This presentation is an continuation of my earlier presentation of TQM. This Ppt covers Quality Function Deployment, Quality Control Tools - Old and New, Benchmarking, Business Process Reengineering, Six Sigma, etc

1. Total Quality Management - II

2. Contents:
• Quality Function Deployment, Process, Benefits
• Voice of Customer
• FMEA
• Seven Quality Control Tools – Old and New
• Business Process Reengineering
• Benchmarking
• Six Sigma

3. Quality Function Deployment
Even when products are designed by cross-functional teams, translating customer
requirements into detailed technical product specifications can be very difficult.
And since technical product specifications are expressed in a “different language”
than are the needs of the customer, “the voice of the customer” is often lost. The
end result is a product that does not fully meet customer needs.
Quality function deployment (QFD) begins with an exploration and discovery of
customer needs. A number of tools and approaches exist to help organizations
focus their first and best efforts on what matters most to customers and areas
where competitors’ offerings may be preferred. The first step is to capture the
voice of the customer (VOC). Common sources can include sales and technical trip
reports, warranty claims, user support forums or help lines, and social media.
The organizing framework for the QFD process is a planning tool called the "house
of quality.” Working as a team, design engineers and marketers first establish
critical customer attributes for the product. These attributes become the rows of
the central matrix of the house of quality. The team may group attributes into
broader categories in order to simplify planning and analysis.

4. Continued…
• QFD is an excellent way for firms to capture the “voice of the customer.” it ensures that the customer is
the focus of all design activities and “dictates” all design trade-offs. It is a customer-driven planning
process for focusing the entire new product development team on the customer wants and needs
throughout all stages of the New Product Development process. QFD is a visual format for linking all
R&D, engineering, and manufacturing efforts to the Voice of the Customer (VOC)
• QFD provides a documented “Line-of-Sight” from VOC to Voice of the Process (VOP)
• QFD originated as a formal concept at Kobe Shipyards of Mitsubishi Heavy Industries in 1972 and quickly
spread to other Japanese industries.
The system can be understood by defining each of the terms in ‘Quality Function Deployment’ within the
context of QFD.
• Quality - Meeting Customer Requirements
• Function - What Must Be Done - Focusing the attention
• Deployment - Who Will Do It, When

5. Methodology
• In QFD, quality is a measure of
customer satisfaction with a
product or a service. QFD is a
structured method that uses the seven
management and planning tools to
identify and prioritize customers’
expectations quickly and effectively.
Beginning with the initial matrix,
commonly termed the house of
quality, depicted in Figure 1, the QFD
methodology focuses on the most
important product or service
attributes or qualities. These are
composed of customer wows,
wants, and musts.

6. Continued…
Once you have prioritized the attributes
and qualities, QFD deploys them to the
appropriate organizational function for
action, as shown in Figure 2. Thus, QFD
is the deployment of customer-driven
qualities to the responsible functions of
an organization.

7. Steps in Quality Function Deployment
1. Identify Customer Requirements: It is the primary input. Listening to customers can open the door to
creative opportunities. But the most difficult process is to capture the essence of customer’s
comments.
Ex: The customer says, I want a clean room in the hotel. What does “clean” mean? How can you measure cleanliness? The customers
may say clean means the following:
• No trash in the waste basket (pretty good operational definition)
• Clean bed sheets and towels (Is this defined well enough? How would it be measured?)
• Clean bathroom (Is this defined well enough? How would it be measured?)
2. Identify product requirements (technical)necessary to meet the customer’s requirements: They must
be measurable, since the output is controlled and compared to the objective targets.
The following could be metrics associated with the CTQs:
• No trash in the waste basket – the number of rooms with waste baskets that have trash each day/number of rooms
• Clean sheets and towels – the number of days since the sheets and towels were changed
• Clean bathroom – the definition of “clean bathroom” needs to be refined further by taking the questioning to another level of detail

8. Continued…
3. Develop a relationship matrix between the customer requirements and
the technical requirements: Customer requirements are listed down the
left column, technical requirements are written across the top. Various
symbols denote these relationships:
ʘ denote a very strong relationship
Օ denote a strong relationship
Δ denote a weak relationship
These relationships indicate answers to questions such as, “How does one
change of product attributes affect others?” and assessment of trade-offs
between attributes.

9. Continued…
4. Add market evaluation and key selling points: This step identifies importance
ratings for each customer requirement and evaluates existing products for
each of them. Customer importance ratings represent the areas of greatest
interest and highest expectations as expressed by the customer.
5. Evaluate technical requirements of competitive products and develop
products: It is accomplished through in house testing and then translated into
measurable terms. In house evaluations are composed with the competitive
evaluation of customer requirements and technical requirements .
6. Select technical requirements to be deployed in the remainder of the process:
The technical requirements that have a strong relationship to customer needs,
have poor competitive performance, or are strong selling points are identified
during this step. These are also the strong characteristics that need rigorous
attention.

11. Benefits
1. Provides a structure to help managers to identify both expected quality and exciting
quality and to focus process design and implementation specifically to meet these
needs.
2. Benefits companies through improved communication and teamwork between all
constituencies in the production process, such as between marketing and design,
between design and manufacturing, and between purchasing and suppliers.
3. Determines the cause of customer dissatisfaction, making it a useful tool for
competitive analysis of product quality by the top management.
4. Improves quality and productivity, reduces the lead time for product development,
lower product costs and reduces changes after the design state.
5. Allows companies to simulate the effects of new design ideas and concepts.
6. Helps to integrate a firm’s TQM effort by unifying four major functional strategies: a)
marketing b) sales c) product design d) operations management.

12. Voice of Customer
The “voice of the customer” is a process used to capture the
requirements/feedback from the customer (internal or external) to provide the
customers with the best in class service/product quality. This process is all about
being proactive and constantly innovative to capture the changing requirements of
the customers with time.
The “voice of the customer” is the term used to describe the stated and unstated
needs or requirements of the customer. The voice of the customer can be captured
in a variety of ways: Direct discussion or interviews, surveys, focus groups,
customer specifications, observation, warranty data, field reports, complaint logs,
etc.
In contrast, customer gemba visits are unique to VoC. A gemba visit involves
listening to and observing customers while they are using a product or service to
determine what they are doing (or failing to do). During these moments,
organizations can uncover information that they did not even know existed and
would not know to seek.

13. How to translate VOC into customer needs
Customers do not always explain their needs completely and accurately. In fact, often they speak
about what features they want for a product or service. To be innovative, an organization needs
to know why customers want certain features. Understanding customer needs at this level
enables an organization to develop new solutions before its competitors can.
• In VoC, information that meets the following criteria can be considered to express a
true customer need:
1. Defines the benefit customers receive from
i. their problems solved
ii. their opportunities enabled
iii. their image enhanced
2. Is positively stated
3. Focuses on a single issue
4. Is independent of specific products or services, features, and technologies

14. Continued…
Voice of the customer information gathered from market research
methods, gemba visits, or other means should therefore be restated into customer
needs. Use a customer voice table and follow these steps to translate VOC into
needs:
• Document each VOC statement and the situation or context in which it was made.
• Ask customers to try to restate their input in terms of their needs. Features,
especially, should be translated into needs. It is not uncommon to derive as many
as five to ten needs from one VOC statement. Unspoken needs will emerge.
• Have customers prioritize their needs. For accurate ratio scale priorities that can
be properly used in later QFD matrices, the analytic hierarchy process (AHP)
should be used.

15. Voice of Customer Voice of Business Critical to
Quality

16. FMEA: Failure Mod Effect Analysis
FMEA is a structured and systematic process to identify potential design
and process failures before they have a chance to occur with the ultimate
objective of eliminating these failures or at least minimizing their
occurrence or severity. In short, it is a proactive brainstorming to identify
the failure modes.
FMEADesign
FMEA
Process
FMEA
During design, it is
advantageous to know:
a) How and where customer
will use end product?
b) How customer may
“abuse” end product?
Performed to identify and
address areas of potential risk
within existing process.
Helps proactively manage risks
in a process.

17. Key ingredients of an FMEA
1. Severity: A numerical measure of how serious is the effect of the failure.
The effect can be hazardous without warning, hazardous with warning,
very high, high, moderate, low, minor.
2. Occurrence: A measure of probability that a particular failure will
actually happen. The degree of occurrence is measured on a scale of 1 to
10, where 10 signifies the highest probability of occurrence.
3. Detection: A measure of probability that a particular failure or cause in
our operation shall be detected in current operation and shall not pass
on to the next operation. The inspection types may be error proof,
gauging, testing, visual controls and manual inspection.

18. RPN: Risk Priority Numbers
It is a numerical and relative “measure of overall risk” corresponding to a
particular failure mechanism and is computed by multiplying the Severity,
Occurrence and Detection numbers.
RPN = SxOxD
The RPN provides prioritization of potential failure mechanisms. Normally
RPN values more than 125 need a recommendation and action.

19. FMEA Concept
Failure Mode
Effect
Cause
Control
Risk
Priority
Number
Action
Plan
Severity
Occurrence
Detection

20. Seven Quality Control Tools
Dr. Kaoru Ishikawa was first total quality management guru, who has been associated with
the development and advocacy of using the seven quality control (QC) tools in the
organizations for problem solving and process improvements. (in his book, “Gemba no QC
Shuho). They are a set of QC tools that can be used for improving the performance of the
production processes , from the first step of producing a product or service to the last stage
of production.
These seven basic quality control tools, which introduced by Dr. Ishikawa, are :1) Check
sheets; 2) Graphs (Trend Analysis); 3)Histograms; 4) Pareto charts; 5) Cause-and-effect
diagrams; 6) Scatter diagrams; 7) Control charts.

21. Six Sigma – An Introduction
Any process that naturally occurs in this world, collect the data and draw a
frequency curve, it will form a bell-shaped distribution.
The average is always at the center.
50% of the population on right side and 50% of the population on left side.
It is symmetric, i.e., Mean= Median=Mode
As the sigma increases, the dispersion (width) increases.

22. Old Seven Quality Control Tools
1. Check Sheet: Check sheets are simple
forms with certain formats that can aid
the user to record data in an firm
systematically. Data are “collected and
tabulated” on the check sheet to record
the frequency of specific events during a
data collection period. They prepare a
“consistent, effective, and economical
approach” that can be applied in the
auditing of quality assurance for
reviewing and to follow the steps in a
particular process.
They are efficient and powerful tools to
identify frequently problems, but they
dont have effective ability to analyze the
quality problem into the workplace.
Check sheet for telephone interruptions

23. 2. Histogram: Histogram is very useful
tool to describe a sense of the frequency
distribution of observed values of a
variable. It is a type of bar chart that
visualizes both attribute and variable data
of a product or process, also assists users
to show the distribution of data and the
amount of variation within a process. It
displays the different measures of central
tendency (mean, mode, and average)
Also, a histogram can be applied to
investigate and identify the underlying
distribution of the variable being explored
Histogram for variables

24. 3. Pareto Analysis: It introduced by an Italian
economist, named Vilfredo Pareto, who worked
with income and other unequal distributions in
19th century, he noticed that 80% of the wealth
was owned by only 20% of the population. Later,
Pareto principle was developed by Juran in 1950.
A Pareto chart is a special type of histogram that
can easily be apply to find and prioritize quality
problems, conditions, or their causes of in the
organization.
The aim of Pareto chart is to figure out the
different kind of “nonconformity” from data
figures, maintenance data, repair data, parts scrap
rates, or other sources. Also, Pareto chart can
generate a mean for investigating concerning
quality improvement, and improving efficiency,
“material waste, energy conservation, safety
issues, cost reductions”, etc.,

25. 4. Fishbone Diagram: Cause and effect
diagram was developed by Dr. Kaoru
Ishikawa in 1943. It has also two other
names that are Ishikawa diagram and
fishbone because the shape of the diagram
looks like the skeleton of a fish to identify
quality problems based on their degree of
importance. his diagram can provide the
problem-solving efforts by “gathering and
organizing the possible causes, reaching a
common understanding of the problem,
exposing gaps in existing knowledge,
ranking the most probable causes, and
studying each cause” .
The generic categories of the cause and
effect diagram are usually six elements
(causes) such as environment, materials,
machine, measurement,man, and method
The Cause and Effect Diagram
(Fishbone diagram)

26. 5. Scatter Diagram: Scatter diagram is a powerful tool
to draw the distribution of information in two
dimensions, which helps to detect and analyze a pattern
relationships between two quality and compliance
variables (as an independent variable and a dependent
variable), and understanding if there is a relationship
between them, so what kind of the relationship is (Weak
or strong and positive or negative)
The shape of the scatter diagram often shows the degree
and direction of relationship between two variables, and
the correlation may reveal the causes of a problem.
Scatter diagrams are very useful in regression modeling.
The scatter diagram can indicate that there is which one
of these following correlation between two variables:
a) Positive correlation; b) Negative correlation, and c)
No correlation

27. 6. Flowchart: Flowchart presents a
diagrammatic picture that indicates a
series of symbols to describe the
sequence of steps exist in an operation
or process. On the other hand, a
flowchart visualize a picture including
the inputs, activities, decision points,
and outputs for using and
understanding easily concerning the
overall objective through process. This
chart as a problem solving tool can
apply methodically to detect and
analyze the areas or points of process
may have had potential problems by
“documenting” and explaining an
operation, so it is very useful to find
and improve quality into process.

28. 7. Control Chart: Control chart or Shewhart control
chart was introduced and developed by Walter A.
Shewhart in the 1920s at the Bell Telephone
Laboratories, and is likely the most “technically
sophisticated” for quality management. Control charts is
a special form of “run chart that it illustrates the amount
and nature of variation in the process over time”. Also, it
can draw and describe what has been happening in the
process.
Therefore, it is very important to apply control chart,
because it can observe and monitor process to study
process that is in “statistical control” (No problem with
quality) accordant to the samplings or samplings are
between UCL and LCL (upper control limit (UCL) and the
lower control limit (LCL)). “statistical control” is not
between UCL and LCL, so it means the process is out of
control, then control can be applied to find causes of
quality problem
The main aim of control chart is to prevent the defects in
process.

29. An appropriate layout for using
7QC tools with the aim of
improving extremely quality
performance.

30. New Seven Quality Control Tools
Most of Q7 are tools for quantity data analysis (except Check sheet and Fishbone).
Most of N7 are tools of knowledge analysis (except Matrix Data Analysis)
New seven QC tools are:
1. Affinity diagram
2. Relation diagram
3. Tree Diagram
4. Matrix Diagram
5. Arrow Diagram
6. Process Decision Program Chart
7. Matrix Data Analysis

31. 1. Affinity Diagram: It is an analytical
tool used to organize many ideas into
subgroups with common themes or
common relationships. The method is
reported to have been developed by
Jiro Kawakita and so is sometimes
referred to as the K-J method.
An affinity diagram organizes this list
based upon common themes or
relationships. By organizing the ideas
into “affinity groups,” it is much easier
to visualize the commonality and plan
for and address the challenges to the
Six Sigma approach.

32. 2.Relation Diagram: Also know as a
Five Whys analysis, a why-why is
based on a Japanese quality technique
and its description by quality
consultant Peter Scholtes It is a
method of questioning that leads to
the identification of the root cause(s)
of a problem.
A why-why is conducted to identify
solutions to a problem that address
it’s root cause(s). Rather than taking
actions that are merely band-aids, a
why-why helps you identify how to
really prevent the issue from
happening again.
Why don’t we reduce usage of plastic?
Why
#1
Why
#2
Why
#3
Why
#4
Why
#5
Potential
Reason

33. 3. Tree Diagram: The tree diagram
starts with one item that branches
into two or more, each of which
branch into two or more, and so on. It
looks like a tree, with trunk and
multiple branches. It is used to break
down broad categories into finer and
finer levels of detail. Developing the
tree diagram helps to move our
thinking step by step from generalities
to specifics.
Lag indicators are long-term and
results–oriented.
Lead indicators are short-term and
process-oriented

34. 4. Matrix Diagram: The matrix diagram shows the relationship between two, three or four groups of information. It also
can give information about the relationship, such as its strength, the roles played by various individuals or measurements.
Six differently shaped matrices are possible: L, T, Y, X, C and roof–shaped, depending on how many groups must be
compared.
• An L–shaped matrix relates two groups of items to each other (or one group to itself). Summarizes customers’
requirements
• A T–shaped matrix relates three groups of items: groups B and C are each related to A. Groups B and C are not related
to each other. Relates product models (group A) to their manufacturing locations (group B) and to their customers
(group C).
• A Y–shaped matrix relates three groups of items. Each group is related to the other two in a circular fashion. Shows the
relationships between customer requirements, internal process metrics and the departments involved.
• A C–shaped matrix relates three groups of items all together simultaneously, in 3-D. To compare three groups
simultaneously, consider using a three-dimensional model or computer software that can provide a clear visual image.
• An X–shaped matrix relates four groups of items. Each group is related to two others in a circular fashion. Including
the relationships of freight lines with the manufacturing sites they serve and the customers who use them.
• A roof–shaped matrix relates one group of items to itself. It is usually used along with an L – or T–shaped matrix. Used
with an L- or T-shaped matrix to show one group of items relating to itself.

35. L Shaped matrix Diagram
T Shaped matrix Diagram
Y Shaped matrix Diagram

36. C Shaped Matrix
diagram
X Shaped Matrix
diagram
Roof Shaped
Matrix diagram

37. 5. Arrow Diagram: Also called as activity
network diagram, network diagram,
activity chart, node diagram, CPM . This
tool graphically describes the relationship
between planned activities, which make
up the execution of a particular project. It
graphically (visually) represents a
deliberate plan of work, paying attention
to the critical operations and inventory
time. This technique is related to critical
path analysis.
With PERT and CPM, the arrow diagram
can include very specific scheduling and
monitoring tasks by infusing additional
information and details about each
activity within a sometimes complex
process or project being defined

38. 6. Process Decision Program Chart:
has 2 main uses: documents steps to
completing a process and impact
analysis. PDPC does this through a
systematic exploration of a process
and what could go wrong.
PDPC is best used when:
• You’re about to enact a new process.
• You’re delivering a large and
complex project.
• The cost of the process failing is
high.

39. 7. Matrix Data Analysis: It helps classify items by
identifying two major characteristics common to all
items and then plotting each item as a point on a
standard x-y chart. This makes it easier to see how the
individual items relate both to the characteristics and to
one another.
Procedure:
1. Decide the two factors whose relations are to be
analyzed
2. Check the number of individual items in the two
factors
3. Prepare a matrix to accommodate all the items of
the two factors
4. Enter numerical data in the matrix
5. Give the diagram a suitable title.
The most common application of matrix data analysis
diagram is to decide the desired product characteristics
of a new product based on the analysis of product
characteristics of similar products in the market and the
intended positioning of the new product. The tool can be
very useful in compiling data obtained on the analysis of
competitive products with a view to develop a product
better than the competition or to devise a marketing
strategy for the product based on its strengths.
Characteristics of a Toilet Soap

40. Business Process Reengineering
Business Process Reengineering involves the radical redesign of core business processes to
achieve dramatic improvements in productivity, cycle times and quality. In Business
Process Reengineering, companies start with a blank sheet of paper and rethink existing
processes to deliver more value to the customer. They typically adopt a new value system
that places increased emphasis on customer needs. Companies reduce organizational
layers and eliminate unproductive activities in two key areas. First, they redesign functional
organizations into cross-functional teams. Second, they use technology to improve data
dissemination and decision making.
The origins of BPR were recognized in two articles written by Hammer and Davenport and
Short in 1990. To define, BPR is the creation of entirely new and more effective business
processes, without regard for what has gone before.
BPR creates a win-win situation for both the customer and the organization. From the
customer’s perspective, shorter lead times and no bureaucracy. From the organization’s
perspective, there will be less cost, more competitiveness, better service and so the
opportunity to gain more market share.

41. Steps in BPR:
•The objectives of reengineering must be in the form of a qualitative and quantitative vision
statement which include goals for cost reduction, time-to-market, quality and customer
satisfaction level and financial indicators1. State a case for action
•Which processes are currently more problematic?
•What is the scope of the reengineering project and what are the costs involved?
2. Identify the process for
reengineering
•Information Technology and human/organizational issues act as enablers of the reengineering
process. Moreover, participative and customer-oriented cultures that have evolved from the
quality revolution provide a suitable environment for further change.
3. Evaluate enablers for
reengineering
•Through flow charts and fishbone diagrams and QFD, understand the current processes.
•Accordingly, 3 activities must be classified:1. Value-adding work 2. Non-value adding work 3.
Waste
4 Understand the current
process
•The first emphasis is to eliminate all waste work. Next, the focus is on the elimination of non-
value adding work. According to Hammer, less than 10 percent of the activities in a process are
value-adding activities.5. Create a new process and
•Though leadership is critical, process engineering teams are typically responsible for
implementing new designs. However, support and buy-in from line managers are crucial to
success.
6. Implement the reengineered
process

43. Benchmarking
Benchmarking is a systematic method by which organizations can measure
themselves against the best industry practices. It is the search for best
practices that will lead to superior performance. It helps a company learn
its strengths and weaknesses and those of other industrial leaders and
incorporate the best practices into its own operations.
Benchmarking promotes superior performance by providing an organized
framework through which organizations can learn how the “best-in-class”
do things, understand how these best practices differ from their own and
implement changes to close the gap. It is a tool for continuous improvement.

44. Benchmarking can be defined as “measuring our performance against that
of best-in-class companies, determining how the best-in-class achieve those
performance levels and using the information as a basis for our company’s
targets, strategies and implementation.”
One way to determine how well a company is prepared to compete in a
segment and to help define a best-in-class competitor is to construct a key
success factor (KSF)
Competitive Analysis
Key Success
Factors
Performance Rating
Weight Our Company Competitor A Competitor B Competitor C Competitor D
Sales Force
Distribution
Suppliers
R & D
Service
Cost Structure

45. Steps in Benchmarking Process
1. Identify what to Benchmark: a) Clarify the benchmarking objective b) Decide whom to
involve c) Define the process d)Consider the scope e) Set the boundaries f) Agree on the
process g) Flowchart the process
2. Determine what to measure: a) Examine the flow chart b) Establish the process measures
c) Verify that measures match objectives
3. Identify who to benchmark: a) Conduct general research b) Choose level to benchmark
4. Collect the data: a) Use a questionnaire b) Conduct a benchmarking site visit
5. Analyze data and determine the gap: a) Quantitative data b) Quantitative analysis
6. Set goals and develop an “Action Plan”: a) Set performance goals b)Develop an action plan
7. Monitor the process: a) Track the changes b) Make benchmarking a habit.

46. Levels of Benchmarking
1. Internal benchmarking: It is done within one’s organization or perhaps in conjunction
with another division or branch office. It is the easiest to conduct since, data and
information should be readily available and confidentiality concerns are minimized.
2. Competitive benchmarking: It involves analyzing the performance and practices of
best-in-class companies. Their performance becomes a benchmark to which a firm can
compare its own performance and their practices are used to improve the firm’s
practices.
3. Non-competitive benchmarking: It is learning something about a process a company
wants to improve by benchmarking including: a) a related process in the industry with
a firm, the company does not directly compete with b) a related process in a different
industry c) an unrelated process in a different industry.
4. World-class benchmarking: It is the most ambitious. It involves looking towards the
recognized leader for the process being benchmarked – an organization that does it
better than any other.

47. Types of Benchmarking
1. Performance benchmarking: It involves pricing, technical quality,
features and other quality or performance characteristics of products or
services, i.e., studying of products and processes of competitors in the
same industry.
2. Process benchmarking: It centers on work processes such as billing,
order entry or employee training. This type of benchmarking identifies
the most effective practices in companies that perform similar functions,
no matter in what industry.
3. Strategic benchmarking: It examines how companies compute and
seeks the winning strategies that have led to competitive advantage and
market success.

48. What is Six Sigma?
A process is performing at sigma level of six if the difference between mean
and specification limit is six times the standard deviation. It is a data driven
approach, i.e., Y=f(X) where:
Y= Dependent, Output, Effect, Symptom, Monitor, Response
X= Independent, Input, Cause, Problem, Control, Factor
Six Sigma is implemented through DMAIC methodology. It is a process for
defect reduction, yield improvement, improved customer satisfaction and
higher net income.
The goal of 6 is to reduce variation to improve performance of CTQs
(Critical To Quality) through DMAIC/DMADV approach.

49. The term “Six Sigma” was coined by Bill Smith, who is now called Father of
Six Sigma. It is a data driven approach.
In the figure above, we can see that as the sigma increases, the dispersion
increases. It is symmetric, i.e., mean=median=mode.

50. Overview of DMAIC Methodology
Define
• Identify Y
• Create charter
document
which includes
objective, scope,
and financial
impact of the
project and seek
approval.
• Create process
overview map
and define
scope
Measure
• Assess
appropriateness
of
measurements
• Identify the
base line and
target for Ys
Analyze
• Identify
potential Xs
affecting output
• Collect and
analyze data to
validate / verify
whether the
potential Xs are
critical
Improve
• Develop the
improvement
alternatives ,
select the best
one and carry
out
improvement
for vital X.
• Verify if Y is
improving
Control
• Select control
subjects,
develop and
execute control
plans.
• Take actions to
sustain the
improved
results.