ch13_tools for process improvement

8/13/2019 Ch13_Tools for Process Improvement

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04/16/02 SJSU Bus. 142 - David Bentley 1

Chapter 13 Tools forProcess Improvement

Economic models, Demingcycle, Jurans sequence, 7Quality 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 ConformanceTotal cost

Cost due tononconformance

Cost ofquality

assurance

optimal level of quality 100%



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Modern Economic Model

of Quality of Conformance

Total cost

Cost due tononconformance

Cost ofqualityassurance

100%



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Cost of Quality SJSU Bus. 142 DAB 09/23/02External Failure ---------------------------------

Internal Failure

---------------------------------Prevention

---------------------------------

Appraisal

External Failure

---------------------------------Internal Failure

---------------------------------

Prevention---------------------------------

Appraisal


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Problem SolvingProblem : any deviation between what

should be and what is that is important

enough to need correctingStructuredSemi-structuredIll-structured

Problem Solving : the activity associatedwith changing the state of what is to what

should be


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Quality Problem Types1. Conformance problems

2. Unstructured performanceproblems3. Efficiency problems4. Product design problems5. Process design problems


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TQM ApproachKnow customer requirements and wantsDesign a product to delight thecustomerDesign a process to do the job right(the first time and) every time

Apply fail- safing techniques (poka -yoke devices)

Monitor and record results forimprovement ideasWork with suppliers and customers


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Other TQM PointsContinual improvement (kaizen) Competitive benchmarking

Employee enablementUse of teamsTraining

Extension to suppliersTraditional vs. TQM culturesSJSU Bus 142 David Bentley (Rev. 02/20/02)


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Problem Solving Process

1. Redefining and analyzingthe problem

2. Generating ideas3. Evaluating and

selecting ideas1. Implementing ideas


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Rev. 04/16/02 SJSU Bus. 142 - David Bentley 10

Process Improvement

Methodology (sequenced) (1 of 3)Develop process improvement planDetermine process or area to examine

Form and train Process/QualityImprovement TeamUse coarse tools

Process flowchartCheck sheets and histogramsFishbone chart


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Process Improvement

Methodology (sequenced) (2 of 3)Use fine tools

Process control charts

Run diagramsScatter diagramsFailsafing

Determine process changesImplement pilot process improvement


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Process Improvement

Methodology (sequenced) (3 of 3)Measure and evaluate resultsRepeat if results unsatisfactory; deploy fullimplementation if results satisfactory


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Deming Cycle Also known as:

Shewhart wheel or cycle

Deming wheelDeming/Shewhart wheel or cyclePDCA wheel or cycle

Focuses on both short-term continuousimprovement and long-term organizationallearning

h h


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The Deming CycleMod. SJSU Bus. 142 DAB 09/29/02

Plan

DoCheck(Study)

Act

THE MANAGEMENT AND CONTROL OF QUALITY 5 2002 S h W /Th L i TM


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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 materialsused.

3. Describe the players: external and internal customers andsuppliers, 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 processperformance, or what data need to be collected to betterunderstand the process.

THE MANAGEMENT AND CONTROL OF QUALITY 5 2002 S th W t /Th L i TM


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Plan (2 of 2)6. Describe the perceived problems associated

with the process; for instance, failure to meetcustomer expectations, excessive variation, longcycle times, and so on.

7. Identify the primary causes of the problems andtheir impacts on process performance.

8. Develop potential changes or solutions to the

process, and evaluate how these changes orsolutions will address the primary causes.9. Select the most promising solution(s).

THE MANAGEMENT AND CONTROL OF QUALITY 5e 2002 So th Western/Thomson LearningTM


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Do1. Conduct a pilot study or experiment to

test the impact of the potentialsolution(s).

2. Identify measures to understand how anychanges or solutions are successful in

addressing the perceived problems.

THE MANAGEMENT AND CONTROL OF QUALITY 5e 2002 South Western/Thomson LearningTM


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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.

THE MANAGEMENT AND CONTROL OF QUALITY 5e 2002 South Western/Thomson LearningTM


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Act1. 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.

THE MANAGEMENT AND CONTROL OF QUALITY 5e 2002 South-Western/Thomson LearningTM


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Jurans Improvement Program

Proof of the needProject identificationOrganization for breakthroughDiagnostic journey

Remedial journeyHolding the gains



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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South Western/Thomson LearningTM


Bethesda Hospital ModelStart

Reviewcurrent

situation

Describeprocess

Explorecause theories

Collect andanalyze data

Improvement?

Generate solutions

Plan

Do

Check

Improvement?

Actyes

no

yes

no



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Crosby Quality Improvement

Program1. Management

commitment2.

Quality improvementteam3. Quality measurement4. Cost of quality

evaluation5. Quality awareness6. Corrective action

7. Zero defectcommittee

8.Supervisor training9. Zero defects day

10. Goal setting11. Error cause removal12. Recognition13. Quality councils14. Do it over again



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Creative Problem SolvingMess Finding identify symptomsFact Finding gather data; operational

definitionsProblem Finding find the root causeIdea Finding brainstormingSolution Finding evaluate ideas andproposalsImplementation make the solution work



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Q , , g


The Seven QC Tools1. Flowcharts2. Check sheets

3. Histograms4. Cause-and-effect diagrams5. Pareto diagrams6. Scatter diagrams7. Control charts+ Run charts

Mod. SJSU Bus. 142 DAB 09/19/02



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Q , , g


FlowchartsShows unexpected complexity, problemareas, redundancy, unnecessary loops, andwhere simplification may be possibleCompares and contrasts actual versus idealflow of a process

Allows a team to reach agreement on process

steps and identify activities that may impactperformanceServes as a training tool



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g


Check Sheet

Creates easy-to-understand dataBuilds, with each observation, a clearerpicture of the factsForces agreement o the definition ofeach condition or event of interest

Makes patterns in the data becomeobvious quickly

xxxxxxxxx



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HistogramDisplays large amounts of data that aredifficult to interpret in tabular formShows centering, variation, and shapeIllustrates the underlying distribution of thedataProvides useful information for predicting

future performanceHelps to answer the question Is the processcapable of meeting requirements?



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Cause and Effect Diagram

Enables a team to focus on the content of a problem, noton the history of the problem or differing personal interestsof team membersCreates a snapshot of collective knowledge and consensusof a team; builds support for solutionsFocuses the team on causes, not symptoms

Effect

Cause



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Pareto DiagramHelps a team focus on causes that havethe greatest impact

Displays the relative importance ofproblems in a simple visual formatHelps prevent shifting the problemwhere the solution removes somecauses but worsens others



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Scatter Diagram

Supplies the data to confirm a hypothesis thattwo variables are related

Provides both a visual and statistical meansto test the strength of a relationshipProvides a good follow-up to cause and effectdiagrams *

* ** **



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Control ChartFocuses attention on detecting andmonitoring process variation over timeDistinguishes special from common causesof variationServes as a tool for on-going controlProvides a common language for discussionprocess performance

* **

* **

*



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Run ChartMonitors performance of one or moreprocesses over time to detect trends, shifts,or cycles

Allows a team to compare performancebefore and after implementation of a solutionto measure its impactFocuses attention on truly vital changes in theprocess

* **

* **

*



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Other Tools for Process

ImprovementKaizen BlitzPoka-YokeProcess Simulation



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Kaizen Blitz an intense and rapid improvement processin which a team or a department throws allits resources into an improvement projectover a short time period , as opposed totraditional kaizen applications, which are

performed on a part- time basis.



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Poka-Yoke(Mistake-Proofing)

Developed by Shigeo Shingo An approach for mistake-proofing processesusing automatic devices or methods to avoidsimple human or machine error, such asforgetfulness, misunderstanding, errors inidentification, lack of experience,absentmindedness, delays,

or malfunctionsMod. SJSU Bus. 142 DAB 09/15/02



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Mistake-Proofing - 3 LevelsDesign potential errors out of theproduct or processIdentify potential defects and stoppinga process before the defect is producedFind defects that enter or leave a process



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Poka-Yoke Examples(from John Grouts Poka -Yoke Page)(refer to www.campbell.berry.edu/pokayoke ) mod. 09/15/02 DAB

http://www.campbell.berry.edu/pokayokehttp://www.campbell.berry.edu/pokayoke


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Skills for Team LeadersConflict management and resolutionTeam managementLeadership skillsDecision making

CommunicationNegotiationCross-cultural training



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Skills for Team MembersEffective meetingsShared decision makingInterviewingCommunication

Quality tools



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5W2H ApproachWhat? SubjectWhy? Purpose

Where? LocationWhen? Timing/sequenceWho? People involvedHow? MethodHow much? Cost/impact

SJSU Bus 142 David Bentley (Rev. 09/06/01)

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