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. . . . INTRODUCTION. SPEAKERSScott Barnes VP of Sales and MarketingTopic: Market Opportunities in Today's EconomyNelson Colon Quality Manager Topic: Quality System and Quality StrategiesDarin Moore Director of Operations Topic: Lean Culture and Improvements. Market Opportunities i
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1. American Society for QualityMay 28th, 2009
2. INTRODUCTION
3. Market Opportunities in Today’s Economy
4. Market Opportunities in Today’s Economy
5. Market Opportunities in Today’s Economy
6. Market Opportunities in Today’s Economy
7. Quality System and Quality Strategies
8. Lean Organization Show slide . . . Lean Organization Requires Total Organizational Involvement
It can’t be emphasized enough the importance of the upstream staff activities prior to when we reach the plant. Our staffs must become more responsive so that we can become Faster-To-Market with our products. Our leadership must be totally committed in order for us to be successful. Without that commitment, our efforts at the plant floor level will be fruitless.Show slide . . . Lean Organization Requires Total Organizational Involvement
It can’t be emphasized enough the importance of the upstream staff activities prior to when we reach the plant. Our staffs must become more responsive so that we can become Faster-To-Market with our products. Our leadership must be totally committed in order for us to be successful. Without that commitment, our efforts at the plant floor level will be fruitless.
9. Page House of Lean
10. Lean Manufacturing & Quality Systems Basics
11. QUALITY
12. QUALITY SYSTEM Page 12 Global Manufacturing Focus – ONE LANGUAGE GLOBALYGlobal Manufacturing Focus – ONE LANGUAGE GLOBALY
13. QUALITY SYSTEMS BASICS
14. QUALITY SYSTEMS BASICS Global Manufacturing Focus – ONE LANGUAGE GLOBALYGlobal Manufacturing Focus – ONE LANGUAGE GLOBALY
15. QSB Elements
16. QSBFast Response Transition from Problem Solving steps to Communication of problems using Fast Response
If the supplier has low external ppm this is a process that will address and reduce internal issues. Fast Response assures internal issues do not become external issues.
Transition from Problem Solving steps to Communication of problems using Fast Response
If the supplier has low external ppm this is a process that will address and reduce internal issues. Fast Response assures internal issues do not become external issues.
17. QSBFast Response
18. Page 14 Quality Wall
19. Page 15 Quality Wall
20. Satisfy Your Customer. . . Quality Systems BasicsABS
22. Verification Stations ultimately lower the number of defective parts, improve the plant’s first time quality, direct run and lowers costs while providing a better product to the customer.
QSBVerification Station - Purpose EXAMPLE From another supplier
39% decrease in defects found by the GP-12 inspection
18% improvement in FTQ on 245 doors
75% reduction in scrap on 245 doors
EXAMPLE From another supplier
39% decrease in defects found by the GP-12 inspection
18% improvement in FTQ on 245 doors
75% reduction in scrap on 245 doors
23. PROCESS DIAGRAM
24. Page 24
25. Page 25
26. QSBError Proofing Page 26
27. QSBLayered Process Audits Page 27
28. QSB Layered Process Audits Page 28
29. QBSRisk Reduction Process Page 29
30. QSB Risk Reduction Page 30
31. ISO 9000:2000 Page 31
32. Quality Quote “In a true zero-defects approach, there are no unimportant items.” Page 32
33. Zero Defects
34. Quality Quote “Quality has to be caused, not controlled.” Page 34
35. Lean Culture and Improvements
36. Manufacturing CapabilitiesAssembly Lines 1 & 2
37. Manufacturing CapabilitiesVAN Line
38. Manufacturing CapabilitiesPAINT Operation
39. Manufacturing CapabilitiesFABRICATION
40. Manufacturing CapabilitiesCRITICAL PATH
41. Manufacturing CapabilitiesASSEMBLY EVOLUTION
42. Lean ManufacturingLEAN DEFINED
43. Lean ManufacturingFIVE PRINCIPLES OF LEAN
44. Lean ManufacturingSEVEN TYPES OF WASTE
45. Lean ManufacturingLEAN PARTICIPIATION
46. Process Improvement ResultsCOMPLETION ON TIME
47. Process Improvement ResultsMOD TOTAL LEAD TIME 2009
48. Process Improvement ResultsVAN TOTAL LEAD TIME 2009
49. Process Improvement ResultsMAV TOTAL LEAD TIME 2009
50. FUTURE STATE
51. WHEELED COACH