Jidoka for Quality Improvement

Lean en France, 20 May 2011

Yves Mérel, FCI Group Lean Director

2Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

FCI background and profile

Creation in 1988 by Framatome for diversification outside nuclear field

20+ acquisitions and 20+ years later, FCI is one of the largest 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

3Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

A variety of solutions and products

Microconnections connectors

Motorized Vehicle connectors

Electronic connectors

4Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

24 manufacturing sites and 14 R&D centers

Europe7 manufacturing sites

1 Corporate Research Center6 R&D centers

Americas5 manufacturing sites

2 R&D centers

Asia12 manufacturing sites

6 R&D centers

5Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

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

6Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Continuous Improvement on Quality

7Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Customers Quality Feedback

We discover our actions impact 3 months later

8Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Quality Improvement Tools

Complaint 8D and Quality WallIn 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 Review and Quality WorkshopReview daily every red bin, to solve quickly many stupid defects

Workshop to test root cause hypotheses on most complex problems

Go 1st Part and 1st Defect StopBefore 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

9Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Quarterly 8D audit of shop floor evidencesD1: Team

Cross-functional including operators

D2: ProblemDefective 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 causesQuality workshop to analyze several causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce defect

D5: Corrective actionsRobust actions (poka yoke) implemented on time

D6: EffectivenessActions correctly implemented and measurable impact

D7: PreventionRisk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine...

Applicable on similar product and process

D8: ClosingBy management based on shop floor evidences

10Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

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8D benchmark

From 52% to 87% of rigor definitively fixes many

problems and develops customers confidence

11Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Quality Wall

Visible and Standardized Inspections

12Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

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2009 Inspection / Direct 2010 Inspection / Direct

22% DL inspecting with 3% in Quality Walls

Overall less inspections (+233 quality wall -441 random)

Less people, but better controlled inspection

13Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

The Red Bin is a tool: by looking into it, we see lots of simple and stupid problems easy to fix quickly

Red Bin Review and Quality Workshop

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

Typical internal defects Pareto

14Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Go 1st Part working standard checklist

Operator To check at each batch and each shift start

Workstation is clean and everything is located as defined

Listed Poka Yoke and Safety devices are checked

Equipment settings are within tolerances and cycle time is at standard

Maintenance has been done as scheduled

Operator is qualified to the job

First part is conform

GO FIRST PARTDate : Time : Reference :

15Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

1st Defect Stop with on line detections

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16Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

OEE follow up

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OEE follow up

PPM follow up

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PPM follow up

First defect stop and

red bin review

implementation on

Machine 57

PPM before: 14 800

PPM after: 7 100

OEE before: 77 %

OEE after: 78 %

Epernon factory example

17Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

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

Epernon factory example

18Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

Besancon factory example

Video on

1st Defect Stop and

Red Bin Review

19Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

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

20Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement

150 to 40 complaints/month within 3 years

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8D - Quality Wall - Red Bin - Workshop - Go 1st Part - 1st Defect Stop