ch13 tools for process improvement...04/16/02 sjsu bus. 142 - david bentley 1 tools for process...
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04/16/02 SJSU Bus. 142 - David Bentley 1
Tools forProcess Improvement
Tools forProcess Improvement
Economic models, Deming cycle, Juran’s sequence, 7 Quality tools, Kaizen blitz, Poka-Yoke, Team skills
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Traditional Economic Model of Quality of Conformance
Total cost
Cost due to
nonconformanceCost of
quality
assurance
“optimal level” of quality100%
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Modern Economic Model of Quality of Conformance
Total cost
Cost due to
nonconformanceCost of
quality
assurance
100%
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Cost of Quality SJSU Bus. 142 DAB 09/23/02
� External Failure
---------------------------------
� Internal Failure
---------------------------------
� Prevention
---------------------------------
� Appraisal
� External Failure
---------------------------------
� Internal Failure
---------------------------------
� Prevention
---------------------------------
� Appraisal
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Problem Solving
� Problem: any deviation between what “should be” and what “is” that is important enough to need correcting
� Structured
� Semi-structured
� Ill-structured
� Problem Solving: the activity associated with changing the state of what “is” to what “should be”
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Quality Problem Types
1. Conformance problems
2. Unstructured performance problems
3. Efficiency problems
4. Product design problems
5. Process design problems
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
TQM Approach
� Know customer requirements and wants� Design a product to delight the
customer� Design a process to do the job right
(the first time and) every time� Apply fail-safing techniques (“poka-yoke” devices)
� Monitor and record results for improvement ideas
� Work with suppliers and customers
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Other TQM Points
� Continual improvement (“kaizen”)� Competitive benchmarking� Employee enablement� Use of teams� Training� Extension to suppliers� Traditional vs. TQM culturesSJSU Bus 142 David Bentley (Rev. 02/20/02)
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Problem Solving Process
1. Redefining and analyzing the problem
2. Generating ideas
3. Evaluating and
selecting ideas
1. Implementing ideas
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Process Improvement Methodology (sequenced) (1 of 3)
� Develop process improvement plan� Determine process or area to examine� Form and train Process/Quality
Improvement Team� Use coarse tools
� Process flowchart� Check sheets and histograms� Fishbone chart <---� Pareto analysis --->
Rev. 04/16/06 SJSU Bus. 142 - David Bentley 11
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Process Improvement Methodology (sequenced) (2 of 3)
� Use fine tools� Process control charts
� Run diagrams
� Scatter diagrams
� Failsafing
� Determine process changes
� Implement pilot process improvement
Rev. 04/16/06 SJSU Bus. 142 - David Bentley 12
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Process Improvement Methodology (sequenced) (3 of 3)
� Measure and evaluate results
� Repeat if results unsatisfactory; deploy full implementation if results satisfactory
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Deming Cycle
� Also known as:� Shewhart wheel or cycle
� Deming wheel
� Deming/Shewhart wheel or cycle
� PDCA wheel or cycle
� Focuses on both short-term continuous improvement and long-term organizational learning
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
The Deming Cycle Mod. SJSU Bus. 142 DAB 09/29/02
Plan
DoCheck(Study)
Act
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Plan (1 of 2)1. Define the process: its start, end, and what it does.2. Describe the process: list the key tasks performed and
sequence of steps, people involved, equipment used, environmental conditions, work methods, and materials used.
3. Describe the players: external and internal customers and suppliers, and process operators.
4. Define customer expectations: what the customer wants, when, and where, for both external and internal customers.
5. Determine what historical data are available on process performance, or what data need to be collected to better understand the process.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Plan (2 of 2)
6. Describe the perceived problems associated with the process; for instance, failure to meet customer expectations, excessive variation, long cycle times, and so on.
7. Identify the primary causes of the problems and their impacts on process performance.
8. Develop potential changes or solutions to the process, and evaluate how these changes or solutions will address the primary causes.
9. Select the most promising solution(s).
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Do
1. Conduct a pilot study or experiment to test the impact of the potential solution(s).
2. Identify measures to understand how any changes or solutions are successful in addressing the perceived problems.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Check (Study)
1. Examine the results of the pilot study or experiment.
2. Determine whether process performance has improved.
3. Identify further experimentation that may be necessary.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Act
1. Select the best change or solution.
2. Develop an implementation plan: what needs to be done, who should be involved, and when the plan should be accomplished.
3. Standardize the solution, for example, by writing new standard operating procedures.
4. Establish a process to monitor and control process performance.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Juran’s Improvement Program
� Proof of the need
� Project identification
� Organization for breakthrough
� Diagnostic journey
� Remedial journey
� Holding the gains
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Bethesda Hospital ModelStart
Reviewcurrent
situation
Describe process
Explorecause theories
Collect andanalyze data
Improvement?
Generate solutions
Plan
Do
Check
Improvement?
Actyes
no
yes
no
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Crosby Quality Improvement Program
1. Management commitment
2. Quality improvement team
3. Quality measurement
4. Cost of quality evaluation
5. Quality awareness
6. Corrective action
7. Zero defect committee
8. Supervisor training
9. Zero defects day
10. Goal setting
11. Error cause removal
12. Recognition
13. Quality councils
14. Do it over again
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Creative Problem Solving
� Mess Finding – identify symptoms
� Fact Finding – gather data; operational definitions
� Problem Finding – find the root cause
� Idea Finding – brainstorming
� Solution Finding – evaluate ideas and proposals
� Implementation – make the solution work
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
The Seven QC Tools
1. Flowcharts
2. Check sheets
3. Histograms
4. Cause-and-effect diagrams
5. Pareto diagrams
6. Scatter diagrams
7. Control charts
+ Run charts
Mod. SJSU Bus. 142 DAB 09/19/02
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Flowcharts� Shows unexpected complexity, problem
areas, redundancy, unnecessary loops, and where simplification may be possible
� Compares and contrasts actual versus ideal flow of a process
� Allows a team to reach agreement on process steps and identify activities that may impact performance
� Serves as a training tool
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Check Sheet
� Creates easy-to-understand data
� Builds, with each observation, a clearer picture of the facts
� Forces agreement o the definition of each condition or event of interest
� Makes patterns in the data become
obvious quickly
xx
xxxxxx
x
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Histogram
� Displays large amounts of data that are difficult to interpret in tabular form
� Shows centering, variation, and shape
� Illustrates the underlying distribution of the data
� Provides useful information for predicting future performance
� Helps to answer the question “Is the process capable of meeting requirements?
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Cause and Effect Diagram
� Enables a team to focus on the content of a problem, not on the history of the problem or differing personal interests of team members
� Creates a snapshot of collective knowledge and consensus of a team; builds support for solutions
� Focuses the team on causes, not symptoms
Effect
Cause
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Pareto Diagram
� Helps a team focus on causes that have the greatest impact
� Displays the relative importance of problems in a simple visual format
� Helps prevent “shifting the problem”where the solution removes some causes but worsens others
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Scatter Diagram
� Supplies the data to confirm a hypothesis that two variables are related
� Provides both a visual and statistical means to test the strength of a relationship
� Provides a good follow-up to cause and effect diagrams *
* *
* *
*
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Control Chart
� Focuses attention on detecting and monitoring process variation over time
� Distinguishes special from common causes of variation
� Serves as a tool for on-going control
� Provides a common language for discussion process performance
* **
* **
*
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Run Chart� Monitors performance of one or more
processes over time to detect trends, shifts, or cycles
� Allows a team to compare performance before and after implementation of a solution to measure its impact
� Focuses attention on truly vital changes in the process
* **
* **
*
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Other Tools for Process Improvement
� Kaizen Blitz
� Poka-Yoke
� Process Simulation
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Kaizen Blitz
� “an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional kaizen applications, which are performed on a part-time basis.”
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Poka-Yoke(Mistake-Proofing)
� Developed by Shigeo Shingo� An approach for mistake-proofing processes
using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions
Mod. SJSU Bus. 142 DAB 09/15/02
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Mistake-Proofing - 3 Levels
� Design potential errors out of the product or process
� Identify potential defects and stopping a process before the defect is produced
� Find defects that enter or leave a process
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Poka-Yoke Examples (from John Grout’s Poka-Yoke Page)(refer to www.campbell.berry.edu/pokayoke) mod. 09/15/02 DAB
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Skills for Team Leaders
� Conflict management and resolution
� Team management
� Leadership skills
� Decision making
� Communication
� Negotiation
� Cross-cultural training
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
Skills for Team Members
� Effective meetings
� Shared decision making
� Interviewing
� Communication
� Quality tools
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
5W2H Approach
� What? Subject
� Why? Purpose
� Where? Location
� When? Timing/sequence
� Who? People involved
� How? Method
� How much? Cost/impact
SJSU Bus 142 David Bentley (Rev. 09/06/01)