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American Society for Quality May 28th, 2009

. . . . INTRODUCTION. SPEAKERSScott Barnes VP of Sales and MarketingTopic: Market Opportunities in Today's EconomyNelson Colon Quality Manager Topic: Quality System and Quality StrategiesDarin Moore Director of Operations Topic: Lean Culture and Improvements. Market Opportunities i

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American Society for Quality May 28th, 2009

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    1. American Society for Quality May 28th, 2009

    2. INTRODUCTION

    3. Market Opportunities in Todays Economy

    4. Market Opportunities in Todays Economy

    5. Market Opportunities in Todays Economy

    6. Market Opportunities in Todays Economy

    7. Quality System and Quality Strategies

    8. Lean Organization Show slide . . . Lean Organization Requires Total Organizational Involvement It cant be emphasized enough the importance of the upstream staff activities prior to when we reach the plant. Our staffs must become more responsive so that we can become Faster-To-Market with our products. Our leadership must be totally committed in order for us to be successful. Without that commitment, our efforts at the plant floor level will be fruitless.Show slide . . . Lean Organization Requires Total Organizational Involvement It cant be emphasized enough the importance of the upstream staff activities prior to when we reach the plant. Our staffs must become more responsive so that we can become Faster-To-Market with our products. Our leadership must be totally committed in order for us to be successful. Without that commitment, our efforts at the plant floor level will be fruitless.

    9. Page House of Lean

    10. Lean Manufacturing & Quality Systems Basics

    11. QUALITY

    12. QUALITY SYSTEM Page 12 Global Manufacturing Focus ONE LANGUAGE GLOBALYGlobal Manufacturing Focus ONE LANGUAGE GLOBALY

    13. QUALITY SYSTEMS BASICS

    14. QUALITY SYSTEMS BASICS Global Manufacturing Focus ONE LANGUAGE GLOBALYGlobal Manufacturing Focus ONE LANGUAGE GLOBALY

    15. QSB Elements

    16. QSB Fast Response Transition from Problem Solving steps to Communication of problems using Fast Response If the supplier has low external ppm this is a process that will address and reduce internal issues. Fast Response assures internal issues do not become external issues. Transition from Problem Solving steps to Communication of problems using Fast Response If the supplier has low external ppm this is a process that will address and reduce internal issues. Fast Response assures internal issues do not become external issues.

    17. QSB Fast Response

    18. Page 14 Quality Wall

    19. Page 15 Quality Wall

    20. Satisfy Your Customer. . . Quality Systems Basics ABS

    22. Verification Stations ultimately lower the number of defective parts, improve the plants first time quality, direct run and lowers costs while providing a better product to the customer. QSB Verification Station - Purpose EXAMPLE From another supplier 39% decrease in defects found by the GP-12 inspection 18% improvement in FTQ on 245 doors 75% reduction in scrap on 245 doors EXAMPLE From another supplier 39% decrease in defects found by the GP-12 inspection 18% improvement in FTQ on 245 doors 75% reduction in scrap on 245 doors

    23. PROCESS DIAGRAM

    24. Page 24

    25. Page 25

    26. QSB Error Proofing Page 26

    27. QSB Layered Process Audits Page 27

    28. QSB Layered Process Audits Page 28

    29. QBS Risk Reduction Process Page 29

    30. QSB Risk Reduction Page 30

    31. ISO 9000:2000 Page 31

    32. Quality Quote In a true zero-defects approach, there are no unimportant items. Page 32

    33. Zero Defects

    34. Quality Quote Quality has to be caused, not controlled. Page 34

    35. Lean Culture and Improvements

    36. Manufacturing Capabilities Assembly Lines 1 & 2

    37. Manufacturing Capabilities VAN Line

    38. Manufacturing Capabilities PAINT Operation

    39. Manufacturing Capabilities FABRICATION

    40. Manufacturing Capabilities CRITICAL PATH

    41. Manufacturing Capabilities ASSEMBLY EVOLUTION

    42. Lean Manufacturing LEAN DEFINED

    43. Lean Manufacturing FIVE PRINCIPLES OF LEAN

    44. Lean Manufacturing SEVEN TYPES OF WASTE

    45. Lean Manufacturing LEAN PARTICIPIATION

    46. Process Improvement Results COMPLETION ON TIME

    47. Process Improvement Results MOD TOTAL LEAD TIME 2009

    48. Process Improvement Results VAN TOTAL LEAD TIME 2009

    49. Process Improvement Results MAV TOTAL LEAD TIME 2009

    50. FUTURE STATE

    51. WHEELED COACH

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