SYSTEM QSB - FIRST STEP - FAST RESPONSE.pdf

FAST RESPONSE FAST RESPONSE PROCESS KEY STEPS Quality gathers significant issues from the past 24 hours. Daily Fast Response Meeting assigns owner to each issue. Outside the meeting the owner utilizes the Problem Solving process to correct and prevent recurrence. Issues are tracked on the Fast Response Tracking Board. Owners are required to give periodic updates at Fast Response meeting. Owner responsible for completion of all exit criteria including Lessons Learned. Results of Problem Solving process communicated. Fast Response Tracking Board indicates exit exit criteria is green.

Global Purchasing and Supply

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FAST RESPONSE Fast Response is a system which: •

Standardizes reaction to significant External/Internal Quality failures.

Instills problem solving discipline through use of a standard format for all problems. •

documented

•

Promotes communication and a sharing of knowledge through daily meetings.

•

Utilizes a visual method of displaying important information to drive closure.

•

Moves problem identification upstream from the customer to addressing internal issues sooner.


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FAST RESPONSE


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FAST RESPONSE TRACKING BOARD (Example) To optimize visual management, this form is displayed in the meeting area (ex.: 4’ x 8’ dry erase board, laminated poster, etc…). EXIT CRITERIA

s ut at S ll ar

Issue Issue v O Number Description e

Y

1

Material Contaminated

G

2

Burrs

R

3

Parts mislocated on assembly

R

4

Mixed Parts

R

5

R

6

Paint dots found on loose & mis-built parts Loose 7mm bolt on front cover

Next Date (of Owner Report Date out to Ope ne d Uni t I .D. # Ow ne r Staff)

n oi n e

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A

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A

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1/10/2005

333933

M cGrath

4/29/2005

G

G

G

G

G

G

Y

G

Y Open

2/15/2005

98002222

Adam s

CLOSED

G

G

G

G

G

G

G

G

G 4/23/05

3/21/2005 9950560607 McIntosh

4/29/2005

G

G

G

R

R

R

N/A

G

N/A Open

3/22/2005

34523339

McGrath

4/29/2005

G

G

G

G

R

G

G

Y

G Open

3/28/2005

98002222

M cGr ath

5/11/2005

G

G

G

G

G

R

R Open

3/28/2005

98002222

M cGr at h

5/23/2005

R

R

R

R

R

N/A

R Open

G

Required but not initiated Initiated but not complete Complete

N/A

Not Applicable

Y

lo

e

n

N/A N/A

R

R

XIT CRITERIA STATUS KE

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For Red or Yellow Status – Include Target Date

Points to Review: Ownership Exit Criteria Overall Status

FAST RESPONSE Problem Identification: In preparation for the Fast Response meeting, at the start of the day, Quality shall identify significant quality concerns from the past 24 hours which include: • External Concerns:

– Customer concerns (PRR’s, Liaison Issues, Customer Calls, Warranty) – Supplier concerns (Suppliers should be notified in advance when they are to report out at the meeting). • Internal Concerns:

– Verification Station Findings – Layered Process Audit Systemic issues – Line stops and Teardown issues – Other internal Quality concerns (Dock Audits, containment activity) – Error Proof device failures


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FAST RESPONSE Structure: Cross functional meeting typically owned by manufacturing Daily review of significant concerns Communications meeting, not a problem solving meeting. Short sharp meeting typically held on the shop floor. Each issue documented & reviewed at the meeting to provide structure for the report out


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FAST RESPONSE Responsibilities: New issues updated on the Fast Response board Owner shall report progress to the team Plant Manager or designated manufacturing lead ensures Fast Response process is effective. At the Fast Response meeting, site leadership shall: •

Designate a leader (natural owner) for each concern/issue

•

Identify action required and owner for items statused as RED.

•

Establish the next report out date for the issue if it is not closed.


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FAST RESPONSE TRACKING BOARD EXAMPLE Board can be different but must meet INTENT


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FAST RESPONSE Exit Criteria, Statusing: Typical Exit Criteria Timing for each of the exit criteria shall be established in order to properly status each item

EXIT CRITERIA Target Timing, Status, & Date Green

Exit criteria shall be established for each key step in the problem solving process. The default when a problem is first opened is Yellow Evidence of each criteria should be reviewed by the Owner at the Fast Response Meeting.


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24 H t n i o p k a e r B t n e m n i a t n o C

7D

G 1/11

G 1/18

d e i f i t n e d I e s u a C t o o R

14 D n o i t d e c t A n e e v m i t l c e p e r r I m o C

G 1/24

34 D

n o i t c e t e D / f o o r P r o r r E

s t i d u A s s e c o r P d e r e y a L

n o i t c d e A t e a v d i t i c l a e r r V o C

G 1/24

G 1/25

G 2/13

35 D d e t a d p U P C / A E M F P

G 2/15

40 D

r o t a r e p s O n o k i r t o c u r W t s d r I n a d n a t S

d ) e d e n z r i a l e a L n o s i n t u t o i s t s s e n ( L I

Y 2/20

Y 2/20

FAST RESPONSE Performance Metrics: How do you know the Fast Response process is working? Any type of visual management can be used

A Picture from Zaragoza Plant Q?


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FAST RESPONSE Step 1-DEFINE THE PROBLEM: Standard Discrepancy Actual TIME

Process 3 Is the Point of Cause!


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FAST RESPONSE Step 2-CONTAIN THE PROBLEM: Need to determine •

The best method to contain the defect.

•

How long has this been happening?

– Review data for last known good part – Engage operators regarding changes or abnormal conditions

and

timing.

– Initiate a containment work sheet •

Whether other areas or customers are impacted by the problem and to what extent.


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FAST RESPONSE Step 3 – Identify the Root Cause:

Cause


Effect

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FAST RESPONSE Step 4 – Implement Corrective Action: Brainstorm possible solutions and select the most effective Determine if a trial run is needed to confirm the solution is effective . Determine implemention and timing. Identify the breakpoint and communicate to all key stake holders.


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FAST RESPONSE Step 5 – Verify Effectiveness of Actions: • Use Layered Process Audits to verify actions working as intended. • Verify effectiveness through measurement and data. • Establish a verification period. • Determine who will follow up.

MARCH

• Create a standardized process or method.


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FAST RESPONSE Step 6 - Institutionalize: Identify similar products and processes which potentially have or may produce the same failure mode. Implement the solution across the organization. Update remaining necessary documentation: –

PFMEA

–

Control Plan

–

Error Proofing Verification

–

Standardized Work

–

Operator Instructions

Perform Lessons Learned


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FAST RESPONSE Lessons Learned A Lessons Learned system: • Is a process for capturing information to support continuous improvement and prevents repeated mistakes • Applies to the entire organization, all functions should participate. • Lessons Learned may be identified by anyone • Must be documented (e.g. Master PFMEA, APQP Checklist e.t.c • Leadership shall review the process to assure implementation.


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FAST RESPONSE – Lessons Learned Example


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FAST RESPONSE SUMMARY Organizations shall…  Identify significant concerns from the past 24 hours  Hold a daily Fast Response meeting.  Utilize a format such as the Fast Response Tracking Board to identify:  Overall status of the significant concerns.  Ownership of each concern.  Exit criteria required to close a concern.  Owners shall:  Use a standard problem solving form for all Fast Response issues.  Report out to each of the problem steps.  Ensure all Exit Criteria are completed.


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SYSTEM QSB - FIRST STEP - FAST RESPONSE.pdf

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