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Re Dead or Alive?

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  • #44162

    Frustrated
    Participant

    I am working on a BB project to increase efficiency on the robot weld cell. Through data collection and pareto charts we have determined the biggest hitter for inefficiency is tooling adjustments and mechanical set ups. The tooling adjustments are due to variation in stamping component (not fitting the check fixture) and variance in within the two fixtures on the cell. Also the  mechanical downtime is due to fault resets which have factors of their own.
    The supplier has basically told us they can’t ship us in-spec parts and if we like we can take the die elsewhere. Bascially due to the fact that they are under the impression they are going to be replaced as a supplier. The mgmt directive is to live with the supplier’s parts and don’t rock the boat. The maintenance department doesn’t want to fix their issues and they are saying get the supplier to fix the componenets first. On top of this the core team is given other responsibilities that are more important (according to them) and they don’t have time to give to this project.
    I am lost and don’t know where to go from here. All I have is the base line, pareto charts showing the issues but not one to work on the issues.
    What should I do or don’t do?
    Thanks
    Frustrated

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    #141128

    Heebeegeebee BB
    Participant

    Sounds like a lack of testicular fortitude on the part of your management.
    In light of the fact that there is no genuine Management support for this effort, I’d document your concerns thouroughly in an Executive Summary (warts, pimples and all to ensure you are protected) and whip out the “Project no-start” card.
    It’s not right, fair or the smart decision by mgmt, but, unfortunately, it is reality.
    Kill it and move on.

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    #141129

    Frustrated
    Participant

    Thanks!
    What is “project no start” card?

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    #141130

    Haugen
    Participant

    Two specific tools that should fix your problem:
    1.Project Champion
    2. Project Charter
    Take them out and use them.

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    #141132

    Rodders
    Member

    Sorry to hear that..
    Management support is vital for project sucess.
    Ill take it that “project no start” is your verdict on the project future. Like the previous post mentioned, ensure that the “no start” decision is acompanied by a reasonable explanation from the team.
    Regards and best of luck
    Rodders

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    #141133

    Heebeegeebee BB
    Participant

    It’s a figure of speech.   It’s a soccer(football)  reference.   The referrees carry a yellow card and a red card.   The yellow card is used to warn for a foul, the red to announce an ejection from the game.
    The project no-start card is called for here.
    Jimh mentioned leveraging the charter/contract…true. true.   That would be your yellow card.
    The PN-S card is your red card.  Be prepared to explain the reasons for doing so based on facts and data (dollarized, if possible) that show the impact of not doing the project.   Detail the lack of Management priority and kill it.
    I recently waived the Project no-start (yellow) at a Sr. VP…He “Came to Jesus” and got with the program.   It worked out.   Sometimes it doesn’t.   A BB/MBB needs to have the guts (and the data to back) such a move.

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