Supply Improvement Program - SIP
Process is a simple word that begs for improvement. Carl
SIP
In the following 10-chapter Blog series, we will examine, SIP. SIP, or Supply Improvement Program is a program I developed and implemented to resolve supply issues. SIP is based on a white paper I wrote titled; “Solution to Supplier Performance Issues”. The paper hypothesized using a DMAIC process (adjusted to fit Mfg. Company) to resolve issues in the full SiPoC supply chain. The paper was reviewed, and project approved by my manager, the Global Quality VP. This is an examination of the process of identifying and understanding a problem, defining and implementing solutions, evaluating results, and subsequently improving the process.
As the quality program manager leading SIP, or Supply Improvement Program, this was not a one-person operation. In my experience, success in business comes from the support of your leadership, peers, and teammates. I was fortunate enough to have leaders that supported and pushed to help me succeed.
The Global Quality Leader was also influential in my growth in the field of Quality. Lest not forget, “no man is an island” … I was also fortunate to have the support of internal (my workmates in Quality and a host of cross-functional workmates) and external (service providers) interested parties. Because of their collective diligence and persevering support, we exceeded expectations. Today the roots of this system are still being used to manage the supply chain. Due to separation agreements, respect for the company, and personal privacy, certain specifics are made anonymous. However, the data is accurate, the program functioned, and results were as described.
My goal is that you can learn from and use SIP (in your implementation) to improve your supply chain, reduce disruptions and costs, and increase your customers’ satisfaction with your service and products.
Abstract
Mfg. Company was experiencing very high numbers of complaints regarding quality from external (customers, direct service team for customers) and internal (customer demo labs, R&D, manufacturing, and operations) sources. The depth, breadth, and causes of the issues were unknown.
Several internal cross-functional problem-solving sessions were conducted. Using basic quality tools for problem-solving (fishbone diagram, Pareto charting, distribution, etc.) and available data, we were able to define the problem. As a result of the problem-solving exercise, the available data pointed to three areas of focus. Perhaps unsurprising as we followed the SiPoC workflow to divide and concur the issues. I was awarded Supply (the ‘S’) (based on my white paper), the other two areas were Manufacturing Operations (the ‘P’), and Customer Service (the ‘C’).
The focus of this blog series is on ‘S’, the supply side of SiPoC. Specifically, the suppliers and related logistics involved to define, plan, purchase, receive and distribute goods and services to the external or internal customer.
In the blogs to come, you will learn the SIP methods to dramatically reduce the supply issues and improve the relationships with your suppliers and customers.
Coming Up
In the next 9 weeks, I will release/publish another blog based on the topic of the Supply Improvement Program (SIP) as shown below.
Abstract (this post)
Problem
Opportunity
Measures
Goal
Solution
Analysis
Improvement
Control
Results