Case Study QCCQuality Containment CentreMajor UK Automotive OEM

5. Quality Confirmation Centre Concept

5. Quality Confirmation Centre

5. Quality Containment Model - 10 Steps

1. Issue Identified =>2. Go Look See =>3. Determine Liabilities & Containment Actions =>4. Raise formal rejection and PRR with Supplier (bill payer) & inform

OEM originator =>5. Create WES (work element sheet) & Risk Assessment =>6. Obtain WES approval – signature from Supplier & OEM =>7. Train and Verify skilled inspector =>8. WES & process Audit incl. poke-yoke gauge & fixtures where

applicable9. Report Data to Supplier & OEM simultaneously =>10. Customer satisfaction Survey / Lessons Learnt =>

5. Quality System Standardised in QCC

- Audit QCC Operation independently

to identify the gaps

- Action plan to close the gaps

where applicable

- BRIDGE Certification Audit

- Monitor

Elements of Quality System Foundation & Certification – Bridge Group

1.  Fast Response

2.  Control of Non-Conforming Product

3.  Verification Station + Error Proofing Verification

4.  Standardised Work

5.  Standardised Training

6.  Layered Process Audits

7.  Risk Reduction

8.  Contamination Control

9.  Supply Chain Management

10.  Managing Change

11.  Maintenance

12.  Manufacturing & Material Flow Management

13.  External Logistics

14.  Strategy and Project Management

15.  Part and Process Control 

Standard 6 panel I-Chart with presentation graphs

5. Services Approach Concept – Web Portal Based Data Management

6 PANEL I-CHARTStart Date: 9/8/15 Chart Mng: Michael RiveraChampion: Michael Rivera Updated: 16/04/2016

IP DASH X260 Firewall 2

Step 19c

282 277

256

194

135 133

112

9991

80 79 7467

53 51 46 42

28 2619

0

50

100

150

200

250

300

Ste

p 1

c

Ste

p 1

5b

Step

6b

Ste

p 2

2c

Ste

p 6

a

Ste

p 9

b

Ste

p 1

2

Ste

p 7

Ste

p 1

6a

Ste

p 1

7

Ste

p 1

8a

Ste

p 5

9

Ste

p 1

8b

Ste

p 2

6b

Ste

p 2

2e

Ste

p 2

1b

Ste

p 8

Ste

p 3

1

Ste

p 2

Ste

p 2

8a

Pareto of Defects from Mon 11th April 2016 (Week 15)

Fault Number (see table on the right for description)

11

98

19

37

14

92

12

4514

32

17

67

16

24

69

278

5

37

3

79

2

35

8

0

500

1000

1500

2000

2500

Wee

k 4

8

We

ek 4

9

We

ek 5

0

We

ek 5

1

Weekly Defects found per shift

M orn in g Afterno on N ig h ts

4.3

4.2

4.6

3.8

3.5

4.2

4.0

2.3

4.3

3.2

3.6

3.1

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

We

ek 4

8

We

ek 4

9

We

ek 5

0

We

ek 5

1

Weekly defects found per IP

Morning Afternoon Nights

Week 44 Week 45 Week 46 Week 47 Week 48 Week 49 Week 50 Week 51

Step 1c 0.582 0.529 0.650 0.666 0.458 0.377 0.374 0.375

Step 6b 0.398 0.391 0.572 0.433 0.416 0.459 0.449 0.340

Step 15b 0.356 0.303 0.330 0.367 0.301 0.225 0.282 0.368

Step 17 0.541 0.464 0.467 0.209 0.171 0.219 0.133 0.106

Step 22c 0.376 0.421 0.511 0.422 0.385 0.445 0.445 0.258

0.000

0.100

0.200

0.300

0.400

0.500

0.600

0.700

Defe

cts

p

er U

nit

(D

PU

)

Top issues run chart

Number of IP's checked in Pareto Analysis 752

Step 1c Check RIVA hoop gapping condition 28237.5%

Step 15b Check both side vents for gapping condition 27736.8%

Step 6b Inspect centre Console speaker for flush fit 25634.0%

Step 22c Check Gap between NAS finsher and Lower Wrap Finisher 19425.8%

Step 6a Inspect topper pad for visible damage/indents, wraps and bumps 13518.0%

Step 9b Check gap sight tube to topper pad 13317.7%

Step 12 Check apperance of the lower sight tube A-surface 11214.9%

Step 7 Check IP for contamination and dirt 9913.2%

Step 16a Check the centre vents surface for damage and scratches 9112.1%

Step 17 Check the centre vents for gapping to the surroundings parts 8010.6%

Step 18aEnsure mid finisher present, secure with gentle pull, gaps according to standard and Magna PCPA alignment values, no squeak

7910.5%

Step 59 Check Fir tree clip fitted and secure 749.8%

Step 18b Check mid finisher for surface defects, poor trim and damage 678.9%

Step 26b Check knee bolster for excess material and poor trim edges 537.0%

Step 22eCheck lower wrapped finisher for damage, poor trim and wrinkles on each end of the lower finisher

516.8%

Step 21b Check ICP panel for damage or contamination 466.1%

Step 8 Visually inspect appearance of stitch lines 425.6%

Step 31 Check glovebox lid for surface defects and damage 28

Step 2 Check for scratches, deffects or damage on the demist panel 263.5%

Step 28a Check glovebox latches both sides 192.5%

35

6

22

7

38

9

27

3

0 0 0

16

2

20

4 22

8

98

0 0 0

85

16

9

10

4

0 0 0 0

0

50

100

150

200

250

300

350

400

450

14

De

c

15

De

c

16

De

c

17

De

c

18

De

c

19

De

c

20

De

c

Daily defects found per shift

M orn in g Afterno on Nigh ts

3.7 3.8 4

.0

3.5

0.0

0.0

0.0

2.2

2.8 2.9

1.2

0.0

0.0

0.0

2.5

3.1

4.0

0.0

0.0

0.0

0.0

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

14

De

c

15

De

c

16

De

c

17

De

c

18

De

c

19

De

c

20

De

c

Daily defects found per IP

Morning Afternoon Nights

5. Services Approach Concept - KPIs

• H&S KPIs (as stated in SOR)

• Zero accident and 100% adherence to near-miss reporting

• Absence tracking

• Job completion within budget

• Number and frequency of layered audits

• Problem response time

• Non-conformance closure

• Inspection cycle / takt time

Administration&

Data Facilitator

Site Operational Manager

Darren Smith

Team Leader

Press shop

Nightshift Supervisor

Team Leader

Body-in-white

Dayshift Supervisor

Core team of inspectors

Regional Operations Manager

Darren Jones

HRTalent Acquisition

Team Leader

Trim and Final

Team Leader

Trim and Final

Team Leader

Press shop

Team Leader

Body-in-White

Team Leader

Trim and Final

Team Leader

Trim and Final

Core team of inspectors

Retrofit Facilitator

Standby cover Standby cover Standby cover Standby coverStandby cover Standby cover

Group HR Manager

Sue Brind

SQ Support Engineer

SQ Support Engineer

• Quality Engineer present on each shift – WES generation, Training signoff, standards generation, Quality audits, Data Management and reporting

• Hourly to Team Leader ratio 10:1

• 3 reserve inspectors (floaters) per shift, assigned to process auditing when not called upon.

Recruitment / HR person permanently on site responsible for

• Recruitment by Bridge Specialist Resourcingo Maintaining a pool of available resources

• Retrofit activities undertaken by specially trained inspection staffs, managed by the dedicated retrofit facilitator / supervisor supported by BSR for specific expertise where required

• Supervisor attendance at daily GCA

5. Operating Concept

5. Reaction times and how we deliver

4. HR Elements, Safety at Work, Training

4. Recruitment & Development Process

4. Human Resources Elements• Bridge Specialist Resourcing, HR and Bridge Training & Development

• Our Recruitment Process- Application form /eligibility checks- Dexterity and Trade Testing- Psychometric assessment / profiling (Bridge Qualified Staff)- Interview by operations professionals- References

• Our workforce is 85% core employees who have careers with Bridge. They are not agency and hence the reason for our sustained best in class performance!

Comparative data:- Av Agency absenteeism > 2.1%- Av Agency turnover >5.8%- Av Agency pay rates low

- REACT absenteeism < 1%- REACT turnover < 2%- REACT pay rates 12% higher

4. Human Resources Elements - Safety

Safety at Work• Zero lost time accidents for 831 days• How do we achieve this?

• Robust safety induction and training• Green Cross Accident Calendar

o No. of accidents, to include RIDDOR, LWD, FAIo Start of shift safety audit & weekly SOT’s

• Near miss investigation reports actively encouraged and reported as KPI to MD via daily escalation review (11am )

• All employees issued with operator licence – visual verification of safety training

• Robust risk assessment training and application for T/Ls and Supervisors• Daily Safety Audits

Effective H&S is the key to sustained low absenteeism, low employee turnover and significantly reduced quality concerns.

Example - Near Miss Reporting document by siteAntolin Interiors Site Statisitcs

YEAR 2015BRIDGE PERIOD (All)BRIDGE WEEK (All)

Site Near Miss TypesCATEGORY Total(blank)Slips/Trips/Falls 58Fire 2Involving Machinery 29Other 30Foriegn Body to Eye 3Bumping/Hitting Fixed or Stationary Equipment 16Exposure to Hot Object/Electricity 13Hit by Moving/Flying Object 7Lifting/Carrying/Handling 5Exposure/Contact with a Harmful Substance 2Ergonomics 2Grand Total 167

YEAR (All)BRIDGE PERIOD (All)BRIDGE WEEK (All)

Site Areas for Near MissesMAIN LOCATION TotalblankLogistics (Outside area) 5Production area (IP area) 97Warehouse (Logistics) 29Staff Rest area 6Quality / Operations Offices 7Car Park 2Sub-Assembly areas 21Engineering / Tool room 1Grand Total 168

Antolin interiors Near Miss Types Year to Date

Slips/Trips/Falls

Fire

Involving Machinery

Other

Foriegn Body to Eye

Bumping/Hitting Fixed or Stationary Equipment

Exposure to Hot Object/Electricity

Hit by Moving/Flying Object

Lifting/Carrying/Handling

Exposure/Contact with a Harmful Substance

Ergonomics

Antolin Interiors - Reported Near Misses by area

Logistics (Outside area)

Production area (IP area)

Warehouse (Logistics)

Staff Rest area

Quality / Operations Offices

Car Park

Sub-Assembly areas

Engineering / Tool room

168

4. Training Concepts

Bridge Training and Development Ltd provides all necessary training to supervision and ensure effective cascade to all employees. Professional, effective training and development of our employees promotes self motivation, personal growth and retention.

Bridge Group’s concept includes:• Practical “hands on” teaching and coaching for Behavioral as well as Technical

competence• Training for leadership and “train the trainer”• Mandatory basic training for all:

o Site specific Health & Safetyo Importance of process adherenceo Risk Assessment, Problem Solving and PRRo Red X, Go Fast, Drill Deep and Wide and Read Across techniques

• Bridge Operator Licence

4. Training Concepts

• Bridge Training Concept are delivered througho Train to clear standards appropriate for each jobo Standard operations and WESo Gauge R&R assessment of individualso Use of gauges and measuring equipmento Verification audit of each shift – ensure right person competent and trained to

the right standards to ensure process compliance (Risk Assessments, 5S etc)

• All personnel are trained, competence assessed and awarded Bridge Group’s Operator Licence, validating they have attended mandatory basic training - handout

4. Internal Training Operator Licence

4. QCC and Retrofit Internal Training

6. Business Roll-out Plan - QCC / Retrofit

5. Services Approach Concept – Apply the LearningWe “Live and Breathe” the Lessons Learnt Process

• Independent facilitation of the Lessons Learnt

• What went well? What didn’t go well?

• Conduct an Affinity Process

• Create a Concern Corrective Action Report (CCAR)

People

Process

System

Communication

Planning