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Automotive Division

Fifth Annual Quality Symposium Quality Tool Case Studies

Speaker and Presentation Information

Welcome!

Hi everyone, my name is Eric Hayler. I am honored to be the Chair of the ASQ Automotive Division Fifth Annual Quality Symposium. We have eight great presentations planned that will focus on quality tool case studies. Here is a flavor of what you are in for. I have asked each speaker to give an abstract of what they plan to present and to share a short biography with you. The meeting is planned for February 19, 2007 at Oakland University in Rochester MI from 8:00 AM to 5:00 PM. Attendees will receive a CD with the proceedings as well as continental breakfast and lunch. Detailed articles from each presentation will be published in an upcoming issue of Automotive Excellence magazine. I hope that you will join us!

Eliminate Containment - Now and Forever, Using our Brains Instead

John Casey - Director of the Quality Assurance and Audit Team at DaimlerChrysler, MSX International Third Party Containment in the automobile industry has become an addiction where people have almost become insensitive to the costs and tolerate it's existence. Corporations budget significant funds and seem to overlook the immediate opportunities to eliminate containment both reactively and proactively. In most manufacturing arenas, the containment is a filtering service placed on known weak processes while the production area places extra emphasis to satisfy a 30 or 60 day "no defect" requirement. There is a much better way to alleviate containment that is less expensive, more permanent and more effective. You'll see some highly effective, systematic and simple methods to defeat this huge source of waste in our industry. John Casey is currently the Director of the Quality Assurance and Audit Team at DaimlerChrysler on assignment from MSX International. The focus of his work is to truly develop supplier's quality systems and help them achieve excellence in operational performance. Previous to this assignment, John spent 29 years at General Motors leaving as the Director of North American Supplier Quality. He also has been President of Quality Concepts and Vice President of Innovation for IQS. Of note,

John was the Program Manager for the 1989 Toyota Corolla and Chevrolet Prism working for Toyota at Nummi. It is also noteworthy that John was part of the core team for Cadillac's winning of the Malcolm Baldrige Award.

YX Problem Solving using Shainin's Strategies

Ha Dao - Manager, Innovation & Continuous Improvement, Delphi Corp. Bill Maxson - Consultant, Shainin LLC In any given process, a large number of causes (X's) are active at any point in time. When problems arise, measuring and comparing parts and processes to prints are the strategies used to attack such problems. For simple problems this approach may work, but for more complex problems a more rigorous disciplined approach is needed. This paper discusses the alternative to X to Y problem solving with the Y to X approach followed by a case study illustrating how using a progressive search, quickly and efficiently, eliminated potential causes for leaking brakes on a drum brake application. Mr. Dao, ASQ Fellow, is currently the Manager, Innovation & Continuous Improvement for Delphi Corporation. He provides leadership to deploy Lean Six Sigma, Design for Six Sigma, and Shainin Statistical Engineering for $3 billion multi-business units globally. He also provides training, coaching, and consulting to solve complex technical problems and achieve process improvement targets. Previously, as a Master Consultant for Six Sigma Academy, has trained, coached and consulted with clients worldwide using Lean Six Sigma methodologies. Ha is a certified Shainin Rolling Top 5 Manager, Shainin Red X Master, Shainin Green Y Journeyman, Shainin Red X Reliability Engineer, Six Sigma Master Black Belt, and ASI Robust Engineering Practitioner. He also holds ASQ Six Sigma Black Belt, Quality Engineer, and Quality Auditor Certifications. Mr. Dao is also a part-time instructor at of Sinclair Community College and has taught quality courses at Edison Community College. Ha holds a BSME from the University of Florida and a MS in Management Science from the University of Dayton. In January, 2007, Ha has received the 2006 Outstanding Engineers and Scientists Award from the 12,000 member Affiliate Societies Council of Dayton, Ohio. This prestigious award recognizes outstanding engineers and scientists for their technical contributions to the profession and exemplary service to the community. Bill Maxson is a consultant for Shainin LLC, a consultancy firm who specializes in training engineers in problem solving and prevention in manufacturing, engineering, and transactional. Bill's primary focus is providing coaching for clients on how to solve difficult problems in engineering, manufacturing, and software. He is also skilled in problem prevention and risk reducing new engineering and software applications. In addition to coaching, he teaches many different levels of classes in Red X Strategies and also leads teams during crisis problems. For 17 years, Bill has worked in the automotive industry. He has held positions as product engineer and program manager in the supplier base and as a staff project engineer for General Motors. Bill graduated from Purdue University in 1988 with a Bachelor of Science in Mechanical Engineering Technology. Bill also earned a MBA from Belmont Abbey College in 1998. He also has two Patents and several prominent awards from GM.

Using External Employees to Perform Your Process Audits

Elizabeth Burns - President, E. Burns Consulting A growing trend is developing ­ using external employees to perform internal process audits. This might include employees from outside your organization, from sister organizations or contract employees. Using external employees is also a great method for training internal employees to become practiced auditors ­ as part of the training program, internal employees shadow the external process auditor for multiple audits, thus gaining hands on practical experience and much needed confidence. This presentation will discuss many experiences as an external employee performing internal process audits. The presentation will also discuss various aspects of process auditing. Elizabeth Burns, C.Q.E., has been a Certified Quality Engineer since 1988 and has been active in the Kitchener Section and with ASQ Headquarters since 1990. Elizabeth is currently ASQ Certification Board Chair and ASQ Technical Program Committee Vice Chair. Elizabeth has been successfully assisting manufacturing companies and service industries in implementing ISO 9000 quality systems since 1990. In this role, she has extensive experience in performing internal process audits and training employees to become internal auditors.

The Monte Carlo Simulation Method in Quality Engineering

Clem Goebel - Adjunct Instructor, Cleary University Dr. W. Edwards Deming said a theory (a model) is very useful to help us learn about our world, even though it is never completely accurate. Monte Carlo Simulation combines a model with probability, to determine a `likely' answer. This presentation will look at a case study to demonstrate how you can use Monte Carlo Simulation to solve Quality Engineering problems. Many computer programs are available and a simple Java program will be made available to attendees. Clement Goebel is a General Motors Institute Graduate in Industrial Engineering. He also holds a Master of Science in Industrial Engineering from Wayne State University. He worked in the automobile industry for 45 years, retiring from Faurecia Exhaust N. A. as Vice President of Quality in 2001. He now consults in quality with Tier One automotive suppliers and is a quality instructor at Cleary University in Ann Arbor, Michigan. He joined ASQ upon graduation from GMI and is active in the Detroit Section as Professional Development Chair and in the Automotive Division as Membership Chair. He is also Vice President of Development for the Detroit Chapter of the Institute of Industrial Engineers

Futures Study

Ronald D. Atkinson - President of the American Society for Quality for 2006-7 Do you have the necessary resources to prepare yourself to compete in the future? Are you positioned strategically for the next 3-5 years as the forces of change begin to play out? Futuring is a structured look ahead aimed at enhancing anticipatory skills, expanding input into planning and taking into account not only the present situation but also the worst, preferred, and best cases for tomorrow. The study included three important steps:

Identifying the key forces that will shape the future of quality Developing scenarios of how the forces might unfold Determining the implications for organizations and the quality field, and quality professionals From the process came six key forces of change, ranked in order of perceived significant, an evaluation of the impact of these forces based on four scenarios and the impact to us as quality professionals. Ron Atkinson has been on the board of directors of the American Society for Quality for five years and is the current ASQ president. He has also served in many local and national positions in the Society. Atkinson holds ASQ certifications as a Six Sigma Black Belt, quality engineer, auditor, manager, and quality improvement associate. He is also on the Board of the China Association for Quality. Atkinson has worked for General Motors for more than 33 years, with the majority of that time in quality-related activities. Atkinson spent six years on the Michigan Quality Council (Baldrige based) examining board. He has taught classes in many quality-related subjects at several educational institutions in the United States and has also been on the curriculum advisory board for three U.S. colleges.

Keep Turtles for the Soup: An Alternative Approach to the "Turtle Diagrams" Conventionally used with ISO/TS 16949:2002

Denis J. Devos - P.Eng, Devos Associates Inc. This paper will consider why many companies, whether registered to ISO 9001:2000 or ISO/TS 16949:2002, find their Quality Managements Systems to be non-value-added, and address the degree to which emerging "process approach" system architectures solve this problem for those organizations. Most QMS architectures are still based on cumbersome procedures that must still be converted into a format that internal auditors can use to audit using the "process approach" to audit. The "Turtle Diagram" in use by most automotive organizations today, is too abstract to enable inexperienced internal auditors to conduct an effective audit of their QMS, and does not provide a tool to help auditors examine areas of risk. This alternative model, based on a simple flow-charting technique, serves the dual purpose of organizational procedure and audit checklist. The "Turtle Diagram" serves neither purpose very well, and certainly cannot be used in both roles. This presentation will be useful to conference attendees because it is based on sound principles that are widely understood, and it is a model that has been used successfully with many automotive and non-automotive companies. In every single one of a score of training sessions, attendees found this approach more intuitive, and more comprehensive than "Turtle Diagrams." Companies who have changed their QMS to this model have re-energized management, and streamlined their procedures and bureaucracy. Denis Devos has been involved in quality systems throughout his career, and has held positions as a Process Engineer and SQA at General Motors and as a full-time Quality Systems Assessor at

KPMG in Waterloo, Ontario. Currently, Devos Associates Inc. is a leading provider of advisory and training services to the automotive industry. Devos and his associates have been working with leading Tier I suppliers throughout Ontario and Michigan on internal audits, Core Tools training, and supporting their upgrade to the new ISO/TS 16949:2002 Standard. Devos is a past chair of the Kitchener Section of the ASQ, and a regular contributor to our Conferences in Ontario and Michigan.

Methods to Cut Your NTF (No Trouble Found) Warranty Parts Level in Half.

Lou Ann Lathrop - GM Engineering Group Manager Engine Validation, General Motors Powertrain Division An automotive vehicle is a highly complex, integrated system. GM is spending big dollars on warranty claims to dealers. There is much room for improvement. This presentation will include how GM has used SPC techniques to look at their process an in their supply chain. The importance of having an environment and culture that encourages good discussion and learning is covered. Lou Ann Lathrop has worked for GM for over 23 years in Quality Engineering, Manufacturing Engineering, Manufacturing, Powertrain Product Engineering Electronics Integration and Software Business Manager and currently Engine Validation with a passion and demonstration of quality methods. She holds a BSEE and MSEE. Lou Ann is a certified GoFast Coach, GMS (GM Lean) Coach along with being a Quality Network Representative. She is past chair for the American Society for Quality - Automotive Division and is a member ASQ's Board of Directors.

Why Projects Fail / FMEA Thinking Applied to Project Management for Honda of America

Lestie Carey - Consultant/Trainer, Rand E. Winters Group Deb Gordon - Staff Administrator in North American Purchasing, New Model and Quality Systems, Honda of America Project Management has all the necessary ingredients to point to PFMEA thinking; past problem history and experience with projects that failed to meet their goals, Gantt chart in place of a flow chart, many potential customers with multiple expectations (specifications), and opportunities to be proactive and to detect potential problems. Honda of America had 11 plants with a need to further commonize their interactions with suppliers. Today the manual common to all sites continues to be improved on a planned, periodic basis by the users. The project itself was completed on time and budget four years ago. Lestie Carey has been a specialist in organizational change for 20 years. She has an outstanding reputation for leading management and employees in codesigning, planning, and implementing organizational change in the medical industry, education systems, service-based companies including finance, main-

tenance, and environmental, as well as manufacturing firms. Lestie's vehicle of change includes tools from TQM and continual improvement, alignment of authority with responsibility, decision-making, and personal communication. Her tool set includes the highly recognized and effective FMEA (Failure Mode Effects Analysis) and Root Cause Analysis. Additionally, she has a strong background in ISO 9001and ISO/TS 16949. Lestie regularly presents ISO 9001 internal auditor and lead auditor programs and provides assistance to automotive suppliers transitioning to the new technical specifications. Her consulting includes facilitation of an automotive O.E.M. through the change process of developing a single, supplier quality manual for eleven plant sites in North America. Lestie has a very special instructional style that creates an upbeat atmosphere for learning. She consistently receives high marks for her instructional work in quality, communication, organization development and system implementation. Deb Gordon has been with Honda for 20 years. She has worked in production, parts quality and purchasing. Her current role involves coordination of the quality and supplier functions for the North American manufacturing sites. One of those projects includes combining all North American sites into one common Supplier Quality Manual. The method for sustaining and continually improving the manual requires working with Honda and supplier associates to understand how to use the manual as well as its contents. The North American Supplier Quality Manual has been benchmarked by Honda Motor for the global version. Deb is also part of the team that manages the Honda Supply Team Portal. She is involved in training change point control and Honda's Quality Technical Center (formal planning / problem solving methodology).

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