德勤-供应链管理

IntroductionTemplateDefinitionTheQualitytemplatecontainstwothemesthatwillbeusedtodeterminethedegreetowhichqualityisaproblem,thecostofqualityproblems,andthedriversofthequalityproblems.ThetwothemesthatareusedtodeterminethisinformationareProductandProcessQualityandContinuousImprovement.WhyisitImportanttotheSupplyChain?Theimportanceofqualityproductsandprocessestothesupplychainisrepresentedinbothstrategicandtacticalareas.Thestrategicimportanceofqualityisdefinedbyanorganization’scompetitiveenvironment.Thecompetitiveenvironmentmaydictatethelevelofqualitythatisrequiredtomerelybeaviablecompetitororthecompetitiveenvironmentmayallowtheorganizationtousequalityasastrategicdifferentiator.Thetacticalimportanceofqualityisdefinedintermsofthecostofrejects,rework,andscrapandindisruptionstooperationsresultingfromqualityproblems.QualityTemplateIntroductionThemeDescriptionsProductandProcessQualityTheProductandProcessQualitythemeconsistsofthreemainsteps.First,thethemewilldetermineifqualityproblemsexistandtheextenttowhichtheyexist.Second,thethemewillquantifythequalityproblemsintermsofcosttotheorganization.Third,thedriversofthequalityproblemswillbeidentified.ContinuousImprovementTheContinuousImprovementthemeisusedtocomparetheorganization’squalityprogram(s)tothecharacteristicsofaformalcontinuousimprovementprogram.Achecklistcontainingthecharacteristicsofacontinuousimprovementprogramwillbeusedtoconductthisassessment.AnalyticalWorksteps1)Collectthefollowingdataforakeyproductlineforadefinedperiodoftime(e.g.1year) -Scrap(Wasteproducedduringmanufacturingprocess) -Reject(Productthatdoesnotmeetqualitycriteriaandcannot bereworked) -Rework(Productthatdoesnotmeetqualitycriteriabutcan berepaired) -Productionvolume(unitcostxunitsproduced)2)Calculatethenon-conformancerate Non-conformancerate= ($scrap+$rework+$reject)/$productionvolume3)Graphtheresultsofthethenon-conformancerate calculation.EXAMPLEA14)Analyzethisdataforindicatorsofproblems.Typicalquestions toaskinclude: -Isthenon-conformanceratestable,trendingup,or trendingdown? -Howdoesthenon-conformanceratetrendcompare totheproductiontrend?QUALITYA. ProductandProcessQualityCRITICALQUESTIONSWhatisthemagnitudeofproductandprocessqualityproblems?Whatisthecostofnon-conformance?Whatarethedriversofnon-conformance?EXAMPLEA1QUALITYA. ProductandProcessQualityEXAMPLEA25)Basedontheproductlineidentifiedintheprevioussteps,collectthefollowingdata:acceptableunitsoutputbyworkcenter(WC)totalunitsoutputbyworkcenter6)Calculateworkcenteryield Yield=acceptableunitsoutput/totalunitsinput7)Createaprocessmapdepictingtheprocessandtheyieldateachworkcenterintheprocess.Inspectionpointscanalsobedepictedonthisflow.

8)CalculatetheCumulativeFirstPassYieldfortheprocess. FPY=YWC1xYWC2xYWCn EXAMPLEA29)Collectthefollowingdataforeachworkcenteroftheproductlineidentifiedintheprevioussteps -laborcost -materialcost -overheadcost -yield(usethedatacollectedintheprevioussteps)10)Calculatetheperunitcostbyworkcenterafteraccountingforyieldloss ActualUnitCostperWorkCenter= (labor+material+overhead)/workcenteryield11)Determinethedifferenceinunitcostbeforeyieldlossandafteryieldlossateachworkcenter.Theworkcenterswiththelargestcostvariancehavethegreatestpotentialforimprovementinthereductionofcost.Beawarethatthehighestyieldloss(%)maynothavethelargestcostimpact.EXAMPLEA3QUALITYA. ProductandProcessQualityEXAMPLEA312)Collectthefollowingdatafortheproductlineidentifiedintheprevioussteps. -#ofUnitsInput -FirstPassYieldrepresentedasAcceptableProductOutput(fromprevioussteps) -UnitCost(beforeaccountingforyieldloss)(fromprevioussteps) -AnnualProductionVolume(fromprevioussteps)13)Calculatetheperunitcostafteryieldistakenintoaccount. ActualUnitCost=(#ofunitsinputxunitcost)/#unitsacceptableoutput14)Annualizetheactualyieldloss(total$)forthegivenproduct. (unitcostafteryieldloss-unitcost)xannualsalesvolume15)Identifythecostimpactduetoincrementalyieldimprovements.EXAMPLEA4Notes:-Thecostsassociatedwithqualitycanalsoberepresentedusingtheinternalnon-conformancerate. -Thecostofyieldlosscanalsoberepresentedintermsoftherevenuelostdueto areductionintheoutputofthefacility. -Yieldlosscanalsocontributetointangiblecostsaswell(e.g..lower customersatisfaction,reducedcustomerloyalty,andlostcustomers.)EXAMPLEA4QUALITYA. ProductandProcessQualityActualunitcostcalculatedtoaccountforyieldloss (1,000x$10.00)/651=$15.36perunitAnnualcostattributabletoyieldloss ($15.36-$10.00)x100,000units=$536,000EXAMPLEA5QUALITYA. ProductandProcessQuality16)Investigatethedriversofyieldloss.Collectsystemgeneratedreportsonqualityissuereasoncodes.Ifthisinformationisnotavailable,developasamplingprogramtotracktheyieldlossdriversforapredeterminedperiodoftime.Requestoperatorstotrackthenumberofoccurrencesassociatedwitheachyieldlossdriverinalogbook.17)PlotthesedriversinrankorderasapercentageoftotalyieldlossEXAMPLEA5QUALITYA. ProductandProcessQualityEXAMPLEA618)Basedonthemajordriversofyieldlossidentifiedinprevioussteps,performacauseandeffectanalysis.Toconductacauseandeffectanalysis:19)Placethemainproblemunderinvestigationinabox.20)Conductagroupworkingsessiontoidentifyallpotentialsourcesoftheproblem.21)Sorttheidentifiedproblemsinto4-6majorcategories.22)Constructthecauseandeffectdiagrambycreatingthemainbrancheswiththemajorcategoriesandthenpositionalloftheidentifiedproblemsonsub-branches.EXAMPLEA623)Ensurethatthecauseattheendofeachsub-branchisspecific,measurable,andcontrollable.Tips:-Ensurecauses,notsymptoms,areidentified.-Keepaskingiftheidentifieditemhasa“rootcause”driveruntilnolower levelcanbeidentified-Self-adhesivenotescanbeusedtoconstructthediagramHigh-levelviewMaterialsbranchdetailedview1)Requestdocumentationdescribingtheorganization’scontinuousimprovementprogramanddocumentationofrecentimprovementsinitiatives.2)Interviewtheappropriatepersonneltounderstandtheorganizationscommitmenttocontinuousimprovementinitiatives. -ChiefOperatingOfficer -VPofQuality -VPofManufacturing -LineOperators3)Assesstheeffectivenessoftheorganization’squalityprogramsusingtheContinuousImprovementChecklist.EXAMPLEB14)Identifythestrengthsandweaknessesoftheorganization’scontinuousimprovementprogram.EXAMPLEB1CRITICALQUESTIONSWhatarethestrengthsandweaknessesoftheorganizationsqualityprograms?QUALITYB. ContinuousImprovementEXAMPLEB1(continued)QUALITYB. ContinuousImprovement4)Identif