1. Effective QualityImprovementPaths for Manufacturing
It iscommon inmostcompaniesthatwaste inraw material,productandlaborpersists. Unlessthe
companyisa full six sigmaproducer,there are areasforimprovementsandqualityenhancements. Any
companythat has higherthan1% of salesbeinglostto costof poor qualitymustlookattheirsystems
and productiontodetermine animprovementpath. The followingare the stepsthatmustbe takento
accomplishthe task.
Where am I?
• Determine the waste inscrap,repairandreworkforeveryproduct.
▫ Data must be accurate to assure the highestcostareasare attackedfirst
• Determine whatthe costof the product wouldbe if there wasno waste because of poorquality
performance
• Assigna taskforce to attack each productfrom boththe operational executionof processesand
the designof processes
▫ Task forcesdo nothave to equate tomassive manpowerdeployments
• Thisis a predecessorof anyleanmanufacturingimplementation
Assure Processesare Executable
• Do not assume thatthe work instructionsorprocesspaths are accurate
▫ Walkthe process
▫ Engineeringshouldattempttoexecutewhattheyhave toldotherstoexecute
• Control the processes
▫ Keepitsimple. Setcontrol limitsatthe onsetandexecute to pre-control chartsfirst
• Interviewthe operators
▫ Theyknowthe processbestand can explainwhere processesfail
• Documentthe findings,developresolutionplans,andassigntasksandmilestonestoclose
Examine Processes
• Doesthe model matchthe engineeringmodel?
• Do the CNC and CMM programs match the model?
• Do programsuse the same axis’sanddirectionstodescribe the defects?

2. • Do gagesaccuratelymeasure the partsto drawing requirements?
▫ Do theyuse the same datums?
• Are there measurements in-linethatallow the operatorimmediatefeedbackof the process?
• Are there absolutesforoperators?
▫ Load the part and run. Noadjustmentstooperationstoaccommodate variable results
▫ Let the processrun
▫ One bad outputyieldsandinvestigationbyengineering,twoshutsthe processdown
• Let data drive decisions,notopinions
Drive a Quality Culture
• Do not keeprunningabad process
▫ Continuingtoruna bad processsendsa poor qualitymessage
• Teach andeducate yourworkforce
▫ Assure thatoperatorsknow whattheyare seeing
▫ Give thema skill settoarrive at logical conclusions
▫ Communicate qualityimprovementsineverystepof yourjourney
• Crosstrain people
▫ Flexibilityinresources
▫ Reducedovertime
▫ Inputson processfrommultiple setsof eyes
The Plan for Recovery
• Setplanswithmilestones
▫ Do not allowpushoutsof completiondates
▫ Do emphasize the importanceof processrobustness
▫ Holdpeople accountable foractionsandexecution
• Holdregularclose outand status meetings

3. ▫ If it is notimportantto you,itis notimportantto them
• Measure resultsof changes
▫ Didit work? Why did it work?Where else canwe implementchanges
Root Cause/AnalysisAccuracy
• Ask“Why” five times
• Use processanalysistools.
▫ Fishbones,cause andeffectdiagrams,etc.
• Validate the rootcause
• Create value streammapsof processes
• Look fordata inconsistenciesandinvestigate
• Drive root cause at itsmost basiclevel
• Use control chart data to analyze variability
Drive Corrective ActionNOW
• Do not developtoomanyplansthatare huge efforts
▫ Too manytimeswe create plansthat take monthsto implement
• Act now
▫ Do not getlockedintodata deadlock
▫ We getpaidto make decisionsandtake intelligentrisks
• Developmistakeproofing
▫ Operationsthatcannotbe effectedbyenvironmentoroperatorsare not effective
Take on tasks that are Attainable
• You cannot solve world hungerinamonth.
▫ Developplansthatattackproblemsinsmall bites
▫ Seeingresultsdrivescontinuedimprovements
▫ One stepat a time

4. • Measure the resultsandcommunicate successes
• Small stepscan solve systemicproblems
• Believe inprocessrobustness