5. Quality Management History “ On the assembly line at the Ford Motor Company in 1923, most of the workers producing Model T’s were immigrants and could not speak English. Many were also illiterate. Workers learned their trade by modeling the actions of other workers. They were unable to plan, problem-solve, and make decisions. As a result, the Taylor scientific school of management flourished, and MBAs and industrial engineers were invented to do this work. Today, however, the workforce is educated. Workers know what is needed to improve their jobs, and companies that do not tap into this significant source of knowledge will truly be at a competitive disadvantage.” Joseph M. Juran (1991) SHAILENDRA DAF
6. Quality Management History “ Knowledge-worker productivity is the biggest of the 21st-century management challenges. In the developed countries, it is their first survival requirement . In no other way can the developed countries hope to maintain themselves, let alone to maintain their leadership and their standards of living.” Peter F. Drucker (1999) SHAILENDRA DAF
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12. Baldrige Award Criteria Framework Information, Analysis, and Knowledge Management SHAILENDRA DAF Organizational Profile: Environment, Relationships, and Challenges 1 Leadership 2 Strategic Planning 3 Customer and Market Focus 5 Human Resource Development & Management 7 Business Results 6 Process Management
13. Malcolm Baldrige National Quality Award (2004) 1.0 Leadership (120 points) 2.0 Strategic Planning (85 points) 3.0 Customer and Market Focus (85 points) 4.0 Information and Analysis (90 points) 5.0 Human Resource Focus (85 Points) 6.0 Process Management (85 points) 7.0 Business Results (450 points) SHAILENDRA DAF
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20. ISO 9000 versus the Baldrige Award SHAILENDRA DAF Baldrige ISO 9000 QS 9000
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24. COPQ Projections $ Appraisal Costs External Failure Costs Internal Failure Costs Prevention Costs $ Saved Total Cost Using a COPQ System Total Cost Without Using A COPQ System Months SHAILENDRA DAF
25. Process Flow Chart No, Continue… Buffer:Material Received from Supplier Inspect Material for Defects Defects found? Return to Supplier for Credit Yes Can be used to find quality problems. SHAILENDRA DAF
36. Customer Survey SHAILENDRA DAF Worst Best Are We On Time? 5 4 3 2 1 Are We Courteous? 5 4 3 2 1 Does The Product Work? 5 4 3 2 1 Is It Cost Effective? 5 4 3 2 1 Overall Rating? General Comments: 5 4 3 2 1
40. Phase 1: Internal Kickbacks To Be Remanufac-tured Equipment Tear Down And Wash Remanu- facture Reassembly Final Clean-up QA Unit Not OK SHAILENDRA DAF
41. Five Most Common Reasons For Returns From QA January-May (61 units) SHAILENDRA DAF
42. Reasons for Returns from QA - Weighted Average Weighted Avg. = % Occurring X Defect Cost (0-10, Based on Time to Repair) SHAILENDRA DAF
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45. PDCA Cycle (Deming Wheel) SHAILENDRA DAF 1. Plan a change aimed at improvement. 1. Plan 2. Execute the change. 2. Do 3. Study the results; did it work? 3. Check 4. Institutionalize the change or abandon or do it again. 4. Act
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47. Six Sigma DMAIC Process Measure Control Define Analyze Improve Define: Define who your customers are, and what their requirements are for your products and services – Their expectations. Define your team goals, project boundaries, what you will focus on and what you won’t. Define the process you are striving to improve by mapping the process. SHAILENDRA DAF
48. Six Sigma DMAIC Process Measure Control Define Analyze Improve Measure: Eliminate guesswork and assumptions about what customers need and expect and how well processes are working. Collect data from many sources to determine speed in responding to customer requests, defect types and how frequently they occur, client feedback on how processes fit their needs, how clients rate us over time, etc. The data collection may suggest Charter revision. SHAILENDRA DAF
49. Six Sigma DMAIC Process Measure Control Define Analyze Improve Analyze: Grounded in the context of the customer and competitive environment, analyze is used to organize data and look for process problems and opportunities. This step helps to identify gaps between current and goal performance, prioritize opportunities to improve, identify sources of variation and root causes of problems in the process. SHAILENDRA DAF
50. Six Sigma DMAIC Process Measure Control Define Analyze Improve Improve: Generate both obvious and creative solutions to fix and prevent problems. Finding creative solutions by correcting root causes requires innovation, technology and discipline. SHAILENDRA DAF
51. Six Sigma DMAIC Process Measure Control Define Analyze Improve Control: Insure that the process improvements, once implemented, will “hold the gains” rather than revert to the same problems again. Various control tools such as statistical process control can be used. Other tools such as procedure documentation helps institutionalize the improvement. SHAILENDRA DAF
52. Six Sigma DMADV Process Measure Validate Define Analyze Design Design: Develop detailed design for new process. Determine and evaluate enabling elements. Create control and testing plan for new design. Use tools such as simulation, benchmarking, DOE, Quality Function Deployment (QFD), FMECA analysis, and cost/benefit analysis. SHAILENDRA DAF
53. Six Sigma DMADV Process Measure Validate Define Analyze Design Validate: Test detailed design with a pilot implementation. If successful, develop and execute a full-scale implementation. Tools in this step include: planning tools, flowcharts/other process management techniques, and work documentation. SHAILENDRA DAF
Notas del editor
Process Improvement 1980’s Long Range Encompasses entire organization
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Design Quality - inherent value of the product in the marketplace - - - performance features etc. (Lexus versus Toyota) Conformance Quality - the degree to which the product or service design specifications are met. Quality at the source.
Process Improvement Not necessarily in the same industry for example Xerox using L.L. Bean for order entry Granite Rock and Dominoes Pizza
Process Improvement 1 2 PLAN 5 7 DO 3 6 4 ANALYSIS
Process Improvement
Process Improvement
Process Improvement
Process Improvement
Process Improvement 9000 - Principal concepts of Quality Assurance Guidelines for use 9004 - System Auditing Implementation Guidelines 9001 - Highest Level 9002 - Next Level 9003 - Assure quality of output
Process Improvement
Process Improvement ISO first
Process Improvement Baldrige goes way beyond ISO
Process Improvement Appraisal costs: Cost of measuring quality of product Inspecting and testing Prevention costs: Quality Planning - Cause finding Internal failure costs: Scrap Rework External failure costs: Warranty and Liability
Process Improvement Appraisal costs: Cost of measuring quality of product Inspecting and testing Prevention costs: Quality Planning - Cause finding Internal failure costs: Scrap Rework External failure costs: Warranty and Liability
Process Improvement These are ways to analyze Data & the process
Process Improvement
Process Improvement Can be used to identify when equipment or processes are not behaving according to specifications.
Process Improvement Can be used to identify the frequency of quality defect occurrence and display quality performance.
Process Improvement Can be used to illustrate the relationships between quality behavior and training.
Process Improvement Can be used to keep track of defects or used to make sure people collect data in a correct manner.
Process Improvement Ishikawa Fishbone Can be used to systematically track backwards to find a possible cause of a quality problem (or effect).
Process Improvement Can be used to monitor ongoing production process quality and quality conformance to stated standards of quality.
Process Improvement organized boarding Ample leg room 17. Quick/friendly airport check-in Good quality meals 18. Self-service baggage trolleys Prompt reservation service 19. On-time arrival Friendly/efficient cabin crew 20. Provision of pillows/rugs Clean and tidy cabin 21. Assistance with customs/immigration Comfortable cabin temp/humidity 22. On-time departures