First Edition Dated September, 2000 20
Desire to improve product
performance
Desire to avoid capital asset
purchases due to low margins
Low productivity
Long setup time
Excessive travel
Product complexity
Desire for parts count reduction
Low first-pass yield
Desire to introduce new products
Excessive inventory
Excessive and undesired
variation
Customer complaints
Poorly centered/located
processes for key
characteristics
Low process capabilities
Shortages
Field squawks
Bottlenecks
Excessive overtime
Inability to meet customer
demand
Lack of design for
manufacturability
Leveraging Results
As problems are solved and improvements made, the supplier will often find
that the same or similar improvements can be made in other areas of the
company. By leveraging improvements in a systematic manner, the value of
improvements can be magnified.
Structured Approach
Improvement projects should follow a sound, structured approach. The usual
“firefighting” method must be avoided. An analytic approach that leads to root
causes of problems and permanent solutions must be established in its place.
The corresponding intensified activity will, in the long run, reduce costs,
improves quality and increase customer satisfaction.
A structured approach to working projects is found in figure 2.2. A more
detailed step-by-step approach is found in figure 2.3. Well-structured methods
such as Lean Manufacturing, AQS, and Six Sigma are examples of effective
approaches to improvement.
Key Characteristics
The structured approach to process and product analysis usually results in
the identification of product or process characteristics or process parameters
whose variation is particularly harmful to the company or its customers. When
this occurs, the supplier should label these characteristics or parameters as
key and proceed according to Addendum 1, Sections 4.2 through 4.4.
