Timken PSC Supplier Conference 11/5/08

Quality Management Systems

Timken PSC Supplier Quality System Expectations
 Timken PSC suppliers are required to be:
– ISO 9001 registered (all suppliers)
– Working towards compliance / certification to TS
16949 (Automotive suppliers)
 Corporate wide initiative to implement Timken Quality
Management System (TQMS) at plants, key suppliers,
and applicable support functions

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 Why TQMS?

 Expected Benefits of TQMS

– Reduction in cost of poor quality by implementing
robust control processes and eliminating defects
– Promotes proactive approach to quality control and
improvement
– Provides closed loop system using processes
supporting Plan, Do, Check, Act model
– Promotes communication and quality awareness
throughout the organization
– Enhances existing Quality System components

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 Defining the TQMS Pyramid

Proactive Review for CI

/ Preventive Action

Sharing
Information

Process
Standardization

Quality Signals

Foundational
Modules

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 TQMS and the Plan, Do, Check, Act Model (PDCA)
Plan
•VOC
•Flawless Launch
•New Process Launch
•Management of Change

Act Do/Check

•GQTS (System for Managing •Standard Work/Training

Internal / External Quality Concerns) •Process Control
•Supplier Management
•Fast Response
•Materials Certification
•Problem Solving
•Error Proofing Verification
•Lessons Learned
•C.A.R.E. / Verification Stations
•RPN Reduction
•Control of Non Conforming Material
•Quality Certification
•Layered Process Audits
•Outgoing Quality Audits

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 TQMS High Level Project Plan for Timken
PSC Suppliers
TQMS High Level Project Plan

Timken PSC suppliers are encouraged to work

with designated SQA’s to implement applicable
TQMS processes:

 1st Step (March 2008): Identified 2008 modules

and PSC Suppliers
 2nd Step (May 2008 – November 2008): Overview
and gap analysis for selected modules
3rd Step: (November 2008 – June 2009): Action
Plans to address gaps, develop documents, train
associates, implement processes, etc.
4th Step: (December 2008 – December 2009)
Monitor 2008 modules and identify / implement
process for 2009 targeted modules
5th Step: (2010 - ) Monitor 2008 – 2009 modules
and implement remaining processes

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 TQMS Gap Analysis Worksheet
 Gap Analysis tool includes evaluation of specific elements in 20 TQMS Categories
 Element 5: Fast Response Gap Analysis Example – Assessment of Who, Where, When,
Content, How, and Mechanics of Fast Response

How

Who

Where and
Mechanics
When
of Fast
Response

Content

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 TQMS Gap Analysis Worksheet (Continued)
 Gap Analysis Document for PSC Suppliers includes evaluation of 290 items in
20 TQMS Categories
 Fast Response Gap Analysis Document Example (Element 5)

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 Example of TQMS Module 5

Fast Response Process Overview

for Manufacturing Facilities
(Based on Timken Bearing Plant Example)
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 Fast Response Process - Intent
 Review issues on a 24 hour cadence
 Engage process owners and support resources
 Identify and address issues internally before they
become unmanageable or customer complaints
 Communicate performance (relative to key
metrics)
 Track issues to closure
 Promote lessons learned

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 Minimum Requirements -
Fast Response Meeting Attendees
 Owned by top management
Fast  Championed by plant manager, facilitated
Response
Meeting by quality manager
 Top management from functional areas
attends daily meeting
The designated participants must have
backups to attend in their absence

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 Minimum Requirements – Fast Response
Meeting Location, Visibility, Timing
Fast
Response
 Designated meeting place
Meeting
 Process, information, and status visible
to plant associates
 Meeting starts and ends on time
 Meeting rarely exceeds 15 minutes for
quality topics and 30 minutes for entire
agenda (Timken Bearing Plant Example)
 Avoid “scope creep” by adhering to
planned agenda
 Meeting performed on a 24 hour
frequency
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 Minimum Requirements – Meeting Location,
Visibility / Timing

Fast
Response
Meeting

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 Example of Fast Response Topics Discussed at
a Timken Bearing Plant
•Start
GQTS
Lessons
PFMEA
Learned Safety
APQP
Issues Customer
Issues
Quality
Tracking
Issues

Production Supplier
Performance Quality
(OEE, DT) Issues
Fast
Response
15 Minutes Meeting CARE
Layered
Containment
Process
Status
Audits
TQMSA

Error
Hold Cage
Proofing
Movements
Verification Quality
Gates

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 Fast Response Process – Flow Chart
(Timken Bearing Plant Example)
Fast Response Process
Quality

Enter
Facilitate
Establish Retrieve Retrieve Information
Meeting
Agenda LPAs CARE Data onto Tracking
Agenda
Matrix
Associates
Production

Record/Update Record Other

Record/ Record Error
Quality Gate Production
Update Scrap Proof Verification
Information (Note Information
Information Violations
tripped alarm limits) (e.g., Downtime)
Production
Managers

Report Out
on Production Attend Fast Address
Perform Information Response Assigned
and Turn in Meeting and Issues on
LPAs Report Out Tracking
as Meeting
Appropriate
Engineering
Supply Chain
Management
OA

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 Minimum Requirements – Quality Elements Content
(Timken Bearing Plant Example)

Customer  All external complaints and

Quality
Issues concerns

 CUSTOMER ACCEPTANCE
CARE REVIEW & EVALUATION (CARE)
Containment
Status
TQMSA
 Review CARE Station Results
(Enhanced Containment
Activities)

Error Proof
 Review of all error proofing
Verifications verifications non-conformances
reported and tracked

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Minimum Requirements – Quality Elements Content
(Timken Bearing Plant Example)
 Review “high risk” LPA
Layered
Process
findings
Audits
 Review repetitive “standard
risk” LPA findings

Quality
Gates  Significant daily scrap events
exceeding a defined limit

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 Minimum Requirements – Meeting Structure
(Timken Bearing Plant Example)

Fast  Established and posted standard work (Agenda)

Response
Meeting  Established and posted entrance and exit criteria
(Standard Fast Response Tracking Matrix)

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 Minimum Requirements – Meeting Agenda
(Timken Bearing Plant Example)
 Covers minimum
Fast
requirements
Response
Meeting
 Facilitates cadence of
meeting
 Focus on planned
agenda keeps meeting
brief
 Meeting is for status
monitoring, providing
communication, and
assigning action items
– not problem solving!
 Follow up meetings
should be schedule as
required

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Fast Response Report Out and Tracking
(Timken Bearing Plant Example)
 Minimum report on issues is a 3D
Issues
Tracking (containment, root cause, corrective
action)
 Issue owner reports on containment
within 24 hours, next report out within 5
days for internal issues, and daily for
external concerns
 Status updates and exit criteria reviewed
 Fast Response is not for problem solving.
Schedule follow up meetings as required!

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 Tracking Matrix
Issues
Tracking (Timken Bearing Plant Example)

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 Tracking Matrix
Issues
Tracking
(Timken PSC Supplier Quality Example)

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 Impact of Fast Response Process
 Increases awareness through organization
 Enables the team to work on issues using a
standard methodology
 Faster communication and resolution of
issues
 Same information and expectations shared
with all members of team (consistent
message)
 Reduced rate of customer complaints
 Improved customer satisfaction

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 Fast Response Key Learning Points
 Fast response process becomes part of the
culture, and not just another meeting
 Process will not survive without management
support at all levels of the organization
 Fast response is about applying systematic
tools to identify, monitor, and resolve issues
before they become larger, or result in a
customer complaint

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 Fast Response Process

 Open Discussion / Questions?

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 TQMS
FOUNDATION for
EXCELLENCE

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 Lunch
Please submit any questions you
may have at the registration table
using index cards provided

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