Quality - Global Standards Audit

Q.1.1 - Quality Hoshin and target are stated on documents in latest version, these are posted at the location where team members can stop by and see. Utilizing morning meeting, these are penetrated to team members.

Photo - Hoshin Posting

Q.1.2 - "In order to achieve the target for quality HOSHIN, the PIC from quality organization chart needs to establish quality annual plan and post it where team members can stop by and see. Also, these are recognized by the members.<br>　Ex.) The location where team members can stop by and see = The location where all the members can communicate"<br>Check Point: - PIC and target are specified on quality annual activity plan. Also, confirm if progress is monitored. - There are a periodical report meeting, and the progress for each activity is shared.

Q.1.3 - There is a organization chart for quality management. The organization chart is posted at the location where team members can stop by and see. Establish committee in order to recognize quality activity.<br>Check Point: - Confirm if the chart is the latest date or not.

Q.1.4 - Quality meeting is held (more than once monthly). Sharing quality KPI and countermeasures such as quality defect cases and the defect risks are implemented.<br>Check Point: - Confirm the quality meeting minutes. 【Meeting frequency, attendees, defect details and its countermeasures (Until SOP is updated), and patrol for quality results are shared.】

Q.1.5 - "Targets and results are managed by quality KPI. It is posted at the location where all team members stop by and see, and it is recognized.<br>　Ex. The location where team members can stop by and see = The location where all the members can communicate"<br>Check Point: - KPI Items = Confirm if wrong parts, excessive and shortage parts, damaged parts, and wrong delivery etc. are managed.

Q.1.6 - The defects which are already delivered to customers (self-responsibility, other-responsibility) need to take immediate actions of countermeasures, and the history is recorded. These are posted at the location where team members can stop by and see, and it is recognized.<br>Check Point: - There is a top manager or branch manager signature on each countermeasure.

Q.1.7 - The indication of quality check point and "STOP""CALL""WAIT"when irregularity happens are stated on SOP. It is stored at GEMBA to check operation. Check Point: - SOP is updated at least once a year. - SOP is stored at the locaiton where operators can check anytime.

Photo to confirm.

Photo - Quality Point

Photo - SOP stored at Gemba

Q.1.8 - The reporting route when defect occurs is clarified who to deal with, and "STOP""CALL""WAIT" is thorough at the same time. The route and the action are posted at each location largely where all parties can see clearly.<br>Check Point: - Each area at GEMBA is posted "STOP""CALL""WAIT" as 3 principle trouble-shooting largely, and it is easy to see.<br>- The name of secondary PIC and contact information in reporting route are displayed.<br>- When irregularity occurs, all team members can grasp where to contact to and how and what to deal with defects.

Photo - Stop Call Wait posting

Q.1.9 - "There is a training curriculum and its material for new employees and inexperienced workers.<br>Utilizing the curriculum, there is a rule."<br>Check Point: - Confirm a training curriculum and its manual.<br>- A training report has a signature of Trainee, to make Trainee recognize the quality rules. Let the trainee to declare following quality rules.

Q.2.1 - Devanning - There are process checks for container such as damage, hole, water stain, and contamination.<br>Check Point: - Checking items and the details are stated on SOP, and the operation is followed just as SOP.

Q.2.2 - Devanning - There are process checks for module such as damage, collapse, rust, water stain, and label come-off. Check Point: - Checking items and the details are stated on SOP, and operation is followed just as SOP.

Q.2.3 - Devanning - There is a process of checking S/I and arrival container No. which should be matching.<br>Check Point: - Confirmation details are stated within SOP, and operation is followed just as SOP.

Q.2.4 - Devanning - When unloading cargo from container OR after unloading cargo, confirm if S/I matches with module # and the number of modules.<br>Check Point: - Confirmation details are stated within SOP, and operation is followed just as SOP.

Photo - SOP

Photo - Actual Work

Q.2.5 - Devanning - There is a devanning plan (The order of pulling-in container), and it is pulled-in from necessary containers as planned.<br>Check Point: - Devanning control board is utilized, and confirm if plan vs actual data is stated. <br>- There is a confirmation how plan is made.<br>- WH manager / Supervisor check periodically that an operation is delay and/or early corresponding to the plan.

Q.2.6 - There is a rule of module store (per container or per module group), and the rule is followed.<br>Check Point: - There is a layout which team members can operate, and the rule is standardized.<br>- If there is supply plan for After-Process, there is an easy process of following FIFO corresponding to the plan.

Q.2.7 - If there is module-supply order plan, the plan is followed.<br>Check Point: - "There is a process of checking whether a planning instruction, such as its document and/or progress control board, is sequentially followed.<br>Ex: Check mark and/or Item-Cancellation on instruction and/or progress control board etc."

Q.2.8 - Unpacking - There are process checks for inner side such as module damage, water stain, rust, and contamination.<br>Check Point: - Checking items and the details are stated on SOP, and operation is followed just as SOP.

Photo - SOP

Photo - Actual Work

Q.2.9 - Unpacking - There are process checks for inner box such as label peeling-off, noticeable sustain, box collapse, and water stain.<br>Check Point: - Checking items and the details are stated on SOP, and operation is followed just as SOP.

Photo - SOP

Photo - Actual Work

Q.2.10 - Unpacking - There is a process of checking issued IP label and actual label that part number and quantity are matched.<br>Check Point: - Check if there is a process for verifying each unpacked outer module/carton.

Photo - SOP

Q.2.11 - Unpacking - Prevention of attaching IP label (wrong attachment and forgetting attachment) is implemented.<br>Check Point: - There is a confirmation one-by-one flow operation.<br>- The point of preventing IP label attachment is indicated on SOP, and the operation is followed.

Q.2.12 - Unpacking - If there is an unpacking order plan, the plan is on schedule.<br>Check Point: - There is a process of checking whether a planning instruction, such as its document and/or progress control board, is sequentially followed.<br>Ex: Check mark and/or Item-Cancellation on instruction and/or progress control board etc."

Q.2.13 - Binning - There is a procedure of verifying the two, shelf location and IP label, in order to prevent from putting into wrong shelf. Also, the operation is followed<br>Check Point: - The process is clearly indicated on SOP.

Q.2.14 - Binning - There is a process in order to prevent "forgetting to scan" when binning and from forgetting storage location registration (out of stock on actual but not on data).<br>Check Point: - Confirm if there is a process of prevention and checking.

Q.2.15 - HI-Rack - There is a standard of managing FIFO by visualizing tools.<br>Check Point: - There is checking process of attaching colored label on pallet (Identify color by month) and utilizing free location progress control board. - <br>- It is an easy-to-understand tool (management tools) for anyone."

Photo - FIFO Visual Management tools

Q.2.16 - High Rack - As for overflow, there is a rule for storage and handling. Also, there is a process of following the rule.<br>Check Point: - Check the operation rule, and team members are thoroughly following the rule.

Q.2.17 - Flow Rack - As for overflow, there is a rule for storage and handling. Also, there is a process of following the rule.<br>Check Point: - Check the operation rule, and team members are thoroughly following the rule.

Q.2.18 - Flow Rack - There is a rule for replenishing flow rack and its procedure, and the operation is following as the rule.<br>Check Point: - Check the rule and the process (replenishing from hi-rack and/or from overflow area).

Photo - SOP

Photo - Actual Work

Q.2.19 - Picking - There are process checks for inner box such as label peel-off, noticeable stain, box collapse, and damage<br>Check Point: - Checking items and the details are described on SOP, and the operation is followed just as SOP.

Photo - Actual Work

Q.2.20 - Picking - There are process checks for picking such as part number and the amount matches with the instruction.<br>Check Point: - Preventing from mis-picking operation, there is a process that can verify part number and quantity for each customer information.

Q.2.21 - Picking - There is a picking plan based on customer delivery order, and there is a process of following delivery date.<br>Check Point: - Delay corresponding to original plan is visible by progress control board. <br>Also, there is a support from other operation in order to be in time by delivery schedule."

Q.2.22 - Staging - There are process checks for delivery-pallet such as collapse, damage, water stain, rust, and document peeling-off. Check Point: - Checking items and the details are described on SOP, and the operation is followed just as SOP.

Photo - Actual work

Q.2.23 - Staging - Check if delivery items and PO from customer are matched.<br>Check Point: - Preventing from mis-shipment, there is a process of matching both part number and its quantity by each customer information.

Q.2.24 - Staging - There is a delivery plan (schedule/time table and time set-up by each truck), and staging is operated based on its plan.<br>Check Point: - Check plan and actual departure time on progress control board at shipping area.<br>- WH manager should check the progress periodically."

Q.2.25 - Shipping - There are process checks for pallet such as collapse, damage, water stain, rust, and document peeling-off.<br>Check Point: - Checking items and the details are described on SOP, and the operation is followed just as SOP.

Q.2.26 - Shipping - Check if delivery items and PO from customer are matched.<br>Check Point: - Shipment parts and the checking items of shipping instruction information are stated on SOP, and these are followed.

Q.2.27 - Shipping - There is a delivery plan (schedule/time table and time set-up by each truck), and shipping is operated based on its plan.<br>Check Point: - Check planned and actual departure time on progress control board at shipping area.

Q.2.28 - The SOP for returning empty module is defined, and the rule is followed to check at GEMBA.<br>Check Point: - TTC returnable module rule is posted at GEMBA, and check if this is recognized to team members. - WH manager should check the status of following returning module rule periodically."

Q.2.29 - There are process checks for totes such as damage, water/oil stain, and severe stain.<br>Check Point: - Checking items and the details are posted at GEMBA where team members can recognize.<br>（Checking contents on repack SOP is written, and it is followed.）"

Q.2.30 - When irregularity of quality defect occurs, the action of "STOP""CALL""WAIT"are definitely done at GEMBA. Also, the details of irregularities and its handling are recorded.<br>Check Point: - In own operation process, check if quality defect history (when, where, what happened) is recorded.

Photo - Defect History

Q.2.31 - The countermeasure for occurred defect at GEMBA is promptly discussed (considered).<br>Check Point: - In the case of other responsibility, countermeasure is required.<br>- In the case of own responsibility, countermeasure is taken immediately.<br>- Check the record until the process of countermeasure (when, who, what, how)."

Photo - Counter measure report

Q.2.32 - Utilizing daily morning meeting, "Quality One-Point Declaration""Touch & Call" are implemented by team members themselves. Increasing quality awareness is implemented.<br>Check Point: - Operators take turn to declare quality, and they are working to raise quality awareness.

Q.2.33 - Utilizing daily morning meeting, irregularity occurrence, Defect Issue cases, top message regarding quality are shared to team members. Also, increasing quality awareness is implemented.<br>Check Point: - Abnormalities and defect occurrence are reported to team members everty time, and top message is periodically reported to the members.

Q.3.1 - If quality defect items are delivered to customer accidently, there is a procedure of tracking history (system and/or device). Also, there is a confirmation of tracing back the past condition such as occurrence time.<br>Check Point: - There is a confirmation of recording scanning (possible to trace from serial number).<br>- If defect is by human error, check the details from video tape recording.<br> ※Check recording time by each second accurately."

Photo - Screen Capture of tracking

Q.3.2 - As for quality defect, repeat 5 times of WHYs, and root-cause and investigation is taken.<br>Check Point: - Check quality defect report and its details of root-cause and investigation.<br>- Countermeasure details are linked with root-cause."

Q.3.3 - There is a process of finding root-cause investigation. Following reviewed operation process such as IT and prevention of recurrence are implemented.<br>Check Point: - For the details of preventing recurrence, there is an agreement signature from top manager. <br>- Also, manage recording until the process of recurrence prevention (when, who, what, how).<br>- Check the history of operation process review (change).<br>- Human and/or physical countermeasure are being considered."

Q.3.4 - WH manager patrols GEMBA daily in order to observe many processes. Check if standardized operation is consistent so that it will link with early detection of irregularity.<br>Check Point: - Check if operation process is followed.<br>- Check the history of operation observation.<br>　Ex. Utilize the check sheet which indicates checking items.<br>- Check if team members are following the operation which to meet good quality condition such as doing surpries/SPOT inspection."

Photo - Managers Walk

Q.3.5 - Manager job as WH manager needs to observe progress control board and actual working operation time by each process. Monitor thoroughly and analyze if there is irregularity (delay / early corresponding to the plan).<br>Check Point: - Irregular history for progress control is recorded daily, and record until an normal operation goes as plan.

Photo - control board delay reason

Q.3.6 - WH manager should check if GEMBA patrol is done periodically, and the observance are done correctly.<br>Check Point: - The record of GEMBA patrol by WH manager and its observation result is done, and there is a manager signature.<br>- WH manager should check if GEMBA supervisor is patrolling correctly as necessary."

Photo - Manager sign off on AM/TL walk

Q.3.7 - Quality periodical patrolling at least once a week by top management・WH manager increases quality understanding to team members. Also, the activity which is to re-understand quality awareness is implemented.<br>Check Point: - Patrol record for top management and WH manager can be checked, and pointed out items are also shared with WH manager/supervisor.

Photo - Posted Document

Q.3.8 - All items of Lv1-3 are able to maintain and/or to increase, and there are 2 or more WH manager / supervisor to train and educate successor.<br>Check Point: - There is a skill map for WH manager, and its plan and education for training are taken places.

Photo - Skill map

Photo - Training plan

Q.4.1 - Before launching new operation process, quality confirmation meeting including WH manager・supervisor should be held.<br>Check Point: - WH manager / Supervisor confirms at GEMBA (GENCHI-GENBUTSU) if an operation is following by SOP, and the confirmation history at GEMBA is recorded.

Q.4.2 - There is a honor for quality KAIZEN proposal. These proposal are posted at the location where all team members can recognize the details (ex. The location where all team members can stop by and see), and increasing quality consciousness is implemented.<br>Check Point: - Hiyari Hatto proposal contents should be not only just experience (past things) but also assumption (prevention in the future).<br>- As for team member proposal, reviewing office and GEMBA environment should be considered."

Q.4.3 - Honoring superior proposal, increasing motivation and praising for team members are implemented.<br>Check Point: - Honor cases are posted within WH, and team members are aware of it.<br>- There is a honor system that is awarded to team members by KAIZEN proposals. Individually."

Q.4.4 - Finding receiving NG parts and "ZERO" continuous mis-shipping, honor operation performance to team members. Also, there is a praising activity at the same time.<br>Check Point: - WH manager / supervisor should make an equal judgment on achievement considering work skills.

Q.4.5 - MYT (Mis-Prediction Training) is implemented periodically. ( based on 4-round MYT Quality Defect)<br>Check Point: - MYT Activity result is visualized, and check if it is posted.

Q.4.6 - Quality campaign (the activity mainly by GEMBA) and QC activity (the activity which theme is determined by mainly GEMBA) are taken place, and the quality awareness activity is implemented proactively.<br>Check Point: - Quality campaign and QC activity are visualized, and it is posted.<br>- GEMBA leading quality activities are reported to top manager and WH manager."

Q.4.7 - WH manager should make a chance and proactively contact with customer. Grasp customer needs and deploy the needs within all team members.<br>Check Point: - Check if the record of meeting with customer and its needs are correctly shared to all team members.

Photo - Minutes of the meeting

Q.4.8 - Customer claim: ZERO is set up as company target. Not only just providing good condition of cargo but also increasing quality service activity and its awareness is implemented.<br>Check Point: - KPI management for proposal submission which relates to quality for customer can be confirmed.

Q.4.9 - All items of Lv.1～4 are maintained and/or increased. There are more than 2 members of WH manager level which is to train and educate successor. Also, there is HR (human resource) development which is based on having new WH manager development..<br>Check Point: - In order to obtain customer trustworthiness, there are two or more WH manager who understand top quality policy, HR development based on development plan for successors is continued.

Photo - Training / Education plan