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Reliabilityfrom design and R&D to production and operation

Lars Rimestad, Senior Quality Engineer

Grundfos Management A/S, 5. October 2009

Ensuring product reliability in the wind power industry Vindmølleindustrien,

Vestas Technology R&D, 6. October 2009

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1. About Grundfos

2. Quality Organisation

3. Q-roles

4. Globalization

5. Q-processes

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GRUNDFOS IN BRIEF

> Grundfos primarily manufactures:> Circulator pumps> Water booster pumps/systems> Submersible pumps > Industrial pumps > Dosing pumps

> The world's largest manufacturer of circulator pumps

> Production and sale of electric motors

> Development, production and sale of electronics for the control of pumps and pump systems

> Development, production and sale of New Business products

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PRODUCTION SITES

China

Hungary

France

Taiwan United Kingdom

Finland

Germany

Singapore

U.S.A.

Denmark

Mexico

Russia

Finland

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1. About Grundfos

2. Quality Organisation

3. Q-roles

4. Globalization

5. Q-processes

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Organisational Diagram for Group Quality & NPI…

Group Quality & NPI

SecretariatIEK

Regional Quality Coordinators in:WEREG (IDL/JDC), CEREG (OW), NAMREG (NN),

APREG (PHJ) and STAR (NN)

Support to D/E and Market Segments:

Global Quality network

Quality in “Make”:

QQM in production

Quality in “Source”:

SQA Global network

Quality in “Deliver”:

“QQM” in Sales & Service

Quality Responsible in China (NN)

BKG BKGDP DP

•Global NPI Process *

* NPI Process

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1. About Grundfos

2. Quality Organisation

3. Q-roles

4. Globalization

5. Q-processes

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Roles in a project, with focus on Q-roles

Mechanics HW

TechnicalMarketing

QCoordination

XXX

Specialist input

Core team

Quality evaluation

QSparring

Project Management

QSpecialist role

Q roles:

SW

Research

Groupservice

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•Project team handles:

•All development activities

•Also product verification

•Q-representative double role:

•Team worker inside project

•He/she must approve quality level

•Organizational independence of Q. necessary!

No separate test department!

Quality roles:

Take care!

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A separate Test department would mean:

•A bottleneck for dev. projects

•Too late results

•Low commitment of developers

•Test people would have less product knowledge to base the test designs on

•Poor/no correlation FMEA � Test plan

•More standard tests => inefficient tests

”We just need to design it! If there is a failure, it’s just because of

these stupid test guys”

Conclusion:

No separate test dept.!

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1. About Grundfos

2. Quality Organisation

3. Q-roles

4. Globalization

5. Q-processes

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Globalization - a challenge:

How do we ensure high, uniform quality level

•In all products?

•From all development centres in the Grundfos Group?

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D&E Alldos

LocalQ-Support

D&E Hungary

LocalQ-Support

D&EChina

LocalQ-Support

D&EAmericas

LocalQ-Support D&E

DenmarkLocalQ-Support

D&EFinland

LocalQ-Support

D&E Hilge

LocalQ-Support

D&E India

Local Q-Support

D&E Wahlstedt

LocalQ-Support

Global D&E in the Grundfos Group

There are several development centres in the Grundfos Group

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Process improvement work:

HPI:

SPI:

MPI:

QPI:

HW Process Improvement

SW Process Improvement

Mechanical Process Improvement

Quality Process Improvement

xPI

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xPI:

HPI SPI

MPIQPI

PIT PIT

PIT

PIT

PIT

PIT PIT

PIT

PITPIT

PIT

PIT

PITPIT

PIT

PIT

PIT

PIT

PITPITPIT: Process Improvement Team

Developers use 3 – 5% of their time for this

Steering Committee

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Dev. Project x

Dev. Project x + 1

SPIHPIMPIQPI

Tools, Templates &Best Practice

Meets DP-Requirements & reduces red tape

Helps & speeds up projects

SPI, HPI, MPI, QPI in relation to the DP-Model:

Not just documents, but documented work

DP model 1 2 3 4 5 6 7 The basic law for development

xPI

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Dev. Project x

Dev. Project x + 1

SPIHPIMPIQPI

Tools, Templates &Best Practice

Feedback from projects to xPI

Resources:Developers (some) use 3-5% of their time for xPI

DP model 1 2 3 4 5 6 7 The basic law for development

xPI

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D&E Alldos

LocalQ-Support

D&E Hungary

LocalQ-Support

D&EChina

LocalQ-Support

D&EAmericas

LocalQ-Support D&E

DenmarkLocalQ-Support

D&EFinland

LocalQ-Support

Group-Quality: Product Development & Product EngineeringManagement of Q-Network•Network meetings and seminars•Coordination of Best Practice•Coordination of strategy implementation•Assessment of QA deployment •Audit of Q systems

Support and Training:•Q-tools (HALT,EMC…)

•Q-Methods (FMEA, VPC, Review…)

•Q-Process (SPI, HPI, DP….)

Owner of Global Quality Development Support Process:•Q – Handbook•Best Practice in QA•Grundfos Standards: Development•QA Process, method and Tools•Quality Week

D&E Hilge

LocalQ-Support

D&E India

Local Q-Support

Stra

tegy an

d goal in

put

D&E Wahlstedt

LocalQ-Support

Global D&E and Quality SupportGroup-Quality : Management Quality Goal•Warranty target/budget

Quality Strategy

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1. About Grundfos

2. Quality Organisation

3. Q-roles

4. Globalization

5. Q-processes

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DP1 DP2 DP3 DP4 DP5DP6 DP7

HPI

Hardware

MPI

Mechanics

SPI

Software

Quality Management

Quality Assurance

Risk Management

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Quality Management process & Quality Assurance process Adapted from ISO 15504

Aim:

Enable Assessment

•Self-assessment

•Assessment by external authority

Basis:

Assessment model defined for Grundfos Group

ISO 15504Information technology- Process Assessment

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Why use standardized QM & QA processes?

1. Easy to communicate

2. Easy to use

3. Easy to measure

4. Causes drive for improvement

To all development centres in Grundfos Group

Dev. centres do not need to make their own processes

By assessments (Internal & External). Measurements without bias

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Quality Management process

Purpose: Achieve customer satisfaction

Outcome: 1. Quality goals

2. Overall strategy

3. Q.M. System

4. Assurance activities are performed

5. Actual performance monitored

6. Action taken

5. Assess achievement of Q goals

6. Take preventive/corrective action

7. Collect feedback

8. Monitor actual performance of Q

1. Establish Q. goals

2. Define overall strategy

3. Define Q. criteria

4. Establish Q.M. system

Base practices:

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Quality Assurance process

Purpose: Ensure that Work Products & Processes comply

Outcome: 1. Strategy for conducting QA

2. Evidence of QA is produced & maintained

3. Problems are identified & recorded

4. Verification that Products StandardsProcesses adhere to ProceduresActivities Requirements

1. Develop strategy for Product & Process QA

2. Define Q records

3. Assure Q of project

4. Identify & record problems

5. Act on non-conformances

Base practices:

Process activities

Work ProductsProv

ide independ

ent

QA ressou

rces

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Work Products, some examples

Test Plans

Q. Plan

Activities:

FMEA

Risk analysis

DfA

…

Acceptance criteria for documents

…

Goals

Strategy

Q Agreement

Bench Marking

Post Mortems

…

Status documentsStatic WP’s

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ISO 15504 Maturity levels:

Established process3

Managed process2

Optimizing process5

Performed process1

Predictable process4

Process maturity#

Matu

rity

Aim

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DescriptionMaturity#

a) a standard process, including appropriate tailoring guidelines, is defined that describes the fundamental elements that must be incorporated into a defined process;

b) the sequence and interaction of the standard process with other processes are determined;

c) required competencies and roles for performing a process are identified as part of the standard process;

d) required infrastructure and work environment for performing a process are identified as part of the standard process;

e) suitable methods for monitoring the effectiveness and suitability of the process are determined.

Established process

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Process is managed (planned, monitored and adjusted)

Work products are established, controlled and maintainedManaged process

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The process achieves its defined outcomesPerformed process

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a) process information needs in support of relevant business goals are established;

b) process measurement objectives are derived from identified process information needs;

c) quantitative objectives for process performance in support of relevant business goals are established;

d) measures and frequency of measurement are identified and defined in line with process measurement objectives and quantitative objectives for process performance;

e) results of measurement are collected, analysed and reported in order to monitor the extent to which the quantitative objectives for process performance are met;

f) measurement results are used to characterise process performance.

Predictable process

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a) process improvement objectives for the process are defined that support the relevant business goals;

b) appropriate data are analysed to identify common causes of variations in process performance;

c) appropriate data are analysed to identify opportunities for best practice and innovation;

d) improvement opportunities derived from new technologies and process concepts are identified;

e) an implementation strategy is established to achieve the process improvement objectives.

Optimizing process

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DescriptionMaturity#

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Methods & Tools for Quality

1. Define common processes for Q Methods

• NOT standardized from ISO 15504

2. Process evaluation:

• Suggest quality criteria

3. Communicate to all dev. centres i Grundfos Group

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Methods & Tools for Quality

HALT, QALT, HASS, RSSAccelerated life testing7

Fault Tree AnalysisFTA5

V-model, Functional, performance, robustness-, reliability, safety, and fieldtest, EMC-test. Productionstest. HALT, HASS…

Test Planning8

DfA, DfM, Poka YokeDesign for Assembly3

Review techniques, AuditsReview13

Failure rates, FAS, FRANS, QIS, Early Warning, cost of poor quality, Warranty, MCF/M(t)-plotting, Weibull (but not MTBF!)

Field Data analysis12

Planning, designing and analysing testsDOE & Taguchi11

Production variations, MSA, metrology, SPC, X-R-cardsCapability & SPC10

Mechanical & electrical tolerancesTolerance calculations9

Load spec, use pattern & robustness requirements, derating, rob. marginsRobustness methods6

Concept FMEA, D- & P-FMEA, Risk ManagementFMEA & Risk analysis4

Voice Of the Customer, Traceability and breakdown of requirements, Pugh’s concept selection

QFD2

Q-project plan, DP-requirements, distribution of tasks, Q-Planning & Strategy1

Key wordsQuality MethodsNo

Task: Develop a process for each method!

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Follow Up

Do

Prepare

Plan

Phase

Communicate results

Update & store FMEA

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Perform corrective actions8

Communicate & store7

Review FMEAs6

Carry out meetings5

Plan & call meetings4

Define functions3

Decide

•Which parts to do FMEA on

•Why is FMEA necessary

•Driver /Facilitator

•Participants & reviewers

•Start & end time

•Man-hours needed

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Make product block diagram1

Step Design-FMEA process

To be ta

ilored t

o the ne

eds

of the i

ndividua

l project

Example

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Quality criteria for Design-FMEA

Possible answer

Criterion#

Yes/NoDid the D-FMEA give input to the Test Plan?4

%How many of the recommended actions were carried out on schedule?

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Yes/NoWas the D-FMEA reviewed, and did this generate more items in the FMEA-sheet?

2

Yes/NoWas 1’st version completed before DP3?1

To be ta

ilored t

o the ne

eds

of the i

ndividua

l project

Example

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Review

FMEA

Robustness Tests

Incl. HA

LT

Life Tests etc.

Field Tests

Suspicion Proof

When to remove failures from the design?

On suspicion? Or on proof?

Failures at the customer

Failures at the customer

Failures at the customer

Failures at the customer

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IF • you wantlow failure rates

• you want development to finish on schedule

Then • Don’t wait for proof – react onsuspicion!

• Remove failure opportunitiesearly in the project

>Be responsible >Think ahead

In Danish: Rettidig omhu

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Cost of improvement

No cost Increased cost

Do it! 1. Careful analysis

2. Test & verification

No Yes

To be challenged! Often a low cost solution is possible

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ConclusionOrganization:

1. Organizational independence of Q

2. No separate Test dept.

Globalization

3. Globalization helped by:• Process improvement teams• Global Q Network

4. Q Management & Q Assurance standardized• From ISO 15504• To be assessed regularly• Aim: Maturity level 3

5. Processes for Q-Methods• Define quality criteria