FEI brochure

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FEI Business Excellence

description

Creatie en realisatie FEI brochure.

Transcript of FEI brochure

Page 1: FEI brochure

FEI Business

Excellence

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FEI Business

Excellence

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POLICY&

STRATEGY

LEADERSHIP

PARTNERSHIP&

RESOURCES

STAKEHOLDERRESULTS

KEYPERFORMANCE

RESULTSPROCESSES

ENABLERS

Methodology & deployment

RESULTS/KPI

CUSTOMERRESULTS

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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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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.

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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

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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%

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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

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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.

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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.

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TheSEMim

agerevealsheavily-chargedtinyspheresofapolym

ermaterial.

Theglobesuperim

posedonthepolymersam

plerepresentsFEI’sglobalm

arkets

andtheabilityofitstoolstoopenworldswithinourworldfornanoscale

exploration,discoveryanddevelopment.

Author:GerardHermkensincooperationwithBlomConsultancybv

Copyright©2007BlomConsultancybv