Supervisor Boardwalk & SQDC Management

SQDC Layout

Why do SQDC Management?

• Visualize a Daily “Scoreboard” of ---Safety, Quality, Delivery, Cost

• Engagement and empowerment of Front-Line Employees & Supervision– Engaged: Understand influence on

metrics, good day vs. bad day

– Communication loop with in-process countermeasures

– Empowered: Bring up issues at the boardwalk, change metrics if they are not relevant or are cumbersome

SQDCSQDC

Safety

Practices

Safety

Practices

Productivity

Improvement &

Equipment

Reliability

FlexibilityFlexibility(Short Lead Time)(Short Lead Time)

One-Piece FlowOne-Piece FlowQuick Set-UpQuick Set-Up

QualityAssuranceProcessControlsMistake-Proofing

QualityAssuranceProcessControlsMistake-Proofing

SustainingKaizenResults

TrainedTrained& Motivated& Motivated

Work ForceWork ForceMulti-Process

Handlers

Multi-Process

Handlers

SQDCSQDC

Safety

Practices

Safety

Practices

Productivity

Improvement &

Equipment

Reliability

FlexibilityFlexibility(Short Lead Time)(Short Lead Time)

One-Piece FlowOne-Piece FlowQuick Set-UpQuick Set-Up

QualityAssuranceProcessControlsMistake-Proofing

QualityAssuranceProcessControlsMistake-Proofing

SustainingKaizenResults

TrainedTrained& Motivated& Motivated

Work ForceWork ForceMulti-Process

Handlers

Multi-Process

Handlers

Characteristics of Useful Performance Metrics•2 (+-1) metrics per category

•Visual - Easy to determine over/under goal (score of the game)

•Understood by all, especially shop floor

•Reviewed daily and acted upon

•Includes an improvement target

•Target is linked to business objectives and aligned to plant goals

•Accurately and holistically reflects what physically happens in the process

•Can be updated within 10-15 minutes per person per day

•Pretty boards do not equate to effective boards

Metrics – Selecting the Right Issues to Address

Board Review Sheet (at end of Module)

Exercise

Daily Boardwalk

Daily SQDC Board Tour

Why review the performance boards by area daily?– Make metrics visible and relevant

– To Drive Improvement and focus effort / resources on key issues

• Countermeasures and resources to solve problems

– Three way Accountability Among

• Area Leader

• Management

• Support groups

– Process, not People

• Red does not mean “bad”

Daily SQDC Board Tour

• Frequency: daily

• Duration: 5-7 min/board – 30 min max

• Objectives:

– Review each metric by department for the previous day

– If goals are not achieved, understand reasons and develop corrective actions to prevent this from happening again

– Align resources to help drive daily continuous improvement

Daily SQDC Board Tour

Guidelines:

• Supervisors update charts & present boards

• No general statements, only specific issues

• Always start on time, finish on time

• 100% attention from all participants

• Management and support groups help resolve issues and provide accountability

Role and Responsibilities of the Meeting Leader

• Ensure that the meeting starts on time

• Keep review on track – no sidebars

• Facilitate discussion around missed targets and “bad days”

• Review all actions taken to address issues identified on the Countermeasure Sheets, ensuring follow-up of open Countermeasures.

Role & Responsibilities of the Participants

• Understand what happened over previous period

– Provide evidence of actions where appropriate

– Understand the gap & why

– Define the improvement action

– Fill out and report on Countermeasure sheets

• Understand plan for next period

– Discuss any impediments that may prevent you from hitting today’s target

Countermeasures

Daily Routine for Addressing Issues

FIX (NO COUNTERMEASURE)

DESELECT

TRACK - MORE DATA

JDI - CM

5-WHYS

8D, A3

Potential Countermeasures

Issue Prioritization Options

• Deselect – Not Applicable

• Deselect (for now) and Track information

• Select: Straight to Countermeasure (Just Do It’s)

• Select: Basic Problem Solving Techniques

• Select: Larger / More Complex Issues (Advanced Problem Solving support required)

Writing Good Countermeasures

• What is a good Countermeasure?

– A good Countermeasure will in some way change the current condition or system of work

– If a ‘Countermeasure’ is simply to check the performance of a current system or to re-apply that system, then it will not address the root cause and will not prevent a recurrence of that problem

Countermeasures

• Bad example

– Problem – Part missed

– Root Cause – Operator did not follow Standard Work

– Countermeasure – Instruct Operator to follow Standard Work

Countermeasure

• Better example– Problem – Part missed

– Direct Cause – Operator did not follow Standard Work

– Why? (Investigate; Team Leader talks to Team Member)• “The Standard Work is difficult to remember”

– Why? (T/L observes the Members’ process)• The sequence of operations is not smooth

– Countermeasure – Improve the sequence of operations and retrain the T/Ms who work on this process in the new Standardized Work

Some Good Countermeasure Questions

Problem: “Missed goal due to product mix; changeovers”

Ask: “How did the changeovers go? Were any longer than normal?”

Problem: “Machine broke down; park needed replaced”

Ask: “Why did part break? Does this part break often? Has it been a major pain point? How do we prevent it from breaking again? Add to PM list?”

Problem: “Operator forgot to do X”

Ask: “Is it in the standard work? Is there documentation around how to do X? Should this trigger a standard work audit?”

Questions?