Transcript

• 1. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 2. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. Chapter 1- Modern Quality Management and Improvement
• 3. Learning Objectives Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 4. 1.1 Definitions – M eaning of Quality and Quality Improvement
  • 1.1.1 The Eight Dimensions of Quality
  • Performance
  • Reliability
  • Durability
  • Serviceability
  • Aesthetics
  • Features
  • Perceived Quality
  • Conformance to Standards
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 5. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
  • This is a traditional definition
  • Quality of design
  • Quality of conformance
• 6. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. This is a modern definition of quality
• 7. The Transmission Example Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 8. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
  • The transmission example illustrates the utility of this definition
  • An equivalent definition is that quality improvement is the elimination of waste . This is useful in service or transactional businesses.
• 9. 1-1.2 Terminology Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 10. Terminology cont’d
  • Specifications
  • Lower specification limit
  • Upper specification limit
  • Target or nominal values
  • Defective or nonconforming product
  • Defect or nonconformity
  • Not all products containing a defect are necessarily defective
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 11. 1.2. History of Quality Improvement Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 12. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 13. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 14. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 15. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. 1.3 Statistical Methods for Quality Control and Improvement
• 16. Statistical Methods
  • Statistical process control (SPC)
  • Control charts, plus other problem-solving tools
  • Useful in monitoring processes, reducing variability through elimination of assignable causes
  • On-line technique
  • Designed experiments (DOX)
  • Discovering the key factors that influence process performance
  • Process optimization
  • Off-line technique
  • Acceptance Sampling
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 17. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
  • Walter A. Shewart (1891-1967)
  • Trained in engineering and physics
  • Long career at Bell Labs
  • Developed the first control chart about 1924
• 18. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 19. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 20.
  • Effective management of quality requires the execution of three activities:
  • Quality Planning
  • Quality Assurance
  • Quality Control and Improvement
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. 1.4 Management Aspects of Quality Improvement
• 21. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 22. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 23. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 24.
  • W. Edwards Deming
  • Taught engineering, physics in the 1920s, finished PhD in 1928
  • Met Walter Shewhart at Western Electric
  • Long career in government statistics, USDA, Bureau of the Census
  • During WWII, he worked with US defense contractors, deploying statistical methods
  • Sent to Japan after WWII to work on the census
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. 1.4.1 Quality Philosophy and Management Strategy
• 25. Deming
  • Deming was asked by JUSE to lecture on statistical quality control to management
  • Japanese adopted many aspects of Deming’s management philosophy
  • Deming stressed “continual never-ending improvement”
  • Deming lectured widely in North America during the 1980s; he died 24 December 1993
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 26. Deming’s 14 Points
  • 1. Create constancy of purpose toward improvement
  • 2. Adopt a new philosophy, recognize that we are in a time of change, a new economic age
  • 3. Cease reliance on mass inspection to improve quality
  • 4. End the practice of awarding business on the basis of price alone
  • 5. Improve constantly and forever the system of production and service
  • 6. Institute training
  • 7. Improve leadership, recognize that the aim of supervision is help people and equipment to do a better job
  • 8. Drive out fear
  • 9. Break down barriers between departments
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 27. 14 Points cont’d
  • 10. Eliminate slogans and targets for the workforce such as zero defects
  • 11. Eliminate work standards
  • 12. Remove barriers that rob workers of the right to pride in the quality of their work
  • 13. Institute a vigorous program of education and self-improvement
  • 14. Put everyone to work to accomplish the transformation
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. Note that the 14 points are about change
• 28. Deming’s Deadly Diseases
  • Lack of constancy of purpose
  • Emphasis on short-term profits
  • Performance evaluation, merit rating, annual reviews
  • Mobility of management
  • Running a company on visible figures alone
  • Excessive medical costs for employee health care
  • Excessive costs of warrantees
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 29. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 30. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. Deming’s Obstacles to Success
• 31. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 32. Joseph M. Juran
  • Born in Romania (1904-2008), immigrated to the US
  • Worked at Western Electric, influenced by Walter Shewhart
  • Emphasizes a more strategic and planning oriented approach to quality than does Deming
  • Juran Institute is still an active organization promoting the Juran philosophy and quality improvement practices
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 33. The Juran Trilogy
  • Planning
  • Control
  • Improvement
  • These three processes are interrelated
  • Control versus breakthrough
  • Project-by-project improvement
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 34. Some of the Other “Gurus”
  • Kaoru Ishikawa
  • Son of the founder of JUSE, promoted widespread use of basic tools
  • Armand Feigenbaum
  • Author of Total Quality Control, promoted overall organizational involvement in quality,
  • Three-step approach emphasized quality leadership, quality technology, and organizational commitment
  • Lesser gods, false prophets
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 35. Total Quality Management (TQM)
  • Started in the early 1980s, Deming/Juran philosophy as the focal point
  • Emphasis on widespread training, quality awareness
  • Training often turned over to HR function
  • Not enough emphasis on quality control and improvement tools, poor follow-through, no project-by-project implementation strategy
  • TQM was largely unsuccessful
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 36. Total Quality Management (TQM)
  • TQM is “just another program”
  • Value engineering
  • Zero defects
  • “ Quality is free”
  • Recipe for Ineffectiveness and maybe Disaster
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 37. Quality Systems and Standards Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 38. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
  • The ISO certification process focuses heavily on quality assurance, without sufficient weight given to quality planning and quality control and improvement
• 39. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 40. The Malcolm Baldrige National Quality Award Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
  • The MBNQA process is a valuable assessment tool
  • See Table 1-3 for Performance Excellence Criteria and point values
• 41. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 42. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 43. Six Sigma
  • Use of statistics & other analytical tools has grown steadily for over 80 years
  • Statistical quality control (origins in 1920, explosive growth during WW II, 1950s)
  • Operations research (1940s)
  • FDA, EPA in the 1970’s
  • TQM (Total Quality Management) movement in the 1980’s
  • Reengineering of business processes (late 1980’s)
  • Six-Sigma (origins at Motorola in 1987, expanded impact during 1990s to present)
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 44. Focus of Six Sigma is on Process Improvement with an Emphasis on Achieving Significant Business Impact
  • A process is an organized sequence of activities that produces an output that adds value to the organization
  • All work is performed in (interconnected) processes
  • Easy to see in some situations (manufacturing)
  • Harder in others
  • Any process can be improved
  • An organized approach to improvement is necessary
  • The process focus is essential to Six Sigma
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 45. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 46. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. Why “Quality Improvement” is Important: A Simple Example
  • A visit to a fast-food store: Hamburger (bun, meat, special sauce, cheese, pickle, onion, lettuce, tomato), fries, and drink.
  • This product has 10 components - is 99% good okay?
• 47. Six Sigma Focus
  • Initially in manufacturing
  • Commercial applications
  • Banking
  • Finance
  • Public sector
  • Services
  • DFSS – Design for Six Sigma
  • Only so much improvement can be wrung out of an existing system
  • New process design
  • New product design (engineering)
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 48. Some Commercial Applications
  • Reducing average and variation of days outstanding on accounts receivable
  • Managing costs of consultants (public accountants, lawyers)
  • Skip tracing
  • Credit scoring
  • Closing the books (faster, less variation)
  • Audit accuracy, account reconciliation
  • Forecasting
  • Inventory management
  • Tax filing
  • Payroll accuracy
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 49. Six Sigma
  • A disciplined and analytical approach to process and product improvement
  • Specialized roles for people; Champions, Master Black belts, Black Belts, Green Belts
  • Top-down driven (Champions from each business)
  • BBs and MBBs have responsibility (project definition, leadership, training/mentoring, team facilitation)
  • Involves a five-step process (DMAIC) :
  • Define
  • Measure
  • Analyze
  • Improve
  • Control
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 50. What Makes it Work?
  • Successful implementations characterized by:
  • Committed leadership
  • Use of top talent
  • Supporting infrastructure
  • Formal project selection process
  • Formal project review process
  • Dedicated resources
  • Financial system integration
  • Project-by-project improvement strategy (borrowed from Juran)
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 51. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 52. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. Design for Six Sigma (DFSS) Taking variability reduction upstream from manufacturing (or operational six sigma) into product design and development Every design decision is a business decision
• 53. DFSS Matches Customer Needs with Capability
  • Mean and variability affects product performance and cost
  • Designers can predict costs and yields in the design phase
  • Consider mean and variability in the design phase
  • Establish top level mean, variability and failure rate targets for a design
  • Rationally allocate mean, variability, and failure rate targets to subsystem and component levels
  • Match requirements against process capability and identify gaps
  • Close gaps to optimize a producible design
  • Identify variability drivers and optimize designs or make designs robust to variability
  • Process capability impact design decisions
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. DFSS enhances product design methods.
• 54. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 55. DMAIC Solves Problems by Using Six Sigma Tools
  • DMAIC is a problem solving methodology
  • Closely related to the Shewhart Cycle
  • Use this method to solve problems:
  • Define problems in processes
  • Measure performance
  • Analyze causes of problems
  • Improve processes  remove variations and non-value-added activities
  • Control processes so problems do not recur
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. 11
• 56. Lean Systems
  • Focuses on elimination of waste
  • Long cycle times
  • Long queues – in-process inventory
  • Inadequate throughput
  • Rework
  • Non-value-added work activities
  • Makes use of many of the tools of operations research and industrial engineering
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 57. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 58. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc. Little’s Law
• 59. Lean Focuses on Waste Elimination
  • Definition
  • A set of methods and tools used to eliminate waste in a process
  • Lean helps identify anything not absolutely required to deliver a quality product on time.
  • Benefits of using Lean
  • Lean methods help reduce inventory, lead time, and cost
  • Lean methods increase productivity, quality, on time delivery, capacity, and sales
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 60. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 61. Quality Costs Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 62. Legal Aspects of Quality
  • Product liability exposure
  • Concept of strict liability
  • Responsibility of both manufacturer and seller/distributor
  • Advertising must be supported by valid data
  Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 63. Implementing Quality Improvement Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
  • A strategic management process, focused along the eight dimension of quality
  • Suppliers and supply chain management must be involved
  • Must focus on all three components: Quality Planning, Quality Assurance, and Quality Control and Improvement
• 64. Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.
• 65. Learning Objectives Chapter 1 Introduction to Statistical Quality Control, 6 th Edition by Douglas C. Montgomery. Copyright (c) 2009  John Wiley & Sons, Inc.