Page 236 - How To Implement Lean Manufacturing
P. 236

214    Cha pte r  F o u r tee n


                                                     First Time Yield
                     100.0


                      90.0


                      80.0


                      70.0


                      60.0


                      50.0


                      40.0
                        Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04

                    FIGURE 14-2  Alpha line, FTY.



                    aspects of the business. And judging by the results as shown in Fig. 14-2, it is obvious
                    that this effort and leadership not only persisted, it succeeded.


               Some of the Results
                    As you can see in Fig. 14-2, yield climbed significantly and the entire effort was a huge
                                                 success. Though it was a success because the yield
                                                 climbed, the effort’s success went beyond that.
                     “Create constancy of pur-
                                                    As it turned out, demand for the plant increased
                     pose toward improvement of   dramatically, largely due to the process improvement
                     product and service with the   efforts. The customer of the plant had three alternate
                     aim to become competitive   suppliers (each of the four now had 25 percent of the
                     and to stay in business and to   demand) of this product, but the customer’s stated
                                ”
                     provide jobs.               desire was to reduce that to only two suppliers. One
                                       —(Point 1)   would be the primary supplier; the other a backup
                                     W. E. Deming  supplier. The purpose was clear: The customer
                                                 wanted to reduce his variation—that meant fewer
                    suppliers for each product, which meant the plant needed to be the best supplier or lose
                    some or all of the business.
                       Because of its efforts, by the end of the first year this plant had outperformed all
                    others. At the annual “Give me your quality improvement ideas” meeting called by the
                    customer, we were able to finesse the following information from the customer. This
                    plant was the only plant of the four that was meeting the customer’s goal of less than
                    500 ppm field failures—the plant was at 220 ppm. The other three suppliers were at 700,
                    1100, and 3300, respectively. It was no surprise that by the end of year one, the plant
   231   232   233   234   235   236   237   238   239   240   241