Slide 148 of 262

A war room is of little importance in very small firms in which communications are typically very good. In larger companies (ᡪ employees) it really depends upon how quickly you want to move your project as well as how organized and disciplined your company is to begin with. In larger companies it offers a good way to control and track the project and ensure cross functional communications. It is more important when the project is a fast-track project.

I have seen resistance to establishing a war room. I like them, personally, particularly when it is an accelerated project.

Audit Schedule

Area Status

Element Status

Project War Room Wall

Corrective Actions In-Process

Document Mapping

We need a way to track What is Happening, Who is Responsible for What , and what the Status is! I suggest a ‘War Room’. One place where everything is visible and available. Updates should be by the responsible persons and the team should discuss each on a weekly basis. From this, the future focus can be determined. The focus may change from week to week.

General status and focus should be reviewed weekly in the Staff Meeting.

A “War Room” - (Status and Tracking)

	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

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