalesAftersales
Comprehensive approach covering all areas
Objective
World-class
quality
World-class
quality
Multibrand-Event
Paradigm shift: Use potentials in product designParadigm shift: Use potentials in product design
Reactive Design QualityPredictive Design Quality
Quality Tested InEvolving design
requirementsExtensive design reworkProduct performance by
”build and test”Performance &
“producibility” – problems fixed after product in use
Quality Designed InDisciplined CTC flowdown
Controlled design
parameters
Product performance
modeled and simulated
Designed for robust
performance &
“producibility”
From To
Multibrand-Event
Paradigm shift in product design and developmentParadigm shift in product design and development
In the 90’s – Fix Initial Quality Problems
Current Engineering group established
Statistical problem solving introduced
2000’s – Robust Design (Quality in development) Focus on Long Term Quality and
Perceptual Quality
Design For Six Sigma
Improved validation
Quality function verifies design
Multibrand-Event
Vehicle Line Executive Team: Vital for fast and balanced problem-solving
Vehicle Line Executive Team: Vital for fast and balanced problem-solving
Full responsibility for project deliveries Makes key trade-off decisions
CoreVLE Team
FinanceProduct
EngineeringManufact.
EngineeringQuality
ExtendedVLE Team
FinanceProduct
EngineeringManufact.
EngineeringQuality
Vehicle LineExecutive (VLE)
Multibrand-Event
Quality means more than just defect free cars
Perceptual Quality ProcessPerceptual Quality Process
Styling (Harmonious flowing lines and
contemporary)
Materials (Organic-feel, harmonious and practical)
Ergonomics (Comfortable and understandable at 1st
glance)
Functionality (Usable space as well as Surprise &
Delight)
Good Fit & Finish (Attention to detail and sturdiness)
Multibrand-Event
Perceptual quality... when the senses pipe upPerceptual quality... when the senses pipe up
The new Corsa – a class of his ownCar of the Year 2007(What Car , UK)
Best Small Car(ADAC, Germany)
Family Car of the Year(Belgium)
Autobest 2007 Award(Central / Eastern Europe)
Topauto 2007 Award(Jury: 140 Journalist)
... and others
Multibrand-Event
Implementing the GM Global Quality SystemImplementing the GM Global Quality System
ManufacturingManufacturing
SupplierSupplier
DevelopmentDevelopment
AftersalesAftersales
Comprehensive approach covering all areas
Objective
World-class
quality
World-class
quality
Multibrand-Event
Direct customer feedback to the dealerDirect customer feedback to the dealer
All customer verbatims are scanned and provided
in the Aftersales database.
Dealer
Multibrand-Event
World-class quality approachWorld-class quality approach
ManufacturingManufacturing
SupplierSupplier
DevelopmentDevelopment
AftersalesAftersales
Next Steps /
Opportunities
Next Steps /
Opportunities
Multibrand-Event
Optimization of ... Production Systems... Design Systems
World-class quality approachWorld-class quality approach
Inspectionand Repair
FunctionOrientation
ProblemPrevention> Minimize
in-processdefects
Perfection
> Zero in-process defects
> Fulfillment ofcustomer expectations
Early 90’s
Industry Average Today
Imp
rovem
en
t of
qu
alit
y
and
cust
om
er
sati
sfact
ion
Our
objective GMQuality System
