red or wwhitehite - in2:inin2in.org/insights/bellows-redorwhite-decisionsforselectingwineand... ·...
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RedRed or or WhiteWhite??Decisions for Selecting WineDecisions for Selecting Wine
and Improving Qualityand Improving QualityPresented by
Bill Bellows
October 11, 2007APICS – SFV Chapter
Granada Hills, California
PresidentIn2:InThinking Network, Canoga Park, CA, Email: [email protected]
Associate Technical Fellow & LeadEnterprise Thinking Network, Pratt & Whitney Rocketdyne
Canoga Park, CA, Email: [email protected]
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Abstract: Whether dining at home or in a fine restaurant,there are many decision to make from the appetizers tothe meal selection and then dessert. If wine fits theoccasion, one of the important decisions is going to be isselect the appropriate red or white wine. A decision thatcan impact the taste and success of the dinner. We havethe same kind of decisions when we are trying to improvequality in our operations, like which processes to improve,how important is customer satisfaction?, should variationalways be reduced?, are capability indices such as Cpkmeaningful measures?, is the achievement of “zerodefects” the end of quality improvement?, should wecontinue to focus our quality efforts on part quality ormove to relationship quality?
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Abstract: The aim of this presentation is to reflecton the decisions made to select a bottle of winefor dinner and link this to the traditional decisionsmade in quality improvement efforts, in this way,we can improve the analysis and execution of ourquality improvement projects, gaining theoperational advantage to our organizations.
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TakeawaysTakeaways1. The limitations of the popular focusing on customer
satisfaction and striving to reduce variation2. The opportunities for moving from the "Old
Economics" of the quality of parts to the "NewEconomics" of the quality of relationships
3. Why Genichi Taguchi's Quality Loss Function is a"better description of the world“
4. An invitation to learn more about efforts underwayfor 10 years at Pratt & Whitney Rocketdyne to bringthe ideas above in to daily practice
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AimAimIntroduce the potential energy of
integrating the managementtheories and thinking of
Dr. W. Edwards Deming
Dr. Genichi Taguchi
and many others...Dr. Edward de Bono
Dr. Russell Ackoff
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●Quiz●Present State●Future State●Better Value●What’s Next?
Agenda Agenda
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QuizQuiz
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What is the leading use of alligator skinthe United States today?
Alligators Alligators
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Who makes the best automobile tires inthe world today?
Automobile Tires Automobile Tires
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Q: Are you having a glass of wine?A: Yes
Q: Why don’t we buy a bottle?A: Sure
Q: Red or white?A:
Wine Wine
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How much time is spent discussingparts which are good and arrive ontime?
GoodGood
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Q: The Last StrawQ: The Last Straw
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Q: PulseQ: Pulse
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Which 2 of these 3 circles are closest tohaving the same diameter?
Q: Sorting Circles Q: Sorting Circles
B
C
A
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The Boeing Company -The Boeing Company -Vision 2016Vision 2016● Core Competencies
– detailed customerknowledge
– large-scale systemsintegration
– lean enterprise
● Values– leadership– integrity– quality– customer satisfaction– people working together– a diverse and involved
team– good corporate
citizenship– enhancing shareholder
value
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ExpectationsExpectationsValue
Disappointment
Expectation
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Expectation DynamicsExpectation DynamicsValue
Disappointment
Expectation
Delight
Satisfaction
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Given a piece of wood that will be cutinto 2 pieces....
how many lines will be drawn acrossthe top face before the cut is made ?
Q: Cutting Wood Q: Cutting Wood
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target
Cutting Wood Cutting Wood
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target
Cutting Wood Cutting Wood
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0 A B C diameter
Q: Sorting Circles Q: Sorting Circles
Which 2 of these 3 circles are closest tohaving the same diameter?
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0 A B C diameter
Decisions DecisionsDecisions Decisions
MIN MAX
Which 2 of these 3 circles are closest tohaving the same diameter?
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UpperSpecification
Limit
Lower Specification
Limit
TARGET(desired value of
parameter)
“Loss to Society”
TaguchiTaguchi’’s Quality Losss Quality LossFunctionFunction
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“Quality is the loss a product causesto society after being shipped, otherthan losses caused by its intrinsicfunctions.”
Dr. Genichi Taguchi
Taguchi on Quality LossTaguchi on Quality Loss
Source: Introduction to QualityEngineering, Dr. Genichi Taguchi
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Perception & ThinkingPerception & Thinking“How the world we perceiveworks depends on how we think.
The world we perceive is a worldwe bring forth through ourthinking.”
H. Thomas JohnsonSource: Profit Beyond Measure, H. Thomas Johnson, 1999
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Present StatePresent State
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“Zero defects is another wayof saying ‘do it right the firsttime’”
Quality is defined asconformance to requirements
Source: Let’s Talk Quality, P. Crosby, 1989
Philip Crosby on Quality Philip Crosby on Quality
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1. Quality is defined as conformance to requirements,not as 'goodness' nor 'elegance'.
2. The system for causing quality is prevention, notappraisal.
3. The performance standard must be Zero Defects,not 'that's close enough'.
4. The measurement of quality is the Price of Non-conformance, not indices.
Crosby on the Absolutes ofCrosby on the Absolutes ofQuality ManagementQuality Management
Source: Quality is Free, Philip Crosby, 1979
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0.22980.2299
0.23000.2301
0.23020.2303
0.23040.2305
0.23060.2307
0.23080.2309
0.23100.2311
0.23120.2313
0
50
100
150
200
250
300
350
Hole Diameter, inches
Frequency
LOWER SPEC LIMIT 295 UPPER SPEC LIMIT
101
42
121
206
166
80
3112 10 1 5 7 2
DefectsDefects
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Present StatePresent State
*without a thinking transformation
● Driving Change● Reliance on Reforming● Reducing Variation, Cost, Waste, Inventory,
etc● Talk about “Working Together”● Striving for “Zero Defects” and “Zero Waste”● Continuous Improvement● Using Metrics for Alignment*
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Future StateFuture State
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AssumptionsAssumptions● A better way to operate an organization is
to invest resources with the ability tomanage customer delight, satisfaction,and disappointment
● Better investment results from discoveringopportunities to invest
● The discovery of opportunities forinvestment is limited by how thinking isconditioned
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What is needed ?What is needed ?
Thinking that promotes better
discovery
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InThinkingInThinkingInThinking is about a transformation ofthe ways people think into effectivepredetermined patterns and sequencesof thinking. The organization of thinkingitself and the awareness that there is achoice of alternative ways of thinkingwhen creating better solutions, presentsa significant and exciting departure fromtraditional approaches.
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InThinking & EnterpriseInThinking & EnterpriseThinkingThinking
Increase individual awarenesson thinking (InThinking)
Evolve the way we behave
Evolve the way we runour organizations
Evolve the way wethink together
(Enterprise Thinking)
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The In2:InThinking Network was formed in 2001 by agroup of students of the work of W. Edwards Deming andrelated theorists. The aim of our network is to makethinking about systems, variation, knowledge, andpsychology, and their interaction – which comprisesDeming's System of Profound Knowledge tm - moreconscious. We believe that such thinking about thinking,which we call "inthinking," will allow people to betterperceive relationships and interdependencies in humanendeavors, and consequently act to make thoseendeavors more valuable, more satisfying, and morejoyful.
In2:InThinking NetworkIn2:InThinking Network
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Our ForumsOur Forums……2002 - Creating New ROIs - Transforming the
Economics of the 21st Century
2003 - What's New? What's Next? – Better Thinking for a Better Future
2004 - Making a Difference From Where You Are –
Better Thinking For a Better Future
2005 - Daring to Lead - Influencing Better Thinking for a Better Future
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2006 - Daring to Explore – Creating Possibilities Together
2007 - Passion Flowing In2 Purposeful Action – Unleashing the Power of Us
2008 – Transforming My Space In2 OurSpace –Developing Our Uncommon Knowledge
Our ForumsOur Forums……
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In2:InThinking Network - www.in2in.org
2005 In2:IN Forum:2005 In2:IN Forum:““Daring to LeadDaring to Lead””
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Future StateFuture State● Leading Transformation● Use of Reformation and Transformation● Resource & Relationship Management
(Striving for Balance)● Thinking & Learning Together - Then
Working Together● Continuous Investment● Using Thinking for Alignment● InThinking and Enterprise Thinking
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Better ValueBetter Value
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.2305 + .0005 Hole
Tube
Consider a tube fit into a hole
Better Value Better Value –– Tube Fit in HoleTube Fit in Hole
Manifold
Liquid hydrogen
Flames
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Traditional Approach● Ream/ rework holes● Braze flow thru holes● Crack welds● Add grind operation● Add etch operation● Add better etch operation
Better Value Better Value –– Tube in Hole -Tube in Hole -Next AssemblyNext Assembly
Tube
Next assembly part
Excess braze
Manifold
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MACHINING RESULTS FOR 1080 HOLES
HOLE DIAMETER, INCHES
FREQUENCY
LOWER SPEC LIMIT UPPER SPEC LIMITTARGET
0
100
200
300
400
500
101
42
121
206
166
295
80
31
12 101 5 7
1 2 2 1 1 1 1 10.23000.2301
0.23020.2303
0.23040.2305
0.23060.2307
0.23080.2309
0.23100.2311
0.23120.2313
0.23140.2315
0.23160.2317
0.23180.2319
Better Value Better Value –– Drilled Hole DataDrilled Hole Data
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● Traditional Approach● Ream/ rework holes● Braze flow thru holes● Crack welds● Add grind operation● Add etch operation● Add better etch operation
● Better Approach● Improve hole drilling
● To target● Better distribution
● Successful first-cyclebraze
● No excess braze
Better Value Better Value –– Tube in Hole -Tube in Hole -Next AssemblyNext Assembly
Tube
Next assembly part
No excess braze
Manifold
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MACHINING RESULTS FOR 1080 HOLES - "BEFORE" & "AFTER"
"BEFORE"
HOLE DIAMETER, INCHES
FREQUENCYLOWER SPEC LIMIT UPPER SPEC LIMIT
TARGET
0
100
200
300
400
500
101
42
1
121
4
206
166
295
80
31
12 10
"AFTER #1"
416
53
179
246
109
34
20
"AFTER #2"
13
74
112 2 4
209
450
315
1 6 5 3 71 2 1 2 1 1 1 1 1
0.23000.2301
0.23020.2303
0.23040.2305
0.23060.2307
0.23080.2309
0.23100.2311
0.23120.2313
0.23140.2315
0.23160.2317
0.23180.2319
Better Value Better Value –– Drilled Hole DataDrilled Hole DataPost Taguchi ExperimentPost Taguchi Experiment
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WhatWhat’’s Next?s Next?● Thinking Together● Rethinking “Working Together”● Rethinking “Learning Together”● Rethinking “Management”● Rethinking “Leadership”● Rethinking “Interchangeable parts”● Rethinking ???
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Imagine the Possibilities...Imagine the Possibilities...
● when operating in an “Enterprise Thinking”environment
● if we could develop a broader appreciation of“continuous and connected learning”
● if we could develop a deeper appreciation of“working together”, “learning together” and“thinking together”
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Imagine the Possibilities...Imagine the Possibilities...● and the markets we could create
Working Together Investing Together Designing Together Building Together Learning Together Thinking Together Leading Together
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TakeawaysTakeaways1. The limitations of the popular focusing on customer
satisfaction and striving to reduce variation2. The opportunities for moving from the "Old
Economics" of the quality of parts to the "NewEconomics" of the quality of relationships
3. Why Genichi Taguchi's Quality Loss Function is a"better description of the world“
4. An invitation to learn more about efforts underwayfor 10 years at Pratt & Whitney Rocketdyne to bringthe ideas above in to daily practice