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THE 7 BASIC QUALITY TOOLS
Susan Batchilder January 24, 2013
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Group Activity: WHAT’S IN YOUR TOOL BOX?
What is the purpose of your personal toolbox? cleaning, fixing, remembering, coaching, etc… What’s in your personal tool box? When did you last use your tool box? Do you have a tool box for your job? What is the purpose of your tool box for work? Group Activity --- to get everyone to understand that these are tools to be used when needed either by itself or with other tools Have each participant write down - the purpose of their own tool box - what basic tools they have Ask them what the purpose of each tool is When would each tool be used. What is your tool box for job? What is the purpose of your tool box for work?
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Question: What tools do YOU use for making decisions in YOUR job?
QUALITY TOOLS Purpose: provide the means for making decisions. No particular tool is mandatory, any one may be helpful, depending on the circumstances. 95% of a company’s problems can be solved using these tools. These are basic tools designed for simplicity. Only one requires any significant training. Question: What tools do YOU use for making decisions in YOUR job? Ask --- what tools do you use for making decisions?
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Question: Why do we use these tools?
7 BASIC QUALITY TOOLS FLOW CHART CAUSE AND EFFECT DIAGRAMS CHECK SHEET HISTOGRAMS PARETO CHART SCATTER DIAGRAM CONTROL CHARTS Question: Why do we use these tools? Question: Why do we use these tools? Or redirect question to previous slide --- why do you use those tools in your job for making your decisions?
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QUALITY TOOLS CAN… Help to identify and prioritize problems quickly and more effectively Assist with the decision making process Simple but powerful tools for use in continuous improvement activity Provide a vehicle for communicating problems and resolutions through-out the business Provide a way of extracting information from data collected.
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A Side Topic
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STRATIFICATION The 7 Quality Tools are useful when collecting data of daily activities and analyzing them to detect and solve problems, and an important concept for data analysis is STRATIFICATION. Stratification mean classification of data in to a couple of layers, and each layer is a subset of the population. Through stratification different statuses from the same data is retrieved. What layers are considered for data analysis is crucial when identifying problems.
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Example of Stratification
Number of births per year Number of births by gender per year Number of births by mom’s economic status by gender per year deliveries per week deliveries per day of the week per week deliveries by hour per day of week per week DANAGER: When using stratification ensure it is value added
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Back to the 7 Quality Tools
Who remembers what the 7 tools are?
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FLOW CHARTS Purpose: Illustrates the steps in a process Uses:
Analyzing a process (e.g. relating one setp in the process to others) Initiate process improvements (e.g. non-value added steps) Indicates where in the process to take measurements and collect data DANGER: including assumed or desired steps Note: The utility of the chart will correlate directly to its accuracy. The differences between the actual and intended process are often surprising and provide may ideas for improvements.
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Example: Flow Chart This flow chart (call a swim lane) was designed to assist us with making a decision. So how could we potentially use this flowchart? Could assist us with determining what metrics to use and where to use them --- and who records. Could assist us with flow of activities between depts/people/locations Could assist us how many hands touches a piece of paper.
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Pucker up everyone either for a kiss or “ooou” for yuk.
Ask: Why do I have a picture of a fish? Potential answer ---- fishbone diagram Yes --- fishbone is an example of a cause and effect diagram
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CAUSE AND EFFECT DIAGRAMS
Purpose: to identify as many possible factors for an effect or problem and sort the causes into useful categories. When to use? Identifying possible factors When team’s thinking falls into a “rut” Fishbone (most common) Generic categories: Methods, Machines, Materials, Manpower, Measurement, Mother Nature
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HOW TO CREATE A FISHBONE CAUSE AND EFFECT DIAGRAM
Manpower Machines Methods Problem Statement “Effect” When drawing a diagram we… Start with our problem statement Add a line going from the left to the problem statement Determine our possible categories (start with generic --- might be different for different processes, problems, etc) Add the corresponding number of bones Label each bone with the name of one of the categories Now start asking Group activity Example --- car does not function (I am purposely being non-specific) Management Mother Nature Measurement Materials Maintenance
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CAUSE AND EFFECT DIAGRAMS
Other fishbone categories: Plan, Policies, Procedures, Plant, People Customers, Suppliers, Shipping, Warehouse… 5 WHYS: a method for getting to the root cause. Can also be used during the construction of the fishbone diagram. GROUP ACTIVITY TIME – Let determine the cause of a particular problem. Please give me a problem statement and we’ll use the 6M’s. Hand out the Ishikawa 8 section fishbone sheet from Marc.
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GROUP ACTIVITY TIME Manpower Machines Methods Problem Statement
“Effect” When drawing a diagram we… Start with our problem statement Add a line going from the left to the problem statement Determine our possible categories (start with generic --- might be different for different processes, problems, etc) Add the corresponding number of bones Label each bone with the name of one of the categories Now start asking Group activity Example --- car does not function (I am purposely being non-specific) Now what to do ---- might need to collect data Mother Nature Measurement Materials
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CAUSE AND EFFECT DIAGRAMS Now What?
Categorize (e.g. not probable, probable, very probable) Regression analysis (requires in-depth training) Design of experiments (requires in-depth training) Lets go back to our example and determine what our next steps will be. Do you remember the first time you heard about a check list with regards to data collection? Check list can be used to collect data to determine what you plan will be?
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Example of a Check List Our first experience with a check list as a child
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CHECK SHEET WHAT: A structured and prepared form.
PURPOSE: To collect and analyze data so decisions can be based on facts WHEN: When data can be observed and collected by the same person or at the same location. When collecting data on the frequency or pattern of events, problems, defects, defect location, defect causes, etc. When collecting data from a production process. Data can further be used to create a histogram, bar chart and Pareto chart Ensures consistency of data collected Can be completed while doing the normal job Simplifies data collection and analysis ---- Consider Stratification when setting up the form Highlights trends Spots problems Decide on format and factors to be measured --- KISS Allow space for comments --- gives valuable insight
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A Check List Can Become …
A Bar Graph
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HISTOGRAM WHAT: A frequency distribution bar graph USES:
Illustrates how often each different value in a data set occurs Allows us to make sense of data Allows use to see patterns that are difficult to see in tables of numbers DANGER: Before making any conclusions from a histogram, it must be confirmed the process was operating normally during the time period being studied NOTE::::Differences between bar graph and histograms ---- Bars graphs used to display “categorical data” (types of cars) May or may not be spacing between each bar Histograms used to present “continuous data” No spacing between bars
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Language of Histograms What do they tell us?
Histograms can tell us…. Centre of data (location) Spread of data (scale) Skewness of data Presence of outliers; and Presence of multiple modes in the data First example shows --- point out various areas on graph 2nd graph has a truncated curve with a peak at or near the edge while trailing gently off to the other side, often means that part of the distribution has been removed through screening, 100% inspection or review. 3rd graph is a double- peak curve (bi-modal) oftem means the data reflects two distinct processes with different centers. The two processes need to be distinguished to bet a clear view of what is really happening with either individual process. 4th graph is has outliers that are removed from the others by at least the width of bar. Sometimes indicates that special causes of variation are present in the process and should be investigated, though if the process is in control before the histogram is in control before the histogram is made (as it should be), this latter option is unlikely. Other types: Standard Normal distribution (1st graph) Plateau --- means process is ill-defined to those doing the work, Common cause, or noise, variation is inherent in a process over time. It affects every outcome of the process and everyone working in the process. Managing common cause variation thus requires improvements to the process. Special cause, or signal, variation arises because of unusual circumstances and is not an inherent part of a process. Managing this kind of variation involves locating and removing the unusual or special cause.
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SCATTER DIAGRAM WHAT: Scatter diagram graphs PAIRS of numerical data.
PURPOSE: To look for a possible relationship DANGER: Even if the scatter diagram shows a relationship, do not assume one variable causes the other. Both variable may be influenced by a third.
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Scatter Diagram Examples
Graph 1 – strong correlation (linear) Graph 2 – moderate correlation Graph 3 – no correlation Also – quadratic, exponential, sinusoidal, and others
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PARETO CHART What: Bar graph organized with the longest bars on the left and the shortest to the right Purpose: Problem identification tool --- Visually depicts which issues are more significant Use when… Analyzing data about the frequency of problems/causes in a process There are many problems/causes and there is a need to focus on the most significant Analyzing broad causes by looking at their specific components Communicating data to others Other uses: Can be used to set priorities for many practical applications such as… - process improvement efforts - skills you want your group to have - customer needs (add cost to implement) - Suppliers - investment opportunities
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PARETO PRINCIPLE 20/80 RULE
THE IDEA THAT 20% OF THE CAUSES GENERATES 80% OF THE RESULTS With the Pareto chart we are identifying the “vital few” from the “trivial many”. 80% of customer complaints arise from 20% of your products 80% of delays arise from 20% of the possible causes of delays 20% of your products/services account for 80% of your profit 20% of your sales force produces 80% of your company revenues 20% of system defects cause 80% of its problems
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PARETO CHART EXAMPLE Note – this is Pareto chart is constructed based one dimension (factor) only --- defect frequency If you added cost, this could change things --- if a Dirt Defect cost $10 (=65 X $10 = $650) and a Sag Defect cost $100 (=21 X $100 = $2100), Sag would have the highest priority. You need to add common sense when deciding your final priorities ---- but again, these tools are used to assist with the decision making process (or problem solving process)
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CONTROL CHARTS What: A statistical graphical representation used to study how a process changes over time Purpose: To distinguish between variation in a process resulting from common causes, and variation resulting from special causes. Data are plotted in time order. Graphs include a central average line, a upper control limit line and a lower control limit line determined from historical data. It is a graphic display of process stability (or instability) over time. It displays data in the time sequence in which it occurred. Can be used to make judgments on the process performance over a certain time period It provides a common language for discussing process performance It can assess the effectiveness of changes to improve a process.
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Recognizing out of control conditions
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“Out of Control” - TEST A single point outside the control limits. - TEST Two out of three successive points are on the same side of the centerline and farther than 2 σ from it. - TEST Four out of five successive points are on the same side of the centerline and farther than 1 σ from it. - TEST A run of eight in a row are on the same side of the centerline. Or 10 out of 11, 12 out of 14 or 16 out of 20. - AND Obvious consistent or persistent patterns that suggest something unusual about your data and your process.
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Types of Control Charts
Variable (continuous data – measureable) X-bar Chart (average) R chart (range) s chart (deviation) X chart (single data point – individual) Moving range chart XmR (individual with moving range) Attribute (discrete data – count) p chart (percentage of defective units) np chart (number of defective units) c chart (number of defects per unit) u chart (average number of defects per unit) Any one who has CQT training will have been introduced to the various types of control charts Further training in control charts is outside the scope of this presentation. But there are guidelines for helping the practitioner determine which particular chart to use. --- see next slide
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WHICH CONTROL CHART DO I USE?
As I mentioned, this is the one tool that requires a bit more training, but any one CQT training would have been introduced to the various types of control charts. But here is a control chart decision tree. The charts most commonly used for variables data are the x -chart and the R-chart (range chart). The x -chart is used to monitor the centering of the process, and the R-chart is used to monitor the variation in the process Further information about control charts will require further training and is outside the scope of this presentation.
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OTHER TOOLS 5 WHYs (previously mentioned) Brainstorming Time Line
Fault Tree Analysis Process Analysis
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WHY ? WHY ? WHY ? WHY ? WHY ?
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5 WHY’S – an example Problem --- Why is memorial A deteriorating faster than the other memorials? Why? –washed more frequently Why? –more bird droppings Why? –birds attracted to monument Why? –more fat spiders around it Why? –more tiny insects during evening hours Why? –illumination attracts more insect Solution Illuminate an hour later in evening
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MULTIPLE POTENTIAL ROOT CAUSES
5 WHYs Process Best Practice PROBLEM PROBLEM WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? ROOT CAUSE MULTIPLE POTENTIAL ROOT CAUSES
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BRAINSTORMING Self-explainatory Can be done individually or as a group
BIGGEST ISSUE --- documentation of brainstorming event Methods --- document it (take a picture if using a white board) Categorize your ideas (anything goes) Who can think of a brainstorming method already mentioned? Ans: FISHBONE
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Brainstorming Can be performed by an individual or a group
Classic Example – write down anything that comes to mind Ask questions – 5 Whys Categorize – Fishbone Many others
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TIME LINE A presentation of a chronological sequence of events along a drawn line that enables the reader to quickly understand relationships relating to, or limited by, time Lines are usually drawn from left to right or top to bottom Example --- murder mysteries, time line of events before and up to the time of death Who stole my cookie?
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FAULT TREE ANALYSIS (FTA)
WHAT A graphic representation of the major faults or critical failures associated with a product, the causes for the faults, and potential countermeasures. WHY It helps to identify areas of concern for new product design or for improvements of existing products. It helps to identify corrective actions to correct or mitigate problems.
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FAULT TREE
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FTA – When to use? Designing new products/services
Dealing with identified problems in existing products/services To optimize process features and goals To design for critical factors and human error To help identify root causes of trouble To design remedies and countermeasures
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FAULT TREE Select a component for analysis – draw a box at the top of the diagram and list the component inside Identify critical failures or faults – using failure mode and effect analysis is a good way to identify faults during quality planning. For quality improvements, faults may be identified through Brainstorming or as the output of Cause and Effect Analysis (fishbone) Identify causes for each fault – List all applicable causes for the faults in ovals below the fault. Connect the ovals to the appropriate fault box Work toward a root cause – continue identifying causes for each fault until you reach a root or controllable cause (e.g. 5 whys) Identify countermeasures for each root cause – use brainstorming or a modified version of Force Field Analysis to develop action s to counteract the root cause of each critical failure. Create boxes for each countermeasure, draw boxes below the appropriate root cause, and link the countermeasure to the cause.
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PROCESS ANALYSIS An operation (e.g. business) is composed of processes designed to add value by transforming inputs into useful outputs. Processes can have a significant impact on the performance of a business and process improvements can improve competitiveness. A process analysis is performed when the process (as a whole or as a part) needs to be better understood.
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Process Analysis Processes are analyzed to better understand their:
Activities Relationships Values of relevant metrics Process analysis generally involves the following tasks: Defining process boundaries (input/output) Process flow diagram Determining capacity of each step of process Identifying limiting step(s) Using analysis to make business decisions and improvements
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Process Analysis – Performance Measurements -
Process Capacity Capacity Utilization Throughput rate Throughput time Process time Idle time Work In Process Set-up time Direct Labour Content Direct Labour Utilization List not all inclusive
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DANGER WIL ROBINSON! We need to have an understanding of how we can influence the outcome of our investigations.
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WHY DO TECHNIQUES FAIL? Problem solvers might question themselves
Am I using the tool correctly? Is there a misconception in using the tools to find the root cause of problems? Is there another technique to help me go beyond the basic cause and effect analysis and get better results when investigating issues?
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COMMON “DANGERS” Only tool Confirmation Bias
Unable to go beyond current knowledge Human Factors Single Cause
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COMMON “DANGERS” – Only Tool -
Many believe cause and effect analysis is the only, or preferred method to find root causes Avoid this misconception You CAN modify approaches, and use other tools alone or in combination
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COMMON “DANGERS” - Confirmation Bias -
People hypothesize a familiar pattern (answer), and tend to look for information to confirm their conclusion (bias). People tend to jump to conclusions before all the data is collected and analyzed People may subconsciously disregard evidence that counters their conclusion – or requires more resources to investigate.
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COMMON “DANAGERS” - Current Knowledge -
Sometimes it is difficult for people to analyze problems beyond their current knowledge and try to make the problem fit inside their understanding of the issue. Problem solvers must have knowledge of all possible causes to be able to reach an accurate conclusion.
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COMMON “DANGERS” - Human Factors -
Generally human performance causes most problems, but most problem solvers have no formal training in the science of human error and human performance. Lack of… Communication, Knowledge, Teamwork, Resources, Assertiveness, and Lack of Awareness, Also… Complacency, Distraction, Fatigue, Pressure, Stress, and Norms Cookie Cutter Approach Tendency to play the blame game Blame it on either human error or lack of training or insufficient training
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COMMON “DANGERS” - Single Cause -
Root cause analysis stops once a single cause is found Just like accidents, major problems are usually the result of a sequence of events containing multiple causal factors. Single causal chain misconception leads to missed opportunities to improve performance
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COMMON “DANGERS” - Others -
Improper use of deductive reasoning Lack of practical training / opportunity to use Difficulty in trending results Tunnel vision Fuzzy haze When the brain automatically fills in the missing information when is perceives something, sometimes leading to misperceptions Results not repeatable Results vary based on the analysis
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A monument on top of Blockhouse hill in Lunenburg.
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- What would you do differently? -
Problem --- Why is memorial A deteriorating fasters than the other memorials? Why? –washed more frequently Why? –more bird droppings Why? –birds attracted to monument Why? –more fat spiders around it Why? –more tiny insects during evening hours Why? –illumination attracts more insect Solution Illuminate an hour later in evening Group Activity Suggest --- first question might be to ask “WHAT HAS CHANGED” and then ask WHY Where did the initial idea come from? Maybe someone involved already had an idea that “bugs, birds and washing” was causing the deterioration. What other important factors did they miss? monument material selection and installation of lighting – was it always lit selection of cleaning materials changes in bird habitats and feeding to roosting patterns There are many other possible factors, but this list presents a few possibilities to demonstrate what could be missed without fully understanding the sequence of events before drawing a conclusion
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COMMON “DANGERS” - Deteriorating Monument -
There are many possible factors, and our list presents a few possibilities to demonstrate what could be missed without fully understanding the sequence of events before drawing conclusions. Missing potential alternative can waste efforts when fixing phantom problems or pushing problems from one area to another.
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COMMON “DANGERS” - Deteriorating Monument -
SOMETHING TO PONDER… The solution of turning the lights on one hour later in the evening reduced deterioration by 90% BUT REMEMBER… Correlation does NOT prove causation
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COMMON “DANGERS” - Deteriorating Monument -
Was reduction really due to change in lighting schedule or were there other factors not accounted for… Aware of deterioration, cleaners were more careful? Did a weather change shift insect behaviour? Are deterioration measurements accurate? Did lighting change shift problem to another monument?
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FOR YOUR INFORMATION
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FYI 7 NEW QUALITY TOOLS for…
Innovating Communicating Planning Tools Affinity diagrams (for brain storming) Arrow diagrams (can be simple or used with CPM & PERT) Matrix data analysis Matrix diagrams Program decision program charts Relationship diagrams Tree diagrams
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FYI: QMS MATURITY LEVELS AND QUALITY TOOLS
Low Most Useful Tools: Seven basic tools Audits Cost of quality (COQ) Statistical process control (SPC) Description: There is no formal quality system, or if one exists, it is not practiced on a daily basis. Customer complaints and other external failure costs are high. The quality dept is held responsible for quality. There is little or no formal continuous improvement that involves people who actually carry out the work processes.
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FYI: QMS MATURITY LEVELS AND QUALITY TOOLS
Medium Most Useful Tools: Creativity tools Customer surveys Failure mode and effects analysis (FMEA) Benchmarking Design of experiments (DOE) Description: External failure costs have been lowered, but these is still a high rate of internal failures. Each dept accepts it role in the quality management system, and improvement projects involving employees are frequent.
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FYI: QMS MATURITY LEVELS AND QUALITY TOOLS
High Most Useful Tools: Seven management tools Employee surveys Quality function deployment Description: Management systems for areas such as quality, safety, environment and finance are seamlessly integrated and driven by the organizational strategy. All depts and work processes monitor their own performances and implement daily improvement aligned with strategic direction.
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POP QUIZ EVERYONE
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QUALITY TOOLBOX SUMMARY
The 7 Quality Tools are…
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QUALITY TOOLBOX SUMMARY
These are TOOLS, and not the only tools They can be used alone or in combination They can be used by the individual and groups Generally, they do not require mastership to be used And remember to “Document” them photos work great
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7 QUALITY TOOLS QUESTIONS?
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Disclaimer: All of the information provided in this presentation was obtained from various internet webpages.
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