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Fundamentals of Quality

Fundamentals of Quality. Chapter 1. Sections. Process Basics Definition of Quality The Quality environment Types of Quality Relationship between Quality and cost Relationship between Quality and Productivity Benefits of improving Quality. Definition of a Process.

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Fundamentals of Quality

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  1. Fundamentals of Quality Chapter 1 Dr. Tahseen Al-Doori

  2. Sections • Process Basics • Definition of Quality • The Quality environment • Types of Quality • Relationship between Quality and cost • Relationship between Quality and Productivity • Benefits of improving Quality Dr. Tahseen Al-Doori

  3. Definition of a Process • A process is a collection of interacting components that transform inputs into outputs toward a common aim. • Let us go through few examples of processes Dr. Tahseen Al-Doori

  4. Process Input Output Assembly of components into final product Ship to customer Component parts Machines Operators Customer receives product Basic Process Dr. Tahseen Al-Doori

  5. Inputs Process Outputs Resume Interview Information from references, former employers, and schools Synthesize information Evaluate information Make decision Hire applicant Employee to fill vacant position Inform personnel decision-maker of strengths and weaknesses of employee to improve future hiring efforts Hiring Process Dr. Tahseen Al-Doori

  6. Memo-Sending Process Process Secretary types memo Manager signs it Secretary reviews employee listing to find out how many copies to make Secretary duplicates memo, making copies for everyone on employee listing Secretary distributes memo Inputs Outputs Manager dictates memo to secretary Tells secretary to distribute it to everyone in the organization Employee to fill vacant position Responses to manager about memo Dr. Tahseen Al-Doori

  7. Input Process Output Assembly of components into final product Ship to customer Component parts Machines Operators Customer receives product Feedback Loop Information on product performance Production Process Dr. Tahseen Al-Doori

  8. Variation of a process • There are two types of variations that we are interested in: 1. Common Variation: Consider a process such as getting ready for work or class in the morning. Your process varies from day to day. This is Common variation. 2. Special Variation: if a construction project begins on highway you take to work or university This is a special variation as it is caused by a change external to your “driving to work or university” Dr. Tahseen Al-Doori

  9. The Funnel Experiment If management tampers with a process without profound knowledge of how to improve the process through statistical thinking, they will increase the process’s variations and reduce their ability to manage that process. Dr. Tahseen Al-Doori

  10. Dr. Tahseen Al-Doori

  11. Rule 1 Rule 1: Set the funnel over the target at (0,0) and leave the funnel fixed through all 50 drops. This will produce a stable pattern of points on the surface as a circle Fig 1.7 below Management’s use of rule 1 demonstrate an understanding of the distinction between special and common variation and between the different types of managerial action required for each type of variation. Dr. Tahseen Al-Doori

  12. Rule 2 Rule 2 states that the funnel should be moved the distance (-x,-y) from its last resting point. This is an adjustment rule with a memory of the last resting point. This rule will produce a circle with diameter which will be double the variance of rule 1. As shown in Fig. 1.8 below. Rule 2 implies that the process is being tampered with by people with inadequate knowledge of how to manage the process to reduce its variation. Rule 2 is commonly used as a method of “attempting” to make things better in a process. Dr. Tahseen Al-Doori

  13. Rule 2a Rule 2a: states if (x , y) is within a circle centered at (0,0) with specific diameter D. do not adjust the funnel. But if (x , y) is out side the circle centered at (0,0) with specific diameter D, then use the adjustment rule specified in Rule 2. Examples: Variance analysis Direct labor, direct materials, and overhead. Variance analysis causes employees to react inappropriately to accounting variance. Dr. Tahseen Al-Doori

  14. Rule 3 Rule 3: The funnel is set over the target at (0,0) prior to the initial drop. Rule 3 states that the funnel should be moved a distance (-x , -y) from the target (0,0). Therefore, it is an adjustment rule with no memory of the last resting point. This rule will produce an unstable, explosive pattern of resting points on the surface. Which will produce the Bow-tie shaped pattern as in the Fig. 1.9 below. Dr. Tahseen Al-Doori

  15. Rule 4 Rule 4: The funnel is set over the target at (0,0) prior to the initial drop. Rule 4 states that the funnel should be moved to the resting point, therefore, it is an adjustment rule with no memory of either the last resting point or the position of the target at (0,0). This will produce an unstable, explosive pattern of resting points and moves farther away from the target (0,0) in one direction, as in the fig below Rule 4 implies that the process is being tampered with by people with inadequate knowledge of how to manage the process to reduce its variation. It implies acting on common variation as if it were special variation. Dr. Tahseen Al-Doori

  16. Home Work In the book, in chapter 1, there is “the Red Bead Experiment” PP 14. Read the experiment and explain it in your own words. To be handed to me next lesson Tuesday Dr. Tahseen Al-Doori

  17. Definition of Quality Dr. Tahseen Al-Doori

  18. Example An example of the goalpost view, the desired diameter of stainless steel ball bearing is 25 mm (the nominal value). A tolerance of 5 mm above or below 25 mm is acceptable to purchasers. Thus, if a ball bearing diameter measures between 20 and 30 mm (inclusive), it is deemed conforming to specifications. If a ball bearing diameter measures less than 20 mm or more than 30 mm, it is deemed not conforming to specification, and is scrapped at a cost of $1.00 per ball bearing. Give me more examples on Quality Dr. Tahseen Al-Doori

  19. Quality Environment • Employees are the most critical stakeholders of an organization. • “in management, the first concern of the company is the happiness of people who are connected with it. If people do not feel happy and can not be made happy, that company does not deserve to exist… The first order of business is to let the employees have adequate income. Their humanity must be respected, and they must be given an opportunity to enjoy their work and lead a happy life.” • Kaoru Ishikawa Dr. Tahseen Al-Doori

  20. Types of Quality There are three types of Quality: • Quality of Design or redesign • Quality of Conformance • Quality of Performance. Dr. Tahseen Al-Doori

  21. Quality of Design Dr. Tahseen Al-Doori

  22. Quality of Conformance Dr. Tahseen Al-Doori

  23. Quality of Performance Dr. Tahseen Al-Doori

  24. Relationship between Quality and cost Dr. Tahseen Al-Doori

  25. Relationship between Quality and Productivity Dr. Tahseen Al-Doori

  26. Benefits of Improving Quality Dr. Tahseen Al-Doori

  27. Dr. Tahseen Al-Doori

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