How can I start explaining and training SPC in my company?

V

vasilist

#1
How can i start explaining SPC in company???

Hello to all of you !

I want to make a simple question (i hope not silly)

how can i start explaining how usefull is SPC to people who haven't heard again what that is ?

Is it a good step to start explaining the basic in statistics or not?

I am one of those who believe that development comes only after measurement. So i want to point out to other people (area managers) why we have to process all the numbers we obtain in our job.

All these came in my mind after a conversation with one of our area managers. He seemed pretty happy with the program the MIT department developed the last years. He knows how to extract numbers but not to process them. He hasn't any academic background and it seems that the word MINITAB says nothing at all to him. Maybe i am exagerating so i would like to hear some points of view from you!

ThankS!
 
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A

Al Dyer

#2
To the truly uninitiated I would start with as many visual examples as possible. Probably the best is the (help me folks) the box with the marbles falling that shows distribution.

Anybody else with visual tools that would be good for a start?

Al...
 

SteelMaiden

Super Moderator
Super Moderator
#3
There might be something in the thread with the quality games? Give that a try, it seems like there were some SPC games somewhere here. Good luck.
 
D

David Mullins

#4
From the employees perspective:

What is it?
What’s it going to do for us? (what do we get out of it? Why do we need it?)
How does it work?
What do we need to do?
What’s the plan? / What’s the first step?

One of the fundamental basics of quality is that you can’t improve a process if you don’t control it.
So do you need to improve your processes? If yes, you need to ensure that you control the processes so that when improvements are introduced they can be included in the standard way of doing things (e.g. documented procedures and training). This is the old rolling the ball up the hill scenario, and using process controls as the wedge to stop the ball rolling back down. (Or rolling the olive up the hill, as the case may be)
 
D

David Mullins

#5
Another of my other basic fundamental rules:

“Every process has variation.”

SPC provides tools for monitoring the spread of that variation, thus giving the supplier and customer a level of expectation.

We often talk about meeting, or exceeding, the expectations of the customer. To do that, we need to measure our product and know what the customer wants.

But beware David’s rule on customer expectations:
Product improvements are immediately followed by a raising of customer expectations.

Higher customer expectations means more marketplace pressure. Make sure the pressure is on your opposition!


“QUALITY” is about meeting positive customer expectations, where you and your customer have confidence in the ability of the product to perform to expectation.
(sorry if it sounds more philosophical than SPC)
 
M

Marc Richardson

#6
Here are some thoughts. Hope you find them useful.

1. Establish strong management support (yes, everyone says this and there’s a good reason: it’s true). In the absence of management support, you can try a stealth project. Choose a process that has caused problems in the past and live with it. Beat all the variation out of it you can and then show management the tangible results: increased machine uptime, decreased scrap, etc.
2. Assure early successes from pilot applications (choose the right application).
3. Have applications prepared for the people who will be doing the charting prior to beginning training. Have them begin using the skills immediately after training. This stuff has a short shelf life.
4. Follow training with strong support on the floor. This is where the real learning begins. By support I mean you live on the floor with the charts during the initial data gathering phase. When the process gives signals of special cause variation, help the operators find out what's causing it.
5. Look for people who catch on quickly and show an interest during training. If possible, groom these people as your floor leaders. Make additional training and resources available to them (for example, computer based training).
6. Train a few at a time. Do not get suckered into mass training. In my opinion, this disperses resources too thinly across the organization, guaranteeing lack of ability to follow up with floor support and the inability to keep track of what's going on. If you do this right, you will generate a lot of ‘buzz’ about SPC. Let momentum build naturally. Everyone will be curious and want to know what is going on and why you are spending so much time on the floor with this particular group of operators. Critical mass will build until the entire organization shifts beneath management’s feet.
7. Persevere. Inculcating SPC in the corporate culture takes time. We are talking about changing people’s attitudes here. Think in terms of years, not months.
8. Set up an administrative infrastructure before you start. Keep track of numbers of charts and their status (stable/not stable, capable/not capable). Especially important for securing senior management support: keep track of successes and publicize them. Own up to failures and learn from them.
9. Don’t just teach the operators to chart the process and tell them to “find the causes of non-random variation when they occur.” Give them tools that will help them discover special causes such as Cause & Effect diagramming, stratification and concentrating diagramming. Don’t sell them short. Operators are smart, capable people and can understand and apply these tools. They run their own businesses, develop and live within family budgets and balance their checkbooks. Management does not have a corner on the brains market.
10. Don’t implement SPC. SPC is a way of thinking about your processes, not a program you implement. It recognizes that the process exists within and is effected by a system. It recognizes that when management gives the operators processes that produce nonconforming product, they shouldn’t penalize them when they discover they have a mountain of non-salable product on their hands. Most importantly, it teaches us to understand the nature of variation and how it affects the process.
Regards,
Marc Richardson
Sr. Q.A. Eng.
 

Mike S.

Happy to be Alive
Trusted Information Resource
#7
IMHO that's some sage advice from Marc there!

I'd add one small item. During the initial training use some "semi-actual" examples that the class can work on. Lots of books and purchased training materials give examples of a process, then what the operators find when they apply SPC techniques to it, gather data, analyze it, chart it, etc. It gives everyone the chance to "do it" in the classroom. But sometimes these examples are a bit boring. I've found it helps if you pick something semi-silly with some humor in it and that the class can relate to. For example, if you have some brew-lovers in the class maybe do an analysis of a hypothetical process involving the filling of beer bottles at Billy-Bob's Beer Bottling, Inc. Of course, no one wants to only get 11 ounces of beer in their 12 ounce bottle, so let the class help apply SPC techniques to solve the "problem" you provide data about. After one of these made-up problems they might be ready to tackle a real-world problem in their work -- but as Marc said make sure the selected project has a high probability of success and lots of help from you.
 
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