Jidoka for Quality Improvement
Lean en France, 20 May 2011
Yves Mérel, FCI Group Lean Director
FCI background and profile
Creation in 1988 by Framatome for diversification outside
nuclear field
20+ acquisitions and 20+ years later, FCI is one of the largest
global connector manufacturers
November 3, 2005: FCI is acquired by Bain Capital, a private
investment fund
With operations in 30 countries and a turnover of
1.3 billion € in 2010, FCI is a leading connector manufacturer
Its 14,000 employees are committed to providing their
customers with high-quality and innovative products for a wide
range of consumer and industrial applications
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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A variety of solutions and products
Electronic connectors
Microconnections connectors
Motorized Vehicle connectors
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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24 manufacturing sites and 14 R&D centers
Europe
7 manufacturing sites
1 Corporate Research Center
6 R&D centers
Asia
12 manufacturing sites
6 R&D centers
Americas
5 manufacturing sites
2 R&D centers
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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FCI Lean Initiatives
Every department is monitoring a continuous improvement process
contributing to customers satisfaction and costs reduction
People Empowerment for Accidents, Absenteeism and Turnover
Quality for Customers Complaints and Non Right First Time
Supply Chain for Late Deliveries, Inventory and Distribution Lead Time
Supplier Development for Receiving Frequency, Complaints, Gap to AVL
Process Design for Bottlenecks and Idle equipments
Product Development for Time To Market and Design Changes
Customer Focus for Time To Quote and Customers Disappointments
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Continuous Improvement on Quality
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Customers Quality Feedback
We discover our actions impact 3 months later
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Quality Improvement Tools
Complaint 8D
and
Quality Wall
In case of complaint, 8D to make sure this type of problem won’t occur anymore
For any Quality risk identified, make sure people are able to check all parts
Red Bin Review
and
Quality Workshop
Review daily every red bin, to solve quickly many stupid defects
Workshop to test root cause hypotheses on most complex problems
Go 1st Part
and
1st Defect Stop
Before starting to produce, check if there is a fair chance to produce good parts
While producing, stop at 1st defect to allow people to investigate the cause
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Quarterly 8D audit of shop floor evidences
D1: Team
Cross-functional including operators
D2: Problem
Defective parts available and data on “who, when, how many, what, where, how, why”
D3: Containment (within 24 hours)
Inspect all stocks, implement Quality Wall, 1st Defect Stop, and Red Bin Review
Analyze several non-detection causes from “man, machine, material, method,
environment” through 5 Why and test of hypothesis to reproduce non-detection
D4: Root causes
Quality workshop to analyze several causes from “man, machine, material, method,
environment” through 5 Why and test of hypothesis to reproduce defect
D5: Corrective actions
Robust actions (poka yoke) implemented on time
D6: Effectiveness
Actions correctly implemented and measurable impact
D7: Prevention
Risk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine...
Applicable on similar product and process
D8: Closing
By management based on shop floor evidences
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Conformity to 8D expectations (%)
8D benchmark
100
90
80
70
60
50
40
30
20
10
0
First audit
Last audit
From 52% to 87% of rigor definitively fixes many
problems and develops customers confidence
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Quality Wall
Visible and Standardized Inspections
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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22% DL inspecting with 3% in Quality Walls
55%
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
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2009 Inspection / Direct
2010 Inspection / Direct
Overall less inspections (+233 quality wall -441 random)
Less people, but better controlled inspection
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Red Bin Review and Quality Workshop
The Red Bin is a tool: by looking into it, we see lots of simple and stupid
problems easy to fix quickly
At the Pareto “head” we have
well known problems occurring
very often but complex to fix
Usually manufacturing is
adapted to avoid customer
complaints (containment
actions, in line inspection,
people awareness), but it costs
At the Pareto “tail” we have
rare and stupid problems, but
customers often received such
defective products
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
Typical internal defects Pareto
Lots of Internal PPM:
Quality Workshop
Lots of Complaints:
Red Bin Review
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Go 1st Part working standard checklist
GO FIRST PART
Date :
Time :
Reference :
Operator
To check at each batch and each shift start
Workstation is clean and
everything is located as defined
Listed Poka Yoke and
Safety devices are checked
Equipment settings are within tolerances
and cycle time is at standard
Maintenance has been done as scheduled
Operator is qualified to the job
First part is conform
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Number of detections
1st Defect Stop with on line detections
700
600
500
400
300
200
100
0
First Defect Stop
Non First Defect Stop
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Epernon factory example
OEE follow up
100
80
OEE before: 77 %
60
OEE after: 78 %
40
20
0
Week 39
Week 40
Week 41
Week 42
Week 43
Week 44
Week 45
First defect stop
and red bin review
implementation on
Machine 57
OEE follow up
PPM follow up
PPM before: 14 800
PPM after: 7 100
Week 46
16000
14000
12000
10000
8000
6000
4000
2000
0
Week 39
Week 40
Week 41
Week 42
Week 43
Week 44
Week 45
Week 46
PPM follow up
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Epernon factory example
Main difficulties:
Needs of resources to quickly implement the corrective actions
Cannot be done on bottleneck machines since temporarily
reducing the output
Organization modifications:
Dedicate 2 persons to work on 1st Defect Stop implementation:
1 for machine software modification and immediate actions
1 for immediate actions
They move from one machine to another after 2 weeks
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Besancon factory example
Video on
1st Defect Stop and
Red Bin Review
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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Immediate feedback from on line detection
Process design minimum requirements for Jidoka:
1- Detections exist for every occurring defects
On product, on process, manual inspection, sampling (non-random defect)
2- Detections are capable
Reliability & Repeatability analysis
3- Detections are done at every process step
Before adding more value to the defective part
4- First Defect Stop
Immediately before the clues disappear
5- Defective parts removed manually
To get a chance to go and see the defect causes
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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200
190
180
170
160
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0
M
ar
M 08
ay
-0
Ju 8
lSe 08
p0
N 8
ov
-0
Ja 8
n0
M 9
ar
M 09
ay
-0
Ju 9
l-0
Se 9
p0
N 9
ov
-0
Ja 9
n1
M 0
ar
M 10
ay
-1
0
Ju
lSe 10
p1
N 0
ov
-1
Ja 0
n1
M 1
ar
-1
1
Number of Complaints
150 to 40 complaints/month within 3 years
Group 6MRA
Group actual
8D - Quality Wall - Red Bin - Workshop - Go 1st Part - 1st Defect Stop
Yves Mérel, FCI Group Lean Director, 20 May 2011, Jidoka for Quality Improvement
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