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EVOLUTION OF QUALITY MANAGEMENT/SYSTEMS MIL-Q-9858 (9 April 1959) 1960’s and 1970’s

QUALITY MANAGEMENT/SYSTEMS AND SIX SIGMA. EVOLUTION OF QUALITY MANAGEMENT/SYSTEMS MIL-Q-9858 (9 April 1959) 1960’s and 1970’s “IF JAPAN CAN, WHY CAN’T WE ?” 1987 ADVANCED PRACTICES AND SYSTEMS SIX SIGMA AND ITS DIRECTIVES. EVOLUTION OF QUALITY MANAGEMENT/SYSTEMS.

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EVOLUTION OF QUALITY MANAGEMENT/SYSTEMS MIL-Q-9858 (9 April 1959) 1960’s and 1970’s

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  1. QUALITY MANAGEMENT/SYSTEMS AND SIX SIGMA • EVOLUTION OF QUALITY MANAGEMENT/SYSTEMS • MIL-Q-9858 (9 April 1959) • 1960’s and 1970’s • “IF JAPAN CAN, WHY CAN’T WE ?” • 1987 • ADVANCED PRACTICES AND SYSTEMS • SIX SIGMA AND ITS DIRECTIVES

  2. EVOLUTION OF QUALITY MANAGEMENT/SYSTEMS • Historical Perspective • Craftsmanship • Industrial Revolution • Taylor System • Inspection Departments • Statistical Quality Control (SQC) • Probability and Sample Inspection • Shewhart Control Charts • World War II and the Quality Movement

  3. MIL-Q-9858 (9 April 1959) • 1.2 Contractual Intent • This specification requires the establishment of a • quality program by the contractor to assure compliance • with the requirements of this contract. The program • and procedures used to implement this specification • shall be developed by the contractor. • QUALITY PROGRAM MANAGEMENT • FACILITIES AND STANDARDS • CONTROL OF PURCHASES • MANUFACTURING CONTROL • COORDINATED GOVERNMENT/CONTRACTOR • ACTIONS

  4. 1960’s and 1970’s • Ship --- ship --- ship • Quality Assurance • Quality Engineering • Quality Control • Metrology • Failure Analysis • The good practices are dying

  5. “If Japan Can, Why Can’t We?” • Chain Reaction: Quality, Productivity, • Lower costs, Capture the Market • U.S. losing: TV’s, camera’s, IC’s, steel, • textiles, shoes, automobiles, etc.

  6. Quality Management System Design and redesign Consumer research Suppliers of materials and equipment Consumers Receipt and test of materials Distribution A B C D Production, assembly, inspection “Out of The Crisis”, W. Edwards Deming, 1982

  7. The Early Guru’s Deming Juran Crosby Feigenbaum Ishikawa

  8. 1987 - The Pivotal Year • THE DOD AND TOTAL QUALITY • MANAGEMENT (TQM) • MALCOLM BALDRIGE NATIONAL • QUALITY AWARD • ISO 9000 INTERNATIONAL QUALITY • STANDARDS

  9. U. S. Chain Reaction Quality Productivity Lower Costs Stay in Business • Deming’s 14 Points • Crosby - “Quality is Free” • Juran - Breakthrough Quality • Xerox - Benchmarking • Taguchi - Loss Function • Motorola - Six sigma

  10. THE EARLY DAYS OF MOTOROLA’S SIX SIGMA Q 100X Q 10X Q 1/1/87 1/1/89 1/1/91 • Key Goals • Increased Global Market Share • Best-in-Class • people • marketing • manufacturing • technology • product/service

  11. KEY INITIATIVES • Six Sigma • Total Cycle Time Reduction • Product and Manufacturing Leadership • Profit Improvement • Participative Management within, and • Cooperation between Organizations

  12. WHAT IS SIX SIGMA • Sigma is a measure of “goodness: the capability • of a process to produce perfect work. • A “defect” is any mistake that results in customer • dissatisfaction. • Sigma indicates how often defects are likely to occur. • The higher the sigma level, the lower the defect rate. • The lower the defect rate, the higher the quality.

  13. WHY HAVE “SIGMA” AS A QUALITY MEASURE? • Sigma allows comparison of products and services • of varying complexity on an apples to apples basis. • Also, it provides a common basis for benchmarking • (competitors and non-competitors). • The higher the sigma level, the better your operation • is performing. • Sigma measures how well you’re doing in getting • to zero defects.

  14. OPPORTUNITIES FOR ERROR AT VARIOUS SIGMA LEVELS Number of defects per million opportunities for error Associated sigma level 66,810 3.0 22,750 3.5 6,210 4.0 1,350 4.5 233 5.0 32 5.5 3.4 6.0

  15. 1,000,000 100,000 10,000 Average Company 1,000 100 10 Best-in-Class 1 2 3 4 6 5 7

  16. SIX STEPS TO SIX SIGMA Step1: Identify the product you create or the service you provide. Step2: Identify the Customer(s) for your product or service and determine what they consider important. Step3: Identify your needs (to provide product/service so that it satisfies the Customer). Step4: Define the process for doing the work. Step5: Mistake-proof the process and eliminate wasted effort. Step6: Ensure continuous improvement by measuring, analyzing, and controlling the improved process.

  17. POSSIBLE APPLICATIONS Human Resources: reduce the number of requisitions unfilled after 30 days. Customer Service: measure the number of calls answered on the first ring. Engineering Support: reduce the number of schematics returned because of drafting errors Order Fulfillment: eliminate Customer returns because of incorrect parts or product being shipped. Finance: reduce the instances of accounts being paid after a specified time limit has elapsed.

  18. m -3s -2s -1s +1s +2s +3s 68.26 percent 95.46 percent 99.73 percent MM74 "NORMAL" DISTRIBUTION CURVE

  19. u-6 u-5 u-4 u-3 u-2 u-1  s u u+1 u+2s u+3 u+4 u+5 u+6 68.26% 95.44% 99.73% 99.993% 99.999943% 99.999998%

  20. ADVANCED PRACTICES AND SYSTEMS Quality Systems and Practices Product and Service Excellence • Japanese • Deming Award • Aerospace Ind. • AS 9000 • Malcolm Baldrige • National Quality Award • ISO 9000 International • Quality Standards • Automotive Ind. • QS 9000 • Motorola’s • Six Sigma • Mil Q 9858 A • Quality Program • Boeing AQS • D1 9000 • Craftsmen • self-inspection • UK Quality System • BS 5750 • Inspection • Departments

  21. Advanced Practices in Design and Development, and Manufacturing • IPPD/IPT • Quality Function Deployment (QFD) • Robust Design • Design of Experiments (DOE) • Failure Mode and Effects Analysis(FMEA) • Design for Manufacturing and Assembly (DFMA) • Loss Function • Key Characteristics • Measurement System Analysis • Variability Reduction • Statistical Process Control • Process Capability • Lean Manufacturing • Cost of Quality • Geometric Dimensioning and Tolerancing

  22. SIX SIGMA AND BREAKTHROUGH STRATEGY Tenets • LEADERSHIP COMMITMENT • Time • Effort • Resources • MANAGING WITH DATA • Design-measure-analyze-improve-control • TRAINING AND CULTURAL CHANGES • Integrated business strategy • Impact on career paths

  23. SIX SIGMA TRAINING AND APPLICATION • Core and enabling processes • Process 0wners • Metrics • Accelerated improvement cycle time

  24. PROCESS TOOLS AND TECHNIQUES • Reengineering • Benchmarking • Problem solving • Team leader/facilitator • Statistical tools

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