Quality Improvement

Prof. Rushen Chahal

Prof. Rushen Chahal

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Traditional Economic Model of Quality of Conformance

Total cost

Cost due to nonconformance

Cost of quality assurance

100% optimal level of quality

Prof. Rushen Chahal

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Modern Economic Model of Quality of Conformance

Total cost Cost due to nonconformance

Cost of quality assurance 100%

Prof. Rushen Chahal

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Problem Solving
Problem: any deviation between what should be and what is that is important enough to need correcting
Structured Semistructured Ill-structured

Problem Solving: the activity associated with changing the state of what is to what should be
Prof. Rushen Chahal

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Quality Problem Types

1. Conformance problems 2. Unstructured performance problems 3. Efficiency problems 4. Product design problems 5. Process design problems
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Prof. Rushen Chahal

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Problem Solving Process

1. Redefining and analyzing the problem 2. Generating ideas 3. Evaluating and selecting ideas 1. Implementing ideas

Prof. Rushen Chahal

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The Deming Cycle

Act Study

Plan Do

Prof. Rushen Chahal

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Jurans Improvement Program

Proof of the need Project identification Organization for breakthrough Diagnostic journey Remedial journey Holding the gains
Prof. Rushen Chahal

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Bethesda Hospital Model

Start Review current situation Describe process no Check Explore cause theories Collect and analyze data Improvement? yes no Improvement? yes Act Generate solutions Plan

Do

Prof. Rushen Chahal

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Crosby Quality Improvement Program

1. Management commitment 2. Quality improvement team 3. Quality measurement 4. Cost of quality evaluation 5. Quality awareness 6. Corrective action 7. Zero defect committee 8. Supervisor training 9. Zero defects day 10. Goal setting 11. Error cause removal 12. Recognition 13. Quality councils 14. Do it over again
Prof. Rushen Chahal

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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
Prof. Rushen Chahal

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Six-Sigma Quality
Ensuring that process variation is half the design tolerance (Cp = 2.0) while allowing the mean to shift as much as 1.5 standard deviations.

Prof. Rushen Chahal

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Six-Sigma Metrics
Defects per unit (DPU) = number of defects discovered z number of units produced Defects per million opportunities (dpmo) = DPU v 1,000,000 z opportunities for error

Prof. Rushen Chahal

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k-Sigma Quality Levels

Six sigma results in at most 3.4 defects per million opportunities

Prof. Rushen Chahal

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Six-Sigma Implementation
1. Emphasize dpmo as a standard metric 2. Provide extensive training 3. Focus on on corporate sponsor support 4. Create qualified process improvement experts 5. Ensure identification of appropriate metrics 6. Set stretch objectives 15
Prof. Rushen Chahal

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GEs Six-Sigma Problem Solving Approach

1. 2. 3. 4. 5. Define Measure Analyze Improve Control
Prof. Rushen Chahal

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Tools for Six-Sigma and Quality Improvement

Elementary statistics Advanced statistics Product design and reliability Measurement Process control Process improvement Implementation and teamwork
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The Seven QC Tools

1. 2. 3. 4. 5. 6. 7. Flowcharts Check sheets Histograms Cause-and-effect diagrams Pareto diagrams Scatter diagrams Control charts
Prof. Rushen Chahal

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Flowcharts
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
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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
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Prof. Rushen Chahal

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

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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

Prof. Rushen Chahal

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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?
Prof. Rushen Chahal

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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
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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 * *
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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
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Poka-Yoke Examples
(from John Grouts Poka-Yoke Page)

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