10/19/2011
Richard A. Schinas
General MotorsPowertrain
Quality Operations Mgr.
Develop a problem solving tool that will
address and draw in all elements of a quality
system to ensure permanent corrective action
is achieved.
achieved
Develop a methodology that will take
corrective action learnings and communicate
all process/product corrections within a given
organization.
In 2001 the Tonawanda Engine Plant wrote
over 1600 corrective action requests for
Supplier Part Issues many of these were
repeat or like occurrences
occurrences.
In 2010 we wrote 250 One of the reasons
for this improvement is our topic for today.
We start where all solutions must start:
HOUSTON
HOUSTON, WE HAVE
A PROBLEM
PROBLEM
Apollo 13
This is the key to success if you do this
incorrectly
will
i
tl the
th problem
bl
ill return.
t
Spend the time necessary to ensure you are
working the correct and complete problem
This description then begins your 5-why
journey to a solution.
Use the data at hand to confirm your
description (pareto charts, tick sheets, etc).
Excellent technique to get from symptom to
actual
t l roott cause.
Anyone can do it but a cross-functional
cross functional team
works best.
You dont need to get to the 5th WHY to solve
most problems.
Weakness Identifies 1 root cause there
may be others.
So we identified a root cause of why the
problem occurred are we done?
Test root cause to ensure it is a root cause
can you turn the problem on or off.
Compare root cause to problem description
does it make sense that it solves the
problem.
In essence, We didnt Drill Deep Enough
50%
of GM supplier issues are
due to the supplier identifying
a nonconformance
f
has
h
y and then
occurred internally
not taking the proper actions
during their containment
opportunity.
What will the quality system do to
protect the customer at 3AM when
leadership is sleeping??
If a reaction plan exists, will they follow it
when no ones looking?
y
This is why
2ndd 5 why
we then added a
so we can then
split
p the analysis
y
into the
f
following:
Why did the manufacturing system
not prevent this
hi failure
f il
mode.
d
Why did the quality system not
protect the customer from this
failure mode.
What if the quality system didn
didntt know that
it had to protect for this failure in the first
place how can this happen???
25%
of GM supplier issues are
due to failure modes that are
not completely identified
during FMEA generation and
th
therefore
f
no controls
t l are in
i
place
to prevent,
p
p
, error proof
p
or detect.
y is required
q
3 x 5 why
so we
can split the analysis into the 3
main components:
p
Why did the manufacturing system not
prevent this failure mode.
Why did the quality system not protect
the customer from this failure mode.
stem not
Wh
Why did the planning s
system
predict this failure mode.
Drill
Deep ensures we review
and address all of the
following Quality Entitites:
Quality Assurance
Quality Control
Quality Planning
y tennets of Drill Deep:
p
The key
Manufacturing System Prevention,
Error Proofing
g and Standardized
Work.
Quality System Control Plan for
Detection.
Quality Planning FMEA for failure
mode identification and control.
FMEA (DFMEA/PFMEA)
Failure Modes are missed The time is not taken to
do FMEAs correctly often it is the quality manager
fulfilling
g a requirement
q
rather than a cross
functional team including operators who run that
equipment every day.
Scoring is inadequate in some cases driven from
the customer to be an inaccurate reflection of risk.
Protection is inadequate risk identifies higher
llevell off protection b
d to
but management d
decides
protect at a less extensive level.
Supplier of Crimped Nuts to Tonawanda
Mixed Parts
The one page FMEA.
The cost in controlled shipping 30K/Week for a
minimum of 4 weeks.
The piece price <$0.25/part.
Control Plan
Missing Items Not all failure modes accounted for
in control plans.
Inadequate Controls Protection elements do not
guard sufficiently against pass-thru.
Reaction Plans Inadequate/Missing/Not Understood
The biggest issue does everyone know what to
do when a nonconforming part shows up at their
workstation???
Manufacturing Systems
Error Proofing
Do they exist?
Are they checked good and bad masters?
How often are they checked?
Standardized
St d di d W
Work
k
Do they reflect correct build?
Do they
y have PQS items clearly
y identified?
Supplier of Cylinder Heads
Blocked oil passage
Incorrect Setup
No Job Instructions to Setup for Manufacturing (1AM).
No 1st Piece inspection after tool change (2 AM).
Final Inspection Missed it (100% checked) (4AM).
Identified 6 hours later improper containment (7 AM)
AM).
17 Engines scrapped at GM vehicle plant various
containment activities at engine/vehicle plants.
Supplier Cost 85K for engines lost
lost, 30K/week for 4
months until system was accepted to address.
Lessons Learned how do we ensure
everyone in the supplier organization
takes these lessons and utilizes them
in their process.
process
Its not just
j st about
abo t like parts or
processes as you can see system
issues can affect any parts and
processes in similar fashion.
Institutionalizing Our System Learnings
Concept
Insure information on one issue is shared on all
processes throughout an organization.
Rationale
If these mistakes were made in this process, they
could have been made elsewhere it affords the
opportunity to check and ensure no repeat of the
part
issue (looking
p
(
g at like parts)
p
) and the system
y
issue (looking at like processes).
Incorporates
the learnings
from Drill Deep
Manufacturing System How the Product Failed.
Quality System How the Process Failed.
Planning Why opportunity to protect was missed.
Incorporates the learnings by ensuring the
supplier
all
li reviews
i
ll GM purchased
h
d parts by
b
that supplier in all its different facilities.
Like Parts
Like Systems
Like Processes
Within a facility
ili i
B
Between ffacilities
Across the World
Just because the parts are different
(Front Cover vs. Flywheel for example)
doesnt mean each cant learn from
the other when problems occur.
In many
y cases,, the corrective actions
are transferable to all parts in the
portfolio.
supplier
pp
p
Continuous Improvement comes from
Continuous learning.
The form addresses how we obtain the wide
portion of this analysis.
Part Number Specified
How many facilities is it made in.
Has
as this
t s information
o at o bee
been s
shared
a ed with
t ttier
e 2,3,4.
,3,
GM Part Portfolio
All GM purchased parts reviewed along with tiered
suppliers as well.
Form ensures we look at all steps to apply
the
h learnings
l
i
Containment
Failure
a u e Mode
ode
Prevent Corrective Action
Protect Corrective Action
Predict Corrective Action
Key Findings
Documention Review/Update
Form ensures we have champions for each
part/facility that are accountable as well
Supplier of Cylinder Heads (Previous Example)
Blocked oil passage
Incorrect Setup
No Job Instructions to Setup for Manufacturing (1AM)
No 1st Piece inspection after tool change (2 AM)
Final Inspection Missed it (100% checked) (4AM)
Identified 6 hours later improper containment (7 AM)
h
ffailures?
il
?
C
Can diff
different processes llearn ffrom these
This supplier makes the same product for
GM at 2 different facilities.
The supplier makes a different casting
product
d t in
i a completely
l t l separate
t ffacility.
ilit
The supplier has been awarded new
business on a line not yet started
started.
Drill Wide can help ensure success for
the present and the future !!!
GM Undeniable Truth:
Problems are going to occur
they are a fact of life
life.
SO
How do we made lemonade
out of lemons?
lemons?
We
Drill Deep to truly
understand all the facets of
how the problem manifested
itself. This way we prevent a
reoccurrence of that problem
on that part and ensure our
processes are robust.
We
Drill Wide to take those
learnings to like and unlike
parts and processes to
prevent, detect or plan for our
future success by ensuring
all our associated systems are
bulletproof.
10% of life is what happens to us.
90% of life is how we address what happens
to us.
We can bemoan
bemoan the problem or we can
embrace the opportunity.
Drill Deep Drill Wide is a tool that allows us
pp
y
to maximize that opportunity.
Q & A Time
Ti
Thanks for your attention!!!
