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

0

1

1

2

2

3

3

4

Jan

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%

20%

30%

40%

50%

60%

70%

Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6

Supplier – Name Quality Analysis Process Pareto

7NRB

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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

0

5

10

15

20

25

30

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%

10%

20%

30%

40%

50%

60%

70%

80%

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

0

5

10

15

20

25

30

DMR

Mo. DMR

2007 Forecast of C/A Impact2007 Forecast of C/A Impact

#2 Issue – Defect

13NRB

0

10

20

30

40

50

60

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

0

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