IDIS 434 Exam 1
Deming
Father of Quality Management 2nd order of the sacred treasure need for continuous quality improvement
Dr. Walter Shewhart
Father of Statistical process control once the process is under control, future performance can be predicted within limits, based on past performance easy-to-use statistics to remove variation
ASQ
American Society for Quality
Supplier qualification quality standards:
ISO 9000, GQ 9000, TS 16949, etc.
Deming Prize
Japan .....
Value added activities today:
may be expected tomorrow
Garvin's definitions of quality
- transcendent - product-based - user-based - manufacturing - value
Crosby
"quality is free" 4 absolutes of quality
easy-to-use statistics to remove variation
'common cause variation'- normal process fluctuations (inherent to process) 'special cause variation'- uncontrolled influence (external to process)
What is Total Quality Process?
- a management philosophy - a new way of thinking - a structured approach to identify and solve problems - initiated by proactive managers... - accepted and adopted by everyone (empowerment) - continuous improvement (it is a moving target)
Feigenbaum Quality:
- customer determination - actual experience (life cycle) - requirements- stated or unstated, - technically operational (clearly defined) - entirely subjective (personal experiences and feelings
Outbound logistics:
- customer relationship management - CRMS - gauging customer satisfaction
TQM Perspective
- defining quality in terms of customer and their requirements - stressing objective measurement and analysis - focusing on process rather than output - emphasizing prevention rather than detection of defects - pursuing quality at the source - making quality everyone's responsibility - establishing continuous improvement as a way of life
Quality control means:
- establishing standards - ensuring conformance - taking action - IMPLEMENTING PLANS
Ingredients for Success
- focus on the customer - voice of the customer - value added activities - how the organization adapts - seek out wasteful processes and improve them
5 Erroneous Assumptions about Quality
- quality means goodness - quality is not measurable - an economics of quality exists - workers are source of quality problems - quality originates in quality dptmt
ID Barriers
- release time - territory balance - inadequate support system - lack of direction - lack of recognition - training Perception is reality
Inbound logistics:
- supplier qualification - supplier development - extended value streams
Quality
- the characteristics of a product or service that bear on its ability to satisfy stated or implied needs - a product or service free of deficiencies
Deming's 14 points
1. create constancy of purpose 2. adopt a new philosophy 3. cease mass inspection 4. end awarding business on the basis of price tag 5. constantly improve the system 6. institute training on the job 7. improve leadership 8. drive out fear 9. break down barriers btwn dprts 10. eliminate slogans 11. eliminate work standards 12. remove barriers to pride 13. institute education and self-improvement 14. put everybody to work
7 Tools of Quality:
1. flow chart 2. control chart 3. check sheet 4. histogram 5. pareto diagram 6. cause and effect diagram 7. scatter diagram
ISO 9001:2015 registration process
1. inquiry 2. contract with registrar 3. phase 1 audit 4. certification audit 5. process audits 6. final certification audit 7. rolling certification audits
Deming's 7 Deadly Diseases
1. lack of constancy of purpose 2. emphasis on short-term profits-short term thinking 3. evaluation of performance, merit rating, annual review 4. mobility of management; job hopping 5. running a company on visible figures alone 6. excessive medical costs for employee health care 7. excessive costs of warrantees (liabilities)
ISO 9000/9001
1. say what you do 2. do what you say 3. do it well 4. provide evidence that you did it well
Ishikawa
2nd order of sacred treasure 7 tools of quality selfless personal commitment (to quality)
Juran
2nd order of the sacred treasure 1. vital few and trivial many (Pareto) 2. big Q vs little q 3. control vs breakthrough 4. project-by-project improvement
ISO 9001:2015 5 clauses
4: quality management system 5: management system 6: resource management 7: product/service realization 8: measurement, analysis and improvement
Malcolm Baldridge National Quality Award
6 categories: manufacturing, service, small business, education, health care and nonprofit MB: was secretary of commerce
Pareto Chart
80/20 80% of problems are caused by 20% of the causes
3 Sigma
99.74% Good
6 Sigma
99.9998% Good
European standard for quality
ISO 9000:2015
ISO 9000 3 standards
ISO 9000:2015 fundamentals and vocabulary ISO 9001:2015 provides requirements that must be met to achieve certification ISO 9004:2009 guidance for performance improvement
Quality System for Automotive
ISO/TS 16949 .....
Measures of Dispersion: Kurtosis
Normal: bell curve High: tall skinny Low: short rounded
Deming PDSA Cycle
Plan-Do-Study-Act
Juran Trilogy
Planning Control Improvement
Continuous Data
a measured value that can take value within the range
Being Effective is:
achieving the intended results while meeting the customer needs doing the right things right
Accounting view of quality
associate quality with low product cost
Engineering view of quality
associate quality with product design
Marketing view of quality
associate quality with quick design time
features:
attributes of a product that supplement a product's basic performance
Histogram
bar graph used to present frequency data that is continuous
Variables Data
characteristics that can be measured
Attributes Data
characteristics that can be observed as being present or not; or conforming or not
VITAL FEW vs TRIVIAL MANY
choose few projects that will have greatest impact on improving ability to meet customer needs Pareto: majority of quality problems caused by few causes
Crosby Quality:
conformance to requirements it is free
CI:
continuous improvement
Control vs Breakthrough
control: gather data to ensure process is consistent breakthrough: improvements have been made to process should occur simultaneously
Discrete Data
countable using whole numbers
Fishbone Diagram
created during brainstorming focus on causes rather than symptoms
Quality is satisfying:
customers requirements
4 Absolutes of Quality:
definition: conformance to requirements system: prevention of defects performance: zero defects measurement: costs of quality
Philip Crosby did not...
earn 2nd order of sacred treasure
serviceability:
ease of repair
ISO:14000
environmental management standard
Juran Quality:
fitness for use
Marketing Perspective on Quality:
focus on service
User-based definition:
if the customer is satisfied, the product has good quality
Manufacturing-based definition:
if the product conforms to design specifications, it has good quality
Value-based definition:
if the product is perceived as providing good value for the price, it has good quality
Deming's Economic Chain
improve quality decreased costs fewer mistakes or delays better use of resources improved productivity capture larger market stay in business provide more jobs
Quality is continuously:
improving processes, products, services
Supply Chain Perspective on Quality:
inbound logistics outbound logistics
5 Why's
keep asking why until you strip away all the symptoms surrounding the problem...leads to root cause of problem
MBNQA 7 criteria:
leadership strategic planning customer and market focus information, knowledge management and analysis workforce focus process management results
Variation:
no two products or occurrences are exactly alike
Deming Quality:
non faulty systems
conformance:
numerical dimensions for a product's performance, such as capacity, speed, size, durability, color, or the like
Garvin's product quality dimensions:
performance, features, reliability, conformance, durability, serviceability, aesthetics, perceived quality
Flowchart
picture of a process
Project-by-Project Improvement
planning based approach , pick which project to do first based on financial return $$$
Statistics:
population: collection of all possible elements, values, or items associated with a situation sample: a subset of elements or measurements taken from a population - random or nonrandom
Specifications:
product or service characteristics in terms of a desired target value or dimension
Productivity vs Quality
productivity: focus is on being more efficient quality: focus is on being more effective
Big Q vs Little q
q: products in manufacturing Q: ALL processes in all industries
perceived quality:
quality is as the customer perceives it. customers imbue products and services with their understanding of their goodness. this is perceived quality.
Product-based definition:
quality is found in the components and attributes of a product
Transcendent definition:
quality is something that is intuitively understood but nearly impossible to communicate such as beauty or love
performance:
refers to the efficiency with which a product achieves its intended purpose
Tolerance limit:
show the permissible changes in the dimension of a quality characteristic unilateral- one sided bilateral- two sided
SPC:
statistical process control
SQC:
statistical quality control (shewhart)
aesthetics:
subjective sensory characteristics such as taste, feel, sound, look, and smell
durability:
the degree to which a product tolerates stress or trauma without falling
Problem Solving:
the isolation and analysis of a problem and the development of a permanent solution
reliability:
the propensity for a product to perform consistently over its useful design life
A process is under control when:
the variability is stable and predictable
Contingency approach to Quality:
there is no quality method for operating operating a business that can be applied in all situations
TQM
total quality management
TQM:
total quality management
Red bead experiment
understanding variability is key with proper education, people will perform better
Control Charts
used to determine if process will produce service with consistent measurable properties
Scatter Diagram
used to examine relationships btwn variables
Quality is understanding:
variability
68% of values...
within 1 std dv
95% of values...
within 2 std dv
99.7% of values...
within 3 std dv
Accuracy vs Precision
would rather have precise