Driving Improvement through Simple applications

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Driving Improvement through Simple applications

• Bríd Burke
• Celestica Ireland.

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Set the tone
Culture of your organisation
Part of your values
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Overall Framework for Continuous Improvement
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ISO90012000
Measure
Analyse
Improve
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Business Excellence Model
Results
Approach
Assessment and Review
Deploy
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What / How do we measure ?
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Definition of quality processes

• Customer Management / Satisfaction
• Operations Results review
• Corrective and Preventative action
• Non conforming material
• Continuous Improvement
• Vendor / Partner management
• People Performance / Training.

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Definition of Quality processes

• Each process should have defined
• Owner - Manage cross functionally
• Measures - of both people and processes.
• Targets - defined by Business targets

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Some examples

• Non conforming material
• Less than X scrap / wastage
• Corrective and Preventative action
• Less than X Customer issues.
• No reoccurrence of any issue.
• 100 complete on time

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Some examples

• Operations results review
• Delivery to Customer
• Delivered product Quality.
• First pass yield, X
• Defects, ppm

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Target setting

• Link targets to Business results
• But set stretch goals for process owners
• Encourage 'alternative' approach
• Encourage 'excellence' rather than 'average'
• Reward based on improvement achieved.

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• How do we analyse ?

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Problem solving tools

• 8D problem solving - structured approach .
• 5Why's
• Brainstorming
• Cause and effect
• Pareto analysis

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8D problem solving

• Use when
• major non conformances
• Customer complaints
• reoccurring issues
• team approach needed.

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8D

• D0. Prepare for the 8D problem solving
• D1. Establish the team
• D2. Describe the problem / failure
• D3 Develop the interim containment.
• D4 Define and verify the root cause.
• D5 Establish the best corrective/preventive
  action
• D6 Verify the corrective/preventive action
• D7 Prevent recurrence
• D8 Recognise individual and team contribution.

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Solving the problem - 5Why's

• Use when
• Problem simple to solve / scope of issue is
  confined.
• Alternatively useful for
• Initial problem investigation
• Determine scope of issue
• Determine resources need to solve

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Brainstorming

• Use when
• source of issue not evident
• new ideas are needed
• stimulate creative thinking
• Use as an aid for a more structured approach to
  generate possible solutions

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Brainstorming

• Stage 1
• Generate ideas
• All to participate
• No comments during process
• Stage 2
• Group similar ideas
• Prioritise

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Cause and effect analysis

• Use when
• Defining a problem
• Identifying possible causes
• Narrowing down causes

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Cause and effect analysis
MATERIALS
EQUIPMENT
PLANT
EFFECT
ENVIRONMENT
METHODS
PEOPLE
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Pareto analysis

• Use when
• Need to separate the vital few from the trivial
  many problems
• Selecting major problem areas
• Used in conjunction with other structured problem
  solving methods.

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• How do we improve ?

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Implement Improvement

• Implement solutions as per structured problem
  solving
• Monitor effect and re-evaluate if issues not
  resolved.
• Review on a defined basis.

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Responsibility for improvement

• The process team is responsible to
• Implement solutions identified within structured
  problem solving.
• Review process measures on a daily, weekly,
  monthly basis as required
• Monitor progress versus defined targets.

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Assessment and Review

• Organisational responsibility
• Link improvement directly to personal development
  measures.
• Link to reward.
• Ensure a culture of accountability.