The current SPC Clause requires the contractor to use SPC as a process-monitoring methodology.

SPC will be only one kind of process monitoring methodology, and only specific characteristics will be identified for process analysis, monitoring, and control. Statistical methods are the preferred methodology for process monitoring.

Performance tracking charts, such as hour-by-hour production-tracking charts, are among the most commonly seen visual process monitoring tools in lean production areas.

Process Control is the active changing of the process based on the results of process monitoring. Once the process monitoring tools have detected an out-of-control situation, the person responsible for the process makes a change to bring the process back into control. Out-of-control Action Plans (OCAPS) detail the action to be taken once an out-of-control situation is detected. A specific flowchart, that leads the process engineer through the corrective procedure, may be provided for each unique process. Advanced Process Control Loops are automated changes to the process that are programmed to correct for the size of the out-of-control measurement.

Define Six Sigma Problem Solving Method? Define - improvement opportunity with an emphasis on increasing customer satisfaction. Measure - determine process capability (Cp/ Cpk) & dpmo (defects per million opportunities). Analyze - identify the vital few process input variables that affect key product output variables (Finding the knobs). Improve - Make changes to process settings, redesign processes, etc. to reduce the number of defects of key output variables. Control - Implement process control plans, install real-time process monitoring tools, standardize processes to maintain levels.

Communication is a key component of the quality approach, encouraging organizations to continuously improve their methods and the products and services delivered to customers.

Not only must the profession itself adapt, but the quality

leader must also change to become a more strategic thinker, skilled in new competencies to address these challenges. To be sure, the quality professional today must get beyond the tools and become engaged in what is strategically important to the business, says Hertz.

Quality leaders today must:

Be a catalyst for change Facilitate change management Adopt new skills such as:
Understanding how all pieces and processes fit together
(Cycle time to improvement; overall systems thinking.)

Ensuring that business planning is tied to the companys

bottom line

In practice, the notion of leadership can be as elusive as the notion of quality itself. Most definitions of leadership reflect an assortment of behaviors, for example: Vision that stimulates hope and mission that transforms hope into reality; Radical servant hood that saturates the organization; Stewardship that shepherds its resources; Integration that drives its economy; The courage to sacrifice personal or team goals for the greater community good; Communication that coordinates its efforts; Consensus that drives unity of purpose; Empowerment that grants permission to make mistakes, encourages the honesty to admit them, and gives the opportunity to learn from them; and Conviction that provides the stamina to continually strive toward business excellence. Although true leadership applies to everyone in an organization we generally think of executive leadership, which focuses on the roles of senior managers in guiding an organization to fulfill its mission and meet its goals, when we use the term. Why is leadership so important to quality? Leaders establish plans and goals for the organization. If the plans and goals d not include quality or, worse yet, are antithetical to quality, the quality effort will die. Leaders help to shape the culture of the organization through key decisions and symbolic actions. If they help to shape a culture that puts convenience or short-term benefits ahead of quality, it will die. Leadership distributes resources. If resources are showered on programs that cut short-term costs while quality is starved for resources, quality will die. This list could go on. Virtually everything that an

organization needs to succeed in meeting its customers expectations goals, plans, culture, resources can either be helped or hurt by leaders. With this in mind, let us examine in more detail the roles that leaders play in a total quality company.

Empower managers :
shares in the work; works with others in planning; always looks ahead; empowers those that work for him; reviews work and suggests improvements; pushes those who work for him to step forward; encourages creativity; looks to solve the issues and not place blame; looks to do the right thing; manages time; and motivated by confidence and trust.

We need to set a standard for our procedures.