Training KPIs (Key Process Indicators)

Q

QualityIndia

#1
Dear friends,

I am working in an plastic injection molding company. For the past couple of months, our DPPM has been very high (at least 3 times the acceptable figure). We did a fishbone diagram to see the possible reasons and found that "Operator Competency" and "Quality Awareness" were the main factors that escaped the defective parts to customer. The customer is unhappy to see so many defectoive parts and with the increased SCARs.

Thus, we initiated lot of training and auditing across all operators, team leaders and supervisors in Production and Quality department towards building operator competency, increasing quality awareness and writing good 8D reports.

Now, the customer is happy to see us taking these initiatives but wants to see how these good stuff can tie in to our success through meaningful KPIs.

Pl help.

Regards,
QualityIndia
 
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S

samsung

#2
Re: Training KPIs

You may wish to visit this link to have an idea of Training KPI. You should also proceed to the link given at the hyper linked post.
 

somashekar

Staff member
Super Moderator
#3
Re: Training KPIs

More than your training KPI's, you may be better off, if you identify now your manufacturing KPI's.
Can I know if you are still moulding with a high DPPM inhouse and have only arrested them from reaching the customer ?
 
Q

QualityIndia

#4
Re: Training KPIs

More than your training KPI's, you may be better off, if you identify now your manufacturing KPI's.
Can I know if you are still moulding with a high DPPM inhouse and have only arrested them from reaching the customer ?
Thanks samsung and somashekhar for your replies.

In fact the DPPM is slightly better but not until the acceptable level. We have no choice but to manufacture as customer is introducing his products in the markets. There are lot of check points introduced to arrest the escape.

As mentioned earlier, the introduction of training at different levels and auditing will help us bring down the DPPM. How do I track the success training and audits to reduction in dppm as KPIs ?

Thanks in advance.

Regards,
QualityIndia
 

Jim Wynne

Staff member
Admin
#5
Re: Training KPIs

I am working in an plastic injection molding company. For the past couple of months, our DPPM has been very high (at least 3 times the acceptable figure). We did a fishbone diagram to see the possible reasons and found that "Operator Competency" and "Quality Awareness" were the main factors that escaped the defective parts to customer.
What happened three months ago that caused the excursion? Did your operators suddenly become incompetent and unaware? You've defined the problem as escapes rather than production of defective product. So long as you consider that strategy to be a reasonable form of problem solving, the problem will continue, no matter how well your operators are trained. To put it a different way, your operators may well be competent in operating a dysfunctional process and have no power to change it. You should be questioning the competence of the people who designed the process.

As mentioned earlier, the introduction of training at different levels and auditing will help us bring down the DPPM. How do I track the success training and audits to reduction in dppm as KPIs ?
If you're struggling with defining KPIs, it means that the requirements haven't been defined. Leaving aside the fact that reducing the external failure rate doesn't address the primary problem, you need to be able to correlate training (and increased inspection) with reduction in the number of escapes. The sticking point will be what's considered to be a reasonable level of shipping bad product. Because it's probably some number greater than zero, "zero defects" isn't a reasonable answer.
 

qusys

Trusted Information Resource
#6
Re: Training KPIs

Agree with all Covers.
Training is only a part of QMS.

My advice if they are put in mistake by difficult procedure, difficult lay out, bad communication and so on.
I have understood that you have done ISHIkawa diagram, but try to understand also the other potential problem.
You should also undestand if there are new operators and so on.
If KPI opf manufacturing imporve, training could have contribute to their raise.
This is a classical matter of study and report result to Management reviews for decision:bigwave:
 
A

arios

#7
We did a fishbone diagram to see the possible reasons and found that "Operator Competency" and "Quality Awareness" were the main factors that escaped the defective parts to customer.
I have the personal impression that the anaylsis may not be so accurate. If you are doing injection molding I would focus more on the process than on the people, as those kind of operations are more machine than people dependant. Also consider quality of resins, environmental conditions which could warp your plastic parts. A sudden increase of defects like you said is more likely to have an assignable cause than a random cause. Somethiing changed and it is important to find it soon.

If you are thinking Operator competency is the cause, then you are probably thinking on their ability to detect defects, and if this is true the root cause is again not in the inspection process but probably upstream in the process.

I would suggest you to consider the use of other techniques for root cause analysis. Fish bone is one of them but it depends on opinions of people, which limits its capacity on some situations.

Take care
 
Last edited by a moderator:

Stijloor

Staff member
Super Moderator
#8
I have the personal impression that the anaylsis may not be so accurate. If you are doing injection molding I would focus more on the process than on the people, as those kind of operations are more machine than people dependant. Also consider quality of resins, environmental conditions which could warp your plastic parts.

If you are thinking Operator competency is the cause, then you are probably thinking on their ability to detect defects, and if this is true the root cause is again not in the inspection process but probably upstream in the process.

I would suggest you to consider the use of other techniques for root cause analysis. Fish bone is one of them but it depends on opinions of people, which limits its capacity on some situations.

Take care
Excellent points!

If operator competency is identified as a probable cause, you want to ask "WHY" a few more times to get to the real root cause.
You will very likely be looking at management practices... :mg:

Stijloor.
 
Q

QualityIndia

#9
Thanks Jim and arios for great advise. Yes, apart from training and audits, we are also working on improvements in Production areas, introducing Poka Yoke to reduce human dependence (esp. operators) etc.

We are quite confident that with all these mechanisms, we should be able to do better but if this has to be put as KPIs, which KPIs do you think are good to track progress ?

In fact, the customer has expressed their satisfaction over our new measures but they want us to track through specific KPIs
 
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