You might like to use the 6 point structure a roadmap

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Unformatted text preview: records that show how well your department is performing against its targets. b. Work records that will help to build up a picture of the overall situation of the company. c. Daily job results records that will help indicate abnormalities as early as possible. Achievement records 2. Keep records of what your employees have achieved in the different production processes, and compare these with the plans. Achievement records should include: a. How much work has been done. b. The ratio of defects. c. Records of quality characteristics. d. The cost of the work. e. How successfully deadlines were met. f. The department’s safety record. g. The level of employee morale. 3. When your department’s actual achievement differs greatly from what it planned to achieve, then corrective action should be taken. Corrective action will be much easier to take if all this data is converted into tables and figures. It is also a good idea to put control charts and graphs on display so that everyone can easily see the level of work achievement and can compare this with the plan. Figure 3.9a Transitions in quality records Work records 4. Work records are important to: a. Give a clear picture of the present situation of the company. b. Provide input for decisions about the future direction the company should take. 5. They include: a. The names of products. b. The name of the work and a description of the work. c. The dates when work was started and completed. d. The facilities and equipment that are being used. e. The names of employees. f. The working conditions. Unit 3 - Managers: Managing Systems 26 A Roadmap to Quality UNIDO unit 3.qxd 3/10/05 12:51 PM Page 27 g. The presence or absence of abnormalities. h. The handling of any abnormalities, and the results. Store all records for a fixed period of time and in fixed locations where they will not be damaged or lost. 6. Work records can be used to assess: a. The company’s process and manufacturing capabilities. b. Its quality standards. c. The control limits. 7. These assessments will then help with planning future production, because they will show: a. Optimal manufacturing conditions. b. Factors that affect quality. c. The causes of abnormalities. Daily job result records 8. Daily job result records are especially useful in helping employees to quickly recognise abnormalities and take immediate action to deal with them. For this purpose, keep the records up to date on a daily basis, and arrange them so that they are easy to inspect. Figure 3.9b Check sheets Discussion The following questions ask you to think about how the ideas in the text could be applied in your company. Some of the ideas may not be relevant to you. Concentrate on those that are relevant. Keep notes of your conclusions – you will need them to prepare your action plan afterwards. Where appropriate ask yourself the RADAR questions. Note: Always include in your discussion any figures referred to in the text, if you feel these are relevant to your company. a. Do you know how well your department is doing? Do you keep records of what employees have achieved? Or any other kind of work records? If yes, where do you feel your record system needs to be improved, if at all? If you do not keep records, what benefits do you think they would bring? b. This text presents three types of records that you can keep. Apply the RADAR questions to all of them, and decide what kind of records would be most useful for you. Consider in particular how: i. Such records would help your department to make these assessments. (parag. 6) ii. These assessments would help you to plan future production. (parag. 7) iii. Daily job results would help you to quickly recognize abnormalities. (parag. 8) Action plan Take the ideas you have found useful in the text, and in your discussion, and present them in a well-structured plan for introducing improvements in your company. You might like to use the 6-Point Structure. A Roadmap to Quality 27 Unit 3 - Managers: Managing Systems UNIDO unit 3.qxd 3/10/05 12:51 PM Page 28 3.10 Take a systematic approach to making improvements Introduction 1. Whether ideas for improvement come from suggestion schemes, QC circles or elsewhere, you should take a systematic approach to selecting themes for improvement, monitoring their progress and quantifying the results: a. Use statistical techniques. b. Introduce the PDCA cycle. c. Review your approach to improvements. Use statistical techniques 2. Use statistical techniques, graphs and tables to select themes for improvement, to monitor the progress of improvements, and to quantify the results. This will provide much more effective control of improvements, and will have the added advantage of giving employees a much more concrete sense of what is going on, and of the benefits that improvements will bring. a. To begin with, select improvement themes according to the level of improvement they can be expected to bring. Take into account the balance between the time required for a solution, the costs, and the savings that the improvements are expe...
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