University Transilvania of Brasov

Manufacturing Engineering Department

FAST RESPONSE ON LAYERS AT

QUALITY ISSUES AS PART OF QUALITY
MANAGEMENT SYSTEM IN
AUTOMOTIVE MANUFACTURING

Authors: C. Braga, D. Rusu, R. Udroiu, A. Nedelcu

1
 Summary

1. FRLQI - What is it, what is new, why

2. How to implement FRLQI culture

3. Case study in an automotive mechatronics manufacturer

4. Conclusions

2
 1. FRLQI - What is it, …

 Fast response, as the meaning of words, consist in the response of the

organization at problems occurred in their processes or step of the
processes

 FRLQI stands for : Fast Response on Layers at Quality Issues

 FRLQI means all instruments, methods, templates, database and visual

management used to make the culture running daily by shifts, in the
same time means the communication channel, meetings and reports,
and people development too.

3
 1. FRLQI - …, what is new, …

 First advantage – the fast response is very easily done, and the top
management could see all links between all processes when issues arise

 The second advantage - using layers at the deployment of fast response

 - very easy the coaching sessions on level

 personnel will be quicker trained

 leading to reduced implementation time.

 The structure of the layers - as simple as reasonable possible, since more layers in
the low management structure or fewer layers in the developed management
structure could make not so efficient the fast response

4
1. FRLQI - …, what is new, …

5
 1. FRLQI - …, why?

 Over 45 million of cars were produced in the first half of 2015 according
with “Organisation Internationale des Constructeurs d’Automobiles” and
80% are produced in 11 countries distributed almost on all continents

6
 1. FRLQI - …, why?

 A study focused on the five of the biggest automakers (VW, BMW, Daimler,
PSA, Renault-Nissan) shows that all concentrate the efforts in saving money
or reducing cost in the next years

7
 2. How to implement FRLQI culture

 Evaluation of the actual response at quality issues and capitalization of the

experience

 The actual fast response could be not formalized - a culture and ways to do are
there in place, and these thinks must be collected as current situation and
represent the input data in the development of the planning

 Develop a draft of the project in excel tool or similar based on first evaluation

 Problem-solving instruments and tools – training and sharing of the experience

on all levels

 Develop fast response first in production areas, then in Logistic, SQA, Quality
Warranty

8
 2. How to implement FRLQI culture

 Sample of schedule in excel….  Problem-solving tool - lower management level ….

9
 3. Case study in an automotive mechatronics manufacturer

 The first method - basic

 a base level the flip-charts
 were established two kinds of meetings:
 one in the section areas - the leader was the section manager
 the other on the facility level - managed by the general manager

 The second method – fast response

 based mainly on the General Motor customer specific
requirements
 The problem solving was improved and a new tool A3 based on
Toyota managers approach added

10
 3. Case study in an automotive mechatronics manufacturer

 The third method - FRLQI

 improve the communication between the different levels of the

organization structure in line with the fast response

 support development of the personnel through daily coaching

by the top management to down

 the problem-solving tools checked and quick feedback in order

to increase the knowledge and the skills

11
 3. Case study in an automotive mechatronics manufacturer

 Comparative analysis between first and second methods, FRLQI and QRQC
(Quick Response Quality Control)

 Criteria for the analysis P problem solving used at all levels,

R re-adjusting easy at organizational changes,
E embedding in the quality management system,
D development of the people at all levels by using the methodology
I interference with the other risk assessment toolS
C cost regarding implementation and
T time used at implementation on all levels.

 The ranking of the criteria

“0” when the importance is lower than comparison
“0.5” when is equal
“1” when the importance is bigger than comparison

12
 3. Case study in an automotive mechatronics manufacturer

 The weighting of the criteria (Yi) is calculated based on an empirical formula

known as “FRISCO”

 p - Sum of the point calculated on the line of the criterion;

 ∆p - The difference between the rank of the criterion and the rank of the last
ranking criterion; if the criterion is last place ranking, this will be zero;
 m - Numbers of the criterion over fulfilled in terms of the points;
 Ncrt - Numbers of the criteria considered;
 ∆p' - The difference between the points of the criterion and the points of the
first ranking criterion; if the criterion is first ranking, this will be zero;

13
 3. Case study in an automotive mechatronics manufacturer

Variant 1 Variant 2 Variant 3 Variant 4

P R E D I C T Points Rank i i Ni Ni x i Ni Ni x i Ni Ni x i Ni Ni x i
P 0.5 1 1 0.5 1 1 1 6.0 1.5 4.71 4 18.86 8 37.71 10 47.14 9 42.43
R 0 0.5 0 0 0.5 0 0 1.0 6.5 0.18 4 0.71 6 1.06 9 1.59 7 1.24
E 0 1 0.5 0 1 0 1 3.5 3.5 1.42 7 9.92 7 9.92 8 11.33 8 11.33
D 0.5 1 1 0.5 1 1 1 6.0 1.5 4.71 4 18.86 6 28.29 10 47.14 10 47.14
I 0 0.5 0 0 0.5 0 0 1.0 6.5 0.18 4 0.71 6 1.06 9 1.59 8 1.41
C 0 1 1 0 1 0.5 0 3.5 3.5 1.42 9 12.75 7 9.92 7 9.92 7 9.92
T 0 1 0 0 1 1 0.5 3.5 3.5 1.42 8 11.36 7 9.94 7 9.94 7 9.94
Final ranking 73.15 97.89 128.65 123.41

 The final result present the first rank the variant FRLQI (128.65) and the second
rank the variant QRQC (123.41), and then the second method (97.89) and the
first method used (73.15).

14
 4. Conclusions

 Kick-off meeting is the key to success in implementing FRLQI

 the involvement of top management

 the tailored problem-solving instrument, FRL, used at lower level of

management

 FRL will deliver the input data for the quality management system and its risks
identification

 FRLQI become a system to monitor and collect the entire daily risks from all
organization
 FRLQI - part from the entire integrated management system quality-risk

15
Thank you!

16