StEDE PDCA-FTATraining June2017 PDF

PDCA-FTA TRAINING
CONFIDENTIAL
AGENDA
1. Introduction
2. Problem characterization (5W2H)
3. How to secure the customer and learn from sorting
4. How to find the root causes
5. Counter-measure implementation, check of

efficiency and LLC writing
2 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

INTRODUCTION
4 RINGS OF QRQC STEP 1
QRQC CONCEPT to change our culture
Detection
Verification
QRQC Communication
Step 1
Analysis
BASED ON SAN GEN SHUGI

QRQC  Quick Response Quality Control
SAN GEN SHUGI ATTITUDE
San means "3" – Gen means "real" or "actual" –

Shugi means "ideology"
San Gen Shugi
1. Gen-ba : Real Place
2. Gen-butsu : Real Parts
3. Gen-jitsu : Reality ( Real data )
Need to understand what is behind

GENBA = REAL PLACE
ATTITUDE:
Do you
- Use your legs and your eyes?
- Interview actors of problems
Are you able to be:
- Where it happens
- When it happens (now)
BENEFITS:
- No imagination
- Observe to understand
- To be able to analyze

GENBUTSU = REAL PARTS
ATTITUDE:
Do you
- Compare good and bad (parts, situation…)
versus standard
BENEFITS:
- Detect differences
- Detect deviations to standard
- Identify relevant factors

GENJITSU = REAL DATA
ATTITUDE:
Can you:
- Speak with facts and data
Do you
- Request evidences and data
- Forbid words such as “ I think, I believe, perhaps….”
BENEFITS:
- Be accurate
- Be convinced and be convincing
- Gain time

QRQC ACTIVITIES
Detection
Verification QRQC Communication
Analysis

QRQC ACTIVITIES
LLC FTA  Factors Tree Analysis
New LLC  Lessons Learnt Card
StEDE CCL Know-How CCL  Commodity Check List
Detection
Capitalize  Detection
Systemic Actions Red box
Verification Communication
VerificationQuick Response
QRQC Communication
LLC 5W2H Breakdown
Analysis
Lead to right direction
4M s
Analysis
FTA Break down
(Comparison)
FTA’s + 5Whys
Compare
Speed up
Find out Root cause,
and reproduce

HOW TO FIND THE PDCA – FTA FORMAT
REMINDER  Make sure to use:

• Latest version of PDCA
• English language in the PDCA and LLC (Mandatory for ALL type of incidents)

AGENDA
1. Introduction
3. How to secure the Valeo and learn from sorting


PDCA – FTA OVERVIEW
What is it ?
 A methodology applied in parallel to QRQC activities to
improve quality of analysis and speed up problem solving
 It is a standard format used in Valeo and at Valeo Supplier’s

to solve all kind of problems
 How is it organized ?  3 major steps:

 Quick Response (QR) activities
 Analysis activities
 Efficiency and Systemic Preventive activities

PDCA – QR, ANALYSIS & EFFICIENCY OVERVIEW
Quick response activities:
QR  24hs
PD  5 days
 Problem characterization (5W2H)
CA  10 days
 Customer securisation
Closure  30 days
 Sorting
 Containment actions
 Learning from sorting (update 5W2H).
Analysis activities:
 Root cause identification
 FTA, 5 Whys, defect reproduction
 Countermeasures implementation
Efficiency and Systemic Preventive activities:

 Lessons learned card
 Genba Check of efficiency
 Systemic Preventive actions in place 30 days for permanent
elimination
EXAMPLE
Let’s review how to work through a problem
WHAT SHOULD YOU DO FIRST?
CHARACTERIZE THE PROBLEM

PDCA – FTA FORMAT
Logical Thinking Grid to Challenge

the Problem Solving Logic Standard Tab Sheets to be filled in the Problem Solving Process
Explanation on how to use the format  Click on the “+” to drop down the list of fields.
You can find the clarifications about the content expected to be fulfilled in each field.
These comments are also available in the comments of each cell and identified with
“red corner”. They can be displayed also just by putting the mouse on the cell

PDCA – FTA FORMAT CONTD…
Always fill the Logical thinking Grid to

challenge the logic of the PDCA.

QR : QUICK RESPONSE FORMAT

QR : QUICK RESPONSE
It is very important to
fill this section to
understand
1. Customers
Impacted
2. Customer
Models Impacted
3. Product SOP date
4. Change Revision
if after SOP
drawing/process/
product was
changed.
5. Block [11] about
"Safety and/or
Regulatory
characteristics"
must be ticked (Y
if issue is related
to S &/or R)

UNDERSTAND WHAT IS THE PROBLEM
5W2H, Valeo & Supplier View
WHAT IS THE PROBLEM ? > Use 5W + 2H to know what is the Current Situation (C/S) ?
Valeo View SUPPLIER VIEW
- What happened? - What is the difference between good and bad part?
- Why is it a problem? - Was part manufactured in Standard process?
- When it happened? - When was it manufactured at Supplier?
- Who detected? (name of operator) - Who manufactured?
- Where detected? - In which other application this part is used?
- Are we capturing the defect when re-injecting product in normal

- How detected?
process?
- How many bad parts? (in customer database, and real - Did a similar problem happen previously at customer or
number) internally?
- Which Valeo site(s) must be warned?

UNDERSTAND WHAT IS THE PROBLEM
5W2H, Valeo View

VALEO VIEW
Customer effect (Effect on car, difficulty to
-What happened?
assemble, logistic, missed information …..
Consequences : How does it affect the problem

( car can not start, could not be assembled ….)
-Why is it a problem?
Date of each detected part, Real timing

-When it happened?
-Who detected? (name of operator) Customer, resident, consumer,
Step of customer process

-Where detected?
During normal operation, normal inspection,

-How detected?
sampling, Describe phenomenon lead to say
this is an abnormality
-How many bad parts? (in customer database, and real
number)
If more than one case, timing for each and
condition of detection and by whom.
DIFFERENCES BETWEEN GOOD AND BAD PARTS
5W2H, Valeo / Supplier View

SUPPLIER VIEW What is the difference ? Check for evidence
(facts & Data) (measurement, data, obviously
observable, photos, drawing)
- What is the difference between good and bad part?
Did you Compare Good and master part Vs
- Was part manufactured in Standard process?
returned part
- When was it manufactured at Supplier?
Are you able to see differences with your eyes?
Do you need a microscope ?
- Who manufactured?
Do you need X-ray ?
Do you need a measurement tool ?
In which other application this part is used?
…..
- Are we capturing the defect when re-injecting Are you positioning good and bad in the same
product in normal process?
shape?
- Did a similar problem happen previously at customer Does this difference explain the symptom ?
or internally? Could you Reproduce the effect with same
defective part ? If No, Why ?
- Which Valeo site(s) must be warned? What is the difference of the 2 environments?

LEAD RIGHT DIRECTION FOR QUICK RESPONSE
5W2H, Supplier View

Next questions :
SUPPLIER VIEW
- How to confirm ?
- When ?
- Who ?
- Where ?
- Why ?
- When was it manufactured at Supplier? - How ?
- How many ?
- Who manufactured? - Standard for rework ?
- Standard rework flow ?
In which other application this part is used? Check all evidence to confirm there
was deviation from Standard
- Are we capturing the defect when re-injecting product in
normal process? process of making the part that
was approved by Valeo in Initial
- Did a similar problem happen previously at customer or
internally?
Sample Stage.

5W2H, Supplier View

SUPPLIER VIEW

Next questions :
What happened before ?
Look for changes ?
Events on log book ?
- When was it manufactured at Supplier?
Events on Visual Board,
- Who manufactured?
problem reporting data and
all records ?
- Are we capturing the defect when re-injecting product in

normal process?
- Did a similar problem happen previously at customer or

internally?


SUPPLIER VIEW
- What is the difference between good and bad
part?
- Was part manufactured in Standard process? These information are related to the
person working at the station
- When was it manufactured at Supplier? responsible for the defect and the
- Who manufactured? person in charge of the detection of
the defect.
- Name of the person and/or his
- Are we capturing the defect when re-injecting registered number
product in normal process?
- Did a similar problem happen previously at For future interview and investigation.
customer or internally?


SUPPLIER VIEW
part?
- Was part manufactured in Standard process? Gather information in order

to organize sorting in other
- When was it manufactured at Supplier? Valeo Sites  Supplier must
- Who manufactured? communicate to all Valeo
Sites (Site SQA Team)
In which other application this part is used? receiving the suspected part
- Are we capturing the defect when re-injecting numbers impacted by the
product in normal process? non conformity
- Did a similar problem happen previously at
customer or internally?

5W2H, Supplier View

SUPPLIER VIEW
part? Do we have detection for this
defect ?
- When was it manufactured at Supplier? Did you introduce the defective part
into the process? Can you detect it
- Who manufactured?
at any station in the process?
- Are we capturing the defect when re-injecting Next questions :

product in normal process? Why we could not detect it ?
- Did a similar problem happen previously at Is it repeatable and reproducible ?
customer or internally? What did not work ? And why ?

5W2H, Supplier View

SUPPLIER VIEW
Next questions :
- What is the difference between good and bad part? Is it related to same old cause ?
Review the previous analysis
Check previous actions ?
- When was it manufactured at Supplier? What did not work ? And
why ?
- Who manufactured?
Did we share past experience
In which other application this part is used? between lines ?
What did not work ? And
- Are we capturing the defect when re-injecting product in why ?
normal process?
Please check Old Lessons Learned
- Did a similar problem happen previously at customer or Cards to confirm what missed from
internally? those learning. Did we not
horizontally deploy?

AGENDA
1. Introduction


SECURE THE CUSTOMER
OBJECTIVES OF THIS PHASE
24H (maximum)
 The customer (Valeo) should not be disturbed anymore because of this defect.
 How to protect customer
Total sorting
 All parts
are sorted in
all places of
the supply
chain
What we learned from sorting activities

 Find out when the problem is created
 Lead to right direction to find out what changed and when

HOW TO SECURE THE CUSTOMER ?
Asked questions
Key words = Show me …….
 Where are the parts ?
Valeo / Customer Sites, Supplier plant(s), warehouses, Logistic platform, … (see scope
in the block “Sorting” of PDCA template)
 How many good and how many bad ?
 When it was manufactured ?
 Sorting procedure ?
 Who will sort ?
 How to communicate ?
 How (split the tasks) to do quickly and efficiently ?
 How to gather result ?
 When is it guaranteed?
 How what you learned from sorting to lead to right direction?
ORGANIZE SORTING
1- Put trained people to do sorting  Graph presents different colors to identify different operators
2- Procedure  Define and validate how to do sorting
3- Result  Records analyzed and immediately communicated
4- Problem’s understanding  Update the content in function of the analysis
Gather information to lead to the
right direction of analysis
SORTING ACTIVITIES
Gather information communicating SECURIZATION at

Valeo, Customer line and whole supply chain
Limit Time: 24Hrs Secure VALEO

SORTING RESULT
Gather information with the estimation of

escaped parts
200 in OEM, field, car dealer
50

SORTING RESULT
Sorting results
2,5 1200
200 1000
2
Produced per shift

Defects per shift
800
1,5 1
600
50
1
400
0,5
200
0 0
08/06/2003 09/06/2003 10/06/2003 11/06/2003 12/06/2003 13/06/2003 14/06/2003 15/06/2003 16/06/2003
Def. Shift 1 in sorting Def. Shift 2 in sorting Def. Shift 3 in sorting Def. Shift 1 at customer Def. Shift 2 at customer
Def. Shift 3 at customer Qty Shift 1 Qty Shift 2 Qty Shift 3

TOTAL LINE REJECT SITUATION
Gather information from line as current

production as EOL tester, Visual
200
inspection,…..(Except sorting activity)
1
50

TOTAL LINE REJECT SITUATION
200
50
• What is the TLR situation on the line?

• For this problem? For other problems?
• What does the Line Records teach you?

TIMELINE AND PROCESS FLOW
200
50

TIMELINE AND PROCESS FLOW
Process Flow example
200
50

WHICH LESSONS LEARNED CARDS EXIST FOR SIMILAR PROBLEM?
Specify the search documents in your internal database

to find out if a similar problem has happened before, in
your site, your sister companies or with other
customers than Valeo.
Review the relevant Lesson Learn Cards to learn:

 Factors to be checked
 Solutions to be considered after the analysis has been
completed
 Review the occurrence rating in the PFMEA/DFMEA

WHAT DID YOU LEARN FROM SORTING?
WHAT DID YOU LEARN from sorting (shift related, period related, operator related…)? [35]
Report findings on the subjects below, detected during sorting of physical parts, as well as in the processes used to produce them
Internal Defect / Internal PPM: Supplier Should share the history of this issue if it has happened before and what is the level of
rejections.
Maintenance / Production Records: Supplier Should confirm if there was any breakdown or maintainance done during the
suspect period with evidence for Abnormalities.
FMEA / SPPC Control: Supplier should confirm it the point is mentioned in the PFMEA and also it is a SPPC or not.
Operator Related: Supplier should confirm if there was any abnormalities related to the operator in the suspect period.
Period related: Supplier should confirm the suspect period for the issue based on the clear timeline.
StEDE drift (issue with Standard, or its Deployment, or its Enforcement): Supplier should confirm if there was any deviation or
drift to the standard operating process like Setup, Changeover, In process that was not followed or not respected. It also
includes checksheets not filled or signed by supervisors linked to standard process.
Others (Traceability / Cavity / Mold, etc.): Supplier should confirm the additional traceability data like mold, cavity, machine etc
that can help the QR with the lot code we have.
Findings are not limited to what you could find among the batches sorted but
also within all processes used to produced those batches

ORGANIZE EFFICIENT CONTAINMENT ACTION TO PROTECT
WHAT ARE THE IMMEDIATE COUNTERMEASURES (24 hours)?
1. IMMEDIATE COUNTERMEASURES IN SUPPLIER PERIMETER ? [36] WHO DATE WHERE
2. IMMEDIATE COUNTERMEASURES IN VALEO LINE ? [37] WHO DATE WHERE
Questions :
- How to make sure to catch the defect ?
- Where is the best place to catch it ?
- Is there any risk to create an other defect (mislabeling for
example) ?
- Have you made your action approved by the customer ?
SPEED UP THE PROCESS
 To speed up, we need to split in small tasks that can be treated

quickly (24H maximum)
 1 task = 1 responsible
 Review the progress based on facts and data
 Assigning tasks
 Key words : Please do ….. and come back to me in “xx” Hs.

(less than 24hs.) with facts & data.

HOW TO WORK DURING THIS PHASE
Compare
 Good and bad and versus standard
 Why never before
 Why only “XX” bad parts among “YY” parts
Why? Why? Why? ……?

 Verification before next why, if not true please reconsider your answer or
your factor
Never jump to conclusion without facts

AGENDA
1. Introduction


ROOT CAUSES ANALYSIS
ANALYSIS
What is it ?
 To make the analysis with facts and data
 Analysis PDCA includes Factor Tree Analysis and 5 Whys
 Basic comparison between Good, Bad and standard
What is it for ?
 To find the factor that can reproduce the phenomenon
 To find out the root cause
 Then the solution will be easy to identify

ROOT CAUSES ANALYSIS
ANALYSIS
Symptoms on BAD PART  5W2H

 Result or outcome of the problem.
 What you see as a problem?(Obvious)
The problem  FACTOR TREE ANALYSIS

 Gap from standard
Cause  5Whys
 “The roots” – system below the surface,
bringing about the problem (Not obvious)

FTA
Factor Tree Analysis

 What are the factors that explain the defect:
 Based on 4M: Material, Machine, Method, Men.
 No brain-storming but study of the reality
 San Gen Shugi.
Two activities:
 Occurrence / work on the creation of the defect
 Non detection / work on the fact that defect was
not stopped internally. (easier to start with)

FTA: 4M
Material: Factors related to the Material or components used for the manufacturing of
the defective part.
Method: Factors related to the process and the way the product is manufactured and
delivered. It can include also the conditions of process. In this way, “Method” can
also include Environment and Measurement. If it is really necessary, a 5th or 6th “M” can
be added separately.
Man: Factors related to Human ability to do properly the work :Training, Communication
conditions for example.
Machine: Factors related to the machine capabilities, Poka Yoke and software

FTA: FACTORS
• Based on experience and observation, define most obvious factors that could
potentially generate the problem. Ask Operators and Experts.
• For physical issues, drawing the issue helps to identify relevant factors
• For administrative issues (ex: products delivered to wrong plant), factors are
the process steps related to the issue. Then, you might draw the issue using
physical factors
• If no anomaly found, use Control plan, Process/Product/ Design FMEA’s to go

deeper, by adding less obvious factors.

FTA: FACTORS
4M Factor
-Training(Manual dexterity, Competence,…)
Man - Capability of people(Eye sight,…)
- Test or material handling equipment, Production tools(PM)
- Poka-Yoke
- Software(Ex: Revision(A,B,C,…))
Machine - Jigs & Fixtures
- Work station (Layout, Red box,…..)
- Chemical part: Viscosity , Hardness, Color,
Material - Electronic part: Dimension, Color, Electronic value (Resistance,
Voltage, ….)
- Mechanical part: Dimension, Color
-Condition as Machine parameter(Air pressure, Voltage, Current,
Resistance, Distance, Duration of product transformation, Position,…)
Method - Environment
- Method of work(Working instruction, Visual aids)
- Measurement method
FTA: DRAWINGS or PROCESS FLOW – A DIAGRAM HELPS TO IDENTIFY
RELEVANT FACTORS
Example: Why is crimping out of specification?
1. Master sample for set up is available 1. Master sample for set up is available
2. Is master sample within right dimensions? 2. Is workinstruct. clear, doable, quantified?
3. Are set up parameters respected? 4. Is the Operator trained (deployment)?
The factors are totally different!

FTA: CONTROL POINTS
• Where and how the factor is measured or checked, and how often
• Going to the control point allows to quickly find standard values and history/traceability
on the factor. It is also a place where a measurement method for the factor exists.
• In case there is no control point, indicate the method to use to measure the factor.
• The control point can be at supplier, at incoming inspection, in process control stations
or final test. It can be 100% test, sampling or done at initial sample and then periodically.
• When a characteristics is critical, it must be verified at several control points during the
process.

FTA: STANDARDS
• What is the applicable standard?
• Answer with specific values when the factor is measurable. Do

not enter only drawing reference excepted if the standard is a
set of measures. In that case, attach the drawing with
highlighted measured characteristics.
• Check if the standard is clear and updated.

FTA: BAD / OK PARTS
• Allows comparison between reality versus standard: bad versus good parts
• Real data coming directly from measurement of BAD and GOOD parts or
process.
• EVERY TIME IT IS POSSIBLE, ORGANIZE MEASUREMENT WHEN THE

PROBLEM IS STILL THERE:
 Example:
1. Ask Valeo to perform measurement at Valeo site jointly before send bad part back.
2. Provide special instruction to Operator to measure (ex. the air pressure) when problem
occurs next time
3. OK Parts = Good part: value of factor on the OK parts produced in the same process than
the Bad Parts
4. Bad part: value of the factor on the Bad parts
FTA: JUDGEMENT
Potential Root Causes
In the column, write the conclusion of
the analysis, in case of direct link, this
conclusion will be the starting point of
the 5 whys.
Std OK:
• Is standard at last revision?
• Is standard clear ?
• No contradiction between
standards of 2 factors?
Meet. Std.
Do real data (bad and OK
parts) respect std?
Judgement can be :
O : OK
X : Not OK Direct link : This column is used to record if Comments
D : Doubt the factor is the real cause for the issue Write any comments to
Be careful of the Judgement can be : support the data concerning
syndrom « change part, N: Problem cannot be reproduced the analysis done on the factor
process or supplier » Y: Problem can be reproduced including tests done to
D: Doubt (will have to be clarified) reproduce the defect
Example: combination of several
factors is suspected
ANALYSIS : FTA NON-DETECTION
Make the process mapping of the process

 Process description step by step
 You must start from the customer (Valeo) and go
back to the station where the defect is created.
For each step, look at all the control points:
 Are they designed to catch the defect ?
 Which factor made this detection to fail ?

Good timing - Bad timing.
Good situation - Bad situation
FTA NON-DETECTION Good station - Bad station
Shift 1- shift 2
Operator 1- Operator 2
Comparison &
Observation
Facts & data
What is the standard for the

control? (even not written) Is this standard able to
detect and catch the defect
What is the control point where you Which potential
verify the capability of detection and Is the standard
root cause
still working respected ?
determined?
Reproduce
What made the existing detection the defect based on :
fail (even visual detection) - Std not OK
-Non respect of Std
- Difference between Good & Bad
FTA: HOW TO REPRODUCE
How to reproduce?
• Asking Operator to create defective parts having same signature than “bad”
parts
• Observation of process to capture facts when similar problems appears
• Exchange of components shows that problem follows one component

(Example using Shanin technique: component search)
• Parts manufactured with same characteristics than “bad” parts show similar
signature (Example using Shanin technique: component search)
• Parts manufactured with slightly amplified deviation on suspected process

parameter show similar signature

ANALYSIS : FTA OCCURRENCE
What happened at Part just before the Bad part (T-1)?
 How was the product just before becoming bad ?
 What can explain the phenomenon?
 Ask Operators
 Observe
This is the basis for the completing the FTA:

 You need to be at the real place
 To observe the real facts
 And to gather real data

FTA OCCURRENCE
Comparison &
What is the standard? (even Observation
not written) Facts & data
Is this standard able avoid the

What is the control point? defect creation?
On process, product, Procedure,
Which potential
Is standard
What could root cause
respected ?
Make it wrong? Think 4Ms determined?
And split to speed up
Reproduce
the defect

SOME RECOMMENDATIONS
• Why do you say there is no standard ? Is it the first time ?

• Why do you say no control point? How do you verify ? Do you have start up
check list, please show me ?
• Is it easy to control ? Is repeatable ? known and done by all Operators?
• Is there any difference between good and bad (not only parts think at
situation, timing, person, process, machine …. )?
• Did you get this measurement from the period when bad parts were
manufactured ?
• Did you compare good and bad versus standard?
• Where is the data are coming from? How it was measured?
• Think 4 Ms: Material, Method, Machine, Men.

- One FTA for Occurrence (Why the Problem happened)
- One FTA for Non Detection (Why the Problem was not detected)
FTA: RECAP
4. Check real value and data, based on San

Gen Shugi principles. Separate data on
good versus bad situation
5. Check if std exists

and is up to date
6. Compare the real

If there is an “Y” in the data and
measurement
“Direct link” column, versus standard.
we must look for the root cause by using the 5 Whys
1. Define main 3. Verify the

standard (technical 7. Reproduce the issue
influent 2. Define
specifications, data by activating the
Factors based control points
with tolerances, etc.) factor
on 4M’s
5 WHYS : OCCURRENCE & NON-DETECTION
Identified potential root cause
After each why before asking next why

Verify and check with facts and data
As an evidence before next why
5th Why is normally the Systemic

Issue which impacts all products
and the company

ANALYSIS PDCA-FTA: LOGICAL THINKING
At this stage, it is key to be able to summarize the issue by saying

without blah-blah:
 The problem is xxx.
 The main root cause is … This has been demonstrated by … The
corrective action is … The corrective action will work because……..
 The main reason why it has not been detected is … This has been
demonstrated by … The corrective action is …
Test your conclusion by explaining why no problem occurred

prior to this occurrence!
Refer Slide 15- Logical Thinking Grid

SUMMARY
• Don’t jump to conclusion without facts
• Compare Good/ bad/ Standard
• Verify after each why, based on fact test data
• Involve Operators and all related persons in the analysis
• Follow the PDCA standard formats: you don’t need anything else!

SPEED UP THE PROCESS
 To speed up, we need to split in small tasks that can be treated

quickly (24H maximum)
 1 task = 1 responsible
 Review the progress based on facts and data
 Assigning tasks
 Key words : Please do ….. and come back to me in “xx” Hs.

(less than 24hs.) with facts & data.

AGENDA
1. Introduction


CORRECTIVE ACTION IMPLEMENTATION CHECK OF EFFICIENCY
LESSONS LEARNED CARD
CORRECTIVE & SYSTEMIC For each end of Why define complete action plan :
PREVENTIVE ACTIONS What, how, who, when (for both Corrective & Preventive actions)
Be Clear :
1. Who is the User?
2. Who is the standard owner?
3. Who is the N+1?
Standard owner has to do the

training to the users and to
the N+1, if N+1 is not the
standard owner.
N+1 has always to do

enforcement as it is easier
for them to do it on daily or
N+1= Immediate or Direct Supervisor weekly basis

CORRECTIVE ACTION IMPLEMENTATION CHECK OF EFFICIENCY
LESSONS LEARNED CARD
GENERALIZATION OF CORRECTIVE & SYSTEMIC PREVENTIVE ACTIONS
Generalization is
a key activity to
avoid recurrence
in other cases :
Precise to which
other products
and/or
processes this
improvement
could be
applied, how,
who and when.

CHECK EFFICIENCY OF ACTION PLAN
Automatically Filled Follow up daily and visualize the effect of

from the Analysis Sheet action plan.
Must reviewed daily in Daily Meeting
Genba comments
are important to
Production Managers &
compare actual
Supervisors, Quality are in
corrective action
charge to check with check
planned and
list for all shifts
reality
CHECK EFFICIENCY OF ACTION PLAN CONTD…
STEP 2
EFFICIENCY StEDE3
CONTROL Workstation
assesment
Number of parts since
actions are in place
result
StEDE3 Workstation Assessment
es n
t r io
t
en ta t
ul
sm orks
Produced Bad parts

as 3 W
Supplier :
se
E
Plant location :
ED
0/9
St
Valeo SQA Name : StEDE3 ASSESSMENT RESULT :

Assessment Date :
Workstation assessed
:
Step 1 : 360° Variability Hunting Step 2 : StEDE3 Matrix
Silent Workstation observation for 10/15 min, DEPLOYED ?
ENFORCED ?
to detect any potential Variability related to : What is the Direct
How were the users
Manager of the users
trained to apply this
EXISTING ? doing to ensure the
- machine settings adjustment STANDARD ?
strict and continuous
- operator activities StEDE3 Matrix ( including their Direct
EXECUTION of this
Manager if not the trainer )
- quality controls Excellence Through Standards STANDARD ?
Audited by the Direct
Clear,
Manager on Genba at a
Visible, Respected by users.
frequency defined based on
Quantified, Can be explained by users.
frequency of usage of
Doable.
standard.
Parameters list, values and limits

… Set-up and and necessary work instructions
StEDE 3 to set the machine/workstation up
Start-up for production of the selected part
For a given Process / Workstation : Parameters … number (to be compared with
Are StANDARDS those used during the FDPR / IS)
Instructions defining how to

for…
... Work operate the station safely, to

Instructions … produce parts, and how to
maintain the equipment.
Activities to control the quality of

the operation or of the product
… Quality
after transformation to ensure
Controls … only good parts are transferred to
the next station
Conclusion :

StEDE3 INTRODUCTION
St = Standard, E = Existing, D = Deployed, E = Enforced
StEDE3 to apply in critical station to be assessed deeply at suppliers is a way to identify

Variability & Quality risks.
The StEDE logic:

1. StEDE : Standard Existing
Clear, Visible, Quantified, Doable.
2. StEDE : Standard Deployed
by or Who’s created the STD ( including their direct Manager if not the trainer ). Respected by
users. Can be explained by users.
3. StEDE : Standard Enforced
Audited by the direct Manager on Genba at a frequency defined based on frequency of usage
of standard.
The StEDE3 assessment focuses on 3 areas;

1. Set Up and Start Up Parameters
2. Work Instructions
3. Quality Controls
To perform StEDE3 Assessment at workstation where the problem Occurred and where it was Non-Detected.
StEDE Caffe=>https://sites.google.com/a/valeo.com/supplier-quality-portal/sqa-organization/meetings-and-events
StEDE3 INTRODUCTION
Standard EXISTING
StEDE3 Matrix Clear, Visible,
Quantified, Doable
Good: WI start up is at the Station (Visible). WI defined that technician check Poka-Yoke
sensors is 8 sensors (Quantified) at Machine by check with master Good/Bad part (Doable)
Set-up and with picture of sensor position of 8 sensors in the WI(Clear).
Start-up master good = Zero reject shown on display, Bad = Number of reject is 8 shown on display
Parameters Bad: WI is in the office desk and user don’t know where is standard (Invisible). WI defined that
technician check Poka-Yoke sensor (Not quantified) at machine by naked eye (Not doable) w/o
picture of sensor position in the WI (Not clear).
Good: WI defined sequence how to operate the station with clear/Visible/Quantified/Doable.

Check also how to PM the machine/Jig/Fixture with clear/Visible/Quantified/Doable
Work Instructions
Bad: WI defined but no sequence how to operate the station w/o
clear/Visible/Quantified/Doable.
what are the standard to control quality of the product once the operation (product after
transformation as assembly, welding, soldering,….) is done on the product in order to avoid
bad part escape to next station with clear/Visible/Quantified/Doable.
Quality Controls
Good: Check Shot mold at specific location with number with good/bad photo under 3X
magnifier.
73 JUNE 2017 Bad: Short shot is not acceptable without good and bad part
CONFIDENTIAL photo.
STEDE PDCA - FTA
StEDE3 INTRODUCTION
Standard DEPLOYED
StEDE3 Matrix Respected by users.
Can be explained by users.
Compare operator motions/steps vs.. defined work instruction.

Set-up and
Start-up
Good: Zero tolerance of operator motion vs.. sequence defined in work instruction.
Parameters
Bad: Operator OVERDO, LESSDO, lack sequence vs.. sequence defined in work instruction
Check on genba: Compare operator motions/steps vs.. defined work instruction.

Work Instructions
Bad: Operator OVERDO, LESSDO, lack sequence vs.. sequence defined in work instruction
Check on genba: Compare operator motions/steps vs.. defined work instruction.

Quality Controls
Bad: Operator OVERDO, LESSDO, lack sequence vs.. sequence defined in work instruction.

StEDE3 INTRODUCTION
Standard ENFORCED
StEDE3 Matrix Audited by the Direct Manager on Genba at a frequency defined based on
frequency of usage of standard.
Check on genba by direct manager: Compare operator motions/steps vs.. defined work
Set-up and instruction.
Start-up Good: Verification by Supervisor at the station during set up the machine by model change,
Parameters shift change,.. It is the enforcement and sufficient.
Bad: Verification by Supervisor on records is not the enforcement and not sufficient
Check on genba by direct manager: Compare operator motions/steps vs. defined work
instruction.
Work Instructions Good: Verification by Supervisor at the station during set up the machine by model change,
shift change,.. It is the enforcement and sufficient.
Check on genba by direct manager: Compare operator motions/steps vs. defined work
instruction.
Quality Controls Good: Verification by Supervisor at the station during set up the machine by model change,
shift change,.. It is the enforcement and sufficient.

StEDE3 INTRODUCTION
Standard ENFORCED
Standard EXISTING
Audited by the Direct
Clear, Standard DEPLOYED
Manager on Genba at a
StEDE3 Matrix Visible, Respected by users.
frequency defined based
Quantified, Can be explained by users.
on frequency of usage of
Doable.
standard.
Set-up and
Start-up OK OK OK
Parameters
Work Instructions
OK NOK Conditional OK
Quality Controls NOK NOK Conditional OK

LESSON LEARNED
Learn
Use
QRQC Share
Step 2
Keep

LESSON LEARNED
• How to make sure to avoid occurrence

• How to learn from this mistake and prevent in:
 other lines
 other plants
• How to keep the knowledge

OBJECTIVES
Implement the countermeasure to eradicate the problem or to
stop it internally
Respect our promises to Valeo
 Audit and check
How to capitalize
 Learn from our mistakes root causes from
 Occurrence
 Non detection
 Management
How to share
 in order to prevent

THE LESSON LEARNED CARD
Type of LLC:
LESSON LEARNED CARD occurrence / detection /
Template version 1,7
Product Group: Incident Ref.:
 Check the management

Site: LLC Ref.:
APU/Line: LLC Type:
Tech. Product Line: Category:
Author: Responsibility: Supplier name:
implementation of What happened?

INCIDENT
What was the problem? (5W+2H)
the solution Why is it a problem?

When detected?
Who detected?
Cause treated by
 Communicate for Where detected?
How were the NC parts detected?
How many NC parts reported by Valeo?
the LLC : only one
standardization per LLC
How many NC parts sent to Valeo?
What is the symptom? What is the root cause?
Insert here the BAD part or BAD Insert here the GOOD part or GOOD Insert here the 5 Why analysis, with a highlight on the 'Why' addressed
factor image factor image in this LLC.
Situation with the

Description of the BAD Part GOOD Part
WHAT WE LEARNED countermeasure

problem 5W2H BEFORE AFTER
How is it
Situation before controlled
CONTROL FACTOR METHOD
What
CRITERIA How
Update your
Factor to control What is conform? Who
What is non-conform? Where
When
Documentations
STANDARD and standards
What is the criteria
Highest level of standard FMEA Type
Description of Standard(s) Reference / Rev. N° of Standard(s) RPN Before RPN After

with this
for OK and NOK POTENTIAL APPLICABILITY: Create a LLC ToDo to record / create transversalization.
new know how

Consequences if the corrective actions are not respected?
(cost, product failure, line stoppage, ...)

SUMMARY OF OBJECTIVES
100% securisation done within maximum 24 hours
100% Do done within 5 days maximum
100% Act done within 10 days
100% LLC, Genba check and StEDE 3 assessment

done within 30 days

StEDE PDCA-FTATraining June2017 PDF

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PDCA-FTA TRAINING

2. Problem characterization (5W2H)

3. How to secure the customer and learn from sorting

4. How to find the root causes

5. Counter-measure implementation, check of

2 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

QRQC CONCEPT to change our culture

BASED ON SAN GEN SHUGI

San means "3" – Gen means "real" or "actual" –

San Gen Shugi

1. Gen-ba : Real Place

2. Gen-butsu : Real Parts

3. Gen-jitsu : Reality ( Real data )

Need to understand what is behind

5 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

6 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

7 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

Verification QRQC Communication

8 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

9 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

REMINDER  Make sure to use:

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2. Problem characterization (5W2H)

3. How to secure the Valeo and learn from sorting

4. How to find the root causes

5. Counter-measure implementation, check of

11 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

 It is a standard format used in Valeo and at Valeo Supplier’s

 How is it organized ?  3 major steps:

12 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

Efficiency and Systemic Preventive activities:

Let’s review how to work through a problem

WHAT SHOULD YOU DO FIRST?

CHARACTERIZE THE PROBLEM

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Logical Thinking Grid to Challenge

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Always fill the Logical thinking Grid to

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17 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

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5W2H, Valeo & Supplier View

- Why is it a problem? - Was part manufactured in Standard process?

- When it happened? - When was it manufactured at Supplier?

- Who detected? (name of operator) - Who manufactured?

- Where detected? - In which other application this part is used?

- Are we capturing the defect when re-injecting product in normal

- Which Valeo site(s) must be warned?

19 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

5W2H, Valeo View

Consequences : How does it affect the problem

Date of each detected part, Real timing

-Who detected? (name of operator) Customer, resident, consumer,

Step of customer process

During normal operation, normal inspection,

5W2H, Valeo / Supplier View

21 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

5W2H, Supplier View

- Which Valeo site(s) must be warned?

22 JUNE 2017 CONFIDENTIAL STEDE PDCA - FTA

5W2H, Supplier View

- What is the difference between good and bad part?

- Are we capturing the defect when re-injecting product in