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James Hale Josh Seigley Dennis Doren

QS626 Phase II Short Form Presented to: Dr. John Sinn Spring 2004 Assessment of Hirzel Canning Company Quality System Utilizing the Industrial Technologist’s Toolkit for Technology Management System and Applicable ISO Standards. James Hale Josh Seigley Dennis Doren. Short Form Content.

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James Hale Josh Seigley Dennis Doren

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  1. QS626 Phase IIShort FormPresented to: Dr. John SinnSpring 2004Assessment of Hirzel Canning CompanyQuality SystemUtilizing the Industrial Technologist’s Toolkit for Technology Management System and Applicable ISO Standards James Hale Josh Seigley Dennis Doren

  2. Short Form Content • Team and Project Information • Undergraduate Team Information • Toolkit 15 Summary • Toolkit 16 Summary • Toolkit 17 Summary • Phase I Summary

  3. Short Form Content • Phase II Work • Undergraduate SDA Information • Toolkit 18 Summary • Toolkit 19 Summary • Toolkit 20 Summary • Conclusions • Recommendations

  4. Team: QS626 Team QS626 is comprised of graduate students and professional instructors from various industry sectors. Through ongoing consultation, our team will rely on experience and knowledge to develop a working model of a Quality Management System for the Food Industry while utilizing the forms and procedures of the ITTTM Toolkit System.

  5. Project Description Our team will use ITTTM Toolkit System to develop a preliminary quality management model for Hirzel Canning Company located in Walbridge, Ohio. The model will utilize the ISO system as the foundation to be built upon. Incorporating various food industry standards and policies will be required and developed into the new model.

  6. Project Objectives 1 - 2 • Complete six toolkit assignments, assessing four SDAs in each toolkit against comparable elements of a (real or simulated) organizational quality system, or modifying tools to enhance organizational quality system, presenting findings, recommendations as phase reports. • Assess Hirzel Canning Company’s quality system to determine extent of compliance with appropriate ISO 9001 standard and HACCP principles to show clearly how quality is maintained in their product.

  7. Project Objectives 3 - 5 • Develop team portfolio reflecting 24 SDAs and 4 continuously improved RCAs in “grand” forms addressing main elements of appropriate ISO 9001 standard and HACCP principles. • Conduct on site visits to Hirzal Canning Company and gather appropriate data to support the new quality management model. • Guide and mentor the undergraduate teams as they utilize the toolkits to achieve their project goals.

  8. Problem Statement Due to recent issues in the Food Industry, there is a need to develop a quality management system that can provide the necessary support that traditional methods lack. Purpose of Study The purpose of this study is to develop a quality management model for the Food Industry to cover Food Quality, Food Safety, and Food Security Issues.

  9. Assumptions/Limitations • Understanding that the scope of this project as a whole is extremely large and is quiet an undertaking. The goal or purpose of this team is to develop the underling model that will support the new Quality Management System for the Food Industry based on the ISO 9001 standard.

  10. Methodology • Research data and process insight were gathered by working on toolkits 15-20 from The Industrial Technologist’s Toolkit for Technology Management (Dr. John Sinn, 2003). • On-line meetings were held weekly to discuss and evaluate the progress of the project, with guidance from Dr. Sinn, using meeting agendas and summaries. • On-line discussion board was used to archive findings and share our work.

  11. Undergraduate Structures

  12. Undergraduate StructuresTeam #1

  13. Ferhan Ozadali Director R&D / QA Hirzel Canning Co. Dr. John Sinn Professor 626 BGSU Errol Samuel Professor 326 BGSU Denny Doren Lean Manufacturing Facilitator Josh Seigly Team 1 Mentor James Hale Team 2 Mentor Team 1 Team 2 Jim Gallagher Team Leader Teri Jo Wise Assistant Team Leader Bulk Ingredients Process Team Corn syrup, vinegar, etc. Rest of the Ingredients Process Team Tomatoes,peppers, cabbage, etc Traceability Process Team Paper and accountability trail in the processing flow. Teri Jo Wise Jim Gallagher Marc Rairden Marc Thomas Eric Fritz Undergraduate StructuresTeam #2

  14. Completed Phase I Toolkits: • Toolkit 15 - Statistical Foundations for Data-Based Improvement, Lean, Six Sigma Solutions • Toolkit 16 - Attribute Data, the Obvious Starting Point for Lean, Six Sigma, Service • Toolkit 17 – Variable Data, Comparisons to Attribute Charting for Six Sigma, Lean Service

  15. Toolkit #15 • Overview of new TS 16949 Quality Standard. • Quality Management System, Management Responsibility, Resource Management, Product Realization, and Measurement, Analysis, and Improvement. • Basic Statistical Principles. • Techniques in SPC, including random sampling, acceptance sampling, histograms, frequency charts, and run charts.

  16. Toolkit #16 • Statistical principles in quality—more basic definitions • Normal curve, variation, and standard deviation as foundations, six sigma • Additional perspective: attributes and check sheets as pre-control • Attributes, checklists and charting, and more for lean, service • Quality characteristics, accurate data and variable charting introduced • Teambased problem solving, six sigma variation reduction for lean

  17. Toolkit #17 • Organization wide understanding of data types and uses for each type, attribute and variable. • Various charts utilized for each data type. • Sampling program developed to minimize cost, but effectively represent the population. • Cp and Cpk used to determine if process is in or out of control. • SPC allows operators to adjust process on the fly. • Attribute data is judgmental, therefore, varies between operators. • DOE’s used to refine process only after it is in control.

  18. Completed Phase II Toolkits: • Toolkit 18 - Basic Measurement, Geometric Relationships, Broader Data-based Issues • Toolkit 19 - Gauge Repeatability And Reproducibility (R & R): Inspection And Measurement As Critical Services For Lean • Toolkit 20 – Capability, Charts And Quality Characteristics Analysis: Transitioning Six Sigma and Lean

  19. Undergraduate SDA’s • The following slides represent a suggested course for the undergraduate team to follow with respect to SDA selection and implementation. It is dually noted that the SDA’s represented are only suggestive, and it is up to the individual undergraduate team to identify which SDA’s they wish to complete that will yield the best information on their project scope.

  20. Undergraduate Recommended SDA’sRetail / Food Service Containers • Toolkit 18 – ROI & MMA • Toolkit 19 – CEAS & SOGA • Toolkit 20 – CTTIC & SOGA

  21. Undergraduate Recommended SDA’sIndustrial / Bulk Containers • Toolkit 18 – ROI & MMA • Toolkit 19 – CEAS & SOGA • Toolkit 20 – CTTIC & SOGA

  22. Undergraduate Recommended SDA’sTraceability for Internal Shop Orders • Toolkit 18 – ROI & MSTTIC • Toolkit 19 – CEAS & SOGA • Toolkit 20 – CTTIC & SOGA

  23. Undergraduate Recommended SDA’sLabel Standardization • Toolkit 18 – ROI & MSTTIC • Toolkit 19 – CEAS & SOGA • Toolkit 20 – CTTIC & SOGA

  24. Undergraduate Recommended SDA’sBulk Ingredients • Toolkit 18 – MMA & MSTTIC • Toolkit 19 – GRARS1 & GRARS2 • Toolkit 20 – A-VCS & CACES

  25. Undergraduate Recommended SDA’sOther Ingredients Teams • Toolkit 18 – MSAE1 • Toolkit 19 – CEAS • Toolkit 20 – CC & SOGA

  26. Undergraduate Recommended SDA’sTraceability Process • Toolkit 18 – ROI • Toolkit 19 – GRRTTIC & SOGA • Toolkit 20 – CTTIC

  27. Toolkit #18 • Introduction of basic metrological principles and tools • GD&T is a language for communicating mechanical engineering design specifications • Hand held measurement devices include rules, calipers, micrometers, dividers, small hole gages, and telescoping gages. • Basic measures are useful in industry to help give meaning, through standard values, for inspection.

  28. Toolkit #19 • Lean systems with respect to Gage R & R • Variation reduction can be made by reducing measurement error • Inspection procedures are essential to providing optimum quality • In-process inspection completed on all products, processes, and production phases, including equipment • Certification should include all pertinent test data, sampling plans, and final inspection results

  29. Toolkit #20 • Capability analysis provides a set of statistical tools to determine the capability of a system. • Capability is the comparison between the system’s ability to perform and its specification limits. • Control charts indicate the stability of the system. • Unstable systems produce unreliable information and poor product.

  30. Conclusions • In the development of the QS Management Model, there were several areas that were found to be important. • Attribute Vs. Variable Systems • Sampling • Evaluation of quality characteristics--HACCP, ISO/QS, NFPA • General Capability Issues • Training

  31. Attribute Vs. Variable Systems Checklists Or Check sheets For Tracking Definitions Will Variables Attributes Differ For Acceptability Defined Defined And Defective, Based On Discrete Type Data Non-conformities For Ongoing Improvements Variables And Attributes Defined As Tracking, Pre-control, Improvement System

  32. Sampling Sample Size Lot Size Normal Tightened Reduced 2 to 50 5 13 5 7 13 5 51 to 90 91 to 150 11 13 8 151 to 280 13 20 8 281 to 500 16 29 8 501 to 1200 19 34 9 1201 to 3200 23 42 9 3201 to 10000 29 50 9 10001 to 35000 35 60 9 35000 to 150000 40 74 9 150001 to 500000 40 90 9 40 102 9 500001 and over Sample Sizes Of Normal, Tightened Or Reduced As A Function Of Lot Size.

  33. Evaluation of quality characteristics--HACCP, ISO/QS, NFPA • HACCP, ISO, and NFPA are the most commonly used standards in the food industry. • Each tool kit utilized correlated to these standards. • Tool kits used related directly to 1 or more elements in each standard.

  34. General Capability Issues • Design and construction, maintenance • Fixturing, tooling, gage capabilities • Variations among operators, others • Variations in tooling, materials, setups, SOPs • Method-feeds, speeds, flowrates, workrates • Environmental temperature, power, dust, etc. • Costs and implications of the problem? • Is it a problem or actually a symptom? • Is the problem improving? Others related? • Have cause/effect analyses been done? • Has documentation been provided?

  35. Training • Training is important to the when empowering team dynamics. • Everyone must contribute to continuous improvement efforts. • SPC • Measurement Systems • Gage R&R • Data • Capacity

  36. Objective 1 • Six toolkit assignments were completed throughout the course. SDAs were assessed and fine tuned then given to the undergraduate 326 course teams. Each toolkit was compared against elements of a real organizational quality system that will aid in the foundational develop of a quality management model for a seasonal food processing facility. This was completed at Phase I of the Food Quality, Safety, and Security Management System (FQSSMS) project.

  37. Objective 2. • Throughout the course, team portfolios were developed reflecting continuously improved RCA project focuses, along with article reviews pertaining to the food industry. In conjunction with the undergraduate SDAs in a “grand” form, main elements of the appropriate ISO 9001 and HACCP principles were taken. Not all SDAs applied to what to the overall model. This may have been because of the scope and limitations of the toolkits.

  38. Objective 3. • Multiple visits were made to the Hirzel Canning Company’s facilities to determine the extent of compliance with appropriate ISO 9001 and HACCP principles. These visits gave clarity to how quality is maintained in their product, which was documented within the appropriate SDA’s.

  39. Objective 4 • Leadership and guidance for the two 326 undergraduate course teams was limited due to expectations of the instructors. However, assistance was given in terms of the SDAs incorporated into the models and understanding of various project tasks identified by their instructor.

  40. Objective 5. • Framework was provided for the continuous development of the FQSSMS project. The toolkits used for the spring semester were limited in terms of Data Tools, other tools throughout the ITT will definitely apply more solid substance to the overall model.

  41. Objective 6. • A matrix was constructed of SDAs identified for statistical applications. Beyond the SDA’s identified, additional information was provided to support future FQSSMS progress.

  42. Recommendations • Standardization Efforts • Training • Six Sigma • Lean Manufacturing • Gage R&R • Etc. • Team Dynamics • Communication • Labeling Traceability • 5S

  43. Cont. • Combine HACCP, assessment posting on • 5s • Standardization • Cultural Awareness • Documentation Structure • Etc. • Toolkit for future student project management

  44. Cont., • All assumptions based on learning through • Knowledge • Applications • Skills

  45. Cont. • Main concerns for project management in Manufacturing for undergrad students is lack of experience on the shop floor. • For many this is the first time in manufacturing or using continuous quality tools. • This our recommendation is revision of the ITTM and combination of assessment to assist walking through application

  46. Our Eecommendation • Revision of the ITTM and • Combinations of assessment • Assist students in walking through application

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