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Focused supplier improvement process 010913
1. Focused Supplier Improvement Process
January 2013
A Service-Disabled Veteran–Owned Small Business
41714 Haggerty Circle● Canton MI 48188● Tel (734)266-7700● Fax (734)266-7600
Circle● 48188● (734)266-7700● (734)266-
Confidential
2. Company Background
• Process Development Corporation (PDC) is a full service supplier
that provides technical support and knowledge based solutions to
the automotive industry and manufacturing organizations
organizations.
• Established in 1988, PDC is a global organization with operations in
the United States, Canada, Mexico, South America and China.
• ISO 9001 certified, PDC consists of six major business areas:
Manufacturing, Supply Chain Management, Engineering, Quality
Systems, Logistics, Warehousing & Material Handling and
Information Systems with significant experience in proactive and
remedial supplier quality initiatives including:
pp p
– Supplier development
– Supplier quality improvement
– Inspection, rework and containment
– IT solutions related to quality performance and tracking
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3. Focused Improvement Process
• PDC utilizes a disciplined approach that has been developed
after over a decade of supporting General Motors and their
supply base with quality improvement initiatives
initiatives.
• PDC has developed a process which applies known quality
y y y
tools in a systemic way to achieve results. This system
provides standardized data collection, problem solving
discipline, remediation and reporting.
• PDC has seen success at approximately 80% of all supplier
locations that have entered this program. On average
measurable improvement can be seen with 60 – 90 days of
program ki k off. T i ll 50% improvement in key quality
kick ff Typically, i ti k lit
metrics can be attained within 60 to 90 days.
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4. Focused Improvement Process Discipline
Define the problem, protect the customer and the project goals
rotect
Require Leadership Engagement from Customer & Supplier
Reference Ongoing Performance Data
Assess Launch Risk
Pr
Monitor New Technology
Capture Delivery Issues
Measure key aspects of the current process and collect relevant data
ct
Correc
Station by Station assessment of Capacity/Constraint Issues
Monitor Quality Capability, Process Capability, Design Capability
Analyze the data to investigate and verify cause-and-effect relationships
Root Cause Definition
Corrective Action
DFMEA / PFMEA / Control Plan
Improve or optimize the current processes / Shop Floor Excellence
Error Proofing
Prevent
Operator Training/Standardized Work
Visual Problem Management
Control the future state process to ensure that any deviations from target are corrected before
they result in defects
Prevent Methodology
Quality Gates
41714 Haggerty Circle● Canton MI 48188● Tel (734)266-7700● Fax (734)266-7600
Circle● 48188● (734)266-7700● (734)266-
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5. Focused Improvement Process
Data / Containment Analysis / Process Remediation
Data Review
– Review and paretoize all documented customer return data and
internal supplier performance data
Containment Analysis
C t i tA l i
– Ensure adequate containment activity for all negative component
quality issues
Process Remediation
– Ensure all negative quality issues are addressed internally to the
specific manufacturing process including
• Robust internal quality gates
• Adequate 8D Closeout
• Updated DFMEA / PFMEA / Control Plan
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7. Focused Improvement Team
Ensure Long Term Systemic Performance Improvement
Implementation o PDC S op Floor Excellence Audit
p e e tat o of C Shop oo ce e ce ud t
Shop Floor Excellence Audit Process for
Benchmarking and remediating a manufacturer’s internal
manufacturing processes across 11 elements
1. Metrics 7. Quality in Station
2. Standardized Work 8. 5-S
3.
3 Material 9.
9 Management
4. Quality System 10. Rework / Sort
5. Environment 11. Machine / Tooling
6.
6 PFMEA
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8. Supplier D - SFE Summary Printed 1/10/2013
Supplier: Supplier D Duns Code: XXXXXXXXXX Date: 1/1/2013
Location: Kearnersville NC SQE/Team Auditors: M. Jacokes
Part Desc. Plastics Plant Mgr. D. Kitchen
Shop Floor Excellence Review
Metrics: Information Displayed(Method) Quality in Station(Method)
3 Downtime 0 Voice of the Customer 4 Visual or audio signal identifying problem found by operator
3 Scrap 0 Rework 4 Andon is clear to everybody, e.g. location and nature of problem
6 Total Potential 16 38% 4 Andon functions without trouble
Standardized Work at each operation(Method) 4 Andon is tracked and problem solving is in place
0 Each element of work identified with time 16 Total Potential 16 100%
0 Total cycle for each operation identified Workplace organization: 5S(Method)
0 Diagram showing elements and order 4 Only things that are part of the process exist in work area(Sort)
0 Signed off standardized work audit sheets 0 Things are set in order with visual controls present(Set in Order)
4 Bill of Material 4 The area is clean(Shine)
0 Required production & safety equipment graphic 0 Housekeeping is identified in work standards(Standardize)
na Key Product Characteristics identified 0 Management audits housekeeping and workplace organization(Sustain)
3 Operator Certification posted/documented 8 Total Potential 20 40%
0 Problem documentation worksheet e.g. 5 phase, 8D Management(Method)
4 Boundary Samples are present 2 Sends messages of continuous improvement
na Each operation verifies previous operation's work 4 Are frequently on the shop floor
11 Total Potential 36 31% 4 Daily performance reviews with goal clearly communicated
Material(Material) 4 Latest QS/TS Certificate sent to Coordinator
4 Parts storage area of inventory identified, e.g. shelves labeled 14 Total Potential 16 88%
4 First In/First Out is maintained at operation Rework / Sort(Method)
4 Min/Max quantities are displayed at storage locations 4 Rework materials are marked and stored in a clearly defined area
na Operator is not working ahead 0 Rules and procedures are clear when rework is needed
4 Work in process is minimized (one-piece flow) 4 Rework material is reverified
16 Total Potential 16 100% 4 Countermeasures to problems are done effectively
Quality System (Method) 12 Total Potential 16 75%
4 Display of error proofing exists Machine/Tooling(Machine)
4 Procedures are clear to check and use error proofing 3 Maintenance checklist exists machinery and tooling
4 A part is verified within specifications 3 Machine trouble log exists and is posted at the machine
4 Control Plan is being followed 4 Machines running without trouble
4 Key Product Characteristic data is on the floor 4 Machine Control characteristics are tracked at operation
2 Measurement systems are calibrated with operator instructio 14 Total Potential 16 88%
22 Total Potential 24 92% % Pts Summary Status
Environment(Environment) 38% 6 Displayed Metrics RED
4 Meeting areas are provided 31% 11 Standardized Work at each operation RED
4 Key information is shared by management e.g. Business performance an 100% 16 Material GREEN
2 Team Meetings are conducted at least monthly 92% 22 Quality System GREEN
10 Total Potential 12 83% 83% 10 Environment GREEN
PFMEA 100% 16 Quality in Station(Method) GREEN
3 Are cross functional teams trained 40% 8 Workplace Organization RED
4 PFMEA updated with all nonconformity data (living document) 88% 14 Management GREEN
0 RPNs match Process Flow Diagram and include KPC/KCCs 75% 12 Rework / Sort YELLOW
0 RPN reduction process developed, and followed by mgt. 88% 14 Machine GREEN
na Tiered Supplier’s PFMEA SFE check list available 44% 7 PFMEA RED
7 Total Potential 16 44% 69% 129 Overall YELLOW
Summary Scoring:
Pts Element Scoring Green 80%
0 Element is not in place and no evidence of plans to implement Yellow 60-79%
1 Element is not in place but a plan to implement is documented Red <59%
2 Element is in place but it is not being followed
3 Element in place but not followed at each job or all the time
Rev 7 4/11/01
4 Element is in place and it is being followed
9. Shop Floor Excellence
Shop Floor Excellence Audit Summary
51
Supplier A
94
54
Supplier B
96
66
Supplier C
92
69
Supplier D
100
68
Supplier E
99
Initial
71
Supplier F
pp Current
88
63
Supplier G
92
63
Supplier H
81
78
Supplier I
100
86
Supplier J
95
0 10 20 30 40 50 60 70 80 90 100
41714 Haggerty Circle● Canton MI 48188● Tel (734)266-7700● Fax (734)266-7600
Circle● 48188● (734)266-7700● (734)266-
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10. Supplier Internal PPM
Supplier Internal PPM Sept. 2012 to Dec. 2012
2
Supplier A 4
2366
38031
Supplier B 76062
23644
768
Supplier C 1535
0
2271
Supplier D 4542
548
260
Supplier E 520
350
1943
Supplier F 3886
0
6195
Supplier G 12389
3200
45550
Supplier H 91100
49737
1167
Supplier I 2333
8773
1684
Supplier J 3368
1157
0 10000 20000 30000 40000 50000 60000 70000 80000 90000 100000
50% Goal Initial PPM Current PPM
41714 Haggerty Circle● Canton MI 48188● Tel (734)266-7700● Fax (734)266-7600
Circle● 48188● (734)266-7700● (734)266-
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11. Supplier Summaries
Supplier D PPM
14000
12000
10000
8,998
8 998
8000 7,326
6,318 PPM
6000
5,026
4,542
4000
2000
548
0
JULY AUG SEPT OCT NOV DEC
41714 Haggerty Circle● Canton MI 48188● Tel (734)266-7700● Fax (734)266-7600
Circle● 48188● (734)266-7700● (734)266-
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12. Focused Improvement Team
Enablers:
O t e oo
On the floor interaction with the plant personnel
te act o t t e p a t pe so e
Active, not passive, participation
Sense of urgency yet not overbearing
Transfer knowledge for long term improvement
Communicate to all levels for effective countermeasures &
control
Lead by example
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13. The PDC Advantage
Short duration program – 90 days
Immediate quantifiable quality improvement (50% on
average within 60 to 90 days)
Addresses systemic / Chronic manufacturing /
Quality issues
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