How do you measure the impact of MSLM on your manufacturing performance and quality?

MSLM is a methodology that combines lean principles with modern manufacturing systems. To measure its effectiveness we can use several KPI's. Such as; 1.Cycle time: MSLM aims to reduce cycle time by eliminating waste and stream line processes. 2. Defect rates: MSLM aims to reduce waste by improving quality. 3. Productivity: same as above 4. Inventory levels : reduce Inventory levels by improving planning and eliminating waste . 5. Lead time: same as above effectiveness of planning and organising to reduce waste. 6. OEE : improve plant efficiency by reducing downtime . These KPI's should be tracked before and after the implementation of MSLM to analyse impact on manufacturing performance and quality standards!

In my opinion: If you're going to track KPIs, you should also be quantifying and analyzing that data so you can see trends and patterns. After all, "if you can't measure it, you can't monitor it".

Quality KPIs are a critical part of the manufacturing process to ensure the product meets specifications and customer expectations. Depending on which industry your product is produced in and the market it serves, there might be specific regulatory and industry requirements you will need to meet for audit purposes. Quality needs to be integral from product design, to development, transfer, and full-scale production. Having a standardized process that includes risk assessment, reviewing and incorporating lessons learned and Quality checks, can limit the impact on the product, tighten the learning cycle and reduce the incidence of customer complaints. Everyone owns quality, so if you see something, say something!

What seems perennially true is that the issue of lifetime management, or source to waste, or supply to end of product life, has always been a part of total quality management. What has continually frustrated it's implementation and delivery is the appointment of an executive which is in post for too little time to feel invested in the reputation and brand of the enterprise. Too succeed the leadership has to be rewarded only for persistent success. Ideally they would have risen within the organisation, grown with it, and be appointed on merit. The back-office should manage and ensure that data analytics is complete, and that information systems are sufficient to ensure a complete record over many decades, if not 'forever'. It is only then...