Quality Systems Basics: QSB Workshop Rev. 012307

Quality Systems Basics
This presentation was developed by General Motors Corporation Global Purchasing Supply Chain. All rights reserved. No part of this material may be reproduced in any form, or by any method, for any purpose, without written permission of General Motors Worldwide Purchasing.
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QSB WORKSHOP REV. 012307
General Motors Corporation. All rights reserved.
FAST RESPONSE PROCESS

1 Communication and Ownership
of Significant Quality Concerns 2 Problem Solving 3 Lessons Learned Standardized Rapid Reaction to Quality Issues:
FAST RESPONSE
Fast Response is a system that:
- standardizes reaction to significant External/Internal Quality failures. - promotes communication and discipline through daily meetings. - utilizes a visual method of displaying important information. In preparation for the Fast Response meeting, at the start of the day, Quality shall identify significant Quality concerns from the past 24 hours which must include:
External Concerns: - Customer concerns (PRRs, Liaison Issues, Customer Calls) - Supplier concerns Internal Concerns: - Verification Station Findings - Layered Process Audit issues - Line stops and Teardown issues - Other internal Quality concerns (Dock Audits, containment activity) First Time Quality Data
The Fast Response meeting: Shall be held daily to review the significant Quality concerns gathered by Quality. Meetings are held daily at a minimum, although some organizations may choose to hold meetings on each shift. Is a manufacturing review meeting owned by Manufacturing and supported by Quality, Engineering, Maintenance, etc Is a communications meeting, not a problem solving meeting. It should be a 10 - 20 minute stand up meeting held on the shop floor. At the Fast Response meeting, leadership shall:
- Designate a leader (owner) for each concern/issue if one has

not been already assigned.
- Review Documentation for Proper Content - Obtain the next report out date for the meeting if the issue is
not closed.
FAST RESPONSE: REPORT OUT FORMAT
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FAST RESPONSE
New issues shall be added to the Fast Response board prior to the meeting by the owner (lead contact in the case of supplier issues). Suppliers must be notified in advance when they are to report out at the meeting. Each issue shall have a Practical Problem Solving Report (PPSR) or equivalent. This form is reviewed at the meeting to provide structure for the report out and keep the meeting to its allotted time frame. Suppliers are expected to use the PPSR form or equivalent for their report out for the initial Containment phase and Root Cause-Corrective Action updates.
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FAST RESPONSE
Owner report out shall include updates to the PPSR on the following: Problem Definition Containment steps, Root Cause Analysis (5-Why) Short/Long Term Corrective Action with Verification and Lessons Learned.
Owners shall be responsible for assuring all problem solving and exit criteria are met in a timely manner. - Update the Fast Response Board status columns. - Distribute updates to team members or key contacts.
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FAST RESPONSE TRACKING BOARD (Example)

To optimize visual management, this form is displayed in the meeting area (ex.: 4 x 8 dry erase board, laminated poster, etc).
EXIT CRITERIA
Layered Process Audits
Error Proof/Detection
PFMEA / CP Updated
Root Cause Analysis
Standardized Work & Operator Instr.
Lessons Learned (Institutionalized)

Y G N/A G R R
SCM
Corrective Action Implemented
Corrective Action Verified
Overall Status
Containment
Issue Number
1 2
Issue Description
Material Contam inated Burrs Parts m islocated on assem bly Mixed Parts Paint dots found on loose & m is-built parts Loose 7m m bolt on front cover
Date Opened
1/10/05 2/15/05
Unit I.D. # Owner

333933 98002222 McGrath Adam s
Next Date (of Owner Report out to Staff)

4/29/05 CLOSED
Y G R
R
G G G G
G G G G
G G G G
G G R G
G G R R
G G R G
Y G N/A G
G G G Y
Open 4/23/05 Open Open
3/21/05
9950560607 McIntosh
4/29/05
3/22/05
34523339
McGrath
4/29/05
3/28/05
98002222
McGrath
5/11/05
N/A
N/A
Open
3/28/05
98002222
McGrath
5/23/05
N/A
Open
EXIT CRITERIA STATUS KEY R Required but not initiated Y Initiated but not com plete G Com plete N/A Not Applicable
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For Red or Yellow Status Include Target Date

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Points to Review: Ownership Exit Criteria Overall Status

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FAST RESPONSE TRACKING BOARD
(Example)
Status Key 11 x 17 (1 or 2 sided)
Open PRR List 11 x 17
2 Sided Construction: 2) 4 x 8 x Plywood. 2) 48 Plotter Matrix 2) 4 x 8 x Plexiglas
Fast Response Sign-in 8 x 11
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Leadership shall display a visual Quality status.

Any type of visual management can be used: calendar, chart, etc
Daily Quality Chart
Month
Year
January
2004
31 29 28 30
(Example)
22 21 13 12 2 1 3 14 4 5 23 15
24 25 17 16 6 7
26 27 19 18 8 9 20 10 11
LEGEND:
Green
No Quality Disruptions
Yellow
Internal Quality Disruption (defined locally) Customer Quality Disruption (eg. PRR, Pull, Spill)
Red
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PROBLEM SOLVING
WHAT IS A PROBLEM?
A problem is the GAP between the current situation and customer satisfaction.
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PROBLEM SOLVING
Problems Are the Seeds for Improvement!
Problems Are Positive Opportunities!

If There Are No Problems Then Something Is Wrong!
Growing
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PROBLEM SOLVING
Definition:
A structured process that identifies, analyzes, and eliminates the discrepancy between the current situation and an existing standard or expectation, and prevents recurrence of the root cause.
Shotgun Bulls-eye
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FUNDAMENTAL PRINCIPLES OF PROBLEM SOLVING

Set aside pre-conceived ideas. Dont respond to problems without data. Break problem down. See abnormal occurrence and Point of Cause first hand.
Delay cause analysis until you have a thorough grasp of what is actually happening.
What is the standard? What is happening compared to what should be happening? Establish Cause/Effect relationships. Continue asking Why? until you can prevent reoccurrence of the problem by addressing its root cause.
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8D PROBLEM SOLVING LOGIC FLOW DIAGRAM

D1 Select Team D2
(Example)
Define The Problem
D3
Contain The Problem
D4
Identify The Root Cause Verify Effectiveness Of Actions
Implement Permanent D5 Corrective Action
D6
D7
Institutionalize Throughout The Organization

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D8
Recognize & Formally Disengage The Team

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8D PROBLEM SOLVING PROCESS
D1
Select Team Use the team approach by forming a multidisciplinary problem solving team. Members should have the expertise and authority needed to solve the problem effectively. Define the Problem Part 1 represents what the customer actually said; Part 2 represents what the engineer or expert says relative to the problem. Containment Interim Actions (quick fix) that prevent the problem from getting to the customer. Identify the Root Cause Define all the events that produced the problem. Use a systematic procedure to identify and verify the root cause: DOE, Fishbone Chart, Drill Deep Analysis, 7 Diamonds (Include Blue Card).
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D2
D3 D4
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PRACTICAL PROBLEM SOLVING

Problem Description
State the Problem That Is Occurring
Problem Definition - Specifically Define

the Situation The Standard - What should be happening? The Actual or Gap - What is happening? The Time Period - How long has it been happening?
Grasp the Situation
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Start Can See 6
Observation: Go Back to 2
Can See
Can See Can See 4 3
5
Grasp The Situation
Can Not See

Can Not See 1 2
Process 3 Is the Point of Cause!
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7 DIAMOND PROCESS
Problem Identified
Begin Interrogation
(Example)
Responsibility
Responsibility
Production 1
Correct Process? Yes Correct Tool? Yes Correct Part? Yes
Is Engineering support required?
Will Process Change Resolve?
Vehicle Assembly Engineering 5
No
Production 2
Product Change Required?
Design Release 6
Uncertain
Production 3
Rel. Engineer/ SQA/Supplier 4
Parts Quality? No
Extremely Complex Problem
Statistical Engineering 7
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Diamonds 1 - 4
Used to determine if production is running the manufacturing process to design intent.
Diamonds 1-4 evaluate the stability of the process. Once a problem has been identified, the automatic response must be to immediately perform diamonds 1-4.
Initial investigation is done where the defect was found.

If investigation determines the cause of the problem is upstream, then investigation should be conducted at the upstream source as well. Statistical Engineering occurs when the manufacturing process does meet design intent and the problem still exists.
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1 - Correct Process
Manufacturing Corrects
(Example)
Can any of these cause the problem?

Is the correct Standardized Work posted?
Correct Process?
Manufacturing
Correct Tool?
Manufacturing
Correct Part?
Quality Sys / SQ / Supplier 4
Parts Quality?
Is Standardized Work being followed? Are build documents being adhered to (if applicable)? Are gaging requirements / frequencies being adhered to? Is the job being done the same on all shifts? Does the operator understand what the product standards are? Is it the regular operator? Has there been a lot of turnover on the job? Has the operator been properly trained? Are the visual aids current? Does the operator understand the quality outcomes of her/his job? Does the operator know how to communicate when he/she has a problem?
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2 - Correct Tool
Manufacturing
(Example)
Correct Process?
Correct Tool?
Manufacturing
Correct Part?
Parts Quality?
Can any of these cause the problem? Are the correct tools & fixtures being used? (all shifts) Are the tools set to the specified requirements? Are they properly calibrated? Are both shifts using the same tool? Are the tools worn? Do the tools & fixtures have mutilation protection? Has the workstation been error proofed? Have the tools or error proofing been bypassed? Does the workstation layout allow the operator to work effectively? Has the Preventive Maintenance been done? (check log) Are tools functioning correctly?
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3 - Correct Part
Manufacturing
(Example)
Can any of these cause the problem?

1 Correct Process?
Manufacturing
Correct Tool?
Is the parts routing current? Are the correct parts being used? Are parts stocked in the correct location? Do the part numbers on the boxes agree with their location? Is error proofing needed? Is existing error proofing device working correctly?
Correct Part?
Parts Quality?
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4 - Part Quality
Manufacturing
(Example)
Correct Process?
Quality Systems is responsible for determining if parts have changed and overall part quality: Supplier Data CMM Checks Fixture Checks Visual Part to Part Visual Lot to Lot If parts quality (out of specification) is determined to be the problems root cause, then Quality Systems will notify manufacturing and/or the supplier that there is a problem and work with manufacturing and/or the supplier to validate the corrections.
Manufacturing
Correct Tool?
Manufacturing
Correct Part?
Quality Sys / SQ / Supplier
Parts Quality?
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COUNTERMEASURE CARD
Card #
__________
Referred by Quality Systems Manager
Date: ______________ Initiated by: _________________ Dept: ______________ Phone: _____________________ Part Name __________________ Part # ________________ Model ______________________ Unit # ________________
Referred to: ________________________ (SQA or SQE, 4) Referred to: ________________________ (Quality Engineer, 5A) Referred to: ________________________ (Red X, 5B) Referred to: _________________________ (Engineering, 6) Referred to: _________________________ (other)
(Example)
Problem Description: ___________________________________________________ ___________________________________________________ ___________________________________________________

Return to the Quality Department
Assigned to ___________________
Date ______________ Yes No Additional Information: __________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________
Problem Analysis (where defect was found)
1
2 3 4
Standardized Work Followed? Correct Tools / Fixtures / Error Proofing? Correct Parts? Parts in spec?
Countermeasure ____________________________________ ___________________________________________________ ___________________________________________________ Completed by ___________________ Date ______________
Problem Analysis (upstream operation, if applicable)

Return to the Quality Department
Yes
No
Standardized Work Followed? Correct Tools / Fixtures / Error Proofing? Correct Parts? Parts in spec?
2
3 4
Countermeasure ______________________________________ _____________________________________________________ _____________________________________________________ Completed by _____________________ Date ______________
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PRACTICAL PROBLEM SOLVING FORM

(Example)
Problem Description (Initial problem Perception) Problem Definition Locate Point of Cause PoC
Why? Why? Why? Why? Why?
Direct Cause Cause Cause Cause

Root Cause
Countermeasure Follow -Up

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PRACTICAL PROBLEM SOLVING FORM - BACK

(Example)
Problem Description (Initial problem Perception) Problem Definition Locate Point of Cause PoC
Why? Why? Why? Why? Why?
Direct Cause Cause Cause Cause

Root Cause
Countermeasure Follow -Up
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PROBLEM SOLVING TOOLS

Flow Chart Fishbone Diagram
(Example)
Pareto Chart
Problem
Histogram
Problem
5 Whys
Why Why Why Why Why Root Cause
Run Chart
Scatter Plot
Control Chart
Pictograph
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When a cause is found, ask why until you find the real root cause (5 Whys)
EXERCISE ROLE PLAY 5-WHY QUESTIONS AND ANSWERS

TWO VOLUNTEERS
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FIVE WHY PROBLEM SOLVING TOOL

Why did the robot stop? A fuse in the robot has blown Cause Investigation Why is the fuse blown? Circuits overloaded Why did the circuit overload? The bearings have damaged one another and locked up Why have the bearings damaged one another? There was insufficient lubrication in the bearings Why was there insufficient lubrication in the bearings? The oil pump on the robot is not circulating sufficient oil. Why is the pump not circulating sufficient oil? Pump intake is clogged with metal shavings. Why is the intake clogged with metal shavings? No filter on the pump intake. Why was there no filter on the pump intake? Pump not designed with filter
(Example)
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Drill Deep Analysis/Worksheet

Revision Date: Name and Title: Supplier Team Lead: Provide a complete member list with contact information on Contact List Worksheet GM SQE: Supplier Duns: Supplier Name and Location: Supplier is Tier 1 to GM Issue Category: PRR PRTS Other , Specify : CDP Issue Number: Phone: RPN Severity Occurance Detection Original Final Failure Mode: Effects of Failure Mode: Cause of Failure Mode: Point of Manufacture Tier 1
(Example)
5 Whys Enter the technical root cause. Ask WHY until actual root cause for each is determined.
Prevent Why did the manufacturing process not prevent the defect? Protect Why did the Quality process not protect the customer (GM) from the defect? Predict Why did the planning process not predict the failure?
Drill Deep Why did the Manufacturing System not prevent this Failure Mode M2
**************** **************** ** **************** **************** ** Manufacturing System Error Proofing & **************** Standardized Work **************** **
Corrective Action
Verification
Owner
Due Date
M1
Cause of Failure Mode
M3
Prevent
M4
M5
Quality Assurance
Why did the Quality System not Protect GM from this Failure Mode
M-RC
Q1
Q2
**************** **************** ** **************** **************** Quality System ** Error Detection & **************** Containment **************** **
Protect
Q3
Q4
Q5
Quality Control
Why did the Planning System not Predict this Failure Mode
Q-RC
P1
P2
**************** **************** ** **************** **************** Planning System ** informational content **************** in all documentation **************** **
Predict
P3
P4
P5
Quality Planning
What are the key findings based on this quality issue?
P-RC
B
**************** **************** **
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Follow Up and Check
Ensure the corrective action is in use. Verify effectiveness. Establish a verification period (duration/date). Determine who will follow up. Create a standardized process or method.
MARCH
Remove excess work from containment.
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INSTITUTIONALIZE (DRILL WIDE)

Identify similar products and processes which can potential have or produce the same failure mode.
Send a copy of this Problem Solving Report to other Departments/Plants with similar potential problem.
Implement the solution across the organization. Update the necessary documentation: PFMEA Control Plan Error Proofing Verification* Standardized Work * Operator Instructions* Lessons Learned*
Implement Layered Process Audits* to verify the system is working consistently.

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DRILL WIDE MATRIX

SUPPLIER:
Name: Location: Duns: Contact Name: Contact Phone: E-mail: P O X
(Example)
SYMBOL & STATUS KEY:
Original location Location with similar process Completed & 3rd Party/GM verified Completed & Supplier verified only Not Completed Pass Through Tiered Supplier NA Not Applicable
A.P.Q.P.
Duns / Location
Duns/Sub-tier classification
Duns 1
Duns 2
Duns 3
Duns 4
Duns 5
Duns 6
Tier 2
Tier 3
Part Name & Number
GM Plant
FAILURE MODE
EFFECT OF FAILURE MODE
N/C or CPV
CS Status
DDW Completion & Verification
PRR Number / Issue

Containment Cause of Failure Mode Corrective Action Prevent Corrective Action Protect Corrective Action Predict Corrective Action Key Findings Corrective Action Documentation Updated
Champion
Symbols
Part Name & Number
GM Plant
FAILURE MODE
N/C or CPV
CS Status
Corrective Action
PRR Number / Issue

Champion
Symbols
Part Name & Number
GM Plant
FAILURE MODE
N/C or CPV
CS Status
Corrective Action
PRR Number / Issue

Champion
Symbols
Drill Wide - analysis of opportunities of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations.
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Corrective Action
Tier 4
D5
D6
Permanent Corrective Action Identify and implement permanent corrective actions that will eliminate the problem. Remember that permanent means forever. The problem should never be able to occur again. Verify Effectiveness of Action Verification takes place in these four areas: Root Cause, Interim Actions, Permanent Actions, Prevention. Verify the implemented action does eliminate the problem (short term, long term and other similar processes) and does not cause any other problems. Prevent Recurrence (Institutionalize) Preventing recurrence means preventing changes to the part, process or system that allow a problem to occur. Prevention covers all similar and related processes, designs, systems, etc. Congratulate Your Team Recognize the contributions of all the team members as a group and individually.
D7 D8
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No problem solving means no improvement. Encourage problems and solutions. Provide the necessary training and resources. Have patience. Develop problem solvers. Managers should have the questions, not the answers. Make decisions based on fact, not opinion (Emotion). Use teamwork to solve problems.
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LESSONS LEARNED
A Lessons Learned system: establishes a process for capturing information that will support continual improvement to all operations/processes.
prevents repeated mistakes allowing an organization to capitalize on its successes.

applies to all functions and responsibilities, therefore, everyone in the organization should participate. All documentation that will support continuous improvement shall be entered into a Lessons Learned database. A disciplined approach to problem prevention using Lessons Learned shall be established.
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LESSONS LEARNED
Lessons Learned may be identified by anyone. Most activities within an organization result in prevention of future problems or improving performance. These activities build Lessons Learned.
Examples of activities to Identify Lessons Learned:
FR&PS
GM Drill Wide Matrix Monthly Q-Charts Layered Process Audits Error Proofing Verification Internal Quality Issues Verification Stations APQP Process Continuous Improvement Teams Problem Solving (PR/Rs, Risk Reduction) Management Reviews Suggestion Programs
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LESSONS LEARNED
Lessons Learned shall be documented. Documentation may include: Lessons Learned Form APQP Checklist PFMEA Computer Form or Website, etc
Lessons Learned must be communicated and kept available to all current and potential users. Communication can be performed by: posting the lessons learned form including on a lessons learned website utilizing a company newspaper or closed circuit tv distribution of pocket cards, etc Leadership should review the Lessons Learned process to assure Implementation.
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FAST RESPONSE PROCESS KEY STEPS

Quality gathers significant issues from the past 24 hours. Daily Fast Response Meeting assigns owner to each issue. Outside the meeting the owner utilizes the Problem Solving process to correct and prevent recurrence.
Issues are tracked on the Fast Response Tracking Board. Owners are required to give periodic updates at Fast Response meeting.
Owner responsible for completion of all exit criteria including Lessons Learned. Results of Problem Solving process communicated. Fast Response Tracking Board indicates exit criteria is green.
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FAST RESPONSE
BENEFITS:
Improves Quality metrics: reduces PPM and warranty costs. Reduces PRRs and increases customer satisfaction. Provides a systematic approach for Problem Solving* and communication of Quality issues. Reduces recurrence of Quality issues. Assures all issues are resolved. Supports continual improvement. Strengthens documented implementation of Lessons Learned** database. Prevents repetitive mistakes and reduces waste of resources. Transfers knowledge to all stakeholders in an organization. Provides a history of activities.
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FAST RESPONSE SUMMARY

Organizations shall
Hold a daily Fast Response meeting. Utilizes a format, like the Fast Response Tracking Board to identify: overall status of the significant Quality concerns. ownership of each concern. exit criteria required to close a concern. Owners shall update Fast Response board prior to meeting.
A PPSR form or equivalent shall be completed for all Fast Response board issues.
Owners shall perform updates at the Fast Response meeting, assure problem solving is performed and all exit criteria are completed. Display daily Quality status.
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FAST RESPONSE SUMMARY

Organizations shall
continued
Have a defined process for Problem Solving leading to root cause identification and elimination.
Use the Problem Solving format prescribed by the customer. (GM GP5) Empower everyone in the organization to participate in Lessons Learned. Establish and institutionalize a system to document Lessons Learned. Establish a disciplined approach to problem prevention using Lessons Learned.
Review the Lessons Learned process to assure implementation.
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CONTROL OF NONCONFORMING PRODUCT

Identification, Containment and
Communication
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The achievement of customer expectations relies on a method to contain defects (NONCONFORMING PRODUCT) within the manufacturing process, and implement corrections to protect the next/downstream customer. Establish a method to ensure product that does not conform to specified requirements is: Clearly identified using consistent identification (tagging).
Prevented from unintended use or installation (containment).

Establish a consistent identification process using a Visual Management method.
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(Example) SCRAP TAG CONTENT IN THIS SECTION IS AT LOCAL DISCRETION

PLT001 REQUIRED FOR SCRAP PRODUCT/CONTAINERS
(SCRAP BINS PAINTED RED DO NOT REQUIRE A TAG) (IF YELLOW IS NOT USED TO DISTINGUISH SCRAP FROM SUSPECT, THE RED TAG MUST HAVE DISPOSITION.)
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SUSPEC T TAG CONTENT IN THIS SECTION IS AT LOCAL DISCRETION

PLT002 REQUIRED FOR REWORK, REINSPECT, SUSPECT PRODUCT/ CONTAINERS
TAG MUST SHOW LAST OPERATION.TO ASSURE PROPER REINTRODUCTION
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OK FOR USE TAG CONTENT IN THIS SECTION IS AT LOCAL DISCRETION

PLT003 ANY COLOR (except red or yellow) FOR CONFORMING PRODUCT IS ACCEPTABLE
DO NOT USE
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Nonconforming product shall be prevented from unintended use or installation through containment. Leadership must develop, organize and maintain a system for control of nonconforming product.
All nonconforming and suspect product shall be segregated.
SEGREGATION AREAS:
Segregation areas shall be foot printed or otherwise identified. Example: Scrap bins Rework Tables Containment areas Nonconforming material hold areas
Containment shall verify breakpoint: - using 100% Inspection - for a duration specified by site leadership
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Nonconforming product shall be prevented from unintended use or installation through containment. Leadership must develop, organize and maintain a system for control of nonconforming product. All nonconforming and suspect product shall be segregated.
UNDERSTANDING THE DEFECT

Clear understanding of the Standard and the Deviation Good visuals explaining the above.
BREAK POINT:
Only give a break point after you understand the DEFECT and have contained all nonconforming product.
REMEMBER:
Violating the BREAKPOINT is the biggest mistake you can make.
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For product containment issues, containers shall be identified:
- Red = Nonconforming product - Yellow = Suspect product - Green = After breakpoint conforming product
Containment activity and tasks must be customer approved with supporting documentation: - work instructions - referenced in control plan - operator training records
Customer Engineering approval may be required.

All Control Plan inspections and tests shall be performed; product removed from the approved process flow shall be reintroduced into the process stream at or prior to the point of removal. NOTE: When it is not possible to reintroduce at or prior to removal: a customer approved rework procedure shall be used to assure conformance to all inspections and test requirements.
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Process & authority for releasing product out of rework, repair and containment areas shall be defined. Follow a documented containment procedure to prevent identified defects from flowing to the next customer. Containment procedure requirements: Define quality standards which are clear and measurable Document containment methods in standardized work (e.g. JES) Specify start/stop date on document (short term activity should be as short as possible) Track and document results to verify effectiveness (i.e. Temporary Verification Station) Initiate the problem solving process Containment Worksheet shall be used and completed to: - Provide a systematic approach to containing all suspect product. - Identify all areas to be checked for nonconforming product.
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CONTAINMENT WORKSHEET
DEPARTMENT:
CONTAINMENT WORKSHEET
DEPARTMENT CONTAINMENT OWNER:
(Example)
DATE:
(Example )
1/6/2003
Laboratory
PRODUCT NAME / NUMBER: PRODUCT NONCONFORMANCE:
G. Hall 10066044
Burr on flange
PRODUCT CONTAINMENT SCOPE
IDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED LOCATION POTENTIAL QTY. AREA VERIFIED SUSPECT PROD. FOUND? QTY? VERIFICATION RESPONSIBILITY
Receiving Laboratory WIP Storage Areas Outside Processing - (Plating) Scrap Bins Rework Areas Shipping Dock Heat T reater At Customer In T ransit Service Parts Operations
500 6 1000 1000 42 0 0 0 0 0 0 2548
P.S. K.C. P.S. C.J. K.C. B.T. K.C. P.S. B.T. B.T. P.S.
500 6 1000 1000 42 0 0 0 0 0 0 2548
P. Smith T. Brown P. Smith C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones C. Jones
TOTAL FOUND
SEGREGATE SUSPECT PRODUCT TO (location, as feasible): 2548 pcs to Containment Area SORT METHOD (eg. visual, gage, mating part): Visual for burrs SORT CRITERIA (clear pass / fail standards): Max Burr per standard I.D. METHOD CONFORMING (eg. mark, tag, sign): White paint dot near defect area I.D. METHOD NONCONFORMING (eg. mark, tag, sign): Mark defect with red paint.
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Temporary Verification Station

Defects Entering the VS Defect Tally Sheet
(Example )
Alarm Limits (Should be 1) Escalation Process
Immediate Response Process
Defects Leaving VS REPORT CARD QUALITY ALERT
Customer Feedback
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Establish a Temporary Layered Process Audit

Possible elements of the Layered Process Audit: Customer Notification Required customer approvals Tagging of materials to the required standards Compliance to 5S standards Rework/Repair/Inspection work instructions Elements of the verification station Ensure a countermeasure process is in place. Ensure audit schedules are established for all levels of the organization.
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Identification of Nonconforming material Understanding of the Defect Segregation Area Communication with GM-customer Breakpoint Certification Method
IDENTIFICATION OF NONCONFORMING MATERIAL IS PARAMOUNT

Clearly Identify Parts Clearly Identify Containers Clearly Identify Floor Location for everything EVEN A STRANGER KNOWS
NONCONFORMING PRODUCT IS PREVENTED FROM UNINTENDED USE OR INSTALLATION

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When do you call the customer?
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Do you call the customer?

For an internal issue:
all suspect product contained prior to shipment. No chance of escape.
For a potential external issue: all suspect material

not contained or not confident all product contained.
No
Certify parts that will be shipped.
Yes!
Contact : Assembly Plants Service Parts (SPO), Tiered Suppliers as required.
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Quality issue notification
Quality issues can be: Supplier initiated. Issues found by external customer.
Initiate containment actions, determine suspect population, initiate Fast Response*.
Initiate containment actions immediately at all infected locations! Begin Fast Response* process problem solving efforts.
Concern with certification or was suspect stock shipped?
Is there a concern with the certification procedure or has suspect stock been shipped? If YES to either question, contact customer immediately! If NO, then begin to ship certified stock.
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Contact External Customer
Needs to be a live conversation no voice or email. A phone list for contacts is established. Establish conference calls when required by customer. A supplier executive acts as lead and single point for communication. All stakeholders including Tier suppliers participate in calls.
GM Contacts
(Example)
Phone
GM SQ Mgmt Team
Name
Initial contact must be made with at least one person at each affected facility. Responsibility E-mail
GM EngineerTeam
Name
Responsibility
E-mail
Phone
GMT 560 (Flint) Department
Name
Responsibity & shift
E-mail
PHONE
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Develop & implement containment and certification plans
Initiate at customer locations with appropriate sort instructions. A Customer should be informed of the following items: Certification method. Description and picture(s) of the marked parts. Description and picture(s) of any marked or added labels. Identify parts/labels. Begin to ship certified stock. Notify customer of breakpoints.
CERTIFIED STOCK SHIPMENTS
Begin shipping certified stock
(Example)
Arrival Date Time Carrier Tracking number Quantity
Assembly Plant Arlington
Ship Date Time
Arrival Date Time
Carrier
Tracking number
Quantity
Assembly Plant Silao
Date
Ship Time
Flint 880
Toluca
Pontiac
Mishawaka
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Work through problem solving process. Continue Fast Response* & Close Issue Implement Verification Station* and Layered Process Audit*
Continue to follow customers notification process requirements. The organizations nonconformance alert notification and containment process includes communication and actions for all stakeholders: Customer(s) Tier-2s, etc. Internal stakeholders
The process should include closing the loop with permanent resolution and issue closure. Problem Solving* Lessons Learned*
All containment issues shall be reviewed by leadership.

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A nonconformance alert and containment procedure shall establish the timeline, tasks and communications necessary to meet customer requirements.
Quality issue notification Concern with certification or was suspect stock shipped?
(Example) (GP 5)
N
Begin shipping certified stock.
Initiate containment actions, determine suspect population, begin Fast Response*.
Y
Contact external customer.
Develop & implement external containment and certification plans. Continue Fast Response* & Close Issue.
Begin shipping certified stock.
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BENEFITS:
Assures all suspect and nonconforming product is contained. Increases customer satisfaction and communication. Reduces repetitive quality disruptions. Assures all issues are resolved with all customer contacts: internal and external. Assures a systematic approach for all issues.
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CONTROL OF NONCONFORMING PRODUCT SUMMARY

Nonconforming product shall be:
clearly identified using consistent identification (tagging). contained through the use of a Containment Worksheet. segregated in well identified areas. released using a defined process and authority. reintroduced into the process stream at or prior to the
point of removal.
Organization shall have a nonconformance alert and

containment procedure that meets customers requirements (timeline, steps, communication, etc).
Product containment issues shall be reviewed by Leadership.

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IN-PROCESS CONTROL & VERIFICATION

Satisfy Your Customer. . .
Do not
Accept Accept Build Ship
a Defect!
Solve Problems Through Teamwork!

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VERIFICATION STATIONS
Definition: The system of building quality in station through prevention, detection, and containment of abnormalities.
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WHAT IS THE PURPOSE OF A VERIFICATION STATION?

Verification Stations check if your process is giving you what it was designed to give you. Verification Stations provide a means through an alarm system to address highest priority customer concerns (PR&R type defects). The Verification Station will also draw attention to the frequent, low severity non-conformances. (customer nuisance: dirt, orange peel etc.) Verification Stations ultimately lower the number of defective parts, improve the plants first time quality, direct run and lowers costs while providing a better product to the customer.
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Why Do We Need Verification Stations?

To provide a systematic approach to reduce process variation. To improve first time quality (FTQ) and process capability by: - promptly identifying special cause variation. - making decisions based on data. - systematically reducing common cause variation. To alert operators of changes in the process.
Where Are Verification Stations Placed?

Points in the process or operation where there exists: high risk PRR high RPN low capability (Ppk, Cpk, FTQ) Any operation with a Cpk or Ppk below 1.33 requires 100% inspection Between departments or distinct processes at point of cause.
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VERIFICATION STATION (VS) DESCRIPTION

A Verification Station is a process that keeps us focused on Building In Quality in Station The operator reviews the part using a standardized work inspection process and gives feedback to the Team Discrepancies tracked using trend charts Verifies that the Verification Station is working Staffed by Full Time Operator
Prevents the flow of quality discrepancies beyond the VS by detecting and resolving issues immediately
Discrepancies identified for correction Data Drives Teams in Problem Solving Process with Leadership Support Management Process Verification, Review of Practical Problem Solving VS is calibrated by downstream data
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VERIFICATION STATION ROLES & RESPONSIBILITIES

Verification Station Operator Performs quality checks. Reacts to nonconformance. Initiates escalation when alarm limits are reached.
Engineer, Supervisor, and Maintenance

Supports the Verification Station Alarms for identified discrepancies. Plant Manager (Director of Operations) Owns the Verification Station Process. Develops and promotes problem solving and Error Proofing. Attends Verification review 1 per day. Quality Manager Supports The daily Verification Station meeting. Problem Solving and follow-up.
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VERIFICATION STATION INFORMATION BOARD
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VERIFICATION STATION PROCESS

Shop Floor Management
(Example)
Defects Entering VS Inspection of product Prioritizing of defects Alarm Escalation Process Immediate Responses Leadership facilitates a meeting every shift Meeting Assignments Pareto Analysis Problem Solving Driving fixes into station - BIQ Weekly problem solving mtgs. Select new problems based on pareto analysis All attendees must sign in on the board
Defects Leaving VS Station Customer PR&R Status Customer nightly LIAISON letter status Dock Audit/Containment/Field Rep-Liaison Issues FTQ & SCRAP Trend Charts (over time)
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Defects Entering VS Station

Checking the part for defects and raising Alarms
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ALARM LIMITS
Alarm limits are set based on type and number of defect found. Alarm limits can be divided into two groups PR&R type defect, and High frequency low severity type defects.
1
Variable based on: Need, process, situation
PR&R type defect shaded sections of the inspection form.

High frequency low severity type defects not shaded on inspection form. THIS is an estimate based on the ability to detect. Use your judgment.
SCOPE OF CHANGING ALARM LIMITS Alarm limits are changed when there is: An intentional, permanent change in the actual process. A special cause variation, where despite our best efforts to discover the cause we are unable to make the correction and problem solving efforts have been escalated.
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TALLY SHEET WITH ALARM LIMITS

The Tally Sheet:
records the number of each type of problem by the hour. addresses special cause variation. alerts operator when alarm limit is reached. is located at or near the point of inspection.
1st Hour 2nd Hour 3rd Hour 4th Hour 9:00-10:00 7:00-8:00 5th Hour 8:00-9:00 6th Hour 7th Hour 1:00-2:00
(Example)
8th Hour 2:00-3:00 1:00-2:00
#
1 2 3 4
VS Alarm 6:00-7:00 Trigger 7:00-8:00 8:00-9:00 an Alarm! Trigger # 4:00-5:00 5:00-6:00 6:00-7:00 Scratches 6 ll l ll Bolt Reject 1 l l Lash Reject 4 ll l Crank Torque 5 ll lll l
Defects
10:00-11:00 12:00-1:00
Total 5 4 3 6
11:00-12:00 12:00-1:00
Alarm & Escalate!
Trigger an Alarm
Alarm by shift not hour.
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ALARM & ESCALATION PROCESSES

If problems repeat, subsequent alarms will be escalated to the relevant support functions who must respond. Alarm & escalation process will be documented and used in VS and manufacturing stations.
Plant Management Superintendent / Shift Manager Supervisor (Group Leader) Team Leader Team Member
Re sp
ca la t ion
se on
If problems continue, the problem solving process will be initiated to determine root cause and apply effective countermeasures.
Es
75
(Example )
XXXXXXX represent the persons name and Cell Phone number
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ALARM & ESCALATION PROCESSES (Contd)

When a defect is detected, feedback to the appropriate team or individual will be given by using a communication system. The alarm is raised by using audio/visual signals (e.g. Andon).
The alarm process directs the support functions to: Go and See the problem Apply containment to prevent further flow of defects Initiate problem solving
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IMMEDIATE ACTION RESPONSE

Responders Section
(Example )
The Break Point is the point at which all subsequent parts are known to be good due to containment and/or corrective action having taken place. Both time and location should be recorded. First good part must be identified so the Verification Station knows when the Break Point passes.
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QUALITY FEEDBACK / FEEDFORWARD

ANDON
Call For Help!!!!!
Definition: The communication of quality expectations and results between customers and suppliers through standardized communication pathways. Purpose: To ensure that information on quality reaches those who need it.
Process A (Suppliers)
Process B you
Process C (Customer)
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Defects Leaving VS Station
How do we Know that the Verification Station is doing its job and driving Quality into Station??????
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Issues that escaped to the Customer and are caught by the Supplier contact
(Example Issues that escaped to ) Any issues the customer and are escaped the caught by the to customer Customer
Located at the Customer Plant
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Any issues escaped and caught by the Dock Auditor
(Example ) Any issues escaped and caught by the GP-12 / CS-1 / CS-2
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DAILY MANAGEMENT WALK-THROUGH

Verification Station Review
Title Plant Manager Quality Manager Engineering Manager
3/8/2005
Signature
John Smith Mary Jones Anne Miller Marty Morris Ray Roberts
(Example )
Management Walk Through/Meeting shall be done daily at selected Verification Stations. Sign in sheet indicates presence at Management Walk - Through/Daily Meetings.
Maintenance Manager Area Supervisor
1. Review the First Time Quality Chart

Is it getting worse, better or staying the same?
FTQ Chart is staying steady.
2. Review Alarms from Previous Day(s)

Was the Immediate Action Response Sheet utilized?
Yes
What were the problem(s)?
Bolts were breaking

Was the response timely?
Immediate Action completed within 15 minutes of the problem discovery

Was the root cause identified?
Root Cause Analysis needs to be performed. - Mary Jones 3/10/05
3. Review the Pareto Chart of Top Defects

What is the Top Defect?
Crank Torque defects
4. Review the Control Charts of Top Defects

Are they getting worse, better or staying the same?
All are staying the same.
5. Review the Problem Solving Documentation and Action Plans

Are there any road blocks that need to be removed?
No
Are there any resources that need to be re-assigned?
No
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ASSIGNMENT ACTION SHEET
(Example )
As issues come up at the daily VS or weekly PPSR meeting, any assignments given are captured here and reviewed at next meeting
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(Example )
At the Weekly Problem Solving Review Meeting, Assigned Practical Problem Solving Issues are captured and tracked here.
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C.A.R.E.
CUSTOMER ACCEPTANCE REVIEW & EVALUATION
Protects your customer from non-conforming product, discrepancies and labeling errors. Verifies that process controls are effective. Applies to customer satisfaction items that are part related. Pass Through Characteristics Labeling Past Formal Customer Issues The Plant Manager & Quality Manager should facilitate activities. The Alarm Limit is Always ONE! Report Non-Conforming Data to the Fast Response Meeting. Add the Root Cause/Corrective Action to the Layered Process Audit.
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GP-12
A process of documenting the organizations efforts to verify control of its processes during start-up, acceleration, and process/part changes.
Assures any quality issues that may arise are quickly identified, contained and corrected at the organizations location and not at the customers receiving location.
Identifies high risk operations providing opportunities for continual improvement. A Verification Station with an alarm limit of 1. Note: Use GP-12 data and other information to determine placement of other Verification Stations.
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PROCESS DIAGRAM
(Example)
OP 10
OP 20
VS
OP 50 CARE
OP 40 GP-12
OP 30
Verifications station(s) can be placed anywhere in the process.

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VERIFICATION STATION SUMMARY

Organizations shall:
Implement at least one Verification Station. Note: GMPT suppliers shall implement C.A.R.E.
Institute 100% inspection.
Take immediate action when alarm limit is reached.

Place Information Board at the Verification Station. Implement corrective actions based on VS data. Conduct regular management walk-through/meetings at the
Station.
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IN-PROCESS CONTROL & VERIFICATION

Satisfy Your Customer. . .
Do not
Accept Build Ship
a Defect!
Solve Problems Through Teamwork!

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STANDARDIZED OPERATIONS
WORKPLACE ORGANIZATION-5S
A clean, well-organized work environment.
STANDARDIZED WORK (SOS)

What are the Major Steps, how long should it take?
OPERATOR INSTRUCTIONS (JES)

Detailed Steps for What, How, and Why.
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ELIMINATION OF WASTE
It is everyone's responsibility to promote and participate in a continuous improvement culture within their daily activities. Continuous Improvement is an ongoing process it has no end as we can always improve. Even when a process is stable, and Business Plan requirements have been met, we should look for further ways to improve.
. . . Can you see the next objective!

Only if you climb to the summit. . .
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Traditional Thinking
Obvious Waste
Waste not defined React to large scale examples
Hidden Waste
FR&PS NCM VS LPA EPV WPO SWI (SOS)
Reactive Improvement
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QSB Thinking
Obvious Waste
Waste is tangible Identify many small incremental opportunities
Hidden Waste
Continuous improvement
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Elimination of Waste
Enemy #1: Waste
Before we can understand the concept of waste, we need to be able to differentiate between non-value added and value added work.
Non Value Added Work

This type of work does not add value to the product, however some non-value added work is necessary. For example, picking up a tool is necessary. It is the unnecessary non - value added work that is waste.
Value Added Work

Work that directly adds value to the products. Value added work is defined as a change to the product, that adds value to the product and that the customer is willing to pay for (i.e. assembly of parts, application of paint, etc.).
Waste
is any step that is unnecessary in carrying out the job. It includes things like waiting, rearranging materials, looking for things, and unnecessary walking.
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WASTE - OVERBURDEN
Enemy #2: Overburden
Overburden occurs when Team Members, machines, or equipment are pushed beyond the natural limit of their capacity. When machines are overburdened: We run the risk of causing safety hazards, equipment breakdowns and manufacturing defects. When team members are overburdened: The safety of the team or team member can be endangered.
Workers are more likely to become exhausted or fatigued.

It becomes difficult for team members to do each job with attention to detail. This increases the frequency of defects, which in turn adversely affects quality.
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WASTE UNEVENNESS
Enemy #3: Unevenness
Time
Overburden!! Unevenness can occur in: Takt Time 430 5 production Balanced Wait Time! parts flow 4 Balanced! equipment usage 3 work done by team members Cycle Time Cycle Time Cycle Time 520 245 425 information flow 2 Team Member Team Member Team Member A B C material delivery, causing shortages 1 or overstock
Unevenness between work loads must be eliminated. To balance the line effectively team members cycles time must match the takt time. One team members cycle time should be close or equal to the other team members cycle time -- in other words, the cycle times are even. If the jobs in a team take different times to complete, then everyone has to wait until the longest jobs are finished. In this case, unevenness in cycle time causes the waste of waiting.
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COMMWIP
Processing Correction
The 3 Enemies are: Waste (7 wastes +) (MUDA) Overburden (MURI)

Unevenness (MURA)
Inventory TYPES OF WASTE
Overproduction
Waiting
Material Movement
Motion
There are three enemies that exist which prevent us from reaching our goals! Our main objective through Continuous Improvement is to eliminate these three enemies.
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CORRECTION
Definition: Doing something over which requires additional motion, additional processing, additional inventory and/or waiting. All repair activities are opportunities to eliminate waste.
P I W M
C O M
TYPES OF WASTE
Characteristics: Additional resources required to repair, reactive organization. Main Causes: Poor training, inadequate tools, large inventory.
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OVERPRODUCTION
P
I W M
Characteristics: Large inventory within the process, busy areas, large movement of parts and people, increased staffing and energy costs. Main Causes: Unbalanced operations, lack of communication, high equipment downtime.
C O
TYPES OF WASTE
Definition: Generating excess parts, information, etc., too soon or too fast in a process. The waste of overproduction often causes other forms of waste.
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MOTION
P
C
O M
I
W
TYPES OF WASTE
Definition: Unnecessary work movements by a team member or machine which is not necessary in adding value to the product.
Characteristics: Extra walking, excessive use of force, excess handling. Main Causes: Worksite poorly laid out or standardized work sequence not properly planned or followed.
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MATERIAL MOVEMENT
P I W M C O M
Definition: Unnecessary transporting, storing or rearranging of items, parts, equipment, etc. which is not required for production.
TYPES OF WASTE
Characteristics: Moving or rearranging of materials, temporary storage areas.
Main Causes: Large batches, lack of workplace organization.
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WAITING
P I W M C O M
Definition: To remain in one place while doing something other than what is related to the task at hand. It is an unproductive use of time as it adds no value to the process.
TYPES OF WASTE
Characteristics: Worker waiting for a machine or another worker. Waiting for people, information or meetings to start on time is waste. Main Causes: Operations not balanced, broken equipment.
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INVENTORY
P I C
TYPES OF WASTE
O
M
W
M
Definition: Too much of anything which may take up space, lead to obsolescence, impact safety, cause waste of motion or waste of material movement.
Characteristics: Large receiving docks, extra bins, racks and fork trucks. Main Causes: Unlevel scheduling, no pull system, too many material storage areas.
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PROCESSING
P I W M C O M
Definition: Doing something the customer does not perceive as adding value to the product.
TYPES OF WASTE
Characteristics: Clicking a torque wrench twice when one is sufficient by the quality standards, polishing the underside of a hood, mixed pallets. Main Causes: Lack of standards, no existing or inefficient procedures.
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ELIMINATION OF WASTE Abstract Thinking
Concrete Thinking
Processing Correction
Inventory
WASTE
+ Overburden Unevenness
7 TYPES OF WASTE Waiting Material Movement or Conveyance
OverProduction
Motion
Waste Not Defined React To Large Examples Reactive Improvement
Waste Is "Tangible" Identify Many Small Opportunities Leads To Large Overall Change Continuous Improvement Note: The memory aid for the 7 Types of Waste is COMMWIP.
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FIRST IMPRESSIONS
You never get a second chance to create a first impression.
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FIRST IMPRESSION: MAIN ENTRANCE TO PLANT
What is your first impression of this facility?

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FIRST IMPRESSION: PLANT MAIN AISLE
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WORKPLACE ORGANIZATION
Workplace Organization encompasses a systematic approach to ensure:
work areas are organized for safety, quality, ergonomics and optimal use. only required and regularly used equipment, tools and materials are present in the work area. work areas are controlled using visual management. product and information flow is easily understood. housekeeping is defined by work area instructions. regular management reviews (Layered Process Audits*) are performed. waste elimination and continual improvement. a clean, bright workplace. Good Workplace Organization establishes a standard that leads to the Identification & Elimination of Waste.
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5 S WORKPLACE ORGANIZATION
STEP ORIGINAL 5S OTHER 5 S TERMINOLOGY QSB DEFINITION
Determine the purpose of the area and remove all unnecessary items from the workplace.
PURPOSE
To prepare the workplace for the next 4 steps and to eliminate items that could cause injury, excessive cost, or any of the forms of wastes. To eliminate many of the forms of waste (such as correction & motion) and make items readily available to the user. To eliminate unsafe conditions, improve quality of our products, enhance the workplace environment, identify and correct equipment problems (cleaning is checking), and initiate corrective action to prevent future accumulation of unwanted materials. To allow for quick, easy, and effective maintenance of the workplace organization process.
Seiri
Organization
Sift
Tidiness
Clear
Sort
Seiton
Neatness
Sort
Orderliness
Organize
Straighten
Identify the best location for all required items in the workplace.
Seiso
Cleaning
Sweep
Cleanliness
Clean
Shine
To become aware of and eliminate all unwanted dirt, dust, grime, paint, labels, tape, etc
Seiketsu
Standardization
Sustain
Standardization Standardize
The standardization required to Standardize maintain the steps of work place organization.
Shitsuke
Discipline
Self-Discipline
Discipline
Continuous Improvement
Sustain
The system designed to sustain and support continuous To assure continuous improvement of workplace growth of this process. organization.
Workplace Organization is applicable to all types of environments (i.e. offices, conference rooms, tool cribs, operator workstations, team/group rooms, etc.).
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S-1: SORT Divide the needed and unneeded items at

the job site, removing any unneeded items. Four areas of focus:
Before
- Equipment
- Tools - Inventory/Storage - Personal items
Sort and Tag: - Place a green tag on any item in regular use. - Place a red tag on any item which isnt used or is not in working condition. - Place a yellow tag on any item that use or condition isnt known for sure.
112
S-2: SET IN ORDER A place for everything and

everything in its place.
Categorize: - How often do I use this item? Determine a location: There is a best place for every item. - If used frequently keep near If not place at the rear. - Use Shadow Boards. Set limits for material levels: - Standard packs. - Work in process. - Container size and identification.
After
113
S-3: SHINE - Eliminate the source of dirt and leaks (oil, air, water, etc).
Clean machines, tools, floors, cabinets. Develop instructions for cleaning methods and frequency. Organize for cleaning (correct materials, rags, brooms, etc.). Find ways to reduce the time required for cleaning.
(Examples)
Before
After
Out-of-standard conditions can be easily identified and corrected.

114
S-4: STANDARDIZE - Standardize the area visually and

mark location of each item. Color coding for designated areas. Designate area shapes. Consistent label height and color throughout facility. Storage containers and storage areas practices.
(Example)
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S-4: STANDARDIZE
(CONTINUED)
Determine cleaning schedule and methods. Standardize cabinet organization. Define a simple method to identify problems using visual controls.
(Example)
All items are properly identified
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116
S-5: SUSTAIN Ongoing compliance and continual improvement.

Leadership commitment and involvement (top down). Drive 5S throughout the organization. Incorporate housekeeping into Operator Instructions. Training is the key to continual improvement. Establish formal housekeeping audit/checklists. Incorporate 5S compliance into a formal Layered Process Audit * program. Keep trying to find a better way.
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A well organized workplace is the best place to visualize your Standardized Work work flow, operator movement, time, etc.
FLOOR LAYOUT
Before
Insp
(Example)
FIRE EXT.
LATHE
Back up CNC Back up Broach
Dept. 816
LATHE
After
R000987654 F1234567890
RAW
Insp
FIN
BROACH
SCRAP
4 3
BROACH
CNC
CNC
Dept. 816
FIRE EXT.
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Create a checklist: 5S Evaluation

Date: Name : Area:
(Example)
Item Notes for Next Score Level of (0-5) Improvement
Item No.
1 2 3 4 5
Description
Removing Unnecessary Items Storage of cleaning
5S Evaluation & Scoring Criteria Rating Scale: 0-5 (Poor = 0, Excellent = 5)
All items not necessary to performing work are removed from the workplace; only tools & products are present at work All cleaning equipment is stored in a neat matter ; handy & easily available when needed. All floors are clean and free of debris, oil & dirt. Cleaning of Floor cleaning floors is done routinely - - daily at a minimum. No outdated, torn or soiled announcements are displayed. All Bulletin boards bulletins are arranged ina straight and neat manner. Fire hoses and emergency equipment are unobstructed & Emergency Access stored in a prominent easy-to-locatemanner. Stop switches & breakers are marked or color-coded for easy visibility. Work-in-process, tools & any other material are not left to sit directly on the floor. Large items such as tote bins are Items on floor positioned on the glance; lines are straight and at right angles with no chipped or soiled paint. Aisles & walkways are clearly delineated and can be Aislewys - marking identified at a glance; lines are staight and at right angles with no chipped or soiled paint. Aisles are always free of material & obstructions: nothing is Aislewys ever placed on the lines & objects are always placed at right maintenance angles to the aisle lines. Storage of boxed, containers & material is always neat at Storage & right angles. When items are stacked, they are never crooked arrangement or in danger of toppling over.
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React to Audit Findings:
(Example)
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120
WE NEED A HOME.
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WHATS WRONG WITH THIS PICTURE?
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HOW MANY ISSUES CAN YOU SEE?
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STANDARDIZED WORK
Definition: The document of work functions performed in a repeatable sequence, which are agreed to, developed, followed, and maintained by the functional organization.
WITHOUT STANDARDIZED WORK
WITH STANDARDIZED WORK
Purpose: To establish a repeatable, predictable baseline for continuous improvement and to involve the operator in both the initial and ongoing improvements to achieve the highest levels of safety, quality and productivity.
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STANDARDIZED WORK
Standardized work is used when there is a definable, repeatable process.
Production
Repair Work
Materials
Different Suppliers May refer to Standardized work as: Job Instructions, Work Instructions, Method Sheets, Operator Instructions, LBS & Pad sheets
125
ORGANIZATIONAL FOCUS
Team Member
Team Member
Roles in Standardized Work
Team Leader
Group Leader
Quality, Maintenance, Material
Operations, Engineering, Safety
Participate in developing Standardized Work (SW) & contribute ideas Suggest improvements to SW Provide feedback to Team Leader on SW Use SW as the basis for problem solving & training Follow Standardized Work
The function of everyone, including the Support Staffs, is to support production Team Members.
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STANDARDIZED WORK
STANDARDIZED WORK PROVIDES A FOUNDATION FOR: Ensuring operators are consistently performing the same tasks and procedures. An efficient production sequence. Reduced variation within a process. Waste reduction, problem solving and quality control. Identifying value added tasks. Continual improvement. A lean organization. Auditing operator conformance to work instructions (Layered Process Audit*).
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(Example)
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128
MANUAL VS ELECTRONIC STANDARDIZED WORK

Team Leaders must thoroughly understand the output (doing the work manually helps create this understanding). Documents must be easy to maintain. Documents must be flexible, easy to understand and visually depict all waste in the system. The Team Leaders first responsibility is to support the operator (not a computer system). Many enablers are required to allow an electronic system to be more effective than manual development & maintenance.
USE PAPER and PENCIL PLEASE !!

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IMPLEMENTATION OF STANDARDIZED WORK

Multi-disciplinary team(s) shall identify and list all operations to implement Standardized Work. Examples of how to prioritize: Customer Quality Concerns Necessity for a Defined sequence or method of work Off-line Rework High RPN Employee Flow-through
Multi-disciplinary teams shall develop Standardized Work.
Impacted and new employees shall be trained in the use of Standardized Work (Standard Operator Training*).
Multi-disciplinary team(s) shall continuously develop and improve Standardized Work.
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STANDARD OPERATION SHEET (SOS)

Definition:
The agreed upon order of the job elements a team member follows in order to maximize safety, quality & efficiency A team member-based document that organizes job elements into a sequence that can be successfully repeated.
This document (standard) can then be used for:

Training new team members Analyzing jobs for improvement opportunity Auditing (Layered Process Audits) Problem solving
The advantages of the SOS sheet:

Summary of the current best method Visual control tool Basis for problem solving Makes visible the waste in a process Training tool to instruct new team members
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STANDARDIZED WORK Standard Operation Sheet (SOS)

OPERATION: FROM:___________________________ TO: _____________________________ STEP NO. ELEMENT TIME STANDARD INWALK
(Example)
CUSTOMER CYCLE TIME:________________ OPERATOR CYCLE TIME:_______________
QUANTITY PER SHIFT:______________ SHIFT:________
WORK ELEMENT
HAND WORK
MACHINE
PROCESS STOCK
QUALITY CHECK
CRITICAL OPERATION SAFETY
Standardized Operation Sheet Includes: - Work Elements - Element Times - Work Flow - Sequence - Standard in-process stock - Operation Cycle Time - Takt Time Customer and Actual
WORKSTATION AREA DRAWN TO SCALE
TOTAL
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ELEMENT DEFINITION
A work element is a logical grouping of actions that advances work to its successful completion
Elements are the basic building blocks of SW. They are used during training to teach the job in manageable chunks.
Work Sequence Agreed upon order in which work is done to maximize safety, quality, and efficiency.
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WORK ELEMENTS
(Example)
Any Job can be broken down into job elements. . .
Changing a light bulb

Time 90 70 50 30 10
Return Ladder to Position

Position Cover and Tighten Tighten new bulb into light Get new bulb & Remove plastic from new bulb Loosen old bulb and place on ladder Remove light cover
Element 7 Element 6 Element 5 Element 4 Element 3 Element 2
Position ladder in climb position Element 1 Operator
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KEYS TO BUILDING WORK ELEMENTS

Factors to consider:
Geographic build location Product grouping
Time required to complete the element Walking is not an element, and usually not included in element sheets. The first element in any job can be, read manifest and get parts. Dont automatically use the groupings as described in your current engineering Standardized Work. Use common sense to break the job down the way you think of it every day.
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TAKT TIME
Total available Production Time per shift/day: MINUS Breaks and Lunches
Definition: The maximum time available to produce a product or service based on customer demand.
Formula:
TT =
GM Assembly Plant DEMAND in pieces per shift/day Production Time Available Per Period Customer Demand Per Period
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WORK ELEMENT
Customer Takt Time is 60 Seconds Torque down the Four Screws Get and hand Start Four screws Get & Place Speaker Grill on Door
20 Seconds
(Example)
20 Seconds
Customer Takt Time changes to 20 Seconds
20 Seconds
ONE PERSON JOB = 60 Seconds of Work
20 Seconds
20 Seconds
20 Seconds
Get & Place Speaker Grill on Door One Person

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Get and hand Start Four screws Second Person

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Actual Takt Time (ATT)

Definition: The planned time available to produce a product or service after accounting for system losses.
Losses due to ANDON calls: (Quality Stops, Equipment Down) System UPTIME
Formula: ATT = (1 System Losses %) x Takt Time
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ELEMENT TIME
Time Required to Complete the Element: A rough guideline could be to set element size to about 10% of the job (ATT) .
(Example)
60 6 11 6 10 12 6 6
Gaps = wait or walk
5 4 3 2 1
Options
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Can the Time Available To Produce be different between GM & supplier?
Can the Supplier ATT be slower than GM?
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CYCLE TIME
Time
60
Takt Time 60 Actual Takt Time 56
50
40 30
Cycle Time 52
Definition: The actual time it takes a team member to complete his or her work sequence.
0
Team Member A
141
STANDARD OPERATING SYMBOLS

Place symbols on the layout as appropriate: Safety As Indicated on Job Element Sheet Quality Check 100% Gauging / Testing 10 Standard In-Process Stock- (Minimum in one container at workstation)
C
WORK FLOW
Add team member work path to the layout
Identify Team Member/process

Identify location where each job element is performed Indicate forward walk path through process
Critical Operation Mandatory Sequence
Indicate return walk path from last job element to first

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142
WORK FLOW
Pierce
Pump Finished Stock
Roller
Washer Vaner
3
A
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CLASS EXERCISE
Create the Elements (Steps) to Make Coffee
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STANDARDIZED WORK
(Example)
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STANDARDIZED WORK
(Example)
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GROUP / TEAM OPERATION NAME / #
(Example)
Torque Converter Blank Op. 10
PROCESS NAME:
TC Cover Line
ELEMENT TIME
WORK ELEMENTS
Load Coil (Time to load each coil)
HAND
MACHINE
WALK
DIAGRAM
QUALITY CHECK
SAFETY
ERGO
IN PROCESS STOCK
NO.
OPERATOR
1 3
2.0
Manual index press to set travel Adjust travel Run first piece Quality checks per operator instructions Run press in manual mode Check first 5 pieces per operator instructions Set press to auto Run press Gage 2pieces/press/hour from hold bin Place finished product from hold station into gondola Tag full gondola with internal move tag Notify fork lift driver to move full gondola to shipping dept. Move empty gondola into position (remove all tags/labels) Repeat all steps in set-up, gage, inspect and run on all 3 presses
6.0 2.0 16.0 6.0 3.0 3.0 12.0 2.0 40.0 2.0 2.0 6.0 5.0 2.0 22.0 15.0 2.0 4.0 2.0
6
5 6 4
50 pc Hold
2
`1
A
5
2 1
50 pc Hold
16.0
6
5 3 4 2
TAKT TIME CYCLE TIME
26.4 18
TOTAL HANDWORK MACHINE CYCLE TIME WALK TIME
119.0 18.0 33.0
50 pc Hold
OTHER ACTIVITIES CONTROL BLOCK J.E.S. LOCATION: Posted on press control panel (Each press)
SAFETY AUDIT
Verify light curtains at beginning of shift Perform gaging as stated in the control plan. Perform audit at beginning of shift Notify fork lift operator when gondola is full (400/container) Tag material with OK to move tag. Record downtime, post performance data to team board at end of shift, record scrap data.
ASSIGNED OPERATORS 1ST SHIFT FRED JONES

SAFETY REQUIREMENTS
QUALITY AUDIT
W.P.O.
MATERIAL HANDLING
2ND SHIFT
AL SMITH SUPPLEMENTAL OPERATORS
Safety shoes (steel toe)

DATA RECORDING
Safety glasses with side shields Hearing protection Kevlar gloves
1ST SHIFT 2ND SHIFT
Kathy Barnes Larry Walker
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STANDARDIZED WORK
Best People Practices Chart Address: AA-007
Operation Name:
Head ABCDE/RUNNER/ABCDE Line: 1 Shift: ALL Area: L6 Head Assembly
(Example)
Contact your coach or coordinator with any changes, questions, or quality concerns.
Work Flow Diagram Total Current Cycle Time: 65.5 sec
Part Production Procedure Item # 1 2 3 4 5 6 7 8 9 10 11 12
Elements Unload 'ABCDE/Runner/ABCDE' Place cluster on rack Tape runner with blue tape and masking tape Transfer 'ABCDE/Runner' to 'ABCDE/Runner/ABCDE' fixture on assembly machine Load 'Runner' onto assembly machine Start machine cycle for 'ABCDE/Runner' and 'Runner' Get 'ABCDE' from WIP table Load 'ABCDE' onto assembly machine Get 'ABCDE' from WIP table Load 'ABCDE' onto assembly machine Start machine cycle for 'ABCDE/Runner/ABCDE' and 'ABCDE/Runner' Get 'Runner' from cart
Target Cycle Time: 55 sec
11 12
10
6 7 9
TOTAL MANUAL TIME: 45.78 sec Standard Daily Routine ( Minutes per Shift) Shift Second 389 5 9
2 Rack
3 Tape
Item A B C
Elements Load/Unload machine AA-007 Record production downtime/scrap Cart handling for 'Runners'
First 389 5 9
Third N/A N/A N/A
Required Personal Protective Equipment

Total Minutes Used: Total Utilization: 403 79% 403 79% 0 0%
Remember Safety 1st!
Note: Operator will be relieved during two 23-minute breaks and one 30-minute lunch. Effective Date:________________________________ Manufacturing General Supervisor Approval:________________________________
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(Example)
ERGO IN PROCESS STOCK NO. OPERATOR
TORQUE CONVERTER OP. A PUMP VANE SETTER
PROCESS NAME:
PUMP-A & TURBINE-A

QUALITY CHECK
ELEMENT TIME
SAFETY
WORK ELEMENTS
HANDWORK MACHINE WALKING
DIAGRAM
24
1 LOAD VANES 2 SET VANES 3 SET INNER RING AND LOAD TAB ROLLER 4 LOAD / UNLOAD WASHER 5 SET PUMP TO SHIPPING RACK
2.8 7.1
34.0 0.6 0.7
8.3 2.9 3.5 2.9 1.2 5.6
PIERCE FINISHED PUMP STOCK
Can you Improve this work cell ?

WASHER VANER
5
A
41 Sec. 34 Sec.
22.9 34.0
12.7 4.9
J.E.S. LOCATION:
POSTED AT OPERATOR WORK STATION SAFETY AUDIT QUALITY AUDIT W.P.O. MATERIAL HANDLING DATA
OTHER ACTIVITIES
VERIFY LIGHT CURTAINS AT BEGINNING OF SHIFT PERFORM GAGING AS STATED IN THE CONTROL PLAN PERFORM AUDIT AT BEGINNING OF SHIFT PUSH FINISHED PRODUCT TO NEXT OPERATION EVERY 64 PARTS
CONTROL BLOCK
ASSIGNED OPERATORS 1ST SHIFT 2ND SHIFT ROBERT ADAMS SAM BATES TRAINING DATE 1/12/04
SAFETY REQUIREMENTS
SAFETY GLASSES
SUPPLEMENTAL EMPLOYEES 1ST SHIFT 2ND SHIFT Tom Smith Patricia Knoles
TRAINING DATE 6/05/03 1/12/04
KEVLAR GLOVES STEEL TOE SHOES
RECORDING
RECORD DOWNTIME, POST PERFORMANCE DATA TO TEAMBOARD AT END OF SHIFT, RECORD SCRAP DATA
OTHER
LOAD VANES TO VANER EVERY 40 CYCLES
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(Example)
ERGO IN PROCESS STOCK NO. OPERATOR
TORQUE CONVERTER OP. A PUMP VANE SETTER
PROCESS NAME:
PUMP-A & TURBINE-A

QUALITY CHECK
ELEMENT TIME
SAFETY
WORK ELEMENTS
HANDWORK MACHINE WALKING
DIAGRAM
24
1 LOAD VANES 2 SET VANES 3 SET INNER RING AND LOAD TAB ROLLER 4 LOAD / UNLOAD WASHER 5 SET PUMP TO SHIPPING RACK
2.8 7.1
34.0 0.6 0.7
8.3 0.9 3.5 0.9 1.2 1.8
FINISHED PUMP STOCK
WASHER
4
A
3 1 2
PIERCE
VANER
41 Sec. 34 Sec.
22.9 34.0 4.9 4.9
OTHER ACTIVITIES J.E.S. LOCATION:

POSTED AT OPERATOR WORK STATION SAFETY AUDIT QUALITY AUDIT W.P.O. MATERIAL HANDLING DATA RECORDING
VERIFY LIGHT CURTAINS AT BEGINNING OF SHIFT PERFORM GAGING AS STATED IN THE CONTROL PLAN PERFORM AUDIT AT BEGINNING OF SHIFT PUSH FINISHED PRODUCT TO NEXT OPERATION EVERY 64 PARTS
CONTROL BLOCK
ASSIGNED OPERATORS 1ST SHIFT 2ND SHIFT ROBERT ADAMS SAM BATES TRAINING DATE 1/12/04 1/12/04
SAFETY REQUIREMENTS
SAFETY GLASSES
RECORD DOWNTIME, POST PERFORMANCE DATA TO TEAMBOARD AT END OF SHIFT, RECORD SCRAP DATA
SUPPLEMENTAL EMPLOYEES 1ST SHIFT 2ND SHIFT Tom Smith Patricia Knoles
TRAINING DATE 6/05/03 1/12/04
KEVLAR GLOVES STEEL TOE SHOES
OTHER
LOAD VANES TO VANER EVERY 40 CYCLES
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DISPLAY OF STANDARDIZED WORK (SOS)

Standardized Work shall be displayed at or near each operation.
Operations performed same way every time. Reduces the risk of omitting components. Quality checks and frequency are indicated. Process improvements easily identified. OPERATOR MOVEMENT WORK ELEMENTS
Training is simplified and consistent. Reminds operator of correct sequence. Alerts operator to safety concerns. Assures operator is following approved process (Layered Process Audits)*.
Assures leadership operation is running as approved. Operator knows if equipment is showing signs of wear. Machine and operator hand work and walk time separated. Time allocated for quality checks are included.
OPERATION CYCLE TIME
Standardized Work provides a basis for effective Operator Instructions.

151
OPERATOR INSTRUCTIONS
JOB ELEMENT SHEET
(JES)
152
STANDARDIZED WORK DOCUMENTS STANDARDIZED

WORK CHART
ELEMENT Sequence..
STANDARD OPERATION SHEET (A) STANDARD OPERATION SHEET (B) STANDARD OPERATION SHEET (C) STANDARD OPERATION SHEET (D)
What, How (Key Point) & Why.

J.E.S. - 1 J.E.S. - 2 J.E.S. - 3 J.E.S. - 4 J.E.S. 5
Job Element Sheet
J.E.S. - 1 J.E.S. - 2 J.E.S. - 3 J.E.S. 4

Job Element Sheet
J.E.S. - 1 J.E.S. - 1 J.E.S. - 2 J.E.S. - 2 J.E.S. - 3 J.E.S. - 3 J.E.S. - 4 J.E.S. - 4 J.E.S. - 5 J.E.S. 5 J.E.S. - 6 Job Element J.E.S. 7 Sheet
Job Element Sheet
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JOB ELEMENT SHEET

Definition: A user friendly document that provides detailed information on a specific element of work to ensure the successful execution of that element. Purpose: To provide detailed training information for new team members. To bridge the gap between engineering information and shop floor knowledge. To provide a written history of that element. To provide a baseline for auditing, problem solving, continuous improvement, rebalancing of work and documentation transfer.
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OPERATOR INSTRUCTIONS
Where to use operator instructions? Operator instructions are commonly available for: manufacturing and assembly inspection and data collection pack out laboratory
Often overlooked activities include:

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offline rework and containment set-up and change-over events prototype and engineering activities process labeling points material handling shipping and receiving maintenance/repair office
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Boundary Sample
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STEPS MAJOR STEPS - WHAT

A major step within an element (Job Element Sheet) is an action necessary for advancing the element to its successful completion.
Major Step 4 Major Step 3
Element
Major Step 2 Major Step 1
When Writing Major Steps You Should: Be brief Describe a single action Avoid use of abbreviations, acronyms and jargon
Examples: Place part in fixture. Rotate jog switch to the Run position. Press Start Cycle button
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KEY POINTS - HOW

Key Points describe how to perform a step (not all steps require Key Points).
Examples of when to write Key Points:

Could the team member get injured if they failed to follow a certain method or technique? Does success or failure depend on performing the work a certain way? Have you learned an easier way to perform the step? Is there a product quality standard associated with the task?
Types of Key Points :

1. Safety 2. Success 3. Hints 4. Quality
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Points in a job operation which could result in team member injury Operational points on which the success or failure of a particular job depends Points which make the job performance easier Points that describe quality requirements for an operation
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REASONS WHY
What happens if the key point is ignored? Why is it done this way? What is the reason? Every Key Point must have a reason.
Why has my trainer told me I MUST do this?
Final Customer has found this defect Spark can cause an explosion
Can develop wrist injuries

Customer has found loose parts in door causing noise
The machine will not engage
The reason this key point is so important is. . .

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OPERATOR INSTRUCTIONS (Example)

Rev. Date: 5/15/03 Shift Control Block Team Leader
JOB ELEMENT SHEET

Supervisor/Group Leader Date Area/Cell/Department: Operation Number: Process/Part Name: NO. 2A
Page:
1of 1
FINAL DRIVE N/A HEAVY DUTY/VOLVO UNLOAD
1 2 3
SEQ 1
- STEP (What) VISUALLY INSPECT DUNNAGE
SYM
- KEY POINT (How) 1A USE BLUE VINYL GLOVES 1B REMOVE ALL TAGS, STICKERS AND DEBRIS 1C SET ASIDE DAMAGED OR DIRTY DUNNAGE
REF
- REASON (Why) 1A CUSTOMER DEMAND 1B PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER 1C REDUCE SEDIMENT LEVELS 2A PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER NUMBERS 3 THROUGH 9 ARE THE ONLY ONES ACCEPTED BY OUR CUSTOMER. OTHERS ARE TO BE PUT INTO REJECT BUGGY 3A OBTAINS "PARK" STATUS IN AUTOMOBILE 4A ALLOWS FINAL DRIVE ASSEMBLY TO BE INSTALLED INTO TRANSMISSION CASE AT ASSEMBLY PLANTS 5A REDUCES BODY STRAIN
VISUALLY INSPECT ASSEMBLY AND WRITE CORRESPONDING STACK HEIGHT NUMBER ON INTERNAL GEAR. ONLY #'s 3 THROUGH 9 ARE TO BE USED
2A ENSURE CORRESPONDING INKJET INFORMATION IS CORRECT WITH STACK HEIGHT NUMBERS WRITTEN IN WHITE ON HEAVY DUTY, PINK ON VOLVO AND A YELLOW DOT ON VOLVO INTERNAL 3A ACKNOWLEDGE SPRING TENSION AND WINDOW CLEARANCE
3 4
DEPRESS PARK LOCK PAWL INTO PARKING GEAR INSERT SHORT END OF SHIPPING PIN INTO INTERNAL GEAR PIN HOLE, LONG END LOCKING PARK LOCK PAWL IN POSITION
4A TURN INTERNAL GEAR WHILE DEPRESSING PARK LOCK PAWL UNTIL PARK LOCK PAWL ADVANCES INTO FULL DEPTH 5A INSERT UNLOAD ASSIST DEVICE INTO THE SUN GEAR SHAFT AND LIFT FINAL DRIVE ASSEMBLY INTO THE BASKET USING THE "UP" AND "DOWN" CONTROL LEVERS 5B LOWER ASSEMBLY CAREFULLY INTO DUNNAGE,
REMOVE ASSEMBLY FROM LINE AND LOAD INTO CORRESPONDING DUNNAGE
5B PREVENT BEARING FRACTURE
Symbol Legend (SYM):
Safety
Ergonomics
Quality
K Knack
C Critical
File/Ref:ES-705-FAHDVU
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TECHNICAL MEMORY
On back of JES
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Best Practices Operator Instructions:

Operator Instructions shall, when appropriate, be updated as a process or product change occurs. Operator Instructions should be: developed by multi-disciplinary teams. developed from Standardized Work Instructions*. used for Standardized Operator Training*. used as a template for new programs.
Operator Instructions are an indicator of a world class organization.
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BENEFITS OF STANDARDIZED OPERATIONS

WORKPLACE ORGANIZATION:
To External Customers (People buying our vehicle & Shareholders) Provides the baseline for continuous improvement and therefore, the best quality product for our external customers. To Internal Customers (Downstream Operation) Provides consistent quality and increased efficiency as the result of a standardized workplace. To Internal Suppliers (Upstream Operations) Provides a consistent evaluation of products and services delivered. To other QSB Principles Provides Status at a Glance and makes out of standard conditions visible so everyone can see the problems and maintain the standards. Good Workplace Organization makes it easy to identify Waste. As the waste is identified, the remaining elements of QSB can be incorporated to eliminate that Waste.
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Workplace Organization: improves productivity: clean machines perform better. supports part cleanliness and improves quality. optimizes workspace flow and reclaims wasted floor space. improves employee's performance, attitude and focus on quality. reinforces organization's commitment to customer satisfaction. is the process to standardize our work areas and help drive the elimination of waste. provides the baseline for continuous improvement since it makes WASTE visible and easy to identify. is the method used to create a safe and well organized workplace. will be maintained and continually improved through the last step of the Process.
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Standardized Work: process improvements are easily identified. safety, quality and labeling points are included. operator training simplified and consistent. assures operator is following approved process (Layered Process Audits)*.
Operator Instructions: promotes safety and quality consciousness. minimizes missed steps in the process. - operations - omitted or incorrect components - quality checks - labeling increases the operator's level of understanding. standardizes operator training process.
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STANDARDIZED OPERATIONS SUMMARY

Organizations shall
utilize a systematic approach to implement and maintain Workplace

Organization.
develop and implement Standardized Work Instructions using multidisciplinary teams.
include work elements, operator movements and operation cycle time

in Standardized Work Instructions.
train impacted and new employees in the use of Standardized Work

Instructions (Standardized Operator Training)*.
post Standardized Work Instructions at all operations. utilize a systematic approach to develop Operator Instructions for all
work.
verify, (Layered Process Audits)* maintain and update operator

instructions as processes/parts change.
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STANDARDIZED OPERATOR TRAINING

Was Operator training verified and documented?
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Standardized Operator Training shall be used to: define the minimum training content for each operation. identify who in the organization will conduct training. establish required documentation and tracking methods.
Trainers shall monitor new operators activities and retrain if
necessary to assure Standardized Work Instructions are being followed. Trainers shall instruct operators using the standard operation training record. The trainer shall notify downstream operations of potential defects.
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How We Learn
How Much We Tend to Remember
10% of what we READ 20 % of what we HEAR 30% of what we SEE 50% of what we both HEAR and SEE 70% of what we SAY 90% of what we both SAY and DO
READING HEARING WORDS LOOKING AT PICTURES WATCHING A MOVIE WATCHING A DEMONSTRATION
Our Level of Involvement

Verbal receiving
Visual receiving
PASSIVE
GIVING A TALK OR LECTURE
Receiving and Participating ACTIVE
GIVING A DEMONSTRATION OR SIMULATION
Doing
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TRAINING
DOs: Always show an interest for the students well being. Have an interest in the topic matter. Know the topic matter thoroughly.
PRINCIPLES OF LEARNING
1) Meaningful Learning 2) Active Learning 3) Multi-Sense Learning 4) Repeated Practice 5) Feedback 6) Reward / Recognition 7) Primacy and Recency
Be prepared.
Trust the student and allow them to grow. DONTs: Never laugh at the student for a stupid question. Never assume that you know everything, and that you cant learn. Do not just lecture, but ask questions to check understanding.
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GOOD TRAINING PREPARATION

Select job to be trained Review job documentation Standard operating sheets (SOS) Job element sheets (JES) Perform workstation audit / workplace preparation Prepare job instruction form Prepare flexibility charts Notification of team members
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THE 4 STEPS OF OPERATOR TRAINING

Step 1 - Prepare Team Member Put the Team Member at Ease Find Out What the Team Member Already Knows About the Job Review Safety Documentation / Information State the Job Verbalize/Explain (Using Standardized Operation Sheet) Review Workstation Documentation Get the Team Member Interested in Learning Job
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THE FOUR STEPS OF OPERATOR TRAINING

Step 2 - Present Operation Review the Job Element Sheets Demonstrate the Operation Show & explain one element & its major steps (What) Show & explain one element & its major steps (What) and key points (How) Show & explain one element & its major steps (What), key points (How) & reasons (Why) Instruct clearly, completely & be patient Do not teach more than the team member can master
Job Element____________
Sketch:
2 3 4
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Step 3 - Try Out Performance Team Member to Perform the Operation Select 1st set of elements (based on job competency) Have Team Member do the job with Team Leader Reading the Major Steps Have Team Member Explain Each Element and Major Steps While They Perform the Job Have Team Member Explain Each Major Step and Key Points As they Perform the Job Again Have Team Member Explain Each Major Step, Key Points and Reasons Why As They Perform the Job Again Add More Elements and Repeat Job for Understanding & Correct Performance Continue Performing Job Until You Know The Team Member Knows the Job Completely
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Step 4 Follow-Up Verify team member job competency (meeting quality stds. in takt time) Have team member demonstrate understanding & capability of: Safety Requirements Standardized Work Quality Requirements Trainer completes quality checks Minimum of 15 units/job or as appropriate Leave team member to work on his/her own Designate to whom the team member goes to for help (such as Supervisor, Problem Solver, Process Control Manager, Quality Network Reps, Specs, etc.) Check Frequently Encourage Questions Give Any Necessary Extra Training Needed
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THE 4 STEPS OF OPERATOR TRAINING

What Are the Four Steps to Job Instruction Training? -- Step 1 Prepare team member Step 2 Demonstration Step 3 Try-out performance Step 4 Follow-up
Remember, Good Training Is the Key to Our Success! Take Time to Prepare and Train Right the First Time!
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(Example)
Team Member Name
Job Instruction Certification Record Filled out by the Trainer

Workstation Description
REVISION LEVEL OF JOB
Dates of Training for the First Two Quadrants
Date & Signatures for the Third Quadrant
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Operation Name and # ___________________
Standardized Operation - Training Record Review

Safety/ Equipment Operation
Review operator job instructions/ Discuss critical points Explain and demonstrate Standardized Work Instructions Quality records to be filled out (eg. Check sheets) Part (product) function Demonstrate the operation and answer questions
(Example) Complete
Application: The following shall be completed with any new operator (for any given operation).
Demonstrate gaging and answer questions

Have new employee run operation and answer questions Teach past problems (eg. FMEA, Top Problems List) Verify first units produced, coach as needed Return within the shift, verify std work & product quality again Return in approx. 1 day, verify std work & product quality again Notify downstream operations of potential defects
Employee Signature _______________

Trainer Signature _______________

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Standardized Operation - Training Record

Training Sign - Off Sheet
(Example)
Mold / Station # Associate Name:
Workcell Shift: Date:
Training Criteria SAFETY

Fire Exits / Extinguisher Location Safety Glass Policy Personal Protective Equipment MSDS Location
Associate Initials
Trainer Initials
Comments
QUALITY
Gate trimming Technique Visual Defects Scrap Procedure
PAPERWORK
Production reporting Scrap Reporting Bar Code Scanning / Label Verification
OPERATIONS
Operator 1 Work Instructions - Min. 16 Hrs. Operator 3 Work Instructions - Min. 16 Hrs. Packaging Requirements (Regular / Service)
WORKCELL ORGANIZATION
5S Responsibilities Supply Cabinet Location / Contents Work Cell Board Review
Employee Signature Date: Form Ref: Rev.#
Trainer Signature Date: Date:
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REQUIREMENTS (continued): The trainer shall verify quality at a frequency determined necessary to assure all standards are met. At a minimum the trainer shall return within the shift and again within approximately one day. Operator training shall be tracked on Trained Operator Tracking Sheets. Operator Tracking Sheets shall be posted at each operation and verified through Layered Process Audits. Scheduling of refresher training for assigned operators is at local site discretion. Supplemental/Temporary employees shall not perform the job unless they have been trained within the last three months.
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(Example)
LATEST Job Instructions Rev. Date
TRAINED OPERATOR TRACKING

Operation Name/# CNC OPERATORS
SOP- 3510 QAL-23 SOP- 3510
1/1/2004 9/23/2004 10/13/2004
LATEST TRAINING DATE AND TRAINER INITIALS

SOP-3510 QAL-23 SOP-3510
DEPT. ASSIGNED EMPLOYEE Burns, J. Smith, K. Underwood, L. Whithers, A.
1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M 1/02/04 J.M. 9/23/04 K.T. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
SUPPLEMENTAL EMPLOYEE Brown, L 1/02/04 J.M. 9/23/04 K.T. Troy, P. 1/02/04 J.M. 9/23/04 K.T. 10/14/04 J.M
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(Example)
FLEXIBILITY CHART
OUTPUTS
Helps Analyze Job Requirements
(Illustrates the number of trained team members per job)
Generates Workforce Capability Picture Identifies Potential Workforce Problems / Weaknesses Helps Plan Job Instruction Training Supports Continuous Improvement
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BENEFITS:
Assures all operators have adequate and similar training. Assures unqualified operators receive training prior to operating equipment. Reduces sort, rework and containment activities. Communicates operator status to all stakeholders.
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STANDARDIZED OPERATOR TRAINING SUMMARY

Organizations shall
Ensure operator training is being tracked on Trained Operator Tracking Sheets.
Post operator Tracking Sheets at each operation.

Notify downstream operations of new operators. Train Supplemental employees who have not performed the job within the last three months.
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ERROR PROOFING VERIFICATION
Was error proofing verified?
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All error proofing/detection devices with the potential to fail, wear, misalign, or otherwise become out-of-adjustment shall be verified at a minimum of once per day. The preferred method is for a team member/ leader to perform as part of start-up and throughout the shift.
Note: This is not mastering a gage, (e.g. Setting gage to zero). It is sending known good & bad parts through to confirm the device is operating correctly. .
DEFINITIONS:
Error Proofing Device (CAN NOT MAKE) - Devices which prevent the manufacture or assembly of nonconforming product. Error Detection Device (CAN NOT PASS or CAN NOT ACCEPT) Devices which prevent the transfer of nonconforming product (e.g. 100% in-line inspection equipment).
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ERROR PROOFING DEVICES SHALL BE VERIFIED AND THEIR RESPECTIVE LOCATIONS DOCUMENTED
Master Document of Error Proofing devices, with identification number and location Verification frequency Identify masters (Good/Bad) and defect being checked
REACTION PLANS SHALL BE DEVELOPED TO FOLLOW WHEN THE ERROR PROOFING DEVICES FAIL VERIFICATION
Clearly defined reaction plan if device fails to detect When/if shut down when device fails to detect bad part? Containment plan? (100% Inspection, etc.) Are suspect parts rerun thru Error Proofing device? How/when is Error Proofing device repaired? Lot size of parts run between Error Proofing verification History of process to determine verification frequency How robust is the process? How easy is it to contain suspect product?
ERROR PROOFING DEVICES SHALL BE VERIFIED ONCE per DAY
VERIFICATION RESULTS SHALL BE RECORDED WITH IMMEDIATE RESPONSES TO FAILURES
Develop Log of Error Proof Verification failures with reaction plan to nonconformities Develop form to notify of nonconformities and escalate reaction to nonconformities Document as Lessons Learned Method for getting information to management Determine how information is to be displayed
VERIFICATION RESULTS SHALL BE REVIEWED BY SITE LEADERSHIP
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(Example)
SHIFT:
ERROR PROOFING VERIFICATION CHECKLIST

SNAP RING PRESENCE op# OP 30 OP 30 OP 30 OP 30 OP 40
DATE:
YES NO PROBLEM
THESE ITEMS ARE TO BE CHECKED DAILY 4 5 6 7 8 9

OPERATE L&R SNAP RING INSTALLATION TOOL WITHOUT SNAP RING - IS PART REJECTED ? DID RED LIGHT ON LIGHT TREE TURN ON ? (L&R) DID REJECTED PART STAY IN STATION ? (L&R) DID ANDON ALARM SOUND? (L&R) OPERATE SMALL SNAP RING INSTALLATION TOOL WITHOUT SNAP RING - DID GAGE REJECT PART ? DID RED LIGHT ON LIGHT TREE TURN ON ? (SMALL SNAP RING)?
Code
4 5 6 7 8 9 10 11 182 15 12 13 14 YES NO
10 DID REJECTED PART STAY IN STATION? (SMALL SNAP RING) 11 DID ANDON ALARM SOUND ? (SMALL SNAP RING)? 12 DOES PART STILL STAY IN STATION WHEN HAND VERIFICATION TOOL DISPLAYS A RED REJECT LIGHT? 13 IS SMALL SNAP RING VISUAL IN PLACE ? 14 IF SMALL SNAP RING TOOL IS DOWN, IS THE BACK-UP GAGE USED? 15 DOES BACK-UP GAGE REJECT PART IF NO SNAP RING IS PRESENT? 16 DOES THE LIGHT TURN RED? (SMALL SNAP RING BACK-UP)?
SUPERVISOR: ______________________________
TOTAL # OF X'S IN EACH COLUMN

AUDITOR: _________________________________
ANY ITEM SHADED NOT WORKING PROPERLY, THE SUPERVISOR MUST BE NOTIFIED IMMEDIATELY. ANY ITEM OUT OF COMPLIANCE SHOULD BE REVIEWED WITH SUPERVISOR OR A COPY OF THE AUDIT GIVEN TO SUPERVISOR.
Completion of the verification should be documented and visually displayed in the workstation. The devices verification status should be obvious to everyone in the area.
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(Example)
DEPT.____________
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
ERROR PROOFING VERIFICATION RESULTS
JAN % IN COMPLIANCE: # OF ITEMS ON CHECKLIST: # OF VERIFICATIONS TOTAL # OF ITEMS VERIFIED: # OF ITEMS IN COMPLIANCE:
FEB
MAR
APR
MAY
JUNE
JUL
AUG
SEP
OCT
NOV
DEC
ITEMS NOT IN COMPLIANCE
NUMBER OF ITEMS NOT IN COMPLIANCE
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BENEFITS:
Assures error proof/detection devices are working as intended. Prevents nonconforming product from being made or transferred. Establishes a history for each device; indicates when preventative maintenance or repair is needed. Instills discipline within the process.
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ERROR PROOFING VERIFICATION SUMMARY

Error proofing devices shall be verified at least once per day.
Error Proofing device locations shall be documented.

Reaction Plans to failures shall be developed. Verification results shall be recorded. Leadership shall review verification results.
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LAYERED PROCESS AUDITS

Were Leadership Layered Process Audits Performed?
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Layered Process Audits provide a system to: - verify compliance to the documented process. - instill discipline. - improve communication. - improve overall quality.
Layered Process Audits are an industry standard. Layered Process Audits must be owned by manufacturing leadership. Quality and other functions will participate and support the Layered Process Audits system. Layered Process Audits supplement ongoing control plan and job instruction checks.
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Definition A standardized audit performed on a regular, frequent basis by all layers of the organization that verifies adherence to operational standards and consistently reinforces the QSB vision for the organization. Purpose Ensures consistent application and execution of standards, improved built-in-quality and increased operator/leadership awareness facilitated by coaching/teaching interaction between leadership & operators.
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Involve all levels of Leadership in supporting the operator through coaching / teaching interaction on the shop floor. Ensure a high level of process control by identifying & controlling high risk / significant process elements. Maintains proper application of standards as defined & achieved through operational readiness process. Identify opportunities for improvement & provide a process for effective follow up. Verify a robust audit process at lower levels.
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Frequent assessments by all layers of the organization (Team Leader Plant Manager) are performed using the Layered Process Audit checklist. The Layered Process Audit system includes: - Evaluation against established standards.
- Introduction of corrective actions (countermeasures).

- Regular review process by senior management. - Results & actions tracked / visualized in each area. The Layered Process Audit Check Sheet is comprised of 3 main sections: Workstation base list of checks, applicable to all work stations
Quality Focused checks are specific to operations and developed by plant, based on quality feedback, process knowledge, and problem solving
Production System base list of checks, applicable to all work stations
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The Intent is to have a single page Layered Process Audit FORM, with TWO COMMON sections and one, (Section #2), that is customized to a specific Product Line or Area of the Plant.
The Layered Process Audit is entirely a manual format. The back side of the form is available to write down the non-compliance comments. It is recommended that you start this way so the users get an in-depth knowledge of the content and functionality of how the Layered Process Audits process supports QSB.
Users then transfer the written issues that were not corrected immediately, directly to a blank countermeasure report for assignment and corrective action. This progress review shall be conducted at least once per week.
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Section #1: COMMON WORKSTATION QUESTIONS 1. Tailor fit the questions in this section which are common across all work stations. Changes should be minimal here and should only require modification to descriptions of documents or procedures.
- Grey boxes denote questions to be asked of the Team Member working in the station or operation being audited.
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Section #1 WORK STATION SPECIFIC

The Workstation section of the Layered Process Audits Check Sheet is used by the Group Leader and Team Leader to support the operator by:
Ensuring proper safety practices and PPE are being followed. Ensuring proper tools, gages and materials are available & used. Ensuring standardized work & quality standards are understood & followed. Ensuring Andon system is functioning properly. Ensuring Workplace Organization & Visual Management standards are maintained (e.g. according to the plant WPO standards and Visual Management policy). Ensuring compliance to Material Processes FIFO/Min.-Max. levels.
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Section #2: UNIQUE
TO A PRODUCT LINE OR AREA OF THE PLANT
Previous Customer Concerns

Establish and input questions on the Complete Audit worksheet that are specific to a Product Line or Area of the plant in Section #2.
This area is set up for a maximum of 10 questions. Enter specific items describing where in the process, and what you would like to audit regarding corrective action implementation to customer concerns. (i.e. error proofing verification, use of fixtures added to complete standardized work)
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Develop a checklist:
A list of high risk items to be verified during Layered Process Audits shall be established. Possible elements to consider include: Gages functioning and calibration confirmation Stacking/packing techniques Visual aids presence and content Process parameters Work instructions Product identification Torque monitoring (if applicable) Documentation / record completion Customer feedback Layered Process Audits shall verify appropriate Quality documentation.
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EXAMPLES OF PREVIOUS CUSTOMER CONCERNS

Update Standardized Work Documents
Update Documentation after Quality Focused Audit items are developed
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Section #2 QUALITY SYSTEM SPECIFIC

The Quality Focused section covers the entire team or group and is also audited by the Team Leader & Group Leader to support the operator by: Ensuring error proofing is functioning properly and identified high risk/ significant process elements are controlled to prevent known problems from reoccurring. Ensuring required quality inspection and/or documentation are being completed.
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QUALITY FOCUS CHECK

In addition to Customer Concerns, consider the following as you validate the Quality Focused items for the audit: What is the root cause of the quality issue?
Is the item process related?

Is the item plant controllable? Are there specific quality inspections or documentation requirements for higher risk operations?
Are error proofing devices present?

A positive response to any of these questions indicates the item should be considered for inclusion in the audit plan.
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Section #3: COMMON
SYSTEMS QUESTIONS
3. Tailor fit the questions in this section which are common across all work areas. As in Section #1, changes should be minimal here and should only require modification to descriptions of documents or procedures.
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Section #3 MANUFACTURING SYSTEM SPECIFIC
Plant Staff and Shift Leaders/Managers review the same items at a workstation level, and in addition review a Group Leaders area using the Layered Process Audit for: Completion of safety talks & tours Compliance to Process Control Plans Conformance to Workplace Organization standards Proper use of the Andon System Effective Problem solving & countermeasure implementation Effective use of Layered Process Audits process for control and follow up
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HEADER: Enter the System Name Product line or an area of the Plant 1. Molding 2. Paint/Coating 3. Assembly 4. Warehouse/Shipping
Section #1: COMMON Workstation questions
Create a master Layered Process Audit form for each Unique Processing Area
Section #2: Unique to a Product line or Area of the Plant

Previous Customer Concerns
Section #3: COMMON Systems Questions
In this Example the Manufacturer would have (4) four unique one page audit forms/files, to cover all processes.
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GMS Layered PROCESS Audits - Process LAYERED AUDITS Choose the Workstation
Pick the station that has not been recently audited.
What is expected from you:

describe things as they are follow your usual routine, let auditors catch the actual, current status of your workstation if you deviate from the standard, provide actual reasons why, as you understand them help implement actions to remove deviations.
Conduct the Audit
Follow standardized checklist, always study the standard and compare to the standard.
Give feedback & document results
Immediately inform all TMs concerned about the audit results. Record all deviations on standardized problem tracking sheet. Implement suggested countermeasures as soon as possible.
What can you expect:
to be informed about the findings of the audit in your team to see / be involved in actions on any deviations found to be informed / able to follow progress of the process on the tracking sheets
Follow-up
FR&PS NCM VS
Follow-up on open items, make sure to close in one week. Elevate problem to higher level after target date.
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LAYERED PROCESS AUDIT TRACKING

The example at the right is another way to ensure each station within a work area is evaluated as a minimum, on a monthly basis. This chart is used by all auditors to determine which stations have not yet been audited and requires the auditor to write down their name, date, and shift for the stations they chose for the audit.
(Example)
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LAYERED PROCESS AUDITS - TRACKING

(Example) Identifying Audits to be completed by the leadership staff is essential to ensure that all areas on the shop floor interact with the management team. An example schedule at the right addresses both the required frequency by manager and the status of this interaction.
Shaded in as Audit is Completed
Shaded in Red if Not Completed
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LAYERED PROCESS AUDITS FREQUENCY

Layered Process Audits frequency:
- High risk items shall be verified a minimum of once per shift.

- The manufacturing supervisor shall verify & audit (daily) Quality documentation to ensure that it is being completed by the operators. - The manufacturing area manager shall verify & audit (weekly) that supervisor verification is being completed.
- Leadership shall conduct Process Layered Process Auditss assessments periodically (monthly/quarterly).
Operator M Supervisor
Manager Site Leader

212
Layered Process Audits

Executive Managers / Directors Quarterly / minimum Plant Manager 1 time / month
(Example)
Manager / Engineers 1 time/week
Supervisor / Team Leader Daily Daily / Weekly
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CHECKLIST EVALUATION
There are three results that can come out of each check: Y No Deviations are Found N Deviation Found NC Corrected during audit Drive this behavior N/A Not Applicable (established at Plant/Shift Leader level) All Deviations shall be recorded on the Layered Process Audit Checklist and described in the results sheet, details section. Any Deviations that can be corrected immediately will have a letter C next to it. Any Deviations that cannot be immediately corrected must have additional detail written and transferred to a countermeasure. Reasons for non-compliance should be understood.
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FILLING IN THE AUDIT RESULTS

Header Information: Fill Out the Entire Top of the Form
Y NC
Section #1: COMMON Workstation questions
N = Deviation Found Y = Meets Standard If the item is Corrected Immediately

Section #2: Unique to a Product line or Area of the Plant Previous Customer Concerns
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Section #1 WORK STATION SPECIFIC

Question #8 Asks?
Are the correct tools and gages present, in use and in Standardized Work?
1-8 Boundary samples referenced in the JES not available in station to the team member. Quality Engineer was notified.
Write down the Section #Question#
Write down the NonCompliance Issue Detail
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After you complete the audit, review the results with the areas manager or supervisor and have them sign and date the audit.
All questions answered N on the Audit Check Sheet that cannot be resolved immediately will be entered on the Countermeasure sheet as an open item.
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LAYERED PROCESS AUDIT COUNTERMEASURE SHEET

The Countermeasure sheet tracks the specific open issues on an operation/workstation for each group and is posted in a visible location in the Group Area. All questions answered N on the Operation Check Sheet that cannot be resolved immediately will be entered on the Countermeasure sheet as an open item. The countermeasure sheet will be updated and signed off as issues are resolved.
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LPA COUNTERMEASURE SHEET

Item # 4 Date 7/7/03 Location 005R Problem Description Tape missing on floor tool for installing drainplugs is different from standard, TM used replacement without informing TL Owner TL1 Countermeasure Replace tape get standard tool from store, replace at workstation Target date 7/7/03
(Example)
Initials Complete Date 7/8/03
RS RS
7/7/03
005R
TL1
7/8/03
7/8/03
Open discrepancies, those issues not immediately corrected during the audit, are tracked to closure using a Countermeasure process. The countermeasure sheet is updated and signed as issues are resolved. At the users discretion, they may also choose to track total # of discrepancies found over time. This can be done at an aggregate or line item level of detail as required to meet their needs. Support groups should be invited to participate in the audit process. All levels of the organization should be involved when leadership audits their area to support proper Coaching / Positive reinforcement
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Review Process Shift Leader is Process Owner Regularly scheduled review meeting (recommend weekly) Review compliance & completion performance Elevate past due countermeasures to next level Review audit questions for Continuous Improvement (add, delete, revise as needed) Visualize Results In Work Area Post audit results AND Countermeasure Chart Post Compliance and Completion Performance When appropriate, the Layered Process Audit nonconformance shall be added to the Fast Response* system and/or the C.A.R.E.* checklist. Layered Process Audit results shall be added to the Lessons Learned* database when appropriate. Audit results shall be summarized and reviewed by the manufacturing site leadership.
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LAYERED PROCESS AUDIT BOARD

1
(Example)
4 Action
Do
2
Check
Plan
Audit Frequency IPs
Management Staff Schedule TEAM-STATION FLOOR LAYOUT
Audit (Blanks)
Closed PRR List
Completed Audits
COUNTERMEASURES
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(Example)
DEPT._________________
100% 90% 80% 70% 60% 50% 20 40% 30% 20% 10% 0%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
LAYERED PROCESS AUDIT RESULTS

50
47 43 43
45 40 35
27 23 16 16 24 19 22
30 25 20 15 10 5 0
JAN 88% 20 20 400 353 47 FEB 68% 15 9 135 92 43 MAR 95% 20 28 560 533 27 APR 96% 30 15 450 434 16 MAY 97% 20 20 400 386 14 JUNE 84% 10 10 100 84 16 JUL 95% 20 20 400 380 20 AUG 95% 25 20 500 477 23 SEP 94% 20 20 400 376 24 OCT 95% 20 20 400 381 19 NOV 95% 20 20 400 378 22 DEC 89% 20 20 400 357 43
14
% IN COMPLIANCE: # OF ITEMS ON ASSESSMENT: # OF ASSESSMENTS TOTAL # OF ITEMS ASSESSED: # OF ITEMS IN COMPLIANCE: NON CONFORMANCES NON CONFORMANCES Safety Missed Audits 5S Related Product Voice of Customer Systemic Gage Calibration Poke Yoke
10 10 2 10 6 9
8 8 7 4 4 7 5
5 3 7 3 2 1 6
2 2 3 2 2 2 3
NUMBER OF ITEMS NOT IN COMPLIANCE 1 1 1 1 1 3 4 5 2 1 2 2 2 2 2 1 1 1 1 1 3 4 4 4 3 2 2 2 2 2 2 2 5 6 7 5 7
1 1 2 1 2 2 2 8
1 1 3 1 2 2 2 10
1 10 2 10 10 2 2 6
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LAYERED PROCESS AUDIT SUMMARY

Organizations shall
Designate manufacturing to own and conduct Layered Audits. Develop a check list of high risk items to be verified during audit process. Establish frequency of audits. (High risk items to be audited at a minimum of once per shift). Verify appropriate Quality documentation. Track and review the results of Layered Process Audits.
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RISK REDUCTION PROCESS

PROACTIVE
RPN REDUCTION PROCESS: Reducing the risk of a POTENTIAL QUALITY FAILURE
REACTIVE
ERROR PROOFING PAST QUALITY FAILURES
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PROCESS FAILURE MODE & EFFECTS ANALYSIS (PFMEA)

DEFINITION
An analytical technique for each process step that identifies: ways a process may fail to meet requirements. consequences to the internal / external customer (severity). frequency the failure will/could happen (occurrence). effectiveness of current controls (prevention & detection). ranking of causes and effects (risk priority number). A structured procedure for identifying and eliminating process related failure modes.
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SEVERITY RANKINGS
Effect Hazardous without warning Hazardous with warning Very High Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities. (Customer Effect) Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation without warning. Very high severity ranking when a potential failure mode affects safe vehicle operation and/or involves noncompliance with government regulation with warning. Vehicle/item inoperable (loss of primary function). Criteria: Severity of Effect This ranking results when a potential failure mode results in a final customer and/or a manufacturing/assembly plant defect. The final customer should always be considered first. If both occur, use the higher of the two severities. (Manufacturing/Assembly Effect) Or may endanger operator (machine or assembly) without warning. Or may endanger operator (machine or assembly) with warning. Or 100% of product may have to be scrapped, or vehicle/item repaired in repair department with a repair time greater than one hour. Or product may have to be sorted and a portion (less than 100%) scrapped, or vehicle/item repaired in repair department with a repair time between a halfhour and an hour. Or a portion (less than 100%) of the product may have to be scrapped with no sorting, or a vehicle/item repaired in repair department with a repair time less than a half-hour. Or 100% of product may have to be reworked, or vehicle/item repaired off-line but does not go to repair department. Or the product may have to be sorted, with no scrap, and a portion (less than 100%) reworked. Or a portion (less than 100%) of the product may have to be reworked, with no scrap, on-line but out-ofstation. Or a portion (less than 100%) of the product may have to be reworked with no scrap, on-line but in-station. Or slight inconvenience to operation or operator, or no effect. Ranking 10
High
Vehicle/item operable but at a reduced level of performance. Customer very dissatisfied.
Moderate
Vehicle/item operable but Comfort/Convenience inoperable. Customer Dissatisfied.
item(s)
Low
Vehicle/Item operable but Comfort/Convenience item(s) operable but at a reduced level of performance. Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by most customers (greater than 75%). Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by 50% of customers. Fit and Finish/Squeak and Rattle item does not conform. Defect noticed by discriminating customers (less than 25%. No discernible effect.
Very Low Minor
4 3
Very Minor None
2 1
(AIAG PFMEA Third Edition)

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OCCURRENCE RANKING
Probability Likely Failure Rates PpK Ranking
< 0.55 > 0.55 > 0.78 > 0.86 > 0.94 > 1.00 > 1.10 > 1.20 > 1.30 > 1.67 10 9 8 7 6 5 4 3 2 1
Very High: Persistent Failures > 100 per Thousand Pieces 50 per Thousand Pieces High: Frequent Failures 20 per Thousand Pieces 10 per Thousand Pieces Moderate: Occasional Failures 5 per Thousand Pieces 2 per Thousand Pieces 1 per Thousand Pieces Low: Relatively Few Failures 0.5 per Thousand Pieces 0.1 per Thousand Pieces < 0.01 per Thousand Pieces Remote: Failure is Unlikely
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Detection
Criteria
Manual Inspection
Error Proofed
Gauged
Rating
DETECTION RANKINGS
X X X X X X
Suggested range of detection methods
10
Almost Impossible Very 9 Remote 8 7 6 5 Remote Very Low Low Moderate
Absolute certainty of non-detection. Controls will probably not detect. Controls have poor chance of detection. Controls have poor chance of detection. Controls may detect. Controls may detect. X
Cannot detect or is not checked. Control achieved with Indirect or random checks only. Control is achieved with visual inspection only. Control is achieved with double visual inspection only. Control is achieved with charting methods, such as SPC. Control is based on variable gauging after parts have left the station, or go/no-go gauging performed on 100% of the parts after parts have left the station. Error detection in subsequent operations, OR gauging performed on set-up and first piece check (for set-up causes only). Error detection in station, OR error detection in subsequent operations by multiple layers of acceptance: Supply, select, install, verify. Cannot accept discrepant part. Error detection in-station (automatic gauging with automatic stop feature). Cannot pass discrepant part. Discrepant parts cannot be made because item has been error proofed by process/product design.
Controls have a Moderately 4 good chance to High detect. Controls have a 3 High good chance to detect. 2 1 Very High Certain Controls almost certain to detect. Controls certain to detect.
X X X

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PROCESS FAILURE MODE & EFFECTS ANALYSIS

(Example)
What can go wrong?
15xxxxx
How does it affect customer?
PO T E POTENTIAL N T IAL F AILURE FAILURE M O DE MODE AN D AND E F FEFFECTS E CT S ANANALYSIS ALYSIS (PRO (PROCESS CE SS F M E FMEA) A)
REV'D DATE : FMEA DATE : FMEA CONDUCTED BY :
How likely are we to notice if this happens?

B/P Level: 001, 7-NOV-02
MODEL YEAR / CARLINE : PRODUCTION PLANT :

C L A S S
PROCES S NAME/ NUMBER
PROCESS FUNCTION
POTENTIAL POTENTIAL EFFECT(S) OF FAILURE MODE FAILURE
S E V
POTENTIAL CAUSE(S)/ MECHANISM(S) OF FAILURE
O C C
CURRENT CONTROLS
PREVENTION
DETECTION
D E T
R P N
ACTION RESULTS RESPONSIBILI RECOMMENDED TY & TARGET S O D ACTION(S) COMPLETION ACTIONS E C E DATE TAKEN V C T
R P N
10
Install Incorrect pilot part bearing installed
Misbuild: 7 part does not function. 7
Manual: incorrect part selected Machine Vision ID Incorrect
7 No
No 10 490 Sensor to prevention detection detect
Shad, B. 3/1/02 7 7 4 146
bearing type 3 No In-line prevention Audits 6 126 New Laser NA Station.

7 3 2 42
20
Correct Incorrect unable to subor install assy reversed subassembly
How often does this cause happen? (AIAG PFMEA Third Edition)
FR&PS NCM VS LPA EPV WPO SWI (SOS) OI (JES) SOT(JIT)
How high is the risk?

Risk Reduct Contam SCM
229
PROACTIVE RISK REDUCTION

PFMEAs shall be completed for all manufacturing processes and support functions as required by the Quality Management System. Support functions include: (receiving inspection, material handling, labeling, shipping, repair, rework, etc). PFMEAs shall: conform to current AIAG guidelines and customer requirements. be updated on a regular basis (living documents). exist for all product lines / part numbers. include all processes and process steps. be utilized for Continual Improvement. have accurate Severity/Occurrence/Detection ratings.
230
PFMEA REVIEW
Multi-disciplinary teams shall perform periodic PFMEA Reviews. The frequency and/or number of PFMEA reviews shall be determined by supplier leadership based on: customer expectations (PR/Rs, DDW, Launch activities, etc)
process capability (FTQ, SPC, etc)

changes to the process (Error proofing, Tier 2 changes, etc) Criteria to prioritize which PFMEA to review include:
product from an acquisition, tool move or change in supplier.

PFMEA developed without adequate cross-functional involvement. PFMEA for part(s) with history of PR/R, Customer complaints, Warranty or FTQ issues.
Occurrence ratings (FTQ, scrap, etc) have changed significantly.

PFMEA with oldest revision dates.
231
PFMEA Review shall include the following at a minimum: verification that all operations/processes are included and accurate (paint, heat treat, material handling, labeling, etc). all process controls are included. Detection ratings are accurate. Occurrence ratings are analyzed using data (SPC, FTQ, Quality Gate, C.A.R.E.*, Scrap, Layered Process Audits* results, etc). verification that the PFMEA meets customer requirements and expectations (AIAG, PPAP, Launch, DDW, etc). Upon completion of the review, a list of the highest (RPN) Risk Reduction opportunities is established or revised based on the new data.
An action plan or equivalent shall be utilized by the multi-disciplinary team to track progress in reducing the RPN ratings.
232
RPN TRACKING CHART

(Proactive)
No. OP No. Function & Failure Mode RPN Value Who Recommended Actions SENSOR TO DETECT BEARING TYPE
(Example)
Completion Revised Date RPN
10
INCORRECT BEARING INSTALLED INCORRECT OR REVERSED SUBASSEMBLY
490
B. SHAD
12/1/2004
112
20
126
N. ADAMS
INSTALL LASER STATION
12/31/2004
42
50
HOLE MISSING
168
INSTALL POST ON ASSEMBLY S. BROWN FIXTURE 12/23/2004
42
60
INCORRECT LABEL
112
V. WAGNER
IMPLEMENT SCANNER
1/30/2005
21
The number of RPN reduction opportunities on the list is dependent on complexity of parts and process, size of plant, customer feedback, etc
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(Example: GM form1927-21)
(This is for reference only; check for latest revision)

234
REACTIVE RISK REDUCTION:

Multi-disciplinary team(s) shall be utilized to develop a list of the past internal and external quality failures.
Team(s) identify true PFMEA Severity, Occurrence and Detection rating for each RPN using AIAG guidelines.
Team(s) shall develop an action plan to Error Proof the failures. Recommended Actions are improvements that will prevent or reduce the Failure Mode. When Error Proofing is not feasible, a plan to improve detection shall be established.
A team member shall be assigned responsibility for implementing the recommended action.
Reasonable target completion dates shall be established.
235

TOP FAILURES LIST (Example)
QUALITY FAILURES
# of Issue # Proplem Discription Occurances ICA-04-01 WRONG FITTINGS INSTALLED 21 CA-04-12 NUT LOOSE / UNDER TORQUED 10 CA-04-04 O'RING SEAL CUT/DAMAGED 8 ICA-04-09 SPRING OMITTED 8 ICA-04-15 ASSEMBLY DAMAGED BY IMPROPER HANDLING 5 CA-04-02 SEAL MISLOCATED, OMITTED OR EXTRA 5 CA-04-05 SENSOR DAMAGED / BROKEN 4 CA (EXTERNAL) ICA (INTERNAL) Last Cost Per Occurance Occurance 9/23/2004 $940 11/4/2004 $950 11/11/2004 $1,165 10/30/2004 $457 12/31/2004 $1,500 12/4/2004 $864 11/11/2004 $453
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Error proofing shall be verified per the Error Proofing Verification* process.
When corrective actions have been implemented, teams shall
validate the new Occurrence and Detection rankings and resultant RPN.
Teams shall update PFMEAs with all corrective action measures.
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RISK REDUCTION
SITE LEADERSHIP:
should review the need for PFMEA training at least once per year. shall support RPN reduction activities and provide necessary resources. shall review the RPN reduction tracking charts. shall ensure that formal multi-disciplinary teams are utilized in the preparation and ongoing review of PFMEAs.
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Risk Reduction
BENEFITS:
Supports continual improvement as expected by TS16949. Allows leadership to allocate limited resources to critical areas. Provides a basis for effective error-proofing and problem solving. Core tool for APQP and PPAP requirements. Provides a Lessons Learned archive. Promotes cross-functional teamwork. Meets customer expectations for living documents.
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RISK REDUCTION SUMMARY

PROACTIVE Leadership shall support RPN reduction activities and provide necessary resources. PFMEAs shall undergo a complete review. A list of the highest (RPN) Risk Reduction opportunities shall be established. An action plan or equivalent shall be utilized by the multi-disciplinary team to track progress in reducing the RPN ratings. REACTIVE A list of the past internal and external quality failures shall be established. Team(s) shall develop an action plan to Error Proof the failures.
240
CONTAMINATION CONTROL
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Contamination Control establishes minimum requirements to avoid product failure. Throughout this section, Contamination shall be defined as: Dirt, foreign materials or sediment (Note: Castings define Contamination as retained material.) Extra parts (i.e. extra fasteners Coating Contamination Suppliers shall have procedures and work instructions for Contamination Control where appropriate. Work instructions may require: Process monitoring SPC or data collection Routine maintenance Preventative or predictive maintenance
242
Each manufacturing site shall define procedures for the method and frequency of checks required to ensure proper functionality of processes and equipment such as:
washer fluids, solvents, metal working fluids, etc

fluid/air probe flush station controls. dunnage and part storage systems. part handling process controls. paint and coating systems. air handling systems and clean rooms. purchased parts and materials.
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PAINT CONTAMINATION CONTROL BEST PRACTICE (Example)

Contamination reduction activities are coordinated by a Contamination Reduction Team which is responsible for the following activities: Dirt Defect Analysis Removal, Preparation, Identification Data Gathering and Reporting SPC, Pareto, etc. Production, Maintenance, Cleaning Control of the paint shop environment Consumables, Personal Clothing, Cratering Agents Make Improvements Fix Process, Fix Facilities Report progress to Management on a regularly scheduled basis and assist with implementation.
244
Contamination related customer complaints shall require corrective actions. Non-compliance addressed through Fast Response* and Layered Process Audit* systems. A best practice for contamination control, problem solving and continuous improvement is to use a multidisciplinary team approach. The four main areas of focus for the Contamination Control Team are: People Process Facilities Material
245
Some Key issues in the People area:
Dirt Awareness Self inspection/clean up on all operations Clean area for paint and electronics manufacturing
Communicate expectations
approved attire only understand and follow personal product restrictions no Food/Drink/Smoking no fibrous materials in paint and coatings areas i.e., newspapers, paper towels, cardboard, etc.
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Some Key issues in the Process area:
Process Monitoring
Contamination count (SPC, U-Charts) Contamination identification (Pareto)

Process analysis and investigative techniques Establish and maintain a Contamination Reference Handbook with examples. Measure results.
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Some Key issues in the Facilities area:
Facility maintenance relating to contamination sources in all process and equipment: Cleaning Filter changes Balance requirements General Housekeeping requirements. Clean Rooms for Coatings, Paint, and Electronic Areas closed and sealed. Proper ventilation.
Identification and control of traffic patterns and access.
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Some Key issues in the Material area: Dunnage maintenance and cleaning (ex.: cardboards, papers, old labels) Purchased and in-process parts cleanliness (ex.: rust, coatings, mixed parts) Storage locations conditions (ex.: dust, temperature and humidity control) Proper material rotation
Part handling techniques

Approved repair operations must use the same tools designed for primary operation: gloves, masking, torque equipment. No repair (grinding, flash removal, tapping holes) permitted on line. Do not manually clean parts on assembly line: no Scotchbrite pads, sanding discs.
249
EXTRA PARTS REDUCTION PROCESS CONTROLS

The manufacturing site should include process controls to eliminate or reduce extra parts: Rollovers Correct use of masks Magnetic wrench functionality When the primary process is not functioning, a documented alternative/back-up method must be implemented to minimize risk.
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CLEANLINESS LEVEL DESIGNATIONS

All parts must meet GM requirements for cleanliness and contamination. Specific requirements are specified by each GM division.
LEVEL 1: BASIC
(Example)
Components where cleanliness is not an overriding concern. Applies to all parts and components. A note will appear on part drawing as:
LEVEL 1: PARTS AS DELIVERED TO ASSEMBLY SHALL BE CLEAN AND FREE OF DEBRIS, RESIDUAL ABRASIVE MATERIAL, AND CORROSION PRODUCTS ADVERSELY AFFECTING FUNCTION OR APPEARANCE.
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LEVEL 2: ADVANCED (Example) Machined components requiring a high level of cleanliness. Process controls must be in place to monitor and ensure quality. Examples include: Crankshafts, Oil Pans, Pistons A note will appear on part drawing as:
LEVEL 2: (Includes the Level 1 note) DEBRIS ON FINISHED PARTS SHALL BE REGULARLY MONITORED AND CONTINUOUSLY IMPROVED USING STATISTICAL METHODS, UPPER CONTROL LIMITS AND PROCEDURES APPROVED BY GM POWERTRAIN MATERIALS ENGINEERING AND DEFINED IN THE SUPPLIER PROCESS CONTROL PLAN.
The intent of the Level 2 note is to:

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establish an acceptable initial level of part/process cleanliness establish appropriate processes and controls to measure part cleanliness at a specified frequency require recording/plotting of these measures require control limits be utilized to trigger reaction plans require corrective action to prevent nonconforming products
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LEVEL 3: ADVANCED
(Example)
Critical or high debris sensitive components where additional specific weight/size limits or residual debris are specified. Examples include: Cylinder cases / Cylinder heads A note will appear on part drawing as:
LEVEL 3: (Includes the Level 1 & 2 note) IN NO CASE SHALL DEBRIS EXCEED (X) MILLIGRAMS [AND/OR (Y) DIAMETER] WHEN MEASURED PER TEST GMN METHOD GMN6752.
Monitoring of the process shall be included in Layered Process Audits* and corrective actions addressed during Fast Response.* These process monitoring points may be Verification Stations.*
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EMPLOYEE AWARENESS
Customer concerns due to contamination should be communicated to all employees using plant communications such as: Fast Response* Tracking Board, Quality Q Quality Alerts, Corrective Action documents (PPSR) newsletters, closed-circuit television Lessons Learned* Data Base Areas sensitive to contamination shall be identified for: Employees Visitors Vendors (Suppliers) Post maintenance checklist after maintenance is done to designate area is fit for manufacturing
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Organizations shall
Suppliers shall have procedures and work instructions for Contamination Control where appropriate. Site leadership shall review contamination data to determine the necessary corrective actions. Contamination related customer complaints shall require corrective actions.
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SUPPLY CHAIN MANAGEMENT

What are your expectations of your suppliers?
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Raw Material Supplier
Tier 2 Supplier
Tier 1 Supplier
Dealer
Customer
The supply chain shall utilize systems and processes to control and develop their suppliers.
257

These systems and processes should be similar to those GM uses with their suppliers. Manufacturing Quality Systems Change Management Process Internal changes to process or product Supplier changes to process or product Advance Quality System Part Approval Process to GM TS requirements relative to supplier performance shall be maintained and monitored.
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The purpose of Supply Chain Management is to provide a standard process for managing all of the supplier tiers in the supply chain. Supply Chain Management: Addresses suppliers Quality Management System Defines the processes to be followed Defines GM supplier expectations through the tiers Defines method of displaying important information Applies discipline when responding to issues Applies QSB principles to the supply chain Addresses Suppliers Change Management System Supply Chain Management applies to a suppliers entire supply chain, including all Tiers, sub-suppliers, and raw material suppliers.
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SIX PANEL CHART

PR/R's
5 4 4 3 3 2 2 1 1 0 4 4 2 1 1 0 0 0 0 0 0 2 1 1 1 1 1 1 0 0 0 0 0
(Example)
Plant Disruptions
Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06
300% Deterioration CYTD

10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0
No Change CYTD
PPM's 8,957
Stockouts
1 1 1 1 1 1 0 0 0 0 0
89
46 Aug06
Sep- Oct-05 Nov05 05
Dec- Jan-06 Feb-06 Mar-06 Apr-06 May- Jun-06 Jul-06 05 06
286% Deterioration CYTD

1 1 1 1 1 1 0 0 0 0 0
No Change CYTD
1 1 1 1 1 1 0 0 0 0 0
GCA PR/R's
Downtimes
No Change CYTD
Report Name: Supplier Activity / Charts PRR Types = Quality | Warranty | Cust. Sat.
No Change CYTD
Data As Of Sep 16 2006
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M
RANK SUPPLIER
Creativity Team Bidlist

(with enhanced performance metrics)
(Example)
Data as of
19-Jun-03
Metallic
(Commodity)
QUALITY SERVICE TECHNOLOGY PRICE INFO
6 M o. M ay. 0 3
6 M o.
3 M o.
3 M o. D ec. 0 2
6 M o.
La unc h
M f g.
Wa rra nt y O pe n
A ll
G G G ABC
ONTARIO
GMNA
Y Y G DEF
MICHIGAN
GMNA
G GHI
INDIANA
GMNA
G R Y JKL
MEXICO
GMNA
XYZ
EUROPE
GME
Screw Machine Parts - GMNA Screw Machine Parts (36, 24) Screw Machine Parts - Screw Machine Parts (36, 24) Body Hardw are Body Hardw are (61.5, 41) Mechanical Control Systems Mechanical Control Systems (120, 80) Ride Controls Current Suppliers (75, 50) Steering Systems Current Suppliers (180, 120)
R Y G
R R R Y Y Y G G G
>1 1 0
>1 1 0
N W Y
Y N
3-5 0-2
4, 5 3 1, 2
R Y G
R Y G
0, 4, 5 < 50% 2, 3 50 - 95% 1 >= 95%
If Price Rank is Red for Financial Stress must have approval If Technology Rank is Red, Sourcing requires Engineering approval If Service Rank is Red, Sourcing requires an approval action plan from SPO If Quality Rank is Red, Sourcing is prohibited unless contractual
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Creativity Team Major Function (Mar. PPM Target, 2003 Year End Target)
Commercial Savings
Math Capability and Readiness
Controlled Shipping Level II QS / TS Cert.
Math Data Quality
Prog. Mgt. PRR's Warranty PRR's Total PRR's Controlled Shipping
Financial Stress
Lead Region
Severe Quality Impact
Service Technology Price
Mfg. Duns
ISO 14001 Diversity SOY
SOE-SSR
Location
Quality
Name
NBH
SPDI
PPM
All suppliers to General Motors shall have a comprehensive, documented approach to managing their supply base
Ranking for key suppliers Ranking system for key metrics System to address supplier concerns PPAPs for all components Issuance of Corrective Action Requests Documented process for supplier improvement Control of Pass Through characteristics
Supplier chain management shall include updates on the following: - Supplier concerns and responses - Unacceptable supplier performance to expectations - Current supplier quality activities
The workshop team should discuss how to define a key supplier.
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SUPPLIER TRACKING MATRIX
(Example)
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The Supply Chain shall complete the following requirements:

- Use tools to identify and track requirements to their strategic suppliers (GP12, compliance to GP5, etc.) - Develop Tier supplier quality management system with the goal of conforming to ISO/TS 16949. (conformity with ISO 9000:2000 is the first step in achieving this goal. ISO/TS 16949:2002 7.4.1.2)
- Communicate General Motors expectations and requirements to the supply chain.

Supplier Chain shall develop a system to measure performance of all their suppliers. Techniques used to measure may include audits of the supply chain base QSB audits, Process Control Plan Audit, PSA (Potential Supplier Assessments), etc.
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GLOBAL PURCHASING & SUPPLY CHAIN (GPSC) SUPPLIER QUALITY

Date: Supplier Name: Mfg. DUNS: Auditor: (SQE, SQI) Auditor: E-Mail: Part Number (s): Drawing Date: PPAP/Interim/Benestare Status: Creativity Team: Reason For Audit: Type of Audit: Driver of Audit:
Future Initial Launch Follow Up Current
Supplier Phone: Plant Location & Country: Auditor Phone: GM Division: Part Name: EWO #: / ODM # Model Year: Commodity:
Partial Other
(Example) Process Control Plan Audit Summary Sheet
Eng. Change Level: Program
Safety Related Part ?

Product Validation/Qualification Complete:
Yes Yes
No No
N/A N/A
Run at Rate (GP9 Attachement B) Mgmt. Request CSL-1 Critical Fastner (D02) Line /Cell
APQP Confirmation Top Focus Component Check Plan
Plant Request CSL-2 D/PFMEA
Run @ Rate Major Disruption DD&W
CPIP/Warranty Shutdown/Start Up Audit Other Quality System - Ongoing Documentation
Focus of Audit: Approved
Part / Assembly
Operation / Machine
Complete Mfg. System
Approved, but need Documentation
Not Approved
Follow-Up Audit Date:
TECHNICAL INFORMATION AVAILABILITY 1. Are actual drawings availabe at production facilty with the latest change level? 2. Does the supplier have the final customer approved drawing? 3. Is the print complete (Tolerances, GD&T, Correct Datums, KPCs, etc.)? 4. Are all technical regulations/CTS/SSTS available? 5. If supplier is design responsible, has DFMEA been used to develop the PFMEA? QUALITY SYSTEM DOCUMENTATION 6. Is a Process Flow Diagram available? 7. Does the Process Flow Diagram include receiving? 8. Does the Process Flow Diagram include rework? 9. Does the Process Flow Diagram include scrap? 10. Does the Process Flow Diagram include gauging/inspection? 11. Does the Process Flow Diagram include shipping? 12. Does the Process Flow Diagram include labeling and Part ID at receiving, WHIP, finished good and shipping areas? 13. Is there a PFMEA available? 14. Is the PFMEA acceptable (RPNs, numbers match Process flow and include KPCs/PQCs/KCCs)? 15. Is there any evidence that it is kept up to date? 16. Is there a Process Control Plan (PCP) available? 17. Is the Process Control Plan (PCP) acceptable (numbers match PFMEA and Process Flow, including KPCs/PQCs/KCCs, GP-12 if applicable and latest EWO/ODM included)? 18. Are all "Current Controls" listed on the PFMEA detailed on the Control Plan? 19. Are process controls in place in the PCP to address the high PFMEA Risk Priority Numbers? 20. Is there a procedure/process for Continuous Improvement for Risk Reduction? 21. Are KPCs/PQCs/KCCs called out on the PCP? 22. Are sample sizes and check frequency for each operation reasonable?
Yes
No
N/A
Comments
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POTENTIAL SUPPLIER ASSESSMENT AUDIT (PSA)

Quality
Category Sub-Category Item Risk Risk Rating Guideline 0 - Simple, sequential, easy to follow Process Flow 3 - Realitively good flow, but opportunities for improvement 5 - Process flow difficult to understand and follow Score Threshold Comments
Management
What best represents the suppliers process?
(Example)
0 5
Formal process is identified to protect pipeline supply chain (MRP, KAN BAN, etc.) and provide safety inventory. Supplier demonstrates understanding of Process Validation.
0 - Supplier has demonstrated Supply Chain Protection system. 3 - Supplier has supply chain protection system, but needs minor enhancements. 5 - Supplier has supply chain protection system, but needs major enhancements. 10 - Supplier has no supply chain protection plan in place. 0 - Supplier has demonstrated understanding of Process Validation. 10 - Supplier has some Process Validation skills, but needs major enhancementsments. 20 - Supplier has no Process Validation tasks in place.
10
10
Supplier has Material Identification Traceability System supported with current data.
0 - Supplier has demonstrated Material Identification/Traceability System. 3 - Supplier has generic Material Identification/Traceability System; needs minor enhancements. 5 - Supplier has generic Material Identification/Traceability System; needs major enhancements. 10 - Supplier has no Material Identification/Traceability System.
Tier 1 Supplier has plan on how Tier 2-3-4 suppliers will be managed.
0 - Supplier has strong Tier 2-3-4 management system and documentation. 10 - Supplier has generic Tier 2-3-4 management system, but needs enhancements. 15 - Supplier has generic Tier 2-3-4 management system, but needs major enhancements. 20 - Supplier has no Tier 2-3-4 management system or experience.
20
15
Supplier has capability on Change Management enforcement for entire supply chain.
0 - Supplier has demonstrated capability on Change Management enforcement. 5 - Supplier has capability on Change Management enforcement, but needs improvement. 10 - Supplier has minimal capability on Change Management enforcement. 15 - Supplier has no capability on Change Management enforcement,
15
10
Quality
Supplier utilizes formal layered audit process on their quality/manufacturing systems.
0 -Documented formal audits conducted by management with immediate corrective actions 3 - Documented formal audits conducted and reviewed with management - needs minor improvement
5 - Documented formal audits - not properly supported or conducted frequently enough - improvements required 10 - No evidence a process exists or is not supported properly
Supplier utilizes formal audits focused on quality/manufacturing systems of their suppliers.
0 - Documented formal audits conducted by "supplier quality", reviewed with their management with immediate 15 corrective actions. 5 - Documented formal audits conducted and reviewed with management - needs minor improvement 10 - Documented formal audits - not properly supported or conducted frequently enough - improvements required 15 - No evidence a process exists or is not supported properly
10
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Supply chain quality expectations:
Implementation of Quality System Basics strategies. Use of GM problem solving methodology ( Drill Deep & Wide). Development of a supply chain management system. Compliance to GM quality guidelines. APQP, PPAP and PSW for supplied material. Data metrics such as: FTQ, PPM, Internal/external quality. Continual improvements geared toward higher levels of quality and lower costs.
A proactive approach!
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SUPPLY CHAIN MANAGEMENT PROBLEM SOLVING TOOLS

DDW Drill Deep & Wide: 5 Whys Ask why until actual root cause is determined Predict Why did the planning process not predict the failure? Prevent Why did the manufacturing process not prevent the defect? Protect Why did the quality process not protect the customer (GM) from the defect? Drill Wide Matrix - analysis of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations. Integration to living documents Process Flow, PFMEAs, Process Control Plans, Standard Work Instructions, and Layered Audits.
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5 Why Matrix
Revision Date: Name and Title: Supplier Team Lead: Provide a complete member list with contact information on Contact List Worksheet GM SQE: Supplier Duns: Supplier Name and Location: Supplier is Tier 1 to GM Issue Category: PRR PRTS Other , Specify : CDP Issue Number: Phone: RPN Severity Occurance Detection Original Final
(Example)
Failure Mode: Effects of Failure Mode: Cause of Failure Mode: Point of Manufacture Tier 1
Drill Deep Why did the Manufacturing System not prevent this Failure Mode M2
**************** **************** ** **************** **************** ** Manufacturing System Error Proofing & **************** Standardized Work **************** **
Corrective Action
Verification
Owner
Due Date
M1
Cause of Failure Mode
M3
Prevent
M4
M5
Quality Assurance
Why did the Quality System not Protect GM from this Failure Mode
M-RC
Q1
Q2
**************** **************** ** **************** **************** Quality System ** Error Detection & **************** Containment **************** **
Protect
Q3
Q4
Q5
Quality Control
Why did the Planning System not Predict this Failure Mode
Q-RC
P1
P2
**************** **************** ** **************** **************** Planning System ** informational content **************** in all documentation **************** **
Predict
P3
P4
P5
Quality Planning
What are the key findings based on this quality issue?
P-RC
B
**************** **************** **
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DRILL WIDE MATRIX

SUPPLIER:
Name: Location: Duns: Contact Name: Contact Phone: E-mail: P O X
(Example)
SYMBOL & STATUS KEY:
Original location Location with similar process Completed & 3rd Party/GM verified Completed & Supplier verified only Not Completed Pass Through Tiered Supplier NA Not Applicable
A.P.Q.P.
Duns / Location
Duns/Sub-tier classification
Duns 1
Duns 2
Duns 3
Duns 4
Duns 5
Duns 6
Tier 2
Tier 3
Part Name & Number
GM Plant
FAILURE MODE
N/C or CPV
CS Status
PRR Number / Issue

Champion
Symbols
Part Name & Number
GM Plant
FAILURE MODE
N/C or CPV
CS Status
Corrective Action
PRR Number / Issue

Champion
Symbols
Part Name & Number
GM Plant
FAILURE MODE
N/C or CPV
CS Status
Corrective Action
PRR Number / Issue

Champion
Symbols
Drill Wide - analysis of opportunities of system deficiencies and corrective actions that encompass all GM parts, manufacturing processes, and other plant locations.
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Corrective Action
Tier 4
CHANGE MANAGEMENT PROCESS

Internal process to review change suggestions. Documentation and Analysis of proposed change. Customer (GM) notification and agreement to the proposed change. Communication with GM of the proposed change with timeline (Validation, PPAP, PTR, Breakpoint). PPAP for approved change. Process for sub-suppliers to conform to a similar requirement. What does change mean to your company, your customers, and your suppliers? Who investigates the effects of the change? Who communicates the change? Who coordinates the activities? Who needs to be involved? What documentation needs revision? How is the plan tracked? POOR CHANGE MANAGEMENT RESULTS IN CUSTOMER DISSATISFACTION.
271
SUMMARY:
GM expects you, as a supplier, to use a system that manages your suppliers in a similar manner to that used by your customers to manage you.
Organizations Shall:
Manage their suppliers using a documented systematic approach. Use management tools such as: response to issues, performance metrics, audit of supplier activities, and problem solving tools. Implement a supplier measurement and validation system.
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KEY STRATEGIES
1. Fast Response Communication Problem Solving Lessons Learned 2. Control of Non-Conforming Product 3. Verification Station 4. Standardized Operations Work Place Organization The 7 Wastes Standardized Work Instructions SOS Operator Instructions JES 5. Standardized Operator Training 6. Error Proofing Verification 7. Layered Process Audits 8. Risk Reduction 9. Contamination Control 10. Supply Chain Management
No Major Disruptions
No PRRS + 0 PPMS = World Class Quality
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Now that we have discussed QSB
Educators Tell Us We Learn & Understand

10% of what we hear 15% of what we see 20% of what we both see & hear 40% of what we discuss with others 80% of what we experience directly or practice 90% of what we attempt to teach others
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WORKSHOP
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WORKSHOP AGENDA NOTES

Workshop time is valuable. Please refrain from spending group time to work on other issues. If the group needs outside resources (HR, IE, etc,), contact those who can help. Contact the Workshop Trainer or Supplier Champion. Results will be delivered to the Top Management of the company during the second day of training. Use this as an opportunity to enhance the procedures already in place and meet all the requirements for each strategy by presenting each teams ideas. The presentations are starting points and will need more development by employees and management as they are implemented. Results that cannot be achieved by the closing meeting, must be included in the QSB Action Plan.
276
DIVIDING INTO WORKSHOP TEAMS

Form teams of three to five people when possible. If there are not enough people to form nine teams, assign two or three strategies to each team. The following are suggestions on how to pair strategies and assign personnel:
RISK REDUCTION ERROR PROOFING VERIFICATION CONTAMINATION CONTROL OPERATOR TRAINING STANDARDIZED OPERATIONS NONCONFORMING PRODUCT SUPPLY CHAIN MANAGEMENT LAYERED PROCESS AUDITS VERIFICATION STATIONS FAST RESPONSE
Manufacturing Engineers, Maintenance, Operators, Supervisors, Auditors
Supervisors, Operators, Training or Human Resources, Manufacturing Engineering, Quality Engineer Operations Manager, Quality Manager, Operators
277
WORKSHOP TEAM DELIVERABLES

Review the presentation and determine if all SHALLS are presently being met by your systems. Is there a form? How is the requirement being documented? How is the requirement being tracked and analyzed? Is management reviewing the results? How are results communicated to the workforce? Are results posted? Are results discussed in employee team meetings? Has the requirement been included in a QS 9000 procedure? Develop suggestions for forms, tracking methods, management review timing and communication responsibilities. Develop a To-do List or use the Action Plan form to begin listing actions required to implement strategy. As a group decide how and who will present the teams ideas.
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WORKSHOP PRESENTATION AGENDA

Introduce each team member. State the strategy to be presented. BRIEFLY describe the requirements and their status: being met in all cases, partially met in some areas, not being met, etc... Present your suggestions: forms, tracking methods, etc Present your To-do List or Action Items.
Ask for questions and comments.

NOTE: The presentation for each strategy should take approximately 10 minutes.
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Quality Systems Basics: QSB Workshop Rev. 012307

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Quality Systems Basics

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

FAST RESPONSE PROCESS

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

- Designate a leader (owner) for each concern/issue if one has

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

FAST RESPONSE: REPORT OUT FORMAT

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

FAST RESPONSE TRACKING BOARD (Example)

Layered Process Audits

Root Cause Analysis

Standardized Work & Operator Instr.

Lessons Learned (Institutionalized)

Corrective Action Implemented

Corrective Action Verified

Unit I.D. # Owner

Next Date (of Owner Report out to Staff)

Open 4/23/05 Open Open

For Red or Yellow Status Include Target Date

Points to Review: Ownership Exit Criteria Overall Status

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

FAST RESPONSE TRACKING BOARD

Status Key 11 x 17 (1 or 2 sided)

Open PRR List 11 x 17

2 Sided Construction: 2) 4 x 8 x Plywood. 2) 48 Plotter Matrix 2) 4 x 8 x Plexiglas

Fast Response Sign-in 8 x 11

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

Leadership shall display a visual Quality status.

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

Problems Are the Seeds for Improvement!

Problems Are Positive Opportunities!

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

FUNDAMENTAL PRINCIPLES OF PROBLEM SOLVING

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

8D PROBLEM SOLVING LOGIC FLOW DIAGRAM

Define The Problem

Contain The Problem

Identify The Root Cause Verify Effectiveness Of Actions

Implement Permanent D5 Corrective Action

Institutionalize Throughout The Organization

Recognize & Formally Disengage The Team

QSB WORKSHOP REV. 012307

General Motors Corporation. All rights reserved.

Problem Description: _________________________ _ ___________________________

Countermeasure __________ _ _________________ Completed by _ Date ______

Countermeasure ____________ _ _________________ Completed by _ Date ____