Driving Towards a Zero Defects...

Driving Towards a Zero Defects Culture

Gary L. West Executive Director Global Supplier Quality & Development

Gary West Introduction

Director of Manufacturing & Product Engineering GM Egypt

Vice President of Quality GM Korea

Managing Director GM Uzbekistan

Director of Manufacturing SGMW/GM China

Vehicle Plant Manager GM Mexico Ramos Arizpe

Plant Manager Detroit Hamtramck Brownstown Battery Assembly Plant

Executive Director Global Supplier Quality & Development

Pittsburgh Pennsylvania

Detroit Michigan Pontiac Truck Group Indianapolis Metal Fab

Janesville Assembly Plant Wisconsin

Agenda

Defect Free Vision Implications of not achieving 100%

GMs Defect Free Strategy Systems Engineering Quality Chain Component Readiness Valves (CRVs)

Closing Where to from here?

Pressure Relief Valve

Water Heaters?

No Tolerance for Downtime

Many Similarities to Automotive Industry

Almost any part of a vehicle is either directly or indirectly affected by Product Safety

Many Similarities to Automotive Industry

Global Regulations are more & more complex and challenging

Todays Environment Requirements Rich

CCC

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwi6h83J0dbUAhWEMz4KHdjCBXUQjRwIBw&url=https://www.marklines.com/en/ece/GRWorkingDoc_manual&psig=AFQjCNHRXPKN9EWpVKAImJsy75gAgNYXAA&ust=1498399009741378

Vehicles are more connected, more technically sophisticated and more complex, driven by higher degrees

of system integration and interdependence.

Todays Environment Vehicle Sophistication

120 Million

F-22 Fighter Jet Cadillac CT6

Complexity

How Many Lines of Software Code Do These Products Have?

2 Million

Zero Defect Mentality

A Zero Defect Mentality is not a quest for perfection, but a new way of thinking about defects that allows organizations to move from Treating Symptoms to Solving Systemic Issues.

When your Goal is Zero Defects it sets a standard against which all your processes can be assessed. Its about continually striving to work better and not being satisfied with the status quo.

Zero Defect Mentality

In the book "Success through Quality", the author estimates that Cost Of Poor Quality for an average company is about 20% of sales

Success Through Quality

1% - 5% for companies who have achieved "six sigma" 15%-25% 25% to 40%

6

4 3

Number of Good Parts Per Sigma Level

Average Cost Factors

$0.00$200.00$400.00$600.00$800.00

$1,000.00$1,200.00$1,400.00$1,600.00$1,800.00$2,000.00

Requirements Design Development Test Operations

Average Cost Factors

Requirements 1X Design 3X- 4X Development 13X 16X Test 61X 78X Operations 157X 186X

Cost of Poor Quality

$10.00 $40.00 $160.00

$780.00

$1,860.00

15%-25%

4

Cost of Poor Quality

A 20% Cost Of Poor Quality (COPQ) implied

that during one day of each five-day workweek,

the entire company spent its time and effort

making scrap

GM Confidential

Many Mature Engineering & Quality Tools & Processes

The Billion Dollar Question

Yet defects still get through ?

Why ? Systems Engineering

A Significant Part of the Answer

Silos - Insufficient Connectivity & Collaboration Silo Mentality

A mind-set present in some companies when certain departments or sectors do not wish to share information with others in the same company.

A Significant Part of the Answer

The Many Dimensions of Silos

Body Electrical

Across Systems

Processes Engineering

Mechanical Engineering

Across Functions

Subsystem System Vehicle

Across Vehicle Features/Functions to Systems to Components

Component

Defect Elimination relies on Deep Understanding and Collaboration at the Connections; across Tools, Functions, Systems, & Organizations

DFMEA PFMEA

Across Tools

OEM Tier-1

Across Supply Chain & Orgs

Tier-2

Commitment to Learning

Continuous improvement requires a commitment to learning.

In the absence of learning, companies - and individuals - simply repeat old

practices. Change remains cosmetic, and

improvements are either accidental or short-lived.

Many Mature Engineering & Quality Tools & Processes

The Billion Dollar Question

Yet defects still get through ?

Systems Engineering

Without well understood connection, collaboration

and joint ownership.

What are we going to do different?

GM Confiden

Systems Engineering Connecting vehicle functions to

subsystems and components

Quality Chain Connecting Functional Departments, Quality Tools & Organizations, along the Vehicle Development Process

Component Readiness Valves (CRVs) Multi-Functional check-in to assess rigor and status at key milestones

Our Approach to Enhance Connections/Collaboration

CONNECTIVITY ACROSS THE QUALITY TOOLS & FUNCTIONS (Including Suppliers) IS KEY

The Systems Engineering perspective is based on systems thinking focused on an awareness of wholes and how the parts within those wholes interrelate, when a system is considered as a combination of system elements. It is an enterprise process through the Vehicle Development Process Expect that activities and deliverables must change across Product Development Systems thinking for all!

FORWARD LOOKING VISION FOR GM SYSTEMS ENGINEERING

Systems Engineering is a method, not an organization

Vehicle Program Vehicle Level Hazards

Inadequate/delayed or loss of vehicle deceleration including

malfunctions within the regenerative braking feature Unintended acceleration Unintended longitudinal motion; unintended vehicle motion

(rollaway) Loss of airbag deployment, unintended airbag deployment or

occupant crash protection degradation Unintended release of thermal energy causing burns or fire Unintended travel In the wrong direction, unintended

propulsion flow Unintended or loss of lateral motion (includes locked

steering) Unintended deceleration Access to rotating components Unintended opening of vehicle doors Loss or degradation of vehicle conspicuity or roadway

illumination Unintended exposure to high voltage energy system (shock) Unintended exposure to toxic / flammable chemicals

(gas/liquid) Unintended access to sharp objects Windshield visibility loss or degradation Loss of acceleration; loss of propulsion Loss or degradation of steering or steering assist Unintended activation of vehicle closures or windows Impeding driver operability of the vehicle

SYSTEM AND COMPONENT REQUIREMENTS LINKED TO VEHICLE LEVEL HAZARDS

Safety Systems: Seat/Side Airbag System Passive Restraint System Sensing System Vehicle Structure System etc . . .

Occupant Protection Features: Front Impact Side Impact Rear Impact Rollover

Component & Subsystems Sub-System

Seat Structure

SIAB

Safety Belts

Wiring

Controls

Fasteners

Cables

Components Frame Adjusters Tracks Recliner Fasteners etc...

Cushion Inflator Rip Seam etc

Retractor Load Limiter Buckle etc

Critically Linked through The Quality Chain

Systems Engineering

Seat/Side Airbag System

Side Impact

Loss of airbag deployment, unintended airbag deployment or occupant crash

protection degradation

DSI PPV SORP PFI

Vehicle level hazards assessed and mitigated through requirement definition and roll down.

Product Validation Testing

Process / Tool Design & Control Plan

Process / Tool Validation

Part Certification, PPAP

Lessons Learned

Program Initiation Start of Production

Product & Process Validation Design Initiation

Vehicle Level Hazards & System Safety Assessment

Validation of Product and Manufacturing Process Designs

for Production

Production Design Development and Assessment (Product & Process)

Requirements Flowdown and Balancing, and Standard Work

Design Solution Development Design & Process Failure Mode Effect

Analysis Design Confirmation: Virtual Analysis,

Component & Subsystem Physical Validation (Proto Tooled)

Interface Control Definition Manufacturing Process Control

Designators

Design Solution Development

Physical Testing

DFMEA Process Failure Mode & Effects Analysis

Interface Controls

Process Control Designators

Virtual Analysis Feature Level

System Level

Sub-System Component

Production Validation: Component, System & Vehicle Level; Production Tooled.

Mfg Process & Tool Validation Supplier Part Certification, PPAP Capture Lessons Learned

DEFECT FREE

Interface Control Baseline

Design FMEA Baseline

Process FMEA Baseline

Process Control Plan

KCDS Baseline

Baseline Quality Chain Documents

Lessons Learned

Key Characteristic Designation System

Failure Mode & Effects Analysis


Design Failure Mode & Effects Analysis

Production Part Approval Process

What is Quality Chain? Quality Chain Framework

DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned






Establish Requirements Standardized Work (Spec. Templates) Definition for Actual Program or Part Rolldown

Quality Chain Framework

DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned






What is Quality Chain?

Baseline Quality Chain Elements Standardized Work for our Proactive Quality Work in Engineering


DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned







Design of Product and Process for the Vehicle Program

Developing the Design Confirming the Design

Analysis Testing


DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned







Product and Process Validation Confirmation That Production Methods, Tools and Systems

Meet Requirements


DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned







Not just what has to happen, but also WHEN it has to happen!


DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned






What is Quality Chain? Quality Chain Framework

DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned







Lessons Learned used to improve standard

work, preventing errors and saving work next time


DSI PPV SORP PFI






Lessons Learned





for Production







Designators


Physical Testing


Interface Controls



System Level




DEFECT FREE





KCDS Baseline


Lessons Learned







MORE time and money saved -

PAY POINT


Water Heater Quality Chain Connectivity Example

System Level Hazard: Uncontrolled Release of Pressure (Explosion)

Pressure Relief Valve Design Failure Analysis

System

Sub System

Component

Process Failure Analysis

Pressure relief valve does not function correctly

Subsystem & Component

Process Control

Fixture alignment and functional check prior

to part release from station

Process Confirmation

Process Control Plan established Operator work

instructions

CONNECTIVITY ACROSS ALL QUALITY TOOLS & FUNCTIONS IS KEY

Component Readiness Valves (CRV) are cross-functional Product Development Team health assessments of deliverables at various program milestones. CRV concept was based on two standardized processes: SRVs (Supplier Readiness Valve) and PQRRs (Program Quality Readiness Review)

CRV reviews are not a time for defect discovery!

o SRV is a cross-functional event led by Supplier Quality Engineer during launch assessing risk in

component design, validation, and production o PQRR is a cross-functional event led by the Program Quality Manager spanning the vehicle

development cycle to assess risk in vehicle design, validation, production o CRV combines the component assessment from SRV with spanning the Vehicle Development Process

from the PQRR

Component Readiness Valves (CRVs)

CRV Leadership Visibility

Red and Yellow issues from completed CRV

assessments are escalated by functional owner

through the applicable forums

Leadership Message: Significant need for a Defect Free Culture at GM

GM has implemented 3 new approaches: Systems Engineering Quality Chain Component Readiness Valves

Engineering Leadership is required to Effect This Change ! o Commit, Own and Drive Defect Free

Key Takeaways

Driving the Future

Customers are Demanding Zero Defects.

Product quality has to be at the highest level ever. Being Good enough is no longer good enough.

On average in our Automotive industry for every vehicle sold there was one vehicle recalled for potential safety defect.

Requirements / Standards

IATF 16949:2016

Automotive Quality Management

AS9100

Requirements for Aviation, Space and

Defense Organizations Quality Management

Systems

Driving the Future

Some of our tools we are using to help us manage quality (SPC / Control Charts) depend upon three factors to ensure high quality 1. Long Production Runs

2. Capable Processes the future can only be predicted if the past is repeatable consistent

3. Common Cause Variation Process variation is caused by normal phenomena and can be statically predicted.

Times have changed; Todays customers want their products unique and personalized which results in a seemingly endless combination of component and options

Because manufacturing is more complex today we have developed tools to address this challenge

Six Sigma Methodologies Lean Manufacturing Lean Six Sigma

Although these tools are successful, their use results in even more

complexity. We now require highly skilled people to understand these tools and implement them in our

plants.

Driving the Future

Guiding principles based operating systems

Relentless elimination of all waste

Creation of process flow and demand pull

Resource optimization Simple and visual

LEAN SIX SIGMA Focus on voice of the

customer Data and fact based

decision making Variation reduction to

near perfection levels Analytical and

statistical rigor

Strength: Efficiency Strength: Effectiveness EXTREMELY POWERFUL COMBINATION

A Better Approach.

A Better Approach. Having quality built in every step that is required to build each part, and then put controls in place to ensure all process are completed successfully. By understanding the roadmap (Quality Chain) that each part needs to follow, and where each part is on the roadmap at all time, simplifies mistake proofing and problem solving.

A Better Approach.

1. Someone can provide you with directions

2. You could print out a map and follow those directions to the best of your ability

Consider the Analogy of Driving to a Destination.

or you can use a GPS. 3. Punch in the destination and the GPS will get you there turn by turn.

A Better Approach.

If you make a wrong turn

A Better Approach.

If you make a wrong turn The GPS immediately recalculates the correct route and gets you back on track.

A Better Approach.

If you make a wrong turn The GPS immediately recalculates the correct route and gets you back on track. The great thing about GPS is that it requires very little technical ability to get to your destination EVERY TIME !

A Better Approach.

By managing every individual part through the entire value stream, you can build in quality at every step.

A Better Approach.

By managing every individual part through the entire value stream, you can build in quality at every step. Like the GPS, a built in quality system knows the required manufacturing roadmap and will immediately see a special cause when it occurs and when a wrong turn is made

A Better Approach.

By managing every individual part through the entire value stream, you can build in quality at every step. Like the GPS, a built in quality system knows the required manufacturing roadmap and will immediately see a special cause when it occurs and when a wrong turn is made The system immediately triggers predefined containment, notifications, and corrective actions to minimize waste and maximize quality

A Better Approach.

Impossible Thinking

So perhaps the question,

IF something can be done?, should be replaced with,

WHEN can it be done?. In other words, anything is possible, its

just a matter of when will the impossible become possible.

Just think of a few things that were considered to be impossible just a few years ago, yet they exist today.

Impossible Thinking

Preventing Defects

Fixing Defects

As we Implement Quality Chain Methodology and Strengthen our Standard work

PFI SORP Which side of the Defect Free scale are you & your team focused on?

What Has Our Focus Been?

CONNECTIVITY ACROSS THE

QUALITY TOOLS & FUNCTIONS

(Including Suppliers) IS KEY

Wrap-up / Q&A

Slide Number 1Gary West IntroductionSlide Number 3AgendaSlide Number 5Slide Number 6Slide Number 7Todays Environment Requirements RichSlide Number 9Slide Number 10Zero Defect MentalityZero Defect MentalitySlide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 17Slide Number 18Slide Number 19Slide Number 20Slide Number 21Slide Number 22Slide Number 23Slide Number 24Slide Number 25Slide Number 26What is Quality Chain?Slide Number 28What is Quality Chain?What is Quality Chain?What is Quality Chain?What is Quality Chain?What is Quality Chain?What is Quality Chain?What is Quality Chain?Slide Number 36Slide Number 37Slide Number 38Slide Number 39Slide Number 40Key TakeawaysSlide Number 42Driving the FutureRequirements / StandardsDriving the FutureSlide Number 46A Better Approach. A Better Approach. A Better Approach. A Better Approach. A Better Approach. A Better Approach. A Better Approach. A Better Approach. A Better Approach. A Better Approach. Impossible ThinkingSlide Number 58Wrap-up / Q&A

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