Professional Documents
Culture Documents
quality to a whole new level. Jack Welch Lean and six sigma have the same goal to continually add value to the business by continually increasing the focus on internal and external customer requirements, and on improving the production processes and quality Lean operations management and the six sigma methodology both aim to achieve cheaper, lower cost of production with efficient processes and minimal waste. Implementing either approach requires reviewing business process flows in detail to eliminate variances in processes that lead to problems and defects.
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Total Quality Management (TQ, QM or TQM) and Six Sigma (6) are sweeping culture change efforts to position a company for greater customer satisfaction, profitability and competitiveness. TQM may be defined as managing the entire organization so that it excels on all dimensions of products and services that are important to the customer.
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Quality Descriptions
Design Quality (Features)
vs. Conformance Quality
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Conformance Quality
Meeting Our Customers Requirements Doing (the Right) Things Right the First Time; Freedom from Failure (Defects) Consistency (Reduction in Variation) Continuous Improvement Quality in Everything We Do
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Walter A. Shewhart used statistics in quality control and inspection, and showed that productivity improves when variation is reduced (1924); wrote Economic Control of Manufactured Product in 1931
W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in 1950; began transformation from shoddy to world class goods In 1960, Dr. K. Ishikawa formalized quality circles - the use of small groups to eliminate variation and improve processes In the late 70s and early 80s: - Deming returned from Japan to write Out of the Crisis, and began his famous 4-day seminars in the United States - Phil Crosby wrote Quality is Free - NBC ran If Japan can do it, why cant we? - Motorola began 6 Sigma
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A belief in the employees ability to solve problems A belief that people doing the work are best able to improve it A belief that everyone is responsible for quality
Management Support/Involvement Mission Statement Proper Planning Customer and Bottom Line Focus Measurement Empowerment/Shared Leadership Teamwork/Effective Meetings Continuous Process Improvement Dedicated Resources/Training
Benchmarking
1. Identify those processes needing improvement. 2. Identify a firm that is the world leader in performing the process (Library & WWW). 3. Contact the managers of that company and make a personal visit to interview managers and workers. 4. Analyze data
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Human Resource Development & Management
7 Business Results
6 Process Management
produce and sell manufactured products or manufacturing processes or produce agricultural, mining, or construction products.
Service companies or subsidiaries that sell service Small businesses Education Institutions Health Care Organizations Non-Profit (new)
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The companies formulated a vision of quality and how they would achieve it. Senior management was actively involved.
Companies carefully planned and organized their quality effort to insure effective initiation. They vigorously controlled the overall process.
Studies have shown MBA Winners success.
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ISO 9000
Series of standards agreed upon by the International Organization for Standardization(ISO) Adopted in 1987
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9001
Model for Quality Assurance in Design, Production Installation, and Servicing. Model for Quality Assurance in Production and Installation
Model for Quality Assurance in Final Inspection Test
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9002
9003
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Which should we pursue first? What are the differences between the two? Do you have to be ISO 9000 certified before going for the Baldrige Award?
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QS 9000
ISO 9000
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Evans and Lindsay The Management and Control of Quality, Southwestern Books, p536.
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Appraisal costs Prevention costs Internal failure costs External failure costs
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100 Defects caught at their source cost the organization $1. Defects caught outside of the source department but within the organization cost $10. Defects that reach the external customer cost $100!
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Prevention Costs Quality Administration Quality Planning Quality Systems Design Calibration and Maintenance Production/Inspection Equipment Vendor Assessment Quality Training Appraisal Costs Incoming Test and Inspection In-Process Inspection Final Inspection Sampling Procedures Quality Audits
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COPQ Projections
$ Saved External Failure Costs
$
Internal Failure Costs
Total Cost Using a COPQ System Total Cost Without Using A COPQ System
Months
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No, Continue
Defects found?
Yes
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Input-Output Analysis
Suppliers Inputs SubProcesses Outputs Customers Measures
S
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P
From Flowchart
O C
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Example SIPOC - Specifying Equipment Selection and Installation Procedures at Coca-Cola USA
Suppliers
Customers Coca-Cola Fountain
Inputs
Technical Information Technical Questions Customer Input
Process
Developing Installation Cost Reduction Programs Developing Equipment Selection Policies and Procedures Designing Installation Policies and Procedures
Outputs
Customers
Measures
Number of Entities Using Guidelines Installation Audit Ratings Survey of Users Effectively Using Selection Guidelines
Equipment Burger King Selection Guide McDonalds Equipment Sales Prestige Manuals Technology Cost/ Benefit Matrix Installation Guidelines Installation Time Standards Installation Rating System Installation Design Guidelines Coca-Cola Fountain Equipment Suppliers
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Pareto Analysis
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Run Chart
0.58 0.56 0.54 0.52 0.5 0.48 0.46 0.44 1 2 3 4 5 6 7 8 9 10 11 12
Diameter
Time (Hours)
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Histogram
Frequency
Data Ranges
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Scatter Diagram
12 10 8 6 4 2 0 0 10 20 30
Defects
Hours of Training
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Wrong Account
Wrong Amount A/R Errors
Wrong Account
Wrong Amount
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Control Charts
1020 1010 1000 990 980 970
UCL
LCL
10 11 12 13 14 15
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Customer Survey
Worst Are We On Time? Are We Courteous? Does The Product Work? Is It Cost Effective? Overall Rating? General Comments:
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Best 4 4 4 4 4 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1
5 5 5 5 5
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Remanufacturing Procedures
Disassembly and Cleaning Reassembly Remove Cup Rest Splash Plate Drain Pan Valves Mounting Blocks Remove Product Hoses, Tower and Disassemble Inspect Soda Manifold Install Drain Pan Riser Onto Ice Chest Assembly Install and Connect Valve Wiring Assembly Prepare Rear Tower Panel on Woodgrain Units for Sabre Vinyl Repair Dents Sand Clean Surface
Install Valves
Flush Out
Remanufacturing
Install Clamps at Each Tubing End Install Tubing to Mounting Block Fittings Put O rings on Fittings
Install Lid
Install Tube Protector on Inlets Install Drain Pan, Drain Fittings and Hose
Clean Electrical Junction Box Check for Frayed Wires Tape Connections
Send to QA
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Unit Not OK
QA
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Dirt/Rust
Defective Part
Leaks
Poor Insulation
Leaks
Dirt/Rust
Stainless Steel
Defective Part
Poor Insulation
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Why Dirt?
Methods
Materials
Environment
Need to Rinse Parts off after Sandblasting Need Better Procedure for Determining What to Remanufacture Based on its Condition
Dust/Humidity
Poor Lighting
Space Limitations
People
Measurement
Need More Training More Attention to Detail Do it Right the First Time
Machines
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Environment
Machines
Bad Dispenser Design Need Rims That Make it Easier to Install Tubing
Poor Lighting
Methods
People
Measurement
Softening Tubing with Water thats Too Hot Need to Check Units for All Possible Ways They Could Leak
No Testing for Leaks Prior to QA Need to ID by Mfr./Model Which Units Leak the Most
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3. Check
2. Do
Define: Define who your customers are, and what their requirements are for your products and services Their expectations. Define your team goals, project boundaries, what you will focus on and what you wont. Define the process you are striving to improve by mapping the process.
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An Example:
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Measure: Eliminate guesswork and assumptions about what customers need and expect and how well processes are working. Collect data from many sources to determine speed in responding to customer requests, defect types and how frequently they occur, client feedback on how processes fit their needs, how clients rate us over time, etc. The data collection may suggest Charter revision. 50
An Example
Measure Input, Process and output Parameters. GARBAGE IN, GARBAGE OUT
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Analyze: Grounded in the context of the customer and competitive environment, analyze is used to organize data and look for process problems and opportunities. This step helps to identify gaps between current and goal performance, prioritize opportunities to improve, identify sources of variation and root causes of problems in the process.
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Improve: Generate both obvious and creative solutions to fix and prevent problems. Finding creative solutions by correcting root causes requires innovation, technology and discipline.
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Control: Insure that the process improvements, once implemented, will hold the gains rather than revert to the same problems again. Various control tools such as statistical process control can be used. Other tools such as procedure documentation helps institutionalize the improvement.
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Design: Develop detailed design for new process. Determine and evaluate enabling elements. Create control and testing plan for new design. Use tools such as simulation, benchmarking, DOE, Quality Function Deployment (QFD), FMECA analysis, and cost/benefit analysis.
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Validate: Test detailed design with a pilot implementation. If successful, develop and execute a full-scale implementation. Tools in this step include: planning tools, flowcharts/other process management techniques, and work documentation.
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