MTSU 1 Quality Tools. MTSU 2 Key Contributors to Quality Management.
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Transcript of MTSU 1 Quality Tools. MTSU 2 Key Contributors to Quality Management.
1MTSU
Quality Tools
2MTSU
Key Contributors to Quality Management
Contributor
Deming Juran Crosby Ishikawa Taguchi
Known for
14 points; special & common causes of variation Quality is fitness for use; quality trilogy Quality is free; zero defects Cause-and effect diagrams; quality circles Loss function; robust design; design of experiments
Quality
3MTSU
Key Contributors to Quality Management
Contributor
Shewhart Fischer Box Harry
Known for
Operational definitions, SPC, improvement cycle Experimental design Experimental design, evolutionary planning Six Sigma methodology
Quality
4MTSU
Total Quality Management
A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction
5MTSU
Process Improvement
• A systematic approach to improving a process
• Overview of the approach– process mapping– analyze the process– redesign the process
6MTSU
Plan
Do
Study
Act
The PDSA Cycle
7MTSU
The Process Improvement Cycle
Implement theImproved process
Select aprocess
Study/document
Seek ways toImprove it
Design anImproved process
Evaluate
Document
8MTSU
Process Improvement Tools
• There are a number of tools that can be used for problem solving and process improvement
• Tools aid in data collection and interpretation, and provide the basis for decision making
9MTSU
Seven Basic Quality Tools
• Check sheets• Flowcharts• Scatter diagrams• Histograms• Pareto analysis• Control charts• Cause-and-effect diagrams
10MTSU
Billing Errors
Wrong Account
Wrong Amount
A/R Errors
Wrong Account
Wrong Amount
Monday
Check Sheet
11MTSU
Flowchart
Process OK? Process? OK Process
Process
Identify value added steps, rework loops, flow loops, etc.
12MTSU
Scatter Diagram
Variable A
Variable B
13MTSU
Histogram
frequency
A B C D E
14MTSU
80% of the problems may be attributed to 20% of thecauses.
80% of the problems may be attributed to 20% of thecauses.
Smearedprint
Nu
mb
er o
f d
efec
ts
Offcenter
Missinglabel
Loose Other
Pareto Analysis
15MTSU
970
980
990
1000
1010
1020
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
Control Chart
16MTSU
Cause-and-Effect Diagram
Effect
MaterialsMethods
EquipmentPeople
Environment
Cause
Cause
Cause
Cause
Cause
CauseCause
Cause
CauseCause
Cause
Cause
17MTSU
Tracking Improvements
UCL
LCL
LCLLCL
UCLUCL
Process not centeredand not stable
Process centeredand stable
Additional improvementsmade to the process
18MTSU
Methods for Generating Ideas
• Brainstorming• Quality circles• Interviewing• Benchmarking• 5W2H
19MTSU
What is Six Sigma?
A. Customer Focus – Focus on what is critical to customers
B. Data Driven – Extensive use of statistical tools
C. Robust Methodology – Tools plus implementation methods to make success more likely
20MTSU
What is Six Sigma?Key Concepts
1. Critical to Quality: What attributes are most important to the customer? (CTQ, CTC, CTD)
2. Defect: Failing to deliver what the customer wants / expects (DPMO)
3. Variation: The level of unpredictability the customer experiences
21MTSU
What is Six Sigma? Key Concepts
5. Process Capability: What your process can deliver – consistently
6. Stable Operations: Stable ops are predictable
7. Design for Six Sigma: Designing to meet customer needs and process capability
22MTSU
DMADV - DMAIC
Define
Design
Verify
Measure
Analyze
Define
Improve
Control
Measure
Analyze
New Processes Existing Processes
23MTSU
Define Phase - Tools
• Project Charter• Stakeholder
Analysis• Affinity Diagram• SIPOC• Voice of the
Customer• CT Tree
• Kano Model• SWOT Analysis• Cause-and-Effect
Diagrams• Supplier
Segmentation • Project
Management
24MTSU
Charter
• Problem statement• Business case• Goals, milestones,
success criteria, & deliverables
• Project scope / boundaries
• Roles & responsibilities
• Stakeholder support / approval needed
25MTSU
Business Case
Potential Improvement
Potential Impact
Improve quality Reduce cost, inventory
Improve OTD Shortages , inventory Select better suppliers Q, $, LT, reduce
inventory
Implement rating system
Improve supply efficiency, better suppliers
Reduce price Reduce cost
26MTSU
Define Phase - Tools
• Project Charter• Stakeholder
Analysis• Affinity Diagram• SIPOC• Voice of the
Customer• CT Tree
• Kano Model• SWOT Analysis• Cause-and-Effect
Diagrams• Supplier
Segmentation • Project
Management
27MTSU
Define Outputs
• Once completed, the Define Phase should answer the following questions:1) Who is the customer?2) What matters?3) What is the scope?4) What defect am I trying to reduce?5) What are the improvement targets?
28MTSU
The Measure Phase
• Purpose– To collect current performance of the
process identified in the Define phase
– This data is used to determine sources of variation and serve as a benchmark to validate improvements
29MTSU
Measure - Key Concepts
• Measurement• Variation
– Exists naturally in any process and is the reason Six Sigma projects are undertaken
• Data• Data Collection Plan• Measurement System Analysis
– Ensures measurement techniques are reproducible and repeatable
30MTSU
Data Collection Plan
• What data will be collected?• Why is it needed?• Who is responsible?• How will it be collected?• When will it be collected?• Where will it be collected?
31MTSU
Measurement System Analysis
• After Data Collection Plan is complete, it needs to be verified before actual data is collected
• MSA is performed on a regular basis
• MSA ends when a high level of confidence is reached that the data collected accurately depicts the variation in the process
32MTSU
Analyze Phase
• The analyze phase allows the Project Team to target improvement opportunities by taking a closer look at the data.
33MTSU
Analyze Phase
• Capability Analysis - establishing current performance level
• Graphical Analysis - a visual indication of performance using graphs
• Root Cause Analysis – developing a hypothesis about the causes of variation
• Root Cause Verification – verifying that the planned action will generate the desired improvement
34MTSU
Elements of Improve Phase
Generate Improvement Alternatives
Create a “Should Be” Process Map Conduct FMEA Perform Cost/Benefit Analysis Pilot Validate Improvement
35MTSU
Control PhaseWhy is it important?
• The Control Phase begins as the project team tries to eliminate errors by “Mistake Proofing” their improvement alternative.
• Mistake Proofing attempts to eliminate the opportunities for error.
36MTSU
Control PhaseWhy is it important?
• Mistake Proofing tries to make it impossible for an operation to be performed incorrectly, and/or correct errors before they are passed to the next worker, where they might become a defect.
37MTSU
Control Phase #2
• During the Control Phase the Project team will:1) Develop a plan to make sure the measurement system will remain relevant over the long term.2) Establish Control Charts the process owner will use to manage the process.3) Create a Reaction Plan to address situations that might cause the process to move out of control.
38MTSU
Control Phase #3
• The Control Phase ends when:1) Standard Operating Procedures have been updated.2) Process Operators, the people who do the job, have been trained for the new process.
• Once completed, the Control Phase should sustain the gains the project made while implementing ongoing process controls.
39MTSU
Control Phase #4
• When is a project complete?1) When other Black Belts can see the ongoing controls work2) When the customer sees the results3) When the business sees the money.
40MTSU
Stakeholder Analysis
People or Groups
Level of Commitment
Buy Mfg Eng
Enthusiastic Support
Help it work
Compliant
Hesitant X
Indifferent
Uncooperative X
Opposed
Hostile X
41MTSU
SIPOC Example
Suppliers Inputs Processes Outputs Customers
Ops Mgt Supplier Perf.
SupplierEvaluation
Survey Ops Mgt
Buyers Complaint
Rating system
Buyers
Engrg. Tech Reqts
Improved Supplier Perform.
Engineering
Mfg. Rating system
Commit. to suppliers
Mfg.
Suppliers Supplier Complaint
Suppliers
42MTSU
SWOT Analysis
Positive Negative
Internal Strengths Weaknesses
External Opportunities
Threats
43MTSU
Baldrige Award
Deming Prize
Quality Awards
44MTSU
Malcolm Baldrige National Quality Award (1 of 2)
• Began in 1987• Recognizes achievements of
excellent organizations and provide examples to others– may give two awards in each category
»manufacturing»small business»service»health care»education
45MTSU
Malcolm Baldrige National Quality Award (2 of 2)
• Establishes criteria for evaluating quality efforts
• Provides guidance for other American companies
46MTSU
2001 MBNQA Categories and Scoring System
1.0 Leadership 1202.0 Strategic Planning 853.0 Customer and Market Focus 854.0 Information and Analysis 905.0 Human Resource Focus 856.0 Process Management 857.0 Business Results 4508.0 Global Market Development and
Competitiveness (optional) 100
47MTSU
Quality CertificationISO 9000
• Set of international standards on quality management and quality assurance, critical to international business
• ISO 9000 series standards, briefly, require firms to document their quality-control systems at every step (incoming raw materials, product design, in-process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them