Quality Improvement and Problem Solving

• Chapter 9: Problem Solving and Quality Improvement

Principles of Quality Improvement

• Learning Cycle: Understanding the reasons for successful changes through feedback leads to:

  • Planning

  • Execution

  • Assessment of Progress

  • Revision of Plans

Breakthrough Improvement

• Definition: Significant advancements to unprecedented levels of performance by attacking chronic losses.

• Techniques include:

  • Benchmarking: Measuring performance against best-in-class companies to emulate their practices.

  • Best Practices: Innovative methods recognized for exceptional results by customers or experts.

• Competitive Benchmarking: Evaluating business performance against competitors.

• Process Benchmarking: Identifying effective practices in similar functional organizations.

• Reengineering: Fundamental redesign of processes requiring creativity, understanding of processes, and effective IT use.

Kaizen Continuous Improvement

• The term "Kaizen" means gradual, orderly improvement.

• Implementation Tips:

  • Discard fixed ideas.

  • Develop solutions without making excuses.

  • Aiming for incremental changes instead of perfection.

• Requirements for Success:

  • Operating practices, total involvement from teams, and adequate training.

• Kaizen Events: Intensive improvement initiatives usually conducted over a short period.

Cycle Time Reduction

• Cycle Time: Duration to complete one full cycle of a process.

• Impact: Enhancing quality and productivity, speeding up processes, improving customer response times.

Process Improvement Methodologies

• Categories of quality problems include:

  1. Conformance problems

  2. Efficiency problems

  3. Product design problems

  4. Process design problems

  5. Unstructured performance problems

• Common themes across methodologies:

  • Define the problem.

  • Generate ideas.

  • Evaluate and select solutions.

  • Implement solutions.

The Deming Cycle

• Adaptation of the scientific method for process improvement, also known as PDCA (Plan, Do, Check, Act).

• Fundamental questions to address:

  1. What are we trying to accomplish?

  2. What changes can result in improvement?

  3. How will we know if a change is an improvement?

Detailed Steps in The Deming Cycle

Plan

1. Define and describe the process.

2. Set customer expectations.

3. Identify historical data available.

4. Recognize perceived problems and their primary causes.

5. Develop and evaluate potential solutions.

6. Select the promising solutions.

Do

1. Conduct pilot studies to assess solutions.

2. Determine measures for success.

Study

1. Analyze pilot study results to confirm improvements.

2. Identify further experiments if needed.

Act

1. Choose the best solution.

2. Develop and standardize an implementation plan.

3. Establish monitoring for process performance.

Creative Problem Solving

• Process:

  1. Understand the situation.

  2. Gather facts and identify problems.

  3. Generate and develop solutions.

  4. Implement solutions.

• Principles for New Ideas: Adapt, modify, magnify, substitute, rearrange, reverse, and combine concepts.

Custom Improvement Methodologies

• Customization is necessary as not all methodologies fit every organization.

• FADE Approach: Focus, Analyze, Develop, Execute aligned with organizational culture and the Deming Cycle.

Six Sigma DMAIC Methodology

• DMAIC Stages:

  • Define: Cost analysis, Pareto analysis.

  • Measure: Charts, data analysis, comparisons.

  • Analyze: Mapping, root cause analysis.

  • Improve: Experiment design, mistake proofing.

  • Control: Statistical control charts.

Quality Improvement Tools and Techniques

• Seven Quality Control Tools:

  • Flowcharts, Pareto diagrams, check sheets, histograms, cause-and-effect diagrams, scatter diagrams, control charts.

• SIPOC Diagrams: Suppliers, Inputs, Process, Outputs, Customers.

Flowcharts

• Used for analyzing manufacturing/service processes. A SIPOC diagram offers a high-level overview.

• Takt Time: Work time to meet production volume needs.

Histograms and Pareto Diagrams

• Histograms: Show frequency distribution.

• Pareto Diagrams: Focus on significant issues; align with the 80/20 rule for troubleshooting.

Cause-and-Effect Diagrams

• Purpose: Visualize causal relationships and organize underlying problems.

• Root Cause Analysis: Techniques like the "5 Why" method, asking why iteratively uncover causal links.

Scatter Diagrams and Control Charts

• Scatter Diagrams: Explore relationships between variables.

• Run Charts: Track data over time without control limits; Control Charts incorporate statistical limits for analysis.

Additional Tools for Quality Improvement

• A3 Report: Consolidate information for problem-solving.

  • Sections include theme, background, current state, cause analysis, target condition, and implementation plan.

Lean Thinking and Six Sigma

• Lean Thinking: Focuses on waste elimination and efficient flow to enhance responsiveness.

• Lean Six Sigma: Combination of approaches for operational efficiency, reducing defects and variation.

  • Key principles include waste elimination, increased speed, improved quality, and reduced costs, especially in services.