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Total Quality Management tool
The document provides information on the basic seven tools of quality: cause-and-effect diagrams, flowcharts, checklists, control charts, scatter diagrams, Pareto analysis, and histograms. It defines each tool and provides an example of some. Cause-and-effect diagrams help identify potential factors causing a problem or condition. Flowcharts show the sequence of steps in a process. Checklists identify quality problems. Control charts show if a process is in or out of control. Scatter diagrams illustrate relationships between variables. Pareto analysis separates vital few causes from trivial many. Histograms show the variation in data.
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Total Quality Management tool
- 1. 1 Basic Seven Toolsof Quality Cause-and-Effect Diagrams Flowcharts Checklists Control Charts Scatter Diagrams Pareto Analysis Histograms
- 2. Cause and EffectDiagram? Ishakawa Diagram for the inventor, Dr. Kaoru Ishakawa. It is also known as a Fishbone Diagram or Ishikawa Diagram or herringbone diagrams or Fishikawa. The most useful tool for identifying the causes of problems. Common uses of the Ishikawa diagram are productdesign and quality defect prevention to identify potential factors causing an overall effect.
- 3. 3 What is aCause and Effect Diagram? A visual tool to identify, explore and graphically display, in increasing detail, all of the suspected possible causes related to a problem or condition to discover its root causes. Not a quantitative tool Problem/ Desired Improvement Main Category Cause Root Cause
- 4. 4 Causes Effect Shows variousinfluences on a process to identify most likely root causes of problem Problem Main Category Cause Sub-Cause Root Cause Cause and Effect Diagram Fishbone
- 5. 5 Why Use Cause& Effect Diagrams? Focuses team on the content of the problem Creates a snapshot of the collective knowledge of team Creates consensus of the causes of a problem Builds support for resulting solutions Focuses the team on causes not symptoms To discover the most probable causes for further analysis To visualize possible relationships between causes for any problem current or future To pinpoint conditions causing customer complaints, process errors or non-conforming products To provide focus for discussion
- 6. 6 MethodsMaterials Machinery Manpower Maintenance Problem/ Brainstorm todetermine root causes and add those as small branches off major bones Constructing Cause & Effect Diagrams
- 7. 7 Construction constructed two ways: 1.Paperand pen Usually more effective when working in a team May take multiple sheets of flip chart paper Many teams find it helpful to do the flip chart method first because it lends itself to group dynamics. Everyone can see and participate easier. 1. Minitab software Very helpful when sharing diagram with an audience outside of your team
- 8. 8 Example: Delayed FlightDepartures Equipment Personnel Procedure Material Other Aircraft late to gate Late arrival Gate occupied Mechanical failures late pushback tug Weather Air traffic Late food service Late fuel Late baggage to aircraft Gate agents cannot process passengers quickly enough Too few agents Agents undertrained Agents undermotivated Agents arrive at gate late Late cabin cleaners late or unavailable cockpit crews Late or unavailable cabin crews poor announcement of departures weight an balance sheet late Delayed checkin procedure Confused seat selection Passengers bypass checkin counter Checking oversize baggage Issuance of boarding pass Acceptance of late passengers cutoff too close to departure time Desire to protect late passengers Desire to help company’s income Poor gate locations Delayed Flight Departures
- 9. 9 Flowcharts This is apicture of a process that shows the sequence of steps performed. It is also called a process map. Used to document the detailed steps in a process Often the first step in Process Re-Engineering
- 10. 10 Example: Process atDeparture Gate
- 11. Scatter diagramsillustrate relationships between variables. Typically the variables represent possible causes and effects obtained from cause-and- effect diagrams.
- 12.
- 13. 13 Checklist Simple data check-offsheet designed to identify type of quality problems at each work station; per shift, per machine, per operator
- 14. 14 Control Charts Important toolused in Statistical Process Control – Chapter 6 The UCL and LCL are calculated limits used to show when process is in or out of control
- 15. Control Chart Control chartsare considered as the backbone of statistical process control and were first proposed by Walter Shewhart.
- 16. 16 Scatter Diagrams A graphthat shows how two variables are related to one another Data can be used in a regression analysis to establish equation for the relationship
- 17. Pareto Diagrams Pareto analysisis a technique for prioritizing types or sources of problems. It separates the “vital few” from the “trivial many” and provides help in selecting directions for improvement.
- 18. 18 Pareto Analysis Technique thatdisplays the degree of importance for each element Named after the 19th century Italian economist Often called the 80-20 Rule Principle is that quality problems are the result of only a few problems e.g. 80% of the problems caused by 20% of causes
- 19. Example of aPareto Diagram
- 20. Histograms This is agraphical representation of the variation in a set of data. It shows the frequency or number of observations of a particular value or within a specified group. It provides clues about the characteristics of the population from which a sample is taken.
- 21. 21 Histograms A chart thatshows the frequency distribution of observed values of a variable like service time at a bank drive-up window Displays whether the distribution is symmetrical (normal) or skewed
- 22. What is BenchmarkingWhatis Benchmarking A method for identifying and importing bestA method for identifying and importing best practices in order to improve performancepractices in order to improve performance The process of learning, adapting, andThe process of learning, adapting, and measuring outstanding practices and processesmeasuring outstanding practices and processes from any organization to improve performancefrom any organization to improve performance
- 23. Why BenchmarkWhy Benchmark Identifyopportunities to improveIdentify opportunities to improve performanceperformance Learn from others’ experiencesLearn from others’ experiences Set realistic but ambitious targetsSet realistic but ambitious targets Uncover strengths in one’s own organizationUncover strengths in one’s own organization Better prioritize and allocate resourcesBetter prioritize and allocate resources
- 24. Citizens demand effectiveand responsiveCitizens demand effective and responsive governmentgovernment Voters resent waste of tax dollarsVoters resent waste of tax dollars People ask for greater accountability ofPeople ask for greater accountability of governmentgovernment Weak economy forces government to provideWeak economy forces government to provide more services with less resourcemore services with less resource Public SectorPublic Sector BenchmarkingBenchmarking
- 25. Types of Benchmarking:1Types of Benchmarking: 1 Strategic BenchmarkingStrategic Benchmarking How public, private, and nonprofitHow public, private, and nonprofit organizations compare with each other. Itorganizations compare with each other. It moves across industries and cities to determinemoves across industries and cities to determine what are the best strategic outcomes.what are the best strategic outcomes.
- 26. Types of Benchmarking:2Types of Benchmarking: 2 Performance BenchmarkingPerformance Benchmarking How public, private, and nonprofitHow public, private, and nonprofit organizations compare themselves with eachorganizations compare themselves with each other in terms of product and service. Itother in terms of product and service. It focuses on elements of cost, technical quality,focuses on elements of cost, technical quality, service features, speed, reliability, and otherservice features, speed, reliability, and other performance comparisons.performance comparisons.
- 27. Types of Benchmarking:3Types of Benchmarking: 3 Process BenchmarkingProcess Benchmarking How public, private, and nonprofitHow public, private, and nonprofit organizations compare through theorganizations compare through the identification of the most effective operatingidentification of the most effective operating practices from many organizations that performpractices from many organizations that perform similar work processes.similar work processes.
- 28. When not toBenchmarkWhen not to Benchmark Target is not critical to the core businessTarget is not critical to the core business functionsfunctions Customer’s requirement is not clearCustomer’s requirement is not clear Key stakeholders are not involvedKey stakeholders are not involved Inadequate resources to carry throughInadequate resources to carry through No plan for implementing findingsNo plan for implementing findings Fear of sharing information with otherFear of sharing information with other organizationsorganizations
- 29.
- 30. 1. Planning1. Planning Determinethe purpose and scope of theDetermine the purpose and scope of the projectproject Select the process to be benchmarkedSelect the process to be benchmarked Choose the teamChoose the team Define the scopeDefine the scope Develop a flow chart for the processDevelop a flow chart for the process Establish process measuresEstablish process measures Identify benchmarking partnersIdentify benchmarking partners
- 31. 2. Collecting Data2.Collecting Data Conduct background research to gainConduct background research to gain thorough understanding on the process andthorough understanding on the process and partnering organizationspartnering organizations Use questionnaires to gather informationUse questionnaires to gather information necessary for benchmarkingnecessary for benchmarking Conduct site visits if additional information isConduct site visits if additional information is neededneeded Conduct interviews if more detail informationConduct interviews if more detail information is neededis needed
- 32. 3. Analysis3. Analysis Analyzequantitative data of partneringAnalyze quantitative data of partnering organizations and your organizationorganizations and your organization Analyze qualitative data of partneringAnalyze qualitative data of partnering organizations and your organizationorganizations and your organization Determine the performance gapDetermine the performance gap
- 33. 4. Improving Practices4.Improving Practices Report findings and brief managementReport findings and brief management Develop an improvement implementationDevelop an improvement implementation planplan Implement process improvementsImplement process improvements Monitor performance measurements andMonitor performance measurements and track progresstrack progress Recalibrate the process as neededRecalibrate the process as needed
- 34. Failure Modes EffectAnalysis (FMEA)
- 35. Benefits Allows us toidentify areas of our process that most impact our customers Helps us identify how our process is most likely to fail Points to process failures that are most difficult to detect 35
- 36. Application Examples Manufacturing: Amanager is responsible for moving a manufacturing operation to a new facility. He/she wants to be sure the move goes as smoothly as possible and that there are no surprises. Design: A design engineer wants to think of all the possible ways a product being designed could fail so that robustness can be built into the product. Software: A software engineer wants to think of possible problems a software product could fail when scaled up to large databases. This is a core issue for the Internet. 36
- 37. What Is AFailure Mode? A Failure Mode is: ◦ The way in which the component, subassembly, product, input, or process could fail to perform its intended function ◦Failure modes may be the result of upstream operations or may cause downstream operations to fail ◦ Things that could go wrong 37 What Can Go Wrong?
- 38. FMEAWhy ◦ Methodology thatfacilitates process improvement ◦ Identifies and eliminates concerns early in the development of a process or design ◦ Improve internal and external customer satisfaction ◦ Focuses on prevention ◦ FMEA may be a customer requirement (likely contractual) ◦ FMEA may be required by an applicable Quality Management System Standard (possibly ISO) 38
- 39. FMEA A structured approachto: ◦ Identifying the ways in which a product or process can fail ◦ Estimating risk associated with specific causes ◦ Prioritizing the actions that should be taken to reduce risk ◦ Evaluating design validation plan (design FMEA) or current control plan (process FMEA) 39
- 40. When to Conductan FMEA Early in the process improvement investigation When new systems, products, and processes are being designed When existing designs or processes are being changed When carry-over designs are used in new applications After system, product, or process functions are defined, but before specific hardware is selected or released to manufacturing 40
- 41. History of FMEA Firstused in the 1960’s in the Aerospace industry during the Apollo missions In 1974, the Navy developed MIL-STD-1629 regarding the use of FMEA In the late 1970’s, the automotive industry was driven by liability costs to use FMEA Later, the automotive industry saw the advantages of using this tool to reduce risks related to poor quality 41 Examples
- 42. The FMEA Form 42 Identifyfailure modes and their effects Identify causes of the failure modes and controls Prioritize Determine and assess actions A Closer Look
- 43. Types of FMEAs Design ◦Analyzes product design before release to production, with a focus on product function ◦ Analyzes systems and subsystems in early concept and design stages Process ◦ Used to analyze manufacturing and assembly processes after they are implemented 43 Specialized Uses
- 44. FMEA: A TeamTool A team approach is necessary. Team should be led by the Process Owner who is the responsible manufacturing engineer or technical person, or other similar individual familiar with FMEA. The following should be considered for team members: – Design Engineers – Operators – Process Engineers – Reliability – Materials Suppliers – Suppliers – Customers 44 Team Input Required
- 45. FMEA Procedure 1. Foreach process input (start with high value inputs), determine the ways in which the input can go wrong (failure mode) 2. For each failure mode, determine effects Select a severity level for each effect 3. Identify potential causes of each failure mode Select an occurrence level for each cause 4. List current controls for each cause Select a detection level for each cause 45 Process Steps
- 46. FMEA Procedure (Cont.) 5.Calculate the Risk Priority Number (RPN) 6. Develop recommended actions, assign responsible persons, and take actions ◦Give priority to high RPNs ◦MUST look at severities rated a 10 7. Assign the predicted severity, occurrence, and detection levels and compare RPNs 46 Process Steps
- 47. FMEA Inputs andOutputs 47 FMEA C&E Matrix Process Map Process History Procedures Knowledge Experience List of actions to prevent causes or detect failure modes History of actions taken Inputs Outputs Information Flow
- 48. Severity, Occurrence, and Detection Severity ◦Importance of the effect on customer requirements Occurrence ◦ Frequency with which a given cause occurs and creates failure modes (obtain from past data if possible) Detection ◦ The ability of the current control scheme to detect (then prevent) a given cause (may be difficult to estimate early in process operations). 48 Analyzing Failure & Effects
- 49. Rating Scales There area wide variety of scoring “anchors”, both quantitative or qualitative Two types of scales are 1-5 or 1-10 The 1-5 scale makes it easier for the teams to decide on scores The 1-10 scale may allow for better precision in estimates and a wide variation in scores (most common) 49 Assigning Rating Weights
- 50. Rating Scales Severity ◦ 1= Not Severe, 10 = Very Severe Occurrence ◦ 1 = Not Likely, 10 = Very Likely Detection ◦ 1 = Easy to Detect, 10 = Not easy to Detect 50 Assigning Rating Weights
- 51. Risk Priority Number (RPN) RPNis the product of the severity, occurrence, and detection scores. 51 Severity Occurrence Detection RPNRPNX X = Calculating a Composite Score