.

2. ISO 9002
The requirements and standards for an organization that does not offer design and development services.

3. ISO 9003

The requirements and standards for an organization whose processes do not include design control, processes control, purchasing, or servicing. This is the standard for those involved with the testing and inspection of final products and services compared to the specified requirements

methods e n v i r o n m e n t materials

manpower

problem

machinery

PDCA Cycle

To quote ken Blanchard from The heart of a leader, Managers should recognize that good performance, both their own and others, is a journey, not a destination. Every one learns from doing. It takes time and practice to achieve specific goals. Anything wort doing does not have to be done perfectly at first.

Flow chart
Are used to identify the detailed steps in a process and how these steps relate to another.

Check sheet
Is used to record the number of the occurrence during a given time frame.

 Comment Service slow Poor associate attitude

Week 1 11 1

Week 2 111 11 11111

Week 3 1 11 1111111

Week 4 11 1 111111

Associate unaware of 111111 standard (No training) Associate not empowered 11 Process flow Totals 11

1 11 13

11 1 13

1 11 12

Pareto chart
Is columnar graph that depicts cause of issues and their frequency of recurrence over a specified, standard time frame.

Run chart
Is used to monitor a process to determine how the result are changing over a long period of time.

Run/Control Chart
The Run Chart for poor customer service complaints is now converted into a Run/Control Chart. In this chart, the average number of weekly complaints is 9.7 and our target is a minimum of 40% fluctuation for forming our control limits. So, the process can be said to be out of control when the number of complaints exceeds 14 or is less than 6. These numbers call for possible process adjustment or change.

Force Field Analysis

Force Field Analysis is a technique developed by kurt lewin. It simply presents the driving forces that move a situation toward change, and restraining forces that block that movement and prevent change. Therefore, when there is no change, the restraining forces are equal to or greater than the driving forces for adjustment.

 -it shows the driving forces and restraining forces in deciding to make change. If the restraining forces are stronger than the combination of all the driving forces, the objective for a shift in process will not occur. -a force field analysis showing driving and restraining forces in deciding to make a change.

How can Force Field Analysis assist management or an Action Group Team or a Work Team in bringing about change?
-It compels individual to think in depth about all the positive factors and negative forces related to the desirable change, and it encourage creativity. -It promotes the use of in depth analysis and consideration of all the factors involved, and it brings personal agendas and paradigms to the surface. This is true for items on both sides of the ledger. -It provides a clear view of where the forces are as staring point. -to accomplish change or movement in the process we ned to strengthen the driving forces or reduce the restraining forces. Be careful, however. Strengthen the positive often has the unexpected outcome of strengthening the negative. Therefore, it is best to concentrate on the restraning forces to either diminish or eliminate them.

Transition from Tools to the SQPD Guide

-Another tool managers have available is a Strategic Quality Plan Development Guide (SQPD). -The SQPD Guide allows us to list our objective (the P in PDCA Cycle) Our plans for action (the D and A in the PDCA Cycle) -The impact of these actions on quality and the organizations proforma financial statements. -Each objectives listed in the Planning section of the PDCA Cycle is repeated in complete detail in the SQPD guide. -The bulk of the organizations strategic quality business plan is built around these objectives. -Each DO item is listed in each box of the SQPD Guide. -Therefore, the same objective could be listed a number of times if there is more than one DO item for that objective. The Do item becomes the Action plan. -Adjacent to each Action plan is listed the impact of that action on Cost, Revenue and Quality.

 -The tools presented in this chapter are simply yardsticks used to measure the effectiveness of our efforts. -Some additional quality measures may include number of mistakes or errors, delivery time, total quality costs and various customer satisfaction indexes. -Customer feedback could be measured in the form of comments about product quality, comments about service quality, comments about the quality of the experience, rating on quality relative to the competition and other metrics.

SUMMARY

 -In all cases it is important to measure what is meaningful, and what is defined as meaningful is based on our customers views of quality and the world. -it is important to share the findings and discoveries made from the use of the tools with the team members and others in the organization. -Findings can be shared by postingposting them on board in a central location, using them as discussion points in meetings, and printing them in associated newsletters. -Sharing keeps the team focused on the results and the progress toward the agreed upon, share goal.

Key terms
Brainstorming - technique designed to generate a large number of ideas, causes, and solutions through a process of total interaction. Cause and Effect Analysis The effect is the problem statement which was brainstormed and prioritized nominal group technique. The goal is to select the root cause that has the largest effect and solve/ address that cause. Cause and Effect Diagram a tool used to analyzed causes of variation; sometimes called fishbone diagram. Check Sheet Used to gather data in the problem or root cause. Consensus A decision or position reflecting the collective thinking of the team that all members participate in developing, understand fully, believe is workable, can live with, and will actively support. Driving forces move a situation toward change.

 Flow charts Used to get a more complete understanding of the process involved in providing present services; also describes how the various steps relate to one another and follow in a sequence. Force Field Analysis it simply presents the driving forces that move a situation toward change, and restraning forces that block that movement and prevent change. ISO 9000 International Organization for Standardization. These organization develops quality standards. Nominal Group Technique (NGT) used to give everyone the opportunity to equally voice their opinions and prioritize.

 One Half Plus One Method Used in the case where there are many items to prioritize. Pareto Chart Used to determine which problems to resolve in what order. Piggyback Input Build on the ides of others during brainstorming. Restraining Forces Block movement and prevent change. Run Chart Used to monitor a process to determine how the results are changing over a long period of time. Run/Control Chart Used to measure the long term effects of the root causes and present them graphically over a period of time that is meaningful to the possible resolution. Strategic Quality Plan Development (SQDP) Guide permits the listing of objectives, the plans for action, the impact of these action on quality and the organizations proforma financial statements. Structure Gives the organization more direction