Advanced Process Analysis

DSA has worked extensively over the years to develop an advanced set of process analysis and design tools to better enable our ability to drive real measurable results for our clients. Our tools and methodologies are rooted in work done by the Sloan School of Management at MIT.
 
These early learnings have enabled us to quickly identify the right set of analytical tools for the specific process under evaluation. An Engineering Change Process for example requires the application of a different set of analytical tools than an analysis of Component Reuse, for example:
An analysis of your Engineering Change process will require the following Analytical Tools:
  1. Error Identification and Rate Analysis by Change Type e.g., Component Change that does not affect Form, Fit, Function vs, Form, Fit, Function
      Change
  2. Pareto Analysis to establish Criticality of process errors identified
  3. Root Cause Analysis of error rates
  4. Engineering Churn Analysis by Lifecycle state
  
Whereas an analysis of Component Reuse will require:
  1. An analysis of the distribution of preferred components over total components
  2. Number of component items in your database possessing exact Parametric Values  e.g., the number of instances of a bolt which possess the
      same Head Type, Thread Type, Length, Material Type, and Torque Limit
  3. Average number of suppliers per commodity 
  4. Average Cost of a Component per year all in; requisition, find supplier, negotiate supplier, create Item in Database, create drawing, process
      engineering change, First Article Inspection, create stock keeping location, incoming inspection, stock put up, expedition to the plant floor, etc.
  
Our Arsenal of Tools:
  1. Process Metrics Library e.g., average cost of an Engineering Change by Change Type, average cost of a new Component first year, subsequent
      years
  2. Comparative Capability Maturity Models (PLM/MBE) e.g., Bom Mgt., Change, Mgt., Part & Design Reuse, CAD Design & Validation, etc. 
  3. Pareto Analysis, SWOT Analysis, Root Cause Analysis, Yield Analysis, Churn Analysis, Muda, Balanced Scorecard, Time/Cost Analysis, Etc.
  4. Key Performance Indicator (KPI) Library

Advanced Process Design

Establish New Targets for Design:
An effective redesign of process begins with an alignment of the process type to relevant Key Performance Indicators. These key performance indicators should have a direct relationship to Corporate Objectives and Market Demands e.g., required Service Levels, required Product Reliability, Lead Time Demands, etc.
Once your KPI's are aligned to process the next step is to establish a list of Topological Best Practices to drive each process design. Some examples include:
1. Front-end Load the process to enable greater collaboration and concurrency
2. Single point of data entry at all points of origin
3. Reduce the ratio of checking and control to value-ading work
4. Multiple process versions too better manage complexity
5. Single process  version to better manage simplicity

Finally, don't foget the Essence of Transformation