Dr. Ron Lembke SCM 462
Financial return Impact on customers and organizational effectiveness Probability of success Impact on employees Fit to strategy and competitive advantage
Conformance Projects Unstructured Performance Projects Problems because system poorly specified Efficiency Projects Acceptable products, not meeting internal goals Product Design Not meeting customer CTQ Process design
Define Measure Analyze Improve Control (Alternate meaning: Dumb Managers Always Ignore Customers)
Charter / rationale for the project Why this, not others, need for project, costs, benefits Developing a project charter (statement of the project) Scoping: Improve motor reliability Most problems from brush wear Problem with brush hardness Reduce variability of brush hardness
Gather voice of the customer data to identify critical-to-quality (CTQ) characteristics important to customers Select performance metrics What are current levels Expected improvements What will need to be done, by whom
SIPOC Understand the relationships between Suppliers Inputs Process Outputs Customers
Develop operational definitions for each CTQ characteristic Figure out how to measure internal processes affecting each CTQ, KPOV (Key process output variables), KPIV (Input Vars) Y = F(x) Figure out what data we need to collect Easy to collect correctly Interrupt process as little as possible Collectors understand why collecting “gage study” to determine the validity (repeatability and reproducibility) of the measurement procedure for each CTQ Baseline data Collect baseline capabilities for each CTQ Determine the process capability for each CTQ
Consider all possibilities Be clear – no guessing, training? You might have forgotten some Might need to revise – some cover too many things Learn about different cases
3. Collect the data 5. Tabulate the data – Do as %, if you want to (6. Put each problem into dollars of cost, most complaints, lost employee minutes, etc.) 8. Sort biggest to smallest, graph. Analyze – p. 87 – what would you fix?
Further study of major categories Grouping together smaller ones Look for common causes
Understand why defects and variation occur Find the root causes 5W = 1H Identify key causes Experiments to verify impact Formulate hypothesis, collect data
Does the process work the way we think it does? Identify upstream variables (x’s) for each CTQ Process mapping Operationally define each x Collect baseline data for each x Perform studies to determine the validity (repeatability and reproducibility) of the measurement process for each x Establish baseline capabilities for each x Understand the effect of each x on each CTQ
Brainstorm ideas of potential root causes– everyone participates Generate ideas about potential root causes Understanding the process, not solving the problem yet
Ishikawa, Fishbone Puts things in an organized way Separate things into manageable parts (like KJ in that way) Methods, Materials, Machines, People, Environment, Information Create the diagram Analyze the diagram – look for cost effective solutions!
Ask “why” 5 times, or as many as it takes List of next steps, things to investigate
Scatter plots - Look for trends Run charts – same thing DJIA = Financial Performance?
Determine optimal levels of critical x’s to optimize the spread, shape and center of the CTQ’s Action plans to implement the optimal level of the x’s Conduct pilot test of the revised process
Force Field!
For and against Action items for each Strength of each
Risk abatement planning and mistake-proofing to avoid potential problems with the revised settings of the x’s Standardize successful process revisions in training manuals Control revised settings of the critical x’s Turn revised process over to the process owner for continuous improvement using the PDSA cycle
Tell everyone what you did, so they can learn from it
Questions 3, 4, 6, 7, 10, 16