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Can anyone sight me an insight on what to lean in the Quality System Management? For example? Give something to start with?
Many organizations overdocument their processes;i.e., too many and/or too detailed documents, which tends to create valueless bureaucracy. That’s an area I’ve seen many organizations applying lean, in.Can anyone sight me an insight on what to lean in the Quality System Management? For example? Give something to start with?
That kind of wide-open question is like asking someone to give you ideas on what to start with as far as repairing things around your house. We don;t know anything about your house.
First, learn what Lean Six Sigma is (and is not). Read some books on implementation. Decide with your Management if it is worth pursuing. Without Management support and a plan you won't be successful.
Many organizations overdocument their processes;i.e., too many and/or too detailed documents, which tends to create valueless bureaucracy. That’s an area I’ve seen many organizations applying lean, in.
Lean is mostly about the removal of waste, so when it comes to your QMS, are there processes that could be done more efficiently and effectively?
both replies ahve good advice. I would recommend the works of Bob Emiliani to get started. he is pure Toyota Production System and his blogs are free.
Most quality managemetn systems are full of waste. start with a knowledge of the "7 wastes" and start workgin on how to reduce them.
1. overproduction
2. excess inventory (emails, corrective actions, NCRs, change orders, etc.)
3. transportation
4. excess motion
5. defects
6. overprocessing
7. waiting
be aware that each of these wastes creates the other 6...
also be cautious about "overprocessing". this is typically inspections, approvals and reviews. while these are wastes and they certainly do cause waiting, motion, excess inventory, etc. they are usually caused by defects (the root of all wastes). these defects may be real, perceived or potential. In the presence of defects it is NOT advisable to simply eliminate inspections, reviews or approvals as the escape of a defect can cause greater waste than the overprocessing itself. in teh case of overprocessing you must first determien if the inspection is necessarry. if nto eliminate or reduce it. if it is, focus on eliminating the defects.
Lean requires a deep understanding of it's principles and philosophies to be successful.
In the meantime I've attached two presentations I've made for ASQ national conferences. you might find some things in them helpful...