1. Traditional Economic Model of Quality of Conformance
Total cost
Cost due to nonconformance
Cost of quality assurance
100%
“optimal level” of quality

2. Modern Economic Model of Quality of Conformance
Total cost
Cost due to nonconformance
Cost of quality assurance
100%

3. Problem Solving Process
Redefining and analyzing the problem
Generating ideas
Evaluating and
selecting ideas
4. Implementing ideas

4. The Deming (Shewhart) Cycle
Act
Plan
Study Do

5. PDSA Cycle (1 of 3)
PLAN
Select a Problem
Understand and analyze the present situation
Identify appropriate countermeasures

6. PDSA Cycle (2 of 3) DO
Set the countermeasures in action (i.e., conduct a trial run)
STUDY
Study the effectiveness of countermeasures

7. PDSA Cycle (3 of 3) ACT Revise standard operating procedures
Train affected employees
Establish a plan for future actions

8. Ways to Improve A Process (1of 2)
Reducing handoffs
Combining or eliminating steps
Performing steps in parallel rather than in serial order
Using technology

9. Ways to Improve A Process (2 of 2)
Involving key people early
Creating more consistent inputs
Eliminating waste
Correcting inadequate measures or adding new measures to a process

10. Creative Problem Solving
Mess Finding – identify symptoms
Fact Finding – gather data; operational definitions
Problem Finding – find the root cause
Idea Finding – brainstorming
Solution Finding – evaluate ideas and proposals
Implementation – make the solution work

11. The Seven QC Tools Flowchart Run chart/Control chart Check sheet
Pareto diagram
Histogram
Cause-and-effect diagram
Scatter diagram

12. Flowchart
Shows unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification may be possible
Compares and contrasts actual versus ideal flow of a process
Allows a team to reach agreement on process steps and identify activities that may impact performance
Serves as a training tool

13. Run Chart
Monitors performance of one or more processes over time to detect trends, shifts, or cycles
Allows a team to compare performance before and after implementation of a solution to measure its impact
Focuses attention on truly vital changes in the process
* * *
* * *

14. Control Chart
Focuses attention on detecting and monitoring process variation over time
Distinguishes special from common causes of variation
Serves as a tool for on-going control
Provides a common language for discussion process performance
* * *
* * *

15. Check Sheet Creates easy-to-understand data
Builds, with each observation, a clearer picture of the facts
Forces agreement on the definition of each condition or event of interest
Makes patterns in the data become
obvious quickly xx
xxxxxx x

16. Pareto Diagram
Helps a team focus on causes that have the greatest impact
Displays the relative importance of problems in a simple visual format
Helps prevent “shifting the problem” where the solution removes some causes but worsens others

17. Histogram
Displays large amounts of data that are difficult to interpret in tabular form
Shows centering, variation, and shape
Illustrates the underlying distribution of the data
Provides useful information for predicting future performance
Helps to answer the question “Is the process capable of meeting requirements?

18. Cause and Effect Diagram
Enables a team to focus on the content of a problem, not on the history of the problem or differing personal interests of team members
Creates a snapshot of collective knowledge and consensus of a team; builds support for solutions
Focuses the team on causes, not symptoms
Effect
Cause

19. Scatter Diagram
Supplies the data to confirm a hypothesis that two variables are related
Provides both a visual and statistical means to test the strength of a relationship
Provides a good follow-up to cause and effect diagrams *
* *
* *

20. Tools for Problem Solving
Problem Solving Step Principal Tools
Understanding the mess ……. Flowcharts, run charts,
control charts
Finding facts …………………. Check sheets
Identifying problems ………... Pareto diagrams,
histograms
Generating ideas ……………. Cause and effect diagrams
Developing solutions ……….. Scatter diagrams
Implementation ……………... The 7 Management and
Planning tools

21. Poka-Yoke (Mistake-Proofing)
An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions