SQDC Board Standard Work (Example) - TBM Consulting Group

TBM Consulting Group
Operational Excellence One Point Lesson
SQDC Board Standard Work
Category: Start-Up Meetings │ Business: General Application │ Lesson: 33 │ Author: Ken Van Winkle
PROBLEM OR OPPORTUNITY
The SQDC Board is one of the most fundamental, but often times neglected tools that is used in
a Lean Business Unit. The imperative is that the board be developed, followed as standard and
kept current on a consistent basis.
COUNTERMEASURE
● Develop a standard format for the board ensuring that the S, Q, D and C are the column
headings on the board.
● Use four rows on the board for the content including:
– TRACKING metric on a Daily basis (short term trend)
– TRACKING metric on a Monthly basis (longer term trend)
– ANALYZE row where the root cause analysis tools (pareto, 5 Why’s, Fishbone, etc.)
are posted reflecting the root cause of missed metrics
– IMPROVE row where the Kaizen Newspaper is updated to summarize the problem, the
countermeasure, ownership, targeted resolution date and status
● Make sure also that the business unit/department that is being managed by the board is
clearly labeled on top of the board
● Write standard work so that it is clearly understood what the board measures, who owns the
board, how/when/why the board gets updated and countermeasures used
● Audit the board on a regular basis using the TBM SQDC Board Audit Form (post the audit at
the board for constructive feedback)
RESULTS
The SQDC Boards in a business unit will be consistent, they will be up to date and
most importantly they will clearly reflect a snapshot on a daily basis as to how the
unit/department is performing in alignment with the Hoshin Plan.
© 2013 TBM CONSULTING GROUP, INC │ ALL RIGHTS RESERVED │ v2-13
TBM Consulting Group, Inc. │ 4400 Ben Franklin Blvd., Durham, NC 27704 │ P: 800.438.5535 │ www.tbmcg.com

SQDC Board Standard Work (Example)
1. Introduction
a. The purpose of the standard work is to define the use and maintenance of work cell SQDC boards.
b. The SQDC board is a visual display of quantified, measured data of daily work cell performance.
c. The SQDC Board will be reviewed weekly by the management staff. This review will be hosted by the team
leader currently on duty, take no more than 5 minutes, and will take place at the SQDC Board.
2. Metrics Definitions
a. Safety – The safety cross will be updated daily with incidences. 5S Audits will be conducted once every 2 weeks
with the audit Score Sheets posted upon completion of the 5S audits. The 5S audit scores will be tracked on an
annual tracking sheet.
b. Quality – Quality measures that support plant objectives will be measured and posted on a daily and monthly
basis.
c. Delivery – Delivery metrics specific to the given work area will be measured and posted on a daily and monthly
basis.
d. Cost – Cost metrics specific to the given work area will be measured and posted on a daily and monthly basis.
3. Metric Targets
a. Targets (goals) for each attribute are listed on the SQDC Board charts. Root cause analysis and problem
solving will be performed as described below for failure to achieve target.
4. Metric Scoreboard
a. Guidelines posted on SQDC Board.
b. Each graph will include the name of its owner.
c. Target line – identified as a RED line on the metric graph.
d. Meets target and no safety incident – use green marker.
e. Fails target or recordable incident – use red marker.
f. Near miss on the safety cross will be recorded with a yellow marker.
5. Board Maintenance
a. The board will be updated daily by the designated owner prior to team meeting.
b. When any metric falls below target for three consecutive days the metric owner will record the problem on the
Kaizen Newspaper. The owner will assess the scope of the problem and for those problems that are within the
control of the team the owner will gather necessary support associates and take appropriate corrective action
and record the actions taken on the Kaizen Newspaper. For problems falling outside the control of the team the
owner will initiate a CAR, record the CAR# on the Kaizen Newspaper, and place a copy of the CAR behind the
Kaizen Newspaper. When the CAR is complete that Kaizen Newspaper will be closed out.
c. If an appropriate corrective action can not be found or the proposed action fails and negatively impacts
production, the issue should be addressed by the department manager and other appropriate members of
management team with action items assigned to be completed as agreed.
d. All team members of the work cell (including back ups) will be responsible for and held accountable for achieving
the targeted metrics.
e. All team members of the work cell (including back ups) will participate in the training exercises to understand the
SQDC Board, in the maintenance of the SQDC Board metrics, and in the root cause analysis/ improvement
process.
f. Daily startup meetings conducted by team leaders will be held at each SQDC board, the meeting will review the
previous day’s results and current day’s expectations.
g. Metric tracking and improvements will be monitored by the management team.
© 2013 TBM CONSULTING GROUP, INC │ ALL RIGHTS RESERVED │ v2-13
TBM Consulting Group, Inc. │ 4400 Ben Franklin Blvd., Durham, NC 27704 │ P: 800.438.5535 │ www.tbmcg.com