Issue link: https://iconnect007.uberflip.com/i/1426508
52 DESIGN007 MAGAZINE I NOVEMBER 2021 O'Neil:: We use that and it works. We came up with a quality objective of conflicts, which is what we call it when it doesn't match what you say it should. When we started, if you can believe this, we had 184 conflicts. Chito was making us sprint there every day—we had sev- eral little items, all the way from wrong thick- ness to something was wrong with the photo- plot sheet, and this, that, and the other thing. Last month, we went through our TRB meet- ing and we had four things. Matties: Now, when you calculate the savings in time, that's one thing, but it's also the wasted or lost opportunity that is hard to measure. But in terms of hours, how did you quantify that to say it was a success? People have to feel it so it can become contagious. at's probably the wrong word to use in the pandemic, but it becomes a way of life. O'Neil: It was the number of footprints on the tiles from Chito; it got less. We noticed less frustration and how the two groups began to work together. rowing it over the wall and someone had to catch it on the other side? Well, the wall came down. Matties: You're making an important point that you're all one team, and inside the team, you have internal customers. If your goal is 100% customer satisfaction, it's not just external; it's got to be internal, too. It's important for the sup- plier of your internal process cus- tomer to ask what the require- ments are and the form that they want it in. e more we do that, the smoother the process goes, and the more we learn where the resistance is, or the problems could occur. O'Neil: Right. What came out of that is not just the end of the jour- ney. We came out with different checklists. Our photo platform was extremely detailed, and several other little things that would go down the line. Awareness was those details. When we do a quote, it's not a 15-min- ute quote. Maybe it would be for something we've previously done, but generally, we're going to make sure that when that quote goes out, it's as detailed and as comprehensive as we can get it. Sometimes with specialty material, which is part of our gig here, it will take eight or nine hours because of all the people that we need to touch on the outside. But if that quotes right, obviously for the customer, that's that customer. But when it comes back in a PO, it doesn't have to sit in the front end and ask questions anymore; it gets released. at's another one of our quality objectives: New jobs have a measurement on them, and how long does it take from PO received to on the floor? Matties: What sort of gains have you made since you've started making measurements? O'Neil: Shipments have improved; obviously the time to get that job on the floor has vastly improved. In the details we have, mistakes have gone away; we measure those types of things, like conflicts, and what that does is create time, fewer quotes waiting at the end of the day.