iSixSigma

8Ds

Viewing 5 posts - 1 through 5 (of 5 total)
  • Author
    Posts
  • #28850

    Eileen Beachell
    Participant

    Roy,
     
    You are correct. There exist numerous strategies for problem solving. Which is the best one? Hard to say. If the management is directly involved and supportive, progress will be made whatever you use. If they aren’t involved, most will eventually fail.
     
    In general, a company cannot hope to improve without a systematic approach to the product and core processes. It really has to go beyond problem solving. If a company has broadly implemented Six Sigma, has a disciplined process quality planning (DCP, AQP, product control plans, and process control plans) and a management system for reviewing the critical characteristic measures (Quality Operating System (QOS), dashboard, etc.), then I believe they have a reasonable start.
     
    What added value does SS have above problem solving? That depends. Most companies I have worked with, use SS mainly on problem solving. Once the documented savings are achieved, they are off to a new assignment, new team, different product, etc. There is little constancy of purpose. The driver for most companies selecting the SS projects, is the amount of business dollars saved. This is not often the case in a problem solving effort. Although dollar amount could be estimated, usually companies following a problem solving methodology are more focused on working to eliminate the problem whether it is the highest dollar return for the effort – it just needs to be done.
     
    Here’s an example. I worked with a company that had built a new plant for producing metal for the hoods for the automobile companies. I was hired by the President to optimize the production line for metal properties. When I arrived, there were 50 engineers – process and machine builders working on this line. The problem was that they were unable to run a coil of metal through the line without breaking the metal strip – this caused substantial downtime. In addition, the engineers could not tune the line. The engineers had used up most of the raw material in just trying to get the line to operate. The schedule had slipped by almost 2 months and now they were in jeopardy of shutting numerous automotive assembly plants. Time was of the essence. No one stepped back and suggested this as a Six Sigma project nor as an 8D. They just knew that something different than the tweaking the engineers were doing was required. They asked me to help them. There was no cost assessment or decision by the company that this was the highest dollar savings to the company, it simply needed to be done. I selected the team I needed and setup appropriate studies to understand the process and get the line operating. I could write it up and force fit it into a Six Sigma project or an 8D after the fact. But, it was really driven by the basic need to understand and define the process. There were no warranty or customer complaints driving the process work.
     
    Eileen Beachell
    Quality Disciplines

    0
    #72525

    Roy Calderon
    Member

    Ms Beachell: I share your approach… get the problem solved, avoid recurrence, show me results… don’t care about the name of the methodology.
    Thank you for your comments.  It would be great if you could share your experiences and knowledge about the different methodologies (pros & cons, success stories, pitfalls to avoid) with all of us as an article.
    Thank you again
     
    roy
    [email protected]

    0
    #75405

    Carla
    Participant

    I have been struggling with converting a ‘product’ control plan with a ‘process’ control plan.  Do you know of any templates or do you have any documents that describe the difference between the two control plans.
    Carla

    0
    #75415

    Eileen
    Participant

    Carla,
    I’m not sure what you are asking. The product control plans usually focuses on the product characteristics (usually final). The process control plans drive the focus to the process variables that influence the product characteristics. The process control plans help to move the effort towards prevention vs. detection. I have templates of both as well as documents. If you send me your email address, we can talk outside this forum. My email is: [email protected]
    Eileen
    Quality Disciplines

    0
    #75438

    RR Kunes
    Member

    Eileen I’m sorry that you feel the way you explained your philosophy regarding six sigma. Your experience seems to be limited to a narrow band of individuasls misusing the six sigma methodology that does not surprise me as every consultant out there attempts to put their spin on the process and usually distorts the original intention of the six sigma process.
    8D’s, Seven Steps, five steps…… They are all six sigma without the discipline of proper tool usage. 

    0
Viewing 5 posts - 1 through 5 (of 5 total)

The forum ‘General’ is closed to new topics and replies.