Businesses specify productivity, lead time, and quality targets for business processes driven by market requirements, benchmarks, and analyses. However these targets often stay far away from wasteless value-adding performance. Often pure value-adding performance contributes only 5% to costs or lead time. The root causes of that are usually varying, interacting, and remaining unclear. If the root causes are made transparent by Statistical Engineering, big performance leaps are possible. more….
Why stay productivity, lead time, and quality targets of business processes often far away from wasteless value-adding performance?
posted in: Process quality, Production, R&D, Technical services | 0