1 1 Reliability from design and R&D to production and operation Lars Rimestad, Senior Quality Engineer Grundfos Management A/S, 5. October 2009 Ensuring product reliability in the wind power industry Vindmølleindustrien, Vestas Technology R&D, 6. October 2009 2 1. About Grundfos 2. Quality Organisation 3. Q-roles 4. Globalization 5. Q-processes
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Reliabilityfrom design and R&D to production and operation
Lars Rimestad, Senior Quality Engineer
Grundfos Management A/S, 5. October 2009
Ensuring product reliability in the wind power industry Vindmølleindustrien,
•Test people would have less product knowledge to base the test designs on
•Poor/no correlation FMEA � Test plan
•More standard tests => inefficient tests
”We just need to design it! If there is a failure, it’s just because of
these stupid test guys”
Conclusion:
No separate test dept.!
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1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
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Globalization - a challenge:
How do we ensure high, uniform quality level
•In all products?
•From all development centres in the Grundfos Group?
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D&E Alldos
LocalQ-Support
D&E Hungary
LocalQ-Support
D&EChina
LocalQ-Support
D&EAmericas
LocalQ-Support D&E
DenmarkLocalQ-Support
D&EFinland
LocalQ-Support
D&E Hilge
LocalQ-Support
D&E India
Local Q-Support
D&E Wahlstedt
LocalQ-Support
Global D&E in the Grundfos Group
There are several development centres in the Grundfos Group
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Process improvement work:
HPI:
SPI:
MPI:
QPI:
HW Process Improvement
SW Process Improvement
Mechanical Process Improvement
Quality Process Improvement
xPI
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xPI:
HPI SPI
MPIQPI
PIT PIT
PIT
PIT
PIT
PIT PIT
PIT
PITPIT
PIT
PIT
PITPIT
PIT
PIT
PIT
PIT
PITPITPIT: Process Improvement Team
Developers use 3 – 5% of their time for this
Steering Committee
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Dev. Project x
Dev. Project x + 1
SPIHPIMPIQPI
Tools, Templates &Best Practice
Meets DP-Requirements & reduces red tape
Helps & speeds up projects
SPI, HPI, MPI, QPI in relation to the DP-Model:
Not just documents, but documented work
DP model 1 2 3 4 5 6 7 The basic law for development
xPI
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Dev. Project x
Dev. Project x + 1
SPIHPIMPIQPI
Tools, Templates &Best Practice
Feedback from projects to xPI
Resources:Developers (some) use 3-5% of their time for xPI
DP model 1 2 3 4 5 6 7 The basic law for development
xPI
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D&E Alldos
LocalQ-Support
D&E Hungary
LocalQ-Support
D&EChina
LocalQ-Support
D&EAmericas
LocalQ-Support D&E
DenmarkLocalQ-Support
D&EFinland
LocalQ-Support
Group-Quality: Product Development & Product EngineeringManagement of Q-Network•Network meetings and seminars•Coordination of Best Practice•Coordination of strategy implementation•Assessment of QA deployment •Audit of Q systems
Support and Training:•Q-tools (HALT,EMC…)
•Q-Methods (FMEA, VPC, Review…)
•Q-Process (SPI, HPI, DP….)
Owner of Global Quality Development Support Process:•Q – Handbook•Best Practice in QA•Grundfos Standards: Development•QA Process, method and Tools•Quality Week
D&E Hilge
LocalQ-Support
D&E India
Local Q-Support
Stra
tegy an
d goal in
put
D&E Wahlstedt
LocalQ-Support
Global D&E and Quality SupportGroup-Quality : Management Quality Goal•Warranty target/budget
Quality Strategy
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1. About Grundfos
2. Quality Organisation
3. Q-roles
4. Globalization
5. Q-processes
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DP1 DP2 DP3 DP4 DP5DP6 DP7
HPI
Hardware
MPI
Mechanics
SPI
Software
Quality Management
Quality Assurance
Risk Management
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Quality Management process & Quality Assurance process Adapted from ISO 15504
Aim:
Enable Assessment
•Self-assessment
•Assessment by external authority
Basis:
Assessment model defined for Grundfos Group
ISO 15504Information technology- Process Assessment
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Why use standardized QM & QA processes?
1. Easy to communicate
2. Easy to use
3. Easy to measure
4. Causes drive for improvement
To all development centres in Grundfos Group
Dev. centres do not need to make their own processes
By assessments (Internal & External). Measurements without bias
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Quality Management process
Purpose: Achieve customer satisfaction
Outcome: 1. Quality goals
2. Overall strategy
3. Q.M. System
4. Assurance activities are performed
5. Actual performance monitored
6. Action taken
5. Assess achievement of Q goals
6. Take preventive/corrective action
7. Collect feedback
8. Monitor actual performance of Q
1. Establish Q. goals
2. Define overall strategy
3. Define Q. criteria
4. Establish Q.M. system
Base practices:
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Quality Assurance process
Purpose: Ensure that Work Products & Processes comply
Outcome: 1. Strategy for conducting QA
2. Evidence of QA is produced & maintained
3. Problems are identified & recorded
4. Verification that Products StandardsProcesses adhere to ProceduresActivities Requirements
1. Develop strategy for Product & Process QA
2. Define Q records
3. Assure Q of project
4. Identify & record problems
5. Act on non-conformances
Base practices:
Process activities
Work ProductsProv
ide independ
ent
QA ressou
rces
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Work Products, some examples
Test Plans
Q. Plan
Activities:
FMEA
Risk analysis
DfA
…
Acceptance criteria for documents
…
Goals
Strategy
Q Agreement
Bench Marking
Post Mortems
…
Status documentsStatic WP’s
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ISO 15504 Maturity levels:
Established process3
Managed process2
Optimizing process5
Performed process1
Predictable process4
Process maturity#
Matu
rity
Aim
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DescriptionMaturity#
a) a standard process, including appropriate tailoring guidelines, is defined that describes the fundamental elements that must be incorporated into a defined process;
b) the sequence and interaction of the standard process with other processes are determined;
c) required competencies and roles for performing a process are identified as part of the standard process;
d) required infrastructure and work environment for performing a process are identified as part of the standard process;
e) suitable methods for monitoring the effectiveness and suitability of the process are determined.
Established process
3
Process is managed (planned, monitored and adjusted)
Work products are established, controlled and maintainedManaged process
2
The process achieves its defined outcomesPerformed process
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a) process information needs in support of relevant business goals are established;
b) process measurement objectives are derived from identified process information needs;
c) quantitative objectives for process performance in support of relevant business goals are established;
d) measures and frequency of measurement are identified and defined in line with process measurement objectives and quantitative objectives for process performance;
e) results of measurement are collected, analysed and reported in order to monitor the extent to which the quantitative objectives for process performance are met;
f) measurement results are used to characterise process performance.
Predictable process
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a) process improvement objectives for the process are defined that support the relevant business goals;
b) appropriate data are analysed to identify common causes of variations in process performance;
c) appropriate data are analysed to identify opportunities for best practice and innovation;
d) improvement opportunities derived from new technologies and process concepts are identified;
e) an implementation strategy is established to achieve the process improvement objectives.
Optimizing process
5
DescriptionMaturity#
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Methods & Tools for Quality
1. Define common processes for Q Methods
• NOT standardized from ISO 15504
2. Process evaluation:
• Suggest quality criteria
3. Communicate to all dev. centres i Grundfos Group