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QUALITY & INNOVATION STRATEGY

PROGRAM : EXECUTIVE DIPLOMA PROGRAM TUTOR : MR. ZAIPUL ANWAR ZAINU

DATE : 13 & 27 SEPT. 2008 DUTY MANAGER : MR. CHEEVENUE : CPD MANAGEMENT

SATURDAY 13 SEPT Introduction Brain & Mind Component of

Creativity & Attitude

LUN

CH

QUALITY MANAGEMENT & ASSURANCEDAY / DATE 8.30 - 10.00 10.15 - 11.45 12.00 - 1.30 1.30 - 2.15 2.15 - 3.45 4.00 - 6.30

SATURDAY 27 SEPT

Quality Tools & Techniques

LUN

CH

Quality Tools & Techniques

Case Study

Quality Systems and Standards

Quality Management - Introduction

CREATIVITY AND INNOVATION STRATEGY

CIS Tools

QUALITY MANAGEMENT AND QUALITY MANAGEMENT AND ASSURANCE

QUALITY DEFINEDQUALITY DEFINED

DEFINITIONS OF QUALITY


A degree of excellence [the Concise Oxford Dictionary]

The totality of features and characteristics that bear upon the ability of a product or service to satisfy a upon the ability of a product or service to satisfy a

given need [British Standard 4778]

The total composite product and service characteristics of marketing, engineering, manufacture and

maintenance through which the product and service maintenance through which the product and service will meet the expectations of the customer [Dr

Armand V Feigenbaum]


Customer's expressed and implied requirements are met fullyrequirements are met fully

the totality of features and characteristics of a product or service that bears on its ability to product or service that bears on its ability to meet a stated or implied need [ISO, 1994],

fitness for use [Dr Joseph M Juran 1988] fitness for use [Dr. Joseph M Juran, 1988],

conformance to requirement [Philips B Crosby, 1979]1979].

Extended definitions

Quality meaning getting everyone to do what they have agreed to do and to do it right the first time is the skeletal structure of an organization, finance is the

nourishment, and relationships are the soul CrosbyCrosby

extra-ordinary customer satisfactionyor

delighting the customersextra little things

Customer-based definitions• Edwards [1968] Quality consists of the capacity to

satisfy wants...• Gilmore [1974] Quality is the degree to which a• Gilmore [1974] Quality is the degree to which a

specific product satisfies the wants of a specificconsumer.

• Kuehn & Day [1962] In the final analysis of themarketplace, the quality of a product depends onhow well it fits patterns of consumer preferences.how well it fits patterns of consumer preferences.

• Juran [1988] Quality is fitness for use.• Oakland [1989] The core of a total quality approach

is to identify and meet the requirements of bothinternal and external customers.

Manufacturing & service-based definitions

C b [1979] Q lit [ ]• Crosby [1979] Quality [means]conformance to requirements

• Price [1985] Do it right first time• Price [1985] Do it right first time

Value-based definitions

• Broh [1982] Quality is the degree of excellence at anacceptable price and the control of variability at anacceptable costacceptable cost.

• Feigenbaum [1983] Quality is the degree to which aspecific product conforms to a design or specification

• Newell & Dale [1991] Quality must be achieved in fivebasic areas: people, equipment, methods, materialsand the environment to ensure customer’s need areand the environment to ensure customer s need aremet.Kanji [1990] Quality is to satisfy customers’ j [ ] Q y yrequirements continually; TQM is to achieve quality at low cost by involving everyone’s daily commitment.

Perceptions of Quality

JAPAN – SONY, TOYOTA

GERMANY BMW MERCEDESGERMANY – BMW, MERCEDES

SWITZERLAND – WATCHES

USA – MCDONALDS

UK – TESCOUK TESCO

TAIWAN – ACER

SINGAPORE – SIA

Perceptions of Quality

MALAYSIA – ?

UTM – ?

YOUR COMPANY ?YOUR COMPANY – ?

What? How? Why?What? How? Why?

A FURTHER DEFINITION …

The organisation must establish what the customerThe organisation must establish what the customerbelieves is important and base its activities on the

customers’ perception of company quality measurablesmeasurables

QUALITY MANAGEMENT AND ASSURANCE

WHY QUALITYWHY QUALITY- the requirements -the requirements

WHY QUALITY

Linking Quality to Business PerformanceQuality to:Quality to:

Customers (internal and external)Service / Product ProvidersStakeholdersSociety

Who is the customer?

The External Customers

BUT

Also the internal customersThe person who receives your workThe person who receives your workThe person who receives instructions from you

QUALITY PHILOSOPHIES

Inspection [1950’s] Quality Control [1960’s]

Quality Assurance [1970’s]Total Quality [1980’s]

C ti I t [1990’ ]Continuous Improvement [1990’s]

Knowledge Management [2000’s]

INSPECTION

After-the-fact screeningExpensiveExpensiveFallibleInternal and introspective

Rework

BusinessProcess Inspector CUSTOMER

Good

Bad

Scrap

INSPECTION

After-the-fact screeningExpensiveExpensiveFallibleInternal and introspective

Rework


Good

Bad

Scrap

Problems with the Inspection Model

Too late100% routine inspection doesn’t workExpensive

I tInspectorScrap, rework, unhappy customers

Rework

Creates a barrier between the operator

d th t


Good

and the customer BadScrap

Alternatives to 100% InspectionApplication of Statistical Process ControlDeveloped from 1924 by Dr Walter Shewhart, Bell Telephone Laboratories U S ATelephone Laboratories, U.S.A.Book “Economic Control of Quality of Manufactured Product” published in 1931p

QUALITY CONTROL

Self-inspectionGreater process controlDrawing control systemsProduct testing

BusinessProcess CUSTOMER

SPC

Good Product

QUALITY CONTROL

Self-inspectionGreater process controlDrawing control systemsProduct testing

BusinessProcess CUSTOMER

SPC

Good Product

QUALITY ASSURANCE

Documentation systemsThird party auditsp yBasic quality costsShift to prevention

ISO

TOTAL QUALITY

Organizational changePlanning and peopleg p pAdvanced quality toolsElimination of wastePeople

GLOBAL QUALITY EXPERIENCE

Japan – Quality (1950’s)J T l Q li (1960’ )Japan – Total Quality (1960’s)USA – Pacific Basin …Europe (1980’s)Developing Countries (1990’s)

QUALITY GURUS – The American

DEMING JURAN FEIGENBAUM

1909 – 1993‘The Statistician’

1904 –‘The Other Samurai’

1916 –‘The Implementer’

JUSEPDCA

14 Points

JUSEQuality Trilogy

10 St

ASQCMBNQA

Total Quality Control14 PointsDeadly Diseases

Action Plan

10 StepsRecipe for Action

‘A History of

Total Quality Control9 M’s

Quality-Related Action PlanSystem of Profound

Knowledge

A History of Managing for

Quality’

Quality Related Costs

10 Benchmarks

QUALITY GURUS - THE JAPANESE

ISHIKAWA SHINGO TAGUCHI

1915 – 1989‘The Practitioner’

1909 –1990‘Th C lt t’

1924 –‘The Professor’

The PractitionerFishbone Diagram

Company-wide

‘The Consultant’Practical Prevention

Poka-Yoke

Quality LossSystem, Parameter

and Tolerance QualityQuality Circles

7 Tools

Poka YokeZero Quality Control

JIT / SMED

and Tolerance Design

Orthogonal Arrays7 Tools

WHY ZERO DEFECTS?Ask yourself! Is it necessary to go for ZERO defects?Is it necessary to go for ZERO defects?Why isn’t 99.9% good enough? It is impossible to be 100% defect free!It is impossible to be 100% defect free!

BUT IS IT?BUT IS IT?

Here are some examples of what life would be like if 99.9% were good enough.like if 99.9% were good enough.

WHY ZERO DEFECTS?Five minutes of unsafe drinking water every month!Two unsafe landings per week at world major airports!Twenty thousand incorrect drug prescriptions every year!Fifty newborn babies dropped at birth by doctors/nurses every months!every months!Twenty-two thousand checques deducted from wrong bank accounts each day!yFive hundred incorrect surgical operations each month!Thirty-two thousand missed heartbeats per person every

!year!

WHY ZERO DEFECTS?Five minutes of unsafe drinking water every month!Two unsafe landings per week at world major airports!Twenty thousand incorrect drug prescriptions every year!Fifty newborn babies dropped at birth by doctors/nurses every months!every months!Twenty-two thousand checques deducted from wrong bank accounts each day!yFive hundred incorrect surgical operations each month!Thirty-two thousand missed heartbeats per person every

!year!

WHY ZERO DEFECTS?

Suddenl the quest for Suddenly the quest for ZEROZERO defectsZEROZERO defects

makes a lot more makes a lot more sense!sense!

QUALITYQUALITYQUALITY QUALITY PLANNINGPLANNINGPLANNINGPLANNING

By By yyZaipul AnwarZaipul Anwar

Business & Advanced Technology Centre,Business & Advanced Technology Centre,U i iti T k l i M l iU i iti T k l i M l iUniversiti Teknologi MalaysiaUniversiti Teknologi Malaysia

QUALITY PLANNINGQUALITY PLANNINGQUALITY PLANNINGQUALITY PLANNING

WhatWhat IsIs QualityQuality Planning?Planning?WhatWhat IsIs QualityQuality Planning?Planning?Quality planning is the activity of Quality planning is the activity of

determining customer needs and determining customer needs and d l i th d t d d l i th d t d developing the products and processes developing the products and processes required to meet those needsrequired to meet those needs


ForFor managersmanagers toto provideprovide thisthis leadershipleadership requiresrequiresthatthat theythey

UnderstandUnderstand howhow qualityquality planningplanning isis beingbeing donedoneUnderstandUnderstand howhow qualityquality planningplanning isis beingbeing donedoneUnderstandUnderstand howhow qualityquality planningplanning shouldshould bebe donedoneq yq y p gp gProvide the needed infrastructure and resourcesProvide the needed infrastructure and resources

The leadership for change must come from the The leadership for change must come from the The leadership for change must come from the The leadership for change must come from the managersmanagers


MULTIPLEMULTIPLE LEVELSLEVELS OFOF QUALITYQUALITY PLANNINGPLANNINGTheThe workerworker levellevel..ThTh d t t ld t t l l ll lTheThe departmentaldepartmental levellevel..The multifunctional levelThe multifunctional levelThe multifunctional levelThe multifunctional level

This level is concerned with broadThis level is concerned with broad processes, processes, h d t d l t it t h d t d l t it t such as new product development, recruitment, such as new product development, recruitment,

purchasing, and billing. Such processes thread purchasing, and billing. Such processes thread their way through multiple company functionstheir way through multiple company functions

The corporate or divisional levelThe corporate or divisional levelThe corporate or divisional levelThe corporate or divisional level


OUR ROLEOUR ROLE

CustomerCustomer ProcessorProcessor SupplierSupplier

OUR OUR PROCESS (ES)PROCESS (ES)

Our Our SupplierSupplier

Our Our InputsInputs

Our Our Product (s)Product (s)

Our Our CustomerCustomerPROCESS (ES)PROCESS (ES)SupplierSupplier InputsInputs Product (s)Product (s)

Th Q lit Pl i diTh Q lit Pl i diThe Quality Planning diagramThe Quality Planning diagram

ToTo illustrate,illustrate, thethe companycompany isis aa processorprocessor teamteam..InIn itsits rolerole asas aa customercustomer itit receivesreceives suchsuch inputsinputsasasasas

Information concerning client needs, Information concerning client needs, competitive products, and government competitive products, and government regulationsregulationsggMoneyMoney fromfrom salessales andand investorsinvestorsP h dP h d dd dd iiPurchasedPurchased goodsgoods andand servicesservicesFeedbackFeedback fromfrom customerscustomers

Th Q lit Pl i diTh Q lit Pl i diThe Quality Planning diagramThe Quality Planning diagram

In its role as a In its role as a processorprocessor, , the company converts the company converts these and other inputs into products such as these and other inputs into products such as sales contracts purchase orders saleable goods sales contracts purchase orders saleable goods sales contracts, purchase orders, saleable goods sales contracts, purchase orders, saleable goods and services, invoices, and reports of many and services, invoices, and reports of many kindskinds

Th Q li Pl i diTh Q li Pl i diThe Quality Planning diagramThe Quality Planning diagram

I it l I it l lili th th In its role as In its role as suppliersupplier, , the company the company provides clients with goods services, and provides clients with goods services, and p g ,p g ,invoices, and provides suppliers with invoices, and provides suppliers with purchase orders payments and feedback purchase orders payments and feedback purchase orders, payments, and feedback. purchase orders, payments, and feedback. Information is provided to allInformation is provided to allpp

Existing Product and ProcessExisting Product and Process

Identify Customers

NT

List of Customers

Discover Customers’ Needs

REM

EN List of Customers’ Needs (in their language)

TranslateTHE THE

MEA

SUR a s ate

Customers’ Needs (In our language)QUALITY QUALITY PLANNING PLANNING

PPLY

M Develop Product

Product FeaturesROAD MAPROAD MAP

AP

Develop Process

Process Features (process ready to produce)Process Features (process ready to produce)

Transfer to Operations


Existing Product and ProcessExisting Product and ProcessINPUTINPUT

Identify CustomersIdentify CustomersPROCESSPROCESS

OUTPUTOUTPUT List of CustomersList of Customers

InputInput--output diagram for identifying customersoutput diagram for identifying customers

•• The The input input is the subject matter of the planningis the subject matter of the planning——the product (or the product (or process) under considerationprocess) under considerationprocess) under considerationprocess) under consideration

•• The The process process consists of the activities conducted to discover who is consists of the activities conducted to discover who is affected by the productaffected by the productaffected by the productaffected by the product

•• The The output output is a list of those who are affectedis a list of those who are affected——the customersthe customers

Fl Ch tiFl Ch tiFlow ChartingFlow ChartingA MacroA Macro--level Flow Chartinglevel Flow Charting B. MicroB. Micro--level Flow Chartinglevel Flow ChartingA. MacroA. Macro level Flow Chartinglevel Flow Charting B. MicroB. Micro level Flow Chartinglevel Flow Charting

Source: AT&T Network Operations GroupSource: AT&T Network Operations Group

••Provides understanding of the wholeProvides understanding of the whole

••Identifies customers previously neglectedIdentifies customers previously neglected

Identifies opportunities for improvementIdentifies opportunities for improvement••Identifies opportunities for improvementIdentifies opportunities for improvement

Pareto analysis of customers and Pareto analysis of customers and yysales volumesales volume

Use of the Pareto principleUse of the Pareto principle

Useful Useful 100100

Use of the Pareto principleUse of the Pareto principle••AA relativerelative fewfew (“vital(“vital few”),few”),

hh ff hh ii ff tt ManyMany

PercentPercent

eacheach ofof whomwhom isis ofof greatgreatimportanceimportance toto usus..

••A relatively large number of A relatively large number of

Vital FewVital Few

PercentPercent••A relatively large number of A relatively large number of customers, each of whom customers, each of whom is only of modest is only of modest Vital FewVital Few

SalesSalesCustomersCustomers00

is only of modest is only of modest importance to us (the importance to us (the “useful many”)“useful many”)useful many )useful many )

Use of the Pareto principle Use of the Pareto principle --p pp pexampleexample

ForFor example,example, twotwo typestypes ofof clientsclients bookbook hotelhotel roomsrooms::TravellersTravellers whowho arrivearrive oneone byby oneone atat randomrandomPlannersPlanners ofof meetingsmeetings andand conventionsconventions whowho bookbook blocksblocksPlannersPlanners ofof meetingsmeetings andand conventionsconventions whowho bookbook blocksblocksofof roomsrooms farfar inin advanceadvance

ThTh ll ff titi dd titiTheThe plannersplanners ofof meetingsmeetings andand conventionsconventionsconstituteconstitute thethe vitalvital--fewfew customerscustomers.. TheseThese plannersplannersppreceivereceive specialspecial attentionattention fromfrom thethe hotelhotel.. TheThetravellerstravellers areare thethe usefuluseful manymany andand theythey receivereceivetravellerstravellers areare thethe usefuluseful many,many, andand theythey receivereceivestandardisedstandardised attentionattention

A Customer Is a Cast of A Customer Is a Cast of CharactersCharacters

InternalInternal CustomersCustomersInternalInternal customerscustomers includeinclude thethe managersmanagers ofof thetheaffectedaffected departmentsdepartments TheirTheir influenceinfluence onon qualityqualityaffectedaffected departmentsdepartments.. TheirTheir influenceinfluence onon qualityqualityisis considerableconsiderable..Internal customers also include the work force. Internal customers also include the work force. Individually they are among the useful many Individually they are among the useful many Individually, they are among the useful many. Individually, they are among the useful many. Collectively, they are one of the vital fewCollectively, they are one of the vital few

A Customer Is a Cast of A Customer Is a Cast of CharactersCharacters

ConsumersConsumersSuppliersSuppliers faceface thesethese realitiesrealities inin variousvarious waysways::

11 Accept some consumer perceptions bias and all Accept some consumer perceptions bias and all 1.1. Accept some consumer perceptions, bias and all, Accept some consumer perceptions, bias and all, and then design products and practices to respond and then design products and practices to respond t th tit th tito those consumer perceptions.to those consumer perceptions.

2.2. Try to change consumer perceptions by such Try to change consumer perceptions by such y g p p yy g p p ymethods as providing demonstrations or methods as providing demonstrations or opportunities for trial use of products.opportunities for trial use of products.opportunities for trial use of products.opportunities for trial use of products.

3.3. Publish technological data and propaganda to Publish technological data and propaganda to ti l t h i titi l t h i tistimulate changes in perceptions.stimulate changes in perceptions.

Classification Based on UseClassification Based on Use

ProcessorsProcessors.. TheyThey useuse aa productproduct asas inputsinputs toto theirtheir processprocess.. TheyThey thenthenff ddi i lddi i l ii ff hi hhi h hh llll hh l il i ddperformperform additionaladditional processingprocessing afterafter whichwhich theythey sellsell thethe resultingresulting productproduct toto

theirtheir customerscustomers.. InIn consequence,consequence, thethe initialinitial productproduct affectsaffects multiplemultiple levelslevelsofof customerscustomersofof customerscustomers..MerchantsMerchants.. TheyThey buybuy aa productproduct forfor resaleresale.. AsAs partpart ofof thethe resaleresale theythey maymayperformperform somesome processingprocessing alongalong withwith breakingbreaking bulkbulk andand repackagingrepackaging AsAsperformperform somesome processingprocessing alongalong withwith breakingbreaking bulkbulk andand repackagingrepackaging.. AsAswithwith thethe processors,processors, thethe initialinitial productproduct affectsaffects multiplemultiple levelslevels ofof customerscustomers::thethe merchant,merchant, thethe merchant’smerchant’s clients,clients, andand soso onon throughthrough thethe distributiondistribution,, ,, ggchainchain..UltimateUltimate usersusers.. TheyThey areare thethe finalfinal destinationdestination ofof thethe productproduct.. InIn somesomeyy ppproductproduct lineslines therethere isis aa marketmarket forfor usedused products,products, soso thatthat therethere areare multiplemultipletierstiers ofof ultimateultimate usersusers..TheThe publicpublic.. MembersMembers ofof thethe publicpublic maymay bebe affectedaffected byby aa companycompany eveneventhoughthough theythey dodo notnot buybuy itsits productsproducts.. TheThe mostmost obviousobvious impactsimpacts relaterelate toto

d td t f tf t tt dd tt thth i ti t ThTh thth i ti tproductproduct safetysafety oror toto damagedamage toto thethe environmentenvironment.. ThereThere areare otherother impactsimpactsasas wellwell..

WhatWhat rolerole shouldshould managersmanagers playplay atat eacheach stepstep ofofthth l il i ??thethe planningplanning process?process?

What role should managers play with respect to the What role should managers play with respect to the What role should managers play with respect to the What role should managers play with respect to the quality planning process generally?quality planning process generally?auditing of the qualityauditing of the quality--planning process planning process

(the quality(the quality planning process generally specific planning process generally specific (the quality(the quality--planning process generally, specific planning process generally, specific elements of the qualityelements of the quality--planning process)planning process)

managers should assure that the methods in use managers should assure that the methods in use for identifying customers are able to for identifying customers are able to provide the provide the for identifying customers are able to for identifying customers are able to provide the provide the quality planners with the essential customer quality planners with the essential customer basebase


Identify Customers

NT

List of Customers


REM


TranslateTHE THE

MEA

SUR a s ate


PPLY

M Develop Product


AP

Develop Process



InputInput--output diagram for output diagram for pp p gp gidentifying customers’ needsidentifying customers’ needs

List of Customers INPUT

Discover Customers’ Needs PROCESS

Customers’ NeedsOUTPUT(in their language) OUTPUT

Discovery of customers’ needs is the second step on Discovery of customers’ needs is the second step on the qualitythe quality--planning road mapplanning road map

Types of customers’ needsTypes of customers’ needs

SS

ypyp

StatedStated NeedsNeeds andand RealReal NeedsNeedsPerceivedPerceived NeedsNeedsPerceivedPerceived NeedsNeedsCulturalCultural NeedsNeedsNeedsNeeds TraceableTraceable toto UnintendedUnintendedUUUseUse

M h d f Di iM h d f Di iMethods for Discovering Methods for Discovering C stomers’ NeedsC stomers’ NeedsCustomers’ NeedsCustomers’ Needs

BeBe aa CustomerCustomerCommunicate with CustomersCommunicate with CustomersMarketMarket ResearchResearchSi l tSi l t C t ’C t ’ UUSimulateSimulate Customers’Customers’ UseUse

Customers’Customers’ NeedsNeeds AreAre aa MovingMoving TargetTarget

A ROLE FOR MANAGERSA ROLE FOR MANAGERS

VisitsVisits withwith keykey customerscustomersReviewReview ofof reportsreports onon marketmarket researches,researches, sales,sales,customercustomer serviceservice productproduct dissatisfactionsdissatisfactions etcetccustomercustomer service,service, productproduct dissatisfactions,dissatisfactions, etcetc..AttendanceAttendance atat industryindustry conferencesconferences andand showsshows


Identify Customers

NT

List of Customers


REM


TranslateTHE THE

MEA

SUR a s ate


PPLY

M Develop Product


AP

Develop Process



InputInput--output diagram for output diagram for l il itranslationtranslation

INPUTCustomers’ Needs(in their language)

Translate

(in their language)

TranslatePROCESS

Customers’ Needs(in our language)OUTPUT

CustomerCustomer needsneeds maymay bebe statedstated inin anyany ofof severalseveral languageslanguages::11.. TheThe customer’scustomer’s languagelanguage22.. TheThe producerproducer oror supplier’ssupplier’s (“our”)(“our”) languagelanguagepp pppp ( )( ) g gg g3.3. A common languageA common language

Common languages in the Common languages in the g gg gcompanycompany

Upper Management: gLanguage of

Money

Middle Management: Must be Bilingual

Lower Management and Non-supervisors:

Language of Things

A Role for ManagersA Role for Managersgg

M h ld l t thi l ti b M h ld l t thi l ti b Managers should accelerate this evolution by Managers should accelerate this evolution by creating project teams whose missions are creating project teams whose missions are g p jg p jdirected at directed at establishing the needed glossaries, establishing the needed glossaries, standardisation and measurementstandardisation and measurementstandardisation, and measurement.standardisation, and measurement.

Spreadsheet: Customer needsSpreadsheet: Customer needsSpreadsheet: Customer needsSpreadsheet: Customer needs

NEEDS TRANSLATION

NEEDS TRANSLATIONSecondary Tertiary

Low purchase price

NEEDS TRANSLATION

Warranty coverage L th fWarranty coverage Length of Warranty


Identify Customers

NT

List of Customers


REM


TranslateTHE THE

MEA

SUR a s ate


PPLY

M Develop Product


AP

Develop Process



InputInput--output diagram for output diagram for pp p gp gproduct developmentproduct development

INPUTCustomers’ Needs(in units of measure) INPUT(in units of measure)

Develop Product PROCESS

Product FeaturesOUTPUT

P d t d l t i th ti it f d t i i th P d t d l t i th ti it f d t i i th Product development is the activity of determining the Product development is the activity of determining the product features that respond to customer needsproduct features that respond to customer needs

Th i l f i litTh i l f i litThe spiral of progress in qualityThe spiral of progress in quality

FEEDBACKMAINTENANCE

USERETAILRETAIL

WHOLESALE

Di i liDi i li ff d i id i i ddDisciplinesDisciplines forfor determiningdetermining productproductfeaturesfeatures includeinclude thethe qualityquality--orientedorientedfeaturesfeatures includeinclude thethe qualityquality orientedorienteddisciplinesdisciplines

M d lM d l dd d td t tt ff l til ti dd di tidi ti d td tModelsModels andand datadata systemssystems forfor evaluatingevaluating andand predictingpredicting productproductreliabilityreliability andand maintainabilitymaintainabilityPP bilitbilit t dit di ff l til ti dd di tidi ti d ibilitd ibilitProcessProcess--capabilitycapability studiesstudies forfor evaluatingevaluating andand predictingpredicting producibilityproducibilityExperimentsExperiments forfor discoveringdiscovering thethe optimumoptimum resultresult attainableattainable fromfrom

lti llti l ii i bli blmultiplemultiple convergingconverging variablesvariablesSpreadsheetsSpreadsheets forfor assemblingassembling numerousnumerous interrelatedinterrelated datadata intointocondensedcondensed easyeasy toto graspgrasp formsformscondensed,condensed, easyeasy--toto--graspgrasp formsformsMethodsMethods forfor evaluatingevaluating costcost ofof poorpoor qualityquality

ffMethodsMethods forfor guardingguarding againstagainst humanhuman errorerrorDecision trees, flow diagrams, and still other aids to quality analysis Decision trees, flow diagrams, and still other aids to quality analysis

d d i i kid d i i kiand decision makingand decision making

ProductProduct FeaturesFeatures:: TheThe CriteriaCriteriaProductProduct FeaturesFeatures:: TheThe CriteriaCriteria

MeetsMeets thethe needsneeds ofof ourour customerscustomers.. “Needs”“Needs” here,here, meansmeans allallcustomers’customers’ needsneeds:: statedstated perceivedperceived realreal andand culturalculturalcustomerscustomers needsneeds:: stated,stated, perceived,perceived, real,real, andand culturalcultural..MeetsMeets ourour needsneeds asas aa suppliersupplier includingincluding thethe needsneeds ofof ourour internalinternalcustomerscustomerscustomerscustomers..MeetsMeets competitioncompetition.. TheThe factfact thatthat aa productproduct meetsmeets customercustomerneedsneeds doesdoes notnot assureassure thatthat customerscustomers willwill buybuy itit;; aa competitor’scompetitor’sneedsneeds doesdoes notnot assureassure thatthat customerscustomers willwill buybuy itit;; aa competitor scompetitor sproductproduct maymay bebe better,better, oror givegive betterbetter valuevalue.. Hence,Hence, meetingmeetingcompetitioncompetition isis anan importantimportant criterioncriterion forfor productproduct developersdeveloperscompetitioncompetition isis anan importantimportant criterioncriterion forfor productproduct developersdevelopers..Minimises the combined costs. Minimises the combined costs. Customers and suppliers incur Customers and suppliers incur costs when they use or supply the product and each tries to costs when they use or supply the product and each tries to costs when they use or supply the product, and each tries to costs when they use or supply the product, and each tries to keep their respective costs to a minimum. However, the true keep their respective costs to a minimum. However, the true optimum as viewed by society is to minimize the combined costsoptimum as viewed by society is to minimize the combined costsoptimum as viewed by society is to minimize the combined costsoptimum as viewed by society is to minimize the combined costs

P d t D iP d t D iProduct DesignProduct Design

AnAn essentialessential partpart ofof productproduct developmentdevelopment (i(i..ee..,,providingproviding thethe productproduct featuresfeatures requiredrequired toto meetmeetcustomercustomer needs)needs) isis productproduct designdesign AsAs usedused hereherecustomercustomer needs)needs) isis productproduct designdesign.. AsAs usedused here,here,productproduct designdesign isis thethe activityactivity ofof definingdefining thethe productproductfeaturesfeatures requiredrequired meetingmeeting customercustomer needsneedsfeaturesfeatures requiredrequired meetingmeeting customercustomer needsneeds..ProductProduct designdesign isis aa creativecreative processprocess basedbased largelylargelygg pp g yg yonon technologicaltechnological oror functionalfunctional expertiseexpertise.. TheThedesignersdesigners areare designdesign engineersengineers systemssystems analystsanalystsdesignersdesigners areare designdesign engineers,engineers, systemssystems analysts,analysts,andand stillstill otherother plannersplanners.. TheThe endend resultsresults ofof productproductdesigndesign areare specifications,specifications, drawings,drawings, andand proceduresprocedures


Identify Customers

NT

List of Customers


REM


TranslateTHE THE

MEA

SUR a s ate


PPLY

M Develop Product


AP

Develop Process



InputInput--output diagram for output diagram for pp p gp gprocess developmentprocess developmentp pp p

INPUTProduct Goal INPUT

Develop Process PROCESS

Process Features OUTPUT

A A process process is “a systematic series of actions directed to the is “a systematic series of actions directed to the A A process process is a systematic series of actions directed to the is a systematic series of actions directed to the achievement of a goal.” As used here, the term includes all functions, achievement of a goal.” As used here, the term includes all functions,

nonnon--manufacturing as well as manufacturing It also includes the manufacturing as well as manufacturing It also includes the nonnon--manufacturing as well as manufacturing. It also includes the manufacturing as well as manufacturing. It also includes the human forces as well as the physical facilitieshuman forces as well as the physical facilities

Process DevelopmentProcess DevelopmentProcess DevelopmentProcess Development

Process development Process development is a generic term that includes the activities of is a generic term that includes the activities of Process development Process development is a generic term that includes the activities of is a generic term that includes the activities of product design review, choice of process, and process design, product design review, choice of process, and process design, provision of facilities, and provision of software (methods, procedures, provision of facilities, and provision of software (methods, procedures, provision of facilities, and provision of software (methods, procedures, provision of facilities, and provision of software (methods, procedures, cautions). cautions). Our emphasis is on process design which is defined as follows: Our emphasis is on process design which is defined as follows: the the Our emphasis is on process design, which is defined as follows: Our emphasis is on process design, which is defined as follows: the the activity of defining the specific means to be used by the operating activity of defining the specific means to be used by the operating forces for meeting the product goalsforces for meeting the product goals. . forces for meeting the product goalsforces for meeting the product goals. . This definition covers This definition covers

(a) (a) the physical equipment to be provided; the physical equipment to be provided; (a) (a) the physical equipment to be provided; the physical equipment to be provided; (b)(b) the associated software (the brain and nervous system of the the associated software (the brain and nervous system of the

i t) d i t) d equipment); and equipment); and (c) (c) information on how to operate, control, and maintain the information on how to operate, control, and maintain the

equipmentequipment

Process CapabilityProcess Capabilityp yp y

In the case of process development a major aid for In the case of process development a major aid for di ti i “ bilit ” di ti i “ bilit ” th i h t bilit th i h t bilit prediction is “process capability”: prediction is “process capability”: the inherent ability the inherent ability

of a process to carry out its intended missionof a process to carry out its intended missionp yp yExample Example -- Engineers who design goods are aided Engineers who design goods are aided b t bl th t t t th ti f t i l d b t bl th t t t th ti f t i l d by tables that set out the properties of materials and by tables that set out the properties of materials and the failure rates of componentsthe failure rates of componentsthe failure rates of componentsthe failure rates of components

Process DesignProcess Designgg

The end result of process design is a definition of The end result of process design is a definition of th t b d b th ti f f th t b d b th ti f f the means to be used by the operating forces for the means to be used by the operating forces for meeting the product goals. meeting the product goals. g p gg p gTo arrive at this definition the process designers To arrive at this definition the process designers

i i i t i ll k l d f th i i i t i ll k l d f th require various inputs, especially knowledge of the require various inputs, especially knowledge of the product quality goals, of the operating conditions, product quality goals, of the operating conditions, product quality goals, of the operating conditions, product quality goals, of the operating conditions, and of the capability of alternative processesand of the capability of alternative processes

Process DesignProcess DesignMost major processes consist of multiple operations (also Most major processes consist of multiple operations (also

gg

called steps, tasks, unit processes, etc.). called steps, tasks, unit processes, etc.). Examples of such operations are opening the mail and heat Examples of such operations are opening the mail and heat Examples of such operations are opening the mail and heat Examples of such operations are opening the mail and heat

treating. Such operations are linked together in various treating. Such operations are linked together in various ways mainly by a combination of a procession and an ways mainly by a combination of a procession and an ways, mainly by a combination of a procession and an ways, mainly by a combination of a procession and an assembly treeassembly tree

In-House Dept.

Supplier Dept.

S b A bl

p

SUPPLIER DEPARTMENT

To Test and Usage

Sub- Assembly Dept.

IN HOUSE DEPARTMENTS

Final Assembly

To Test and Usage

FIGURE 22 The procession

IN HOUSE DEPARTMENTS Usage

Spreadsheet: Product features and Spreadsheet: Product features and process process

PRODUCT PRODUCT PROCESS FEATURES —PRODUCT FEATURE

PRODUCT GOAL

PROCESS FEATURES

Wave Solder Conditions Parts Bin

S CArrangement Solder Temp Contact Time Alloy Purity Identity of

components 100% correct part numbers inserted

**

Component 100% correct * Component polarity

100% correct orientation

Continuity of solder joints

100% continuity ** ** ** solder joints

Key: ** Strong relationship y g p * Weak relationship


Identify Customers

NT

List of Customers


REM


TranslateTHE THE

MEA

SUR a s ate


PPLY

M Develop Product


AP

Develop Process



Transfer to operationsTransfer to operationsTransfer to operationsTransfer to operations

Transfer to operations Transfer to operations incl des a transfer of incl des a transfer of Transfer to operations Transfer to operations includes a transfer of includes a transfer of responsibility from the planners to the operating responsibility from the planners to the operating p y p p gp y p p gmanagersmanagersP f f bilit b id d b P f f bilit b id d b Proof of process capability can be provided by Proof of process capability can be provided by direct measurement of the process (if feasible)direct measurement of the process (if feasible)p ( )p ( )Other waysOther ways

The dry runThe dry runThe pilot testThe pilot testThe pilot testThe pilot testThe Acceptance testThe Acceptance testSimulationSimulation

AUDITING OF THE QUALITYAUDITING OF THE QUALITY--PLANNING PROCESSPLANNING PROCESS

TheThe analysisanalysis shouldshould concentrateconcentrate onon providingproviding answersanswers toto resultsresultsTheThe analysisanalysis shouldshould concentrateconcentrate onon providingproviding answersanswers toto resultsresults--orientedoriented questionsquestions suchsuch as,as,

HowHow wellwell werewere customers’customers’ needsneeds met?met?HowHow wellwell werewere customerscustomers needsneeds met?met?HowHow lengthylengthy waswas thethe cyclecycle time?time?HowHow extensiveextensive waswas thethe redoingredoing ofof priorprior work?work?HowHow extensiveextensive waswas thethe redoingredoing ofof priorprior work?work?

TheThe analysisanalysis shouldshould alsoalso examineexamine thethe qualityquality--planningplanning processprocess usedused totosecuresecure thesethese resultsresults HereHere thethe needneed isis toto provideprovide answersanswers toto questionsquestionssecuresecure thesethese resultsresults.. HereHere thethe needneed isis toto provideprovide answersanswers toto questionsquestionssuchsuch as,as,

WhatWhat specificspecific featuresfeatures ofof thethe qualityquality planningplanning processprocess seemedseemed toto havehaveWhatWhat specificspecific featuresfeatures ofof thethe qualityquality--planningplanning processprocess seemedseemed toto havehavebeenbeen associatedassociated withwith wellwell--plannedplanned projects?projects?WhatWhat specificspecific obstaclesobstacles werewere encounteredencountered byby thethe planners?planners?WhatWhat specificspecific obstaclesobstacles werewere encounteredencountered byby thethe planners?planners?What can be done to help the planners (e.g., superior data base and What can be done to help the planners (e.g., superior data base and training)?training)?training)?training)?

QUALITY CIRCLESQUALITY CIRCLES

The World Turned Upside Down!The World Turned Upside Down!

QUALITY CIRCLESQUALITY CIRCLES


CUSTOMER FOCUSED /CUSTOMER FOCUSED /

CEO

CONTROL

OPERATORS

CUSTOMER FOCUSED /CUSTOMER FOCUSED /CONTINUOUS IMPROVEMENTCONTINUOUS IMPROVEMENT

SNR MGTSUPERVISORS

OPERATORS

MANAGEMENTMANAGEMENT

SUPERVISORS

OPERATORS

SNR MGT

OPERATORSCOACHMASS PRODUCTIVITY /MASS PRODUCTIVITY /

SCIENTIFIC MANAGEMENTSCIENTIFIC MANAGEMENT

CEO

SCIENTIFIC MANAGEMENTSCIENTIFIC MANAGEMENT

QUALITY CIRCLESQUALITY CIRCLESQUALITY CIRCLESQUALITY CIRCLES

By By Zaipul AnwarZaipul Anwar

Business & Advanced Technology Centre,Business & Advanced Technology Centre,Universiti Teknologi MalaysiaUniversiti Teknologi Malaysia

OverviewOverview

What are Quality Circles?What are Quality Circles?Summary of History and Practices Summary of History and Practices How Do Quality Circles Work?How Do Quality Circles Work?yyHow Can They be Used in an Organization?How Can They be Used in an Organization?Example and ActivityExample and ActivityExample and ActivityExample and ActivityProblems with Quality CirclesProblems with Quality CirclesBibliographyBibliography

Summary of History andSummary of History andSummary of History and Summary of History and PracticesPractices

Quality Circles were first seen in the United Quality Circles were first seen in the United States in the 1950’sStates in the 1950’sCircles were developed by Dr Kaoru IshikawaCircles were developed by Dr Kaoru IshikawaCircles were developed by Dr, Kaoru Ishikawa Circles were developed by Dr, Kaoru Ishikawa in Japan in the 1960’sin Japan in the 1960’sCircles were reCircles were re--exported to the US in the early exported to the US in the early 1970’s1970’s

Summary of History andSummary of History andSummary of History and Summary of History and Practices (continue)Practices (continue)( )( )

1980’s brought Total Quality Management and a 1980’s brought Total Quality Management and a reduction in the use of Quality Circlesreduction in the use of Quality CirclesQ yQ yQuality Circles can be a useful tool if used Quality Circles can be a useful tool if used properlyproperlyproperlyproperly

Summary of History andSummary of History andSummary of History and Summary of History and Practices (continue)Practices (continue)( )( )

Inspection (1950’s) Quality Control (1960’s)

Quality Assurance (1970’s)Total Quality (1980’s)

“World Class”Zero Defect,

Customer Focus,Quick Response (1990’s)

2000’s ?Quick Response (1990’s)

Wh t i Q lit Cir l ?Wh t i Q lit Cir l ?What is a Quality Circle?What is a Quality Circle?

Voluntary groups of employees who work on similar Voluntary groups of employees who work on similar tasks or share an area of responsibilitytasks or share an area of responsibilityThey agree to meet on a regular basis to discuss & solve They agree to meet on a regular basis to discuss & solve problems related to work.problems related to work.ppThey operate on the principle that employee They operate on the principle that employee participation in decisionparticipation in decision--making and problemmaking and problem--solving solving p pp p g pg p ggimproves the quality of workimproves the quality of workThe reduction, by their efforts, The reduction, by their efforts, of the countless number of problems which impede the of the countless number of problems which impede the p pp peffectiveness of their workeffectiveness of their workEncourage circles to elect their own leaders towards the end Encourage circles to elect their own leaders towards the end ggof the training periodof the training period

What is a Quality Circle? What is a Quality Circle? (continue)(continue)

Frequency and duration of meetings is set by the groupFrequency and duration of meetings is set by the groupCircle should be autonomous in that it should select the Circle should be autonomous in that it should select the problems that it wishes to solve problems that it wishes to solve QCCs useful for QCCs useful for

ll lflf d l d l dd l d l dmutualmutual--selfself--development and process control and development and process control and improvement within their workshop.improvement within their workshop.Utilising basic 7 QC Tools.Utilising basic 7 QC Tools.Japanese experience indicated that 95% of the Japanese experience indicated that 95% of the J p pJ p pproblems in the workshop can be solved through 7 problems in the workshop can be solved through 7 QC ToolsQC ToolsQQ

The Japanese description of the The Japanese description of the effectiveness of a quality circle is effectiveness of a quality circle is

pr dpr dexpressed as:expressed as:

“It is better for one hundred people to take one step “It is better for one hundred people to take one step than for one person to take a hundred’than for one person to take a hundred’


CEO

CONTROL CUSTOMER FOCUSED /CONTINUOUS IMPROVEMENT

CEO

SNR MGTSUPERVISORS

OPERATORS

MANAGEMENTMANAGEMENT

SUPERVISORS

SUPERVISORS

OPERATORS

SNR MGT

OPERATORSCOACHMASS PRODUCTIVITY /

SCIENTIFIC MANAGEMENT

CEO

SCIENTIFIC MANAGEMENT

How Do Quality Circles Work?How Do Quality Circles Work?How Do Quality Circles Work?How Do Quality Circles Work?

All b f l dAll b f l dAll members of a Circle need to receive trainingAll members of a Circle need to receive trainingMembers need to be empoweredMembers need to be empoweredppMembers need to have the support of Senior Members need to have the support of Senior ManagementManagementManagementManagementCharacteristicsCharacteristics

V lV lVolunteersVolunteersSet Rules and PrioritiesSet Rules and PrioritiesDecisions made by ConsensusDecisions made by ConsensusUse of organized approaches to ProblemUse of organized approaches to Problem--SolvingSolvingg ppg pp gg

Formation of Quality CirclesFormation of Quality Circles

Start on the Shop FloorStart on the Shop FloorppBase Circle on TrainingBase Circle on TrainingAllow the Circle to Form ItselfAllow the Circle to Form ItselfDo The Training ProperlyDo The Training ProperlyDo The Training ProperlyDo The Training ProperlySupport with Information RequiredSupport with Information RequiredProvide Skills and ExperienceProvide Skills and Experience

Requirements of Quality CirclesRequirements of Quality Circles

Management SupportManagement SupportT i iT i iTrainingTrainingRecognition SystemRecognition Systemg yg y

How Can They be Used in an How Can They be Used in an Organization?Organization?

Increase ProductivityIncrease ProductivityyyImprove QualityImprove QualityB E l M lB E l M lBoost Employee MoraleBoost Employee Morale

The Premise of Quality CirclesThe Premise of Quality CirclesThe Premise of Quality CirclesThe Premise of Quality Circles

Much of the trouble originated from the gulf Much of the trouble originated from the gulf between management and shop floorbetween management and shop floorOperators were frequently well aware of theOperators were frequently well aware of theOperators were frequently well aware of the Operators were frequently well aware of the cause of quality problems and, with modern cause of quality problems and, with modern st nd rds of ed tion often kne ho tost nd rds of ed tion often kne ho tostandards of education, often knew how to standards of education, often knew how to cure themcure them

Team ExerciseTeam Exercise

Break down into teams of 6Break down into teams of 6--8 people8 peopleBreak down into teams of 6Break down into teams of 6 8 people8 peopleEstablish a leader and rules for your CircleEstablish a leader and rules for your CircleHave a brainstorming and problemHave a brainstorming and problem--solving solving session to resolve the issue on the next slidesession to resolve the issue on the next slide

Team ExerciseTeam ExerciseA Collegiate class on Statistical Analysis has a total A Collegiate class on Statistical Analysis has a total enrollment of 45 people. enrollment of 45 people. Average attendance is 18 studentsAverage attendance is 18 studentsThe class consists mainly of lectures The class consists mainly of lectures c ss c s s s y c sc ss c s s s y c sHow can the professor of this class improve the quality How can the professor of this class improve the quality of this course and increase student involvement?of this course and increase student involvement?of this course and increase student involvement?of this course and increase student involvement?

The Benefits of Quality CirclesThe Benefits of Quality CirclesThe Benefits of Quality CirclesThe Benefits of Quality Circles

A Direct PayA Direct Pay--off (cost/benefits)off (cost/benefits)An Operator To Manager Dialogue (involvement, An Operator To Manager Dialogue (involvement, participation, communication)participation, communication)p p , )p p , )A Manager To Manager Dialogue (awareness)A Manager To Manager Dialogue (awareness)An Operator to Operator Dialogue (attitudes)An Operator to Operator Dialogue (attitudes)A Quality Mindedness (product quality andA Quality Mindedness (product quality andA Quality Mindedness (product quality and A Quality Mindedness (product quality and reliability, prevention of nonreliability, prevention of non--conformance)conformance)Th P l D l f h P i iTh P l D l f h P i iThe Personal Development of the ParticipantsThe Personal Development of the Participants

Reasons for failure of Reasons for failure of Quality CirclesQuality Circles

Inadequate TrainingInadequate TrainingUnsure of PurposeUnsure of PurposeN t t l V l tN t t l V l tNot truly VoluntaryNot truly VoluntaryLack of Management InterestLack of Management InterestggQuality Circles are not really empowered to Quality Circles are not really empowered to make decisionsmake decisionsmake decisions.make decisions.

Reasons for failure of Reasons for failure of Quality Circles Quality Circles (continue)(continue)

They have not had enough trainingThey have not had enough trainingy g gy g gThey have not been given sufficient They have not been given sufficient autonomyautonomyThe Quality Circles have been started in The Quality Circles have been started in Q yQ yisolation and not part of a wider programme isolation and not part of a wider programme of Companyof Company--wide Continuous Improvementwide Continuous Improvementof Companyof Company wide Continuous Improvementwide Continuous Improvement

Bibli hBibli hBibliographyBibliographyC l R b E 1999C l R b E 1999 M i Q lit F d H A iM i Q lit F d H A iCole, Robert E. 1999. Cole, Robert E. 1999. Managing Quality Fads: How American Managing Quality Fads: How American Business Learned to Play the Quality Game. Business Learned to Play the Quality Game. New York, NY: Oxford New York, NY: Oxford PressPress..Aubrey, Charles A. 1988. Aubrey, Charles A. 1988. Teamwork: Involving People in Quality Teamwork: Involving People in Quality and Productivity Improvement.and Productivity Improvement. Milwaukee, WI: Quality Press.Milwaukee, WI: Quality Press.Foster S Thomas 2001Foster S Thomas 2001 Managing Quality: An IntegrativeManaging Quality: An IntegrativeFoster, S. Thomas. 2001. Foster, S. Thomas. 2001. Managing Quality: An Integrative Managing Quality: An Integrative Approach.Approach. Upper Saddle River, NJ: Prentice Hall. Author Upper Saddle River, NJ: Prentice Hall. Author Unknown. 1984. Unknown. 1984. Quality Circles in the Community College Quality Circles in the Community College [online]. [online]. Available online viaAvailable online viaAvailable online via Available online via http://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlAuthor Unknown. 1994. Author Unknown. 1994. Kaizen and Quality CirclesKaizen and Quality Circles [online]. [online]. A il bl li iA il bl li iAvailable online via Available online via http://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.html

QUALITYQUALITYQUALITY QUALITY IMPROVEMENT TEAMSIMPROVEMENT TEAMSIMPROVEMENT TEAMSIMPROVEMENT TEAMS

QUALITY IMPROVEMENT QUALITY IMPROVEMENT TEAMSTEAMS

Team formed where there is a specific problem Team formed where there is a specific problem h l ti i lik l t id i i lh l ti i lik l t id i i lwhose solution is unlikely to reside in a single whose solution is unlikely to reside in a single

department and which is large enough to justify department and which is large enough to justify h bli h f l hh bli h f l hthe establishment of a team to resolve the the establishment of a team to resolve the

problemproblemFor example (the combined actions of For example (the combined actions of Production, Testing, Technical Departments as Production, Testing, Technical Departments as g pg pwell as the Supplier for persistent equipment well as the Supplier for persistent equipment breakdown)breakdown)))

CHARACTERISTICS OF QITSCHARACTERISTICS OF QITSCHARACTERISTICS OF QITSCHARACTERISTICS OF QITS

Set up by management Set up by management InterInter--departmental departmental Group is usually formed to resolve a problemGroup is usually formed to resolve a problemGroup is usually formed to resolve a problem Group is usually formed to resolve a problem identified by othersidentified by othersTeam is usually disbanded once the problem Team is usually disbanded once the problem solvedsolvedv dv d

BENEFITS OF QITSBENEFITS OF QITSBENEFITS OF QITSBENEFITS OF QITSBreakBreak DownDown InterInter DepartmentalDepartmental BarriersBarriersBreakBreak DownDown InterInter--DepartmentalDepartmental BarriersBarriers

QITQIT processprocess isis partpart ofof teamteam buildingbuilding andand ownershipownership ofof thethep blp blproblemproblem

SolutionsSolutions AreAre MoreMore GlobalGlobal InIn ConceptConceptoptimisedoptimised forfor corporatecorporate ratherrather thanthan departmentaldepartmental goalsgoals

ImprovedImproved CommunicationsCommunicationsppsolutionssolutions areare soughtsought forfor thethe corporatecorporate goodgood ratherrather thanthan totoshiftshift blameblame

ImprovedImproved ProblemProblem SolvingSolvingtt dd ff bilbil titi ii blbl l il icreatecreate aa degreedegree ofof mobilemobile expertiseexpertise inin problemproblem solvingsolving

withinwithin thethe companycompany

THE QIT PROCESSTHE QIT PROCESSTHE QIT PROCESSTHE QIT PROCESS

Adequate training in appropriate skills must Adequate training in appropriate skills must be provided before the QIT starts workbe provided before the QIT starts workTo deny the team the problemTo deny the team the problem solving toolssolving toolsTo deny the team the problemTo deny the team the problem--solving tools solving tools it needs to carry out the task is inviting failure it needs to carry out the task is inviting failure

hi h ill ff l h i dhi h ill ff l h i dwhich will affect not only the issue under which will affect not only the issue under consideration but the credibility of the QIT consideration but the credibility of the QIT process itselfprocess itself

THE QIT PROCESSTHE QIT PROCESSTHE QIT PROCESSTHE QIT PROCESS

Identify the Project And Form The TeamIdentify the Project And Form The TeamDefine The Problem AccuratelyDefine The Problem AccuratelyIdentify And Verify Root CausesIdentify And Verify Root CausesIdentify And Verify Root CausesIdentify And Verify Root CausesPlan And Implement Corrective ActionPlan And Implement Corrective ActionStandardise And Seek Other ApplicationsStandardise And Seek Other ApplicationsConduct A Review Of The ProjectConduct A Review Of The ProjectConduct A Review Of The ProjectConduct A Review Of The Project

The Basic Seven (B7) The Basic Seven (B7) ( )( )Tools of QualityTools of Quality

"As much as 95% of quality related problems in the factory can be solved "As much as 95% of quality related problems in the factory can be solved with seven fundamental quantitative tools." with seven fundamental quantitative tools." -- Kaoru IshikawaKaoru Ishikawa

ByByBy By Zaipul AnwarZaipul Anwar

Business & Advanced Technology Centre,Business & Advanced Technology Centre,Universiti Teknologi MalaysiaUniversiti Teknologi MalaysiaUniversiti Teknologi MalaysiaUniversiti Teknologi Malaysia

Wh h B i S T l fWh h B i S T l fWhat are the Basic Seven Tools of What are the Basic Seven Tools of Quality?Quality?Quality?Quality?

Fishbone DiagramsFishbone DiagramsHistogramsHistogramsHistogramsHistogramsPareto AnalysisPareto AnalysisFlowchartsFlowchartsScatter PlotsScatter PlotsScatter PlotsScatter PlotsRun ChartsRun ChartsControl ChartsControl Charts

Wh did h B i SWh did h B i SWhere did the Basic Seven come Where did the Basic Seven come from?from?from?from?

Kaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKnown for “Democratizing Statistics”Known for “Democratizing Statistics”

The Basic Seven Tools made statistical analysis less complicated The Basic Seven Tools made statistical analysis less complicated y py pfor the average personfor the average person

Good Visual Aids make statistical and quality control more Good Visual Aids make statistical and quality control more comprehendiblecomprehendiblecomprehendible.comprehendible.


Fi hb DiFi hb DiFishbone DiagramsFishbone Diagrams

No statistics involvedNo statistics involved

Maps out a process/problemMaps out a process/problem

Makes improvement easierMakes improvement easier

Looks like a “Fish Skeleton”Looks like a “Fish Skeleton”

Fishbone Diagram Overview Fishbone Diagram Overview (1 of 2)(1 of 2)

DefinitionDefinitionUsesUsesIshikawaIshikawa

Use within organizationsUse within organizationsb fitb fitbenefitsbenefits

Creation of the DiagramCreation of the DiagramggSteps 1Steps 1--99

Fishbone Diagram Overview Fishbone Diagram Overview (2 of 2)(2 of 2)

Example Example Service exampleService example

ExerciseExerciseExerciseExerciseHam IndustriesHam Industries

Fishbone (Cause and Effect or Ishikawa)Fishbone (Cause and Effect or Ishikawa)Fishbone (Cause and Effect or Ishikawa) Fishbone (Cause and Effect or Ishikawa) Diagrams Diagrams (1 of 4)(1 of 4)

Named after Kaoru IshikawaNamed after Kaoru IshikawaJ Q lit iJ Q lit iJapanese Quality pioneerJapanese Quality pioneer

Resembles skeleton of a fishResembles skeleton of a fishFocus on causes rather than symptoms of a problemFocus on causes rather than symptoms of a problemEmphasizes gro p comm nication and brainstormingEmphasizes gro p comm nication and brainstormingEmphasizes group communication and brainstorming Emphasizes group communication and brainstorming Stimulates discussionStimulates discussion


One of Seven basic tools of Japanese QualityOne of Seven basic tools of Japanese QualityOne of Seven basic tools of Japanese QualityOne of Seven basic tools of Japanese QualityLeads to increased understanding of complex Leads to increased understanding of complex g pg pproblemsproblemsVi l d i l lVi l d i l lVisual and presentational toolVisual and presentational tool


T i ll d h lkb dT i ll d h lkb dTypically done on paper or chalkboardTypically done on paper or chalkboardRecently some computer programs have beenRecently some computer programs have beenRecently some computer programs have been Recently some computer programs have been created to make Fishbone Diagramscreated to make Fishbone Diagrams

Ishikawa EnvironmentIshikawa Environment

Use in Organizations Use in Organizations (1 of 2)(1 of 2)

Can be used to improve any product, process, or Can be used to improve any product, process, or iiserviceservice

Any area of the company that is experiencing a Any area of the company that is experiencing a y p y p gy p y p gproblemproblemI l t ll l tI l t ll l tIsolates all relevant causesIsolates all relevant causes

Use in Organizations Use in Organizations (2 of 2)(2 of 2)

Helps bring a problem into light Helps bring a problem into light Group discussion and brainstormingGroup discussion and brainstormingFinds reasons for quality variations, and theFinds reasons for quality variations, and theFinds reasons for quality variations, and the Finds reasons for quality variations, and the relationships between themrelationships between them

Creating Fishbone DiagramsCreating Fishbone DiagramsCreating Fishbone Diagrams Creating Fishbone Diagrams (1 of 4)(1 of 4)

•• As a group:As a group:bli h bl ( ff )bli h bl ( ff )1. Establish problem (effect)1. Establish problem (effect)--state in clear termsstate in clear termsstate in clear termsstate in clear terms--agreed upon by entire agreed upon by entire

groupgroupg pg p

2. Problem becomes the 2. Problem becomes the “h d” f h fi h“h d” f h fi h“head” of the fish“head” of the fish

--draw line to head (“backbone”) draw line to head (“backbone”) d w d ( b b )d w d ( b b )

Creating a Fishbone DiagramCreating a Fishbone DiagramCreating a Fishbone Diagram Creating a Fishbone Diagram (2 of 4)(2 of 4)

3.3. Decide major causes of the problemDecide major causes of the problem-- by brainstormingby brainstorming-- if the effect or problem is part of a process the major if the effect or problem is part of a process the major steps in the process can be usedsteps in the process can be used

4. Connect major causes to backbone of the 4. Connect major causes to backbone of the fish with slanting arrowsfish with slanting arrowsfish with slanting arrowsfish with slanting arrows


5. Brainstorm secondary causes 5. Brainstorm secondary causes for each of the for each of the major causesmajor causesmajor causesmajor causes6. Connect these secondary causes to their 6. Connect these secondary causes to their yyrespective major causesrespective major causes7 Repeat steps 5 & 6 for sub7 Repeat steps 5 & 6 for sub causes dividingcauses dividing7. Repeat steps 5 & 6 for sub7. Repeat steps 5 & 6 for sub--causes dividing causes dividing with increased specificity with increased specificity

-- usually four or five levelsusually four or five levels


8. Analyze and evaluate causes and sub8. Analyze and evaluate causes and sub--causescauses--may require the use of statistical, analytical, and graphical toolsmay require the use of statistical, analytical, and graphical tools

9 Decide and take action9 Decide and take action9. Decide and take action9. Decide and take action

Example Example (1 of 4)(1 of 4)

Step 1 & 2:Step 1 & 2:

Poor Service(“backbone”)( )

(“head”)


Step 3 & 4:Step 3 & 4:

ResponsivenessAAppearance

Poor Service

ReliabilityAttention


Step 5, 6, & 7:Step 5, 6, & 7:

ResponsivenessAppearancetimei t time

personnelfacility

equipment

Poor Service

Oaccuracy

courtesyOne on one service

dependability

Attention Reliability


Step 8 & 9:Step 8 & 9:Use tools to analyze and evaluate causesUse tools to analyze and evaluate causes

Pareto diagrams, charts, and graphsPareto diagrams, charts, and graphsStatistical analysis for causes in processesStatistical analysis for causes in processes

Decide and take actionDecide and take actionUse fishbone diagram, analysis and evaluations to find causes that can Use fishbone diagram, analysis and evaluations to find causes that can be fixedbe fixedT k i li i d fi blT k i li i d fi blTake action to eliminate and fix problem causesTake action to eliminate and fix problem causes

Summary Summary (1 of 3)(1 of 3)

•• Fishbone DiagramsFishbone Diagrams-- visual diagram visual diagram -- resembles fish skeletonresembles fish skeleton-- identifies the causes of a problem (effect), and their identifies the causes of a problem (effect), and their relationshipsrelationshipse a o s pse a o s ps

-- created by Kaoru Ishikawa for Quality Managementcreated by Kaoru Ishikawa for Quality Management


Organizational UsesOrganizational UsesIncreases communication about problemsIncreases communication about problemsUsed to improve any product, process, or serviceUsed to improve any product, process, or serviceUsed to improve any product, process, or serviceUsed to improve any product, process, or serviceImportant part of quality managementImportant part of quality management


Creation of Fishbone diagramsCreation of Fishbone diagramsProblem or effect is head of fishProblem or effect is head of fishIdentify major, secondary and tertiary causes, andIdentify major, secondary and tertiary causes, andIdentify major, secondary and tertiary causes, and Identify major, secondary and tertiary causes, and attach to backbone identifying relationshipsattach to backbone identifying relationshipsA l d E l lA l d E l lAnalyze and Evaluate resultsAnalyze and Evaluate resultsAct to fix the problem(s)Act to fix the problem(s)p ( )p ( )

ExerciseExerciseCreate a Fishbone (cause and effect, Ishikawa) Create a Fishbone (cause and effect, Ishikawa) Diagram for the following:Diagram for the following:Diagram for the following:Diagram for the following:

Management at Ham Industries has noticed that the productivity of its Management at Ham Industries has noticed that the productivity of its workers is well below the standard. After interviewing its employees, it was workers is well below the standard. After interviewing its employees, it was noticed that a vast majority felt dissatisfied and unhappy with their work. noticed that a vast majority felt dissatisfied and unhappy with their work. Your boss has asked you and a group of your peers to find the causes ofYour boss has asked you and a group of your peers to find the causes ofYour boss has asked you and a group of your peers to find the causes of Your boss has asked you and a group of your peers to find the causes of worker dissatisfaction . Include all possible causes to at least the secondary worker dissatisfaction . Include all possible causes to at least the secondary level.level.

BibliographyBibliography//home.t//home.t--online.de/home/kfmaas/q_ishika.htmlonline.de/home/kfmaas/q_ishika.htmlwww zi unizh ch/software/unix/statmath/sas/sasdoc/qcwww zi unizh ch/software/unix/statmath/sas/sasdoc/qcwww.zi.unizh.ch/software/unix/statmath/sas/sasdoc/qcwww.zi.unizh.ch/software/unix/statmath/sas/sasdoc/qc

/chap17/sect1.htm/chap17/sect1.htmd i k/ b /b / 9j 00001/ 9j 0000110 hd i k/ b /b / 9j 00001/ 9j 0000110 hwww.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000110.htwww.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000110.ht

mlmlFoster, S. Thomas. Managing Quality: An Integrative Foster, S. Thomas. Managing Quality: An Integrative

Approach. 2001, PrenticeApproach. 2001, Prentice--Hall Hall pppp


HistogramsHistograms

B hB hBar chartBar chart

Used to graphically represent groups of dataUsed to graphically represent groups of data

OverviewOverview

1)1) What is a Histogram?What is a Histogram?2)2) What are some possible uses for a Histogram?What are some possible uses for a Histogram?2)2) What are some possible uses for a Histogram?What are some possible uses for a Histogram?3)3) Where did the Histogram come from?Where did the Histogram come from?gg4)4) How do Histograms work?How do Histograms work?

A l ld lA l ld l5)5) A real world example.A real world example.6)6) An exercise.An exercise.))

What is a Histogram?What is a Histogram?

A Hi i i i f b h iA Hi i i i f b h iA Histogram is a variation of a bar chart in A Histogram is a variation of a bar chart in which data values are grouped together and put which data values are grouped together and put g p g pg p g pinto different classes. into different classes.

This grouping allows you see how frequently This grouping allows you see how frequently data in each class occur in the data set.data in each class occur in the data set.

Wh t i Hi t ( t )Wh t i Hi t ( t )What is a Histogram (cont.)What is a Histogram (cont.)

Higher barsHigher bars represent represent more datamore data valuesvalues in a in a llclass.class.

Lower barsLower bars representrepresent fewer datafewer data valuesvalues in ain aLower barsLower bars represent represent fewer datafewer data valuesvalues in a in a class.class.On the next slide is an example of what a On the next slide is an example of what a Histogram looks likeHistogram looks likeHistogram looks like. Histogram looks like.

Example of a HistogramExample of a HistogramUses for a HistogramUses for a HistogramUses for a Histogram Uses for a Histogram

A Histogram can be used:A Histogram can be used:to display large amounts of data values in a relativelyto display large amounts of data values in a relativelyto display large amounts of data values in a relatively to display large amounts of data values in a relatively simple chart form.simple chart form.to tell relative frequency of occurrenceto tell relative frequency of occurrenceto tell relative frequency of occurrence.to tell relative frequency of occurrence.to easily see the distribution of the data.to easily see the distribution of the data.to see if there is variation in the data.to see if there is variation in the data.to make future predictions based on the data.to make future predictions based on the data.to make future predictions based on the data. to make future predictions based on the data.

Where did the Histogram Come Where did the Histogram Come From?From?

Th Hi fi i l d b KTh Hi fi i l d b KThe Histogram was first implemented by Kaoru The Histogram was first implemented by Kaoru Isikawa, one of Japans’ most renowned experts Isikawa, one of Japans’ most renowned experts J p pJ p pon quality improvement.on quality improvement.

Isikawa spent his life trying to improve quality in Isikawa spent his life trying to improve quality in Japan. Japan.

Where did the Histogram Come Where did the Histogram Come From? (cont.)From? (cont.)

His major contributions to quality improvement His major contributions to quality improvement k h b i l f lik h b i l f liare known as the basic seven tools of quality.are known as the basic seven tools of quality.

Included in his basic seven tools of quality is the Included in his basic seven tools of quality is the Histogram.Histogram.

H d Hi t W k?H d Hi t W k?How do Histograms Work?How do Histograms Work?

First, you need need to pick a process to analyze.First, you need need to pick a process to analyze.N d l f d l 100 dN d l f d l 100 dNext, you need a large amount of data, at least 100 data Next, you need a large amount of data, at least 100 data values so that patterns can become visible.values so that patterns can become visible.Then, you need to assemble a table of the data values Then, you need to assemble a table of the data values that you collected with regards to frequency of datathat you collected with regards to frequency of datathat you collected with regards to frequency of data that you collected with regards to frequency of data values.values.

How do Histograms Work? How do Histograms Work? (cont)(cont)

Next, you need to calculate some statistics for the Next, you need to calculate some statistics for the Histogram including: mean minimum maximumHistogram including: mean minimum maximumHistogram, including: mean, minimum, maximum, Histogram, including: mean, minimum, maximum, standard deviation, class width, number of classes, standard deviation, class width, number of classes, k d k ik d k iskewness, and kurtosis.skewness, and kurtosis.

Then, you actually create the Histogram using these Then, you actually create the Histogram using these statisticsstatisticsstatistics. statistics.


After you have created a Histogram it willAfter you have created a Histogram it willAfter you have created a Histogram, it will After you have created a Histogram, it will take one of five shapes:take one of five shapes:

N l Di ib iN l Di ib iNormal DistributionNormal Distribution::


P iti l Sk dP iti l Sk dPositively SkewedPositively Skewed::

N i l Sk dN i l Sk dNegatively SkewedNegatively Skewed::


BiBi Modal DistributionModal Distribution::BiBi--Modal DistributionModal Distribution::

M ltiM lti M d l Di t ib tiM d l Di t ib tiMultiMulti--Modal DistributionModal Distribution::


Once your Histogram is complete, you can Once your Histogram is complete, you can analyze its shape as well as the statistics that youanalyze its shape as well as the statistics that youanalyze its shape, as well as the statistics that you analyze its shape, as well as the statistics that you came up with. came up with.

This analysis will help you to make betterThis analysis will help you to make betterThis analysis will help you to make better This analysis will help you to make better decisions toward quality improvements.decisions toward quality improvements.

ConstructingConstructing a Histograma HistogramFrom a set of data computeFrom a set of data compute

sumsummean (x)mean (x)mean (x)mean (x)MaxMaxMinMinRange (maxRange (max--min)min)

ConstructingConstructing a Histograma HistogramUse range to estimate beginning and end Use range to estimate beginning and end Calculate the width of each column by dividing Calculate the width of each column by dividing the range by the number of columnsthe range by the number of columnsthe range by the number of columnsthe range by the number of columns

Range = Width# of Columns

Width

Acme Pizza ExampleAcme Pizza ExampleLet’s say the owner wants a distribution of Let’s say the owner wants a distribution of A ’ Th d Ni h S lA ’ Th d Ni h S lAcme’s Thursday Night SalesAcme’s Thursday Night Sales

Data Set from last Thursday(slices)Data Set from last Thursday(slices)y( )y( )0 2 1 2 2 4 1 3 1 2 1 2 2 4 3 4 1 4 3 2 2 3 2 1 2 2 1 2 2 1 4 2 2 1 2 1 2 2 1 2 1 2 1 2 1 2 1 0 2 1 2 2 4 1 3 1 2 1 2 2 4 3 4 1 4 3 2 2 3 2 1 2 2 1 2 2 1 4 2 2 1 2 1 2 2 1 2 1 2 1 2 1 2 1

2 1 2 2 2 1 2 1 2 1 1 2 2 2 3 1 4 2 2 3 2 2 2 1 2 3 2 2 4 2 2 4 4 1 2 2 2 3 2 2 1 2 2 4 2 1 2 2 1 2 2 2 1 2 1 2 1 1 2 2 2 3 1 4 2 2 3 2 2 2 1 2 3 2 2 4 2 2 4 4 1 2 2 2 3 2 2 1 2 2 4 2 1 2 4 2 1 7 2 1 2 2 3 1 2 1 1 2 1 2 2 2 1 2 2 1 2 1 2 2 2 4 2 44 2 1 7 2 1 2 2 3 1 2 1 1 2 1 2 2 2 1 2 2 1 2 1 2 2 2 4 2 44 2 1 7 2 1 2 2 3 1 2 1 1 2 1 2 2 2 1 2 2 1 2 1 2 2 2 4 2 44 2 1 7 2 1 2 2 3 1 2 1 1 2 1 2 2 2 1 2 2 1 2 1 2 2 2 4 2 4

Acme Pizza ExampleAcme Pizza ExampleMean = 2.032258 Mean = 2.032258 M 7M 7Max = 7 Max = 7 Min = 0 Min = 0 Range = 7 Range = 7

QuestionQuestionQQFor 7 columns what would the width be?For 7 columns what would the width be?

Range/Columns=7/7=1 sliceRange/Columns 7/7 1 slice

Acme Pizza ExampleAcme Pizza Example

Histogram6570

Histogram

50

60

3330

40

812

10

20

30

0 0 10

10

1 2 3 4 5 6 71 2 3 4 5 6 7

Slices of Pizza

Constructing a HistogramConstructing a HistogramHow is this helpful to Acme?How is this helpful to Acme?

2 slices of pizza most common order placed2 slices of pizza most common order placed2 slices of pizza most common order placed2 slices of pizza most common order placedDistribution of sales useful for forecasting next Distribution of sales useful for forecasting next Th d ’ l i h d dTh d ’ l i h d dThursday’s late night demandThursday’s late night demand

If you were an Acme manager how could you apply this If you were an Acme manager how could you apply this information?information?information?information?


Pareto AnalysisPareto Analysis

Very similar to HistogramsVery similar to HistogramsVery similar to HistogramsVery similar to Histograms

Use of the 80/20 ruleUse of the 80/20 rule

Use of percentages to show importanceUse of percentages to show importance

P t A l i h t itPareto Analysis, how to use it

1. Gather facts about the problem, using Check Sheets or Brainstorming, depending on the availability of information.

2. Rank the contributions to the problem in order of frequency.

3. Draw the value (errors, facts, etc) as a bar chart.

4. It can also be helpful to add a line showing the cumulative percentage of errors as each category is added This helps topercentage of errors as each category is added. This helps to identify the categories contributing to 80% of the problem.

5. Review the chart – if an 80/20 combination is not obvious, you may need to redefine your classifications and go back to S 1 2Stage 1 or 2.

Acme Pizza (Example 1)Acme Pizza (Example 1)SlicesSlices FrequencyFrequency %%

00 11 3300 11 .3.311 3333 13.0913.0922 6565 25.7925.7933 88 3.173.1744 1212 4.764.7655 00 0066 00 0077 11 3377 11 .3.3

Acme Pizza (Example 1)Acme Pizza (Example 1)The completed Pareto Analysis results in the following graph:The completed Pareto Analysis results in the following graph:

50

60

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30

40

50

10

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30

01 2 3 4 5 6 72 1 4 3 7 5 6

Slices of Pizza

Acme Pizza (part 2)Acme Pizza (part 2)Critical ThinkingCritical Thinking

How does the Pareto Analysis differ from the How does the Pareto Analysis differ from the Histogram?Histogram?Histogram?Histogram?

How can this be a useful tool to the Acme boss?How can this be a useful tool to the Acme boss?

A series of Pareto charts drill down to more detail (Example 2) :

Fault by Main Cause1st level A l i

40

50

60

70

60

80

100

rcen

t

ount

Analysisgives “Design” as main cause of failure

2nd level Analysis gives breakdown of “Design”

0

10

20

30

0

20

40 Per

Co

Design Faults

Design

Design

ComponentBuild

Other

57 13 4 275.0 17.1 5.3 2.6

75.0 92.1 97.4 100.0

DefectCount

PercentCum %

40

50

60

80

100

nt

10

20

30

20

40

60

Perc

en

Cou

nt

Connect Module

Torque Motors

Cold Start

Transducer Module

ASIC CalibrationIOP Imon

21 10 8 8 5 3 236.8 17.5 14.0 14.0 8.8 5.3 3.5

36.8 54.4 68.4 82.5 91.2 96.5 100.0

0 0

DefectCount

PercentCum %


FlowchartsFlowcharts

A hi l i f PROCESSA hi l i f PROCESSA graphical picture of a PROCESSA graphical picture of a PROCESS

Process Decision

The process flow

FlowchartsFlowchartsDon’t Forget to:Don’t Forget to:

Define symbols before beginningDefine symbols before beginningy g gy g g

S iS iStay consistentStay consistent

Check that process is accurateCheck that process is accurate

Acme Pizza Example Acme Pizza Example pp(Flowchart)(Flowchart)

WindowWindow Take CustomerTake Customer Money?Money?dd(start)(start) OrderOrder

yesGet PizzaGet Pizza

L kL k

noyes

LockupLockupPut More inPut More in

OvenOven 2 Pies2 PiesAvailable?Available?no

yesTimeTime

to close?to close?Take to CustomerTake to Customer

yesno

y

Take to CustomerTake to Customer

How can we use the flowchart to analyze How can we use the flowchart to analyze yyimprovement ideas from the Histogram?improvement ideas from the Histogram?

WindowWindow Take CustomerTake Customer Money?Money?(start)(start) OrderOrder(start)(start) OrderOrder

yesGet PizzaGet Pizza

LockupLockup

noyes

LockupLockupPut More inPut More in

OvenOven 2 Pies2 PiesAvailable?Available?no

yesTimeTime

to close?to close?Take to CustomerTake to Customer yes

noy

Want some practice?Want some practice?Make a flowchart for:Make a flowchart for:

Taking a showerTaking a showerCooking dinnerCooking dinnerDriving a carDriving a carDriving a carDriving a carHaving a partyHaving a partyC i Fl hC i Fl hCreating a FlowchartCreating a Flowchart

Any other processes you can think of?Any other processes you can think of?


Scatter PlotsScatter PlotsScatter PlotsScatter Plots2 Dimensional X/Y plots2 Dimensional X/Y plots/ p/ pUsed to show relationship between Used to show relationship between independent(x) and dependent(y) variablesindependent(x) and dependent(y) variables

Acme Pizza Acme Pizza (Scatter Diagram)(Scatter Diagram)

Min tes CookingMin tes Cooking Defecti e PiesDefecti e PiesMinutes CookingMinutes Cooking Defective PiesDefective Pies1010 114545 884545 883030 557575 20207575 20206060 14142020 442020 442525 66

In this simple example, you can find the existing relationship without much In this simple example, you can find the existing relationship without much difficulty but…difficulty but…

Scatter DiagramsScatter Diagrams

25E i di20

25•Easier to see direct relationship

10

15

5

10

00 20 40 60 80

Time Cooking (minutes)

Scatter DiagramsScatter DiagramsAs a quality toolAs a quality tool

What does this tell Acme management about What does this tell Acme management about their processes?their processes?their processes?their processes?Improvements?Improvements?

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20

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00 20 40 60 80

Time Cooking (minutes)


Run chartsRun chartsTimeTime--based (xbased (x--axis)axis)

CyclicalCyclical

Look for patternsLook for patternsLook for patternsLook for patterns

Run ChartsRun ChartsSlices/hour

8 9 10 11 12 1 2 3 4 8 9 10 11 12 1 2 3 4 8 9 10 11 12 1 2 3 4 Time8 9 10 11 12 1 2 3 4 8 9 10 11 12 1 2 3 4 8 9 10 11 12 1 2 3 4PM- AM PM- AM PM- AM

Thursday

Week 1

Thursday

Week 2

Thursday

Week 3


Control ChartsControl ChartsDeviation from MeanDeviation from Mean

Upper and Lower Spec’sUpper and Lower Spec’s

RangeRangeRangeRange

Control ChartsControl ChartsUpper LimitUpper Limit

XX

Lower LimitLower Limit

Unacceptable deviation

Control ChartsControl Charts

Acme Pizza Management wants to getAcme Pizza Management wants to get in on the control chart action

•Average Diameter = 16 inchesAverage Diameter 16 inches

•Upper Limit = 17 inchesUpper Limit 17 inches

•Lower Limit = 15 inches•Lower Limit = 15 inches

Acme example Acme example ppControl ChartsControl Charts

Upper LimitUpper Limit17 inches17 inches

X16 i h X16 inches=

Lower LimitLower Limit15 Inches15 Inches15 Inches15 Inches

Small Pie

Acme example #50Acme example #50ppControl ChartsControl Charts

•Pies within specifications were t blacceptable

O b ll ll i i•One abnormally small pie is “uncommon”uncommon

•Should be examined for quality control•Should be examined for quality control

Logical Order for B7 ToolsLogical Order for B7 ToolsLogical Order for B7 ToolsLogical Order for B7 Tools

Big Picture

Data Collection

Data Analysis

ProblemIdentification Prioritization

FlowChart

CheckSheet Histograms

Cause& Pareto

AnalysisChart Sheet gEffect Analysis

ScatterDiagramsDiagrams

ControlCharts

SummarySummaryBasic Seven Tools of QualityBasic Seven Tools of Quality

Measuring dataMeasuring dataMeasuring dataMeasuring data

Quality AnalysisQuality Analysis

“D i d i i ”“D i d i i ”“Democratized statistics”“Democratized statistics”

BibliographyBibliography

Foster, Thomas. Foster, Thomas. Managing Quality. An IntegrativeApproachManaging Quality. An IntegrativeApproach. Upper Saddle River : . Upper Saddle River : P i H llP i H ll 20012001Prentice Hall, Prentice Hall, 2001.2001.

Stevenson, William. “Supercharging Your Pareto Analysis.” Stevenson, William. “Supercharging Your Pareto Analysis.” Quality ProgressQuality Progress, p g g y, p g g y Q y gQ y gOctober 2000: October 2000: 5151--55.55.

““Dr Kaoru Ishikawa ” InternetDr Kaoru Ishikawa ” InternetDr Kaoru Ishikawa. Internet Dr Kaoru Ishikawa. Internet “http://www.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000110.html.” 16 “http://www.dti.gov.uk/mbp/bpgt/m9ja00001/m9ja0000110.html.” 16

February 2001.February 2001.

“Chemical and Process Engineering.” Internet. “Chemical and Process Engineering.” Internet. “http://lorien.ncl.ac.uk/ming/spc/spc8.htm.” 17 “http://lorien.ncl.ac.uk/ming/spc/spc8.htm.” 17 February 2001.February 2001.

Introduction Introduction to to

ISO 9001:2000ISO 9001:2000ISO 9001:2000ISO 9001:2000

By:By:Zaipul AnwarZaipul Anwar

Manager R & D DeptManager R & D DeptManager, R & D Dept.Manager, R & D Dept.Business & Advanced Technology CentreBusiness & Advanced Technology Centre

UTMUTM

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