Ftq Overview

Red / Green will indicate whether targets are met

FTQ of Relevant Processes contributing to Delphi APR/WAR/ LP/ FTQ

Procedure

StepAction ItemWhoTime Frame

0Supplier Top Management Meeting with DGSM LeadershipSupplier &Day 0

To Explain & Roll-out FTQ-Kaizen improvement ProcessDelphi

1Get supplier to Fill out QA MatrixSupplierWeek 1

List out all Products/Part Numbers shipped to Delphi (by site)

provide as much details as possible about product (eg number of layers)

List out all Processes in the production process

List down defects count (Delphi Linepull/APR/WAR) for each Part Number

Map out defects into the Process where this is caused (based on root cause)

2Analyse Data in QA MetrixSupplier &Week 2

Identify top 5 defect contributing ProcessesDelphi SQE

Priority given to APR/WAR causing processes

Also total number of defects to be considered

3Put down the FTQ of the Top 5 processses in focusSupplierWeek 2

4Finalise Top five Processes to focus under the FTQ-Kaizen improvement ProcessSupplier &Week 2

Delphi SQE

5Fill out Step Down ChartSupplierWeek 3

Fill in the Current information

Fill in Targets for improvements over the 6 months period

Targets should be Aggressive yet realistic

(min 50% improvementover 6 months)

Fill out Current improvement activities for each of the selected processes

6Review Step Down ChartSupplier &Week 3

Challenge and update as required the targetsDelphi SQE

Review the current action items and select first 2 Processes for on-site review

Select the top 3 defects to focus on

7Prepare detailed Fault Tree Analysis, 5 WhySupplierWeek 3

for the top 3 defects in each of the two selected processes

8Onsite workshop to review the current action itemsSupplier &Week 4

for the top 3 defects in each of the two selected processesDelphi SQE

assess if the action items are in the right direction

detailed analysis of the FTA, 5 Why, Proposed Corrective actions (support with data and science)

On-the line review of action itmes and identify new opportunities for improvement

detail new action items for new opportunities identified

9Repeat steps 6, 7 & 8 for the top 3 defectsSupplier &Week 5

in each of the next two/three selected processesDelphi SQE

10Weekly / Fortnightly review of progress & Detailed action itemsSupplier &Week 6

Delphionwards

11Monthly Supplier Top Management Meeting with DGSM Leadership

To Review Progress of the FTQ-Kaizen improvement and realign focus if required

QA Metrix format

L = Line Pull (LP)A = Assembly Plant Returns (APR)W = Warranty (WAR)Part DetailsDefect DataProcess Contributing to the Defect Process Contributing to the Defect Process Contributing to the Defect

Multi Layer - Number of LayersBlankBlankBlankNumber of DefectsTotal Number of DefectsAnnual Volume - UsagePPMBlankBlankIncomingInner Layer (Photo)Inner Layer (Processing)Inner Layer (Bond Film)Inner Layer (Hot Press-Meike/Adara)Drilling (Primary)Direct MetallisationAcid Copper PlatingPhoto (Dry Film)Photo (Processing)Solder Mask (Curtain Coat)Solder Mask (Spray Coat)MarkingHot Air levellingBondable GoldPlug Via by LPIRouting (Outer profile)Final RinseElectrical CheckFinal InspectionQA Outgoing CheckQA In-ProcessPackingV-cutOthers

Delphi LocationPart NumberDescriptionLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAW

DELPHI SINGAPORE12232357Isuzu6300329060103.23

28018975Hyundai610011500666.71

12206358Sang Yong640045920067.613

16238559ITMS-6F411211440470034.61118111

16262911IPCM-6TDF4600649700120.71131

12228498ISFI-12440044920081.331

12238148-410011380072.51

09382013LED display - BlueGreenCOB20023360059.511

16267466RTTMCOB30035352005.6111

Other models--00001048080.0

Delphi Singapore Total352138128076829.70001010000001000000001000005101800200100110100000200000000200000000000000000

DELPHI SUZHOU0936822020000936000.0

1223934620000183180.0

Delphi Suzhou Total00001119180.0000000000000000000000000000000000000000000000000000000000000000000000000000

DELPHI KOKOMO12232878614001414788409.533341

122009604001111886000.81

09391555210015618517.81

09380986T2K200216650012.011

28000087T2K10019040011.11

Other models-000044961460.0

Delphi Kokomo Total18011974766712.5000000000000300000000000401500400100000000000000000000000100000000000000000

Delphi Liverpool09362742410011129388.61

12241276420029280021.62


Delphi Liverpool Total30035958505.0000000000000000200000000000100000000000000000000000000000000000000000000000

Delphi Milwaukee12229476610124470044.711

122026126810987720010.31152

210029806400429832013.413

09387821420022569207.82

09385838T2K200215360013.011


Delphi Milwaukee Total17111920141459.4000000000100010000000000501200800100000000000000000000000000000000000000000

Delphi Mexico12231052S/S200218627610.711

09390016230034367568.73

122271972300317617217.012

122281452600610343558.0132

12228157210011407071.11

12230757220024072249.12

09384919220024760042.02

093898872200215600128.22

12229171220023115436.42

12217097420023400058.82

12238193410016127921.61

122386264400425482715.74

122280484300314140922.13

09364059430035280056.83

09385110430035232057.33

12213791430034027774.53

122245424700723963429.27

122184926200214001428.611

12224561620023441058.111

122328786500522704022.02111

12229252810001054884182.216111


Delphi Mexico Total680068130285915.200000000020000020000000030010004400000000200000000300000000000000000000200000

Delphi Global Total14133147245079436.0000101000300410400000100120223107400400100310100000500000000300000000000200000

Hitachi Process FTQ (ppm)103009700140014400400

&L&F&C&D&R&A

Summary

FTQ IMPROVEMENT PROCESS - STEP DOWN CHART

Supplier DUNs #Supplier NameSupplierKickoff Date31-Oct-04

MetricOct-04Nov-04Dec-04Jan-05Feb-05Mar-05Apr-05May-05

Start Past 6 Month Ave.ActualTargetActualTargetActualTargetActualTargetActualTargetActualTargetActualTarget

PPM5.804.75.0

4.864.5

(per month)(monthly average)34.0

Number of Defects171015.03.5

1013.03.0

(per month)(monthly average)710.02.5

FTQ - Process 1103009500100008.02.0

950093007.0

(per month)(monthly average)920083006.0

FTQ - Process 4970011400950073005.0

730085006300

(per month)(monthly average)660075005300

FTQ - Process 514002000130065005000

120012005500


FTQ - Process 61440096001200010004750

850011000900


FTQ - Process 94009004009000700

6003608000


2806500

240


FTQ - 5 Processes Total362003340033200200

2710030360


24080

MetricStart Month StatusCurrent Month Status20940

18320

17150

PPM6.0

Action Item List Color Code:

CYTD

CSLevel 1Level 2Level 1Level 2Action item target dates met

(number new initiated)Action item target dates not met

(number of open)No actions items assigned for this month

Systemic Action Item CategoryOct-04Nov-04Dec-04Jan-05Feb-05Mar-05Apr-05May-05

Hot Press

Photo (Dry Film)

Photo (Processing)

Solder Mask (Curtain Coat)

Routing (Outer Profile)

Delphi Single Point SQEDelphi Purchasing Contact

NameName

Phone NumberPhone Number

Delphi SQ ChampionSupplier Contact

NameName


&L&F & Summary&R&9Page &P of &N

Detailed Action Items List

FTQ IMPROVEMENT PROCESS - ACTION ITEMSIssue IdentifiedAction Plan Implemented

Action Plan ProposedIssue Resolved

Supplier

Action Items ListTarget DatesActual Completion Dates

ItemRespPlanImpl.VerifyPlanImpl.VerifyCommentsProgress

Hot Press

Hot Press Dent

1. Review the current system ( ie Introduce more effective down flow & suction system at Press Layout stationMayil29/10/04

2. To increase air flow from 0.5 m/sec to >1.0 m/sec with suction in place to guide the air flowMayil31/12/0431/12/04

3. Enclose the Press Layout areaRoy Tan31/12/0431/12/04

4. Reinforce the Press Plate Inspection

- Refining the current inspection criteria & rework procedures for operators to followMayil31/10/04

- Brief all operatives on requirements to create quality awarenessRoy Tan31/10/04

- Two trained manpower to inspect Press Plates after booking and replace all damaged plates Two trained manpower to inspect Press Plates after booking and replace all damaged plates.Roy Tan31/10/04

5.Extend the HEPA filter system at the press plate dispenser areaRoy Tan20/01/0520/01/05

6. Extend the laminar flow to cover press plate immediately after cleaning process.Roy Tan01/02/05

7. Extend curtain at the press plate pick up station to prevent press plate contamination by dust.Roy Tan15/02/05

8. Introduce effective down flow & vacuum suctionsystem at press pick up & lay-up station.Roy Tan15/02/05

Hot Press scratch

1. Review & revise the current Plan to further improve material handling flow for IL Finishing areaRoy Tan30/09/04

2. Improve the panel surface inspection station with proper working table & good lighting systemRoy Tan30/09/04

3. Install Surveillance cameras at strategic locations in Production for frequent on line observation and operators become aware that they are being watched & recordedRoy Tan31/12/0431/12/04

4. Organise company wide Anti scratch campaign for 3 monthsRoy Tan30/11/04

Photo (Dry Film)

Random Big Open

1. To change buffing material to IH and 3M buff wheelsJason Chai28/02/05Evaluating alternative

2. To install high jet on buff wheels to effectively remove loose buff materialsAlex Tan31/01/05Pending Approval

3. To replace laminating rollers with flouride base material (Laminator)YC Chay28/02/05Still sourcing for suitable replacement.Target date changed from end'05.

4. Modify/change parts in the Laminator to prevent paint flake off (Laminator)Alex Tan15/02/05In progress.

5. To evaluate better material for conveyor belts in the PCB stocker (PCB Stocker)Choon Ying28/02/05

6. To make cover at dust generating areas to contain the dust particles (PCB Stocker)Alex Tan31/01/05

7. Daily cleaning of bearings and gears (Panel Cleaner)Alex Tan06/12/04

8. Put sticky paper and isolate the prealignment from exposure chamber (Exposure)Alex Tan01/12/04

9. To make cover at dust generating areas to contain the dust particles (Exposure)Alex Tan15/12/0415/12/04

10. Daily inspection of the rollers condition by using torch light (DES)Alex Tan01/12/04

Small Open Circuit

11. Review setup method and procedure (Exposure)Choon Ying31/01/0531/01/05

Poor Vacuum

12. To invest in a higher capability exposure system (Exposure)Alex Tan12/02/05Investment approved.

Photo (Processing)

Mylar not peeled

1. Supplier fine-tuned the conveyor speedAlex Tan03/12/0403/12/04Completed

2. PM Team to tune the laminator tacking distance during monthly PMCL Chew31/12/0431/12/04On-going

3. To overhaul and modify the laminating machine yearly (Line 5)ES Lim12/02/05

Over / Under Etched

4. To increase the sampling size at EtchingPee Yeng08/12/0408/12/04Completed

Poor Developing

5. Add stirrer to improve the homogenous of the Developer on the Premix tankAlex Tan28/02/05Approved

6. Install alarm to check the chemical concentration by conductivity meter and dry film loading by pH meterJason Chai28/02/05Reviewing quotation

7. Install alarm to alert if the replenishment of the chemical not workingJason Chai28/02/05Reviewing quotation

Solder Mask (Curtain Coat)

Resist Non-wet

1. To change into goose neck design exhaust at pretreatment's blower chamber.CL Chew31/10/04

2. To relocate air-con diffuser away from ink reservoir.CL Chew31/10/04

3. To cover up lead screw at coater head 1 and 2.CL Chew31/10/04

4. To improve on cleanliness of unloader at DES lines and loader at Resist lines.Alfred Koh16/11/04

5. To source for mesh type filter to replace current at dryer units.CL Chew31/12/0431/12/04Completed

6. To source for new chemistry to improve panel surface cleanliness before coating.Ryan Ong18/02/05In progress. Target full impl by End Feb'05.

7. Progressively to seal up all gaps in-between machines.CL Chew31/01/0531/01/05

8. Implement checking of interleaf cleanliness with standard guideline.Ryan Ong15/12/0415/12/04

9. Clean up and replace dirty ceiling boards in coater room.CL Chew29/11/0429/11/04

10. Change checking of ink viscosity by Iwata Cup from once/shift to once/2 hours.Ryan Ong29/11/0429/11/04

11. To implement cleaning of interleaf with rinsing machine.Alfred Koh & Bobby Leow15/04/05Target date revised due to machine related issues.

12. To implement bigger interleaf size.Alfred Koh & Bobby Leow30/04/05Target date revised due to implementation related issues.

13. To seal up ceiling boards in coater room.Richard Chiang12/12/0412/12/04

14. To improve on air ventilation in coater room.Richard Chiang30/04/05Target Date extended. Major project, requires more time.

Overlap / Scratch

1. To revise current method and procedure in checking of panel clamping racks.Alfred Koh & Ryan Ong26/11/0426/11/04

2. Rectify roller movement at buffer unit before exposure.CH Ng28/11/0428/11/04

3. To install additional Occupancy Sensor at outlet of semi cure oven.Alfred Koh15/12/0428/02/05Target Date revised to 28/02/05 due to design issue

4. To modify inlet belt of dryer unit to bigger diameter and redesign of guiding groove.CL Chew31/12/0428/02/05Target Date revised to 28/02/05 due to design issue

5. To improve the design of panel clamping clips at dryer units.Alfred Koh & Ryan Ong31/01/05

Oil Stain

1. Remove one tray at post cure oven to eliminate oil dripping problem.Alfred Koh & Ryan Ong18/01/05

2. To install filter system at entry of exhaust ducting of post cure oven.Alfred Koh & Ryan Ong01/01/05

Excess Resist

1. Wrap up centering pins of exposure machine with soft material toreduce the centering force.Alfred Koh27/01/05

2. Change current conveyor belts to a new matt type material (From after dryer to before exposure).CL Chew28/02/05

Routing (Outer Profile)

1. 1.5 mm thick dummy template with rubber base to protect the PCB during hammering of the guide pin.EW Koh

- To control guide pin height and prevent routing jump out.24/11/0424/11/04

- To prevent surface scratches.24/11/0424/11/04

2. Source for new type of router bit for COB model lead line routing.Maverick

- To reduce lead line routing burr.30/12/0428/02/04Full impl by End Feb'05 due to lead time of new router bit.

3. Implement lighting table with golden board (laminate) to check new model setup on every first and last cycle on every bottom last PCB.EW Koh

- To ensure no missing route30/11/0430/11/04

4. Use of routing cassette to prevent wrong router bit size being used.Maverick11/03/05

&L&8&F & Action Items&R&8Page &P of &N

FTQ Resist Print

Measurable Name:FTQ Improvement PlanSection :Resist Print

Improvement Plan

S/noItemsTargetStatusIn-ChargeComments

1Non-wet :

(1) Change to goose neck design exhaust at pretreatment's blower chamber.31/Oct/04DoneChew CL

(2) Relocate air-con diffuser away from ink reservoir.31/Oct/04DoneChew CL

(3) Cover up lead screw at coater head 1 and 2.31/Oct/04DoneChew CL

(4) To improve on cleanliness of unloader at DES lines and loader at Resist lines.16/Nov/04DoneAlfred Koh

(5) To source for mesh type filter to replace current at dryer units.31/Dec/04DoneChew CL

(6) To source for new chemistry to improve panel cleanliness before coating.18/Feb/05In progressRyan Ong1st two eval. Failed

(7) Progressively to seal up all gaps in-between machines.31/Jan/05DoneChew CL

(8) Implement checking of interleaf cleanliness with standard guideline.15/Dec/04DoneRyan Ong

(9) Clean up and replace dirty ceiling boards in coater room.29/Nov/04DoneChew CL

(10) Change checking of ink viscosity by Iwata Cup from once/shift to once/2 hours.29/Nov/04DoneRyan Ong

(11) To implement cleaning of interleaf with dedicated rinsing machine.30/Apr/05Planning stageAlfred & BobbyTemp. started using DES line

(12) To implement bigger interleaf size.30/Apr/05Planning stageAlfred & Bobby

(13) To seal up ceiling boards in coater room.12/Dec/04DoneRichard Chiang

(14) To improve on air ventilation in coater room.30/Apr/05Planning stageRichard ChiangMajor project, requires more

2Over Lap / Scratch :time

(1) Revise current method and procedure in checking of panel clamping racks.26/Nov/04DoneAlfred & Ryan

(2) Rectify roller movement at buffer unit before exposure.28/Oct/04DoneNg CH

(3) To install additional Occupancy Sensor at outlet of semi cure oven.28/Feb/05In progressAlfred KohExtend due to design issue

(4) To modify inlet belt of dryer unit to bigger diameter and redesign of guiding groove.28/Feb/05DoneChew CL

(5) Implement Go/No go check guage for all repaired/renewed clips.3/Jan/05DoneAlfred & Ryan

3Oil Stain :

Remove one tray at post cure oven to eliminate oil dripping problem.18/Jan/05DoneAlfred & Ryan

To install filter system at entry of exhaust ducting of post cure oven.1/Jan/05DoneAlfred & Ryan

4Excess resist :

(1) Wrap up centering pins of exposure machine with soft mat'l to reduce the centering force.27/Jan/05DoneAlfred & Chew

(2) To change current conveyor belts to a new matt type mat'l. (From after dryer to b4 exp.)28/Feb/05In progressChew CL

May-04Jun-04Jul-04Aug-04Sep-04Oct-04Nov-04Dec-04Jan'05 Wk1Jan'05 Wk2Jan'05 Wk3Jan'05 Wk4Jan'05

FTQ (%)97.93%98.10%98.48%98.82%99.03%99.02%99.04%99.15%99.20%99.19%99.21%99.22%99.21%

Rej (%)

Over lap /scratch0.25%

Non wet0.20%

Oil Stain0.13%

Ex. Res.0.13%

Others0.07%

FTQ Resist Print

0

0

0

0

0

0

0

0

0

0

0

0

0

FTQ (%)

FTQ MLB PHOTO

0

0

0

0

0

FTQ MLB ETCHING

Measurable Name:FTQ Improvement PlanSection :O/L Photo

Improvement Plan

S/noItemsTargetStatusIn-chargeComments

Random Big Open

1Change buff material to IH buff and 3M material (Buffing machine)28/Feb/05Evaluating altenateJason Chai

2Install high jet to effectively remove buffed debris (Buffing machine)31/Jan/05Pending approvalAlex Tan

3Replace laminating rollers with better chemical resistance material (Laminator)28/Feb/05SourcingES Lim

4Modify/change parts in the Laminator to prevent paint flake off (Laminator)12/Feb/05In progressAlex Tan

5To evaluate better material for conveyor belts in the PCB stocker (PCB Stocker)28/Feb/05Sample receivedChoon Ying

6To make cover at dust generating areas to contain the dust particles (PCB Stocker)31/Jan/05DoneAlex Tan

7Daily cleaning of bearings and gears (Panel Cleaner)6/Dec/04On-goingAlex Tan

8Put sticky paper and isolate the prealignment from exposure chamber (Exposure)1/Dec/04DoneAlex Tan

9To make cover at dust generating areas to contain the dust particles (Exposure)15/Dec/04DoneAlex Tan

10Daily inspection of the rollers condition by using torch light (DES)1/Dec/04On-goingAlex Tan

Random Small Open Circuit

11Review setup method and procedure (Exposure)31/Jan/05DoneChoon Ying

Surface Imperfection

12To invest in a 2-stage laminator (Laminator)12/Feb/05Approved investmentAlex Tan

Poor Vacuum

13To invest in a better capability Exposure system (Exposure)12/Feb/05Approved investmentAlex Tan

May-04Jun-04Jul-04Aug-04Sep-04Oct-04Nov-04Dec-04Jan-05 Wk1Jan-05 Wk2Jan-05 Wk3Jan-05 Wk4Jan-05

FTQ (%)99.05%98.95%99.08%99.04%99.02%99.06%98.86%99.27%99.40%99.49%99.28%99.17%99.34%

Rej (%)

REPEATED S/C0.18%

RANDOM BIG OPEN0.17%

RANDOM N/PH0.13%

SURFACE IMPERFECTION0.11%

RANDOM SMALL O/C0.08%

Others0.16%

Goal : To achieve 99.50%

FTQ MLB ETCHING

0

0

0

0

0

0

0

0

0

0

0

0

0

Target: 99.49%

Spot problem of Repeated S/C due to artwork scratched.

FTQ (%)

FTQ Hot Press

0

0

0

0

0

0

0

FTQ Routing

Measurable Name:FTQ Improvement PlanSection :O/L Etching

Improvement Plan


Mylar Not Peeled

1Supplier fine-tuned the conveyor speed3/Dec/04DoneAlex Tan

2PM Team to tune the laminator tacking distance during monthly PM31/Dec/04On-goingCL Chew

3To overhaul and modify the laminating machine yearly12/Feb/05Approved (Line 5)ES Lim

Over/Under Etched

4To increase the sampling size at Etching8/Dec/04DonePee Yeng

Poor Developing

5Add stirrer to improve the homogenous of the Developer on the Premix tank28/Feb/05ApprovedAlex Tan

6Install alarm to check the chemical concentration by conductivity meter and dry film28/Feb/05Awaiting quotationAlex Tan

loading by pH meter

7Install alarm to alert if the replenishment of the chemical not working28/Feb/05Awaiting quotationAlex Tan


FTQ (%)99.87%99.75%99.94%99.89%99.93%99.79%99.80%99.88%99.89%99.90%99.86%99.91%99.89%

Rej (%)

Poor Developing0.05%

O/U Etch0.02%

Others0.02%

FTQ Routing

0

0

0

0

0

0

0

0

0

0

0

0

0

FTQ (%)

Data

0

0

0

0

0

0

Measurable Name:FTQ Improvement PlanSection :Hot Press

Improvement Plan


1Hot Press Dents

a) Review the current system ( ie Introduce more effective down flow & suction system at Press Layout station29/Oct/04DoneMayil

b) To increase air flow from 0.5 m/sec to >1.0 m/sec with suction in place to guide the air flow31/Dec/04DoneRoy

c) Enclose the Press Layout area31/Dec/04DoneRoy

d) Reinforce the Press Plate Inspection

- Refining the current inspection criteria & rework procedures for operators to follow31/Oct/04DoneMayil

- Debrief all operatives on requirements to create quality awareness31/Oct/04DoneRoy

- Two trained manpower to inspect Press Plates after booking and replace all damaged plates31/Oct/04DoneRoy

e) Conduct daily line audit to identify poor 5'S' practices and make immediate corrections20-Jan-05On-goingRoy & Mayil

f) Delay arrival of press plate at pick up station so as to prevent press plate contaminated by dust.1-Feb-05DoneRoy

g) Introduce effective down flow with hepa filter and vacuum suction system at the meiki press booking area.1-Feb-05DoneRoy

h) Extend the laminar flow to cover press plate immediately after cleaning process.1-Feb-05DoneRoy

i) Extend the curtain at the press plate pick up station so as to prevent press plate contaminated by dust.15-Feb-05In progressRoy

j) Introduce effective down flow & vacuum suction system at press plate pick up & Lay-up Station.15-Feb-05In progressRoy

2Hot Press Scratches

a) Review & revise the current Plan to further improve material handling flow for IL Finishing area30/Sep/04DoneRoy

b) Improve the panel surface inspection station with proper working table & good lighting system30/Sep/04DoneRoy

c) Conduct weekly random on line inspection to further identify additional areas for improvements1/Oct/04On-goingRoy & Mayil

d) Install Surveillance cameras at strategic locations in Production for frequent on line observation and31/Dec/04DoneRoy

operators become aware that they are being watched & recorded

e) Organise company wide Anti scratch campaign for 3 monthsEnd Nov toOn-goingAnti Scratch

Mid Feb 05committee


FTQ (%)98.76%98.84%98.95%99.00%99.14%99.13%98.99%99.00%99.02%99.00%99.14%99.16%99.08%

Rej (%)

DENTS0.47%

HP OTHERS0.19%

MISREGISTRATION0.15%

WRINKLE0.07%

WRONG CONSTRUCTION0.04%

Target: 99.94%

01

0

0

0

0

0

0

0

0

0

0

0

0

TARGET FTQ Goal : 99.51%

FTQ (%)

#REF!

FTQ %

0

0

0

0

0

Measurable Name:FTQ Improvement PlanSection :Routing

Improvement Plan


11.5 mm thick dummy template with rubber base to protect the PCB during hammering of the guide pin.24/Nov/04ImplementedEW Koh

- To control guide pin height and prevent routing jump out.

- To prevent surface scratches.

2Source for new type of router bit for COB model lead line routing.30/Dec/04DoneMaverick

- To reduce lead line routing burr.

3Implement lighting table with golden board (laminate) to check new model setup on every first30/Nov/04ImplementedEW Koh

and last cycle on every bottom last pcb.

- To ensure no missing route

410 lot monitoring for new type of router bit used for COB model lead line routing.25/Feb/05In progressAzhar

5Increase outer profile visual inspection frequency for under cut, over cut and crack.7/Feb/05In progressEW Koh

From only setup check to both setup and last cycle check.

6Using of routing cassette to prevent wrong router bit size being used.11/Mar/05In progressMaverickNew Routing tape for all models.

May-04Jun-04Jul-04Aug-04Sep-04Oct-04Nov'04Dec'04Jan'05 Wk1Jan'05 Wk2Jan'05 Wk3Jan'05 Wk4Jan'05

FTQ (%)99.92%99.96%99.97%99.98%99.97%99.97%99.91%99.94%99.95%99.99%99.92%99.94%99.93%

Rej (%)

Poor Route (H01)0.063%

Defect 30.00%

Finishing Others0.00%

Others0.00%

No New Action Items - Hence no significant progress

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

FTQ (%)

6-Month PPM

DATEDiscrepantsShippedPPM

Dec 20015622615980221

Jan 20029243515359826

Feb 2002272346041628

Mar 200221433585201660

Apr 200235233846481192

May 20027833771518421

820720794957339

Target: 99.98%

No Significant Action Items - Hence no progress

Review the example. Tie it in to the FTQ matrix, which was how the processes were selected. Note the 3 tips in blue.

Revised September 11, 2006

FTQ Tools

Procedure

StepAction ItemWhoTime Frame

0Supplier Top Management Meeting with DGSM LeadershipSupplier &Day 0

To Explain & Roll-out FTQ-Kaizen improvement ProcessDelphi

1Get supplier to Fill out QA MatrixSupplierWeek 1

List out all Products/Part Numbers shipped to Delphi (by site)

provide as much details as possible about product (eg number of layers)

List out all Processes in the production process

List down defects count (Delphi Linepull/APR/WAR) for each Part Number

Map out defects into the Process where this is caused (based on root cause)

2Analyse Data in QA MetrixSupplier &Week 2

Identify top 5 defect contributing ProcessesDelphi SQE

Priority given to APR/WAR causing processes

Also total number of defects to be considered

3Put down the FTQ of the Top 5 processses in focusSupplierWeek 2

4Finalise Top five Processes to focus under the FTQ-Kaizen improvement ProcessSupplier &Week 2

Delphi SQE

5Fill out Step Down ChartSupplierWeek 3

Fill in the Current information

Fill in Targets for improvements over the 6 months period

Targets should be Aggressive yet realistic

(min 50% improvementover 6 months)

Fill out Current improvement activities for each of the selected processes

6Review Step Down ChartSupplier &Week 3

Challenge and update as required the targetsDelphi SQE

Review the current action items and select first 2 Processes for on-site review

Select the top 3 defects to focus on

7Prepare detailed Fault Tree Analysis, 5 WhySupplierWeek 3

for the top 3 defects in each of the two selected processes

8Onsite workshop to review the current action itemsSupplier &Week 4

for the top 3 defects in each of the two selected processesDelphi SQE

assess if the action items are in the right direction

detailed analysis of the FTA, 5 Why, Proposed Corrective actions (support with data and science)

On-the line review of action itmes and identify new opportunities for improvement

detail new action items for new opportunities identified

9Repeat steps 6, 7 & 8 for the top 3 defectsSupplier &Week 5

in each of the next two/three selected processesDelphi SQE

10Weekly / Fortnightly review of progress & Detailed action itemsSupplier &Week 6

Delphionwards

11Monthly Supplier Top Management Meeting with DGSM Leadership

To Review Progress of the FTQ-Kaizen improvement and realign focus if required

QA Matrix format

L = Line Pull (LP)A = Assembly Plant Returns (APR)W = Warranty (WAR)Part DetailsDefect DataProcess Contributing to the Defect Process Contributing to the Defect Process Contributing to the Defect

Description of partDescription of partDescription of partBlankNumber of DefectsTotal Number of DefectsAnnual Volume - UsagePPMBlankBlankIncomingProcess 1Process 2Process 3Process 4Process 5Process 6Process 7Process 8Process 9Process 10Process 11Process 12Process 13Process 14Process 15Process 16Process 17Process 18Final InspectionQA Outgoing CheckPackingOthersOthersOthers

Delphi LocationPart NumberDescriptionLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAWLAW

DELPHI LOCATION 100

00

00

00

00

00

00

00

00

00

00

00

Delphi Location 1 Total000000000000000000000000000000000000000000000000000000000000000000000000000000000

DELPHI LOCATION 200

00

00

00

00

00

00


DELPHI LOCATION 300

00

00

00

00

00

00


DELPHI LOCATION 400

00

00

00

00

00

00


DELPHI LOCATION 500

00

00

00

00

00

00


DELPHI LOCATION 600

00

00

00

00

00

00

00

00

00


Delphi Global Total000000000000000000000000000000000000000000000000000000000000000000000000000000000

Supplier's Process FTQ

&L&F&C&D&R&A

Summary

FTQ IMPROVEMENT PROCESS - STEP DOWN CHART

Supplier DUNs #Supplier NameKickoff Date1-Dec-04

MetricDec-04Jan-05Feb-05Mar-05Apr-05May-05Jun-05Jul-05

Start Past 6 Month Ave.ActualTargetActualTargetActualTargetActualTargetActualTargetActualTargetActualTarget

PPM0

0


Number of Defects00

00


FTQ - Process A000

00


FTQ - Process B000

00


FTQ - Process C000

00


FTQ - Process D000

00


FTQ - Process E000

00


00

MetricStart Month StatusCurrent Month Status0

0

0

PPM

Action Item List Color Code:

CYTD

CSLevel 1Level 2Level 1Level 2Action item target dates met

(number new initiated)Action item target dates not met

(number of open)No actions items assigned for this month

Systemic Action Item CategoryDec-04Jan-05Feb-05Mar-05Apr-05May-05Jun-05Jul-05

Delphi Single Point SQEDelphi Purchasing Contact

NameName


Delphi SQ ChampionSupplier Contact

NameAloysius GomesName

Phone Number+65-6450 8330Phone Number

&L&F & Summary&R&9Page &P of &N

Detailed Action Items List

FTQ IMPROVEMENT PROCESS - ACTION PLANIssue IdentifiedAction Plan Implemented

Action Plan ProposedIssue Resolved

0

Action Items ListTarget DatesActual Completion Dates

ItemRespPlanImpl.VerifyPlanImpl.VerifyCommentsProgress

Process 1

Top Defect Action Items

Process 4

Top Defect Action items

Process 6


Process 9


0

0

&L&8&F & Action Items&R&8Page &P of &N

Missed Targets Summary

FTQ IMPROVEMENT PROCESS - MISSED TARGET SUMMARY

0

Missed Targets Summary

MonthDescribe Missed TargetIdentify Root Cause of Missed TargetIdentify New Plan of Action

&L&8&F & Missed Targets&R&8Page &P of &N

Data

6-Month PPM

DATEDiscrepantsShippedPPM

Dec 20015622615980221

Jan 20029243515359826

Feb 2002272346041628

Mar 200221433585201660

Apr 200235233846481192

May 20027833771518421

820720794957339

Note the importance of the plan, which shows the action items for the top defects and processes, who will do it and the completion dates.


Action Plans to Address Top 5 Issues

FTQ Performance

See comments in cells below (with red corners) for instructions on how to use. Mouse over to see

2004 CY FTQ Performance Data

Monthy Daily Values

2003 Dec FinalJanFebMarAprMayJunJulAugSepOctNovDec12345678910111213141516171819202122232425262728293031

FTQ900080007000600050004000300030003000

Projection800065006000550050004500450040004000400040004000

Goal4500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500450045004500

FTQ Performance

&A

Page &P

FTQ

Projection

Goal

FTQ Value (PPM)

2004 CY FTQ Performance

FTQ Top Five

FTQ PPMPending Actions to address Top 5 Issues

by Issue

IssueProblem DiscriptionCorrective Action PlannedStart DateTarget DateStatusFTQ ImpactOwner(s)FTQ Top 5 Pareto - Current Month 2003

800Crossed WiresDo not alter any of the cells below these all pull from the cells on the left side of this tab

575Damaged TerminalsCrossed WiresDamaged TerminalsUnseated TernimalsMissing ComponentsBranch out of Tolerance

400Unseated TernimalsPPM800575400325120

325Missing Components

120Branch out of Tolerance

99Issue 6

80Issue 7

70Issue 8

See comments on each column noted above in red. Mouse over to see.= On track to meet target date

= No Plan or off track to meet target date >1 month

These have to pasted into the cells in column H above manually.

This chart is automatically generated from cells above from data on the left of the tab

Delphi User:Put in 2003 month of december FTQ value in PPM here

Delphi User:In this row put in actual monthly values for FTQ PPM. Chart below will automatically generate and will automatically show up in FTQ display format tab. You can print out the FTQ Display tab to post on you cell " Glass Wall"

Delphi User:Put in your projections by month here Projection line will automatically be plotted below.

Delphi User:Put in your year end goal. Corporate goal is a minumum of 50% from December month actual in previous year

FTQ Top Five

PPM

Cell/Process

PPM

FTQ Top 5 Pareto

FTQ Display Format

Cell / Process FTQ Tracker

IssueProblem DiscriptionCorrective Action PlannedStart DateTarget DateStatusFTQ ImpactOwner(s)

Crossed Wires0000000

Damaged Terminals0000000

Unseated Ternimals0000000

Missing Components0000000

Branch out of Tolerance0000000

All of the above automatically flows onto this page from

the other two tabs . DO NOT CHANGE ANY OF THESE

FORMULAS ON THIS PAGE

You can print this out to post on your cell "Glass Walls"

Delphi User:Put in name of issue here

Delphi User:Put in discription of problem here. Be as discriptive as possible

Delphi User:Put in detailed Corrective actions here. You may have more than one corrective action in this box.

Delphi User:Each month put in the FTQ PPM for this issue here and then sort from columns b4 thru j (what ever last row number is) using this column. This will cause the rows to the right (c thru J) to automatically update and generate the new top five which will also draw the top 5 graph automatically. This is why you need to identify the Issue in column C as this will automatically update the graph with the issue name.

Delphi User:Put in anticipated FTQ PPM improvement impact here. This FTQ improvement should also impact the forecast line in the month the item is scheduled to be completed.

FTQ Display Format

90002003 Dec Final2003 Dec Final

800080004500

700065004500

600060004500

500055004500

400050004500

300045004500

300045004500

300040004500

Sep40004500

Oct40004500

Nov40004500

Dec40004500

114500

224500

334500

444500

554500

664500

774500

884500

994500

10104500

11114500

12124500

13134500

14144500

15154500

16164500

17174500

18184500

19194500

20204500

21214500

22224500

23234500

24244500

25254500

26264500

27274500

28284500

29294500

30304500

31314500

FTQ

Projection

Goal

FTQ Value (PPM)

2003 CY FTQ Performance

800

575

400

325

120

PPM

Cell/Process

PPM

FTQ Top 5 Pareto

These shapes will still need to be manually pasted in. All other cells will be automatically populated when you input data into the "FTQ Top Five" tab.


Class participants complete FTQ Quiz(10 minutes)

Review ResponsesWrap Up Quiz


FTQ Quiz Responses First Time Quality (FTQ) is an improvement measurement of PPM reduction over time . We measure FTQ by counting the number of pieces rejected versus the total number of pieces attempted. If we dont make good parts the first time, we have to inspect in quality. Inspection is only 85% effective at best. FTQ is a tool to facilitate our operational improvement in quality and cost. Inspection is like a filter, and will miss some defects. If we dont fix our quality problems internally, we will never be able to fix our external customer issues. Number of pieces rejected /Total number of pieces attempted X 1,000,000 = FTQ PPM


FTQ Quiz Responses The most important step in containing the problem is the immediate action taken, which leads to the elimination of the problem.Non-chronic rejects require immediate reaction at the first occurrence. Chronic rejects are those whose failure mode root cause has not been identified or fixed. When alarm limit is exceeded, the reaction plan must be implemented, and we implement a containment plan until the problem is fixed. One example of a basic quality tool used to analyze data is a Pareto chart. The tool used to track implementation status of corrective action and improvement is the FTQ Tracker (or Step Down Chart). All existing documentation must be updated in order to institutionalize lessons learned.


Closing Comments - FTQ Improvement ProcessImplement Improvement Work the Action Plan Update plan as required Document improvements


Closing Comments - FTQ Improvement ProcessRemember Delphis Suppliers are responsible for their sub-tier suppliers: Roll the FTQ process out to sub-tier suppliers to help them gain the improvement benefits and to lower the probability of your company receiving non-conforming parts


FTQ Expectations & Key Points FTQ is a Requirement:

A FTQ Process, that Monitors & Controls at the point of build. Set FTQ Alarm Limits to 1 reject for all safety critical features.Set FTQ Alarm Limits to 1 reject for all non-chronic(special cause) failuresReaction Plans include extra containment to Protect the Customer. Customer notification evaluated by engineering on special cause events. FTQ Reduction through a Rolling Top 5 or equivalent process. Delphi Tier 1 suppliers ensure FTQ is correctly implemented Delphi Customer Specific Requirement 7.3.6.3: Product Approval Process, The supplier is expected to develop and implement a FTQ process with appropriate alarms and reaction plans defined.Goal is Zero Incidents, Zero Spills, Zero Defects to our Plants.

Welcome attendees, introductions, name, job function, how long in current job and at Delphi

Built in quality is the third lean principle of our operating system. First time quality (FTQ) expressed as parts per million (PPM) is the measurement. We express the improvement in FTQ as the continual improvement, or reduction, of PPM over time.

Note: For the purpose of this written narrative, First Time Quality is abbreviated to FTQ. When explaining the slides, we should say, First Time Quality.

Go through class agenda

We measure FTQ by adding the number of pieces rejected in a process, either scrapped or reworked, divided by the total number of pieces attempted, the accepted plus the rejected.

FTQ implementation and understanding is instrumental in implementing LEAN, as excess process variation will not allow product improvement.

Catching and counting our defects will give us the data necessary to develop alarm limits for our process. When these non-conforming qty limits are reached, we take immediate action according to our Reaction Plan.

When zero defects go forward, the voice of our customer is one of a satisfied customer.

We take a two-phase approach when applying FTQ. First, we take immediate action to contain the problem or non-conformance whenever alarm limits are met or exceeded. It is important to protect our customer from an internal problem. Once contained, we develop steps to continual improvement, measured by PPM at the source. Our objective, of course, is to reduce the rejects (improve PPM) which will reduce our operating costs.

Leadership(Delphi and at our suppliers) is essential to be successful

Here is why FTQ is important. If parts do not meet customer quality standards the first time through our process, we attempt to inspect in the quality, often at the end of the total process. Studies have shown that human inspection is about 80 to 85% effective. We become dependent on inspection as a customer protection filter when our FTQ is greater than zero. In other words our process is producing some defective parts, and we need to capture them before they become customer reject problems.

We measure and track our FTQ improvement as we reduce our defects as well as our costs. The FTQ Tracker method is employed to follow the improvement progress. We will be seeing an example of this later.

FTQ is our way of monitoring the process stability. We need to react quickly when alarm limits of a process are reached, or process monitoring calls out potential problems.

Dont look at inspection as something that only goes on at the end of the process. We need to catch and count at point of occurrence.

Operators are trained in what defects look like, but shouldnt be tied up doing counting and charting. They need to be concentrating on making a quality part. Someone else should be assigned to count and chart.

FTQ is our tool that is used to drive continual improvement in quality which directly improves our cost.

If the process was expected to produce 100 parts and rejects were 10, 20, and 30, then what is the effect on delivery, cost, inventory, overtime, quality, and future business?

Can think of FTQ as a stack of dollars at the beginning (parts represent dollars) and the number of dollars that are left at the end of production. How much waste and profit was lost due to an incapable process?

We must measure and set limits on our FTQ. The first signal that a process is going out of control is when the alarm limits are met or exceeded. The signal causes us to respond to problems before they get out to our customers. Measuring FTQ also indicates if our corrective actions are effective.

Fixing and controlling quality problems internally is most important. Without effective internal control, we cannot hope to fix the issues that become external and directly impact our customer.

Inspection is used to catch defects before they reach our customer; but, some defects are missed because inspection acts like a filter. Remember that inspection is known to be only 85% effective. When defects get through the filter, they become our customers problem.

The illustration may be extreme, but we do not want our defective product to cause a major failure for our customer.Give them 60 seconds. Record the results by quantity.Compile the results what % of the class got 36? Ask them if they would like to do this as a full time job.

The FTQ measurement is calculated and reported as the parts per million (PPM) defective. This includes any parts or components repaired, reworked or totally lost and scrapped. We use PPM rather than the more traditional scrap rate percentage. A percentage is more abstract and often misleading. For example, some people think a 2% scrap rate is low; but, when we translate 2% into PPM, we see 20,000 parts defective in 1,000,000. PPM calls attention to the number of parts defective, and, in turn, the real cost of defects.

We can measure FTQ anywhere in the process where parts are measured and monitored. We especially want to measure where a defect originates.

FTQ PPM is the ratio of the total pieces rejected to the total pieces attempted. Attempted pieces include accepted pieces plus the rejects.Rejected pieces include scrap at the process and pieces reworked before use by a downstream process.

Here is the actual calculation.

Want to talk about percent rate of scrap versus PPM. We want to understand the actual # of defects. Percent can mask magnitude of problem, especially in the 0 defect world. 1% bad is 10000 PPM.

Here is a FTQ calculation example. We have a product cell we will call A, and A has 6 operations. We measure and collect data at operations 3 and 6. On the right, we have an example of a process monitoring or tally sheet. Notice that we are recording data by the hour. Time intervals can be lesser or greater, depending on severity.

Cell A got 1040 good parts the first hour; but, 28 parts were rejected at op. 3, and 16 were rejected at op. 6. That is a total of 44 rejects.

To calculate FTQ, add all the rejects (28+16=44) and divide by all the parts attempted (1040 good + 44 rejects = 1084). The ratio multiplied by 1,000,000 gives you 40,590 FTQ PPM.The FTQ Deployment Process is highlighted here to indicate that we are now transitioning into the implementing and evaluation phase of FTQ and that we are no longer merely describing the process at a high level.

Included in that discussion will be the five items listed.

We call this the stakeholder footprint for selecting the cross-functional team. A team of resources may be required to solve complex problems. Sometimes the skill sets required do not exist among the cell team members. Management must support the process improvement by making necessary resources available to determine root cause, develop the corrective action plan, implement the plan, and evaluate.Also, this slide emphasizes the importance of the operators. To make FTQ improvements, defects cannot be passed on the the next operation.

This chart illustrates the lead or support responsibilities of the FTQ improvement team for each of the process steps that we saw on the flow chart. Notice that the operations team leads for much of the identify phase and improvement planning. Quality defines the alarm limits and reaction plan, provides data analysis, and evaluates results. Engineering implements improvement if their resource is needed, and institutionalizes the results or lessons learned. We will discuss this more later.

Implementing improvement can be any ones job, depending on the cause of the issues.

As part of our Lean Operating System, SDEs will assist suppliers to improve their final and process FTQ. First, we will provide supplier training so that they understand our FTQ improvement process.

As we are onsite at the supplier plant, we will monitor their implementation progress through regular contact with their operations and quality teams.

Early in our Lean SDE activity with the supplier, we will conduct a 5-step evaluation leading to FTQ improvement.

SQ should also be performing these tasks as part of their interface and assessment of suppliers.

This flow chart describes the FTQ improvement process using the IAPIE improvement methodology. Notice the decision yes/no gates which takes you through the process loops.

Now, we have over layed the Team Delphi problem solving process steps to show the correlation between IAPIE and the Delphi process. Have we been to Team Delphi VI? (Show hands). Note: Can Ignore the Team Delphi discussion with suppliers.

Shows that the process is continuous, the cycle of continuous improvement is non-ending.

Discuss details of what the containment plan means. Check previous built product, product in transit, product in repair area, product on line currently being processed, etc

Catching and counting our defects will give us the data necessary to develop alarm limits for our process. When these limits are reached, we take immediate action according to our Reaction Plan.

When zero defects go forward, the voice of our customer one of a satisfied customer.To understand if our process is running within control, we set alarm limits. A reaction plan is developed and followed whenever alarm limits are met or exceeded.

We base the alarm limits on current process reject data or other data about the process that is available.

When defects are chronic(common cause), repeatable, we can calculate the expected defect limits statistically using the np chart. We are going to do this, shortly. For non-chronic, special cause rejects, the alarm limit is one piece. This type of reject is a one-time occurrence, so we have no data history; therefore, we immediately contain the process to ensure that no other freaks exist.

Operators must be trained to understand the alarm limits, and how to react when the limits are reached. Operators must follow a documented plan that includes immediate product containment and process corrections (if operator is trained to do this). It is most important that immediate action is taken.

For one of a kind, non-chronic, your reaction has to be immediate. You are probably seeing something that you have not seen before, special cause. Or could be related to a customer complaint.

To understand if our process is running within control, we set alarm limits. A reaction plan is developed and followed whenever alarm limits are met or exceeded.

We base the alarm limits on current process reject data or other data about the process that is available.

When defects are chronic(common cause), repeatable, we can calculate the expected defect limits statistically using the np chart. We are going to do this, shortly. For non-chronic, special cause rejects, the alarm limit is one piece. This type of reject is a one-time occurrence, so we have no data history; therefore, we immediately contain the process to ensure that no other freaks exist.

Operators must be trained to understand the alarm limits, and how to react when the limits are reached. Operators must follow a documented plan that includes immediate product containment and process corrections (if operator is trained to do this). It is most important that immediate action is taken.

For one of a kind, non-chronic, your reaction has to be immediate. You are probably seeing something that you have not seen before, special cause. Or could be related to a customer complaint.

Here is an example of a np chartHow often you collect data is not that easy to answer in exact terms. Ideally you want to ensure nothing is shipped that was built after an alarm was set. Dont ship until you demonstrate that all quality checks have been completed and have acceptable results. How much risk do you want to put your customer or our customer is the question, and how much scrap do you want to create.This is for overall process-for continuous improvement trend.

May start out basing alarm limits on total number of defects initially, to understandwhat the current process is doing. May not have enough data to break out by specific types. Eventually have to set on type of defects. May have total of 20 defects, and defect type A represents 18 of them.

LCL Something happened to make it improve, need to know what that is, and capture and make any appropriate changes Reference AIAG SPC Manual for more information on establishing alarms and control limits for attribute data charting and np charts

Here is an example of a np chartHow often you collect data is not that easy to answer in exact terms. Ideally you want to ensure nothing is shipped that was built after an alarm was set. Dont ship until you demonstrate that all quality checks have been completed and have acceptable results. How much risk do you want to put your customer or our customer is the question, and how much scrap do you want to create.This is for overall process-for continuous improvement trend.

May start out basing alarm limits on total number of defects initially, to understandwhat the current process is doing. May not have enough data to break out by specific types. Eventually have to set on type of defects. May have total of 20 defects, and defect type A represents 18 of them.

LCL Something happened to make it improve, need to know what that is, and capture and make any appropriate changes Reference AIAG SPC Manual for more information on establishing alarms and control limits for attribute data charting and np charts

Here is an illustration of a rejected parts counter visual device. The flip counter at the top is turned over for each defect. As the defects increase, the page color changes from green to yellow (limits are being approached) to red (limits are met). We need to take action when we get into the yellow, and stop the process at red.

Each defective part gets a tag identifying a specific defect.

Quality engineer normally does charting, Key is to give the operator an alarm limit, hour per hour, etc.. Can be visual

Actual alarm limit defect detail tracking versus overall trend for entire process-continuous improvement.

Operators need the necessary training to understand product requirements and identify defects. Visual instructions and illustrations, boundary sample parts, gages may be required. Machine may give defect signal or reject part automatically.Rejected parts must be removed from the cell or machine frequently. We do not want defective parts to accumulate across shifts or days. The parts contain data necessary to track our FTQ. We can use counters at the cell or on the machine, tally sheets (np chart data), or containers count our defects.Instead of asking someone what the top defects are, go and look at the rejects at each stationmanagement awareness, review process rejects frequently.Dont motivate/reward employees to hide problems, as well as dont punish employees for bringing problems to light.Tugger routeif leaving with small quantities it becomes a way to alert that there is a problem.

Non-chronic(special cause) rejects usually have a known cause for the failure. They are not defect types that we are used to seeing based on the current process and studies that were done to determine the number/types of defects over time. We must react at the first occurrence, and take immediate corrective action. Any corrections should be done by people who are certified. We do not want to introduce unwanted variation.

Chronic rejects are the repeating defects. These repeaters give us data about the entire part population, so that we can set alarm limits that tell us when the process is going out of control. These defects do not have an immediate fix or assignable root cause (that is why they repeat!). To determine solutions, we employ problem solving methods and experiments such as Shainin Red X or 6 Sigma.

Normally needs management intervention and assistance for resolution

When the total number of defects go out of the total defect qty limits, then a special situation exists that is causing more or even sometimes less than is expected.

When the process alarm limits are met or exceeded, we must take immediate action according to our predetermined reaction plan. Immediately contain the problem parts population. Use defect data as the basis for corrective action. Keep the problem contained until an irreversible fix can be found.

As we work to improve our FTQ, it is imperative that accurate data is recorded and charted over time. Define the defect categories that define the rejects. These defects must be recorded at a defined frequency.

The reject count per period is converted into a rate we call our FTQ PPM. This rate is charted on our FTQ improvement tracker ( we will show this in a few slides coming up).

As part of our area information center, each cell or area should have a FTQ tracking display that gives quality information by shift or day.Defective parts need to be removed as soon as possible and be clearly identified to prevent reintroduction to the process.

Some basic quality charting tools are listed here. Based on application, they are all used as a way of analyzing our data.The FTQ process brings an orderly method to the way we implement quality improvement. After collecting data, we understand what the defects are as well as the frequency of occurrence. The defects are prioritized by frequency and impact on our customer.

Some complex problems may be assigned to a cross-functional team.

We develop an improvement plan with the right information, leading us to understand the correct root cause. Timing of improvement activities is very important. The need for urgency must be emphasized to all involved team members.

We go after the biggest problems first.

Here is a way to look at application of quality data analysis tools. Some tools help us identify problems, and others are tools for analysis.

Some of these, such as a Pareto chart, identify the problems as well as analyzing the severity or frequency of the problem.

A histogram displays the distribution of data for a population. The values or class descriptions are distributed across the X-axis. The frequency of occurrence for the value or class is distributed on the Y-axis.

In class would not need to go through all examples in detail just walk through and talk about a few.

We have referred to Pareto charts often in this training. This is another example. The chart displays the most significantly recurring problems, so that we guide our efforts to the solutions to the most significant problems.

A scatter diagram illustrates the relationship between two X-Y variables to the same event. The line on the chart is called the straight line of best fit.

Earlier we developed a np chart. This is a control chart based on statistical behavior of a set of population data. The limits on this chart are at +/- 3 sigma, which is the same as our np chart.

We used a flow chart to illustrate the steps used in the FTQ improvement process. Our steps follow the IAPIE methodology. We can overlay the Delphi problem solving process steps, and the fit the chart as well.

This check sheet example is similar to our FTQ improvement action plan which details tasks or activities, responsibility and timing. We also showed an audit check sheet that is used to track compliance to the FTQ improvement process steps.

Cause and effect charts are also known as fishbone diagrams due to their fish skeleton resemblance. These are often used as a tool to identify root cause (the Red X input). These are also used to identify possible problem areas (inputs), or to compare the relative importance of different causes.

Run charts are otherwise known simply as line graphs. These are probably the most basic of all charts. These are used to track the performance (Y-axis) of a quality, process, or any characteristic over time (X-axis). This chart allows us to see if conditions are stable, note a trend in the performance, or note large movements (aberrations).This slide shows how leadership involvement is necessary and how management can have input to control the FTQ process.

Here is an example of a FTQ improvement checklist. Note that each major step is a standard part of the improvement process. Each step has a yes/no check off to see if the supporting activities for that step are being done.

This is a documented way of keeping an improvement process focused and on-track.This reinforces slide 4 speaking of leaderships role.

We use the quality tools that we have talked about, and we also use some Lean tools to bring about our FTQ improvement.

Value Stream Mapping calls out where quality problems are in the total value stream, when we gather information for our process data boxes in the current state. We kaizen burst the need for improvement.

Workplace organization is an important tool. Without WPO, we have a work place loaded with waste, variation and non-standard practices. All of these undesirable characteristics contribute to poor quality.

Error proofing is an important derivative of standardized work. Once we have standardized, error proofing devices and procedures can be incorporated to ensure that defects do not get passed on to a downstream process or our customer.

After we have completed our analysis, and root cause(s) is identified, we follow with a detailed improvement plan. This plan should be complete with action items, responsibility assignments and timing.

Like any other plan for improvement, a FTQ improvement plan needs measured progress. We have a template for this that is called the FTQ Tracker or can also use the Step Down chart that is used in the supplier QFS process.

As corrective action is implemented and measured, we must evaluate what the measured results are telling us. If the problem stays killed or contained, recalculate the process alarm limits. Be sure to update any affected documentation.

It is so important to collect data over time, so that we understand the real impact of our corrective action on our FTQ PPM.

If we see no significant improvement after a corrective action is implemented, then we must re-evaluate our root cause of the problem.Here is the 5 Step Evaluation Plan: Understand the Value Stream. This is what we do in the early onsite work with the supplier. Observations are important. Look for standardization. Review supplier documents and data. Identify the kaizen opportunities on the VSM. Pareto the top customer issues over past history problem cases. Does the supplier identify and improve the top issues over time? How is this measured? Review the Pareto of internal quality issues. Are these issues identified, measured, tracked for improvement? Review other Lean improvement activities. Why were these selected? How is effectiveness measured? What key measurements are in place for regular management review? Are these measurements tracked and displayed (Glass Wall)? Begin implementation of the FTQ improvement process. Assist the supplier in developing the action plan. Document the current condition (customer/internal issues), improvement strategy, goals, action plan on A3 format. Post this A3 to the eRoom as part of the SD activity package and update as required. The bulk of what we have discussed thus far has concentrated on step 5 of this process. The following slides show examples of some of the steps leading up to the 5th step.

Here are some Pareto chart examples on these next two slides.

This is an example of a Pareto of top customer issues over a three-month period (top).

The lower chart Paretos the systemic root causes over the same period.

The upper chart tracks FTQ PPM for internal issues for one month. Notice the addition of a 3-step action plan relating to this chart.

The lower chart tracks FTQ PPM for a group of presses for one month.

The lessons learned from our FTQ improvement efforts must be institutionalized wherever applicable. Updating our documentation to reflect any improvement changes to process, quality procedures, standardized work, tool and/or machine maintenance, product specifications, or any other variable relating to the process is a must. So often we lose the effect of our improvement, because the changes were not made apart of our documentation.

Should always remember to Look Across(read across) all other lines or sites that could also have the same issue to prevent further escapes and repeats. Here is the exercise: We will use the standard deviation equations to calculate our alarm limits at +3 sigma for the Upper Control Limit and 3 sigma for the Lower Control Limit. The average sample size n is calculate for you at 18. The number of subgroups k is 25. We need to calculate the average number of nonconforming pieces np by adding across the total number of nps and dividing by k. Once we have these factors, do your best to solve the equations for UCL and LCL. Some calculators have square root function, or you can use a slide rule. Draw the average nonconforming, np bar, UCL and LCL lines across the chart, and write-in the values. Add the individual defects across to get totals and vertically chart them in Pareto order in the defects chart. Calculate FTQ PPM for several of the data periods.

Lets take 30 minutes to do this.

Note: The blank example to show the class how to solve the alarm limits is Excel file: P-NP Revised Blankxls. The completed example is Excel file: P-NP Revised Examplexls

PASS Out Quiz sometime during exercise.

Here is a FTQ calculation example. We have a product cell we will call A, and A has 6 operations. We measure and collect data at operations 3 and 6. On the right, we have an example of a process monitoring or tally sheet. Notice that we are recording data by the hour. Time intervals can be lesser or greater, depending on severity.

Cell A got 1040 good parts the first hour; but, 28 parts were rejected at op. 3, and 16 were rejected at op. 6. That is a total of 44 rejects.

To calculate FTQ, add all the rejects (28+16=44) and divide by all the parts attempted (1040 good + 44 rejects = 1084). The ratio multiplied by 1,000,000 gives you 40,590 FTQ PPM.We are about to do an exercise to calculate alarm limits using a np chart. We have collected data from various rounds of the Acme Airplane simulation from the Lean College. We have 25 time periods of data which could be hours or days in a process. The various defects that we measured are summarized for each period. For example: Lets look at Period 1. We made a total of 18 airplanes of which 8 had various defects. We can calculate the FTQ PPM for each period in the simulation.

Notes continue on Slide 16.How often you collect data is not that easy to answer in exact terms. Ideally you want to ensure nothing is shipped that was built after an alarm was set. Dont ship until you demonstrate that all quality checks have been completed and have acceptable results. How much risk do you want to put your customer or our customer is the question, and how much scrap do you want to create.

This is for overall process-for continuous improvement trend. It is important to know when the process is doing BETTER than expected too. When this out-of-control (BETTER) condition is noted, the process should be stopped and analyzed to find the cause and then maintain the gains.Note: Control limits will recalculate as the FTQ improvement continues. As defective parts become fewer and more process more predictable the UCL and LCL will tighten.

The improvement tracker has three parts. The upper LH chart tracks FTQ PPM improvement over time. Vertical bar values are charted for each month on this chart, and the current month is charted by day. Notice that the continual improvement is following the projection curve, and the goal of 4500 PPM was achieved during May. The challenge is to set a new goal at 2000 PPM, now that about 3000 PPM has been constant for 3 months.

The upper RH Pareto chart measures the PPM of the top 5 problem issues. This analysis calls out issues 1 and 2 as the problems requiring our resources for improvement.

The lower part of the tracker follows the progress of our action plan. We said earlier that this chart should be displayed at the cell or process area for all involved (particularly our operations team) to understand our FTQ improvement progress.

The step down chart is also used to track FTQ improvement and actions, as well as other metrics such as total number of defects, customer returns, etc.

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Pass out Quiz during exercise

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Summing up our implementation of FTQ improvement:Follow your action plan for improvement. Keep those responsible for item completions close to the project. Make sure due dates are met, or understand why not.

Keep the action plan updated with progress. Track FTQ PPM improvement. Review frequently as part of team meetings and daily management meetings.

Documentation of improvements is important.

Read through slide content. This is very important when presenting to suppliers. If Delphis assistance is needed with one of their sub-tiers, then they should ask. Read slide

Some divisions and in some situations( characteristics) request that FTQ Alarm Limits are included in Control Plans.

Documents

Ftq Overview