Timken PSC Supplier Conference 11/5/08Quality Management Systems

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Timken PSC Supplier Quality System Expectations

Timken PSC suppliers are required to be:– ISO 9001 registered (all suppliers) – Working towards compliance / certification to TS

16949 (Automotive suppliers) Corporate wide initiative to implement Timken Quality

Management System (TQMS) at plants, key suppliers, and applicable support functions

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Why TQMS?

Expected Benefits of TQMS– Reduction in cost of poor quality by implementing

robust control processes and eliminating defects– Promotes proactive approach to quality control and

improvement– Provides closed loop system using processes

supporting Plan, Do, Check, Act model– Promotes communication and quality awareness

throughout the organization– Enhances existing Quality System components

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Defining the TQMS Pyramid

Foundational Modules

Proactive Review for CI / Preventive Action

Sharing Information

Process Standardization

Quality Signals

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TQMS and the Plan, Do, Check, Act Model (PDCA)

Plan

•VOC•Flawless Launch•New Process Launch•Management of Change

Do/Check

•Standard Work/Training•Process Control•Supplier Management•Materials Certification•Error Proofing Verification•C.A.R.E. / Verification Stations•Control of Non Conforming Material•Layered Process Audits •Outgoing Quality Audits

•GQTS (System for Managing Internal / External Quality Concerns)•Fast Response•Problem Solving•Lessons Learned•RPN Reduction•Quality Certification

Act

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TQMS High Level Project Plan for Timken PSC Suppliers

TQMS High Level Project Plan

Timken PSC suppliers are encouraged to work with designated SQA’s to implement applicable TQMS processes:

1st Step (March 2008): Identified 2008 modules and PSC Suppliers 2nd Step (May 2008 – November 2008): Overview and gap analysis for selected modules 3rd Step: (November 2008 – June 2009): Action Plans to address gaps, develop documents, train associates, implement processes, etc. 4th Step: (December 2008 – December 2009) Monitor 2008 modules and identify / implement process for 2009 targeted modules5th Step: (2010 - ) Monitor 2008 – 2009 modules and implement remaining processes

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TQMS Gap Analysis Worksheet Gap Analysis tool includes evaluation of specific elements in 20 TQMS Categories Element 5: Fast Response Gap Analysis Example – Assessment of Who, Where, When, Content, How, and Mechanics of Fast Response

Who

Content

Where and When

Mechanics of Fast

Response

How

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Gap Analysis Document for PSC Suppliers includes evaluation of 290 items in 20 TQMS Categories Fast Response Gap Analysis Document Example (Element 5)

TQMS Gap Analysis Worksheet (Continued)

Example of TQMS Module 5

Fast Response Process Overview for Manufacturing Facilities

(Based on Timken Bearing Plant Example)

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Fast Response Process - Intent

Review issues on a 24 hour cadence Engage process owners and support resources Identify and address issues internally before they

become unmanageable or customer complaints Communicate performance (relative to key

metrics) Track issues to closure Promote lessons learned

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Minimum Requirements - Fast Response Meeting Attendees

FastResponseMeeting

Owned by top management Championed by plant manager, facilitated by

quality manager Top management from functional areas attends

daily meetingThe designated participants must have backups to attend in their absence

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Minimum Requirements – Fast Response Meeting Location, Visibility, Timing

FastResponseMeeting

Designated meeting place Process, information, and status visible to

plant associates Meeting starts and ends on time Meeting rarely exceeds 15 minutes for

quality topics and 30 minutes for entire agenda (Timken Bearing Plant Example)

Avoid “scope creep” by adhering to planned agenda

Meeting performed on a 24 hour frequency

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Minimum Requirements – Meeting Location,Visibility / Timing

FastResponseMeeting

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Example of Fast Response Topics Discussed at a Timken Bearing Plant

IssuesTracking

ProductionPerformance(OEE, DT)

LayeredProcessAudits

ErrorProofing

Verification QualityGates

Hold CageMovements

CAREContainment

StatusTQMSA

SupplierQualityIssues

CustomerQualityIssues

SafetyIssues

FastResponseMeeting

LessonsLearned

GQTSPFMEAAPQP

•Start

15 Minutes

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Fast Response Process – Flow Chart (Timken Bearing Plant Example)

Fast Response Process

OA

Prod

uctio

nAs

soci

ates

Prod

uctio

nM

anag

ers

Engi

neer

ing

Supp

ly C

hain

Man

agem

ent

Qua

lity

Performand Turn in

LPAs

EstablishAgenda

FacilitateMeetingAgenda

RetrieveCARE Data

Record/Update Scrap

Information

Record OtherProductionInformation

(e.g., Downtime)

Report Outon Production

Information

RetrieveLPAs

Record ErrorProof Verification

Violations

Record/UpdateQuality Gate

Information (Notetripped alarm limits)

Attend FastResponse

Meeting andReport Out

asAppropriate

EnterInformation

onto TrackingMatrix

AddressAssignedIssues onTrackingMeeting

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Minimum Requirements – Quality Elements Content (Timken Bearing Plant Example)

All external complaints and concerns

CUSTOMER ACCEPTANCE REVIEW & EVALUATION (CARE)

Review CARE Station Results (Enhanced Containment Activities)

Review of all error proofing verifications non-conformances reported and tracked

CustomerQualityIssues

CAREContainment

StatusTQMSA

Error ProofVerifications

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Review “high risk” LPA findings

Review repetitive “standard risk” LPA findings

Significant daily scrap events exceeding a defined limit

QualityGates

LayeredProcessAudits

Minimum Requirements – Quality Elements Content (Timken Bearing Plant Example)

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Established and posted standard work (Agenda) Established and posted entrance and exit criteria

(Standard Fast Response Tracking Matrix)

Minimum Requirements – Meeting Structure (Timken Bearing Plant Example)

FastResponseMeeting

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Covers minimum requirements

Facilitates cadence of meeting

Focus on planned agenda keeps meeting brief

Meeting is for status monitoring, providing communication, and assigning action items – not problem solving!

Follow up meetings should be schedule as required

Minimum Requirements – Meeting Agenda (Timken Bearing Plant Example)

FastResponseMeeting

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Minimum report on issues is a 3D (containment, root cause, corrective action)

Issue owner reports on containment within 24 hours, next report out within 5 days for internal issues, and daily for external concerns

Status updates and exit criteria reviewed Fast Response is not for problem solving. Schedule

follow up meetings as required!

IssuesTracking

Fast Response Report Out and Tracking (Timken Bearing Plant Example)

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Tracking Matrix (Timken Bearing Plant Example)Issues

Tracking

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Tracking Matrix (Timken PSC Supplier Quality Example)Issues

Tracking

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Impact of Fast Response Process

Increases awareness through organization Enables the team to work on issues using a

standard methodology Faster communication and resolution of

issues Same information and expectations shared

with all members of team (consistent message)

Reduced rate of customer complaints Improved customer satisfaction

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Fast Response Key Learning Points

Fast response process becomes part of the culture, and not just another meeting

Process will not survive without management support at all levels of the organization

Fast response is about applying systematic tools to identify, monitor, and resolve issues before they become larger, or result in a customer complaint

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Open Discussion / Questions?

Fast Response Process

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FOUNDATION for EXCELLENCE

TQMS

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LunchLunch

Please submit any questions you may have at the registration table using index cards provided

Please submit any questions you may have at the registration table using index cards provided