Discipline / Competence / Innovation / Transcendence / Sincerity / Harmony
Discipline / Competence / Innovation / Transcendence / Sincerity / Harmony
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Employees - 120 in San Diego Full Service EMS / ODM Company including
Design, Layout, Rapid Proto-Typing, DFM & DFT, RF Technology, Supply Chain Management, Order Fulfillment
AS9100, ISO/TS 16949, ISO 9001 & 13485 Aerospace & Military Customers:
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How does your organization select improvement priorities and review progress on improvement initiatives?
How are process owners, master trainers, and strategic champions included in this process?
How are improvement projects and teams selected and given direction?
How is a standard problem-solving model deployed throughout the organization?
How are recognition and sharing of key learning accomplished? How are process improvement ideas solicited, reviewed, approved,
and implemented? How is a high level of workforce participation ensured? How are improvement suggestions recognized? How are suggestions made visible in work areas?
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Input:Customers need continually increasing quality, productivity & service value
Output:Customers get continually increasing quality, productivity & service value
What:Strategic Planning
Values
Vision
Mission
Customer Satisfaction
Organizational Review
Measures:Team Performance Metrics
Team Process Improvement Metrics
CI Management Process Improvement
Who:Quality Council
Champions / Process Owners
Subject Matter Experts / Trainers
Customer-focused Teams
Other Supply Chain Members
How: WI 5.6.1.1.01The Quality Council:
Selects strategic improvement prioritiesAssigns team members to improvement projectsProvides teams with direction, guidance & supportReviews improvement project progress
Improvement Teams:Include champions, SMEs, & other members Utilize PDCA problem-solving tools, etc. Make results available to the organizationAre recognized for their contributions
Universal Support Processes:
Business Planning
Corrective &Preventive Action
Document Control
InformationServices
Purchasing
Maintenance
ManagementReview
Continuous Improvement
Staffing
Internal Auditing
Workforce Development
SupportProcesses
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HOW: WI 5.6.1.1.01
The Quality Council:Selects strategic improvement prioritiesAssigns team members to improvement projectsProvides teams with direction, guidance & supportReviews improvement project progress
Improvement Teams:Include champions, SMEs, & other members Utilize PDCA problem-solving tools, etc. Make results available to the organizationAre recognized for their contributions
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The model of a process-based quality management system shown in Figure 1 illustrates the process linkages presented in clauses 4 to 8. This illustration shows that customers play a significant role in defining requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to customer perception as to whether the organization has met the customer requirements. The model shown in Figure 1 covers all the requirements of this International Standard, but does not show processes at a detailed level.
NOTE In addition, the methodology known as “Plan-Do-Check-Act” (PDCA) can be applied to all processes. PDCA can be briefly described as follows.Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies.Do: implement the processes.Check: monitor and measure processes and product against policies, objectives and requirements for the product and report the results.Act: take actions to continually improve process performance.
Figure 1 — Model of a process-based quality management system
Continual Improvement of the Quality Management System
Customers
Requirements
Managementresponsibility
Measurement, analysis and improvement
Productrealization
ResourceManagement
Customers
Satisfaction
ProductOutputInput
Value-adding activities
Information flow
Continual Improvement of the Quality Management System
Customers
Requirements
Managementresponsibility
Measurement, analysis and improvement
Productrealization
ResourceManagement
Customers
Satisfaction
ProductOutputInput
Continual Improvement of the Quality Management System
Customers
Requirements
Managementresponsibility
Measurement, analysis and improvement
Productrealization
ResourceManagement
Customers
Satisfaction
ProductOutputInput
Value-adding activities
Information flow
AS9100C:2009-01, Page 6 of 33
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Continual Improvement of the Quality Management System
Customers
Requirements
Managementresponsibility
Measurement, analysis and improvement
Productrealization
ResourceManagement
Customers
Satisfaction
ProductOutputInput
Value-adding activities
Information flow
Continual Improvement of the Quality Management System
Customers
Requirements
Managementresponsibility
Measurement, analysis and improvement
Productrealization
ResourceManagement
Customers
Satisfaction
ProductOutputInput
Continual Improvement of the Quality Management System
Customers
Requirements
Managementresponsibility
Measurement, analysis and improvement
Productrealization
ResourceManagement
Customers
Satisfaction
ProductOutputInput
Value-adding activities
Information flow
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WHAT YOU ARE DEEPLY PASSIONATE ABOUT
WHAT YOU CAN BE THE BEST IN THE WORLD AT
WHAT DRIVES YOUR
ECONOMIC ENGINE
The Hedgehog Concept is a simple crystalline concept that flows from deep understanding of three circles:
Jim Collins, 2001 pgs. 95-96
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• One particularly useful mechanism for moving the process along is a device that that Collins came to call the Council
• The Council consists of a group of the right people who participate in dialogue and debate guided by the three circles, iteratively and over time, about vital issues and decisions facing the organization– Jim Collins, 2001 pgs. 114-115
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ASK QUESTIONS,GUIDED BY THE THREE CIRCLES
EXECUTIVE DECISIONS,
GUIDED BY THE THREE CIRCLES
AUTOPSIES AND ANALYSIS,
GUIDED BY THE THREE CIRCLES
DIALOGUE AND DEBATE,
GUIDED BY THE THREE CIRCLES
To speed-up the formulation of the Hedgehog Concept, increase the number of times you go around that full cycle in a given period:
Jim Collins, 2001 pg. 114
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WHAT YOU ARE DEEPLY PASSIONATE ABOUT
WHAT DRIVES YOUR
ECONOMIC ENGINE
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ProductDesign
Services
ProcessDesign
Services
NewProduct
Introduction
SupplyChain
Management
ManufacturingServices
LogisticServices
After-MarketServices
NextGenerationServices
ProductEngineering
ProcessEngineering
PrototypingConsulting &
PlanningSMT & PCBA
Transport Forwarding
Repair &Warranty
SmartSystems
ProductDevelopment
Design ForManufacturing
Tool & MoldDesign
BOMAnalysis
Plastic InjectionMolding
WarehouseManagement
ReverseLogistics
ValueEngineering
ImplementationService Design For Test
Process Tech.Development
Purchasing BackplanesDistribution
E-commerceReplace
PoolCustomerFeedback
EnvironmentalEngineering
EngineeringDocumentation
AssemblyDocumentation
LogisticsMachining &Enclosures
CustomsClearance
FailureAnalysis
ContinualImprovements
LifecycleEngineering
Info. & Sys.Integration
CablingInformationIntegration
E-waste &Recycle
Design for X
ODMRegulatoryCompliance
BTO/CTOOrder
FulfillmentRMA
Test & QualityAssurance
DocumentationPackaging
Seamless Transfer
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WHAT YOU CAN BE THE BEST IN THE WORLD AT
WHAT DRIVES YOUR
ECONOMIC ENGINE
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WHAT YOU ARE DEEPLY PASSIONATE ABOUT
WHAT YOU CAN BE THE BEST IN THE WORLD AT
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Internal Strengths
Internal Weaknesses
External Threats
External Opportunities
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Starting Point(Present State)
Destination(Vision – Future
State)
Where are we now? (Present State)
Where are we going? (Future State)
How will we get there? (Plan)
What are the obstacles?
How will CCSD navigate the
road to achieving the vision?
Change-State (Hoshin) planning is the short-term & long-term process used to identify & address critical needs.
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Starting Point(Present State)
Destination(Vision – Future State)
Hoshin planning targets the critical few big obstacles (Boulders) on the road. The small obstacles (Small Stones) are handled by operations. A common mistake is to take on too much, dilute energy thereby, and achieve nothing in the end.Use Hoshin to remove
big obstacles (Boulders)
Use Operations to remove small obstacles
(Small Stones) on the road
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Alignment before Hoshin Planning
Alignment after Hoshin Planning
Flexibility: As the business environment changes, CCSD
activities change quickly with it
Alignment
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Customer-focused Support Teams
•Program Manager
•Mfg. / Quality Eng.
•Test Engineer
•Production Planner
•Value Stream Mgr.
•Purchasing Agent
Customer-Focused Operations Teams
•Cell Leaders
•SMT Operators
•Assembly Operators
•Test Technicians
•Quality Technicians
•Route Runners
CUSTOMERS
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Quality Council
Quality Council
Customer-focused Support Teams
Customer-Focused Operations Teams
Customer-focused Support Teams
Customer-Focused Operations Teams
Direction
Support
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PLAN
DOCHECK
ACT
Define
Measure
Analyze
ImplementImprove?
Control
PLAN
DOCHECK
ACT
Define
Measure
Analyze
ImplementImprove?
Control
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1. Each team member silently thinks of and writes down as many ideas as possible in a set period of time (5 to 10 minutes).
2. Each member in turn states aloud one idea. Facilitator records it on the flipchart.
3. Continue around the group until all members pass or for an agreed-upon length of time.
4. Discuss each idea in turn.
5. Prioritize the ideas using multi-voting or list reduction.
6. Come to consensus on the team’s top seven collective ideas.
7. Assign team members to the ideas along with completion times.
8. Track assignments through to completion or revision.
9. Recognize and reward team members for their contributions.
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• Suggestions are reviewed as part of regular team meetings
• A3 Storyboards are used to provide a history of improvement milestones
• Progress toward implementation is tracked through each team’s responsibility matrix
• Awards are passed down through the teams beginning with the champion
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Kenny Heifner
CQO & Senior NPI Executive
Cal-Comp Electronics (USA Operations)
[email protected] Waples Street
San Diego, CA 92121, U.S.A.858.587.6960 (office) 858.731.6611 (cell)