Transcript Slide 1

Proactive Quality Strategy
“A goal without a plan is just a wish.”
Thomas A. Crane
612 Orr’s Camp Road
Hendersonville, NC 28792
Phone: 828-696-9528
[email protected]
http://www.cranesinhvl.info/ThomasCrane/
Thomas A. Crane – 2009
Proactive Quality Strategy 1
Proactive Quality Strategy
Robust Quality Management System
Any proactive quality strategy must be supported by a robust quality management system (QMS). Whether it is based on ISO
9000, TL9000, QS9000, TS16949, TQM, TPS or any other standard, a robust Quality Management System (QMS) will consist of
some basic key elements.
• Well defined quality goals and objectives, communicated to all levels of personnel, and with defined metrics that are
reviewed to determine the effectiveness of the QMS.
• Quality goals and objectives that are measureable and based on customer requirements, regulatory requirements and
internal company requirements.
• Corrective/Preventive action system that provides real root cause analysis and methods for evaluating
corrective/preventive action’s effectiveness.
• An effective method of auditing the QMS at all levels of the organization to determine effectiveness.
• Management review of effectiveness of QMS and supporting appropriate actions needed for continuous improvement.
These basic elements are the foundation for the rest of the Quality Management System. Without a strong commitment to these
basics, the QMS will not be effective.
Management Commitment
A proactive quality strategy is a management focus on a philosophy that supports activities that lead to long term results, even
at the expense of short term financial goals. This management philosophy is one of the foundational principles in the Toyota
Production System. Management must communicate this philosophy to all levels of the organization, and support it with their
actions. Management must stay focused on the business initiatives that bring continuous improvement and real change to the
organization. They have to provide the working environment that enables every employee to participate. This means helping
every employee understand their role and how they affect the business. The success of any business depends on the people
that do the work. True success requires a balanced focus by management on the key drivers of the business; Safety, Quality,
Service, Productivity, and Cost. Successfully managing each of these key drivers is a major task in itself, but lost focus on any
one of them can negate the positive effects gained in the others. There is a plethora of tools available to accomplish
managing these key drivers, such as Lean, Six Sigma, CTQ flowdown ( or QFD), TPS, TQM, etc. A proactive quality strategy
will employ a variety of tools making sure the right tools are used for the right job and provide training for all levels of
personnel so that the tools are used properly.
Thomas A. Crane – 2009
Proactive Quality Strategy 2
Proactive Quality Strategy
Identify What to Measure
CTQ Flowdown
Quality Functional Deployment (QFD)
• Identify customer’s CTQ’s
(VOC).
• Translate customer CTQ’s to
product-performance CTQ’s.
• Identify Low level Red X’s that
impact Parts/Process CTQs
• Prioritize the Red X’s
• Assign current control levels
• L1 – mistake proof
• L2 – early warning
• L3 – operator dependent
• L4 – no quality plan
Measure & Control
Drive Improvement
Effective Quality Management System
CAR’s
Quality Management Tracking
COQ (Warranty, Scrap, Concessions)
Internal & External PPM
Voice of the Customer Findings
CAR & Excursion Tracking
CTQ Flowdown Tracking
Quality improvement tracking
Change Management
Project Tracking
Quality Measurement System
(internal SPQ and Defect tracking)
Monitor Capability (Z scores)
Auto e-mail warnings
Tracking defects (internal and warranty)
Supplier Tools (SPQ, CARs)
Zscore data & Alarms (SPQ)
Delivered PPM and CAR Closure
Rejected Material Management
PM Tracking
Enables TPM
Tool/Equipment PM Triggers
Auto e-mail PM Violations
Best Practice Database
Translation to all areas and all plants
• Submit Failure Details
• Analysis & Corrective Action
• Formal Closure (validation of
effectiveness)
• Customer Feedback
Quality and Process
Improvement
Project Management
• Clear project goals
• Verifiable benefits
• Timeline with resource allocation
and well defined deliverables
Quality Focused Events
•Leverage Lean/Sigma kaizen
•Shift to L1/L2 Controls
• Improve Z-score
•Mistake proofing in design of
product and processes
Revise CTQ Flowdown
Thomas A. Crane – 2009
Proactive Quality Strategy 3
Proactive Quality Strategy
Identify What to Measure
CTQ Flowdown
Quality Functional Deployment (QFD)
• Identify customer’s CTQ’s (VOC)
• Translate customer CTQ’s to
product-performance CTQ’s
• Identify Low level Red X’s that
impact Parts/Process CTQs
• Prioritize the Red X’s
• Assign current control levels
•L1 – mistake proof
• L2 – early warning
• L3 – operator dependent
• L4 – no quality plan
Marketing – Technology – Quality - Manufacturing
CTQ flowdown is a form of Quality Functional Deployment (QFD). It is a
process for making sure that the Voice of the Customer is reflected in the
design and manufacturing of products.
CTQ flowdown begins with the voice of the customer and the design process.
Understanding the customer needs and expectations (captured and
documented) is the first step.
Translating those needs and expectations into product design and easy to
understand specifications is the next step.
Producing products that meet the design specifications and therefore meet
the customer needs and expectations is the final result.
A robust Product Design Rationalization process is crucial. Technology
design reviews with Quality and Manufacturing are essential for successful
CTQ flowdown.
L1 and L2 control levels are desired for each CTQ
L1 – Mistake Proof (product, part, and/or process designed to ensure the CTQ is met without operator intervention)
L2 – Early Warning (SPC is used to monitor part dimensions and/or process parameters to maintain control of CTQ
within specification limits. Data can be reviewed for continuous improvement opportunities.)
L3 – Operator Dependent (When L1 or L2 control level is too costly or improvement project is a lower priority, then L3 is
acceptable if proper safeguards are in place. Clear control plans for process setup and
operation, first piece and in-process inspections with data recorded, and frequent quality audits
of procedures and records are needed for L3 control level to be effective.
L4 – no quality plan (For a true CTQ, this level is never acceptable.)
Thomas A. Crane – 2009
Proactive Quality Strategy 4
Proactive Quality Strategy
Measure & Control
Effective Quality Management System
Quality Management Tracking
COQ (Warranty, Scrap, Concessions)
Internal & External PPM
Voice of the Customer Findings
CAR & Excursion Tracking
CTQ Flowdown Tracking
Quality improvement tracking
Change Management
Project Tracking
Quality Measurement System
(internal SPQ and Defect tracking)
Monitor Capability (Z scores)
Auto e-mail warnings
Tracking defects (internal and warranty)
Supplier Tools (SPQ, CARs)
Zscore data & Alarms (SPQ)
Delivered PPM and CAR Closure
Rejected Material Management
PM Tracking
Enables TPM
Tool/Equipment PM Triggers
Auto e-mail PM Violations
Best Practice Database
Translation to all areas and all plants
Thomas A. Crane – 2009
Quality Management Tacking
Quality metrics are essential to track and trend overall quality issues. They
provide the data needed for effective root cause analysis. The quality metrics
form the input for much of the continuous improvement projects and help
drive true customer satisfaction.
Quality Improvement Tracking
Effective project management is essential for successful and timely
continuous improvement. Change Management provides the structure to
review projects to make sure they are viable with realistic objectives and
deliverables. Project tracking, with milestone reporting on deliverables, can
keep project on track or identify when gap closing measures are needed.
Quality Measurement Systems
Well defined systems (preferably automated) for data collection are essential
for process and product control, accuracy in quality metrics, trend monitoring
and identification of continuous improvement opportunities.
Supplier Tools
Parts and products supplied by vendors need to be subjected to the same
metrics as internal parts and products. Use of SPC, defect tracking, and part
level (as well as vendor level) PPM are part of evaluating the vendor
performance. OTD and promises kept are as important as part quality in
evaluating vendor performance, as well as the vendor’s responsiveness to
CARs
PM Tracking
Preventive maintenance on equipment, tooling and facilities are not always
linked to the Quality Management System but is essential to the sustaining of
both quality and productivity. (ref. ISO 9001 section 6.3 and TPM)
Best Practice Database
Best practices should be documented and shared with all areas and all plants
to drive consistency and to leverage the corporate knowledge base.
Proactive Quality Strategy 5
Proactive Quality Strategy
Drive Continuous Improvement
CAR’s
• Submit Failure Details
• Analysis & Corrective Action
• Formal Closure (validation of effectiveness)
• Customer Feedback
Quality and Process Improvement
Project Management
• Clear project goals
• Verifiable benefits
• Timeline with resource allocation and well
defined deliverables
Quality Focused Events
•Leverage Lean/Sigma kaizen
•Shift to L1/L2 Controls
• Improve Z-score
•Mistake proofing in design of product and
processes
Thomas A. Crane – 2009
Continuous Improvement
Continuous improvement is driven by many things within an
organization and should always be linked to customer satisfaction.
Improvements in safety, quality, service, productivity, and cost all have
positive affects on the customer. Real improvements solve root
causes of problems with sustainable, measurable and effective results.
A robust corrective/preventive action system is one of the essential
tools needed to drive improvements. An effective CAR system
provides the structure for detailed root cause analysis, tracking of
issues to closure and evaluation of the effectiveness of actions taken.
Another essential tool used to drive continuous improvement is Project
management. An effective Project Management system will drive
successful completion of projects with identifiable benefits. Projects to
improve safety, quality, service, productivity, or cost need to have
clearly defined goals with measurable benefits that affect the bottom
line.
A business with a proactive quality strategy incorporates a quality
focus in all activities. With well defined CTQ flowdown, all continuous
improvement projects, lean kaizen events, and six sigma projects, will
incorporate a focus on improving the control level of CTQs. Lean
activities designed to eliminate non-value added steps or waste from
processes, will incorporate awareness of CTQ control levels to insure
they are not altered. CTQ controls are included in the value stream
maps for the process. Six Sigma projects designed to improve the
quality of value added steps by reducing variation, can help improve
the control levels of CTQs to level 1 or level 2. This business wide
quality focus will drive the VOC through design and manufacturing with
the result of improved customer satisfaction.
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Proactive Quality Strategy
Continuous Improvement Cycle
Control
Six Sigma
Lean
Define
Kaizen Scope
Measure
Process
Improvement
Improve
Analyze
Standard
Work
Try Storming
VOC/Design
Sort
Sustainable
Improvement
Through
Self Discipline
Standardize
Thomas A. Crane – 2009
Time & Motion Study
CTQ Flowdown
5S
Sustain
Value Stream
Map
Eliminate
Waste
Straighten
Sweep
CTQ Control
Level
Customer
Satisfaction
Design
Reviews
Design
Verification
Design
Validation
Proactive Quality Strategy 7