altran china ait - 3s consulting group...offer introduction and reference 11 project management...

Service Catalogue

2018

2

Summary

A.Company introduction

B.Consultant team

C.Service catalog summary

D.Offer introduce and reference

E.Delivery model summary

F.Project following-up and client satisfaction monitoring

G.Key Contact

3S Consulting company is consulting service provider, focusing on supply chain management, manufacturing and

logistics in automotive industry. Main service include below 4 sections.

A. In

Project management / APQP

Including project management, project quality

management, Advanced supplier quality

management, and potential supplier evaluation

Supply chain management

Include supplier development, supplier quality

management (production), supplier improvement,

and supplier audit

Manufacturing and Logistics

Include simultaneous engineering, production

planning, production quality improvement, and intra

plant logistics

Training and Coaching

Include OEM quality development process, problem

solving, quality tools, quality systems audit, process

audit, Lean and etc.

❖ Half hour trip circle to our company

30 minutes to Shanghai Hongqiao International

Airport and High Metro Station

Company introduction

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0 - No Knowledge

1 - Some notions (see at school for example)

2 - Can manage with help of expert in complexe situation

3 - Autonomous, can practice on all situation

4 - Expert

Technology & Parts Software

Soft Skill Process ApproachLanguageAuditor & NormQuality Tools & 6 sigma

Consultant team

5

Area =12.81

Q4 of 2015 Q1 of 2016

Area =18.60

Growth Ladder - Example

Consultant team

6

KPIs of SQM consultant - example

Consultant team

Q1 Q2 Q3 Q4

PQM Qt'y / supplier 1

Findings and roadmap for audits 28

Review time for FMEA and Control Plans 3

Measurement alignment

Ramp Up Audit Times

Suppliers Qt'y 5

Projects Qt'y 5

Quality issue closure Qt'y 6

Ahead of project milostone (days) 15

Buy off Qt'y 3

by SQE average

Part B

Part A

1

1

H1 H2

7

Service catalog summary

RFQ

Project Management

Project Quality Management

Advanced Supplier Quality

Management

Potential Supplier Evaluation

Supplier Development

Supplier Quality

Management(Mass

Production)

Supplier Improvement

Process Audit&Capacity Audit

Synchronous Engineering

Production Planning

Production Quality

Management

Plant Logistics Planning

Development Process of OEM ◇ ◇ ◇ ◇

Quality Tools ◇ ◇ ◇ ◇

Problem Solving ◇ ◇ ◇

Quality Management System ◇ ◇ ◇ ◇ ◇ ◇

Lean 6 Sigma ◇ ◇ ◇ ◇ ◇ ◇

Training & Coaching

Our Offer Development Mass Production

Project Management/

Advanced Product Quality

Management

Supplier Chain

Management

Production & Logistics

Supplier Selection

OTS PPAP SOP

8

Engineering Service

Our consultants manage and coordinate the project to ensure that all of milestones meet the plan.

To ensure that the project team communicates with clients smoothly.

Good project risk control.

Comprehensive application of advanced product quality planning tool, to ensure product quality.

Our consultant keep good communication with team and clients.

Project Quality Management

Project Management & APQP（1/2)

Project Management

Offer introduction and reference

9

Engineering Service

9

Project Management & APQP（2/2)

Professional SQE have related product/technology background.

SQE deal with the relationship with suppliers.

Good supply chain risk control.

Evaluate and grade the supplier.

Work out roadmap.

Push the improvement of potential supplier.

Potential supplier evaluation22

Advanced supplier quality management


10

Project management & Advanced product quality planning

Successful Case

Project Overview

o Project Plan ：Establish car-building plan of all phase of two projects.

o Process Coordination: Track vehicle online assembly as planned, monitor part delivery , regularly report for key parts.

o If any design issue or supplier quality issue , collect data about MPF, organize MPF meeting regularly , complete the meeting minutes , and follow up

the subsequent progress of issues.

Achievement & Key data

o The milestones can be guaranteed.

o Project quality documents are complete and meet the requirements of the

development process.

o The project budget is not overweight.

o Client : DPCA

10

（Vehicle）Project Management


11


Successful Case

Project Overview

o For a certain model of FCA, the navigation system failure rate is high, the first 3 months of the market failure rate of up to 3.63%

o Our consultants collected after defect data, and using Plato accurately find out the Top issues.

o Get the defective parts log in the vehicle verification and validation test , and use appropriate quality analysis tools to find out the root cause ,

work out corrective and preventive action.

o The implementation of long-term validation test to verify the effectiveness of corrective and preventive actions.

o Based on the data of after-sales return items set up quality chart to monitor the downtrend of defect rate.


o Our consultants help clients set up a team to improve the quality level of navigation

system, the team members including OEM and parts suppliers.

o Compare with 2014 model ,the navigation system defect rate of 2015 model just is

0.92%, reduced 74.5%.

o Client : FCA

11

Project quality management


12


Successful Case

Project Overview

o In Volvo Cars, there are a lot of new ongoing projects, lack of (have related technology background) senior SQE.

o Our company signed related service framework agreement with BMW China in 2014 Q1.

o Comprehensively use five TS quality tools to proceed advanced supplier quality management

› Failure mode and effects analysis (FMEA)

› Measurement systems analysis (MSA)

› Statistical process control (SPC)

› Advanced Product Quality Planning (APQP)

› Production Part Approval Process (PPAP)

o Manage and train supplier according to clients’ special requirements and related quality tools.

Achievement & Key Data

o Every SQE manage one to two suppliers at the same time , work on CMA new

project.

o Every project delivery must meet project quality goal.

o The actual milestone is 4.6 days ahead of project milestone requirement on

average.

o Client : VCC

12

Advanced supplier quality management


13

Project Management & Advanced product quality planning

Successful Case

Project Overview

o Loncin Chongqing manufactures two kinds of motorcycle , needs to develop a batch of local suppliers.

o Evaluate potential supplier according to supplier pre-selection checklist:

›Management

›Design and development

›Innovation

›Sub-supplier management

›Production/technology

›Quality

›Logistics


o Evaluate 115 Loncin potential suppliers in total.

o Track/Coach 35 of all potential suppliers

o In the end,29 potential suppliers enter ed the

qualified supplier list of Loncin Motorcycle.

o Client: Loncin

13

Potential supplier evaluation


1414

Engineering Service

Supply Chain Management（1/2)

Multi-skill team will help suppliers totally improve the ability of technology, management, quality, etc.

Ensure communicate smoothly between supplier and client.

Systematic manage supplier performance

Improve the problem solving process of supplier

Supplier quality management (Mass Production)



15

Engineering Service

Based on the process audit results, involve in the problem solving process.

Track the implementation of the corrective and preventive actions, verify the effectiveness of the

corrective and preventive actions.

Regularly report the actual situation.

According to audit standards that the client specified (such as ISO/TS, VDA, etc.)

Certificated auditors perform audit, and send the audit report.

Perform special project capacity audit, ensure that the supplier has the ability to complete the P/O.

Process Audit& Capacity Audit

Supply Chain Management（2/2)

15



16

Supply Chain Management

Successful Case

Project Overview

o DGRC（Daimler China）need to develop new supplier, but the ability level of new supplier is too low for Daimler.

o Coach the potential suppliers of DGRC comprehensively, heavily promote these suppliers in three to six months.

› Supplier site evaluation

› Improve roadmap planning

› The execution of improvement plans

› Pre-audit

› DGRC project acceptance check


o Through comprehensive coach ,we changed

results of three potential supplier audit

,promoted red light to green light, successfully

entered the DGRC qualified supplier list.

o Through comprehensive coach ,we changed

results of two potential supplier audit ,promoted

yellow light to green light, successfully entered

the DGRC qualified supplier list.

o Client : DGRC（Daimler China）

16



17

Supply Chain Management

Successful Case

Project Overview

o Nissan Spain commercial vehicle purchased parts in China.

o Our consultants help Nissan Spain to manage the supplier of China.

o Our consultants help Nissan Spain to solve the supplier quality problem in China, at the same time, through training and coaching to

help suppliers improve the problem solving process.

o Count supplier monthly return quantity, the number of customer complaints, supplier quality issue list, calculate SPPM data , and find

out key suppliers monthly, push the quality improvement of key supplier .


o Help Nissan Spain to manage five China supplier.

o Set up a supplier performance management

system for the five suppliers.

o Improve supplier problem solving process,

improving the efficiency of supplier problem

solving

o Client : Nissan Spain

17

Supplier Quality Management(Mass Production)


18

Supplier Quality Management

Successful Case

Project Overview

o As T1 supplier of Chang’an Ford(CAF) , one manufacturer has some quality problem repeating in mass production stage.

o For supplier quality problems , our consultants use Plato to find out the main problems.

o Our consultants use 8D method to lead the team to find the root cause of quality problem, work out corrective and preventive actions, prevent the

quality problem no longer reoccur.


o A total of 21 supplier quality problems were solved.

o Push the establishment of the supplier quality wall, make sure the supplier PVNC

system effective operation.

o Identify and solve the problem of the differences between the control plan and

the actual operation.

o Collaborate with logistics and product development department , solve the

problem of product damage during transport.

o Client : CAF (Chang’an Ford)

18



19


Successful Case

Project Overview

o According to VD 6.3, audit and send the complete audit report to client.

o By collecting relevant documents (e.g., control plan, flow chart) to prepare audit list.

o Define the audit schedule.

o Perform the audit (2 days)

o During the audit to prepare LOP (list).

o Issue and sign the audit report.


o Within one working day after the audit is end, submit audit reports to the client, include

the following:

›Supplier main strengths/weaknesses

›Communication skills (including foreign language

level)

›Supplier human resource

o Audit supplier improvement plan and roadmap（Roadmap）o Clients fully satisfied

o Client : CHENG LIANG Group

19

Process Audit


20


20

Successful Case

Project Overview

o According to CMA standard of Volvo to capacity audit , and send the complete capacity audit report to client.

o work out audit plan, including the following:

›Layout

›The customer data management

›The capacity management

›The production control

›The inventory management

o Perform capacity audit, duration is 1 working day

o Prepare production audit report


o Within one working day after the audit is end, submit

audit reports to the client.

o Define the appropriate action plan with supplier.

o A total of 82 suppliers have been audited, clients are

fully satisfied.

o Client : Volvo Group

Capacity Audit


21

Manufacturing and logistics（1/2)

Engineering Service

Feasibility of process optimization/Cost optimization/Working hour reducing/Quality improvement plan

Ensure production technology and manufacturing capacity of components or assemblies meet the

requirements of the SOP.

Develop related projects on the basis of fully understanding the definition, application of the product and process.

Establish an advanced production line that meets related design concept.

Production Planning

21

Synchronous engineering （stamping, welding, painting and assembling）


22

Engineering Service

In the fully understanding of the definition and application of product and the company's internal

process, develop the project of Chinese design concept.

Establish a assembly line that can meet the design concept and can be independent of assembling in

domestic plants .

Some experienced experts will come to research the present situation of your plant.

The experts will provide and discuss the related constructive planning with you.

The experts will work with your team, perform and perfect the improvement plan.

Plant logistics planning

Manufacturing and logistics（2/2)

22

Production Quality Management


23

Manufacturing and logistics

Successful Case

Project Overview

o Confirm the new designed parts to be able to meet the relevant PSA assembly specifications and manufacturing standards.

o During the product development , analyze the assembly feasibility of assembly parts, and provide the most reliable assembly

proposal.

o Provide the technical specifications of the relevant equipment and tools.

o Through digital simulation and physical assembly to verify assembly feasibility of the parts and man-machine engineering.

o Technical support for assembly-line vehicle assembling test , verify the assemblability of part and summarize Lessens Learned.


o Successfully completed the synchronous engineering of two global project (C84

P23C).

›Offer assembly quotation of all assembly parts.

›Define all the process specifications in projects.

›Set up technical requirements of facilities and

tools.

o Help the client to improve the efficiency of the design work.

›Manage operators' safety risk.

›Control assembly time.

›Reduce debugging time.

›By reducing the number of tools to save

development costs.

o Client : PSA

23

Synchronous engineering


24


Successful Case

Project Overview

o Shanghai Volkswagen Nanjing plant was the first OEM that established by Shanghai Volkswagen outside Shanghai, annual

production capacity designed is 400000, including hot car models such as New Passtat , New Lavida etc.

o This project is to add Surperb NF(Skoda) in assembly line, platform span is huge, and it is based on the fully new platform to build,

project duration is tight, pressure of project implementation is very big.

24

Production Planning

Achievement & Key dataFramer station integration solutions：o For key assembly station, Framer1, increase robots from 6 to 12 units, at the

same time, add 2 sets of electric hoist system and model-switching mechanism.

o This project adopts advanced offline integration technology, pre-assembling for

subsequent assembly, move the pre-assembled modules into the station.

Wheel roller hemming solutions:

o A station need to integrate two kinds of wheel roller hemming.o For the technical difficulties, the project adopts the advanced roller hemming

technology of ABB, robot switching grab membranes, so as to adapt the different modelling and match a variety of different models.

o Client : SVW (Nanjing plant）


25


Successful Case

Project Overview

o DENZA (Shenzhen BYD Daimler new technology co., LTD.) was established jointly by BYD and Daimler , it is a joint venture enterprise, it

was formally established in 2010, headquartered in Shenzhen . BDNT developed a new energy automobile brand DENZA, focus on new

energy vehicle technology research and development.

o Our consultants help clients to build and maintain quality assurance system of the assembly plant.

o Monitor assembly process performance, assure the quality of assembly process.


o Help customers to establish a set of perfect process quality control system.

o Help clients to set up ABC level 3 file system. ›A level - the quality manual

›B level-Procedure files, a total of 20

›C level-Work instructions, a total of 21

o Help clients to establish process quality performance evaluation system.

o Client :DENZA

25

Production Quality Management


26


Successful Case

Project Overview

o Based on the client needs, confirm with clients again and again, at the same time, ask the client to provide the necessary basic data as input, such as

customer designed capacity, tact time, BOM , the plant delivery cycle, packaging standardization level, the number of door-to-door suppliers , etc.

o Strict audit the basis data that was provided by clients , prevent basic data errors to affect the effect of the whole planning and bring client complaints.

o Based on identified customers' needs and basic data, provide the optimization of plant logistics solutions for the clients, and let the clients review and

approval the solutions.

o Work with customers’ logistics team, implement the plant logistics solutions that was approved by the customer, and review the progress of the

project at milestones , monitor project progress and identify the project risk in time.


o Parts incoming delivery cycle is 2 to 3 hours.

o Production square: Logistics square 3:1

o Material JST rate is 60.5%.

o door-to-door: home-delivery 58:166

o Client : Chery

26

Plant logistics planning


27

Engineering Service

Coach and promote suppliers in specific development tools of OEM, quality management system,

etc.(from RFQ to MP stage),.

Provide a set of training and coaching with the development tools and methods of OEM, the training will

be conducted by the consultant who has a lot of experience of OEM.

Coach the employees of clients use tools such as 8D etc.

Coach problem solving project of clients, monitor the implementation of corrective and preventive

actions.

Problem Solving

Coach & Promote（1/3)

27

OEM Development Process


28

Engineering Service

Training and coaching trainees to effectively use quality tools.

To evaluate quality tool skill of trainees.

Document audit/ site audit

Plan and draft the quality system documents

Train quality system documents and coach implementation of the quality system documents.

Quality management system


28

Quality tools


2929

Engineering Service

Provide a full set of 6Sigma method (DMAIC) and lean tools (5S, beat time, etc.) for training and

coaching.

During project ongoing, coach the team.

After the success of project , issue certificates of qualification to trainees.


Lean 6Sigma


30

Coach & Promote

Successful Case

Project Overview

o CAPSA (Chang'an Peugeot) is a joint venture company that was established by Changan group and PSA in 2011.o CAPSA completely outsourced the training and examination.

o In different locations (Shanghai, Beijing, Shenzhen and Wuhan) trained CAPSA Q3P development process, training duration is 3 days.o Training by the professional consultants who are familiar with CAPSA Q3P development process.o Send training progress reports/test results to R&D quality department every week.


o Provide a full set of CAPSA Q3P development process training to CAPSA suppliers. o More than 100 CAPSA parts suppliers accepted the training.

o The total number of training people is more than 400.

o Client: CAPSA

30

OEM Development Process


31

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1 VDA audit

8 Control Plan

7 PPAP

Sep-15 Oct-15

CW43 CW44 CW45CW36 CW37 CW38 CW39 CW40 CW41 CW42

Remark: ○: Planning ●: Finished ●: Delay

Time

4 APQP

3 SPS

6 Problem Solving Process & 8D

5 P-FMEA

9 MSA

10 Capabilities studies & SPC

2 Project management

CW35NO

.Training Course

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Training finish CW51

Coach & Promote

31

Successful Case

Project Overview

o In March 2015, LONCIN signed with Germany BMW motorcycle, cooperated to build pedal motorcycle. BMW request LONCIN to executethe quality standard of automobile industry , LONCIN whole-motorcycle SQE team members are mostly not from the automotive industry, not familiar with automotive industry quality standards, and most of the members are quite young, lack of experience.

o The expectations of LONCIN is that trainees can master the following skills through this training:

›Independently manage new part supplier development›Implement supplier process audit independently›Help and promote supplier quality problem solving independently

o The training process is as follows:

›Trainee skill assessment before training

›Consultant lessons

›Classroom training›Answering questions after class›Practical guidance› Trainee skill assessment after training Achievement & Key data

o Through training, the trainees to be familiar with TS five manual, train a total of 100 + trainees, 20 core trainees.

›APQP/PPAP/MSA/SPC/FMEA›Problem solving 8D›Project Management

›Process audit

o Client: LONCIN

Quality Tools


32

Coach & Promote

Successful Case

Project overview

o SFH diesel engine is widely used in commercial vehicles, engineering machinery, ships and generator.

o The client faced all kinds of problems during quality problem solving: lack of method, no systematic effectiveness verification of corrective and

preventive actions, lack of professional skills.

o Our consultant help SFH to solve problems ,at the same time, our consultant provide training and coaching, let trainees improve quality problem

solving skill in actual problems, problem solving tools include:

› 8D

› 5WHY

› Fishbone diagram

› MSA


o The timely closing rate of quality problem is from 29%

to 44%.

o Train 12 core members of problem solving team.

o Client: SFH

32

Problem solving


33

Coach & Promote

33

Successful Case

Project Overview

o LG Hausys has passed TS16949 system certification, but the effectiveness of TS16949 system is still a problem, the actual execution and system documents have larger gap, specific problems are as below:

›Frequency of internal system audit is not enough, can not find the problem in time.›Process audit is not implemented effectively.›Mistake proofing of production line is without verification.›The team didn’t get sufficient training, control plan was non-conforming.

o Clients' expectations is to solve the gap between implementing and documents of quality management system.o The specific process

›File/site audit

›Improve the system document integration

›Training and coaching (site and remote)

›Test (written examination and interview)›Tacking


o Our consultants integrated the system documents , COP process files 6 PCS ,MP process files 9 PCS, SP process files 9 PCS.

o Main delivery：›System documents audit report›Integrated procedure files›Procedure files audit report›LOP（issues list）›Roadmap

o Client: LG Hausys

Quality management system


34

Coach & Promote

Successful Case

Project Overview

o Our consultants provided a fully set of training of 6Sigma method(DAMIC) and lean tools(5S,Takt Time etc.) to clients.

o Through training, optimize clients’ manufacturing process, improve work efficiency, increase tact time, achieve the goal of production

cost down.

o 6Sigma method is a set of very practical tools, we coach trainees’ specific project , during project ongoing, give necessary pressure to

the trainees to push trainees upright learning attitude, guarantee the training effect.

o Test and certificate the trainees.


o Duration is 10 days, five training modules were completed.

o A total of 22 people completed the training and coaching.

o Client: SXQC

34

Lean 6Sigma


Delivery Model Summary

Working Environment

Provided

Risk-sharing

Quality Management System

Work Specifications/Detailed

Tech.Requierement

Schedule Management

Resource Management

Staff Management

Performance Evaluation

Billing Process

Customer Needs

Technical support service

Delivery Model A

Structured team service

Delivery Model B

Work Package

Delivery Model C

Super Work Package

Delivery Model D

Client SatisfactionService Level

Agreement Formal acceptance

deliveryCompletion Work Activities

/Work Units

Time TimeAchievements &

Deliverables

Scope of work and

requirements are not

clear

May become work package,

but now it is managed by

client.

Share planning goals, but

we manage milestones.Long term partnership

COMPETENCES & SKILLS COMMITMENTS FIXED PRICE COMMITMENTS

Achievements &

Deliverables

Have kick-off meeting to confirm project goals and

activities.

Implement project following-up and monitoring customer

satisfaction at least by every quarter: measure our

performance ,and establish action plans if it’s necessary.

At the end of the project ,organize a

meeting to work out the final actions and

summarize lessons learned.

Project following-up and client satisfaction monitoring

37

Key contact

刘飞斌 Sucre

(+86)1391 7233 700

(+86)21 8015 8325 ext. 808

[email protected]

上海箴思汽车工程咨询有限公司Unit 2216, Number 488 Anchi Road, Jiading District, Shanghai, 201805 P. R. China

中国上海市嘉定区安驰路488号CAS汽车广场2216室

www.3SConsulting-group.com

http://www.3sconsulting-group.com/

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Official account

altran china ait - 3s consulting group...offer introduction and reference 11 project management...

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