Measuring processes for profit

Abstract

Presents a structured and radically new approach to SPC. Applied to measure any process within an organization. A hierarchy of charts creates ownership of the process, which ultimately measures success against "World-class" standards. Adopted successfully by teams, vastly reduces the time to solve problems. In practice, showing over 30 per cent improvement in performance. Replaces the traditional approach to chart selection. Uses a filter process to define a simpler and more reliable method. Creates an opportunity to set realistic targets continually against process performance. Provides an ideal and effective technique to improving business performance through teamwork. Case studies Measuring processes for profitPerformance 1 = Runtime -Minor stoppages × 100% Runtime = 100 minutes -10 minutes × 100% 100 minutes = 90 % Performance 2 = Actual output × 100%(Runtime -Minor stoppages) × Line speed

A review of non‐standard applications of statistical process control (SPC) charts

“…Surveys/questionnaires 9% Piccirillo (1996), Wardell and Candia (1996) and Jensen and Markland (1996): data from questionnaires used to construct the control charts 3. Real processes 80% Implementations (9%): collecting data from real processes Boggs et al (1998), Katter et al (1998), Hong et al (1999) Studies (71%): based on data from real processes Gentleman et al (1994), Hand et al (1994), Sulek et al (1995), Paul and Barnett (1995), Anderson and Dian (1996), Atienza et al (1997), Cartwright and Hogg (1996), Jennings and Drake (1997), Maul et al (1996), Chesher and Burnett (1996), Hansen et al (1996), Hill (1996), Kegel (1996), Zimmerman et al (1996), Cook et al (1997), Hayes et al (1997), Clark et al (1998), Vitez and Macrio (1998), Konrad et al (1998), Green (1999), Kahn et al (1996), Koksalan et al (1999), Maurer et al (1998), Ipek et al (1999), Jun and Suh (1999) Gardiner and Mitra (1994), Hand et al (1994), Konrad et al (1998), Sulek et al (1995), Paul and Barnett (1995), Maul et al (1996), Piccirillo (1996), Cartwright and Hogg (1996),…”

“…Objective/purpose Articles Monitoring 71% With Shewhart control charts (57%) Hand et al (1994), Gentlemen et al (1994, Sulek et al (1995), Paul and Barnett (1995), Cartwright and Hogg (1996), Hansen et al (1996), Kegel (1996), Maul et al (1996), Zimmerman et al (1996), Chesher and Burnett (1996) With more advanced charts/techniques (14%) Anderson and Dian (1996), Jennings and Drake (1997), Hayes et al (1997), Jun and Suh (1999), Nijhuis et al (1999) Planning 11% Gardiner and Mitra (1994), Katter et al (1998), Cassady et al (2000), Ben-Daya and Rahim (2000) Evaluating 9% Piccirillo (1996), Wardell and Candia (1996), Jensen and Markland (1996) Forecasting 9% Atienza et al (1996), Hill (1996), Koksalan et al (1999) could be argued to be an engineering application. Three studies (about 9 per cent of the total) are identified as statistical applications of control charts.…”

“…Maurer et al (1998) and Zimmerman et al (1996) show the use of Shewhart charts in monitoring environmental variables. Other applications of Shewhart charts include the detection of defects in software (Hong et al, 1999) and the overall monitoring of organisational performance (Cartwright and Hogg, 1996). The use of Shewhart charts in monitoring healthcare processes is discussed widely (Boggs et al, 1998;Clark et al, 1998;Hand et al, 1994;Vitez and Macrio, 1998;Green, 1999).…”

The use of statistical process control in food packing

“…. process improvement and problem solving (Cheng and Dawson, 1998;Cartwright and Hogg, 1996;Watt, 1997;Litsikas, 1996a, b, c, d;Sulek et al, 1995);…”