peter dersley biography peter dersley presentation - … &...

Peter Dersley Biography

Peter Dersley Presentation

Peter Dersley Executive Director, Manufacturing Quality GMNA Vehicle Manufacturing Peter G. Dersley is the executive director, Manufacturing Quality for GMNA Vehicle Manufacturing. He has held this position since January 1, 2001. Dersley began his career with General Motors in 1969 as a college cooperative education student at GM South Africa. In 1979, he transferred to Chevrolet as an industrial engineer and subsequently was appointed assistant superintendent of Inspection and staff reliability engineer. In 1984, Dersley transferred to the General Motors Ramos Arizpe, Mexico, plant as superintendent of Quality Control and Reliability and was later appointed manager Supplier Quality and Quality Assurance. He transferred to the Van Nuys Assembly plant in Van Nuys, Calif. in 1988 as director Quality Control. In 1991, he was named production manager at the Buick City Vehicle Assembly Plant in Flint, Mich. Dersley was named assistant plant manager there in 1993 and was appointed engineering director - Operations for the Cadillac Luxury Car Division in 1994. In 1996 he was appointed group director of Reliability and Quality for the General Motors Truck Group which he held until his most recent assignment Dersley received a mechanical engineering degree in South Africa and in 1975 earned an industrial engineering degree from the General Motors Institute (GMI) in Flint, Mich. In 1997 he completed the Harvard University Advanced Management Program. He is also a certified quality engineer.

12003 Quality\Hamood\111803UPRMDersley.ppt – 11/14/2005 3:24 PM

"Quality is a Leadership Responsibility – It Can't Be

Delegated!"

Peter DersleyExecutive Director

General Motors CorporationNorth America Manufacturing Quality

Presented at University of Puerto RicoNovember 18, 2003

22003 Quality\Hamood\111803UPRMDersley.

General Motors Profile

Founded in 1908World's largest vehicle manufacturer since 1931

8.6 Million Vehicles sold in 2002 15% Global Market Share

Employs 341,000 people globallyManufacturing operations in 32 countriesVehicles sold in 190+ countries$187 Billion revenue in 2002


GM’s Vision

GM's vision is to be the world leader in transportation products and related services. We will earn our

customer's enthusiasm through continuous improvements driven by the integrity, teamwork and

innovation of GM people.

GM’s Core ValuesCustomer Enthusiasm IntegrityTeamwork

InnovationContinuous ImprovementIndividual Respect and Responsibility


General Motors BrandsAutomotive Brands include

OldsmobileOpelPontiacSaabSaturnVauxhall

BuickCadillacChevroletGMCHoldenHummer

Joint Ventures includeSubaruFiat

IsuzuSuzuki


2004 New Product Launches

Cadillac SRXCadillac SRXCadillac Escalade ESV Cadillac Escalade ESV Buick RainierBuick Rainier Chevy SSRChevy SSR

Pontiac Grand PrixPontiac Grand PrixChevy MalibuChevy Malibu GMC Envoy XUVGMC Envoy XUV

Chevrolet EquinoxChevrolet EquinoxCadillac XLRCadillac XLR GMC CanyonGMC CanyonChevy ColoradoChevy Colorado


North America Assembly Plant LocationsPontiac Grand Prix, Ont• Chevrolet Impala/ Monte Carlo• Buick Century/ Regal

Oshawa Truck, Ont• Chevrolet Silverado• GMC Sierra

Pontiac, MI• Chevrolet Silverado• GMC Sierra

Lansing C&M, MI• Chevrolet Malibu• Oldsmobile Alero• Pontiac Grand Am

Moraine, OH• Chevrolet TrailBlazer/ TrailBlazer EXT• GMC Envoy/ Envoy XL• Oldsmobile Bravada• Isuzu Ascender• Buick Rainier

Doraville, GA• Chevrolet Venture• Oldsmobile Silhouette• Pontiac Montana

Arlington, TX• Cadillac Escalade• Chevrolet Tahoe/ Suburban• GMC Yukon/ Yukon XL

CAMI, Ont• Chevrolet Tracker

Lordstown, OH• Chevrolet Cavalier• Pontiac Sunfire

Wilmington, DE• Saturn L-Series

Baltimore, MD• Chevrolet Astro• GMC Safari

Shreveport, LA• Chevrolet S-10• GMC Sonoma• Chevrolet Colorado and GMC Canyon

NUMMI, CA• Pontiac Vibe Fairfax, KS

• Pontiac Grand Prix• Chevrolet Malibu

Wentzville, MO• Chevrolet Express• GMC Savana

Fort Wayne, IN• Chevrolet Silverado• GMC Sierra

Spring Hill 1 & 2, TN• Saturn VUE

Bowling Green, KY• Chevrolet Corvette• Cadillac XLR

Flint 1 & 3, MI• Chevrolet Silverado HD• GMC Sierra HD• Kodiak/ Topkick (Med. Duty)Orion, MI

• Buick Park Ave/LeSabre• Oldsmobile Aurora• Pontiac Bonneville

Janesville, WI 1 & 3• Chevrolet Tahoe/ Suburban• GMC Yukon/ Yukon XL• LCFC

Lansing Grand River, MI• Cadillac CTS• Cadillac SRX

Lansing Craft Center, MI• Chevrolet SSR

Ramos Arizpe 1 & 2, Mex• Buick Rendezvous• Chevrolet Cavalier• Pontiac Aztek• Pontiac Sunfire• S4200

Silao, Mex• Cadillac EXT• Cadillac Escalade EXT• Cadillac Escalade ESV• Chevrolet Avalanche/ Suburban• GMC Yukon XL

Toluca 1 & 2, Mex• C-Series• GMT3500 HD• Chevrolet Silverado

Detroit-Hamtramck, MI• Buick LeSabre• Cadillac DeVille/ Seville• Pontiac Bonneville

Mishawaka, IN• Hummer H2

Linden, NJ• Chevrolet S-10/ Blazer• GMC Sonoma/ Jimmy

Oklahoma City, OK• Chevrolet TrailBlazer EXT• GMC Envoy XUV• Isuzu Ascender


Quality is a Top Priority at GM

Best in Class ProductsJ. D. Power Initial Quality RankingsConsumer Reports Recommended Buys

Most New Product Launches20 new vehicles in 2003

Best Plants in North AmericaJ. D. Power Rankings


2003 J.D. Power Initial Quality Study Nameplate Ranking for Cars - Top 15

PP100

75

117122125126127

116115114113112

110110

10493

LexusCadillac

BuickChevrolet

MercuryInfinitiBMWVolvoAcura

ToyotaPorsche

JaguarFord

DodgeHonda

Problems Per 100

Industry Industry Average = 133Average = 133


North AmericanAssembly Plant Ranking 2003 J. D. Power Initial Quality Study

Problems Per 100

Chevy Impala/Monte Carlo

Seville,Deville,Lesabre

Bonneville, Park Avenue

Ford F-Series Truck

Pontiac Grand Prix

Grand Am, Malibu

Express/Savannah

Crown Victoria, Grand Marquis

Georgetown, KY (TMMK) (Car)

135

111114116118118120120121123

110109109

106105

94101

8887

North American AverageOshawa #1, Ontario

Lansing Grand River, MIAtlanta, GA

Oshawa #2, Ontario (Car)Hamtramck, MI

Orion, MINorfolk, VA

Spartanburg, SC (Car)Fairfax II, KS

Chicago, ILLansing, MI (M-Plant)

Wentzville, MOEast Liberty, OH (Car)

St. Thomas, OntarioAlliston 1, Ontario

Silao, MexicoAlliston 2, Ontario

Cadillac CTS

Ford Taurus

Regal/Century

BMW

Ford Taurus

Honda Civic

Honda Civic

Camry, Avalon

Avalanche, Escalade EST, Suburban

Acura MDX,Honda Pilot,Honda Odyssey

“All the People All the Time”

Quality


What is a Quality System?

A Customer Focused Plan that DescribesWhat needs to be done?By Whom?When and Where?How to measure Customer Satisfaction?

It is methods, processes, procedures, job instructions and records that are used for meeting customer needsIt drives Continuous ImprovementIt maintains Leadership engagement


GM’s Quality System

Clear Business Plan Objectives

Common Metrics with Stretch Targets

Common Processes and Procedures

Formal Assessment

Continuous Improvement

Leadership Driven


Metrics Drive Performance

Are you meeting your Customer’s Expectations?

What are your metrics?

How do you know what to improve?

Are you Improving fast enough?

How do you engage Leadership?


Metric HierarchyPrimary Metrics

External and Linked to Strategic Business Plan

Progress MetricsInternal and Linked to Division or Department Objectives

Process MetricsTrack compliance to specific processes, procedures or projects

ProcessProcess

ProgressProgress

PrimaryPrimary


Establish your Metrics carefully!

Must be aligned to your Strategic Plan

Clear, Precise, Visible and Actionable

GM Primary Quality Metrics are:

J. D. Power Initial Quality Study

J.D. Power Vehicle Dependability Study

Consumer Reports

Warranty Frequency and Cost


GM - ISO 9001 Certification

Leadership decided to certify entire North American organizationby 2002

28 Assembly Plants

42 Metal Fabricating and Powertrain Plants

Product Development and HQ Organization


Why is ISO 9001 Certification Important?Puts Discipline in the systemStandardizes work processesAssigns Accountability

Provides ongoing Assessment for Continuous ImprovementInvolves everyone in the Quality SystemEngages Leadership


How did GM Implement ISO 9001?

Appointed Management Representatives

Developed a Quality Policy

Assigned resources for central coordination

Developed and implemented an integrated plan

Maintained leadership engagement throughout


What did the Integrated Plan Involve?

The Quality Policy

Responsibility and Accountability Defined

Centralized Procedures

Internal Audits

Management Review

3rd Party Assessment

Registration


GM Quality Policy

Less than 5 wordsEasy to rememberEasy to apply


GM’s ISO Documentation Hierarchy

Level 1 Quality Manual

Level 2 Quality Procedures

Level 4 Documentation

Level 3 DocumentationWork Instructions & Work Instructions & Related DocumentsRelated Documents

Master Records List &Master Records List &Related DocumentsRelated Documents

ProceduresProcedures

QMQM


Infrastructure

Small group to manage processInternal auditsRegular management reviews

Report results of primary metrics• How process is doing • How product is doing

Review quality performance monthlyProvide direction to meet objectives


What is an Audit?

A systematic investigation of the intent, implementation and effectiveness of the Quality System.

Results are reported and require corrective action

It proves that you are doing what you said you would do

A tool for Continuous Improvement


Audits require Checklists to:

Keep audits objective and clear

Align with ISO 9001 Standard

Maintain audit pace and continuity

Reduce auditor bias

Balance workload during audit

Record audit sample and result

"Audits Must Be Positive And Constructive"


How do we engage Leadership?

Appoint Senior “Management Representatives” for ISO 9001

Involve Leadership in Internal Audit process

Conduct regular Management ReviewReport Customer Satisfaction performance metrics

Review Internal Audit results and Corrective Action

Direct course correction when necessary

“Leadership must be Engaged – Quality Cannot be Delegated"


Lessons Learned at GM – ISO 9001

Don’t delegate responsibility for QualityKeep Leadership engagedAssign Responsibility and AccountabilityCentralize Procedures to maintain “Common”Regular Management ReviewInvolve everyoneCommunicate, Communicate, Communicate ……..


What is your University Quality System?

Do you know who your Customer is?How do you get customer input?Do you know the Quality of your product?

LearningCurriculumDeliveryCourseDeploymentAdministrationSatisfaction

What is your Continuous Improvement Process?


University / Industry Contrast

University General MotorsStudent Customer

Engineering Curriculum Cars and Trucks

Instructor Evaluations Design Reviews

Accreditation Criteria Quality System Elements

Course Evaluations J. D. Power Survey

Operational Assessments Internal Audits

Accreditation Board for Engineering and Technology

(ABET)

ISO 9001-2000 Audits/Third Party Accreditation

Alumni Loyalty Customer Enthusiasm


Take Action!

Say What You Do:Document your Quality System and communicate it

Do What You Say:Implement your Policies and Procedures Keep Records

Prove It:Assess your Quality System’s PerformanceCorrect any Problems foundMaintain RegistrationContinually Improve the System


General Motors

Any Questions?