1

Traditional Economic Model of Quality of Conformance

Total cost

Cost due to nonconformance

Cost of quality assurance

“optimal level” of quality100%

2

Modern Economic Model of Quality of Conformance

Total costCost due to nonconformance

Cost of quality assurance

100%

3

Problem Solving Process

1. Redefining and analyzing the problem

2. Generating ideas

3. Evaluating and

selecting ideas

4. Implementing ideas

4

The Deming (Shewhart) Cycle

Plan

DoStudy

Act

5

PDSA Cycle (1 of 3)

PLAN

• Select a Problem

• Understand and analyze the present

situation

• Identify appropriate countermeasures

6

PDSA Cycle (2 of 3)

DO

• Set the countermeasures in action (i.e., conduct a trial run)

STUDY

• Study the effectiveness of countermeasures

7

PDSA Cycle (3 of 3)

ACT

• Revise standard operating procedures

• Train affected employees

• Establish a plan for future actions

8

Ways to Improve A Process (1of 2)

Reducing handoffs

Combining or eliminating steps

Performing steps in parallel rather than

in serial order

Using technology

9

Ways to Improve A Process (2 of 2)

Involving key people early

Creating more consistent inputs

Eliminating waste

Correcting inadequate measures or

adding new measures to a process

10

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

11

The Seven QC Tools

1. Flowchart

2. Run chart/Control chart

3. Check sheet

4. Pareto diagram

5. Histogram

6. Cause-and-effect diagram

7. Scatter diagram

12

Flowchart

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

13

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

* * * * *

* *

14

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* * * * *

* *

15

Check Sheet

Creates easy-to-understand data Builds, with each observation, a clearer picture of

the facts Forces agreement on the definition of each

condition or event of interest Makes patterns in the data become

obvious quickly

xx xxxxxx x

16

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

17

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?

18

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

19

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

* * ** * *

20

Tools for Problem Solving

Problem Solving Step Principal Tools

Understanding the mess ……. Flowcharts, run charts, control chartsFinding facts …………………. Check sheetsIdentifying problems ………... Pareto diagrams, histogramsGenerating ideas ……………. Cause and effect diagramsDeveloping solutions ……….. Scatter diagramsImplementation ……………... The 7 Management and Planning tools

21

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