Achieving Built-in-Quality: Actions and Implementation

Achieving Built – In – Quality

Through

The Juran Trilogy

Joe Mazzeo

Integrated Lean and Quality Solutions, LLC

June 16, 2016

1

Achieving BIQ Through the Juran Trilogy

2

Topics of Discussion

• Lean Manufacturing Overview

• Built-In-Quality Refresher

• The Juran Trilogy

• Applying the Juran Trilogy to BIQ

• Leadership Roles and Responsibilities

• Summary

Presentation Take-Aways:

• An understanding of what the concept of Built-In-Quality is and how

to apply it to your business environment

• How BIQ fits within Lean Manufacturing Principles

• Basic understanding of the Juran Trilogy

• How applying the Juran Trilogy can make implementing BIQ successful

• Think about the concepts:

- How can I apply this idea to my business?

- How can I make this work for my business?

• Everything discussed can be scaled to fit different organizations

3



4







• Summary

System for:

• Eliminating Waste

• Build Value

• Support for the Operator

Lean Manufacturing System

5

• The key to

eliminating waste

is to identify it

• LM categorizes

waste into seven

types

6

Lean Manufacturing Principles

An effective Lean Manufacturing System is:

• A single, common manufacturing system

• Integrated / Inter-dependent principles

• Scalable to fit the needs and size of the

organization

7

Lean Manufacturing Principles

How Do All the Principles

Fit Together ?

8

People Involvement

Author:

(Group Leader)Job

Number1 2 3 4 5 6

Group:

ACE AREA Dept

156 Maching

Issue

Date:

Jan-11

Group

Leader

Shift

Leader

Shift Req'd Act.Jan

J.M J.W.

1 J.Doe (T/L)Feb

1 T.WhiteMar

1 T.LaCourseApr

1 J.WingMay

1 C.PersallJune

1 T.BellantJuly

Aug

Sep

Oct

Nov

Dec

Plan 3 3 3 3 2 2 Knows steps (in training)

Actual 2 3 2 3 3 2 Can perform job to quality & safety but not in takt time

X X X X Can perform job to quality & safety in takt time with no help

Can teach job with Job Element Sheets

# of people at 3/4 circle per job to meet

coverage requirements

% of group that reached Persons/Job target (%

of boxes checked) ______ %

Check here if target is met

_____ %

SIGN-OFF

Evaluation (O,

, X)

J

o

b

N

a

m

e

Name (Write position if not T/M)

# of 3/4 circle

Jobs per

Person to meet

rotation plan

Check

here if

target is

met

% of

group that

reached

Jobs/

Person

target (%

of boxes

checked)

O

p

1

0

O

p

2

0

O

p

3

0

O

p

4

0

W

h

e

e

l

C

h

a

n

g

e

T

o

o

l

S

e

t

u

p

FLEXIBILITY CHART Ref-2C

Verify quadrants filled in have supporting documentation to match in JIT binder.

If the Actual does not meet the Plan, ensure the team has countermeasures written to close the training gap.

Ensure monthly reviews and sign offs are occuring between TL &

Elements - Engagement

- Communication

- Team concept

- Health and safety

Communication Board Job Flexibility Chart

9

Standardization

Elements

- Workplace organization

- Standardized work

5S Workshop Board

Standardized Gage Inspection Bench

5S = Sift/Sweep/Standardize/Self-Discipline/Sustain

10

Short Lead Time

cart will contain 13 rows with 6 housings in each

(78 pcs) total.

Safety Ergonomics Quality K Knack CriticalSymbol Legend (SYM):

4 Load or unload the buggy.

Doc. No.: DP-785

area for download/upload.

uploaded out of with minimal walking distance.

Stack the housings in stacks of 6 per row. A full

C

machined surface

Will reduce and minimize nicks on the

Select a green buggy for Gen IV. Choose a

B Will help ensure FIFO.

machined surface to a machined surface method.

When loading the cart stack the housings using a

to the line so the parts can be loaded into or

C Will help minimize waste in motion.

the current date before you begin to load.

JOB ELEMENT SHEET Page: 1 of 2

Control

Block

Shift 154 / Truck Oil Pump

Rev. 2

1 FIFO for buffer after Op50

3 Place the buggy into the identified staging Move the cart into the identified staging area next

2 Fill out and attach "O.K. for Use" tag to the Identify on the tag Gen III or Gen IV, and fill in

SYM

downloaded parts into. blue buggy for Gen III.

SEQ

Helps prevent the bodies from being mixed. 1 Select the proper colored buggy to buffer the

N/A

A

Department No. / Name:

Op. No. / Mach. Mfg./ Process:

Job Element or Task Name:

Element Numbers(s):

buggy.

- STEP (What) -

Initial Review & Update Signatures(Final Review & Update - See Training Signature Sheet or Training M atrix)

Group Leader

Team Leaderand/or

Lead Technician

Date

10/22/10

10/20/10Deanna McKay

- KEY POINT (How) -

B.Berry1

REF - REASON (Why) -

C

A B C

REF 12A

Elements

- Simple process flow

- Supply chain management

- Scheduled shipping/receiving

- Lean containerization

Material Delivery Rack Locations

Job Element Sheet – Showing Color-coded Part-Cart Locations

11

Continuous Improvement

Dept/Group: 140 PISTON PINS

PACK OFF \ INSPECTION

Reviewer: ______________________________ Date: ______________ Shift: _______ RATING

X or O

1. PPE sheet: present on workstation board, current, and signed off. (Ref 1A or 1B)

2. PPE Sheet: being adhered to by the operator. (safety glasses, gloves, no finger rings, non-slip shoes, etc) (Ref 1C)

3. Walkie Truck Pre-Op Inspection completed if applicable to area. (Ref 1D)

4. Take shelter\evacuation map: needs to be visually located in the work area. (team room) (Ref 1E & 1F)

5. Verify Lockout Placard is posted on operation, is current, (reviewed on an annual basis) and is understood by the operator. ( Ref 1G)

6. Verify if SOP's are being used at the workstation, are listed on the PPE, and are posted at the job. (Ref 1H & 1I)

1. Verify there is JIT documentation for each team member that supports the information posted on the flex chart (Ref 2A, 2B, 2C)

2. Does the JIT have the required signatures: safety, quality, and production (Ref 2B)

3. Flex chart: sign-offs validating monthly reviews; bottom quarter of sheet filled in (target vs plan) (Ref 2C)

MANUFACTURING LAYERED AUDIT

CHECKSHEETWorkstation:

Team Member Name:

PRIORITY CHECKS (Performed by all levels of the organization)

Is the team member (TM) following the posted PPE requirements?

Has the TM been qualified to requirements of the job, documented through JIT, identified on the Flex Chart and rotating in the team?

4. Verify if there are any countermeasures written under "People" on the level 5 board if training plans (target vs actual) are not achieved

according to the flex chart. (Ref 2C)

5. Verify training (Bay City specific) has occurred for those people with full Harvey quadrants (documentation located with JITP sheets)

1

PI

2

X

J. Craig 1/26/11 1st

Elements

- Problem-solving

- Process Verification

- Andon - call for help

- Layered Audits

- Business Plan

Deployment

Manufacturing Layered Audit

12

Built-In-Quality

Elements

- Process and product validation

- Quality standards

- Quality management system

- Quality feedback and feed forward

Process Control Plan

Product Sample Retention Boards / Tables

13







• Summary


14

Built-In-Quality Refresher

Do not

Accept Build Ship

a Defect!

16

For the Purposes of Today’s Discussion:

Defects Do Not Leave the Team

Focus is on the workstation

What is the definition of Built-In-Quality ?

Do not

Accept Build Ship

a Defect!

17

Defects don’t leave the plant

Protect customer from ‘obvious defects’

Goal

Definition

BIQ

Vision (Avoid errors)

Built-In-Quality Level I - V

II

V

I Levels

Defects don’t leave the

team

Defects don’t leave the shop

Defects don’t leave the station

(Containment)

Inspection-Based

Process

BIQ Basic

(Detection & Containment)

BIQ Intermediate

(Prevention & CIP)

BIQ

Advanced (Avoid error flow)

Minimize disruption to downstream processes

Eliminate in-process repair

III

IV Defects are not

created (Avoid errors)

Zero in-process waste

Improve up-stream quality

18



Goal

Definition

BIQ


II

V

I Levels


team



(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ




III

IV Defects are not




19




Goal

Definition

BIQ


II

V

I Levels


team



(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ




III

IV Defects are not




20




Goal

Definition

BIQ


II

V

I Levels


team



(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ




III

IV Defects are not




21




Goal

Definition

BIQ



II

V

I Levels


team



(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ




III

IV Defects are not




22



Goal

Definition

BIQ



II

V

I Levels


team



(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ




III

IV Defects are not




23



Goal

Definition

BIQ



II

V

I Levels


team



(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ




III

IV Defects are not




24

Used BIQ III –

Defects Don’t leave the Team

as example to explain the process

M

Q

Manufacturing

Quality

Manufacturing Engineering

Product Engineering

Supplier Quality

Q Q

M M

Q M

Q M PE

Q

ME

PE

SQ

SQ

SQ PE

SQ

ME

PE

SQ

ME

PE

SQ

ME

PE

M

Quality Manufacturing Enterprise

Quality Ownership

Built-In Quality Migration

ME

ME

25

26

Talk focused on:

Defining what a BIQ culture is

How to Establish a BIQ culture

Steps required to achieve BIQ Level III


plant

Protect customer from ‘obvious

defects’

Goal

Definition

BIQ


II

V

I Levels


team


shop


(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ


Minimize disruption to downstream

processes


III

IV Defects are not




OMTEC 2015

Driving a Built - In - Quality Culture

27

Talk did not discuss:

How to structure quality improvement

The quality processes and procedures

in support of BIQ


plant

Protect customer from ‘obvious

defects’

Goal

Definition

BIQ


II

V

I Levels


team


shop


(Containment)

Inspection-Based

Process

BIQ Basic


BIQ Intermediate

(Prevention & CIP)

BIQ


Minimize disruption to downstream

processes


III

IV Defects are not




OMTEC 2015

Driving a Built - In - Quality Culture







• Summary


28

Juran’s Quality Trilogy

29

30

Dr. Joseph M. Juran

1904 – 2008

Dr. Joseph M. Juran (1904 - 2008)

World-wide recognized management leader /

consultant / teacher / researcher

A contemporary of Dr. W. Edwards Deming

Juran focused on managing for quality

- Concept of quality management extended outside the walls of

the factory to encompass non-manufacturing processes

For Juran, resistance to change was the root cause of quality issues

Deming to Japan in 1952 / Juran in 1954

Japan’s economic rise in 1980’s directly attributed to these two men

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32

Significant Works:

Quality Handbook

First published in 1951 is considered the “bible”

for all things quality.

Now in 6th printing (2010)

Managerial Breakthrough (1964)

Focused on the need for an enterprise-wide

approach to quality improvement

Role senior leaders must play to accomplish

improvement and change. Updated 1994


186-035300716297i509D46F0ATVPDKI0283155A2R2RITDbooks283155glance186-0353

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http://www.goodreads.com/book/photo/2109616.Managerial_Breakthrough

33


Juran Institute established in 1979

Located in Southbury, Connecticut

Purpose:

- Conduct quality related research

- Teach Quality Management Principles

- Provide broader consulting services

Juran Institute becomes Juran Global


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Add to CartSubmit Query1Add to CartSubmit Query

34

1950 1960 1970 1980 1990

QU

AL

ITY

OF

PR

OD

UC

T

Dr. Juran Accurately Predicted Japan Overtaking the West in Quality*

* American Management Associations Management Review

Product Quality – A Prescription for the West

Dr. J.M. Juran – July 1981

35

Full Disclosure:

Studied under Juran for four years (1982 - 1986)

Co-authored and published:

“Deming, Juran, Crosby – Three Preachers, One Religion”

Quality Magazine, September 1986

Critiqued draft editions of:

- Juran Quality Handbook, 4th edition (1988)

- Juran on Quality by Design Quality (1992)

before publication

Significant influence in developing personal

beliefs and theories on quality management


36


*

* The Juran Trilogy

Juran on Planning for Quality

Free Press Enterprise - 1988

37

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

Juran Trilogy

38


• Establish quality goals

• Identify who the customers are

• Determine the needs of the customer

• Develop product features that respond to the customers needs

• Develop processes able to produce the product features

• Establish process controls: transfer the plans to the operating forces

Quality Planning

Juran Trilogy

39








Quality Planning • Evaluate the actual

performance

• Compare actual performance with quality goals

• Act on the difference

Quality Control

Juran Trilogy

40








Quality Planning • Prove the need

• Establish the infrastructure

• Identify the improvement projects

• Establish project teams

• Provide the teams with resources, training and motivation to:

• Diagnose the causes

• Stimulate remedies

• Establish the controls to hold the gains

Quality Improvement • Evaluate the actual

performance

• Compare actual performance with quality goals

• Act on the difference

Quality Control

Juran Trilogy







• Summary


41

Measurement & Feedback

Voice of Process and Voice of Customer

0 1 2 3 Product Program Management

Quality Plan for Each Part

Manufacturing System Variation Reduction

Quality / Reliability Growth

Quality Control Quality Planning Quality Improvement

World Class Quality

Start of Production

6s Capability

Common Processes

QS-9000 Certified Systems

Lean Manufacturing System Foundation

Dr. Joseph Juran’s Quality Trilogy

42









World Class Quality

Start of Production

6s Capability

Common Processes




43









World Class Quality

Start of Production

6s Capability

Common Processes

TS / QS-9000 Certified Systems



44


45

Driving Quality Processes into the Entire Organization

PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM

MANAGERS MANUFACTURING QUALITY PURCHASING


PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM


PRODUCT ENGINEERING

1. Design Failure Modes & Effects Analysis

2. Key Characteristic Designation System

3. Pre-Prototype and Prototype Process

4. Design For Six Sigma


PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM


PURCHASING

1. External Production Part Approval Process (PPAP)

2. Advanced Product Quality Planning (APQP)

3. Supplier Run@Rate


PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM


PROGRAM MANAGERS

1.Lessons Learned

2.Production Launch Process

3. Pro-Active Containment


PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM


MANUFACTURING ENGINEERING

1. Control Plans

2. Machine/Assembly Run Off

3. Evaluation of Measurement System

4. Process Failure Modes & Effects Analysis

5. Functional Testing

6. Internal PPAP

7. Internal Run at Rate

8. Traceability


PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM


QUALITY

1. Business Plan Deployment

2. Quality Valve Process

3. Current Product Improvement Process

4. Statistical Engineering

5. Customer/plant Feedback

6. Process Monitoring

7. Quality Systems Monitoring

8. Problem Solving


PRODUCT

ENGINEERING

MANUFACTURING

ENGINEERING PROGRAM


QUALITY

1. Fast Response

2. Quality Gates

3. Error Proofing Verification

4. Process Verification

5. Production Trial Run

6. Standardized Work/Op Training

7. Process Capability








World Class Quality

Start of Production

6s Capability

Common Processes




52






• Program Quality Management

- Robust Designs

- KPCs / PQCs

- DFMEA / PFMEA

- Effective Validation

• Production Readiness Process

• Quality Valve Process

• Supplier Quality Improvement Process

Manufacturing System

• Product Quality Standards

• Manufacturing Process Verification

• In Process Control & Verification

• Quality Feedback / Feed Forward

• Quality System Management

Variation Reduction

• Current Product Improvement Process /

Problem Solving

• RPN Reduction Process

• Quality Gates

• Advanced Problem Solving

- Statistical Engineering (Red X)

- Six Sigma


QRD Growth


World Class Quality

S.O.V.P.

6s Capability

Common Processes




53



- Robust Designs

- KPCs / PQCs

- DFMEA / PFMEA











Variation Reduction


Problem Solving


• Quality Gates



- Six Sigma








World Class Quality

Start of Production

6s Capability

Common Processes




54


•Program Quality Management

- Robust Designs

- KPCs / PQCs

- DFMEA / PFMEA


•Production Readiness

Process

•Quality Valve Process

•Supplier Quality Improvement

Process




- Robust Designs

- KPCs / PQCs

- DFMEA / PFMEA











Variation Reduction


Problem Solving


• Quality Gates



- Six Sigma








World Class Quality

Start of Production

6s Capability

Common Processes




55


•Product Quality Standards

•Manufacturing Process Verification

•In Process Control & Verification

•Quality Feedback / Feed Forward

•Quality System Management




- Robust Designs

- KPCs / PQCs

- DFMEA / PFMEA











Variation Reduction


Problem Solving


• Quality Gates



- Six Sigma








World Class Quality

Start of Production

6s Capability

Common Processes




56


•Current Product Improvement

Process / Problem Solving

•RPN Reduction Process

•Quality Gates

•Advanced Problem Solving


- Six Sigma

•Supplier Quality Improvement

Process

Variation Reduction

Quality Process to Enable Product Improvement

Quality Deliverables Defined & Executed at each Phase

Quality Performance

Create/Develop Robustly Control Passionately

Flawless Launches

Solve Problems Aggressively

Prior to Product Launch New Product in Hands of Customer

Lau

nch

Pro

ble

ms

Exp

erie

nce

d

Few

Many

Time

57

Casting Machining Assembly

Application of Quality Process Across Different Manufacturing Environments

58



59

Process Capability Monitoring PFMEA RPN Reduction

Support Systems:

Fast Response Quality Alerts

Layered Audits Enhance Supplier Engagement Cleanliness Management

Start-up / Shutdown Process Mfg ByPass

COMMON TO ALL



60

Process Capability Monitoring FMEA RPN Reduction

Support Systems:




COMMON TO ALL

PFMEA by Operation

Control Plan by Operation

JES by Operation

Final Inspection

Quality Gate

Scrap Alarm & Escalation



61


Support Systems:




COMMON TO ALL

FMEA by Operation


Job Element Sheets by Operation

Final Inspection

Quality Gate


PFMEA by Operation


JES by Operation

Gage Stations

Leak Test

Trace Marking

Pass Thru Feature Check


End of Line Final Inspection

Quality Gate



62


Support Systems:




COMMON TO ALL

PFMEA by Operation


JES by Operation

Final Inspection

Quality Gate


PFMEA by Operation


JES by Operation

Gage Stations

Leak Test

Trace Marking

Pass Thru Feature Check


End of Line Final Inspection

Quality Gate

PFMEA by Operation


JES by Operation

Error Proofing Verification

Leak Test

Final Functional Test

Product Traceability

Quality Gate



63

Built-In-Quality concept applies across all industries







• Summary


64

What would you expect to see when visiting

a BIQ Level III plant

• Evidence of robust designs and processes in place

• An effective team structure

• Plant staff has a strong focus and approach to quality

• Plant quality results (metrics) are a result of BIQ actions

- Time does not allow for detailed discussion

65


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• A Quality Culture which drives all plant behavior

in support of quality, second only to safety.

• Effective Team concept in place

• Team members capable of supporting

shop floor processes

• Standardized work is established and followed throughout the process

• Defect prevention is achieved through strong team based problem

solving

• Daily review and reaction to critical plant performance quality metrics to

help identify issues which are aggressively contained and resolved

• Leadership is very knowledgeable of their internal / external product

quality issues and aggressively pursuing resolution

Leadership Requirements For Successful BIQ Implementation







• Summary


67


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Summary

Built-In-Quality is a key principle of lean manufacturing

The Juran Trilogy of Quality Planning/Control/Improvement

is still relevant today

The Juran Trilogy operationalizes the implementation

of BIQ

The Juran Trilogy and BIQ applies to all industries

Implementation of BIQ leads to long term sustainable

quality improvement

II

V

I

III

IV

69


Applying the Juran Trilogy

Leads to Effective BIQ Success

BIQ Summary /Results

– Actively engaged workforce

– Reduced Operator / Process Variation

– Quality Focused Culture

– Improved efficiency

– Reduced Cost / Unit

– Reduced warranty costs

– Enhanced customer satisfaction

– Increased profitability

70

Thank You!

About Joe Mazzeo • Owner of Integrated Lean and Quality Solutions, LLC

• Broad global experience in manufacturing and quality

• Providing Leadership, Lean Manufacturing and Quality Management services

• Member of: ASQ / SME / SEMA

VISIT www. http://ILQSolutions.com for additional information

71

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Achieving Built-in-Quality: Actions and Implementation

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