Supplier-GMS Module Overview
Duration: ………………. 2 Hours
Target Audience: .. Supplier Leadership
Suppier-GMS - February 21, 2006 [Link] 1
Introductions
Supplier-GMS Team – GMS Integration
Center The Rule -Teach The Rule - Live The
“Make
Rule”
Dan Cerovec - Advisor Dave Rinderer – Manager
– GM Canada & Powertrain 22 years -GM, Nissan & Chrysler 33 years
- Advisor – Supplier-GMS Team - Team Leader – Supplier-GMS Team
- GMS Implementation Coordinator – - Manager – GMS Implementation Team
Lead Plant Engine Sector - Livonia GMS-IC 2000-2004
- COE Manager – GM of Canada Windsor -Area Manager, GA & Body – Opel Polska
Transmission Plant Start-Up 1995-2000
-Manufacturing Engineer – New & Major -Production Manager – Nissan Motors
Willow Run 4T40-E Program 1982-1995
Harry Slayton – Advisor
Linda Cobbs - Advisor - GMNA 27 years
- GMNA 21 years – Advisor – Supplier-GMS Team
– Advisor – Supplier-GMS Team - 3rd Party Mgr. Detroit-Hamtramck
- GMU – GMS Trainer - Production Superintendent MFD
- Future Program Wall Supervisor Kalamazoo and Lordstown
- Production Supervisor - Die Set Supervisor – Marion
-Supplier Development Eng.
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Class of 2006
Dave Freel Bruce Keedy Lew Pereira Mary Ann
Saunders
Class of 2005
Joe Koss
Suppier-GMS - February 21, 2006 [Link] 3
Supplier-GMS Team Business Plan
OBJECTIVES
• Improve Supplier Quality to the GM Customer using GMS
Principles
• Work Closely with GPCS Supplier Quality
• Grow GMS/Lean Implementation within the Supply Base
• Develop Joint Action Plans With Suppliers and the GM Customers
EXPECTED RESULTS
• Demonstrate improvement using the following metrics:
– PR&R’s - First Time Quality
– PPM’s - Scrap
– Discrepant Parts - Step Down Chart
– Spills - Bid List
– Downtime
– Stock Outs
Suppier-GMS - February 21, 2006 [Link] 4
Culture Change is our Objective
Our MOTTO:
“Make The Rule -Teach The Rule - Live The
Rule”
Improve QUALITY through a Shop Floor
Management Process
Teach, Coach, Mentor Leadership behavior
Engage Team Members
Develop Leaders as Teachers
Apply the “What – How – Why – Thinking”
Incorporate PDCA – Plan-Do-Check-Act
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Branches =
Methods
Standardize
5S
One Pc. Leaves =
Flow Tools
d Work
Implement Shop Floor Processes
Pr
ob
le
Involving the Whole Organization
m
Escalation
So
JES Process
M
lv
TP
in
g
SOS
Change the Behavior
Trunk =
People
Change the Culture
Roots = Culture
Make the Rule – Teach the Rule –
Live the Rule
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Learning
Circle NO
Aw
n
ar
ti o
en
Ac A A
es
s
U K
Un
e
de
d g
r
le
st
an
o w
di
Kn
ng
Suppier-GMS - February 21, 2006 [Link] 8
Supplier-GMS Model Area Approach
Supplier XYZ Supplier
Cascades
throughout the
corporation
Supplier Cascades
within the Plant with
SQE Support and
sGMS Team Follow-
up
Model Area in a
Supplier Plant for
GMS
Implementation
Monitor
Performance GM Implements GMS in Power Train & Assy
Improvements in Plants by implementing in a MODEL AREA first.
Model Area
Suppier-GMS - February 21, 2006 [Link] 9
S-GMS
Initiatives
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Step 4: Follow Up Step 1: Prepare Worker
Action Awareness
Act Plan
Check Do
Step 3: Try Out Performance Step 2: Present or Demonstrate
Understanding Operation Knowledge
Suppier-GMS - February 21, 2006 [Link] 13
Supplier Leadership Engagement
Process
“Rules of Engagement”
There are six major steps in the S-GMS engagement process:
1. Selection
2. Engagement
3. Evaluation
4. Escalation
5. Transition
6. Follow-up
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Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 17
Build Relationship with GM
Customer
Start regular dialog
Standardized feedback by Supplier Liaison
Invite GM Customer to the Fast Response
process
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Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 19
FAST RESPONSE - OVERVIEW
• Fast Response is a systematic and
disciplined process which:
- Standardizes reaction to significant
External/Internal Quality
failures.
- Promotes communication and
discipline through daily meetings.
- Utilizes a visual method in displaying
the “Voice of the Customer”.
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FAST RESPONSE - DESIGN
• Fast Response is a Visual Management tool:
The Fast Response Tracking Board is part of
the visual management system.
The format should be displayed as large
as is practical in the meeting area as seen in
the example below.
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Fast Response – (PPSR) Practical Problem Solving
5
Report Out Format
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Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 23
Steps of Practical Problem Solving
Problem Description 1
Problem Definition
Grasp 2
the
Situation Locate Point
of Cause Containment
3
PoC
Why?
Direct Cause
Why? Cause
4 Basic Cause /Effect
Cause Cause Investigation
Why?
Investigation Cause
Why? 5 Why Investigation
Why? Root to Root Cause
Cause
Practical Problem 5
Solving process that Countermeasure
involves Hourly Team
Members/Leaders Follow -Up
6
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GM Example: (page
1/2)
Problem Solving
Process that is
performed by
Hourly Team
Leaders
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GM Example: (page
2/2)
Problem Solving
Process that is
performed by
Hourly Team
Leaders
Suppier-GMS - February 21, 2006 [Link] 26
Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 27
Built-In-Quality
Motto
Satisfy Your Customer. . .
Accept
Do not Build a Defect!
Ship
Solve Problems Through Teamwork!
Suppier-GMS - February 21, 2006 [Link] 28
Verification Station Process –(Is the
Process Delivering what it is supposed to??)
Shop Floor Management Defects Leaving VS
Station
Defects Entering VS
Customer PR&R Status
Station
Inspection of product Customer nightly LIAISON
letter status
Prioritizing of defects
Q-Final/GP-12/CS-1/CS-2
Alarm Escalation Process
FTQ & SCRAP Trend Charts
Immediate Responses
(over time)
Leadership facilitates two
meeting per day
Meeting Assignments
Pareto Analysis
Problem Solving – Driving
fixes into station - BIQ
Weekly problem solving mtgs.
Select new problems based on
pareto analysis
All attendees must sign in on
the board
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XXXXXXX represent
the persons name
and Cell Phone
number
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Alarm Limits
• Alarm limits are set based on type and number of defect
found.
• Alarm limits can the divided into two groups PR&R type
defect, and High frequency low severity type defects.
PR&R type defect shaded
1 sections of the inspection form.
High frequency low severity type
3 defects not shaded on inspection
Variable based on:
form. THIS is ONLY a MAXIMUM #
Need, process,
situation
use your judgment.
Suppier-GMS - February 21, 2006 [Link] 31
First Alarm For This
Defect
Second Alarm for
exactly the same defect
Second Alarm
For This
First Alarm Defect
For This
Defect
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Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 33
Work Place
Organization
• You get one chance to make a first
impression
• Make “Out of Standard/WASTE” visible
• Incorporate KAIZEN thinking
• “EVEN A STRANGER KNOWS”
Suppier-GMS - February 21, 2006 [Link] 34
Continuous
Improvement
The three enemies that prevent us from
reaching our goals!
• The 3 Enemies are:
– Waste (7 wastes +)
(MUDA)
Processing Correction
– Overburden
(MURI)
Inventory
TYPES
Overproduction
COMMWIP
OF
Waiting Motion
WASTE
– Unevenness Material
(MURA) Movement
Our main objective
through Continuous 5”
Improvement is to 4”
Time
Overburden!!
3”
eliminate these 2” Takt Time
three enemies. 1”
Lucy
Cycle Time
Ethel
Cycle Time
Team
Mem
ber
Unevenness
Takt
5” Time
Time
Wait Time!
4”
3”
Cycle Time
2”
Lucy Ethel Fred
1” Team Member
Suppier-GMS - February 21, 2006 [Link] 35
Shift Mindset
CURRENT REQUIRED
THINKING THINKING
P C
I O
WASTE TYPES
OF
WASTE
W M
M
+
Overburden
Unevenness COMMWIP
WASTE NOT DEFINED WASTE IS "TANGIBLE"
REACT TO LARGE EXAMPLES IDENTIFY MANY SMALL OPPORTUNITIES
REACTIVE IMPROVEMENT LEADS TO LARGE OVERALL CHANGE
CONTINUOUS IMPROVEMENT
Suppier-GMS - February 21, 2006 [Link] 36
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Example 2
GMPT FLOOR MARKING COLOR SPEC.
LIVONIA
COLOR Floor Marking Application CRIB CODE
QUALITY ITEMS
OPERATION GAGE TABLES & GAGE CARTS
BLUE QUALITY INFORMATION DISPLAYS M-2307
OTHER QUALITY RELATED ITEMS
PRODUCTIVE MATERIAL
RAW STOCK, PURCHASED PARTS
GREEN IN-PROCESS MATERIAL M-2311
FINISHED MATERIAL
SCRAP MATERIAL
SCRAP BINS
RED SCRAP CARTS M-2309
OTHER SCRAP RELATED ITEMS
TOOLING AND SUSPECT MATERIAL
YELLOW TOOL CARTS
TOOL TABLES M-2310
SUSPECT MATERIAL
ALL OTHER ITEMS
TRASH BINS
WHITE HOUSEKEEPING STATIONS M-2308
ALL OTHER ITEMS
Suppier-GMS - February 21, 2006 [Link] 38
Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 40
Improvement Involves Everyone
Which organization will be more
successful?
One Department Every department in the plant
of 15 people OR – all employees making
making improvements
improvements
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STANDARDIZED
WORK CHART
GMS – Standardized Work
Documents
ELEMENT Sequence……..
STANDARD STANDARD STANDARD STANDARD
OPERATION OPERATION OPERATION OPERATION
SHEET (A) SHEET (B) SHEET (C) SHEET (D)
What, How (Key Point) &
Why……….
J.E.S. - 1 J.E.S. - 1 J.E.S. - 1 J.E.S. - 1
J.E.S. - 2 J.E.S. - 2 J.E.S. - 2 J.E.S. - 2
J.E.S. - 3 J.E.S. - 3 J.E.S. - 3 J.E.S. - 3
J.E.S. - 4 J.E.S. – 4 J.E.S. - 4 J.E.S. - 4
J.E.S. – 5 Job Element J.E.S. - 5 J.E.S. – 5
Job Elemet Sheet J.E.S. - 6 Job Element
Sheet J.E.S. – 7 Sheet
Job Element
Sheet
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Suppier-GMS - February 21, 2006 [Link] 43
NE
W
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Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 46
Job Instruction Training
• A process that specifies the method of Job
Instruction for new Team Members
• Includes a process to track and verify that
Team Members are trained and qualified to
perform their jobs
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The Four Steps of JIT
Step 4: Follow Up Step 1:
Prepare
Act Plan Worker
Check Do
Step 3: Try Out Step 2: Present
Performan
ce Operatio
n
Suppier-GMS - February 21, 2006 [Link] 49
Team Member Name
Job
Instruction
Certification REVISION
LEVEL OF
Record JOB
Filled out by
the Trainer
Workstation
Dates of
Description Training for
the First Date &
Two Signatures
Quadrants for the Third
Quadrant
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Flexibility Chart
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Supplier-GMS Initiatives
GM-Customer Relationship
Quality Fast Response
Practical Problem Solving
Verification Station
Work Place Organization
Standardized Work
Job Instruction Training
Layered Audit
Suppier-GMS - February 21, 2006 [Link] 52
LAYERED AUDITS-OVERVIEW
Section #1 WORK STATION SPECIFIC
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LAYERED AUDITS-OVERVIEW
Section #2 QUALITY SYSTEM SPECIFIC
Built-in-Quality
Suppier-GMS - February 21, 2006 [Link] 54
LAYERED AUDITS-OVERVIEW
Section #3 MANUFACTURING SYSTEM SPECIFIC
Suppier-GMS - February 21, 2006 [Link] 55
Conducting the Layered Audit
Definition:
A layered audit is a standardized audit performed
on a regular, frequent basis by all layers of the
organization. Auditors check the adherence to
GMS Layered Audits standards and procedures by observing evidence
in the workstation, and follow-up on non-
complilance issues.
Executive Supporting all principles of GMS
Managers Involve all
/ Directors layers of the
Quarterly / organization
Focused on Standardized
minimum Identify areas shaping good process
for improvement behavior Aimed at
Structured ensuring
Plant Manager follow-up on application
1 time / month deviations of standards
Manager / Engineers
1 time/week
Supervisor / Team Leader Confirm Aimed at ensuring
DailyDaily
/ Weekly application of high level of
SLT processes process control
(kanban, scrap Confirm application
handling etc.) of quality standards
Suppier-GMS - February 21, 2006 [Link] 56