philips salvage team 627 industrial productivity analysis fall 2002

Philips SalvageTeam 627

Industrial Productivity Analysis

Fall 2002

Philips SalvageTeam 627Robert Bailey

Tonya Breidenbach

James Hicks

Otto Horton

Roger Newhouse

Diane Patino

Craig Schroeder

Productivity Analysis

• Increased productivity is the goal.

• Analysis methods are varied and robust.– Process Control Tools.– Industrial Engineering Tools.– Quality Assurance Tools.– Maintenance and Safety Tools.


• Process Control Tools.– Designed Experiments.– Control Charts.

Process control and continuous improvement are key facets of improving processes. Designed experiments allow investigators to focus on cause and effect analysis rather than opinion. Control charts are useful to show trends and cycles that can lead to reductions in variability thus improvements in process control. The SPC chart often serves as the score board process improvements.


– Industrial Engineering Tools.• Man-Machine Analysis

• Line Balance

• Ergonomics

• Time StudyIndustrial Engineering provides tools that support product

Quality improvements and enhance productivity by reducing waste. These tools focus on the interaction of people with their work environment and support systematic testing of proposed improvements in methods, processes and equipment.


– Quality Assurance Tools.• ISO 9000

• Quality Functional Deployment (QFD)

• Process Documentation

Each of these items have one thing in common. Think out the ways your company does things so that you can explain to your customers that you understand and have put procedures in place to assure that their expectations of the product or service will be met.


– Maintenance and Safety Tools.• Safety

– Inspections

– Drills

• Maintenance– Procedures

– Inspections

Maintenance and Safety are now monitored and controlled using systems that resemble Product Quality Assurance methods.


Productivity, Safety and Quality are now on equal footing and use many of the same tools. Items like maintenance once left to production supervision and a team of mechanics has developed into a proactive system. Scheduled maintenance and inspections produce maximum run time of equipment and reduce random breakdowns by detecting and fixing problems which in the past led to production disruption.


Each of these systems of managing the production environment depends on common understandings of the goals procedures and requirements of all the constituents of a process. Groups as diverse as customers, plant maintenance, government, engineering, management and the production workers depend on a common standard of understanding of the process. Process Documentation provides a common point of view.

Process Documentation

The foundation of process control and improvement is a thorough understanding of the process.

Documentation represents the collected wisdom of every constituency of the process and product.

Forms of Process Documentation

• OPCP (Ongoing Process Control Plan)

• BSOP (Basic Operating Instructions)

• Work Instructions• Drawings• Order Notes• Quality Manual

• Equipment Manuals• Preventative

Maintenance System• Specifications

– Raw Material

– Environmental

– Finished Material

• Safety

Ongoing Process Control Plan

The OPCP is the central document of Quality and Process control.

The Ongoing Process Control Plan answers the question, “What is the plan we use to make this product.”

The OPCP represents the Best Practices and sources of support information.

Ongoing Process Control Plan

The OPCP sets standards based on all constituents needs or specifications for the process and products.

The OPCP is the basis of understanding the process and thus implementing and testing process improvements and corrective actions.

OPCP Support Documents / Systems

B S O P

W ork In s tru tion s

D raw in g s

O rd er N o tes

E q u ip m en tM an u a ls

S p ec ifica tion s· R aw M at'l

· E n viron m en ta l· F in ish ed M at'l

S u p ort D ocu m en ts

Q u a lity M an u a ls· In te rn a l

· C u s tom er· S u p p lie r

IS O

Q u a lity S ys tem s

P reven ta tiveM ain ten ace

S afe tyP rog ram

S ys tem s S u p p ort

O P C P

OPCPs support Continuous Improvement

• Internal– Engineers

• Manufacturing

• Quality

• Process

– Manufacturing• Supervisory

• Material Control

• Purchasing

• External – Suppliers

• Engineering

• Quality

• Sales

– Customers• Engineering

• Quality

• Purchasing

•OPCPs provided information to to many Constituencies


• 8-D• Man – Machine

Analysis• Time and Motion• Line Balance• SPC and Charting

• FEMA• Value Analysis• Economic Analysis

– Break - Even

– Kaizen Cost Analysis

– Cost Analysis

– ROI

•OPCPs provided information used by many Continuous Improvement Tools


The OPCP sets the standards and provides and explanation of the process. It presents the required standards that the process, raw materials and finished goods must meet and gives the rational for these requirements.


The OPCP grounds the assumptions and sets out requirements that the alternatives presented by Continuous Improvement and Corrective Action must meet.