Transcript Document

QIP Strategic Plan Proposal
c. October, 1986
Arthur M. Schneiderman
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 1
Title
ADI QIP LONG RANGE PLAN
OBJECTIVES
to achieve widespread consensus on, and commitment to a set
of QIP goals to be achieved by the end of our next strategic
planning cycle (1992)
to establish an approximate 6 year plan identifying key
milestones and activities
to agree on a detailed 1987 QIP Plan that will:
clarify our current QIP status
reaffirm to the entire organization the "why and what" of QIP
convincingly demonstrate top management's ongoing commitment to QIP
build widespread confidence in the effectiveness of a systematic QIP
generate the momentum that will be needed if we are to meet our goals
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 2
c. 10/28/86-QIP-1
rev. 10/30/86
TEXAS INSTRUMENTS, HIJI, JAPAN
FACILITY:
4" wafer fab and assembly of bipolar IC's
built 1974, 1300 employees
OVERALL GOAL:
(1980)
RESULTS:
"..to have our products rated #1 in quality by
more than 50% of our customers by 1985.."
defect levels reduced to 20 PPM (WSJ, 10/3/86)
average unit cost down by factor of 7
% customers rating them #1 in 1985:
linear products
45%
TTL products
60%
WINNERS OF 1985 DEMING PRIZE
"We've gone as far as we can in manufacturing. We are
focusing on IC design for further defect reduction."
Kimio Nonaka, Manager of TQC
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 3
10/10/86-QIP-2
rev. 10/26/86
TEXAS INSTRUMENTS
Hiji Plant, Japan
customer measured defect levels
10,000
50 % improvement each:
10.3 months
defect levels
1000
100
WSJ, 10/3/86
10
0
1
Source: IMPRO 86, 10/9-10/86
2
3
4
5
6
7
years
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 4
c. 10/13/86-QIP-3
ADI QIP PLAN
STARTUP
PHASE:
ROLLOUT
INSTITUTIONALIZE
QIP YEAR:
3-5 pilot projects
OUTPUTS:
success stories
heroes
interest in QIP
4
QSC focus on:
periodic quality audits
internal/external PR
3
QSC develops
goals
quality manifesto
policy deployment
structures
corp. Quality Steering Com.
ORGANIZATION:
2
divisional QIP Councils
ACTIVITIES/
initial QIP status survey
1
all div's involved
in QIP activities
demand for
QIP training
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 5
5
6
QIP part
of each
organization's
culture
GUIDING
TRAINING
MONITORING
REWARDING
c. 10/26/86-QIP-4
PROPOSED ADI QIP MODEL
RESULTS
information systems
organizational development
participative mgmt.
innovation environment
personal growth
Q I
P
customer focus
external
internal
flexibility
shared resources
autonomous div's
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 6
c. 10/28/86-QIP-5
1987 QIP STATUS SURVEY
OBJECTIVE:
to determine the current state of each
division/corporate's QIP activities
DIMENSIONS:
Organization:
is there a QIP Council?
membership
charter
meeting frequency
prospectives on QIP
commitment
sense of urgency
are there QIP training programs?
are there trained facilitators?
Projects
how many?
how selected
who participated
how long
use of SQC or other tools?
Results
quantitative measures of improvement
(improvement curves)
ADI QIP STATUS REPORT
success stories
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
challenges
Slide 7
c. 10/28/86-QIP-6
ADI 1992 QIP GOALS
EXTERNAL PERSPECTIVE
To have our products rated #1 in
TOTAL VALUE
by more than 50% of our customers
based on:
right products
performance
price
quality/reliability
lead time
delivery
support
responsiveness
cooperativeness
willingness to form partnership
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 8
c. 10/28/86-QIP-7
ADI 1992 QIP GOALS
INTERNAL PERSPECTIVE
To constantly strive for the elimination of all
FORMS OF WASTE
at all entities, functions and levels within ADI
Manufacturing and Design
Other Areas
< 10 PPM defect levels
timely financial reporting
>99.8% on time delivery
reduced turnover
<3 weeks lead time
effective meetings
<3 weeks mfg. cycle time
actionable information
<20 weeks design cycle
perfect safety records
25X reduction in active WIP
250X reduction in changeover times
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 9
c. 10/27/86-QIP-8
THE KNOWLEDGE PYRAMID
ACTION
KNOWLEDGE
INFORMATION
DATA
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 10
c. 10/27/86-QIP-9
FORMS OF WASTE
(MUDA)
Ryuzaburo Kaku, Canon
Taiichi Ohno, Toyota
The Nine Wastes
The Seven Wastes
waste in rejects
waste in processing itself
waste in parts inventory
waste of time
waste in indirect labor
waste of making defective parts
waste in equipment and facilities
waste of motion
waste in expenses
waste of overproduction
waste in design
waste of inventory
waste in human resources
waste of transportation
waste in operations
waste in production startup of
new products
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 11
c. 10/28/86-QIP-10
TOP MANAGEMENT'S 1987 GOALS
Guide:
quality manifesto
overall goals (quantitative and measurable)
steering committee charter
incentives implications
Get Trained:
(on-going)
Juran on Quality Improvement
statistical methods
quality literature
Set Example:
QIP projects (1-2 each)
e.g.: information systems
customer interviews
Be Visible:
regular "air time" to QIP
periodic (semi-annual?) QIP Audits
reward successes (non-financial)
annual QIP award?
integrate QIP into other activities
strategic planning
various Councils
various Staffs
10-20% of their TIME spent on QIP activities
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 12
c. 10/27/86-QIP-11
Additional Slides Used
c. late 1986/early 1987
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 13
Additional slides
KAIZEN
design, production
and marketing
vs.
FOCUS
broad:
quality, cost
safety, efficiency
product development
TARGETING
conventional
know-how
EXPERTISE
very modest
CAPITAL
NEEDS
small steps
PROGRESS
continuous
RESULTS
not dramatic
INNOVATION
VISABILITY
everyone
INVOLVEMENT
group activity
COOPERATION
effort, process
RECOGNITION
EVOLUTION
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
science and
technology
narrow:
feature
technique
leading edge,
break through
major
investment
big jumps
spontaneous
very dramatic
selected few
individual
effort
results
REVOLUTION
Slide 14
12/12/85- ZD3/QIP-12
1985 Checklist for the Deming
Application Prize
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 15
Deming Prize info
REQUIREMENTS FOR QUALITY IMPROVEMENT
Top Management
Commitment
leadership
Sense of Urgency
changed objectives
profit opportunity
competition
hands-on management
fuel for change
proven results
kaizen
data driven
cross-functional
visibility
support
Pilot Projects
Company Wide
Involvement
overcome skepticism
build credibility
weakest link
internal customers
get ball rolling
develop champions
policy deployment
vendors/customers
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Systematic
Method
Slide 16
Organization/
Systems
training
guiding
:
monitoring
rewarding
:
12/16/85-ADI-2
Phase 1: 1985-1986
Tops-down Priorities
innovation process
new product cycle time
standard cells/sub-cells
CAD
customer service
causal/effect metrics
manufacturing process
manufacturing cycle time
outgoing PPM
organization development
process
TBD
MIS process
TBD
QIP Philosophy
tops-down/bottoms-up
Staffing
AMS
QIP Organization
divisional focus
Training/Awareness
management team
JQI (?)
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 17
c. 1986-QIP Status
ANALOG DEVICES
Customer Service Performance
ADS
MED
ADBV
IPD
CLD
100
90
80
% on time delivery
70
60
50
40
Corporate Key
30
Key
20
Non-Key
10
Key Affiliates
0
1
6
12
1
6
12
1
6
12
1
6
12
1
6
12
month
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 18
8/7/86-ADI-15/150
ADI CONTROLLABLE LATENESS PERFORMANCE
ADS
% late
100
GOAL
10
1
0
13
26
weeks
39
total
Nor.
Wilm.
52
PARETO ANALYSIS
% of controllable lateness
100
80
60
20
weeks of QIP activity
improvement rate (half-life)
40
0
causes of controllable lateness
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 19
10/17/86-ADI-18
rev 10/28/86
QIP OBJECTIVES
Phase II
1987
•Deploy goals setting & implementation
•Establish divisional QIP councils
—quarterly reviews
•Identify divisional QIP priorities
—metrics
•Train all division staffs (JQI?)
—other levels
•Full time QIP facilitators
•Maintain visibility of Top Management commitment to QIP
—integrate into performance evaluation
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 20
c. 1986-Phase II Objectives
TITLE
FREQUENCY
Daily Shipments Tracking Report
Daily Delivery Statistics & Detail
SOURCE
Daily
Daily
P.C.
P.C.
CB/Flash
Weekly Fact. Pert Report
Eval Update
Est Net Sales Analysis
Weekly Sales/Bkg Stat
Fab info
LOG NP Crit Path Stat
IQC Weekly Report
OQC Weekly Report
Due & Overdues Thru wk____
NP Status
Weekly Insp Report, ADKK
Corp Strategic Summary
Mask Shop
Layout
NP Fab Status
Weekly Delivery Report
Wafer Fab Slice Stats
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
Weekly
A.D.
P.C.
Rel.
P.C.
P.C.
LOG Mktg.
LOG Mktg.
Q.C.
Q.C.
P.C.
Fab P.C.
ADKK/Q.C.
Corp Sales Admin
Mask Fab
Layout
Fab P.C.
P.C.
Fab P.C.
IBM SQP Summary Report
Allocated Products
(New Product) Turn Time
Monthly Models Report
Monthly
Monthly
Monthly
Monthly
Q.C.
Customer Service
LOG Mktg.
Sales/Data Processing
Quarterly Fin Report
Rep on Inq. Rec’d or Prospects Produced
Trim/Probe Report
Quarterly
Quarterly
Quarterly
Finance
Corp Comm (73 pgs!)
LOG PTDE
Lots on Hold at Coord
Jan Qual Update
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
?
?
Q.C. Coord
Q.A.
Slide 21
c. 1986-Example of written reports
Juran Institute, Inc.
Organization For Annual Improvement:
Responsibilities of Quality Council
©1986, 2000 Arthur M. Schneiderman All Rights Reserved.
Slide 22
Juran: Resp. of Qual. Council