total quality management quality systems iso 14000 malcolm maldrige national quality awards six...
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Total Quality Management
Quality SystemsISO 14000
Malcolm Maldrige National Quality Awards
Six Sigma
by: Aimee D. Cabantacaimeecabantac@yahoo.com
Total Quality Management
Quality SystemsISO 14000
Malcolm Maldrige National Quality Awards
Six Sigma
by: Aimee D. Cabantacaimeecabantac@yahoo.com
Total Quality Management
Quality SystemsISO 14000
Malcolm Maldrige National Quality Awards
Six Sigma
by: Aimee D. Cabantacaimeecabantac@yahoo.com
ISO 14000Environment Management Standard
Launched in 1996
A series of standards that enables a company to improve environmental management voluntarily
A guide for environmentally concious companies to lessen their impact on the environment
Benefits of ISO 14000
Minimized the harmful effects on the environment caused by it's activities
Achieved continual improvements of it's environment performance
Improved corporate image among regulator's customers and the public
Reduced raw material/resource useReduced energy consumptionImproved process efficiency
Reduced waste generation and disposal costutlization of recoverable resources
2 Main Classifications of ISO 14000
Organization/Process Oriented Standards
Product Oriented Standards
6 Topic Areas of ISO 14000
Evironmental Management SystemEnvironmental Performance Evaluation
Environmental AuditingLife Cycle AssessmentEnvironmental Labeling
Environmental Aspects in Product Standards
ISO 14000 Process-Oriented Document Requirements
ISO 14001ISO 14004ISO 14010ISO 14011ISO 14012ISO 14014ISO 14015ISO 14031ISO 14020ISO 14021
ISO 14000 Product-Oriented Document Requirements
ISO 14022ISO 14023ISO14024ISO 1402XISO 14040ISO14041ISO14042ISO 14043ISO 14050
ISO Guide 64
The Malcolm Baldrige National Quality Award
Established in 1987 by United State Congress
Named after former US Sec. of Defense (1981 1987)
Sets national standard for quality excellence (ASQ)
Important Factors in any Organization
Productivity
Quality
Safety
Cost
Core Values and Concept
Visionary leadershipCustomer-driven excellence
Organizational and personal learningValuing employees and partners
AgilityFocus on the future
Managing for innovationManagement by factSocial responsibility
Focus on results and creating valueSystem perspective
The Award is open to the ff. Areas:
TelecommunicationsBanking
AutomotiveHospitality industryBuilding products
ManufacturingEducation
Health Care
System of Qualification
1. application2. examination of an applicant3. qualificationsof each examiner are
compared and contrast with the criteria and up to 300 hours4. site visit stage – a comp. /org. may have been examined for as many as 1000 hours 5. winner proclamation – the information is non-proprietary with US organization of all kinds, but practices are communicated and shared
Benchmarking – is a continuous process of measuring products, services and practices against
competitors or industry leaders.
Baselining – is measuring the current level of quality in an
organization.
Malcolm Baldrige National Quality Award Criteria Categories, 2007
1.0 Leadership1.1 Senior Leadership1.2 Governanace and Social Responsibility
2.0 Strategic Planning2.1 Strategy Development2.2 Strategy Deployment
3.0 Customer and Market Focus3.1 Customer and Market Knowledge3.2 Customer relationships and Satisfactions
4.0 Measurement, Analysis and Knowledge Management
4.1 Measurement, Analysis and Improvement of Organizational Performance
4.2 Management of Information Technology and Knowledge
Malcolm Baldrige National Quality Award Criteria Categories, 2007
5.0 Human Resources Focus5.1 Workforce Engagement5.2 Workforce Environment
6.0 Process Management6.1 Work Systems Design6.2 Work Process Management and Improvemen
7.0 Results7.1 Product and Service Outcomes7.2 Customer-Focused Outcomes7.3 Financial and Market Outcomes7.4 Workforce-Focused Outcomes7.5 Process Effecctiveness Outcomes7.6 Leadership Outcomes
What is expected after?
Increased the value an organization provides to its customer and stakeholders.
Improved communication,collaboration, empowerment, commitment and trust among its
employees.Improved the organization public image with a
commensurate increase in customer confidence
The Six Sigma Is a business management
strategy originally developed by Engr. Bill Smith of Motorola, USA in 1981
A process in which 99.99966% of products manufactured are free of defects.
Is about results. Its focus is to do the right things right.
Is based on knowledge.
Six Sigma Assessments
improved quality + efficiency = Profitability
customer knowledge + core process improvements efforts = improvement in company sales and revenue growth
Need to have a holistic view on reliabilty and quality, and then developed a strategy for improving both.
Six Sigma Assessments
Increase in complexity of systems and products = creation of higher-than-desired system failure rates
Solution: to increase reliability and reduced failure rates the components in complex systems and products have to have individual failure rates approaching zero.
Training Typically Required for Greenbelt Certification
Quality PhilosophiesPerformance Measures/MetricsProblem SolvingProcess MappingCheck SheetsPareto AnalysisCause-and-Effect Diagram AnalysisScatter DiagramFrequency DiagramHistograms
Training Typically Required for Greenbelt Certification
StatisticsData Collection: Data types andsampling
techniquesX and R ChartsProcess Capability AnalysisP, u, c chartsRoot Cause AnalysisVariation ReductionSix Sigma PhilosophyGreenbelt Project
Training Typically Required for Black Belt Certification
Variables Control ChartsProcess Capability AnalysisHypothesis TestingDesign of ExperimentsGage R&RReliabilityISO 9000, MBNQAAttribute Control ChartsVoice of Customer: Quality Function DeploymentRegression AnalysisBlack Belt Project
Master Blackbelt
Individuals with extensive trainingwho have a large scale improvement project,
usually say $1,000,000Must a master degree from accredited university
is a requirementProvides training and guides trainees during their
projectsMentors, teachers, coaches and explorers
Six Sigma Responsibility Matrix ResponsibiltyPhase
ManagementRecognizeMngt./Master Blackbelt DefineBlack Belts/ Green Belts MeasureBlack Belts/ Green Belts AnalyzeBlack Belts/ Green Belts ImproveBlack Belts/ Green Belts ControlManagementStandardizeManagementIntegrate
8 Essential Phases of Six Sigma Projects
RecognizeDefine
MeasureAnalyzeImproveControl
StandardizedIntegrate
The Six Sigma Problem Solving Steps
Define - PlanMeasure - PlanAnalyze - Plan
Improve - Do
Control- Study - Act
Benefits of Six Sigma
Better understading of their key business process and its process flow improvement(reduced cycle time, elimination of defects, increased capacity and productivity rate)
Improvements reduce cost and waste while increasing product and service reliability
Improved value for the customer
mproved performance for the company
Criticisms
Does not offer anything new
Limited only to large firm
Costly to implement
Focus is on defective per million
Mathematical Designation Of Six Sigma
Cp = USL-LSL6σ
When 6σ = USL – LSLCp = 1
When this happens, the process is considered to be operating at Three Sigma (3σ)
3 Standard Deviation should be added to ave. value in both sides
3 Sigma PresentationLSL Target
USL
-3 -2 -1 0 12 3
6σ < USL-LSL
EX. 25% Design marginCp = 1.33
1.33 = 4 Sigma= 4 standard deviation should be added to ave.
value will equal to USL; 4 SD should be subtracted from the ave. value will equal to LSL
The concept can be repeated for 5 Sigma.Cp = 1.66
When Cp = 22 = 6 Sigma
Six SD added to ave. value will equal to USL; Six SD subtracted to
ave. value will equal to LSL
This provides adequate protection against the possibilities of
aprocess mean shift or in increase in variation.
6 Sigma Presentation
LSL Target USL
-6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6
Comparison of Six Sigma Performance to other Sigmas
SIGMA DEFECTS (M) YIELD (%) COST OF QUALITY
1 690,000 30.90 Noncompetitive
2 308,000 69.20 Noncompetitive
3 66,807 93.30 25-40% of sales
4 6,210 99.40 15-25% of sales
5 320 99.98 5- 15% of sales
6 3.4 99.9997 < 1% of sales
Comparison of ISO, MBNQA, Quality Engieneers and Six Sigma
ISO Baldrige Award Quality Engineers Six Sigma
Scope Quality Management SystemContinuous Improvement
Quality of Management
Quality of Management and Corporate Citizenship
Systemetic Reduction of Process variability
Basis for defining Quality
Features and characteristics of product or service
Consumer driven Customer driven Defects per million opportunity
Assessment Requirement based
Performance based
Based on total organizational commitment to quality
Defects per million opportunity
Focus International trade, Quality links bet. Suppliers and purchaser
Customer SatisfactionCompetitive Comparison
Processes needed to satisfy internal and external customer
Locating and eliminating sources of process error
Standard Deviation
Summarizes how far the average values typically are.
This measure is related to mean but gives equal importance to all.
(When the standard deviation is small, it shows that the average distance between the scores and
the mean is small and vice versa)
S = √‾s²
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