1. Greatest
Quality
Challenge
Michael
J
Skwira

2. • The
Challenge
– I
was
tasked
with
taking
over
the
ownership
of
dysfunc>onal
group
of
individuals
that
were
uncoopera>ve,
unsuppor>ve
and
divided.
Situa>on

3. Situa>on
• Divided
by
Company
• Divided
Process
(NCMR,
MRP
&
Document
Control)
• Divided
as
a
Team
Receiving
Inspection
Company 1 Company 2
Inspector
MRB
Coordinator
Inspector
MRB
Coordinator

4. Situa>on
Receiving
Inspec,on
Group
Before
• “Uncoopera>ve
group
of
prima
donnas”
– VP
Opera9ons
• “They
won’t
get
us
our
parts
and
they
make
us
wait”
– Senior
Manufacturing
Manager
• “A
divided
group
of
individuals”
– HR
Manager

5. System
Process
People
What
I
Needed
To
Do

6. Ini>al
State
System
Receiving
Inspec>on
Company
1
5
Systems
Company
2
3
Systems
System
Process
People

7. Re>rement
Paper/Excel
NCMR
System
Single
NCMR
Database
System
Re>rement
MRP
System
Single
MPR
System
Re>rement
Document
Control
Systems
Single
Document
Control
System
Technology
Ac9on
-­‐
Result
System
Standardiza>on
System
Process
People

8. Ini>al
State
Process
Inconsistent
Process
Inconsistent
Results
System
Process
People

9. Incorporated
Z1.4
Sampling
Methods
Labor
Reduc>on
Strategy
Deployment
Ac9on
-­‐
Result
System
Process
People

10. Redesign
First
Ar>cle
Inspec>on
Process
Reassigned
Responsibility
Value
Added
FAI
Reports
Strategy
Deployment
Ac9on
-­‐
Result
Initial Revision (A) or New Supplier = Full First Article
All notes & dimensions must be included and verified as part of the First Article Inspection.
Revision Changes = Partial First Article
Only the notes & dimensions impacted shall be included and verified as part of the First Article Inspection.
System
Process
People

11. Inline
QA
Inspec>on
Moved
from
QA
to
Produc>on
Implemented
to
Support
30%
Increase
Incoming
Inspec>on
Swim
Lanes
First
In
First
Out
(FIFO)
Established
Flow
of
Incoming
Material
Strategy
Deployment
Ac9on
-­‐
Result
System
Process
People

12. Ba`ery
Test
Capacity
Simulator
Predictable
Schedule
Hours/People
Elimina>on
of
Ba`ery
Tes>ng
Labor
Reduc>on
336
Hrs/Month
• Worked collaboratively to achieve
agreement and implementation
• Provided $1Million in savings Annually
• Improved Customer Fulfillment Velocity
Ba`ery
Tes>ng
Ac9on
-­‐
Result
System
Process
People

13. Tracking
Disposi>on
Average
Weekly
Decrease
5.5%
Initial MRB value was just over $4.5 Million
Revitalized
MRB
Ac9on
-­‐
Result
System
Process
People

14. Ini>al
State
People
System
Process
People

15. Consolidated
the
Number
of
Systems
Func>on
Flexibility
Eliminated
Time
Disrup>ve
Processes
Focus
on
Value
Added
Tasks
The
Team
Ac9on
-­‐
Result
Everyone
is
Cross
Trained
System
Process
People

16. Departures
&
Addi>ons
Simplified
to
Cri>cal
Few
Personal
Development
Opportuni>es
to
Help
Make
Staff
More
Employable
Promo>ons
Upward
Transi>ons
The
Team
Ac9on
-­‐
Result
System
Process
People

17. Consistent
Vision
Aftude
Transi>ons
Commi`ed
to
Removing
Obstacles
Created
Focus
Empowerment
Self
Repriori>za>on
The
Team
Ac9on
-­‐
Result
System
Process
People

18. Receiving
Inspec>on
Company
1
5
Systems
Company
2
3
Systems
Summary
Receiving
Inspec>on
Company
1
&
2
3
Systems
Before
After
System
Process
People

19. Summary
Inconsistent
Process
Inconsistent
Results
Standard
Process
Consistent
Results
Before
After
System
Process
People

20. Summary
Receiving
Inspec>on
Company
1
MRB
Coordinator
Inspectors
Company
2
MRB
Coordinator
Inspectors
Receiving
Inspec>on
Company
1
&
2
MRB
Coordinator
Inspectors
Before
After
System
Process
People

21. Summary
Current
Receiving
Inspec,on
Team
• Func>ons
are
no
longer
individuals
• We
are
a
cross
trained,
customer
service
focused
team
• Func>on
flexible
rather
than
company
specific
• Ability
to
flex
and
respond
to
unpredictable
inputs
• Empowered
individuals
make
quality
decisions
System
Process
People

22. Ques>ons