Quality Management Lessons 1-22

Fundamental principle according to Taguchi

"The goal is not perfection, but the rapid and continuous reduction of variation"

International Organization for Standardization

(ISO) -The world has too many competing standards -ISO --created in 1947 --non-governmental --ANSI (American National Standards Institute) -----ASQ (American Society for Quality)

Conclusions of Deming's argument

- Seek perfection in all that you do - "There is no answer; search for it lovingly"

4 Components of Profound knowledge

-Deming 1. Appreciation for a system 2. Knowledge of Variation 3. Theory of Knowledge 4. Psychology

Step 2 of Profound Knowledge

-Deming 2. Knowledge about Variation -Life is a variation -Mistakes: a.react to an outcome as if it came from a special cause, when it actually came from a common cause (T-I) b. Treat an outcome as if it came from a common cause, when it actually came from a special cause (T-II) -Confusion between the two leads to chaos a.Component interaction b. Data requires knowledge

Step 3 of Profound Knowledge

-Deming 3. Theory of Knowledge a. Management is prediction b. Knowledge is build on theory, not experience -Without theory, there is nothing to revise -Theory leads to prediction

Step 4 of Profound knowledge

-Deming 4. Psychology a. helps us to understand people b. people learn in different ways and at different speeds c. people need relationships

Deming v. Juran

-Deming talked in terms of revolutionary thinking -Juran talked in terms of managerial breakthroughs

What are the core documents and what are their purposes?

-ISO 9000:2015--QMS Fundamentals and Vocabulary -ISO 9001:2015-QMS Requirements -ISO 9004:2015--Guidelines for Performance Improvement

Vilfredo Pareto

-Mathematician, economist, sociologist. Author or the Pareto Principle. 1848-1923

W. Edwards Deming

-Philosopher of the modern quality movement -"people have the right to have joy in their work"

Defining QFD

-QFD is not a tool, it is a planning process -The "House of Quality" -Defining company requirements by customer requirement -Objective-Lunk the company with the customer and assist in planning Purpose: Get in touch with customers and develop products that satisfy their needs

Juran Trilogy

-Triangle and at the tips of the triangle are 1. quality planning 2. quality improvement 3. quality control

p-chart

-subgroup size varies -show the fraction or % defective

When to use a Pareto Chart

1. Analyzing data by groups 2. Focusing on significant causes 3. Communication 4. Evaluating improvement

Step 1 of Profound knowledge

1. Appreciation for a system -Managed and orchestrated -A component must contribute its best to the system -Optimization is the basis for negotiation

Quality of conformance

1. Choice of processes 2. Training 3. Adherence 4. Motivation

Deming's 14 Points

1. Consistency of purpose for improvement of product and service 2. Learn new philsophy, teach it to people, put it into practive 3. Cease dependence on mass inspection and testing 4.Don't reward businesses on the basis of the price tag alone; instead, lower the total cost in the long run 5. Improve constantly every process 6. Introduce training for skills tailored to how your employees learn 7. Adopt and institute principles for the management of people; help people do a better job with less effort 8. Drive out fear and build trust 9. Break down barriers between staff areas 10. Eliminate slogans, exhortations, and targets 11. Eliminate numerical goals and quotas for everyone 12. Remove barriers that rob people joy in their work 13. Institute vigorous program of education and self-improvement 14. Accomplish the transformation and continue to study the new philosophy Big points of 8 and 12

Types of Data

1. Continuous (measurement) 2. Discrete (attributes/counting) 3. Ordinal/Relative Merits (Bo Derek or Likert scales)

Principles of a ZQC system

1. Defects are results, not causes 2. 100% source inspection 3. Never delay corrective action

Industrial Problem solving

1. Defining the root cause can be a difficult and complex process 2. Excessive variation is at the heart of most problems 3. There is no such thing as random problem 4. Key variable isolation

What are the objectives to achieving world class quality?

1. Describe 2. Teach 3. Improve

2 Jobs that everyone has

1. Do our work 2. Improve how we do our work

Proactive v. Reactive QFD

1. Engineering changes 2. TQM Umbrella

Types of Fishbone diagrams

1. Generic Ms. Fishbone 2. Step-by-stop process fishbone

Walter Shewhart's Chain-Reaction Model for Managment

1. Improve Quality 2. Costs will decrease 3. productivity improves 4. capture the market 5. stay in business 6. create more jobs

The seven deadly diseases (Deming)

1. Lack of consistency of purpose 2. Emphasis on short-term profits 3. Performance evaluations 4. Mobility of management 5. Running the company on visible figures along 6. Excessive medical costs 7. Excessive costs of warranty and product liability

Deming Conclusions

1. Learning is a source of innovation (new and different). 2. Everyone has the right to joy in their work 3. Good management nurtures the positive attributes of people

Why is western industry on the decline?

1. Management walked off the job of managing/leading 2.Retroactive management 3. Everyone doing their best is not enough -There is no substitute for knowledge -Problems are self-inflicted -Recognize the difference between a stable and an unstable system

When to use a histogram

1. Meets requirements? 2. Changes in central tendency and variability 3. Hypothesis testing 4. Communication

ZQC system components

1. Poka-yoke: detect human errors 2. Autonomation (jidoka) devices: detect machine errors 3. Full work systems- machines are coupled to prevent overproduction (process a precise amount and strop)

Types of flowcharts

1. Product flow charting 2. Operator flow charting 3. Joint Process analysis 4. Clerical flow charting

3 Concepts of Taguchi's management philosophy

1. Quality must be designed into a product. It cannot be built in. 2. Quality is best achieved by minimizing deviation from a target value. 3. Measure cost as a function of the deviation from the target value.

How does DFMA work?

1. Reduce the parts count 2. Three criteria -Does the part move relative to other parts? -Must the part be of different materials or isolated from other parts? -Is assembly impossible unless the part is separated?

How do you know when something is out of control

1. Runs- one one side of the center line (7 in a row) 2. Trends-Continued rise or fall of >_ 7 in a row 3. Periodicity- repeating cyclical pattern

Advantages of DFMA

1. Systematic 2. Encourages Dialogue 3. Cost Savings

Purposes of Data

1. To assist in understanding the actual situation 2. For analysis 3. For process control 4. Regulating data 5. Acceptance or rejection of data

Types of Check Sheets

1. Type I- Production process distribution 2. Type II- Defective Item 3. Type III- Defective Location (Measles Chart) 4. Type IV- Check-up confirmation (check-list)

Flowcharting analysis is trying to eliminate the Big 3:

1. Waste 2. Inconsistency 3. Irrationality

What is considered correct data?

1. Will the data reveal the facts? 2. Is the data collected, analyzed, and compared in a way to reveal the facts?

Shingo: what is improvement?

1. Work should always have purpose 2. Horgome Ken'ichi -Ask why -Open mind -One best way 3. Find waste (muda)! 4. Link everything you do to improvement

Types of Control charts

1. X-bar and R charts 2. Individuals (XmR chart) 3. S Charts 4. Attribute charts -- p-chart (fraction defective) -- np-chart (number defective) -- u-chart (unitized count chart) -- c-chart (count chart)

The benefits of quality management

1. Zero defects/scrap 2. Eliminate Inspection 3. Enhanced satisfaction 4. From design to production and beyond 5. Reduced cycle time 6. Reduced design time 7. Higher Morale 8. Stronger Supply Chain 9. Improved profitability

Juran's three most important items in a quality program

1. leadership from the top 2. Train people how to manage quality 3. Unprecedented continuous and rapid improvement

Considerations for improving flowcharts

1. status quo 2. muda, mura, muri 3. layouts/transportation 4. superfluous tasks

Two Types of Control chart

1.SPC 2.SQC

What percent of the U.S. industry does not know how to solve chronic quality problems?

90%

Check sheet definition

A check sheet is a structured, prepared form for collecting and analyzing data. -You use it when you need to collect data on frequency of patterns or events

Coefficient of Correlation

A measure of the relative strength of the linear relationship between two variables and can range in value from -1 to +1 (Karl Pearson)

Deming belief about a system

A system cannot transform itself. The transformation, guided by profound knowledge, needs leaders who are willing to learn.

Taguchi loss function

Basically, loss is exponential and in monetary terms. Also, the loss imparted by a defective product can excessively exceed the value of the product. Graph looks like a u/v. No loss in the middle, at optimal. Once you get closer to upper or lower specification limit, more loss incurred.

Why is DFMA important?

Because 70% of final product costs are determined during design

Requirements of ISO 9001:2015

Clause 4-Quality Management System (QMS) Clause 5- Management Responsibility Clause 6- Resource Management Clause 7- Product Realization Clause 8- Measurement, Analysis, and Improvement

Pareto Chart

Depicts the frequency of occurrence of different issues and draws attention to the most important. It displays problems according to the vital few and the trivial many. -Vertical bar graph promoted by Juran -indicates where the problem should be solved first -Coeds in map chart

DFMA

Design for Manufacture and Assembly

Least squares principle

Determining a regression equation by minimizing the sum of the squares of the vertical distance between the actual Y-values and the predicted values of Y

Fishbone/Ishikawa Diagrams

Document the relationship between an observed effect (singular) and its possible causes -useful after the variety of possible causes has been subjected to Pareto analysis -The only one of 7 tools not based on statistics -relates causes with an effect (singular)

Ishakawa thinks that ________ is always your primary tool

Flowcharting

Most influential person in the area of designing for quality

Genichi Taguchi

Histogram vs. Pareto Diagrams

Histogram-->continuous random variables Pareto Diagrams-->Discrete random variables

QFD Matrix

Horizontal-customer portion -Customers speak their own language and their language must be translated Vertical- Technical portion -How can the company respond to this customer voice with technical requirements?

Hugging

In control charts, approx. 68% of all data points should lie within 1 Std. dev. of the center line. If more, than may be out of control.

Histograms

Indicate the existence of abnormalities that should be investigated. Provide a picture of a process's distribution and indicates process capability.

Concept of Fitness-for-use

Juran- "quality means fitness-for-use." Products must possess multiple elements of fitness for use: 1. Quality characteristics -Species -Parameters 2. Intentional variation -Quality of design -Quality of conformance

Absolute standards

Measurement, counts, etc (e.g. size, weight, frequency)

Generic standards

Processes, systems, etc. (E.g. ISO 9001)

QFD

Quality Function Deployment

Who is known as "Dr. Improvement"?

Shigeo Shingo

5 elements of production

Shingo 1.WHAT has to be produced? (object) 2.WHERE is the object going to be made? (space) 3.WHEN is the object going to be made? (time) 4.WHO is going to make the object? (subject) 5.HOW is the object going to be made (Operational Method) Always be asking why. the five elements of production are all in response to "why?"

Who's philosophy was the ZQC?

Shingo--Zero quality control

SPC

Statistical Process Control- Detect abnormal supplier output dispersion

SQC

Statistical Quality Control- detect abnormal process behavior

Scatter Plot

Used to determine the strength of cause-and-effect relationships. Think of SAT scores with GPA. Help to segregate the vital few from the trivial many. Use when you want to identify a Red X. N>_30

The Pareto Principle

Vital Few: 20% of the causes create 80% of the effects Trivial many: 80% of the causes create 20% of the effects

Who developed the control chart

Walter Shewhart, in 1924

Shingo's three-dimensional Production Management System

Y-axis- Processes X-axis- operations z-axis- time

Quality of Design

a.k.a. "grades" Juran

Coefficient of determination, r^2

explains the percentage change in the output variable (y) due to the change in the input variable (x).

Juran said managing for quality was analogous to managing for...

finance and does not require a revolution of thought

Juran thought that quality involves finding...

finding out what the customer needs

Shingo, like Deming, emphasized the importance of ___________ functions over ____________ functions

processes; individual operational

According to Juran, most quality initiatives fail because...

senior managers do not realize how difficult the journey will be

ISO 900 helps...

standardize the approach to developing a quality management system and processes.

np-chart

subgroup size is constant (usually multiples of 100)

Juran thoughts on statistics

they are a useful tool, nothing more

What are QFD and DFMA used for

to affect the cost and timing of product development

Control chart purpose

to differentiate common-cause (chronic) from special-cause (sporadic) variation over time

c-charts

track the number of defects or flaws in areas that are constant in size (i.e., a square yard of cloth)

u-charts

track the number of defects or flaws in areas that are not constant in size (i.e., a painted surface)

Taguchi tries to put a value on...

what the lack of quality costs