AIM FOR TODAY

1. Background to Quality
2. Identify Gurus
3. Review differing approach's to measurement and control
STARTING POINT
 THE GURUS

• Guru from Sanskrit - "teacher, guide, expert, or master”

• - “one who dispels the darkness and takes towards light”
• - “shares experiential knowledge as much as literal knowledge, an exemplar in
life”
 QUALITY GURUS

1. Dr.W. E. Deming (1900 – 1993),

Took quality concept to Japan in 1950’s, taught SPC, 14 point plan and the Deming Cycle
(PDCA)
2. Walter Andrew Shewhart (1891 – 1967),
Originator of statistical quality control or SPC
3. Dr. J M Juran (1904 – 2008)
Introduced Internal customer, application of Pareto analysis to quality, quality trilogy, and
“Quality Council”
4. P B Crosby, (1926 – 2001)
Four Absolutes, 14 point plan (not Demings), “Quality is Free”
5. A V Feigenbaum (1920– 2014)
Originator of Total Quality Control
6. K. Ishikawa (1915 – 1989)
Quality Circle and fishbone diagram technique
7. S Shingo, 1909 – 1990
Pokayoke – error proofing, JIT
 DEFINING QUALITY

• “The totality of features and characteristics of a product or service that bears on its
ability to satisfy stated or implied needs.” American Society for Quality (ASQ; www.asq.org )

• “Quality is about making organisations perform for their stakeholders – from

improving products, services, systems and processes, to making sure that the whole
organisation is fit and effective”. Chartered Quality Institute (CQI) (www.quality.org)

• “The basic problem anywhere is quality. What is quality? A product or service

possesses quality if it helps someone and enjoys a sustainable market. Trade depends
on quality.”. The New Economics page 2,W. E. Deming (https://deming.org)
 QUALITY SYSTEMS

• BS EN ISO 9001:2015
The quality management principles are:
customer focus;
leadership;
engagement of people;
process approach;
improvement;
evidence-based decision making;
relationship management.
THE PROCESS
 A way of managing the whole
organisation which attempts to
ensure customer satisfaction at every
TOTAL QUAL I T Y stage
MANAG E ME NT
( T QM)

Traditional approach is to identify

and correct errors after they have
occurred.
 TQM AND CHANGE

TQM provides:
• the reasons for change
• the appropriate performance indicators
• the communications mechanism
• the focal point for all activities
TQM ACTIVITY FLOW

Heizer, J., Render, B., Munson, C. and Sachan, A., 2017

 Continuous improvement,

Six Sigma, (SPC)

Employee empowerment,

TQM Benchmarking,
CONCEPTS
Just-in-time,

Taguchi concepts,

Knowledge of TQM tools.

 TQM is based on clearly
defined customer
requirements and
prevention of errors

Error free performance

TOTAL
stimulates pride which in
QUAL I T Y turn stimulates
MANAG E ME NT performance
( T QM)

TQM developed from the

work of the “Quality
Gurus”
 Constancy of
Breaking down of
purpose toward
barriers using cross
improvement of
functional teams
process and product

KEY Joint problem solving

Education and
training
MESSAGES

Internal customers
and suppliers
 All employees at all levels
accountable for their own
performance

Pursuing departmental goals

TQM leads to competition and inward
looking rather than integration

Look at business processes not

functions-engenders breakdown
of barriers
 PDCA

Numbers in brackets refer to the clauses in this International Standard.

PDCA
 STATISTICAL PROCESS CONTROL (SPC)

• Developed from the work of Walter A. Shewhart at Bell Laboratories in the

early 1920s.
• Utilised during the Second World War.
• Deming and Shewhart work closely, and supported its introduction into Japan
after WWII.
• Extensively used in industry and underpins Six Sigma.
 SPC

Why Stats
• Allows predictions
1. Detection (after the event) – tolerates waste to be made
• More economic
2. Prevention (before the event) – avoids wastes
DATA
DISTRIBUTIONS
SIGMA
SPC IMPROVEMENT
 CONTROL CHARTS

• The control chart is a graph used to study how a process changes over time.
Data are plotted in time order.
• A control chart always has a central line for the average, an upper line for the
upper control limit and a lower line for the lower control limit.
• These lines are determined from historical data.

https://asq.org/quality-resources/control-chart
 FOR USE WHEN?

• When controlling ongoing processes by finding and correcting problems as they

occur.
• When predicting the expected range of outcomes from a process.
• When determining whether a process is stable (in statistical control).
• When analysing patterns of process variation from special causes (non-routine
events) or common causes (built into the process).
• When determining whether your quality improvement project should aim to
prevent specific problems or to make fundamental changes to the process.

https://asq.org/quality-resources/control-chart
 BASIC PROCEDURE

• Choose the appropriate control chart for your data.

• Determine the appropriate time period for collecting and plotting data.
• Collect data, construct your chart and analyse the data.
• Look for “out-of-control signals” on the control chart. When one is identified, mark
it on the chart and investigate the cause. Document how you investigated, what you
learned, the cause and how it was corrected.
• Continue to plot data as they are generated. As each new data point is plotted, check
for new out-of-control signals.
• When you start a new control chart, the process may be out of control. If so, the
control limits calculated from the first 20 points are conditional limits. When you
have at least 20 sequential points from a period when the process is operating in
control, recalculate control limits.

https://asq.org/quality-resources/control-chart
 OUT OF CONTROL, TYPIC AL SIGNS

• A single point outside the control limits. Chart

opposite, point sixteen is above the UCL (upper
control limit).
• Two out of three successive points are on the same
side of the centerline and farther than 2 σ from it. In
Figure 1, point 4 sends that signal.
• Four out of five successive points are on the same
side of the centerline and farther than 1 σ from it. In
Figure 1, point 11 sends that signal.
• A run of eight in a row are on the same side of the
centerline. Or 10 out of 11, 12 out of 14 or 16 out of
20. In Figure 1, point 21 is eighth in a row above the
centerline.
• Obvious consistent or persistent patterns that
suggest something unusual about your data and your
process.

https://asq.org/quality-resources/control-chart
 • Six Sigma originated in the 1980s
within Motorola
• It has been described as:

SIX SIGMA
“A demanding, long-term business
improvement strategy to achieve the
systematic reduction of process variation
through the application of powerful
statistical tools”
 • A long term business improvement
strategy (min. 2-3 years: not a ‘quick
fix’)
• A vehicle for culture change
SIX SIGMA
• Embraces leanness and simplicity
• A measurement-based approach
• Drives down cost as quality improves
• Success measured by savings
SIX SIGMA
SIX SIGMA
SIX SIGMA
 DMAIC
DFSS (DESIGN FOR SIX SIGMA, ALSO KNOWN AS DMADV OR IDDOV)
METHODOLOGIES CAN BE USED WHEN THE ORGANIZATIONAL CULTURE AND
EXPERIENCE LEVEL PERMITS.

D – Define Phase: Define the project goals and customer (internal and external) deliverables

M – Measure Phase: Measure the process to determine current performance; quantify the problem.
Define Customers and
Requirements (CTQs)
Develop Problem Statement, A – Analyze Phase: Analyze and determine the root cause(s) of the defects.
Goals and Benefits Define Defect, Opportunity, Unit
Identify Champion, Process and Metrics
Owner and Team Detailed Process Map of I – Improve Phase: Improve the process by eliminating
Define Resources Appropriate Areas Define Performance Objectives defects.
Evaluate Key Organizational Develop Data Collection Plan Identify Value/Non-Value Added
Support Validate the Measurement Process Steps C – Control Phase: Control
Develop Project Plan and System Identify Sources of Variation Perform Design of Experiments future process performance.
Milestones Collect the Data Determine Root Cause(s) Develop Potential Solutions
Develop High Level Process Map Begin Developing Y=f(x) Determine Vital Few x’s, Y=f(x) Define Operating Tolerances of
Relationship Relationship Potential System Define and Validate Monitoring
and Control System
Determine Process Capability Assess Failure Modes of Potential
and Sigma Baseline Solutions Develop Standards and
Procedures
Validate Potential Improvement
by Pilot Studies Implement Statistical Process
Control
Correct/Re-Evaluate Potential
Solution Determine Process Capability
Develop Transfer Plan, Handoff
to Process Owner
Verify Benefits, Cost
Savings/Avoidance, Profit Growth
Close Project, Finalize
Documentation
Communicate to Business,
Celebrate
 DMAIC & TOOLS

D – Define Phase: Define the project goals and customer (internal and external) deliverables

M – Measure Phase: Measure the process to determine current performance; quantify the problem.
• Project Charter
• Process Flowchart
A – Analyze Phase: Analyze and determine the root cause(s) of the defects.
• SIPOC Diagram
• Stakeholder Analysis • Process Flowchart
• DMAIC Work Breakdown • Data Collection Plan/Example I – Improve Phase: Improve the process by eliminating
Structure • Benchmarking defects.
• CTQ (Critical to Quality) • Measurement System Analysis/Gage • Histogram
Definitions R&R • Pareto Chart C – Control Phase: Control
Voice of the Customer Gathering • Voice of the Customer Gathering • Time Series/Run Chart future process performance.
• Process Sigma Calculation • Scatter Plot • Brainstorming
• Regression Analysis • Mistake Proofing
• Cause and Effect/Fishbone Diagram • Design of Experiments
• 5 Whys • Pugh Matrix • Process Sigma Calculation
• Process Map Review and Analysis • QFD/House of Quality • Control Charts (Variable and
Attribute)
• Statistical Analysis • Failure Modes and Effects
Analysis (FMEA) • Cost Savings Calculations
• Hypothesis Testing (Continuous
and Discrete) • Simulation Software • Control Plan
• Non-Normal Data Analysis
SIX SIGMA
 TO SUMMARISE

• We have consider background and gurus in quality.

• Looked at the relevant standard.
• Reviewed how quality can be measured.
• Considered who quality can be built in and constantly improved.