Kvalitetsstyrning och TQM

1. Kvalitetsstyrning och TQM Johann Packendorff

2. Innehåll • Kvalitet – varför • Gapanalys • Statistisk processkontroll

3. Quality planning and control Consistent delivery of products and services at specification or above Supply Demand The operation The market Required quality of products and services Customer requirements Operations resources Quality planning and control seeks to deliver products and services at their required specification or above it

4. Quality up Processing time down Rework and scrap costs down Image up Service costs down Inventory down Inspection and test costs down Sales volume up Capital costs down Complaint and warranty costs down Scale economies up Price competition down Productivity up Operation costs down Revenue up Profitsup High quality puts costs down and revenue up

5. Marketing Interpretation of specification Expectations Product/ service specification Product/service Product/service development Operation Customer Evaluation of conformance Quality planning and control Quality characteristics

6. The various definitions of quality The transcendent approach views quality as synonymous with innate excellence. The manufacturing-based approach assumes quality is all about making or providing error-free products or services. The user-based approach assumes quality is all about providing products or services that are fit for their purpose. The product-based approach views quality as a precise and measurable set of characteristics. The value-based approach defines quality in terms of ‘ value’.

7. 10 000 1000 Cost to rectify error 100 10 1 Concept Pilot production Market use Design Prototype Stage in development and launch process The cost of rectifying errors becomes increasingly expensive the longer the errors remain uncorrected in the development and launch process

8. Total cost Costs Cost of quality provision Cost of prevention and appraisal Optimum amount of quality effort Cost of errors Cost of internal and external failure Quality effort Traditional approaches to quality and TQM (a) The traditional cost of quality model

9. Total cost Cost of errors Cost of internal and external failure Costs Optimum amount of quality effort Cost of quality provision Cost of prevention and appraisal Quality effort Traditional approaches to quality and TQM (b) The traditional cost of quality model with adjustments to reflect TQM criticisms

10. Gap Gap Perceived quality is poor Perceived quality is good Perceived quality is governed by the gap between customers’ expectations and their perceptions of the product or service Customers’ expectations for the product or service Customers’ perceptions of the product or service Customers’ expectations of the product or service Customers’ perceptions of the product or service Customers’ perceptions of the product or service Customers’ expectations for the product or service Expectations > perceptions Expectations = perceptions Expectations < perceptions

11. Image of product or service Word of mouth communications Previous Experience Customer’s perceptions concerning the product or service Customer’s expectations concerning a product or service Gap 4 Customer’s own specification of quality The actual product or service Gap 1 Organisation’s specification of quality Management’s concept of the product or service Gap 3 Gap 2 A “Gap” model of Quality

12. Delivery service characteristics Product characteristics Delivery vehicle and staff appearance (aesthetics) Shelf life (durability) Packaging (aesthetics) Product availability (functionality) Staff attitude (contact) Product taste (functionality) Service reliability (reliability) Accuracy of delivery (reliability) Product range (functionality) Coping with errors (recovery) Ease of use (functionality/aesthetic) Site uptime (reliability) Speed of web response (functionality) Website characteristics Some quality characteristics for an on-line shopping service

13. Process control charting The last point plotted on this chart seems to be unusually low. How do we know if this is just random variation or the result of some change in the process which we should investigate? Some kind of “Guidelines” or “Control limits” would be useful Elapsed time of call Time

14. 2.2 2.2 2.2 2.2 2.2 3.6 3.6 3.6 3.6 3.6 0.8 0.8 0.8 0.8 0.8 Process control charting After the first sample After the second sample Fitting a normal distribution to the histogram of sampled call times By the end of the day By the end of the second day

15. Process control charting -3 standard deviations +3 standard deviations -2 standard deviations +2 standard deviations -1 standard deviation +1 standard deviation Frequency A standard deviation 40 100 160 Elapsed time of call (secs) The “standard deviation” is a measure of the “Spread” or “Variation” of a distribution

16. Process control charting 99.7% of points 95.4% of points -3 standard deviations +3 standard deviations -2 standard deviations +2 standard deviations 68% of points -1 standard deviation +1 standard deviation Frequency A standard deviation  = sigma 40 100 160 Elapsed time of call (secs) The chances of measurement points deviating from the average is predictable in a normal distribution

17. If we understand the normal distribution which describes random variation when the process is operating normally (ie. when the process is “In Control”) then we can use the distribution to draw the control limits In this case the final point is very likely to be caused by an assignable cause, ie. the process is likely to be out of control Elapsed time of call Time Process control charting

18. UCL UCL C/L C/L LCL LCL Alternating and erratic behaviour - Investigate Suspiciously average behaviour - Investigate Five points one side of centre line - Investigate Two points near control limit - Investigate UCL UCL C/L C/L LCL LCL Sudden change in level - Investigate Apparent trend in one direction - investigate In addition to points falling outside the control limits other unlikely sequences of points should be investigated Process Control Charting

19. Process variation Process variation Process variation Process variation LSL LSL LSL LSL USL USL USL USL 3 sigma process variation = 66800 Defects per million opportunities 6 sigma process variation = 3.4 Defects per million opportunities 4 sigma process variation = 6200 Defects per million opportunities 5 sigma process variation = 230 Defects per million opportunities Process variation and its effect on process Defects per Million Opportunities (DPMO)

20. Vägen till världsklass Six Sigma TQM ISO9000

21. The ISO 9000 approach Quality systems consist of three levels : - Level 1 - company quality manual. - Level 2 - procedures manual. - Level 3 - work instructions. ISO 9000 is the internationally recognized quality standard.

22. Bakgrund ISO 9000 • • Blev standard 1987 (ny standar från 2001) • • Har sina rötter i Nato standard från 1940-talet • • Utvecklad av bl. a. Ford, GM och Volvo • • Har olika namn i olika länder: • – Frankrike NF X 50-121 • – Danmark DS/EN 29000 • – Tyskland DIN/ISO 9000 • – England BS 5750 • – Sverige SS-EN ISO 9000

23. Gamla ISO 9000 • Fyra standarder i familjen • • ISO 9001 • – Kvalitetssäkring vid konstruktion, utveckling, • produktion, installation och service • • ISO 9002 • – Kvalitetssäkring vid produktion och installation • • ISO 9003 • – Kvalitetssäkring vid slutkontroll och slutprovning • • ISO 9004 • – Kvalitetsledning och kvalitetssystem • (allmänna riktlinjer)

24. Varför ny ISO 9000? • • Passar ej all typ av verksamhet • • Utgår från tillverkande industri • • För många olika delar i ISO 9000 familjen • • Bristande processorientering • • Svagt fokus på ständig förbättring • • Svagt kundfokus

25. Varför kvalitetssystem? • Trendighet • Behov av bättre kvalitet • Behov av systematik • Krav från kund • Konkurrens • Krav från myndighet

26. Kvalitetsorganisation I arbetet att organisera för kvalitet ingår att: – Att identifiera de aktiviteter som fodras för att nå rätt kvalitet – Att bestämma ansvar och befogenhet för dessa aktiviteter – Att dela upp arbetet i funktionella delar – Att ange samband mellan de olika delarna

27. Kvalitetsorganisation • En lämplig organisation kan tas fram genom en uppdelning i:- Acceptanskontroll- Förebyggande verksamhet- Kvalitetsförbättring- Samordning av kvalitetsverksamhet- Kvalitetssäkring

28. Tredjepartscertifiering

29. Whole operation involved Quality strategy Teamwork Staff empowerment Involves customers and suppliers Total Quality Management Quality assurance Quality control Inspection Quality systems Quality costing Problem solving Quality planning Statistical methods Process performance Quality standards Error detection Rectification Total quality management can be viewed as a natural extension of earlier approaches to quality management

30. Total Quality Management Includes all parts of the organization Includes all staff of the organization Includes consideration of all costs Includes every opportunity to get things right Includes all systems that affect quality Never stops

31. Verksamhets- utveckling med Six Sigma

32. Six Sigma 1987 lanserade Motorola Six Sigma som en kvalitetsverktyg för att öka den interna produktkvaliteten. Sedan dess en utveckling från en metrisk process till en företagskultur.

33. Sigma En statistisk indikator som visar hur en process varierar från det perfekta läget. Antal fel per en miljon operationer.

34. 99 % rätt borde väl räcka? 4 Sigma 200.000 felexpedieringar på apotek varje år Två misslyckade landningar på flygplatserna 5.000 felaktiga operationsingrepp varje vecka 20.000 borttappade brev varje timme Odrickbart vatten 15 minuter per dag Utebliven el sju timmar per månad Gäller USA. Kan man vara nöjd med detta?

35. Hur bra vill vi vara? DPMO* Hur ofta rätt? 0 Sigma 933 200 6,68 % 1 Sigma 691500 30,85 % 2 Sigma 308 500 69,15 % 3 Sigma 66 800 93,32 % 4 Sigma 6200 99,38 % 5 Sigma 230 99,977 % 6 Sigma 3,4 99,99966 % *Antal fel per en miljon operationer

36. Six Sigma Metodiken • Definiera • Mäta • Analysera • Förbättra (Improve) • Följa upp (Control) DMAIC Det handlar om företagets processer

37. SixSigma Aktörer Champions Master Black Belts Black Belts Green Belts Kvalitetsteam Processägare Skapar visionen Ordnar resurser Flyttar på hinder Lär ut metodiken Kollar projektstatus Skapar färdvägar Leder projekt Tränar team Analyserar data Samma som Black Belts, men har annat ordinarie arbete Samlar in data Inför processförbättringar Leder funktionella och tvärfunktionella områden Övervakar förbättringar och uppföljningar

38. Det handlar om att skapa bättre interaktion Leverantör Kund Omloppstid ? Leverans Kostnader Pris Fel Kvalitet

39. Det stora fienden Osäkerhet Okänt Tror inte på det Risk Felfrekvens ? VARIATIONEN