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Chapter 171 Stabilizing the Quality System Chapter 17 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by.

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Presentation on theme: "Chapter 171 Stabilizing the Quality System Chapter 17 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by."— Presentation transcript:

1 Chapter 171 Stabilizing the Quality System Chapter 17 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by John Wiley & Sons, Inc., 1999 Prepared by Dr. Tomi Wahlström, University of Southern Colorado

2 Chapter 172 Introduction l The three stages of successful quality management are stabilization, improvement, and innovation l Process stabilization and product control are closely related topics l The same data can be used to stabilize the quality system and make it less error-prone

3 Chapter 173 Stabilizing Through Process Documentation l In addition to the basic ISO 9000 series, other ISO standards can assist in documenting processes ISO 9000-3, which applies to software ISO 9000-4, which applies to program management ISO 9004-2, which applies to service

4 Chapter 174 Work Documentation Tools l Work structure Work structure chart (also called a work- breakdown chart) Organizational chart is a good example l Work function Input-process-output diagram can be used to document the process from a functional view l Work flow (flowcharts) Help us understand the process

5 Chapter 175 Work Documentation Tools l Work management Documentation should also include the process for managing work and include procedures for: Planning work Controlling work including quality control Reporting completed work l Bar charts Can be used to portray a work schedule

6 Chapter 176 Work Documentation Tools l Network Diagrams In the 50’s, two closely related tools evolved to overcome the deficiencies of bar charts: CPM (Critical Path Method) PERT (Project Evaluation and Review Technique) Combination of these two evolved into network technique Can be used to schedule the tasks to be performed by the group of workers so that the total operation is completed in the shortest possible time

7 Chapter 177 Stabilizing Through Standards l Standards are requirements for products and processes l The purpose of a standard is to reduce the variability of products and processes l Standards must be managed A viable way to manage them is to form a standards committee that is responsible for establishing standards

8 Chapter 178 Stabilizing Process Operation l In addition to having a well- documented process for accomplishing work, it is necessary to assure that work is carried out correctly l Necessary instructions, information, equipment, and tools must be available l Important task of management is to provide conditions and incentives

9 Chapter 179 Stabilizing Through Quality Control l Quality control helps stabilize the process output by catching products that are faulty so that they can be scrapped or improved to meet the requirements, thereby making the output more consistent l For effective control of quality, an organization must understand how to design and operate a control system

10 Chapter 1710 Stabilizing Through Quality Control l Views of evaluation and control Viewed as a technical system, the concern is with methods and procedures, tools and techniques, and measurement Viewed as a social system, the concern is with the alignment of the control system with the basic beliefs of the organization, the power structure within the organization, and the feedback between control and personnel

11 Chapter 1711 Uses of Control Information l The information from product control system serves several purposes Identifying products that don’t meet requirements Monitor the production process and learn if it meets requirements or needs adjustment Defect information is used to study cause and effect and to improve the production process

12 Chapter 1712 Social Aspects of Quality Control l Evaluation and subjectivity Evaluation is subjective, especially in the service industry l Evaluation, politics, and special interests Organizational politics can influence evaluation in many ways leading to some people to conclude that evaluation is useless Evaluation is vulnerable to hijacking by strong interest groups

13 Chapter 1713 Responsibility for Quality Control l Who owns the quality control process? Workers? Managers? Or both? l Self-control of quality Juran and Gryna pointed out that this is possible only if People know what they are supposed to do They know what they actually do They are empowered to take corrective actions Operator vs. management controllable defect

14 Chapter 1714 Responsibility for Quality Control l Joint control Product checked by both self- control and by inspectors l Team control product control assigned to one team of workers

15 Chapter 1715 Establishing a Quality Control System l Social steps Difficult part of establishing a quality control system is dealing with people Building a control system is people- intensive l Technical steps Determine requirements for the control system Create the control system

16 Chapter 1716 Stabilizing Through Process Evaluation l Process evaluation is an ongoing effort It helps us determine if a process is stable l Process evaluation is an essential prerequisite to process stabilization and improvement If you don’t know where you are, it is very difficult to get to where you want to be

17 Chapter 1717 Surveys l Survey is a study of a process or product, usually conducted by asking people a series of questions l Surveys are conducted in two ways Census Sample survey l Surveys can be afflicted with many problems

18 Chapter 1718 Quality Reviews l Quality review is a formal study done to assess the status of a quality system within an organizational unit It generally has these characteristics: Authorized Formal Scheduled Purpose Objective

19 Chapter 1719 Process Reviews l Process review is a review of the quality status of a process authorized by the process owner l The review is conducted to identify problems and establish a baseline from which improvement objectives can be established and improvements measured

20 Chapter 1720 Questions?

21 Chapter 1721 Copyright© 1999 John Wiley & Sons Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the permission department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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