改进的问题解决方式如何支持复杂制造业的质量

 

COMAU, a company part of the Fiat Chrysler Automobiles (FCA) Group, designs products – including robots – systems and solutions in the industrial automation field for its customers worldwide.

One piece of equipment COMAU manufactures is the body-side framer. It is a large and critical component on automotive body assembly lines. It holds and aligns the left-half and right-half vehicle body sides to the underbody, so they can be welded together precisely. Operational quality and reliability are of extreme importance both to COMAU and its customers.

During 2016 and early 2017, COMAU was preparing a body-side framer to fulfill a customer order. During prototype testing, it was discovered that a small, but significant part, the Y-axle closure, would not open completely. Since the body-side framer must move into the assembly process with extreme precision in the X, Y and Z axes, the failure of the Y-axle affected the entire operational effectiveness and efficiency of the equipment, by creating an entire station stop.

This resulted in an average MTBF (Mean Time Between Failures) of 50.000 cycles during Q1, 2017 prototype testing (see chart below), but the standard MTBF for the Y-axle, according to the supplier, is 500,000 cycles.

质量对有形和无形成本的影响

To the CFO, achieving and delivering maximum quality is a matter of the cost of making and fixing the company’s products. To the quality manager, quality relates to optimizing or improving customer relationships. Failing to determine and resolve the root cause of the Y-axle problem in a timely manner, however, would have impacted tangible and intangible costs in many ways.

In virtually all manufacturing environments, quality’s impact extends well beyond ROI calculations. The intangible connection to quality is also the perception by the industry and current and prospective customers that the products, equipment and machinery they use in their production processes are reliable and the company manufacturing them is a dependable supplier.

The tangible costs could be represented by potential delay caused to the customer’s industrialization planning, and the potential request penalties for delay. The second is directly connected to MTBF. OEMs have a special procedure to calculate the loss brought by a line stoppage.

The intangible costs, however, were much greater. This equipment is potentially suitable for all the next customer’s new projects. Thus, customer’s dissatisfaction, followed by a change in terms of his equipment strategy would have had a short-period impact on costs and ROI for COMAU; however, it’s the impact of future sales that is more significant.

COMAU’s framer is designed for the entire lifespan of customer products. With good maintenance, life could be extended up to more than 20 years as it was for the previous version of COMAU’s framer product. In that period of time, several new customer’s product launches and customer’s products could be extended to other plants. A lack of reliability on COMAU’s new framer could affect the company reputation in the Body in White market, where COMAU maintains global leadership.

无形的成本不仅仅包括长期收入。即使是一些全球最大的制造业,如汽车业,也是小社区。因此,这种规模的质量问题会在整个行业中产生涟漪,导致声誉、可靠性和可靠性的损失 - 以及未实现的未来公司收入和增长。

用Kepner-Tregoe的解决问题和决策(PSDM)方法解决质量问题

COMAU的工程师通过想象可能的根本原因,然后提出各种假设来确定解决方案,从而应对车身侧面框架的质量挑战。当客户的交货期限达到100天,但还没有找到根本原因或解决方案时,工程师们求助于FCA欧洲、中东和非洲地区的反应经理和培训师Luca Baciarello,他也是公司的Kepner-Tregoe(KT)项目负责人。

正如他从KT PSDM培训和经验中了解到的那样,Baciarello先生对待质量挑战的方式很像一个侦探。他没有想象 "犯罪 "是如何延续的,而是专注于提出问题,寻找线索,收集事实,检查 "案件 "中的对比元素。

"从KT的PSDM中得到的最好的教训是,只有在你有条不紊地应用这个过程之后,你才考虑解决方案的假设,"Baciarello说。

Mr. Baciarello asked for 30 days to investigate and determine the root cause of the quality issue with the body-side framer. By working closely with the supplier of the Y-axle and applying the KT methodology specifically, distinction logic, and building a KT problem specification using is, is – not pairs then, applying KT distinctions and changes, the root cause was identified and a solution was implemented.

Following the adjustments to the body-side framer, the MTBF increased 10 times without stopping during the subsequent 5 months prototype testing. In addition, the supplier of the Y-axle re-designed and started to produce a new version of its previous standard Y-axle part.

Because of Mr. Baciarello’s successful application of KT PSDM, COMAU’s leadership recognized its potential and initiated KT training for various groups of employees, with a final objective to establish a strategy for an efficient problem-analysis approach throughout the company.

  • 2017年期间,FCA反应性项目课程有22名受训者
  • 在2018年期间有30名学徒,并在接下来的几年里持续扩展
  • COMAU NAFTA地区也将参与此次培训。
关于COMAU

With more than 40 years of industrial automation experience, COMAU is a global leader in the industrial automation field. Its competencies range from joining, assembly and machining to complete, robotized manufacturing systems and asset management services, which includes the application of advanced technologies that are fully connected for real-time monitoring and control. COMAU has 35 offices, 5 innovation centers and 15 manufacturing sites in 17 countries worldwide.