QUALITY CONTROL AND PROCESS MANAGEMENT:

• What level to control the problem? Challenge to recognize at what level root cause sits and what is VOC
• Level 1: Fix the output (Results in corrective actions)
• Level 2: Fix the process (Results in preventative actions)
• Level 3: Fix the system (results in deeper and broader scoped preventative actions)
• Process management plan consists of 4 elements: Documentation of key processes, critical metrics for monitoring
performance, data collection, analysis and reporting plan, intervention and process improvement strategy
• A Process Management Chart combines the graphical utility of a flowchart and the ability to show relationships of
a matrix. It facilitates process management by documenting : what steps are and who does them, from where and
who collects process data and how and how often the data is collected & recorded, who takes actions based on
data and where troubleshooting procedures are documented
• Critical metrics identified can be tracked via relevant IMEx Visual Management boards. What to respond to:
red/green signals, how to manage the response: IMEx tracking mechanism response

STANDARDIZATION AND DOCUMENTATION:

• Standard Work: Work that is done the same way each time, producing the same outcome each time; work is
standardized, and the outcome is predictable
• Documentation is only a means to standardization, documentation will not lead to standardization
• Benefits of Standardization:
• Process consistency: stabilizes process, minimizes human variability
• Process improvement: provides a baseline, scientific thinking over tinkering
• Training: Eliminates variation in training, makes it faster
• Visual control: helps distinguish between normal and abnormal methods
• Safety: Unsafe practices eliminated
• Standard work: Content, sequence and timing of work activities important
• Documentation of standard work is unique to each company, format is less important than the information contained and the
way it is actually used
• People who do their work should actually write their work and develops the standard work
• Standard work is changed when schedule changes, mix of work changes, problems are resolved, improvement ideas are
implemented
• Process to create standard work: Process design, pilot, debugging, up and running, ongoing

TRAINING:
• In addition to documentation, everyone using a common process must be trained in the new methods, including experienced
employees
• Use on-the-job training wherever possible, expect resistance, provide job aids and reinforce training perodically

CONTROL CHARTS FOR DISCRETE DATA:

• P and np chart uses binomial distribution while u and c charts use poisson distribution.
• P, np chart assumptions: only two attributes, sample expected to have same proportion of items with attributes, attribute
occurrence is independent from item to item
• C and u chart assumptions: can count occurrences but cannot count non-occurences, occurrence is expected less than 10%
of time, occurences are independent
• P charts: when sample sizes are different, limits are calculated for each sample
• For proportions derived from continuous data in both the numerator and denominator, use an I-MR chart
• When n>1000, use IMR instead of p chart
• If counts are not rare and counts>50, use IMR instead of c or u chart
• If data were collected in subgroups, use X bar or R chart
• Control limits should be recalculated whenever there is statistical evidence of a change, and you expect the change to last

CONTINUOUS IMPROVEMENT:
• Display before and after data, recalculate Ppk data, identify additional opportunities, set up auditing process
• IMEx prescribes the Continuous Improvement Process through its CI Loop element

PROJECT CLOSURE:
• Objective:
• Provide a clear ending for the project
• Assess results
• Identify lessons learned for the next time
• Transfer responsibility for continued operation and improvement to the process owner
• Identify opportunities for replicating results
PROJECT CLOSURE:
• Presentation to sponsors and stakeholders
• Quantitative targets and results (plan vs actual, differences, causes, resolution)
• Learning