Role
Management: where do we lose performance?
Management needs to see where performance and capacity are lost, and what is important enough to prioritise.
Questions and decisions
From question to evidence
Each question needs certain evidence to be answered. Together they lead to what the role needs afterwards.
Management asks
What is needed to answer
Afterwards
Question 1: "Where do we lose performance?"
Needs: Patterns across lines and machines
Question 2: "What is recurring and significant?"
Needs: Consequences for delivery and quality
Question 3: "Can we answer the customer?"
Needs: How reliable the evidence is
Afterwards
Priorities based on real losses, and improvements that can be followed up.
Situations
Where the questions arise
Each situation is described once. Here you see the question and the decision for this particular role.
Situation
Values creep towards the limit
Read about the situation"Does this recur on more machines, and what does it cost in scrap and stops?"
Decision: Whether the tooling strategy should be reviewed more widely.
Situation
The machine is down
Read about the situation"Do the stops affect deliveries and capacity?"
Decision: Whether resources or planning need to change.
Situation
The customer wants to see the requirement was met
Read about the situation"How confident are we that we can answer the customer?"
Decision: Whether the way of documenting needs to change.
Situation
Incoming material does not meet requirements
Read about the situation"Is this a recurring problem with the supplier?"
Decision: How the supplier should be followed up.
Situation
Quality work rests on a local system and a few key people
Read about the situation"How vulnerable are we if a key person leaves?"
Decision: Whether a change should be prioritised.
Behind the questions
What recurs and costs the most
What is significant shows only when stops and deviations have a reason and are summed over time. That is the basis for prioritising, and for checking that an improvement had an effect. Quality and production use the same evidence, so the priorities are based on real losses.
How do stops become a basis for improvement?
Illustration · Example dataProduction monitoring becomes useful when every stop has a time and a cause. Summed over weeks it shows where the time goes and what to fix first.
Step by step
- A shift with three stops: material change, tool, and one stop without a cause.
- Over four weeks, unknown cause is the largest item, 55 minutes.
- Getting causes recorded is often the first improvement.
Other roles, same situations
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