Quality Certification and Systems

8/4/2019 Quality Certification and Systems

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Quality Programs

Total Quality Management (TQM) orContinuous Quality Improvement (CQI)

ISO 9000

Baldrige Criteria

Six Sigma


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Total Quality Management(TQM)

Focus on the customer

Top-management leadership and support

Employee involvement

Systems thinking

Continuous improvement

Data-based decision making


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ISO 9000

International standards concerned withensuring that organizations maintainconsistently high levels of quality

Five sections: Quality management system

Management responsibility

Resource management

Measurement, analysis, and improvement

Product realization


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Baldrige Criteria Award established to recognize organizations for

their achievements in quality and to raiseawareness about the importance of quality

Seven categories:

Leadership Strategic planning

Customer and market

focus

Measurement, analysis,and knowledgemanagement

Human resource focus

Process management Results


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Six Sigma Philosophy

Eliminate defects through prevention and processimprovement

Methodology Team-based approach to process improvement using

the DMAIC cycle

Set of tools Quantitative and qualitative statistically based tools

Goal 3.4 defects per million opportunities (DPMO)


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Successful Six Sigma

Top-management support

Extensive training

DMAIC approach

Use of quantitative measures

Team-based projects

Impact on organizations financials


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Six SigmaCulture

Leadership

Training Green belt

Black belt Master black belt


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DMAIC Process

Define

Measure

Analyze

Improve

Control

Define

Improve

Control

Measure

Analyze

Plan

Check

Act

Do


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DMAIC ProcessDefine

Project team chooses a project on thebasis of strategic objectives of thebusiness and the needs or requirements of

the customers of the process Characteristics of good projects:

Save or make money for the organization

Produce measurable process outcomes

Relate clearly to organizational strategy

Are supported by the organization


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DMAIC ProcessMeasure

CUSTOMERSCUSTOMERS

Key

Process

Input

Variables

(KPIV)

Key

Process

Output

Variables

(KPOV)

Critical

to

Quality

(CTQ)

INPUT OUTPUTPROCESS


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DMAIC Process

Analyze Analyze collected data to determine the root

causes

Improve Identify, evaluate, and implement the

improvement solutions

Control Put controls in place to ensure process

improvement gains are maintained


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Seven Basic Quality Tools

Run Chart

Scatter

Diagram

Histogram

FishboneDiagram

Check Sheet

Pareto Chart

Flow Chart


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Statistical Process Control(SPC)

C u r r e n t W a it T

1 5 2 0 2 5 3 0 3 5 4 0 4 5

W a it T im e ( m in u

W a it T im e G

1 5 2 0 2 5 3 0 3 5 4 0 4 5

W a it T im e ( m in u

50% of

patients

wait

more

than 30

minutes

10% of

patients

waitmore

than 30

minutes


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(QFD)House of Quality

Correlation

matrix

Design

requirements

Customer

requirementsCompetitive

assessment

Relationship

matrix

Specifications

or

target values

Importance

Importance weight

Importance

Importance weight


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DMAIC ProcessSeven Quality Control Tools

Tool


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DMAIC ProcessOther Tools

Tools and TechniquesDe

fine

Mea

sure

Analyze

Improve

Control

Bar Graph x

Line Graph x

Pie Chart x

5 Whys/ Root Cause x

FMEA x x

Hypothesis Testing x

Regression Analysis x

DOE x

Control Chart x x x

Process Capability x x x

Simulation x


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DMAIC ProcessOther Tools

Tools and TechniquesDe

fineMea

sure

Analyze

Improve

Contro

l

Quality Function Deployment x x x

Poka-Yoke x

Brainstorming x x xBenchmarking x x x x

Project Planning x x x

Charters x

Gantt Chart x

Tree Diagram xForce Field Analysis x x

Activity-Based Costing

Balanced Scorecard

Cost and Benefit Analysis x


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The Malcolm Baldrige National

Quality Award


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ISO 9000

Guidelines for designing, manufacturing,selling, and servicing products.

Selecting an ISO 9000 certified supplier

provides some assurance that supplierfollows accepted business practices inareas covered by the standard


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Elements of ISO 9000

Management Responsibility Quality System Contract Review Design Control Document and Data Control Purchasing

Control of Customer Supplied Product Product Identification and Traceability Process Control Inspection and Testing

Control of Inspection,Measuring, and TestEquipment

Inspection and Test Status Control of Nonconforming

Product Corrective and Preventive

Action Handling, Storage,

Packaging, Preservation, andDelivery

Internal Quality Audits

Training Servicing Statistical Techniques


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ISO 9000

Proponents claim that ISO 9000 is ageneral system for Quality Management

In fact the application seems to involve

an excessive emphasis on Quality Assurance,and

standardization of already existing systems withlittle attention to Quality Improvement

It would have been better if improvementefforts had preceded standardization


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Critique of ISO 9000

Bureaucratic, large scale Focus on satisfying auditors, notcustomers Certification is the goal; the job is done when

certified Little emphasis on improvement The return on investment is not transparent Main driver is:

We need ISO 9000 to become a certified supplier,

Notwe need to be the best and most cost effectivesupplier to win our customers business

Corrupting influence on the quality profession


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ISO 14000

Series of standards covering environmentalmanagement systems, environmental auditing,evaluation of environmental performance,environmental labeling, and life-cycle

assessment. Intent is to help organizations improve their

environmental performance throughdocumentation control, operational control,control of records, training, statisticaltechniques, and corrective and preventiveactions.


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Six Sigma Demystified*

Six Sigma is TQM in disguise, but thistime the focus is:

Alignment of customers, strategy, processand people

Significant measurable business results Large scale deployment of advanced quality

and statistical tools Data based, quantitative

*Adapted from Zinkgraf (1999), Sigma Breakthrough

Technologies Inc., Austin, TX.


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Keys to Success*

Set clear expectations for results Measure the progress (metrics)

Manage for results

*Adapted from Zinkgraf (1999), Sigma Breakthrough

Technologies Inc., Austin, TX.


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Black Belts

Six Sigma practitioners who are employedby the company using the Six Sigmamethodology

work full time on the implementation of problemsolving & statistical techniques through projectsselected on business needs

become recognised Black Belts after embarking

on Six Sigma training programme and completionof at least two projects which have a significantimpact on the bottom-line


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Black Belt required resources

-Training in statistical methods.

-Time to conduct the project!

-Software to facilitate data analysis.

-Permissions to make required changes!!

-Coaching by a champion or external support.

Black Belt requirements


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In other words the Black Belt is

-Empowered.

-In the sense that it was always meant!

-As the theroists have been saying for years!

Black Belt role!


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Champions or enablers

High-level managers who champion SixSigma projects

they have direct support from an

executive management committee orchestrate the work of Six Sigma Black

Belts

provide Black Belts with the necessarybacking at the executive level


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Further down the line - after initial SixSigma implementation package

Master Black Belts Black Belts who have reached an acquired level

of statistical and technical competence

Provide expert advice to Black Belts

Green Belts Provide assistance to Black Belts in Six Sigma

projects Undergo only two weeks of statistical and

problem solving training


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Six Sigma instructors (ISRU)

Aim: Successfully integrate the Six Sigma methodologyinto a companys existing culture and working practices

Key traits Knowledge of statistical techniques

Ability to manage projects and reach closure High level of analytical skills

Ability to train, facilitate and lead teams to success, softskills

Quality Certification and Systems

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