AS9100 Drives Improvement at Cincinnati Thermal Spray

Transcription

1 AS9100 Drives Improvement at Cincinnati Thermal Spray Dale Harmon CTS Quality Manager Orlando IAQG General Assembly 12 October

2 Overview of Cincinnati Thermal Spray Benefit of certification Lessons learned Tools of improvement and change 2

3 CTS has 4 locations Cincinnati, OH Wilmington, NC Newark, NJ Houston, TX 3

4 Cincinnati Thermal Spray Metal and ceramic coatings using various technologies Plasma Combustion Electric Arc Hyper Velocity Oxy Fuel (HVOF) Spray and Fuse 4

5 Cincinnati Thermal Spray Dry film lubricants and paints Molybdenum Disulfide Lube, Silicon Paint Machined / coated pump and valve components Shot peen surface enhancement 5

6 CTS services various industries using various technologies 6

7 Cincinnati Thermal Spray Started with aerospace Now servicing Land Based Gas Turbine, Automotive, Steel, Pump and Valve, others Among the world s s largest and most respected thermal spray companies 7

8 CTS Market Split PUMP AND VALVE 17% STEEL 9% AEROSPACE 41% COMMERCIAL / AUTOMOTIVE 10% LAND BASED GAS TURBINE 23% 8

9 Aerospace Approvals General Electric Aviation Boeing Rolls-Royce Royce Goodrich Honeywell SNECMA MTU Pratt and Whitney Bell Helicopter < FAA and EASA licensed > 9

10 Quality Certifications ISO 9002 certification in 1996 QS9000 certification in 1999 AS9100 certification in

11 Nadcap Accreditations Ohio: Coatings in 1996 North Carolina: Coatings in 1996, Shot Peen in 2006 New Jersey: Coatings in 2006 All have earned Supplier Merit status! 11

12 Nadcap Participation CTS is a leader in the Nadcap process Coatings Task Group Secretary and Supplier Voting Member Supplier Support Committee member Providing a supplier s s voice to the process 12

13 Benefit of AS9100 AS9100 can lead to business success But just holding certification does not mean growth Certification should not be an end unto itself, but concepts must be integrated into the organization and business practices 13

14 Sales Growth vs Certifications CTS Sales Sales -Millions USD $40 $30 $20 $10 $0 AS9100 ISO Year 14

15 Lessons learned by CTS: Think on the macro or the systems level, not only on the micro level Think organizational processes, not only what is happening to a part in a cell on the manufacturing floor 15

16 Lessons learned by CTS: If the macro level improvements are occurring, the micro level improvements will follow as a result Identify the most pressing needs within the organization; identify the impact each need is having on the organization and set priorities to improve 16

17 Lessons learned by CTS: Decisions must be driven by data - companies that manage by metrics outperform those that do not Stay focused on the customer s requirements and on your strategy to meet those requirements 17

18 Lessons learned by CTS: It is all about the customer! A company that only looks internally and is management-centered will not see continued growth today - be customer- driven and employee-involved 18

19 Lessons learned by CTS: Do not focus only on the profit margin but on meeting the quality and delivery needs of the customer 19

20 Lessons learned by CTS: Improve processes rather than tamper with them It is easy in our audit-driven driven industry to make quick fixes to processes or systems to close audit findings within the short time period allotted; this can stifle long-term improvement activities 20

21 Tools for Improvement Tools are used to describe processes identify causes identify improvements implement changes analyze effects of changes 21

22 Tools for Improvement There are many tools available to support process improvement and change Choose the tools that you are comfortable with and those that are appropriate for the process 22

23 Tools for Improvement The following are tools used by Cincinnati Thermal Spray 23

24 Tools for Improvement AS9100 itself is a tool for improvement Plan, Do, Change, Act (PDCA) methodology 24

25 Tools for Improvement Failure Mode Effects Analysis (FMEA) - used to ensure effective controls are in place for a process Can be used as preventive or corrective tool 25

26 Tools for Improvement Six Sigma (DMAIC) - a toolbox with many improvement tools One can deploy the whole toolbox (long term projects) or use any of the individual tools (short term) 26

27 Tools for Improvement Management audits When used as improvement activities Preventive action 27

28 Tools for Improvement Lean model Very effective for improving efficiency of manufacturing processes and enterprise systems 28

29 Tools for Improvement Process Flowcharting - used to visualize the flow or sequence of processes Can show unexpected complexity and redundancy 29

30 Tools for Improvement Pareto Charts Focus efforts on the problems that offer the greatest potential for improvement 30

31 Tools for Improvement Five Why s s (Why-Why Why-Why) Why) Get past the contributing causes to identify the root causes of a problem 31

32 Tools for Improvement Brainstorming Obtain a high volume of creative ideas from a variety of people in a short period of time 32

33 Tools for Improvement Improvement teams get focused input from the process experts Effective teams require a charter, ground rules, and metrics to measure progress 33

34 Tools for Improvement Control charts Run charts Process capability Analysis of Variance (ANOVA) Test for Equal Variances 34

35 Tools for Improvement Many other tools are available for your use Core Process Redesign Pathway (CPR) SIPOC (Suppliers-Input Input-Process- Output-Customer) Quality Function Deployment (QFD) 35

36 In Summary A culture of improvement and change can be integrated into the organization and its business practices 36

37 In Summary Improvement and change activities need to be driven by top management 37

38 In Summary AS9100 can be an instrument of continual improvement and change 38

39 QUESTIONS? 39