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Transcript of FEI brochure
FEI Business
Excellence
3
FEI Business
Excellence
4
POLICY&
STRATEGY
LEADERSHIP
PARTNERSHIP&
RESOURCES
STAKEHOLDERRESULTS
KEYPERFORMANCE
RESULTSPROCESSES
ENABLERS
Methodology & deployment
RESULTS/KPI
CUSTOMERRESULTS
1. Vision, Mission, Strategy
2. FEI Business Excellence •BusinessExcellenceModel •Improvementiskey •FBEisthestructure •Generaldescription7elements
3. Business Balanced Scorecard •DeploymentviaBBSC •Howtodeploy •ActionPlan •Deploymenttools
4. 7S & DMAIC
5. Process Survey Tools •SurveyToolDeliverables •MaturityProfile •SelfAssessmentandScores
6. Internal Audit
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ThequalityjourneyofFEICompanyisacontinuousone.Inordertoachieveourvision,missionandstrategicgoalswehavetocontinuouslyimproveourselves.WeareonanongoingpursuitofBusinessExcellence.Thisjourneydrivesthecompanytoworldclassperformancelevelsthroughimprovementandalignmentofallbusinessprocesses.Asbusinessesgrowandmature,newbenchmarksappearandnewtargetlevelsareset.ThenextphaseinthisjourneyistheFEI Manufacturing Excellence Program.ThisprogramderivesfromtheoverallFEIvision,missionandstrategy. Vision Tobetheleaderinprovidingtoolsfornanotechnologywhichenableourcustomerstochangetheworldforthebetter.
Mission Tobeaprofitablegrowthcompanycommittedtoourcustomers’successbyprovidingworld-classsolutionstochallengesatthenanoscale.Wearedevotedtobringingleadingtechno-logiestomarketswiththehighestqualityproductsandservices.
Strategy FEIStrategyisdefinedbytheexecutivemanagementofFEI.Ineverykeyfocusareathemanagementhasdefinedobjectives.
FINANCIAL:Profi table Growth • Growrevenue(OperatingPlan)• GrowbookingsespeciallyAPACProfi t:• Grossmargin• OperatingIncome• CashfromOperations
PEOPLE:Global Team - GlobalOrganization •AccountabilityandSimplicity- Humanresourcegrowth •Trainings •Successionplanning- Maintenancecreativityandflexibility aswegrow
EXECUTION:Total Solution Provider - MarketDivisionLeadership- Technology,componentandproduct roadmaps,stronglylinkedtostrategy •Newproductreleasedreadyandon-time- PMP-Disciplinedexecution,Obsolescence execution,Engineeringre-use
STRATEGIC:Leveraged,linkedmultiyearbusinessstrategy - MarketDivision,SalesandService, Manufacturing,FinanceandHR- Decisionsbaseuponreturnoninvestment- MandAandAlliances
1. VISION, MISSION AND STRATEGY
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AnimportantpartoftheFEIManufacturingExcellenceprogramistheFEIBusiness ExcellenceModel(FBE).Aswewanttobuildourbusinessonexcellenceinallourbusinessprocesses,wewillneedaclearstructureonwhichtobuildupon.FBE is that perfect struc-ture to support the company’s strategies, direction, operational plans and execution. TheFBEalignswiththefoundationwehavebuiltwiththeIntegratedManagementSystem(IMS).Therefore,FBEisthenextsteponourwaytowardsexcellenceandcloselylinkedprofitability!
Improvement is key
FBE’sfirstpriorityisaboutimprovementofbusinessprocessesleadingtotangibleresults.TheFBEProcesssupportsthisimprovementasitprovidesthetoolstoassessanorganization’spositionrelativetoworldclassperformance.Itidentifiestheareasofthebusinessthatcanbeimprovedandhelpstogenerateimprovementactionsthatsupportthebusinessobjectives.
Growthwillbesloweddownifwedon’thavetherightmethodologyanddeployment.Thepicturebelowshowsthisclearlink.Toensuretherightuseofmethodologyandjustandfairdeploy-mentasolidstructureisneeded.FBEprovidessuchastructure.
2. FEI BUSINESS EXCELLENCE MODEL (FBE)
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Business Excellence Methodology / Deployment
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FBE is the structure
FBEisthestructurethatsupportsourpath toexcellence.TheFBEModelisanon- prescriptiveframeworkbasedonseven criteria.Fouroftheseare‘Enablers’andthreeare‘Results’.The‘Enabler’criteriacoverwhatanorganisationdoes.The‘Results’criteria coverwhatanorganizationachieves.‘Results’arecausedby‘Enablers’.
TheModel,whichrecognizestherearemanyapproachestoachievingsustainableexcellenceinallaspectsofperformance,isbasedonthepremisethat:ExcellentresultswithrespecttoPerformance,Customers,andStakeholders areachievedthroughLeadershipdrivingPolicyandStrategy,PartnershipsandResources, andProcesses.
TheFBEModelispresentedindiagrammaticformtotheright:Thelinesbetweenthe elementsemphasisetheinterlinkednatureofthemodel.Theyshowinnovationandlearninghelpingtoimproveenablersthatinturnlead toimprovedresults.
The 7 elements
TheFBE-Modelconsistsof7elements,dividedintotwogroups:Enablers:- Leadership- Policyandstrategy- Partnershipandresources- ProcessesResults:- Customerresults- Stakeholderresults- Keyperformanceresults
POLICY&
STRATEGY
LEADERSHIP
PARTNERSHIP&
RESOURCES
STAKEHOLDERRESULTS
KEYPERFORMANCE
RESULTSPROCESSES
ENABLERS
Methodology & deployment
RESULTS/KPI
CUSTOMERRESULTS
TheModel’s7boxes,showninthediagram,representthecriteriaagainstwhichanorgani-zation’sprogresstowardsexcellencecan beassessed.Eachofthesevencriteriahas adefinition,whichexplainsthehighlevel meaningofthatcriterion.
Element 1 - Leadership
How leaders develop and facilitate the achieve-ment of the mission and vision, develop values required for long term success and implement these via appropriate actions and behaviours, and are personally involved in ensuring that the organisation’s management system is develo-ped and implemented.
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• Leadersdevelopthemission,visionand valuesandarerolemodelsofacultureof Excellence• Leadersarepersonallyinvolvedinensuring theorganization’smanagementsystem isdeveloped,implementedandcontinuously improved• Leadersareinvolvedwithcustomers, partnersandstakeholders• Leadersmotivate,supportandrecognise theorganization’speople
Element 2: Policy and strategy
How the organization implements its mission and vision via a clear stakeholder focused strategy, supported by relevant policies, plans, objectives, targets and processes.• PolicyandStrategyarebasedonthe presentandfutureneedsandexpectations ofstakeholders• PolicyandStrategyarebasedon informationfromperformancemeasurement, research,learningandcreativityrelated activities• PolicyandStrategyaredeveloped,reviewed andupdated• PolicyandStrategyaredeployedthrougha frameworkofkeyprocesses(seechapter5)• PolicyandStrategyarecommunicatedand implemented
Element 3: Partnership and resources
How the organization plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes. • Externalpartnershipsaremanaged• Financesaremanaged• Buildings,equipmentandmaterialsare managed• Technologyismanaged• Informationandknowledgearemanaged
Element 4: Processes
How the organization designs, manages and improves its processes in order to support its policy and strategy and fully satisfy, and generate increasing value for, its customers and other stakeholders. • Processesaresystematicallydesignedand managed• Processesareimproved,asneeded,using innovationinordertofullysatisfyand generateincreasingvalueforcustomersand otherstakeholders• ProductsandServicesaredesignedand developedbasedoncustomerneedsand expectations• ProductsandServicesareproduced, deliveredandserviced• Customerrelationshipsaremanagedand enhanced
Element 5: Customer results
What the organization is achieving in relation to its external customers.• PerceptionMeasures(needsspecifying)• PerformanceIndicators(needsspecifying)
Element 6: Stakeholder results
What the organization is achieving in relation to local, national and international stakeholders as appropriate. • PerceptionMeasures(needsspecifying)• PerformanceIndicators(needsspecifying)
Element 7: Key performance results
What the organization is achieving in relation to its planned performance. • KeyPerformanceOutcomes (needsspecifying)• KeyPerformanceIndicators (needsspecifying)
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A balancing actTheBBSCisabalancedapproachofaligningcompanyandbusinessunitobjectives,andmeasu-ringtheresults.Comparedtomoretraditionalapproaches,thatrespondtocustomersissues,theBBSCapproachhasaproactivecustomerfocus.Itsfocuslaysmoreonlongtermobjectivesthanonshorttermobjectives.BBSCalsomeasuresBusinessProcessPerformanceaswellaslearningandgrowthratherthanfinancialdataalone.
Deployment via BBSC deliverablesDeploymentusingaBusinessBalancedScorecardanswersthefollowingquestions:-Whatarethetargetssetbymyexternal/internalcustomer?-Whataretheissuesthathavetobeaddressedinordertoreachourtargets?-Whichoftheseissuesarethekeyissues?-Dowehavetosolvetheseissuesourselvesasateam,orcantheybedeployedtothenextlevel,ortoanotherteam?-Ifweneedtoresolvethemourselves,whatkindofsolutiondoweneed?-Whataretheresultsofactionstakenbyeitherourteam,orotherteamsorlevels?Andhowdotheycontributetoreachingourcommongoals?
How to deploy a BBSC?Althoughtheactualcontentmaydifferfromleveltolevel,deployingaBBSCisdonethesamewaythroughoutthecompany.UsingtheBBSCbeginswiththefollowingpracticalsteps:1.Atbusinessunitlevel,identifythecritical
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3. Business Balanced Scorecard
successfactors(CSF)foreachoftheperspectivesandfocusareas.2.DeterminetheKeyPerformanceIndicators(KPI).3.Settargets.4.Determinethekeyissuesanddecidewhethertheycanbedeployed,orshouldberesolvedbytheteamitself.5.Theteamtowhichissuesaredeployedthenstartswithitsdeployment,usingthesame5steps.
KPI Review SheetIftheBBSCcallsforactionsonthebusinessunitlevelitself,theteamshouldsetupactionplansperKPI,orKPIReviewSheet.InsuchaSheettheteamshoulddescribe:-theKPIinvolved(andhowitismeasured);-thetargetsset;-theissuesderivingfromanalysisthatoughttobeaddressed;-smartactions.
TheKPIReviewSheetshouldalsoprovidespacefortheresultsoftheactions,which,inturn,willbe‘transported’totheBBSC.
Deployment:Itispossiblethatanissuecouldbestberesolvedbyanotherlevelorteam.Inthiscasetheissueisdeployed,thusformingtheinputfortheBBSConthatnextlevel.Deploymenttakesplacethroughthelinkingpinorganizationwithinthecompany.UsefultoolsthathelpstructuringdeploymentaremethodslikePolicyDeployment,orHoshin.
One of the key elements of the FBE-model is Policy and Strategy. To deploy these we use the Business Balanced Scorecard (BBSC). A BBSC focuses on the factors that are critical for business success and present them in a cause (enablers) and effect (results) relationship.
Structured approachDeploymentofBusinessBalancedScorecardsisastructuredstepbystepapproach,ensuringalignmentwiththecompany’sobjectivesthroughouttheorganization.Atthetoplevelthestrate-gicobjectivesfromSLRPformtheinputforthetoplevelBBSC.Followingthe5stepsdescribedonpage8,thetoplevelteamsdecidewhichissuestheywillhandlethemselves,andwhichwillbedeployed.ThedeployedissuesformtheinputfortheBBSConthenextlevel(orforthenextteam).
Theimagebelowshowsnotonlythisdeployment,butalsothefeedbackofresultsfromtheactionstaken.Theseresultsfollowthesamerouteasthedeployedissues,onlyinanoppositedirection(upwards).Followingthestructuredapproachthusalsoensuresitisvisibleinwhatwaytheycontributetoreachingtheobjectives.
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Step 4Review
Step 3KPI Review
Sheet
Step 4Review
Step 3KPI Review
Sheet
BBSC
SLRP
BBSC
Deploy
Deploy
STRATEGY DEPLOYMENT
Deployyes/no
Deployyes/no
Totheleftyouwillfindthefocus areas:- learning/development;- processes;- customers;- financial.Thesefocusareasaregiven.
Foreachofthesefocusareasthebusinessunitorteamdecideswhatthecriticalsuccessfactors(CSF)are.ExamplesofCSF’sare:productivity,stocklevel,quality,flexibilityetc. Therecanbeseveralsuccessfactorsperfocusarea.
ForeachCSFtheteamdecideshowtheywillbemeasured(KeyPerformanceIndicators,orKPI’s).TherecanbeseveralKPI’sperCSF.SomeoftheKPI’smaybegiven,sincetheyaretheresultofdeployedissuesfromotherteamsorlevels.
PerKPItheresultsandgoalsarenoted,thusshowingwherepossiblegapsoccur.ThelastcolumnoftheBBSCactslikeatrafficlight.Ifagapexiststhestatusindicatorisred.Ifcurrentlevelmeetsthetargetlevel,thestatusindicatorisgreen.Ifagapislikelytooccur,theindicatorisyellow.
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What does a BBSC look like?ABusinessBalancedScorecard(onanylevel)hasatypicallayout.Thepicturebelowshowsanexampleofthis.
BBSC Global Quality Owner: G. Hermkens
KPI's Owner Definition: Performance Target07-Q3 07-Q4 2007
Cost of none Quality HG YTD cost of none quality as % of revenue per quarter. 7.2% 5.8% 6%
Customer Complaints, # open versus closed AS Nr. Complaints received/closed per quarter. 1,5 : 1 1 : 1 1 : 1
Customer Satisfaction index (incl. Reliability) HG Index as defined in procedure, per quarter. 83% 94% 90%
Internal audit program execution Local Q owners % Internal audits executed against plan, per month. 85% 93% 100%
Int / ext. audit aging of open actions MH Trend of late Improvement actions by state, per month. 19 15 10 days
TUV audit findings closed MH TUV audit findings closed per area. 90% 95% 100%
TIP (excl. audits & excl. complaints) Status AS TIP issues (excl. audits & exl. complaints) status recieved : closed. 2.8 :1 1.8 :1 1:1
New and Revised IMS documents MH New and Revised Processes under IMS, per month. 10 8
Quality Tools & Statistical Methods AS Employees trained. Basics statistics per quarter 28 26 20
Quality Management; Objectives and Targets GH % Employees aware of Obj. & Targets and IMS trained. 47% 70% 80%
Lear
ning
Proc
ess
Fina
ncia
lC
usto
mer
What does a KPI Review Sheet look like?AKPIReviewSheettoohasatypicallayout.Anexampleispresentedbelow:
TheKPIReviewSheetformsasortof‘singlepagecockpit’perKPI,showing:- thetrend(past,currentandgoallevels)- theissues(e.g.asaresultofaRootCauseAnalysis,orRCA)- theactions(specific,measurable,archievable,realisticandtime-limitedorSMART)
TheKPIReviewSheettrackrecord’smaingoalistopresentaclearandsimpleoverviewofthestatus.Insomecasesthismaymeanthattheinformationpresentedisaconsolidatingmaterialfrompreviousreportedand/ormultiplepageinformation.Thisinformationmayincludemoredetailedactionplans,RCA-results,actualproductiondataetc.
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FEIConfidentialCopyright© 20063
FEI BBSC Quality
KPI review sheet; Int. / ext. audit statusDefinition of measurement: Audit findings submitted versus closed per month
Audit findings are highly reactive
SMART Action Owner Due Date
Pilot; Quality Department Processes review and upgrade.QualityManager 1-01-08
10 KeyBusinessProcessesreview and update. Qualitytofacilitate.Keyprocessowners 1-07-08
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4. 7S & DMAIC
7S & DMAIC
FromtheBusinessBalancedScorecardalistofissuesemerges.TheseissuesrepresentgapsbetweencurrentandtargetlevelofacertainKPI.Inotherwords:theproblemswehavetosolve.The7StepProblemSolvingMethodology(7S)istheFEICompanyadoptedprocessforsignificantproductorprocessimprovementprojects.Thegoalistoincreasetheeffectivenessofsolutionsandtoensuretheissuedoesnotreoccur.Inthischapterwewillpresentyouabriefdescriptionofthemethoditself,andofthe‘DMAIC’approachthatformsthebasisofthemethod.
7S Characteristics:
Keyelementsofthismethodare:•thestructured,phasedprocessthatforcesathoroughproblemanalysisbeforeidentifyingsolutions•determiningthetruerootcause(s)•onlyimplementingsolutionsiftheyareproventobeeffective•validatingtheendresult.
7S Scope:
The7Smethodistypicallyusedinthefollowingsituations:-Customercomplaints-Problemsinvolvingsignificantsparepartusageinthefield-Qualityproblemsinproduction-Problemsinthebottleneckprocessesinproduction-Significanttacticalimprovementprocessissues-Mediumtolargeproblems-Problemsthatneedmedium,departmentalorcross-functionalteams-Whenthesolutionisunknown-Whendataanalysisisneededtoquantifytheproblem-Substantialtimerequiredtosolve(months)
The 7 Steps:
Step 1: PROBLEM
Step 3: CAUSE
Step 6: DEPLOYMENT
Step 2: DATA
Step 5: RESULTS
Step 4: SOLUTION
Step 7: DEBRIEF
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Step 1: PROBLEM
Step 3: CAUSE
Step 6: DEPLOYMENT
CD
MAI
Step 5: RESULTS
Step 4: SOLUTION
Step 7: DEBRIEF
Step 2: DATA
Step 1: PROBLEM
Step 3: CAUSE
Step 6: DEPLOYMENT
CD
MAI
Step 5: RESULTS
Step 4: SOLUTION
Step 7: DEBRIEF
Step 2: DATA
DMAICThe7SmethodisbasedonthesocalledDMAICapproach.AstructuredandfocusedwayofhandlingproblemsinwhichtheproblemisDetermined,Measured,Analyzed,ImprovedandControlled.DMAICcanbeappliedtoawiderrangeofproblemsthanthosewithinthe7Sscore.
TheDMAICapproachcanhelpustoembarkonacontinuousimprovementjourneytowardsbusinessexcellence.Problemsarenotonlysolved,butthesolutionsaresecuredandstandardizedsotheywillnotreoccur.Theorganizationnowcanfocusonotherimprove-ments,thusstartingandmaintaininganupwardtrend.
Step 1: ProblemThefirststepistomakeaProblemStatement.Everyone mustknowpreciselywhatyouaretryingtosolve.AclearProblemStatementensuresdatacollectionand analysisontarget.AstructuredProblemStatementisaweakness-orienteddescriptionofwhatiswrong.Itshould notincludemultipleproblemsorsolutions.
NexttotheProblemStatementtheteamshouldalsodrawupaGoalStatement.Everyoneshouldknowpreciselywhatresultsaredesired.Thisstatementshouldbestructured asfollows:‘From...to…by…’.ItispossiblethattheGoal Statementwillberefinedduringtheprocess.Data,forinstance,maytelladifferentstorythanyouoriginallythought.Refiningthestatementisevenexpectedforcomplex problems.ItisOKtostartwithaninitialguess.
Step 2: Data Weneeddatacollectionandanalysistoverifytheproblemanddetectpossiblerelations.Alwaysconsiderwhether yourdataistrulyrelatedtotheproblemortokeysymptoms oftheproblem.Youshouldalsogivethoughttothereliabilityofthedataandthesourcestheyoriginatefrom.
Oncetheinitialdataanalysisiscomplete,itispossibletoestablishanynecessarycontainmentactions,toavoidfurtherescalation.Theseactionsshouldeliminatethenegativeeffectsoftheproblemonthecustomer,whileasolutionisbeingsought.Thecontainmentplanshouldbeaclearandconcisestatementofwhowilldowhatandwhen. Containmentactionsmustcontinueuntilasolutionis verifiedandfullydeployed.
Step 3: CauseIdentifyasmanycausesoftheproblemaspossible.YoucanuseRootCauseAnalyses(RCA)toolslikebrainstormsessions,Ishikawadiagrams,Experiments(DoE),Historicaldataanalysisetc.InvolvepeoplewhoknowtheprocessintheRCA,andask‘why?’,atleasfivetimes.
Toverifythecauseandeffectrelationship,collectadditionaldataontherootcausetheories.Ifverificationfailsto validatecertainchoices,thisstillisimportantinformation.Knowingwhatisnotthecauseisveryvaluable.
Step 4: SolutionRanktheidentifiedrootcausestofindthemostlikely(primary)rootcausesthathavethegreatestimpactontheproblem.Don’ttrytofixeverythingatonce.Focusonsolutionsfortheprimaryrootcauses,andsolutionswhichyoucanimplement.Itisadvisabletoinvolvethosewhowillbeaffectedbythesolutionandtorunacontrolledexperiment(ifpossible/ap-propriate).
Ifseveralsolutionpathsareavailable,itcanbehelpfultoranktheminasimplematrixbasedontheimpact,speed,feasibilityetc.Chooseanappropriatesolutionbasedonthepriorities oftheproject.PlanningthesolutioncanbedoneusingaGanntchart(totrackdetailedactions)andamilestonechart(tocommunicatedeploymentstatus).
Step 5: ResultsConfirmiftheintendedsolutionindeedsolvestheproblemandevaluatesubsequenteffects.Measuretheimprovementgainsovertime.Don’tforgettosharetheresultswithallinvolved.
Step 6: DeploymentFullydeploythesolutionandmakeitpermanent.Put measuresinplacetomonitortheeffectontheoriginal problemandkeepallinvolveduptodate.Developstandardsandmakethemsustainable. Step 7: DebriefConfirmiftheimplementedsolutionsindeedsolvedthe originalproblemandholds.Reviewtheprojectprocess, identifyingcriticaldifficulties,strengthsnoted,anythingtheteamwoulddodifferentlynow,andthinkofsimilarproblemsthatcanbeprevented.
Process ApproachAprocessisconsideredasallactivitiestransforminginputintooutput.Aproblemmayarisefromoneactivity,whilethecausemaylaywithinanotheractivity.And,asolutionforaprobleminoneactivity,mayleadtoproblemsinotheractivities.Thereforeitisalwaysnecessarytoconsiderthewholeprocesswhenusingthe7Smethod.
Step 1: PROBLEM
Step 3: CAUSE
Step 6: DEPLOYMENT
CD
MAI
Step 5: RESULTS
Step 4: SOLUTION
Step 7: DEBRIEF
Step 2: DATA
InthefirststagesoftheDMAICcycle,theBusinessBalancedScorecardisusedtoidentifywhichprocessestoimproveandbyhowmuch.TeamscanusetheProcessSurveyTool(PST)tosupporttheirselfassessmentandtodevelopanimprovementplanbasedonthisassessment.ProcessSurveyToolsplayanessentialroleinreachingworldclassprocessperformance.
Theteamassesseselementsthatneedtobeinplaceinordertoraiseprocessperformanceonaten-stepscale,frombasicstoworld-classperformance.AProcessSurveyisapowerfultoolbecause:• Stepdescriptionsindicatewhatshouldbedone toreachthenextlevelandcanreadilybe translatedintoaspecificimprovementplan.• Thematurityprofileindicatesweakandstrong areasandsuggestsimprovementpriorities.Thematurityprofileenablessharingofbestpracticesthroughcomparisonwithotherprocessesandotherunits.
5.1 Survey Tool Deliverables
ProcessSurveyToolsprovide:1. Adefinitionofthekeyelementsofaparticular process.Keyelementsaresub-processes,or keyenablers(humanresourceaspects,for example).Typically,asurveytoolhas10to20 elements,dependingontheprocess.2. Amaturityscaleforeachelement.Foreach element,tenlevelsofmaturityaredescribed, usingwordsandnumberstocharacterisethe approach,deploymentandsometimesresults forthatelementatthatlevel.These‘step’
5. PROCESS SURVEY TOOLS
descriptionsenableateamtodeterminethe currentlevelofmaturityoftheirprocessfor thatelement.Stepsarecumulative:ifan organisationratesitselfatstep6,allthecriteria fromsteps1through6havebeenmet.3.Theworldclassdescriptionforeachelement. Step10representsworldclass,andthere- forethesurveytoolprovidesaninsightinto howaworldclasscompanyisorganizingand performingforthatelement.4.Amaturityprofile(seeparagraph5.2).5.Profilecomparability.Comparingtheprofiles ofsimilarprocessesenablesinternalbench- marking,sharingofbestpracticesandlearning basedoncommonlanguageandfacts.
5.2 Self Assessment and Scores
PSTsaredesignedforselfassessment–notforauditing.AteamthatusesthePSTislookingforimprovementguidance.Theyseekknowledgeandadvicefromthetool.Incontrast,auditsfocusonscores,sometimesencouraginggroupstotryandjustifyahigherscorethantheymightdeserve.Aself-assessmentcanleadtoquitelowscores.ThisistobeexpectedbecausearigorousPSTenablesanorganizationtochartanimprovementrouteoveranumberofyears.Atfirst,averagestepscoresof2(outof10)arenotuncommon.Sincestep10representsworldclass,itisnotsurprisingthatstep7mightdescribeabestpracticewithinFEI.
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Self Assessment methods
Thewayofconductingselfassessmentsmaydifferfromonebusinesstotheotherastheprocessneedstobetunedtothecharacteris-ticsoftheirinternalstructureandmanagementprocesses.Withinabusiness,operationalunitswillprobablydifferinmaturity.
Yearlyselfassessmentsmaybeconductedinwhateverwaythebusinesschooses,using assessorsfromwithinoroutsidetheirownunitorbusiness.Optionallyexternalassessorsmaybeinvited.Awiderangeofalternativesisavailabletoperformselfassessments,includingsomeelectronictools.
The matrix chart approach
Thismethodisbasedonamaturitygrid,withintheframeworkoftheFBEModel.Plottingthescoresforeachelementonagridgivestheoverallmaturityprofile.Theprofileisusedtodetermineprioritiesforimprovementanddecideontheoverallimprovementplan.Theelementsareplottedonthehorizontalaxis,thestepsontheverticalaxis(seefigurebelow).Itconsists ofaseriesofstatementsofachievementspercriterionagainstanumberofpointsonascaleof1–10.Distinctcolourscandistinguishbetweenassessments,forexample,assess-mentsondifferentdates.Theprofilefacilitatesgoodcommunicationandisoftenusedforwalldisplays.Teammemberscanusethematrixforindividualscoring,afterwhich,inadedicatedmeeting,consensushastobereached.Thisisaselfassessmenttoolinordertomeasurewhereweare,comparedtowerewewanttobe.WithinFEIwewillstartusingthistooltoevaluatefunctionaldepartments.
6. INTERNAL AUDIT
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OnaregularbasisaspeciallytrainedteamwillconductinternalauditstodeterminewhethertheFBEModelisappliedandmaintainedintheorgani-zation.Thefrequencyofauditsisdeterminedbyanevaluationoftheresultsfrompreviousaudits,on-goingprocessresultsandthesignificanceofeachprocess.TheentireFBEmodelisauditedatleastoncepertwoyears.Criticalandproblemareaswillbeauditedmorefrequently.Theinternalauditorsarequalifiedthroughtraining,pastexperienceordemonstratedexpertise.Auditsareconductedbypersonneloutsideofthedepartmentorprocessbeingaudited.
Metrics
ThefollowingmetricsarereviewedregularlybytheregionalQuality/EHSManagersforauditsperformedintheirregion:• ExecutionofauditsagainstAuditSchedule• AgingofImprovementActionsaretrackedas partoftheTIP(TacticalImprovementProcess)
Audit Schedule
AnAuditScheduleisdevelopedbytheregionalQuality/EHSManager.Thisscheduleincludes,butisnotlimitedto:• department(s),FEIprocessand/orISO Sectiontobeaudited• AuditDate• Auditor(s)andauditee’s
Conducting an audit
Theauditor(s)reviewtheappropriateprocessdocument(s)priortotheactualaudittoensurethattheymeettheISOstandard.TheyalsoreviewthepreviousAuditSummaryReport,takingnoteofanyObservations,FindingsorImprovementActionsthatwerewrittenandthatneedtobereviewedforeffectiveness.
Audit Conclusion
AttheconclusionoftheaudittheleadauditorwillrecordanynecessaryImprovementActionsinaTacticalImprovementProcess(TIP).TheleadauditorwillassemblenotestakenduringtheauditandpreparetheSummaryAuditReport.Thereportwillinclude:• Departmentand/orProcessAudited• Date(s)ofAudit• AuditTeamMembers• PersonnelInterviewed• ListofDocumentsusedintheaudit• ReferencetoanyandallObservationsand FindingsTheAuditSummaryReportsareavailableonline.
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Corrective Action
Thesupervisorofthearea(orowneroftheprocess)auditedisresponsibleforaddressingtheImprovementAction(s).
DMAIC within the auditing process
Thecontinuousimprovementcycleisalsopresentwithintheauditingprocess.Processgapsthatappearduringtheauditcallforimprovementactions.Theseareplannedorifnecessarydeployed.Duringthenextaudittheeffectoftheactionswillbeexamined(checked)andifthereisstillagap,newactionswillbeplanned.
TheSEMim
agerevealsheavily-chargedtinyspheresofapolym
ermaterial.
Theglobesuperim
posedonthepolymersam
plerepresentsFEI’sglobalm
arkets
andtheabilityofitstoolstoopenworldswithinourworldfornanoscale
exploration,discoveryanddevelopment.
Author:GerardHermkensincooperationwithBlomConsultancybv
Copyright©2007BlomConsultancybv