Slide 108 of 262

Each company has a personality and tenor. Top management is extremely variable in how they approach, participation in and their interest in registration. Some are very involved. Some want to watch but monitor closely. Some don’t want to participate at all.

Some companies are given ultimatums. Deadlines. No new business, or reduced business threats (particularly US automotive). Some companies go through the process in an attempt to improve.

These are three implementation strategies a company has to consider. It should be noted that available human resources is an important part of any implementation strategy. Unfortunately, often this aspect is a serious threat to successful implementation within the project constraints (e.g.: time).

Implementation Strategies

Compressed Project

Drop Dead Date

High Priority Project Management Approach
Intimate high level management involvement
Regular Scheduled Meetings

• Business As Usual

  Low stress
  
  Low Priority Project Management Approach
  Slipping schedule not critical
  Irregular Meetings

• Meandering

  Slipping schedule not important
  
  Low level management support / involvement
  Irregular meetings
  Project tends to ‘Fade Away’

	The. Deming PDCA Cycle	QMS Implementation	FMEA Information	APQP Information
Auditing Information	8-D Problem Solving	Statistics	Error Proofing (Poka Yoke)	Brainstorming
Identifying Waste	Pull Systems	Lead Time Reduction	Planned Maintenance	Quick Setup
Discovering Change	Process Capability - Cp vs. Cpk	Histogram. Animation	Process Loop Animation	Taguchi Loss Function
		Fishbone / Cause and Effects Animation

ADVERTISEMENT

View the Elsmar Cove Privacy Policy and Terms and Conditions