quality tools : useful in everyday life ! ice quality © cyril grandpierre 2013 1 set in order means...

ICE Quality © Cyril Grandpierre 2013 1

Quality tools : Useful in everyday life !

Set in order means :□ -to hide in the nearest drawer.□ -to move a bit.□ -to let it where I used it last time.□ -to put in a place where everyone looking for it can find it.

Where did I put :-my keys-my bag-my mobile phone (could you call me ?)-my pills-my wallet -my spectacles-my iPad (new)-etc... every morning, every day, a lifetime.

There will be an exam on this subject !


LEARNING CURVE

Boston Consulting Group LEARNING CURVE.You learn (improve) by doing things.the unit cost of a product decreases by a constant percentage each doubling of experience.


LEARNING CURVEBoston Consulting Group LEARNING CURVE.


LEARNING CURVE

Boston Consulting Group data.Learning curve for Bulk carrier vessel in the shipyard of Hyundai (Korea).Slope of the curve 12% when the cumulative production double.

Manpower per gross tons of hull.

Cumulative production gross tons

Years


LEARNING CURVEC.Grandpierre data.Learning curve for different vessels in the shipyard to IHI-Aïoi (Japan).Slope of the curve 23% when the cumulative production double.

Cost in productive hours (base 100 in 1955).

Number of ships produced since 1955 (14 per year)

Years

CONCLUSION : This shipyard was able to have a learning curve twice faster the Korean shipyard, with different ships.


LEARNING CURVEC.Grandpierre data.curve for cargo ships in the shipyard of La Ciotat (France).Sister ships : If the first costs 100, the second 96.0 (design errors corrected), the third 95.7, the forth 96.8 there is no learning effect even for sister ships.

CONCLUSION : Some organisations are able to improve themselves others no. WHY ???

Manpower per gross tons of hull.

Years

Ship Nb

Sister ships

LEARNING PROCESS


How a human can learn ?1-with a teacher.You cannot exceed your teacher.Indus trust that all the knowledge was transmitted by gods to the wise. Then from wise to disciple, with a loss each time. So the knowledge of humanity is declining.

2-try and learn from successes and errors.There is no limit for some.Others are unable to learn from their errors, because they do not try to understand and correct. (non understanding persons).Others do not try.


THE DEMING WHEEL.

For every action at IHI we meet and make a “plandoseeact” together.°

1-PLAN.Prepare what you have to do. Forecast how you will do it.Make a planning. Prepare all the resources, tools, documents. Decide the result you want to achieve, and the way to measure it.

For every action in your life.

2-DO.Do what has been planned.


THE DEMING WHEEL.3-CHECK.Look back at what you did.Check the results, and compare with what was expected.Try to understand why there is a gap between what was planned and the final result.Try to understand the real origins of the problems you encountered.Use the tools for understanding :

-Cause & Effect Diagram of ISHIKAWA-5 (or more) WHY etc...

4-ACT or CORRECT and LEARN.Correct the problem you found.Corrective and preventive actions....To better control the process ... For the next circle.


THE DEMING WHEEL

-PERMANENT IMPROVEMENT.-UNDERSTAND AND LEARN.

who should implement it ?

-INDIVIDUALS - TEAMS -The ENTERPRISE

…put themselves in a state of permanent learning …. to improve indefinitely

-NO WASTE.


THE DEMING WHEEL, it cannot work in an old type enterprise.

Tell him what he has to do : easy, inexpensive and fast efficiency.

Put yourself in a state of permanent learning !

Train him to let him find what he has to do :Difficult, time consuming and expensive.

APM : 17 years in a school to improve my way of management.We were 15 CIO in Troyes/Aube to think that we had to learn our job, out of hundreds.

Put myself in a state of permanent learning ?

I met a lot of CEO and Presidents, top civil-servants, elected, deputies, senators, Ministers. Incredible the number of pretentious and incompetent persons.


NO WASTE.-NO WASTE

-time ( 5S, zero muda, lean manufacturing)-scrap (zero defaults, total maintenance, 6 sigma)-stock (just in time, kanban, smed)

Always the same way :1-Quality circles : group of employees, during their working time.2-They could ask for an external support.3-Final target agreed with the management.4-They can ask for resources (investments) the management by giving evidence of pay back.5-What they achieve must be visible, and visibly efficient.6-Use of panels to show what they do to themselves and to others.


NO WASTE = 5 or 6 S.5 S = Seiri : Sort (Trier), suppress what is not useful.Seiton : Set in order (ranger), store in a logical need, safety, ease.Seiso : Shine (nettoyer)Seiketsu : StandardizeShitsuke : Sustain (pérenniser).

6th S =Smile : (Sourire) it must be a game.

NO WASTE = JUST IN TIME (wiring a machine)


Electric engines.

Manufacturing time 3 to 4 days28% of machines with defaults

Buttons

Electronic panel

Electronic box

Electric resistors

Electric transformer

Sensors and switches

Stock of machines after assembly waiting for wiring

Stock of machines waiting for final test

Wiring worker

Wiring diagram

Electrical components list

CablesElectrician tools

Store house

3 to

4 d

ays

Manufacturing time 10 minutes0% of machines with defaults

NO WASTE = JUST IN TIME (wiring a machine)


Manufacturing time 10 minutes0% of machines with defaults Manpower minus 70% (result)

Give a clear common target

Listen to people

Redesign the machine : high standardization,every component prewired, pretested, with connectors

Redesign the workshop

Train people ... a lot

Plan Do See Act

Block manufacturing :3 to 8 workers, no management.

street

assembly

preassembly

Test equipment

components

Specialized work stations

Assembly FASA230

Assembly IM33

Factory


Error is human

Error is human ?

Error is human !


Error is humanAnaesthesiology (anesthésie-réanimation )

Anaesthesiology 1 accident per 8000 operations.the probability that an anesthesiologist is involved in an accident in his career is more than 100%.The aviation risk is 1 per 8 millions passengers.

Annual number of accidents

percentage of deaths and brain damages

Ask Air-France and use Quality tools.


Error is humanPhilip B. Crosby was the quality director of the Pershing missile program (intercontinental nuclear missiles) at the Martin Company.As there was something like 50.000 subsets, what is the acceptable percentage of defects ?

Theory of ZERO DEFECTS

My wife has to take a drug every day. If she forgets she dies. What is the acceptable percentage of errors ?

People are carefully conditioned throughout their private life to accept the fact that people are not perfect and will therefore make mistakes.Mistakes are caused by two factors : lack of knowledge and lack of attention.

(P.B.Crosby Quality without tears)


understand the real origin of a problemCauses & Effects Diagram of ISHIKAWA

Material equipment environment of work

effect

Method man power management

5 WHY : why ?, why ?, why ?, why ?, why ? Etc... Real case in Holland :

“The gas ironer installed last week do not heat”.


which relate to the quality tools ?Quality = ability to meet expectations.

Guaranty cost (in % of the price of the machine) for the same product (washing machine 22Kg) in different countries. Average on 3 years:Germany 3,9%UK 3,7%Italy 2,7%Austria 2,2%Finland 2,1%Japan 1,5%Sweden 1,3%France 1,1%Denmark 1,0%

Explain …

Customer


Principles of product quality« I bought a tennis racket :Wilson ProStaff Tour 90 , the salesman told me Pete Sampras won 64 titles with it.

I used it and lost my match, this racket doesn’t work. Bad quality !«

Origins of quality problems : 5 players

4- The technician :-Installation-Adjustment -Repair Bad job

1- R&D

5- The customer :-Maintenance -UseNegligence

3- The sales man : Sell the wrong product

2- The factory-Suppliers-Manufacturing

Quality data

How can he reports his own failures ?

Quality complain


origins of defects in quality perceived by the customer.

1-Conception design error, insufficient testing, customer environment different than test conditions(1).

2-Supplier non-compliance, design not feasible, deviations(2).

3-Manufacturing non-compliance, design not feasible, deviations(2

5-Logistics damage, vibration, corrosion. customer

6-Sales mismatch between product and need. Promises do not correspond to reality.

10-After sales service damaging the machine instead of repairing it.

technician

8-Maintenance lack of maintenance, maintenance error.9-Use bad use.

7-Installation default installation. Environnent incompatible.

11-Billing, end of warranty a good reason not to pay.

4-Tests insufficient.

Delivery

customer salesman


ISO 90011942 in America during the war

More accidents due to bad quality than enemies

1st idea : increase the number of controllers.

Controller 1

worker

viceforeman

foreman

Controller 2Controller 3

Vice supervisor

supervisor

But it didn’t work !


ISO 9001

So was created the Standard AERO.Then during the years 60 and 70 all the producers of planes, cars and other dangerous things used to ask their subcontractors a specific quality organization.Each subcontractor had to comply with the different requirements of each customer, with special set of documents, audits etc..

So the 2nd idea : instead of controlling more the product,

control the factory (the way to produce the product)

So was created in 1987 a unified system under the ISO organization. The target was to guaranty to the customers a certain level of trust in the organization.


ISO 90011. Management Responsibility: Requirements of acts from the big boss as the first permanent player of the process.

2. Quality System: Administrative requirements to safeguard the acquired. Requirement to take into account the notion of system.

3. Process: requirements for the identification and management of the processes that contribute to the satisfaction of stakeholders.

4. Continuous improvement: measurement requirements and registration of all relevant performance and commitment of shares effective progress levels.

Use the procedures and documents as liberating tool that relegates problems already solved at the stage of routine and allows creative faculties to be available for unresolved problems.Edward Deming

Problem solving

forgetting


ISO 9001 - processesA process = a black box

$Input = customers requirements

Output = customers satisfaction

Means = OwnerPeopleDocuments = operating modesAssetsToolsRaw materials

An enterprise = 1 process, full of processes inside

Improvement


ISO9001- processes map

Process : Contract reviewProcess :

Contract reviewProcess : Contract reviewProcess :

Contract review


Before - review of contracts

SalesmanOrder

Regional managerweekly controlthe right to sell

Factory planning meeting/weekSales Director for prioritiesFactory manager for feasibilityFinancial manager Translator

Sales Directorweekly controlcalculate the bonus

Order confirmationDelivery date

D+1weekD D+1½week

D+2½weeksD+4weeks

signature

D+3weeks

Customer


ISO9001- review of contracts

Salesman

Regional managercontrol the right to sell

Fax Order

Factory planning meeting/monthSales policyFactory capabilities : Master planFinancial capabilities

Sales Directorcalculate the bonus

D

Fax Order confirmationDelivery date

D+1days

D+1day

Customer

D+0day

D+1week

D+1week

D-1month

Translator ???

organizing the reception of mails


ISO9001- review of contracts

Process N°Q722.1: Contract review

Operating mode N°Q722.1.01 : Contract review

Sheet N°Q722.1.01.02 : Folder customer order

The process owner writes what he does, and improves it when necessary.

everyone can see on the data base, which is always updated.

An internal audit is done once a year, to control the process and propose improvements.

Check list :To be doneDoneControlled EfficientNot applicable


ISO9001- Function description

Everybody has a function description, written by the boss and the person concerned.Signed by both.

everyone can see on the data base, which is always updated.


Function description CEO

Function description management


ISO9001- Quality manual

-Presentation of the company.History, products, figures, organizational staff.

-Management Responsibility.Strategy, quality policy, responsibility and authority.

-Quality management system.Processes map, main processes.

Or a document that everyone can see on the data base, which is always updated.


Or a book non updated distributed to external parties.

Quality manual


ISO9001One year of an enormous job.Everybody involved, extremely time consuming to get it and to maintain it.

And 3 days of external audit every year, to control everything.

Or you can buy it for 1500$ in China.


Thanks & good luck

I offered you my time and experience to let you create wealth around you.

quality tools : useful in everyday life ! ice quality © cyril grandpierre 2013 1 set in order means...

Documents

grandpierre data

quality tools

learning effect

quality circles

state of permanent learning

waste time

different ships

number of ships