By Thomas Pyzdek, Paul A. Keller
Written by way of one of many prime specialists at the topic, the second one version is totally revised to mirror the most recent adjustments to the ASQ physique of information for the qualified caliber Engineer (CQE). This guide covers each crucial subject required via the standard engineer for day by day practices in making plans, trying out, finance, and administration and carefully examines and defines the rules and merits of Six Sigma administration and association. the standard Engineering guide offers new and improved sections on administration structures, management and facilitation rules and methods, education, patron relatives, documentation structures, household and foreign criteria, and extra.
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Practices fully integrated into process The first step in benchmarking is determining what to benchmark. To focus the benchmarking initiative on critical issues, begin by identifying the process outputs most important to the customers of that process (i. , the key quality characteristics). This step applies to every organizational function, since each one has outputs and customers. H). Getting started with benchmarking The essence of benchmarking is the acquisition of information. The process begins with the identification of the process that is to be benchmarked.
Set up a meeting with people in key departments, such as R&D. Tap the expertise of those in your company who routinely work with customers, competitors, suppliers, and other "outside" organizations. Often your company's board of directors will have an extensive network of contacts. The search is, of course, not random. You are looking for the best of the best, not the average firm. There are many possible sources for identifying the elites. One approach is to build a compendium of business awards and citations of merit that organizations have received in business process improvement.
Copyright © 2003 Marcel Dekker, Inc. 43 44 MANAGEMENT AND LEADERSHIP IN QUALITY ENGINEERING D Wrong people on team—Who are the right people for a benchmarking team? Individuals involved in benchmarking should be the same ones who own or work in the process. It's useless for a team to address problems in business areas that are unfamiliar or where the team has no control or influence. D Teams don't understand their work completely—If the benchmarking team didn't map, flowchart, or document its work process, and if it didn't benchmark with organizations that also documented their processes, there can't be an effective transfer of techniques.