IET 419Total Quality Improvement

Group Project 3

Department of Industrial and Engineering TechnologyMorehead State University

INSTRUCTOR: Ahmad Zargari

  Created by: Group A

  DATE: November 21, 2010

Guardian’s vision is to become the global leader in high

value coatings on plastics… to ensure that Guardian’s

innovations are practical, that their coatings are durable,

and that their methods are efficient… to keep research

facilities close to manufacturing operations. That way,

science and production form teams that anticipate

challenges and develop effective solutions.

Vision

While Guardian has always prided itself on winning

through creative, aggressive competition, their active

pursuit of success must always be combined with honesty

and integrity. Guardian groups are expected to deal honestly

and ethically with customers, suppliers, governmental

bodies, the public, and each other.

The Guardian Way is to entrust people with responsibility

for which they can be held accountable. Every Guardian

employee is responsible, and will be accountable, for

upholding Guardian’s standards.

PURSUIT OF SUCCESS

1. Total customer satisfaction.

2. Strong, profitable partnerships with customers and suppliers.

3. Open communication among all employees.

4. A quality system which documents how each entity of the

corporation conducts its business and meets its objectives.

5. Employee involvement in the successful implementation of

the quality system.

6. Continuous improvement of products and services.

Quality Pledge

Clean work environment

Team-oriented employee values

Customer satisfaction

World-class quality with leading edge technology

Guardians measures of quality

IN’S AND OUT’S

• Plastic beads

• Brackets

• Wiring harness

• Connectors

• Grilles

• Body panels

• Spoilers

• Consoles

High quality, low cost auto products

Continuous improvement process is an ongoing effort to

improve products, services, or processes. These efforts can

seek improvement over time or improvement all at once.

Delivery processes are constantly evaluated and improved in

the satisfaction of their efficiency, effectiveness and flexibility.

Continuous Improvement

A Coordinate Measuring Machine is a device for measuring the physical geometrical characteristics of an object. Measurements are defined by a probe attached to the third moving axis of this machine. A (CMM) is also a device used in manufacturing and assembly processes to test a part or assembly against the design intent. By precisely recording the X, Y, and Z coordinates of the target, points are generated which can then be analyzed via regression algorithms for the construction of features

They are often used for:

• Dimensional measurement

• Profile measurement

• Angularity or orientation measurement

• Depth mapping

• Digitizing or imaging

• Shaft measurement

Coordinate Measuring Machine

1.0 PURPOSE: To effectively demonstrate the Lock Out of the 415 Assembly Fanuc Robot Controllers.

2.0 SCOPE: Lock out for Fanuc Robot Controllers

2.1 Procedure to be used during Fanuc Robot controller Lock Out

3.0 DEFINITIONS: N/A

4.0 FORMS/EXHIBITS: N/A

5.0 RESPONSIBILITIES:

5.1 All technical personnel involved with 415 Assembly maintenance or repairs .

6.0 INSTRUCTION/PROCEDURE:

6.1 Placing Line in Manual Procedure:

6.1.1 Place assembly line in manual mode. 6.1.2 Press main panel (OP10) E-stop. 6.1.3 Try to restart assembly. 6.1.4 If assembly line starts, steps 6.1.1-6.1.2 have not been completed properly. 6.1.5 If assembly line stops, line has been shut down properly. Proceed to step 6.2

6.2 Locking out Fanuc Robot Controller.

6.2.1 Locate robot controller cabinet that hooks to the robot needing maintenance. 6.2.1.1 Insure that NO ONE is in or around ANY moving parts of the assembly line. 6.2.1.2 Turn the switch counter clockwise to the OFF position. 6.2.1.3 Slide safety collar out until the lock hole is fully exposed. 6.2.1.4 Place all affected employees proper lockout devices on handle, lock and remove all keys.

( See Special Condition Picture # 1) 6.2.1.5 Do not proceed until ALL locks are in place. 6.2.1.6 Try to move robot with teach pendant. 6.2.1.7 If the device functions, steps 6.2.1.2-6.2.1.5 have not been completed-Retry 6.2.1.8 If device does not function, proceed to step 6.3.

i

6.3 Maintenance In Compliance With Step 6.2:

6.3.1 Perform all required maintenance while step 6.2 is in effect. 6.3.2 When task is complete, make sure any air lines or electrical wiring that has been removed is

replaced in their proper position. 6.3.3 Reinstall any safeguarding that has been removed.

6.4 Unlocking Fanuc Robot:

6.4.1 Make sure ALL employees are clear of the line. 6.4.2 Remove all lock out devices from main handle. 6.4.3 Turn switch clockwise until it stops in the ON position. (See Special Condition Picture # 2)

6.5 Returning Assembly Line To Auto Mode: 6.5.1 With all employees clear of the line, depress any affected E-Stop button and close all cell doors. 6.5.2 At main control panel, press reset button for 3 seconds and release, press for 3 more seconds and

release, then press and hold reset button until audible alarm stops sounding. 6.5.3 Conveyor line should restart at this time. 6.5.4 If line does not restart, repeat steps 6.5.1-6.5.2

b Doc. No: WIK.15.000.61 Rev: 1

Eff. Date: 4/8/03 Page: 2 of 2

WORK INSTRUCTION

ORIGINATED BY: Joel Lytle SUBJECT: 415 Assembly-Fanuc Robot Controller Lock Out

DOC. NO.: WIK. REV. NO.: 1

APPROVED BY: EFF. DATE: PAGE 1 OF 2

6.6.2- Picture # 2- Proper unlocked position.

 6.6 Special Conditions

6.6.1-

Picture # 1-Proper Lock Out Demonstration.

Process/Inspection Flowchart

Non-conforming materials & Reject Tickets

Issue/Rev. Date: ECL: BBW

Part Name:

KY Part Number:

Operation Transportation Inspection Delay Storage

Process Operation or Event

Number

10

20 Transport components and store until needed for production

30 Injection mold / degate surround

40 Inspect molded Surround

50 Load molded Surround on WIP cart and store until needed.

60 Injection mold inners and waterfalls.

70 Inspect molded inners and waterfalls.

80 Load molded inners and waterfalls and store until needed.

90 Injection mold gimp.

100 Inspect molded gimp.

110 Load molded gimp onto WIP cart and store until needed.

120 Transfer wateralls to plating.

130 Unload molded waterfalls from cart and load on plating rack

140 Plate waterfalls

150 Inspect plated waterfalls.

160 Store and transport waterfalls until needed.

170 Transport inner and surround to Highgloss.

180 Paint inner grille and surround.

190 Inspect painted inner and surround.

Resin (ABS), ASA , TPO, Plating Chemicals , clips , emblem, palnut, tubular bracket, screw w/locite and washer, bumper, mounting studs, gate gimps, paint

AL34-8200-BAW

Receiving Inspection:

Mark LT F150 Truck Grille

PROCESS / INSPECTION FLOWCHART

Description of Operation or Event

LEGEND

Product Program:

Supplier Name:

Supplier Location:

2009 P415 Grille Assembly

Guardian Automotive

Morehead

1.0 PURPOSE: To provide specific directions for the control non-conforming/suspect

material. 2.0 SCOPE: Non-conforming/suspect material within SRG-Morehead Plant

resulting from production or customer concerns. 3.0 DEFINITIONS: Re-inspection – required when parts have been sorted

or reworked (excluding re-paint). 10% of product must be re-inspected or a minimum of 2 pieces per tote. 4.0 FORMS/EXHIBITS:

FMK.13.000.04 Reject Ticket (Previously #FMK101) *No changes have been made to the document, only the form # has been revised. Old form #s to be used until stock is exhausted. Stock to be reordered with new form #

FMK.10.000.108 Sort/Containment Sheet FMK.13.000.10 Nonconforming Material Log (P:\Nonconforming Material Log)

5.0 RESPONSIBILITIES:

Issues:

Part Defects & Customer

Returns Off Color & Orange Peel Received Paint

Received Components/Resin

Received Plating Materials Disposition

Quality Technicians X - - - - Quality Issues

Color Team - X X - - Off Color, Orange Peel, &

Received Paint Issues Receiving Inspector - - - X -

Component & Resin Supplier Issues

Plating Receiving - - - - X Plating Supplier Issues *Production Supervisor/Mgr - - - - - Quality Issues *Quality Engineer - - - - -

Quality Issues & Customer Returns

*Production Supervisors/Managers and Quality Engineers/Supervisors/Managers are responsible for disposition only. They are not authorized to write reject tickets. Only Quality Technicians are authorized to write a reject ticket for an area. If authorized personnel are not available, QA Techs may issue tickets for them but the responsible area is responsible for the tracking and disposition of the ticket.

6.0 INSTRUCTION:

6.1 Non-conforming/suspect material is found by production/quality personnel.

A Quality technician is notified to come to the area. 6.2 Non-conforming/suspect material is segregated, identified and moved to the

identified hold area for non-conforming material.

WORK INSTRUCTION

ORIGINATED BY: Mary Hampton SUBJECT: Non-conforming Material & Reject Tickets

DOC. NO.: WIK.13.000.01 REV. NO.: 12

APPROVED BY: Shawn King EFFECTIVE DATE:

4/1/2010 PAGE 1 OF 3

SRG Global the parent company of Guardian Glass's Kentucky facility manufactures plastic products for the automotive industry will remain competitive. They are leaders in the automotive plastics industry. They continuously are investing in new technologies, their customers, and their employees. By investing in new technologies they can remain competitive in the global market and also produce new cutting edge products that will help make better automobiles. Guardian invests in it's customers, it's customers are the automobile manufacturers. The automobile manufacturers are satisfied if the product that they sell, which contains products made by Guardian, satisfies the consumer. Customer satisfaction in the automotive industry creates repeat customers. Guardian will continue to remain competitive because they invest in their employees by fair wages, safe working conditions, and continued training. By investing in your employees your employees will do their best for the organization which translates into on time production and quality products. Guardian focuses on staying with current technologies, customer satisfaction, and employee welfare. This is why they are competitive and why they will remain to do so.

Will they stay competitive? Why?

Strengths of the company are:Strong, profitable partnerships with customers and suppliersOpen communication among all employees.A quality system which documents how each entity of the corporation conducts its business and meets its objectives.Continuous improvement of products and services.Some Weaknesses are:Doesn’t deal with the smaller businesses.Too much employee responsibility. Lots of wasted material.

What are their strengths and weaknesses?

To make Guardian/SRG Global a bigger competitor on the market, they first need to be able to market their products better. Though they are a specialty company specifically for the automotive industry, expanding to a privatized market or offering a wider variety of product could greatly increase the size of the company and make it grow.Specializing in a specific field makes you the only company producing the part or parts, but expanding into other markets can boost the development of the company. If SRG Global would use the PDSA cycle to learn about new methods, the opportunities could be endless. As being a plastic injection molding plant, automotive parts are not the only thing they could be limited to. Almost everything manufactured now has plastic in its dimensions.

What course of action would you recommend to make them more competitive?