1. Quality tools : Useful in everyday life !
Where did I put :
-my keys
-my bag
-my mobile phone (could you call me ?)
-my pills
-my wallet
-my spectacles
-my iPad (new)
-etc every morning, every day, a lifetime.
Set in order means :
□ -to hide in the nearest drawer.
□ -to move a bit.
□ -to let it where I used it last time.
□ -to put in a place where everyone looking for it can find it.
There will be an exam on this subject !
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2. ICE Quality © Cyril Grandpierre 2013
LEARNING CURVE
Boston Consulting Group LEARNING CURVE.
You learn (improve) by doing things.
the unit cost of a product decreases by a constant percentage each doubling of experience.
ICE Quality © Cyril Grandpierre 2013

3. ICE Quality © Cyril Grandpierre 2013
LEARNING CURVE
Boston Consulting Group LEARNING CURVE.
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4. ICE Quality © Cyril Grandpierre 2013
LEARNING CURVE
Boston Consulting Group data.
Learning curve for Bulk carrier vessel in the shipyard of Hyundai (Korea).
Slope of the curve 12% when the cumulative production double.
Manpower per gross tons of hull.
Cumulative production gross tons
Years
ICE Quality © Cyril Grandpierre 2013

5. ICE Quality © Cyril Grandpierre 2013
LEARNING CURVE
C.Grandpierre data.
Learning curve for different vessels in the shipyard to IHI-Aïoi (Japan).
Slope of the curve 23% when the cumulative production double.
Cost in productive hours (base 100 in 1955).
Number of ships produced since 1955 (14 per year)
Years
CONCLUSION : This shipyard was able to have a learning curve twice faster the Korean shipyard, with different ships.
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6. ICE Quality © Cyril Grandpierre 2013
LEARNING CURVE
C.Grandpierre data.
curve for cargo ships in the shipyard of La Ciotat (France).
Sister ships : If the first costs 100, the second 96.0 (design errors corrected), the third 95.7, the forth 96.8  there is no learning effect even for sister ships.
Manpower per gross tons of hull.
Years
Ship Nb
Sister ships
CONCLUSION : Some organisations are able to improve themselves others no. WHY ???
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7. ICE Quality © Cyril Grandpierre 2013
LEARNING PROCESS
How a human can learn ?
1-with a teacher.
You cannot exceed your teacher.
Indus trust that all the knowledge was transmitted by gods to the wise. Then from wise to disciple, with a loss each time. So the knowledge of humanity is declining.
2-try and learn from successes and errors.
There is no limit for some. Others are unable to learn from their errors, because they do not try to understand and correct. (non understanding persons).
Others do not try.
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8. ICE Quality © Cyril Grandpierre 2013
THE DEMING WHEEL.
For every action at IHI we meet and make a “plandoseeact” together.°
For every action in your life.
1-PLAN.
Prepare what you have to do.
Forecast how you will do it.
Make a planning.
Prepare all the resources, tools, documents.
Decide the result you want to achieve, and the way to measure it.
2-DO.
Do what has been planned.
ICE Quality © Cyril Grandpierre 2013

9. ICE Quality © Cyril Grandpierre 2013
THE DEMING WHEEL.
3-CHECK.
Look back at what you did.
Check the results, and compare with what was expected.
Try to understand why there is a gap between what was planned and the final result.
Try to understand the real origins of the problems you encountered.
Use the tools for understanding :
-Cause & Effect Diagram of ISHIKAWA
-5 (or more) WHY etc...
4-ACT or CORRECT and LEARN.
Correct the problem you found.
Corrective and preventive actions.
...To better control the process ... For the next circle.
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10. ICE Quality © Cyril Grandpierre 2013
THE DEMING WHEEL
who should implement it ?
-INDIVIDUALS
- TEAMS
-The ENTERPRISE
…put themselves in a state of permanent learning …. to improve indefinitely
-UNDERSTAND AND LEARN.
-PERMANENT IMPROVEMENT.
-NO WASTE.
ICE Quality © Cyril Grandpierre 2013

11. THE DEMING WHEEL, it cannot work in an old type enterprise.
Put yourself in a state of permanent learning !
Tell him what he has to do : easy, inexpensive and fast efficiency.
Train him to let him find what he has to do :
Difficult, time consuming and expensive.
APM : 17 years in a school to improve my way of management.
We were 15 CIO in Troyes/Aube to think that we had to learn our job, out of hundreds.
Put myself in a state of permanent learning ?
I met a lot of CEO and Presidents, top civil-servants, elected, deputies, senators, Ministers. Incredible the number of pretentious and incompetent persons.
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12. ICE Quality © Cyril Grandpierre 2013
NO WASTE.
-NO WASTE
-time ( 5S, zero muda, lean manufacturing)
-scrap (zero defaults, total maintenance, 6 sigma)
-stock (just in time, kanban, smed)
Always the same way :
1-Quality circles : group of employees, during their working time.
2-They could ask for an external support.
3-Final target agreed with the management.
4-They can ask for resources (investments) the management by giving evidence of pay back.
5-What they achieve must be visible, and visibly efficient.
6-Use of panels to show what they do to themselves and to others.
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13. ICE Quality © Cyril Grandpierre 2013
NO WASTE = 5 or 6 S.
5 S =
Seiri : Sort (Trier), suppress what is not useful.
Seiton : Set in order (ranger), store in a logical need, safety, ease.
Seiso : Shine (nettoyer)
Seiketsu : Standardize
Shitsuke : Sustain (pérenniser).
6th S =
Smile : (Sourire) it must be a game.
ICE Quality © Cyril Grandpierre 2013

14. NO WASTE = JUST IN TIME (wiring a machine)
Manufacturing time 3 to 4 days
28% of machines with defaults
Manufacturing time 10 minutes
0% of machines with defaults
Stock of machines after assembly waiting for wiring
Wiring worker
Cables
Electrician tools
Wiring diagram
Electrical components list
3 to 4 days
Buttons
Electric resistors
Electric engines.
Electric transformer
Store house
Sensors and switches
Electronic panel
Stock of machines waiting for final test
Electronic box
ICE Quality © Cyril Grandpierre 2013

15. NO WASTE = JUST IN TIME (wiring a machine)
Manufacturing time 10 minutes
0% of machines with defaults
 Manpower minus 70% (result)
Give a clear common target
Listen to people
Redesign the machine : high standardization, every component prewired, pretested, with connectors
street
assembly
preassembly
Test equipment
components
Specialized work stations
Block manufacturing : 3 to 8 workers, no management.
Redesign the workshop
Train people ... a lot
Plan Do See Act
Assembly FASA230
Assembly IM33
Factory
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16. ICE Quality © Cyril Grandpierre 2013
Error is human
Error is human ?
Error is human !
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17. ICE Quality © Cyril Grandpierre 2013
Error is human
Anaesthesiology (anesthésie-réanimation )
Anaesthesiology 1 accident per 8000 operations.
the probability that an anesthesiologist is involved in an accident in his career is more than 100%.
The aviation risk is 1 per 8 millions passengers.
Ask Air-France and use Quality tools.
Annual number of accidents
percentage of deaths and brain damages
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18. ICE Quality © Cyril Grandpierre 2013
Error is human
Philip B. Crosby was the quality director of the Pershing missile program (intercontinental nuclear missiles) at the Martin Company.
As there was something like subsets, what is the acceptable percentage of defects ?
My wife has to take a drug every day.
If she forgets she dies. What is the acceptable percentage of errors ?
People are carefully conditioned throughout their private life to accept the fact that people are not perfect and will therefore make mistakes.
Mistakes are caused by two factors : lack of knowledge and lack of attention.
(P.B.Crosby Quality without tears)
Theory of ZERO DEFECTS
ICE Quality © Cyril Grandpierre 2013

19. understand the real origin of a problem
Causes & Effects Diagram of ISHIKAWA
Material equipment environment of work
effect
Method man power management
5 WHY :
why ?, why ?, why ?, why ?, why ? Etc...
Real case in Holland :
“The gas ironer installed last week do not heat”.
ICE Quality © Cyril Grandpierre 2013

20. which relate to the quality tools ?
Quality = ability to meet expectations.
Guaranty cost (in % of the price of the machine) for the same product (washing machine 22Kg) in different countries.
Average on 3 years:
Germany 3,9%
UK 3,7%
Italy 2,7%
Austria 2,2%
Finland 2,1%
Japan 1,5%
Sweden 1,3%
France 1,1%
Denmark 1,0%
Customer
Explain …
ICE Quality © Cyril Grandpierre 2013

21. Principles of product quality
« I bought a tennis racket :
Wilson ProStaff Tour 90 ,
the salesman told me
Pete Sampras won 64 titles with it.
I used it and lost my match,
this racket doesn’t work. Bad quality !« 
ICE Quality © Cyril Grandpierre 2013

22. Origins of quality problems : 5 players
1- R&D
2- The factory
-Suppliers
-Manufacturing
Quality data
How can he reports his own failures ?
3- The sales man :
Sell the wrong product
Quality complain
4- The technician :
-Installation
-Adjustment
-Repair
Bad job
5- The customer :
-Maintenance
-Use
Negligence

23. origins of defects in quality perceived by the customer.
salesman
1-Conception  design error, insufficient testing, customer environment different than test conditions(1).
6-Sales  mismatch between product and need. Promises do not correspond to reality.
2-Supplier  non-compliance, design not feasible, deviations(2).
7-Installation  default installation. Environnent incompatible.
technician
3-Manufacturing  non-compliance, design not feasible, deviations(2
8-Maintenance  lack of maintenance, maintenance error.
9-Use  bad use.
4-Tests  insufficient.
10-After sales service  damaging the machine instead of repairing it.
5-Logistics  damage, vibration, corrosion.
customer
11-Billing, end of warranty a good reason not to pay.
Delivery
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24. ICE Quality © Cyril Grandpierre 2013
ISO 9001
1st idea : increase the number of controllers.
Controller 1
worker
vice
foreman
Controller 2
Controller 3
Vice supervisor
supervisor
1942 in America during the war
But it didn’t work !
More accidents due to bad quality than enemies
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25. ICE Quality © Cyril Grandpierre 2013
ISO 9001
So the 2nd idea : instead of controlling more the product,
control the factory (the way to produce the product)
So was created the Standard AERO.
Then during the years 60 and 70 all the producers of planes, cars and other dangerous things used to ask their subcontractors a specific quality organization.
Each subcontractor had to comply with the different requirements of each customer, with special set of documents, audits etc..
So was created in 1987 a unified system under the ISO organization.
The target was to guaranty to the customers a certain level of trust in the organization.
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26. ICE Quality © Cyril Grandpierre 2013
ISO 9001
1. Management Responsibility: Requirements of acts from the big boss as the first permanent player of the process.
2. Quality System: Administrative requirements to safeguard the acquired. Requirement to take into account the notion of system.
3. Process: requirements for the identification and management of the processes that contribute to the satisfaction of stakeholders.
4. Continuous improvement: measurement requirements and registration of all relevant performance and commitment of shares effective progress levels.
Problem solving
forgetting
Use the procedures and documents as liberating tool that relegates problems already solved at the stage of routine and allows creative faculties to be available for unresolved problems.
Edward Deming
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27. ICE Quality © Cyril Grandpierre 2013
ISO processes
A process = a black box
Means = Owner
People
Documents = operating modes
Assets
Tools
Raw materials $
Input = customers requirements
Output = customers satisfaction
Improvement
An enterprise = 1 process, full of processes inside
ICE Quality © Cyril Grandpierre 2013

28. ISO9001- processes map Process : Contract review
ICE Quality © Cyril Grandpierre 2013

29. Before - review of contractsD
D+1week
D+1½week
Order
Regional manager weekly control
the right to sell
Sales Director weekly control calculate the bonus
Salesman
D+2½weeks
D+4weeks
Order confirmation
Delivery date
signature
Customer
Factory planning meeting/week Sales Director for priorities Factory manager for feasibility Financial manager
Translator
D+3weeks
ICE Quality © Cyril Grandpierre 2013

30. ISO9001- review of contracts
D+1week D
D+1week
D+0day
Sales Director calculate the bonus
Salesman
Fax Order
Regional manager control the right to sell
D+1days
D-1month
Fax Order confirmation
Delivery date
Customer
Factory planning meeting/month Sales policy Factory capabilities : Master plan Financial capabilities
D+1day
organizing the reception of mails
Translator ???
ICE Quality © Cyril Grandpierre 2013

31. ISO9001- review of contracts
Process N°Q722.1: Contract review
The process owner writes what he does, and improves it when necessary.
Operating mode N°Q : Contract review
Sheet N°Q : Folder customer order
Check list :
To be done
Done
Controlled Efficient
Not applicable
An internal audit is done once a year, to control the process and propose improvements.
everyone can see on the data base, which is always updated.
ICE Quality © Cyril Grandpierre 2013

32. ISO9001- Function description
everyone can see on the data base, which is always updated.
Everybody has a function description, written by the boss and the person concerned.
Signed by both.
An internal audit is done once a year, to control the process and propose improvements.
Function description CEO
Function description management
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33. ICE Quality © Cyril Grandpierre 2013
ISO9001- Quality manual
Or a book non updated distributed to external parties.
Or a document that everyone can see on the data base, which is always updated.
Quality manual
An internal audit is done once a year, to control the process and propose improvements.
-Presentation of the company.
History, products, figures, organizational staff. -Management Responsibility.
Strategy, quality policy, responsibility and authority.
-Quality management system.
Processes map, main processes.
ICE Quality © Cyril Grandpierre 2013

34. ICE Quality © Cyril Grandpierre 2013
ISO9001
One year of an enormous job.
Everybody involved, extremely time consuming to get it and to maintain it.
And 3 days of external audit every year, to control everything.
Or you can buy it for 1500$ in China.
ICE Quality © Cyril Grandpierre 2013

35. ICE Quality © Cyril Grandpierre 2013
Thanks & good luck
I offered you my time and experience to let you create wealth around you.
ICE Quality © Cyril Grandpierre 2013