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00 ETHODS FO TOTALQUAITY ANAGEENT
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100 METHODS FOR TOTALQUAITY MANAGEMENT
Gopal K. Kanjiand
Mike Asher
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CONTENTS
Preface vi
Understanding Total Quality Management
The Role of TQM Methods
List of Methods (by Category)
Purpose of Methods Aphabetical ist) 3
Management Methods
Analytical Methods 79
Idea Generation 3
Data Collection, Anaysis and Display 54
References 34
Index 36
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PREFACE
A eea par o e deveopme o a oa quay maageme(TM) proce oud be e educao ad rag o everyoe eorgazao Te ma objecve oud be o provde ormao o eprcpe ad poopy o TM ad rag e meod o epe orgazo mpeme oa quay maageme a yemac wayOe o e ma purpoe o boo o ep a empoyee ouderad e proper ue o e oa quay maageme meodrequred or e aceveme o er orgazao quay goa wao provde e educaor ad pracoer area w a compreeve e o TM meod
Toa quay maageme ecompae cera bac prcpe Tompeme ad prace ee prcpe eceary o uderad eworg o varou meod o oa quay maageme Tee meodare caed boo w our caegore
anagemen mehod or exampe, Demg wee (Meod 10) Analycal mehod or examp e aure mode ad eec aay (Meod3)dea generaon: or exampe, braormg (Meod 51 ) .Daa collecon analy and dlay or exampe, ay car (Meod96), ogram (Meod 8) ad pe car (Meod 88) epecvey.
A o meod by caegory, gve o p . 0; a apabeca o allmeod (w a bre decrpo o er purpoe or ue) gve o p 13
W eac caegory, eac TM meod expaed mpy uder eoowg eadg
purpoe we o ue ow o ue bee
exampeWe pu o pracce, approprae quay meod ca rapdy gve reo quay mproveme . Coog e rg meod or e deveopmeo a TM proce oe o e va roe o maageme ad e degree oucce obaed w deped upo maagera Te oa quaymaageme proce compex ad e ue o ome o ee meodrequre careu coderao ad cear uderadg.
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NDERSTANDING TOTAL QALITYMANAGEMENT
tal quality management principles
To udertad te proce of tota quaity maagemet (TM) we wifoow Kaji ad Aer (993) were a wor i ee a proce adtota quaity maagemet i a cotiuou proce of improvemet foridividua , group of peope ad woe orgaiatio Wat mae totaquaity maagemet differet from oter maagemet procee i tecocetrated focu o cotiuou improvemet. Tota quaity maagemet i ot a quic maagemet x; it i about cagig te way tig aredoe witi te orgaiatio i fetime To improve te proce terefore,peope mut ow wat to do , ow to do it, ave te rigt metod to do it,ad be abe to meaure te improvemet of te proce ad te curreteve of acievemet
Tota quaity maagemet ecompae a e t of four pricipe ad eigtcore cocept Te four guidig pricipe are
deigt te cutomer maagemet by fact peopebaed maagemet cotiuou improvemet
Eac of te pricipe ca be ued to drive te improvemet proceHowever, to acieve ti eac pricipe i expreed wit te ep of twocore cocept to mae te pricipe worabe Te eigt core cocept aregive i Tabe 1
Delight the ustomer
Ti focue o extera cutomer ad a 'Wat woud deigt temTi impie a rea eed to udertad te product or ervice, agreerequiremet ad fu tem 'Deigt mea beig bet at wat reay
able 1 Priniples and ore onepts o TQM
Prncpls or concpts
Dht th customr
Mnmnt b ct
Poplbsd mnmnt
ontnuous mprovmnt
utomr stsctonIntrnl customrs r r work s procssMsurmntmworkPop mk qutontnuous mprovmnt ccPrvnton
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100 METHODS FOR OA QALIY MANAGEMEN
matter mot to the cutomer and thi can change over time Being in touchwith thee change and alway atifying the cutomer are an integra partof tota quaity management
Management by act
Knowing the current quaity tandard of the product or ervice in yourcutomer hand i the rt tage of being abe to improve You can onymeaure your improvement if you know the bae you are tarting from.Having the fact neceary to manage the buine at a eve and givingthat information to everyone o that deciion are baed upon fact are aneentia apect of continuou improvement
Peoplebased management
f peope undertand what to do how to do it and obtain feedback on their
performance they can be encouraged to take reponibii ty for the quaityof their own work The more peope fee invoved the greater wi be theircommitment to cutomer atifaction Sytem tandard and technoogythemeve wi not provide quait The roe of peope i extremey importantin the continuou improvement of quaity within an organization
ontinuous impovement
Tota quaity management i not a hortterm activity that wi nih whena et target ha been achieved t i not a programme or a proect . t i amanagement proce that recognize that however much we may improveour competitor wi continue to improve and our cutomer wi expectmore fom u Here continuou impovement i an incrementa changeand not a major breakthrough which houd be the aim of a who wih toundertake the tota quaity management journey
re cncepts fr imprvement
Each of the eight core concept given n Tabe 1 can be ued to drive theproce of continuou improvement and to deveop a framework forquaity improvement over many year
ustomer satisaction
Many companie when they tart the quaity journey become veryintroverted and dea with their own nterna probem negecting theirexterna cutomer A better way i for companie to ue their cutomer toearn what i important to them and then meaure their own performanceagaint cutomer expectation. Aking your cutomer to et cutomeratifaction goa i a cear ign of an outward ooking company
To fu cutomer atifaction Federa Expre an American companyurveyed their cutomer to identify the top ten caue of aggravation Theaggravation point were weighted according to cutomer view of howimportant thee were A compete check wa made of a occurrence and a
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NDERSTANDNG TOAL QALTY MANAGEMENT 3
eople rocess rodcts
qpment or or
ateral
ysem
evces
ethods
nvronment
Fg 1 Pocess
weekly satsacton nde comed Ts allowed te comany to kee aweekly montor o customer satsacton as measured by te customer
Inteal customes ae eal
anj and Asers ( 1993) denton o qualty 'satsyng agreed customers requrements relates to nternal customers as well eternal onesMany eole also reer to te customersuler can We beleve tat ts necessary to aceve successul nternal workng reatons n order tosatsy te needs o te eternal customer
Weter you are sulyng roducts or a servce, te eole you sulynternally are as rea as your eternal customers Tey also requre seed,ecency or accurate measurement, but acevng a qualty servce
between nternal customers can sometmes be t meconsumng One way todeal wt ts s to assess oor qualty n nancal terms Measurng teactual cost o oor quaty, and te way tat amount s made u, canrovde an metus or management to olow te qualty mrovementat. n ts way, you can use te dea o te terna customer as a ocusor mrovement
All wok is pocess
Anoter ossble ocus or mrovement s tat o busness rocesses Arocess s a combnaton o metods, materals, manower and macnes(see Fgure 1) tat, taken togeter, roduce a roduct or servce Allrocesses contan nerent varab lty and one aroac to quaty mrovement s rogressvely to reduce varaton Ts can be done, rst, byremovng varaton due to secal causes and, secondly, by drvng downte common cause o varaton, tus brngng te rocess under controand tem mrovng ts caablty
Measuement
Ts core concet o total qualty management suggests tat, n order tomrove, we must rst o al measure ow we are dong at resent Bymeasurng our resent stuaton, we can ocus bot nterna customer
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4 1 00 MHOS OR OAL QUAY MANAGMN
satisfaction and xtrna customrs rquirmnts ntrna quaitymasurmnt of roduction migt incud
brac of romis
rformanc to standard rct v accidnts rocss in contro yid/scra tim cost du to non-avaiab raw matria numbr of cangs to works ordr cost of quaity
eamwok
Tamwork can rovid a ra oortunity for o to work togtr toaciv quaity imrovmnt Po wo work on tr own or n a smagrou oftn av a ictur of tir organization and t work tat i t doswc s vry comartmntazd Ty ar oftn unfamiiar wit t worktat is don vn by o wo work quit nar to tm as a rsut tyar unawar of t consquncs of oor quaty n t work tytmsvs do
Bringng o togtr in tams, wit t common goa of quaityimrovmnt aids communication btwn dartmnta or functionaactvitis Tamwork sowy braks down t communication barrirs andacts as a atform for cang ommunicaton is art of t cmnt tat
ods togtr t bricks of t tota quaity managmnt rocss suorting t rinc of obasd managmnt .
To communcat rory , i t is ncssary to focus on t rcvr of tmssag ommunication is vry muc a twoway rocss Managrs oftntak about t 'midd managmnt song into wic information smsto go but out of wc no information coms Part of t robm s a ackof focus on t nds of tos rciving t informaton Figur dicts acomany wit oor communication For succssfu communicaton, yound to bud crdibiity nto t mssag and n t rson gving tmssag Anyting tat dtracts from tis dos damag to bot
Tamwork aso nabs a grou of o to work as a task forc,ooking at crossfunctona robms or as an action tam soving ocarobms, in ordr to idntify and adot nw ways of doing tings
People make uality
Most of t quaity robms witin an organization ar not normaywitin t contro of t individua moy As many as 80 r cnt ofts robms ar causd by t way t comany is organzd andmanagd T systm oftn gts in t way of moys wo ar tryng todo a good job n suc a situation it s difcut to sov t robm bysmy ting t moys to do bttr n ts circumstancs moy
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NDRSTANDNG TOTA QALTY MANAGMNT 5
Fgre 2 Poor communication in an organization
io maagemet
motvaton alone cannot work. It requres real ractcal efforts on te artof managers to remove te barrers to qualty mrovement
Te role of managers wt n an organzaton s to ensure tat everytng
necessary s n lace to allow eole to make qual ty Ts n turn begnsto create te envronment were eole are wl lng to take resonsbltyfor te qual ty of ter own work. Releasng te talents of everyone wtnte organzaton n ts way can create a culture for qualty mrovement
ontinuous improement cycle
Te contnuous cycle of establsng customers requrements, meetngtese requrements measurng success and keeng on mrovng can beused bot eternally and nternally to fuel te engne of contnuousmrovement By contnually ceckng customer requrements a comany
can kee ndng areas n wc mrovements can be made Ts contnualsuly of oortuntes can be used to kee qualty mrovement lans u todate and to renforce te dea tat te tota qualty journey s neverendng
Preention
Ts concet s central to total qualty management and rovdes a ostvearoac to acevng contnuous mrovement Preventon means seekngto ensure tat falures wll not occur Te contnual rocess of removngte roblems and falures out of te system wll create a culture ofcontnuous mrovement
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6 METHOD FOR TOTL QLTY MNGEMENT
There are severa methods whch are wdely used or ths uroseFalure ode and eect analyss Method 3) s a wellknown methodassocated th both desgn and rocess analyss.
yramid mdel and leadership
From the outset the total quaty management aroach has the vson thatconcentrated management acton can mrove the qualty o servce orroducts o an organzaton at a very comettve cost satsyng customers needs and ncreasng market share Ths ncreased market sharewll be stable because t has been earned wth the hel o sod customergoodwl and not by gmmcky advertsng.
anj and Asher (993) suggested a model whch llustrates the rncles o TM as a yramd The base o the yramd s occued by the ourrncles o TM and two core concets corresond to each sde o theyramd. Although n anj and Ashers model the leadersh o tomanagement s central to the creaton o a TM organzaton ths s notemhaszed n ther dagram. We thereore roduce a moded verson othe yramd model o TM (see Fgure 3) by smly etendng the base othe yramd Here the organzaton has to be guded through the TMrncles and core concets by to management eadersh
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UNDERSANDING OAL QUALIY MANAGEMEN
r
T Q M
\
cP elht he csomereadershp
Figr 3 Pyamid model o TQM
Souce Ka a Ahr 3
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THE ROLE OF TQM METHODS
Total qualty anagnt can b lntd by uttng nto ractcsutabl TQM tods. Howr, adotng t rgt knd o tod s ono t ost ortant jobs o snor anagnt and t dgr osuccss obtand wll dnd on tr knowldg and undrstandng ots tods. TQM tods ar unlkly to b usul not usdrorly
Wn TQM s lntd n an organzaton, t narably starts wt asl rocdur t sttng u o tas to sol artcular robls.Howr total qualty anagnt dals wt qualty cultur, wc s allabout cultur cang basd on a dsr to satsy t custor and
lnat stng robls ranntly.Educaton and tranng ar ky actors n total qualty anagnt,ncludng t rocss o larnng TQM tods tas start to look atqual ty anagnt robls wtout ror tranng ty wll los trway and bco dsartnd t qualty robl s not dntdaccuratly and t TQM tod slctd or soluton basd only on dataanalyss, tn t robl wl l not b lnatd orr n addton, tqualty ront rocss nds to b anagd by an ct ladr tonsur tat ror lntaton s acd . By alyng TQM todsrorly and not uctuatng ro on st to anotr bor colton,
t qualty ta wll a a uc gratr canc o coltng t tasksuccssullyT robl-solng rocss s a natural and logcal squnc or
orcong qualty robls and rong t standard o dcsonakng t s also a gud or dntyng wc total qualty anagnttods to b ald Probls no attr wat tr sz or colty,can bst b sold by rocdng troug a squnc o sts. T s nsurstat rytng ossbl wll b don by alyng t aalabl TQMtods n t ost ct annr. t also gs t oortunty toconsdr a nubr o otons and to slct t bst solutons .
Many qualty robls, on t surac, aar to b sl to sol, andt s asy to la to t rst aalabl soluton Howr, n t long tr,or any robls t s unlkly tat t bst solutons wll b ound n tsasy way. t s also ossbl tat so sd-cts wll b gnratd,causng robls n otr aras.
n total qualty anagnt all work s a rocss and t roblsolng rocss s a contnuous cycl o onng your nd to a wd rango ossbl solutons and tn dcdng on t ost asbl oton. t sts contnuous aroac and t narrowng o t otons tat aks tTQM rocss so owrul.
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THE ROLE OF TM METHOS 9
Te basic role of TM metods in roblmsolving for qual ity imrovement is to el meet customer requirements. Te metods also el togenerate ossible root causes and otential solutions, and to use data andinformation to select te best otions for managing quality To imlementtotal quality management it will be necessary to aly te metods inevery asect of business life
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LIST OF METHODS (BY CATEGORY)
anagement methds
1 Apabl qualiy lvl AQL) Afny dagram3 Arrow dagram4 Bnmarkng5 Connu raing6 Coningny planning Cobn analyi8 Criria ng9 Cuomr onngny abl
10 Dming wl PDCA)11 Dparmnal purpo analyi DPA)1 Error proong pokayok) For analyi14 Gann ar15 SO 900016 u n im )1 Kaizn18 Myry opping
19 Objv rankng0 Paro analyi Ponial problm analy PPA) Problm prvnon plan3 Pro dion programm ar4 Programm valuaion and rviw PER) niqu5 Qualy irl6 Quaiy funon dpoymn QFD) Rlaion diagram8 amwork9 Toal produiv mainnan
30 Wyow aring31 Zro df
nalytical methds
3 Cau and ff analyi33 Crial pa analyi CPA)34 Dparmnal o of qualy35 Domanal mapping36 Evoluonary opraion EVOP)
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25
30
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39
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52
5456
59
61
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669
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78
98]
85
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LIST OF METHOS
37 ailure mode and effe analyi MEA)38 aul ree analyi39 ore eld analyi
4 Minue analyi41 Paired omparion4 Parameer deign43 Proe o of qualiy44 Reliabiliy45 Robu deign off-line qualiy onrol)46 Soluion effe analyi47 Sraiaion48 Syem deign49 agui meod5 olerane deign
ea generatin
51 Brainorming5 Brainwriing53 Breaking e54 Buzz group55 dea wriing56 magineering57 mprove inernal proe P) plan
58 Laeral inking59 Li reduion6 Mind mapping61 Morpologial fored onneion6 Mulivoing63 Nominal group enique64 Opporuniy analyi65 Ri piure66 Snowballing67 Suggeion eme
ata cllectin analysis an ispay
68 Bar ar69 Bai aii7 Bo and wiker plo71 ar7 Cekee73 Conenraion diagram74 Cuum ar75 Do plo
99698
10
03
105
107
1112
13
115
17
19
122
3151791313134
13613814141441454714915153
1545659166466687
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1 2 1 0 0 MEHODS FOR OAL QUALIY MANAGEMEN
76 Flowars77 Geomer movng average78 Hsograms
7 Hosn kanr (qualy poly deploymen)8 s/s no mar81 Mar daa analyss8 Mar dagam83 Movng average84 Mul -var ars8 NP ar86 Payner ar87 P ar88 Pe ars8 Proess analyss
Proess apabl y1 Samplng Saer dagrams3 Spder web dagrams4 Sasal proess onrol (SPC) Sem and leaf dagram6 Tally ars7 Tree dagrams8 U ar X movng range (X) ar
1 ar
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1818418618811141714
8111416113831
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PRPOSE OF METHODS (APHABETICA IST)
Acceptable quality level (AQL) o povide auue of ampling plan ik and inpeionaegie o enue a e uome eeive equaliy a e upplie a onaed o delive.Anity diagram o oganize lage amoun of daa ingoup aoding o ome fom of naual afniy.Arrow diagram o ow e ime equied fo olvinga poblem and wi iem an be done in paallelBar charts o diplay diee daa olleed byekee o a paen an be dioveed.Basic statistics e mean median mode ange andandad deviaion ae way of ummaizing and deibinglage volume of daa e i ee ae meaue ofloaion e la wo ae meaue of pead.Bencmarking o idenify and ll gap in pefomaneby puing in plae be paie eeby eabliingupeio pefomane Box and whisker plots o povide a imple way of
dawing e bai ape of e diibuion of a e ofdaa.Brainstorming o geneae a many idea a poiblewiou aeing ei valueBranwrtng o geneae a many dea a pobleBreaking set o oveome blok in inking bygeneaing new idea. i paiulaly ueful in pompinga goup o be moe eepive o new uggeionBuzz groups A way of geing e immediae eaionof a goup o a new idea o poblem .Cause and eect analysis o eamine effe o
poblem o nd ou e poible aue and o poinou poible aea wee daa an be olleed chart o idenify wen e numbe of defe in aample of onan ize i anging ove im e.Checksheets o olle daa wen e numbe ofime a defe o value ou i impoan.Concentration diagrams o olle daa wen eloaion of a defe o poblem i impoanConsensus reaching o give a eam a meodialway of eamining alenaive o ea a olleiveonluion wi all eam membe an aep.
Method Page
68
69
7
5
55
54
7
7
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9
79
6
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ME OS FOR OA QUALY MANAG EM E N
Coninency plannin o avo gng anwa of ou by lannng fo onngn n omlon of a oj
Co-bene analyi o ma al o anbn of a oj un onaonCieia Tein o valua an oma alnavoluon o a oblm by ang m agan a l ofaCiical pah analyi A oj lannng nquw aa wok o b on n o lmn allowng ky lmn a aff ovall oj o b nCuome' coninency able o unan n of bo nnal an nal uom fo
fullmn of uom afaon Cuum cha o nfy wn man valu angng ov mDemin wheel (PDCA) A managmn on oafy qualy qumn of uom byung yl lan o k an aon.Depamenal co of qualiy o ov a nanalmau of qualy foman of an oganzaonDepamenal pupoe analyi (DPA) o vw nnal uomul laon.Domainal mappin o a n naon ofnnal uom an nDo plo A ml ga v w nobvaon a o on a ozonal alEo poon (pokayoke) o gn an oaon nu a way a o a vn fomaung majo oblm o uom.Evoluionay opeaion (EVOP) A qunalmnal ou fo ollng nfomaonung onln ouon o mov a o wouubng ouu.
Failue moe an eec analyi (FMEA) o a n fooloong of a gn o a oFaul ee analyi o fom a quanav a wlla qualav analy of a oml ymFlowcha o gna a u of ow wok gon by lnkng og all akn n a o.Foce analyi o nfy nal an nnal foa wok wn vlong a onngny lanFoce el analyi Allow you o nfy ofo a bo l an n you n long gabwn w you a now an w you wan o b
6
7
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33
9
74
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34
11
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75
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33
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81
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PURPOSE OF M EODS
Gann chars Fo plannng te tep neceay tomplement qualty mpovement.Gemeric mving average o dentfy tend n mal l
cange n te poce mean e geometc movngaveage ometme called te eponenally wegtedmovng aveage EWMA) Hisgrams o dplay contnuou data collected byceckeet o tat any patten can be dcoveedHshin kanri (quaiy picy depymen) o delgtte cutome toug te manufactung and evcngpoce by mplementng te qualty goal of teoganzatonIdea riing o bng all patcpant nto goupwokImagineering o at a company to dentfy aea of
oppotunty by concentatng on te deal outcometen wokng back fom tImprve inerna prcess (I) pan o povde tetuctue to develop wok plan detal fo a tak ungvaou facto uc a meauable eponbleeouce tme and pevou tak owneIs/is n marix o dentfy patten n obevedcaactetc by a tuctued fom of tatcaton ISO 9 o demontate to youelf you cutomeand an ndependent aement body tat you ave aneffectve qualty management ytem n place
Jus in ime (JI) o delve te aw mateal ocomponent to te poducton lne to ave jut n tmewen tey ae neededKaizen A apanee tem meanng cange fo tebette te concept mple a contnuou mpovementn all company functon at all levelaera hinking A way of tanfeng fom onefame of efeence to anote enablng you to beakdown bae wc nbt ceatve tougtLis reducin o educe a l t of dea to one of
manageable zearix daa anaysis o povde a pctue ofnumecal data fom a mat dagam n an efcentwayarix diagram o povde nfomaton about teelatonp and mpotance of tak and metodelement of te ubject.ind mapping A way of geneatng and ecodngdea ndvdually ate tan n a goup. Mndmappng make ue of wod aocaton encouagngyou to follow you own tougt patten weeve
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1 6 100 METHODS FOR TOTAL QUALITY MANAGEMENT
y ad ao provid a wrin rord of idagnradMinute analysis o ima urviva priod of a
pariuar produ uni undr rain ondiion uinga imuad primna nvironmn.Morphological forced connections o gnra nwida or way of approaing probm . ombini of aribu and for nw onnion bwnm o riggring nw opion.Moving average o idnify rnd in daa wnorrm variaion or yia parn ar onfuing ongrrm piurMulti-vari charts o ow diprion n a proovr or and ong rm uing a grapi onroar.Multi-voting o mo popuar or imporanim from a i.Mystery shopping A niqu invoving ooking ayour buin from ouid and mauring finy of your own ky pro from uomr viwpoin.Nominal group technique A way of gnraing idafrom a group and dnfying v of upporwiin group for o ida.
N chart o idnfy wn numbr of dfivim in a amp of onan iz anging ovrimObjective ranking p o p a your urrn aiviyin prpiv and nab you o undrand purpo of your ffor.Opportunity analysis Offr opporuniy ovaua quky a ong i of opion again dirdgoa and avaiab rour.aired comparisons o p a group o quanfy prfrn of i mmbr .arameter design o drmin w faor arimporan in manufauring pro and o nd opimum of working ondiionareto analysis o para mo imporanau of a probm from many rivia . Ao oidnify mo imporan probm for a am owork onaynter charts o dipay informaion ovr m in away a aow ang in parn of faiur o bdiovrd. Paynr ar wi ow wn on faiur
4
61
83
84
6
18
6
85
19
64
41
4
86
1
14
19
19
144
5
45
194
54
14
1
15
56
19
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PURPOSE OF M EHODS
mode takes over rom anoter in terms o importanceor wen te overall ailure rate is canging over time car o identiy wen te percentage o deective
items in a sample o variable size is canging overtimei cars A way o pictorially representing data, piecarts are an eective means o sowing te relativesize o te individual parts to te totalnial prblm analysis (A o eamine plansto identiy wat can go wrong wit tem so tatpreventive action can be taken rblm prvnin plan o anticipate wat can gowrong and plan to prevent problemsrcss analysis Enables a group to look or
opportunities to improve processes t can also be usedto identiy standards and measures or critical parts oprocessesrcss capabiliy o demonstrate weter a processis capable o meeting a specication and to calculate aninde to sow tis capabilityrcss cs f qaliy o provide a nancial measureo te quality perormance o an organizationrcss dcisin prgramm car o ocus onpossible sequences to elp lead to a desirable resultand contingency planningrgramm valain and rviw (ER
cniq o establis a planning tecnique orcomple and multi-level projectsQaliy circls A special type o small group activitywic orms a veicle or te development oindividualsQaliy fncin dplymn (QFD A tecnique ordiscipline or optimizing te process o developingand producing new products on te basis o customerneed
Rlain diagram o illustrate te relationsipbetween problems and ideas in comple situations Alsoto identiy meaningul categories rom a mass o ideaswen relationsips are difcult to determineRliabiliy o nd te cause o ailures and tryto eliminate tem and to reduce te eects orconsequences o ailure Ric picrs o allow a group to capture all ideasdeveloped witout judgement or analysis in a pictorialorm tat a llows te strengt o te ideas to berecorded
1 7
8 99
88
59
6
89 4
9 8
43
3 63
4 65
5 6
6 69
2
44
65 49
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1 8 1 00 MEHODS FOR OAL QUALIY MANAGEMEN
Robust design oline qulity control) o acievete proper functioning of a component even wenaffected by interfering factor, weter eternal,
internal or manufacturing variation.Smpling A metod by wic a mal number ofitem te ample) drawn from a larger number ofitem te poplation) in order to draw a concluionabout te popuation baed upon information from teampeSctter digrms o alow te reationip betweencaue and effect to be etablied.Snowblling Sometime called pyramiding, nowballingi a tecnique for gatering information or idea
Solution eect nlysis o eamine olution toproblem to nd out weter tere are any detrimentalconequence and to pan te mpementaton of teolutionSpider web digrms o ow performance againt atarget wen everal criteria are being etSttisticl process control SC) o identify wenprocee are cangng over time .Stem nd lef digrm o preent raw data and toow teir ditribution viualy
Strtiction o ait in te denition of a probemby identifying were it doe and doe not occurSuggestion schemes o generate idea forimprovementSystem design o appy pecia cientic andengineering knowledge to produce a baic functionalprototype model, aving urveyed te reevant tecnoogy,manufacturing environment and cutomer needTguchi methods A tecnique for te optimization ofproduct or procee, aguci involve a twotageeperimental deign tat give te benet ofrobutne and efciency wit te minimum number ofeperiment.Tlly chrts o colect data wen te vaue of adefect or probem i important Temwork o organize activity wic requre anumber of peope to colaborate and work togeter fora common goalTolernce design o nd out by eperiment werete variability in a proce product) occur and wereadutment can be made
45
91
9
66
46
93
94
95
47
67
48
49
96
8
5
11
1
11
151
113
4
6
19
115
53
117
9
74
1
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PURPOSE OF MEHODS
Toa procive mainenance o elp a procewic am at makng te mot eective and ecientue o eting producton tructure.Tree iarams o identiy te tak and metodneeded to olve a problem and reac a goal. char o identy wen te number o deect n aample o varable ize i cangng over time .Whyhow charin Wen tnkng n bot abtractand concrete term and needing to move between tetwo wyow carting enable a goal to be tranlatedinto acton.X movin rane X) char o dentiy wen avalue i canging over time. char o identiy wen te mean va lue or range
n a ample o contant ize i canging over time.Zero efecs o allow team to eperence te uccenvolved n meetng ever more demanding targetwitout demotivatng tem by not aceving aboluteucce at once.
9 75
97 3
98 5
3 77
99 8
3
3 78
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MANAGEMENT M ETHODS
Method 1 Acceptabe qua ity leve (AQL)
urpse
To provde a ruure of amplng plan rk and npeon raege oenure a e uomer reeve e qualy a e uppler aonraed o delver.
When t use
Wen amplng by arbue o a ea em npeed laed aaepable or unaepable . AQL an be ued for 'defeve un weree whol un laed a defeve e.g norre form or faulyboe); or for 'defe e.g error on nvoe or mark on panwork)
w t use
Before any ba of work ampled eenal o ave eran peednformaon abou e qualy andard o be me ogeer w bakgound nfomaon abou e paula ba of work o be amped.Scic nformaon
1 Te agreed aepable qualy level AQL) . T dened a e worqualy w an be ondered aepable a e average 'per endefeve or defe per 1 un of a proe AQL are agreedbeween e uppler and eernal uomer or beween nernaluppler and uomer AQL range from 1 o 1 defe per1 un and are gven n BS 61
Te npeon level. T allow ome laude n ample ze. Tereare ree npeon level normal; gened; and redued. An AQL
e borderlne beween aepable and unaepable qualy Wen anAQL a been agreed e deal uaon o ave all bae beeran e AQL aeped and all oe wore rejeed Sne mpoble AQL ue omeng alled an 'operang araerurve w ell you e rk a you are akng and effevelyallow e level of rk o be oen o ree your knowledge of eurren uaon and wa mporan o you
Normal incion degned o proe e uppler agan a glevel of rejeon n effe e uppler gven e bene of anydoub. Te uomer reeve proeon from a e of rule a allow
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MANAGEMEN MEHOS 2 1
wcng o gened npecon wen e uppler performance own o ave become le afacory.
ighn incon make le lkely a a fauly bac wll bepaed.
Ruc incion occur wen e uppler performance aconenly been beer an e AL agreed.
S 6] gve rule for wcng from one npecon level o anoerand e conequence of .
3 Knowledge of weer defecve un or defec are beng npecedfor.
acgroun nformaon
4 Wa e ze of e bac o be npeced?5 e bac
par of a ere of bace wc ave already been npeced? e r bac of a new ere? a 'one-off or olaed ac?
6 e mo advanageou meod of amplng
Singl amling a ngle ample of a gven ze aken and a deconmade o accep rejec, or ample e wole bac f more an agven number of defec found.
Doubl amling a ample aken of a maller ze an e ngleample and en a decon aken o accep, rejec or ake a econd
ample. Mulil amling an eenon of double amplng, allowng up o
even ample o be aken before a decon made . Squnial amling no ed ample ze; e ample are accumu
laed unl enoug nformaon avalable o make a decon
Benefits
AL and BS 6 gve a e of rue on accepance and rejecon of
ample, baed upon e ample ze and number of defec found n eample, a can be muually agreed beween e cuomer and upplerereby reducng dpue.
xample
An organzaon purcang conaner e crcal par of e conaner e nde dameer of e curved corner. A peccaon a been drawnup for e radu of e corner and an AL of 5 per cen oudepeccaon agreed w e uppler.
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22 100 MEHODS FOR OAL QUALIY MANAGEMEN
ab 1 AQL smping inomion
npcton v o tt Samp ccptanc ct a
ccpt Rjct
G 32 2 3 8 5 6 K 25 7 8
ab Opeing eisi uves o smping pns G J nd K
cmtanc G K
Qalty o mtt 5% chanc o 25% chanc o .5% chanc oatch tt than QL jcton jcton jcton
Qaty a a a 5% 8% chanc o 78% chanc o 7% chanc octv accptanc accptanc accptanc
Qaty a a a 1% 37% chanc o 9% chanc o 7% chanc octv accptanc accptanc accptanc
e uomer will be inpeing onainer o a defeive uni are obe inpeed e onainer i eier rig or wrong. e normal inpeionlevel a been eled e ba ize i onainer and e ba ipar of a erie Referene o 61 give e informaion in able 1
e impliaion in erm of ampling rik of eleing one or oer ofee level an be found by a udy of e operaing araerii urveof plan G and K able )
mu be remembered a a lower inpeion level doe no imply alower level of aepable qual iy bu an inreae in e rik aoiaed wie aepane of a ingle ba n a erie of ample we ave o akeino aoun e fa a ome wole bae will be inpeed andrejeed 1 per en and i will affe e ougoing quali y i allowyou o make an informed judgemen abou wi ampling plan i be foryour ue.
Rfrnc
Gd s BS Smpg Pd
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MANAGMNT MTHODS 23
Method 2 Ainity diag ram
urpse
o organize arge amount of data in group aording to ome form ofnatural anity
When t use
When a team i trying to aertain utomer need with the intention of
tranlating them into deign requirement.
w t use
ah team member tart by wtg idea about utomer need oneparate le ard Then l aying the ard on a table without onverationto inuene them the team member hould arrange them into the naturalgroup they an identify. dea whih have an afnity for eah other houldbe grouped together. An eample of an afnity diagram i hown in Figure 1
eain for or
ffinity
Fgr Anity diagam
Verbaldataheadn or B
finity
eadinB for or
finity
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24 1 00 MT HODS FO R TOTAL QUALTY MANAG M NT
Beneits
Organzng data n te form of natural afnty can llustrate te assoca
tons rater tan te strctly logcal connectons between customer needs.
xample
1 Dene te subject tat s to be consdered e g. customer requrementsfor te product
Arrange te data generated by te team under subordnate eadngs(see Fgure 1)
Workng n slence arrange two cards wc are related n some way Repeat ts step.
Dfferent opnons about te relatonsp between dfferent data wllbe dscovered
Complete te work wen all data ave been organzed accordng to almted number of groups and dfferent opnons ave been resolved
Fnd a eadng for eac data group.
Rfrnc
B. Bman and B Klesjo (99 Qy: fom Csom Nds o Csom Ssfonew Yok MGaw-Hl
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MANAGMNT MTHODS 25
Method 3 Aow diagam
urpse
o sow e me requred for solvng a problem and wc ems can bedone n parallel
When t use
For dao-da projec and producon plannng and o ensure e mossuable mescale for ceran asks
w t use
e arrow dagram s a smpled crcal pa meod of plannng o sowe opmum scedule for fulllng a projec and rackng s progress
Benefits
o ensure e mos suable me planning for ceran asks
teror nterorwalls walls
r'
ondaton ramework cafodngnal
lmbng nspecton Completon
Q
t-_
antng
9
lectrcal work1
7
- - - - -
mont o tme for each operaton
eaton of work wthot tme for each operaton
Fgre rrow diagam
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26 00 MTH ODS FOR TOTAL QUALTY MANAG M N T
xampe
Figure 1 ow an arrow diagram ued to plan te contruction of a oueidentifying amount of time for eac operaton relation of work wtout time for eac operaton eac pecic operation.
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MANAGEMENT METHODS 27
Method 4 Benchmarking
urpse
o idenif and ll gaps in performance b puing in place bes pracceereb esablising superior performance
When t use
As par of a oal quali process wen aking an ndependen look aperformance b comparing wi a of oers
w t use
ere are ree dsinc pes of bencmarkng wc can be used b anorganizaion progressivel o simulae e improvemen process
1 nal bnchmaring s s e comparison beween funcionsdeparmens or a smilar organzaon as a means of improvngperformance e usua am s o opimize process performance b eremoval of errors
2 Comiiv bnchmaring is is a cross-comparison wiin oneindusr secor aimed a esablsng bes pracice roug e idencaion of gaps beween our own and our compeors performance.s can be done on produc funcional deparmenal or on acompanwide bass
3 Comaraiv bnchmaring is s e comparison across al businesssecors aimed a esablsing bes pracice in all areas of operaon .
e roue o bencmarking is as follows:
1 Dene e business misson e miion amn las down ebusiness a ou are in and can be ranslaed ino roles, goas and
obecives for eample: 'o be one of e worlds premier suppliers ofparmaceuical producs dsincive and successful n wa we do.
denif e crical success facors (CSs) a mus be acieved ofull e misson ac CS mus be necessar and ogeer mus besufcien o acieve e mission e CSs are e absolue minimumse of ams o accompls s amples for a parmaceuical companmig be:
ecnical ecellence n new producs ecellen suppliers well-qualied saff
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28 00 MHODS FOR OA QUAY MANAGM N
sound gulaton
3 dntfy t ky businss pocsss to b undtakn to aciv tCSFs Pocsss dscib ow t wok tat is don in t busnss
actually gts don. list sould b bot ncssay and sufcint toacv t CSFs. ampls migt b
manag t gulato manag aw matal suppls manag patnt potcton
4 Flowcat t pocsss idntfyng any gaps dad nds o duplications. All intnal customs and supplis must b dntd
5 St standads fo t pocsss idntifyng t lvl of pfomanctat must b mt s sould b as concs unambiguous andmasuabl as possbl.
6 Dcd ow t pocss pfomanc can b masud7 Plan ow to idntfy ow ots pfom t sam pocss A typcal
fomat fo ong ts us t followng adngs
dscpton o pocss stp standad masu qustons
Benefits
Bncmakng povids an ntoduction tt ida of masumnt , lpsto focus on t mission and to idntfy masus o tagts fo ky businsspocsss Compans tat av pvously bn sy of masumnt ndtat toug t ntoduction of bncmaking, it coms natuallyBncmakng lps oganzations to mov away fom bng ntospctvtowads bng tnally focusd and clos to ti makts.
xample
A suppl to t moto ndusty usd bncmakng to dntfy ts kybusinss pocsss. t tn dvidd ts into a numb of subpocsssand st up mpovmnt tams o owcat and st standads and masusfo t pocsss On pocss idntid was ntoducng nw poducts.s bok down into nn sub-pocsss as follows
dvloping a custom quimnt stmatng costs autoizng nw poducts dntfyng suppls dvlopng nw toolng
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MANAGEMEN MEHODS 29
purcasing new supples developing a bill of maerials wring new specicaions
developng a new producion plane eam drew ouline owcars for eac of e sub-processes and en
began o draw deailed owcars quickly became apparen a allproduc designs were beng reaed equally weer imporan o ecompany or no. Te consequence was a minor designs were beingforced roug e oal process and were makng i difcul for maordesigns o progress. Te amoun of variabiliy in e process made i verydifcul o esmae imes and keep o scedules.
Te organzaon agreed on wo separae processes depending upon eimporance of e desgn and se sandards on process seps n erms ofbo me and compleeness Havng formalzed eir own processes eyen began o compare em w oers ouside e organizaon.
Rrnc
RC Camp 989) Bhmak h Sah fo Ids Bs Pas ha Lad oSo Pfoma Mlakee ASQC Pre.
B. Kaf ad S blm 1994) Bhmak a Sos o Ex Qa adPod Ne Yk Wiey.
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30 00 MTHODS FOR TOTAL QUALTY MANAGMNT
Method 5 Consensus eaching
urpse
To give a team a methodial way of examining alternatives to reah aolletive onlusion whih all team members an aept
When use
When a team is examining different ourses of ation or hoosing possible
solutions to a problem
w use
There are six steps involved
1 All team members think individually what the options are and eahmakes a list of his or her own ideas
2 Partiipants are invited in turn to read out their suggestions These arereorded on a ip hart. Partiipants are not allowed to disuss theideas at this stage
3 After everyone has listed their suggestions group members are allowedto add to the list any new ideas as they think of them
The group leader then heks that all suggestions are understood andseeks lariation i f neessary
5 The ideas are ounted. Everyone individually assigns them points fthere are 12 ideas start with 12 points for the most important.
6 Partiipants now reveal their own top hoies whih are reoded on aip hart. The disussion then starts and the ideas that the maorityhoose are debated until onsensus is reahed
f neessary the proedure is repeated with a redued number of ideas
Benefis
People often ling to their own ideas and are relutant to onsider thesuggestions of others when making a deision The tehnique permits adeision to be made without taking a nal vote that an leave some teammembers feeling isolated. The proedure allows a group to reah the bestsolution not a ompromise solution and to harness al membersommitmen to making the solution work The tehnique works best ingroups of 812 people.
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MANAGMN MHODS 3
ample
An organization was in a serious asow ris is and te management team
was seeking ways rst to stop furter damage and seondly reverse tesituation Te problem was ompounded by different professional andpersonal interests witin te group. Consensus reaing was used as ameans of getting te groups agreement to a series of measures wi wereunpalatabe but neessary.
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32 00 MTHODS FOR TOTA QUA TY MANAG M N T
Method 6 Contingency pann ing
urpse
To avoid reghting and waste of resoures by planning for ontingeniesin the ompletion of a projet
When t use
When planning to implement a projet
w t use
There are six key steps involved
1 List in a logial sequene the steps to be taken to ahieve suessfulompletion of the projet.
2 Examine eah step and deide whih are the most ritial areas andwhere it is most likely that a problem will our These are forexample where deadlines are tight where other departments areinvolved or where approval is needed
Use brainstorming to disover the likely ause of these problems.Remember that you are looking at the serious problems not allproblems
4 When you have identied the potential li kely auses list them learly 5 Deide where preventive ation an be taken: how an the problem b
removed or minimized?6 Modify the original plan to take the preventive ation into aount
Benefits
By taking into aount possible problems before they arise the implementation of plans an be made smoother and more ertain
xample
An organiation is planning to register a trag ourse before a setdeadline and is drawing up a ontingeny plan n order to be suessfulwith the projet the projet manager examined the most ritial areaswhere problems might our ie tight deadlines involvement of otherdepartments where appraisals are needed et He then modied his planfor suessful registration of the training ourse
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MANAGMNT MTHODS 33
Method 7 Costbenefit analysis
urpe
o eime he el o nd bene o poje nde onideion.
When t ue
A poblem-oling em wold e o-bene nlyi o nd o i olion i pil in em o o
w t ue
hi imple ehniqe inole eling ll he o oied wihimplemening pil poje nd omping hem wih he epeedbene he elion lly oe hee o eye peiod.
he ehniqe n lo be ed wiho l o ge b ingweighing. hi i pilly pplible when deling wih ognizionlo hmn poblem.
Beneit
Some olion o poblem e eliely ey o ele b oen eh o be mde o implemening pil olion. Co-benenlyi enble em o mke e o olion being doped
xample
A poblem-oling gop hd dioeed h key pnh eo w he
mjo e o inoe d eny hey idenied io wy o pinghi igh inding he phe o new piee o hdwe oing5, he o-bene nlyi looked like hi:
Co MhineRe-wiing nd inllionCo o e-iningLo ime o
ol o
5,,5,,
8,
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34 00 METHODS FOR TOTAL QUALTY MANAGE ME NT
nt ar Rework redued by 2% 375Redued reoniliation osts 25
Total ost 25
nt ar Rework redued by 2% 375Redued reoniliation osts 25
Total ost 25
Comparing the osts and benets over two years shows
Cot nt
Year 87 25Year 2 25
Tota 87 25
Prot
24525
38
n two years the new equipment will re-pay the ost of purhase andgenerate additional savings.
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MANAGMNT MHODS 35
Method 8 Criteria testing
urpse
To evaluate and ompae altenative solutions to a poblem by ating themagainst a list of iteia
When t use
When you need to deide whih ideas to hoose fom a shotlist. The
tehnique allows ideas o solutions to be anked so that ompaisons an bemade
w t use
Thee ae ve steps involved.
1 State the iteia equiements of a good solution .2 List the iteia in ode of impotane then plae them aoss the top
of a ip hat.
3 List the altenative solutions o ideas down the lefthand side of the iphat When this is omplete, fom a mati.4 o eah option in tun estimate how well it meets eah iteion. A
sale of 1 an be used elates to the best lowest ost fastestsouion e f a gou of eoe is invoved, as eah eson toestimate individually and take the aveage soe of the goup.
S o eah option, add togethe the soes The pefeed solution is theone with the lowest total soe
If, duing step 4 the soes ae vey diffeent stop and hek thateveyone in the goup has the same undestanding of the iteia t might
emege that someone has a hidden agenda and is ating aodingly.Altenatively new infomation might aise at this stage.An altenative to using a -point sale is to ank the options on eah
iteion the best hoie soing 1 et The seleted option is again the onewith the lowest total soe
Benefits
Simply voting on ideas o foing a weighting system an be vey divisive.Citeia testing allows a goup to make a deision with a ommon set of
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36 00 MTHO DS FOR TOTA QUATY MANAGM NT
s
Cst me nn pprval w ast asy ard tal
ptns 0 gh 0 lw 0 ard 0 asy
By 0 0 0 addtnal
Cntractt
Changewrkng 2practice
nthng
Fg iteia testing
aumption. Done thi way, the commitment to the olution will begreater.
xample
A company had a problem with low utilization of dektop publihingequipment and examined alternative way of increaing throughput igure
1 how a completed criteria teting matr for the four dented opton.he option elected wa to change working practice to allow thoe carryingout the tak more ay in the cheduling of work.
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MANAGMNT MTHODS
Method 9 Customers' contingency tabe
urpose
3
To undesand he needs of boh inenal and exenal usomes fo hefullmen of usome saisfaion
When to use
When a eam is ying o lean he level of usome saisfaion of bohinenal and exenal usomes ailue o saisfy he usome may puhe ompany ou of business
ow to use
Lis boh you inenal and exenal usomes and hei needs ie. whahey equie wha hey expe and wha would exeed hei expeaionsThis an be geneaed wih he help of bainsoming, mind mapping o aombinaion of boh
V C
ust
eceivepoduct odextena
C
ntenal eceivecoectinfomation
Fg ustomes' ontingeny table
xpectation
asy to ode
dded vaue
elpful service
asy to dealwith thepocess
o be teatedlike a valuablecustome
boveexpectation
2houdelivey
eeshipping
ullcoopeation
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38 00 MHODS FOR OAL QUALY MANAG M N
Benefits
t helps you to understand the assoaton between your ustomers andther level of requrements
xample
A ustomers ontngeny table s shown n gure 1 Here mu s theminimum ustomer requrement. alng n ths wll ause dssatsfaton.
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MANAGE ME NT METHODS
Method 10 Deming wheel (PDCA)
urpe
39
A management onept suggested b Demng to satis te qualitrequirements o te ustomer b usng te le pan do ek andation.
When t ue
For te development o a new produt based on te requirements o te
ustomer
w t ue
Develop teamwork between te ompans various untions ie. produtdeveopment manuaturing sales and market resear. se te plan (P) do (D) ek (C) and ation (A) le as sown n Figure 1 Disussdetais o ea stage o te le Te le or weel must be onstantlrotating
ction(aket
research)
Fgre 1 Deming weel
Plan(Podct development)
Check(ales)
o(anfactre)
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40 00 MT HOD S FOR TOTA QUATY MANAG M NT
Plan When a problem is deteted in produt development, rst nd theauses of the problem The deision to make hanges must be based onfats, and therefore it is neessary to obtain the data to detet the ausesof error and variation
2 Do When the ause of a problem is deteted a quality improvementteam will take responsibili ty for arrying through the neessary steps tosolve the problem
3 Chc When proper steps have been taken to solve the problem aninvestigation will take plae to hek whether the improvement proesswas suessful
4 Action f the steps taken were suessful the new and better qualitylevel should be aepted f the steps taken were not suessful then thePDCA yle should be repeated
Benefis
t will help to ensure that the ustomer is always fully satised.
xample
A ompany implementing the M proess used the Deming wheel forahieving ontinuous improvement of the various business proesses inorder to develop quality improvement of the whole organization
Rfrnc
WE Dm ( \ 98) O ii Cmd Mchu MT P
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MANAGMNT MTHODS
Method 1 1 Departmental purpose
analysis (DPA)
urpse
To review the internal ustomersupplier relationship
When t use
4
When you want to understand the nature and ost of quality n the
department ie. to improve interdepartmental quality
w t use
Ask pertinent questions about the department suh as
What is the role of the department? Does my boss agree?3 Why is this department doing this ativity?4 s it being done the way the 'ustomer department would want it?5 What impat does the ativity have on the prime objetive of satisfying
the requirements of the eternal ustomer?
Beneits
By establishing the above information both within departments and arossdepartmental barriers DPA helps managers address improvements ininterdepartmental quality for the benet of the organization
xamples
Eamples of key tasks and ativities involved in DA are as follows
K ta
oordinate total quality manage ompany quality system implement vendor assessment system maintain ustomer returns system maintain srap reporting system maintain nished produt audit system maintain quarantine store
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42 00 METHODS FOR TOTAL QUALTY MANAGEMENT
eqirements eqirements rganization
ppliers ission
Cstomers
esponsibilty
npt ctivity
tpt
eedbackVoice of the
easrement
Fgre 1 Depatmental purpose analyss
Aciviie updte projet pn orgnize Bord steering group mnge onsultnt interfe identify trining (qulity) needs gree mesures gree progress reporting system orgnize triner trining
Cstomer
Deprtmentl purpose nlysis fouses on the ustomer When therequirements of the ustomer re seen s the responsibility of the
deprtment n effetive mesurement system n be dopted (s given inigure 1
Reference
D B P. MBrd ad G. Wil 994) Qy Ld ButtthHma.
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MANAGMNT MTHODS
Method 12 Error proofing (pokayoke)
urpse
43
To design an operation in suh a way that spei errors are preventedfrom ausing major problems to the ustomer
When t use
t an be used when defets our and require 1 per ent inspetionimmediate feedbak and ation at the
soure of raw materials and omponents start of the prodution proess prodution points where an error may our
w t use
n a pokayoke system arry out automati ontinuous inspetion and ifabnormalities our then provide feedbak and take ation Howeverbefore proessing an begin one has to halt the proess obtain feedbakand exeute neessary ation
Benefits
nlike statistial quality ontro systems in whih a fairly long time el apsesbetween the 'hek stage and the exeution of feedbak and ationpokayoke minimizes defets by arrying out feedbak and ation immediatelyat a low ost
xamples
A large stee press is automatially monitored for wear f the thiknessbeomes less than a speied amount an alarm sounds and ation has to be
taken to retify the errorA seond example involves a ar manufaturer whih was onerned toprevent omission of ar door pokets in prodution The operation inwhih pokets were mounted on the door trim involved three speiations and workers oasionally negleted to mount the pokets ormounted them inorretly aording to their attention to work in progress
To improve the proess door trims were exposed to a detetor whihreognized whether pokets were missing f right and left pokets hadbeen reversed or if a poket had not been mounted a buzzer sounded airstopped owing to the srew-tightening lok and the operation oud notproeed n this way instanes of poket omission were eliminated
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44 1 00 M HOD S FOR OAL QUALY MANAG M N
Method 1 3 orce analysis
urpose
To identify etenal and intenal foes at wok wen developing aontingeny plan
When o use
Use tis metod befoe developing a ist of potential poblems fo yorpoblem peventon plan
ow o use
1 Daw a ile.2 Wte down te etenal foes tying to keep te plan fom ong
otsde te ile
Figure 1 Fore analysis
E o
Q
C
0a (
eamwok
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MANAGEMENT METHODS
3 Write down the interna l fores trying to aomplish the plan inside theirle
4 Denote the strength of the fore by the length of an arrow.
Benefits
Powerful method for helping to develop a ontingeny plan by providing agraphi illustration of external and internal proesses at work.
xample
External and internal fores for developing a business plan are shown inigure 1 Here fore analysis he lps to identify the fores whih are helping
you to aomplish your purpose and those whih are resisting your effortsn this situation ustomer requirement an be met by managementommitment. However external fores suh as modern tehnology andinternal fores suh as ultural hange might resist the development ofthe business plan.
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46 100 METHODS FOR TOTAL QUAITY MANAGEMENT
Method 14 Ga nnt charts
Purpose
For planning the steps necessary to implement quality improvement
When to use
When a team has decided upon a project and is panning its implementa-tion, Gannt charts are useful for scheduling the events necessary tocomplete the improvement activity
How to use
Gannt charts are very easy to use
1 Break down the implementation plan into achievable tasks and activities2 Estimate how long each task will take and then set a realistic completion
date.3 Break down the steps into a logical sequence Lines denote when a task
is due to commence and end. The relationship over time between each
task is immediately visible.4 Assess each step individualy, identifying:
any issue that stops you completing a stated task (this is noted as akey issue)
any dependent task that must be completed before another task isbegun.
Task onths to complete
o. escription 1 2 3 4 5 6 7 8 9 1 0 1 1 2
1 Identify aea for improvement2 efine project3 anagement revews .
4 Taining povided5 ata analysis6 Formulate hypothesis
f
7 Identify causes .8 uggest quality solutons9 Implement quality soutions
Figure 1 Gannt chart for the implementation ofa quality improvement project
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MANAGMNT MTHODS 4
Benefits
The viual epeentaton of tak help identify the key iue and bing
into the open the tep needed fo ucceful completion t alo make iteay to ee when deadine ip and change to the plan have to be made
xample
n the exampe hown in igue 1 an oganization i uing a Gannt chat toplan the impementation of a quai ty impovement poject The timecaei given in month t can be een that tak 3 and 4 cannot be defeedwithout delay to the total plan Tak 5 i a key iue in that, without dataanalyi, the quality impovement poce cannot be implemented
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4 00 MTH ODS FOR OAL QUALY MANAG M N
Method 5 ISO 9000
urpse
To demonstate to youself you ustomes and an independent assessment body that you have an effetive quality management system in plae
When t use
When tying to fomalie opeat ions to ensue onsisteny of appoah
w t use
Thee ae steps assoiated wth bulding a quality management systemMS)
1 Obtain management undestanding of and ommitment to the qualitymanagement appoah.
Dene the sope of the ativities to be inluded in the MS3 Dene the oganizational stutue and esponsibilities of those within
the sope of the MS
4 Audit the existing systems and poedues against the equiements ofthe standadS Develop a plan to wite the neessay poedues Tain sufient pesonnel to wite thei own poedues.7 Daft and edit the poedues and gain ageement to them8 Compile a daft quality manual.9 mplement the system on a tial basis
1 Tain intenal auditos to ay out audits of the system and itsopeation.
1 1 Revise the opeation of the system in light of the esults of audits andothe infomation
1 Apply fo egistation (sometimes alled thid-paty appoval) foman aedited body
13 Maintain the system by intenal audit, using it a s an oppotunity toimpove.
Benefit
By establishing a onsstent appoah it beomes easie to ensue thattasks ae aied out in the same way whoeve does them. This in tunensues onsistent quality fo ustomes
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MNGEM ENT METHODS 49
xample
A QMS normally ontans four levels of doumentaton . These are:
A qualiy licy manual ths s a poly doument a statement of ntentabout wha you ntend to do
2 A qualiy rcedure manual ths s a more detaled seres of douments detalng hw you wll arry out the 'whats of the qualty polymanual.
3 Qualiy recrd these are the proofs that the 'hows have been arredout.
4 Wr inrucin these are the small detals that explan how spetasks are arred out Eah proedure may have several work nstrutons for dfferent produts or serves
Reference
BS EN SO 9000 Son nd Us.BS N SO 900 QA Dsin.
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50 00 METOS FOR TOTL QLTY MNGEMENT
Method 6 Just i n time (JIT)
urpse
To delive the aw mateial o component to the poduction line to aivejut in time when they ae needed.
When t use
When you want to minimize o eliminate tock in ode to pevent theoganization fom incuing unpoductive cot
w t use
The poduction poce ue the pull ytem wheeby the mateial i noteceived fom the upplie o equeted fom the peceding poductionphae unti l it i needed to utain poduction .
Beneits
t help to eliminate tock in ode to pevent unpoductive tock cot.The benet to fou companie of uing JT can be een in Table 1
xample
JT wa developed by Toyota Moto Company n 984 Toyota ageed toeopen Geneal Moto old plant in Califonia a a joint ventue A newtamping plant wa built next to GM old plant o that vaiou tampingcould be poduced in mall batche when needed Thee component hadpeviouly been made at othe GM factoie which meant that caaembly wa dependent on lage amount of component being ent bytain fom othe factoie. The adoption of Toyota poduction ytem(JT in GM factoy alo meant that thee two ytem wee inepaable and poductivity and quality at th i old factoy wee acceptable
ab Bee o JT
Rc invntoy Ruc a Ruc wok Rc pacompy (% ) tims (% ) (% ) (% )
A 94 5 50 40B 8 5 70 75 9 7 58 94 70 75 40
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MANAGEMENT METHODS
Method 7 Kaizen
urpse
A Japanese term meanng 'change for the better the concept mples acontnuous mprovement n all company functons at all levels
When t use
The term s so common n Japan that t s used n all aspects of lfe
w t use
The aizen concept s based on peoples commtment and partcpaton byusng ther knowledge and experence and can therefore be establshedthrough qualty crcles and suggeston schemes t can be used n bothmanufacturng and busness actvtes
Benefits
Gven the same basc technology aizen can help to lead to a hgherproductvty rate and hgh-qualty products.
xample
Dahlgaard et al 199 surveyed companes n Japan, Korea and Denmark and found that the number of companes wth qualty crcles wasabout 97 per cent n Japan and Korea but only 2 per cent n Denmark.About 78 per cent of employees n Japan and Korea took part n qualtycrcles, but only 1 per cent n Denmark
Suggeston schemes wth or wthout a reward system can be found n
more than 95 per cent of companes n Japan and Korea The correspondng gure for Denmark s only 45 per cent
n Japan aizen actvtes are n addton to mantenance of the processand they can therefore mprove the qualty of servce and products wthlmted nvestment.
Reference
J J Dh G K Kj K Krsts 99 A comprtiv study o qulity cotolmthos pcipls i Jp Ko Dmk l Ql Mngmn .
M. mi (1986 Kzn: Ky Jpn mp S w York Rdom Hous.
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52 00 MHODS FOR OAL QUALIY MANAGMN
Method 1 8 Mystery shopping
urpse
A tehnque nvolvng lookng at your busness from the outsde andmeasurng the efeny of your own key proesses from the ustomersvewpont
When t use
When measurng ustomer satsfaton Mystery shoppng s often useddurng benhmarkng eerses or as part of a motvaton programme
w t use
An organzaton rst develops an understandng of ts own key proessesand behavours and then delberately makes a omparson wth theompetton Alternatvel y a ompany an ompare the performane of tsown staff
Beneits
Many employee of the month shemes are based on 't must be Davesturn rather than on any objetve measure Mystery shoppng bestows anunderstood measure and gves redblty to suh shemes Used eternal ly mystery shoppng gves a rsthand measure to ompare ompettorswth your own performane .
xamples
An advertsng ompany dedes that one of ts key proesses s takng abref from a lent The ompany develops a set of measures that t wshesto use These measures ould be
speed of nta response understandng of bref speed of reply to bref qualty of response
The mystery shoppng s then done n several smple steps:
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MANAGEMENT METHODS 53
The company usng an outsde agent, bulds up a typcal bref from aclent
2 The company decdes whch compettors to nclude n the study3 The outsde agent approaches both the company and the compettors
and presentng t as though t were a real bref asks for the sameresponse from each
4 Each company s rated aganst all the measure5 The results are reported and an acton plan agreed
A second example concerns a motor trade dstrbutor who wshes tocompare the performance of ts own sales force across al l ts outlets as partof a motvaton programme The company rst develops a set of successfulsellng behavours that t expects ts sales team to exhbt These could be
welcome on enter ng the showroom
understandng customer needs sendng nformaton as requested follow-up telephone call
The company us ng a outsde agent vsts each of ts own showroomsposng as a real customer The sales team are rated aganst the agreedcrtera and the results used to plan tranng and to recognze desredbehavour
Reerence
Sarah Ck 1992) omer r Ne York gan Page
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MANAGEMENT METODS 55
Rank obetive l ist aording to highest or lowest purpose.5 Chek the list with ustomer needs. ind the mnmum ation that ould be used to satsfy ustomer
requirements.7 Pk the optimum obetive whh an be ahieved with the available
resoures.8 Pik up the obetive from the list that meets ustomer requirements
and an be ahieved by the group.
Benefits
It gves a wider understanding of varous ativties when transforming eahstep into a proess of produtive hange
xample
Suppose that the obetive to be aomplished is to delight the ustomer.Obetve rankng should onnet one obetive to another supporting thenext higher one as shown n gure 1 .
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56 1 00 METHOS FOR TOTAL QUALITY MANAGEMENT
Method 20 Pareto anaysis
urpse
To seprte the most importnt uses of probem from the mny trivi Aso to identify the most importnt probems for tem to work onPreto nysis ws rst used by Wifredo Preto n tin eonomist
When t use
When tem is nysing dt reting to probem to deide whih rethe most importnt ftors to be tked rst to hve the most impt onthe probem.
able 1 Pareo aaly
Errr deripi Errr de C al Cml
Wrg mpe 33 33 22.95 2295Miig mpe 51 254 1.59 41 54N ldered 7 32 1 0 1 51 65her lderPB prblem 92 1307 956 61 .2Wrgly iered 54 1 142 .35 6956Shr-lder ide 77 31 60 75.64Elerial dee 2 722 52 0.92Wrg plaeme 53 67 503 5.95Shr aed by mpe 56 649 475 90.70Te eq ipme . . 94 523 33 9452N rrely iered 6 237 .73 9625PB al 9 17 1 .30 9756Elerial lerae 1 5 3 0.6 9.6Mehaial dee 1 1 7 057 9.73
SM al igme 559
043 9917Shr-mpe ide 7 51 037 99.54Prri legh 46 23 0 7 997me prgr al 3 19 0 14 99.5Addiial mpe 52 006 99.90SM mbeee 59 6 004 9995Miig label 95 3 002 99.97ir 22 0.01 99.9Brke lder ji 76 1 00 99.99Ball-haped lder ji 2 0 000 99.99Cmpe damaged 41 0.01 10000
Tal 1 3 67 100.00
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% 00
0
0
7
0
-
60
-
1
0
0 """""0 """""20
0
0
Fgure 1 areo dagram
.
...
.
.. . . . . . . . . . . . . . . . . . . . . . . . .
.
% of total
Cmlative %
l
rror code
lZlZ
Io
-
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58 00 METHODS FOR TOAL QUALITY MANAGEMENT
w t use
Pareto analyss s sometmes alled te 0/0 rule . Ts means tat 0 perent of te problems are aused by 0 per ent of te atvtes and t s tsmportant 0 per ent tat sould be onentrated on Tere are s smplesteps nvolved:
1 Lst te atvtes or auses n a table and ount te number of tmesea ours.
Plae tese n desendng order of magntude n te table3 Calulate te total for te wole lst Calulate te perentage of te total tat ea ause represents.5 Draw a Pareto dagram wt te vertal as sowng te perentage
and te orzontal as te atvty or ause Te umulatve urve anbe drawn to sow te umulatve perentage from a auses
nterpret t e results
Benefits
Wen workng n teams t an be dfult to rea agreement wen peoplewt dfferent opnons want to follow dfferent ourses of aton. Paretoanalyss brngs te fats to te attenton of all members of te team to addeson-makng
ample
Followng manufature of a prnted rut board te board s tested todentfy any faults Table 1 sows te error desrpton error ode andount of te number of errors Te perentage of te total and teumulatve perentage s also gven
Fgure 1 gves te error ode on te orzontal as and te perentageon te vertal as. Te umulatve perentage urve s sown as a dottedlne Te Pareto dagram sows learly tat s out of 5 error types ( perent) aount for nearly 0 per ent of te total number of errors Teerrors tat must be redued to ave a maor mpat on te overal s tuaton
are learly sown.t would also be possble to draw a Pareto dagram sowng te ost of
errors or te mportane of dfferent errors f tese fators were moremportant tan smple ourrene aone.
Rfrnc
P. Spny 992) Word a Prforman rog Toa Qa Lndn Chapman andHa.
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MANAGEME NT MEHODS
Method 21 Potentia l problem ana lysis (PPA)
urpse
59
To examine plans to identify what an go wrong with them so thatpreventive ation an be taken
When t use
Potential problem analysis (PPA) is used when plans are rst drawn up andsubsequently at planning reviews to antiipate future problems and pan
ontingeny ations.
w t use
PPA is a very simple tehnique for a team to examine pans There areeight steps
1 Draw up the plan in time order.2 lowhart the plan identifying all the key steps where spei outputs
are needed3 At eah key step brainstorm the problems that ould our.
Rate the potential problems using the folowing sheme Lielihd 10 (very likely) to 1 (very unlikely) Severiy 10 (atastrophi) to 1 (mild)
Multiply the likelihood by the severity to get the potentia problem risk(PPR) number
5 or eah potentia l problem identify the likely auses This is done rstfor problems with a high PPR number. Al l problems with a PPR above50 or a li kelihood or severity above 7 must be prevented
or eah ause brainstorm the ourses of ation that ould be taken toprevent it happening.
7 or probems that an be prevented take the neessary steps to removethe potentia ause
or problems that annot be prevented draw up ontingeny pans toretify the problem if it ours
Beneits
By antiipating problems with plans before they our and either removing them by prevention or drawing up ontingeny plans, smooth implementation of projets an be ahieved.
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60 00 METHODS FOR TOTA QUAITY MAAGEMET
xample
An organization was planning to hold its AGM in a Central Londonloation and used PP A to assist with the planning of the event to ensre
that no problems oured
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MANAGEMENT METHODS
Method 22 Problem prevention plan
Purpose
To anticipate what can go wrong and plan to prevent problems.
When to use
When you need to aalyse potential problems and their causes.
How to use
1 For each specic task write down a list of potential problems
61
2 For each problem, rte the chances of it happening and the seriousnessif it did happen .
3 For most serious probems write down the potential causes and chanceof occurrence
4 For most likely causes, decide what prevention strategies can be put inplace
S Integrate prevention strategies into your plan.
Benefits
It helps prevent potential problems from actually taking place
Potential problem igh
Person in charge il
Computer out of order
adly produced document
Program bug
Figure 1 Problem prevention plan
Chancesedium ow
X
X
X
eriousnessigh edium Low
X
X
X
X
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62 00 METHODS OR TOTAL QALITY MANAGEMENT
xampe
Potenti pobems in delivey nd ode doumenttion e ted in
igue 1 Hee the like lihood of seious poble lies in bdly podueddoument Tone oud be use of this poblem Hene egul hekof the tone wi l be p of the poblem pevention p ln
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MANAGEMENT METHODS 63
Method 23 Process decision programme chart
urpse
To focus on possible sequences to help lead to a desirable resut andcontingency p lanning .
When t use
When designing a new pan to achieve a desired resu t, and to avoid certainundesired outcomes.
w t use
A process decision programme chart can be used to design a plan toachieve your desired objective to deal with problems encountered whileimplementing the pan and to make correct decisions to enhance the plan thereby achieving the objective. n addition, the chart can be used toconceive counter-measures to avoid an undesirabe situation by simulatinga process of events leading to an undesirable result.
Benefits
t helps to plan to obtain a desirabe outcome
xample
The process decision programme chart given in igure 1 shows the processwhich can hep to secure a contract
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64 1 00 METHODS FOR TOTAL QUALITY MANAGEMENT
Bid notagreed
Could not fixa date
rder lost
Price notcompetitie
rder lost
Fgu 1 Process decso programme char
rder request froma colege
Price competitie
rder secure
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MANAGEMEN MEHODS 65
Method 24 rogramme evauation and review
(ER) technique
urpse
To estabsh a pannng technque or compex an mut-eve projects
When t use
hen you nee to meet a eane to compete a compex task
w t use
Descrbe the task to be compete Estabsh the prevous task to be perorme n orer to compete he
present task3 ork backwars rom the competon ate (see Fgure 1), ncatng
the task wthn a crce Present the task whch precee t n crces an ncate the requre
competon ateS Draw an arrow rom the prevous task to the present task
ach
ask to be completed ach 2 ay
Fgue 1 PER echnque
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66 METHODS OR OA QUALTY MANAGEMEN
Contnue untl all the tasks have been taken nto account7 evew the agram an establsh the crtcal path whch requres the
most amount o tme to compete the project
See also Critical ath analyi (Metho 33) .
Beneits
It heps to match elvery an orer ocumentaton to complete thescheule or a project
xample
Fgure 1 matches elvery an other ocumentaton by PE process
Reference
R Ands D.. Sny and T.A. Wiiams (994 A Irodo o MgmSc. N Yk Wst
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MANAGMNT MTHODS 67
Method 25 Quality circles
urpse
A specal type o small group actvty wc orms a vecle or teevelopment o nvuals
When t use
Qualty crcles are especally useul n te later stages o a total qualtyprocess wen nvuals n ter own work areas begn to tackle ter own
problems. Tey lea to sel-regulaton n work groups
w t use
Qualty crcles are small groups o between tree an 1 people wo o tesame or smlar work, voluntarly meetng togeter regularly or about anour per week n pa tme. Usually uner te leaersp o ter ownsupervsor or manager, tey are trane to enty, analyse an solve someo te problems n ter own work, werever possble mplementng tesolutons temselves
Crcle leaers an members soul be trane n te ollowng tecnques
branstormng tally carts concentraton agrams Pareto analyss stograms cause an eect analyss control carts
Qualty crcles are very erent rom acton teams an task orces,
wc are ntate by management to solve a specc problem an aresbane wen tat problem as been solve. Qualty crcles are ormean trane tey ten enty ter own problems en tose problemsave been solve, te crcle remans n place an entes urterproblems to solve
Benefits
Qualty crcles gve structure an ocus to mprovement an allow t tooccur n a planne way, wereas smply askng or suggestons coul
generate too many problems wt no means to anle tem.
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68 100 METHODS FOR TOTA QATY MANAGEMENT
Thee ae anges n usng qualty ccles too ealy n the pocess theymay be seen as anothe management a o as manages seekng toabogate esponsblty
xampe
A company n the Pottees set up quaty ccles to allow all employees tocontbute the own eas to the benet o the whole company In the styea moe than 5 ccle pesentatons wee mae an successullymplemente
Reference
Dad Htchns (985 Qua Cirle Hadbook London: Pitman
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MANAGEMENT METHODS 69
Method 26 Quaity function depoyment (QF)
urpose
A echnque or scpne or opmzng he process o eveopng anproucng new proucs on he bass o cusomer nee
When to use
Durng esgn commssonng or pos-commssnng o ransae cusomer requremens no company requremens The echnque can beuse n research prouc eveopmen engneerng manuacurngmarkeng an srbuon reas.
ow to use
QFD s a vesage process ha akes a esgn rom cusomer requremensno a pan an scheue (see Bosser 199 ; Day 1993) .
1 The rs sage s enyng cusomer nees or wans These are usuaycharacerscs recy arbuabe o he prouc or servce such aswha ooks ke how ees how ong ass how compares whhe compeon. A hs sage he requremens are no usuaymeasurabe
These requremens are hen ransae no echnca speccaonshrough he use o echnca expers A hs sage he requremensbecome measurabe
3 The echnca speccaons are hen urne no en-prouc speccaons These are cae 'crca par characerscs Taken ogeherhey are boh necessary an sucen o ea o an en prouc meeng
he cusomer speccaon. The ourh sage s o esgn he process o ever he prouc or
servce In oher wors ece how o urn he esgn no reay.5 The na sage s o pan he acves necessary o prouce he requre
oupu
Fgure 1 usraes a ypca QFD marx oen cae he 'House oQuay The e se o he marx comprses cusomer requremens asescrbe n (1) above The op o he marx shows he organzaonsrequremens as escrbe n (2) The rgh se o he marx gves hepannng conseraons o prouce he oupu. The roo o he house
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0 00 METODS FOR TOTAL QUALTY MAAGEMET
nterrelationship betweentechnical descriptors
Customer requirements(voice o the customer)
elationship betweenrequirements and descriptors
Fure 1 F : H
Technical descriptors(voice o the company)
Proritized customerrequirements
mportance
Competitive analysis
arket potential
Prioritizedtechnica descriptors
shows th ourth stag whr csons ar ma to turn th sgn ntoraty.
h cntra part o th matrx comprss th ratonshp btwncustomr ns an sgn rqurmnts hs s whr th rqurmntsbcom a spccaton
It s usua to us th oowng schma to show ratonshps n thmatrx
Som ratonshp[ Strong ratonshp ak ratonshpD No ratonshp
Benefits
Quaty uncton poymnt ncourags organzatons to ocus on thprocss ts rathr than ust on th prouct or srvc By stabshngcorratons btwn what s want an how t s to b vr, th vtaaspcts bcom mor vsb, ang csonmakng
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MANAMN MHODS 7
xample
The moel shown n Fgure 1 gves only the basc elements o QF. TheHouse o Qualty as the process o ea generaton to evelop newproucts on the bass o customer nee
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72 00 METHODS FOR TOTA QALTY MANAGEMENT
Method 27 Reation diag ram
urpse
o iustrat th rationship btwn probms an ias in compxsituations. Aso to intiy maningu catgoris rom a mass o iaswhn rationships ar icut to trmin
When t use
hn a topic is so compicat that rations btwn irnt iascannot b stabish through convntiona rasoning an th probm in
qustion is xcusivy a symptom o a mor unamnta unryingprobm
w t use
h vopmnt o th ration iagram shou b conuct in tams.h tam writs ach ia in a circ an custrs th circs in proximity toach othr. It thn intis which ia strongy inuncs anothr anuss arrows to inicat th irction o inunc h rsuts ar vauatby intiying ias that hav th most arrows ntring or xiting
-
-
"
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Customerfocus
esponsbltynot cea
Fgu 1 Relation diagram
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74 00 METHODS FOR TOTA QATY MANAGEMENT
Method 28 Teamwork
urpo
To oganze actvty whch eues a numbe o people to collaboate anwok togethe o a common goa\
Whn to u
hen people wth eent but complementay esponsbltes knowlege o abltes can contbute to the evelopment o a stategy o
soluton to a poblem mpotant to the company.
ow to u
Teamwok eues the coopeatve eot an contbuton o a numbe opeople wth a common goal o objectve.
Bnfit
It helps to evelop a ualty stategy o to acheve solutons to a poblemvtal to the company
xampl
Qualty mpovement teams unvesally aopte by evey companyengage n ualty mpovement ae an example o teamwok. Qualitirle (Metho 5 ae anothe way o usng the benets o teamwok.
Teamwok can pove a ocus o a goup o people n a task ocelookng at cossunctonal poblems. One oganzaton whch ha pevously ha an autocatc style o management, whee manages tol
eveyone what to o an then scplne them when they not ollownstuctons, always epeence culty n ntoucng change. Theewas an atmosphee o suspcon, an most sgncant change ha to benegotate though the poweul tae unon
By makng sgncant change pat o a TQM pocess an movngtowas coss-epatmental teams to ene an solve poblems theoganzaton was able to use the powe o the team to suggest change anthen to mplement changes at a pace that woul pevously have beenmpossble.
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MANAGEME N M EHODS
Method 29 Total productive maintenance
upose
5
To elp a process wic aims at making te most eective an ecient useo existing prouction structures
When to use
en an organization nees to improve its maintenance system an toeucate operators in maintenance tecniques.
o to use
Use all te companys unctions an personnel to conribute o mainenance troug bot iniviual eort an teamwork.
Benefits
It provies eective an ecien use o existing prouction metos. Itestabises a toroug system o preventive maintenance, conitionmonitoring etc. or te equipments enire iespan
xample
A typica proceure or total prouction maintenance is as olows
1 Develop an agree te maintenance strategy an ientiy priorities orte key items o plant an equipment in terms o teir contribution ooperating pans ake accoun o te companys manuacuringpilosopy an its manuacturing organization.
2 Establis target levels o maintenance epenent on plant anequipment availability an ieniy tose items wic eman closeattention an control.
3 Review te maintenance organization, especially in its reationsipwit prouction panning an sceuling an prouction itsel,aressing, or example, te avantages o, an barriers o, combining responsibilites or maintenance, particulary were proucionsta can contriute to te provision o inormation on operatingiculties or iagnostic routines
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76 METH O FOR OAL QUALY MANAGE ME N
4 Investgate te appcaton o eevant tecnoogy eg contonmontong an ts possbe utue ntegaton wt any exstngstatstca pocess conto .
Estabs a amewok o a mantenance pannng an nomatonsystem an ts nteace wt , o exampe te companys pouctonpannng an conto systems
Detemne te eevance scope an speccaton o a compute-basepanne mantenance system
7 Specy te eeence ponts (e cuent stuaton) appopateatos yastcks an epotng system to measue mantenance valuefr mney bung upon any cuent contos aeay mpemente
Ienty tanng equements o bot opeatos an te mantenanceepatment
9 Estmate te bottom ne gan te company can expect as a esut o
any mpovement pogamme10 Specy t e spaes suppot uncton ( e . povsonng stockng pocuement systems an poceues)
1 1 Pu a o te above togete as a mantenance mpovement panwc ceay entes te objectves actvtes tmescae anesouces eque to mpement an aceve stanas o goopactce
Reference
Sichi akamima 9 Introdtion to TPM. Cambridg, Massachsts Podciy
Pss.
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MANAGEMENT METHODS 77
Method 30 Whyhow chaing
urpose
hen thnkng n both abstract an concrete terms, an neeng to movebetween the two, whyhow chartng enables a goal to be translate ntoacton.
When to use
Ether nvually or as part o a group, the metho can be use to
map the mplcatons o a goal generate alternatve statements o a problem evelop alternatve solutons present nngs an stmulate scusson begn the plannng process
ow to use
There are three smple stages:
rte the goal or problem n the centre o a p chart. Ask a seres o why questons an plot the answers on the page above
the goal.3 Ask a seres o how questons an plot the answers on the page belowthe goal
Benefts
By brgng between strategc an tactcal thnkng the technque makes tpossble to challenge goals , perhaps revealng new ways o meetng themwhle smultaneously plannng to meet them.
xample
In the example below the problem s that the managng rector overloae. The esre goal s to reuce the loang.
Why? To generate new busnessWhy? To evote more tme to marketngGal euce the MDs loangHw? enty wha