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1、The American Society for Quality www.asq.org Page 1 of 3Making the Case for QualityPall Corporation: A Profile in “Process Excellence”Pall Corporations “Process Excellence” combines lean, Six Sigma, dashboard metrics, and team involvement, ensuring improvement efforts are aligned with business imper
2、atives and contributing to a culture of accountability. Process Excellence began in Palls Puerto Rico facility in 2004, in Florida in 2007, and in California and Europe in 2008. Results from Puerto Rico include 50 percent improvement in product and process quality as measured in defects per million
3、opportunities, inventory reduction along with 98.5 percent on-time customer deliveries, and reduction of product cycle time by more than 25 percent.At a Glance . . .Pall Corporations quality successes in Puerto Rico are as captivating as a bomba dance in full swing. Hyperbole perhaps, but consider w
4、hat this East Hills, New York, based global leader in filtration, sepa- ration, and purification technologies has accomplished since 2004 at its Puerto Rico facility, where key filtration components are manufactured for use in biopharmaceutical and medical-grade applications: Fifty percent improveme
5、nt in product and process quality as measured in defects per million Launching of Vendor Managed Inventory programs through Palls supply chain to achieve inventory reduction and 98.5 percent on-time customer deliveries Reduced product cycle time of more than 25 percent to meet customer requirements
6、Implementation of online statistical process control Emphasis on organizational excellence, leading to the certification of 11 Six Sigma Black Belts and 23 Green Belts What happened to bring these results? Pall developed “Process Excellence,” an approach to applying lean and Six Sigma methodologies,
7、 complete with effective metrics and ways to engage employees. In 2004, a push began at the Fajardo, Puerto Rico, facility to transform it into the companys first Center of Excellence. “At the time, there wasnt a continuous improvement program in place,” says Felix Negron, vice president of manufact
8、uring, who joined Pall in November of 2003 as general manager of operations in Puerto Rico. “We recognized that we needed to change the culture.” Shortly after arriving at Pall following 12 years with Johnson & Johnson, where he held various positions within operations and quality assurance, includi
9、ng director of Process Excellence, Negron convinced Palls Life Sciences president, Roberto Perez, that the Puerto Rico facility could benefit from a Process Excellence program and the hiring of a Process Excellence Leader. Negron got both, and together with fellow Black Belt Ricardo Gonzalez, now Pa
10、lls global director of Process Excellence, Negron was able to document important improvements at the Puerto Rico plant within a year, which is virtually overnight in many manufacturing circles.About Process ExcellenceProcess Excellence, or PEx, is Pall Life Sciences continuous improvement methodolog
11、y. As Figure 1 depicts, PEx has four key components: Leandriving material and process flow Six Sigmaresulting in capable and predictable processes Dashboard Metricsensuring right metrics and right behavior Team Involvementensuring employee engagementby Joe JancsurakApril 2008“The key behind PEx is t
12、hat it is a systematic approach to problem solving using the DMAIC methodology define, measure, analyze, improve, and control,” says Negron. “And while the methodolo- gies are not unique to Pall, the PEx effort is unique in that it is tied directly to Palls business imperatives.” Figure 2 illustrate
13、s the importance of the following business imperatives to PEx: Assurance of Quality. Excellence in everything Pall Life Sciences does. Assurance of Supply. Timely delivery of commitments. Assurance of Responsiveness. “Can be done” attitude for internal and external customers. Assurance of Total Syst
14、em Cost Competitiveness. Bottom line profitability. Assurance of People. Organizational excellence.“We spend a lot of time at the beginning of each fiscal year,” says Negron, “on setting the right targets before deploying those objec- tives to the individual teams that then use the PEx methodologies
15、 for achieving the results, which are aligned with our business imperatives. Its this approach thats making a difference.”A Culture of AccountabilityA performance evaluation process that is linked to PEx projects and goals also contributes to success. Maintaining the status quo will merely gain one
16、a 1 rating on a scale of 1-4, and a slight improvement may not even be good enough to warrant a favor- able rating. In other words, Negron explains, if Pall sets a goal to improve quality by 20 percent in a given area, and the team achieves only a 10 percent improvement, the rating is a 2. A 20 percent improvement would earn a 3. And to achieve a 4, the team would need to exceed the
