Briefing Name - 1 Pending Approval for Public Release DAL201201010

Stephen Arms

3/20/2012

CQSDI Presentation

USING TECHNOLOGY

as a

MULTIPLIER

USING TECHNOLOGY as a MULTIPLIER - 1 Approved for Public Release DAL201201010

USING TECHNOLOGY as a MULTIPLIER - 2 Approved for Public Release DAL201201010

USING TECHNOLOGY as a MULTIPLIER

• Quality Drives Business Performance????

• Nonconformance (problem reports) are lost past opportunities

– Corrective Actions are investment in future opportunities

• Need to be timely

• Be data driven

• Have ROI

• How Technology is being used to Identify the right problem

– What problems have been fixed

– What are the largest $$$ problems that needs to be fixed

– What are the correct resources to fix the problem

– What is the cost impact of the problem

– Then address the Whys and How of the “Best Problem(s)”

• Leadership should focus on Chronic issues

– Shop Floor Teams resolve Sporadic issues

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Bringing “IT” All Together

Common Business Challenge:

Multiple Quality applications are developed and maintained to satisfy the

specific business needs of your company. Many times these applications are

not integrated with the company’s core business system and are frequently

developed on different technology platforms with separate reporting support.

Business System Integration not only

reduces the effort required to collect

business systems data, but also can

combine information to create synergy

between systems and reduce the amount

of reporting support required.

By creating a reporting solution that

integrates systems for the end user, team

members can now refocus time normally

spent on collecting and analyzing data to

implementing corrective and preventative

actions.

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The Right People, Right Place, and Right Time

Common Practice:

Track aging trends of nonconformance

documents and apply additional Quality

resources to problem areas

Potential Issue with Approach:

The Quality representatives alone are the

wrong team members to work the issues

Integrated Business System Solution:

The integration with existing action item

tools, corrective action board meetings,

and final drill through to the lowest level

system documents allows team members

to focus efforts efficiently

USING TECHNOLOGY as a MULTIPLIER - 5 Approved for Public Release DAL201201010

Focus on the “Right” Issues

Common Practice:

Track Pareto of nonconformance cause

codes to determine where to focus

corrective action plans to have the largest

return on investment

Potential Issue with Approach:

The causes identified may have already

had effective corrective action plans

implemented to eliminate future issues

Integrated Business System Solution:

By bringing in manufacturing data you

can determine if the part has been built

recently to determine if the applied

corrective actions have been effective.

Also, by integrating financial information

related to each defect you can see what

causes will yield the best return on

investment

1

2 3

1 3

2

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Smarter Engineering

Common Practice:

Engineering change requests are rejected due to the significant costs

associated with design changes

Potential Issue with Approach:

The Quality group remains responsible for the nonconformance processing

effort for the life of the product

Integrated Business System Solution:

By integrating financial and production

information with engineering or

customer disposition trends, it becomes

easy to determine what engineering

changes are cost prohibitive and which

changes are a good investment

Low Risk items because

they are lower cost and

show low frequency of

occurrence

Watch items because

they are higher cost or

are showing signs that

the preventative actions

might not be effective

TAKE ACTION –This

item is causing

significant cost to the

business and is still

occurring

USING TECHNOLOGY as a MULTIPLIER - 7 Approved for Public Release DAL201201010

Finding Hidden Manufacturing Costs

Common Practice:

Pareto part numbers by the cost in a bill of materials or production line, and

create teams to find cost savings opportunities

Potential Issue with Approach:

The majority of the cost associated with a

part is generally related to the material

content. The teams will have to

determine what percent of the part cost is

related to touch labor before they can

begin addressing manufacturing

opportunities

Integrated Business System Solution:

By integrating production order records

with finance and quality data we can

focus the team on “low hanging fruit”

issues as an initial cost reduction effort.

Most parts can incur minor rework (paint

touch-up, fastener tightening, etc.) during

the normal production processes.

Processes with a high frequency of minor

rework recurrence are opportunities for

improvement. Better tooling, better work

instructions, better training!

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• Use Technology answer the “easy” QE questions

– Spend $$ on Whys’ and How to fix

• Most and Multiple system platforms data can be

integrated for analysis through data warehouses

• Anticipate the “What” questions, Keep it simple-

1 click apps with Web based interfaces

• Stand back