jidoka for quality improvement n.
Skip this Video
Download Presentation
Jidoka for Quality Improvement

Loading in 2 Seconds...

play fullscreen
1 / 20

Jidoka for Quality Improvement - PowerPoint PPT Presentation

  • Uploaded on

Jidoka for Quality Improvement. Lean en France, 20 May 2011 Yves Mérel, FCI Group Lean Director. FCI b ackground and profile. Creation in 1988 by Framatome for diversification outside nuclear field

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Jidoka for Quality Improvement' - helga

Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
jidoka for quality improvement

Jidoka for Quality Improvement

Lean en France, 20 May 2011

Yves Mérel, FCI Group Lean Director

fci b ackground and profile
FCI background and profile

Creation in 1988 by Framatome for diversification outside nuclear field

20+ acquisitions and 20+ years later, FCI is one of thelargest global connector manufacturers

November 3, 2005: FCI is acquired by Bain Capital, a private investment fund

With operations in 30 countries and a turnover of

1.3 billion € in 2010, FCI is a leading connector manufacturer

Its 14,000 employees are committed to providing their customers with high-quality and innovative products for a wide range of consumer and industrial applications

a variety of solutions and products
A variety of solutions and products

Electronic connectors

Microconnections connectors

Motorized Vehicle connectors

24 manufacturing sites and 14 r d centers
24 manufacturing sites and 14 R&D centers


7 manufacturing sites

1 Corporate Research Center

6 R&D centers


12 manufacturing sites

6 R&D centers


5 manufacturing sites

2 R&D centers

fci lean initiatives
FCI Lean Initiatives

Every department is monitoring a continuous improvement process contributing to customers satisfaction and costs reduction

  • People Empowerment for Accidents, Absenteeism and Turnover
  • Quality for Customers Complaints and Non Right First Time
  • Supply Chain for Late Deliveries, Inventory and Distribution Lead Time
  • Supplier Development for Receiving Frequency, Complaints, Gap to AVL
  • Process Design for Bottlenecks and Idle equipments
  • Product Development for Time To Market and Design Changes
  • Customer Focus for Time To Quote and Customers Disappointments
customers quality feedback
Customers Quality Feedback

We discover our actions impact 3 months later

quality improvement tools
Quality Improvement Tools
  • Complaint 8DandQuality Wall
    • In case of complaint, 8D to make sure this type of problem won’t occur anymore
    • For any Quality risk identified, make sure people are able to check all parts
  • Red Bin ReviewandQuality Workshop
    • Review daily every red bin, to solve quickly many stupid defects
    • Workshop to test root cause hypotheses on most complex problems
  • Go 1st Partand1st Defect Stop
    • Before starting to produce, check if there is a fair chance to produce good parts
    • While producing, stop at 1st defect to allow people to investigate the cause
quarterly 8d audit of shop floor evidences
Quarterly 8D audit of shop floor evidences
  • D1: Team
    • Cross-functional including operators
  • D2: Problem
    • Defective parts available and data on “who, when, how many, what, where, how, why”
  • D3: Containment (within 24 hours)
    • Inspect all stocks, implement Quality Wall, 1st Defect Stop, and Red Bin Review
    • Analyze several non-detection causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce non-detection
  • D4: Root causes
    • Quality workshop to analyze several causes from “man, machine, material, method, environment” through 5 Why and test of hypothesis to reproduce defect
  • D5: Corrective actions
    • Robust actions (poka yoke) implemented on time
  • D6: Effectiveness
    • Actions correctly implemented and measurable impact
  • D7: Prevention
    • Risk analysis, Go 1st Part, Preventive Maintenance, Training check, Mgt routine...
    • Applicable on similar product and process
  • D8: Closing
    • By management based on shop floor evidences
8d benchmark
8D benchmark

From 52% to 87% of rigor definitively fixes many problems and develops customers confidence

quality wall
Quality Wall

Visible and Standardized Inspections

22 dl inspecting with 3 in quality walls
22% DL inspecting with 3% in Quality Walls

Overall less inspections (+233 quality wall -441 random)

Less people, but better controlled inspection

red bin review and quality workshop
Red Bin Review and Quality Workshop

Typical internal defects Pareto

  • The Red Bin is a tool: by looking into it, we see lots of simple and stupid problems easy to fix quickly
  • At the Pareto “head” we have well known problems occurring very often but complex to fix
  • Usually manufacturing is adapted to avoid customer complaints (containment actions, in line inspection, people awareness), but it costs
  • At the Pareto “tail” we have rare and stupid problems, but customers often received such defective products

Lots of Internal PPM: Quality Workshop

Lots of Complaints: Red Bin Review

epernon factory example
Epernon factory example

OEE before: 77 %

OEE after: 78 %

First defect stop and red bin review implementation on Machine 57

PPM before: 14 800

PPM after: 7 100

epernon factory example1
Epernon factory example
  • Main difficulties:
    • Needs of resources to quickly implement the corrective actions
    • Cannot be done on bottleneck machines since temporarily reducing the output
  • Organization modifications:
    • Dedicate 2 persons to work on 1st Defect Stop implementation:
      • 1 for machine software modification and immediate actions
      • 1 for immediate actions
    • They move from one machine to another after 2 weeks
besancon factory example
Besancon factory example

Video on

1st Defect Stop and

Red Bin Review

immediate feedback from on line detection
Immediate feedback from on line detection

Process design minimum requirements for Jidoka:

1- Detections exist for every occurring defects

  • On product, on process, manual inspection, sampling (non-random defect)

2- Detections are capable

  • Reliability & Repeatability analysis

3- Detections are done at every process step

  • Before adding more value to the defective part

4- First Defect Stop

  • Immediately before the clues disappear

5- Defective parts removed manually

  • To get a chance to go and see the defect causes
150 to 40 complaints month within 3 years
150 to 40 complaints/month within 3 years

8D - Quality Wall - Red Bin - Workshop - Go 1st Part - 1st Defect Stop