Layered Process Audits (LPA) and The Paper Theater

Transcription

1 Layered Process Audits (LPA) and The Paper Theater Blending CQI-8 (2 nd Edition) & Kamishibai Rich Budzinski BQS, LLC 01/24/2017

2 It is easy to dodge our responsibilities, but we cannot dodge the consequences of dodging our responsibilities Sir Josiah Stamp

3 Approach for CI & Process Control Process Failure Modes & Effects Analysis APQP / Control Plan SEV OCC DET RPN Layered Process Audits Risk Mitigation Process FMEA SPC/Cpk Visual Method Sheets MSA / Gage R&R CQI-20 & CQI-21

4 LPA does not exist in a vacuum My view of some constituents for Process Control; Standards; give us direction (True North) Quality Tools; Basis for improvement are the tools used to Reduce Variation Accountability and integrity are key Trust but Verify Effective Problem Solving; gets us back on track

5 LPA / CQI-8 Definition and Purpose Layered Process Audit; Management tool used to verify that work is performed in accordance with established standards Not an Audit Per Se; A Verification of Process Control, rather than an audit Objective: Ensure the organization s most Important Controls are in place and Standard Process is being followed on Critical Processes

6 LPA / CQI-8 Definition and Purpose Intended Messaging: Importance of Standards Follow the Process Expected Outcomes: Improved Results for Important Metrics by way of Variation Reduction (e.g. reduction in Cost of Quality) Additional Benefits: Facilitate ongoing, Two- Way Communication between management and process users

7 Focus on the Most Important Controls So How do we know what is important? Most organizations have a Graded System for Product and Process Characteristics often required or defined by its Customers. Examples could be; Products: Critical Parts / Key Components / Noble Parts Key Design Features Process / Service: Critical Processes / Key Work Processes (Baldrige) Key Process Features Critical To Quality (Enhanced Measurement & Records) Significant to Quality (Enhanced Measurement)

8 Improvements to KPI LPA of important processes should result in improvements to Important Results Company-wide or National Top-level KPI Cost of Quality (CQI-22) Customer Satisfaction (e.g. Net Promoter Score) Company-wide Injury & Illness Metric Local improvements could include: Injuries / Near-miss Scrap Rework Supplier Failures On-Time to Lead Time Overall Equipment Effectiveness (OEE) Measure Here Act Here

9 Layered Process Audit Schedule Instill Process Discipline Perform Audits On-Time! Tier 1 Mfg / Process Core Group Daily Tier 2 Mfg / Process Core Group Management Weekly Tier 3 Top Management Weekly Monthly (Top Management often travels to important customers and suppliers Weekly is not realistic suggest Monthly verifications, but multiple areas [3-4] at each visit. Target minutes per area) Questions are taken from Control Plan, FMEA, Visual Work or EHS; may incorporate inspections, processes, machines, safety issues, etc. General Question Example: - Is there a report for first piece inspection? (Quality) - Are welding screens in place? (EHS) - Are calibrations current? (Quality)

10 Layered Process Audits (LPA) Layered Process Audit is a method of ensuring quality through shared accountability ª Tier 1 audits to ensure processes are being carried out correctly and safely. ª Tier 2 audits to provide another perspective comparative to Tier 1 audits. ª Tier 3 audits to provide top management perspective for comparison, show commitment, and to allow management to make quick adjustments.

11 2 nd Edition of CQI-8 adds 4 Shalls The Planning Team Shall review and adopt Customer- Specific Requirements for the Layered Process Audits. The organization s top manager within the facility Shall always take part. The Planning Team Shall ensure buy-in from all stakeholders of the Layered Process Audits At a minimum, buy-in Shall come from: The LPA Process Owner Management of each applicable document Planning Team members Top Management (including the top manager in the facility) Corporate Management

12 CQI-8 LPA Scope LPA may be applied to verify any Approved, Defined Process within an organization No reason LPAs cannot be used effectively on Transactional Processes as well as Manufacturing Processes CQI-8 LPA Approach Binary decision yes/no LPA questions Direct observation of process (Gemba) minutes target times per visit Focus on process, not product features No answer triggers the Corrective Action Process

13 A No Answer Yikes! More Problems! All Organizations have Limited Resources and Infinite Problems - you have a mountain of issues Overhead is Not What You Need Its What You Can Afford - resources will always be tight All Processes Decay, and Never in a Beneficial Way things will always get worse unless you act There are Two Types of Problems Those You Solve and Those You Manage people always require managing So Countermeasure.Remember, Everything is a Continuum follow the rules, but slide the scale in your favor

14 Example of Risk Assessment and Mitigation High Top Issues Failure Mode / Casual Analysis Corrective and Preventive Action Identification Screening Medium Containment Low Nonconformance Resolution Corrective & Preventive Action Implementation Execution Correction Effectiveness Review Re-Open CLOSE Detection of Nonconformances Track & Trend (Kaizen / Quality Day / Nike Projects) STOP Monitoring for Systemic Improvements

15 Example of Nonconformance Screening Issue Screening (Quality Engineer) Initiate FMEA, Control Plan, and LPA Update as Required Entry to Quality Review Board Risk Log. Escalation as Required. Initial Risk Ranking Assign Error Category

16 Example of Quality Performance / Risk Review QE Updates Running COQ / PPM Issues Log Provide Summary Information to Annual (Q4) Management Review Weekly Area Team Share (PPM & COQ) Quarterly Management Review (LPA, COQ, PPM, QMS) Weekly - Quality Review Board Risk Evaluation (Product / Process & QMS Issues) Monthly Functional Review (COQ, PPM, QMS, LPA Summary)

17 Examples from CQI-8 Appendix E

18 Sample Checklist

19 Feed & Temp Example LPA from CQI-8 Verify furnace temp is and belt speed at 2.5 fpm. Rational; Improper setting could lead to brittle material and early failure. There had been a warranty issue until LPA in /29 Joe. Zone three (furnace) was found to be at (vs ). Operator returned to I checked product test data all was fine. No further action needed.

20 Retainer Example LPA from CQI-8 Is the operator using dispenser to apply grease to the gasket prior to installation in Retainer? Rational: Absence or excessive grease could result in mislocated gasket, leak test failure and field failures. Reaction Plan: Instruct Operator and refer to job instruction. Notify Supervisor 6/28 Joe. Mary was not aware of need to use dispenser and dispenser was dry. We filled dispenser and Mary began using. Detail will be added to job instruction.

21 Kamishibai Paper Theater

22 Plant Kamishibai Board 1 Safety Quality Production Visual Factory Daily Weekly Monthly Problem/Countermeasure Problem Statement Root Cause Countermeasure Responsibility Target Date to Implement 1 The Michigan Manufacturing Technology Center (The Center)

23 Example Kamishibai Card Rack 2 2 The Michigan Manufacturing Technology Center (The Center) or inquiry@mmtc.org

24 Example Kamishibai Cards 3 3 The Michigan Manufacturing Technology Center (The Center) or inquiry@mmtc.org

25 Continuum from CQI-8 to Kamishibai with a CQI-8 Compliant Card System CQI-8 Kamishibai Pushing the Envelop toward Kamishibai (Use Cards with both General and Specific Questions)

26 An LPA General Card uses Yes/No questions for a quick visual check

27 LPA Questions are posted for a quick visual check

28 LPA General Questions are taken from a random sample

29 General Question T-Cards are inserted into slots on a display board by day & by shift 1 ST Shift 2 nd Shift This allows for a quick and easy visual check

30 CQI-8 / LPA Card Rack

31 Monthly Rack

32 Specific (CQI-8 Compliant) Card Layout Machine number, used when selecting card from stack Mfg Cell Card Number Operation Number 20 XXX XXX -B2 Card Rev Machine number, description, and operation for auditor reference At Machine M123 Op 20 (Saw, Mill, Straighten) is there evidence that : Audit Questions Shows which control plan the questions reference Important to measurement (GR&R) & process accuracy Rational

33 Card Selection Process for Specific Questions Auditor approaches an operator and asks what machine they are running Auditor selects a card from stack based on that machine number (cards are sorted by machine number) Auditor then returns to operator and asks the questions on card

34 For LPA W/Card Specific to a Part / Machine 1. Auditor approaches operator and asks what machine he/she is currently running. 2. Auditor goes to rack and finds card for that machine. 3. Auditor asks operator the questions on the card. 4. If audit card passes, it is logged on the audit log. 5. Failures are logged and correction / containment immediately performed. 6. Card is put in the rack with either the green side facing out (pass) or the red side facing out (fail) for a quick visual check of cells performance. 7. Logs are collected for evaluation and Corrective Actions. Entry made to Screening Board Risk Analysis by QE & recommendation to QRB (Med-Hi) determines next step.

35 Tier 1 Log Sheet W/ Multiple Picks

36 Tier 2 & Tier 3 Logs

37 Interpret Data Interpret Data Layered Process Audits Ask Audit Questions

38 LPA questions are generated using the Control Plan This ensures that questions are accurate to the process. The questions can be updated at any time.

39 Layer Audit Frequencies 324 Total (Audits/Yr/Cell) 324*(7 Cells) = 2268 (PCO Audits/Yr)

40 Audit Log Data is entered into a spreadsheet and then analyzed using charts and graphs

41

42 Control Plan Team CI Planning Weekly Control Plan Team Review of LPA Board Update Records for Monthly Functional Reviews 1. Review Red Facing Cards; 2. Update CP, FMEA, MSA, SPC, VMS if Req'd. 3. Update LPA Question if Required. 4. Records (Peel Sticker, Copy Cards, etc.) Determine CI 1. Nike Projects 2. Quality Day (Shop) 3. Kaizen 4. Training and Competency 5. CapEx Adjust Card Rack Add Duplicate Cards 2. Omit Cards 3. Add New Card Review Weekly Results With Entire Team

43 Example Cost of Quality Reductions Control Plans DVP&R Layered Process Audits

44 One Approach for Process Control Process Failure Modes & Effects Analysis APQP / Control Plan SEV OCC DET RPN Layered Process Audits Risk Mitigation Process FMEA SPC/Cpk Visual Method Sheets MSA / Gage R&R CQI-20 & CQI-21

45 Lessons Learned 1. Causal Analysis for minor issues is the Spiral of Death 2. Senior Leaders do best with Monthly / min. audits 3. Vast majority of Corrective Actions are at the Weekly Control Plan Team Meeting at the LPA Board prior to tear down (CP, FMEA, MSA, SPC, LPA adjustments) 4. Low Risk Nonconformance is to a CI Bucket / Kaizen Burst List and empties every Quarter after Risk Acceptance Review (Kaizen may be forward scheduled to next Q) 5. Systemically driven actions are from trends at the Monthly / Quarterly Reviews and should be leveraged with COQ / PPM data and Customer feedback.

46 Next steps for improvement Incorporate a dynamic system that can weight the current highest risk processes with increased audit frequency to ensure proper focus on most important issues. Avoid highly technical prompts that can disqualify many Tier 1 & 2 Auditors. Make sure to request proof, but best questions are yes / no versus is the proper technique being used type of questions. Consider Operator feedback when analyzing repeat Audit failures and adding or revising questions. The spiral of death for LPA is CAPA for individual issues that bog down any improvement. CAPA must be on Trends. All organizations have limited resources and infinite problems

47 Next steps for improvement Increase Auditors Accountability for carrying out audits. Focus on improving consistency of Audits by use of Standards. Ensure all 3 Auditor Tiers are checking for proof during Audits (when applicable) before passing e.g. by use of 5S Checklist vs. Visual Survey. Increase Operators Accountability Keep operators informed on changes in expectations Enforce importance of passing audits regularly, and making changes when failures occur

48 References Used Automotive Industry Action Group. (2012). CQI-20, Effective Problem Solving, Version 1. ISBN#: Automotive Industry Action Group. (2012). CQI-21, Effective Problem Solving Leader Guide, Version 1. ISBN#: Automotive Industry Action Group. (2012). CQI-22, The Cost of Poor Quality Guide, Version 1. ISBN#: Chrysler Group, Ford Motor Company, and General Motors Corporation. (2008). Advanced Product Quality Planning (APQP) and Control Plan, Reference Manual, Second Edition. ISBN#: Chrysler Group LLC, Ford Motor Company, and General Motors Corporation. (2010). Measurement Systems Analysis, Reference Manual, Fourth Edition. ISBN#: Chrysler Group LLC, Ford Motor Company, and General Motors Corporation. (2008). Potential Failure Mode and Effects Analysis (FMEA), Reference Manual, Fourth Edition. ISBN#: Chrysler Group LLC, Ford Motor Company, and General Motors Corporation. (2009). Production Part Approval Process (PPAP), Reference Manual, Fourth Edition. DaimlerChrysler Corporation, Ford Motor Company, and General Motors Corporation. (2005). Statistical Process Control (SPC), Reference Manual, Second Edition. ISBN#: The Michigan Manufacturing Technology Center (The Center) Kamishibai Board