Ch13 Tools for Process Improvement...04/16/02 SJSU Bus. 142 - David Bentley 1 Tools for Process Improvement Economic models, Deming cycle, Juran’s sequence, 7 Quality tools, Kaizen

04/16/02 SJSU Bus. 142 - David Bentley 1

Tools forProcess Improvement

Tools forProcess Improvement

Economic models, Deming cycle, Juran’s sequence, 7 Quality tools, Kaizen blitz, Poka-Yoke, Team skills


THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Traditional Economic Model of Quality of Conformance

Total cost

Cost due to

nonconformanceCost of

quality

assurance

“optimal level” of quality100%




Modern Economic Model of Quality of Conformance

Total cost

Cost due to

nonconformanceCost of

quality

assurance

100%




Cost of Quality SJSU Bus. 142 DAB 09/23/02

� External Failure

---------------------------------

� Internal Failure

---------------------------------

� Prevention

---------------------------------

� Appraisal

� External Failure

---------------------------------

� Internal Failure

---------------------------------

� Prevention

---------------------------------

� Appraisal



Problem Solving

� Problem: any deviation between what “should be” and what “is” that is important enough to need correcting

� Structured

� Semi-structured

� Ill-structured

� Problem Solving: the activity associated with changing the state of what “is” to what “should be”



Quality Problem Types

1. Conformance problems

2. Unstructured performance problems

3. Efficiency problems

4. Product design problems

5. Process design problems



TQM Approach

� Know customer requirements and wants� Design a product to delight the

customer� Design a process to do the job right

(the first time and) every time� Apply fail-safing techniques (“poka-yoke” devices)

� Monitor and record results for improvement ideas

� Work with suppliers and customers



Other TQM Points

� Continual improvement (“kaizen”)� Competitive benchmarking� Employee enablement� Use of teams� Training� Extension to suppliers� Traditional vs. TQM culturesSJSU Bus 142 David Bentley (Rev. 02/20/02)



Problem Solving Process

1. Redefining and analyzing the problem

2. Generating ideas

3. Evaluating and

selecting ideas

1. Implementing ideas

Rev. 04/16/02 SJSU Bus. 142 - David Bentley 10


Process Improvement Methodology (sequenced) (1 of 3)

� Develop process improvement plan� Determine process or area to examine� Form and train Process/Quality

Improvement Team� Use coarse tools

� Process flowchart� Check sheets and histograms� Fishbone chart <---� Pareto analysis --->




� Use fine tools� Process control charts

� Run diagrams

� Scatter diagrams

� Failsafing

� Determine process changes

� Implement pilot process improvement




� Measure and evaluate results

� Repeat if results unsatisfactory; deploy full implementation if results satisfactory



Deming Cycle

� Also known as:� Shewhart wheel or cycle

� Deming wheel

� Deming/Shewhart wheel or cycle

� PDCA wheel or cycle

� Focuses on both short-term continuous improvement and long-term organizational learning



The Deming Cycle Mod. SJSU Bus. 142 DAB 09/29/02

Plan

DoCheck(Study)

Act



Plan (1 of 2)1. Define the process: its start, end, and what it does.2. Describe the process: list the key tasks performed and

sequence of steps, people involved, equipment used, environmental conditions, work methods, and materials used.

3. Describe the players: external and internal customers and suppliers, and process operators.

4. Define customer expectations: what the customer wants, when, and where, for both external and internal customers.

5. Determine what historical data are available on process performance, or what data need to be collected to better understand the process.



Plan (2 of 2)

6. Describe the perceived problems associated with the process; for instance, failure to meet customer expectations, excessive variation, long cycle times, and so on.

7. Identify the primary causes of the problems and their impacts on process performance.

8. Develop potential changes or solutions to the process, and evaluate how these changes or solutions will address the primary causes.

9. Select the most promising solution(s).



Do

1. Conduct a pilot study or experiment to test the impact of the potential solution(s).

2. Identify measures to understand how any changes or solutions are successful in addressing the perceived problems.



Check (Study)

1. Examine the results of the pilot study or experiment.

2. Determine whether process performance has improved.

3. Identify further experimentation that may be necessary.



Act

1. Select the best change or solution.

2. Develop an implementation plan: what needs to be done, who should be involved, and when the plan should be accomplished.

3. Standardize the solution, for example, by writing new standard operating procedures.

4. Establish a process to monitor and control process performance.



Juran’s Improvement Program

� Proof of the need

� Project identification

� Organization for breakthrough

� Diagnostic journey

� Remedial journey

� Holding the gains



Bethesda Hospital ModelStart

Reviewcurrent

situation

Describe process

Explorecause theories

Collect andanalyze data

Improvement?

Generate solutions

Plan

Do

Check

Improvement?

Actyes

no

yes

no



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



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



The Seven QC Tools

1. Flowcharts

2. Check sheets

3. Histograms

4. Cause-and-effect diagrams

5. Pareto diagrams

6. Scatter diagrams

7. Control charts

+ Run charts

Mod. SJSU Bus. 142 DAB 09/19/02



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



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

obvious quickly

xx

xxxxxx

x



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?



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



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



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 *

* *

* *

*



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

* **

* **

*



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

* **

* **

*



Other Tools for Process Improvement

� Kaizen Blitz

� Poka-Yoke

� Process Simulation



Kaizen Blitz

� “an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional kaizen applications, which are performed on a part-time basis.”



Poka-Yoke(Mistake-Proofing)

� Developed by Shigeo Shingo� 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

Mod. SJSU Bus. 142 DAB 09/15/02



Mistake-Proofing - 3 Levels

� Design potential errors out of the product or process

� Identify potential defects and stopping a process before the defect is produced

� Find defects that enter or leave a process



Poka-Yoke Examples (from John Grout’s Poka-Yoke Page)(refer to www.campbell.berry.edu/pokayoke) mod. 09/15/02 DAB



Skills for Team Leaders

� Conflict management and resolution

� Team management

� Leadership skills

� Decision making

� Communication

� Negotiation

� Cross-cultural training



Skills for Team Members

� Effective meetings

� Shared decision making

� Interviewing

� Communication

� Quality tools



5W2H Approach

� What? Subject

� Why? Purpose

� Where? Location

� When? Timing/sequence

� Who? People involved

� How? Method

� How much? Cost/impact

SJSU Bus 142 David Bentley (Rev. 09/06/01)

Documents

Ch13 Tools for Process Improvement...04/16/02 SJSU Bus. 142 - David Bentley 1 Tools for Process Improvement Economic models, Deming cycle, Juran’s sequence, 7 Quality tools, Kaizen