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North American Lighting and TQM. Kevin Blatnik. My Background. 1998: Graduated from EIU with BSIT Went to work for Navistar International as a Design Engineer 2000: Came to word for North American Lighting as a Manufacturing Engineer 2003: Became an Industrial Engineer with NAL

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My background
My Background

  • 1998: Graduated from EIU with BSIT

  • Went to work for Navistar International as a Design Engineer

  • 2000: Came to word for North American Lighting as a Manufacturing Engineer

  • 2003: Became an Industrial Engineer with NAL

  • 2004: Graduated from EIU with MST and a Certificate in Quality Systems

  • 2005: Promoted to Sr. Industrial Engineer

Background of nal
Background of NAL

  • Established in 1983 in Flora, Illinois

  • Subsidiary of Koito, the world’s largest supplier of Automotive Lighting

  • $500 Million in sales annually

  • Employ’s 2500 people in 6 facilities

  • 4 Manufacturing Facilities

    • Flora, Illinois: Forward Lighting

    • Salem, Illinois: Rear and Secondary Lighting

Background of nal1
Background of NAL

  • Paris, Illinois: High Quality Forward Lighting

  • Muscle Shoals, Alabama: High Quality Rear and Secondary Lighting

  • Design group located in Farmington Hills, Michigan

  • Corporate Headquarters located in Paris, Illinois

  • Preferred business management system
    Preferred Business Management System

    • A quality management system

    • Management responsible to create and maintain documents to ensure customer quality

      • Preparation of quality plans

      • Identification and acquisition of any controls, processes, equipment, fixtures, resources, and skills needed to achieve the required quality

      • Ensure the compatibility of design, production process, installation, inspection, and test procedures and the applicable documentation

      • Update as necessary the quality control, inspection and testing techniques, including development of new instructions

      • Identification and preparation of quality records

    • It is a continuously changing process

    Preferred business management system1
    Preferred Business Management System

    • Specific areas of the System

      • Quality Manual

        • Manual spells out all international standards as well as NAL standards

        • Direct correlation between ISOO9001:2000/TS16949:2002

      • Control of Documents

        • All documents have to go through an approval process

        • All documents are stored in one central controlled location

    Preferred business management system2
    Preferred Business Management System

    • Engineering Specifications

      • All Engineering changes have to go through and approval process

      • All changes are recorded and stored in a central location

    • Control of Records

    • Records Retention

      • Quality records for production part approvals, tooling, purchase orders, and amendments will be maintained for a length of time equal to the time that the item(s) is active plus one calendar year

    Customer focus1
    Customer Focus

    • Performance Indicators provided by the customer

    • Results are plotted and verified to our goals

      • Green: Meets target

      • Yellow: Marginal

      • Red: Does not meet

    Customer focus2
    Customer Focus

    • On-site QRE’s (Quality Resident Engineer)

      • Improves relationship with the customer

      • Located on site at major customer sites

      • Troubleshoot quality issues prior to contacting production facility

      • Try to put out fires early

    Supplier development
    Supplier Development

    • Purchasing

      • Procure components and raw materials of superior quality and reliability that exceeds customer expectations on a global basis

      • Purchasing Management will invest time and effort to understand business culture and importance of customer support at all levels of a given organization

    Supplier development1
    Supplier Development

    • Supplier Quality Assurance Manual (SQAM)

      • All suppliers receive a copy of this document

      • Spells out all of NAL’s Quality expectations

      • Supplier Quality Engineers (SQE) are assigned to suppliers to help them along with our requirements

    Supplier development2
    Supplier Development

    • SQE’s will conduct Continuous Improvement activities with the suppliers to bring the up to our quality level and expectations

    • Audit suppliers to ensure that they are meeting mandated TS16949 and ISO standards

    Performance measurement
    Performance Measurement

    • Dimensional Measurements

      • Check lamps daily to ensure that we meet current customer requirements

      • Dimensions are charted daily to ensure visually show any trend lines

      • When a point is outside the control limits, engineering is notified to correct the problem

    Performance measurement1
    Performance Measurement

    • Glue Weight Measurements

      • Glue weight is checked every day

      • Charted using SPC Charts to determine the trend line.

      • Report is generated every day to inform people of the current status.

    Performance measurement2
    Performance Measurement

    • Gauge R & R

      • Repeatability and Reproducibility

      • Measures how repeatable the process is

      • 3 different operators will load 30 parts into a gauge and measure the parts

        • Gauge instructions ensure proper loading of the part by all operators

      • The results are entered into a computer to calculate the results

    Performance measurement3
    Performance Measurement

    • Results are reported as a percentage

      • 0 - 9 %: Acceptable measurement system, no action required

      • 10% - 30%: Improvement is encouraged, but may not be desirable

      • >30%: Unacceptable measurement system

    Performance measurement4
    Performance Measurement

    • Capability Studies

      • After successful R & R, parts are measured to determine capability

      • 20 parts are measured

      • After part are measured, the data is analyzed using SPC

      • Based on the CPK value, a determination is made as to the products capability

    Performance measurement5
    Performance Measurement

    • FMEA (Failure Modes and Effects Analysis)

      • Created by Manufacturing Engineer

      • Identifies potential failures prior to creating a process

      • Works with processing departments to ensure accuracy

      • Controlled and living document

    Performance measurement6
    Performance Measurement

    • Control Plan

      • Created by our Quality Engineers

        • Lists each quality measurable for each product and each process

        • Details frequency of quality checks

        • List specific SPC tool to be used for the checks

    Employee motivation
    Employee Motivation

    • NAL has a couple of motivation tools

      • Profit Sharing

        • At the end of fiscal year, NAL will deposit a percentage of salary into 401K

      • Improvement Suggestions

        • Employee will make an improvement suggestion

        • If implemented, employee will receive a percentage of the total money saved

    Continuous improvement
    Continuous Improvement

    • NAL practices continuous improvement every day

      • We live, eat, and breathe it

    • NAL follows a Kaizen philosophy

      • Pick a small problem and implement countermeasures to fix

      • Many small improvements lead to a large amount of savings

    Continuous improvement1
    Continuous Improvement

    • Impact Activities

      • Diverse group that is assembled to fix a problem within the company

      • Group makeup is diverse to allow for a new point of view of the issue

      • Group is dedicated to the activity for an entire week

      • Problems are identified, brainstormed, and countermeasures are implemented

    Continuous improvement2
    Continuous Improvement

    • Problem is studied again and improvement is recorded

    • Group presents findings to management