lean jidoka for quality lecture at lean en france - yves merel on 20 may 2011
DESCRIPTION
A lecture done by Yves Merel in Paris on May 20th 2011,TRANSCRIPT
Jidoka for Quality Improvement
Lean en France, 20 May 2011
Yves Mérel, FCI Group Lean Director
FCI background and profile
Creation in 1988 by Framatome for diversification outside
nuclear field
20+ acquisitions and 20+ years later, FCI is one of the largest
global connector manufacturers
November 3, 2005: FCI is acquired by Bain Capital, a private
investment fund
2Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
investment fund
With operations in 30 countries and a turnover of
1.3 billion € in 2010, FCI is a leading connector manufacturer
Its 14,000 employees are committed to providing their
customers with high-quality and innovative products for a wide
range of consumer and industrial applications
A variety of solutions and products
Electronic connectors
3Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Microconnections connectors
Motorized Vehicle connectors
24 manufacturing sites and 14 R&D centers
Europe7 manufacturing sites
1 Corporate Research Center6 R&D centers
4Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Americas5 manufacturing sites
2 R&D centers
Asia12 manufacturing sites
6 R&D centers
FCI Lean Initiatives
Every department is monitoring a continuous improvement process
contributing to customers satisfaction and costs reduction
People Empowerment for Accidents, Absenteeism and Turnover
Quality for Customers Complaints and Non Right First Time
Supply Chain for Late Deliveries, Inventory and Distribution Lead Time
5Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Supply Chain for Late Deliveries, Inventory and Distribution Lead Time
Supplier Development for Receiving Frequency, Complaints, Gap to AVL
Process Design for Bottlenecks and Idle equipments
Product Development for Time To Market and Design Changes
Customer Focus for Time To Quote and Customers Disappointments
Continuous Improvement on Quality
6Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Customers Quality Feedback
7Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
We discover our actions impact 3 months later
Quality Improvement Tools
Complaint 8D and Quality Wall
In case of complaint, 8D to make sure this type of problem won’t occur anymore
For any Quality risk identified, make sure people are able to check all parts
Red Bin Review and Quality Workshop
Review daily every red bin, to solve quickly many stupid defects
8Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Review daily every red bin, to solve quickly many stupid defects
Workshop to test root cause hypotheses on most complex problems
Go 1st Part and 1st Defect Stop
Before starting to produce, check if there is a fair chance to produce good parts
While producing, stop at 1st defect to allow people to investigate the cause
Quarterly 8D audit of shop floor evidences
D1: Team
Cross-functional including operators
D2: Problem
Defective parts available and data on “who, when, how many, what, where, how, why”
D3: Containment (within 24 hours)
Inspect all stocks, implement Quality Wall, 1st Defect Stop, and Red Bin Review
Analyze several non-detection causes from “man, machine, material, method,
environment” through 5 Why and test of hypothesis to reproduce non-detection
D4: Root causes
Quality workshop to analyze several causes from “man, machine, material, method,
9Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Quality workshop to analyze several causes from “man, machine, material, method,
environment” through 5 Why and test of hypothesis to reproduce defect
D5: Corrective actions
Robust actions (poka yoke) implemented on time
D6: Effectiveness
Actions correctly implemented and measurable impact
D7: Prevention
Risk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine...
Applicable on similar product and process
D8: Closing
By management based on shop floor evidences
30
40
50
60
70
80
90
100C
onfo
rmity to 8
D e
xpecta
tions (%
)
8D benchmark
10Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
0
10
20
Nur
nber
gC
ochin
-ELX
Cha
ngi
Torin
oJu
rong
Hun
tingdo
nN
amya
ngN
anto
ng-
MVL
Bang
alore
Tata
bany
aIs
hioka
Besa
ncon
Sao
Pau
lo
San
Ped
ro S
ula
Man
tes
Nan
tong-
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Don
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atti
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ochi
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VL
Epe
rnon
Confo
rmity to 8
D e
xpecta
tions (%
)
First audit Last audit
From 52% to 87% of rigor definitively fixes many problems and develops customers confidence
Quality Wall
11Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Visible and Standardized Inspections
15%
20%
25%
30%
35%
40%
45%
50%
55%
22% DL inspecting with 3% in Quality Walls
12Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
0%
5%
10%
Ishi
oka
Coc
hin
MV
LJu
rong
Nan
tong
ELX
Epe
rnon
Nan
tong
MV
LS
enai
Sao
Pau
lo
Coc
hin
ELX
Cha
ngi
Torin
oD
ongg
uan
Mat
tigho
fen
San
Ped
ro S
ula
Man
tes
Bes
anco
nH
untin
gdon
Nur
embe
rgN
amya
ngT
atab
anya
Ban
galo
re
FC
I
2009 Inspection / Direct 2010 Inspection / Direct
Overall less inspections (+233 quality wall -441 random)
Less people, but better controlled inspection
The Red Bin is a tool: by looking into it, we see lots of simple and stupid
problems easy to fix quickly
Red Bin Review and Quality Workshop
At the Pareto “head” we have
well known problems occurring
very often but complex to fix
Usually manufacturing is
adapted to avoid customer
complaints (containment
Lots of Internal PPM: Quality Workshop
Typical internal defects Pareto
13Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
complaints (containment
actions, in line inspection,
people awareness), but it costs
At the Pareto “tail” we have
rare and stupid problems, but
customers often received such
defective products
Lots of Complaints: Red Bin Review
Go 1st Part working standard checklist
Operator To check at each batch and each shift start
Workstation is clean and
everything is located as defined
Listed Poka Yoke and
Safety devices are checked
GO FIRST PARTDate : Time : Reference :
14Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Equipment settings are within tolerances
and cycle time is at standard
Maintenance has been done as scheduled
Operator is qualified to the job
First part is conform
1st Defect Stop with on line detections
300
400
500
600
700N
um
be
r o
f d
ete
cti
on
s
15Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
0
100
200
Nur
nber
gTorin
oTat
aban
yaS
enai
Epe
rnon
Nan
tong-E
LX
Mat
tighofe
n
Hun
tingd
onM
ante
s
Don
gguan
San
Ped
ro S
ulaN
amya
ng
Nan
tong-M
VL
Juro
ngC
hangi
Bes
anco
n
Coc
hin-M
VL
Coc
hin-E
LXS
ao P
aulo
Ban
galore
Nu
mb
er
of
de
tec
tio
ns
First Defect Stop Non First Defect Stop
OEE follow up
0
20
40
60
80
100
Week 39 Week 40 Week 41 Week 42 Week 43 Week 44 Week 45 Week 46
OEE follow upFirst defect stop and red bin review
OEE before: 77 %
OEE after: 78 %
Epernon factory example
16Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
PPM follow up
0
2000
4000
6000
8000
10000
12000
14000
16000
Week 39 Week 40 Week 41 Week 42 Week 43 Week 44 Week 45 Week 46
PPM follow up
and red bin review implementation on Machine 57
PPM before: 14 800
PPM after: 7 100
Main difficulties:
Needs of resources to quickly implement the corrective actions
Cannot be done on bottleneck machines since temporarily
reducing the output
Organization modifications:
Epernon factory example
17Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Organization modifications:
Dedicate 2 persons to work on 1st Defect Stop implementation:
1 for machine software modification and immediate actions
1 for immediate actions
They move from one machine to another after 2 weeks
Besancon factory example
Video on
1st Defect Stop and
18Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
1st Defect Stop and
Red Bin Review
Immediate feedback from on line detection
Process design minimum requirements for Jidoka:
1- Detections exist for every occurring defects
On product, on process, manual inspection, sampling (non-random defect)
2- Detections are capable
Reliability & Repeatability analysis
3- Detections are done at every process step
19Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
3- Detections are done at every process step
Before adding more value to the defective part
4- First Defect Stop
Immediately before the clues disappear
5- Defective parts removed manually
To get a chance to go and see the defect causes
150 to 40 complaints/month within 3 years
70
8090
100
110120
130
140150
160
170
180190
200
Num
ber
of C
om
pla
ints
20Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
0
1020
30
40
5060
70
Mar
-08
May
-08
Jul-0
8Sep
-08
Nov
-08
Jan-
09M
ar-0
9M
ay-0
9Ju
l-09
Sep-0
9N
ov-0
9Ja
n-10
Mar
-10
May
-10
Jul-1
0Sep
-10
Nov
-10
Jan-
11M
ar-1
1
Num
ber
of C
om
pla
ints
Group 6MRA Group actual
8D - Quality Wall - Red Bin - Workshop - Go 1st Part - 1st Defect Stop