1 / 18

MIM 558

MIM 558. Quality, Quality Control. Quality, Quality Control. Quality. How would you define ‘Quality’?. Quality Definitions. Manufacturing-Based - Philip Crosby “Quality means conformance to requirements” Value-Based - Feigenbaum

donald
Download Presentation

MIM 558

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MIM 558 Quality, Quality Control

  2. Quality, Quality Control

  3. Quality • How would you define ‘Quality’?

  4. Quality Definitions • Manufacturing-Based - Philip Crosby • “Quality means conformance to requirements” • Value-Based - Feigenbaum • “Quality means best for certain customer conditions. These conditions are (a) the actual use, and (b) the selling price of the product”

  5. Quality Definitions • Customer-Based - Juran • “Quality is fitness for use” • Customer-Based - AT&T • Quality is meeting customer expectations.”

  6. Philip CrosbyQuality is Free, pp. 15-16 Quality has much in common with sex. Everyone is for it (under certain conditions, of course). Everyone feels they understand it (even though they wouldn’t want to explain it). Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow). And, of course most people feel that all problems in these areas are caused by other people. (If only they would take time to do things right).

  7. Quality • Is Quality Free? • Can We Achieve 100% Quality?

  8. Shingo • Difference Between Errors and Defects • Errors Cause Defects • Defects Occur Because of Errors • Three Types of Inspection • Self-Inspection • Successive Checks - Next Person • Source Inspection (Check for Errors that WILL cause Defects • Identify Errors, Fail Safe the Process

  9. Process Improvement • Continuous Improvement • Breakthroughs • PDCA (Plan, Do, Check, Act) Deming • DMAIC (Define, Measure, Analyze, Improve, Control)

  10. DMAIC • D Define a problem or improvement opportunity. • M Measure process performance. • A Analyze the process to determine the root causes of poor performance; determine whether the process can be improved or should be redesigned. • I Improve the process by attacking root causes. • C Control the improved process to hold the gains.

  11. Process Improvement • Really Understand Customer Needs • Establish Standard Procedures / Train • Standardize Materials and Machinery • Simplify Everywhere • Synchronize Flow • Continuously Evaluate and Improve • Kaizen Blitz • Administrative Processes, too

  12. Control Charts • Processes Have Natural Variation • Fundamental Question: • Natural Variation or Process Change? • That is what Statistical Process Control is All About • Key Assumptions: • Sample is RANDOMLY selected • Defects are randomly distributed throughout the lot

  13. Sampling • For Defects (What is Quality of Lot?) • For Conformance to Specification (No More Than X% Defective)

  14. Control Chart Types • Attribute Charts (things counted) • P-chart: Proportion Defective • C-chart: Number of Defects • Focus is on PRODUCT output • Variable Charts • X-chart: Sample Means • R-chart: Range Means • Focus in on PROCESS, itself

  15. Control Chart Problem Indicators • One Data Point Outside Control Limit • Two Data Points in Zone Three • Five Consecutive Data Points on One Side of the Mean • Trend - Five Successive Points in a Trend • Erratic Behavior • Sudden Change in Behavior

  16. 5 ‘M’s • Ishikawa Diagrams (Fishbone) • Man • Machine • Method • Materials • Maintenance

  17. Why-Why • Goal is to Get Past Symptoms to Underlying Cause • Ask Why Until No Further Useful Information is Forthcoming • Quality and Capacity • Existing Utilization • New

  18. Questions, Comments, Observations, Conclusions, Arguments?

More Related