Author: Alphadi Team

There are various types of pull systems. We differentiate them based on objectives into Replenishment, Generic, and Kanban. Other types include sequential pull systems and/or combinations thereof. When our primary goal with a Replenishment Pull System is to reduce delivery time, we place the inventory at a location where the customer is (theoretically) satisfied with the delivery time. We then assess the feasibility of the product or service through a simulation using real historical and future data. The challenge lies in identifying the fast-moving products. There are different strategies for determining these, such as sales, variation, and market. When selecting products for the pull inventory, all products are evaluated using the same strategy. We recommend choosing the “Variation” strategy, as it is also straightforward to calculate using statistics. The challenge is determining how to identify fast-moving products. Various strategies exist for this purpose (sales, variation, market). When selecting products for the pull inventory, all products should be assessed using the same strategy. We recommend the “Variation” strategy, as it simplifies calculations using statistical methods.

The quality management tool, Root Cause Analysis (RCA), is used to identify and reconstruct problems and their causes, understanding how and why they occur. The goal is to prevent future occurrences by implementing countermeasures. This is a structured approach to identifying the root causes, contributing to continuous improvement. In addition to gathering information, Casual Factor Charting is conducted to develop event-specific cause-and-effect relationships. All factors gathered during the analysis are incorporated into a Root Cause Map, which serves as the basis for developing countermeasures.

With the help of the RACI Matrix, also known as the RACI Chart, key roles and responsibilities related to processes or individual tasks can be mapped transparently and systematically in project management. The acronym consists of four possible roles. “Responsible” refers to the person responsible for carrying out a task, who receives instructions from the person legally accountable; this person is “Accountable” for a specific process step. Experts who should be consulted for advice on important decisions are listed under “Consulted.” Those in the “Informed” category simply need to be kept updated, such as when changes occur.

Quality management systems (e.g., DIN EN ISO 9001) are subject to constant changes. This poses risks for companies, as failing to meet the standards can decrease competitiveness. In addition to ISO 9001, there are also industry-specific standards in fields such as automotive, food, and medical technology, which demand efficient processes. As a Quality Officer, you hold a key position, constantly improving the Quality Management System (QMS), engaging with customers and suppliers, and increasing quality awareness among all employees. This QO seminar prepares you for the accredited exam to become an internationally recognized Quality Officer (QO).

The project plan is a document used in project management. It summarizes all the key plans and facts relevant to project planning and specifies the project charter. A project plan not only includes timelines, resources and costs but also refers to the tools and methods that will be used. It consists of several parts, including a problem description, a budget overview, and the allocation of human resources. The document also contains milestone scheduling, a list of actions, the timing of their initiation and the project goals, as well as a risk assessment.

QFD, short for Quality Function Deployment, is used in quality management and Design for Six Sigma (DFSS) for planning and developing high-quality products that meet customer requirements. QFD consists of four consecutive phases, during which a House of Quality (HoQ) is created with the customer to develop specific product elements – CTQs (Critical to Quality), system functions, design elements, and the production process. The most important factors are selected through prioritization. The customer requirements for a quality product, identified in Phase 1, serve as the foundation for the CTQs and are consistently applied throughout the entire process.

The terms Pull System and Push System are primarily found in logistics. They represent two strategies for how products or services are delivered to a market. Both pull and push have their place. In a push system, the supplier pushes the product into the market to offload it. In a pull system, the customer pulls the product from the supplier.Pull systems are also referred to as the supermarket principle. The consumer and supplier are decoupled, meaning they operate in two different cycles. When implementing pull systems, it is often challenging to accurately determine true customer demand. This issue, or incorrect calculations, causes companies to struggle with their inventory strategies for years.The question of what to stock in inventory depends on factors such as lead time, customer deadlines and quality fluctuations. The choice of inventory strategy is often determined empirically. We recommend running a small simulation based on your historical data beforehand.

The Project Charter is the central document of a Lean Six Sigma project. It contains all the essential information needed to initiate the project.The tools of the Define phase are used to create a project order. The order in which the tools are processed is not important.

To launch the right projects, they should be selected based on effort and benefit and assigned to project leaders. This workshop should be conducted during the (Pre-)Define phase. A B&E analysis is used to select the most important projects. The goal of this workshop is to create a solid project charter to reduce the lead time of all projects.

Typically, a well-structured workshop is conducted over two half-days, spaced about a week apart. In the first session, the pre-charter is created and assigned to potential sponsors. In the second session, the sponsors gather additional information about the project, allowing it to move forward in the project selection process. Enter the projects into the B&E matrix or use another tool for visualization. Projects in the green area should be executed immediately, as well as those in the blue area. Common stumbling blocks often include incorrect categorization or choosing the wrong type of project (roadmap).

Companies must continuously adapt and undergo transformation, meaning that the pace of project management is constantly increasing. This transformation involves managing the entire Portfolio of projects within an organization. Over the past decades, comprehensive programs have been developed to manage this task, such as Portfolio management, project management and program management. The primary goal of all these programs is to achieve objectives. The challenge is that often all projects are considered high priority, which makes it difficult for most companies to successfully implement a cohesive overall strategy.

Implement Project Management (PM) as an organization-wide initiative (PMO), not just as a tool or program. Leaders, managers, and associates need knowledge of methodologies and systems. PMO means not being merely a part of a model or just managing resources, tools, dashboards, and projects. Understanding and measuring the current culture through Shingo should be an integral part of this modern organization from the start.