Process Excellence Architects Strategic Quality Consulting Process Excellence

Process Excellence Architects Strategic Quality Consulting Process Excellence Architects Joseph M. Adams Owner and Process Excellence Architect Business Planning

2 Architecture v Architecture, performed by Architects, is a business in which technical knowledge, management, and an understanding of business are as important as design. v Moreover, the words architect and architecture are used in the disciplines of engineering. v Professionally, an architect's decisions affect user and societal requirements, and thus must undergo specialized training and education, and a practicum for practical experience in order to qualify. v Let us examine 3 similar types of architects: architects of buildings, architects of software, and architects of process excellence. Business Planning

3 A building architect is trained in planning and designing buildings. He translates the building user's requirements of and from a building into a working space and visual presence. An architect also participates in supervising the construction of the building. Business Planning

4 A computer software architect is trained in planning and designing data / information systems. He translates the data / information systems user's requirements of and from the data / information system into an easy-to-use user interface and efficient operating platform. Business Planning

5 Building for Operational Excellence v Design for Customer Satisfaction (Df. CS) techniques, enabling every associate to identify sources of failure in the design, execution, production, or delivery process before they occur. The Df. CS process also allows data and information to flow seamlessly throughout the entire organization Implementing Excellence Business Planning Strategic Planning

6 All organizations have “key” factors to build their operationsaround. Theycompletetheirperformance“. “puzzle” with processes that complete their execution. Management, Leaders Lean Tools and Processes Six Sigma Tools and Processes Predictable Results Business Planning

7 Information Technology as a Strategic Weapon The tools and methods of L 2 – L 5 execution can not only be thought of as interconnected systems, but can be integrated through information technologies. – Strategic Quality has developed and implemented custom; Ø APQP Systems with Ø Corrective Action Systems Ø Quoting Systems Ø MSA / Gage R&R Systems Ø Business Metric Reporting Systems • Single point data entry • Reusable Process Modules • Work Instructions, Checklists / Checksheets automatically completed from FMEAs and Control Plan • Progressive levels of action: PCR, 5 -Whys, CAR, PAR • Dropdown Failure Modes from P/N PFMEAs • Multi-level / multi-type Paretos, Po. NCs • • • Process selection / flow costing Detailed tooling and purchased part costing Customer / lean improvement (yearly) costdowns Quote history / SAE development Customer e-mailed quote data on their form • 2 x 2 x 2 up to 15 x 15 studies Systems utilize MS Excel as the User Interface, calculation engine, and partial Business Rules layer. Data stored in Relational Databases w/ remaining Business Rules. Business Planning

8 Putting the Pieces Together, A Roadmap v “If you don't know where you're going, any road will take you there. ” - Lewis Carroll, Alice in Wonderland v Putting together a smooth operating, performance-benchmark operation is similar to assembling a puzzle consisting of pieces held by engineering, quality, manufacturing, senior management and all the other departments of the organization. “The map to excellence. ” v Every piece is important. It contains data or information that needs to be shared with its adjacent pieces. When the puzzle is completed everyone can see / visualize the overall product. Similarly, every form, process, plan and training of the “quality plan” is necessary to move data / information seamlessly throughout the entire enterprise including the supply chain. This allows for Workflow(s) to be integrated across organizational boundaries, continuous improvement to be performed, and the complete execution of multiple excellence components simultaneously. Ø Since everyone “can see” where their information is coming from the system automatically becomes more proactive. Ø Business Planning

9 The Map to Excellence Quality Tools – Processes & Methods – Toolbox System FMEA Design of Experiments, DOE Design Record Design Review Design FMEA Dimensional Results Parameter (P) diagram(s) Product Reliability Studies Characteristics Matrix V-Model Methods Math Models Design for Assembly, DFA Trial Runs Engineering Specifications Bill of Material Product / Process Benchmarking Functional Block (Boundary) Model Management Review Qualified Laboratory Documentation Schematics Process FMEA Interface Block (Boundary) diagram(s) Management Support Value Stream Mapping, VSM Production Part Approval Process, PPAP Preventive Action Reports, PAR's Initial Process Studies, Cpk of Special Characteristics Checking Aids Design for Experiments, DOE Long Term Process Studies, Ppk of Special Characteristics Quality System Design Verification Plan and Report, DVP&R Segmentation SPC Processing Specifications Control Plan, CP Kano Model Business Plan / Marketing Strategy Assembly Build Variation Analysis Customer Service 4 -Phase Quality Function Deployment, QFD Corrective Action Reports, CAR's Run at Rate Failure Mode & Effects Analysis, FMEA Interrelationship matrices Floor Layout Lean Training System Team Building Process Flow Diagram(s), PFD Design for Manufacturing, DFM Product Quality Timing Plan / Program Management, PMP Authorized Engineering Change Documents Historical Warranty and Quality Information Interface diagram(s) Measurement System Analysis Studies, MSA Gages / Testing Equipment Requirements Sample Production Parts Appearance Approval Report, AAR PDCA Customer Engineering Approval Material Specifications Material / Performance Test Results Records Kaizen Part Submission Warrant, PSW Authorized Engineering Change Documents Work Instructions Mistake Proofing (Poke Yoke, Jidoka) Team Feasibility Commitment Technology Planning Design for Recycling, DFR Customer-Specific Requirements Intraface diagram(s) Assembly FMEA Lessons Learn / Best Practices Retention 5 Whys / 8 D's Engineering Drawings Master Samples Cause-and-Effect / Fishbone (Ishikawa) Diagrams Design for Dis-Assembly, DFd. A Toyota Production System, TPS Purchasing Specifications Business Planning

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