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Lean Quality Systems Control, Containment and  Continuous Improvement
Focus on Root Cause of Variability Impact: Cost/ Occurrence  Frequency:  Problems/Opportunities 0 Special Cause  Incidents...
Quality Systems from Both Ends <ul><li>Quality Systems must work at both ends of the Pareto Chart </li></ul><ul><li>1. Pro...
Quality Loops: Protect the Customer and Feedback for Improvement Quality Loops Zone Workstation Customer Quality Loop 1 Qu...
Quality Loop 4 Customer Loop 4 – The Customer Filter Objective  – Feedback from the customer for immediate and effective r...
Quality Loop 4 <ul><li>Link feedback into Loops 1, 2 and 3 </li></ul><ul><li>Always based on sampling </li></ul><ul><li>Pr...
Quality Loop 3 Plant / Process Loop 3 – End-of-Process Loop Objective, Ideal  – Act as a rapid representation of customer ...
Quality Loop 3 <ul><li>Customer advocate – who will act as customer before the customer does </li></ul><ul><li>Accept feed...
Quality Loop 2 Zone Loop 2 – Zone Control  Objective  – To establish a tight filter of quality issues and fast feedback in...
Quality Loop 2 <ul><li>Tough question – isn ’ t focusing on Loop 1 ideal?  </li></ul><ul><ul><li>No. Pragmatically, Loop 2...
Quality Loop 1  Workstation Loop 1 – Operating / Workstation  Objective  – To prevent defects from reaching the immediate ...
Quality Loop 1 <ul><li>Design the work to prevent errors and find them if possible </li></ul><ul><li>Culture – next workst...
Key System Wide Issues <ul><li>Information links between loops is vital </li></ul><ul><ul><li>Should be simple and fast </...
Non-Product / Service Processes <ul><li>Loop 1 – Remains the same; build quality into the process and look at the next ste...
Quality Filter Product Design Process Running Customer Requirements: Needs, Perceptions & Behaviors Robust and Capable Loo...
Contact Me <ul><li>Jamie Flinchbaugh, Co-founder and Partner, Lean Learning Center </li></ul><ul><li>[email_address]   </l...
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4 loops of quality systems by jamie flinchbaugh

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The 4 Loops of Quality define a

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4 loops of quality systems by jamie flinchbaugh

  1. 1. Lean Quality Systems Control, Containment and Continuous Improvement
  2. 2. Focus on Root Cause of Variability Impact: Cost/ Occurrence Frequency: Problems/Opportunities 0 Special Cause Incidents High Visibility/ Containment Actions Low Occurrence Variability/Durability Customer Satisfaction Zone Product/Process Robustness Customer Satisfaction Source: J.D. Power & Associates
  3. 3. Quality Systems from Both Ends <ul><li>Quality Systems must work at both ends of the Pareto Chart </li></ul><ul><li>1. Problem solving for identified problems </li></ul><ul><li>2. Filter and correction for thousands of issues </li></ul>
  4. 4. Quality Loops: Protect the Customer and Feedback for Improvement Quality Loops Zone Workstation Customer Quality Loop 1 Quality Loop 2 Quality Loop 3 Quality Loop 4 Plant / Process
  5. 5. Quality Loop 4 Customer Loop 4 – The Customer Filter Objective – Feedback from the customer for immediate and effective resolution of real issues, and to align product and process to customer needs and wants.
  6. 6. Quality Loop 4 <ul><li>Link feedback into Loops 1, 2 and 3 </li></ul><ul><li>Always based on sampling </li></ul><ul><li>Problems have already “ escaped ” </li></ul><ul><li>Customer won ’ t always tell you clearly what they want </li></ul><ul><li>Trouble aligning data to customer behaviors </li></ul><ul><li>Very slow, very costly, but like gold, every ounce should be fully utilized </li></ul><ul><li>Use to design filters in Loops 1, 2, and 3 </li></ul>
  7. 7. Quality Loop 3 Plant / Process Loop 3 – End-of-Process Loop Objective, Ideal – Act as a rapid representation of customer response. Objective, Pragmatic – Act as a dynamic filter to protect customer based on Loop 1 and 2 activity.
  8. 8. Quality Loop 3 <ul><li>Customer advocate – who will act as customer before the customer does </li></ul><ul><li>Accept feed forward information Loops 1 and 2 </li></ul><ul><li>Dynamic, not meant to be the permanent solution </li></ul><ul><ul><li>Dynamic checks </li></ul></ul><ul><ul><li>Dynamic corrections </li></ul></ul><ul><ul><li>Dynamic sampling volumes </li></ul></ul><ul><ul><li>Dynamic resources </li></ul></ul><ul><li>The least important Loop to get right if you do the others right; the most important if the other Loops are failing </li></ul><ul><ul><li>You can tell the effectiveness of a quality system by how important Loop 3 is. </li></ul></ul><ul><li>Characterized as the quality ‘ conscience ’ of the organization </li></ul>
  9. 9. Quality Loop 2 Zone Loop 2 – Zone Control Objective – To establish a tight filter of quality issues and fast feedback into workstation issues.
  10. 10. Quality Loop 2 <ul><li>Tough question – isn ’ t focusing on Loop 1 ideal? </li></ul><ul><ul><li>No. Pragmatically, Loop 2 a better one to focus on mastering (you will never master Loop 1). </li></ul></ul><ul><li>1 st Line Supervision can focus on a Zone, but not a Workstation </li></ul><ul><li>Must be fast-flowing information </li></ul><ul><ul><li>Problem found – feed back into Loop 1; feed forward into Loop 3 </li></ul></ul><ul><li>Zone must pay attention to SQDC – where does quality fall at the Zone level culturally? </li></ul><ul><ul><li>In most organizations, zones focus on D before Q </li></ul></ul><ul><li>What ’ s found in Loop 2 drives 5 Why Problem Solving? </li></ul>
  11. 11. Quality Loop 1 Workstation Loop 1 – Operating / Workstation Objective – To prevent defects from reaching the immediate customer, the next step in the process.
  12. 12. Quality Loop 1 <ul><li>Design the work to prevent errors and find them if possible </li></ul><ul><li>Culture – next workstation is customer, do not let quality problems pass to customer </li></ul><ul><li>Error Proofing </li></ul><ul><ul><li>Shutdown = Normal functions stop when defect is predicted or detected. </li></ul></ul><ul><ul><li>Control = Makes errors impossible or make sure defective items cannot be passed on to the next process. </li></ul></ul><ul><ul><li>Warning = Signals when a defect is predicted or detected. </li></ul></ul><ul><li>Standardized Work </li></ul><ul><li>Andon or other system – feed forward to Zone without repercussion </li></ul>
  13. 13. Key System Wide Issues <ul><li>Information links between loops is vital </li></ul><ul><ul><li>Should be simple and fast </li></ul></ul><ul><ul><li>Loop 1 out to Loop 2 </li></ul></ul><ul><ul><li>Loop 2 back to Loop 1, forward to Loop 3 </li></ul></ul><ul><ul><li>Loop 3 back to Loop 2 </li></ul></ul><ul><ul><li>Loop 4 back to Loops 3 and 1 </li></ul></ul><ul><li>Escalation </li></ul><ul><ul><li>Lean Rule 2, clearly connect customer and supplier </li></ul></ul><ul><ul><li>Who escalates issues, under what conditions, to who, how and what is the response? </li></ul></ul><ul><li>What would your quality system look like if the USDA (or whoever) were external to your process (Loop 4)? Design it with this in mind. </li></ul><ul><li>Roles and responsibilities – saying “ everyone is responsible for quality ” is vague and leads to confusion and finger pointing. Design the system, then design clear responsibilities around that. </li></ul>
  14. 14. Non-Product / Service Processes <ul><li>Loop 1 – Remains the same; build quality into the process and look at the next step as the customer </li></ul><ul><li>Loop 2 – What is the end of the process? How are they looking at quality based on the whole process, or part of the processes? </li></ul><ul><li>Loop 3 – Blends with Loop 2 depending on complexity of process. Most processes end with internal customers. Purpose is the same. </li></ul><ul><li>Loop 4 – Much harder to measure than product and less frequent; every ounce is gold. </li></ul><ul><ul><li>Look for satisfaction and value-add </li></ul></ul><ul><ul><li>Go get the data (very little effort is put in for doing this) </li></ul></ul>
  15. 15. Quality Filter Product Design Process Running Customer Requirements: Needs, Perceptions & Behaviors Robust and Capable Loop In-Control Loop Building a Robust and Capable Model for Meeting Customer Requirements Quality Response Process Process Design
  16. 16. Contact Me <ul><li>Jamie Flinchbaugh, Co-founder and Partner, Lean Learning Center </li></ul><ul><li>[email_address] </li></ul><ul><li>www.LeanLearningCenter.com </li></ul><ul><li>www.JamieFlinchbaugh.com </li></ul>

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