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Manufacturing Best Practices-Optimizing Productivity and Product Quality
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 Preface When I was fi rst challenged with the proposal from SAS to write this book, I wondered who on Earth would be the audience. With all the very complex manufacturing operations going on in the world today, what could I possibly have to say that everyone was not already doing? After all, most large companies today have systems and methods certifi ed by more governing bodies than I can name. Surely they employ best practices, right? Then a recent conversation with a co - worker helped me see the difference. He said, “ Look at all the recent issues in the news about recalls. Just about every industry, and large industries I might add, are having to recall product due to some quality problem. ” He went on to say, “ And look at some of these very large corporations, ones who are supposedly too big to fail. They are failing because they have not optimized their production methods. Surely they have not embraced the best practices philosophy. ” I suddenly realized that a certifi ed quality system does not mean the system embraces best practices. Certifi cation, while a good thing to have, simply means your system is documented and auditable. Certifi cation does not guarantee quality, only consistency. In addition, production and process optimization must take place, regardless of certifi cation, in order to optimize profi tability. With these new insights, I understand that there is a need for a 40,000 - foot overview of best practices. It is necessary to step back every so often and do an honest assessment of where we are and where we are going. I trust that this book will be a tool that helps you to make this assessment, and that as you explore my thoughts, you, too, will fi nd a new enlightenment that will help you attain your company ’ s goals. As a small boy growing up in Southern Virginia, I can remember summers spent helping my dad fi x up the house. Dad was theconsummate handyman. Every summer, for as long as I can remember, Dad would have a pet project. It was, of course, my job to help him wherever I could. This usually entailed supplying Dad the particular tool he needed for the job at hand. The problem was, I usually got it wrong. I can remember running to the tool shed to honor Dad ’ s request to “ get me a saw, ” and upon entering that dark, dusty place, being overwhelmed by my choices. Row upon row of saws of every type and description lined the walls, and not only saws, but tools of every kind — wrenches, screwdrivers, hammers. There were even plows for the garden, and multitudes of different nails and screws, and boxes fi lled with unidentifi able gizmos. In the dim light of this place, it was hard to see any difference among the families of tools. They all looked the same hanging there among the dust and cobwebs. “ Get me a saw, ” I ’ m thinking — but which one? Using the best reasoning an eight - year - old could muster, I made my choice. Carefully handling the saw, I hurried back to Dad ’ s side. “ That ’ s a fi ne - tooth fi nish saw, ” he ’ d say. “ But I need a crosscut. ” Dad would smile, of course, and we would both return to that mysterious haven of tools and Dad would explain to me the difference between the “ fi nish saw ” and “ crosscut. ” Dad said, “ You see, while both these will cut wood, each is designed to be the most effi cient for its purpose. ” Now you may be wondering what all that has to do with the best practices of manufacturing. Well, Dad ’ s understanding that knowing your tools, what each is designed to do, and choosing the right tool for the job is the cornerstone of good manufacturing. Today, modern manufacturing is overwhelmed with tools to manage itself. In my 30 + years in quality control, I ’ ve seen countless hot, new innovative ideas become the fl avor of the day (Deming ’ s Statistical Process Control, Total Quality Management, Six Sigma, Lean, ISO 9000, just to name a few). All these programs offer some better tool to manage our business, make decisions, and manufacture a quality product. No one system, however, can be an instant fi x. No canned concept can guarantee your success. You can ’ t purchase “ best practices. ” Best practices come from a mindset, a philosophy developed by looking at all the tools available and deciding which ones will work for your particular goals and implementing them. Best practices also require commonsense scrutiny and must draw on the experience of your people. Best practices also have to evolve in the truest sense of the word. Tools are tried and discarded. Some tools are adapted. Others are left untouched due to the complexity of installation or excessive cost. The outcome of this trial and error is an entity comprised of functional elements that truly works in your organization and is uniquely customized to your business. This entity is a living, breathing presence that permeates every level of your operation. This corporate consciousness becomes your center point, a place of calibration against which all decisions are measured. I ’ m sure you are thinking at this point, “ This all sounds very Zen, but what has this to do with real - world manufacturing, or with any business for that matter? ” The answer is, “ Everything! ” Look at any successful company and you will immediately recognize that each has a personality within itself and in its marketplace. As customers, we come to expect a certain experience when doing business with one of these companies. As a matter of fact, this corporate persona is what possibly attracts us as customers in the fi rst place. This personality is the direct result of the company ’ s philosophy of doing business, a philosophy whose foundations are deeply rooted in its best practices. For the employees, a company ’ s personality is what allows it to attract the best and brightest to its workforce. Best practices for manufacturing, therefore, cannot be isolated to the shop fl oor but are indeed the lifeblood that permeates an entire organization. The following pages are not meant to be a recipe book. You cannot install these pages and expect your company to suddenly sprout innovative products and break out of old paradigms. This isn ’ t the next hot program . Instead, our goal here is to have an open and honest investigation not only of many areas of physical manufacturing but also of business management, decision making, and personnel. We will explore what lies behind the cultivation of a corporation ’ s culture, to shed some light into your own dark, dusty tool shed, help you defi ne and understand your goals, inventory what tools you have, and arm you with a willingness to consider new ways of thinking. Some ideas you may embrace. Others you may discard. Both decisions are correct. The key to understanding best practices is the willingness to change your practices as the environment of your business shifts. Being unconsciously stuck in a paradigm is surely a death sentence. The ultimate best practice is the ability and fl exibility to change, an openness to learning and exploration. Without this ability, you will fi nd yourself, much like that small boy, wasting precious time trying to decide your next action. All the while your customers are waiting for you to answer their requests. Let ’ s only hope they are as patient as my dad. In the pages that follow I will show you step - by - step how to examine your current methods and create a set of best practices that will help you better organize your manufacturing efforts, improve your product quality, and give you a better insight into the intricacies of your operations. Before I can produce an item, I must determine what that product is supposed to do. I must also understand my customer ’ s expectations. In Chapter 1 , I take a look at the defi nition of quality and the establishment of quality requirements. In Chapter 2 , I address the various techniques for testing those quality requirements. I also discuss the importance of choosing the correct methods, equipment, and procedures, as well as employee training. Exploration of the idea of inspection and its relationship to testing is the goal of Chapter 3 . I also cover in this chapter the need for proper data handling and storage and how to do it. Chapter 4 is where we enter the complex world of calibration. The need for instrumentation, which has been compared to a set of standards, is a critical part of ensuring product quality and consistency. I will show you the basics of how this system must be set up to guarantee success. Even in the best manufacturing facility errors occur and mistakes happen. In Chapter 5 , I show you solid investigative techniques to uncover the real reason behind these errors. I also give you proven concepts to prevent errors in the fi rst place. Having the right information at the right time is key to product quality. Chapter 6 explores the concept of controlling documents. I show you methods to properly label and handle your documented information — methods that provide certainty that what is on the shop fl oor is correct. None of the chapters thus far will mean very much if I cannot control the processes that create my products. In Chapter 7 , I break down the many different aspects of process control. I explain key process variables, process capability, control plans, and plan implementation. Making changes in your process is necessary to address business conditions, quality issues, and customer demands. Chapter 8 discusses the ability to regulate these changes and contains detailed design requirements for a system of authorization, verifi cation, and dissemination. Our products are only as good as the raw materials and services that go into them. In Chapter 9 , I show you how to source, evaluate, and establish quality requirements for your material and service vendors. Manufacturers have no reason to exist without customers. Our customers are our lifeblood, without which all the best manufacturing practices in the world are useless. Chapter 10 examines our role in customer service and I give you ideas about customer retention, rating customer satisfaction, and creating a customer - focused philosophy. Chapter 11 is about the care, maintenance, and organization of the physical plant itself. The physical plant ’ s appearance and organization is the outward expression of an inward attitude. In this chapter I show you several ideas that are food for thought and that will help you put your best face forward. Although Chapter 12 is the last in this book, it is by far the most important one. Here I explore in depth the complex world of managing people. I discuss training, mentoring, empowerment, benefi ts, and management attitude. I also discuss our stewardship of the people we employ. How well we manage people is absolutely the fi rst best practice. The companies depicted in examples or case studies for this book are fi ctitious. Any similarity to any company past or present is purely coincidental. |
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