Post on 15-Dec-2015
Jidoka for Quality Improvement
Lean en France, 20 May 2011
Yves Mérel, FCI Group Lean Director
2Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
FCI background and profile
Creation in 1988 by Framatome for diversification outside nuclear field
20+ acquisitions and 20+ years later, FCI is one of the largest global connector manufacturers
November 3, 2005: FCI is acquired by Bain Capital, a private investment fund
With operations in 30 countries and a turnover of
1.3 billion € in 2010, FCI is a leading connector manufacturer
Its 14,000 employees are committed to providing their customers with high-quality and innovative products for a wide range of consumer and industrial applications
3Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
A variety of solutions and products
Microconnections connectors
Motorized Vehicle connectors
Electronic connectors
4Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
24 manufacturing sites and 14 R&D centers
Europe7 manufacturing sites
1 Corporate Research Center6 R&D centers
Americas5 manufacturing sites
2 R&D centers
Asia12 manufacturing sites
6 R&D centers
5Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
FCI Lean Initiatives
Every department is monitoring a continuous improvement process contributing to customers satisfaction and costs reduction
People Empowerment for Accidents, Absenteeism and Turnover
Quality for Customers Complaints and Non Right First Time
Supply Chain for Late Deliveries, Inventory and Distribution Lead Time
Supplier Development for Receiving Frequency, Complaints, Gap to AVL
Process Design for Bottlenecks and Idle equipments
Product Development for Time To Market and Design Changes
Customer Focus for Time To Quote and Customers Disappointments
6Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Continuous Improvement on Quality
7Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Customers Quality Feedback
We discover our actions impact 3 months later
8Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Quality Improvement Tools
Complaint 8D and Quality WallIn case of complaint, 8D to make sure this type of problem won’t occur anymore
For any Quality risk identified, make sure people are able to check all parts
Red Bin Review and Quality WorkshopReview daily every red bin, to solve quickly many stupid defects
Workshop to test root cause hypotheses on most complex problems
Go 1st Part and 1st Defect StopBefore starting to produce, check if there is a fair chance to produce good parts
While producing, stop at 1st defect to allow people to investigate the cause
9Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Quarterly 8D audit of shop floor evidencesD1: Team
Cross-functional including operators
D2: ProblemDefective parts available and data on “who, when, how many, what, where, how, why”
D3: Containment (within 24 hours)
Inspect all stocks, implement Quality Wall, 1st Defect Stop, and Red Bin Review
Analyze several non-detection causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce non-detection
D4: Root causesQuality workshop to analyze several causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce defect
D5: Corrective actionsRobust actions (poka yoke) implemented on time
D6: EffectivenessActions correctly implemented and measurable impact
D7: PreventionRisk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine...
Applicable on similar product and process
D8: ClosingBy management based on shop floor evidences
10Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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8D benchmark
From 52% to 87% of rigor definitively fixes many
problems and develops customers confidence
11Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Quality Wall
Visible and Standardized Inspections
12Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
0%
5%
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45%
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55%
2009 Inspection / Direct 2010 Inspection / Direct
22% DL inspecting with 3% in Quality Walls
Overall less inspections (+233 quality wall -441 random)
Less people, but better controlled inspection
13Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
The Red Bin is a tool: by looking into it, we see lots of simple and stupid problems easy to fix quickly
Red Bin Review and Quality Workshop
At the Pareto “head” we have well known problems occurring very often but complex to fix
Usually manufacturing is adapted to avoid customer complaints (containment actions, in line inspection, people awareness), but it costs
At the Pareto “tail” we have rare and stupid problems, but customers often received such defective products
Lots of Internal PPM:
Quality Workshop
Lots of Complaints:
Red Bin Review
Typical internal defects Pareto
14Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Go 1st Part working standard checklist
Operator To check at each batch and each shift start
Workstation is clean and everything is located as defined
Listed Poka Yoke and Safety devices are checked
Equipment settings are within tolerances and cycle time is at standard
Maintenance has been done as scheduled
Operator is qualified to the job
First part is conform
GO FIRST PARTDate : Time : Reference :
15Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
1st Defect Stop with on line detections
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First Defect Stop Non First Defect Stop
16Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
OEE follow up
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Week 39 Week 40 Week 41 Week 42 Week 43 Week 44 Week 45 Week 46
OEE follow up
PPM follow up
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Week 39 Week 40 Week 41 Week 42 Week 43 Week 44 Week 45 Week 46
PPM follow up
First defect stop and
red bin review
implementation on
Machine 57
PPM before: 14 800
PPM after: 7 100
OEE before: 77 %
OEE after: 78 %
Epernon factory example
17Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Main difficulties:
Needs of resources to quickly implement the corrective actions
Cannot be done on bottleneck machines since temporarily reducing the output
Organization modifications:
Dedicate 2 persons to work on 1st Defect Stop implementation:
1 for machine software modification and immediate actions
1 for immediate actions
They move from one machine to another after 2 weeks
Epernon factory example
18Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Besancon factory example
Video on
1st Defect Stop and
Red Bin Review
19Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Immediate feedback from on line detection
Process design minimum requirements for Jidoka:
1- Detections exist for every occurring defects
On product, on process, manual inspection, sampling (non-random defect)
2- Detections are capable
Reliability & Repeatability analysis
3- Detections are done at every process step
Before adding more value to the defective part
4- First Defect Stop
Immediately before the clues disappear
5- Defective parts removed manually
To get a chance to go and see the defect causes
20Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
150 to 40 complaints/month within 3 years
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Group 6MRA Group actual
8D - Quality Wall - Red Bin - Workshop - Go 1st Part - 1st Defect Stop