Sep 16, 2005



Global Siplace quality standards make it possible

On September 6, 2005, the first Siplace HS-60 Surface Mount Technology (SMT) placement machine - with globally standardized Siplace quality - was shipped out of the Singapore manufacturing plant. Dr. Peter Drexel, member of the Management Board of Siemens Logistics and Assembly Systems (L&A), commented on the event: "We produce where our customers are. With our global Siplace quality system and our consistent Siplace supply chain, we can guarantee the same standards anywhere in the world. That is what has made us successful and ensures our global leadership in innovation and technology."

With its constant focus on what is best for the customer, the Electronics Assembly Systems Division (EA) of Siemens Logistics and Assembly Systems (L&A) pays close attention to providing the same level of quality everywhere in the world. The delivery of the first Siplace HS-60 to rapidly rising electronics manufacturer, Jurong Technologies Industrial Corporation (JHT), in Singapore underscores the Siplace team's successful global realignment.

The more globally a company operates, the more attention it must pay to ensure a globally standardized level of quality and innovation. Both must be created cost-effectively. The objective is clear: maximum customer satisfaction. For Siemens, the most important element in achieving maximum quality standards is close customer integration. And to always keep a finger on the pulse of its customers, Siplace has introduced a global feedback management system. Each customer response is recorded and systematically processed to make sure that each customer receives a solution for his problem or an answer to his question within the shortest possible amount of time. The information collected with the help of this system flows via the continuous improvement process (CIP) into the various main processes and ultimately reaches the appropriate departments all over the world which are responsible to the continued development of Siplace technology and Siplace services. With annual customer satisfaction surveys, Siplace finally closes the loop and finds out the impact of its actions and improvements on the customer.

Continuous improvement
If you stagnate, you lose. With that in mind, the Siplace team in the Siemens EA Division is always moving forward and has given its continuous improvement process a new dimension with the Siplace Excellence program. The division constantly initiates new projects to further improve its global customer satisfaction ratings. Top management in all four regional Siplace headquarters - in Munich, Germany; Norcross, U.S.A.; Shanghai, China and Singapore - constantly review projects that can improve the customers' satisfaction. All the targets are quantified and monitored to ensure the objective is met within the specified time frame.

Management-driven quality culture
Siplace managers worldwide brainstorm strategies for the Siplace Excellence program and incorporate processes to incorporate it into the division's culture. They are committed to developing a two-way communication for all levels and regularly participate in quality gates (Q-gates), quality reviews, scheduled quality meetings and similar events.

Globally successful with Six Sigma
To improve its profitability in addition to customer satisfaction and quality, Siemens uses the Six Sigma methodology as a primary management tool. Six Sigma largely avoids cultural barriers or communication problems caused by differences in mentality to develop globally standardized processes. Problems are analyzed methodically and solved with the help of people who are best qualified to do the job. Six Sigma creates a certain discipline within the enterprises that practise it and makes this analytical approach a mandatory part of all thinking.

The program is based on a hierarchical structure of Six Sigma proficiency levels such as Black Belts, Green Belts and "Six Sigma Management Sponsors". They are specially trained to adapt the methodology for all Siplace departments and to pass on their knowledge in various training programs. Global Siplace Quality Management Director, Herbert Hofmann, adds: "It is important that all our employees understand why we want to practice Six Sigma. Once we have achieved this, it becomes part of everyday life. Otherwise, it won't be successful."

Meanwhile, the Siplace team has also included its suppliers in its Six Sigma training program at the international level by holding joint seminars and implementing the methodology together. In addition, the cooperation is supported through supplier audits, quality agreements and similar measures that have been part of Siplace's supplier management system for many years. System partnerships with key suppliers and early integration of suppliers into new product development activities further improve the EA division's results.

Quality standards for processes and projects
The Siplace team is set up in a worldwide process organization. All main processes like customer relationship management (CRM), product life cycle management (PLM), supply chain management (SCM) and quality management (QM) are globally standardized and documented on the company's corporate intranet to which each employee has access. The result: No matter where materials are procured or manufactured - the processes are always the same. That way, customers are guaranteed to receive consistently high quality, no matter which product they buy or where they buy it.

Quality managers help with problem solutions
At Siemens, a designated project quality manager (PQM) accompanies each project that is part of the PLM process. He determines the schedule for the new product, creates a uniform PLM milestone plan, and makes sure that it is complied with. Critical milestones have Q-gates, where the entire management discusses the project's status and determines further measures. Herbert Hofmann declares: "In all these meetings, customer satisfaction and the resulting business success are always at the top of everyone's list of priorities."

The quality management team then tests each product in the Siplace Test Center before it is released for worldwide sales.

Measurement tools: Balanced scorecards, assessments and satisfaction surveys
The Electronics Assembly Systems Division at Siemens measures its success with the help of the Balanced Scorecards (BSC) methodology. Each Balanced Scorecard consists of many key performance indicators (KPIs), with quality factors playing a predominant role in addition to cost and schedule factors. In addition to providing standard information about suppliers, audits, etc., Siemens' QM reporting system focuses primarily on the Siplace customers, using a visual red-yellow-green system to indicate the severity of each situation. That way, management receives the information it needs quickly and can respond accordingly. All KPIs are linked and indicate their respective effect on sales and profitability. To know where Siemens' QM system truly stands, the managers in charge supplement the BSC methodology with regular assessments. These assessments help reflect its level of maturity and point out any weaknesses. Herbert Hofmann adds on, "we put great value on the feedback we get from our customers. Thanks to our annual customer satisfaction surveys, we know where we stand and what progress our worldwide activities have generated."


All these measures create a worldwide culture of quality that crosses all borders and is expressed at Siplace in nine globally mandatory elements:
1.) Customer integration
2.) Continuous improvement
3.) A culture of quality through management involvement
4.) Quality standards in processes and projects
5.) Broad qualification on quality issues
6.) Control and support role of the global quality management
7.) Consistent supplier management
8.) Business-driven quality planning
9.) Focused quality reporting

News source: EMSNow Media