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Documenti di Cultura
1
Why TQMS?
2
Defining the TQMS Pyramid
Sharing
Information
Process
Standardization
Quality Signals
Foundational
Modules
3
TQMS and the Plan, Do, Check, Act Model (PDCA)
Plan
•VOC
•Flawless Launch
•New Process Launch
•Management of Change
Act Do/Check
4
TQMS High Level Project Plan for Timken
PSC Suppliers
TQMS High Level Project Plan
5
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
How
Who
Where and
Mechanics
When
of Fast
Response
Content
6
TQMS Gap Analysis Worksheet (Continued)
Gap Analysis Document for PSC Suppliers includes evaluation of 290 items in
20 TQMS Categories
Fast Response Gap Analysis Document Example (Element 5)
7
Example of TQMS Module 5
10
Minimum Requirements -
Fast Response Meeting Attendees
Owned by top management
Fast Championed by plant manager, facilitated
Response
Meeting by quality manager
Top management from functional areas
attends daily meeting
The designated participants must have
backups to attend in their absence
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Minimum Requirements – Fast Response
Meeting Location, Visibility, Timing
Fast
Response
Designated meeting place
Meeting
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
12
Minimum Requirements – Meeting Location,
Visibility / Timing
Fast
Response
Meeting
13
Example of Fast Response Topics Discussed at
a Timken Bearing Plant
•Start
GQTS
Lessons
PFMEA
Learned Safety
APQP
Issues Customer
Issues
Quality
Tracking
Issues
Production Supplier
Performance Quality
(OEE, DT) Issues
Fast
Response
15 Minutes Meeting CARE
Layered
Containment
Process
Status
Audits
TQMSA
Error
Hold Cage
Proofing
Movements
Verification Quality
Gates
14
Fast Response Process – Flow Chart
(Timken Bearing Plant Example)
Fast Response Process
Quality
Enter
Facilitate
Establish Retrieve Retrieve Information
Meeting
Agenda LPAs CARE Data onto Tracking
Agenda
Matrix
Associates
Production
Report Out
on Production Attend Fast Address
Perform Information Response Assigned
and Turn in Meeting and Issues on
LPAs Report Out Tracking
as Meeting
Appropriate
Engineering
Supply Chain
Management
OA
15
Minimum Requirements – Quality Elements Content
(Timken Bearing Plant Example)
CUSTOMER ACCEPTANCE
CARE REVIEW & EVALUATION (CARE)
Containment
Status
TQMSA
Review CARE Station Results
(Enhanced Containment
Activities)
Error Proof
Review of all error proofing
Verifications verifications non-conformances
reported and tracked
16
Minimum Requirements – Quality Elements Content
(Timken Bearing Plant Example)
Review “high risk” LPA
Layered
Process
findings
Audits
Review repetitive “standard
risk” LPA findings
Quality
Gates Significant daily scrap events
exceeding a defined limit
17
Minimum Requirements – Meeting Structure
(Timken Bearing Plant Example)
18
Minimum Requirements – Meeting Agenda
(Timken Bearing Plant Example)
Covers minimum
Fast
requirements
Response
Meeting
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
19
Fast Response Report Out and Tracking
(Timken Bearing Plant Example)
Minimum report on issues is a 3D
Issues
Tracking (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!
20
Tracking Matrix
Issues
Tracking (Timken Bearing Plant Example)
21
Tracking Matrix
Issues
Tracking
(Timken PSC Supplier Quality Example)
22
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
23
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
24
Fast Response Process
25
TQMS
FOUNDATION for
EXCELLENCE
26
Lunch
Please submit any questions you
may have at the registration table
using index cards provided
27