Chapter 6 Supplement Continuous Improvement

1
Chapter 6 SupplementContinuous Improvement
2
History of Quality Timeline
Craftsmanship and Guilds
In Japan Deming/Juran teaching Continuous
Improvement

• ISO 9000 Series
• Malcolm Baldrige National Quality Award

• The Factory System
• Fredrick W. Taylor
• Scientific Management

1900
2000
1950
1925
1975

• Western Electric
• Walter W. Shewhart
• Control Charts
• Quality Control

• Lean Manufacturing
• Six Sigma

• In the US
• Continuous Improvement
• Total Quality Management

• WWII
• Munitions suppliers
• Sampling tables

3
Quality Principles

• Customer satisfaction
• Management by facts
• Respect for people

4
Plan-Do-Check-Act (PDCA) Cycle
Plan
Do
Act
Check
5
Problem Solving Steps

• Recognizing the Problem and Establish Priorities
• Forming Quality Improvement Teams
• Defining the Problem
• Developing Performance Measures
• Analyzing the Problem/Process

6
Problem Solving Steps

• Determine Possible Causes
• Selecting and Implementing the Solution
• Evaluating the Solution The Follow-Up
• Ensuring Performance
• Continuous Improvement

7
Flow Charting
(AV.3)
8
Demings 14-Points

• Fulfill the long-term needs.
• Chronic mistakes are unacceptable.
• Cease dependence on mass inspection.
• End the practice of awarding business on price
  tag alone.
• Improve constantly and forever the system of
  production and service.
• Institute training.
• Institute leadership.

9
Demings 14-Points

• Drive out fear.
• Break down barriers between staff areas.
• Eliminate slogans, exhortations, and targets for
  the workforce.
• Examine the impact of work standards.
• Remove barriers to pride of workmanship.
• Institute a vigorous program of education and
  retraining.
• Take action to accomplish the transformation.

10
Philip Crosbys 14-Step Zero Defect Quality
Improvement Program

• Management Commitment
• Quality Improvement Team
• Quality Measurement
• Cost of Quality
• Quality Awareness
• Corrective Action
• Establishment of ZD Program

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Philip Crosbys 14-Step Zero Defect Quality
Improvement Program

• Education and Training
• Zero-Defect Day
• Goal Setting
• Error-Cause Removal
• Recognition
• Quality Councils
• Do It Over Again

12
The Malcolm Baldrige Purpose

• Obtain a competitive edge.
• Establish criteria for quality excellence.
• Guidance from winning companies.
• Be recognized for quality achievements.

13
The Malcolm Baldrige Criteria
14
ISO 9000
Continual improvement of the quality management
system
Customers
Customers
5 Management responsibility
6 Resource management
8 Measurement, analysis and improvement
7 Product realization
15
Six Sigmas DMAIC Method
Define
Measure
Control
Improve
Analyze
16
Six Sigmas SIPOC Model
Requirements
Requirements
Process
Suppliers
Customers
Input
Output
Feedback
Feedback
17
Six Sigmas Process Capability
USL
LSL
18
Quality Costs

(8.0)
19
Benchmarking
Benchmarking is the systematic process of
evaluating the work processes of organizations
that are recognized as representing best
practices for the purpose of improving
performance.
World-Class Best
Functional
Industry
Competition
Internal
(12.1)