Achieving Built-in-Quality: Actions and Implementation

Achieving Built – In – Quality
Through
The Juran Trilogy
Joe Mazzeo
Integrated Lean and Quality Solutions, LLC
June 16, 2016
1

Achieving BIQ Through the Juran Trilogy
2
Topics of Discussion
• Lean Manufacturing Overview
• Built-In-Quality Refresher
• The Juran Trilogy
• Applying the Juran Trilogy to BIQ
• Leadership Roles and Responsibilities
• Summary

Presentation Take-Aways:
• An understanding of what the concept of Built-In-Quality is and how
to apply it to your business environment
• How BIQ fits within Lean Manufacturing Principles
• Basic understanding of the Juran Trilogy
• How applying the Juran Trilogy can make implementing BIQ successful
• 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
3

4
• Summary

System for:
• Eliminating Waste
• Build Value
• Support for the Operator
Lean Manufacturing System
5

• The key to
eliminating waste
is to identify it
• LM categorizes
waste into seven
types
6

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
7

Lean Manufacturing Principles
How Do All the Principles
Fit Together ?
8

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)
J
o
b
N
a
m
e
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)
O
p
1
0
O
p
2
0
O
p
3
0
O
p
4
0
W
h
e
e
l
C
h
a
n
g
e
T
o
o
l
S
e
t
u
p
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
9

Standardization
Elements
- Workplace organization
- Standardized work
5S Workshop Board
Standardized Gage Inspection Bench
5S = Sift/Sweep/Standardize/Self-Discipline/Sustain
10

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 full
C
machined surface
Will 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 Pump
Rev. 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 Leader
and/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
11

Continuous Improvement
Dept/Group: 140 PISTON PINS
PACK OFF INSPECTION
Reviewer: ______________________________ Date: ______________ Shift: _______ RATING
X orO
1. PPE sheet: present onworkstationboard, current, andsignedoff. (Ref 1Aor 1B)
2. PPE Sheet: beingadheredtobytheoperator. (safetyglasses, gloves, nofinger rings, non-slipshoes, etc) (Ref 1C)
3. WalkieTruckPre-OpInspectioncompletedif applicabletoarea. (Ref 1D)
4. Takeshelterevacuationmap: needs tobevisuallylocatedintheworkarea. (team room) (Ref 1E & 1F)
5. VerifyLockout Placardis postedonoperation, is current, (reviewedonanannual basis) andis understoodbytheoperator. ( Ref 1G)
6. Verifyif SOP's arebeingusedat theworkstation, arelistedonthePPE, andarepostedat thejob. (Ref 1H & 1I)
1. Verifythereis JIT documentationfor eachteam member that supports theinformationpostedontheflexchart (Ref 2A, 2B, 2C)
2. Does theJIT havetherequiredsignatures: safety, quality, andproduction (Ref 2B)
3. Flexchart: sign-offs validatingmonthlyreviews; bottom quarter of sheet filledin(target vs plan) (Ref 2C)
MANUFACTURING LAYERED AUDIT
CHECKSHEET
Workstation:
Team Member Name:
PRIORITYCHECKS (Performed by alllevels ofthe organization)
Is theteam member (TM) followingthepostedPPE requirements?
Has theTMbeenqualifiedtorequirements of thejob, documentedthroughJIT, identifiedontheFlexChart androtatingintheteam?
4. Verifyif thereareanycountermeasures writtenunder "People" onthelevel 5boardif trainingplans (target vs actual) arenot achieved
accordingtotheflexchart. (Ref 2C)
5. Verifytraining(BayCityspecific) has occurredfor thosepeoplewithfull Harveyquadrants (documentationlocatedwithJITP sheets)
1
PI
2
X
J.Craig 1/26/11 1st
Elements
- Problem-solving
- Process Verification
- Andon - call for help
- Layered Audits
- Business Plan
Deployment
Manufacturing Layered Audit
12

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
13

• Summary
14

Do not
Accept
Build
Ship
a Defect!
16
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 ?

Do not
Accept
Build
Ship
a Defect!
17

Defects
don’t leave the plant
Protect customer
from ‘obvious defects’Goal
Definition
BIQ
Vision
(Avoid errors)
Built-In-Quality Level I - V
II
V
ILevels
Defects
don’t leave the
team
Defects
don’t leave the shop
Defects
don’t leave the station
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
Minimize disruption to
downstream processes
Eliminate in-process
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
18

Defects
Protect customer
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
19

Defects
Protect customer
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
20

Defects
Protect customer
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
21

Defects
Protect customer
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
22

Defects
Protect customer
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
23

Defects
Protect customer
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
24
Used BIQ III –
Defects Don’t leave the Team
as example to explain the process

M
Q
Manufacturing
Quality
Manufacturing
Engineering
Product
Engineering
Supplier Quality
Q
Q
M M
Q M
Q
MPE
Q
ME
PE
SQ
SQ
SQPE
SQ
ME
PE
SQ
ME
PE
SQ
ME
PE
M
Quality Manufacturing Enterprise
Quality Ownership
Built-In Quality Migration
ME
ME
25

26
Talk focused on:
 Defining what a BIQ culture is
 How to Establish a BIQ culture
 Steps required to achieve BIQ Level III
Defects
don’t leave the
plant
Protect customer
from ‘obvious
defects’
Goal
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
don’t leave the
shop
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
Minimize disruption
to downstream
processes
Eliminate in-
process repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
OMTEC 2015
Driving a Built - In - Quality Culture

27
Talk did not discuss:
 How to structure quality improvement
 The quality processes and procedures
in support of BIQ
Defects
don’t leave the
plant
Protect customer
from ‘obvious
defects’
Goal
Definition
BIQ
Vision
(Avoid errors)
II
V
ILevels
Defects
don’t leave the
team
Defects
don’t leave the
shop
Defects
(Containment)
Inspection-
Based
Process
BIQ
Basic
(Detection &
Containment)
BIQ
Intermediate
(Prevention &
CIP)
BIQ
Advanced
(Avoid error flow)
Minimize disruption
to downstream
processes
Eliminate in-
process repair
III
IV
Defects are not
created
(Avoid errors)
Zero
in-process waste
Improve
up-stream quality
OMTEC 2015
Driving a Built - In - Quality Culture

• Summary
28

30
Dr. Joseph M. Juran
1904 – 2008

Dr. Joseph M. Juran (1904 - 2008)
 World-wide recognized management leader /
consultant / teacher / researcher
 A contemporary of Dr. W. Edwards Deming
 Juran focused on managing for quality
- Concept of quality management extended outside the walls of
the factory to encompass non-manufacturing processes
 For Juran, resistance to change was the root cause of quality issues
 Deming to Japan in 1952 / Juran in 1954
 Japan’s economic rise in 1980’s directly attributed to these two men
31

32
Significant Works:
Quality Handbook
 First published in 1951 is considered the “bible”
for all things quality.
 Now in 6th printing (2010)
Managerial Breakthrough (1964)
 Focused on the need for an enterprise-wide
approach to quality improvement
 Role senior leaders must play to accomplish
improvement and change. Updated 1994
186-035300716297i509D46F0ATVPDKI0283155A2R2RITDbooks283155glance186-0353186-035300716297i509D46F0ATVPDKI0283155A2R2RITDbooks283155glance186-0353

33
Juran Institute established in 1979
Located in Southbury, Connecticut
Purpose:
- Conduct quality related research
- Teach Quality Management Principles
- Provide broader consulting services
Juran Institute becomes Juran Global
186-035300716297i509D46F0ATVPDKI0283155A2R2RITDbooks283155glance186-0353186-035300716297i509D46F0ATVPDKI0283155A2R2RITDbooks283155glance186-0353

34
1950 1960 1970 1980 1990
QUALITYOFPRODUCT
Dr. Juran Accurately Predicted Japan Overtaking the West in Quality*
* American Management Associations Management Review
Product Quality – A Prescription for the West
Dr. J.M. Juran – July 1981

3
5
Full Disclosure:
 Studied under Juran for four years (1982 - 1986)
 Co-authored and published:
“Deming, Juran, Crosby – Three Preachers, One Religion”
Quality Magazine, September 1986
 Critiqued draft editions of:
- Juran Quality Handbook, 4th edition (1988)
- Juran on Quality by Design Quality (1992)
before publication
 Significant influence in developing personal
beliefs and theories on quality management

3
6
*
* The Juran Trilogy
Juran on Planning for Quality
Free Press Enterprise - 1988

37
* The Juran Trilogy Juran on Planning for Quality Free Press Enterprise - 1988
Juran Trilogy

38
• Establish quality goals
• Identify who the
customers are
• Determine the needs
of the customer
• Develop product
features that respond
to the customers needs
• Develop processes able
to produce the product
features
• Establish process
controls: transfer the
plans to the operating
forces
Quality Planning
Juran Trilogy

39
customers are
of the customer
• Develop product
features
forces
Quality Planning
• Evaluate the actual
performance
• Compare actual
performance with
quality goals
• Act on the difference
Quality Control
Juran Trilogy

40
customers are
of the customer
• Develop product
features
forces
Quality Planning
• Prove the need
• Establish the
infrastructure
• Identify the
improvement projects
• Establish project teams
• Provide the teams with
resources, training and
motivation to:
• Diagnose the
causes
• Stimulate
remedies
• Establish the controls to
hold the gains
Quality Improvement
• Evaluate the actual
performance
• Compare actual
performance with
quality goals
• Act on the difference
Quality Control
Juran Trilogy

• Summary
41

Measurement & Feedback
Voice of Process and Voice of Customer
0 1 2 3 Product Program Management
Quality Plan for Each Part Manufacturing System Variation Reduction
Quality / Reliability Growth
Quality ControlQuality Planning Quality Improvement
World Class Quality
Start of Production
6s Capability
Common Processes
QS-9000 Certified Systems
Lean Manufacturing System Foundation
Dr. Joseph Juran’s Quality Trilogy
42

World Class Quality
Start of Production
6s Capability
Common Processes
43

World Class Quality
Start of Production
6s Capability
Common Processes
TS / QS-9000 Certified Systems
44

45
Driving Quality Processes into the Entire Organization
PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
MANUFACTURINGQUALITYPURCHASING

PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
PRODUCT ENGINEERING
1. Design Failure Modes & Effects Analysis
2. Key Characteristic Designation System
3. Pre-Prototype and Prototype Process
4. Design For Six Sigma

PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
PURCHASING
1. External Production Part Approval Process (PPAP)
2. Advanced Product Quality Planning (APQP)
3. Supplier Run@Rate

PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
PROGRAM MANAGERS
1.Lessons Learned
2.Production Launch Process
3. Pro-Active Containment

PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
MANUFACTURING ENGINEERING
1. Control Plans
2. Machine/Assembly Run Off
3. Evaluation of Measurement System
4. Process Failure Modes & Effects Analysis
5. Functional Testing
6. Internal PPAP
7. Internal Run at Rate
8. Traceability

PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
QUALITY
1. Business Plan Deployment
2. Quality Valve Process
3. Current Product Improvement Process
4. Statistical Engineering
5. Customer/plant Feedback
6. Process Monitoring
7. Quality Systems Monitoring
8. Problem Solving

PRODUCT
ENGINEERING
MANUFACTURING
ENGINEERING
PROGRAM
MANAGERS
QUALITY
1. Fast Response
2. Quality Gates
3. Error Proofing Verification
4. Process Verification
5. Production Trial Run
6. Standardized Work/Op Training
7. Process Capability

World Class Quality
Start of Production
6s Capability
Common Processes
52

Quality Plan for Each Part
• Program Quality Management
- Robust Designs
- KPCs / PQCs
- DFMEA / PFMEA
- Effective Validation
• Production Readiness Process
• Quality Valve Process
• Supplier Quality Improvement Process
Manufacturing System
• Product Quality Standards
• Manufacturing Process Verification
• In Process Control & Verification
• Quality Feedback / Feed Forward
• Quality System Management
Variation Reduction
• Current Product Improvement Process /
Problem Solving
• RPN Reduction Process
• Quality Gates
• Advanced Problem Solving
- Statistical Engineering (Red X)
- Six Sigma
QRD Growth
World Class Quality
S.O.V.P.
6s Capability
Common Processes
53

- Robust Designs
- KPCs / PQCs
- DFMEA / PFMEA
Variation Reduction
Problem Solving
• Quality Gates
- Six Sigma
World Class Quality
Start of Production
6s Capability
Common Processes
54
•Program Quality Management
- Robust Designs
- KPCs / PQCs
- DFMEA / PFMEA
•Production Readiness
Process
•Quality Valve Process
•Supplier Quality Improvement
Process

- Robust Designs
- KPCs / PQCs
- DFMEA / PFMEA
Variation Reduction
Problem Solving
• Quality Gates
- Six Sigma
World Class Quality
Start of Production
6s Capability
Common Processes
55
•Product Quality Standards
•Manufacturing Process Verification
•In Process Control & Verification
•Quality Feedback / Feed Forward
•Quality System Management

- Robust Designs
- KPCs / PQCs
- DFMEA / PFMEA
Variation Reduction
Problem Solving
• Quality Gates
- Six Sigma
World Class Quality
Start of Production
6s Capability
Common Processes
56
•Current Product Improvement
Process / Problem Solving
•RPN Reduction Process
•Quality Gates
•Advanced Problem Solving
- Six Sigma
•Supplier Quality Improvement
Process
Variation Reduction

Quality Process to Enable Product
Improvement
Quality
Deliverables
Defined &
Executed at each
Phase
Quality
Performance
Create/Develop Robustly Control
Passionately
Flawless
Launches
Solve Problems
Aggressively
Prior to Product Launch New Product in Hands of Customer
Launch
ProblemsExperienced
Few
Many
Time
57

Casting Machining Assembly
Application of Quality Process Across Different
Manufacturing Environments
58

59
Process Capability Monitoring
PFMEA RPN Reduction
Support Systems:
Fast Response
Quality Alerts
Layered Audits
Enhance Supplier Engagement Cleanliness Management
Start-up / Shutdown Process
Mfg ByPass
COMMON
TO ALL

60
FMEA RPN Reduction
Support Systems:
Fast Response
Quality Alerts
Layered Audits
Mfg ByPass
COMMON
TO ALL
PFMEA by Operation
Control Plan by Operation
JES by Operation
Final Inspection
Quality Gate
Scrap Alarm & Escalation

61
FMEA RPN Reduction
Support Systems:
Fast Response
Quality Alerts
Layered Audits
Mfg ByPass
COMMON
TO ALL
FMEA by Operation
Job Element Sheets by Operation
Final Inspection
Quality Gate
PFMEA by Operation
JES by Operation
Gage Stations
Leak Test
Trace Marking
Pass Thru Feature Check
End of Line Final Inspection
Quality Gate

62
FMEA RPN Reduction
Support Systems:
Fast Response
Quality Alerts
Layered Audits
Mfg ByPass
COMMON
TO ALL
PFMEA by Operation
JES by Operation
Final Inspection
Quality Gate
PFMEA by Operation
JES by Operation
Gage Stations
Leak Test
Trace Marking
Pass Thru Feature Check
End of Line Final Inspection
Quality Gate
PFMEA by Operation
JES by Operation
Error Proofing Verification
Leak Test
Final Functional Test
Product Traceability
Quality Gate

63
Built-In-Quality concept applies across all industries

• Summary
64

What would you expect to see when visiting
a BIQ Level III plant
• Evidence of robust designs and processes 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
65

66
• A Quality Culture which drives all plant behavior
in support of quality, second only to safety.
• Effective Team concept in place
• Team members 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 internal / external product
quality issues and aggressively pursuing resolution
Leadership Requirements For Successful BIQ
Implementation

• Summary
67

68
Summary
 Built-In-Quality is a key principle of lean manufacturing
 The Juran Trilogy of Quality Planning/Control/Improvement
is still relevant today
 The Juran Trilogy operationalizes the implementation
of BIQ
 The Juran Trilogy and BIQ applies to all industries
 Implementation of BIQ leads to long term sustainable
quality improvement

II
V
I
III
IV
69
Applying the Juran Trilogy
Leads to Effective BIQ Success

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
70

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
71

Achieving Built-in-Quality: Actions and Implementation

Achieving Built-in-Quality: Actions and Implementation

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