Customer Service Infomation

THEME DESCRIPTION

Doc Mgmt IS & IT Software Tools Testing Facilities Problem Solving

Control revisions and submittals Basic IT platform & tools Appropriate engineering tools Test bench / Simulator / Lab4Q is ABB‟s own structured problem

solving methodology.

Standard Work Gated Process Change Management Design for Excellence Process Control

Common librairies and templates Design review process From design freeze to end of life DFX principles in design phase Use CTQs&KPIs to drive OPEX

Safety Skillset Management Skills for Improvement People EngagementBest Practice &

Knowledge Sharing

Keep our people safe Matrix for development plan Ability to do 4Q

People are engaged and recognized for

their efforts in continuous improvement

projects

Best practices and knowledge are

shared at various levels within ABB and

with external communities

Tender Execution Risk Management S&O Planning Value Chain

Involvement in quotation process Risk analysis at quotation Forecast and capacity planning front end and back end coordination

CCRP OTD OPQ

process is well understood,

communicated and executed

Orders delivered on-time as a % of total

orders

OPQ parameters for Engineering are

measured and used to drive Opex

initiatives

Sales & Operations Integration and support with Sales Channel

Quality SystemsStandardization

Process & Design Control

People People & Knowledge management

Performance Key performance indicators

THIS SHEET IS USED AT A TOP LEVEL TO DETERMINE THE THEMES AND CRITERIA FOR THE ENGINEERING OPERATION MATURITY ASSESSMENT (EOMA)

Operation BasicsBasic tools and skills to execute.

What's needed to get the job done.

CRITERIA

Theme Criteria Description Comment

Operational Basics Document Management Document management, structure, document properties,

document review, version controls, reuse, knowledge sharing of

document

Operational Basics IS & IT Infrastructure IS & IT infrastructure means network environment, hardware for

internal use including basic software systems such as ABB systems,

Microsoft product etc.

SJ: As discussed in telecon, Engineering has very little control over this but we still want the assessment to be

done in order to communicate the feedback and initiate actions.

Operational Basics Software Tools Engineering software programs and tools are approriate, best in

class, maintained and up to date.

Operational Basics Testing facilities Test environment, Hardware,

Link to customer sites

Labs - equipment -

Quality Systems Standard Work Level of standardization and automation between projects.

Standard libraries means standard documents for design, FAT,

SAT, OAT.

Standard libraries for served businesses/processes and ABB

products

Quality Systems Gated Process Project execution is divided into a documentated gate process.

At a basic level: Kickoff, Preliminary Design, Detailed Design,

Material Releases, Transfer to mfg/test, FAT, Close Out.

Telecon: Make sure the customer has a place in this process

Quality Systems Change Management Process to approve and communicate changes within a project or

a product/system lifecycle. This process is initiated once the

design has reached a certain level of maturity (eg. Design Freeze).

PN: Part of Project management ? SJ: It will certainly also appear in Project mgmt but I think it belongs here as

well. Engineering is heavily involved in this process, we want them to reflect on this and provide their

assessment.

Telecon: Make sure the customer input has a place in this process.

Quality Systems Process Control Use of CTQs & KPIs to ensure that the process is working and

allows us to meet requirements and objectives. Results used to

drive OPEX initiatives.

People Safety Keep our people safe.

People Skillset Management Matrix for development plan and cross training. PN: Competence planning, PDA, Talent, "Blue Fish"

People Skills for Improvement Ability to do 4Q

People People Engagement People are engaged and recognized for their efforts in continuous

improvement projects.

PN: job satisfaction, carreer road,

SJ: Job satisfaction is measured in Performance. I do agree that this section could be broader than simply

encouraging improvement projects. Career road could be covered in Skillset Mgmt.

People Best Practice and Knowledge

sharing

Best practices and knowledge are shared at various levels within

ABB and with external communities

Sales and Operations Tender execution Involvement in quotation process, mostly for products or systems

that require some level of custom design prior to manufacture;

e.g. large power transformer or large motor.

Telecon: Make sure to emphasize the importance of reviewing and meeting customer specifications.

Sales and Operations Risk managment Risk analysis at quotation. Raise early appropriate flags for items

where we are lacking history (new customer/contracters, new

technology, broader scope, etc.)

Telecon: Make sure to emphasize the importance of reviewing and meeting customer specifications.

Sales and Operations Sales & Operations Planning

(S&OP)

Decision-making processes to balance forecasted demand and

available capacity. Planning of human and material resources.

Performance Customer Issue Resolution The standard ABB way of dealing with customer complaints is well

understood, communicated and executed.C9

Performance On Time Delivery (OTD) Orders delivered on-time as a % of total orders. PN: More engineering specific - documentation, code, test etc.

Performance Cost Savings Measured and recorded in SFDB SJ: This is the only criteria where we associate a Maturity level (1 to 5) to an actual performance value (except

also found in level 5 of Safety). Can a given target number really apply globally? It's a copy from MOMA, does it

apply to Engineering?

Performance Employee Satisfaction Satisfaction survey and projects Telecon: This is not widespread in the business. Agreed to leave it here if it is promoted by HR globally as a task

for top level managers. But who sends such surveys? HR or managers? What is the Global policy? We should

refer to it.

Performance OPQ - Opportunity for

Perfecting Quality

(old COPQ)

OPQ parameters for Engineering are measured and used to drive

Opex initiatives.

Telecon: Capture all elements of Productivity or at least refer to Productivity here or elsewhere.

1 2

Document

manage-

ment

Document management, structure,

document properties, document

review, version controls, reuse,

knowledge sharing of document

No system in place -

No Structure

No system in place -

local file structure in

place

IS & IT

infrastruc-

ture

IS & IT infrastructure means

network environment, hardware for

internal use including basic

software systems such as ABB

systems, Microsoft product etc.

No IS & IT structure

in place

IS & IT structure in

place - security and

recovery plans are not

in place

Software

Tools

Engineering software programs

and tools are appropriate, best in

class, maintained and up to date.

No structure in place

for engineering

software

Engineering software

is only controlled by

the users

Testing

facilities

Test environment, Hardware,

Software

Link to customer sites

Labs - equipment -

No testing facilities in

place

Testing facilities is in

placed - but not

sufficient to the actual

business - testing

limited

EOMA - ENGINEERING OPERATION MATURITY ASSESSMENT

Criteria DescriptionMATURITY LEVEL

Operational Basics Operational Basics

Problem

Solving

4Q (Four Quadrants) is ABB‟s own

structured problem solving

methodology. 4Q seeks to identify

the root cause of a problem and

solve it in a sustainable way. The

quadrants of 4Q are:

Q1 – Measure (understand the

current state),

Q2 – Analyze (find the root cause),

Q3 – Improve (test solutions),

Q4 – Sustain (make the change

permanent and monitor).

Cross Functional Team: An

improvement team that has

members from all the functions

needed to diagnose the root cause

and develop and implement a

solution. An example; improving

the quality of invoices might need a

team with people from Finance,

Sales and IT.

Reactive problem

solving by firefighting.

Active problem solving

but not with ABB 4Q

root cause analysis or

equivalent.

Average score

3 4 5

Document management

system in place - review

and version control - no

reuse and knowledge

sharing

Document

management system

in place - high reuse

and knowledge

sharing but no

performance is

measured

Document system and

management - high

reuse and knowledge

sharing - performance

is measured and

increasing

2.5 3

IS & IT structure in place

- security plans are in

place but no

performance is

measured

Fully integrated IS &

IT structure in place -

high performance,

high security, recovery

plans are not in place

and performance is

measured

Fully integrated IS & IT

structure in place - high

performance, high

security, recovery plans

are in place and

performance is

increasing

3 2

All engineering software

programs needed for

operations are in place

All engineering

software programs

needed for operations

are registered central

and supervised for

upgrades and

changes

All engineering

software programs

needed for operations

are registered central

and supervised for

upgrades and changes

innovation for finding

new software to

increase performance

are in place

2 2.5

Testing facilities is

according to the

business - do not fulfill

all customer

requirements


according to the

business - easy and

ready to use - up to

date, fulfills all

customer

requirements


according to the

business - performance

is measured - high

quality - low cost

2 2


MATURITY LEVEL

Operational Basics Operational Basics


by using ABB 4Q root

cause analysis or

equivalent.

Active problem

solving by using ABB

4Q root cause

analysis or equivalent

and cross functional

teams used where

appropriate.


by using ABB 4Q root

cause analysis and

there are clear

evidence of effective

resolution of issues.

1 3

2.1 2.5Average score

Revision

on

Drwns,

But not

on other

docs. No

overall

Doc cnt

system

Our

Opinion,

but

maybe if

IT asked

they

would

rate

higher

Have

Autocad,

Procon,

Civil CAD

Civil

covergae

is good,

but Elec

lacking -

use

INOPC

No that

applicabl

e to SS -

no real

FAT . But

Civil okay

( 3) but in

Site

testing

Only

recently

started

rolling

out 4Q

process

to PMs

Changes

to

Organisa

tion with

PMs now

in LBU.

Engineer

s store

data on

their

1 2

PlanningHow engineering efforts are

estimated and planned.

Projects are planned to the

milestone level.

Projects are planned to the

major task level. Tasks are

assigned to a specific

person.

Execution How engineering efforts are run.

Tasks are assigned and

followed up by the project

manager through the

engineering functional

manager. Status meetings

at milestones.

Tasks are assigned and

followed up by the project

manager. Status meetings

every week or 2 weeks.

Knowledge

ManagementHow is engineering knowledge and

competence managed.

Critical product related

design knowledge is

mostly in the heads of

individual engineers.

Critical product related

design knowledge is

created and codified when

needed and is available to

other engineers.

Knowledge owners exist.

Customer Need

Knowledge

Capture

How customer requirements are

captured for quotation and design.

Customer needs

information is in the form

of specifications. The

design is made to the

specifications.

As level 1 plus there is a

customer specification

process and checklist to

ensure all relevant

information is captured

before working on a

quotation



Quality Systems

Supplier

IntegrationHow suppliers are involved during

the engineering phase.

Engineering is not actively

involved in supplier

selection. Designs are

made according to generic

industry standards.

Supplier selection is based

on cost and other factors

after parts are designed.

Engineering is sometimes

involved in the selection

process.

Average score

3 4 5

As level 2 with a staged gate

governing level to manage

risk. Tasks are assigned to

competence pools.

As level 3 with Last

Planner method used to

develop detailed plans.

Strategic time buffers are

included in the plan.

As level 4 with visual

techniques used to plan

according to resources on a

weekly basis. The engineers

who will do the work develop

the detailed weekly plan.

Customers can also be

involved in this detailed

planning process.

2

As level 2 with daily or every

other day task meetings.

Plans are re-scheduled if

there is slippage.

Daily stand-up task

management meetings.

Task are released for work

only when all prerequisites

and resources are

available. Time buffers are

managed on a daily basis.

Issues are resolved

rapidly.

As level 4 plus engineers

work in pairs on each design

task.

2

As level 2 plus engineers are

trained were to find and how

to apply codified knowledge

within projects. Engineers are

encourage to develop deep

skills in critical knowledge

areas.

As level 3 plus systematic

problem solving e.g. 4Q is

used to create new

knowledge on demand

through rapid knowledge

capture sprint / scrum

cycles. This new

knowledge is integrated

with existing knowledge for

future projects.

As level 4 plus projects are

split between functional

knowledge development

projects and customer

projects. Customer project

tasks do not start unless all

critical knowledge is

available for task execution.

1

As level 2 plus there is a

constant dialog with the

customer to ensure needs are

met. This may involve

changing the original order

specification.

As level 3 plus the use of

anthropological methods to

reveal hidden needs and

uncover mistakes in the

original order specification.

As level 4 plus customers

are involved continuously

throughout the engineering

phase to ensure detailed

needs are also met.

1


MATURITY LEVEL

Quality Systems Flow

There is a supplier selection

process in place. Suppliers

sometimes participate in

engineering.

Engineers and suppliers

work together to develop

many components and

subsystems.

Suppliers are involved at the

design concept development

phase and are expected to

participate by suggesting

alternatives

2

1.6Average score

4

3

Do some

of the

items at

higher

levels as

described

in tasks

4

4

4

3.8

1 2

Standard

WorkLevel of standardization and

automation between projects.

The starting of a

project might be

based on a previous

baseline but most

tasks are manually

repeated.

Existing templates for

drawings and

documentation for

most commonly used

products/systems.

Gated

Process

Project execution is divided into a

documented gate process.

At a basic level: Kickoff,

Preliminary Design, Detailed

Design, Material Releases,

Transfer to mfg/test, FAT, Close

Out.

Project flows evolves

somewhat at random.

Kickoff meetings and

reviews do occur but

the events are not

clearly defined or

performed in the same

fashion.



Quality Systems Quality Systems

Change

Management

Process to approve and

communicate changes within a

project or a product/system

lifecycle. This process is initiated

once the design has reached a

certain level of maturity (e.g..

Design Freeze).

Changes are

communicated

verbally or by email

without an official

tracking and approval

process.

A logging system is

used to document

basic information on

design change

requests.

Design

for

Excellence

Use the various DFX tools to

optimize designs for reliability,

manufacturability, cost, etc.

Little or no

information available

on DFX tools and

usage.

Basic trainings

provided to

Engineering team on

DFX principles and

tools. There is a

general knowledge of

the philosophy.

Process

Control

Use of CTQs & KPIs to ensure that

the process is working and allows

us to meet requirements and

objectives. Results used to drive

OPEX initiatives.

Little or no

information available

on process

performance.

Customer

requirements are

understood as Critical

to Quality (CTQs).

Average score

3 4 5

Templates are updated

on a regular basis,

incorporating latest

improvements, with

proper revision control

and approval.

System in place

allowing automated

configurator to

generate drawings

and doc baseline from

specifications.

System is robust, user

friendly, maintained

regularly and can

generate a

comprehensive

baseline for >80% of

projects.

1

Each gate is defined

with a protocol,

attendance

requirements, checklists,

and deliverables.

Customer specifications

are maintained up to

date and reviewed at

several critical gates.

Customer awareness is

strong and a driving

force in making design

decisions.

At project start, the

timeline of each gate

is established, tracked

and deviations

documented.

Progress is measured

and compared to

remaining budgeted

hours. Deviations are

flagged early and

throughout project.

Process is mature and

widespread in the unit.

Close Out gate is used

for input into a Lessons

Learned database

which serves as one of

the references

throughout the gate

process.

2


MATURITY LEVEL

Quality Systems Quality Systems

A documented process

is in place with

instructions on

steps/flow, groups

involved and approvals

required.

Process supports

efficient response to

customer comments and

modifications.

The system has a

certain level of

automation for

generating

notifications,

reminders, delay

timeouts, etc.

The system allows

gathering of statistical

data for analysis

(origin, cost, root

cause, etc.).

The process runs easily

on a day to day basis

and is the starting point

of any design change.

The data is reported

and reviewed on a

regular basis for

continuous

improvement activates.

1

Process and checklists

are in place to apply,

verify and challenge

engineering designs on

various apects of DFX.

Design reviews allow

sufficient focus on

reliability and cost.

Evidence of DFX

checklists. Design

documentation

include considerations

and decisions related

to DFX aspects

beyond basic

customer

requirements.

DFX is widespread in

the unit and is the basis

for continually

improving design

reliability and cost.

1

Process is in place for

OPQ (as measured in

"Performance tab") to be

evaluated by

engineering at several

points in the project.

Measurement is

sufficient to develop

an SPC dashboard.

SPC based on

projects OPQ are

used to drive

corrective actions.

SPC is widespread in

the unit and is the basis

for continually

improving process

capabilities.

1

1.2Average score

2

1

Team

and

myself

did not

know

about

this

approac

h

3

2

1

Safety Keep our people safe.Safety rules created as a

reaction to incidents.

Skillset

ManagementMatrix for development plan and

cross training.

Training are identified and

provided for primary job

role.

Continual

ImprovementAbility to do 4Q

People not trained in

systematic improvement

skills.



People

Engagement

People are engaged and

recognized for their efforts in

continuous improvement projects.

No formal process or

recognition for

contribution towards

continual improvement.

Best Practice

and

Knowledge

sharing

Best practices and knowledge are

shared at various levels within ABB

and with external communities

No evidence of transfer of

Best Practices and

knowledge sharing.

Average score

2 3 4

Risk assessments

performed and PPE used

as required. Safety rules

are issued to visitors and

enforced. Basic safety

training required for all

new recruits.

Accidents recorded,

displayed and escalated.

Regular Safety

Observation Tours

performed

Near-miss incidents plus

unsafe conditions and

situations analyzed and

mitigations put in place to

prevent them in the future.

Everyone has a personal

commitment to safety.

Cross training is done and

effectiveness of training is

measured.

Skills Matrix is established

across engineering

organization and used.

There is established tool

for skillset management,

which helps in

assessment and

validation of skills and

provides information

boards (MIS) and used

formally in training,

Resource Planning.

Some training in

systematic improvement

skills done (ABB 4Q or

equivalent).

The people actually doing

the work are trained in

ABB 4Q or equivalent and

always involved in

improvement.

Projects (ABB 4Q or

equivalent) are tracked by

management and

information made

available across

organization (MIS).


MATURITY LEVEL

People People

People are asked for their

improvement suggestions.

Customer awareness is

strong among the team

and a driver for

improvements.

Good suggestions

become improvement

projects.

Improvement project

success is recognized

with periodic public

awards with emphasis on

how this relates to better

serving our customers.

Local transfer of Best

Practices and knowledge

sharing between work

areas. Formal tools

available for Best Practice

sharing and Knowledge

sharing.

Transfer of Best Practices

from other ABB units.

Effective use of

collaboration tools like

Team Space, Yammer.

Awareness of Best

Practice Framework on

Inside to drive local

processes.

Team spirit reflects a

spontaneous attitute to

help.

Transfer in of Best

Practices from outside of

ABB.

Average score

5

No recordable incidents in

the last 12 months. Safety

is managed by

empowered teams with

interdependent culture.

3 3

The result that there is a

truly flexible multi-skilled

work force.

1 3

Clear evidence of

improvement project

successes.

1 3


MATURITY LEVEL

Improvement project

success is a requirement

for promotion or role

change. Skillset

Assessment is fully

integrated to PDA process

as well

2 3

Best Practices transferred

out to other ABB units or

outside ABB.

1 3

1.6 3Average score

PS have

started

Journey

of

Excellen

ce

Don‟t

meet 1-

no

recogniti

on, but

meet 2

Big jump

between

1 & 2;

No

formal

tools

available

Civil has

the tools

but Elec

has

none

1 2

Tender

execution

Involvement in quotation process,

mostly for products or systems that

require some level of custom

design prior to manufacture; e.g.

large power transformer or large

motor.

Tender execution is

ad hoc and not

handled in a

standardized way

A standardized tender

execution

system/process is

used.

Value Chain

Coordination

Front end and back end

departments come together on

predefined intervals to discuss

tendering hit ratios and share

customer feedback on price, OTD

and quality.

No process in place

to drive front and

back end continuous

improvement

meetings.

Information sharing

between front and

back ends is mostly

informal and rarely

leads to 4Q projects.

Risk

management

Risk analysis at quotation. Raise

early appropriate flags for items

where we are lacking history (new

customer/contractors, new

technology, broader scope, etc.)

Risks are reviewed ad

hoc and not handled

in a standardized way

A process exists to

identify risks early


Sales and Operations

Sales &

Operations

Planning

(S&OP)

Decision-making processes to

balance forecasted demand and

available capacity. Planning of

human and material resources.

No evidence of

S&OP.

S&OP established and

running.

Average score

3 4 5

On-Time production of

quotations is measured

towards end customer.

On-Quality and On-

Time production of

quotations is

measured during the

whole tendering

process

On-Quality and On-

Time trends are good

and stable or

improving.

2 2

Meetings are scheduled

on a regular basis to

share sales

performance, cost

awareness and

customer feedback with

Engineering and other

back end departments.

Evidence of

Engineering driven 4Q

projects based on

collaboration with the

Sales department.

Driving Design for

Cost and Design for

Quality.

Engineering 4Q

projects in collaboration

with Sales are

widespread and

evidence of measured

data driving continuous

improvements.

1 3

Standard processes

and/or checklists are

used to mitigate and

quantify risks.

Risk mitigation actions

and/or provisions are

documented with the

bids.

A category in OPQ is

used to capture scope

miss at bid stage.

Process is widespread

and evidence of

measured data driving

continuous

improvements.

1 3

MATURITY LEVEL

Sales and Operations

All engineering

departments and

suppliers have visibility

so they can adjust their

operations.

Forecast accuracy is

measured and

improved.

Trends are good and

stable or improving.

1 2

1.25 2.5Average score

Some

descripti

ons

should

emphasi

se

engineer

s

involvem

ent

1

Customer Issue

Resolution

The standard ABB way of dealing

with customer complaints is well

understood, communicated and

executed.

No process for

customer issue

resolution.

On Time

Delivery (OTD)Orders delivered on-time as a % of

total orders.

OTD not measured

and displayed.

OPQ -

Opportunity for

Perfecting

Quality (old COPQ)

OPQ parameters for Engineering

are measured and used to drive

Opex initiatives.

No information on

OPQ.

Average score



2 3 4

CCRP or equivalent

used and performance

statistics published.

Management reviewing

performance and setting

improvement targets.

Projects (4Q or

equivalent) focused

on customer issues.

OTD measured and

published.

The drivers for OTD are

clearly known,

understood and

management is

reviewing performance

and setting improvement

targets.

Projects (4Q or

equivalent) focused

on OTD and Lead

Time reduction.

OPQ tracked in OpX-

Analyzer.

Management reviewing

performance and setting

improvement targets.

Projects (4Q or

equivalent) focused

on OPQ and with

>30% of all categories

measured.

Average score


MATURITY LEVEL

Performance

5

Trends are good and

stable or improving.2 2.5

Trends are good and

stable or improving.2 2

Publishe

d but not

obviousl

y

distrubut

ed to all

staff

Trends are good and

stable or improving and

with > 50% of all

categories measured.

1 1.5

####

###2Average score


MATURITY LEVEL

Term

4Q

5S

Accident

Buffer

CCRP

Configurator

Constraint

Control Charts

COPQ

Critical to Quality

(CTQ)

Cross functional

team

Cross training

DFX

Engineer To Order

(ETO)

Flop 10

Flow

FMEA

Gemba

Hit Rate (sales)

Incident

JIT

Kanban

Kraljic analysis

Load leveling

MRP

OpX-Analyzer

OTD

Poka-Yoke

Process capability

Sales & Operations

Planning (S&OP)

SFDB

Skills matrix

SMED

SMT

SPC

Supermarket

Supplier Quality

Process

Takt

TOC

Total Productive

Maintenance (TPM)

Value Stream

Mapping (VSM)

WIP

Visual Management

System (VMS)

Description

4Q (Four Quadrants) is ABB‟s own structured problem solving methodology. 4Q seeks to identify the root cause of

a problem and solve it in a sustainable way. The quadrants of 4Q are:

Q1 – Measure (understand the current state),

Q2 – Analyze (find the root cause),

Q3 – Improve (test solutions),

Q4 – Sustain (make the change permanent and monitor).

5S is a workplace organization methodology that is executed in 5 steps. The „S‟ refers to five Japanese words

which describe the steps: seiri (sort), seiton (set in order), seiso (shine or clean), seiketsu (standardize) and

shitsuke (sustain through self discipline).

Something un-safe that happens and causes an injury.

Buffers: A buffer in this context is a quantity of raw material or work in process that is before a work station. The

workstation can work as long as there is material in the buffer.

Customer Complaints Resolution Process. The standard ABB way of dealing with customer complaints.

An IT tool which allows customers to specify a product from standard components. Typically available on-line.

In the context of work flow, a constraint is the operation or resource where the demand put upon it exceeds its

capacity. Sometimes called a bottleneck.

A graphical representation of a process parameter or output‟s performance in time in relation to its natural limits

and average. It records measurements / counts and highlights variation within and outside Control Limits (not

Specification Limits). Also called a Run Chart.

A Control Chart with Centre Line, Upper Control Limit (UCL) and Lower Control Limit (LCL), allows quick visual

evaluation of process quality and makes detecting specific types of out-of-control triggers easy. A Control Plan

specifies what data needs to be observed with Control Charts. A Reaction Plan describes what to do when out-of-

control triggers occur, to bring the process back in control.

Cost Opportunity of Poor Quality or Cost of Poor Quality. That is, how much does it cost for things like rework and

scrap to ensure that the product shipped to the customer is "On-Quality". A simple example; if a product costs $100

to make and test but there are always 2% rejects then there is a cost opportunity of $2. That means if you fix the

quality problem ABB will make $2 more on the bottom line.

Critical To Quality means the things the producer can (and should) measure in the process to ensure they meet the

customer requirements.

Cross Functional Team: An improvement team that has members from all the functions needed to diagnose the

root cause and develop and implement a solution. An example; improving the quality of invoices might need a team

with people from Finance, Sales and IT.

The idea of training operators in more than one job.

Design for Excellence. “Design for X” is a philosophy, which is commonly regarded as a systematic and proactive

designing of products to optimize total benefits over the whole product life-cycle. This involves different

methodologies for product design and optimization, like Design for: Manufacturing, Assembly, Variety or Late

Customization, Serviceability, Reliability, Environment, etc.

A manufactured product that requires some level of custom design prior to manufacture; e.g. large power

transformer or large motor.

A method to improve supplier quality. The "10" refers to the 10 lowest performing suppliers of a unit. There may be

more or less than 10. Follow the link to learn more.

The concept of uninterrupted value added in operations. Value is added in a continuous fashion even in discrete

manufacturing. Flow cannot happen when there exist large buffers of work in process, because no value is added

while parts are waiting in buffers.

FMEA: Failure Mode Effects Analysis - Systematic method of risk assessment for identifying and preventing

product & process problems before they occur. Identify ways the product or process can fail and eliminate or

reduce the risk of failure in order to protect the customer. Always done as a team exercise. Process: Select Team,

define roles scope product/process; Identify Functions and Failure Modes. Step 1: Define Failure Effects, Severity

& critical actions. Step 2: Define Causes, Occurrence and calculate risk priority number (RPN) Define critical

Actions. Step 3: Define preventive (P) & detective (D) Controls & Actions to reduce RPN.

Gemba is a Japanese word meaning "the place." The idea of a Gemba meeting is to hold it at the workplace. Not in

a separate meeting room but at the place where the work takes place. This allows meeting attendees to see what

is actually happening whilst they discuss issues.

The number of successful quotations divided by the number of quotations made.

Something un-safe that happens but does not cause an injury. Also called a 'near miss'.

Just In Time. The idea that anything produced before it is needed is waste. Material or information is only available

just when it is needed and not before. JIT seeks to reduce inventory and work in process.

Kanban a Japanese word for "card." It is a technique used to signal downstream demand so material is “pulled”

through the process. The actual “Kanban” can be a physical signal such as a small card, an empty container or a

vacant space designated in the work area. Kanban provides production conveyance and delivery information. In

it‟s purest form the system will not allow any goods to be moved within the facility without the appropriate Kanban

(signal) associated with the goods. Kanbans are designed to minimize WIP. Kanban is a form of visual

management. See VMS.

An analytical method developed by Peter Kraljic of Mckinsey to choose purchasing strategies according to the

dimensions of market complexity and purchasing importance of raw materials, parts and components.

The idea of assessing total customer demand over a period then using this information to work out the average

demand per hour/shift/day/week. Then designing the process to run at this average speed. Thus the "load" on the

process would be "level".

Manufacturing Resource Planning. The idea of planning all manufacturing steps rather than allowing actual

customer demand to “pull” products through the manufacturing process.

The internal ABB tool used to capture organizational performance KPIs.

On Time Delivery. Orders delivered on-time as a % of total orders.

Term used to describe the innovation to reduce or eliminate the chance of making an error or a mistake when

making something. Sometimes called “error proofing” or “mistake proofing”.

The capability of a process to meet its' requirements (specification).

There are a variety of measures and a diversity of terminology applied to these:

The capability may be estimated from the data within a single sample. This is referred to as the Within Capability.

Also known as the Short Term or Potential Process Capability, the Process Entitlement, Preliminary Process

Capability, Performance Index or the Process Potential.

Where the capability is determined from data between many samples over a longer period of time it is referred to

as the Between Capability. Also known as the Long Term or Overall Process Capability or the Capability Index.

The indexes of capability may be quoted irrespective of process centering. These are the Cp & Pp indexes. The

indexes of process capability which reflect the off-centre measure of the data are the Cpk & Ppk indexes.

The units of measure of these indices are Sigma Levels - the number of sigmas between the mean and the

Specification Limits.

Sales and Operations Planning. A set of decision-making processes to balance forecasted demand and available

capacity.

Savings & Forecast DataBase. An internal ABB tool used to capture cost savings due to Supply Chain

Management (SCM) actions. Link to SCM.

A matrix with individuals on one axis and jobs on the other. Used to see what opportunities there are for doing more

cross training to increase flexibility.

Single Minute Exchange of Dies; The idea of reducing set up times for equipment to reduce batch size. SMED

reduces the economic batch size and thus lower work in process.

Strategy Monitoring Tool. An internal ABB tool used to capture cost savings. Link to SMT.

Statistical Process Control. The use of measurements and statistics to efficiently monitor and control the quality

produced by a process.

Supermarket: A set of Kanban replenished intermediate inventories used to build product, in a single location in a

process. It is used to support flow lines where JIT for these parts is not possible e.g. Small cheap screws which you

would not supply onto a production line one at a time when needed but supply in batches.

The process inside Flop 10 that describes the steps for assisting suppliers to improve their quality. See Flop 10.

The customer demand averaged over the time available to fulfill it. For example, if the customer demand is 70 units

per day and working time is 7 hours per day, then tact time is 10 units per hour or 1 unit every 6 minutes.

Theory of Constraints. The concept that in any system the output is limited by a constraint, either internally or

externally. In a business, the profit is limited by a constraint, either internal capacity (efficiency) or external supply or

demand. See Constraint.

Total Productive Maintenance. The idea of integrating planned equipment maintenance into schedules to eliminate

losses due to unplanned maintenance and breakdowns.

The technique used to analyze then re-design the flow of materials and information required to bring a product or

service to a customer, The aim of VSM is to reduce the non-value added time work flows through an organization.

Work In Process. The amount of inventory in the process.

The idea of having the right information visible in the right place to allow everyone to understand current

performance and what to do next.

Link (if available)

http://inside.abb.com/GF-

QO

http://inside.abb.com/ccr

p

http://inside.abb.com/caw

p/gad00634/e3e1ae03e55

62ccf85256be4006f5832.a

spx

http://inside.abb.com

/cawp/gad00851/f7a

258c7778374d2c125

723d002cd079.aspx

http://inside.abb.com

/cawp/gad00072/e98

4ce540ee52ba9c125

725d0035c2e0.aspx


p/gad00634/e6ac42f1beb

b47458525760f006257e0.

aspx

http://inside.abb.com/GF-QO

http://inside.abb.com/GF-QO

http://inside.abb.com/ccrp

http://inside.abb.com/ccrp

http://inside.abb.com/cawp/gad00634/e3e1ae03e5562ccf85256be4006f5832.aspx




http://inside.abb.com/cawp/gad00851/f7a258c7778374d2c125723d002cd079.aspx




http://inside.abb.com/cawp/gad00072/e984ce540ee52ba9c125725d0035c2e0.aspx




http://inside.abb.com/cawp/gad00634/e6ac42f1bebb47458525760f006257e0.aspx





p/gad00051/73d91f04679

8e27ec1256a85004814c5.

aspx

http://strategy.abb.com/G

LOFO_OPEX/

http://inside.abb.com/cawp/gad00051/73d91f046798e27ec1256a85004814c5.aspx




http://strategy.abb.com/GLOFO_OPEX/

http://strategy.abb.com/GLOFO_OPEX/

http://en.wikipedia.org/wiki/Theory_of_constraints#The_five_focusing_steps

http://en.wikipedia.org/wiki/Theory_of_constraints

1 2 3 4 5

Nothing is in place, or

something exists but

at a very basic levels

(we find both in the

various MA

documents)

some progress some more progress

At this point, all

elements are in place,

they at least exist in

principle.

Here we find keywords

such as "Widespread",

"Mature", "Evidence of

success", "Used to

drive continuous

improvement", etc.

I thought this might be useful to help with the coherence of what it means to be a "1" or a "5"…..to be discussed

MATURITY LEVEL

COMMENTS

Operational Basics Guidelines on Maturity Levels

Customer Service Infomation

Documents

Transcript of Customer Service Infomation