Timken PSC Supplier Conference 11/5/08Quality Management Systems
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Timken PSC Supplier Quality System Expectations
Timken PSC suppliers are required to be:– ISO 9001 registered (all suppliers) – Working towards compliance / certification to TS
16949 (Automotive suppliers) Corporate wide initiative to implement Timken Quality
Management System (TQMS) at plants, key suppliers, and applicable support functions
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Why TQMS?
Expected Benefits of TQMS– Reduction in cost of poor quality by implementing
robust control processes and eliminating defects– Promotes proactive approach to quality control and
improvement– Provides closed loop system using processes
supporting Plan, Do, Check, Act model– Promotes communication and quality awareness
throughout the organization– Enhances existing Quality System components
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Defining the TQMS Pyramid
Foundational Modules
Proactive Review for CI / Preventive Action
Sharing Information
Process Standardization
Quality Signals
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TQMS and the Plan, Do, Check, Act Model (PDCA)
Plan
•VOC•Flawless Launch•New Process Launch•Management of Change
Do/Check
•Standard Work/Training•Process Control•Supplier Management•Materials Certification•Error Proofing Verification•C.A.R.E. / Verification Stations•Control of Non Conforming Material•Layered Process Audits •Outgoing Quality Audits
•GQTS (System for Managing Internal / External Quality Concerns)•Fast Response•Problem Solving•Lessons Learned•RPN Reduction•Quality Certification
Act
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TQMS High Level Project Plan for Timken PSC Suppliers
TQMS High Level Project Plan
Timken PSC suppliers are encouraged to work with designated SQA’s to implement applicable TQMS processes:
1st Step (March 2008): Identified 2008 modules and PSC Suppliers 2nd Step (May 2008 – November 2008): Overview and gap analysis for selected modules 3rd Step: (November 2008 – June 2009): Action Plans to address gaps, develop documents, train associates, implement processes, etc. 4th Step: (December 2008 – December 2009) Monitor 2008 modules and identify / implement process for 2009 targeted modules5th Step: (2010 - ) Monitor 2008 – 2009 modules and implement remaining processes
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TQMS Gap Analysis Worksheet Gap Analysis tool includes evaluation of specific elements in 20 TQMS Categories Element 5: Fast Response Gap Analysis Example – Assessment of Who, Where, When, Content, How, and Mechanics of Fast Response
Who
Content
Where and When
Mechanics of Fast
Response
How
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Gap Analysis Document for PSC Suppliers includes evaluation of 290 items in 20 TQMS Categories Fast Response Gap Analysis Document Example (Element 5)
TQMS Gap Analysis Worksheet (Continued)
Example of TQMS Module 5
Fast Response Process Overview for Manufacturing Facilities
(Based on Timken Bearing Plant Example)
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Fast Response Process - Intent
Review issues on a 24 hour cadence Engage process owners and support resources Identify and address issues internally before they
become unmanageable or customer complaints Communicate performance (relative to key
metrics) Track issues to closure Promote lessons learned
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Minimum Requirements - Fast Response Meeting Attendees
FastResponseMeeting
Owned by top management Championed by plant manager, facilitated by
quality manager Top management from functional areas attends
daily meetingThe designated participants must have backups to attend in their absence
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Minimum Requirements – Fast Response Meeting Location, Visibility, Timing
FastResponseMeeting
Designated meeting place Process, information, and status visible to
plant associates Meeting starts and ends on time Meeting rarely exceeds 15 minutes for
quality topics and 30 minutes for entire agenda (Timken Bearing Plant Example)
Avoid “scope creep” by adhering to planned agenda
Meeting performed on a 24 hour frequency
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Minimum Requirements – Meeting Location,Visibility / Timing
FastResponseMeeting
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Example of Fast Response Topics Discussed at a Timken Bearing Plant
IssuesTracking
ProductionPerformance(OEE, DT)
LayeredProcessAudits
ErrorProofing
Verification QualityGates
Hold CageMovements
CAREContainment
StatusTQMSA
SupplierQualityIssues
CustomerQualityIssues
SafetyIssues
FastResponseMeeting
LessonsLearned
GQTSPFMEAAPQP
•Start
15 Minutes
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Fast Response Process – Flow Chart (Timken Bearing Plant Example)
Fast Response Process
OA
Prod
uctio
nAs
soci
ates
Prod
uctio
nM
anag
ers
Engi
neer
ing
Supp
ly C
hain
Man
agem
ent
Qua
lity
Performand Turn in
LPAs
EstablishAgenda
FacilitateMeetingAgenda
RetrieveCARE Data
Record/Update Scrap
Information
Record OtherProductionInformation
(e.g., Downtime)
Report Outon Production
Information
RetrieveLPAs
Record ErrorProof Verification
Violations
Record/UpdateQuality Gate
Information (Notetripped alarm limits)
Attend FastResponse
Meeting andReport Out
asAppropriate
EnterInformation
onto TrackingMatrix
AddressAssignedIssues onTrackingMeeting
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Minimum Requirements – Quality Elements Content (Timken Bearing Plant Example)
All external complaints and concerns
CUSTOMER ACCEPTANCE REVIEW & EVALUATION (CARE)
Review CARE Station Results (Enhanced Containment Activities)
Review of all error proofing verifications non-conformances reported and tracked
CustomerQualityIssues
CAREContainment
StatusTQMSA
Error ProofVerifications
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Review “high risk” LPA findings
Review repetitive “standard risk” LPA findings
Significant daily scrap events exceeding a defined limit
QualityGates
LayeredProcessAudits
Minimum Requirements – Quality Elements Content (Timken Bearing Plant Example)
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Established and posted standard work (Agenda) Established and posted entrance and exit criteria
(Standard Fast Response Tracking Matrix)
Minimum Requirements – Meeting Structure (Timken Bearing Plant Example)
FastResponseMeeting
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Covers minimum requirements
Facilitates cadence of meeting
Focus on planned agenda keeps meeting brief
Meeting is for status monitoring, providing communication, and assigning action items – not problem solving!
Follow up meetings should be schedule as required
Minimum Requirements – Meeting Agenda (Timken Bearing Plant Example)
FastResponseMeeting
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Minimum report on issues is a 3D (containment, root cause, corrective action)
Issue owner reports on containment within 24 hours, next report out within 5 days for internal issues, and daily for external concerns
Status updates and exit criteria reviewed Fast Response is not for problem solving. Schedule
follow up meetings as required!
IssuesTracking
Fast Response Report Out and Tracking (Timken Bearing Plant Example)
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Tracking Matrix (Timken Bearing Plant Example)Issues
Tracking
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Tracking Matrix (Timken PSC Supplier Quality Example)Issues
Tracking
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Impact of Fast Response Process
Increases awareness through organization Enables the team to work on issues using a
standard methodology Faster communication and resolution of
issues Same information and expectations shared
with all members of team (consistent message)
Reduced rate of customer complaints Improved customer satisfaction
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Fast Response Key Learning Points
Fast response process becomes part of the culture, and not just another meeting
Process will not survive without management support at all levels of the organization
Fast response is about applying systematic tools to identify, monitor, and resolve issues before they become larger, or result in a customer complaint
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Open Discussion / Questions?
Fast Response Process
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FOUNDATION for EXCELLENCE
TQMS
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LunchLunch
Please submit any questions you may have at the registration table using index cards provided
Please submit any questions you may have at the registration table using index cards provided