We do not know, what we do not know….

Well…..what DO we know?

We know that if you are looking to consistently produce a high quality part while minimizing your production costs, any variable that negatively impacts that objective needs to be managed or controlled within acceptable limits. The trick is to 1st identify all the variables that can negatively impact the process and then implement the sustainable systems required to control or respond in a timely manner to changes in that variable.

The problem is, we often don’t know what we don’t know. Its impossible to know everything and in fact in today’s highly specialized world, expect mediocre results from Jack of all Trade solutions.

dilbert_mediocrity1

Key Performance Indicators (KPI’s) are just that, the Key to getting the result you are after. If you manage and optimize the right KPI’s, the measurable result you are chasing is inevitable. The challenge is that sometimes KPI’s are hard to identify. And once they are identified, they can turn out to be tough to control. They often require new habits and disciplines, new processes and procedures. They require a different focus and in most cases non-core expertise, which becomes the catch 22 and the reason that most companies get caught in the “I don’t know what I don’t know” loop.

Clearly defined goals can start the search to unveil the KPI’s that inevitably drive the results you are after. Calling in experts to evaluate non-core aspects of your process can dramatically shorten the time it takes to realize those results.

The selection, management, maintenance and disposal of industrial fluids is a non-core process for most parts manufacturers. Current state practices tend to evolve over the years based on anectodal vs KPI evidence and as a result companies spend far more on fluids, generate far more waste and put their people and process at far more risk than they could or should if they just knew what they didn’t know. Process variability in these KPI’s due to the dynamnic nature of fluid condition is what drives cost in these facilities. Knowing what to measure and reducing varibility in the lead factors that impact total cost is a sustianable strategy to cost optimization and improved operating performance.

Our Process Variability Audit (PVA) does that. It takes a snap shot of the current state by measuring a statistically significant number of cost and performance KPI’s related to fluid condition. By measuring the standard deviation across these important indicators, we can identify where the opportunities for cost reduction and process improvement exist.

For more information go to: Process Variability Audit (PVA)

Comments are closed.