quality assurance

GM BODYSHOP SUPPORT PROGRAMQUALITY ASSURANCE COACHING SESSION

INTRODUCTIONQUALITY ASSURANCE

Presenter Background

(Enter summary of presenter skills and work history)

Content for this slide will be entered by the Trainer

22

Make sure all safety equipment discussed in the course are available for demonstrationContent for this slide will be entered by the Trainer

H E A LT H A N D S A F E T Y

C O F F E E & L U N C H B R E A K S

M O B I L E P H O N E S

N O S M O K I N G

F I R EP R E C A U T I O N S

GROUND RULES

3

H E A LT H A N D S A F E T Y

COURSE SESSION AGENDATopic

Welcome, introductions, agenda and objectives.

What is quality and why is it important.

What impacts on quality in your bodyshop?

What is Poka Yoke?

BS 10125 and PAS 125

ISO 9001

The Bodyshop Process and Documents that Support it.

Summary and Close

4

SESSION OBJECTIVESUnderstand what is meant by the term ‘quality’

To increase awareness on how quality assurance can benefit your business.

To meet with the GM brand requirements.

To assist you in implementing a Quality Assurance Process in the business.

5

A measure of excellence or a state of being free from defects, deficiencies or significant variations. It is brought about by consistent commitment to certain standards to achieve uniformity of a product in order to satisfy specific customer and user requirements.

‘Quality means doing it right when no one is looking ‘ (Henry Ford).

Quality assurance is where quality is built into the production process. For example, all staff check all items at all stages of the production process for faults. In this way everyone takes responsibility for delivering quality. Successful quality assurance results in zero defect production.

Implementing this requires a change in business culture, convincing employees to care about how products are being made and to do their part to ensure standards are met.

WHAT IS QUALITY?

6

Customer focus

Strong leadership

Involvement of people

Process approach

System approach

Continuous improvement

Decision making based on facts

Creating value for the company, its clients and its suppliers

THE 8 KEY PRINCIPLES OF QUALITY MANAGEMENT

7

WHY DELIVER QUALITY?More customers (retain existing and find new customers).

Recommendations and word of mouth referrals Higher Customer Satisfaction Index Scores More sales and more profit.

Deliver the GM experience expected of the brand.

For the protection and safety of customers and employees.

Job satisfaction - ‘if a job is worth doing, it’s worth doing well.

Meet the GM standards.

Lower Rectification / Goodwill costs

8

Lack of robust processes

Lack of training

Poor administration / lack of organisation

Poor staff attitude

Lack of teamwork and / or communication

Lack of quality control checks

Wrong or inferior equipment

No quality focused meetings

Lack of leadership.

9

WHAT ARE THE DRIVERS OF A POOR QUALITY EXPERIENCE?

CONSEQUENCES OF ACHIEVING POOR QUALITYDelivering poor quality = less customers and consequently sales and profit.

Low Customer Satisfaction Index scores due to unhappy customers.

A demotivated and dissatisfied team.

A stressful working environment.

Failure to meet the brand standards and requirements.

High rectification and goodwill costs.

A potential lack of safety for customers and employees

10

CONSEQUENCES OF ACHIEVING POOR QUALITYManager

Making sure that the team perform.

Ensuring that processes are in place and are followed.

The Technician

Carry out a quality repair to the highest standard in line with instructions.

Complete Quality Assurance related paperwork.

11

CONSEQUENCES OF ACHIEVING POOR QUALITYThe Service Advisor

Carrying out the final check of the vehicle to make sure it is clean inside and out.

Liaise with the technician and track the progress of the vehicle.

Keep in regular contact with the customer and manage their expectations.

Provide a friendly and professional ‘front end’ of the business.

12

Let’s start again in 15 minutes

13

COFFEE BREAK

Poka-Yoke is a tool from Japan which means “mistake proofing". What is sought in this way to design the processes to eliminate or avoid mistakes already be of human or automated. This system also can be implemented to provide error detection:

Lean practice does not allow extra inventory to compensate for scrap.

Lean ideology focuses on speed ...

... speed cannot exist when defects and rework prevail.

POKA YOKE

Don’t accept

errors or defects

Don´t pass errors or defects

Don’t make errors

14

Cost pressures don’t tolerate continued mistakes: scrap, rework, lateness.

And most importantly:

Our customers rightfully expect defect free products and …

Traditional 100% inspection won’t provide 100% defect-free repairs

POKA YOKE

15

Don’t accept

errors or defects

Don´t pass errors or defects

Don’t make errors

What is Poka Yoke?

The mistake-proofing philosophy recognizes that people sometimes forget and make errors.

The approach uses common-sense ideas and methods in both process and product to eliminate human and mechanical errors.

Historically, great efforts have been made in applying these concepts to safety and accident prevention.

The same approach must drive intolerance for scrap and rework.

POKA YOKE

16

Traditionally, quality is inspected quality.

Judgment Inspection: Separating good from bad after processing.

Informative Inspection: Inspect then take action to eliminate future occurrence.

100% or Sampling inspection based on SPC (Statistical Process Control) methodologies.

POKA YOKE

17

Inspection:

Assumes defects are inevitable.

Believes the process of inspection will reduce defects.

Can reinforce that ‘quality’ is responsibility of the quality department.

Is not 100% effective.

POKA YOKE

18

A self-check occurs when the person performing the work checks the work before the work moves to the next repair process step.

On the upside ..

100% coverage is likely.

Instant learning and correction are possible.

Potentially less resistance when self-discovered.

POKA YOKE

19

On the downside ..Sometimes compromises are made & proper corrective action skipped.

Blind to your own mistakes.

Compliance can be marginal if not part of standard work.

Key features, characteristics, interface relationships not always understood.

POKA YOKE

20

A successive-check occurs when the previous work is completed and that work is checked by the next person in the process.

On the upside ..

Often catches errors overlooked by self-checking process.

Can build a sense of cooperation between process participants.

On the downside ..

Corrective action still required and happens after the point of error.

Compliance can be marginal if not part of standard work.

Can create friction between workers.

POKA YOKE

21

Processing omissions (a step was forgotten)

Processing errors (something was done incorrectly)

Error in setting up the work piece

Assembly omissions (a part was forgotten)

A wrong part / item was included

Wrong work piece

Operations errors (incomplete information, procedures not followed)

Adjustment, measurement, dimensional errors

Equipment maintenance errors

Errors in preparation of tools, sprays, welders, etc

POKA YOKE – TOP 10 ERRORS THAT CAUSE ISSUES

22

Forgetfulness

Language Barriers- (i.e. English as a second language)

Misunderstanding instruction or procedure

Errors in identification (e.g.: part and/or placement recognition)

Errors made through lack of experience

Pace (too fast or too slow)

Lack of standards, expectations, procedure, or instructions.

Incomplete information. (e. g. hardness and / or thickness of metal)

Incorrect or incomplete processing (parts, dwell times, etc.)

Out of tolerance tools, fixtures, and jigs

Adjustment or placement errors

POKA YOKE – OTHER COMMON ERRORS

23

A critical condition detector is a device that detects two type of conditions:

The presence or absence of a specific, visible pre-set quantity such as the correct number of parts, correct weight, height, volume or depth.

Fluctuations in a non-visible condition such as pressure, temperature, current and non-visible fluids (air).

Here’s how it works: a critical manufacturing condition (pressure, current, temperature, time, etc.) is measured -and work cannot proceed if the value is not within a pre-determined range as indicated on the detector.

POKA YOKE

24

Think about how to verify items by their characteristics:

weight, dimension, shape

Think about process sequence:

Can’t perform next step if prior step not done

process flags if steps are omitted

Detect deviations from fixed values:

Counters, scales, odd part out, critical condition detection; pressure, temperature, current, time

POKA YOKE

25

Don’t make surplus products

Make only what the customer needs, when it is needed

Surplus inventory makes poor quality harder to find

In a high inventory environment, the sense of urgency is not there

Eliminate, simplify, or combine production operations

Identify and eliminate waste; drive 5s

Follow standard operations & utilize visual aids

Once processed, use immediately

Adopt a flow process

Implement immediate feedback and action cycles

Involve everyone in defect prevention

Form action teams - team brainstorming

Make daily improvements and invent mistake-proofing

POKA YOKE

26

Every inspection method has weaknesses.

Prevention of defects is better than detection.

Forms PDCA (following examples) helps to change the process to improve.

POKA YOKE - SUMMARY

Focus on the critical

functions and actions.

Sources of defects can be challenged and

eliminated.

27

Poka-yoke elements can be applied within any Bodyshop process.

In-Out Reception attentions.

Dismantle and estimating.

Parts management.

Bench rack (measuring and stretching).

Body Repair and replace new parts.

Paint prepare and Masking.

Paint spray and drying.

Assembly and fit.

Polishing and detailing.

POKA YOKE - SUMMARY

28

Focus on the critical

functions and actions.

Sources of defects can be challenged and

eliminated.

We will start again in an hour – enjoy your lunch

LUNCH

29

The BSI Kitemark™ has been in existence since 1903. Since then it’s been used as a symbol of quality and safety, recognized and valued by consumers for years as a truly independent guarantee of quality wherever it is seen and that includes vehicle damage repairs.

84% of drivers said that they would feel more comfortable if the car body repair centre had the BSI Kitemark for Vehicle Damage Repair.

BS 10125 (REPLACING PAS 125)

30

The scheme is adopted industry wide by the most forward thinking bodyshops and accident repair centres who are committed to carrying out work only to the highest standards. Major automotive manufacturers have adopted it, and it’s recognized by many insurance companies.

The BSI Kitemark™ is a symbol of:

Quality

Reliability

Safety

Integrity

BS 10125 (REPLACING PAS 125)

31

It addresses the processes required to effect a safe and quality repair to accident damaged vehicles.

This robust, staged review process is typical of the path taken for all BSI Standards and will ensure that it benefits from the input of all those who are expert and interested in the continued development of the UK’s Vehicle Body Repair sector.  

BS 10125 (REPLACING PAS 125)

32

Get commitment and support from senior management.

Engage the whole business with good internal communication.

Compare your existing repair processes, equipment, parts, quality control and people with the standard BS 10125 / PAS 125 requirements.

Establish a team to implement and get the best results.

Map out and share roles, responsibilities and timescales.

TOP TIPS FOR IMPLEMENTING BS 10125 (REPLACING PAS 125)

33

Motivate staff involvement with training (which you may need) and incentives.

Regularly review your systems to make sure you are continually improving.

TOP TIPS FOR IMPLEMENTING BS 10125 (REPLACING PAS 125)

34

Consists of 2 elements:

Cosmetic - covering basic damage such as dents, bumper scuffs, minor paint or panel damage. Expertise includes having SMART trained personnel, panel, M.E.T. and paint skills and the use of recognized repair methods.

BS 10125 (REPLACING PAS 125)

35

Consists of 2 elements: (Continued)

Structural (Steel) – involving replacement and repair of quarter, rear or sill panel(s), welded and bonded parts and severe damage repair. Requiring replacement of structural components such as chassis, Ultra High Strength Steel and Bodyshells. Skill requirements include traditional panel and paint skills, accredited bonding, joining and welding as well as the use of recognized repair methods

BS 10125 (REPLACING PAS 125)

36

ISO 9000 is a series of standards, developed and published by the International Organisation of Standardisation(ISO), that define, establish, and maintain a quality assurance system for manufacturing and service industries.

ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfil.

Over a million organisations worldwide are independently certified, making ISO 9001 one of the most widely used management tools in the world today.

AN INTRODUCTION TO ISO 9001

37

Allows you to become a more consistent competitor in your marketplace

Better quality management helps you meet customer needs

More efficient ways of working will save time, money and resources

Improved operational performance will cut errors and increase profits

Motivate and engage staff with more efficient internal processes

Win more high value customers with better customer service

Broaden business opportunities by demonstrating compliance 

BENEFITS OF ISO 9001 QUALITY MANAGEMENT

38

Documentation requirements

Management responsibility

Management commitment

Customer focus

Quality policy

Planning

Responsibility, authority and communication

Management review

Resource management

Provision of resources

Human resources

Work environment

Product realization

Planning of product realization

Customer-related processes

Design and development

Purchasing

Production and service provision

Control of monitoring and measuring equipment

Measurement, analysis and improvement

Monitoring and measurement

Control of nonconforming product

Analysis of data

Improvement

ELEMENTS OF ISO 9001 QUALITY MANAGEMENT

39

Get commitment and support from senior management.

Engage the whole business with good internal communication.

Compare your existing quality systems with ISO 9001 requirements.

Get customer and supplier feedback on current quality management.

Establish an implementation team to get the best results.

Map out and share roles, responsibilities and timescales.

Adapt the ISO 9001 principles of quality management to your business.

Motivate staff involvement with training and incentives.

Share ISO 9001 knowledge and encourage staff to train as internal auditors.

Regularly review your ISO 9001 system to make sure you are continually improving it.

TOP TIPS FOR IMPLEMENTING ISO 9001

40

Let’s start again in 15 minutes

41

COFFEE BREAK

Bodyshop usually process:

In-Out Reception attentions.

Dismantle and estimating.

Parts management.

Bench rack (measuring and stretching).

Body Repair and replace new parts.

Paint prepare and Masking.

Paint spray and drying.

Assembly and fit.

Polishing and detailing

Other typical process:

Workshop scheduling

Estimating and wait to approval

Dismantle

Re-inspection

Reorder parts, Panel beating

Body Repair, Paint Preparation

Refinish

Assemble

Detail

QC HandoverNot forgetting the customer follow-up all the way through the process.

PROCESSES IN THE BODYSHOP

42

HOW PROCESS IMPACTS ON QUALITY

Quality Assurance Legend

Pre-Inspection CSM

Scheduling Board PM

Process Locator PM

Quality Sign-off QC

Quality Inspection QC

Customer Survey CSM

43

Estimation Reference Chart

KEY DOCUMENTS FOR MANAGING QUALITY

44

Fast Estimating Template

KEY DOCUMENTS FOR MANAGING QUALITY

45

Pre-Inspection Template

KEY DOCUMENTS FOR MANAGING QUALITY

46

Customer Hand Over Procedure

KEY DOCUMENTS FOR MANAGING QUALITY

47

30 Point Quality Inspection

KEY DOCUMENTS FOR MANAGING QUALITY

48

Production Divison Sign-Off 1

KEY DOCUMENTS FOR MANAGING QUALITY

49

Production Divison Sign-Off 2

KEY DOCUMENTS FOR MANAGING QUALITY

50

Customer Satisfaction Dashboard

KEY DOCUMENTS FOR MANAGING QUALITY

51

Customer Satisfaction Survey

KEY DOCUMENTS FOR MANAGING QUALITY

52

Customer Contact Record

KEY DOCUMENTS FOR MANAGING QUALITY

53

Customer Contact Log

KEY DOCUMENTS FOR MANAGING QUALITY

54

Quality Assurance Visual Identification System Key

KEY DOCUMENTS FOR MANAGING QUALITY

55

Quality Assurance Visual Identification System

KEY DOCUMENTS FOR MANAGING QUALITY

56

De-clutter the office 

Establish work “zones” – Workspace, filing area, paperwork in area etc.

Label shelves, files and drawers

Have a good filing system.

Create a WOR folder – ‘Waiting on Response’ folder

Keep a clear and organised desk

Organise your emails

Archive regularly to create space

File daily / weekly.

OFFICE ORGANISATION

57

QUALITY ASSURANCE IS YOUR BUSINESS

58

COURSE SESSION AGENDATopic

Welcome, introductions, agenda and objectives.

What is quality and why is it important.

What impacts on quality in your bodyshop?

What is Poka Yoke?

BS 10125 and PAS 125

ISO 9001

The Bodyshop Process and Documents that Support it.

Summary and Close

59

SESSION OBJECTIVES – QUALITY ASSURANCEUnderstand what is meant by the term ‘quality’

To increase awareness on how quality assurance can benefit your business.

To meet with the GM brand requirements.

To assist you in implementing a Quality Assurance process in the business.

60

QUESTIONS?

61

THANK YOU