Andres Berretta

SQDCM Board: A Factory KPI Visual Management for KPI Success.🛺🚗 🚧 Safety, Quality, Delivery, Cost, and Morale (SQDCM) – the pillars of a visual management system that brings operational excellence to life in manufacturing environments. 🎯 What does SQDCM do? It visually tracks KPIs across key areas like safety incidents, product quality, on-time delivery rates, waste reduction, and employee engagement. This structured approach ensures a clear focus on enhancing performance. 💡 How does it work? Supervisors or managers update the board during Gemba walks, representing daily performance. Using visual cues like color coding (green for on-target, red for off-target), teams can quickly assess performance, identify areas for improvement, and take action before minor issues become major setbacks. 🔧 Benefits of SQDCM 👉 Improves efficiency and productivity by addressing critical areas in real time 👉 Enhances accountability with a transparent, team-oriented approach 👉 Provides valuable insights for resource allocation and training opportunities 👉Safety (S) Safety is paramount in any work environment, especially in manufacturing and production. The Safety section of the SQDCM board tracks incidents, near-misses, and safety compliance. Metrics may include the number of days without an accident, safety audit results, and training completion rates. This focus helps ensure a safe working environment, reducing the risk of injury and promoting a culture of safety awareness. 👉Quality (Q) Quality measures how well products meet specifications and customer expectations. The Quality section of the board monitors defect rates, rework incidents, and customer complaints. Metrics might include parts per million (PPM) defects, quality audit results, and first-pass yield rates. 👉Delivery (D) Delivery performance measures the ability to meet customer demands on time. The Delivery section tracks metrics such as on-time delivery rates, lead times, and production schedule adherence. These metrics help ensure that products are delivered to customers as promised, which is essential for maintaining customer satisfaction and competitiveness in the market. 👉Cost (C) Cost control is vital for maintaining profitability. The Cost section of the SQDCM board monitors expenses related to production, materials, labor, and overhead. Metrics can include cost per unit, waste reduction, and budget adherence. Tracking these indicators helps identify cost-saving opportunities and ensures that the organization remains financially healthy. 👉Morale (M) Morale, although sometimes overlooked, is crucial for a productive and engaged workforce. The Morale section measures employee satisfaction, engagement, and retention rates. Metrics may include absenteeism, turnover rates, and results from employee surveys. High morale is associated with higher productivity, better quality. #LeanManufacturing#countinusimprovment#SQDCM.

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El Inglés, como todo Idioma, evoluciona día a dia.....y el problema para los no nativos es que algunas nuevas palabras o conceptos no son " traducibles ", pues nacieron en Inglés... Muchos de estos conceptos son usados por nuestros colegas angloparlantes en el día a día y aqui van algunos de ellos : DEEP DIVE : A "deep dive" in business is a more thorough version of brainstorming. When a manager requests a deep dive into a topic, they are asking for a detailed review of all possible ideas based on that topic. HYPERLOCAL : "Hyperlocal" refers to issues that affect a specific community or area. Businesses use the word hyperlocal to encourage their employees to stay focused on a particular market. TOUCHPOINT : A "touchpoint" is a way for consumers to engage with a business. Touchpoints can be customer service representatives, physical stores, websites or apps. Businesses emphasize the importance of using touchpoints to create positive experiences for customers. PING : Once used mostly in computer technology, "ping" is now a commonly used word that describes messaging or alerting coworkers of new information. A ping can be an email, instant message or any other type of office communication. DRILL DOWN : Drilling down" describes the process of finding the root causes of a problem. This buzzword is often used during a difficult problem-solving process to motivate employees. Si te interesa conocer las ultimas buzzwords relacionadas a tu especialidad, simplemente googlea o preguntale a GPT las buzzwords 2023 - 2024 **( buzzwords finance ...o "buzzwords planning "....o " buzzwords management ".....etc ) #ingles #inglés #buzzwords

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Just because an organization is 'certified' does not guarantee that the 'Benefits" boldly stated in this post, will manifest themselves. While management system standards provide an excellent TOOL to help achieve these benefits, inconsistencies by CB,s and their auditors often make 'certification' meaningless. It is up to the organization to use these standards as tools to help develop an EFFECTIVE management system, implement it properly, maintain it, and sustain it overtime. Anything less is simply a piece of paper on your lobby wall. Questions? I can help. #iatf16949 #iso

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🔍 Did you know 68% of organizations struggle to effectively apply QC tools in problem-solving? Quality Control (QC) tools are essential in identifying root causes and implementing solutions, but why do so many companies face challenges in leveraging them effectively? Let’s dive into a story that might sound familiar: 📉 The Challenge: A Real-World Scenario A leading manufacturing company faced recurring product defects despite multiple quality checks. They had all the tools—Pareto charts, Fishbone diagrams, and Control charts—but their effectiveness was diminishing. Why? The tools were being used, but not understood. 🌟 Common Challenges in Using QC Tools: 🟠 Tool Overload: Many companies use too many tools without fully mastering them. The result? Data overload and confusion. 🔵 Misinterpretation of Data: QC tools provide great insights, but when misinterpreted, they lead to wrong conclusions. A Fishbone Diagram is only as good as the team interpreting the root causes. 🟢 Lack of Training: Often, employees aren’t trained properly to use QC tools. Improper usage can make even the most powerful tools ineffective. 🟡 Failure to Integrate: QC tools work best when integrated into a continuous improvement culture. If they’re just used as a quick fix, the problems reappear. 🔴 Resistance to Change: Teams sometimes resist using QC tools because they view them as extra work, not as a means to better outcomes. 💡 The Solution? Mastery Over Quantity! At Xenban, we help companies not only implement QC tools but also master their application. Whether it's Pareto Charts, Control Charts, or Fishbone Diagrams, we ensure they’re used to their full potential, bringing tangible improvements to your processes. 🚀 Let’s improve together! 1️⃣ Which QC tool have you found most challenging? Share in the comments! 2️⃣ Follow Sony Andrews Jobu Dass for more insights on Quality Management and problem-solving best practices. 3️⃣ Learn more about Xenban's solutions for ensuring your QC tools are truly impactful. #QualityManagement #ProblemSolving #QCTools #ParetoChart #FishboneDiagram #ContinuousImprovement #Xenban #RootCauseAnalysis #QualityAssurance

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The #PDCA cycle is a continuous loop of planning, doing, checking (or studying), and acting. It provides a simple and effective approach for solving problems and managing change. The model is useful for testing improvement measures on a small scale before updating procedures and working practices.

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Cp and Cpk are considered short-term potential capability measures for a process. In Six Sigma we want to describe processes quality in terms of sigma because this gives us an easy way to talk about how capable different processes are using a common mathematical framework. In other words, it allows us to compare apple processes to orange processes!

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Cp and Cpk are considered short-term potential capability measures for a process. In Six Sigma we want to describe processes quality in terms of sigma because this gives us an easy way to talk about how capable different processes are using a common mathematical framework. In other words, it allows us to compare apple processes to orange processes!

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Jumping into the Quality Manager role with confidence As someone who proudly holds the American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/OE) certification but not the actual post, I took great notice of Govind Ramu’s article in this month’s Quality Progress magazine. Mr. Ramu’s article is titled, ‘Five steps to establish your role as a Quality Manager’. He is an author and is highly recognized in the quality field. Mr. Ramu suggests focusing on building a robust foundation for the new Quality Manager. He provides guidance on the way to do this in 5 strands: 1. Getting to know the organization and its culture; 2. Building relationships with key stakeholders both inside and outside of the organization; 3. Understanding and baselining the current state of quality; 4. Identifying opportunities for improvement; 5. Developing an action plan. The new Quality Manager can accomplish this first step by reviewing the organization’s mission and vision statements and values and asking whether mergers or acquisitions have taken place in the past. Mr. Ramu suggests building relationships with the CEO and other members of the leadership team. This will help to secure support from those around.  It would be a good idea to keep an ear to the ground to learn the respective pain points of fellow employees. This would provide a background for future reactions. The Quality Manager can do the third step of getting a baseline for the current state of quality by conducting a gap analysis, running a survey and/or doing a SWOT analysis. Based on the results in step 3, the new Quality Manager should be able to identify opportunities for improvement in step 4. By the time the Quality Manager gets to this fifth step, he or she should be able to develop an action plan that would allow the organization to reach its goals. The plan should be SMART (specific, measurable, achievable, relevant and timely). The now confident Quality Manager should be to jump into his or her role with poise.   Kereen R. McPherson CEO/Founder KRMcPherson Quality Management (KQM) krmqmanagement@gmail.com https://lnkd.in/efestFxM https://lnkd.in/ei5_4Szb LI: Ms Kereen McPherson IG: https://lnkd.in/e9bsH_4x 1-868-761-8206   #CMQOE #QualityManager #ASQ #SMART    

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Process Capability: Understanding Cp and Cpk In Lean and Six Sigma, knowing how capable your process is of consistently meeting customer specifications is critical. That’s where Cp and Cpk come into play. These two metrics tell you how well your process is performing and where improvements are needed. What is Cp? Cp (Process Capability Index) measures the potential capability of your process if it’s perfectly centered within the specification limits. Formula: Cp = (USL - LSL) / (6 × Standard Deviation) • USL = Upper Specification Limit • LSL = Lower Specification Limit What it tells you: • A Cp > 1 indicates your process has enough variation control to fit within the limits. • But Cp doesn’t account for whether the process is centered—it assumes perfect centering. What is Cpk? Cpk (Process Capability Index for Centeredness) takes Cp a step further by factoring in how centered your process is within the specification limits. Formula: Cpk = Minimum [(USL - Mean) / (3 × Standard Deviation), (Mean - LSL) / (3 × Standard Deviation)] What it tells you: • A Cpk > 1 means your process is capable and centered. • If Cpk < Cp, your process is off-center and needs adjustment. Why Cp and Cpk Matter: 1. Ensure Quality: Cp and Cpk show if your process can consistently produce parts within customer specifications. 2. Identify Improvement Areas: Low Cp or Cpk values highlight where variability or centering issues need to be addressed. 3. Drive Efficiency: Higher capability means less rework, fewer defects, and more consistent output. Real-Life Example: Imagine a manufacturing process producing bolts: • USL: 10.2 mm • LSL: 9.8 mm • Mean: 10.1 mm • Standard Deviation: 0.05 mm Cp = (10.2 - 9.8) / (6 × 0.05) = 1.33 Your process has the potential to produce bolts within spec. Cpk = Min[(10.2 - 10.1) / (3 × 0.05), (10.1 - 9.8) / (3 × 0.05)] = 1.0 The process is capable but slightly off-center—there’s room for improvement. The Bottom Line: High Cp and Cpk values mean your process is both consistent and centered, delivering quality products to your customers. If your values are low, it’s time to dig into root causes, reduce variation, and realign your process. What’s your process telling you about its capability? Video credit: Lean The Process llc

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https://lnkd.in/g9KnEZVX Normative References of IATF 16949: 2016 and ISO 9001:2015 #iso #iatf #ISO9001 #iatf16949

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All you need to do now Save or share it

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QMS stifles innovation Relationship between Quality Management Systems (QMS) and innovation is complex. There will always be a debate -"Rigid focus on established procedures can stifle creativity" on the other hand "Robust QMS provides a framework for continuous improvement, which can drive innovation". How QMS supports innovation: -QMS encourages a culture of continuous improvement, which can foster innovation. -A well-designed QMS helps to identify and mitigate risks, creating a safer environment for innovation. -QMS emphasizes customer needs, which can provide valuable insights for developing innovative products or services. What we need to do: - Streamlining QMS procedures,removing unnecessary steps and paperwork. -Encouraging employees to take calculated risks and try new things. - Shifting the focus from compliance to achieving desired outcomes. - Ensuring that QMS procedures remain relevant and support innovation. Organizations should leverage the benefits of a QMS while fostering a culture of innovation.

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Is your quality team ready for a quality inspection in English? 🕵️‍♂️ An audit or inspection can be a stressful event. It doesn't matter how much you prepare or how confident you are with your processes—the unexpected can cause anxiety for some of you. Many quality inspections are conducted in English, and if you don't speak English often, your anxiety will worsen. But here's the good news—you're the expert! You know your processes and can comfortably answer questions in your native language. However, if you're not speaking English regularly, this might be an area that you need to work on before the quality inspection. Here are three steps you can take to prepare: 1️⃣ Build Your Job-Specific Vocabulary: Boost your confidence by developing a robust vocabulary related to your job. Mind mapping is a fantastic tool to collect, organise, expand, and memorize your thoughts. It can also be used as a cheat sheet to help you remember, making you feel less stressed before the audit! 2️⃣ Focus on Clarity: Pay attention to your pronunciation to avoid misunderstandings and ensure your message is clear. You can use an answering structure to help you stay to the point and not get bogged down in unnecessary details or, worse, go off-topic. An example structure could be: R+ℝ+𝓐 🔹Recognize the question word: what, where, when, how, why. 🔹ℝ𝕖𝕤𝕥𝕒𝕥𝕖 𝕡𝕒𝕣𝕥 𝕠𝕗 𝕥𝕙𝕖 𝕢𝕦𝕖𝕤𝕥𝕚𝕠𝕟. 𝕋𝕙𝕚𝕤 𝕙𝕖𝕝𝕡𝕤 𝕔𝕠𝕟𝕗𝕚𝕣𝕞 𝕪𝕠𝕦𝕣 𝕦𝕟𝕕𝕖𝕣𝕤𝕥𝕒𝕟𝕕𝕚𝕟𝕘 𝕓𝕦𝕥 𝕒𝕝𝕤𝕠 𝕡𝕣𝕠𝕧𝕚𝕕𝕖𝕤 𝕔𝕝𝕒𝕣𝕚𝕥𝕪 𝕥𝕠 𝕓𝕠𝕥𝕙 𝕡𝕒𝕣𝕥𝕚𝕖𝕤. 🔹𝓐𝓷𝓼𝔀𝓮𝓻 𝓽𝓱𝓮 𝓺𝓾𝓮𝓼𝓽𝓲𝓸𝓷. 𝓖𝓲𝓿𝓮 𝓽𝓱𝓮 𝓶𝓪𝓲𝓷 𝓹𝓸𝓲𝓷𝓽 𝓯𝓲𝓻𝓼𝓽 𝓪𝓷𝓭 𝓽𝓱𝓮𝓷 𝓪𝓷𝔂 𝓪𝓭𝓭𝓲𝓽𝓲𝓸𝓷𝓪𝓵 𝓲𝓷𝓯𝓸𝓻𝓶𝓪𝓽𝓲𝓸𝓷. Example question and answer using the structure above: 💬"What happens 𝕨𝕙𝕖𝕟 𝕒 𝕡𝕣𝕠𝕔𝕖𝕕𝕦𝕣𝕖 𝕚𝕤 𝕟𝕠 𝕝𝕠𝕟𝕘𝕖𝕣 𝕦𝕤𝕖𝕕?" "𝕎𝕙𝕖𝕟 𝕒 𝕡𝕣𝕠𝕔𝕖𝕕𝕦𝕣𝕖 𝕚𝕤 𝕟𝕠 𝕝𝕠𝕟𝕘𝕖𝕣 𝕦𝕤𝕖𝕕, 𝓲𝓽 𝓲𝓼 𝓻𝓮𝓶𝓸𝓿𝓮𝓭 𝓯𝓻𝓸𝓶 𝓬𝓲𝓻𝓬𝓾𝓵𝓪𝓽𝓲𝓸𝓷. 𝓟𝓻𝓸𝓬𝓮𝓭𝓾𝓻𝓮𝓼 𝓪𝓻𝓮 𝓻𝓮𝓿𝓲𝓮𝔀𝓮𝓭 𝓮𝓿𝓮𝓻𝔂 𝓽𝔀𝓸 𝔂𝓮𝓪𝓻𝓼 𝓽𝓸 𝓮𝓷𝓼𝓾𝓻𝓮 𝓽𝓱𝓪𝓽 𝓽𝓱𝓮 𝓭𝓸𝓬𝓾𝓶𝓮𝓷𝓽𝓼 𝓪𝓻𝓮 𝓬𝓾𝓻𝓻𝓮𝓷𝓽... " 3️⃣ Practice Asking and Answering Challenging Questions: As the subject matter expert, defending your SOPs, deviations, trend reports, or validations during an inspection in a second language can be challenging. Take the initiative to practice answering questions and presenting your processes. Anticipate the questions and answer them. Then, consider what follow-up questions could arise from your answers and answer them as well. This way, you'll feel less anxious the next time you have to participate in an inspection in English. Reach out if you need any help! _________________________________________ 💬 Talk Quality with Nia ⎜#heloquant Individual and group English language Coaching Quality Topics ⎜ Audit Practice ⎜ Interview Skills #englishlearning #communicationskills #pharmaceuticalindustry qualité

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Hello team, Do you know? Since 2015 the ISO standards follow the High Level Structure (HLS) concept to elaborate the standards: 1. Scope of standard. 2. Standards reference (which ones were used for support this standard). 3. Terms and definitions. From this point all are related to requirements. 4. Organization context (stakeholders involved and expectative). 5. Leadership. 6. Planning (5W & 2H). 7. Support (resources involved the 6M). 8. Operation. 9. Performance (measurement and monitor). 10. Improvement. Let´s take the IATF from paper and goes to real life!

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A Control Plan is a detailed document that describes the actions required at each phase of a process to ensure that products and services meet quality standards. It is an essential part of quality management, particularly within the framework of Advanced Product Quality Planning (APQP) and the Production Part Approval Process (PPAP). A Control Plan helps to maintain process control and quality assurance throughout the production cycle. ### Key Elements of a Control Plan: 1. **General Information**: - **Control Plan Number**: Unique identifier for the Control Plan. - **Part Number/Description**: Information about the product or component. - **Process Name/Operation Number**: The specific process or operation being controlled. - **Prepared By/Approval**: Names and signatures of individuals responsible for preparing and approving the Control Plan. 2. **Process Steps/Stages**: - Detailed description of each step or stage in the production process. - Includes specific operations, tasks, or activities performed. 3. **Product/Process Characteristics**: - Key characteristics that need to be controlled to ensure product quality. - Can include dimensions, material properties, functional requirements, etc. 4. **Measurement Methods**: - Specific methods, tools, and equipment used to measure and monitor the identified characteristics. - Ensures consistency and accuracy in measurement. 5. **Control Methods**: - Actions taken to control the process and maintain product quality. - Includes procedures, work instructions, and standard operating procedures (SOPs). 6. **Sample Size and Frequency**: - Number of samples to be measured and the frequency of measurements. - Ensures adequate monitoring without excessive inspection. 7. **Reaction Plans**: - Actions to be taken when measurements are out of control or do not meet specifications. - Includes containment, correction, and prevention measures. 8. **Responsibility**: - Defines who is responsible for each part of the Control Plan, including monitoring, measuring, and reacting to issues. ### Benefits of a Control Plan: - **Consistency**: Ensures that all process steps are performed consistently, leading to uniform product quality. - **Prevention**: Identifies potential issues before they occur and implements controls to prevent them. - **Documentation**: Provides a documented record of controls and processes, which is useful for audits and reviews. - **Continuous Improvement**: Helps identify areas for improvement and refine processes over time. By following a well-structured Control Plan, organizations can ensure that their production processes are under control, leading to high-quality products and satisfied customers.

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Y de pronto en la entrevista en Inglés te hacen " esa " pregunta : " What is your greatest weakness " Acá va un ejemplo de respuesta mas o menos equilbrada que podría ayudarte a elaborar similares : "One area I'm working on improving is my delegation skills. In the past, I've sometimes taken on too much myself because I want to ensure everything is done perfectly. However, I've realized this isn't sustainable or the most effective way to work. I'm now focusing on trusting my team more and distributing tasks based on their strengths. I’ve also been taking courses on leadership and project management to enhance my delegation skills. This has not only helped in balancing my workload but has also empowered my team members and improved our overall efficiency."

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EXPERTO EN LEAN MANAGEMENT

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