1. Quality Tools

2. Key Contributors to Quality Management

3. Key Contributors to Quality Management

4. Total Quality Management
A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction

5. Process Improvement A systematic approach to improving a process
Overview of the approach
process mapping
analyze the process
redesign the process

6. The PDSA Cycle
Plan Do
Study
Act

7. The Process Improvement Cycle
Implement the
Improved process
Select a
process
Study/document
Seek ways to
Improve it
Design an
Evaluate
Document

8. Process Improvement Tools
There are a number of tools that can be used for problem solving and process improvement
Tools aid in data collection and interpretation, and provide the basis for decision making

9. Seven Basic Quality Tools
Check sheets
Flowcharts
Scatter diagrams
Histograms
Pareto analysis
Control charts
Cause-and-effect diagrams

10. Check Sheet Monday Billing Errors A/R Errors Wrong Account
Wrong Amount
A/R Errors

11. Flowchart Process OK? Process? Process OK Process
Identify value added steps, rework loops, flow loops, etc.

12. Scatter Diagram
Variable B
Variable A

13. Histogram
frequency A B C D E

14. Pareto Analysis 80% of the problems may be attributed to 20% of the
Smeared
print
Number of defects
Off center
Missing
label
Loose
Other
80% of the problems may be attributed to 20% of the
causes.

15. Control Chart
970
980
990
1000
1010
1020 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL

16. Cause-and-Effect Diagram
Materials
Methods
Equipment
People
Environment
Cause

17. Tracking Improvements
UCL
LCL
Process not centered
and not stable
Process centered
and stable
Additional improvements
made to the process

18. Methods for Generating Ideas
Brainstorming
Quality circles
Interviewing
Benchmarking
5W2H

19. What is Six Sigma?
Customer Focus – Focus on what is critical to customers
Data Driven – Extensive use of statistical tools
Robust Methodology – Tools plus implementation methods to make success more likely

20. What is Six Sigma? Key Concepts
Critical to Quality: What attributes are most important to the customer? (CTQ, CTC, CTD)
Defect: Failing to deliver what the customer wants / expects (DPMO)
Variation: The level of unpredictability the customer experiences
These key concepts focus on the CUSTOMER!
First, we find what is most important.
Second, we define what it means to fail to please the customer.
Third, we deal with the important dimension of how much do we miss the expectation. GE says that customers do not feel the average, but rather the variation.

21. What is Six Sigma? Key Concepts
Process Capability: What your process can deliver – consistently
Stable Operations: Stable ops are predictable
Design for Six Sigma: Designing to meet customer needs and process capability

22. DMADV - DMAIC
New Processes
Existing Processes

23. Define Phase - Tools Project Charter Stakeholder Analysis
Affinity Diagram
SIPOC
Voice of the Customer
CT Tree
Kano Model
SWOT Analysis
Cause-and-Effect Diagrams
Supplier Segmentation
Project Management

24. Charter Problem statement Business case
Goals, milestones, success criteria, & deliverables
Project scope / boundaries
Roles & responsibilities
Stakeholder support / approval needed
What is the problem? Know the difference between a problem and a cause. The Rational Manager
Where is the value? Is there a burning platform? How much value and how much effort will be required to realize it?
Gantt charts, Strategies, Tactics, Objectives, Dates
Is the project sufficiently bounded?
The strategy should trickle down to personal objectives. Responsibility matrix
Whose approval do we need in order to be successful?

25. Potential Improvement
Business Case
Potential Improvement
Potential Impact
Improve quality
Reduce cost, inventory
Improve OTD
Shortages , inventory 
Select better suppliers
Q, $, LT, reduce inventory
Implement rating system
Improve supply efficiency, better suppliers
Reduce price
Reduce cost

26. Define Phase - Tools Project Charter Stakeholder Analysis
Affinity Diagram
SIPOC
Voice of the Customer
CT Tree
Kano Model
SWOT Analysis
Cause-and-Effect Diagrams
Supplier Segmentation
Project Management

27. Define Outputs
Once completed, the Define Phase should answer the following questions:
1) Who is the customer?
2) What matters?
3) What is the scope?
4) What defect am I trying to reduce?
5) What are the improvement targets?

28. The Measure Phase Purpose
To collect current performance of the process identified in the Define phase
This data is used to determine sources of variation and serve as a benchmark to validate improvements

29. Measure - Key Concepts Measurement Variation Data Data Collection Plan
Exists naturally in any process and is the reason Six Sigma projects are undertaken
Data
Data Collection Plan
Measurement System Analysis
Ensures measurement techniques are reproducible and repeatable

30. Data Collection Plan What data will be collected? Why is it needed?
Who is responsible?
How will it be collected?
When will it be collected?
Where will it be collected?

31. Measurement System Analysis
After Data Collection Plan is complete, it needs to be verified before actual data is collected
MSA is performed on a regular basis
MSA ends when a high level of confidence is reached that the data collected accurately depicts the variation in the process

32. Analyze Phase
The analyze phase allows the Project Team to target improvement opportunities by taking a closer look at the data.

33. Analyze Phase
Capability Analysis - establishing current performance level
Graphical Analysis - a visual indication of performance using graphs
Root Cause Analysis – developing a hypothesis about the causes of variation
Root Cause Verification – verifying that the planned action will generate the desired improvement

34. Elements of Improve Phase
Generate Improvement Alternatives
Create a “Should Be” Process Map
Conduct FMEA
Perform Cost/Benefit Analysis
Pilot
Validate Improvement

35. Control Phase Why is it important?
The Control Phase begins as the project team tries to eliminate errors by “Mistake Proofing” their improvement alternative.
Mistake Proofing attempts to eliminate the opportunities for error.

36. Control Phase Why is it important?
Mistake Proofing tries to make it impossible for an operation to be performed incorrectly, and/or correct errors before they are passed to the next worker, where they might become a defect.

37. Control Phase #2 During the Control Phase the Project team will:
1) Develop a plan to make sure the measurement system will remain relevant over the long term.
2) Establish Control Charts the process owner will use to manage the process.
3) Create a Reaction Plan to address situations that might cause the process to move out of control.

38. Control Phase #3 The Control Phase ends when:
1) Standard Operating Procedures have been updated.
2) Process Operators, the people who do the job, have been trained for the new process.
Once completed, the Control Phase should sustain the gains the project made while implementing ongoing process controls.

39. Control Phase #4 When is a project complete?
1) When other Black Belts can see the ongoing controls work
2) When the customer sees the results
3) When the business sees the money.

40. Stakeholder Analysis People or Groups Level of Commitment Buy Mfg Eng
Enthusiastic Support
Help it work
Compliant
Hesitant X
Indifferent
Uncooperative
Opposed
Hostile

41. SIPOC Example Ops Mgt Buyers Engrg. Mfg. Suppliers Inputs Processes
Outputs
Customers
Ops Mgt
Supplier Perf.
Supplier
Evaluation
Survey
Buyers
Complaint
Rating system
Engrg.
Tech Reqts
Improved Supplier Perform.
Engineering
Mfg.
Commit. to suppliers
Supplier Complaint

42. SWOT Analysis Positive Negative Internal Strengths Weaknesses External
Opportunities
Threats

43. Quality Awards
Baldrige Award
Deming Prize

44. Malcolm Baldrige National Quality Award (1 of 2)
Began in 1987
Recognizes achievements of excellent organizations and provide examples to others
may give two awards in each category
manufacturing
small business
service
health care
education

45. Malcolm Baldrige National Quality Award (2 of 2)
Establishes criteria for evaluating quality efforts
Provides guidance for other American companies

46. 2001 MBNQA Categories and Scoring System
1.0 Leadership
2.0 Strategic Planning
3.0 Customer and Market Focus 85
4.0 Information and Analysis
5.0 Human Resource Focus 85
6.0 Process Management
7.0 Business Results 450
8.0 Global Market Development and Competitiveness (optional) 100

47. Quality Certification ISO 9000
Set of international standards on quality management and quality assurance, critical to international business
ISO 9000 series standards, briefly, require firms to document their quality-control systems at every step (incoming raw materials, product design, in-process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them