A Pareto chart is an ordered histogram where the few categories with highest occurrences are on the left side (the head), and the many categories with few occurrences are on the right side (the tail). A Pareto chart is used to discriminate the vital few from trivial many, especially if the distribution complies to the … Continue reading Pareto: chop off the head or trim the tail?
Despite a relatively long history and plenty of literature on the subject, project management keeps failing to consistently deliver on time and within costs. The usual suspects for these failures are called uncertainties, that ever growing safety margins are unable to absorb. >Lisez moi en français : Performance en mode projet et oubli de tâches Surprisingly, a … Continue reading Project execution performance and the forgotten tasks
SMED is a structured approach to reducing changeover durations. Here are 4 good reasons to consider deploying SMED. >Lisez-moi en français 1. More production capacity is required A critical resource of the production process is not able to deliver the expected quantity, due to lack of capacity. Such a resource is usually called a bottleneck, … Continue reading 4 reasons to consider SMED
I started my career in the heyday of Total Quality Management (TQM) in France, beginning of the 1980’s and witnessed over the following years how the TQM trainings and deployments built a quality-aware culture in the companies and spread to everyday’s life. Over time though, other “Japanese Methods” became fashionable and the hype was on … Continue reading Could Six Sigma have more harmed than helped?
I see it quite often this poor problem management in B2B: instead of tackling the problems, companies prefer to serve their A and B customers first, at the expense of the C ones. A, B and C customers refer to ABC portfolio analysis, a Pareto chart approach of customer base in which customers are sorted … Continue reading Poor problem management: disregarding C customers
The Interference Diagram (ID) is a relatively simple tool to help surface, value and sort out interferences, Undesirable Effects or obstacles usually described as “problems”. The ID found its place within the Theory of Constraints Logical Thinking toolbox, but “Unlike the other thinking tools the ID is not based on logic, but rather on intuition(1)”. … Continue reading What is an Interference Diagram?
Tackle problems and improve when data are available and neatly displayed in a Pareto chart is the way everybody expect to go, but this is not so often the case. How to start in case of greater number of issues but very few data (read recording of sorts) about the problems exist and this few … Continue reading Solve problems and improve with few, messy data
They are known since heyday of Total Quality Management in the 1970s and they are still used and useful today: the seven quality control tools. These tools have been selected to give shopfloor workers means to control, analyse and improve quality based on facts and objective data. The tools are simple enough to be used … Continue reading 7 Quality Control Tools
They are known since heyday of Total Quality Management in the 1970s and they are still used and useful today: the seven quality control tools. These tools have been selected to give shopfloor workers means to control, analyse and improve quality based on facts and objective data. The tools are simple enough to be used … Continue reading 7 Quality Control Tools – Graphs
It is a basic of formal problem solving: make sure the solution solves the problem for good. The PDCA cycle reminds that problem solving does not end with the first best solution put in place, but the results have to be assessed (C for Check) and a next step envisioned (A for Act), closing a … Continue reading Quality Operating System