Escolar Documentos
Profissional Documentos
Cultura Documentos
Problem Solving
and
Communication
This presentation was developed by General Motors Corporation Worldwide Purchasing. 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.
WHAT IS A PROBLEM?
Institutionalize
Recognize & Formally
D7 Throughout The D8
Organization Disengage The Team
Identify the Root Cause Define all the events that produced
Problem
Root Cause
Will Vehicle
Responsibility Process Change Assembly
Is Engineering
Correct Resolve? Engineering
support required?
Production Process? 5
1
No
Yes
Correct
Production Tool? Product Change
Design
2 Required?
Release
Yes 6
Correct Uncertain
Production Part?
3
Yes Statistical
Engineering
Rel. Engineer/ Extremely Complex 7
Parts
SQA/Supplier Problem
Quality?
4
No
Quality Sys /
SQ / Supplier Parts
4 Quality?
Supplier Data
CMM Checks
Manufacturing
2
Correct
Tool?
Fixture Checks
Visual Part to Part
Visual Lot to Lot
Manufacturing
Correct
If part’s quality (out of specification) is
3
Part?
determined to be the problem’s 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
Parts
Quality Sys /
SQ / Supplier Quality?
validate the corrections.
(Example) Report
Process/Part Check (similar to "7 Diamond Process" Steps 1-4): Diagnostic sheet available:
Y N Y N Check to see if there are any Diagnostic Sheets available to support
1 Has the operator been trained ? solving this problem.
Is the SOS being followed?
2 Is correct tool being used? 4 Do the parts support quality ? Yes: No: ______
3 Is correct part being used?
If Yes, w hich one? Used?
Direct Cause Analysis:
(see other side for 5 Why Analysis)
1) Indicate possible direct causes on diagram. 2) Circle most likely direct causes.
Man Machine
PROBLEM
Method Material
Why?
Why?
Why?
Root Cause:
4- Closed 3- Feedback
Verification: Measurements over past ____________ days have shown problem to be: circle one:
(min. 20)
Resolved Not Resolved
Countermeasure Standardized? Further PPS Activity required:
Yes: No: Date: Name: Area: Approval Signature:
If yes, how is the standard documented?
Date/ Signature: Team Leader Group Leader Shift Leader Area Manager
A - Shift
B - Shift
Supplier contact:
GM SQE:
Name: Phone: Revision Date:
(Example)
Supplier Duns: Supplier Name and Location:
Issue Title:
Failure Mode:
M2
prevent the defect?
****************
**************** M3
**
Prevent
****************
**************** M4
**Manuf act uri ng process -
Q1
Why did the quality process not
protect GM from this failure mode?
****************
**************** Q3
**
Prot ect
****************
**************** Q4
** Qualit y process -
**************** det ect ion &
****************cont ainment Q5
**
P1
Why did the planning process not
****************
**************** P3
**
Predict
****************
**************** P4
** Planning process -
informat ional cont ent
****************
in FMEAs and CPs
**************** P5
**
****************
K1
What are the key findings based on
this quality issue?
****************
****************
**
K2
K3
root cause is determined.
****************
**************** K4
**
****************
**************** K5
**
Product / Process
Classification
Part Name & GM Assy. N/C or CS
Customer Concern Failure Mode 5 Why Analysis PRR Number / Issue Corporate
Number Plant CPV Status 1
Champion Symbols
Containment
Cause of Failure Mode Corrective Action
Corrective
Action
Prevent Corrective Action
Protect Corrective Action
Predict Corrective Action
Key Findings Corrective Action
Corrective
Action
Prevent Corrective Action
Protect Corrective Action
Predict Corrective Action
Key Findings Corrective Action
In preparation for the Fast Response meeting, at the start of the day,
Quality shall identify significant Quality concerns from the last 24 hours
which may include:
- Customer concerns
- Supplier concerns The workshop team
- Line stops (Internal / Customer) should discuss how
- Dock Audits / Audit issues to define a significant
- Other internal Quality concerns Quality concern.
Standardized Work
(Institutionalized)
Corrective Action
Corrective Action
Lessons Learned
Layered Process
Proof/Detection
Next
Implemented
Overall Status
Containment
Date (of
PFMEA / CP
Date Closed
Root Cause
Owner
Operator
Analysis
Updated
Verified
Report
Audits
Error
Issue Issue Date out to
Number Description Opened Unit I.D. # Owner Staff)
Material
Y 1 1/10/2005 333933 McGrath 4/29/2005 G G G G G G Y G Y Open
Contam inated
31 (Example)
29
28 30
22 24 26
21 23 25 27
13 15 17 19
12 14 16 18 20
2 4 6 8 10
1 3 5 7 9 11
LEGEND:
- Red = Scrap
- Yellow = Suspect
- Green = Good
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 062705 29
(Example)
SUSPEC
SCRAP OK FOR USE
T
DO NOT USE
TAG CONTENT TAG CONTENT TAG CONTENT
SEGREGATION AREAS:
• Segregation areas shall be foot printed or otherwise identified.
Example: - Scrap bins
- Rework Tables
- Spill containment areas
- Nonconforming material hold areas
• Process & authority for releasing product out of rework, repair and
containment areas shall be defined.
Burr on flange
PRODUCT CONTAINMENT SCOPE
IDENTIFY ALL AREAS WHERE SUSPECT PRODUCT COULD BE LOCATED
No
Certify parts that
will be shipped.
Yes!
Contact :
Assembly Plants
Service Parts (SPO),
Tiered Suppliers as required.
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 062705 39
Do you call the customer?
No Yes!
Certify parts that Contact :
will be shipped. Assembly Plants
Service Parts (SPO),
Tiered Suppliers as required.
Develop &
implement external
containment
and certification
plans.
Continue Fast
Begin shipping Response* &
certified stock. Close Issue.
Identify parts/labels.
Begin shipping
Begin to ship certified stock.
certified stock
Notify customer of breakpoints.
Arlington Silao
Pontiac Mishawaka
• The process should include closing the loop with permanent resolution and
issue closure.
• Problem Solving*
• Lessons Learned*
WORKPLACE ORGANIZATION
A clean, well-organized work environment.
OPERATOR INSTRUCTIONS
How are we to perform the work?
Before
•Four areas of focus:
- Equipment
- Tools
- Inventory/Storage
- Personal items
• Categorize: After
- How often do I use this item?
• Determine a location:
Before After
Before After
LATHE
FIRE EXT. Dept. 816
Insp
Back up
CNC
LATHE
Back up Broach
R000987654
RAW 1
Insp
F1234567890
SCRAP
FIN 4
BROACH
BROACH
CNC
CNC
Dept. 816
FIRE EXT.
- Work Elements
- Operator Movement
- Operation Cycle Time
TOTAL
WORK
ELEMENTS
OPERATION
CYCLE TIME
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 062705 62
Display of Standardized Work Instructions
Standardized Work Instructions shall be displayed at each operation.
4
6 1
CONTROL BLOCK J.E.S. LOCATION: Posted on press control panel (Each press) SAFETY AUDIT Verify light curtains at beginning of shift
12 7
9
TOTAL MANUAL TIME: 45.78 sec 2 3
Tape
Rack
Standard Daily Routine ( Minutes per Shift)
Shift
Item Elements First Second Third
A Load/Unload machine AA-007 389 389 N/A
B Record production downtime/scrap 5 5 N/A
C Cart handling for 'Runners' 9 9 N/A
Note: Operator will be relieved during two 23-minute breaks and one 30-minute lunch.
Effective Date:________________________________
Manufacturing General Supervisor Approval:________________________________
PIERCE
FINISHED
QUALITY
PERFORM GAGING AS STATED IN THE CONTROL PLAN
ASSIGNED OPERATORS TRAINING DATE AUDIT
2ND SHIFT Patricia Knoles OTHER LOAD VANES TO VANER EVERY 40 CYCLES
1/12/04
WASHER
FINISHED
PUMP
STOCK
5 4
A
3
PIERCE
VANER
1 2
QUALITY
PERFORM GAGING AS STATED IN THE CONTROL PLAN
ASSIGNED OPERATORS TRAINING DATE AUDIT
(Example)
Label boxes for the pictures. Use to reference appropriate key point or step.
SEQ - STEP (What) - SYM - KEY POINT (How) - REF - REASON (Why) -
THE " WHAT"IN THIS SECTION IS THE THE "HOW" PART OF THE DOCUMENT. IN THIS AREA WE EXPLAIN WHY A
LIST OF ALL THE MAJOR STEPS OF IS ASSOCIATED WITH THE STEPS AND IF KEYPOINT OR STEP IS IMPORTANT AND
THE OPERATION SEQUENTIALLY IN THERE IS SOMETHING THAT NEEDS TO BE WHAT HAPPENS IF THIS POINT IS
THE LEFT HAND COLUMN. EACH STEP EXPLAINED REGARDING IGNORED. IT ALSO MAKES THE JOB
SHOULD BE AN ACTION NECESSARY SAFETY/ERGONOMICS, QUALITY/KNACKS, MORE MEANINGFUL.
FOR ADVANCING THE ELEMENT TO THEY ARE EXPLAINED AND IDENTIFIED BY
ITS SUCCESSFUL COMPLETION. THE APPROPRIATE SYMBOL IN THE COLUMN.
SEQ - STEP (What) - SYM - KEY POINT (How) - REF - REASON (Why) -
1 VISUALLY INSPECT DUNNAGE 1A USE BLUE VINYL GLOVES 1A CUSTOMER DEMAND
1B REMOVE ALL TAGS, STICKERS AND DEBRIS 1B PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER
1C SET ASIDE DAMAGED OR DIRTY DUNNAGE 1C REDUCE SEDIMENT LEVELS
2 VISUALLY INSPECT ASSEMBLY AND WRITE 2A ENSURE CORRESPONDING INKJET INFORMATION 2A PROPERLY IDENTIFIED ASSEMBLIES TO CUSTOMER
CORRESPONDING STACK HEIGHT NUMBER IS CORRECT WITH STACK HEIGHT NUMBERS NUMBERS 3 THROUGH 9 ARE THE ONLY ONES
ON INTERNAL GEAR. ONLY #'s 3 THROUGH WRITTEN IN WHITE ON HEAVY DUTY, PINK ON ACCEPTED BY OUR CUSTOMER. OTHERS ARE TO
9 ARE TO BE USED VOLVO AND A YELLOW DOT ON VOLVO INTERNAL BE PUT INTO REJECT BUGGY
3 DEPRESS PARK LOCK PAWL INTO PARKING 3A ACKNOWLEDGE SPRING TENSION AND WINDOW 3A OBTAINS "PARK" STATUS IN AUTOMOBILE
GEAR CLEARANCE
4 INSERT SHORT END OF SHIPPING PIN INTO K 4A TURN INTERNAL GEAR WHILE DEPRESSING 4A ALLOWS FINAL DRIVE ASSEMBLY TO BE INSTALLED
INTERNAL GEAR PIN HOLE, LONG END LOCKING PARK LOCK PAWL UNTIL PARK LOCK PAWL INTO TRANSMISSION CASE AT ASSEMBLY PLANTS
PARK LOCK PAWL IN POSITION ADVANCES INTO FULL DEPTH
5 REMOVE ASSEMBLY FROM LINE AND LOAD 5A INSERT UNLOAD ASSIST DEVICE INTO THE SUN 5A REDUCES BODY STRAIN
INTO CORRESPONDING DUNNAGE GEAR SHAFT AND LIFT FINAL DRIVE ASSEMBLY
INTO THE BASKET USING THE "UP" AND "DOWN"
CONTROL LEVERS
5B LOWER ASSEMBLY CAREFULLY INTO DUNNAGE, 5B PREVENT BEARING FRACTURE
Workplace Organization:
• 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.
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:
Review Complete
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
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
Associate Trainer
Training Criteria Comments
Initials Initials
SAFETY
Fire Exits / Extinguisher Location
Safety Glass Policy
Personal Protective Equipment
MSDS Location
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
Date: Date:
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
Job Name
jobs /
per person here if
person
to meet target is
target
rotation plan met
Issue (% of
Date boxes
Team # Name (Write Position if not T/M) Req'd Actual checked)
BENEFITS:
Organizations shall…
REACTIVE
ERROR PROOFING PAST
QUALITY FAILURES
C ACTION RESULTS
POTENTIAL CURRENT CONTROLS RESPONSIBILI
PROCES POTENTIAL L O D R
PROCESS POTENTIAL CAUSE(S)/ RECOMMENDED TY & TARGET
S NAME/ EFFECT(S) OF S A C E P S O D R
FUNCTION FAILURE MODE MECHANISM(S) ACTION(S) COMPLETION ACTIONS
NUMBER FAILURE E S C T N E C E P
S OF FAILURE PREVENTION DETECTION DATE TAKEN
V V C T N
Inspection
Proofed
Gauged
Manual
Rating
Error
Almost Absolute certainty of
10 Cannot detect or is not checked.
Impossible non-detection. X
Very Controls will
9 Control achieved with Indirect or random checks only.
Remote probably not detect. X
Controls have poor
8 Remote Control is achieved with visual inspection only.
chance of detection. X
Controls have poor
7 Very Low Control is achieved with double visual inspection only.
chance of detection. X
6 Low Controls may detect. X X Control is achieved with charting methods, such as SPC.
Control is based on variable gauging after parts have left
5 Moderate Controls may detect. the station, or go/no-go gauging performed on 100% of the
X parts after parts have left the station.
Controls have a Error detection in subsequent operations, OR gauging
Moderately
4 good chance to performed on set-up and first piece check (for set-up
High
detect. X X causes only).
Controls have a Error detection in station, OR error detection in subsequent
3 High good chance to operations by multiple layers of acceptance: Supply,
detect. X X select, install, verify. Cannot accept discrepant part.
Controls almost Error detection in-station (automatic gauging with
2 Very High
certain to detect. X automatic stop feature). Cannot pass discrepant part.
Controls certain to Discrepant parts cannot be made because item has been
1 Certain
detect. X error proofed by process/product design.
PO T E N T IAL
Severity x Occurrence x Detection =S AN
F AILURE M O DE AN D E F F E CT RPNALYSIS
(PRO CE SS F M E A)
REV'D DATE :
15xxxxx MODEL YEAR / CARLINE : FMEA DATE : (Example)
PRODUCTION PLANT : FMEA CONDUCTED BY :
C
POTENTIAL CURRENT CONTROLS
PROCESS POTENTIAL L O D R
PROCESS POTENTIAL CAUSE(S)/
NAME/ EFFECT(S) OF S A C E P
FUNCTION FAILURE MODE MECHANISM(S)
NUMBER FAILURE E S C T N
S OF FAILURE PREVENTION DETECTION
V
10 Install Incorrect Misbuilt, 7 Manual: 7 No No 10 490
pilot part part incorrect prevention detection
bearing installed doesn't part
function selected
• PFMEA’s 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.
SENSOR TO DETECT
1 10 INCORRECT BEARING INSTALLED 490 B. SHAD BEARING TYPE 12/1/2004 112
INCORRECT OR REVERSED
2 20 SUBASSEMBLY 126 N. ADAMS INSTALL LASER STATION 12/31/2004 42
QUALITY FAILURES
SITE LEADERSHIP:
• should review the need for PFMEA training at least once per year.
REACTIVE
A list of the past internal and external quality failures shall be
established.
RPN = 5 x 4 x 3 = 60
ERROR PROOFING / DETECTION DEVICE FAILS
Failure mode: Burr Cause: dull tool
RPN = 5 x 4 x 10 = 200
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 062705 105
ERROR PROOFING VERIFICATION
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.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
% IN COMPLIANCE:
# OF ITEMS ON CHECKLIST:
# OF VERIFICATIONS
TOTAL # OF ITEMS VERIFIED:
# OF ITEMS IN COMPLIANCE:
• Quality and other functions will participate and support the Layered
Process Audits system.
OPERATION
REACTION
CODE
REACT
op# ITEM # ITEMS TO BE CHECKED DAILY CODE YES NO Reaction Step
1 01
2 02
3 03
4 04
5 05
6 06
7 07
8
08
9
09
10
10
11
12 11
13 12
14 13
15 14
16 15
17 16
18 17
19
18
20
19
21
20
22
21
23
24 22
25 23
26 24
27 25
28 26
29 27
30 28
TOTAL NUMBER IN EACH COLUMN
29
30
3 Y N N Y Y Y 2
Are the builders checking rotation and marking parts (touch point)?
Have the parts been inspected for presence of 8 holes and identified
3 N N Y Y Y Y 2
with orange marker?
Manager
Site Leader
General Motors Corporation. All rights reserved.
QSB WORKSHOP REV. 062705 119
LAYERED PROCESS AUDITS STRUCTURE
(Example)
LAYERED AUDIT MATRIX
SUPERVISOR
OPERATIONS
CORPORATE
INSPECTOR
PRESIDENT
EXECUTIVE
OPERATOR
MANAGER
MANAGER
MANAGER
MANAGER
MANAGER
QUALITY
PLANT
PART/PRODUCT
ERROR PROOF VERIFICATION
FIRST PIECE APPROVAL
STANDARDIZED WORK INSTR.
OPERATOR TRAINING POSTED
SAFETY LIST COMPLETE
PROCESS
SET-UP SHEET COMPLETED
SPC COMPLIANCE
TOOL APPROVAL
QUALITY GATE DATA COMPLETE
SYSTEM
PREVENTATIVE MAINTENANCE
CALIBRATION COMPLIANCE
LOT TRACEABILITY
HOUSEKEEPING
100% 47 50
90% 43 43 45
80% 40
70% 35
60% 27 30
23 24
50% 22 25
20 19
40%
16 16
20
14
30% 15
20% 10
10% 5
0% 0
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
JAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC
% IN COMPLIANCE: 88% 68% 95% 96% 97% 84% 95% 95% 94% 95% 95% 89%
# OF ITEMS ON ASSESSMENT: 20 15 20 30 20 10 20 25 20 20 20 20
# OF ASSESSMENTS 20 9 28 15 20 10 20 20 20 20 20 20
TOTAL # OF ITEMS ASSESSED: 400 135 560 450 400 100 400 500 400 400 400 400
# OF ITEMS IN COMPLIANCE: 353 92 533 434 386 84 380 477 376 381 378 357
NON CONFORMANCES 47 43 27 16 14 16 20 23 24 19 22 43
Quality Manager
• Facilitates the daily Quality Gate meeting.
• Manages the Quality Gate Problem Solving and follow-up.
p or np Chart
u or c Chart
Track by shift if appropriate
Pareto Analysis
Feedback Historical Information
C.A.R.E. Charts,
Functional Test, Tally Sheets,
PPM, Review Sheets,
Problem Solving Sheets
Warranty Lessons Learned
Cause and Effect Diagram,
Solution Tree, or
Common Problem Solving Run Review
Pareto
Document Response
Rules Sheet
Analysis
Sheet
(Example)
First Time Quality - Assembly Process
95 Implementation of
Corrective Action
90
85
FTQ%
80
75
70 Implementation of
Quality Gate
65
60
May
May
Aug
Sep
Aug
Sep
Nov
Dec
Nov
Mar
Mar
Feb
Feb
Jun
Jan
Jun
Oct
Oct
Apr
Jul
Jul
Month
(Example)
6
5
Number of Defects
0
Crank Torque Misc. Bolt Reject Lash Reject
Defect Type
• 8D form
• Internal corrective action request
• Drill Deep Analysis/ Worksheet
• Cause and Effect diagram
• Solution Tree
• Fast Response Tracking Board
• PRR Response
OP 10 OP 20 QG
OP 40 QG OP 30
CARE GP12
- Pass-through items
- Customer/Assembly Plant Feedback
- Warranty Issues
- Customer used features
- Past PR/R issues
- High RPN Failure modes
- Labeling
- Supplier Management Concerns
(such as Tier II changes, tool moves)
BENEFITS:
Capitalize on success…
minimize mistakes
Classification
Product /
Process
Part Name & GM Assy. N/C or CS
Customer Concern Defect on Part 5 Why Analysis PRR Number / Issue Corporate
Number Plant CPV Status 1
Champion Symbols
Corrective Action
Containment
Technical Root Cause Identified
Predict Corrective Action
Prevent Corrective Action
Protect Corrective Action
Key Findings Corrective Action
Containment
Technical Root Cause Identified
Predict Corrective Action
Prevent Corrective Action
Protect Corrective Action
Key Findings Corrective Action
BENEFITS:
Organizations shall…
• Fast Response
• Control of Non-Conforming
Product (Identification)
No Major Disruptions
• Workplace Organization
No PRR’S
• Standard Operator Training
+ 0 PPM’S
• Risk (RPN) Reduction
= World Class Quality
• Error Proofing Verification
• Layered Process Audits
• Quality Gates (C.A.R.E.)
• Lessons Learned
If the group needs outside resources (HR, IE, etc…,), contact those
who can help. Contact the Workshop Trainer or Supplier Champion.
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 team’s ideas.
NOTE: The presentation for each strategy should take approximately 10 minutes.