1 quality tools. 2 3 a philosophy that involves everyone in an organization in a continual effort to...
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Quality Tools
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Contributor
Deming Juran Crosby Ishikawa Taguchi
Known for
14 points; special & common causes of variation Quality is fitness for use; quality trilogy Quality is free; zero defects Cause-and effect diagrams; quality circles Loss function; robust design; design of experiments
Quality
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Contributor
Shewhart Fischer Box Harry
Known for
Operational definitions, SPC, improvement cycle Experimental design Experimental design, evolutionary planning Six Sigma methodology
Quality
A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction
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A systematic approach to improving a process
Overview of the approach process mapping analyze the process redesign the process
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Plan
Do
Study
Act
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Implement theImproved process
Select aprocess
Study/document
Seek ways toImprove it
Design anImproved process
Evaluate
Document
There are a number of tools that can be used for problem solving and process improvement
Tools aid in data collection and interpretation, and provide the basis for decision making
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Check sheets Flowcharts Scatter diagrams Histograms Pareto analysis Control charts Cause-and-effect diagrams
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Billing Errors
Wrong Account
Wrong Amount
A/R Errors
Wrong Account
Wrong Amount
Monday
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Process OK? Process? OK Process
Process
Identify value added steps, rework loops, flow loops, etc.
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Inputs
Labor Personnel
Capital Machines Money Resources Raw Material Components Energy Facilities
Management Arts & Sciences Managerial Talent Technical Expertise
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Inputs
Labor Personnel
Capital Machines Money Resources Raw Material Components Energy Facilities
Management Arts & Sciences Managerial Talent Technical Expertise
Process
The firm transforms inputs to outputs (operations, finance, marketing)
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Inputs
Labor Personnel
Capital Machines Money Resources Raw Material Components Energy Facilities
Management Arts & Sciences Managerial Talent Technical Expertise
Process
The firm transforms inputs to outputs (operations, finance, marketing)
Outputs
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Inputs
Labor Personnel
Capital Machines Money Resources Raw Material Components Energy Facilities
Management Arts & Sciences Managerial Talent Technical Expertise
Process
The firm transforms inputs to outputs (operations, finance, marketing)
Outputs
Clients, customers
Insurance Banks Retail Golf Course School
Discuss operations for two companies / organizations that you are familiar with.
Use one or more of the seven quality tools for one of the companies.
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Variable A
Variable B
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frequency
A B C D E
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80% of the problems may be attributed to 20% of thecauses.
80% of the problems may be attributed to 20% of thecauses.
Smearedprint
Nu
mb
er o
f d
efec
ts
Offcenter
Missinglabel
Loose Other
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970
980
990
1000
1010
1020
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
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UCL
LCL
LCLLCL
UCLUCL
Process not centeredand not stable
Process centeredand stable
Additional improvementsmade to the process
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Effect
MaterialsMethods
EquipmentPeople
Environment
Cause
Cause
Cause
Cause
Cause
CauseCause
Cause
CauseCause
Cause
Cause
A. Appropriate Metric – 3.4 million defects per million opportunities
B. Robust Methodology – Tools plus implementation methods to make success more likely
C. Philosophy – Cost-focused, data-driven
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1. Critical to Quality: What attributes are most important to the customer? (CTQ, CTC, CTD)
2. Defect: Failing to deliver what the customer wants / expects (DPMO)
3. Variation: The level of unpredictability the customer experiences
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5. Process Capability: What your process can deliver – consistently
6. Stable Operations: Stable ops are predictable
7. Design for Six Sigma: Designing to meet customer needs and process capability
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Define
Design
Verify
Measure
Analyze
Define
Improve
Control
Measure
Analyze
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New Processes Existing Processes
Project Charter Stakeholder
Analysis Affinity Diagram SIPOC Voice of the
Customer CT Tree
Kano Model SWOT Analysis Cause-and-Effect
Diagrams Supplier
Segmentation Project
Management
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Problem statement Business case Goals, milestones,
success criteria, & deliverables
Project scope / boundaries
Roles & responsibilities
Stakeholder support / approval needed
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Potential Improvement
Potential Impact
Improve quality Reduce cost, inventory
Improve OTD Shortages , inventory Select better suppliers Q, $, LT, reduce
inventory
Implement rating system
Improve supply efficiency, better suppliers
Reduce price Reduce cost29
Project Charter Stakeholder
Analysis Affinity Diagram SIPOC Voice of the
Customer CT Tree
Kano Model SWOT Analysis Cause-and-Effect
Diagrams Supplier
Segmentation Project
Management
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Once completed, the Define Phase should answer the following questions:1) Who is the customer?2) What matters?3) What is the scope?4) What defect am I trying to reduce?5) What are the improvement targets?
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Purpose To collect current performance of the process
identified in the Define phase
This data is used to determine sources of variation and serve as a benchmark to validate improvements
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Measurement Variation
Exists naturally in any process and is the reason Six Sigma projects are undertaken
Data Data Collection Plan Measurement System Analysis
Ensures measurement techniques are reproducible and repeatable
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What data will be collected? Why is it needed? Who is responsible? How will it be collected? When will it be collected? Where will it be collected?
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After Data Collection Plan is complete, it needs to be verified before actual data is collected
MSA is performed on a regular basis MSA ends when a high level of
confidence is reached that the data collected accurately depicts the variation in the process
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The analyze phase allows the Project Team to target improvement opportunities by taking a closer look at the data.
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Capability Analysis - establishing current performance level
Graphical Analysis - a visual indication of performance using graphs
Root Cause Analysis – developing a hypothesis about the causes of variation
Root Cause Verification – verifying that the planned action will generate the desired improvement
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Generate Improvement Alternatives Create a “Should Be” Process Map Conduct FMEA Perform Cost/Benefit Analysis Pilot Validate Improvement
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The Control Phase begins as the project team tries to eliminate errors by “Mistake Proofing” their improvement alternative.
Mistake Proofing attempts to eliminate the opportunities for error.
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Mistake Proofing tries to make it impossible for an operation to be performed incorrectly, and/or correct errors before they are passed to the next worker, where they might become a defect.
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During the Control Phase the Project team will:1) Develop a plan to make sure the measurement system will remain relevant over the long term.2) Establish Control Charts the process owner will use to manage the process.3) Create a Reaction Plan to address situations that might cause the process to move out of control.
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The Control Phase ends when:1) Standard Operating Procedures have been updated.2) Process Operators, the people who do the job, have been trained for the new process.
Once completed, the Control Phase should sustain the gains the project made while implementing ongoing process controls.
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When is a project complete?1) When other Black Belts can see the ongoing controls work2) When the customer sees the results3) When the business sees the money.
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People or Groups
Level of Commitment
Buy Mfg Eng
Enthusiastic Support
Help it work
Compliant
Hesitant X
Indifferent
Uncooperative X
Opposed
Hostile X44
Suppliers Inputs Processes Outputs Customers
Ops Mgt Supplier Perf.
SupplierEvaluation
Survey Ops Mgt
Buyers Complaint
Rating system
Buyers
Engrg. Tech Reqts
Improved Supplier Perform.
Engineering
Mfg. Rating system
Commit. to suppliers
Mfg.
Suppliers Supplier Complaint
Suppliers45
Positive Negative
Internal Strengths Weaknesses
External Opportunities
Threats
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Baldrige Award
Began in 1987 Recognizes achievements of excellent
organizations and provide examples to others may give two awards in each category
manufacturing small business service health care education
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Establishes criteria for evaluating quality efforts
Provides guidance for other American companies
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1.0 Leadership 1202.0 Strategic Planning 853.0 Customer and Market Focus 854.0 Measurement, Analysis, & Knowledge
Management 905.0 Workforce Focus 856.0 Process Management 857.0 Results 450
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Excellence Award Achievement Award Commitment Award Interest Award
www.tncpe.org
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Set of international standards on quality management and quality assurance, critical to international business
ISO 9000 series standards, briefly, require firms to document their quality-control systems at every step (incoming raw materials, product design, in-process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them 52