quality certification and systems
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Quality Programs
Total Quality Management (TQM) orContinuous Quality Improvement (CQI)
ISO 9000
Baldrige Criteria
Six Sigma
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Total Quality Management(TQM)
Focus on the customer
Top-management leadership and support
Employee involvement
Systems thinking
Continuous improvement
Data-based decision making
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ISO 9000
International standards concerned withensuring that organizations maintainconsistently high levels of quality
Five sections: Quality management system
Management responsibility
Resource management
Measurement, analysis, and improvement
Product realization
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Baldrige Criteria Award established to recognize organizations for
their achievements in quality and to raiseawareness about the importance of quality
Seven categories:
Leadership Strategic planning
Customer and market
focus
Measurement, analysis,and knowledgemanagement
Human resource focus
Process management Results
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Six Sigma Philosophy
Eliminate defects through prevention and processimprovement
Methodology Team-based approach to process improvement using
the DMAIC cycle
Set of tools Quantitative and qualitative statistically based tools
Goal 3.4 defects per million opportunities (DPMO)
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Successful Six Sigma
Top-management support
Extensive training
DMAIC approach
Use of quantitative measures
Team-based projects
Impact on organizations financials
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Six SigmaCulture
Leadership
Training Green belt
Black belt Master black belt
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DMAIC Process
Define
Measure
Analyze
Improve
Control
Define
Improve
Control
Measure
Analyze
Plan
Check
Act
Do
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DMAIC ProcessDefine
Project team chooses a project on thebasis of strategic objectives of thebusiness and the needs or requirements of
the customers of the process Characteristics of good projects:
Save or make money for the organization
Produce measurable process outcomes
Relate clearly to organizational strategy
Are supported by the organization
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DMAIC ProcessMeasure
CUSTOMERSCUSTOMERS
Key
Process
Input
Variables
(KPIV)
Key
Process
Output
Variables
(KPOV)
Critical
to
Quality
(CTQ)
INPUT OUTPUTPROCESS
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DMAIC Process
Analyze Analyze collected data to determine the root
causes
Improve Identify, evaluate, and implement the
improvement solutions
Control Put controls in place to ensure process
improvement gains are maintained
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Seven Basic Quality Tools
Run Chart
Scatter
Diagram
Histogram
FishboneDiagram
Check Sheet
Pareto Chart
Flow Chart
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Statistical Process Control(SPC)
C u r r e n t W a it T
1 5 2 0 2 5 3 0 3 5 4 0 4 5
W a it T im e ( m in u
W a it T im e G
1 5 2 0 2 5 3 0 3 5 4 0 4 5
W a it T im e ( m in u
50% of
patients
wait
more
than 30
minutes
10% of
patients
waitmore
than 30
minutes
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(QFD)House of Quality
Correlation
matrix
Design
requirements
Customer
requirementsCompetitive
assessment
Relationship
matrix
Specifications
or
target values
Importance
Importance weight
Importance
Importance weight
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DMAIC ProcessSeven Quality Control Tools
Tool
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DMAIC ProcessOther Tools
Tools and TechniquesDe
fine
Mea
sure
Analyze
Improve
Control
Bar Graph x
Line Graph x
Pie Chart x
5 Whys/ Root Cause x
FMEA x x
Hypothesis Testing x
Regression Analysis x
DOE x
Control Chart x x x
Process Capability x x x
Simulation x
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DMAIC ProcessOther Tools
Tools and TechniquesDe
fineMea
sure
Analyze
Improve
Contro
l
Quality Function Deployment x x x
Poka-Yoke x
Brainstorming x x xBenchmarking x x x x
Project Planning x x x
Charters x
Gantt Chart x
Tree Diagram xForce Field Analysis x x
Activity-Based Costing
Balanced Scorecard
Cost and Benefit Analysis x
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The Malcolm Baldrige National
Quality Award
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ISO 9000
Guidelines for designing, manufacturing,selling, and servicing products.
Selecting an ISO 9000 certified supplier
provides some assurance that supplierfollows accepted business practices inareas covered by the standard
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Elements of ISO 9000
Management Responsibility Quality System Contract Review Design Control Document and Data Control Purchasing
Control of Customer Supplied Product Product Identification and Traceability Process Control Inspection and Testing
Control of Inspection,Measuring, and TestEquipment
Inspection and Test Status Control of Nonconforming
Product Corrective and Preventive
Action Handling, Storage,
Packaging, Preservation, andDelivery
Internal Quality Audits
Training Servicing Statistical Techniques
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ISO 9000
Proponents claim that ISO 9000 is ageneral system for Quality Management
In fact the application seems to involve
an excessive emphasis on Quality Assurance,and
standardization of already existing systems withlittle attention to Quality Improvement
It would have been better if improvementefforts had preceded standardization
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Critique of ISO 9000
Bureaucratic, large scale Focus on satisfying auditors, notcustomers Certification is the goal; the job is done when
certified Little emphasis on improvement The return on investment is not transparent Main driver is:
We need ISO 9000 to become a certified supplier,
Notwe need to be the best and most cost effectivesupplier to win our customers business
Corrupting influence on the quality profession
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ISO 14000
Series of standards covering environmentalmanagement systems, environmental auditing,evaluation of environmental performance,environmental labeling, and life-cycle
assessment. Intent is to help organizations improve their
environmental performance throughdocumentation control, operational control,control of records, training, statisticaltechniques, and corrective and preventiveactions.
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Six Sigma Demystified*
Six Sigma is TQM in disguise, but thistime the focus is:
Alignment of customers, strategy, processand people
Significant measurable business results Large scale deployment of advanced quality
and statistical tools Data based, quantitative
*Adapted from Zinkgraf (1999), Sigma Breakthrough
Technologies Inc., Austin, TX.
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Keys to Success*
Set clear expectations for results Measure the progress (metrics)
Manage for results
*Adapted from Zinkgraf (1999), Sigma Breakthrough
Technologies Inc., Austin, TX.
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Black Belts
Six Sigma practitioners who are employedby the company using the Six Sigmamethodology
work full time on the implementation of problemsolving & statistical techniques through projectsselected on business needs
become recognised Black Belts after embarking
on Six Sigma training programme and completionof at least two projects which have a significantimpact on the bottom-line
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Black Belt required resources
-Training in statistical methods.
-Time to conduct the project!
-Software to facilitate data analysis.
-Permissions to make required changes!!
-Coaching by a champion or external support.
Black Belt requirements
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In other words the Black Belt is
-Empowered.
-In the sense that it was always meant!
-As the theroists have been saying for years!
Black Belt role!
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Champions or enablers
High-level managers who champion SixSigma projects
they have direct support from an
executive management committee orchestrate the work of Six Sigma Black
Belts
provide Black Belts with the necessarybacking at the executive level
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Further down the line - after initial SixSigma implementation package
Master Black Belts Black Belts who have reached an acquired level
of statistical and technical competence
Provide expert advice to Black Belts
Green Belts Provide assistance to Black Belts in Six Sigma
projects Undergo only two weeks of statistical and
problem solving training
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Six Sigma instructors (ISRU)
Aim: Successfully integrate the Six Sigma methodologyinto a companys existing culture and working practices
Key traits Knowledge of statistical techniques
Ability to manage projects and reach closure High level of analytical skills
Ability to train, facilitate and lead teams to success, softskills