presentation guidelines€¦ · quality gate deployment change management deployment on shop floor...
TRANSCRIPT
Presentation Guidelines
Case Study ---------Zero Defect Drive
By Laxmikant Mishra
2/28
₹ 56 B Group Turn over (FY17)
58 Plants Globally
15 Joint Ventures
8 R&D Centers
20+ Product lines
145+ Product Patents
165+ Design Registrations
Uno Minda Group at a Glance
3/28Mindarika At a Glance (An Indo Japanese Joint Venture)
₹ 6.4 B MRPL Turnover (FY17)
4 Plants PAN India
(TokaiRika) Joint Venture
1 R&D Center
180+ Product lines
49 Product Patents
34 Design Registrations
MRPL – PUNE# Employees – 574# Area - 12000 m2
MRPL - MANESAR, (GURGAON)# Employees – 1112# Area - 15965 m2
MRPL – GUJARAT# Employees - 135 # Area 33000 m2
MRPL – CHENNAI# Employees - 500 # Area - 10000 m2
4/28Mindarika Product Range
PANEL SWITCHES
E-HVAC PANEL ASSEMBLIES
WIPER SWITCHAUDIO SWITCH LIGHT SWITCH
DOOR LAMP SWITCH
MIRROR SWITCHPOWER WINDOW SWITCHESPLUNGER SWITCH
CIG/ ASSY SOCKET LIGHTER SWITCH
5/28Company With Defects
Defect Defect
Company makes Loss
Unhappy Stakeholders
Defect
6/28What’s in Zero defect company ?
Top Management’s Involvement & Commitment• Quality First Culture • Pain of Customer complaint• Equal, if not more, time spent on quality compared to money.• Investment and recourses for quality ahead of business enhancement.
People• Trained, Passionate & Capable• Attitude of continuous improvement.• TEI through Kaizens, Quality circle etc.• Learning opportunities.
Systems & Processes• Rules and Standards.• Adherence by everyone• Evaluation by results.• Continuous learning and improvement.
7/28Mindarika Introspection
We had all that is required to be a zero defect company, but still Not achieving Zero Defect.
We were not able to understand the reason why we did not achieve Zero Defect despite everything else in place.
We started becoming defensive and our response to customer started changing from “Analytical” to “Justification”-“Transparent” to “Non Transparent”.
We Needed to Step Back, Reinvent ourselves & Reinforce Quality mind-set with target of Zero defect…
We Needed to dig Deeper and Wider…
8/28
People Motivation & Involvement
Supplier Support
Material handling (Single piece flow)
Organization StructureSkill Development & Deployment through DOJO
Mould / Die/ Jig / Machine maintenance.Tool Duplication
Flash free DriveTPM
METHOD MATERIALMAN MACHINE
Top Management Alignment & Involvement
Zero Defect Framework
Process Robustness –Benchmark PFMEA Approach.
Adherence of Shop Floor Rules.
Framework
9/28
REVIEW
SUSTAIN
PFMEA
Process Robustness Model
Poka Yoke Identification
Review of Happened and
May-Happen Cases
Layered Process Audit
Continual Improvement
Through TQM -Advance Quality
Tools
Process adherence with different
hierarchy
RPN reduction Plan through PDCA
Approach
Through HEP &
Bench mark PFMEA
10/28Poka Identification through HEP
Capture video of the process
Element wise break up of process
Identify errors through 16 error principles
Prioritize the errors through RPN in FMEA
Implement ideas and update FMEA, standardize the process
Find out the solutions through 13 principles
Human Error Prevention
Purpose : To eliminate human related errors
Total Poka Yoke
975
11/28Benchmark PFMEA
Human error identification as per 16 errors principle
Identification of product characteristics
Prepare process flow diagram for product characteristics
Prepare master ishikawa for product characteristics
Refer cause from master ishikawa and prepare PFMEA.
Consider product characteristics as requirements in PFMEA
Benchmark PFMEA
Purpose : To establish controls of various causes of a failure mode.
Moulding
12/28Resolution of Happen and May happen cases- AQT
Team Capability through trainings & projects
20
7
Daily Audit
as per Check Sheet
Daily Review
Red Point Daily Audit
Daily Review
Frequent Red Point Audit.
Plant Head
DHC Leader
DHC Process
DHC Equipment
DHC
6-Production Rule
Layered Audit
13/28Shop Floor Rule Adherence
Process Level
Equipment Level
Periodic Process Audit
Periodic Audit as per QMS
6-Production Rule
1. ANDON2. Production Control Board3. Quality Control Board4. Inventory5. Kanban6. Standard Work
14/28
Poka Identification
RPN reduction through Poka
Yoke Drive
Layered Process Audit
PFMEA is Live Document
Associate Involvement
Associate Motivation
Out Flow Control
Occurrence Control
Shop Floor Rule Adherence
Periodic Process Audit
Continual Improvement
15/28Span of Control – Shop Floor
Ratio of Associates Vs Line Leader & Group Leader redefined. This ratio is now standardized
Assembly Head(3 Team Leaders)
Team Leader (3 Group leaders)
Group Leader (5 line leaders)
Team Leader (3 Group Leaders)
Team Leader (3 Group Leaders)
Group Leader (5 line leaders)
Group Leader (5 line leaders)
Line Leader (8~9
associates)
Line Leader (8~9
associates)
Line Leader (8~9
associates)
Line Leader (8~9
associates)
Line Leader (8~9
associates)
Manufacturing Head
Assembly Head
Moulding Head
16/28Optimized Structure of Supporting Functions
Area wise Manpower Deployed in RQC (Before)Receiving Quality
Control Department
Incoming Inspection
Visual Inspection RevalidationNew Parts
DevelopmentTool Duplication
Inspector-1
Inspector-2
Inspector-3
Inspector-4
Inspector-5
Inspector-6
Inspector-7
Inspector-8
Inspector-1
Inspector-2
Inspector-3
Inspector-4
Inspector-5
Inspector-6
Inspector-7
Inspector-8
Inspector-1
Inspector-2
Inspector-3
Inspector-4
Inspector-1
Inspector-2
Inspector-1
Inspector-2
Area wise Manpower Deployed in RQC (After)
Calculation of Required No. of Inspectors
17/28Theory to Practice based DOJO Centre
Induction training - Theory
5S, Safety - DOJO
Hand movement & speed - DOJO
Abnormality finding - DOJO
Greasing operation - DOJO
Soldering operation - DOJO
Pneumatics basics - DOJO
Poka Yoke Simulation - DOJO
Manual assembly - DOJO
Previous System
DOJO
THEORY
New system
DOJO to experience actual function of switches on vehicle, theirs defects & effects
18/28
Model Line Skill Mapping
Before After
General
Riveting
Final testing
Manual Assy.
Greasing.
Screw Tightening.
Contact Ht. Check.
Manual riveting.
Vision testing.
Contact Gap testing
Final Testing.
Required Available
L-2 L-3
L-2 L-3
L-2L-2
L-2L-3
L-3 L-3
L-3
L-3
L-3
L-3
L-3
L-3
Skill Level Redefined
AfterBeforeSkill Level
Skill level Inventory
Multiskilling & Refresh Training Schedule Are aligned as per Skill Inventory Gap.
Only 4 types of skill Identified
Focus only on SPEED:
4 skills divided into 16 types of skills.
Skill level redefined into 4 levels:
L-1Skill level
Can do
Can do with speed
L-2
L-3
L-4
Under training
Can work independently
Can work Independentlycan solve basic problems
Can Train Others
19/28Supplier Support
Supplier Quality Assurance
Process Audits
System Audits
Tool Duplication
Supplier training
Supplier Cluster
Defect Analysis
Receiving Quality Control
Part Inspection
Raise Quality Problem Report.
Supplier Performance Monitoring
Supplier Satisfaction Survey
Supplier Trainings
Shop Floor Improvement (BEST Practices)
System Audits
Supplier ClusterTool Duplication
Layered Top Management Visit
BEFOREAFTER
Transactional relationship to Collaborative relationship.
Separate Cell for Supplier Up-gradation
20/28Transactional to Collaborative Approach
Launch of Cluster activity Trainings as per need of the supplier
Deployment of Shop Floor Best Practices at Supplier
Quality Gate Deployment Change Management Deployment on Shop floor PQCDSM Monitoring Red Bin analysis Daily Basis
21/28Supplier Monitoring
Tier-2 Supplier PQCDSM
PQCDSM Trend Monitor to meet the requirement
83% 85%
92%95% 96% 98%
FY 17-
18
FY 18-
19
FY 19-
20
(P)
FY 20-
21
(P)
FY 21-
22
(P)
FY 22-
23
(P)
PR
OD
UC
TIV
ITY
%
YEAR
Productivity
714
3 0 0 0 0
FY 17-
18
FY 18-
19
FY 19-
20
(P)
FY 20-
21
(P)
FY 21-
22
(P)
FY 22-
23
(P)
PP
M
YEAR
Customer Complaint PPM1.1%
0.6% 0.4% 0.32%0.11% 0.07%
FY 17-
18
FY 18-
19
FY 19-
20
(P)
FY 20-
21
(P)
FY 21-
22
(P)
FY 22-
23
(P)
PP
M
YEAR
Cost of Poor Quality
Supplier Overall SBCB Score
Trend
SBCB Score trend Monitor 6/12/18/24 months
1.131.29
2.13
1st Assesment 2nd Assesment 3rd Assesment
SUN Electrodevices
0.71
1.41
2.05
1st Assesment 2nd Assesment 3rd Assesment
KS Precision
1.13
1.54
2.11
1st Assesment 2nd Assesment 3rd Assesment
Spink Softech Target - 3
3E Program feedback Score Collection
Expansion of Tier 2 Program 12/24/36 month
Tier 2 Cluster / 3E Program
Effectiveness
14 1620
2017-18 2018-19 2019-20
Supplier Training
6
1012
2017-18 2018-19 2019-20
Best Practices Deployment
590870 1020
2017-18 2018-19 2019-20
Kaizens at suppliers
22/28
Main Line
Station-01
Station-02
Station-03
Sub-Assy.
Station-01
Station-02
One-Piece Flow Maintained by commonizing Sub-Assy & Main Line.FIFO maintained for Child Parts as well as Final Products.Immediate recognition of flaw.Mfg. Speed synchronized with Customer Demand.
Main Line
Station-03 Station-04 Station-05
Sub-Assy.
Station-02Station-01
Merged
Stock Pile-up removed after Line Balancing.
Single Piece Flow
BEFOREAFTER
Problem:-• One Piece flow not
maintained on line.Effect on Quality:-• FIFO not maintained.• No immediate
recognition of Flaw.• Chances of Part mix-up.33 34 34 33
0
20
40
60
Op-01 Op-02 Op-03 Op-04
Takt Time - 36
Line Balancing
23/28Mould Maintenance Initiatives
2. Standardization of Mold PM Steps1. Point contact Racks for Mould Storage
3. Lock plate provision to avoid mold opening during loading / unloading
4. Strict use of copper rod for stuck part removal to avoid core / cavity damage
5. Silicon free spray to reduce rust formation
Minda Mould Maintenance Manal
24/28Tool Duplication & Flash Free Drive
36
49
Plan Actual
No
of
too
ls
Tool Duplication Status 18-19
132
116
Plan Actual
No
of
too
ls
Flash free Drive Status 18-19
3531
Plan Actual
No
of
too
ls
Tool Duplication Status 18-19
46
30
Plan Actual
No
of
too
ls
Flash free Drive Status 18-19
At Mindarika At Suppliers
25/28TPM Implementation
Machine Transformation
JH Pillar
6850 6622
Identified Closed
No
s
Improvements under JH
PM Pillar
972 972
Planned Actual
No
s
PM activity compliance
KK Pillar
28803448
Target Actual
No
s
Kaizen Compliance
Assembly Line Transformation
Shop Floor Transformation
26/28Zero Defect Drive Enablers -- DWM
30
14
2832
14
35
22
11
25
QCC TPS CFT
Business Excellence through Simple Techniques (BEST)Projects by Team
2017-18 2018-19 2019-20 till date
Quality reviews through DWM – Daily Work Management Quality Obeya Meeting
27/28Way ahead
Thank YouFor more information/clarification on contents of presentation Write to [email protected]
For more details on the CompanyVisit www.unominda.com
28/28