Week 1415 Quality Success Stories

1
Week 14/15 Quality Success Stories

• Source Foster, S. Thomas, Managing Quality
  Integrating the Supply Chain

2
DFM at General Motors

3
DFM at General Motors

• Use multi-disciplinary teams (product
  development teams)
• Early days of DFM focus was on simpler
  component designs and fewer parts
• Now focus more on the whole product
• Starts with total-vehicle DFM plan (next slide)

4
GM Total-vehicle DFM Plan

• Use various tools, starting with QFD
• Includes new product content and selected
  carryover content
• DFM opportunities are identified and prioritized
• DFM projects are established, scheduled, and
  monitored

5
Other GM DFM Elements

• Requirement to assemble parts easily and without
  defect
• Process variation held to a minimum
• Dimensional variation management
• Design conflicts resolved using tools such as the
  Pugh matrix
• Identifies conflicting requirements
• Prioritizes design tradeoffs
• Final step is to verify manufacturability

6
Louis Vuitton

7
Vuitton Quality Program

• Offer lifetime repair guarantee
• Relentless focus on design and performance
• Rigorous control of supply chain
• Use robots to test sample handbags, charm
  bracelets, etc.

8
Vuitton Examples

• Randomly test zippers 5,000 times
• Productivity growing annually by 5
• Worked with suppliers to improve efficiency of
  metal ring production
• Use hides from northern European cattle
• Never have sales

9
Clarke American Checks

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Clarke American Overview

• Supplies personalized checks and related products
• Baldrige Award winner in 2001
• Organized in matrix of 3 divisions and 11
  processes
• Competitive industry
• 95 of market share held by 3 companies

11
First in Service

• Excess manufacturing capacity in 1990s
• Decided to compete on service
• Committed to First in Service approach
• Executives evaluated in 10 leadership areas
• Goals, plans, processes, measures documented and
  accessible
• Two-way communication emphasized
• Strategic and annual planning tightly integrated
• Employees trained in culture

12
Clarke American Results

• Substantial investment in new technology
• Partner satisfaction 96
• Partner loyalty 41 54
• Satisfaction among associates 72 84
• Associate survey participation 98
• Increase in revenue per associate 84
• Company revenue growth 4.2 16

13
Motorolas Quality University

14
Motorola Training and Education

• Key value Constant Respect for People
• Graduates expected to implement best practices
  in
• Customer satisfaction
• Quality improvement
• Cycle-time reduction

15
Three-pronged Approach

• Each business organization has its own training
  unit
• Focus on unique business sector differences
• Motorola HR
• Provide training on regional or sector
  requirements for customers
• Motorola University
• Common training for employees

16
Motorola University Mission

• Be an agent of change
• Provide training, education, and development to
  every Motorola associate worldwide
• Be part of the value-added chain of doing
  business with Motorola
• Be the protector and conveyor of all the ethics,
  values, and history of Motorola to all its
  associates

17
Ford Motor Company

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Fords Phases

• Mass production 1977-1980
• Competitive quality 1981-1993
• Global economy 1994-1998
• Niche markets/acquisitions 1999-2001
• Back to basics vision 2002-now

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Management emphasis

• People and niche knowledge
• Teamwork
• Processes
• Systems thinking
• Cost/profit
• Eco-effective design

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Manufacturing

• Q1 basic quality system
• Variability reduction (SPC and DOE)
• Process improvement
• Lean/flexible manufacturing
• Six sigma problem solving
• Regular senior management quality meetings

21
Engineering

• Q1 program for engineering
• Disciplined effort to implement DSS
• Training and software on cutting edge design tools

22
Suppliers

• Longer term collaborative partnerships operating
  in a lean value stream