70 Quality Assurance
management tools and resources required to effectively and ef-
ciently perform their task (job). The board serves as a management
tool to expose problems, barriers, and concerns so that management
can better understand the major causes and work to remove them.
A typical SQDC board tracks the performance of safety, quality,
delivery and cost, trend improvement against target improvement
level, daily performance, and improvement activities, and provides
a visual analysis of main problems.
In other words, the purpose of the board is to present a oor-level
visual representation of dened metrics at all work centers for shift-
to-shift tracking daily, weekly, and or monthly. The tracking of the
metrics is used to identify gaps and opportunities for improvement.
In fact, the scope of the SQDC board is to be utilized and tracked by
work center employees as an informational stream showing the work
center key performance indicators (KPI). To make sure that simplic-
ity prevails, the SQDC chart is used visually with colors, charts, and
graphs to show measurable actual against targeted performance
within each critical metric of SQDC. Improvement opportunities are
identied to close the gap between actual and targeted performance
metrics. When the work center is not in operation for a particular
day, the designation of DNR (did not run) should be recorded.
Typical denitions used on the SQDC boards are
a. Safety, quality, delivery, and cost. These are the key perfor-
mances or behavioral indicators that must be monitored. (Some
organizations have more.)
b. First time quality (FTQ). A metric that indicates to what extend
parts are manufactured correctly the rst time without need for
inspection, rework, or replacement. This is generally calculated
as: (Good Parts)/(Good Parts + Rejects).
c. Overall equipment effectiveness (OEE). An established method
of measuring and then optimizing capacity utilization of a pro-
cess performance or that of a whole manufacturing plant. This is
generally calculated as (Good Parts)/(Total Target).
d. Unplanned downtime. Any event or downtime instance that
was unplanned, resulting in lost planned production time at
any work center. Downtime that does not count as unplanned is
lunch, scheduled breaks, scheduled maintenance, or scheduled
new product modication.
e. Pareto. It is a bar chart in which data is plotted to analyze what
problems need attention rst because of the taller bars on the
chart. The more an issue is present, the taller that bar will be on
the graph. This is a very effective way to see which issue hap-
pens most frequently.