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Quality Tools and Techniques

Quality Tools and Techniques. Practicing quality techniques Author: Dr Rhys Rowland-Jones. Session plan. Demonstrate the differing types of quality tools/techniques attributed to the Japanese. Illustrate the applicability of tools and techniques of quality improvement.

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Quality Tools and Techniques

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  1. Quality Tools and Techniques Practicing quality techniques Author: Dr Rhys Rowland-Jones

  2. Session plan • Demonstrate the differing types of quality tools/techniques attributed to the Japanese. • Illustrate the applicability of tools and techniques of quality improvement. • Describe individual applications of appropriate quality tools.

  3. Continual improvement • Continual improvement is a type of change that is focused on increasing the effectiveness and/or efficiency of an organization to fulfil its policy and objectives. • It is not limited to quality initiatives. • Improvement in business strategy, business results, customer, employee and supplier relationships can be subject to continual improvement. Source: IQA. 2007

  4. Basic steps in problem solving • Define the problem and establish an improvement goal. • Collect data. • Analyze the problem. • Generate potential solutions. • Choose a solution. • Implement the solution. • Monitor the solution to see if it accomplishes the goal.

  5. Traditionally, a Japanese Samurai carried seven tools into battle. • After World War II the Japanese adopted 'quality' as a philosophy for economic recovery and, in line with this traditional approach, sought seven tools to accomplish the economic rejuvenation. The seven tools chosen were: • Histograms • Cause and Effect Diagrams • Check Sheets • Pareto Diagrams • Graphs • Control Charts • Scatter Diagrams

  6. Control Chart Pareto Chart * * * * * * * * * Scatter Plot Ishikawa Chart Data Collecting Stratification Histogram The seven tools

  7. Techniques For Improvement. Scatter Diagrams Inputs Outputs x x x x x x x x Input-Output analysis Flow Charts Cause-Effect Diagrams Analysis Pareto Why - why analysis Why? Why? Why?

  8. Methods Materials Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause Effect Environment People Equipment Cause-and-Effect Diagram

  9. Monday • Billing Errors • Wrong Account • Wrong Amount • A/R Errors • Wrong Account • Wrong Amount Check Sheet

  10. Number of defects Offcentre Smeared print Missing label Other Loose 80% of the problems may be attributed to 20% of the causes. Pareto Analysis

  11. Statistical Process Control (SPC) • A process by which a product/service is checked during its creation using certain set parameters and statistical techniques to measure and analyze the variation within the process. • WHAT IS IT USED FOR: • To monitor the consistency of product/service quality and maintain processes to a fixed target as designed. • To drive improvement actions within an organization.

  12. 1020 UCL 1010 1000 990 LCL 980 970 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Control Chart

  13. Diameter Time (Hours) Run Chart

  14. UCL UCL UCL LCL LCL Additional improvements made to the process LCL Process centred and stable Process not centred and not stable Tracking Improvements

  15. Process Variability Variations due to: • Special Causes: • Machine is breaking • Untrained operative • Machine movement • Process has changed • Natural Causes: • Temperature variation • Material variation • Customer differences • Operator performance Early and visible warning required Must be monitored Process Variation

  16. What can be controlled using SPC? • VARIABLES. • Variable Measuresare those that can be measured on a continuous scale, for example length, time, weight.... • ATTRIBUTES. • Attributes are characteristics that are assessed by judgment and are dichotomous, i.e. have two states such as right or wrong, looks OK or not OK.

  17. Quality at the source The philosophy of making each worker responsible for the quality of his or her work.

  18. Genichi Taguchi’s theory of Quality loss • Quality is a predictable degree of uniformity and dependability, at low cost and suited to the market. • Losses begin to accrue as soon as a quality characteristic of a product or service deviates from the nominal value. • Once the specification limits are reached the loss suddenly becomes positive and constant, regardless of the deviation from the nominal value beyond the specification limits.

  19. Traditionalcost function Cost Taguchicost function Lowerspec Upperspec Target Taguchi Loss Function

  20. 1 2 3 4 5 Quality Function Deployment The House of Quality KEY weak (1) Customer Perceptions Design Characteristics strong (3) very strong (9) Customer Attributes Absolute Weight attribute weights x relationship strength Sales Points 1= weak; 10 = strong Feasibility 1=easy, 10=difficult (AW x SP) / Feasibility Evaluation

  21. Engineering Characteristics Parts Characteristics Customer Requirements Key Process Operations Engineering Characteristics Production Requirements Parts Characteristics Key Process Operations QFD The House Of Quality. The QFD methodology has been developed into a continuous process, and it can be applied equally well to service or manufacturing environments

  22. Summary • We have looked at a range of quality tools/techniques for improvement. • Statistical process control. • Taguchi’s theory of quality loss. • Quality Function deployment.

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