Quality Systems

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 ISO 9000 / QS 9000

Thriving companies are constantly analyzing internal procedures to identify what can be improved, and ISO/QS 9000 registration shows customers, suppliers, and the competition that you are serious about maintaining high levels of quality in your operations. In a growing global marketplace, businesses and manufacturers have increasingly accepted a universal set of standards for quality established by the International Organization for Standardization (ISO). A non-governmental organization founded in 1947, ISO is a worldwide federation of national standards bodies from some 130 countries. International standardization helps to rationalize the international trading process by establishing quality guidelines to harmonize standards for similar technologies in different countries or regions. Lack of harmonious standards raises barriers to trade that export-minded industries have long sensed the need to overcome. ISO makes it possible to agree on world standards applicable to all.

Adopting the standards goes a long way toward strengthening your competitive edge. Organizations that register ISO/QS 9000 will have the advantage of the following benefits:

• More consistent quality
• Streamlined processes
• Reduced production costs
• Improved customer service
• Increased profitability
• Better employee teamwork

 Lean Manufacturing

Lean Manufacturing is a philosophy that uses manufacturing performance as a competitive weapon. Lean Manufacturing says all non-value added activity must be eliminated from the production process and administrative functions. With waste eliminated throughout the organization, companies experience some of the following benefits:

• Decrease in production costs
• Shorter production/processing lead-times
• Improvement in quality and customer service
• Reduction in overhead costs
• Better utilization of floor space

Customers are demanding their suppliers be more and more responsive to ever-changing needs. Pressure to reduce costs and reduce lead times for quicker response is mandatory. Competition brings increased expectations - customers want more for less, and they want it fast. Lean Manufacturing improvements will show you the way to a leaner, more profitable business.

In addition to providing Lean Implementation services, MEP conducts workshops & seminars on the following topics. Check our Events Calendar for dates of upcoming courses.

• Lean Thinking Executive Overview: A brief overview for decision-makers highlighting Lean benefits, barriers to implementation, and a recommended Lean implementation plan.
• Principles of Lean Manufacturing with Live Simulation: The first step to learning the principles of lean manufacturing. No previous experience necessary. Participants walk away understanding the 8 wastes in manufacturing.
• Value Stream Mapping: Learn methods for mapping the current state of a product, process, or service using current data and non-value-added activities, and then mapping to the desired future state.
• 5S / Visual Manufacturing: Learn methods for transforming a factory into a place where thousands of messages concerning product quality, productivity, schedule, and safety become visible.
• Setup Reduction / Quick Changeover: Definition of setup, followed by discussion on reasons for barriers to reducing setup times.
• Cellular / Flow Manufacturing: Demonstration and hands-on practice for linking and balancing manufacturing operations to reduce lead times, minimize work-in-process inventory, optimize floor space usage, and improve productivity.
• Pull / Kanban Systems: Discussion on controlling shop floor inventory and production schedules by implementing efficient pull systems, rather than pushing orders into the process.
• Total Productive Maintenance: Methods to proactively maintain machines and equipment at their peak efficiency.

 Process Improvement

Process Improvement requires the monitoring, management, and changing of key processes for product and service design and fulfillment.  Fulfillment is the production and delivery of the product or service with correct quality, correct quantity, and on time.  It is imperative that system and process improvement be driven abd guided by the provding of value to the customer.  Changing customer/market requirements dictate the constant attention to process improvement.  To accomplish this, the following must be established:

• Identify key performance measures
• Identify key production/delivery processes
• Cause-and-effect process relationships
• Identify sources of variation
• Encourage and utilize customer and supplier/partner input
• Identify appropriate tools. ie. computer simulation, DOE, SPC
• A system that communicates changes internally and externally
• System and personnel to plan and conduct process improvements

Organizations that systematically focus on process improvement will remain dedicated to and successful in continuously improving the value provided by their goods and services.

 Product Development & Improvement

Product Design and Development is not limited to the design and production of a new product. It can also be the determining factor in the success or sustainability of an existing product. It encompasses; the design and production of a new product, re-design of an existing product, re-design of a component for an existing product, re-design of the manufacturing functions of a product to increase quality of the product and efficiency of the manufacturing process, an update of your product by incorporating the latest technology, and an analysis of market and design of distribution routes. Organizations that have expanded into Product Design and Development will recognize the following benefits:

• Expand your market share in an existing market
• Create a new market opportunity
• Reduce or remove inefficient parts or technology
• Improve quality
• Increase your product life cycle
• Expand current production line and increase market share

 Quality Engineering & Management

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 Problem Identification & Resolution

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 Total Productive Maintenance (TPM)

TPM is an integral part of Lean Manufacturing, taking the place of routine preventive maintenance. TPM capitalizes on proactive and progressive maintenance methodologies and calls upon the knowledge and cooperation of operators, equipment vendors, engineering, and support personnel to optimize machine performance. Results of this optimized performance include; elimination of breakdowns, reduction of unscheduled and scheduled downtime, improved utilization, higher throughput, and better product quality. Bottom-line results include; lower operating costs, longer equipment life, and lower overall maintenance costs.

 Workforce Development

From an employee's perspective, training is a career-long, year-round activity that can refresh old skills and teach new talents to further career development. From a management perspective, a systematic training program helps a company keep pace with internal needs and external changes. It produces knowledgeable, motivated, and efficient employees. Thus, a well-designed training program can play a vital role in achieving an organization's goals. Companies that invest in effective employee training readily realize the following benefits:

• Stabilized company workforce
• Lower absenteeism
• Increased productivity
• Reduced operating costs

 Employee Training

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 Theory of Constraints

Theory of Constraints (TOC) is the result of Eli Goldratt's work introduced in his book The Goal. TOC is used to help companies identify and overcome barriers to maximizing profits, whether these barriers are production bottlenecks, company policies, business strategy, ineffective marketing, supply chain issues, labor shortages, cash flow restrictions, etc. As Goldratt states in the above book, the goal of any for-profit organization is to generate more profits, now and in the future. An overriding philosophy behind TOC is the focus on increasing revenues instead of reducing costs in order to increase profits. There is a finite limit to how much a company can reduce costs, but there is no real limit to how much revenue a company can earn. From a practical standpoint, it's not realistic to attempt to reduce costs (labor, material, or overhead) by more than about 20% without impacting the ability to generate revenue. MEP will help you identify those constraints limiting your ability to generate revenues (and profits) and develop a strategy to eliminate them. One significant benefit of using TOC methodologies is that the elimination of constraints generates both incremental and breakthrough improvements. Another significant benefit is that much of the improvement can be realized with little or no capital expenditures.

Article - A Review of Goldratt's Theory of Constraints
A Review of Results from TOC Application in 77 Companies
      by: Steven J. Balderstone and Victoria J. Mabin 
           School of Business and Public Management
           Victoria University of Wellington
           New Zealand
 

 Total Quality Management

Total Quality Management is a management system used to continuously improve all areas of a company's operation. TQM is applicable to every operation in the company and recognizes the strength of employee involvement. Organizations that implement a Total Quality Management system will experience the following benefits:

• Improved customer satisfaction and product quality
• Increased production throughput
• Improved communications within the company
• Reduced operating costs
• Decreased scrap and rework defects

 Malcolm Baldridge—National Quality Award

The Baldrige Award is given by the President of the United States to businesses-manufacturing and service, small and large-and to education and health care organizations that apply and are judged to be outstanding in seven areas: leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management, and business results. Congress established the award program in 1987 to recognize U.S. organizations for their achievements in quality and performance, and to raise awareness about the importance of quality and performance excellence as a competitive edge. The criteria for the Baldrige Award have played a major role in achieving the goals established by Congress. They now are accepted widely, not only in the United States, but also around the world, as the standard for performance excellence. The criteria are designed to help organizations enhance their competitiveness by focusing on two goals: delivering ever improving value to customers and improving overall organizational performance.

 Six Sigma

Six Sigma is a business philosophy, based on the fundamentals of statistics, which can reduce variation in operating practices. Utilizing an organization of trained employees, companies learn to use the common language of "Variation Elimination" in everything they do. Six Sigma is a hot topic today, as this strategic philosophy continues to deliver savings in the billions of dollars. While traditional quality systems have resulted in modest improvements within companies, Six Sigma is famous for slashing cycle times by 50%, reducing parts defects by 90%, and saving millions of dollars each time a newly trained employee takes on a project. Organizations that implement Six Sigma readily realize the following benefits:

• Superior quality
• Lower costs
• Outstanding customer satisfaction

 Statistical Process Control (SPC)

Statistical Process Control is a significantly misunderstood and underutilized business improvement tool. It's a key component (and requirement) of ISO 9000, Six Sigma, and Total Quality Management systems. However, progressive companies also frequently use SPC techniques for monitoring and improving financial performance, safety, environmental, maintenance, employee attendance, and other processes and programs. Used correctly, SPC allows us to predict performance and take corrective actions prior to unacceptable performance occurrences.

 Root Cause Analysis (RCA)

Root Cause Analysis is a commonly-used technique for identifying the cause(s) for and solution(s) to problems. Although RCA is most frequently associated with quality-related problems, progressive organizations use it for the investigation and resolution of practically all mechanical failures and human errors. Today, Root Cause Analysis is used for identifying "root causes" and designing preventative strategies for problems ranging from quality issues to workplace injuries or death.