Operational Excellence
You do not mistaken, 99.9996% is exactly the number that OPEX colleagues have done for the leading Korean company in this industry. The rapid detection of production gaps and quality control has brought about unpredictable results – QUALITY INCREASE, REDUCING COSTS.
However, before talking specifically about how OPEX has implemented in this project to help the company eliminate errors, let’s go from the first part of the problem.
Background of the company at that time
Founded in 2001 with a yearly turnover of up to USD 208 million, CT is the industry leader in manufacturing mobile components for the world’s largest. The company is famous for devices such as optical mouse, Home key, fingerprint reader for mobile phones from leading brands such as Samsung, Apple, Blackberry.
For electronics, the product quality standard (AQL – Acceptable Quality Level) is in 50,000 products, customers randomly check 100, if detecting an error, they will return this entire shipment. Suppliers at this time must bear all shipping, inspection and repair costs.
Joining the global supply chain means the company needs to implement those customers’ management systems. In electronics, the application of the global standard Lean 6 Sigma quality management system is necessary to build trust when supplying products to large customers.
However, in 2011, when the changes began, the factory collected data that the defect in production was greater than 12% for all types of defects, both functional and visual. Percentage of major bugs that are directly proportional to the likelihood of the item being released may be returned. At this time, this is not only a story about the cost of shipping and repairing goods, but also the reputation or credibility of customers with CT.
In fact, at that time, the factory had a QA team but it was ineffective, SamSung and Research In Motion (Blackberry) required to deploy a quality management system and find a consultant to build a quality management system. quality to ensure the product produces fewer errors and is more thorough.
Duc and his colleagues entered the “war”.
Based on the basic principles of Lean and 6 Sigma, to be able to overcome anything, you must first understand the root cause of the problem. The identification will help the task of removing excess better. At this time, OPEX has asked the factory to measure quality data, detailed classification to better analyze the situation.
Initially, OPEX quickly redrawn the system quality map. Next, localize and identify the root causes of each quality problem. And from there, create the basis for giving solutions to handle each quality problem at the root.
In addition, to ensure the progress you also need to monitor and control these measures. Because most likely, before the changes, new problems will arise and you, without the expertise, will not be able to detect. That is the biggest reason, OPEX and his colleagues have to implement the control themselves from the beginning until every process gradually enters a stable stage.
In addition, during this time, OPEX also has meetings and consultations for factory leaders to negotiate and agree with customers on quality control standards that are appropriate and close to their needs. Establishing these standards is a measure of how each part of the plant works. They know if their product is good enough or not, qualified to ship or not. If not, they will have an initial adjustment and limit the return goods due to errors.
Satisfactory results
After improvement efforts, the results obtained are predictable with:
– Quality improved from 93.8% to 99.9996% equivalent to 4.5 Sigma.
– Establish a management system to ensure the maintenance of the highest level of quality
– Train production and quality control team from Champion to Green Belt Lean 6 Sigma.
– Gaining a great advantage over competitors in the industry and successfully bidding for large orders from leading phone brands such as Apple, SamSung, BlackBerry …
What can we learn from CT story?
No matter what field you are working in, your problem cannot be solved by looking at it from the surface. In order to avoid repeated errors or repeated errors, the manager must draw an overall picture, which must be a map of the quality of the system. At that time, you only know where the specific quality problem is, find the cause and solve it thoroughly.
It is a fact that the error comes from the fact that we are setting ourselves too high standards, not practical that sometimes customers themselves do not need. Therefore, knowing exactly what they need and improving it is the important thing that a supplier needs to consider and invest in time. Remember, it is the customers who decide whether the quality of a product is good enough for them, not the QA Manager or the Plant Manager.
Finally, Duc wants you to understand that poor product quality is an expense, and building a quality management system is an investment. Only when implemented well, hit the right focus and improve the quality ratio in a stable way, the quality management system will become a profitable investment.
Working with the mission of “Helping businesses build sustainable competitive advantage by optimizing the operation and team development system”, Faith believes that their values and partners are creating for businesses. is necessary. It will not stop at virtual numbers, it will be real costs, real value and truly meaningful improvements.
OPEX Consulting – Operational Excellence Your Business
