Jidoka for Quality Improvement

Lean en France, 20 May 2011

Yves Mérel, FCI Group Lean Director

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

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

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

A variety of solutions and products

Electronic connectors

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

Microconnections connectors

Motorized Vehicle connectors

24 manufacturing sites and 14 R&D centers

Europe7 manufacturing sites

1 Corporate Research Center6 R&D centers

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

Americas5 manufacturing sites

2 R&D centers

Asia12 manufacturing sites

6 R&D centers

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

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

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

Continuous Improvement on Quality

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

Customers Quality Feedback

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

We discover our actions impact 3 months later

Quality Improvement Tools

Complaint 8D and Quality Wall

In 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 Workshop

Review daily every red bin, to solve quickly many stupid defects

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

Review 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 Stop

Before 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

Quarterly 8D audit of shop floor evidences

D1: Team

Cross-functional including operators

D2: Problem

Defective 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 causes

Quality workshop to analyze several causes from “man, machine, material, method,

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

Quality workshop to analyze several causes from “man, machine, material, method,

environment” through 5 Why and test of hypothesis to reproduce defect

D5: Corrective actions

Robust actions (poka yoke) implemented on time

D6: Effectiveness

Actions correctly implemented and measurable impact

D7: Prevention

Risk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine...

Applicable on similar product and process

D8: Closing

By management based on shop floor evidences

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First audit Last audit

From 52% to 87% of rigor definitively fixes many problems and develops customers confidence

Quality Wall

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

Visible and Standardized Inspections

15%

20%

25%

30%

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55%

22% DL inspecting with 3% in Quality Walls

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

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

Less people, but better controlled inspection

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

Lots of Internal PPM: Quality Workshop

Typical internal defects Pareto

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

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 Complaints: Red Bin Review

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

GO FIRST PARTDate : Time : Reference :

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

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

1st Defect Stop with on line detections

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OEE follow up

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Week 39 Week 40 Week 41 Week 42 Week 43 Week 44 Week 45 Week 46

OEE follow upFirst defect stop and red bin review

OEE before: 77 %

OEE after: 78 %

Epernon factory example

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

PPM follow up

0

2000

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6000

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Week 39 Week 40 Week 41 Week 42 Week 43 Week 44 Week 45 Week 46

PPM follow up

and red bin review implementation on Machine 57

PPM before: 14 800

PPM after: 7 100

Main difficulties:

Needs of resources to quickly implement the corrective actions

Cannot be done on bottleneck machines since temporarily

reducing the output

Organization modifications:

Epernon factory example

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

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

Besancon factory example

Video on

1st Defect Stop and

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

1st Defect Stop and

Red Bin Review

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

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

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

150 to 40 complaints/month within 3 years

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

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Group 6MRA Group actual

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