MEDIC-Introduction

MEDIC: The Breakthrough Approach
M E D I C
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xplore valuate efine solutions escribe modified process
mplement mprove
ontrol onform
Pre - MEDIC
Define the process improvement opportunity and its business impact
Team Discussion
Are we satisfied with the existing improvement project framework ? Do we have process improvement projects which are suitable for the MEDIC approach? How should introduce MEDIC ?
Why MEDIC ?
Why not an existing framework ?
There is no current standard in Philips No other improvement framework (like 8D, K-T, QC story etc.) can be universally applied to all process breakthrough situations - including Cycle Time Reduction Many other companies (e.g. six sigma programmes) have found it necessary to introduce a company wide bespoke methodology MEDIC was designed to be BEST - and the most comprehensive. MEDIC is the standard used by Philips Black Belts
• through the application of a disciplined, tested step-wise approach
• through all managers and improvement team members using a common approach with common language (improvement teams, Black Belt projects, QIC teams ….) • through greater possibilities of internal sharing and benchmarking
cause 1 cause 2 cause 3 Causes cause 4 cause 5
Method
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Secondary Metric and Trend:
Use separate sheet for process map
Contact E-mail ____________________ Contact Phone ___________________ Medic Fact report 3.0 Medic Fact report 3.0
Reduce cycle time in development by 50%
Reduce defects in production by 50% Reduce supply chain cycle time by 30% pa for next 3 years Accelerate the Production part Approval Process from 6 to 2 weeks
100 90 80 70 60 50 40 30 20 10 0
E
contr.
xplore valuate Root cause description
Metric:
Contribution to the Gap
90 80 70
60 50 40 30 20 10
Material
Man Problem Problem
The M-phase: Measure and Map
Phase Focus:
Understanding the process, the inputs and outputs and the baseline process performance
Key Deliverables:
The performance measure, with historical data gathered The target The secondary metric, to safeguard performance A benchmark A process map („as is‟) Facts - not opinions !
Introduction to MEDIC
The Route to Process Improvement
Introduction to MEDIC
ConteБайду номын сангаасt
What is MEDIC How does it fit with other improvement structures Description of MEDIC phases
Communication to those impacted
Training the people involved Measurement of performance change Revised procedures
The C-phase: Control and Conform
The I-phase: Implement and Improve
Phase Focus:
To implement the designed improvement
Key Deliverables:
Agreed implementation plan: What,When,Who …..
• Derived from the Balanced Scorecard
• The responsibility of line management
Management defines individual projects Management provides the necessary resources Project leader organises the project
What about PDCA ?
MEDIC is the key tool for the “D” of PDCA It provides the discipline and structure to ensure that Process Improvements really DO happen It does not replace the need for and the management role in P,C or A
Project start: __________ Date updated:___________ Week # ___________
Primary Metric Performance, Trend and Data
Delta (actual avarage - target): Gap (actual avarage - benchmark):
With a clear business impact
Applicable to all business processes
Breakthrough projects, examples
Reduce Zero hour defect rate at OEM from 3600 PPM to less than 500
Project Reporting
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Problem/Opportunity Description: Objective:
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Project name: ___________________ Project Id: ___________________ Completed by ___________________
Phase Focus:
To implement a comprehensive control plan and monitor long-term capabilities
Key Deliverables
Ensuring that changes are anchored
Standardisation using revised procedures The Plan for periodic conformance checks Issues for “continuous improvement” projects
Breakthrough projects, framework
Is there a recommended framework to guide the implementation of Breakthrough projects?
Yes !
Why use MEDIC ?
Acceleration of Process improvements / breakthroughs
Breakthrough projects, characteristics
Typical Breakthrough goals:
• Defect reduction > 50% • Cycle Time Reduction >30% • Productivity Improvement >15%