5. Index
Quality Improvement
Deming’s PDCA Cycle
Six Sigma
Total Quality Management
Kaizen
Poka-Yoke
References
6. Defining Quality
Quality has many meanings:
a degree of excellence,
conformance with requirements,
the totality of characteristics of an entity that bear on
its ability to satisfy stated or implied needs,
fitness for use,
freedom from defects, imperfections or
contamination and delighting customers.
7. Defining Quality
Quality is not only about:
Complying with a specification;
Being the best;
Only producing a product that is ‘fit for the purpose’
9. Defining Quality
Dimensions of Quality
Performance
Aesthetics
Serviceability
Features
Reliability
Durability
Quality of
conformance
Fitness for use
How consistentlyHow consistently
and well a productand well a product
functionsfunctions
How consistentlyHow consistently
and well a productand well a product
functionsfunctions
The appearance ofThe appearance of
tangible productstangible products
(style, beauty)(style, beauty)
The appearance ofThe appearance of
tangible productstangible products
(style, beauty)(style, beauty)
Measures the ease ofMeasures the ease of
maintaining and/ormaintaining and/or
repairing the productrepairing the product
Measures the ease ofMeasures the ease of
maintaining and/ormaintaining and/or
repairing the productrepairing the product
Characteristics of aCharacteristics of a
product that differentiateproduct that differentiate
functionally similarfunctionally similar
productsproducts
Characteristics of aCharacteristics of a
product that differentiateproduct that differentiate
functionally similarfunctionally similar
productsproducts
The probability that theThe probability that the
product or service willproduct or service will
perform its intendedperform its intended
function for a specifiedfunction for a specified
length of timelength of time
The probability that theThe probability that the
product or service willproduct or service will
perform its intendedperform its intended
function for a specifiedfunction for a specified
length of timelength of time
The length of time aThe length of time a
productproduct functionsfunctions
The length of time aThe length of time a
productproduct functionsfunctionsA measure of how aA measure of how a
product meets itsproduct meets its
specificationspecification
A measure of how aA measure of how a
product meets itsproduct meets its
specificationspecificationThe suitability ofThe suitability of
the product forthe product for
carrying out itscarrying out its
The suitability ofThe suitability of
the product forthe product for
carrying out itscarrying out its
advertised functionadvertised function
10. Why is Quality Cost Important?
Research indicates that
2/3rd of the quality costs may be reduced of their
present level, within 3 years, by the commitment
of the organization to a process of continuous
improvement and company-wide quality improvement
It helps the organization to evaluate the effectiveness
and results of its quality programs in real terms and
also helps in cost-benefit analysis for future investments
in quality programs
11. Cost of Quality (CoQ)
COST
OF
QUALITY
Expenditure in Defect
Appraisals activities
Losses due to
Internal & External
failure
Expenditure in Defect
Prevention activities
+
+
12. Cost of Quality (CoQ)
Categories
Cost of Conformance Cost of Non-Conformance
(Cost of Poor Quality)
PREVENTION COST
The cost of any action taken to
investigate, prevent or reduce
the risk of a non-conformity.
INTERNAL FAILURE COST
Cost incurred when products
and services do not conform
to specifications.
APPRAISAL COST
The costs associated with
measuring, checking, or
evaluating products or services
to assure conformance to
quality requirements.
EXTERNAL FAILURE COST
The costs arising after delivery
of product or service to the
customer due to non-
conformities or defects.
13. Cost of Quality (CoQ)
Examples
PREVENTION COST
- Training cost
- Quality planning cost
- Quality system design cost
- Quality audit cost
- Quality improvement projects
APPRAISAL COST
- Inspection & test cost
- Calibration cost
- Laboratory expenses
- product/process audits,
etc.
INTERNAL FAILURE COST
- Rejection cost
- Rework/Repair cost
- Loss due to down grading
- Re-testing costs,
etc.
EXTERNAL FAILURE COST
- Warrantee Expenses
- Claims
- Returns/Replacements
- Complaints handling,
etc.
14. Cost of Quality Facts
Price of Non-Conformance (PONC)
All expenses involved in doing things wrong.
Represents:
20% of sales in Manufacturing.
30% of operating costs in Service companies.
Price of Conformance (POC)
What is necessary to spend to make things right which
includes quality functions, prevention effort, quality
education.
Represents:
3-4% of sales.
15. Cost of Quality Facts
Size of Quality Cost Elements
Preventive
1%
Appraisal
4-6%
Internal
Failure
10-12%
External
Failure
10-15%
Qualitycostsin%ofsales
The total quality
costs 25-35 %
of turnover.
16. Costs of Defects?
Does it cost more to make processes better ? NO
Making processes better leads to reduced
Rework
Scrap
Warranty Cost
Inspection Cost
17. Many think that quality costs money and
adversely affects profits. But these costs
are the costs of doing it wrong first time .
Quality in the long run results in
increased profitability.
FOR EXAMPLE IF WE DESIGN THE
PRODUCT RIGHT FIRST TIME, BUILD IT
RIGHT FIRST TIME - WE SAVE ALL THE
COSTS OF REDESIGN, REWORK, SCRAP,
RESETTING, REPAIR, WARRANTY WORK
ETC.
Quality is Free
18. Effects of Non-Quality
Ariane 5 Failure
On 4th June1996, Ariane 5
exploded shortly after
start.
Loss: 500 Million. $
approx. for the rocket and
Freight (4 Satellites).
Development Costs 7
Million $ approx.
Reason for the Crash:
Breakdown of the Main Computer.
Software was derived of Ariane 4,
whereas the other Data from Ariane 5.
20. 1-10-100 Quality Rule (Example)
The 1-10-100 rule states that as a product or service moves
through the production system, the cost of correcting An
error multiplies by 10.
Activity Cost
Order entered correctly $ 1
Error detected in billing $ 10
Error detected by customer $ 100
Dissatisfied customer shares the experience with
others the costs is
$1000
21. Quality is Free
Quality Planning
Quality Control Quality Trilogy
Quality Improvement
22. Quality Planning
According to ISO 9000:2000 Quality Planning is:
“Art of quality management focused on setting
quality objectives and specifying necessary
operational processes and related resources
to fulfill quality objectives."
25. Quality Planning
Inputs
2) Organizational Process Assets
Describes the organization’s assets that may influence
how the project is managed.
This includes existing project plan templates,
policies, procedures, and guidelines.
The most evident organizational process asset is
the lessons learned documentation and historical
information from previous projects.
27. Quality Planning
Tools & Techniques
1) Cost-Benefit Analysis
An analysis of the cost effectiveness of different
alternatives in order to see whether the benefits
outweigh the costs.
Benefit Measurement Methods
1) Benefit/Cost Ratio (Favourable if >1)
2) Payback Period (Time needed for a firm to recover its
initial investment on a project)
3) Net Present Value (For long term projects, as it
considers the time value of money)
28. Quality Planning
Tools & Techniques
2) Benchmarking
A way to go backstage and watch another company's
performance from the wings, where all stage tricks and
hurried realignments are visible. (By, Juran)
29. Quality Planning
Benchmarking at XEROX
Invented the photocopier in 1959 and maintained a virtual
monopoly for many years.
By 1981,the company’s market shrunk to 35 % as IBM
and Kodak developed high-end machines and Canon, Ricoh
and Savin dominated the low-end segment of the market.
XEROX 5-stage Benchmarking
Planning: Determine subject to be benchmarked.
Analysis: Asses the strength of competitors, and asses its
performance with that of its competitors.
Integration: Determine new goals or targets.
Action: Implement action plans and assess them
periodically.
Maturity: Determine whether the company has attained
a superior performance level.
30. Quality Planning
XEROX’S Benefit
Number of defects reduced 78 per 100 machines
Service response time reduced by 27%.
Defects in incoming parts reduced to 150ppm.
Improved sales from 152% to 328%.
Won all the 3 prestigious quality awards:
The Deming Award (In 1980)
The Malcolm Baldridge National Quality Award (In 1989)
The European Quality Award (In 1992)
32. Quality Planning
Outputs
2) Quality Metric
A “Quality Metric”, is a measure of quality as defined by the
customer.
Examples
Defects/KLOC
% Defect Free
Mean Time to Failure, Mean Time To Repair (Availability)
Review Hours/Defect Found
Change Activity/Stage
Phase Yields
33. Quality Control
Quality control (QC) is a procedure or set of
procedures intended to ensure that a
manufactured product or performed service
adheres to a defined set of quality criteria or
meets the requirements of the client or
customer.
35. Quality Control
Inputs
1) Quality Checklist
A list of tasks to be completed, names to be
consulted, conditions to be verified.
36.
37. Quality Control
Tools & Techniques
1) Pareto Diagrams
Separate the vital few from the trivial many causes,
provide direction for selecting projects for improvement.
Pareto charts are extremely useful for analyzing what
problems need attention first because the taller bars
on the chart, which represent frequency, clearly
illustrate which variables have the greatest
cumulative effect on a given system.
39. Quality Control
Tools & Techniques
2) Control Chart
Primary purpose of control charts is to indicate at a
glance when production processes might have
changed sufficiently to affect product quality.
If the indication is that product quality has deteriorated, or
is likely to, then corrective is taken.
If the indication is that product quality is better than
expected, then it is important to find out why so that it can
be maintained.
Use of control charts is often referred to as statistical
process control (SPC).
41. Quality Control
Tools & Techniques
3) Inspection
Check for optimum process conditions before processing is
done and errors can be made.
Instant feedback.
Corrections made before defects occur.
42. Quality Control
Tools & Techniques
4) Cause Effect Diagram
It is a tool for discovering all the possible causes for a
particular effect.
43. Quality Improvement
QI involves both prospective and
retrospective reviews.
It is aimed at improvement -- measuring
where you are, and figuring out ways to
make things better.
It specifically attempts to create systems to
prevent errors from happening.
44. Deming’s PDCA Cycle
PLAN: Design or revise business process components to
improve results.
DO: Implement the plan and measure its performance.
CHECK: Assess the measurements and report the results
to decision makers.
ACT: Decide on changes needed to improve the process.
45. Deming’s PDCA Cycle (Example)
The Pearl River, NY School District, a 2001 recipient of
the Malcolm Baldrige National Quality Award, uses the
PDCA cycle as a model for defining most of their work
processes.
PDCA is the basic structure for the district’s overall
strategic planning, needs-analysis, curriculum design
and delivery, staff goal-setting and evaluation,
provision of student services and support services, and
classroom instruction.
46. Six Sigma
In its most fundamental form, Six Sigma is a measure of
the number of defects in a specific process or
operation.
48. Total Quality Management (TQM)
Total quality implies quality: in all activities by all
people in the organization.
TQM encompasses:
Quality of Design
Quality of Input Materials
Quality of Processing
Quality of Performance
Quality due to Product Support
Goal: “Do the right things right the first
time, every time.”
49. Total Quality Management (TQM)
The TQM System
Continuous
Improvement
Customer
Focus
Process
Improvement
Total
Involvement
Leadership Measurement
Education and Training Supportive structure
Communications Reward and recognition
Objective
Principles
Elements
50. Total Quality Management (TQM)
Why TQM ?
Ford Motor Company had operating losses of $3.3 billion
between 1980 and 1982.
Xerox market share dropped from 93% in 1971 to 40%
in 1981.
Attention to quality was seen as a way to combat the
competition.
51. Total Quality Management (TQM)
Impact of TQM on Quality Costs
Internal Failure
Appraisal
Prevention
After TQMBefore TQM
30
25
20
15
10
5
0
%ofsales
52. Kaizen
Kaizen is the Japanese word for "improvement" or "change
for the better"
Philosophy or practices that focus upon continuous
improvement of processes in manufacturing,
engineering, supporting business processes, and
management.
53. Kaizen (Example: Leyland Trucks)
Leyland trucks practices Kaizen:
To meet the production and sales growth plans.
To meet customer demands for more reliable trucks.
To stay ahead of the competition.
Efficient production.
The main themes used are:
On-time performance (meeting deadlines)
Quality (Example: Numbers of defects – ideally zero)
Continuous Improvement (Six Sigma)
Health & Safety (Reportable accidents, Minor accidents)
54. Kaizen (Example: Leyland Trucks)
Leyland’s Benefit
Multi-million pound savings resulting from Six Sigma.
A rise in on-time delivery to over 95%.
10% reduction in mechanical defects per unit.
45% reduction in reportable injuries and 10% in minor
injuries in the same period.
55. Poka-Yoke (Mistake Proofing)
It is an approach for mistake-proofing processes using
automatic devices or methods to avoid simple human
error and produce ZDQ(zero defect quality) products.
The purpose of this technique is to improve the process
not sort out defective parts of product.
Poka Yoke will help developers "do it right before deliver
to the customer".
Description of the ModelThis chart presents the assessment of the environmental factors on your product or service. The higher the rating (all points near the outer extent of the chart), the more positive is the factor for your business. You should study the weak areas carefully and plan alternative actions to lessen their impact on your plans.
1)Benefit/Cost Ratio
An organization could establish any “criteria” that they wanted for the purposes of evaluating a project.
Company A might have a Benefit/Cost Ratio requirement of 1.5 or greater.
Company B might simply make the decision to do the project if it had a Benefit/Cost Ratio of 1.0.
2) Payback Period
Initial Project Expense = $5,000
Payback Income Amount To be Recovered
Year 1 1000 4000
Year 2 2000 2000
Year 3 2000 0 -------------- Payback Period of 3 years
Year 4 2000 2000 (Profit)
Note
The above mentioned approaches have a common problem. They do not take into consideration the
“TIME VALUE OF MONEY”.
As a result they are typically used on only relatively short term projects.
Base lining: Fixing the time at the base – a benchmark from which you measure progress.
This tool helps workers spend time on concentrating on the causes of problems rather than focusing on improving the indications of problems.
Note: The PDCA cycle was in fact originally developed by Walter A, Shewhart, a Bell Laboratories scientist who was Deming's friend and mentor, and the developer of Statistical Process Control (SPC) in the late 1920s. So sometimes this is referred to as the "Shewhart Cycle". There are also several recent variations on this concept. See The Man Who Discovered Quality by A. Gabor, Penguin Books, 1990.
Define: Determines the scope and purpose of the project and includes a project charter, a process map of the problem
to be investigated and analysis to determine the voice of the customer (VOC), resulting I critical to quality variables, or CTQ’s (sometimes CTC, critical to customers.
Measure: The collection of information on the current situation. Base line data on defects and possible causes are
collected and plotted, and sigma capability levels are calculated.
Analyse: Determines the root causes of defects and explore and organize potential causes.
Improve: The development of solution that are implemented to remove the root causes and then measured and evaluated
for desired result.
Control: Standardizes the improvement process to maintain the gains. The new standard practices are documented, and
performance is monitored.
SEIRI Sort deals with the contents of a workplace, and removes all items that are not needed there.
SEITON Set in Order (Stabilize) refers to "a place for everything, and everything in its place" to enable easy acces to needed items.
SEISO Shine refers not just to cleaning, but to "being proud" about the way the workplace is organised and kept in good condition.
SEIKETSU Standardise refers to having standards that everyone has to adhere to. Visual management is an important aspect to facilitate easy understanding of these standards.
SHITSUKE Sustain refers to training of all employees and communication to all employees to ensure 5S application.
SEIRI Sort deals with the contents of a workplace, and removes all items that are not needed there.
SEITON Set in Order (Stabilize) refers to "a place for everything, and everything in its place" to enable easy acces to needed items.
SEISO Shine refers not just to cleaning, but to "being proud" about the way the workplace is organised and kept in good condition.
SEIKETSU Standardise refers to having standards that everyone has to adhere to. Visual management is an important aspect to facilitate easy understanding of these standards.
SHITSUKE Sustain refers to training of all employees and communication to all employees to ensure 5S application.