TQM Finals!!!!

Check sheet or Defect Concentration Diagrams

• It is a structured, prepared form for collecting and analyzing data

• It is a generic tool that can be adapted for a wide variety of purposes

• It’s function is to present information in an efficient, graphical format

Graphs

• It is a convenient tool to represent data in an easier-to-understand way

• It allows in communicating efficiently and easily without having to look at data tables and mentally depict the data meaning

Bar Graphs

compare values via parallel bars

Line Graphs

are used to illustrate variations over a period of time

Circle Groups

indicate the categorical breakdown of values

Radar Charts

Assist in the analysis of previously evaluated items. It is a graphical tool that shows the relative strengths and weaknesses of activities. It is helpful in displaying changes in intangible activities. They are eye-catching and an unusual method to display changes in a small number of items

Histogram

• First introduced by Karl Pearson

• It is a graphical representation of the distribution of numerical data

• It is an estimate of the probability distribution of a continuous variable (quantitative variable)

• Provides a simple graphical view of accumulated data, including its dispersion and central tendency

• The most commonly used graph to show frequency distributions

• It provides the easiest way to evaluate the distribution of data

• Bell-shaped Distribution

• Double-peaked Distribution

• Plateau Distribution

• Comb Distribution

• Skewed Distribution

Types of Histogram

Pareto Chart

• Named after Vilfredo Pareto

• A type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line

• The chart visually depicts the relative importance of problems or conditions

• Often referred to as the 80–20 Rule

Pareto Analysis

 is a statistical technique in decision-making that is used for the selection of a limited number of tasks that produce a significant overall effect

Pareto Effect

• 80% of the problems usually stem from 20% of the causes

• This is also termed as the theory of the vital few and the trivial many

Cause-And-Effect Diagram

• Developed by Kaoru Ishikawa

• Also known as Fishbone Diagram or Ishikawa Diagram

• Used to figure out any possible causes of a problem. After the major causes are known, we can solve the problem accurately

• Can also be used to structure a brainstorming session

Scatter Diagram

• The quality tool that graphs pairs of numerical data, with one variable on each axis, to look for a relationship between them.

• If the variables are correlated, the points will fall along a line or curve.

Control Charts

• It is a fundamental tool of statistical process control (SPC), as it indicates the range of variability that is built into a system (known as common cause variation)

• It helps determine whether or not a process is operating consistently or if a special cause has occurred to change the process mean or variance

• Used to study how a process changes over time

Natural Variations / Common Cause Variations

• Affects almost every production process and are to be expected as inherent in the process.

• These variations are due to common causes, which are purely random, or unidentifiable sources of variation. 

• These causes are unavoidable in the current processes, which are in statistical control.

Assignable Variations / Special Cause Variations

• ____________ in a process can be traced to a specific reason known as _______________

• Factors such as machine or tool wear, maladjusted equipment, a fatigued or untrained worker or new batches of raw materials are potential sources of assignable variations.

• A process is said to be operating under statistical control when common causes are the only source of variation

Type I Alpha Error

• Occur when a point falls outside the control limits even though no special cause is operating. This results in a witch hunt for special causes and adjustment of things

• The tampering usually distorts a stable process as well as wastes time and energy

Type II Beta Error

• Occur when you miss a special cause because the chart isn’t sensitive enough to detect it 

• In this case, you will go along unaware that the problem exists and thus will be unable to root it out.

Variable

is a product characteristic that can be measured on a continuous scale

Attribute

is a product characteristic that has a discrete value and can be counted

Control Charts for Variables

is used to monitor characteristics that can be measured and have a continuum of values, such as height, weight, or volume

Control Charts for Attributes

is used to monitor characteristics that have discrete values and can be counted. Often they can be evaluated with a simple yes or no decision.

Affinity Diagram

• Created in the 1960s by Japanese anthropologist Jiro Kawakita, is also known as the KJ method

• Organizes a large number of language data (ideas, opinions, issues) into their natural relationships.

• A tool for organizing a large number of ideas, opinions, and facts relating to a broad problem or subject area.

• Used to organize abstract thinking about a problem

Relations Diagram

• Specifies the relationships among things

• These diagrams are used to map and analyze problems where causes of the problem have complex interrelationships.

Systematic or Tree Diagram

• A technique for mapping out a full range of paths and tasks that need to be formulated in order to achieve a primary goal and related subgoals

• It serves the purpose of developing the essential means of accomplishing given objectives

Constituent-Component-Analysis Diagram

Breaks down the main subject into its basic elements and depicts their relationships to the objectives and means of obtaining those objectives

Plan-Development Diagram

Systematically shows the means and procedures necessary to successfully implement a given plan

Matrix Diagram

• Shows the relationship between two, three, or four groups of information

• It can also provide information about the relationship such as its strength and the roles played by various individuals or measurements

• It consists of a number of columns and rows whose intersections are checked to find out the nature and strength of the problem

1. L-Shaped Matrix

2. T-Shaped Matrix

3. Y-Shaped Matrix

4. C-Shaped Matrix

5. X-Shaped Matrix

6. Roof Shaped Matrix

6 Types of Matrices

L-Shaped Matrix

Matrix:  it relates two groups of items to each other (or one group to itself)

T-Shaped Matrix

Matrix: it relates three groups of items. Groups B and C are each related to A. Groups B and C are not related to each other.

Y-Shaped Matrix

Matrix: It relates three groups of items. Each group is related to the other two in a circular fashion

C-Shaped Matrix

Matrix: it relates three groups of items simultaneously in 3-D

X-Shaped Matrix

Matrix: it relates four groups of items. Each group is related to two others in a circular fashion

Roof-Shaped Matrix

Matrix: it relates one group of items to itself. It is usually used along with an L or T-shaped matrix

Matrix Data Analysis

• Complex mathematical technique for analyzing matrices, often replaced in this list by the similar prioritization matrix. 

• It is one of the most rigorous, careful and time consuming of decision-making tools.

• It is a multivariate analysis technique also known as “principal component analysis”

• This diagram is used when the matrix chart does not provide sufficiently detailed information. 

Arrow Diagram

• Also termed as activity network diagram, network diagram, activity chart, node diagram, and critical path method (CPM) chart

• Shows the required order of tasks in a project or process, the best schedule for the entire project and potential scheduling and resource problems and their solutions

Process Decision Program Chart

• A very useful and powerful method to overcome a problem or achieve a goal that is not familiar

• All the conceivable events or contingencies that can occur in the implementation stage can be mapped out using the ___________________

Flowchart

• It is a picture of the separate steps of a process in sequential order

• It is a generic tool that can be adapted for a wide variety of purposes, and can be used to describe various processes, such as a manufacturing process, an administrative or service process, or a project plan

Kaizen

• A system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership

• The main idea is to maintain and improve work standards with the responsibility delegated to the worker

• It involves making small, incremental changes to processes, systems, products, or services with the goal of improving efficiency, quality, and performance over time

Gemba Kaizen

• A Japanese concept of continuous improvement designed for enhancing processing and reducing waste

• _________ simply refers to the location where value is created, while kaizen related to improvement

MUDA

Work without a product or effort wasted - waste in the most basic sense: any process or activity that doesn’t add value

Muda of Overproduction

MUDA: Regarded as the worst type of muda. If you produce more than your customer needs, you have extra pieces that need to be taken care of and expenses for handling and keping in stock

Muda of Inventory

MUDA: the result of overproduction. If you process only those products that the next process needs, you can eliminate the muda of _________ altogether

Muda of Waiting

MUDA: Time wasted waiting for information, instructions, or equipment before you start the actual work. No value is added when there is a long waiting period

Muda of Motion

MUDA: No value addition takes place when operators simply move around looking for tools or going to get the work pieces

Muda of Transportation

MUDA: No value addition is made when materials are moving on the trucks, forklifts, or on the conveyor

Muda of Producing Rejects/Defects

MUDA: Leads to rework, or else rejects must be thrown away and this is indicative of a big muda

Muda of Overprocessing

MUDA: By rearranging the working sequence, you can often eliminate a particular process. The concept of muda elimination is central to Kaizen since elimination does not cost any money

MURI

Overburdened system - this leads to physical strain at the workplace such as bending to work, pushing hard, lifting weight, repeating tiring action and wasteful walk. ________ pushes machines or people beyond their natural limits, causing fatigue and stress and increasing the likelihood of an accident

MURA

Unevenness in the flow of work - it relates to the inconsistencies in the system, unevenness or irregularity, specifically in production levels. Occurs because wasteful allocations of materials or people. For example, employees might be directed to work intensely during the morning shift, which results in a lack of work to do in the afternoon

Lean

• First developed by Taiichi Ohno in the 1990s with particular focus on manufacturing firms

• Efficiency and effectiveness by eliminating waste

• The core principle is to reduce and eliminate non-value adding activities and waste

• Focusd on improving the quality of a product as well as the stability of processes

Muda of Skills

• MUDA: Non-use of talents

• Waste of human potential, underutilized capabilities, and delegating tasks to people with inadequate training

6 Sigma

• Introduced by Bill Smith and Mikel Harry in 1986 while working in Motorola

• A compilation of statistical concepts, tools, and techniques put together in a systematic way to get results

• Identifying and removing the causes of defects and minimizing variability

DMAIC:

• Define

• Measure

• Analyze

• Improve

• Control

Refers to a data-driven improvement cycle used for improving, optimizing and stabilizing business processes and designs.

DMADV:

• Define

• Measure

• Analyze

• Design

• Verify

should be applied: when a non-existent product or process needs to be developed at a company and when an existing process or product already exists

Lean 6 Sigma

• A process improvement method which includes a collection of techniques for reducing the time needed to provide products or services. 

• Eliminating problems

• Removing inefficiencies and waste

• Improving the working conditions

• Ensure customer needs are better satisfied.

Total Productive Maintenance

•  A newly-defined concept for maintaining plants and equipment. It is a system of maintaining and improving the integrity of production and quality systems

• The goal of the ________ program is to markedly increase production

Overall Equipment Effectiveness

• It is a powerful tool used in TPM and is the gold standard for measuring manufacturing productivity.

• It identifies the percentage of manufacturing time that is truly productive.

• TPM strives to achieve _____ by maximizing output while minimizing input. TPM concentrates on eliminating “six big losses.

Availability, Performance Efficiency, and Quality Rate

Components of OEE

1. Autonomous Maintenance

2. Focused Improvement

3. Planned Maintenance

4. Quality Maintenance

5. Education and Training

6. Development Management

7. Safety, Health, and Environment

8. Office TPM

Eight Pillars of TPM

Autonomous Maintenance

8 Pillars: Developing operators to be able to take care of small maintenance tasks.  Everyone has the autonomy to clean, inspect, and contribute to the upkeep of the assets they work with.

Focused Improvement

8 Pillars: This pillar’s target is to achieve and sustain zero losses. The priorities are clear: improve, improve, and improve continuously.  These activities try to thoroughly eliminate 16 major losses in an organization

• Losses that impede overall equipment efficiency

• Losses that impede equipment loading time

• Losses that impede worker’s efficiency

• Losses that impede the efficient use of resources

4 Categories of Losses

Planned Maintenance

8 Pillars: is the best way to avoid downtime and breakdowns. 

Preventive Maintenance

Type of Maintenance: To reduce the probability of failure or performance degradation by replacing or reconditioning worn components or by servicing the facilities at pre-planned intervals

Daily Maintenance

Type of Maintenance: The first step in machine care and in extending the productive life of any machine is the establishment of a daily program and checklist.

Periodic Maintenance

Type of Maintenance: Significant activities carried out regularly (according to a predetermined schedule) to maintain the condition or operational status of a building, equipment, machine, plant or system.

Predictive Maintenance

Type of Maintenance: Initiated based on the knowledge about the condition of a part/component that comes from routine or continuous monitoring. It is being done to track warning signals indicating the necessity of replacement or overhauling.

Breakdown Maintenance

Type of Maintenance: Involves caring of the equipment only after a failure or breakdown has occurred

Corrective Maintenance

Type of Maintenance: Involves making improvements, modifications and changes in the existing equipment, besides its regular upkeep through other combinations of maintenance

Quality Maintenance

8 Pillars: It is aimed towards customer delight through defect-free manufacturing. 

Education and Training

8 Pillars: The aim is to have multi-skilled revitalized employees whose morale is high and who are eager to come to work. The employees should be trained to achieve the following four phases of skills so that the goal of creating a factory full of experts is achieved.

1. Do not know

2. Know the theory but cannot do

3. Can do but cannot teach

4. Can do and also teach

4 Phases of Skills

Development Management

8 Pillars: or early management helps in drastically reducing the time taken to receive, install and set-up newly purchased equipment. It can also be used for reducing the time to manufacture a new product in the factory.

Safety, Health, and Environment

8 Pillars: Strives to achieve the objective of zero accidents and defects and reducing the level of human effort required for attaining a given level of production.

Office TPM

8 Pillars: It focuses upon improving the productivity and infusing efficiency in the administrative support functions of the organization by identifying and eliminating losses.

Business Process Re-engineering

a business management strategy focusing on the design of workflows and business processes analysis and within an organization in order to optimize end-to-end processes and automate non-value-added tasks

Business Process

is any goods or non-goods related cross functional process of critical importance.

Value Creation Processes

Sometimes called core processes because they are the most important processes “running the business’’ and maintaining or achieving a sustainable competitive advantage.

Support Processes

Involve the majority of the organization’s employees and produce value for the customers, stockholders and other key stakeholders.

Process Management

Consists of the following important concepts: Emphasis is placed on the overall effectiveness of a cross-functional process, analyzed in an integrated manner, detailed tasks in the process are evaluated, and defined in terms of a process owner and a process team. 

Process Owner

might be an individual, a team, a department or some cross-functional group responsible for the overall performance of a process

Design Processes

involve all activities that are performed to incorporate customer requirements, new technology and past learning into the functional specifications of a product and define its fitness for use.

Business Process Mapping

Refers to activities involved in defining what a business entity does, who is responsible, to what standard a business process should be completed, and how the success of a business process can be determined

Basic Flowchart

shows the flow from one step to the next and often includes basic information such as who performs a particular step or how long a step takes.

Swim Lane Diagram

It is a visual element used in process flow diagrams, or flowcharts that visually distinguishes job sharing and responsibilities for sub-processes of a business process.

Value Stream Map

It is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer.

SIPOC Diagram

A high-level process map that provides an overview of the entire process, from the supplier to the customer.

Spaghetti Diagram

It is a visual representation using a continuous flow line tracing the path of an item or activity through a process.

1. The Fundamental Questions

2. Radical

3. Dramatic

4. Processes

5. Customers

Key Concepts of BPR

Radical

Concept of BPR: refers to getting to the root of things, not just making superficial changes and throwing away the old.

Dramatic

Concept of BPR: From the customer’s perspective, re-engineering is about achieving quantum leaps in performance and not making incremental improvements.

Processes

Concept of BPR: It requires a re-design of the strategic and value-added processes and requires a process-oriented approach with a focus on end results and the different tasks involved.

1. Rethink

2. Redesign

3. Retool

3R’s of Re-engineering

Rethink

3 R’s: This phase requires examining the re engineer’s current objectives and underlying assumptions to determine how well they incorporate the renewed commitment to customer satisfaction.

Redesign

3 R’s: This phase requires an analysis of the way the re-engineer produces the products and sells its services—how jobs are structured, who accomplishes what tasks and the results of each procedure.

Retool

3R’s: This phase requires a thorough evaluation of the uses to which advanced technologies are put currently

BPR Methodologies

Sets the framework for the understanding of a BPR effort. __________ offers support to re-engineering related activities such as the definition of project boundaries, selection of the right people to empower the BPR team, definition of a project manager, the selection, definition and analysis of the business processes, etc

1. Hammer & Champy Methodology

2. Davenport’s & Short’s Methodology

3. Process Analysis & Design Methodology

4. Jacobson’s Object-Oriented Methodology

BPR Methodologies