koyo torrington seven step
DESCRIPTION
Koyo Torrington Seven Step. Abel Acuña January 21 th 2010. Data. Paynter. Pareto. Prioritize. Closure. Solve. Scorecard. Top level Seven Step process. Development Process Koyo Seven Step. Supplier process “Gain Control” Seven Step focuses supplier and SQD /SQA resources - PowerPoint PPT PresentationTRANSCRIPT
NRB
Koyo Torrington Seven Step
Abel Acuña January 21th 2010
2NRB
Data
Pareto
Prioritize
Scorecard
Closure
Paynter
Solve
Step 7 Paynter AnalysisProcess
(Effective)
Step 6 Corrective
Action ReviewProcess(Mgmt
Review)
Step 1Data
CollectionProcess Step 2
Pareto AnalysisProcess
Step 3 Prioritization
Process
Step 5 ScorecardProcess
(Exit Criteria)
Step 4Problem SolvingProcess
(Six Sigma)
Top level Seven Step process
3NRB
Development Process Koyo Seven Step
● Supplier process “Gain Control” ● Seven Step focuses supplier and SQD /SQA resources● Utilize the data effectively Pareto high impact
● Establish supplier commitment to “Improve”● The supplier is part of the Value Stream within
Koyo’s manufacturing operations
● Standardize lessons learned● Develop a close loop● Read across commodity
● Eradicate defects● Focus on prevention vs. detection in the process● Sorting alone will not achieve a stable process● Errors can occur and will escape
● Integrate into the APQP model● Go back to the PFMEA and control plan and build on
known risk factors
Data
Pareto
Prioritize
Scorecard
Closure
Paynter
Solve
Step 7 Paynter AnalysisProcess
(Effective )
Step 6 Corrective
Action ReviewProcess(Mgmt
Review)
Step 1Data
CollectionProcess Step 2
Pareto AnalysisProcess
Step 3Prioritization
Process
Step 5 ScorecardProcess
(Exit Criteria )
Step 4Problem SolvingProcess
(Six Sigma)
Data
Pareto
Prioritize
Scorecard
Closure
Paynter
Solve
Step 7 Paynter AnalysisProcess
(Effective )
Step 6 Corrective
Action ReviewProcess(Mgmt
Review)
Step 1Data
CollectionProcess Step 2
Pareto AnalysisProcess
Step 3Prioritization
Process
Step 5 ScorecardProcess
(Exit Criteria )
Step 4Problem SolvingProcess
(Six Sigma)
4NRB
Development Process- Raise the bar
Summary● Build accountability
● It takes leadership at all levels● Protect the supply chain, while your process
is being stabilized
● Leverage value stream network● SQD focus is to work with other functional areas to
balance the “production cell” in the value stream● Treat the supplier as if the Value Stream was within
Koyo’s manufacturing plant● We are dependent on our suppliers performance to
quality and service
5NRB
0
1
1
2
2
3
3
4
Jan
Feb Mar Apr
May Ju
nJu
lAug Sep Oct
Nov DecYTD
DMR
Monthly DMR
2008 Performance = DMR 172009 Performance = DMR 7
Supplier 2010 Performance DMR
6NRB
0%
10%
20%
30%
40%
50%
60%
70%
Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6
Supplier – Name Quality Analysis Process Pareto
7NRB
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Defect 1 Defect 2 Defect 3
#1 Issue – DefectPareto Level II
8NRB
Root Cause Analysis -
Action Target
Date
Responsibility Effect
Issue Root Cause Verification – Proof
Actions -
#1 Issue – Defect
9NRB
0
5
10
15
20
25
30
DMR
Mo. DMR
Deployed CS1Deployed CS1
2007 Forecast of C/A Impact2007 Forecast of C/A Impact
Establish Predictive Tool Establish Predictive Tool Maintenance SchedulesMaintenance Schedules
Installed Level 2 Poka-yokeInstalled Level 2 Poka-yoke
#1 Issue – Defect
10NRB
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Defect 2 Defect 3 Defect 4
#2 Issue – Defect
11NRB
Root Cause Analysis -
Action Target
Date
Responsibility Effect
Issue Root Cause Verification – Proof
Actions -
#2 Issue – Defect
12NRB
0
5
10
15
20
25
30
DMR
Mo. DMR
2007 Forecast of C/A Impact2007 Forecast of C/A Impact
#2 Issue – Defect
13NRB
0
10
20
30
40
50
60
DMR
Mo. DMR Goal
CS1 ContainmentCS1 Containment
Level 2 Poka-yokesLevel 2 Poka-yokes
New lever packagingNew lever packaging
Overall Waterfall
14NRB
Defect \ Month Total
0 0 0 0 0 0
0 0 0 0 0 0
0
0
0
0
TOTAL 0 0 0 0 0 0 0 0 0
Corrective Action ImplementedCorrective Action Implemented
Corrective Action Not EffectiveCorrective Action Not Effective
Corrective Action EffectiveCorrective Action Effective
2007 Supplier Effectiveness Paynter Chart