Biqs 2017 Slide Show 2b1k2

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4:45 P.M.

1:30 P.M.

Closing Remarks - Next steps

•Introductions – Purchasing Team •Quality Team •Safety & Facilities Information •BIQS Training Presentation •Sections 30, 1,8, 9, 10, 11 •Sections 2, 3, 4, 19, 20, 21 •Sections 5, 6, 14, 22, 24, 26 •Break – 20 minutes •Sections 12,13, 25, 27, 28, 29 •Sections 7, 15, 16, 17, 18, 23

Welcome and Opening Remarks

August 17, 2017 Hutchinson Antivibration Systems Direct Ship Suppliers BIQS Training

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BIQS is a Guideline established by General Motors: •Built in Quality Supply •Promotes Zero Defects through controls in manufacturi •Uses the Elements of the ISO 9001and IATF •Integrates GM Customer Specific Requirements •All Suppliers of Materials shipped to GM will be audited •Minimum score of 75 % is required in 2017 •Score good for three years •Presentation will be made available after the presentati

What is BIQS ?

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BIQS Operating Guideline

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he BIQS has 0 elements in e audit omprehensive easurement f the of your uality system nd your ability mange the anufacturing nd delivery of roduct to the utomotive EMs BIQS 30 Elements

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BIQS Strategy #3 – Implement a fast response, problem solving process with daily monitoring

BIQS Strategy #2 – Analyze the risk for all operations using Process-FMEA and Process-FMEA methodology

BIQS strategy #1 - Utilize a layered audit process that includes identifying frequency, schedule, findings, and corrective action.

Three Key GM BIQS Controls Every Organization Should Implement

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BIQS Operating Guideline BIQS - 30 (Safety)

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**Select all safety concerns (below) that are observed during The Organization is focused on safety. Work place audit. These concerns can be selected (all that apply) when is safe. Safety rules are addressed in work ing the audit into SCMS. instructions, including PPE. Systems are in place to reduce safety risks and communicate/address No Safety Process In Place? safety concerns. Safety issues/concerns are Safety issues/concerns are not communicated? tracked, reviewed, and addressed. Corrective actions are not taken to address safety concerns? Safety knowledge and actions are not read across within site *BIQS 30 is not used to calculate BIQS level and corporation? scoring. Lock out/ Tag out is not followed? Machinery Safety guards are off and machine is running? Slip/Trip hazards (Oil/coolant in the floor)? Air quality is poor (Mist/fog/odor)? -30 Vehicle traffic concerns? Parking lot safety concerns (ice, trip hazards)? Personal protective equipment (PPE) is not available or not used? Fire hazards (weld flash/spark/molten metal)? Overhead hazard concerns? Crush hazard concerns? Pinch point hazards concerns? No issues found?

Safety

HAVS Response 1. SPL 071 - Health & Safety Program 2. Safety Alert System, iQRQC 3. iQRQC details safety actions and resolutions 4. SPL 071 - Health & Safety Program. Safety Ale cascaded worldwide throughout Hutchinson, and a assessed for applicability and pertinence at each s 5. GWI 0918 - Hazardous Energy Lock Out 6. As evidenced by observation of safety equipme an operations at the cell. 7. GEWI 403 - Spill Kit Usage & Maintenance, spil drills 8. RTO and regular filter changes, monitoring and reduction of VOC's 9. PL 080 - Safe Driving 10. As per observation during walkthrough 11. Vests, steel-toe shoes, permanent side shield eye protection, ear protection, bump caps, helmets etc. 12. Non-sparking tool requirement in cementing, fi safety drills 13. Bump caps / helmets mandatory at Mixer 14. Like curtains and keys for entry into robotic cel 15. To be observed during work cell operations review 16. To be observed during walk-through

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BIQS Operating Guideline BIQS - 1 (Nonconforming Material/Material Identification)

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inimize risk of sending NC parts, incomplete parts nd mixed parts to customer

pose:

ll Material inside the facility .

pe:

tandardized process of identification of all material n the plant including traceability rule and Segregate onconforming material from good material .

inition:

Nonconforming Material / Material Identification Sample audit to that team understand wha with nonconforming / suspect material.

Conforming material is handled, stored and identified Confirm that nonconforming / suspect material is clearly id appropriately. and/or segregated. Red, Yellow, Green stoplight approac adhered to for foot printing, containerization, table marking Non conforming / suspect material is clearly identified tagging. BIQS -1 and/or segregated for review/disposition (i.e. appropriate color coding for foot printing – red, Audit that all parts removed from the process are identifie yellow, green). ed for (FTQ), and reconciled to eliminate mishandl material. A containment method is in place to ensure that an effective breakpoint has been established. use of Department Containment Worksheets, with p Containment activities and results are documented. parts locations by operation identified to ensure no parts a missed during a containment and all parts are reconciled. Traceability is applied according to the traceability containment worksheets must cover from the incoming m methods of the finished product , and reworked parts process and shipment. when needed . Scrap or Suspect parts/containers clearly segregated fro

Team have standardized work and understand what to do with non conforming / suspect Confirm that conforming material is handled, stored and id material. appropriately.

Nonconforming Material / Material Identification

BIQS – 1 Nonconforming Material /Material Identification

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entification

• Identify Good and NC Material in all steps • WI for Identification process

A)Identification • Containment process & Worksheet • Segregation of NC material • Record NC

B)Segregation • Follow Traceability rules

C)Traceability

Standardized Work


1st Hour

2nd Hour

3rd Hour

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1:00-2:00

7th Hour

2nd Alarm is Escalated!

11:00-12:00 12:00-1:00

8:00-9:00

6th Hour

10:00-11:00 12:00-1:00

7:00-8:00

5th Hour

9:00-10:00

4th Hour

NC Material Is recorded

VS Alarm 6:00-7:00 Trigger 7:00-8:00 8:00-9:00 an Alarm! Trigger # 4:00-5:00 5:00-6:00 6:00-7:00 Scratches 6 ll l ll Bolt Reject 1 l l Lash Reject 4 ll l Crank Torque 5 ll lll l

Defects 1:00-2:00

2:00-3:00

8th Hour

NC material identified and segre

Suspected material for containment is segregated

5 2 3 6

Total

od Material identified by green tag

dentification


O

O

Internal Issue (Jan5th 16)

843867 ( Oct 20, 2016)

QUALITY ISSUE #

O

FAST RESPONSE PROCESS USED 841222( 10/12/1 6)

DEPT CONTAINMENT WORKSHEET USED O

O

O

QUALITY ALERT POSTED O

O

O

O

O

ADDED TO CARE / GP12

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ntainment work sheet done at least for fast response issues - Break point i ntified .

ontainment

BIQS – 1 Nonconforming Material/Material Identification PROBLEM SOLVING FORM

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raceability

0

50,000

100,000

150,000

200,000

250,000

300,000 244,892

36,754 2,000

Vehicle Counts


vehicles with act parts (better trac

vehicle count usi available trace

count of vehicles potentially affecte

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BIQS Operating Guideline BIQS Element 8 – Fast Response Problem Solving

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Ensures that quality issues are immediately addressed and closed using standardized approach and avoid reoccurrence .

rpose:

ll customer issues ( Formal /informal ) and key internal ssues .

pe:

Systematic approach to act fast for quality issues using standardized exit criteria .

finition:

Fast Response Problem Solving Process

BIQS - 8

QUALITY ISSUE #

FAST RESPONSE PROCESS USED |

DEPT CONTAINMENT WORKSHEET USED

Input

Process Identify meeting time , attendee , leader (plant manager) * Identify issue exit criteria * Identify issue owner

*

BIQS –8 Fast Response Process

response (FR) process to address external and key internal issues .

* Create Fast

QUALITY ALERT POSTED


PROBLEM SOLVING FORM COMPLETE

ADDED TO LAYERED AUDIT

CORRECTIVE ACTION EFFECTIVENESS MONITORED

ERROR PROOFED

ERROR PROOFING VERIFICATION COMPLETE FMEA UPDATED

CONTROL PLAN UPDATED

STANDARDIZED WORK UPDATED

TRAINING COMPLETED

GENERAL AREA TAGGING / NC MATL SEGREGATION

Output internal issues are communicated . * All issues closed against standardized documented exit criter

* All customer and ke

ENGINEERING CHANGE REQUEST / PROCESS CHANGE REQUEST

PTR CONDUCTED

READ ACROSS TO SIMILAR LINES / PROCESSES CHANCES OF RECURRENCE

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• the required documents are reviewed and updated (e.g. Fast Response tracking sheet, problem solving document, PFMEA, process control plan, standardized work, layered audits, lessons learned, etc.) • Confirm there is read across of corrective actions to like operations.

• Confirm the plant staff level personnel actively participate in daily meeting and confirm that natural owner is assigned for FR issues.

• Confirm the Plant Management ensures the applicability and the timely completion of the items being tracked.

• the Fast Response process is used for all significant quality issues (customer/visual inspection station/GP-12). • Review the board for the log file and select 3 closed problems to check how they are closed (evaluate fast response problems on pg 1 of the BIQS audit).

What to Look For:


BIQS - 8

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Fast Response Daily Meetings:


BIQS - 8

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Minimum Criteria for Initiating Fast Response is Being Met:


BIQS - 8

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Plant manager ensures the applicability and the timely completion of the items being tracked:


BIQS - 8

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Fast Response Board Example:

BIQS - 8 Fast Response Problem Solving Process

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24 H 7D 14 D 34 D 35 D

Target Timing, Status, & Date Green

Exit Criteria with Appropriate Timing are Defined for Closing Issues.

BIQS - 8

40 D


Containment Breakpoint Quality Alert Root Cause Identified Corrective Action Implemented Error Proof/Detection Layered Process Audits Corrective Action Validated PFMEA / Updated Standard Work Operator Instructions

Lessons Learned (Institutionalized)

Part Name & Number

GM Plant

FAILURE MODE

E-mail:

Phone:

EFFECT OF FAILURE MODE N/C or V

CS Status

DDW Completion & Verification

1

Containment Cause of Failure Mode Corrective Action Prevent Corrective Action Protect Corrective Action Predict Corrective Action Key Findings Corrective Action Documentation Updated

PRR Number / Issue

Product / Process Classification Champion

Through P

Duns

Symbols

Not Completed

Completed & Supplier verified only

Completed & 3rd Party/GM verified

Line 2

Name:

Process Failure Alert must be used to “read across” to other facilities and gineering for preventive measures when a product quality issue (mfg. controllable): missed by first line of error detection, a Preventive Action Letter (PAL) letter is ued, a Process Control Plan not followed has escaped the control of the plant or a nificant process failure occurs(e.g. safety, regulatory, statutory, etc.). A PFA may o be used to communicate a significant process improvement. The receiving nt(s) must implement preventive measures communicated through the PFA. |

is read of tive actions operations:

Not Applicable

Line 1

Line 3

Duns:

Location with similar process X N/A

Press 1

Location:

O Original location

SYMBOL & STATUS KEY:

Press 2

Name:

(Ref. GM 1927-69 Drill Wide Matrix)

Press 3

SUPPLIER:

DRILL WIDE MATRIX

Cell 1


Corrective Action

Cell 2

BIQS - 8

Ti Su

Tier 2

Cell 3

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What goes wrong?


BIQS - 8

O

O

O (need to add Storage in other location

O



O

X


| X

O


X

X


X

X


X

NA

ERROR PROOFED

X

NA

ERROR PROOFING VERIFICATION COMPLETE

X

O

FMEA UPDATED

X

O


X

X


X

X

TRAINING COMPLETED

X

O

X

NA

X

NA

X

O M

Deep line around coil during cold colling process

Wrong Part Number shipped

Internal Issue (Jan5th 16)

841222( 10/12/1 6)

O

O

O

O

O

O

O

O

O

O

NA

O

BIQS –8 Fast Response Process

GENERAL AREA TAGGING / NC MATL SEGREGATION ENGINEERING CHANGE REQUEST / PROCESS CHANGE REQUEST

PTR CONDUCTED

READ ACROSS TO SIMILAR LINES / PROCESSES CHANCES OF RECURRENCE

ISSUE DESCRIPTION

QUALITY ISSUE #

FAST RESPONSE PROCESS USED






O

O


NA

NA

ERROR PROOFED

NA

NA


O

O

FMEA UPDATED

O

O


O

O


Check

Check

TRAINING COMPLETED

O

O

GENERAL AREA TAGGING / NC MATL SEGREGATION

O

O

ENGINEERING CHANGE REQUEST / PROCESS CHANGE REQUEST

O

O

PTR CONDUCTED

O

O

READ ACROSS TO SIMILAR LINES / PROCESSES

L

L

CHANCES OF RECURRENCE

Wrong Oreientatio

Missing Bra

ISSUE DESCRIPTION

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BIQS Operating Guideline BIQS Element 9 – Team Problem Solving

pe:

Standardized problem solving method for problem solving using cross function team include team in shop floor .

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To identify the root cause and implement countermeasure(s) that prevent recurrence and contributes to continuous improvement.

pose:

Used for quality spills and all fast response issues .

•

Definition:

BIQS - 9 Team Problem Solving

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• Team member and shop floor levels are involved in problem solving activities

Problem Solving Team

• Standard method and forms for problem solving such as 6 steps of problem solving • Criteria to initiate a problem solving

Standardized process

BIQS – 9 Team Problem Solving

Ask to talk through some problems with Team Leaders and Supervisors. Ask how many formal problem solving activities the team has worked on in recent months? Look for all teams that should be involved in problem solving activities. Look for a standardized processes that include: issue description and definition; containment, probabl cause analysis, root cause analysis (5 Whys), countermeasures, implementation plan, verification, approval to close, and escalation or read across if needed.

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• Look for Leadership involvement (reviews, coaching, escalation, , read across, etc.)

• • • •

• A standardized problem solving process exists. A range of problem solving activities are conducted for different problem types and complexities, including single (special) cause, common (repetitive) cause as well as more complex multiple-cause problems.

What to Look For: • To provide common methods for solving problems that are understood and used by all.


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• Use of the Problem Solving methodology described in this guideline helps to effectively identify the Root Cause of a problem and implement countermeasures.

• Often we already mentally utilize the methods to solve problems which we encounter in our daily business.

• The Report is a tool that enables us to effectively address problems that we encounter on a daily basis and implement countermeasures to prevent reoccurrence.

• Documentation should be used during the problem solving process to help effectively reach the final countermeasure.


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Opportunity: Provides an opportunity to share ideas or lessons learned.

Documentation: can be filed by a simple tracking number. This allows for easy retrieval throughout the year in case the problem reoccurs, or a similar situation arises.

Standard Report: For the entire organization that follows the Problem Solving methodology.

Documented Analysis: Leading to the problem solution and are generated by following the logical steps of the Problem Solving Process.

Control Check: on activities and responsibilities in the Problem Solving Process. It states what must be done, by whom and when, and with what expected results.

Each Team Member involved in the process has the necessary information, responses are ensured, and countermeasures are documented.

Communication Tool:

Documentation Is A…:


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By including these simple, standard elements in the Problem Solving process, we will be able to successfully determine the root cause of any problem and prevent it from happening in the future.


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BIQS Operating Guideline BIQS Element 10 – Quality Focused Checks

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educe risk of field actions and major disruption through keep focusing on critical operations each shift .

rpose:

KPCs , PQCs ,( Sev 9,10 ) , supplier identified as critical and past customer issues .

pe:

ritical operation identified by customer , uppliers and past customer issues are in focus o be reviewed each shift .

finition:

BIQS - 10 Quality Focused Checks

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C or critical operations ne each shift

ritical Operations

uld be customer issues key internal issues ne each shift

st Response issues

QUALITY ISSUE #


BIQS – 10 Quality Focus Checks






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• Look for high risk quality focused items from Delta C operations to be included in a Quality Focused audit OR the quality focused section of the layered audit and checked each shift.

What to look for: • Look for high risk quality focused items from Fast Response, customer and problem solving to be included in the quality focused section of the layered audit, or other suitable checklist and checked each shift.

• High risk quality focused items from customer and problem solving are included in the Quality Focused audit, or other suitable checklist, and checked each shift.

What is required: • High risk items from Critical (Delta) operations have a Quality Focused check performed each shift.


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n/a

LA

ALL

All

LA

GEN

All

LA

N/A

All

LA

GEN

A67

GEN

N/A

A66

GEN

N/A

A65

GEN

GEN

A30L/R

GEN

GEN

A21L

A21L

GEN

4-Apr-11

25-Oct-10

18-Aug-06

18-Aug-06

18-Nov-06

18-Aug-06

19-Jun-15

10-Sep-10

D a t e I s s ue d

K05, LF3 with twin turbo,

Tue

13-Oct-13

18-Aug-06

18-Aug-06

18-Aug-06

11-Dec-07

11-Dec-07

11-Dec-07

11-Dec-07

7-Mar-16

7-Mar-16

7-Mar-16

17-Mar-09

15-Jul-15

4-Apr-11

4-Apr-11 Ensure Operator is performing 'TUG CHECK' on propshaft to it is fully seated

Ensure the operator is using the blue seal protector tool correctly

O - no deviation found

Validate Error Proofing Checks Are Being Completed As Per Schedule. Enter Percent Complete In Column To The Right Daily.

Ensure that scrap is reviewed and written up on salvage table by end of shift.

Ensure all alarms have been reviewed with containment strategy and signed-off.

Review, initial, and file Team Leader QPV and Yellow cards.

Sign-off the Team Leader QPV's are completed daily, (including the LA questions) with appropriate corrective actions - when required.

Perform Audit Once A Week With Team Leader-Write In ULOC When Complete

Ensure rotation logs are being signed and Flex Charts are accurate

Ensure PMP's at each station are complete and up-to-date

Complete all GMS checks using O/X:

TOC lines are not twisted or cossed on LCV

all 7 CAM connections are fully seated and locked on LFX

all 3 Turbo snorkel connections are fully seated on LTG

team member clamps rad hose in correct location

no damage to AWD clamp

Wed

uloc

uloc

X - deviation found

uloc

next to reason = Part of Team Leader verifications)

Mon

Quality Checks are to be performed during the 1st 4.0 hours of shift and the last 4.0 hours of shift

*

Ensure you are using a new blue seal protector (Validate the correct date/shift is on the blue tool)

Validate that housekeeping is acceptable and no stock on floor

Yellow Card Process initiated for any non-standard Team .

Ensure all Ergonomic assists are being used properly according to JES.

Do Safety walk ensuring all personnel are wearing PPE, mutilation protection and are performing their Standard Work safely.

Team leader checks compliant and completed for the 1st hour.

Run Search and find for low running options. Hybrids and Buick manuals

Complete New Hire or Transfer Safety Face-to-face Follow up: daily, weekly, monthly, and sign-off on Flex Chart

Quality Check Description

Complete all shift checks using O/X: O - no deviation found X - deviation found

Complete all Quality Checks by recording PVIs or CSNs (If

A28R

A22L

GEN

GEN

N/A

GEN

GEN

N/A

N/A

GEN

GEN

N/A

GEN N/A

ALL

GEN

GEN

N/A

LA

U LO C

uloc

Thu

Shift: 1 2

uloc

Fri

uloc

SHIFT LEADER WEEKLY REVIEW:

Signature: _______________________

WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS AND COMMENTS MUST BE RECORDED ON THE BACK OF THIS SHEET.

CORRECTIVE ACTIONS OR COMMENTS

See next 2 pages close-up of details

Shop Floor key check Checksheet for each area/group for each s

Sat

27-May-16

Reason Legend: W :W arranty; JDP : JD P ower; QCL: Quality Check List; M S : M andatory S equence; P CC: P rocess Control Check; P AD: P roduction Assembly Document; eBOP : Bill of P rocess, AUD: Audit Call; OS O: T eam M ember S ensitive Operation; KP C: Key P roduct Character,GE N= General, M UT = M utilation LA: Layered Audit requirement

G M S

TL #2

TL #1

S H I F T

O F

S T A R T

R easo n

Start of Week Date: _____________________ Name:_________________________Group#_74___________

QUALITY FOCUSED - GROUP LEADER QPV SHEET 1C74


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15-Jul-15 17-Mar-09 7-Mar-16

N/A

A22L

A21L

A21L

A28R

A66

A67

GEN

GEN

GEN

GEN

GEN A30L/R

A65

GEN

GEN

GEN

GEN

TL #2

TL #1

N/A

GEN

Ensure you are using a new blue seal protector (Validate the correct date/shift is on the blue tool)

Validate that housekeeping is acceptable and no stock on floor

Yellow Card Process initiated for any non-standard Team .

Run Search and find for low running options. K05, LF3 with twin turbo, Hybrids and Buick manuals Team leader checks compliant and completed for the 1st hour. Do Safety walk ensuring all personnel are wearing PPE, mutilation protection and are performing their Standard Work safely. Ensure all Ergonomic assists are being used properly according to JES.

Complete New Hire or Transfer Safety Face-to-face Follow up: daily, weekly, monthly, and sign-off on Flex Chart

Quality Check Description

Complete all shift checks using O/X: O - no deviation found X - deviation found Mon

Shift: 1 2

7-Mar-16

7-Mar-16

4-Apr-11

4-Apr-11

all 3 Turbo snorkel connections are fully seated on LTG all 7 CAM connections are fully seated and locked on LFX TOC lines are not twisted or cossed on LCV

team member clamps rad hose in correct location

no damage to AWD clamp

Ensure the operator is using the blue seal protector tool correctly Ensure Operator is performing 'TUG CHECK' on propshaft to it is fully seated

Quality Checks are to be performed during the 1st 4.0 hours of shift and the last 4.0 hours of shift

Complete all Quality Checks by recording PVIs or CSNs (If * next to reason = Part of Team Leader verifications)

4-Apr-11

25-Oct-10

18-Aug-06

18-Aug-06

N/A

GEN

S H I F T

18-Nov-06

18-Aug-06

N/A

N/A

GEN

19-Jun-15

10-Sep-10

GEN

ALL

GEN

N/A

LA

Date Issued

O F

S T A R T

ULOC

Reason

Start of Week Date: _____________________ Name:_________________________Group#_74___________

QUALITY FOCUSED - GROUP LEADER QPV SHEET 1C74

Tue

BIQS - 10 Quality Focused Checks Wed

Thu

Sat

Start of Shift Chec

Daily: Key Operations verified for SWI Followed/ understood: Example shows 2x/shif

Fri

27-May-16

|

N/A

N/A

ALL

GEN

GEN

GEN

n/a

LA

N/A

All

LA

GEN

All

LA

13-Oct-13

18-Aug-06

18-Aug-06

18-Aug-06

11-Dec-07

11-Dec-07

11-Dec-07

11-Dec-07

Validate Error Proofing Checks Are Being Completed As Per Schedule. Enter Percent Complete In Column To The Right Daily.

Ensure that scrap is reviewed and written up on salvage table by end of shift.

Ensure all alarms have been reviewed with containment strategy and signed-off.

Review, initial, and file Team Leader QPV and Yellow cards.

Sign-off the Team Leader QPV's are completed daily, (including the LA questions) with appropriate corrective actions - when required.

Perform Audit Once A Week With Team Leader-Write In ULOC When Complete

Ensure rotation logs are being signed and Flex Charts are accurate

Ensure PMP's at each station are complete and up-to-date

O - no deviation found

uloc

uloc

X - deviation found

uloc

uloc

uloc

Deviations from all sections addresse and documented

Suggested Pr Daily: BIQ dis review

uloc

SHIFT LEADER WEEKLY REVIEW:

Signature: _______________________

WHEN A DEVIATION IS FOUND (X) ALL CORRECTIVE ACTIONS, BREAKPOINTS AND COMMENTS MUST BE RECORDED ON THE BACK OF THIS SHEET.

CORRECTIVE ACTIONS OR COMMENTS

Reason Legend: W :W arranty; JDP: JD Power; QCL: Quality Check List; MS: Mandatory Sequence; PCC: Process Control Check; PAD: Production Assembly Document; eBOP: Bill of Process, AUD: Audit Call; OSO: T eam Member Sensitive Operation; KPC: Key Product Character,GEN=General, MUT =Mutilation LA: Layered Audit requirement

G M S

All

LA

Complete all GMS checks using O/X:


Production will set aside a first off part with tag identification for testing to be complete. that the first off part has been scrapped out by production

Inspect PAB chute label date and time

1

2

3

|

Time

Main Stage

Key Point

!

11

Inspect TABs.

Measure distance of the PAB Wall to the laser score scribe line.

10

PAB Tabs shall not be past the laser score edge.

PAB wall visible around perimeter.

Record results in computer. Write results on the part label. Remove part, cut the PAB chute hinge only leaving the substrate attached to ease removal of part.

9

!

Must be within internal specification. Specification is posted on the drop test cage.

Perform Break out test

8

!

Load C1UG test fixture. Set part in fixture nest. Make sure part is located correctly. Input the part serial number in the PLC. Perform drop test

Look for evidence that weld is good by checking inside holes and perimeter.

7

Melted plastic at the bottom of the holes means that plastic was melted. No clean holes should be seen.

Laser score shall not be seen anywhere except hinge. Hinge is located in area circled in green Photo 6.

PAB Chute position. PAB Chute should be centered within scribe lines

5

Check back side laser score position in relation to PAB Chute

Scribe line must be visible all four sides.

no read through on the top surface

4

6

First off shall be completed within 2 hours of production run.

Record dimesnion. Dimension must be between 0.5 - 5.5 mm.

Load part correctly. Incorrect loading will cause drop test false failure report. Flap must open with a clean break.

If older, weld is better PAB chute to be older than 26 hours. and less readthrough on top surface. No laser score seam is acceptable. No visible dents around the PAB chute perimeter weld. Part is to be held and rotated around for evaluation. Office light and natural sunlight should be used.

rence PFMEA/

cord Results

Detailed Operation Description

NA

Eng. Level / Date:

Verification of PAB Chute weld install

Review Nr.:1 10/10/2016

Reason of the Key Point. Explanatory Sketch. Operating Rules and other.

Process:

John Doe

Nr.: F-CXXXFO-PABWELD

8

6

5

4

7

NOTE: NOTIFY PROCESS TECHNICIAN TO ADJUST IF ANY FAIL ITEMS ARE DISCOVERED. quality manager, quality engineer, manufacturing engineer, engineer manager, and plant manager.

Nr.

123456B, 123457B, 123458B, 123459B

CXXX Instrument PAB Chute Weld First Off Inspection

Critical ity Focused Checks

ed Reaction

Product Number:

Product Name:

Issued by:

Detailed Process Description

CXXX Instrument PAB Chute Weld First Off Inspection

Initial Process Description Nr./Revision:

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BIQS Operating Guideline BIQS Element 11 - Standardized Work

|

o establish a repeatable, predictable baseline for continuous improvement and to involve the Team Member n both the initial and ongoing improvements to achieve the highest levels of safety, quality, and productivity.

pose:

All operations such as manufacturing , handling , shipping ,….etc .

pe:

tandardized work is documented for all operations . ork is performed as standardized work . Work place rganization is followed .

finition:

BIQS - 11 Standardized Work

|

• Include what & How to do • Used to perform work • Used for training

Work Instructions

• 5S principles are applied • delivering NC parts , incomplete parts to customer . • in following WI • Avoid waste time

Work Place Organization (5S)

BIQS – 11 Standardized work

|

• Check if standardized work is available at the workstations and that it is followed.

• Standardized Work Documents should include what, how & why for tasks performed.

• Use the plant approved documents to capture Standardized Work.

What to look for: • An established standard to facilitate training and understanding of documentation across the entire plant/organization.


:

|

•Allows for quick identification & of problems to Internal Suppliers.

•Allows for level schedules to Internal Suppliers.

Internal Suppliers (Upstream Operations):

•Provides a baseline for problem identification and resolution.

•Provides an error-free component to the customer down the line.

To Internal Customers (Downstream Operation):

•Provides great quality and lowest possible cost through the continued execution of the best known method of production.

To External Customers (People buying our vehicles):

•Provides the tool for proper training & problem solving.

•Provides a method for the Team Member to have input into the improvement of their jobs.

•Identifies the safest, highest quality, most efficient & most ergonomically friendly approach to completing the task.

To the Team Member:

STANDARDIZED WORK BENEFITS


|

•When errors (waste of correction) occur, it is either a problem with the way the SW is designed, inputs the work, or SW was not followed.

When and Where?

•SW, like all standardization, is done to help Identify and Eliminate Waste and to improve business res as measured by the organizational goals. •SW acts as a controlled continuous improvement process (CIP). Following SW will demonstrate if act results match expected results. If not, the process can be improved by changing controlled inputs. SW therefore your basis for continuous improvement (CIP).

Why?

•Standardized Work (SW) is the documented and current best method to safely and efficiently organize work that can meet required quality standards. •SW at a minimum answers: What to do on a job or task (major step), How to do it (key point), and W it needs to be done (reason).

What?


|

BIQS Operating Guideline BIQS Element 2 – Layered Audit

Standardized layered audit to check compliance to processes

|

rpose: nsure Compliance to processes , Identify areas for mprovement , and used by leadership in teaching and oaching .

ll Processes , Multiple layers

pe:

•

Definition:

BIQS – 2 Layered Audit

|

• Identify Layers • Smart process questions • Train Auditors • Audit plan for each layer

Develop Process • Record Results • Set Counter Measure for findings if needed. • Follow up until closure

Execute Audit

BIQS – 2 Layered Process Audit

• Customer issues actions added to audit . • Audit results are analyzed to improve performance.

Continuous Improvement

|

• LPA process is owned by management who assure effective implementation of LPA on all levels and use the LPA process for Continuous Improvement • LPA should include daily activity by team /leaders • Management should participate with audit activity and visit the shop floor, frequently (i.e: monthly basis) • Customer specific and quality focus checks from FR issues should be reviewed by all layers including management • Top Management should ensure effective corrective actions and counter measures

Key Point:

BIQS – 2 Layered Process Audit

|


|


|

16 14

16

20

23

24 19

22

NON CONFORMANCES Safety Missed Audits 5S Related Product Voice of Customer Systemic Gage Calibration Poke Yoke

% IN COMPLIANCE: # OF ITEMS ON ASSESSMENT: # OF ASSESSMENTS TOTAL # OF ITEMS ASSESSED: # OF ITEMS IN COMPLIANCE: NON CONFORMANCES

10 10 2 10 6 9

JAN 88% 20 20 400 353 47

JUNE

8 8 7 4 4 7 5

FEB 68% 15 9 135 92 43

MAY

JUL

AUG

SEP

OCT

NOV

DEC

5 3 7 3 2 1 6

MAR 95% 20 28 560 533 27

2 2 3 2 2 2 3

JUL 95% 20 20 400 380 20

AUG 95% 25 20 500 477 23

SEP 94% 20 20 400 376 24 NOT IN COMPLIANCE 1 1 1 5 2 1 2 2 2 1 1 1 4 4 3 2 2 2 5 6 7 5 7

MAY JUNE 97% 84% 20 10 20 10 400 100 386 84 14 16

NUMBER OF ITEMS 1 1 3 4 2 2 1 1 3 4 2 2 2 2

APR 96% 30 15 450 434 16

0

APR

0% MAR

5

10% FEB

10

15

20

25

20%

30%

40%

50%

30

27

35

45

60%

43

70%

43

50

40

JAN

47

1 1 2 1 2 2 2 8

OCT 95% 20 20 400 381 19

1 1 3 1 2 2 2 10

NOV 95% 20 20 400 378 22

1 10 2 10 10 2 2 6

DEC 89% 20 20 400 357 43

LAYERED PROCESS AUDIT RESULTS

80%

90%

100%

DEPT._________________

BIQS – 2 LAYERED AUDIT

|

BIQS Operating Guideline BIQS - 3 (PFMEAs)

|

Build standardized process of developing PFMEAs using cross functional teams to address each potential failure effect and set appropriate controls for each failure mode causes using standardized guidelines such as AIAG

rpose:

All part numbers and operations including nonmanufacturing (such as labeling, handling, and transportation)

ope:

Based on product requirements, risk for each operation should be studied , preventive & Detection controls should be taken based on Sev of risk and occ of each cause .

finition:

BIQS–3 PFMEAs

Input

|

PFD DFMEA Drawing & Customer requirements PFMEA Ranking Guide Lines FTQ, PPM,… (Historical Records)

Process

PFMEA Development Process

Product Requirements Failure Modes Highest Effect of Failure modes (Sev) Potential Causes of Failure mode Occurrence Rate for Each Cause

BIQS – 3 PFMEAs

Output

Preventive Controls Detection Controls (Det) RPN for each cause Ready to link with PC

|

ufacturing process.

est failure mode effect from , customer and How much cause occurred at all ed by data ?

AIAG Severity Occurrence Detection (S.O.D) Guideline Tables:

BIQS – 3 PFMEAs

Best control used for cause or whole failure mode.

6

Green Box close to suspected material

s Potential e Cause(s) of v Failure

BIQS – 3 PFMEAs

Current Process Controls detection Recommened action

Standardize location of Visual Standardize areas in WI for suspected 5 Inspection 7 210 suspected material and ok bin material during LPA away from each other away from Ok bins

Current Process Controls prevention

Occurrence

|

k of studying handling risks might cause quality issues .

Potential equirem Potential Effect(s) ents failure mode of Failure * MP: Rework off line * uspected Mixed Customer parts not suspected : ixed with parts into Ok Rework ood parts parts off line * End : Noise

Detection

Suspected parts pote to fill into Ok box

Ok bin withou potential for mi Handling Risks consid

The Ok Box Handling Risks are not studied

Suspected Parts

Part shipped to customer . t cause identified that short length part is shipped to customer . t supposed to be 100% inspected with green mark Detection . tem root cause reported : Uninspected defected part fall into box ( handling risks are not analyzed in PFMEA)

ples 1 : ling Risks: (Mirror Noise)

RPN

Wrong Screw Used

bly of the C cavity

Assembly of BMC Cavity

Assembly of the BM C cavity

Process Step

* Fixing the metal wire by bolt (4*10) mm. * Assembly in specific Direction. * Assembly to specified T orque

Requirements

Fix M etal wire in opp direction

T orque above limi

M issing BM C Cavit

T orque Below Lim

Wrong Screw Use

Potential failure mo

• Failure Modes Captured after studying Requirements for each step:

|

ck of studying product requirement will lead to miss many failure modes that might cause quality i

Potential failure mode

ess Step

ailure Modes Captured without tudying requirements:

Examples 2: Requirements : (Part Subassembly)

BIQS – 3 PFMEAs

Apperance defect

Scratch in Windshield

4

s e v

Scratch in Windshield

Potential failure mode

* MP : Might Scrap based on size (7) * Customer : Rework off line (6) End : Apperance defect (4)

Potential Effect(s) of Failure

7

s e v

• Effect is studied based on manufacturing process, customer and end .

|

• Study Effect from one point of view might lead to wrong or unestimated severity ranking. • If Sev. is underestimated, real risk will be hidden and proper controls might not be taken. • Risk reduction priorities will not be accurate.

Potential Effect(s) of Failure

tential failure mode

ect Study is based on End er point of view.

Examples 2 : Effect Study: (Glass Scratch)

BIQS – 3 PFMEAs

|

BIQS Operating Guideline BIQS Element 4 – PFMEA Risk Reduction & Annual Revie

BIQS –4 PFMEA Risk Reduction & Annual Review

Cross Function teams work in a systematic approach to reduce risk proactively .

|

o reduce risk on proactive approach to reduce ighest risks first .

pose:

ll Operation , using PFMEA periodic risk eduction and reverse PFMEA activities .

pe:

•

Definition:

817

858

886

BIQS-22: Rework/Repair Confirmation/Teardown

512

549

BIQS-14: Change Control - Production Trial Run (PTR)

621

BIQS-11: Standardized Work 566

621

BIQS-3: PFMEAs BIQS-12: Process Change Control

630

BIQS-23: /Feedforward

2016 BIQS audit analysis shows 77% of BIQS - 4 has not BIQS-9: Team Problem Solving Process 743 achieved Green status. BIQS-8: Fast Response Problem Solving Process 693

BIQS-26: Maintenance

BIQS-2: Layered Audit

BIQS-1: Nonconforming Material/Material Identification

BIQS-4: PFMEAs - Risk Reduction & Annual Review

BIQS Red + Yellow Elements

PFMEAs - Risk Reduction & Annual Review

Look for evidence of monthly cross functional risk reduction review on preventing defects from leaving the work station. Confirm action plans for top issues include: 1) Recommended acti Monthly RPN risk reduction reviews by product focused on preventing defects from leaving the work station are held to drive Responsibility, 3) Timing. Check if there is a process of prioritizing high risk items such as Ri continuous improvement. Action plans for top issues must include: 1. Recommended actions, 2. Responsibility, 3. Timing. method or equivalent. BIQS -4 Plant Management shall be included in top risk reporting and appr Reverse PFMEA process is in place to identify new potential countermeasures. if Reverse PFMEA (On-station reviews) findings are driven b failure mode in the shop floor Process Flow, PFMEA, Control Plan, and Work Instructions as app


Input

|

PFMEA FTQ , PPM ,…customer records). Annual Review Plan. Criteria for prioritizing risk (EX : Risk limiting method ).

Process

Team monthly Meeting Agenda Shop floor reverse PFMEA review. Team deep dive to reduce to risky items as per prioritizing criteria

Reverse PFMEA outcome ( New Failur Modes, New Causes, New Controls, Revise Occ., Det Numbers). Top risky items new preventive, detection controls or both.


Output

Risk Reduction & Annual Review

|

• Reactive Approach • Not Considered as Risk Reduction

* It is required in Fast Response Process

customer & Internal Big Issues

VS

• Proactive Approach • Considered as Risk Reduction

* Review PFMEA to add new Failure Modes, causes, and controls . * Monthly Reduce top risky potential risk

B) Reverse PFMEA & Monthly RPN reduction

BIQS –4 PFMEA Risk Reduction & Annual Review A) Update PFMEA for

3 3 3 3 3 3 3 3 3 3 1

1 1 1 1 1 1 1 1 1 2 2 1 2 2 1 2 2 2 3 3 2 3 3 3 3 3 3 3 3 3 3 4 5 Severity

2 1 1 1 2 1 1 1 2 2 2 2 3 3 3 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 3 4 5 Severity |

1 1 2 2 2 3 3 3 3 3 2

1 1 2 2 3 3 3 3 3 3 6

1 1 1 1 1 2 2 3 3 3 6

1 1 1 2 2 3 3 3 3 3 7

1 1 1 1 1 1 1 2 3 3 7

1 1 1 2 2 3 3 3 3 3 8

1 1 1 1 1 1 1 2 3 3 8

1 1 1 1 1 2 2 3 3 3 9

1 1 1 1 1 1 1 1 2 3 9

1 1 1 1 1 2 2 3 3 3 10

1 1 1 1 1 1 1 1 2 3 10

Risk Limiting Method:

1 2

1 1 1

3

2

3 3

Severity Zone (Sev over Occ)

2 1

2 2

3 2

Priority Level

• Detection Zone: comparing the severity and dete numbers.

• Severity Zone: comparing the severity and occurr numbers.

Detection

Priority Level 3: Lowest level of risk, risk reduction activity not necessa

Priority Level 2: Medium level of risk, next group to review for potential r reduction activity

Priority Level Based on Severity Zone (Severity vs. Occurrence) and Detection Level (Severit Detection) Priority Level 1: Highest level of risk, should review for potential risk redu activity


Detection Zone (Sev over Det)

Ex:

|

Not Recommended

*Item B is selected as high priority . * Simple to use Not Sensitive for high severity items .

A) Prioritize based on RPN

Standardized Risk Prioritizing Methods

Recommended

* Uses different methods to prioritize risk but Sev will be taken as highest impact . * Sensitive to high severity items.

B) Prioritize based on Severity of the risk


|

Risk Reduced

Ex: Risk Reduction Criteria Risk


|

Reverse PFMEA Check List

Ex Reverse PFMEA

• New failure modes , Causes added to PFM • Status Monthly Reviewed with Leadership

Outcome


|

BIQS Operating Guideline BIQS Element 19 – Process Control

|

I for team member is taken from PFMEA & P . ritical Operation are communicated to team member in the WI

pose:

ll Operations . QC , KPC , supplier identified critical operations .

pe:

ritical operations are communicated in the P & WI

FMEA is used to build P which is used to develop WI . ll of them are updated with each other using same logic rder .

finition:

BIQS - 19 Process Controls

|

Review critical operations to ensure they are identified with a delta at the operation and in the standardized work.

What to Look for:


|

QUALITY ISSUE #

841222( 10/12/1 6)


O


O


O

O


• All documents are updated for FR issues as per correct sequence .

• PFMEA is input of P which is input of WI .

O


• KPC , PQC , Supplier critical are identified in WI

Document links

O


Critical Operations Identified

BIQS – 19 Development of Process Control (PFMEA - P – WI)


O

ERROR PROOFED

NA


NA

O

FMEA UPDATED

SPC

Product Quality Std. |

nformation/KCDS

DFMEA

Process Control Plan

PFMEA

Std. Work

Process Flow Diagram

PFMEAs, Process Control Plans, and standardized w documentation are comprehensive, sufficient, and flo one from the other.


Example: Linkage from PFMEA to P

BIQS 19 - Process Control

al operations are identified with a a” at the operation and in the ardized work.

Requirement

BIQS 19 - Process Control

|

BIQS Operating Guideline BIQS Element 20 – Process Control Plan

|

o ensure that approved control plan designed to reduce risk is followed and reaction plan is followed if needed .

pose:

All operations .

pe:

P should be followed . Sample size and time should be respected .Reaction plan is standardized and followed in case of poor results.

finition:

BIQS - 20 Process Control Plan Implemented

|

• Confirm that checks are documented using the proper control method (i.e. control charts, check sheets). • Check that reaction plans from the process control plan are present, followed and effective. • Check how sample size is determined and how it is linked with occurrence number. • Check that sample size is reviewed on a regular basis. • Check that testing sample size is according to customer requirement/testing standard as minimum. • Check that process specific requirements are met, audit records are kept, and action plans i case of gaps are followed.

Sample process control plans and ensure checks are performed at the correct frequency and sample size.

What to Look For:


|


|


|


|

BIQS Operating Guideline BIQS - 21 ( Process Capability review)

pose: ll special causes are eliminated. rocess is capable to meet customer requirements and predictable.

|

Look for capability studies on KPC's and PQC's and confirm that action pl documented to address characteristics with low capability.

Capability reviews of process equipment with high risk/impact (e.g. minimum Key Characteristic Designation System) are held Annual capability studies are required on all critical equipment at a minim BIQS -21 to identify process capability and required corrective actions. A this is taking place reaction plan for non-capable process is present. Corrective Check that capability study is done after process stability. Check that safe action is documented. Process stability is monitored and used for critical features are included in the capability study. process capability reviews.

Process Capability Review

pe: ll KPCs , PQCs or any other critical features identified by supplier

inition: apability study should be done annually . rocess stability is checked . Reaction plan hould be followed incase of poor results .

BIQS – 21 Process Capability Review

|

KPC #1

BIQS – 21 Process Capability Reviews

|

A) Measure 100% only

VS

B) Capability Study

KPC , PQC and /or Critical Features Identified By Supplier


Input

|

*Drawing *PQC , KPC *Supplier identified critical feature *Customer identified threshold for k results.

Process

Process stability * Remove special causes * Measure Capability For identified features

* Study


Output

Process are stabl ( action plan for speci cases) *All identified features have capability numbe (k) . * Action plan against poor results is documented and followed .

* All

|

BIQS Operating Guideline BIQS Element 5 – By Management

|

Avoid by high risky controls .

Avoid stopping customer production for less risky controls but at the same time reduce risk of sending Nonconformities applied .

rpose:

t least study should be done for error proofing /detection evices .

pe:

urrent controls should be studied based on risk , lternative process should be standardized . Standardized ommunication method need to be done when by ccurred . Standardized audit need to be done .

finition:

BIQS – 5 By Management

|

• manufacturing processes and error proofing devices which can be byed or placed in deviation( PFMEA Risk assessment ) • Update Error proofing sheet

Identification • Set by RPN • Update P for by process • Create by WI • Get Customer approval .

Prepare

• Review status in regular meeting ( Changes review , Fast response ,..) • Regular audit /review at implementation .

Communicate

BIQS – 5 By /Deviation Management

|

Ask to see evidence of restart verification being documented for a defined period. Note: Should be 100% checked for all features.

Ask to see evidence of the quality focused audit/LPA performed for processes/devices in by.

Ask to see evidence of when implemented byes are reviewed by leadership. Note: Should be reviewed in the nex leadership meeting.

Ask to see evidence of their written and approved by procedure. Note: By procedure should include custome notification.

Ask to see the standardized work available for by processes selected above.

Ask to see evidence of how the Risk Priority Number (RPN) for all approved by processes is evaluated. Note: Check if PFMEA is being used for this.

hat to look for: Ask appropriate plant personnel to show you the plant list of manufacturing processes and/or error proofing devices which can be byed. This is a master list indicating which stations can or can not be put in by. A Verification Method is needed if a station is being placed in by.


|

WI for By Process

MEA Risk Assessments

ass Planning Selected ( Yes) for by by yellow color

Study P for by process

BIQS – 5 By /Deviation Management

A list of processes approved for by are maintained through the Document Control Process.

The PFMEA and Control Plan include the by process.

Standardized Work Instructions are established for the by process.

A form of communication is posted at each active by point.

By process should be covered in LPA and FR to ensure PFMEA , ,SW , setting process during and after by .

2)

3)

4)

5)

6)

|

The process methods/controls defined for bying an existing manufacturing process are approved by the Operations Manager (process owner), Engineering Manager and the Quality Manager.

1)

The Process By Control procedure should incorporate the following:

Key Point:


TEAM

By Master List

TEAM #1

|

PISTON SQUIRTER TORQUE

MBC CAMERA

CRANKSHAFT LOAD

CRANKSHAFT LOAD

1-070

1-080

1-090

1-090

1-030

REMOVE MBC

ROLLOVER

MBC DEBOLT

1-020

PLACE EUN LABEL TO BLOCK

SCHEDULING SYSTEM

1-010

1-040

LOAD BLOCK TO PEDESTAL

1-010

1-040

STATION DESCRIPTION

STA

LUBRICATION APPLIED TO CRANK

WRONG CRANK

BEARING PRESENCE

TORQUE

VACUUM FOR DEBRIS

LABEL CORRECT

CORRECT TYPE BLOCK & RECORD

ERROR DETECTION FEATURE/ITEM

Station BY Errorproofing By


FLOW/PRESSURE SENSOR ON 50W OIL IN CABINET

SCAN 2D MATRIX ON CRANK & RECORD FOR TRACEABILITY

INTERLOCK SWITCH FOR VACUUM REMOVED/USED

HAND SCANNER -EUN LABEL MATCHES RFID

SCAN 2D MATRIX ON PART & RECORD FOR TRACEABILITY

ERROR DETECTION / PROOFING DESCRIPTION

CANNOT By / Backup

By / Backup allowed with GQP-067, JES / PPCR

visual that oil is on part

bad 2d on checksheet

static torque check

ball on string



verification method

|

BIQS – 5 BY MANAGEMENT

|

dership Review

Layered Audit operator trained in BY JES. BY process verification method:

2 3

Title:____________________________

Is there suspect material?

Yes

No

Time:______________________ If yes, initiate containment checksheet.

Trace#:_____________________________________

Record FIRST unit processed in by/backup:

BY IMPLEMENTATION

Lead advisor or superintendent "BY PREPARATION" steps 1-4 above completed.

Name:_______________________________________

Notify lead advisor or superintendent:

BY CONFIRMATION & APPROVAL

Date & Time removed from cabinet:____________________________________

Serial #:_________________________________________________________

Type of tool:______________________________________________________

tools match BY JES:

Color (different than normal process):___________________________________

BY EXIT / BREAKPOINT Title:_________________________ Time:________________________

Who:________________________________________ Signature:____________________________________

Time:________________________

BY PROCESS AUDIT/RECORDED

* MINIMUM LAYERED AUDIT CONTENT: STEPS 1 TO 4

Quality Signature:_________________________________

Initial

Initial

Initial

Date & Time:___________________ Date & Time:___________________

17 "BY CHECKLIST AND LAYERED AUDIT" completed and filed in DCC.

Quality Manager Signature:_______________________________

16 Audit BY process to confirm completed properly.

Step

NOTE: Remove "BY CHECKLIST AND LAYERED AUDIT" from station & forward to Superintendent/Quality Coordinator.

Date & Time: ___________

Signature:____________________________________ Authorized Signature:________________________________

15 Approval of Restart of original process

Title:_________________________

Time:______________________ Who:________________________________________

14 tools returned to cabinet:

Trace#:_____________________________________

13 Record LAST unit processed in by/backup:

Title:_________________________ Re-evaluated RPN: ______

Signiture:_________________________________ 12 station placed back into full automatic.

b

11 For intermittent failure: proper operation of byed station. Amount: 100 + _______ part check

a

11 For continuous failure: proper operation of byed station (5 parts check minimum).

Step

If station is still in by at end of shift, next shift M UST initiate new " BY CHECKLIST AND LAYERED AUDIT " form.

NOTE: Post the original form at by station. Forward a copy of this form to Superintendent/Lead Advisor.

10 Complete Business Team process to notify succeeding shift.

9

8

Step

6

5

Step

4

BY JES approved and posted. (Note: torque is confirmed for all spindles in a byed station)

1

Location of verification mark (touch point):________________________________

BY PREPARATION

Directions: After each step has been completed, please initial. Post form at by station.

Failure occurence: (C)ontinuous or (I)ntermittent: Initial

Dept: ________

Station Description:________________________________________________ Reason for BY:________________________________________________

Shift:_________ Date: ________

Station # being byed :__________________________________________

BY CHECKLIST AND LAYERED AUDIT Advisor Name:____________________________________________________

Step


Restart Verification

2nd Ho

6th Ho

7th Ho

9th Ho

Initial

10th H Time

Initial

Time

Initial

8th Hou Time

Initial

Time

Initial

Time

Initial

5th Ho Time

Initial

4th Ho Time

Initial

3rd Hou Time

Initial

Time

Initial

1st Ho Time

LAYE AUDI

|

Visual By Board / Management

BIQS – 5 BY MANAGEMENT

|

BIQS Operating Guideline BIQS Element 6 – Error Proofing Verification

|

o error proofing devices are working as intended and reduce risk of sending bad parts when failed .

rpose:

ll Error Proofing /detection devices , should be erified each shift .

pe:

tandardized method to error proofing /detection evices by simulating their failure modes . Reaction lan is identified in case of verification failed .

finition:

BIQS - 6 Error Proofing Verification

|

• Updated Master list of Error Proofing / Detection • Work instruction for verification of each one simulating failures

Plan • Train team member • Record results

Execute

• Reaction plan is clear in case of verification failed . • Reaction plan should include containment .

React

BIQS – 6 Error Proofing /Detection Verification

|

Reaction Plan

WI

Simulate Failure

BIQS – 6 Error Proofing /Detection Verification

Verification Meth

Verification Record

|

• a reaction plan is available and make sure it includes containment in the event of error proofing device failure and is understood by a team member.

• Look to see error proofing masters (when used) are clearly identified. Confirm records of verification are available.

• all error proofing devices are checked for function (failure or simulated failure) at the beginning of the shift. Otherwise according to the process control plan.

What to look for: • Confirm there is a list of error proofing devices available. Confirm the method of the error proofing device verification is defined and documented in the standardized work.


|

Audit functionality and utilization to a set schedule and document results (recommend at shift start up).

Error proofing device used by team as per standardized work.

Functioning according to design intent (i.e. when faulted station light flashes, line stops, Andon board lights and melody plays).

egularly All Error Proofing Devices to Ensure:


|

BIQS Operating Guideline BIQS Element 14 – Change Control – Production Trial Run (PTR)

|

o ensure that each process and product changes are capable of meeting defined requirements.

pose:

or all changes , if needed PTR .

pe:

roducts are validated immediately after change mplementation .

BIQS - 14 Change Control – Production Trial Run finition: (PTR) he method by which changes in processes and

|

• Confirm for changes that require a customer PTR, all customer locations are notified. • Look to see that production breakpoints are recorded

• parts are contained, stored and clearly identified prior to and after the PTR build.

• Ensure changes are clearly communicated.

• Look for a reasonable sample size to be used for Production Trial Run, based on risk.

What to Look For:

BIQS - 14 Change Control – Production Trial Run (PTR)

Part specification changes that result in a part number change.

When the plant is notified of a part or process change that requires a supplier to complete the Production Part Approval Process (PPAP).

Change from Supplier A to Supplier B or supplier location change (same supplier).

A PTR is conducted at each plant, even when multiple plants use the same part(s).

•

•

•

•

|

Only one PTR is required when the same change affects multiple part numbers (i.e., a hole change on many different color bumpers only requires one PTR at each affected plant).

• •

• Raw material source change, tier supplier change, or change in tier supplier process.

• EWO releases the parts produced on permanent tools.

WHEN IS A PTR REQUIRED?


|

PTR - Procedure

(Example) F

PTR Date Standardized Communication and Documentation (PTR form) Build Readiness Reviews Quality Reviews before and after the change Reasonable sample size Identification Containment and traceability Resources needed Assistance needed (areas)

PTR PLANNING - ELEMENTS

changes (according to PPCR) - product engineering changes - plant process changes - supplier process changes

AGENDA

* Meetings: every Tuesday (9:00 AM) at Buick Room

Wk 10

Wk 9

Wk 8

Wk 7

Wk 6

Wk 5

Wk 4

Wk 3

Wk 2

Wk 1

PTR REGULAR MEETINGS - SCHEDULE M T W T

(Example) Invitees: Quality Engineer Manufacturing Engineer Product Engineer PTR Coordinator Launch Coordinator Maintenance Coordinator Production Leader

Regular Meeting: Schedule, Agenda and Planning

ant has regular meetings, including all departments, to discuss changes (product engineering changes, plant process changes, er process changes) and coordinate PTR's. A reasonable sample size is used for Production Trial Run, based on risk.

Requirement


|

onsibility - Basic

Top half of form

Bottom half of form

(Example)

(Examp

Parts are contained, stored and clearly identified prior to a after the PTR build and PPAP approval.

es are clearly communicated and understood at all levels am level).

munication: PTR form

BIQS Requirement

Requirement


|

BIQS Operating Guideline BIQS Element 22 – Rework / Repair

|

Assure that rework/Repair is well done and avoid potential failure modes from Rework/Repair Process

pose:

ll Rework/Repair processes

pe:

ework/Repair process should be standardized , pproved , verified .

inition:

BIQS - 22 Rework / Repair

|

• Failure modes of rework are considered in PFMEA, identified in Process Flow with its reintroduction at or prior of removal point.

• For the tear down process, a standardized work must be developed to guarantee that components with good quality and defined each one can be reused or must be scraped.

What to Look For: • Confirm repaired, reworked or reprocessed material is processed at a minimum through an independent repair confirmation (2nd person or machine). Is the repair process PPAP approved by the customer?


|

• Repair confirmation can be conducted by man or machine.

• Repair confirmation should be as close to the repair process as possible.

• Appropriate training and knowledge of standards must be developed to conduct or confirm repairs.

• Standardized work (non-cyclic) should be used for the confirmation process – quality standards must be available.

• Repair Confirmation must be conducted independently (e.g. by Quality).

Any documented repair must be verified by Repair Confirmation (both on- and off-line)


|

BIQS Operating Guideline BIQS Element 24 – Training

|

ssure effective process of training to make sure that objectives , standardized work ,…etc are done through qualified ersonal

rpose:

hop floor and ed functions/system /management ctivates . All types of training .

pe:

Training plan is identified – Training process is standardized – Team capabilities are documented , and standardized .

finition:

BIQS – 24 Training

|

BIQS – 24 TRAINING

|

• All employees understand the process.

• Training plan and timetable exists for each employee aligned to the business plan based upon job requirements and evaluations. Training process is standardized and effective. Flexibility chart is updated for all operation.

Key Point:

BIQS – 24 Training

|


|

Flexibility Chart


|


|

BIQS Operating Guideline BIQS Element 26 - Maintenance

|

o reduce costs, improve plant throughput, quality and safety through ownership, ability, and the development f multi-functional employees.

pose:

ll Machines and equipment

pe:

aintenance process is planned and standardized , Critical pare parts are managed . Effectiveness is measured and racked for continuous improvement .

finition:

BIQS - 26 Maintenance

|

PM Plan & Status

Critical Spare Parts ( Min Qty Vs Actual)

BIQS – 26 Maintenance Measure Performance (MTBF-MTTR)

|

Equipment and tools maintained to the required standard, achieved business results, and availability for production ensured. List of critical spare parts. Stock of spare parts: reception / organization / consumption. Conditions of storage. Computer aided system. Inventory (take an example of a critical part and the robustness of the inventory). MTTR & MTBF Look for evidence that PM schedule generates work orders and that these are closed as scheduled. Must cover machine, tooling and gages. Look for use of predictive and preventive maintenance, (check some examples). Look for PM frequencies appropriate to needs.

hat to Look For:


|

1) There is an annual schedule for each machine, containing all preventive maintenance frequencies. This master schedule triggers the release of all checklists or work orders due. 2) A maintenance route is a good tool to help eliminate waste when maintenance personnel are carrying out checklists or work orders. A logical route strings jobs together in a certain area.


|

Example of annual schedule


|

What Do You Mean?: MTBF, the most well-known term, is usually used for repairable systems and is also widely used for the case where the failure distribution is exponential. Mean time between replacements and MTBF with scheduled replacements are applied to repairable systems with scheduled preventive maintenance.

What Is…? : Mean time to repair (MTTR) is the average time required to troubleshoot and repair failed equipment and return it to normal operating conditions. It is a basic technical measure of the maintainability of equipment and repairable parts.


|

What is the meaning of MTBF?: MTBF (mean time between failures) is a measure of how reliable a hardware product or component is. For most components, the measure is typically in thousands or even tens of thousands of hours between failures. For example, a hard disk drive may have a mean time between failures of 300,000 hours.

What is the meaning of MTTF?: In reliability analysis, MTTF is the average time that an item will function before it fails. It is the mean lifetime of the item. With censored data, the arithmetic average of the data does not provide a good measure of the center because at least some of the failure times are unknown.


|

1) Visual controls are established to quickly identify inspection points and operating conditions to reduce the time and increase the effectiveness of maintenance tasks. 2) Inspection points are grouped into inspection locations to improve efficiency. 3) A visual control grabs one or more of our senses in order to; alert us to an abnormality, help us recover quickly, promote adherence and prevention. 4) Visual controls reduce error and waste by making problem visible. It identifies the gap between the standard and the actual condition. 5) When visual controls are easy to see and understand, operators can respond as soon as problems occur. Promoting a quick recovery. 6) Visual controls should be built into engineering specifications and designs.


|

isual Control Examples


|

4) Tasks are usually related to a machine and contains a list of tasks, time required and a bill of materials. This may require planning to coordinate the parts, materials, and schedule the work.

3) Tasks are repetitive and routine like operator maintenance, but normally at lower frequencies, such as monthly, quarterly, or annually.

2) Preventive maintenance tasks are typically time or cycle based and consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems (e.g. Replacement of oil or coolant every 15 days).

1) Preventive maintenance is a maintenance activity designed to retain the healthy condition of the equipment and prevent sudden failure through inspections, parts replacements, servicing, etc.

Preventative Maintenance


|

• Simple measuring methods of ‘prediction’ such as conveyor chain wear, or the resistance in a circuit, can also be used as a guide to the equipment life time remaining before failure. Work to identify low cost and simple tools for ‘prediction’ on critical equipment.

• Predictive maintenance can be applied to critical parts/equipment to further improve the effectiveness and cost of the maintenance activities. It serves the same purpose as Preventive maintenance: to prevent equipment breakdowns, but by predicting when certain components, such as bearings, gear boxes or motors are going to fail.

equipment- may indicate imminent bearing failure that could not be diagnosed by a visual inspection).

• Predictive maintenance is a method in which the service life of critical parts are predicted based on inspection or diagnosis, in order to use the parts to the limit of their service life. Compared to Preventive maintenance, Predictive maintenance is condition based maintenance. It measures and analyzes data about deterioration through a surveillance system of some sort, designed to monitor conditions (e.g. a shift in frequency discovered during a routine check of a bearing -with vibration analysis

Predictive Maintenance


|


|

BIQS Operating Guideline BIQS Element 12 - Process Change Control

|

To ensure that all key stake holders are aware of changes, and all required information is submitted on time .

rpose:

ll customer changes and internal changes including rocess changes .

pe:

Systematic approach to communicate and document all changes .

finition:

BIQS - 12 Process Change Control

Input

|

* Frequent Change meeting.

* Procedure .

Process

Regular Meeting to review changes status . * Communicate to all team ( Internal & External) using change form * Define reasonable sample size

*

BIQS –12,14 Process Change Control & PTR

Output

WI . * Create PTR if neede * Customer approval

* Modify PFMEA , PC

|

Confirm if PTR is necessary. • Confirm that the plant has regular meetings, including all departments, to discuss changes and coordinate PTR's for customers or internal changes.

What to Look For: • Confirm all plant changes are processed through the plant cross functional process-change approval system.


|

All changes should be processed through a cross functional team.

A sample build should be included in the process when applicable.

Customer notification/approval should be included.

•

•

•


|

BIQS Operating Guideline BIQS Element 13 – Verification Stations

|

ake sure that Inspection gates are effective , get expected outcome in all shifts , and live records are used to take ctions on time when needed .

pose:

ll inspection gates such as in process gates , final gates , P12 , SC1&2 , verification stations ,….etc .

pe:

nspection processes are standardized , records ept and updated on time .

finition:

BIQS - 13 Verification Stations

|

• WI • Visual Aids

Standardized Work

Records • Check sheet reference with defects . • Live document • Findings recorded • If Final gate ( checks should be reviewed before)

BIQS – 13 Inspection Gates

|

• Findings must provide clear data to Alarm Reactions and Problem Solving.

• Look for point, touch, listen and count inspection methods incorporated into quality checks. Look for increased quality checks for launch, shut down or based on customer (eg. Fast Response).

What to Look For: • Confirm that Verification Station (Final Inspection) is implemented per the local requirement.


|

Less Rework and Repair Higher First Time Quality

Prevention Process Overview

Traditional Approach

Verification Stations are part of Product and Process Monitoring


|


|


|


|

BIQS Operating Guideline BIQS Element 25 - Contamination

|

To make sure that product , process meet customer requirement and make sure that contaminations are controlled .

pose:

hen required by customer and when needed by process .

pe:

ontamination Requirements Should be followed and ontrolled .

finition:

BIQS - 25 Contamination

|

• When customer requires sediment control, that the supplier adheres to stated frequencies, maintains trend charting and corrective actions for out-of-control and out-of-spec points.

• Confirm the plant follows it's contamination control requirements.

What to Look for: • Supplier indicates sources of possible contamination within their manufacturing facility that can cause product contamination. Sources can be fluid sediment, raw material contamination, excessive regrind, excessive oil, dirt, grease, dirty containers, or rust.


Transfer from upstream supplier container

Material/Fluid handling at the station

Dirt/oil or foreign material on parts/fluids/sealers or dunnage

Incorrect PPE. e.g. cotton gloves instead of lint free

System cleaning not completed correctly, sediment still in the system, metal in the vehicle from body shop, or final wash effectiveness insufficient Powertrain

Incorrect abrasive material, backing or particle size as well as forbidden materials being used (Silicon, lubricating oil)

•

•

•

•

•

•

|

Original material/fluid from the supplier

•

ources of Contamination:


|

• PPE to be worn in all areas of Manufacturing • Group Leaders need to check and ensure team wear PPE’s & proper protection • Review material presentation process: Need to ensure parts are not put/staged on painted surface Need to ensure parts are stored properly & not located/staged on floor Need to ensure parts in racks do not have the potential to touch each other • Consider adding visual aides to the mutilation sensitive operations.

Prevention (General Assembly):


|

• Sediment is any foreign material found in any assembly that is not part of the blue print requirements. • Sediment negatively impacts our assemblies by: a) Causing valves to stick thus not allowing the unit to shift properly. b) Causing seals to be cut or lays on the seal thus causing internal pressure loss and/or external leakage causing slippage and loss of performance c) Mating parts may not seat, assemble easily or completely cause forced installation. Incomplete installation may result in leakage, scoring, breakage and functional failure.

Sediment Reduction

Prevention (Powertrain):


|

BIQS Operating Guideline BIQS Element 27 - FIFO

Material Handling

|

ake sure that handling rack is protecting parts from being damages .

llow traceability, reduce lead time, and easily detect problems while optimizing cost, and reducing inventory and ork- in- process.

pose:

All Material – All in process racks .

pe:

FIFO

process that incorporates a constant drive to attain mple sequential process flow of material. Material dling racks in a good condition and maintained .

finition:

BIQS – 27 FIFO

|

at to Look for: FIFO attains a sequential flow of material to ensure the quality of the part is not compromised. Visual management includes process diagrams, FIFO tools, rotation schedules, etc. Preferred storage method is flow through storage or roller racks to promote FIFO. Dead end storage shoul minimized, any use should be justified. Ask for documented FIFO process for entire plant. Team and Team Leaders should be able to explain the process. Process should cover material against the wall, material in flow-thru lanes, material o racks, point-of-use indirect material areas, part buffers, sub-assembly areas, and overflow areas. Check the FIFO/ Material Handling in each department/area Containers, racks and/or bins used for WIP storage and movement protect the parts from damage and eas identify the parts as WIP. WIP is not kept or stored in GM returnable dunnage.

BIQS – 27 FIFO

|

FIFO helps minimize inventory. FIFO should be present in all areas. Visual aids all operations and standardized work. FIFO rotation – FIFO needs to occur on a regular defined basis that ensures a first-in first-out strategy 5) FIFO should be part of layered audit process. 6) FIFO processes are documented and are part of standardized work.

1) 2) 3) 4)

FIFO Key Points:

BIQS – 27 FIFO

|

1) WIP MUST be managed to ensure FIFO. 2) WIP MUST be visual and incorporate a MIN/MAX process. 3) WIP MUST be continually reviewed to ensure that it is minimized and optimized.

Key Point: Work In Progress

BIQS – 27 FIFO

|

1)Repacking 2)Kitting, buffers 3)WIP 4)And any staging areas)

Key Point: Areas where FIFO is often missed:

BIQS – 27 FIFO

|

BIQS Operating Guideline BIQS Element 28 – Shipping Approved Packaging

|

o meet customer requirements for shipping .

pose:

All Shipped material

pe:

hipping is done according to customer requirements .

inition:

BIQS - 28 Shipping Approved Packaging

|

What to look for: • Production intent containers are being used for any build events. • A process is in place to ensure violations of the requirement are identified and corrected.


|

1. Packaging approval form NA GM1738 Form for both standard and expendable packaging.

Approval Documents:

2. Label requirements are located in GM1724 A/B/C.

1. Packaging requirements are located in GM1738.

Requirement Sources:


|

BIQS Operating Guideline BIQS Element 29 – Supply Chain Management

Problem Solving & Communication

|

o reduce the risk of the sub-tier supply base to customer ctivities and make sure that they are controlled .

rpose:

iered supply base .

pe:

pliers Evaluation

System Audit

Supply base are managed , monitored . Supplier base is audited regularly . Quality issues are communicated and solve

finition:

BIQS - 29 Supply Chain Management

|

What to Look For: • Is there a process at all Tiered suppliers for tracking internal and external issues? • Do they mandate a Fast Response process to be used? • Do they review how effective their problem solving process is at each Tiered Supplier? • Check that the supplier has periodic system audits of their suppliers to improve key tier 2 performance such as first 13 elements of BIQS or equivalent, with a clear plan and follow up to close the gap.


Risk assessment through GM 1927-07 APQP Assessment Subtier worksheet or similar

Sub tier audit through GM 1927-30 BIQS Subtier or similar

2.

3.

|

Supply chain statement of requirements are located in GM1927-03 SOR.

1.

Requirement Sources:


|

BIQS Operating Guideline BIQS Element 7 – Gage Calibration/ Measurement System Analysis

|

MSA assure that variation of measuring process is accepted .

Calibrated equipment assures proper decisions are made relative to product quality standards .

urpose:

All Gauges

cope:

System in place to make sure that all equipment and gauges are calibrated regularly as per their standard . System in Place to make sure that MSA is done regularly when needed (New launch,....etc .)

inition:

BIQS - 7 Gage Calibration / MSA

|


|


|


|

BIQS Operating Guideline BIQS Element 15 – Andon System Implementation

|

o empower operations to prevent the occurrence of ing on defects to the next process to concept of

rpose:

o all team .

pe:

An operational floor process control system (that can be activated manually or automatically) to communicate the need for assistance when abnormal conditions occur.

finition:

BIQS - 15 Andon System Implementation

|

• Take a few operator stations in different areas as an example. Ask Team and Team Leaders how the Andon is working and validate the effectiveness.

• Check the requirements of an effective Andon system are present in all production areas.

• The Andon system enables the Team Member to call for help and s the concept of "Do Not Accept, Build or Ship a Defect". Andon calls can be radio, pager, stack lights, Andon boards, etc.

What to Look For:


Stop the process or conveyor immediately for safety reasons.

Increase level of safety on the workstation by stopping the conveyor when an over-travel condition occurs.

Switch

tor vel itch

Placed at regular Fixed Position Stops on alternating sides of the line. (Note: Must be in accordance to all safety standards and regulations.) To prevent manipulators, articulating arms and assist devices from dangerous overtravel conditions to increase safety on the workstations.

Connected to a switch with a light and looped along the length of the conveyor. Switch box with a push button is located in the most convenient location of the work cell.

Description

– – –

pull cords, buttons, and switches of the Andon system.

The Andon system can be activated by a number of different methods:

Call for Help Yellow Workstation Light

14

And Push B

Run Stop Button

Work Cell Example

|

on system enables the Team Member to call for help and s the concept of "Do Not Accept, Build or Ship a Defect". Andon calls c ager, stack lights, andon boards, etc.

The limit switch is installed along the travel of the manipulator.

Work Cells, such as a Body Shop or Press Line, or in a Paint Booth Installed along the conveyor and on all major equipment.

Team Member Help Call

ush

Where Used

On a workstation in a moving conveyor line.

Purpose

ull Cord Team Member Help Call

ation ice

Requirement l functioning Andon system is implemented in all production areas to the Team Member when abnormal conditio and communicate relevant information. erational areas of the organization are using the Andon process as intended and this shows tangible results on the shop


|

ring the problem solving we need to recognize the root se of the problem, define and implement ntermeasures to tackle the root cause, and then lement a follow-up process to make sure the root se has been eliminated.

wntime data should be analyzed after a predetermined iod of time ( weekly, bi-weekly, monthly ) and problem ing process needs to be started.

e focus should be on the pulls with the highest uencies. It means that the root cause of the problem not been addressed. Also it absorbs a lot of the team ders time and effort.

ders should use the Andon downtime tracking to lyze problem areas and identify waste in the current cess.

(Exam

rational areas of the organization are using the Andon process as intended and this shows tangible results on the shop f

Requirement


|

BIQS Operating Guideline BIQS Element 16 – Alarm and Escalation

|

void building NC material – feel special causes when happened on time – Empower team member – standardize rocess of escalation

rpose:

ll Manufacturing operations at least .

pe:

larm limits are identified based on risk and occurrence standardized and followed , also if reached escalation ath is clear and reachable

finition:

BIQS - 16 Alarm and Escalation

|

• Confirm that alarms are responded to and the response is documented.

• that nonconforming material has sufficient alarm limits with escalation.

What to Look For:


|


|


NOTE: NOTE: NOTE: NOTE: | NOTE:

Gate Keeper

3rd Alarm

4. Make decision concerning next step.

If no response by Responder within 15 minutes escalate. Any recurrance of problems between the 1st alarm and the break point or the 15 min. limit are considered part of the 1st alarm. Quality Technician will circle any alarm that has no documentation at the daily gate review. Shift Leader is responsible to all alarms are answered promptly and are documented on the response sheet on a shift bases. If escalation is required beyond the Third Alarm notify Assistant or Plant Manager on day shift or Senior Shift Leader on Evenings or Nights.

6. Document confirmation of to Team Member by end of shift.

5. Document corrective action on alarm response sheet by end of shift.

4. Make decision concerning next step.

3. Investigates why corrective actions or containment failed.

3. Investigates why corrective actions or containment failed.

4. Notify Supplier Action Center if root cause is supplier based.

2. s Shift Leader to understand what has been done.

2. s Group Leader to understand what has been done.

2. Investigate point of cause discrepancy per the problem solving process 3. Initiate containment action.

1. Initial Alarm Sheet at V/S.

1. Initial Alarm Sheet at V/S.

1. Document acknowledgement within 15 minutes of alarm time at internal gates and within 30 minutes at downstream gates.

Shift Leader Area Mgr/Senior Shift Leader

Alarm Responder Responsibilities

Group Leader Shift Leader

2. Properly Document Alarm.

Team Leader Group Leader


Alarm Responder (OR)


1. Notify Alarm Responder over Radio 1. Notify Alarm Responder over Radio 1. Notify Alarm Responder over Radio

Gate Keeper

Gate Keeper

Alarm Notifier

Alarm Notifier Responsibilities

2nd Alarm

1st Alarm

Alarm Trigger

Verification Station Escalation Process


Clear Alarm Process Instructions

|

atekeeper


Responder

Process drives Production and ability: review and unde actions taken

Past customer issues relying on any visual inspection Higher customer severity failure modes relying on any visual inspection GP-12 failures CS failures Abnormal and unexpected findings

|

• Lower customer severity issues not discernible to most customers (drive to maintain boundary) • Issues with sufficient customer protections, tracked daily with data/ problem solving on the shop floor • Issues driving Supplier waste but no issues to the customer

Supplier Consideration of Alarm Limits Higher than 1:

• • • • •

Alarm Trigger of 1:

Establishing Alarm Trigger Limits:


|

BIQS Operating Guideline BIQS Element 17 – Visual Controls

|

To standardize process to identify difference of what is considered good Vs what is considered nonconforming as per customer requirements .

pose:

All visual standards .

pe:

Visual standards should be standardized , controlled , and updated regularly based on new issues and new risks .

finition:

BIQS - 17 Visual Controls

|

• Confirm Visual Standards are updated as a result for the Fast Response process where required.

• Look for engineering changes (Product Engineering) and if they are reflected in the Visual Standards.

What to Look for: • Look for a documented process which is common and valid for the plant. Document must be controlled by the Quality Management System. A local procedures describes the process.


|

Key Points: • Visual controls are established to quickly identify inspection points and operating conditions to reduce the time and increase the effectiveness of maintenance tasks. • Inspection points are grouped into inspection locations to improve efficiency. • A visual control grabs one or more of our senses in order to; alert us to an abnormality, help us recover quickly, promote adherence and prevention. • Visual controls reduce error and waste by making problem visible. It identifies the gap between the standard and the actual condition. • When visual controls are easy to see and understand, operators can respond as soon as problems occur. Promoting a quick recovery. • Visual controls should be built into engineering specifications and designs.


|

Tightening positions marked on nuts/bolts for easy visual inspection

Visual controls are important for operators, maintenance and other plant personnel making quick determinations on “normal” or “abnormal” conditions. Abnormal conditions can be returned to a normal condition in a timely and efficient manner.

Valve Position Marked & Tagged

Gauge Range Marked

Production TPM shadow boards. Tools are clean and organized at the work station.


|

Operators can quickly determine machinery and equipment status at a glance, and are responsible for reporting its condition.

Inspection Points

BIQS – 17 Visual Controls

|

or Marking


|

BIQS Operating Guideline BIQS Element 18 - Visual Standards – Communicated and Understood

|

upport team member in understanding customer & process visual standard

pose:

ll team assigned to use the visual standards .

pe:

eeded by team member level

Visual Standards–Communicated & finition: Understood isual standards are understood and used when

BIQS - 18

|

Confirm Visual Standards are clearly differentiated from good to bad; are clearly identified as a Product Quality Standard document and are clearly referenced in the standardized work.

Visual Standards (checking plans) shall be referenced in standardized work documentation.

What to Look for: Team shall know the content of Visual Standards. Interview a minimum 3 operators. All shall fulfill the requirements.

Visual Standards–Communicated & Understood

BIQS - 18

|

m should be wledgeable of the visual ndards.

ditor should interview a imum 3 operators.

ual standards should be arly communicated to team mbers

It is essential for team to have daily structured communicati

EVEN IF THEY DON’T AGREE AT LEAST THEY WILL UNDERSTAND!

Traditionally, communication only focuses on the “WH and maybe the “HOW”, but people deserve to know t “WHY”!

WHAT - HOW - WHY?


BIQS - 18

|

al Standards to help differentiate od from Bad” must satisfy tomer requirements.

Visual Standards should be incorpora and referenced in standardized work.


BIQS - 18

|

BIQS Operating Guideline BIQS Element 23 – / Feedforward

|

To ensure that information reaches those who need it on the right time .

pose:

At least Fast Response issues – issues occurred in floor such as exceeding alarm limits , results from inspection gates .

pe:

The communication of expectations and results between internal /external customers through standardized communication pathways.

finition:

BIQS - 23 / Feedforward

|

• Quality Alert should be issued once concern is found at FR . • Quality Alert is posted in inspection locations and point of cause

Quality Alert

• Issues found in quality gates communicated to areas of cause

Communication

BIQS – 23 /Feedforward

|

• Confirm quality alerts are posted at the operation for issues detected downstream (e.g. Fast Response, Verification Station (Final Inspection /CARE / GP12)).

What to Look For: • Look for fast / feed forward flow between the Verification Station.


|

Customer/Supplier relationship • Expectations are clearly understood (product quality standards). • Correct and accurate information flows in a timely manner. • Problem resolution is expedited. Integrity of Data • Focus resources based on customer . • Data-driven problem solving. Improved response time • Unresolved issues are escalated. • Actions are implemented in a timely manner to prevent the flow of defects

Benefits:


|

Warranty

Early Quality

J.D. Power Month of Build

Finished Product Audit etc.)

Inspection

Self Inspection Andon

Immediate

1 Day

1 Year

Time to Discover Defect High

Medium

Root Cause Low

Ability to Discover

1s

100s

1,000s

Number of Defective Units Built


|

•QUESTIONS????????

•The Presentation and the BIQS 30 Element Audit will be available on the Hutchinson Web Site •http://www.hutchinsonna-antivibration-purchasing.com/ “Training Documents” •We are requesting that you completyttyyyyyyyyyyyyyyytyyyyytyyyyytyyte a self audit using the BIQS Audit •Return the Audit and your improvement plans to HAVS not later than September 28, 2017 •The HAVS Supplier Quality Engineer will you to develop a plan for an audit at you facility

BIQS Operating Guideline Closing Comments

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