Planning. Quality Management. SAP ERFA Årsmøde. December 2014

Transcription

1 Planning Quality Management SAP ERFA Årsmøde December 2014

2 Planning How to Manage Non- Conformities and Create Input to Process Improvement Work Quality Notifications December 2014

3 And we are Eva Ahrens Jens Berth Implement Consulting Group 400 employees 50 employees in Sweden located in Stockholm and Malmö 3

4 Value and Waste Production Aim is always to increase value and reduce waste Value production What is the proportion of value versus waste in your organisation? Waste production Which tools is your organisation utilising to efficiently resolve and eliminate waste? 4

5 The Core of Lean: Identify customer value Map value-adding processes flows Create flows without waste Implement new principles for operation management Work with continuous improvement Non-value-adding activities Wait Transport Stock Non-conformities Poor processes Over production 5

6 Quality system requirements place demands on organisations Management of material and process non-conformities Follow-up CA/PA (Corrective Action/Preventive Action) Continuous Improvement Work with continous improvements 6

7 Non-conformance management in the fire fighting organisation Where is the relevant info? What to do? Who should do it? How to do it? 7

8 Non-conformance management in the game plan organisation Game plan Identified players Identified responsibilities Clear goals 8

9 Which are the challenges for efficient non-conformance management? System support - own design systems; stand-alone applications and manual paper-based systems at the departmental level Failure to identify systemic quality problems due to of lack broad enterprise reach Limitied visuality Manuals outside the system Multiple data maintenance Double entry of information Double system maintenance 9

10 Non-conformance management and CA/PA in SAP fits all processes! Innovate Design Procure Produce Store Sell Deliver Service Design defects Prototype defects Supplier issues Production defects Handling defects Customer complaints Transport issues QUALITY NOTIFICATION 10

11 Non-conformance management example of business process Issue Reporter Issue Recorder Coordinator Coordinator Task Executor Coordinator Identification of issue Record issue Add data and trigger rootcause analysis Task assignment Task execution Validate results and close issue Information Information Information Costs Documents Meetings Phone calls Costs NOTIFICATION 11

12 Creation of notifications When inspection results are valuated as rejected During production order operation confirmation Manual entry 12

13 Notification structure is a logical grouping of non-conformance information Header References Partners Deadlines Tasks Defects Cause/-s Task/-s Activities Header level Item level Highly adaptable to the individual organisation Activities Documents Document flow 13

14 Collection of defect-related information is important! Material Serial number Batch Vendor Customer Defect Plant Cause Manufacturer Work Center Defect Location Purchase Organisation Sales Organisation 14

15 Processing using predefined code definitions ensure consistent information Defects Defect locations Causes Limitation of codes possible for specific materials or processes Tasks Activities 15

16 Non-conformance cases can be processed efficiently Notification types Related notifications Prioritisation of notifications Automatic determination of start and end dates Automatic determination of tasks and start/end dates Status management Monitors the progress of individual task or the notification as a whole Task and notification statuses are used to trigger work flow activities 16

17 Increase the non-conformance efficiency by using action items Execution of follow-up transactions from within the notification Reduces training Updates the notification with task/activity codes transparency SAP-delivered function modules Own function modules 17

18 The partners represent the players of the non-conformance team! Highly adaptable to the roles in the organisation Issue Reporter Coordinator Interested Party Manager Designer Buyer Notification type dependent Task Executor Sales Rep Quality Inspector Partner roles assigned automatically Vendor Customer Operator 18

19 Costs can be distributed to QM orders to increase cost visibility and controlling QM orders collect quality-related costs Activity-based costs Consumption of materials 19

20 Process improvement work is executed to eliminate non-conformities Continuously execute process improvement meetings Standardised process for improvement Involve all parties Select and base process improvement on facts Kaizen-meetings Plan Standard Act Do Standard Check Standard Kaizen: Japanese compound word (KAI and ZEN). Kaizen means continous improvements. Kai = to change. Zen= to improve 20

21 Facts which provides input to continous improvements Most common defects? Most costly defects? Which vendor delivers the highest number of defects? Which work centre records the highest number of defects? Which are the most frequent materials for identified defects? Which are the most common causes for defects? How long does it take to resolve nonconformance cases? How is access to all related information ensured? Which customers report defect? 21

22 Collected non-conformance information provides input to process improvement activities SAP standard reports All information contained in the quality notification Quality costs per material 22

23 Process improvement work and its impacts as a lean activity 1 Identify customer value 2 Map value-adding processes flows 3 Create flows without waste Major improvements in short term 4 Implement new principles for operation management 5 Work with continuous improvement Many smaller improvements over time 23

24 Notifications can provide Internet and smart applications integration Attachment of picture 24

25 Water pump example 25

26 Change with Impact.

27 THANK YOU FOR YOUR ATTENTION! 27

28 Questions require answers to create input to the process improvement work Most common non-conformities? Most costly non-conformities? Which vendor delivers the highest number of non-conformities? Which work centre records the highest number of non-conformities? Which are the most frequent materials for identified non-conformities? How is uniform non-conformity reporting ensured? How to alert resources allocated as responsible for non-conformity resolving tasks? How to follow up that non-conformity tasks have been executed? How can costs for non-conformity handling activities be captured? How to identify transactional SAP objects relating to non-conformity handling? How to determine priority for non-conformity handling? How to determine sequence and timing of non-conformity handling activities? Which are the most common causes for non-conformities? How can related documents be visible for all resources involved in handling a non-conformity? How can report be easily extracted with required information? 28

29 Implementconsultinggroup.com Stalk us on: Implement Consulting Group Implement Consulting Group is a leading Scandinavia based management consultancy, specialised in driving strategic transformations with a strong differentiator on making change happen delivering documented Change with Impact.