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![Page 1: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/1.jpg)
Managing Risk in the Supply Chain
Kimball Bullington, Ph.D., P.E.Professor
Middle Tennessee State University
Kimball E. Bullington
![Page 2: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/2.jpg)
Define Phase - Tools Project Charter Stakeholder
Analysis Affinity Diagram SIPOC Voice of the
Customer CT Tree
Kano Model SWOT Analysis Cause-and-Effect
Diagrams Supplier
Segmentation Project
Management
![Page 3: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/3.jpg)
SWOT Analysis
Positive Negative
Internal Strengths Weaknesses
External Opportunities
Threats
![Page 4: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/4.jpg)
SWOT Analyses: Exercise Strengths
What are the strengths of your supply organization?
What are the strengths of your operations as a customer of supply?
Weaknesses What are the weaknesses of your
supply organization?
![Page 5: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/5.jpg)
Define Phase - Tools Project Charter Stakeholder
Analysis Affinity Diagram SIPOC Voice of the
Customer CT Tree
Kano Model SWOT Analysis Cause-and-
Effect Diagrams Supplier
Segmentation Project
Management
![Page 6: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/6.jpg)
SWOT Analyses: ExerciseSupply personnel
Supply ManagementProcesses
Supply ManagementTechnology
Operations Environ
SuccessfulSupply
![Page 7: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/7.jpg)
SWOT Analyses: Exercise Strengths
What are the strengths of your supply organization?
What are the strengths of your operations as a customer of supply?
Weaknesses What are the weaknesses of your
supply organization?
![Page 8: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/8.jpg)
SWOT Analyses: Example Strengths
Extensive experience with supply base
Supplier performance history Procurement engineering ISO-quality process documentation
![Page 9: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/9.jpg)
SWOT Analyses: ExerciseSupply personnel
Supply ManagementProcesses
Supply ManagementTechnology
Operations Environ
Supply Failure
![Page 10: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/10.jpg)
SWOT Analyses: Example Weaknesses
Politically weak Lack of commitment to suppliers Tactically-focused Limited time for improvement
activities Data is suspect Little visibility to sister-division data
![Page 11: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/11.jpg)
SWOT Analyses: Exercise Opportunities
What positive developments have occurred? What are the untapped strengths of your
suppliers? Weaknesses
What are the weaknesses of your supply base?
What are the weaknesses of your supporting functions?
![Page 12: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/12.jpg)
SWOT Analyses: Example Opportunities
Untapped intra-business unit leverage Consortia opportunities Supplier capabilities not used Opportunities for expanding business
with a key good performer
![Page 13: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/13.jpg)
SWOT Analyses: Example Threats
Financially unstable suppliers Incapable suppliers Cost increases Poor performance in a key supplier
(quality, cost, delivery, service, technology development)
![Page 14: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/14.jpg)
Define Phase - Tools Project Charter Stakeholder
Analysis Affinity Diagram SIPOC Voice of the
Customer CT Tree
Kano Model SWOT Analysis Cause-and-Effect
Diagrams Supplier
Segmentation Project
Management
![Page 15: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/15.jpg)
Critical 2: Special Situations
Critical 1:Long-term Relationship
Non-Critical 1:Contractual
High
Low High
Ris
k
Annual Spend
Supply Base Characterization
Non-Critical 2:Transactional
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Critical 2: Special Situations
Critical 1:Long-term Relationship
Non-Critical 1:Contractual
High
Low High
Ris
k
Annual Spend
Supply Base Characterization
Non-Critical 2:Transactional
Consolidate
ConsolidateRisk reduce &Consolidate
![Page 17: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/17.jpg)
Define Phase - Tools Project Charter Stakeholder
Analysis Affinity Diagram SIPOC Voice of the
Customer CT Tree
Kano Model SWOT Analysis Cause-and-Effect
Diagrams Supplier
Segmentation Project
Management
![Page 18: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/18.jpg)
Define Outputs Once completed, the Define Phase
should answer the following questions:1) Who is the customer?2) What matters?3) What is the scope?4) What defect am I trying to reduce?5) What are the improvement targets?
![Page 19: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/19.jpg)
The Measure Phase Purpose
To collect current performance of the process identified in the Define phase
This data is used to determine sources of variation and serve as a benchmark to validate improvements
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Measurements Benefits of having good data need
to outweigh the costs of getting it
What does this measure do for the Project?
![Page 21: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/21.jpg)
The Measure Phase Upon completion of the measure phase,
Project Teams will have: A plan for collecting data that specifies
the type of data needed and techniques for collecting the data
A validated measurement system that ensures the accuracy and consistency of the data collected
A sufficient data set for problem analysis
![Page 22: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/22.jpg)
Measure - Key Concepts Measurement Variation
Exists naturally in any process and is the reason Six Sigma projects are undertaken
Data Data Collection Plan Measurement System Analysis
Ensures measurement techniques are reproducible and repeatable
![Page 23: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/23.jpg)
Recording Measurements 3 stages
The output stage These tell how well customer needs are
being met Parts of the process
These are taken at critical points in the process
The input stage These evaluate contributions to the process
that are turned into value for the customer
![Page 24: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/24.jpg)
Recording Measurements Output Stage
Shortages Line shutdowns Quality – discrepant material Material price variances Internal customer survey
![Page 25: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/25.jpg)
Recording Measurements Parts of the process
Project milestones Supplier ship on time performance Supplier OTD Supplier internal throughput yield Supplier suggested cost reductions
![Page 26: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/26.jpg)
Recording Measurements The input stage
Supplier base size % Buyers with degrees % of spend covered by LTC’s % of spend from reverse auction Supplier FMEA’s
![Page 27: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/27.jpg)
FMEA(Failure Mode Effects Analysis)
Recognizes potential failure and the effects of that failure
Identifies actions that would reduce chance of failure
Documents the process
![Page 28: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/28.jpg)
Determining Data Type What do we want to know?
Review materials developed during design phase
What characteristics do we need to learn more about?
![Page 29: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/29.jpg)
Data Collection Plan
What data will be collected? Why is it needed? Who is responsible? How will it be collected? When will it be collected? Where will it be collected?
![Page 30: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/30.jpg)
Measurement System Analysis After Data Collection Plan is
complete, it needs to be verified before actual data is collected
MSA is performed on a regular basis
MSA ends when a high level of confidence is reached that the date collected accurately depicts the variation in the process
![Page 31: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/31.jpg)
Supplying Six Sigma
February 13, 2004Kimball Bullington, Ph.D.,
P.E.
Copyright 2004, Kimball E. Bullington
![Page 32: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/32.jpg)
Learning Six SigmaObjectives Learn how the breakthrough strategies
can be applied to supply. Learn which Six Sigma tools are most
useful to supply. Learn the terminology of Six Sigma so
you can supply to a Six Sigma company.
Identify additional resources for more in-depth application of Six Sigma.
![Page 33: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/33.jpg)
Define – Process Flow
InputsTransformProcesses Outputs
Feedback
Suppliers Operations Customers
Environment
![Page 34: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/34.jpg)
Define - Process Flow
InputsTransformProcesses Outputs
Feedback
![Page 35: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/35.jpg)
Defining Six Sigma If these criteria are met then:
Identify the customers involved, both internal and external to the function.
Find out what the customer’s CT’s are (Critical to Quality, Critical to Delivery, Critical to Cost, etc).
Define the project scope and goals.
Map the process to be improved.
![Page 36: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/36.jpg)
CT Tree
Low
Cost
Product
Efficient Design
Process Control
Material Control
Supplier Input
VOC
Accurate SpecsControl PlanTraining
Capable Process
Communication
Buying
Inv. Control
![Page 37: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/37.jpg)
Defining Six SigmaCharter – Boundaries
Commodity Supplier Project Are we there yet?
![Page 38: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/38.jpg)
Defining Six Sigma Supply Defining Priority
Pareto Diagrams Prioritization Matrix
Defining Risk – FMEA Defining Commitment
Commitment Scale Involvement Matrix
Defining Capability – Process Sigma
![Page 39: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/39.jpg)
DMADV Project CharterProject Title:
Opportunity Statement: Project Leader:
Team Members / Roles:
Business Case:
Goal Statement (milestones, success
criteria, deliverables):Stakeholders:
Project Scope / Boundaries:
Plan Plan Date Actual Date
Define
Measure
Analyze
Design
Verify
![Page 40: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/40.jpg)
Stakeholder AnalysisPeople or Groups
Level of Commitment Buy Mfg EngEnthusiastic Support
Help it work
Compliant
Hesitant X
Indifferent
Uncooperative X
Opposed
Hostile X
![Page 41: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/41.jpg)
SIPOC ExampleSuppliers Inputs Processes Outputs Customer
s
Ops Mgt Supplier Perf.
SupplierEvaluation
Survey Ops Mgt
Buyers Complaint
Rating system
Buyers
Engrg. Tech Reqts
Improved Supplier Perform.
Engineering
Mfg. Rating system
Commit. to suppliers
Mfg.
Suppliers Supplier Complaint
Suppliers
![Page 42: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/42.jpg)
CT - Cost Tree
Low
Cost
Product
Efficient Design
Process Control
Material Control
Supplier Input
VOC
Accurate SpecsControl PlanTraining
Capable Process
Communication
Buying
Inv. Control
![Page 43: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/43.jpg)
![Page 44: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/44.jpg)
Analyzing Six SigmaNominal Group Technique
Advantages Combines brainstorming with affinity Eliminates (or reduces) tendency for
one person to dominate brainstorming
Gives everyone time for private idea generation
![Page 45: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/45.jpg)
Cause-and-Effect Diagrams Supplier Failure - Causes
People
Materials
Equipment
Processes
Environment
Measurement
FireEarthquake
Mat'l price increase
Bankruptcy
Illness
Turnover
Process upset Commodity allocation
Bad specs
Inaccurate PO
New employees
New source
IncompetenceIncapable equip
Lack of PM
FraudLawsuit
Tornado
Flood
StrikeStrikeBusiness down
Business up
Different standards
![Page 46: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/46.jpg)
Cause-and-Effect Diagram
Effect
MaterialsMethods
EquipmentPeople
Environment
Cause
Cause
Cause
Cause
Cause
CauseCause
Cause
CauseCause
Cause
Cause
![Page 47: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/47.jpg)
Analyzing Six Sigma Capability Analysis - establishing
current performance level Graphical Analysis - a visual indication
of performance using graphs Root Cause Analysis – developing a
hypothesis about the causes of variation
Root Cause Verification – verifying that the planned action will generate the desired improvement
![Page 48: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/48.jpg)
SWOT Analyses: Exercise
Strengths What are the strengths of your supply
organization? What are the strengths of your
operations / engineering as a customer of supply?
Weaknesses What are the weaknesses of your
supply organization?
![Page 49: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/49.jpg)
SWOT Analysis: Exercise
Supply personnel
Supply ManagementProcesses
Supply ManagementTechnology
Operations Environ
SuccessfulSupply
![Page 50: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/50.jpg)
SWOT Analysis: Exercise
Supply personnel
Supply ManagementProcesses
Supply ManagementTechnology
Operations Environ
Supply Failure
![Page 51: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/51.jpg)
Stakeholder AnalysisPeople or Groups
Level of Commitment Buy Mfg EngEnthusiastic Support
Help it work
Compliant
Hesitant X
Indifferent
Uncooperative X
Opposed
Hostile X
![Page 52: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/52.jpg)
CT Tree
Low
Cost
Product
Efficient Design
Process Control
Material Control
Supplier Input
VOC
Accurate SpecsControl PlanTraining
Capable Process
Communication
Buying
Inv. Control
![Page 53: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/53.jpg)
DMAIC Project CharterProject Title:
Opportunity Statement: Project Leader:
Team Members / Roles:
Business Case:
Goal Statement (milestones, success
criteria, deliverables):Stakeholders:
Project Scope / Boundaries:
Plan Plan Date Actual Date
Define
Measure
Analyze
Improve
Control
![Page 54: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/54.jpg)
Conclusion DMAIC can be helpful in the
strategy development process. The tools of Define are most helpful,
followed by Control. Training in the tools of Define and
Control is not difficult. Actual implementation in the supply
chain requires significant investment.
![Page 55: Managing Risk in the Supply Chain Kimball Bullington, Ph.D., P.E. Professor Middle Tennessee State University Kimball E. Bullington.](https://reader035.fdocuments.in/reader035/viewer/2022081421/56649ec65503460f94bd1778/html5/thumbnails/55.jpg)
References
Books: Six Sigma Pocket Guide (Rath & Strong’s) The Black Belt Memory Jogger (GOAL / QPC) Six Sigma (Harry and Schroeder) Implementing Six Sigma (Breyfogle) The Six Sigma Way Team Fieldbook (Pande, Neuman,
Cavanagh) The Vision of Six Sigma: A roadmap for breakthrough
(Harry) Supplier Strategies (Goldfeld)Web sites: www.isixsigma.com www.ge.com/sixsigma