Discipline / Competence / Innovation / Transcendence / Sincerity / Harmony

Discipline / Competence / Innovation / Transcendence / Sincerity / Harmony

2 ConfidentialConfidential

Employees - 120 in San Diego Full Service EMS / ODM Company including

Design, Layout, Rapid Proto-Typing, DFM & DFT, RF Technology, Supply Chain Management, Order Fulfillment

AS9100, ISO/TS 16949, ISO 9001 & 13485 Aerospace & Military Customers:


How does your organization select improvement priorities and review progress on improvement initiatives?

How are process owners, master trainers, and strategic champions included in this process?

How are improvement projects and teams selected and given direction?

How is a standard problem-solving model deployed throughout the organization?

How are recognition and sharing of key learning accomplished? How are process improvement ideas solicited, reviewed, approved,

and implemented? How is a high level of workforce participation ensured? How are improvement suggestions recognized? How are suggestions made visible in work areas?


Input:Customers need continually increasing quality, productivity & service value

Output:Customers get continually increasing quality, productivity & service value

What:Strategic Planning

Values

Vision

Mission

Customer Satisfaction

Organizational Review

Measures:Team Performance Metrics

Team Process Improvement Metrics

CI Management Process Improvement

Who:Quality Council

Champions / Process Owners

Subject Matter Experts / Trainers

Customer-focused Teams

Other Supply Chain Members

How: WI 5.6.1.1.01The Quality Council:

Selects strategic improvement prioritiesAssigns team members to improvement projectsProvides teams with direction, guidance & supportReviews improvement project progress

Improvement Teams:Include champions, SMEs, & other members Utilize PDCA problem-solving tools, etc. Make results available to the organizationAre recognized for their contributions

Universal Support Processes:

Business Planning

Corrective &Preventive Action

Document Control

InformationServices

Purchasing

Maintenance

ManagementReview

Continuous Improvement

Staffing

Internal Auditing

Workforce Development

SupportProcesses


HOW: WI 5.6.1.1.01

The Quality Council:Selects strategic improvement prioritiesAssigns team members to improvement projectsProvides teams with direction, guidance & supportReviews improvement project progress

Improvement Teams:Include champions, SMEs, & other members Utilize PDCA problem-solving tools, etc. Make results available to the organizationAre recognized for their contributions


The model of a process-based quality management system shown in Figure 1 illustrates the process linkages presented in clauses 4 to 8. This illustration shows that customers play a significant role in defining requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to customer perception as to whether the organization has met the customer requirements. The model shown in Figure 1 covers all the requirements of this International Standard, but does not show processes at a detailed level.

NOTE In addition, the methodology known as “Plan-Do-Check-Act” (PDCA) can be applied to all processes. PDCA can be briefly described as follows.Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies.Do: implement the processes.Check: monitor and measure processes and product against policies, objectives and requirements for the product and report the results.Act: take actions to continually improve process performance.

Figure 1 — Model of a process-based quality management system

Continual Improvement of the Quality Management System

Customers

Requirements

Managementresponsibility

Measurement, analysis and improvement

Productrealization

ResourceManagement

Customers

Satisfaction

ProductOutputInput

Value-adding activities

Information flow


Customers

Requirements



Productrealization

ResourceManagement

Customers

Satisfaction

ProductOutputInput


Customers

Requirements



Productrealization

ResourceManagement

Customers

Satisfaction

ProductOutputInput


Information flow

AS9100C:2009-01, Page 6 of 33



Customers

Requirements



Productrealization

ResourceManagement

Customers

Satisfaction

ProductOutputInput


Information flow


Customers

Requirements



Productrealization

ResourceManagement

Customers

Satisfaction

ProductOutputInput


Customers

Requirements



Productrealization

ResourceManagement

Customers

Satisfaction

ProductOutputInput


Information flow


WHAT YOU ARE DEEPLY PASSIONATE ABOUT

WHAT YOU CAN BE THE BEST IN THE WORLD AT

WHAT DRIVES YOUR

ECONOMIC ENGINE

The Hedgehog Concept is a simple crystalline concept that flows from deep understanding of three circles:

Jim Collins, 2001 pgs. 95-96


• One particularly useful mechanism for moving the process along is a device that that Collins came to call the Council

• The Council consists of a group of the right people who participate in dialogue and debate guided by the three circles, iteratively and over time, about vital issues and decisions facing the organization– Jim Collins, 2001 pgs. 114-115


ASK QUESTIONS,GUIDED BY THE THREE CIRCLES

EXECUTIVE DECISIONS,

GUIDED BY THE THREE CIRCLES

AUTOPSIES AND ANALYSIS,


DIALOGUE AND DEBATE,


To speed-up the formulation of the Hedgehog Concept, increase the number of times you go around that full cycle in a given period:

Jim Collins, 2001 pg. 114



WHAT DRIVES YOUR

ECONOMIC ENGINE


ProductDesign

Services

ProcessDesign

Services

NewProduct

Introduction

SupplyChain

Management

ManufacturingServices

LogisticServices

After-MarketServices

NextGenerationServices

ProductEngineering

ProcessEngineering

PrototypingConsulting &

PlanningSMT & PCBA

Transport Forwarding

Repair &Warranty

SmartSystems

ProductDevelopment

Design ForManufacturing

Tool & MoldDesign

BOMAnalysis

Plastic InjectionMolding

WarehouseManagement

ReverseLogistics

ValueEngineering

ImplementationService Design For Test

Process Tech.Development

Purchasing BackplanesDistribution

E-commerceReplace

PoolCustomerFeedback

EnvironmentalEngineering

EngineeringDocumentation

AssemblyDocumentation

LogisticsMachining &Enclosures

CustomsClearance

FailureAnalysis

ContinualImprovements

LifecycleEngineering

Info. & Sys.Integration

CablingInformationIntegration

E-waste &Recycle

Design for X

ODMRegulatoryCompliance

BTO/CTOOrder

FulfillmentRMA

Test & QualityAssurance

DocumentationPackaging

Seamless Transfer



WHAT DRIVES YOUR

ECONOMIC ENGINE





Internal Strengths

Internal Weaknesses

External Threats

External Opportunities


Starting Point(Present State)

Destination(Vision – Future

State)

Where are we now? (Present State)

Where are we going? (Future State)

How will we get there? (Plan)

What are the obstacles?

How will CCSD navigate the

road to achieving the vision?

Change-State (Hoshin) planning is the short-term & long-term process used to identify & address critical needs.


Starting Point(Present State)

Destination(Vision – Future State)

Hoshin planning targets the critical few big obstacles (Boulders) on the road. The small obstacles (Small Stones) are handled by operations. A common mistake is to take on too much, dilute energy thereby, and achieve nothing in the end.Use Hoshin to remove

big obstacles (Boulders)

Use Operations to remove small obstacles

(Small Stones) on the road



Alignment before Hoshin Planning

Alignment after Hoshin Planning

Flexibility: As the business environment changes, CCSD

activities change quickly with it

Alignment



Customer-focused Support Teams

•Program Manager

•Mfg. / Quality Eng.

•Test Engineer

•Production Planner

•Value Stream Mgr.

•Purchasing Agent

Customer-Focused Operations Teams

•Cell Leaders

•SMT Operators

•Assembly Operators

•Test Technicians

•Quality Technicians

•Route Runners

CUSTOMERS


Quality Council

Quality Council





Direction

Support


PLAN

DOCHECK

ACT

Define

Measure

Analyze

ImplementImprove?

Control

PLAN

DOCHECK

ACT

Define

Measure

Analyze

ImplementImprove?

Control


1. Each team member silently thinks of and writes down as many ideas as possible in a set period of time (5 to 10 minutes).

2. Each member in turn states aloud one idea. Facilitator records it on the flipchart.

3. Continue around the group until all members pass or for an agreed-upon length of time.

4. Discuss each idea in turn.

5. Prioritize the ideas using multi-voting or list reduction.

6. Come to consensus on the team’s top seven collective ideas.

7. Assign team members to the ideas along with completion times.

8. Track assignments through to completion or revision.

9. Recognize and reward team members for their contributions.


• Suggestions are reviewed as part of regular team meetings

• A3 Storyboards are used to provide a history of improvement milestones

• Progress toward implementation is tracked through each team’s responsibility matrix

• Awards are passed down through the teams beginning with the champion


Kenny Heifner

CQO & Senior NPI Executive

Cal-Comp Electronics (USA Operations)

[email protected] Waples Street

San Diego, CA 92121, U.S.A.858.587.6960 (office) 858.731.6611 (cell)

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