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Total Quality Management (TQM) or Continuous Quality Improvement (CQI) ISO 9000 Baldrige Criteria Six Sigma
ISO 9000
International standards concerned with ensuring that organizations maintain consistently high levels of quality Five sections:
Quality management system Management responsibility Resource management Measurement, analysis, and improvement Product realization
Baldrige Criteria
Award established to recognize organizations for their achievements in quality and to raise awareness about the importance of quality Seven categories:
Measurement, analysis, and knowledge management Human resource focus Process management Results
Six Sigma
Philosophy
Eliminate defects through prevention and process improvement Team-based approach to process improvement using the DMAIC cycle Quantitative and qualitative statistically based tools 3.4 defects per million opportunities (DPMO)
Methodology
Set of tools
Goal
Six Sigma
Culture
Leadership Training
DMAIC Process
Define Measure Analyze Improve Control
Control
Act
Define
Plan
Improve
Check
Do
Measure
Analyze
DMAIC Process
Define
Project team chooses a project on the basis of strategic objectives of the business and the needs or requirements of the customers of the process Characteristics of good projects:
Save or make money for the organization Produce measurable process outcomes Relate clearly to organizational strategy Are supported by the organization
DMAIC Process
Measure
INPUT
Key Process Input Variables (KPIV)
PROCESS
OUTPUT
Key Process Output Variables (KPOV)
CUSTOMERS
Critical to Quality (CTQ)
DMAIC Process
Analyze
Analyze collected data to determine the root causes Identify, evaluate, and implement the improvement solutions Put controls in place to ensure process improvement gains are maintained
Improve
Control
Check Sheet
Fishbone Diagram
Run Chart
15
20
25
30
35
40
45
15
20
25
30
35
40
45
W a it T im e ( m in u t e s )
W a it T im e ( m in u t e s )
Customer requirements
Relationship matrix
Competitive assessment
ec na r op m t I
Tools
Bar Graph Line Graph Pie Chart 5 Whys/ Root Cause FMEA Hypothesis Testing Regression Analysis DOE Control Chart Process Capability Simulation
M ea
x x
re A na ly Im ze pr ov e C on tr ol
in e
su
x x x x x x x
x x x x
x x
x x x x x
x x x
x x x x x x x x
ISO 9000
Guidelines for designing, manufacturing, selling, and servicing products. Selecting an ISO 9000 certified supplier provides some assurance that supplier follows accepted business practices in areas covered by the standard
Management Responsibility Quality System Contract Review Design Control Document and Data Control Purchasing Control of Customer Supplied Product Product Identification and Traceability Process Control Inspection and Testing
Control of Inspection, Measuring, and Test Equipment Inspection and Test Status Control of Nonconforming Product Corrective and Preventive Action Handling, Storage, Packaging, Preservation, and Delivery Internal Quality Audits Training Servicing Statistical Techniques
ISO 9000
Proponents claim that ISO 9000 is a general system for Quality Management In fact the application seems to involve
an excessive emphasis on Quality Assurance, and standardization of already existing systems with little attention to Quality Improvement
Bureaucratic, large scale Focus on satisfying auditors, not customers Certification is the goal; the job is done when certified Little emphasis on improvement The return on investment is not transparent Main driver is:
We need ISO 9000 to become a certified supplier, Not we need to be the best and most cost effective supplier to win our customers business
ISO 14000
Series of standards covering environmental management systems, environmental auditing, evaluation of environmental performance, environmental labeling, and life-cycle assessment. Intent is to help organizations improve their environmental performance through documentation control, operational control, control of records, training, statistical techniques, and corrective and preventive actions.
Alignment of customers, strategy, process and people Significant measurable business results Large scale deployment of advanced quality and statistical tools Data based, quantitative
*Adapted from Zinkgraf (1999), Sigma Breakthrough Technologies Inc., Austin, TX.
Keys to Success*
Set clear expectations for results
*Adapted from Zinkgraf (1999), Sigma Breakthrough Technologies Inc., Austin, TX.
Black Belts
Six Sigma practitioners who are employed by the company using the Six Sigma methodology
solving & statistical techniques through projects selected on business needs become recognised Black Belts after embarking on Six Sigma training programme and completion of at least two projects which have a significant impact on the bottom-line
In other words the Black Belt is -Empowered. -In the sense that it was always meant! -As the theroists have been saying for years!
Champions or enablers
High-level managers who champion Six Sigma projects they have direct support from an executive management committee orchestrate the work of Six Sigma Black Belts provide Black Belts with the necessary backing at the executive level
Further down the line - after initial Six Sigma implementation package
Green Belts
Provide assistance to Black Belts in Six Sigma projects Undergo only two weeks of statistical and problem solving training
Key traits
Knowledge of statistical techniques Ability to manage projects and reach closure High level of analytical skills Ability to train, facilitate and lead teams to success, soft skills