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Chapter 6 Supplement Continuous Improvement

Chapter 6 Supplement Continuous Improvement. History of Quality Timeline. Craftsmanship and Guilds . In Japan: Deming/Juran teaching Continuous Improvement. ISO 9000 Series Malcolm Baldrige National Quality Award. The Factory System Fredrick W. Taylor Scientific Management. 1900. 1925.

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Chapter 6 Supplement Continuous Improvement

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  1. Chapter 6 SupplementContinuous Improvement

  2. History of Quality Timeline Craftsmanship and Guilds In Japan: Deming/Juran teaching Continuous Improvement • ISO 9000 Series • Malcolm Baldrige National Quality Award • The Factory System • Fredrick W. Taylor • Scientific Management 1900 1925 1950 1975 2000 • Western Electric • Walter W. Shewhart • Control Charts • Quality Control • Lean Manufacturing • Six Sigma • WWII • Munitions suppliers • Sampling tables • In the US: • Continuous Improvement • Total Quality Management

  3. Quality Principles • Customer satisfaction • Management by facts • Respect for people

  4. Plan-Do-Check-Act (PDCA) Cycle Plan Act Do Check

  5. Problem Solving Steps • Recognizing the Problem and Establish Priorities • Forming Quality Improvement Teams • Defining the Problem • Developing Performance Measures • Analyzing the Problem/Process

  6. Problem Solving Steps • Determine Possible Causes • Selecting and Implementing the Solution • Evaluating the Solution: The Follow-Up • Ensuring Performance • Continuous Improvement

  7. Flow Charting (AV.3)

  8. Deming’s 14-Points • Fulfill the long-term needs. • Chronic mistakes are unacceptable. • Cease dependence on mass inspection. • End the practice of awarding business on price tag alone. • Improve constantly and forever the system of production and service. • Institute training. • Institute leadership.

  9. Deming’s 14-Points • Drive out fear. • Break down barriers between staff areas. • Eliminate slogans, exhortations, and targets for the workforce. • Examine the impact of work standards. • Remove barriers to pride of workmanship. • Institute a vigorous program of education and retraining. • Take action to accomplish the transformation.

  10. Philip Crosby’s 14-Step Zero Defect Quality Improvement Program • Management Commitment • Quality Improvement Team • Quality Measurement • Cost of Quality • Quality Awareness • Corrective Action • Establishment of ZD Program

  11. Philip Crosby’s 14-Step Zero Defect Quality Improvement Program • Education and Training • Zero-Defect Day • Goal Setting • Error-Cause Removal • Recognition • Quality Councils • Do It Over Again

  12. The Malcolm Baldrige Purpose • Obtain a competitive edge. • Establish criteria for quality excellence. • Guidance from “winning” companies. • Be recognized for quality achievements.

  13. Organizational Profile: Environment, Relationships, and Challenges 5 Human Resource Focus 2 Strategic Planning 7 Business Results 1 Leadership 3 Customer and Market Focus 6 Process Management 4 Information and Analysis The Malcolm Baldrige Criteria

  14. Satisfaction Input Output Requirements Product ISO 9000 Continual improvement of the quality management system Customers Customers 5 Management responsibility 6 Resource management 8 Measurement, analysis and improvement 7 Product realization

  15. Six Sigma’s DMAIC Method Define Measure Control Improve Analyze

  16. Six Sigma’s SIPOC Model Requirements Requirements Suppliers Input Process Output Customers Feedback Feedback

  17. Six Sigma’s Process Capability 1.5 Cp = 2.0 .54 ppm Cpk = 1.5 3.4 ppm LSL USL

  18. Quality Costs (8.0)

  19. Benchmarking Benchmarking is the systematic process of evaluating the work processes of organizations that are recognized as representing best practices for the purpose of improving performance. World-Class Best Functional Industry Competition Internal (12.1)

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