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Why do SQDC Management?
• Visualize a Daily “Scoreboard” of ---Safety, Quality, Delivery, Cost
• Engagement and empowerment of Front-Line Employees & Supervision– Engaged: Understand influence on
metrics, good day vs. bad day
– Communication loop with in-process countermeasures
– Empowered: Bring up issues at the boardwalk, change metrics if they are not relevant or are cumbersome
SQDCSQDC
Safety
Practices
Safety
Practices
Productivity
Improvement &
Equipment
Reliability
FlexibilityFlexibility(Short Lead Time)(Short Lead Time)
One-Piece FlowOne-Piece FlowQuick Set-UpQuick Set-Up
QualityAssuranceProcessControlsMistake-Proofing
QualityAssuranceProcessControlsMistake-Proofing
SustainingKaizenResults
TrainedTrained& Motivated& Motivated
Work ForceWork ForceMulti-Process
Handlers
Multi-Process
Handlers
SQDCSQDC
Safety
Practices
Safety
Practices
Productivity
Improvement &
Equipment
Reliability
FlexibilityFlexibility(Short Lead Time)(Short Lead Time)
One-Piece FlowOne-Piece FlowQuick Set-UpQuick Set-Up
QualityAssuranceProcessControlsMistake-Proofing
QualityAssuranceProcessControlsMistake-Proofing
SustainingKaizenResults
TrainedTrained& Motivated& Motivated
Work ForceWork ForceMulti-Process
Handlers
Multi-Process
Handlers
Characteristics of Useful Performance Metrics•2 (+-1) metrics per category
•Visual - Easy to determine over/under goal (score of the game)
•Understood by all, especially shop floor
•Reviewed daily and acted upon
•Includes an improvement target
•Target is linked to business objectives and aligned to plant goals
•Accurately and holistically reflects what physically happens in the process
•Can be updated within 10-15 minutes per person per day
•Pretty boards do not equate to effective boards
Daily SQDC Board Tour
Why review the performance boards by area daily?– Make metrics visible and relevant
– To Drive Improvement and focus effort / resources on key issues
• Countermeasures and resources to solve problems
– Three way Accountability Among
• Area Leader
• Management
• Support groups
– Process, not People
• Red does not mean “bad”
Daily SQDC Board Tour
• Frequency: daily
• Duration: 5-7 min/board – 30 min max
• Objectives:
– Review each metric by department for the previous day
– If goals are not achieved, understand reasons and develop corrective actions to prevent this from happening again
– Align resources to help drive daily continuous improvement
Daily SQDC Board Tour
Guidelines:
• Supervisors update charts & present boards
• No general statements, only specific issues
• Always start on time, finish on time
• 100% attention from all participants
• Management and support groups help resolve issues and provide accountability
Role and Responsibilities of the Meeting Leader
• Ensure that the meeting starts on time
• Keep review on track – no sidebars
• Facilitate discussion around missed targets and “bad days”
• Review all actions taken to address issues identified on the Countermeasure Sheets, ensuring follow-up of open Countermeasures.
Role & Responsibilities of the Participants
• Understand what happened over previous period
– Provide evidence of actions where appropriate
– Understand the gap & why
– Define the improvement action
– Fill out and report on Countermeasure sheets
• Understand plan for next period
– Discuss any impediments that may prevent you from hitting today’s target
Daily Routine for Addressing Issues
FIX (NO COUNTERMEASURE)
DESELECT
TRACK - MORE DATA
JDI - CM
5-WHYS
8D, A3
Potential Countermeasures
Issue Prioritization Options
• Deselect – Not Applicable
• Deselect (for now) and Track information
• Select: Straight to Countermeasure (Just Do It’s)
• Select: Basic Problem Solving Techniques
• Select: Larger / More Complex Issues (Advanced Problem Solving support required)
Writing Good Countermeasures
• What is a good Countermeasure?
– A good Countermeasure will in some way change the current condition or system of work
– If a ‘Countermeasure’ is simply to check the performance of a current system or to re-apply that system, then it will not address the root cause and will not prevent a recurrence of that problem
Countermeasures
• Bad example
– Problem – Part missed
– Root Cause – Operator did not follow Standard Work
– Countermeasure – Instruct Operator to follow Standard Work
Countermeasure
• Better example– Problem – Part missed
– Direct Cause – Operator did not follow Standard Work
– Why? (Investigate; Team Leader talks to Team Member)• “The Standard Work is difficult to remember”
– Why? (T/L observes the Members’ process)• The sequence of operations is not smooth
– Countermeasure – Improve the sequence of operations and retrain the T/Ms who work on this process in the new Standardized Work
Some Good Countermeasure Questions
Problem: “Missed goal due to product mix; changeovers”
Ask: “How did the changeovers go? Were any longer than normal?”
Problem: “Machine broke down; park needed replaced”
Ask: “Why did part break? Does this part break often? Has it been a major pain point? How do we prevent it from breaking again? Add to PM list?”
Problem: “Operator forgot to do X”
Ask: “Is it in the standard work? Is there documentation around how to do X? Should this trigger a standard work audit?”