Stuck with Zero Defect target - Manufacturing Waste Target is Zero

C

Craig H.

#11
To build on what Jennifer had to say about Crosby, "zero defects", according to his philosophy, is NOT, IS NOT, a specification. IT IS NOT!!!!!

It is an attitude. If something goes wrong, we are not supposed to accept it as the normal way of doing business. We should try to figure out why the defect occurred and find a way to first "fix" it with a short term cure, then we should find the cause of the problem and remove it.

As with many philosophies, and IMHO especially with Crosby, it is helpful to borrow from others as well. I especially like Deming.

OK, so zero defects in this case is now the specification (sheesh). The advice given earlier to prioritize the list of improvements is a good one. The best approach IMO, would be to get a measurement of the types of problems and their associated costs, and decide where the biggest improvements can be made for the least amount of investment in time and money. As noted before, trying to change too many things at once can lead to chaos.
 
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Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#12
What Craig said. :agree: :applause: Craig was more clear about the true Zero Defects doctrine than I was. Mr. Director needs to also gain clarity if he has not already done so.

This thread contains a presentation of the seven basic quality tools. These tools can be used, along with the calculators, to help decide which types of defects to target first. You can use ISO system structures to help set up policies, procedures and practices to achieve the goals. After having achieved notable gains in one area, it usually becomes easier to pursue subsequent goals.

What Mr. Director said he wants is "Zero defects" and what you can present toward that is a plan for achievement of targeted defect reduction. Mr. Director needs to understand that organizational turnarounds do not happen quickly, and in most remarkable success stories the line workers are empowered to take on responsibility and authority. If the operators in your organization are not permitted to make certain decisions for high quality, possibly this cultural change may be your first, and most challenging, task.

Good luck and keep visiting!
 
C

chergh - 2008

#13
Reading your post reminded me of this post:

http://elsmar.com/Forums/showthread.php?t=13669

It's not quite the same as your goal but it is a great achievement.

Now just because Toyota managed to pull something like this off doesn't mean everyone can but it does show what is possible with the appropriate mindset and management support.

Good luck with your KPI.
 

ScottK

Not out of the crisis
Staff member
Super Moderator
#14
Hi all
I need some advice.
I am having a new director who recently joined our company - and the first KPI that he want our Mfg waste target to be at Zero. No make-up or re-issue material if there is any defect found in process.
I am stuck with this target "Zero" waste KPI.
Perhaps I am too inexperienced to argue.
Is it possible to set the waste target "Zero" in Mfg ?
I have to come out with a realistic plan & I have no clue how to bring down the waste to zero.
And worst, this has become my performance KPI.
Hope some expert can help.

Thanks.
Does "waste" = "defect"?

One way a former company I worked for (PVC extrusion) targeted "zero waste" was through recycling. All process waste was either recycled in house or sold to a recycler.
So physically there was very little waste material accounted for.
Of course, there was still monetary loss, but it didn't count toward the "waste material KPI".

Seems to me that in printing you can't possibly eliminate process waste because each machine needs a certain amount of set up material.
If this material can be recycled you may be able to get it out of the overall waste stream, though.
 
G

goallout - 2009

#16
I like what Craig has pointed out that having too many changes can create chaos. And that is exactly what my Mr Director did when he came aboard. He start changing things so fast ... it is creating tension all over the place.
And because he is Mr Director, everyone is helpless ... i am hoping he will "bounce" to this forums (one fine day) to have a better understanding.
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#17
The problem with changing too many things at once is that it can be hard to tell what is working and what is not.

That's why we recommend settling on specific goals based on their value, level of criticality or perhaps their ability to contribute to another process that brings value.

When a new manager comes into position it can be terribly tempting to create a flurry of improvement. We want to look good, but again I stress that it can be hard to know what is working and why, or why not. Chaos.

Money usually talks very loudly to Directors, which is why I sent you the calculators. Such calculators can also measure effects like people leaving and replacement costs: turnover, if they become fed up with Mr. Director's methods.

If your Director is deaf to this advice, there may be little you can do except to document your best efforts to bring the company's success.
 
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