HOW TO EFFECTIVELY DIRECT THE SPC EFFORT


Change is indeed very difficult. In fact, the longer one waits, the more difficult it becomes. SPC is no different. An attitude that fosters continual improvement is no different. We recognize that everything that one does in a given organization is not bad. To the contrary, good things, processes included, may be improved. Here, we recommend six ways that have worked for many organizations (manufacturing and nonmanufacturing alike) to make SPC a very effective methodology:

  1. Define the problem or goal clearly and precisely. Remember that generalities create problems; break large problems into manageable ones.

  2. Demand quantification (measurable data) as action items are reviewed ” use SPC techniques.

  3. Maintain morale by ensuring that short- term progress is evident.

  4. Modify the approach if there is little or no progress.

  5. Modify extremely difficult endeavors ”nothing is impossible .

  6. Be able to explain why a problem was solved , even if it appears to disappear on its own.

The key here is not so much the individual order of the steps but rather the long-term commitment of the organization to implementing and sustaining the change for improvement.

Commitment entails more than new policies, directives, letters , and speeches. The workforce judges commitment of top management by the behavior that management exhibits. Management must provide the leadership to do the following:

  • Maintain a long-term perspective in the face of short-term pressures.

  • Realize that some results will be immediate (low fruits) but that others will take some time and commitment to achieve in support of a never-ending improvement process; the sweet fruit is more difficult to reach.

  • Fund and staff appropriately to support the training, implementation, and sustaining of the improvement process and SPC.

  • Institute compensation or recognition programs based on reachable goals.

  • Encourage employee involvement.

  • Promote just-in-time training.

  • Foster activity in quality issues.

  • Not hesitate to reward expected behavior.

So, if one were to ask whether the key elements of a successful strategy in using SPC can be identified, the answer would have to be a categorical yes. In fact, there are four basic elements that will drive success. They are as follows :

  1. Quality versus productivity. Although it is clear that productivity pays the bills, if we have productivity at the expense of quality, we will not be able to pay the bills, just as if we did not produce. The earlier that we understand this trade-off, the better off we will be.

  2. Process control versus product control. To be sure, it is easier to do product control (introduce appraisal systems in the process) than do prevention methods for the process. However, the margin of profitability is with process control and not with product control. Even the satisfaction of the customer increases as the process is behaving more consistently and produces what is expected.

  3. Definition of quality. The more that we understand what is meant by quality, the more successful we will be. Quality and value to the customer are perhaps the pivotal points of purchase of either a product or service.

  4. Attendance to variation. Because we know that variation is waste, our efforts should be toward understanding the sources of that variation and trying to eliminate or reduce it.

How do we focus on these items? That is where management responsibility comes into play. Management must always keep in mind that the purpose of SPC is to use statistical methods in problem solving and process control to continually improve quality, productivity, and costs. It is not to intimidate or put the fear of any kind of retaliation into the employee in response to either "good" or "bad" data. At the very minimum, management should encourage the following elements to be in place and maintained appropriately:

  • Top management commitment

  • Top management involvement

  • Team approaches to problem identification and solving

  • Statistical training at all levels

  • Implementation plans with supportive resources

A MODEL FOR IMPLEMENTING SPC

It is very easy to talk about change of anything, especially as it relates to organizations. To ensure that the change will occur, however, the organization must be prepared and willing to change through its management policies and procedures. From an organizational point of view, a total SPC approach stresses statistical thinking as a management tool but combines that with substantive knowledge of the processes to yield improvement results. A coordinated effort to identify and appropriately act on sources of variability is paramount. Proper organization is the starting point; although a number of scenarios may accomplish the objectives, a model that has performed well in various industries is introduced here. It involves establishing a steering committee and process teams as the framework for the educational and then application phases of SPC.

The steering committee has the authority to designate and oversee SPC efforts. Setting the structure for efficient closure of the process control loop should be an aggressive goal. This group should be active in setting goals, monitoring progress, ensuring that efforts are directed in a useful manner, and making sure that the various SPC efforts of different departments or groups are compatible.

Specific responsibilities of the steering committee are as follows:

  • Deciding what areas should be addressed

  • Ensuring smooth movement of implementation

  • Facilitating momentum building by ensuring timely and appropriate follow-up action to requests

  • Involving each member in following the reports

  • Recognizing accomplishments

Process teams that are vertically integrated around the processes work most efficiently . Collection and analysis of data, conducting of experiments, and general steering of the pursuit of improvement for a particular process are all responsibilities of these groups.

Specifically, such teams' responsibilities are as follows:

  • Planning the process control charts in terms of proper type and logistics

  • Installing the control charts and training and provision of suitable materials and routines for production personnel

  • Monitoring the process control data collection and process information gathering to ensure smooth and effective use of the tools

  • Acting on instabilities or creating the structure for the same

  • Monitoring and reporting progress, inhibitors , and so on

Once the steering committee and the teams are in place, then the organization must be introduced to the educational phase. Prerequisites for the success of the training effort are as follows:

  • Management awareness and understanding of the basic philosophy

  • Commitment of resources

  • Organization for implementation

The goals of the educational effort are as follows:

  • Familiarize many with the common language

  • Provide many with some basic knowledge

  • Provoke thinking on an individual basis as to how this fits into one's daily work

  • Provoke thinking about implications on a system basis

We all know from experience that when it comes to implementing a program of such magnitude, hardly anything works the first time. To safeguard the integrity, validity, and morale of all the participants , management must allocate a utilization phase (pilot) within which to try the process, debug the problems (if there are any), and make modifications as appropriate. The goal of this pilot application stage is to build technical confidence and maturity in the critical mass that is responsible for implementation by (1) demonstrating utility of the techniques to many and (2) bringing more structure and order to problem solving.

As the pilot phase comes to a conclusion, the major institutionalization phase begins. But what is meant by "institutionalization"? Simply stated, it means the following:

  • Gathering data, charting, analysis, and taking appropriate actions are a daily discipline.

  • Relying on facts and statistical data becomes a natural reaction.

  • Everyone speaks the common language of SPC.

  • SPC is an integral part of conducting business.

  • Process control thinking is everyone's job, every day.

  • SPC is perpetual because the benefits are recognized by all.

Although some elements that need to be in place before an organization moves into this phase can be (and have been) enumerated, the timing for this is difficult to assess. With a clear vision of where the organization is headed, efforts for attaining the goal can be better placed.

Obviously, as the institutionalization matures, the goals will change as well. After all, we are concerned about continual improvement. Some of the goals at this stage are as follows:

  • Bring statistical and process thinking on board with new products and processes.

  • Solve some major problems.

  • Realize some major gains.

  • Integrate improvement programs.

  • Transfer ownership to the system as a whole.

COMMON PROBLEMS WITH SPC

We do not want to pretend or give the impression to the reader that SPC is the panacea for all problems and will solve every concern possible in a given organization. That will not happen. On the other hand, SPC is a very powerful tool for tracking variation and helping the organization separate what can be done due to common or special variation.

If SPC is misunderstood, misused, or adjusted to persuade someone of something, problems will occur. If left alone with the best of intentions, problems still may occur. The following list of some problems with SPC may sensitize the reader to this possibility:

  • Misunderstanding of process control versus product control as these concepts relate to both quality and productivity

  • Misconception of the physical difference between special and common causes as they relate to process performance

  • Lack of understanding concerning what control charts are informing an operator versus what they are telling management

  • Absence of a framework and methodology that rigorously identify where statistical charting can best be employed for the most pertinent process-diagnostic information

  • Failure to accept the absolute importance of closing the process control loop, diagnosing root causes, following through with appropriate countermeasures, and solidifying the improvement gains




Six Sigma and Beyond. Statistical Process Control (Vol. 4)
Six Sigma and Beyond: Statistical Process Control, Volume IV
ISBN: 1574443135
EAN: 2147483647
Year: 2003
Pages: 181
Authors: D.H. Stamatis

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