Jidoka for Quality Improvement

1. Jidoka for Quality Improvement Lean en France, 20 May 2011 Yves Mérel, FCI Group Lean Director

2. FCI background and profile Creation in 1988 by Framatome for diversification outside nuclear field 20+ acquisitions and 20+ years later, FCI is one of thelargest global connector manufacturers November 3, 2005: FCI is acquired by Bain Capital, a private investment fund With operations in 30 countries and a turnover of 1.3 billion € in 2010, FCI is a leading connector manufacturer Its 14,000 employees are committed to providing their customers with high-quality and innovative products for a wide range of consumer and industrial applications

3. A variety of solutions and products Electronic connectors Microconnections connectors Motorized Vehicle connectors

4. 24 manufacturing sites and 14 R&D centers Europe 7 manufacturing sites 1 Corporate Research Center 6 R&D centers Asia 12 manufacturing sites 6 R&D centers Americas 5 manufacturing sites 2 R&D centers

5. FCI Lean Initiatives Every department is monitoring a continuous improvement process contributing to customers satisfaction and costs reduction • People Empowerment for Accidents, Absenteeism and Turnover • Quality for Customers Complaints and Non Right First Time • Supply Chain for Late Deliveries, Inventory and Distribution Lead Time • Supplier Development for Receiving Frequency, Complaints, Gap to AVL • Process Design for Bottlenecks and Idle equipments • Product Development for Time To Market and Design Changes • Customer Focus for Time To Quote and Customers Disappointments

6. Continuous Improvement on Quality

7. Customers Quality Feedback We discover our actions impact 3 months later

8. Quality Improvement Tools • Complaint 8DandQuality Wall • In case of complaint, 8D to make sure this type of problem won’t occur anymore • For any Quality risk identified, make sure people are able to check all parts • Red Bin ReviewandQuality Workshop • Review daily every red bin, to solve quickly many stupid defects • Workshop to test root cause hypotheses on most complex problems • Go 1st Partand1st Defect Stop • Before starting to produce, check if there is a fair chance to produce good parts • While producing, stop at 1st defect to allow people to investigate the cause

9. Quarterly 8D audit of shop floor evidences • D1: Team • Cross-functional including operators • D2: Problem • Defective parts available and data on “who, when, how many, what, where, how, why” • D3: Containment (within 24 hours) • Inspect all stocks, implement Quality Wall, 1st Defect Stop, and Red Bin Review • Analyze several non-detection causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce non-detection • D4: Root causes • Quality workshop to analyze several causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce defect • D5: Corrective actions • Robust actions (poka yoke) implemented on time • D6: Effectiveness • Actions correctly implemented and measurable impact • D7: Prevention • Risk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine... • Applicable on similar product and process • D8: Closing • By management based on shop floor evidences

10. 8D benchmark From 52% to 87% of rigor definitively fixes many problems and develops customers confidence

11. Quality Wall Visible and Standardized Inspections

12. 22% DL inspecting with 3% in Quality Walls Overall less inspections (+233 quality wall -441 random) Less people, but better controlled inspection

13. Red Bin Review and Quality Workshop Typical internal defects Pareto • The Red Bin is a tool: by looking into it, we see lots of simple and stupid problems easy to fix quickly • At the Pareto “head” we have well known problems occurring very often but complex to fix • Usually manufacturing is adapted to avoid customer complaints (containment actions, in line inspection, people awareness), but it costs • At the Pareto “tail” we have rare and stupid problems, but customers often received such defective products Lots of Internal PPM: Quality Workshop Lots of Complaints: Red Bin Review

14. Go 1st Part working standard checklist

15. 1st Defect Stop with on line detections

16. Epernon factory example OEE before: 77 % OEE after: 78 % First defect stop and red bin review implementation on Machine 57 PPM before: 14 800 PPM after: 7 100

17. Epernon factory example • Main difficulties: • Needs of resources to quickly implement the corrective actions • Cannot be done on bottleneck machines since temporarily reducing the output • Organization modifications: • Dedicate 2 persons to work on 1st Defect Stop implementation: • 1 for machine software modification and immediate actions • 1 for immediate actions • They move from one machine to another after 2 weeks

18. Besancon factory example Video on 1st Defect Stop and Red Bin Review

19. Immediate feedback from on line detection Process design minimum requirements for Jidoka: 1- Detections exist for every occurring defects • On product, on process, manual inspection, sampling (non-random defect) 2- Detections are capable • Reliability & Repeatability analysis 3- Detections are done at every process step • Before adding more value to the defective part 4- First Defect Stop • Immediately before the clues disappear 5- Defective parts removed manually • To get a chance to go and see the defect causes

20. 150 to 40 complaints/month within 3 years 8D - Quality Wall - Red Bin - Workshop - Go 1st Part - 1st Defect Stop