10/19/2011Richard A. Schinas

General MotorsPowertrainQuality Operations Mgr.

Develop a problem solving tool that will address and draw in all elements of a quality system to ensure permanent corrective action is achievedis achieved.

Develop a methodology that will take Develop a methodology that will take corrective action learnings and communicate all process/product corrections within a given organization.

In 2001 the Tonawanda Engine Plant wrote over 1600 corrective action requests for Supplier Part Issues many of these were repeat or like occurrencesrepeat or like occurrences.

In 2010 we wrote 250 One of the reasons In 2010 we wrote 250 One of the reasons for this improvement is our topic for today.

We start where all solutions must start:

HOUSTON WE HAVEHOUSTON, WE HAVE A PROBLEMA PROBLEM

Apollo 13Apollo 13

This is the key to success if you do this i tl th bl ill tincorrectly the problem will return.

Spend the time necessary to ensure you are Spend the time necessary to ensure you are working the correct and complete problem

This description then begins your 5-why journey to a solution.

Use the data at hand to confirm your description (pareto charts, tick sheets, etc).

Excellent technique to get from symptom to t l tactual root cause.

Anyone can do it but a cross-functional team Anyone can do it but a cross functional team works best.

You dont need to get to the 5th WHY to solve most problems.

Weakness Identifies 1 root cause there may be others.

So we identified a root cause of why the problem occurred are we done?

Test root cause to ensure it is a root cause can you turn the problem on or off.

Compare root cause to problem description does it make sense that it solves the does it make sense that it solves the

problem.

In essence, We didnt Drill Deep Enough

50% of GM supplier issues are50% of GM supplier issues are due to the supplier identifying

f ha nonconformance has occurred internally and then ynot taking the proper actions during their containmentduring their containment opportunity.

What will the quality system do toWhat will the quality system do to protect the customer at 3AM when

leadership is sleeping??leadership is sleeping??

If a reaction plan exists, will they follow itIf a reaction plan exists, will they follow it when no ones looking?

This is why we then added a d

y2nd 5 why so we can then split the analysis into the fp y

following: Why did the manufacturing system

hi f il dnot prevent this failure mode. Why did the quality system not protect the customer from thisprotect the customer from this failure mode.

What if the quality system didnt know thatWhat if the quality system didn t know that it had to protect for this failure in the first

place how can this happen???

25% of GM supplier issues are due to failure modes that are not completely identifiednot completely identified during FMEA generation and th f t l itherefore no controls are in place to prevent, error proof p p , por detect.

A 3 x 5 why is required so we y qcan split the analysis into the 3 main components:p Why did the manufacturing system not prevent this failure mode.

Why did the quality system not protect the customer from this failure mode.Wh did the planning s stem not Why did the planning system not predict this failure mode.

Drill Deep ensures we reviewDrill Deep ensures we review and address all of the following Quality Entitites:following Quality Entitites: Quality AssuranceQuality ControlQuality PlanningQuality Planning

The key tennets of Drill Deep:y p Manufacturing System Prevention, Error Proofing and Standardized gWork.

Quality System Control Plan forQuality System Control Plan for Detection.

Quality Planning FMEA for failure Quality Planning FMEA for failure mode identification and control.

FMEA (DFMEA/PFMEA) Failure Modes are missed The time is not taken to

do FMEAs correctly often it is the quality manager fulfilling a requirement rather than a cross g qfunctional team including operators who run that equipment every day.

Scoring is inadequate in some cases driven from Scoring is inadequate in some cases driven from the customer to be an inaccurate reflection of risk.

Protection is inadequate risk identifies higher l l f b d dlevel of protection but management decides to protect at a less extensive level.

Supplier of Crimped Nuts to Tonawanda Mixed Parts The one page FMEA. The cost in controlled shipping 30K/Week for a The cost in controlled shipping 30K/Week for a

minimum of 4 weeks.

The piece price

Control Plan Missing Items Not all failure modes accounted for

in control plans.

Inadequate Controls Protection elements do not guard sufficiently against pass-thru.

Reaction Plans Inadequate/Missing/Not Understood The biggest issue does everyone know what to do when a nonconforming part shows up at their workstation???

Manufacturing Systems Error Proofing

Do they exist? Are they checked good and bad masters?Are they checked good and bad masters? How often are they checked?

St d di d W k Standardized Work Do they reflect correct build? Do they have PQS items clearly identified? y y

Supplier of Cylinder Heads Blocked oil passage

Incorrect Setup No Job Instructions to Setup for Manufacturing (1AM).No Job Instructions to Setup for Manufacturing (1AM). No 1st Piece inspection after tool change (2 AM). Final Inspection Missed it (100% checked) (4AM). Identified 6 hours later improper containment (7 AM)Identified 6 hours later improper containment (7 AM). 17 Engines scrapped at GM vehicle plant various

containment activities at engine/vehicle plants. Supplier Cost 85K for engines lost 30K/week for 4 Supplier Cost 85K for engines lost, 30K/week for 4

months until system was accepted to address.

Lessons Learned how do we ensure everyone in the supplier organization takes these lessons and utilizes them in their processin their process.

Its not j st abo t like parts or Its not just about like parts or processes as you can see system issues can affect any parts andissues can affect any parts and processes in similar fashion.

Institutionalizing Our System LearningsInstitutionalizing Our System Learnings

ConceptConcept Insure information on one issue is shared on all

processes throughout an organization.

Rationale If these mistakes were made in this process, they

could have been made elsewhere it affords the opportunity to check and ensure no repeat of the part issue (looking at like parts) and the system p ( g p ) yissue (looking at like processes).

Incorporates the learnings Incorporates the learnings from Drill Deep

Manufacturing System How the Product Failed.

Quality System How the Process Failed.

Planning Why opportunity to protect was missed.

Incorporates the learnings by ensuring the li i ll GM h d bsupplier reviews all GM purchased parts by

that supplier in all its different facilities.

Like Parts Like Systems Like Processes Within a facility

B f ili i Between facilities Across the World

Just because the parts are different (Front Cover vs. Flywheel for example) doesnt mean each cant learn from the other when problems occur.

In many cases, the corrective actions y ,are transferable to all parts in the supplier portfolio.pp p

Continuous Improvement comes from Continuous learning.Continuous learning.

The form addresses how we obtain the wide portion of this analysis.

Part Number Specified Part Number Specified How many facilities is it made in. Has this information been shared with tier 2,3,4.as t s o at o bee s a ed t t e ,3,

GM Part Portfolio All GM purchased parts reviewed along with tiered

suppliers as well.

Form ensures we look at all steps to apply h l ithe learnings Containment Failure Modea u e ode Prevent Corrective Action Protect Corrective Action Predict Corrective Action Predict Corrective Action Key Findings Documention Review/Update

Form ensures we have champions for each part/facility that are accountable as well

Supplier of Cylinder Heads (Previous Example) Blocked oil passage

Incorrect Setup No Job Instructions to Setup for Manufacturing (1AM)No Job Instructions to Setup for Manufacturing (1AM) No 1st Piece inspection after tool change (2 AM) Final Inspection Missed it (100% checked) (4AM)

Identified 6 hours later improper containment (7 AM) Identified 6 hours later improper containment (7 AM)

C diff l f h f il ? Can different processes learn from these failures?

This supplier makes the same product for GM at 2 different facilities.

The supplier makes a different casting d t i l t l t f ilitproduct in a completely separate facility.

The supplier has been awarded new business on a line not yet startedbusiness on a line not yet started.

Drill Wide can help ensure success for Drill Wide can help ensure success for the present and the future !!!

GM Undeniable Truth:GM Undeniable Truth: Problems are going to occur

they are a fact of lifethey are a fact of life.SO

How do we made lemonade out of lemons?out of lemons?

We Drill Deep to trulyWe Drill Deep to truly understand all the facets of how the problem manifestedhow the problem manifested itself. This way we prevent a reoccurrence of that problem on that part and ensure ouron that part and ensure our

processes are robust.

We Drill Wide to take thoseWe Drill Wide to take those learnings to like and unlike

parts and processes toparts and processes to prevent, detect or plan for our future success by ensuring

all our associated systems areall our associated systems are bulletproof.

10% of life is what happens to us.

90% of life is how we address what happens to us.

We can bemoan the problem or we can We can bemoan the problem or we can embrace the opportunity.

Drill Deep Drill Wide is a tool that allows us to maximize that opportunity.pp y

Q & A TiQ & A TimeThanks for your attention!!!