Quality presentation

Quality & Continuos Improvement

Quality

Continuos Improvement

Index

1 · VSMComparisson and summary from February to June

2 · 6´sSummary and new strategies for monitoring

3 ·Kaizen New projects and process improvements

4 · Flash reductionProject status and improvements obtained

1.Value Stream Mapping

June 2023The value stream map is a snapshot of the current state of the organization that includes improvement projects, key performance indicators, and manufacturing and support processes for the organization.

VSM Old 2023

Improvements

• 48 days to produce a mold (7 Weeks)

• 18 improvement projects implemented to reduce lead time
• Digital Twin Development

VSM New 2023

Improvements

• Lead time reduction (4.5 weeks) 32 Days
• Reduction of time between processes (12 days)
• Integration of 16 new improvement projects

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3. Kaizen

Improvements Summary

+1% For the Excellence

160

90%

Kaizen improvement ideas in the first semester

Automation of administrative processes (HR and Molding)

During the first semester there is a positive response with quality projects focused directly on improving machining processes, standardization of strategies and implementation of controls to ensure the quality of jobs.

$37K

Key areas of improvement development (molding/HSM/Components)

Savings generated by implementation of improvement ideas

"Small steps to achieve big goals"

2. 6´s (Update)

Results Jan-Jun 2023The 6's methodology is a pillar of the Toyota production system focused on organizing work spaces to optimize operations and reduce transportation waste, search and avoid errors in the processes.

Molding Event

6´s Action Plan

Day 1.- theoretical presentationKey concepts are introduced and reinforced

New SatrategyIt is proposed to start a new kaizen event focused on 6's to improve aspects of order and cleanliness in Molding derived from the lack of attention and discipline of the team

Day 2.- Process of Organizing and classifying Sort and classify machine drawers

New routesTours by management and leaders are integrated on Tuesdays of each week to improve follow-up to 6's reports

Day 3.- Cleaning and standard The areas are cleaned and a new 5's standard for machines is defined

Day 4.- Closing and monitoring of standard The kaizen event is closed and recognition is given to the best employees in following the program

6´s reportFollow-up continues (weight from senior managers to operators) to the 6's report generated by management in conjunction with Quality

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4. Flash reduction

Project StatusFlash reduction project update on new molds

Chronology

May 2023

June 2023

July 2023

August 2023

April 2023

Definition of baseline and multidisciplinary team

Initiation of tests with Test block to collect data on strategy and machines

Standardization of strategies and review of machines

In-depth maintenance of CNC machines to eliminate variation

Review of improvements implemented

Result

Machinig CNC Finish CutThe results obtained after the improvements in strategies show positive advances in machining.

75%

213%

Standardization of strategies (4-2)

Cpk improvement vs baseline (0.22-0.47)

60%

Decreased points out of specification (+/- 0.002")

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Major achievements that have been sustainable

Quality Management System

Latest changes in quality management system

Índice

Next steps

Reworks

Non conformance product

Others no conformance products

General changes

Major achievements that have been sustainable

The main bases of our system are always:

• Ensure the sustainability of the changes.
• Search expand or add what was changed (+)
• Do not duplicate

1. Record.
2. Responsabilitys on procedures / standars / work instructions

Changes in the management of nonconformities

Levels structure in QMS

Concept

Real stuctrure

As everyone sees it

LPA´s

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With this change in the process we will achieve the following:

• It will only be a single Matrix of non-conformities, with pages assigned automatically. Matrix of 8D's is replaced, quality alerts are partially filled, Matrix of quality alerts & Matrix of CAR's is eliminated.

• The lessons learned matrix will be filled automatically and the lesson learned record is deleted. The notification of opening and closing of the 8D's is automatic for the multidisciplinary team.

• This control will automatically request via email the evidence of the closing of the actions to the person in charge assigned to the task 2 days before.

• When the action closing date is, the person responsible for the action and the person who manages (Quality) will be notified. The status will be changed automatically.

• The matrix is automatically updated with evidence, status of actions and status of each stage.

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The quality in our products is the result of the quality of our processes

This is why processes are always audited

Daily adits

to form habits

product Audt

Daily Follow

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MONTHLY REPORTS

All documents with image of ITMMX

Quality Management System

28 Updated documentsVU Selfassessment-100% closed EXternal audit - NSF-ISR & Martin Rea - 100% closed

Internal audit (Effec.)- 100% closed External audit - Valeo 56 Updated documents

Magna SelfassessmentExternal audit maier - 100% closed 38 Updated documents

2023

24 Updated documentsInternal Audit - 13 closed / 4 Open Exterbal Audit - Plastic Omnium 100% Closed

9 Updated documentsKPI´s cards

9 Updated documents2 Selfassessment (Varroc + Molex. 100% closed) Extrenal Audit - Molex, 100% closed

42 Updated documents

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Next Steps

Improvement internal audits, follow-up & implementation

Finalize check list of mold making that is in process

Develop fast deviation system that allows to see the tracker by Job, ensure quality in the mold

Return to implement the missing METs

• CNC HSM
• MM Assembly
• MM Spotting
• MM EC

2023

• Remove spaces that are not necessary.
• Implement some dashboart in ITMX App
• Improve closing times of actions

Implement lessons learned from (more successful) & (less successful) molds

Launch a quality wall proposal with METs

Launch campaign "Back to the bases" from August 01 to 31

Improve the Follow up of rework actions

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Reworks

Top 2023 by month

• Jan - 2D Machining - 8 Reworks
• Feb - Engineering NBs - 6 reworks
• Mar - Programing - 6 reworks
• Apr - CNC HSM - 5 Reworks
• May - Engineering NBs - 10 reworks
• Jun - Engineering NBs - 5 reworks
• Jul - Engineering NBs - 17 reworks

Top 3 areas 2023

• Engineering NBs - 49 reworks

The main issue is; Wrong design (12), Bom by updateds (10), Suppliers (8)

• CNC Programing - 37 reworks

The main issue is; Back maching (W/O spec) (13), Bad operations (4) & lack of materal (4)

• CNC HSM - 29 reworks

The main issue is; Bad Operation (9), Bad machings (7) & Missing machinings (6).

Objetivos

See Actions

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See other actions

Quality Menú

NOTES: The notification is inmediate ( after rework) with desing leader. Always, the desing leader provides the cause, then Gustavo provides de Corrective actions. The follow-up is best and fast. Before long the implementation will be coordinated by Anna from design, because in design the problems become very systematic because the implementation of the actions takes a long time. It is the area with the largest number of reworks, but it is also the most disciplined area in documenting actions and implementing them. ALL ARE STRATEGIES FROM GUSTAVO BARRERA

Some actions derived from reworks

Actions to detection

Feedback to Supplier

1. Moldfuntion check 2. Updated constantly of check list 3. Interference check STATUS; Implemented

Visit the suppliers with whom there have been the most reworks and reinforce the weakest issues;

• Use of catalog
• Interference check

STATUS; implemented

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Other non conformances

Non conformances 2023

• Jan - 2D Machining - 8 Reworks
• Feb - Engineering NBs - 6 reworks
• Mar - Programing - 6 reworks
• Apr - CNC HSM - 5 Reworks
• May - Engineering NBs - 10 reworks
• Jun - Engineering NBs - 5 reworks
• Jul - Engineering NBs - 17 reworks

Objetivos

See Actions

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See other actions

Quality Menú

Non conformances 2023

Other non conformances

• Jan
• 23-001 // External //M5103 // MartinRea // Hole 1/8 sent as 1/4 // Root Cause; no follow-up deviation process // Corrective action; Improve de process deviation through PM.

• Feb
• 23-002 // Internal // CAR:1874 // Burial (enterron) of 16" on mold 11523 // Root cause; Bad strategie of machining // Corrective action; Create manual for Kbmx, with technical instructions to follow to avoid repeating that mistake
• 23-003 // Internal // CAR 1876 // Insert // missing insert // Root Cause: The movement of this component cannot be traced. // Corrrective action; Implement Components Control
• 23-004 // Internal // CAR 1875// Lack final inspection (check list) in NB // Root Cause; Fail comunication // Corrective action; New chat (whats), Quality Control should be review to send the mold
• 23-005 // Internal // CAR:1877// unsuccessful validation of M5114 & M5115 // Root Caus: M5114; we no have a control that filters, stops, controls or tracks the complete delivery of Chinese components / M5115: Inadvertently the components were not installed. // Root Cause; Do not pass incomplete mold kits, Document Outsourcing procedure, Implement Component Control

• May
• 23-006 // External // Valeo // Missing 2 Ejectors // Root Cause; The missing components were left in a box assigned to the project, due to being confused with other tappers that were replaced. In our work methods there is no way to distinguish the components that have been replaced from those that have to be returned to the mold. Corrective Action; Tape components that must be returned to the mold with yellow tape and those that must be replaced with red tape. Modify the work standards by adding this identification activity and the verification that the box is empty
• 23-007// External // Martin Rea// Evalutaion by Quality Issues

• Jun
• 23-008 // Exernal // Techniplas// We no have pieces for send to BMW
• Jul

Objetivos

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Quality Menú

See actions

Some actions derived from reworks that have kept reworks under control with great impact

Outsource process

Back to the basics campaign

Components control

Deviations

1. Make the plan. 2. Develop a daily topic per day. 3. Make presentation or exlplain topic + Remenmers by e-mail + Positioning quiz 4. Last week of feedback 6 Implement what is required + All basics in METS & LPA STATUS; In process

Avoid loss 1. Make form to in & out components. 2. Put Padlock & QR to form. 3. Make record in-puts & out-puts to know to whom the component was delivered STATUS; Implemented Need second feedback by 2 issues after implementation

1. Establish an input (form) 2. Automatic launch of notifications & and tasks with date. 3. Launch for traker to Internal Program & Mau Tellez to closing issues. 4. Mold making ensure de closing before validation STATUS; To be implement

To avoid so much updating, the design is frozen in the preliminary stage, and it can be sent with Chinese Outsource. Updates are not considered unless they come from the customer.Status; Standardized and implemented process.

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Outsource process

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Avoid loss 1. Access to form through to QR 2. Record automatic 3. We can check who & when take component

Outsource process

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Ensure the basics in METS + LOS + Others that arise

Comunicate the la camping

Development the Basic

Outsource process

Make a quiz

Disseminate, raise awareness and evaluate the positioning of the basic

Campaing Plan

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Thank you

Block V for pillars

1. Problem: Very long column turning time (+4" diameter)2. Affected: PAIG3. Improvement: A device (block V) is created to machine pillars of that dimension in 2D 4. Benefits: Machining time reduction 75% Machining precision improvement

In process

Probe report for references (FCS)

1. Problem: Outdated machining due to taking different references2. Affected: All CNC machining / Mold Making3. Improvement: Testing information is integrated for all side, front and rear references of the mold 4. Benefits: Reduce machining displacement between operations and CMM

Procedure to avoid Rust

1. Problem: Molds at risk of corrosion due to prolonged storage time2. Affected: Customer3. Improvement: Protection procedure for molds is adopted 4. Benefits: Reduction of molds with rust due to corrosion

Kiosks for quick changes

1. Problem: High common tool change time due to transfer to Tooling2. Affected: HSM / 2D / Components3. Improvement: Kiosks are created with previously loaded tools for quick change at the foot of the machine 4. Benefits: 30% reduction in common tool changes

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In process

Supplier evaluation

1. Problem: Provider assessments with excess hours at time of data collection 2. Affected: Purchases 3. Improvement: Creation of a form in smartsheet and database for joint evaluation of suppliers (almacen/kitting/incomng) Creation of score card for suppliers 4. Benefits: More effective evaluation, reducing information gathering time and providing score cards for strategic suppliers

Product Audit

• Updated the process (procedure + templates + Chack list )
• Select team.
• Training of audit team.
• Make a chak list for every project (Job).
• Perform & Follow-up of audit plan.
• Periodic check of Production Scheduling to make the audit.

In process

Gague for Eyebolt

1. Problem: problems in ropes for cargo eyebolts2. Affected: PAIG / 2D3. Improvement: TGauges for eyebolt ropes are created 4. Benefits: Reduction of work in return to correct ropes in 2D

In process

Improved clamping on CNC lathe

1. Problem: Excessive runout and machining times on parts greater than 6" in length (Puma Lathe)2. Affected: Components 2D3. Improvement: A new set of jaws is designed to improve part clamping 4. Benefits: Reduction of runout in clamping improvement of machining times due to increased revolutions

Calendar for spotting press

1. Problem: Lack of programming and delays in spotting presses2. Affected: Mold making3. Improvement: A module is created in the ITM App application to schedule the use of spotting presses 4. Benefits: Better management of spouting presses Elimination of bottlenecks due to disorganization for its use

Resin traceability (ERP)

1. Problem: Lack of monitoring in traceability of resins2. Affected: Molding / Warehouse / Incoming / Quality / Materials3. Improvement: A module is created to manage inputs and outputs of resins (in development) 4. Benefits: more controlled production process Improved management of resins for warehouse Improvement of resin management in mezannine

Overstock reduction

1. Problem: Thompson bars with +0.200" of extra material 2. Affected: 2D components tooling 3. Improvement: Reduction of overstock to 0.050" 4. Benefits: Decreased facing time by 75% Increased insert useful life by 50%

Programming standardization

1. Problem: Programmers do not use the same strategy to program and it causes differences in machining 2. Affected: HSM / Spotting / Molding / Corrections 3. Improvement: Standardization of strategies to minimize errors in machining 4. Benefits: Reduction of variation in machining due to the effects of inadequate strategies

In process

Inventory of steels (round)

1. Problem: Loss of steel due to lack of control 2. Affected: Warehouse / Purchasing 3. Improvement: A database with automatic codes is created to manage steel inventory 4. Benefits: Better control of steel and reduction of losses

In process

AnalysisTest of new insert

1. Problem: Low insert life time and poor performance2. Affected: Tooling / 2D Components3. Improvement: Tests and analyzes are carried out with new inserts (to define new insert) 4. Benefits: 75% reduction in cycle time in machined parts Improved useful life by 400% Superior performance finish