Koyo Torrington Seven Step
description
Transcript of Koyo Torrington Seven Step
NRB
Koyo Torrington Seven Step
Abel Acuña January 21th 2010
2NRB
Data
Pareto
Prioritize
Scorecard
Closure
Paynter
Solve
Step 7 Paynter AnalysisProcess
(Effective)
Step 6 Corrective
Action ReviewProcess(Mgmt
Review)
Step 1Data
CollectionProcess Step 2
Pareto AnalysisProcess
Step 3 Prioritization
Process
Step 5 ScorecardProcess
(Exit Criteria)
Step 4Problem SolvingProcess
(Six Sigma)
Top level Seven Step process
3NRB
Development Process Koyo Seven Step
● Supplier process “Gain Control” ● Seven Step focuses supplier and SQD /SQA resources● Utilize the data effectively Pareto high impact
● Establish supplier commitment to “Improve”● The supplier is part of the Value Stream within
Koyo’s manufacturing operations
● Standardize lessons learned● Develop a close loop● Read across commodity
● Eradicate defects● Focus on prevention vs. detection in the process● Sorting alone will not achieve a stable process● Errors can occur and will escape
● Integrate into the APQP model● Go back to the PFMEA and control plan and build on
known risk factors
Data
Pareto
Prioritize
Scorecard
Closure
Paynter
Solve
Step 7 Paynter AnalysisProcess
(Effective )
Step 6 Corrective
Action ReviewProcess(Mgmt
Review)
Step 1Data
CollectionProcess Step 2
Pareto AnalysisProcess
Step 3Prioritization
Process
Step 5 ScorecardProcess
(Exit Criteria )
Step 4Problem SolvingProcess
(Six Sigma)
Data
Pareto
Prioritize
Scorecard
Closure
Paynter
Solve
Step 7 Paynter AnalysisProcess
(Effective )
Step 6 Corrective
Action ReviewProcess(Mgmt
Review)
Step 1Data
CollectionProcess Step 2
Pareto AnalysisProcess
Step 3Prioritization
Process
Step 5 ScorecardProcess
(Exit Criteria )
Step 4Problem SolvingProcess
(Six Sigma)
4NRB
Development Process- Raise the bar
Summary● Build accountability
● It takes leadership at all levels● Protect the supply chain, while your process
is being stabilized
● Leverage value stream network● SQD focus is to work with other functional areas to
balance the “production cell” in the value stream● Treat the supplier as if the Value Stream was within
Koyo’s manufacturing plant● We are dependent on our suppliers performance to
quality and service
5NRB
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Feb Mar Apr
May Ju
nJu
lAug Sep Oct
Nov DecYTD
DMR
Monthly DMR
2008 Performance = DMR 172009 Performance = DMR 7
Supplier 2010 Performance DMR
6NRB
0%
10%
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60%
70%
Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6
Supplier – Name Quality Analysis Process Pareto
7NRB
0%
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20%
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Defect 1 Defect 2 Defect 3
#1 Issue – DefectPareto Level II
8NRB
Root Cause Analysis -
Action Target
Date
Responsibility Effect
Issue Root Cause Verification – Proof
Actions -
#1 Issue – Defect
9NRB
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DMR
Mo. DMR
Deployed CS1Deployed CS1
2007 Forecast of C/A Impact2007 Forecast of C/A Impact
Establish Predictive Tool Establish Predictive Tool Maintenance SchedulesMaintenance Schedules
Installed Level 2 Poka-yokeInstalled Level 2 Poka-yoke
#1 Issue – Defect
10NRB
0%
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90%
100%
Defect 2 Defect 3 Defect 4
#2 Issue – Defect
11NRB
Root Cause Analysis -
Action Target
Date
Responsibility Effect
Issue Root Cause Verification – Proof
Actions -
#2 Issue – Defect
12NRB
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5
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DMR
Mo. DMR
2007 Forecast of C/A Impact2007 Forecast of C/A Impact
#2 Issue – Defect
13NRB
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DMR
Mo. DMR Goal
CS1 ContainmentCS1 Containment
Level 2 Poka-yokesLevel 2 Poka-yokes
New lever packagingNew lever packaging
Overall Waterfall
14NRB
Defect \ Month Total
0 0 0 0 0 0
0 0 0 0 0 0
0
0
0
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TOTAL 0 0 0 0 0 0 0 0 0
Corrective Action ImplementedCorrective Action Implemented
Corrective Action Not EffectiveCorrective Action Not Effective
Corrective Action EffectiveCorrective Action Effective
2007 Supplier Effectiveness Paynter Chart