They discovered 218 distinct steps, only
seven of which were “value-added.” In
addition, there were 33 separate decision
points, 21 hand-offs and 27 points of delay
with two “loop backs.” It became evident
that each department was operating with little awareness of what the others were
doing.
The answer lay in creation of a revision
review board that could provide the missing
element of governance. The board would
be responsible for evaluating all revision
requests, based on a specific set of criteria.
In addition, it would develop systems for
notifying manufacturing of specification
changes, and tracking them through existing lot-coding procedures.
There was one more singular aspect to
the new board, according to project man-
ager Ruth M. Kaminksi: it was mortal. The
group would disband when review proce-
dures were so well integrated into the
organization that it was no longer needed.
Amway,
www.amway.com
TBM Consulting Group,
www.tbmcg.com
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