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