Question

Easy Pickens INC supplies contract manufacturing services to contract many mining firms and is lacking in quality improvement efforts, You have been assigned as a lean six project manager to improve the process. write a project charter and discuss what information you would need to collect in order to perform the improvement project. How might DMAIC process be used to systematically tackle this project? Also discuss what tools you would most likely use in the project. Create a Project charter. ie (the business case, problem and goal, scope, milestones and roles)

Answer 1

The define, measure, analyse, improve, control process also known as DMAIC clearly defines the five stages which constitute the process. The process is applicable for situations which require quality monitoring and control and are data driven. It is an essential part of the Six Sigma initiative but the tool can be also used as a standalone procedure and implemented effectively for improvement of quality of output generated through continuous monitoring, and implementation of improvement and effective control measures. It is a problem solving methodology utilised for implementation of Lean Six Sigma and has proved its efficacy in optimising output as well as reducing wastages through continuous monitoring and immediate reaction through improvement and control cycle. It results in optimal output for the given fixed input parameters.

For any business improvement process to be implemented the first step is the identification of the performance gap by reviewing through analysis and diagnosis because of a performance gap resulting in below optimal output. The next step is to identify solutions which are optimally suited to the identified process, prioritize the solutions bike repairing and implementation plan. Implementation requires to ensure that the plan is successfully put into action and adhered to along with change management required for transition to the improved process by all concerned successfully, by adequate use of strategy, policy, enhanced working practices, better supervision, training and adoption of latest technology for improving quality of output and increasing efficiency. The final step pen a business improvement process is to ensure perpetuation through continuous improvement being adopted as an ongoing lifelong approach rather than a one time application. Continuous improvement process aims to optimise every process within an organisation by maximizing operational efficiency by implementing a system of constant evaluation and subsequent action which coexist and the inbuilt to the maximum extent possible. it also consists of constant revision of standard and goals to ensure that the bar is raised continuously for improvement to be generated and stagnancy avoided by meeting set standards which may no longer be optimal with increased efficiency.

The requirement is for improving quality by identification of the gap and utilising but the DMAIC process implementation for quality management.

Defining the gap for implementation of quality improvement requires data on all operational processes of the organisation. Since it is a mining contracting firm the effectiveness and efficiency of the operating equipment becomes a major factor for quality output and requires to be analysed availing knowledge of all the utilised equipment, the condition of the equipment, the efficiency and output, comparative performance of other equipment available and whether the equipment is of latest technology within the segment, the cost benefit analysis for making a transition to improved equipment wherever necessitated, the operational effectiveness of the equipment as a whole in achieving the desired results within the specified time period for a given project, with comparison of performance of other organisations on similar project and identification of differences within the equipment resulting in different efficiency levels. Dada major input is human resource required for management of operations and equipment which is a major factor for generating optimal quality output. Similar inputs need to be obtained for all employee performances and subjected to comparative and critical analysis for identification of performance gaps and the areas requiring focus and implementation of improvement to achieve optimal quality. Adequate data of historical performance of entire operations of the organisation which segregation of performance of machinery and manpower needs to be acquired PO analysis to arrive at important decisions for successful quality improvement through rational decision making. The entire process maps of the operations need to be acquired to be able to define the gap adequately, understand absolutely the entire process to be able to design accurate strategy for implementation of quality improvement and also identify improvements that may be required within the process itself to achieve optimal quality.

The results obtained from measurement of the present operational efficiency will provide a clear indication of the areas requiring implementation of quality improvement and also the level of improvement required. This measurement data required to be analysed par formulation of not only the strategy to be implemented for quality improvement but also the benchmarking to be adopted. The existing performance levels will decide the Benchmarks to be fat as the goal should be achievable in a stepwise manner rather than impossible to achieve goals which render the entire process ineffective aunty motivating for all involved. For example if the organisation is it a basic performance level with no clear maintenance strategy existing for equipment management with breakdowns occurring often, no clear process and organisational structure available for fulfillment of staffing needs optimally through clear allocation of shifts with well defined job profiles, adequate long-term analysis is not performed while acquisition of new equipment or upgradation of Technology, and the spare parts quality and availability or optimising inventory and availability of specialised maintenance staff are not being utilised. for an organisation requiring extensive quality improvement in every process cannot be expected to make a shift to the expert a best practice level at one go but needs to be put through a transition through level 3 and 2 before achieving the goals of being a lean Enterprise with optimal performance and quality of output.

Analysis once complete will provide a perfect understanding of existing performance and optimal performance achievable under the given constraints of equipment and manpower capacities. Results of this analysis will help to set the required targets bye benchmarking after consideration of the theoretical and design limits of equipment and manpower the repeated best performance achieved an adequate observations and trial run for the benchmark set and achieving consensus of the management for setting standards and targets to be achieved for quality in every process.

Once the standards have been set along with the strategic plan for measures of improvement to be implemented based upon an in-depth understanding of the current operating levels and situation, room prioritised sector performance indicators that create and drive value within the organisation, with clear specification of standard limits and targets for the highest value key performance indicators as identified through the process of analysis. Standard work requires the documentation of the benchmark existing for the practice whether it is a task or process. the major requirement for this documentation is it needs to be effectively communicated to every individual involved with the task for process and ensure absolute comprehension reporting diagrams, images or details. Continuous improvement requires a foundation of baseline from which it needs to map a strategy for achievement of set goals which signify improvement.A comprehensive action plan for improvement consists of well understood actions for each individual along with delegation of authority and accountability with the milestone to be achieved. the Action Plan needs to be adequately flexible for continuous improvement by allowing for integration of new ideas into the master plan for every unit and process. The implementation of the entire processes prioritise on the basis of potential value and ease of implementation with the easiest to implement improvements generating highest potential value to be prioritised on an immediate basis. It also requires redesigning of current to have adequate coordination with new activities and responsibilities. Effective and successful implementation requires inclusive management with involvement of all stakeholders and acquiring the cooperation and consensus by ensuring understanding and commitment to goals and plans among all relevant managers.

The control process required an ongoing monitoring and tracking system to be implemented to ensure full implementation and successful transition with adherence to new standards established. This needs to be achieved through tracking of key performance indicators and actions with regular review meeting analysis of the results with effective control through modification why identification of gaps in achieved performance as compared to planned performance with corrective action being immediately implemented.