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Industry experts and editors of Quality, NDT and Vision & Sensors share their views on the latest in the market and in manufacturing—from management and leadership to process and technology—and we want feedback from engineers, designer, operators, managers and others with something valuable to say about the business of quality!
In my next series of blogs, I will be elaborating on various aspects of executing improvement projects using the enhanced project execution roadmap contained in the Integrated Enterprise Excellence (IEE) business management system.
Organizations need an enhanced system for linking process improvement efforts to the business system so that the enterprise as a whole benefits, and the best tool is used at any given time.
All projects in an EIP should be in alignment with the business goals and could be undertaken; however, organizations often not have the bandwidth to undertake all projects at once. When this occurs, organizations need a system where they can prioritize EIP created projects.
As part of the IEE system, an enterprise improvement plan (EIP) is an effective means to identify process improvement projects that positively impact the financials.
To be successful, organizations need to focus on the big picture. One measure of success is that the enterprise’s satellite-level metrics are performing at a level that is considered satisfactory.
An IEE value chain describes at a high-level what the organization does and the measurement of each function relative to a quality, cost and time assessment.
An IEE value chain describes at a high-level what the organization does and the measurement of each function relative to a quality, cost, and time assessment.
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