Quality Assurance & Work Measurement

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Quality Assurance & Work Measurement

  1. 1. Process Excellence: Quality at Rolls-Royce<br />Jordan Hites<br />Spring 2009<br />
  2. 2. Table of Contents<br />Abstract<br />Introduction<br />Process Excellence<br />Aero Engines Programs Director for Quality, BPI<br />7S – Problem Solving at Rolls-Royce<br />Rolls-Royce Quality Teams<br />
  3. 3. Abstract<br />Worlds leading provider of power systems and services for use on land, at sea, and in the air<br />Defines Six Sigma as “A methodology developed by an engineer that involves human touch, process knowledge, and graphical tools”<br />
  4. 4. Abstract<br />Six Sigma pursues engineering excellence and not simply statistical excellence by using statistical methods in tandem with leadership and aggressive goal setting. <br />Training<br />160 + hours of Black Belt <br />40 + hours of Green Belt<br />
  5. 5. Introduction<br />Process Excellence Lead, Lucinda Werling is the statistical resource for Green and Black Belt projects.<br />Few weeks ago the team closed a project that realized 13.4 million dollars in financial benefits and received global recognition within Rolls-Royce. <br />
  6. 6. Introduction<br /><ul><li>According to Werling she is surrounded by “high performers who have saved the company over $40 million in the past three years” </li></ul>The Process Excellence Team was bestowed with the Chief Executive’s Quality Award (CEQA) in 2004 and 2006<br />
  7. 7. Process Excellence<br /><ul><li>Defined as a way of working, a way of thinking about the work they do, understanding the processes they use and complying with those processes.
  8. 8. In understanding and satisfying customers’ needs, each process stage is dependent on other stages, one process links to another, and all activity fits into nine processes known as their “Nine-Box Model” (Lucinda Werling, 2007)</li></li></ul><li>Process Excellence<br /><ul><li>Shows results of improvement in at least one of a few areas:</li></ul>improved external customer satisfaction<br />improved internal customer satisfaction<br />financial benefits<br /> reduced non-conformance or lead time in either manufacturing or office based processes<br />improved delivery of products or services to the customer<br /><ul><li> All projects must be formally logged as either Black or Green Belt Projects</li></li></ul><li>Aero Engines Programs Director for Quality, BPI<br /><ul><li>Must be a leader within Rolls-Royce who can oversee the quality of the company’s products</li></ul>This leader is required to not only know the full range of products made in the plant, but must also have the highest accreditation in the field of quality assurance<br /><ul><li>Director for Quality and Business Process Improvement (BPI) fulfils all of these duties and more for Corporate and Regional Airlines (C&RA). </li></li></ul><li>Key Technical/ Professional Competencies of AE Programs Director<br /> Bachelor&apos;s degree in Quality Management, Engineering, or other related field, or equivalent experience <br /> Gas turbine engine operation experience <br /> Knowledge of Rolls-Royce and Industry Quality systems and standards <br />
  9. 9. Competencies of AE Programs Director<br />Proficiency in Microsoft Office Suite, specifically Word, Excel, PowerPoint and Project <br /> Excellent written / oral communication skills <br /> Strong interpersonal skills with the ability to interface with senior customer principles on Quality issues <br />
  10. 10. Job Description of AE Programs Director<br /><ul><li>Manages and continuously improves the quality programs for the company</li></ul>Six Sigma and other continuous improvement efforts<br /><ul><li>The Customer Facing Business Unit (CFBU) is the most important when it comes to quality</li></ul>must maintain near perfect quality to satisfy existing and acquire new customers<br />
  11. 11. 7S – Problem Solving at Rolls-Royce<br />The 7 Steps are: <br />define the Problem<br />contain the Problem<br />find the root cause of escape<br />prevent further escapes.<br />find the root cause of the Problem<br />implement corrective action<br />verify that the fix has been implemented.<br />
  12. 12. 7S- Step 1: Define the Problem<br />Problem definition statements<br />must be constructed according to certain documentation within Rolls-Royce.<br /> “How, What, When, Who, and Where” of the problem <br />Accurate problem definitions result in accurate corrective actions. <br />symptoms of the problem are described with the utmost respect to detail.<br />
  13. 13. 7S- Step 2: Contain the Problem<br /><ul><li>Customer and Rolls-Royce must be fully protected</li></ul>All parts must be quarantined no matter where: in transit, WIP, or at a sub-supplier<br />All affected parts and possibly similar parts and processes must endure corrective action to prevent any parts with quality issues reaching the customer<br /><ul><li>Once the problem is contained, a declaration of containment may be issued to customers to ensure that the products are free of defects</li></li></ul><li>7S- Step 3: Find the Root Cause of Escape<br />**determine why the quality problems were not detected before leaving Rolls-Royce**<br />The entire quality control process is scrutinized and plotted with flow charts to analyze for the root cause of escape. <br />
  14. 14. 7S- Step 4: Prevent Further Escape<br /><ul><li>To prevent further escapes, actions must be taken to bar the same quality issues from leaving the organization in the future
  15. 15. Root cause analysis must be employed to determine the correct actions to take to eliminate the error(s)
  16. 16. The fix must be tested and evidence of actions taken must be attached to a PIR (Process Improvement Report)</li></li></ul><li>7S- Step 5: Find Root Cause of Problem<br /><ul><li>determined with the same tools that will uncover the root cause of escape</li></ul>the third and fifth steps should be started simultaneously<br /><ul><li>In-depth root cause analysis necessary to determine the source of non-conformance </li></ul>all potential causes must be identified and tested<br />
  17. 17. 7S- Step 6: Implementing Corrective Action<br />Close attention must be paid to the root cause analyses<br />Permanent fix takes time to implement<br />Temporary actions must be taken so that customer and Rolls-Royce can be protected from non-conformance<br />
  18. 18. 7S- Step 7: Verify the Fix has been Implemented<br />All read across parts and processes must be verified through control techniques<br /> ensure that the non-conformance has been eliminated and cannot be made again with the fixes in place<br />If the problem is not fully resolved, steps five and six may need to be revisited<br />
  19. 19. Rolls-Royce Quality Teams<br /><ul><li>Simple structure provides the team with the ability to quickly and accurately attack any issues with quality in all aspects of production
  20. 20. The four teams under the Quality and Business Process Improvement Director include: </li></ul>AE Program Quality<br />Global Component Repair Services (GCRS) <br />Quality, AE Quality Assurance<br />AE Product Quality<br />
  21. 21. Lucinda Werling<br />Director<br />Quality & Business Process Improvement<br />Steve Huber<br />Manager<br />AE Program Quality<br />Kenny Morgan<br />Manager<br />GCRS Quality<br />Steve Hounam<br />Manager<br />AE Product Quality<br />Amy Houtz<br />Manager<br />AE Quality Assurance<br />Quality Teams Organizational Chart<br />
  22. 22. AE Program Quality<br />#1 Priority - fixing and improving upon quality issues reported from the customers of Rolls-Royce<br />These issues are direct concerns from the airlines and airplane assemblers that use Rolls-Royce engines<br />Oversee and continually are engaged in managing quality prevention activities <br />
  23. 23. Global Component Repair Services Quality<br />Deal with internal issues, but mainly deals with suppliers<br />Ensure parts from the suppliers meet quality standards<br />Manage approval and surveillance of repair supply base<br />Drive GCRS continuous improvement<br />Manage GCRS quality systems<br />
  24. 24. AE Quality Assurance <br /><ul><li>In charge of the communication of quality issues throughout the company in order to keep all necessary groups informed of quality issues and fixes
  25. 25. In charge of directing the Business Process Governance Program</li></ul>This program is intended to develop a line of communication between the many groups of the Rolls-Royce business structure<br />
  26. 26. AE Product Quality<br />Key functions include resolution of OEM quality issues and management of internal quality issues<br />includes investigation of issues and communication of problems to the OEM supplier in order to effectively eliminate the quality concerns<br />
  27. 27. Summary<br />Rolls-Royce not only implements Six Sigma to improve quality but combines it with a very strong team and training base that provides for an incredible overall quality reputation. <br />
  28. 28. Process Excellence: Quality at Rolls-Royce<br />Caleb Bingham<br />Jordan Hites<br />Bart Schenck<br />Ray Smith<br />Collin Swick<br />Spring 2009<br />

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