Quality Management

Continuous Improvement – Transparency of Variety

Continuous Improvement - Transparency of Variety

Klaus Hense, Robert Schmitt ORCID Icon
The laboratory for machine tools WZL of RWTH Aachen University and Scheidt & Bachmann have jointly developed a methodology for product structure oriented continuous improvement of products and processes. The staff members’ manifold experience with complex products is used effectively by a combination of a product structure oriented assessment and a production portfolio oriented interpretation. Hence, experiences are quantified by the metric “additional effort of time per single use”. This additional effort addresses the coordination and correction expenses, which are typically not quantified and handled by variety-neutral surcharges in the calculation scheme. The methodology is working on the basis of “As-Is” data and not as usual on the basis of planning data like in conventional approaches of variant management. The factual composition of the products is used instead. By applying the methodology for several product families, latent optimization potential could be determined ...
Industrie Management | Volume 23 | 2007 | Edition 6 | Pages 56-58
Accelerating Continuous Improvement and Six Sigma Projects

Accelerating Continuous Improvement and Six Sigma Projects

Faster identification of improvement potentials in production through MES
Jochen Schumacher, Mosbach
Besides the product quality companies have now recognized the process quality as further potential for more economic efficiency within the production. Process-oriented measured values are required for CIP activities as well as for Six Sigma projects when it comes to the determination of improvement possibilities. A manufacturing execution system (MES) offers the information virtually at the push of a button. By means of this CIP activities and Six Sigma projects are accelerated and in addition more potential is discovered than without a systematic entry of the process influences by a MES.
Industrie Management | Volume 21 | 2005 | Edition 4 | Pages 63-65
1 4 5