Fall 2006 Navigator

8/6/2019 Fall 2006 Navigator

http://slidepdf.com/reader/full/fall-2006-navigator 1/15



Semiconductor devices arethe core of all electronic prod-ucts we use today, whetherthey are phones, radios, com-puters, toys, or cars. For themost part, this industry and itsproducts are hidden from view.However, as each year goes by,semiconductor devices arebecoming smaller, thinner, are

using less energy, and offerincreased computing power.These strides in technologyhave fueled a boom for newproducts that capture the con-sumer's imagination, whetherit be better picture quality, bet-ter communication or otherfactors. This industry is charac-terized by very high qualitystandards paired with rapidnew technology introductions.A missed design cycle often

means no growth and loss of market share.

These are tur-bulent times in thes e m i c o n d u c t o rindustry, as manynew technologiesmake their appear-ance through ven-ture capital fundedfabless semiconductors. At thesame time new assembly hous-es and fabs are making

appearances in China, and nowrecently in India. High growthmarkets in China and India areforecasted to replace tradition-al markets in Europe.

During these times of change, quality initiatives andimprovements continue to be

important. The mostdemanding customersand the highest qualityexpectations are found

in the semiconductor industry.Let's look at the current chal-lenges and pressures within thisindustry.

Quality Management Systems

For the most part the semi-conductor industry has complet-ed its ISO/TS 16949:2002 andISO 9001:2000 implementa-

tions. Many large semiconductororganizations, contract fabs, andAssembly Subcontractors whowere registered to QS-9000 havemanaged to make the transitionto ISO/TS 16949:2002. Thistransition was made despite thescope restrictions of ISO/TS16949.

The implication that ISO/TS16949:2002 only applied toAutomotive Products meant thatmany semiconductor organiza-tions could not make the transi-

tion from QS-9000 to ISO/TS1 6 9 4 9 : 2 0 0 2 .These organiza-tions includingmany assemblyhouses, chemicalsuppliers or maskset suppliers who

were forced to adopt ISO9001:2000. This mandatorymovement from QS-9000 to ISO9001:2000 will have severerepercussions to the semicon-ductor organizations in the yearsto come.

Will Quality Back Slide?

There will be two reasons forproduct quality and design leadtimes to backslide. One could benot adopting ISO/TS

16949:2002 and the stringentquality systems it has come torepresent. The second will be theadvent of fabs and assemblyhouses in China and soon inIndia. For the most part, the sys-tems and the people are verynew in these new factories. Inour opinion, there will be areversal in hard won quality

improvements envisioned in the1980s.

Fabless Semiconductor

There is a third factor thatwill lead to overall loss of thehard won quality improvementsof the 1980s. This is the emer-gence of the fabless semiconduc-tor organizations. These areorganizations that are design-centered and who have no man-ufacturing. All manufacturing is

subcontracted to Contract Fabsand Assembly houses. For themost part, technology leaderswho do not really understand thelegacy of semiconductor qualitysystems lead these companies.

These organizations are alsoISO 9001:2000-based. Theirsystems may lack the rigor of the systems typically found inthe larger more mature semicon-ductor organizations.

Increased Product Quality

Expectations - Zero Defects

At the same time as qualitysystem rigor is scaling down-ward, the customer qualityexpectation for product quality ismoving upward. It is movingfrom Parts Per Million (PPM) to

2

semiconductor quality initiativesTHIS ARTICLE IS A CONDENSED VERSION OF AN ARTICLE FIRST PUBLISHED IN THEAPRIL 2006 EDITION OF QUALITY DIGEST MAGAZINE © 2006, QCI International

by Chad Kymal - Chief Technical Officer and Founder of Omnex

These are tur-bulent times in thesemiconductorindustry...

continued on page 4



3

One step that is in alllogical problem solving

approaches is "Determinethe Root Cause(s)". If youhave read a book on prob-lem solving or taken a class,the chances are extremelygood that you have beentold to use one or more of the various "brainstorming"techniques which are avail-able. These tools include"Cause and Effect Diagrams(aka Fishbone diagrams, akaIshikawa Diagrams), "Group

(Classical) Brainstormingand Affinity Diagrams","Round-Robin", "Slice andDice", "Causal Mapping","Causal Trees", "Mind-map-ping", "TRIZ", etc.

These techniques rely onthe knowledge, experience,and creativity of the partici-pants. As such they are veryuseful in cases where thereis no documented knowl-edge about the product orprocess. This, however,

is/should not be the caseamong automotive sector

organizations who are subject to the requirements of TS 16949:2002, PPAP andthe guidelines of the APQPmanual. These standardsand guidelines require thatthe organization's ProductRealization Process include aFailure Mode Effects Analysis(FMEA) process and stipu-lates that every product andprocess for which the organ-ization is responsible must

have a Design and ProcessFMEA (as applicable).

An FMEA should includethe identification and docu-mentation of all potentialfailure modes and all poten-tial causes of these failuremodes. Consequently, theuse of brainstorming as theinitial approach to rootcause identification is ineffi-cient since it disregards doc-umented knowledge. From a

knowledge management(and Lean) standpoint this isa source of waste.

If a problem occurs inthe process or in the field,the first question that shouldbe asked after the problemhas been well-defined is"Did we know that this prob-

FMEA'smissing link is

found inAQuALOOKING AT EXISTINGCAUSES BEFOREBRAINSTORMING

by Greg Gruska, Senior Consultant-Omnex

continued on page 5 .

An FMEA shouldinclude the identifi-cation and docu-mentation of allpotential causes of

these failure modes.

Introduction

Omnex instructor-led coursare taught and delivered by expein the field who draw upon reworld experience to provide relevacourse content. These courses ain-depth and draw on realistic exaples and demonstrations. The praccal, hands-on instruction lets yapply new skills and knowledge soon as you return to your organiztion.

The classroom organization Omnex instructor-led courses alloyou to easily communicate, shaand learn from your peers. 20 sdent class sizes allow for ample dcussion and interaction with tinstructor.

Omnex on-site training brinthe training course and instructoryou. When there is a large groupemployees that need to be trainand it is not feasible to send them

a remote location for training, cosider bringing a trainer to your lotion for an on-site engagemeWhen the class is at your locationat a remote site, the materials cbe exactly the same as our worclass standard materials, or they cbe customized to meet your specorganization's needs.

continued on page 13 .

Consider bringing atrainer to your locationfor an on-site engage-ment.

excellencein auditor

trainingTHE VALUE OF TRAININGFROM OMNEX



Zero Defects. Universally, semi-conductor organizations of todayhave external PPM levels of between 30PPM to less than10PPM. When working with theseorganizations, it is apparent that

outgoing PPM levels are low butthat at the same time customerdissatisfaction is high.

A top ten semiconductororganization that Omnex workswith has over 500 customer inci-dents a month just in their Asianmarket. A small US-based fab-less semiconductor has close to100 customer incidents a month.Both their PPMs are low whencompared to the number of defects. The semiconductorindustry is in a state where PPMsmay not be the right metric formeasuring quality. Thus the newmetric may be percentage of shipments with no problems orconversely, the number of ship-ments with problems. The sec-ond metric may be to add theinternal and external PPMstogether. When internal PPMs arehigh, there is a good chance thata few of the rejects get shipped.

Zero Defects Movement

The Zero defects movement

within the semiconductor indus-try is being championed byDelphi and Visteon respectively.These organizations are pushingsemiconductor organizations toship error-free product. The

methodology adopted focusesthe organization on adopting thefollowing:

1) Focus on the highestknown risks (i.e. mistakes anderrors that have taken place inthe last six months both internal-ly and externally)

2) Update the FMEA andmistake/error proof the failuremode

3) Drive this control to theshop floor with good processcontrol

4) Create a layered processaudit for layers of manufacturingand support personnel to ensurecontrol is followed. (See Figure1.) The Zero Defects programsare yielding significant improve-ments within Semiconductororganizations.

Six Sigma Methodologies

The second important move-ment within semiconductor

organizations is the adoption of DMAIC or Six Sigma methodolo-gies. As part of the business,these organizations have,through balanced scorecards orpolicy deployment, identified a

large list of moneysaving proj-ects each year. While a fair num-ber of these projects are imple-mented, the problem is that theyare not getting executed fast

enough.

The DMAIC methodologycombined with the Six Sigmainfrastructure is yielding largemoneysaving dividends for semi-conductor organizations. Arecent launch of Six Sigma proj-ects within an organization oper-ating in the US, Asia and Europeshowed the following savings ineach location: $7.5 million in theUSA, $9.6 million in Europe, and$10.2 million in Asia. There was

approximately over $800,000savings in each individualproject.

Top management willhave to take firm action toimprove quality and reducecosts close to home and alsoin emerging markets like

China or India. Implementingstrategies that maintain cus-tomer satisfaction andimprove profitability (in agood year) is what is recom-mended in this article.

semiconductor quality initiativescontinued from page 2

The second impor-tant movement with-in semiconductororganizations is theadoption of DMAIC

or Six Sigma method-ologies.

continued on page 6

figure 1: Layered Process Audit4



team would then determine if the problem was due to a lack of effectiveness of the control(s) ora deficiency in their execution. If the problem is new, then the

team can employ thebrainstorming tech-niques to isolate theroot cause. The FMEA

can then beupdated inAQuA andpubl i shed.

Once pub-lished andapp roved ,all individu-als whohave accessto theprocess doc-uments willbe automat-ically noti-fied that theFMEA and

Control Planhave beenrevised.

AlthoughAQuA cannot solve your processand product problems for you, itdoes enable your problem solv-ing teams to make use of theorganization's knowledge docu-mented in the FMEAs and otherAPQP documents effectively andefficiently.

Mr. Gruska, a Fellow of the AmericanSociety for Quality (ASQ), is presently the

VP of Product Development for OmnexSystems and a principal consultant in per-formance excellence and a Six SigmaMaster Black Belt for Omnex.

Mr. Gruska directed and was the primaryresource for the development and initialimplementations of ComprehensiveProcess Control Planning ((CP)2). Mr.Gruska is an active/writing member of theQS-MSA and QS-SPC Manual subcommit-tees of the American Automotive indus-try's Supplier Quality Requirements TaskForce which is part of the internationaltask force governing ISO/TS 16949.

Mr. Gruska has advanced degrees inmathematics and engineering from theUniversity of Detroit, MSU and Wayne StateUniversity. He was the Deming MemorialLecturer at the Sheffield Hallam Universityfor the year 2000. He is an ASQ-certifiedQuality Engineer, a licensed ProfessionalEngineer (CA - Quality) and was a mem-ber of the Board of Examiners of andJudge for the Michigan QualityLeadership Award (1994-2005). He can bereached at [email protected]

semiconductor quality initiativescontinued from page 4

Management Focus on

Improvement

The opportunities forimprovement in mature organi-zations are as follows:

1) Implement ISO/TS16949:2002 and theSemiconductor Supplement.Focus on the processes that werepreventive in nature, includingMSA, SPC, Disciplined NewProduct Design, DFMEA, PFMEA,and Control Plans.

2) Change the method of calculating PPMs since this met-ric does not capture the cus-tomer's real pain: "do not have

shipments with problems".

3) Third, understand that

the overall throughput Yield maybe a dismal 70% to 80% whencalculated. Implement Six Sigma(DMAIC) processes to save hun-dreds of millions of dollars in thefirst three years.

Contact Omnex [email protected] fora complete version of this article, taken fromQual i t y D iges t .

Chad Kymal is an international trainerand consultant and is Chief TechnicalOfficer and Founder of Omnex Inc. Hehas worked with many semiconductor

organizations worldwide. He was thePresident of the SemiconductorAssembly Council (SAC) in 2004 andhelped write the ISO/TS 16949:2002

Customer Specific SemiconductorSupplement. He has recently pub-lished two books, The ISO/TS

16949:2002 Implementation Guide ,available through Paton Press and willsoon publish the Auditor Handbook to

ISO/TS 16949:2002 - A Guide to the Automotive Process Approach to

Audits . Chad's interests include workwith large corporations in designingeffective Business ManagementSystems and getting value from imple-menting effective business strategies.He has served on the MalcolmBaldrige Board of Examiners and is anRABQSA-certified lead auditor. He hasa Bachelor's degree in MechanicalEngineering from General MotorsInstitute, a Master's degree inIndustrial and Operations Engineeringfrom the University of Michigan, and

an MBA from the University ofMichigan. He can be reached [email protected].

FMEA’s missing linkcontinued from page 5

figure 2: AQuA links PFMEA and DFMEA



Typically, the corporate objec-tives are called the BIG Y, andthe project success factors arecalled the small y. In thisscheme, the BIG Y of organiza-

tions is typically comprised of Profitability, Sales, Quality, andDelivery. In parallel with the BIGY, Project y's are then identified.

In other words, Six Sigmaidentifies projects that arestrategic in nature and correlatewith overall company success.

Project Selection

Projects are carefully select-ed not only on their correlationto the Big Y, but also on threefactors: savings, time to achieve,and probability of success.

Frequently, the project scopeshould be consistent with thegoal of project completion in afour to six month time frame.

The small Project y correlateswith the company's BIG Y:

Y = ya+yb+yc+ … ..yz(where a to z are the projects identified that correlate to company success)

Why Is Excelerated Six SigmaTM So

Successful?

Excelerated Six SigmaTM issuccessful because of the designof the overall implementation

process -1) Large money saving and

mission critical projects impor-tant to company success areidentified

2) The savings from tprojects are tied to the strateand budgets of the organizatioProject success means busineand budget success.

3) Top managemeChampions are selected, who ainterested in the success of tprojects and who have manag

Phase Deliverable ToolDefine Project Selection and

Evaluation Project Charter

Cost Justification Worksheet

In & Out Frame

Team Definition Team Members

Roles & Responsibilities

Elevator or Parking Lot Speech

Communication Plan

Customer Requirements Customer Requirements Worksheet

High Level Process Map SIPOC

Measure Select Project Y CT / Project Y Matrix

Data Collection Data Collection Plan

Data Collection Forms

Measure System Evaluation

Display the Data Histogram, Run Chart, Scatter Plot, etc

Analyze Identify Possible Causes Cross Functional Process Map

Fishbone Diagram

5 Whys

Quantify the Opportunity Quantify the OpportunityImprove Identify and Test Solutions Payoff Matrix

Criteria-Based Matrix

Stakeholder Analysis & Influence Strate

Refine Solution FMEA, Mistake-Proofing, Etc.

Pilot Solution Pilot Plan

Cost Benefit Analysis Cost Benefit Analysis

Control Process Control Plan Control Plan

Aligning Systems and Structures Alignment profile

Plan & Implement Solution Rollout Plan

Close and Hand-off Hand off Checklist

figure 2: six sigma tools

excelerated six sigmaTM

continued from page 1

continued on pag

figure 1: excelerated six sigmaTM roadmap

The Exceleratedprocess reduces

classroom time ofthe traditional SixSigma training by50%...

7



ment authority and resources.

4) Black Belt Candidates thatcommand respect from theirpeers, who are seen as "high

potential" candidates, are select-ed for these mission critical proj-ects.

5) Black Belts are given 60%to 80% of dedicated time to theprojects for four to six months.

6) Cross-functional SixSigma project teams are createdand given four to eight hours perweek to work on the projects.

7) Black Belts are trained in

the DMAIC process that takesprojects systematically from theDefining phase to theImprovement and Control phaseswith the assistance of an experi-enced, mature, and expertMaster Black Belts (MBBs).

8) MBBs are assigned time towork with the BBs on their proj-ect

9) Champions review theprojects monthly in a set process

called Toll Gate Review.

10) The Black Belt learninginvolves the application of toolsand methods to projects. Omnexhas reduced the training portionfor BBs to 9 classroom days withadditional project mentoring andassistance between the classes.

11) For certification, BlackBelt candidates must meet spe-cific criteria such as money sav-ings and demonstrated compe-tencies.

12) Black Belts are rotatedback into the company after afew years for reassignment orpromotion to higher positions.

In our opinion, theExcelerated Six SigmaTM processcannot fail if the above 12 points

are followed.

In the Analyze

Phase, the relationship betweenthe Project y (called the KeyOutput Variable or KOV) and theKey Input Variables(KIVs) is ana-lyzed.

KOV = KIVa + KIVb+KIVcThis is the key to Six Sigmaproject success!

Excelerated Six SigmaTM Black Belt

Project Execution

When the organization hasthe prerequisite skills in place,then the Excelerated Six SigmaTM

process works as follows: Champion Training - 3 days -

What is Six Sigma, ProjectSelection, and Toll GateReview

Month 1 - Define and Measure- 3 days of training and 2 daysof project work with MasterBlack Belt (MBB)

Toll gate review Month 2 - Analyze - 3 days of

training and 2 days of projectwork with MBB

Toll gate review Month 3 - Project Work with

MBB Toll gate review Month 4 - Improve and

Control- 3 days of trainingand 2 days of project workwith MBB

Toll gate review Black Belt Project

Presentation

Certification

To achieve Excelerated Six

Sigma

TM

Certification, Black Beltcandidates will have to fulfill thefollowing criteria:1) Usage of Six Sigma tools

between two Black Belt proj-ects (see figure 1)

2) Savings of average of $150,000 in two projects

3) 4 hour exam4) 4 hour interview on projects,

tools, and methodology

In our opinion, the

Excelerated Six SigmaTM method-ology cannot fail, and companiestoday cannot succeed withoutimplementing the twin method-ologies of Excelerated SixSigmaTM and Breakway LeanTM in aspecialized product called UnifiedLean/Six SigmaTM.

Company Embraces Excelerated Six

SigmaTM Methodology

In November of last yearOmnex began working with aworldwide electronics organiza-tion to kick off Excelerated SixSigmaTM in three continents–theUSA, Asia, and Europe. We

trained the 19 champions and ran21 Black Belt projects. In thestart of the project, we initiallyhad identified $10 million in sav-ings possible.

By August of this year, the proj-ects had already yielded results.With only 5 projects completed, thecorporate finance departmentreported savings of $13.5 million.We found that during the Definephase, both the Champions andBlack Belts were conservative inestimating the bottom line benefitof the projects.

This is a summary of a longerwhitepaper on the subject. Toobtain the complete whitepa-per, contact Glenn Bugala,Omnex CommunicationsDirector, at [email protected] or find it in theomnex.com Resource Center.

David Lalain is Executive Vice Presidentof Omnex Quality Solutions. Dave hasover 33 years of industry experiencewith a Fortune 100 company. Dave isheavily involved in the automotiveindustry. He has served on the Boardof Directors of the Automotive IndustryAction Group (AIAG). Dave has adegree in Chemistry from MichiganState University and over one thousandhours of formal training in quality man-agement.

excelerated six sigmaTM


8



Lean tools, and an initial score-

card has to be taken to under-stand the opportunities forimprovement.

Based on the assessment,the organization working withOmnex will create a LeanRoadmap. The assessment willalso identify all the valuestreams in general and the initialone or two to work on in particu-lar.

Lean Organizational Structure

The Lean Facilitators are cor-porate champions, members of top management that own thevalue stream, and Omnex Leanexperts. Lean team leadersdirect the project, while the proj-ect team is a cross-functional groupworking in the valuestream and supportstreams.

Month 2 - ValueStream MapWorkshop andPreparation forContinuous Flow

During Month 2,the Lean facilitators,project team leadersand project teamsparticipate in thevalue stream work-shop. This five-day

workshop developsthe present state andfuture state maps.On the fifth day, thefuture state map withits benefits will be

presented to topmanagement.

An action plan forimprovement of keyimpediments to thecontinuous flow willbe documented withspecific actions.

Month 3 orMonth 5-Continuous FlowWorkshop and

Standardized Work

The continuous flow work-shop starts with the revalidationof the future map and CellLayout. The new layout is imple-mented.

Before the line can go intofull production, the process andproduct validation takes place toreduce the risk to the organiza-tion and the customer of manu-facturing poor quality product.

Month 3, 4, or 5

The future state map intro-duced in Month 2 will have iden-tified the need for qualityimprovements, SMED, ormaintenance improvement.

If there are severe defecdowntime, or set up issues, thit will not be practical to motoward a Lean continuous flwithout first solving the manfacturing issues at hand.

Achieving Zero Defects

Omnex uses four differemethodologies to achieve zedefects. We use the methodoloand approach that works bwith the issues in the vastream.

Zero Setup Time

SMED - Setup reduction is important Breakaway Leaworkshop. Long set up timusually require larger lot sizThe key to smaller lot sizes areduced down time is to hasetups that are inconsequenti

Zero Down Time

The inclination would be implement Total ProductMaintenance (TPM). HowevTPM is its own methodology a

breakaway leanTM


figure 2: process review method9

Breakway LeanTM

promises changes insix months with aknown structuredroadmap.

continued on page

figure 1: lean organizational structure

9



philosophy on par with Lean orSix Sigma. Before theContinuous Flow workshop, theLean team can study the down-time history and take corrective

action to fix recurring failures.

Zero defects, downtime, orsetup times are not essential toproceed to Continuous Flow,however Omnex doesn’t wantany obvious bottlenecks thatrestrict flow in terms of quality,downtime or changeover issues.

Month 6

5 S Workshops

The Omnex BreakawayLeanTM methodology suggeststwo different implementationstrategies for 5S. One strategy isto implement it in parallel withthe value stream mapping andcontinuous flow workshops. Onthe other hand, it can also beimplemented in the end of thecontinuous flow exercise duringMonth 6.

Breakaway LeanTM

The key to the BreakawayLeanTM methodology is the struc-tured methodology of Leanevents that allows for immediateaction. In a time of cost

improvement, Breakaway LeanTM

promises changes in six monthswith a known structuredroadmap. (See figure 3). If youimplemented Lean one or two

years ago it may be a good ideato revitalize it. It is possible tostill meet the goals of 50/50/20in a factory that already imple-mented Lean a few years ago.

This is a summaryof a longer whitepa-per on the subject.

To obtain the com-plete whitepaper,contact Glenn Bugala,O m n e xC o m m u n i c a t i o n sDirector, [email protected], or find it in theomnex.com ResourceCenter.

Chad Kymal is an international trainerand consultant and CTO of Omnex, Inc.He has recently published a book, The

ISO/TS 16949:2002 ImplementationGuide , available through Paton Press.

Chad's interests include work with largecorporations in designing effectiveBusiness Management Systems andgetting value from implementing effec-tive business strategies.

He has served on the Malcolm BaldrigeBoard of Examiners and as an RABQSA-certified lead auditor.

He has a Bachelor's degree inMechanical Engineering from GeneralMotors Institute, a Master's degree inIndustrial and Operations Engineeringfrom the University of Michigan, and anMBA from the University of Michigan. Hecan be reached [email protected].

10

breakaway leanTM


10figure 3: the lean roadmap

Savings Scenario

Revenue of Line - $12.5 Million

Cost of Sales - $11.275 Million - materialand operational cost

Inventory on Hand - 3 weeks - value

approx $600,000Operating Costs - $6.9 Million

Savings:

Productivity Improvement - 50% will cre-ate a savings of $2.3 Million for the samevolume

Inventory savings with Holding Costs of40% - $120,000

Minimum savings of 20% OperatingCosts - approx. $1.4 Million



trainingtraining

OMNEX

Training Schedule is subject to course load requirements; dates may vary.All courses below are offered from our headquarters in Ann Arbor, Michigan except where specified otherwise.

ISO 9001:2000 forthe Service SectorUnderstanding andImplementing ISO9001:2000December 4-5, 2006

February 12-13, 2007 (San Jose)March 26-27, 2007

InternalAuditorTraining for ISO9001:2000November 6-8, 2006February 12-14, 2007February 14-16, 2007 (San Jose)March 28-30, 2007

Lead AuditorTraining forISO 9001:2000December 11-15, 2006March 5-9, 2007

ISO/ TS16949:2002 forAutomotive,Semiconductor andHi Tech IndustriesISO/ TS 16949:2002

UpdateDecember 4, 2006

Understanding,Documenting andImplementing ISO/ TS16949:2002December 4-6, 2006February 5-7, 2007

ISO 9001:2000Internal AuditorTraining for theAutomotive Sector(ISO/ TS 16949:2002)November 6-8, 2006December 4-6, 2006January 24-26, 2007February 5-7, 2007

March 5-7, 2007

Customer SpecificRequirements and CoreTools - Effect on ProcessApproach To AuditingSign up for this course along with our internalauditor training above and receive a $100 dis-count!November 9, 2006December 7, 2006January 27, 2007February 8, 2007March 8, 2007

ISO 9001:2000Lead AuditorTraining for theAutomotiveSector (ISO/ TS16949:2002)November 13-17, 2006December 4-8, 2006 (San Jose)December 11-15, 2006January 22-26, 2007February 19-23, 2007 (San Jose)February 19-23, 2007March 12-16, 2007

Advanced AuditorTraining for ISO9001:2000 and ISO/ TS16949:2002January 29-31, 2007

ISO 14001:2004 forEnvironmental MgmInternal Auditor Traininfor ISO 14001:2004November 6-8, 2006January 29-31, 2007March 5-7, 2007

Lead AuditorTraining for ISO14001:2004February 19-23, 2007

ISO 13485:2003 forMedical DevicesUnderstanding andImplementing ISO13485:2003November 6-8, 2006February 5-6, 2007

Internal Auditor Traininfor ISO 13485:2003December 4-6, 2006January 24-26, 2007February 7-9, 2007March 5-7, 2007

ISO/ IEC 17025:200for LaboratoriesLaboratory QualitySystems w ith Referenceto ISO/ IEC 17025:2005January 29-30, 2007

Internal Auditing forISO/ IEC 17025:2005Jan 31-Feb 2, 2007

>iso

11

06-07US schedule

nov 06- mar 07



trainingtraining

OMNEX

Core Tools TrainingTake as one course or just take a segment:

Day 1: APQP/DFMEA

Day 2: FMEA/Control Plan

Day 3: PPAP

Day 4: SPC

Day 5: MSA

February 12-16, 2007

APQP P roduct WorkshopIncludes Overview, Program Management,

DFMEA, DVP&R and Risk Analysis March 12-13, 2007

APQP ManufacturingWorkshopIncludes Process Flow, PFMEA, Control Plan

and PPAP

March 14-16, 2007

Improve New Product

Development Using ProductLifecycle Mgmt. (PLM)January 31, 2007

SPC WorkshopJanuary 15-16, 2007March 1-2, 2007

FMEA UpdateJanuary 17-18, 2007February 27-28, 2007

QOSQOS Implementation andImprovement forManufacturing or ServiceOctober 30-31, 2006January 18-19, 2007March 29-30, 2007

Team Problem SolvingNovember 30-December 1, 2006

March 21-22, 2007

Zero Defects UsingLayered Process AuditsDecember 4-5, 2006March 19-20, 2007

OHSAS 18001 OverviewNovember 29, 2006February 12, 2007

Understanding,Documenting andImplementing IntegratedMgmt. Systems (ISO 9000,ISO 14001, OHSAS 18001)January 22-26, 2007

Integrated (ISO 9000, ISO14001, OHSAS 18001) LeadAuditorJanuary 22-26, 2007

Survival Strategies forQuality ProfessionalsJanuary 29, 2007

Cost ImprovementStrategies for QualityProfessionalsJanuary 30, 2007

Innovation, ImprovingQuality and Reducing LeadTime using EwIMSMarch 1-2, 2007

Six Sigma OverviewFebruary 26, 2007

Omnex Training atAIAG HeadquartersAIAG - Lean OverviewDecember 6, 2006 - Southfield, Michigan

March 12, 2007 - Southfield, Michigan

AIAG - Lean forExecutives andChampionsJanuary 22, 2007 - Southfield, Michigan

AIAG - Lean ProjectTeam LeadershipJanuary 22-23, 2007 - Southfield, Michigan

AIAG - Lean Tools Overviewfor PractitionersOEE, TPM, SMED & Mistake Proofing December 7-8, 2006 - Southfield, MichiganMarch 13-14, 2007 - Southfield, Michigan

AIAG - UnderstandingWorkplace Organization (5S)January 26, 2007 - Southfield, Michigan

AIAG - Value Stream Mappingfor LeanJanuary 24-25, 2007 - Southfield, Michigan

AIAG - Six Sigma ExecutiveTrainingJanuary 23, 2007 - Southfield, Michigan

AIAG - Six Sigma ChampionTrainingJanuary 24-26, 2007 - Southfield, Michigan

Now Omnex offers over 40 courses in I.T. Quality and Security. For a complete list, contact Omnex at 734-761-4940.The following are our standard open enrollment courses in I.T.

Introduction to CMMMarch 26, 2007

CMM Overview TrainingMarch 27-28, 2007

Introduction to PCMMMarch 29, 2007

Overview of eSCMMarch 30, 2007

06-07US schedule

nov 06- mar 07

Training Schedule is subject to course load requirements; dates may vary.All courses below are offered from our headquarters in Ann Arbor, Michigan except where specified otherwise.

12

>core tools

>lean &six sigma

>other>i.t. quality



Satisfaction

It would be easy tosay that Omnex studentsexperience a high satis-faction rate from their

training. However, resultsspeak for themselves. Anevaluation that is basedon 18 different qualitiesregarded as essentialindustry guidelines andmetrics is provided at theend of each trainingevent, whether thecourse is an on-site orpublic offering. Theresults of these trainingevaluations are collected,

analyzed, and reviewed on aweekly basis as part of theOmnex process, in order tolocate areas of improvement andto monitor overall satisfaction.

Among the key factorstracked in our analysis are thestudent's satisfaction towardsthe instructor, whether theirobjectives were met, and theoverall course experience.Omnex evaluates those results

against our own determined goalof 4.2 on a scale of 0 to 5.

A rating of 4.0 is difficult toachieve, since any low scoresreceived on the evaluations willbring down the overall average.A 4.0 rating on the Question

“Overall this was an excellentcourse” is a tremendous testimo-nial. However, Omnex frequent-ly achieves ratings higher than a4.0, many times receiving a 5.0("Strongly Agree") in the various

categories, because of the highsatisfaction with the training andinstructor. This of course, drivesthe average up and over the 4.0threshold.

The chart pictured abovereflects the results of the ratingsof the 75 Auditor courses deliv-ered between January 2005 andnow. The courses were com-prised of ISO and TS 16949Internal and Lead Auditor cours-

es, and also the 14001 Lead

Auditor course. The total aver-age rating achieved for thesecourses was 4.1, which exceedsa challenging milestone rating of 4.0, indicating that the coursesexceeded an above average rat-ing. The scores also indicate sat-isfaction with the instructor'sskill, delivery, knowledge, andthat the course has met–andmany times exceeded–the stu-dent's objectives and expecta-tions.

Lastly, the results of the eval-uation tracking are reviewed bytop management at Omnex.When a score is less than ourstandards, every effort is madeto understand the events andcircumstances that resulted insuch an unsatisfactory score.These are then utilized for coun-seling or corrective actions toensure that we ourselves learnfrom those events. Fortunately,

situations such as these are theexception rather than the rule atOmnex. Of course, recognition isprovided when the Omnexinstructors do an outstanding jobon any of our many trainingengagements.

Kudos

Additionally, the evaluationscollect vital feedback related tothe students’ course experience,

with fields for comments

areas for improvement, as was general comments. The coments are too numerous to metion here, but the students fquently share comments such"Excellent Instructor!", "VeEducational Course!", "Grevalue for the money!", asometimes, just a heartf"Thank you".

Our Approach

Our auditor training useslayered approach for auditoAt Omnex we understand th

just taking one auditor trainclass does not make a greauditor. If it is sequential traing alternating with performanof audits, then, an auditor cbecome great. (See figure 2 page 15.)

We recommend that auditsequentially train in internthen lead, then advanced audi

training. The advanced auditraining (shown in the traincalendar on page 11 of tnewsletter) is Omnex’s top claand provides high level instrtions and practical exercises

“test” auditor skill and knoedge. Some of the responsfrom our recent San Jose sessincluded:

figure 1: Omnex auditor training satisfaction

excellence in auditor trainingcontinued from page 3

13continued on page 15



Canada

Omnex Canada Inc. would like to share with you a real lifesuccess story of an implementation of the Omnex BreakawayLean™ trademarked approach to implementing Lean.

Over six months Omnex worked diligently with a largeautomotive Tier One supplier with remarkable breakthroughs.At the end of eight initial average bi-weekly Lean/Kaizen man-ufacturing events, the following improvements were document-ed:

WIP down 25%, change overtime reduced by 46%, number of checking steps down by 43%, overall distance traveled reduced by 30%, handling (touch points) reduced by 11%, cycle time improved by 6%, and several safety risks eliminated.

Other improvements occurred in the 5S housekeeping pro-gram, floor space reduction, reduction of spare parts and stor-

age containers, and a true establishment of additional keybaseline for the number of value added tasks, the true valueadd time, and the amount of resources used for the futurestate.

Over 300 employees were directly involved in this successtransformation. Each member of this Lean / Kaizen team willremain the key components of the upcoming series of Kaizenevents and activities.

India

There has been a lot going on in Omnex India lately. Firstof all, our Indian office has plans to create the OmnexAcademy (India), dedicated to the development of qualitystandards professionals in India. The Academy will instructbusiness professionals in the intricacies of quality manage-ment standards and methodologies and ensure that compa-nies who hire Omnex Academy graduates have hired fullyqualified quality professionals. Further information will befound at www.omnexacademy.com.

Also, the Renault-Nissan Institute has signed aPartnership Agreement with Omnex India to help all

Mahindra-Renault Pvt Ltd. suppliers to improve theirquality. The agreement gives select suppliersaccess to Omnex experts who are trained and

approved by the Institute to improve their plans, people andprocesses across marketplaces like heavy manufacturing totelecoms and financial services institutions.

Furthermore, The Automotive Industry Action Group (AIAGand Omnex Inc. announced the formation of a global trainingand consulting partnership between the two companies to offeLean/Six Sigma training in Asia. As part of the agreement, AIAGwill operate out of Omnex India offices in Chennai, BangaloreDelhi and Pune. Omnex will deliver AIAG-accredited trainingprograms in China, India, Thailand and the Asian market. Intandem with this agreement, AIAG and Omnex headquarters inthe USA agreed to a similar partnership in the US.

USA

The Automotive Industry Action Group (AIAG) signed anagreement with Omnex whereby Omnex will serve as a trainingprovider for Lean and Six Sigma courses for AIAG in the UnitedStates. Scot Sharland, AIAG's executive director, said about theagreement, "We are very pleased that Omnex can offer theseLean/Six Sigma courses for AIAG, and we feel that Omnex'sinvolvement will benefit our members tremendously." Coursesare being taught by Omnex consultants in AIAG’s SouthfieldMichigan offices.

news from omnexSHORT FEATURES FROM OFFICES WORLDWIDE

Representatives from AIAG and Omnex at the signing include (from left to right), Michael Xu, Manager of Omnex China; Arun Kumar, VP of Omnex Asia; J. Scot Sharland, Executive Director of AIAG; Pat Snack, General Motors' Executive Loan to AIAG; and Dr. Yilong Chen, AIAG's General Director of Asia Pacific Affairs and Chief Representative in China

David Howells, Director of the Renault-Nissan Institute with Arun Kumar, Omnex India Country Manager and VP of Omnex Asia.

David Watkins and Arun Kumar meet with Dr. Anwar Eshki (Maj. Gen. Retired) Mr. Fahad Alshammari, Dr. Abdullah Bahattab and another of KSA. KSA is our representative agency in Jeddah.

14



15 15

“I learned a lot from thiscourse. It opened my eyes topay attention to details andreview TS standards. I got one-on-one feedback from Chad thatwill even help me out to be anexperienced auditor.”

“Over the years I’ve taken

several ISO courses. Theadvanced class brought it all

together--from the audit readi-ness pre-work stage to the finalaudit. I walked away feelinglike I finally understood theprocess!”

Summary

Omnex instructor-led cours-es provide great satisfaction

and value to the studentand organization receiv-ing the training. Boththe courses and instruc-tors regularly score high

satisfaction ratingswhich are tracked, mon-itored, and analyzed forcontinual improvementand then reviewed bytop management. All ofthese factors go intodelivering a best-in-class value for clientsthat have receivedOmnex training.

For more onOmnex’s approachto auditor training,

email us. For an arti-cle on advanced audit-ing requirements, writeto CommunicationsDirector Glenn Bugala [email protected]

excellence in auditor trainingcontinued from page 13

figure 2: what makes a good auditor?

315 E. Eisenhower Parkway

Suite 110

Ann Arbor, MI 48108

Phone: 734/761.4940

Fax: 734/761.4966

Email: [email protected]

Web: www.omnex.com

DRIVING WORLDWIDE BUSINESS EXCELLENCE

Fall 2006 Navigator

Documents

Transcript of Fall 2006 Navigator