2 how to use the seven tools of quality tools for identifying problems / collecting data check...
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How to use the seven tools of quality
Tools for identifying problems / collecting dataCheck sheetsScatter diagramsStatistical process control (SPC) chart
Tools to organize the dataPareto chartsHistogram
Tools for generating ideasCause-and-effect diagramsFlowcharts
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DMAIC Process
• Define• Identify customers and their priorities• Identify and define a suitable project • Identify CTQs (critical-to-quality characteristics)
• Measure• Determine how to measure the process and how it is performing• Identify key internal processes that influence CTQs• Measure current defects
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DMAIC Process
• Analyze• Determine likely causes of defects• Understand why defects are generated by identifying key variables that cause
process variation
• Improve• Identify means to remove causes of defects• Confirm key variables and quantify their effects on CTQs
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DMAIC Process
• Improve• Identify the maximum acceptable ranges of the key variables and a system for
measuring deviations of the variables• Modify the process to stay within the acceptable range
• Control• Determine how to maintain improvements• Put tools in place to ensure that key variables remain within acceptable
ranges under the modified process
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Linking the seven tools to the DMAIC quality cycle
Defineflowcharts (to understand process – baseline knowledge)
Measurechecksheets (to collect data)scatter diagrams (to collect data / look for patterns)
Analyseflowcharts (looking for steps where mistakes occur)cause & effect diagrams (to suggest possible sources of error)histograms (to organise / understand data)pareto charts (ranking errors most important to least important)
Improve?????
Controlrun and control charts (to monitor processes)
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Cost of Quality Measurement
• Cost of quality: Costs associated with avoiding poor quality or those incurred as a result of poor quality
• Applications• Better communication between operations managers and senior-level
managers• Identify and justify major improvement opportunities• Evaluate the importance of quality and improvement in operations
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Categories of Quality Costs
• Prevention costs: Expended to keep nonconforming goods and services from being made and reaching the customer
• Quality planning costs• Process-control costs• Information-systems costs• Training and general management costs
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Categories of Quality Costs
• Appraisal costs: Expended on ascertaining quality levels through measurement and analysis of data to detect and correct problems
• Test and inspection costs• Instrument maintenance costs• Process-measurement and process-control costs
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Categories of Quality Costs
• Internal failure costs: Incurred as a result of unsatisfactory quality that is found before the delivery of a good or service to the customer
• Scrap and rework costs• Costs of corrective action• Downgrading costs• Process failures
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Categories of Quality Costs
• External failure costs: Incurred after poor-quality goods or services reach the customer
• Costs due to customer complaints and returns• Goods and services recall costs and warranty and service guarantee claims• Product-liability costs
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Internal Failure Appraisal Prevention External Failure0
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Quality Costs for a manufacturer
Costs Areas
$ (0
00,0
00s)
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All production processes have some variation
Time / number of samples
Data range
UCL
LCL
mean
Resulting normal distribution
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Mean and Range Charts
(a)
These sampling distributions result in the charts below
(Sampling mean is shifting upward, but range is consistent)
R-chart(R-chart does not detect change in mean)
UCL
LCL
x-chart(x-chart detects shift in central tendency)
UCL
LCL
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Mean and Range Charts
R-chart(R-chart detects increase in dispersion)
UCL
LCL
(b)
These sampling distributions result in the charts below
(Sampling mean is constant, but dispersion is increasing)
x-chart(x-chart indicates no change in central tendency)
UCL
LCL
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Patterns in Control Charts
Normal behavior. Process is “in control.”
Upper control limit
Target
Lower control limit
Figure S6.7
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Patterns in Control Charts
One plot out above (or below). Investigate for cause. Process is “out of control.”
Upper control limit
Target
Lower control limit
Figure S6.7
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Patterns in Control Charts
Trends in either direction, 5 plots. Investigate for cause of progressive change.
Upper control limit
Target
Lower control limit
Figure S6.7
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Patterns in Control Charts
Two plots very near lower (or upper) control. Investigate for cause.
Upper control limit
Target
Lower control limit
Figure S6.7
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Patterns in Control Charts
Run of 5 above (or below) central line. Investigate for cause.
Upper control limit
Target
Lower control limit
Figure S6.7
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Patterns in Control Charts
Erratic behavior. Investigate.
Upper control limit
Target
Lower control limit
Figure S6.7