six sigma
Malansari23
question_1_step_3--.pptxford motor company: carpet quality
Jonathan Hagedorn & kaitlin kollins
September 19, 2016
Jakacs1091916
Company profile
Ford
Founded in 1903
Design, develop, manufacture, and service cars and trucks
Employs more than 166,000 people and operates 70 plants
Hp Pelzer automotive systems
Supplier of automotive interior trim and acoustic components
Also provides services and products in the areas of maintenance, collision, veficle accessories, and extended service warranties.
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Drivers for change
Ford fiesta pre-launch reviews pinpointed a concern
The vehicle’s carpet contained visible brush marks and would not be accepted by the customer
Visible Brush Marks
Six sigma project
Defining the stakeholders
Measuring Critical-to-quality factors
Analyzing for root cause
Improving carpet quality
controls to sustain improvements
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Six sigma project: defining the stakeholder
Internal stakeholders: fiesta program team, ford fiesta assembly plant & members of body six sigma team
External Stakeholders: hp Pelzer & end customer
Six sigma project: measuring critical-to-quality factors
Used why and how questions to identify root causes
Determined kpiv and kpov
Used ordinal scale to quantify kpov during testing
1-10 for brush marking
1-5 for softness
KPIV
KPOV
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KPIV = needler settings, KPOV = brush marking/softness
-Created DOE to test various needler settings
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Six sigma project: Analyzing for root cause
Brush markings: Hp Pelzer struggled to achieve the specified quality by unsystematically adjusting the needler settings
Softness was a less complex problem
Optimized solution for the kpov was not best for needler
-Big obstacle = coordinating experiment with carpet manufacturing process
-HPP did not understand that there were two way and three way interactions going on that affected the carpet quality
-softness: only 2 significant effects, made optimizing process between two variables easier
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Six sigma project: improving carpet quality
Determined two new optimized settings for the needler
Produced samples with both options and rated using ordinal scales
Additional factors: color, sheen, wear, durability, stain resistance and uniform pile direction
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Six Sigma Project: Controls to Sustain Improvements
Communicating the new process to hp Pelzer employees
Programming the needler with the new settings
Monitoring the quality of the carpets produced
Monitoring the condition of the needler
Six sigma tools used
Pareto chart
Cause & effect diagram
Control chart (SPC)
Gage r & R
Design of experiments
Kpiv and kpov
Kpiv: variation in needler settings
Kpov: reduce brush markings
Results achieved
Tangible benefits: protecting customer satisfaction, avoiding warranty claims, & eliminating scrap materials
Intangible benefits: stronger relationship with the supplier & new optimization process for the supplier
Lessons learned
Six sigma team must work with manufacturing team
Familiarize six sigma team with manufacturing process
Optimized solution may not be the best solution
Proper documentation will allow current and future teams to succeed
Questions?
