Reduccin de Costos de Calidad

QA TEAM

Project Charter
Declaracin del problema: De Enero a Octubre del 2008, ECII ha incurrido en $453,913.93 dlls de gastos por concepto de calidad. Esto representa un .69% de las ventas en el mismo periodo.

Objetivo del Proyecto: Lograr que los costos de calidad no excedan en un .5% con respecto a las ventas.

Meta del Proyecto:

Reducir en un .19% la relacin costo de calidad / ventas (para que no exceda el .5%) 25% 50% 75% 100%
Definicion Medicion Analisis Mejora Control

Medibles del Proyecto: RMA Acciones de contencin Personal Scrap Avance: 10 %

* En la seccin de avance se ira marcando el porcentaje de avance en cada una de las fases del proyecto

TEAM MEMBERS

Calidad
DANIEL LOPEZ
ALEJANDRO HEIRAS JORGE MORENO

Finanzas
RENE DOMINGUEZ
SAMUEL ARZOLA

Reduccin de Costos de Calidad Materiales

ISABEL BADILLO
ALBERTO RUVALCABA ENRIQUE CARNERO

Produccin
ERIK GUTIERREZ ADRIAN GONZALEZ
EDNA VENZOR EQUIPO DE PRODUCCION

Project Gantt

TOTAL QUALITY COST REPORT 2008

Total Quality Costs - 2008

J RMA Monthly lost revenue(RMA's) 13948 RMA Processing Cost 100 Total Lost RMA 14048 % Sales 0.2116903 Containment Cost Internal Sorting and Rework Costs 0 External Sorting and Rework Costs 0 Total Containment Cost 0 Containment Cost % Sales 0.00 Scrap Total Scrap Costs 30028 Scrap%Sales 0.45 Customer Service Expedited Delivery Freight 0 Extra Freight Losses % Sales 0.00 Travel Due to quality non conformance at Customer site 0 Travel Losses % Sales 0 Labor # of Final Inspectors 5 # of In-Process Inspectors 18 Inspection labor costs $9,271 Additional Test Analysis/outside labs 0 Total Labor Losses $9,271 Labor Losses % Sales 0.1397114 Comparison Baselines Total Monthly Sales $6,636,108.78 Total Cost of Quality Total Monthly Cost of Quality 53347 % of Poor Quality 0.80 UEQ 108000 F 3167 100 3267 0.0488385 0 0 0 0.00 26018 0.39 0 0 0 0 5 18 $9,271 0 $9,271 0.1385985 M 1027 100 1127 0.0194313 0 0 0 0.00 34056.05 0.59 0 0 0 0 5 18 $9,271 0 $9,271 0.1598540 A 936 100 1036 0.0159852 0 0 0 0.00 29245.00 0.45 0 0 0 0 5 18 $9,271 0 $9,271 0.1430551 M 12314 100 12414 0.1975097 0 0 0 0.00 27144.53 0.43 0 0 0 0 5 18 $9,271 0 $9,271 0.1475102
$6,285,260

J 1126 100 1226 0.0202215 0 0 0 0.00 27123.55 0.45 0 0 0 0 5 18 $9,271 0 $9,271 0.1529211
$6,062,864

J 3509 100 3609 0.0560670 0 0 0 0.00 30108.00 0.47 0 0 0 0 5 18 $9,271 0 $9,271 0.1440343
$6,436,938.26

A 1436 100 1536 0.0217065 0 3250 3250 0.05 32254.00 0.46 2400 0.0339164 0 0 6 20 $10,302 0 $10,302 0.1455861
$7,076,223

S 1818 100 1918 0.0259420 0 1235 1235 0.02 34263.00 0.46 0 0 0 0 6 20 $10,302 0 $10,302 0.1393404

O 3386 100 3486 0.0472479 0 3928 3928 0.05 46978.00 0.64 0 0 0 0 6 18 $9,272 $9,272 0.1256744

$6,689,394 $5,799,917.39 $6,481,000

$7,393,404 $7,378,111.82

38556 0.58 95000

44454 0.77 98000

39552 0.61 102000

48830 0.78 99000

37621 0.62 99000

42988 0.67 102000

49742 0.70 107000

47718 0.65 117000

63664 0.86 112000

TOTAL QUALITY COST REPORT 2008

Sum RMA Monthly lost revenue(RMA's) RMA Processing Cost Total Lost RMA % Sales Containment Cost Internal Sorting and Rework Costs External Sorting and Rework Costs Total Containment Cost Containment Cost % Sales Scrap Total Scrap Costs Scrap%Sales Customer Service Expedited Delivery Freight Extra Freight Losses % Sales Travel Due to quality non conformance at Customer site Travel Losses % Sales Labor # of Final Inspectors # of In-Process Inspectors Inspection labor costs Additional Test Analysis/outside labs Total Labor Losses Labor Losses % Sales Comparison Baselines Total Monthly Sales Total Cost of Quality Total Monthly Cost of Quality % of Poor Quality UEQ Porcentage

$42,947.00

0.06%

$8,413.00

0.01%

$317,218.13

0.48%

$2,400.00

0.004%

$0.00

0.00%

$82,935.80

0.13%

$66,239,221.25

$453,913.93

0.69%

QUALITY COST PARETO Costos x Scrap rea de oportunidad

QUALITY COST PARETO

400000

100

300000

80

60 C2 200000 40 100000

20

0 C1 C2

0 SCRAP 270240 LABOR 85504 RMA 40181 Other 6085

Percent

SCRAP COST BY MONTH 2008 AND BY SALES PERCENTAGE

ECI Plant II Physical Inventory

50000 45000

0.70

0.60 40000 35000 $ US DOLLARS 30000 25000 20000 15000 10000 0.10 5000 0 J F M A M J J Scrap%Sales A S O 0.00 0.30 0.50 PERCENTAGE

0.40

0.20

Total Scrap Costs

Average Scrap Costs Average Scrap / Sales (%)

* October not included on average

$30.027* .46%*

$10,000.00

$20,000.00

$30,000.00

$40,000.00

$50,000.00

$60,000.00

$70,000.00

$80,000.00

$90,000.00

$0.00
Tu ls ai re R an ge
$49,649.00 $47,674.00 $78,673.69

Fr ig id a
$58,845.35

O M ay ta
$42,644.88 $48,705.27

xf or d

g R an ge
$42,262.89 $30,310.00

M D ep
$31,061.48 $37,539.28

ab e

to s A po y o
$25,574.75 $5,001.93

C AN A D A
$25,069.46 $22,022.15

EL EC TR O LU X JZ . A D
$9,590.31 $9,853.82 $12,241.42

Yo rk

SCRAP COST BY AREA 2008

$24,620.04

C .R O PO W E R C O R D AS H D M .L AU

]
$6,291.65 $4,047.37

D IS H W

SCRAP ENE-OCT 2008

$2,946.55 $0.00

ER ek

$1,967.49 $6,342.32

ko N D

$1,563.42 $2,139.66

RY G A lo ba D VA

$914.60 $1,227.07

l N

$791.14 $497.80

CE

$695.38 $808.74

META

SCRAP REPORTADO

$10,000.00

$20,000.00

$30,000.00

$40,000.00

$50,000.00

$60,000.00

$0.00

Fr ig id ai re R an ge
$49,649.00 $47,674.00

M ay ta g R an ge
$42,262.89 $30,310.00

D ep to s A po y o
$25,574.75 $5,001.93

C A N A D A
$22,022.15

$25,069.46

Yo rk
$12,241.42

$24,620.04

C .R O A D

$6,291.65 $4,047.37

PO

SCRAP BY AREA (OUT OF BUDGET) 2008

$2,946.55 $0.00

FUERA DE PRESUPUESTO SCRAP ENE-OCT 2008

lo ba

$791.14 $497.80

META

SCRAP REPORTADO

PARETO MONEY BY SCRAP OUT OF BUDGET AREAS 2008

MONEY BY SCRAP JAN-OCT 2008 (OUT OF BUDGET)

200000 100 150000 C5 80 60 40 50000 20 0
e ng Ra e ng a o oy Ap A AD N CA rk Yo C O .R AD er th O

100000

OPPORTUNITY C4 AREA

R os ag ir e a pt yt a id De M r ig F C5 49649 42263 25575 Percent 28.0 23.8 14.4 Cum % 28.0 51.9 66.3

25069 14.1 80.4

24620 13.9 94.3

6292 3.6 97.9

3738 2.1 100.0

Percent

WHY MAYTAG RANGE? High Mix Low volume Company Older machines Fiber Glass Wire Stain terminals Transference Oxford to Cleveland More times out of budget.
OUT OF GOAL
10 9 8 7 6 5 4 3 2 1 0

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SIPOC

MAYTAG RANGE ACTIVITY MEASURE

SCRAP MACHINE WITHOUT BAR CODE

SCRAP IN CUT AREA.
Daily report of scrap (lbs) by machine Complete shift follow up to cutting machines Audit by sampling cut wire .

SCRAP SUBASSEMBLY AREA.

Daily scrap report by subassembly area.

SCRAP ASSEMBLY AREA.

Daily report of material remain in assembly area.

SORT SCRAP BY:

REMAINS DEFFECTS SET UPS BURRS

SCRAP CUT 1ST SHIFT (LBS. X MACHINE X DAY)

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

MAYTAGE RANGE

20

21

24

25

26

27

10

16

17

19

12

13

14

15

21

22

23

NOVEMBER
151 134 150 105 216 102 104 132 125

DECEMBER

JANUARY

NEW MACHINE, NEW OPERATOR

PARETO BY MACHINE 1ST SHIFT AVERAGE SCRAP PER MACHINE PER DAY
10.00 9.00 8.00 7.00 6.00 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 216 R ic ardo 150 E lig io 134 N ic o 105 D aniel 151 Ma rio 104 R a m on 132 Ma uric io 102 J a vier

Pounds

5.00 4.00 3.00 2.00 1.00 0.00

* Machine 125 wasnt include on this chart

SCRAP CUT 2ND SHIFT (LBS. X MACHINE X DAY)

8 7 6 5 4 3 2 1 0
24 25 1 2 3 4 8 9 10 11 16 17 5 6 7 8 12 13 14 15 20 21 22

MAYTAGE RANGE

NOV
151 134 150 105 216 102 104 132 125

DECEMBER

JANUARY

NEW MACHINE, NEW OPERATOR

PARETO BY MACHINE 2ND SHIFT

AVERAGE SCRAP PER MACHINE PER DAY

Pounds

OPERATORS CONSTANTLY WORK ON DIFFERENTS MACHINES

DAILY INCHES BY CQM ADJUSTMENTS ON KOMAX

FIRST OPPORTUNITY AREA

WASTED INCHES DUE JOINTS AND BAD INSULATION (FIBER GLASS)

SECOND OPPORTUNITY AREA

DEFECT CHART

% BY DEFECT
40.00% 34.70% 35.00% 30.00% 25.00% 20.00% 15.00% 11.43% 10.00% 5.00% 1.29% 0.00% S CRAP B R O K E N W IR E S C R A P DUE S H O R T W IR E A DJ US TME NTS B AD A P P L IC A TIO N DA MA G E B Y MA C HINE W IR E D A MA G E D E ND O F W IR E J O INT L A R G E W IR E W IR E W R A P TO B O TTL E S TR A ND S O TH E R S (2ND F IB E R INTO S H IF T W IR E ) C R IMP B A R R E L 1.09% 0.62% 0.37% 10.91% 9.88% 8.53% 8.29% 6.64% 6.24%

SCRAP X AJUSTES X CAMBIO

Segn el estudio realizado durante 14.82 turnos, en el cual se observaron 298 cambios de set up, se tiene que el desperdicio por mquina es de 13.06 pulgadas x set up. Por procedimiento e instrucciones de trabajo los ajustes deben de ser de 4 lo que significaria 9 por cada cambio de set up. Tomando en cuenta que no en todos los cambios se tiene que hacer el ajuste de los aplicadores (3 pzas de CQM). Incluye el scrap generado por pruebas al hilo el cual es variable dependiendo de las poleas.
El nmero de cambios no incluye aquellos que referian a cambio de longitud y de cantidad

SCRAP x AJUSTES A 3 x PROCEDIMIENTO

THIRD OPPORTUNITY AREA

En base a factibilidad, si se modificara a 3 x set up (en lugar de las actuales 4) se podra reducir a 6.86 por cambio de set up. Una reduccin del 23.77% con respecto al mnimo de scrap actual (9)

El nmero de cambios no incluye aquellos que referian a cambio de longitud y de cantidad

SCRAP x AJUSTES A 3 x PROCEDIMIENTO

Actualmente se tiene un promedio de 36.45 cambios diarios por mquina CLS en el rea de MAYTAG RANGE. Tomando los resultados antes expuestos se tiene que de SCRAP por ajustes actualmente se tiran:
13.06 x 36.45 = 476.04 pul / da 9 x 36.45 = 328.05 pul / da Es un ahorro de 147.99 pul / da Al mes 2959.8, al ao 35,517.6 por mquina. Con un aproximado de 50 maquinas en planta 2 se tiene 1,775,880 al ao como mnimo.

SCRAP x AJUSTES A 3 x PROCEDIMIENTO

Actualmente se tiene un promedio de 36.45 cambios diarios por mquina CLS en el rea de MAYTAG RANGE. Tomando los resultados antes expuestos se tiene que de SCRAP por ajustes actualmente se tiraron:
9 x 36.45 = 328.05 pul / da 6.86 x 36.45 = 250.047 pul / da Es un ahorro de 78.003 pul / da Al mes 1560.06, al ao 18,720.72 por mquina. Con un aproximado de 50 maquinas en planta 2 se tiene 936,036 al ao como mnimo. Si se suma el ahorro por haber logrado que se siguiera el procedimiento (ajustes con cables de 4) 2,711,916

CUTTING VSM

AUDITORIA CABLES
Responsable: Otoniel

EL 24 DE NOV. SE DETECTO UN REQUERIMIENTO DE UN GRUPO AUDITADO, EL CUAL ESTABA COMPLETO SEGUN LA AUDITORIA, EL PROBLEMA FUE QUE LA OPERADORA TOMO UN CABLE DE ESTE GRUPO PARA RECUPERAR OTRO CABLE DAADO

SCRAP CORTE, ENSAMBLE Y TERMINACION

TE R MINA C IO N2 E N S A MB L E 2 TE R MINA C IO N1 E N S A MB L E 1

30 25 20 15 10 5 0
3 DIC 4 DIC 8 D IC 9 D IC 10 DIC 11 DIC 16 DIC 08 17 DIC 08 18 D IC 19 DIC 20 DIC

A J U S TE S C O R TE 1 A J U S TE S C O R TE 2

05 E NE 09

06 E NE 09