Quality Tools and Methodologies - PowerPoint PPT Presentation

About This Presentation
Title:

Quality Tools and Methodologies

Description:

... encourages small improvements day after day, continuously. ... When new leap is done, ... sight of the day-to-day 'business fundamental' measures required ... – PowerPoint PPT presentation

Number of Views:850
Avg rating:3.0/5.0
Slides: 46
Provided by: nyma
Category:

less

Transcript and Presenter's Notes

Title: Quality Tools and Methodologies


1
Quality Tools and Methodologies
  • Compiled by Larry Nyman

2
Index
  • List of Key Quality Standards
  • Six Sigma Methodologies
  • KAIZEN
  • Lean Production
  • TQM
  • Hoshin
  • SWOT
  • Balanced Scorecard
  • 8 disciplines (8D)
  • 5S (Housekeeping)
  • Good to Great
  • Demings 14 points
  • PDCA cycle
  • Sampling
  • Seven Classical Quality Improvement Tools
  • Checksheet (tally sheet)
  • Control Chart (SPC)
  • Process Flow Chart
  • Histogram (frequency distribution)
  • Brainstorming
  • Root Cause Analysis
  • Malcolm Baldrige
  • TRIZ
  • Kepner-Tregoe's Five-Phase Strategy Model
  • Zero Defects Approach
  • Cost of Quality
  • FMEA
  • PFMEA
  • TOC (Theory of Contraints)
  • Process Capability
  • QFD
  • APQP
  • CMM
  • HACCP

3
List of Key Quality Standards
ISO 9001 Quality Management Standard
ISO 14001 Environmental Management Standard
OHSAS 18001 Occupational Health and Safety Management Standard
ISO 17025 Laboratory Management Standard
HACCP-9000 encompasses all of ISO 9001 plus food and beverage (inc. water) specific requirements.
ISO/TS 16949 encompasses all of ISO 9001 plus Automotive specific requirements. Replaces QS 9000.
ISO 13485/13488 encompasses all of ISO 9001 plus Medical Device specific requirements.
AS 9100 encompasses all of ISO 9001 plus Aerospace specific requirements.
TL 9000 encompasses all of ISO 9001 plus Telecommunication specific requirements
ISO 9000 Fundamentals and Vocabulary for using ISO 9001 and ISO 9004
ISO 9004 Guidelines on implementing ISO 9001 and continuous improvement
ISO 10005 Guidelines for Quality Plans
ISO 19011 Guidelines for Auditing
ISO 10012 Guidelines for Calibration
Malcolm Baldrige Business Excellence Standard
4
Six Sigma Methodologies
  • Six Sigma methodology is a proven tool set for
    driving and achieving transformational change
    within an organization. It is a business
    improvement process that focuses an organization
    on customer requirements, process alignment,
    analytical rigor, and timely execution.
  • Six Sigma is a measure of quality that strives
    for near perfection. The Six Sigma process uses
    data and rigorous statistical analysis to
    identify "defects" in a process or product by
    reducing variability and achieve as close to zero
    defects as possible.
  • The DMAIC methodology breaks down as follows
  • Define the project goals and customer (internal
    and external) requirements.
  • Measure the process to determine current
    performance.
  • Analyze and determine the root cause(s) of the
    defects.
  • Improve the process by eliminating defect root
    causes.
  • Control future process performance.
  • DFSS is the acronym for Design For Six Sigma
  • The five phases of DMADV are defined as
  • Define the project goals and customer (internal
    and external) requirements.
  • Measure and determine customer needs and
    specifications benchmark competitors and
    industry.
  • Analyze the process options to meet the customer
    needs.
  • Design (detailed) the process to meet the
    customer needs.
  • Verify the design performance and ability to meet
    customer needs.
  • DCCDI methodology breaks down as follows
  • Define the project goals.
  • Customer analysis is completed.
  • Concept ideas are developed, reviewed and
    selected.
  • Design is performed to meet the customer and
    business specifications.
  • Implementation is completed to develop and
    commercialize the product/service.
  • DMEDI is being taught by PricewaterhouseCoopers
    and stands for Define, Measure, Explore, Develop
    and Implement.
  • IDOV is a well known design methodology,
    especially in the manufacturing world.
  • Identify the customer and specifications
    (Critical To Quality CTQs ).
  • Design translates the customer CTQs into
    functional requirements and into solution
    alternatives. A selection process whittles down
    the list of solutions to the "best" solution.
  • Optimize uses advanced statistical tools and
    modeling to predict and optimize the design and
    performance.
  • Validate makes sure that the design you've
    developed will meet the customer CTQs.

5
Quality Level v defects per million
3 s 3.5 4 s 4.5 5 s 5.5 6 s
66,803 22,800 6,200 1,350 233 32 3.4
6
(No Transcript)
7
KAIZEN
  • The Japanese word "KAIZEN" means improvement,
    improvements without spending much money,
    involving everyone from managers to workers, and
    using much common sense. The Japanese way
    encourages small improvements day after day,
    continuously. The key aspect of KAIZEN is that it
    is an on-going, never-ending improvement process.
    It's a soft and gradual method opposed to more
    usual western habits to scrap everything and
    start with new.
  • Kaizen activities can be conducted in several
    ways. First and most common is to change worker's
    operations to make his/her job more productive,
    less tiring, more efficient or safer. To get
    worker buy-in as well as significant improvement,
    worker is invited to cooperate, to reengineer by
    himself and with help of team mates. The second
    way is to improve equipment, like installing
    foolproof devices (poke yoke) and/or changing the
    machine layout. Third way is to improve
    procedures. All these alternatives can be
    combined in a broad improvement plan.
  • The first stage is reviewing the current work
    standards to check the current performance and
    than estimate how and how much performance can
    still be improved. When new leap is done, upgrade
    the standards.
  • Kaizen is controlled It is not acceptable to let
    anybody change designs, layouts or standards for
    some pretended "improvement". Most often Kaizen
    is controlled by improvement groups and
    everybody, regardless to rank or position, is
    encouraged to suggest through suggestion
    submitting system (TEIAN in Japanese).
    Suggestions will be discussed by authoritative
    committee. Suggestions likely to be turned into
    application are usually rewarded according to the
    global gain. Improvement idea can be a response
    to a problem exposed by KAIZEN committee or come
    out spontaneously.

8
Lean Production
  • Lean production is aimed at the elimination of
    waste in every area of production including
    customer relations, product design, supplier
    networks and factory management. Its goal is to
    incorporate less human effort, less inventory,
    less time to develop products, and less space to
    become highly responsive to customer demand while
    producing top quality products in the most
    efficient and economical manner possible.
  • Seven types of waste
  • Overproduction to produce more than demanded or
    produce it before it is needed (JIT). It is
    visible as storage of material. It is the result
    of producing to speculative demand
  • Inventory or Work In Process (WIP) is material
    between operations due to large lot production or
    processes with long cycle times (kanban)
  • Transportation does not add any value to the
    product. Instead of improving the transportation,
    it should be minimized or eliminated (e.g.
    forming cells)
  • Processing waste should be minimized by asking
    why a specific processing step is needed and why
    a specific product is produced. All unnecessary
    processing steps should be eliminated
  • Motion of the workers, machines, and transport
    (e.g. due to the inappropriate location of tools
    and parts) is waste. Instead of automating wasted
    motion, the operation itself should be improved
  • Waiting for a machine to process should be
    eliminated. The principle is to maximize the
    utilization/efficiency of the worker instead of
    maximizing the utilization of the machines
  • Making defective products is pure waste. Prevent
    the occurrence of defects instead of finding and
    repairing defects (poke yoke).
  • Muda Any wasteful activity or any obstruction
    to smooth flow of an activity. Activity Work
    Muda
  • Mura Inconsistencies in the system
  • Muri Physical Strain

9
TQM
  • Understand customer needs. Develop processes that
    continuously collect, analyze, and act on
    customer information. Activities are often
    extended to understanding competitor's customers.
    Developing an intimate understanding of customer
    needs allows TQM organizations to predict future
    customer behavior.
  • Integrate customer knowledge with other
    information and use the planning process to
    orchestrate action throughout the organization to
    manage day to day activities and achieve future
    goals. Plans are reviewed at periodic intervals
    and adjusted as necessary. The planning process
    is the glue that holds together all TQM activity.
  • Understand that customers will only be satisfied
    if they consistently receive products and
    services that meet their needs, are delivered
    when expected, and are priced for value. Use the
    techniques of process management to develop
    cost-controlled processes that are stable and
    capable of meeting customer expectations.
  • Understand that exceptional performance today may
    be unacceptable performance in the future so use
    the concepts of process improvement to achieve
    both breakthrough gains and incremental
    continuous improvement. Process improvement is
    even applied to the TQM system itself!
  • The final element of the TQM model is total
    participation. Understand that all work is
    performed through people. This begins with
    leadership. Top management must take personal
    responsibility for implementing, nurturing, and
    refining all TQM activities. They make sure
    people are properly trained, capable, and
    actively participate in achieving organizational
    success. Management and employees work together
    to create an empowered environment where people
    are valued.

All of the TQM model's elements work together to
achieve results.
10
When all of its elements are implemented
properly, TQM is like a well-built house.  It's
solid, strong, and cohesive.  If TQM is not
planned for and implemented correctly, it will be
structurally weak and will probably fail.
11
Hoshin
  • The hoshin process is, first of all, a systematic
    planning methodology for defining long-range key
    entity objectives. These are breakthrough
    objectives that typically extend two to five
    years with little change. Second, the hoshin
    process does not lose sight of the day-to-day
    "business fundamental" measures required to run
    the business successfully. This two-pronged
    approach provides an extended period of time for
    the organization to focus its breakthrough effort
    while continuously improving key business
    processes day to day.
  • The hoshin methodology provides
  •  Breakthrough objective focus
  •  Development of plans that adequately support
    the objective
  •  Review of progress of these plans
  •  Changes to plans as required
  •  Continuous improvement of key business
    processes and
  •  A vehicle for organizational learning.
  •  
  • Hoshin ensures that everyone in the organization
    is working toward the same end. The plan is
    hierarchical, cascading down through the
    organization and to key business-process owners.
    Ownership of the supporting strategies is clearly
    identified with measures at the appropriate level
    or process owner within the organization.
  • The hoshin process fits under the umbrella
    management philosophy of total quality management
    (TQM).

12
SWOT Analysis
  • SWOT is an acronym for Strengths, Weaknesses,
    Opportunities, Threats.
  • Assists in decision making.
  • Here are some examples of what a SWOT analysis
    can be used to assess
  • a company (its position in the market, commercial
    viability, etc)
  • a method of sales distribution
  • a product or brand
  • a business idea
  • a strategic option, such as entering a new market
    or launching a new product
  • a opportunity to make an acquisition
  • a potential partnership
  • changing a supplier
  • outsourcing a service, activity or resource
  • an investment opportunity

13
Balanced Scorecard
  • The balanced scorecard forces managers to look at
    the business from four important interconnected
    perspectives.
  • Reference The Balanced Scorecard by Kaplan
    Norton. IBSN0-87584-651-3
  • The balanced scorecard method seems to be more of
    a one-way street -- the executive team creates
    the strategy, and it cascades down from there.
  • The balanced scorecard has strong similarities to
    Hoshin Planning. Hoshin Planning or hoshin kanri
    is widely used by Japanese companies.
  • One thing that the Japanese emphasize is
    "catchball", the process of give and take between
    levels/functions/divisions that helps to define
    strategy.

Satisfied Employees need effective efficient
Processes to delight the Customers so Financials
will increase thus, increasing Employee
satisfaction Start the flywheel spinning and
people will jump on
-Jim Collins
14
8 D (8 disciplines)A Process Improvement approach
  • 1. Use Team Approach
  • Establish a small group of people with the
    knowledge, time, authority and skill to solve the
    problem and implement corrective actions. The
    group must select a team leader.
  • 2. Describe the Problem
  • Describe the problem in measurable terms. Specify
    the internal or external customer problem by
    describing it in specific terms.
  • 3. Implement and Verify Short-Term Corrective
    Actions
  • Define and implement those intermediate actions
    that will protect the customer from the problem
    until permanent corrective action is implemented.
    Verify with data the effectiveness of these
    actions.
  • 4. Define end Verify Root Causes
  • Identify all potential causes which could explain
    why the problem occurred. Test each potential
    cause against the problem description and data.
    Identify alternative corrective actions to
    eliminate root cause.
  • 5. Verify Corrective Actions
  • Confirm that the selected corrective actions will
    resolve the problem for the customer and will not
    cause undesirable side effects. Define other
    actions, if necessary, based on potential
    severity of problem.
  • 6. Implement Permanent Corrective Actions
  • Define and implement the permanent corrective
    actions needed. Choose on-going controls to
    insure the root cause is eliminated. Once in
    production, monitor the long-term effects and
    implement additional controls as necessary.
  • 7. Prevent Recurrence

15
5Ss
  • 5S is the Japanese concept for House Keeping.
    1.) Sort (Seiri) 2.) Straighten (Seiton) 3.)
    Shine (Seiso) 4.) Standardize (Seiketsu) 5.)
    Sustain (Shitsuke)
  • The following are the real meaning of each
    element in English Japanese - English
    Translations Seiri - Put things in order
    (remove what is not needed and keep what is
    needed) Seiton - Proper Arrangement (Place
    things in such a way that they can be easily
    reached whenever they are needed) Seiso - Clean
    (Keep things clean and polished no trash or
    dirt in the workplace) Seiketsu - Purity
    (Maintain cleanliness after cleaning -
    perpetual cleaning) Shitsuke Commitment
  • (Conduct a Gemba Walk where management walks
    around the workplace to inspect and ask
    non-judgemental productivity questions)

16
Good to Greatby Jim Collins (IBSN 0-06-662099-6)
  • Level 5 LeadershipLevel 5 leaders channel their
    ego needs away from themselves and into a larger
    goal of building a great company. Put these
    people in leadership roles.
  • First Who, Then WhatBefore strategizing, get the
    right people on the bus. They will be
    self-motivated.
  • Confront the Brutal FactsAcknowledge the
    realistic facts of the current status. Confront
    reality with open and honest communication.
  • Hedgehog ConceptDefine what you can be best in
    the world at define what you can make money
    doing define what your passion is. This is the
    Companys long-term Vision. Dont let go of it
    Persevere!
  • Develop a Disciplined CultureAfter the right
    people are in place, take planned actions within
    the framework of the Hedgehog Concept. Create a
    Stop Doing list.
  • Once people see how improvements and positive
    results fit into the Vision (Hedgehog Concept),
    they will be motivated to jump on board. This is
    called the Flywheel Effect. As momentum of the
    flywheel increases, a breakthrough will occur
    resulting in Greatness.

17
Demings 14 points(reference Out of the
Crisis by W.Edwards Deming IBSN 0-911379-01-0)
  • Create constancy of purpose toward improvement of
    product and service, with the aim to become
    competitive and to stay in business, and to
    provide jobs.
  • Adopt the new philosophy. We are in a new
    economic age. Western management must awaken to
    the challenge, must learn their responsibilities,
    and take on leadership for change.
  • Cease dependence on inspection to achieve
    quality. Eliminate the need for inspection on a
    mass basis by building quality into the product
    in the first place.
  • End the practice of awarding business on the
    basis of price tag. Instead, minimize total cost.
    Move toward a single supplier for any one item,
    on a long-term relationship of loyalty and trust.
  • Improve constantly and forever the system of
    production and service, to improve quality and
    productivity, and thus constantly decrease costs.
  • Institute training on the job.
  • Institute leadership (see Point 12 and Ch. 8).
    The aim of supervision should be to help people
    and machines and gadgets to do a better job.
    Supervision of management is in need of overhaul,
    as well as supervision of production workers.
  • Drive out fear, so that everyone may work
    effectively for the company (see Ch. 3).
  • Break down barriers between departments. People
    in research, design, sales, and production must
    work as a team, to foresee problems of production
    and in use that may be encountered with the
    product or service.
  • Eliminate slogans, exhortations, and targets for
    the work force asking for zero defects and new
    levels of productivity. Such exhortations only
    create adversarial relationships, as the bulk of
    the causes of low quality and low productivity
    belong to the system and thus lie beyond the
    power of the work force.
  • Eliminate work standards (quotas) on the factory
    floor. Substitute leadership.
  • Eliminate management by objective. Eliminate
    management by numbers, numerical goals.
    Substitute leadership.
  • Remove barriers that rob the hourly worker of his
    right to pride of workmanship. The responsibility
    of supervisors must be changed from sheer numbers
    to quality.
  • Remove barriers that rob people in management and
    in engineering of their right to pride of
    workmanship. This means, inter alia, abolishment
    of the annual or merit rating and of management
    by objective (see Ch. 3).
  • Institute a vigorous program of education and
    self-improvement.
  • Put everybody in the company to work to
    accomplish the transformation. The transformation
    is everybody's job.

18
PDCA cycle
  • Plan - a change or a test, aimed at improvement.
  • In this phase, analyze what you inted to improve,
    looking for areas that hold opportunities for
    change. The first step is to choose areas that
    offer the most return for the effort you put
    in-the biggest bang for your buck. To identify
    these areas for change consider using a Flow
    chart or Pareto chart .
  • Do - Carry out the change or test (preferably on
    a small scale).
  • Implement the change you decided on in the plan
    phase.
  • Check or Study - the results. What was learned?
    What went wrong?
  • This is a crucial step in the PDCA cycle. After
    you have implemented the change for a short time,
    you must determine how well it is working. Is it
    really leading to improvement in the way you had
    hoped? You must decide on several measures with
    which you can monitor the level of improvement.
    Run Charts can be helpful with this measurement.
  • Act - Adopt the change, abandon it, or run
    through the cycle again.
  • After planning a change, implementing and then
    monitoring it, you must decide whether it is
    worth continuing that particular change. If it
    consumed too much of your time, was difficult to
    adhere to, or even led to no improvement, you may
    consider aborting the change and planning a new
    one. However, if the change led to a desirable
    improvement or outcome, you may consider
    expanding the trial to a different area, or
    slightly increasing your complexity. This sends
    you back into the Plan phase and can be the
    beginning of the ramp of improvement.
  • The Ramp of Improvement
  • This is a schematic representation of the use of
    the PDCA cycle in the improvement process. As
    each full PDCA cycle comes to completion, a new
    and slightly more complex project can be
    undertaken. This rolling over feature is integral
    to the continual improvement process.

19
Sampling
  • Sampling Plans originate from MIL-STD-105E and
    are now within spec ASQ Z1.4. get a free copy
    here old MIL STDs
  • Heres how to use 105E (simplistically)
  • On Page 13 find the lot size range (the number
    of units in the lot). Go to General Inspection
    Level II (normal) column and find the
    corresponding Letter code.
  • On Page 14 find the Letter code and find the
    sample size (this is the number of units that
    will be randomly chosen from the lot). Go to the
    corresponding AQL (Acceptable Quality Level)
    column and determine the Ac and Re numbers.
  • If Ac are not acceptable, the entire lot is
    accepted.
  • If Re are not acceptable, the entire lot is
    rejected.
  • All rejected units are repaired or replaced.
  • Switching rules
  • If 2 of 5 consecutive lots are rejected, use the
    General Inspection Level III (tightened) column
    (page 13).
  • If 5 consecutive lots are accepted at Level III,
    return back to Level II.
  • If 10 consecutive lots are rejected at Level III,
    perform 100 inspection.
  • If 10 consecutive lots are accepted at Level II,
    go to Level I (Reduced).
  • If 1 lot is rejected at Level I, return back to
    Level II.
  • Also see http//iew3.technion.ac.il/sqconline/mils
    td105.html

20
When to Sample? General Rule of Thumb Let p
nonconforming product (NCP) per lot. Let C1
cost of inspection and removal of NCP. Let C2
cost of rework if NCP went to the next step. Use
100 inspection if p gt C1 / C2 Use NO
inspection if p lt C1 / C2 Use Sampling if p
C1 / C2 Also based on supplier quality history
and criticality of the material. One needs to
ask what would be the result of allowing a
nonconforming item to continue through production
and/or on to the consumer?
21
Seven Classical Quality Improvement Tools
  1. Checksheet (tally sheet)
  2. Control Chart (SPC)
  3. Process Flow Chart
  4. Histogram (frequency distribution)
  5. Pareto Analysis (80-20 rule)
  6. Scatter Diagram (variable relationship)
  7. Cause and Effect Analysis (fishbone)

22
1. Checksheet
  • Also known as a tally sheet
  • Used for simple data collection.
  • Used to measure the frequency of events or
    defects over short time intervals.
  • It illustrates, at a glance, what the most
    occurring problems are.

23
2. Statistical Process Control (SPC)
  • Every process varies.
  • unusual variations are due to "special causes
    Process is Out-of-Control
  • consistent variations are called common causes
    Process is In Control
  • All control charts have three basic components
  • a centerline, usually the mathematical average of
    all the samples plotted.
  • upper and lower statistical control limits that
    define the constraints of common cause
    variations. (3s)
  • performance data plotted over time
  • Things to look for
  • The point of making control charts is to look at
    variation, seeking special causes and tracking
    common causes. Special causes can be spotted
    using several tests
  • 1 data point falling outside the control limits
  • 6 or more points in a row steadily increasing or
    decreasing
  • 8 or more points in a row on one side of the
    centerline
  • 14 or more points alternating up and down
  • Reducing common cause variation saves money and
    time.
  • Types of control charts
  • X bar R charts
  • XmR charts
  • C charts
  • p charts
  • np charts
  • u charts

24
3. Process Flow Chart
  • A pictorial representation describing a process
    being studied.
  • Used to plan stages of a project or steps in a
    process.
  • Provides people with a common language or
    reference point when dealing with a project or
    process.
  • The shapes

25
4. Histogram
  • Sometimes called the Bell Curve.
  • Lets you see the shape of a set of data - where
    its center it, how far it spreads out on either
    side, and location of outliers.
  • As the shape gets thinner, the variation is less.
  • Used to determine process capability.

Normal Distribution
Bimodal Distribution
26
5. Pareto Analysis
  • Used to graphically summarize and display the
    relative importance of the differences between
    groups of data.
  • Used to focus on critical issues by ranking them
    in terms of importance and frequency.
  • 80/20 Rule About 80 of the problems are from
    20 of the causes.

Focus on these three items (80)
27
6. Scatter Diagram
  • Used to interpret data by graphically displaying
    the relationship between two variables.
  • Rules
  • If the points cluster in a band running from
    lower left to upper right, there is a positive
    correlation (if x increases, y increases).
  • If the points cluster in a band from upper left
    to lower right, there is a negative correlation
    (if x increases, y decreases).
  • Imagine drawing a straight line or curve through
    the data so that it "fits" as well as possible.
    The more the points cluster closely around the
    imaginary line of best fit, the stronger the
    relationship that exists between the two
    variables.
  • If it is hard to see where you would draw a line,
    and if the points show no significant clustering,
    there is probably no correlation.
  • Validating "hunches" about a cause-and-effect
    relationship between types of variables (ex is
    there a relationship between the production speed
    of an operator and the number of defective parts
    made?)
  • Displaying the direction of the relationship
    (positive, negative, etc.) (ex will increasing
    assembly line speed increase or decrease the
    number of defective parts made?)
  • Displaying the strength of the relationship (ex
    how strong is the relationship between assembly
    line speed and the number of defective parts
    produced?)

28
7. Cause and Effect Analysis
  • Brainstorm and write down all the potential
    reasons why.
  • Continue asking why at least 5 times or until
    there are no other (practical) reasons.
  • To visualize the discussion, construct a
    Fishbone (aka Ishikawa or Cause-and-Effect)
    diagram.

29
Brainstorming
  • Brainstorming is simply listing all ideas put
    forth by a group in response to a given problem
    or question.
  • To conduct a successful brainstorming session
  • Make sure everyone understands and is satisfied
    with the central question before you open up for
    ideas.
  • You may want to give everyone a few seconds to
    jot down a few ideas before getting started.
  • Begin by going around the table or room, giving
    everyone a chance to voice their ideas or pass.
    After a few rounds, open the floor.
  • More ideas are better. Encourage radical ideas
    and piggybacking.
  • Suspend judgment of all ideas.
  • Record exactly what is said. Clarify only after
    everyone is out of ideas.
  • Don't stop until ideas become sparse. Allow for
    late-coming ideas.
  • Eliminate duplicates and ideas that aren't
    relevant to the topic.
  • Rapidly group ideas that seem to belong together
    (called an Affinity Diagram). These groups can
    be used as the Fishbones categories.

30
Root Cause Analysis
  • Will determine why the root cause occurred in
    the first place.
  • Asks difficult and sometimes embarrassing
    questions about how the organization is managed.
    It may even be ignored for internal political
    reasons.
  • Stops when youve exhausted all practical
    causes.
  • The best candidates for root cause analysis are
    those situations which are recurring the most and
    use up the greatest amount of resource to
    correct.
  • Extremely important because if done correctly, it
    will prevent the problem from happening again.
  • 10 Steps
  • Develop a problem statement
  • Understand how the affected process works
  • In a team setting (preferably) or individually,
    ask why the problem occurred (5x)
  • Determine the Solution (Corrective Action) to
    each Root Cause
  • Score and prioritize the causes by their
    frequency, likelihood and ease to correct
  • Select the Root Cause(s) and attempt to validate
    them
  • Develop a Plan to Implement the Solution
  • Execute the Corrective Action Plan
  • Verify that the Corrective Action was effective
  • Monitor Process

31
Team Dynamics
  • Charter What is the purpose of the team?
  • Set a clear Objective and Target.
  • Leader Facilitates the teams actions.
  • Champion/Angel motivates and provides
    management support to remove obstacles and
    provide funding/resources.
  • The Team maturity progression is
  • Creating Cross functional include suppliers,
    process, customers.
  • Forming High dependence on leader for guidance
    and direction.
  • Storming Conflict occurs in interpersonal
    relationships.
  • Norming Agreement and consensus is reached among
    team, who respond well to facilitation by the
    leader.
  • Performing The team has a shared vision and is
    able to stand on its own feet with no
    interference or participation from the leader.
  • Adjourning the break-up of the team, hopefully
    when the task is completed successfully, its
    purpose fulfilled.

Adjourn Create
32
Malcolm Baldrigesee http//baldrige.nist.gov/
  • Applying for the Baldrige Award is an opportunity
    to examine your organization critically and
    identify strengths and opportunities to improve.
  • An organization will accelerate improvement
    efforts energize their employees gain an
    outside perspective learn from feedback and
    focus on results.
  • The Core Values and Concepts are embodied in
    seven Categories, as follows
  • Leadership
  • Strategic Planning
  • Customer and Market Focus
  • Measurement, Analysis, and Knowledge Management
  • Human Resource Focus
  • Process Management
  • Business Results

33
Malcolm Baldrige
  • Core Values and Concepts
  • The Criteria are built upon the following set of
    interrelated Core Values and Concepts
  • visionary leadership
  • customer-driven excellence
  • organizational and personal learning
  • valuing employees and partners
  • agility
  • focus on the future
  • managing for innovation
  • management by fact
  • social responsibility
  • focus on results and creating value
  • systems perspective
  • These values and concepts are embedded beliefs
    and behaviors found in high-performing
    organizations. They are the foundation for
    integrating key business requirements within a
    results-oriented framework that creates a basis
    for action and feedback.

34
TRIZ(see http//www.triz-journal.com)
  • A problem solving tool based on logic and data
    rather than intuition.
  • Eliminates contradictions (e.g., Training should
    be thorough but not take any time)
  • Uses 40 Principals (see website)
  • TRIZ doctrine
  • Somebody, someplace, has already solved any
    problem or one similar to it
  • Creativity means finding that solution and
    adapting it to a current problem.

35
Kepner-Tregoe'sFive-Phase Strategy Model
  • Phase I Strategic Intelligence Gathering and
    AnalysisA rigorous process is undertaken to
    gather, organize, and analyze data on markets,
    competitors, technology, and past performance to
    ensure that the right information is used to
    facilitate good strategic decision making. Phase
    One provides an information base for strategic
    decision making and an agreed-upon set of
    assumptions about the internal and external
    environments in which an organization will
    operate during its strategic time frame.
  • Phase II Formulating StrategyA strategic
    profile of the organization is developed for
    guiding day-to-day decision making. This profile
    defines key strategic elements including
  • The basis for competitive advantage
  • The scope of the products and services that will
    and will not be offered, and the markets that
    will and will not be served
  • The relative emphasis and financial mix of the
    future product/market scope
  • The source of new business and growth
  • The capabilities needed to implement the strategy
  • The business results to be achieved
  • The critical issues (barriers to implementation)
    to be resolved
  • Phase III Implementation PlanningAs a result of
    formulating a clear strategy, many projects
    emerge, the execution of which leads to
    successful implementation of the strategy. The
    creation of a strategic Master Project Plan is
    the key output of this phase, providing a
    detailed definition of each project, sequencing
    projects, developing a schedule, and indicating
    the required resource levels for each project.
    The training of key staff in Project Management
    techniques ensures successful implementation.
  • Phase IV Implementing StrategyEven the most
    elegant and robust strategic visions are
    worthless without effective implementation. It is
    the implementation phase of the process that
    yields the tangible results sought by all
    organizations. During this phase, planned actions
    are taken, implementation is monitored, and the
    plan is modified as circumstances change and the
    strategy is revised. Also during this phase,
    employees are given the necessary skills to play
    their role effectively in implementation, with a
    particular emphasis on project management and
    decision making. Effective communication is at
    the heart of flawless strategy implementation.
    Every employee and external stakeholder is
    briefed on the strategy with the intent of
    creating understanding, commitment, and answers
    to the question, "What's in it for me?"
  • Phase V Strategy Monitoring and UpdatingOngoing
    review of the strategy is essential for keeping
    the strategy vibrant and relevant as a key tool
    in the continuous quest for success. Typically,
    executive leaders are adept at reviewing the
    operations and financial dimensions of the
    business. The strategic review process is equally
    important. Activities include determining if the
    assumptions upon which the strategy rests remain
    valid assessing if the strategic direction
    continues to make business sense and keeping
    abreast of progress toward implementation.

36
Philip CrosbysZero Defects Approach
Why would a target be anything other than ZERO
Defects?
  1. Obtain Management Commitment Make it clear where
    management stands on quality.
  2. Form a Quality Improvement Team Manages the
    quality improvement program.
  3. Measure Performance Bring problems into the
    light.
  4. Determine Cost of Quality Compare with overall
    sales .
  5. Provide Quality Awareness Let employees know
    what you intent to do and what you expect from
    them.
  6. Corrective Action Identify/prioritize
    improvement opportunities and fix them so they
    dont recur.
  7. Zero Defects Planning Develop plan to launch
    Zero Defects Program.
  1. Supervisor Training Get buy-in and prepare them
    to train their workers.
  2. Zero Defects Day Let employees know that Mgmt is
    serious about the Zero Defects program.
  3. Goal Setting Every division will set stretch
    goals.
  4. Error Cause Removal employees will identify
    problems throughout the business.
  5. Recognition Reward those who exceed goals or
    perform outstanding acts.
  6. Quality Councils Form teams to discuss
    improvements and lessons learned.
  7. Do it over again After 12-18 months, form a new
    QI Team.

37
Cost of (poor) Quality
  • The costs associated with quality are divided
    into two categories
  • costs due to poor quality and
  • costs associated with improving quality.
  • Prevention costs and appraisal costs are costs
    associated with improving quality, while failure
    costs result from poor quality.
  • Cost of quality comprises of four parts
  • External Failure Costs associated with product
    failure after the completion of the production
    process. (e.g., customer complaints, returns,
    recalls, penalties)
  • Internal Failure Costs expenses incurred before
    the product or service is provided to the
    customer. (e.g., repair, rework, scrap, data
    corrections)
  • Appraisal Costs direct costs of measuring
    quality. (e.g., inspection, test, calibration and
    maintenance)
  • Prevention Costs associated with preventing
    defects and imperfections from occurring. (e.g.,
    process monitoring, SPC, audits, planning)
  • Phillip Crosby states that quality is free.
    The costs related to achieving quality are traded
    off between the prevention/appraisal costs and
    the failure costs. Therefore, the
    prevention/appraisal costs resulting from
    improved quality, allow an organization to
    minimize or be free of the failure costs
    resulting from poor quality. Do it right the
    first time. The total Cost of Quality should not
    be gt 2.5 of your total Sales dollar. (reference
    Quality is Free IBSN 0-451-62585-4)

38
FMEA(see steps at http//www.npd-solutions.com/fm
ea.html)
  • Failure Modes and Effects Analysis (FMEA)
  • a methodology for analyzing potential
  • reliability problems early in the development
  • cycle where it is easier to take actions to
    overcome these issues,
  • thereby enhancing reliability through design.
  • FMEA is used to identify potential failure modes,
    determine their effect on the operation of the
    product, and identify actions to mitigate the
    failures. A crucial step is anticipating what
    might go wrong with a product. While anticipating
    every failure mode is not possible, the
    development team should formulate as extensive a
    list of potential failure modes as possible.
  • The early and consistent use of FMEAs in the
    design process allows the engineer to design out
    failures and produce reliable, safe, and customer
    pleasing products. FMEAs also capture historical
    information for use in future product improvement.

39
PFMEA
  • Process Failure Modes Effects Analysis.
  • Is a systemized group of activities intended to
  • recognize and evaluate the potential failure of a
    product/process and its effect,
  • identify actions which could eliminate or reduce
    the occurrence,
  • document the process, and
  • track changes to process- incorporated to avoid
    potential failures.
  • Is a living document. Is better to take actions
    addressed to eliminate or reduce the potential
    causes than implement controls in process. Is a
    process which before hand tells you the potential
    failure modes and their effects.

40
TOC (Theory of Contraints)Ref The Goal by
Goldratt IBSN 0-88427-061-0
  • The Five focusing steps
  • 1. Identify the System's constraints.
  • A process is analyzed so that a task or activity
    that limits the productivity of an entire system
    can be identified. A system constraint may be
    identified by a long queue of work or long
    processing times.
  • 2. Decide how to exploit the system's
    constraints.
  • Decisions must be made on how to modify or
    redesign the task or activity so that work can be
    performed more effectively and efficiently.
  • 3. Subordinate everything else to the above
    decision. (step 2)
  • Management directs all its efforts to improving
    the performance of the constraining task or
    activity and any other task or activity and any
    other task or activity that directly affects the
    constraining task or activity.
  • 4. Elevate the system's constraint.
  • Additional capacity is obtained that will
    increase (elevate) the overall output of the
    constraining task or activity. This differs from
    step 2 in that the added output comes from
    additional purchased capacity, such as buying a
    second machine tool or implementing a new
    information technology.
  • 5. If, in the previous step, a constraint has
    been broken, go back to step 1 but do not allow
    inertia to cause a new constraint
  • Sets up a process of ongoing improvement. As a
    result of the focusing process, the improvement
    of the original constraining task or activity may
    cause a different task to become a constraining
    task or activity. Inertia could blind management
    from taking steps to improve the system's output
    now limited by a new constraint.(1)

41
Process Capability
  • Measures the ability of a process to produce a
    product that will consistently meet design
    specifications.

s CPk Defects/million opportunities Yield
1.5 0.50 500,000 50
3.0 1.00 66,800 93.32
3.5 1.17 22,800 97.73
4.0 1.33 6,200 99.379
4.5 1.50 1,350 99.865
5.0 1.67 233 99.977
6.0 2.00 3.4 99.9997
  • Process Capability (Cpk)
  • Relationship between the natural variation of
  • the process and the design specifications.
  • A Cpk of greater than one indicates that the
    process spread is less than the width of the
    specification. Potentially, this means that the
    process can fit inside the specification limits.
  • Cpk gt 1.33 (capable)
  • 1.00 gt Cpk lt 1.33 (capable with tight control)
  • Cpk lt 1.00 (not capable)

UTL Upper spec limit LTL Lower spec limit s
std deviation of process µ process mean min
which ever is smaller
Process Capability Index
Process Capability Ratio
42
QFD(also see http//sern.ucalgary.ca/courses/sen
g/613/F97/grp2/report.htm)
  • Quality Function Deployment (QFD) is a method of
    listening to customers to learn exactly what they
    want, and then using a logical system to
    determine how best to fulfill those needs with
    available resources. It is a product-development
    tool that can systematically deploy customer
    requirements into production requirements. QFD is
    a team builder approach it ensures that everyone
    works together to give customers what they want.
    It gives everyone in the organization a road map
    showing how every step, from design through
    delivery, interacts to fulfill customer
    requirements.
  • QFDs primary goal is to overcome three major
    problems in traditional methods
  • disregard for the voice of the customer
  • loss of information, and
  • different individuals and functions working to
    different requirements.
  • In QFD, these issues are addressed by effectively
    answering the following questions
  • What are the qualities the customer desires?
  • What functions must the product serve and what
    functions must we use to provide the product or
    service?
  • Based upon the resources we have available, how
    can we best provide what our customer wants?

43
APQP
  • Advanced Product Quality Planning (used mostly
    in automotive industry)
  • Phase 1 - Plan Define Program - determining
    customer needs, requirements expectations using
    tools such as QFD review the entire quality
    planning process to enable the implementation of
    a quality program how to define set the inputs
    the outputs.
  • Phase 2 - Product Design Development - review
    the inputs execute the outputs, which include
    FMEA, DFMA, design verification, design reviews,
    material engineering specifications.
  • Phase 3 - Process Design Development -
    addressing features for developing manufacturing
    systems related control plans, these tasks are
    dependent on the successful completion of phases
    1 2 execute the outputs.
  • Phase 4 - Product Process Validation -
    validation of the selected manufacturing process
    its control mechanisms through production run
    evaluation outlining mandatory production
    conditions requirements identifying the
    required outputs.
  • Phase 5 - Launch, Feedback, Assessment
    Corrective Action - focuses on reduced variation
    continuous improvement identifying outputs
    links to customer expectations future product
    programs.
  • Control Plan Methodology - Discusses use of
    control plan relevant data required to
    construct determine control plan parameters
    stresses the importance of the control plan in
    the continuous improvement cycle.

44
CMM
  • The Capability Maturity Model for Software (also
    known as the CMM and SW-CMM) has been a model for
    judging the maturity of the software processes of
    an organization. This model helps organizations
    identify the key practices required to help them
    increase the maturity of these processes.
  • Predictability, effectiveness, and control of an
    organization's software processes are believed to
    improve as the organization moves up these five
    levels. While not rigorous, the empirical
    evidence to date supports this belief.

1) Initial. The software process is characterized
as ad hoc, and occasionally even chaotic. Few
processes are defined, and success depends on
individual effort and heroics. 2) Repeatable.
Basic project management processes are
established to track cost, schedule, and
functionality. The necessary process discipline
is in place to repeat earlier successes on
projects with similar applications. 3) Defined.
The software process for both management and
engineering activities is documented,
standardized, and integrated into a standard
software process for the organization. All
projects use an approved, tailored version of the
organization's standard software process for
developing and maintaining software. 4) Managed.
Detailed measures of the software process and
product quality are collected. Both the software
process and products are quantitatively
understood and controlled. 5) Optimizing.
Continuous process improvement is enabled by
quantitative feedback from the process and from
piloting innovative ideas and technologies.
45
HACCPHazard Analysis and Critical Control Point
  • HACCP is a scientific system for process control
    that has long been used in food/beverage
    production to prevent problems by applying
    controls at points in a production process where
    hazards could be controlled, reduced, or
    eliminated.
  • The program reduces risks to the customers. A
    plant must have an effective HACCP system to
    comply with regulatory requirements and prevent
    adulteration of product.
  • See 9 CFR Part 417.
  • Steps to meet HACCP are defined on the right.
Write a Comment
User Comments (0)
About PowerShow.com