Industrial Products — Priority Gaps
Use cases addressing the aggregate gaps across every plant in the Industrial Products division. Refreshes as surveys complete.
9 use cases · 100 unique enablers
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Which capabilities recur across the use cases in this list. The darkest rows are the “spine” capabilities — the ones a single platform investment would address across the most use cases. A useful read for deciding what to pull into an Initiative.
Rows are the top 18 capabilities by within-list frequency; columns are the use cases. Darker rows = more universal across your roadmap (the "spine" capabilities a single platform investment addresses at once).
← Scroll horizontally to see all use cases. Capability labels stay pinned. →
| Capability | UCs | Containment, Escapes & Customer Protection | Control of Defect Drivers | Identification of Defect Mechanisms | Reaction to Defects | Customer Collaboration | Inspection Effectiveness | Operator & Supervisor Behaviors | Process Capability & Control | Standard Work |
|---|---|---|---|---|---|---|---|---|---|---|
CAPA Management | 8 | |||||||||
Statistical Process Control (SPC) | 8 | |||||||||
Cross-Functional Governance Structures | 6 | |||||||||
Digital Traceability for Regulatory Compliance and Audits | 6 | |||||||||
Individual Accountability for Process and Quality Outcomes | 6 | |||||||||
Non-Conformance Management | 6 | |||||||||
Capital Investment in Technology and Digital Infrastructure | 5 | |||||||||
Closed-Loop Corrective Action Processes | 5 | |||||||||
Equipment Anomaly Detection | 5 | |||||||||
In-Process Quality Checks | 5 | |||||||||
Adoption of Statistical Process Control (SPC) | 4 | |||||||||
Coaching and Mentoring for Skill and Behavior Development | 4 | |||||||||
Production Genealogy / As-Built Records | 4 | |||||||||
Quality Management System Standards Compliance (ISO, FDA, GMP, IATF) | 4 | |||||||||
Quality Records & Traceability | 4 | |||||||||
Role-Specific and Certification-Based Training Programs | 4 | |||||||||
Structured Root Cause Analysis Workflows | 4 | |||||||||
Clear Ownership of Process and Performance Outcomes | 3 |