FPS (Ford production system) - Does anybody have any interesting comments?

[WALLACE]

Does anybody have any interesting comments on the Ford production system (FPS)?

Wallace

[Randy Stewart]

I think you may see some interesting changes to the FPS. Currently we are developing a class for Fairlane that utilizes Value Stream Mapping and the Lean Manufacturing principles for the FPS people (pilot class is starting this week for upper management). We are really looking to reduce the "concept to cash" timing. I can't go into a great deal of detail right now, however if you utilize FPS keep your eyes & ears open. I think you will like the changes.

[WALLACE]

Randy,
What's your take on the SQDCME process used at Ford to communicate Continuous process improvement?
Wallace

[Randy Stewart]

You have to ensure that what you are measuring is "value added" for your company. We have adopted the format for our Management Review meetings, the G, Y, R, gives a quick and simple indication as to how things are going. When you add in the counter-measures and deeper dives, it becomes a very useful tool.

Do we use it for everything? No, we have adopted the philosophy to fit what makes sense to us. It is a good starting point.

[WALLACE]

Randy,
My location is Oakville Ontario at the Ford plant (Windstar).
SQDCME is being used to communicate FPS and, I believe that it's having a high degree of success regarding cutting through the culture of the work force in the plant. We communicate FPS through SQDCME by way of group meetings and written communications that highlight the part of SQDCME that is the focus of the communication.
I would be interested in knowing how you have communicated the SQDCME processes and how successful you have implemented the process.
Wallace.

[Randy Stewart]

First let me say that Fred King set up our QOS, so we have been working under that philosophy for some years.
We have established the different levels of reporting, each department has there own measurables to track, report out to the manager and post each month (internal deliveries, problem reporting, etc.). Additionally, the department managers report on their measurables monthly in the facility/team staff meetings (1st time quality, deliveries, issues, etc.). From those meeting the Plant Managers, Business Unit Managers, Safety, Maintenance, Quality Systems, HR, and Accounting report out to the Executive Management of the company monthly. Myself, I am the Management Rep and I report on QRs, Concerns, Rework, Cost of Non-Quality, Internal Audits, etc. at our monthly meetings.
New personnel go through our orientation training where we do a basic run down of Demings 12 Guiding Principles, QOS, Lean Manufactuing, 5S, etc. We also run an annual refresher training for Supervisors and above which is taken back to the departments in their weekly team meetings.
Hope this helped.
By the way, we are the supplier for the EN-114 LWB Doors, Roof, and patch parts.

[WALLACE]

Randy,
You have given me quite a good overview of your opperating system, I'm impressed, your use of Deming's phylosophy is very encouraging to say the least.
How do you communicate the SQDCME processes to your shop floor opperators.

By the way, we are the supplier for the EN-114 LWB Doors, Roof, and patch parts.

I guess QR's are a bad word to you Randy
Wallace.

[Dadzee]

Um, are all of you gentlemen/ladies management types or working in the FPS office enjoying the fine cool air? FPS in many of the supplier plants is nothing but a dog and pony show rolled out when the muckety mucks come to town.
Line team leaders are not allowed to preform their duties, line team input is ignored, and the money spent on "communications areas" and such is a joke and a morale destroyer to say the least.
FPS...Fresh Paint Smell indeed