Week 2 Tools and techniques for QC improvement (1)
Page 2: Total Quality Management: A "Total" View of Quality
Total Quality Management (TQM) is an integrated business management strategy aimed at embedding awareness of quality.
The word "total" has important connotations:
A product's quality is determined by customer's acceptance and use.
Quality management is a total, organization-wide activity.
Quality improvement requires a total commitment from all employees.
Page 3: Development of Quality Management
Inspection is used in manufacturing environments to check products before they are passed into the warehouse, while in service environments, it is applied at appraisal points in the delivery processes.
Quality Control measures lead to greater process control and lower incidence of non-conformance.
Quality Assurance involves the use of seven quality control tools: histogram, check sheet, Pareto analysis, cause-and-effect diagram, graphs, control chart, and scatter diagram.
Total Quality Management is the integrated application of tools and techniques with increased emphasis on people and process management to eliminate wastage and non-value-adding activities.
Page 4: Total Quality: General Principles
Total Quality Management principles include:
A focus on customers and stakeholders.
Commitment and leadership of the management.
Participation and teamwork by everyone in the organization.
Consideration of all quality costs.
Developing systems/procedures that support quality and improvement.
Integrating suppliers and customers into the process.
Ethics, including trust, integrity, sincerity, and care.
Applying Quality Control tools and techniques.
A process focus supported by continuous improvement and learning.
Page 5: Continuous Improvement and TQM
Total Quality Management requires a never-ending process of continuous improvement.
It covers people, equipment, suppliers, materials, and procedures.
Every aspect of an operation can be improved.
Page 6: A Guiding Methodology for TQM
The Deming Cycle, also known as PDCA (Plan-Do-Check-Act), is a guiding methodology for TQM.
The four steps of the Deming Cycle are:
Plan: Identify the pattern and make a plan.
Do: Test the plan.
Check: Is the plan working?
Act: Implement the plan and document.
Page 7: Ethics and Quality Management
Business organizations must deliver healthy, safe, quality products and services.
Poor quality risks injuries, lawsuits, recalls, and regulation.
Ethical conduct must dictate the response to problems.
All stakeholders must be considered, including stockholders, employees, customers, suppliers, distributors, and creditors.
Manufacturers must accept responsibility for any poor-quality product released to the public.
Page 8: Problem Solving for Total Quality (1/3)
A problem is a situation in which what exists does not match what is desired.
Existent problems are those that have manifested themselves as processes that have gone wrong, defective products, errors in work, and other symptoms of trouble.
Latent problems are those that lie waiting in the wings for the right combination of circumstances to bring them to life.
Page 9: Problem Solving for Total Quality (2/3)
The initial reaction to a problem can be reactive (existent problem) or proactive (latent problem).
Problem solving in a total quality setting is about continual improvement, not just balancing the current and desired state.
The objective should always be to eliminate the potential for the problem to occur (latent) or repeat (existent).
Page 10: Problem Solving for Total Quality (3/3)
Problem solving in a total quality setting leads to improvement in processes, products, services, cost decrease, competitiveness, and customer satisfaction.
Page 11: Total Quality Tools
Total Quality Tools are generic, intellectual tools that deal with data and information and output thoughts and ideas.
There are seven major quality control tools used in the Quality Improvement approach to reduce variability in processes and products/services.
Page 12: Seven Major Quality Tools (1/3)
The seven major quality tools are:
Check Sheet
Scatter Diagram
Histogram
Cause-and-Effect Diagram
Pareto Analysis
Control Chart
Graphs
Page 13: Seven Major Quality Tools (2/3)
The seven major quality tools are used for generating ideas, organizing data, and identifying problems.
Page 14: Seven Major Quality Tools (3/3)
The seven major quality tools are used for identifying problems, such as defects, and for monitoring and controlling processes.
Page 15: Pareto Charts
Pareto charts are useful for separating the important from the trivial.
They can help an organization decide where to focus limited resources.
The Pareto Principle holds that a few significant causes lead to the majority of problems.
The Pareto principle is also known as the 80-20 rule.
Page 16: Three steps to plot a Pareto Chart
Identify the elements and their effects in percentage on the given problem.
Plot a decreasing bar chart ordering the elements' effects from the largest to the smallest.
Add a cumulative percentage line to the bar chart.
Page 17: Pareto Chart: Example
A Pareto chart is shown as an example, with coffee, blocked, and faulty as the top three causes.
Page 18: Cascading Pareto Charts (1/4)
Cascading Pareto Charts can be used to determine the root causes of a problem.
An example is given of a company producing complex electronic assemblies and the cost of rework resulting from test failures.
Page 19: Cascading Pareto Charts (2/4)
A Level 1 Pareto Chart is shown, measuring the top 5 defects by rework costs.
Page 20: Cascading Pareto Charts (3/4)
Rework costs are shown for the top five part failure categories.
Page 21: Cascading Pareto Charts (4/4)
Cascading Pareto Charts can be used to investigate the root causes of significant defect categories.
Operators 33 and 28 contribute more than 80% of the defects in the example.
Page 22:
Flowcharts are promoted by Deming and Juran in total quality settings
Flowcharts are graphical representations of processes
They help understand how a process works, its inputs and outputs, and its timing
Page 23:
Flowchart symbols:
Oval or rectangle with rounded ends: start or finish of a process
Rectangle: process step, activity, or operation
Diamond: decision point
Parallelogram: input or output
Circle: connector
Line with arrow: path and direction of flow
Page 24:
Example of a typical process flowchart for a hotel
Shows steps like accepting defective customer units, troubleshooting, and notifying the customer
Page 25:
Check sheets are tools for collecting and displaying relevant data in a visual form
They convert data into useful information
Can be in any form depending on the user's imagination
Page 26:
Example of a check sheet for measuring shaft length
Data is recorded for each date in the week
Page 27:
Completed check sheet for shaft length measurements
Out of limits data points are marked
Page 28:
Histograms are used to chart the frequency of occurrence of data
Two kinds of data: attributes data and variables data
Attributes data is pass/fail, good/bad, accept/reject
Variables data is measured data like dimensions or weight
Page 29:
Example histogram showing the frequency of data points
Page 30:
Cause-and-effect diagrams help identify and isolate the causes of problems
Developed by Dr. Kaoru Ishikawa
Also known as Fishbone Diagrams
Not based on statistics
Page 31:
Steps to plot a cause-and-effect diagram:
Step 1: Identify all possible causes of the problem
Step 2: Identify major causes and plot them as ribs
Step 3: Assign other causes to the ribs
Page 32:
Example brainstormed list of possible causes for solder defects in an electronic plant
Page 33:
Cause-and-effect diagram with major causes and effect assigned for solder defects
Page 34:
Completed cause-and-effect diagram for solder defects, showing various causes and their relationships
Page 35: References
Main Reference 1: Goetsch, D. L., & Davis, S. B. (2016). Quality management for organizational excellence: introduction to total quality. 8th Edition. Upper Saddle River, NJ: Pearson.
Provides an introduction to total quality management
Focuses on achieving organizational excellence
Written by Goetsch and Davis
Published in 2016
8th Edition
Reference 2: Foster, S. T. (2017). Managing quality: Integrating the supply chain, Global Edition. Pearson education.
Discusses the integration of quality management with the supply chain
Written by Foster
Published in 2017
Global Edition
Reference 3: Heizer, J., Render, B. & Munson, C. (2017). Operations management: Sustainability and supply chain management. Pearson education.
Covers operations management, sustainability, and supply chain management
Written by Heizer, Render, and Munson
Published in 2017
Reference 4: Slack, N., Chambers, S., & Johnston, R. (2016). Operations management. 8th Edition. Pearson education.
Focuses on operations management
Written by Slack, Chambers, and Johnston
Published in 2016
8th Edition
Reference 5: Swink, M., Melnyk, S.A., Hartley, J.L. and Cooper, M.B.(2020). Managing operations across the supply chain. New York, NY: McGraw-Hill Education.
Discusses managing operations across the supply chain
Written by Swink, Melnyk, Hartley, and Cooper
Published in 2020
Published by McGraw-Hill Education
Location: New