Your supply chain is in disarray. What are the best quality management tools to get it back on track?

As a Quality Management professional, I belive that the most possible way of improving quality is Process Approach, quality output (product) is a result of consistent process quality. Process mapping is a versatile tool used in various fields such as business process improvement, project management, and quality management. Process mapping is a visual representation of a sequence of steps or activities involved in a process. It helps organizations understand, analyze, and improve their workflows. The primary goal of process mapping is to provide a clear and detailed overview of how a process works, including its inputs, outputs, decision points, and interactions between different stages.

I always use the Process Mapping and Value Stream Mapping as my visual tool. Process mapping and value stream mapping are tools used to visually map out the flow of materials, information, and activities within the supply chain. These tools help identify inefficiencies, bottlenecks, and opportunities for improvement in processes and workflows. Hope it helps.

Supply Chain issues have picked up greater visibility ever since the pandemic. If you're seeing issues, the best tool is a frank face-to-face discussion with your key suppliers. You still need the details, including pareto charts, cause/effect etc. However, these are not a substitute for a sit down and sharing / discussing the issues. In addition to this, an escalation process is key that is understood by all parties. And last, monitoring. Without monitoring (supplier quality controls) in place, the risk of recidivism stays high

Process mapping is a great tool for cross-functional teams to understand the basic steps of a process. As the team documents these steps with software such as Visio, the potential or known failures where deviations occur can be seen. Process mapping is utilized in tandem with a FMEA or cause and effect diagram. The 6Ms cause and effect diagram (Man, Materials, Machine, Mother Nature, Methods and Measurements) will assist in determining process failure root cause types.

La cartographie des processus est un outil précieux pour visualiser les entrées, les sorties, les différentes étapes et les parties prenantes impliquées dans un processus. Elle permet de détecter efficacement les anomalies tout au long du déroulement du processus, offrant ainsi une vue d'ensemble claire et structurée pour une meilleure gestion et optimisation des opérations

An Ishikawa chart, also known as a Fishbone Diagram, is a visual tool used to identify potential causes of a problem or effect. The 4M model, consisting of Man, Machine, Material, and Method, is a common framework used in quality management to categorize potential root causes. However, this brainstorming tool only can list down the POSSIBLE cause, not the root cause. Root cause need further investigations..... Cheers.

Les analyses des causes à effets, telles que la méthode Ishikawa, communément appelée diagramme d'Ishikawa ou diagramme en arête de poisson, offrent une approche systématique pour identifier les véritables sources des problèmes. Cette technique permet de visualiser les différentes catégories de causes potentielles qui peuvent contribuer à un problème spécifique, aidant ainsi les équipes à cibler efficacement les domaines nécessitant une intervention pour remédier aux problèmes et améliorer les processus. En plus de la méthode Ishikawa, d'autres techniques d'analyse des causes à effets incluent l'analyse 5 pourquoi et le diagramme de Pareto, offrant une gamme d'outils pour une résolution efficace des problèmes

Items to consider when developing Fishbone Diagram 1) Use brainstorming Objective is as many ideas as possible. Not to give any negative comments when ideas are given After that team can review one by one to determine acceptable or not, by looking at any evidence eg records, input from persons in charge etc 2) Ensure the causes are specific, avoid phrases like ‘not following SOP’ rather which sentence in the Standard Operating Procedure that is the cause 3) Sometimes team gets into an argument whether should it be under ‘method’ or ‘man’ ; don’t get involved in such petty stuff just list the cause 4) Using 4M and 1E may may not be useful for non technical, eg HR or Sales problem instead use suitable sub topics, can use affinity diagram

Essa ferramenta ajuda a identificar as causas raízes dos problemas na cadeia de suprimentos. Permite organizar e analisar as causas potenciais de um problema de forma visual e sistemática. é importante também ter em mente que a implementa??o de qualquer ferramenta de gest?o da qualidade exige tempo, esfor?o e compromisso.

Uma ferramenta útil e de fácil uso, avaliando o cenário no Gemba. é intuitivo, e exige o envolvimento da equipe, sendo um representante de cada área, a fim de levantar todas as potenciais causas para o problema. Importante cada participante, validar/testar as prováveis causas de sua área (produ??o, processo, qualidade, logística, manuten??o,etc...), para encontrar a causa raiz do problema. As vezes n?o é possível, mas com a análise de causa e efeito você pode atuar em causas potenciais, a fim de evitar a recorrência do efeito.

to add up, these are the benefits of Control Charts: 1) Early Detection of Process Changes: Control charts provide early warning signals when the process exhibits special cause variation, allowing organizations to take corrective action before issues escalate. 2) Improved Process Understanding: Control charts help organizations understand the inherent variability in their processes and distinguish between common cause and special cause variation, facilitating more informed decision-making. 3) Data-Driven Problem-Solving: Control charts enable organizations to use data to identify root causes of process variation and implement targeted solutions for process improvement.

Les cartes de contr?le sont des outils essentiels dans la gestion de la qualité. Elles permettent de surveiller et de contr?ler la stabilité et la performance d'un processus sur une période donnée. En affichant les données collectées au fil du temps, les cartes de contr?le permettent aux équipes de repérer rapidement les tendances, les variations et les écarts par rapport aux normes établies. Grace à ces informations, les entreprises peuvent prendre des mesures correctives et préventives pour maintenir la qualité du processus et éviter les défaillances.

X-bar and X-s are used for variable data whereas p, np, u and c charts for attribute data X-bar R is used when sample subgroup sample size is 10 or below, above 10 then X-bar s chart is used Some things to consider for X-bar R chart are - ensure parameter monitored is critical to process/customer - minimum 100 data to determine control limit - bigger sub group size if expected variation is very small, max 10 - sub group frequency should be more frequent at the beginning and less frequent if process is stable, purpose is to able see process variation - once control limits have been determined, control chart can be used to monitor any special cause, action to be taken if out of control, as per the Western Electric Rules

Control charts, also known as Shewhart charts or process-behavior charts, are valuable tools in quality management and can be particularly useful in the context of supply chain improvement. It provide a visual means to monitor process stability and detect variations. They distinguish between expected and unusual fluctuations, enabling proactive identification of issues and facilitating data-driven decision-making. By setting upper and lower control limits, these charts establish benchmarks for process performance, guiding corrective actions when deviations occur. Control charts support continuous improvement in supply chain efficiency and reliability by aiding in the proactive management of key processes.

Os gráficos de controle s?o ferramentas estatísticas poderosas que auxiliam na gest?o da qualidade ao monitorar e analisar a variabilidade de um processo ao longo do tempo. Através da visualiza??o dos dados, é possível identificar padr?es, tendências e anomalias, permitindo a??es proativas para prevenir falhas e garantir a qualidade dos produtos ou servi?os Etapas para utilizar gráficos de controle: 1. Definir o tipo de gráfico 2. Coletar dados 3. Construir o gráfico 4. Definir limites de controle 5. Analisar o gráfico 6. Monitorar o processo continuamente Os gráficos de controle s?o ferramentas valiosas.A utiliza??o de gráficos de controle contribui para a melhoria contínua da qualidade, aumento da produtividade e redu??o de custos

Management can address issues identified through a Pareto chart by implementing targeted improvement efforts focused on addressing the root causes of the most significant problems. I use Pareto chart mainly to prioritize Improvement Efforts, via 2 steps: step 1: Identify the top categories (the "vital few") that contribute to the majority of the issues, as highlighted by the Pareto chart. step 2: Prioritize improvement efforts to focus on addressing the root causes of these high-priority categories.

A Análise de Pareto, também conhecida como Regra 80/20, é uma ferramenta poderosa para a gest?o da qualidade, permitindo identificar e focar nos poucos fatores que causam a maioria dos problemas. Essa técnica ajuda a otimizar o tempo e os recursos, concentrando esfor?os nas áreas de maior impacto para a qualidade do produto ou servi?o. Princípio fundamental: Na gest?o da qualidade, a Análise de Pareto Identificar os principais problemas que afetam a qualidade: Defeitos, Reclama??es, Custos da qualidade, Priorizar a??es de melhorias. Através da identifica??o e prioriza??o dos problemas mais críticos, as empresas podem direcionar seus esfor?os de forma eficiente, alcan?ar melhores resultados e aumentar a satisfac?o dos clientes.

A análise de pareto é essencial para medir os processos e também para verificar potenciais falhas. Deve ser utilizada periodicamente e analisada posteriormente pela equipe gestora.

In the supply chain industry, Pareto Analysis is a strategic tool applied to identify and prioritize critical issues for focused improvement efforts. By utilizing the Pareto Principle to isolate the 20% of factors causing 80% of disruptions, organizations can streamline their approach to supplier management, inventory control, order fulfillment, customer satisfaction, demand planning, transportation logistics, risk management, and quality control. This targeted application of Pareto Analysis enables supply chain professionals to address high-impact areas efficiently, optimize processes, and enhance overall resilience and efficiency in the supply chain.

Pareto Analysis: Focusing on the High-Impact Issues Don't get overwhelmed by a million problems! Pareto Analysis helps you prioritize the 20% of issues causing 80% of the pain. Focus on tackling these first for a quick and impactful improvement in your supply chain's health.

I quote an example applied in my factory. By applying the PDCA cycle to reduce machine downtime, the manufacturing facility was able to achieve significant improvements in productivity and operational efficiency. Through careful planning, implementation of preventive maintenance measures, monitoring of performance metrics, and ongoing analysis and adjustment of processes, the facility successfully reduced machine downtime by 50% within the specified timeframe. The PDCA cycle provided a structured framework for identifying opportunities for improvement, implementing changes, and driving continuous improvement initiatives, ultimately leading to enhanced overall performance and competitiveness in the market.

The Plan-Do-Check-Act (PDCA) cycle is a systematic and iterative approach to continuous improvement. In the planning stage, objectives and processes are outlined, followed by the execution of the plan in the "Do" stage. The results are then checked against established goals in the "Check" stage, where data is collected and analyzed. Based on the findings, adjustments are made in the "Act" stage to refine processes and improve outcomes. This cyclical method ensures ongoing enhancement of processes and outcomes, making PDCA a fundamental framework in quality management and continuous improvement initiatives across various industries.

O PDCA, também conhecido como Ciclo de Deming, é uma metodologia fundamental na gest?o da qualidade para a melhoria contínua de processos, produtos e servi?os. Essa ferramenta, desenvolvida por William Edwards Deming, se baseia em um ciclo de quatro etapas interligadas: Planejar, Fazer, Checar e Agir. O sucesso do PDCA depende do engajamento da alta gerência e da participa??o de toda a equipe. A metodologia deve ser aplicada de forma cíclica, buscando sempre a melhoria contínua. O aprendizado e a adapta??o s?o fatores chave para o sucesso do PDCA.

é a ferramenta mais poderosa na minha opini?o, Se você aplicar corretamente o PDCA, com certeza irá ter resultados positivos..

Plan-Do-Check-Act Cycle: Continuous Improvement is Your Compass Think of the Plan-Do-Check-Act (PDCA) cycle as your continuous improvement compass. It guides you through a structured process of: Planning: Identifying problems and crafting solutions. Doing: Implementing the solutions. Checking: Evaluating the results. Acting: Adjusting your approach based on your learnings. Remember, these are just a few tools in your quality toolbox! Experiment, combine them, and tailor them to your specific supply chain challenges.

Use ?????????????? ???????????? ???? ?????????????????? ???????? ?????????????? ?????????????? & ???????????????? ?????? ?????????????? ?????????????????????? & ?????????????? ????????????????????????????. ???????? ???? ?????????????? ????????????: It's an advanced business analytics tool that provides process analysis capabilities to discover (visualize), analyze & monitor business processes in corporate IT systems It aims to improve process efficiency and understanding of processes by gaining a holistic understanding of their end-to-end processes & identifying major bottlenecks/variations, as well as the overall health of that process. Using its advanced AI algorithm, we can also identify automation opportunities in the process.

I quote an example applied in my factory. By applying the PDCA cycle to reduce machine downtime, the manufacturing facility was able to achieve significant improvements in productivity and operational efficiency. Through careful planning, implementation of preventive maintenance measures, monitoring of performance metrics, and ongoing analysis and adjustment of processes, the facility successfully reduced machine downtime by 50% within the specified timeframe. The PDCA cycle provided a structured framework for identifying opportunities for improvement, implementing changes, and driving continuous improvement initiatives, ultimately leading to enhanced overall performance and competitiveness in the market.

Other root cause analysis tools to consider are - 5 Why analysis To see whether it makes sense or not, after developing 5 why analysis, start from the back and go to the start 5 why analysis can consider - why defect happened - why defect was not detected - why system failed , systemic cause - Relations diagram - Tree diagram - Flow chart analysis

Acredito que todas essas ferramentas est?o disponíveis e se forem utilizadas periodicamente e sistematicamente retornará avan?os efetivos na qualidade. Uma pontua??o importante s?o os treinamentos... apesar de serem simples, as pessoas ainda tem dificuldade de chegar a causa raiz dos problemas... Uso diariamente os 5 porquês para conseguir chegar a causa raiz do problemas, para ent?o somente aplicar ferramentas como por exemplo o Ishikawa. Vale a pena

I think Six Sigma should also be mentioned because it is a very holistic system that can be applied to many different situations. It's a data-driven approach focused on reducing defects and improving quality. Six Sigma utilises DMAIC (Define, Measure, Analyse, Improve, Control) for existing processes and DMADV (Define, Measure, Analyse, Design, Verify) for new processes or services. It's effective for identifying root causes of quality issues and systemic inefficiencies in the supply chain. But at the end you need to fully understand the problem and identify the points with the most leverage potential. Fix the big problems first that keep the ship afloat and then you can make it look more pretty.