Expert support for activities to continuously improve quality and increase efficiency using the fundamental principles of management by Edwards Deming and Shewhart control charts (Statistical Process Control, SPC).

Work with senior management and at the shop level of the customer’s enterprise

"Any system requires guidance from outside. Again, the system cannot understand itself. There must be someone in the organization who helps the president gain and apply deep knowledge."

[2] Edwards Deming, "Overcoming the Crisis"
(W. Edwards Deming, "Out of the Crisis")

Remote assistance with periodic in-person visits to the enterprise

Competitive advantage belongs to companies that can identify the true sources of problems and speed up decision-making while minimizing the consequences of errors of the first and second kind .

Support is provided by: Sergey P. Grigoryev , Scientific Director of the Center for Advanced Quality Management Tools, St. Petersburg, Russia.

Remote assistance is provided on agreed working days of the month at a time convenient for the parties.

The goal of cooperation is to launch a Deming chain reaction in your company and, within 2 (two) weeks, achieve a significant reduction in production costs by improving product quality - without new equipment and without new people¹ .

¹See one of the examples in the open solution “New machines, robotics and devices are not a panacea!”
and one of the explanations in the article "Right and wrong ways to use tolerance fields?"

The purpose of cooperation is to launch the Deming chain reaction

The dominant management style in Russian companies is the main barrier to real change. Materials open solutions , presented on our website once again confirm this.

We constantly encounter erroneous application and sometimes complete misunderstanding of the Shewhart control chart methodology by company specialists who have attended Six Sigma courses. Can you really expect a different result from these express programs? Providing prompt, expert in-person and remote assistance will help avoid many mistakes and frustrations in using Shewhart control charts for continuous improvement purposes.

“Resistance to knowledge is still strong in people. The type of transformation that Western (read Russian - Note by S. Grigoryev) industry needs involves expanding knowledge, and yet people continue to resist them. Pride is not the last factor in this struggle . After all, new knowledge that comes to the company can reveal our mistakes. The best approach is a course to master new knowledge, since it can help us work better.”

[2] Edwards Deming, "Overcoming the Crisis"
(W. Edwards Deming, "Out of the Crisis")

A common situation for many enterprises is when responsibility for product quality rests entirely with the workers, but in vain. Many of them are diligent, responsible people, but lack proper assistance from the company management. Neither the workers, nor the shop management, nor the company management know how to change the situation with the production of defective products and, as a result, low productivity.

See one example of using new knowledge to improve quality in an open solution: Correct and incorrect ways to use tolerance fields. Should products be sorted according to tolerance margins for defective and non-defective, or should we try to customize the process? .

Having extensive experience in significantly improving operational efficiency and quality management in manufacturing enterprises, we are ready to provide professional support for improvement processes.

Throughout the entire period of cooperation, we will provide auxiliary training materials and tools, detailed recommendations aimed at increasing the efficiency of your processes, improving the quality of specific products, reducing the overall total losses of the company and increasing the competitiveness of your goods and services.

Together, we will examine your processes along the entire chain of cause and effect, formulate detailed control plans, develop the necessary operational definitions of defects, organize data collection and use of Shewhart control charts at the shop level, carry out process improvements, and comparative data analysis using Shewhart control charts before and after changes, will allow you to objectively assess the effectiveness of the measures taken.

"Any organization planning to use control charts effectively must first break down all barriers described by Deming.

You can't just "implement statistical process control." Control charts do not work in a vacuum. Their use places certain demands on workers and management, and the organization must do everything possible to meet these demands. Once the control chart philosophy becomes part of the corporate culture or even part of the structure of the organization itself, occasional interference from workers or management will no longer be able to interfere with anything.

Statistical process control is, first of all, a whole worldview, supported by certain methods. It's a way of thinking, and that's what it's all about. Without such thinking, methods are completely useless! Only senior management can highlight the importance of control charts for continuous improvement. If senior management provides active support for this, the potential impact of implementing control charts will exceed all expectations! "

[4] Donald Wheeler, Statistical Process Control.
Business optimization using Shewhart control charts"
(Donald J. Wheeler, "Understanding Statistical Process Control")

Advantages

Shewhart control charts are a powerful improvement tool despite their apparent apparent simplicity; they open up a world of new opportunities in studying the current situation and in forecasting, providing enterprise management with scientifically based support in making optimal and economically feasible business decisions.

Constant scientific and analytical activities in the field of improving the economic efficiency of enterprises and successful active practice of applying statistical process control methods (Statistical Process Control, SPC) allow us to offer services of the highest quality.

Thanks to our cooperation you will be able to:

• Reduce overall company losses through fewer errors, rework and delays, and better use of machine time and materials.
• Allow workers to do their jobs better and more intelligently, identifying problems as soon as they appear on the control charts and acting intelligently without making errors of the first and second types (with an understanding of the nature of variability).
• Use the opportunity to identify and eliminate the causes of defects at the shop level, before they become a problem for subsequent operations and the company, minimizing the overall cumulative losses of the company from errors. first (overregulation) and second kind (inaction) wherein.
• Create conditions for establishing effective interaction between enterprise employees, both within departments and in different departments (sales, purchasing, design, production and quality service).
• Significantly, and in some cases completely eliminate defects in manufactured products and, as a result, significantly increase productivity.
• Increase motivation and satisfaction of working personnel and company management.
• Organize traceability of materials and products at each stage of the production process to identify cause-and-effect relationships if necessary.
• Eliminate ineffective application rules selective quality control tables and replace them with rules" all or nothing " to minimize the company's total cumulative losses from defective products being missed by incoming inspection.
• Objectively assess the achievability of planned indicators and determine the conditions for achieving the goals set by management.
• Improve the planning system using an understanding of the nature of the variability of any real processes.
• Provide shop management and workers with high-quality information to develop informed actions aimed at continuously improving product quality and increasing productivity.
• Integrate and embed improvement methods into the company to achieve world-class quality: “Fine tuning to the target with minimal variance!” - Donald Wheeler.

Cost of face-to-face visits

The cost of work to prepare the Customer’s employees for changes and implement specific activities during in-person visits is: 75,000.00 rubles/day , NDS is not appearing. Before in-person visits, 100% prepayment is required.

Travel expenses

For enterprises located outside of St. Petersburg, additional payment for flights, transfers from the airport to the hotel and back, and hotel accommodation for the duration of the visit plus one day will be required.

Cost of remote support

Remote expert support of quality improvement activities is carried out outside the time of in-person visits and is paid separately. The cost of remote expert support is RUB 150,000.00/calendar month , NDS is not appearing.

Remote consulting includes the analysis of information and data about the customer’s processes, the development of plans for monitoring monitored characteristics and the activities necessary to improve the quality, plus the total time of online consultations (telephone and video conferences) up to 15 hours per month.

If necessary, the consultation time can be increased by agreement of the parties with an additional payment for additional time of online consultations at the cost: RUR 5,000.00/hour , NDS is not appearing.

All documents for accounting are transmitted electronically and signed with a qualified electronic signature of the supplier, issued by the Certification Center of the Federal Tax Service of Russia.

Technical requirements for a work office on the customer’s premises for face-to-face visits

Separate ventilated office.

Technical requirements for participant equipment for online meetings

Preferably used for online meetings Zoom (alternative software products: Google Meet And Yandex.Teleconference ). Online meeting software (free).

A camera and microphone can be installed in the classroom for online meetings. In this case, all participants must be within the camera's visibility range, and microphone equipment must provide sound transmission of sufficient quality.

When participants in online group meetings are in different locations, all participants must be provided with a computer with a connected camera, microphone and headphones.

Recommended roadmap for cooperation

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The information presented on this page is for informational purposes only and does not constitute an offer or public offer. Prices, terms and availability of products or services are subject to change without notice. For detailed information about prices, conditions and ordering, please contact us.