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Monthly Archives: February 2015

Quality: Control the Process – Secure the business

27 Friday Feb 2015

Posted by mkastley in RVA Updates

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PRAS, procee, Process control, process flow charting, Quaity, risk analysis

process control_Feb15

 
To secure quality in production there needs to be a fully implemented process control scheme for the operators and their machines. Process control can best be described as per baking bread. You need the right ingredients in terms of measure and quality standard, then the correct viscosity of the dough, oven temperature and baking time. To achieve the best tasting bread, the recipe needs to be followed and the baking process needs to be monitored and maintained to within the optimal range. Its the same in any other production process – get it right with any process and like the bread, the end results will comply with requirements every time.

If you are buyer, secure that you have agreed a process control scheme with your supplier that can be verified in every batch being produced.

If you are a production manager bring the buyer into the agreement on a Process Control Scheme to secure quality and your profitability.

As per my previous articles, this is part of a Good Business Growth. A process control scheme need not only be for a factory. The principles as described by baking bread can be applied in any type of business, its all the same – control the input, control the process and the output will be secured.

Below is a flow chart I devised a few years back to describe how a Process Control Scheme can be devised for the buyer and supplier of any process, whether its a product or a service.

In the process, the control scheme can be as simple or detailed as required. Sometimes it requires only one control point to determine that a process is under control and producing the expected results. The important part and probably most difficult is as per the above flow chart – finding the control points and everybody agreeing. The method of reporting and controlling can then be a simple yes/no (poke yoke devices) or a full statistical process control implementation with machine or manual record maintenance.

With a process control quality system; the virtuous circle of quality, availability, price and ethical compliance are assured for Good Business Growth – its all connected.

Quality Improvement: The Learning Box

20 Friday Feb 2015

Posted by mkastley in RVA Updates

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customer experienced product quality, good business growth, Learning Box, Quality Drivers

Learning BoxDuring the early 1980’s the Quality Circle idea took hold in the electronic and automotive industry. One of the most famous case histories of its successful implementation was at Jaguar cars in the UK, where the workforce from top management to shop floor operator formed teams to understand and improve build quality. At the start of implementation they were not producing jaguars but dogs!! Since then of course the company has gone from strength to strength and they now produce a world renowned quality product.

Quality Circles are a great tool for an inclusive approach in a factory/service operation improvement programme . However, they can still be a bit formal and are essentially led by management as they work with an agenda base and a meeting protocol that is data driven with extended corrective action lead-times.

A more informal, inclusive, customer focused and flexible approach to Quality Circles was developed during my 10 years working in South Asia with IKEA – The Learning Box.

A Learning Box is a container or designated area for rejected articles/materials. This can be the existing facilities in the production inspection areas, either in process or at the end. It is important to label these facilities as the Learning Box for all to see including customers.

Before the well designated Learning Box’s are emptied and remedial work is conducted, the contents should be reviewed, analysed and actions agreed on how to avoid similar rejects/issues happening again. This activity needs to be done on an exceptionally regular basis with selected members of production; the operators, supervisors and managers. It should be an open platform, with a no blame culture, treating the contents of the Learning Box as valuable material in the drive to secure improvements and grow a Customer Experienced Product Quality approach.

Factory’s and organisations can find their own way to do this, dependent upon conditions, culture and opportunity. However, the main points to include in this approach are:

  • Be CUSTOMER FOCUSED and driven
  • Wherever possible work ‘bottom up’ – everybody has the possibility to contribute.
  • Make the analysis of reject articles as regular as possible
  • Find solutions – not who is to blame?
  • If the solution is ‘more inspection’, then it’s not a solution and the chosen method of working with the Learning Box is not working.
  • A solution is a corrective action and it must be as immediate as possible.
  • Use the inspection records to help in the review /analysis. This will provide valuable trends and patterns in helping to find the best possible course of action.
  • Make it a team effort – publicise the team’s work and results throughout the operation.
  • Use the Learning Box to create interest and involvement in all sections of the workforce.
  • Must include a factory operator who has been selected, trained and designated as the Customer Champion. Someone who can use customer eyes in the Learning Box discussions.
  • Include whenever possible the client and customers, so that their valuable input and contribution can be included.

This activity should be informal – avoiding as much administration, data presentations and form filling as possible. The result of the Learning Box should be an improved product quality. However the why to a Learning Box are:

It provides organisations with the opportunity to learn from mistakes and the responsibility to use the different skills and knowledge in their operations to find solutions. By involving as many levels in the workforce as possible, the quality message can be driven through all areas, not just in the inspection/compliance department. Everybody should be working to achieve a Customer Experienced Product Quality.

Mark K. Astley – Robert Vernon Associates Ltd.

Recent Posts

  • Quality Improvement: Customer Returns and the Change of Mind
  • A new angle on Good Business…
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  • Business visual communications for Good Business Growth..
  • The Retail Store Practice: Understanding the customer experience to secure improvements..

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factory audits on The Factory Visit – Good…

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  • Quality Improvement: Customer Returns and the Change of Mind
  • A new angle on Good Business…
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  • The Retail Store Practice: Understanding the customer experience to secure improvements..

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factory audits on The Factory Visit – Good…

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