MGT 295 Topic 8 quality design and management

responsiveness

How willing, able, and promptly is the service provider to help you?

3 pieces of info for a control chart;

target variability confidence

Armand Feigenbaum

- Control must start with identification of customer quality requirements and end only when the product has been placed in the hands of a customer who remains satisfied. - "Hidden plant" to signify that 15 to 40% of capacity exists to find & fix poor work.

Joseph M Juran

- Over 80 percent of quality defects are controllable by management. - The quality trilogy: Plan, Control & Improve. - Identify the few vital projects. - Discover the causes of the problem!

System approach to management

Decisions should be made holistically, recognizing that decisions have local as well as cross-disciplinary impacts

your job in control charts;

make process variability visible so you can distinguish between specific cause variation and common cause variation

W. Edward Deming

management must accept responsibility for quality

what are the potential sources of variation?

people methods machines materials measurements environment

Quality Dimensions of products

performance, features, reliability, durability, conformance, aesthetics, serviceability, perceived quality

4 quality costs categories

prevention costs appraisal costs internal failure costs external failure costs

to achieve quality at the source, you should focus on the following;

prevention, avoid problems in the first place personal responsibility, promote a stop and fix it mentality standardization, promote standardized work

if cpk is too low,

process suffers from too much variability to consistently produce good parts

Which "Quality of Product" dimension would you be assessing when asking the question, "Does the product consistently perform as it is supposed to over time?"

reliability

Which "Quality of Product" dimension would you be assessing when asking the question, "Is the product relatively easy to maintain and repair?"

serviceability

Kaoru Ishikawa

Developed Quality Control Circles (QCCs) & "fishbone" diagrams. Expanded TQC to all non-specialists & labeled it Company-Wide Quality Control (CWQC). Emphasized statistical methods on factory floor.

conformance

Does the product conform to design specifications?

reliability

Does the product consistently perform as it is supposed to over time?

Aesthetics

Does the product look, sound, taste, or smell the way it should?

Philip Crosby

Doing things right the first time adds nothing to the cost of your product or service. Doing things wrong is what costs money.

Cause and Effect Analysis

Edward Deming; plan, do, check, act

involvement of people

Employees are your organization's most important asset. Their engagement is key to success.

perception

For any dimension that cannot be observed directly, does the product seem like a high quality product?

reliability

How dependably can the service provider provide promised service?

assurance

How knowledgeable and courteous are the service employees and how well do they convey trust and confidence?

durability

How long will the product perform or last, and under what conditions?

tangibles

How pleasing is the appearance of the physical facilities, equipment, personnel, and communication materials?

empathy

How well does the service provider provide caring, individualized attention to its customers?

Serviceability

Is the product relatively easy to maintain and repair?

process approach

Leaders should focus on managing processes as well as the inputs and outputs that tie these processes together.

k =

(T-process mean) / (USL - LSL/2)

cpk =

Cp(1-k)

fact-based decision making

evidence based decision making is good business sense

Genichi Taguchi

- Quality is a virtue of design. The "robustness" of products is more a function of good design than of on-line control, however stringent, of manufacturing processes. - You gain virtually nothing in shipping a product that just barely satisfies the corporate standard over a product that just fails. Get on target, don't try to stay in-spec.

quality defined

- conformance to specifications - whether or not a product/service lives up to customer expectations

ISO's core principles of total quality management

-Customer focused -Leadership -Involvement of people -Process approach -System approach to management -continuous improvement -fact based decision making -mutually beneficial supplier relationships

constructing a mean chart (control chart)

1. define your sampling plan 2. calculate the center line: calc the mean of each sample, then take average of all sample means for the grand mean 3. calc the upper and lower limits; x_bar + z(sigma) x_bar - z(sigma) or using sample range between the largest and smallest values 4. make your results visible

Which of the following indicate that a process is out of control?

A single point plots outside the control limits A run of eight in a row are on the same side of the centerline Any consistent pattern

You have designed n Xbar chart with lower- and upper-control limits equal to 15 and 20, respectively. Each hour you collect a sample of size 4, and plot the mean on the chart. The process through hour 19 has been in control. In the latest sample, hour 20, the four values of X are equal to 16, 16, 18, and 22. What should you conclude?

The process is still in control (i.e., the latest sample indicates random variation due to normal causes)

Shigeo Shingo

Toyota's engineering genius who developed JIT philosophy, Single-minute Exchange of Die (SMED), & "Zero Quality Control" which aims to eliminate inspection through "poka-yoke"—mistake proofing production operations.

Cp=

USL-LSL/6sigma

customer focused

Your organization should understand customers and seek to meet, and exceed, their expectations.

Ishikawa Cause and Effect Diagram

a simple tool that helps you identify, isolate, and break down the major causes of variation

the process capability ratio compares

acceptable tolerances (set by your engineers) with the process' actual variation so you can assess the process' ability to achieve required quality levels

experience matters

actual experience strengthens or displaces a priori expectations, you need to deliver experiences that meet and hopefully exceed customer expectations

Which "Quality of Product" dimension would you be assessing when asking the question, "Does the product look, sounds, taste, or smell the way it should?"

aesthetics

when cpk is too low, you have 3 options;

change the specs modify the process outsource

sigma

common measure of variation or standard deviation

Which "Quality of Product" dimension would you be assessing when asking the question, "Are the product's characteristics consistently inside the design specifications?

conformance

continuous improvement

continual improvement should be an active business objective

the bottom line: if you can measure or count something, you can build a

control chart to make sure the process used to make it produces high quality products

external failure costs

costs failures that are detected after they are transferred to the customer

prevention costs

costs of designing and maintaining the quality management system

appraisal costs

costs of evaluating produced or purchased information, processes, products and services

internal failure costs

costs of failures that are detected before they are transferred to the customer

performance

does the product do what you want it to do?

features

does the product possess the features you are looking for?

quality at the source

doing things right the first time every time

you use a control chart to;

help monitor a process help you identify specific cause variation that causes a process to produce a defective product

pareto chart

helps you make priorities visible by showing the frequency at which each cause occurs, then rank order the causes of variability

expectations matter

if you want to capture customers' hearts, you need to get into their minds and understand how they prioritize each quality dimension

adjusted capability ratio (Cpk)

introduce an adjustment factor k that measures how far your process mean is from the design target

the following indicates that the process is out of control;

single plots outside control limits 8 in a row on same side of center line any consistent pattern that tells you your process includes systematic variation

quality dimensions of services

tangibles, reliability, responsiveness, assurance, empathy

if the target dimension of a product produced always falls within six standard deviations of the mean,

then the process has little chance of creating a defect

ultimately, companies integrated the quality guru's ideas into a holistic approach called

total quality management

common cause variation

unavoidable events

six sigma is built on a critical fact;

variability in a process produces defects, errors and waste

Process Capability Cp

want to make sure that the process replicates as closely as possible the actual day to day operating environment, want to know how the process is going to work in real life

six sigma tools use statistical tools to help you identify

which type of variation is present how to address that variation to improve your process

Process is out of control when...

you experience special cause variation

mutually beneficial supplier relationships

your organization should build strong relationships with key suppliers

leadership

your organization should have clear objectives and employees should be actively involved in achieving them

a Cpk of 1.5 or higher indicates that

your process can meet your desired quality levels