MMZG 522 Total Quality

Management
Rajiv Gupta
BITS Pilani
August 2014
Lecture 5

Session 5
Module 1
Recap of Lecture 4

Module 2
Outputs and Processes

Module 3
Problem Solving

Module 4
Six Sigma and DMAIC

Module 5
Summary

Session 5
Begin Module 1
Recap of Lecture 4

Recap of Lecture 4
In lecture 4 we discussed
The supplier, production and distribution system
The importance of purpose in defining the roles of the
system components
The importance of customer focus product out
versus customer in approach
Internal and external customers
How to identify the customer needs especially when
we have multiple customers
Different ways to get customer feedback
Design thinking
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Session 5
End of module 1

Session 5
Begin Module 2
Outputs and Processes

SIPOC Model
Purpose

Supplier

Input

Process

Output

Customer

 Output:
The output from the system results from the
processes.
How good the output is depends on the inputs into the
system and the capability, configuration and
management of the processes
Since our goal is customer satisfaction (and delight),
the inputs and the processes determine the level of
customer satisfaction
If the output does not satisfy the customer, we need
to examine the processes and understand how to
make improvements
8

Processes

Process (Contd.)
Process must be clearly defined in terms
of its beginning and ending points.
Inputs to a process are generally raw
materials (supplied by suppliers),
components/subsystems/systems supplied
by suppliers, energy, information and
actions/physical motions (based on
decisions) of people (operators) and
machines or equipment.
10

Processes
The inputs to the process and its configuration
determine the nature of the output
As mentioned by Deming, only management can
bring about changes to the process so that the
overall level of the output improves (Common
cause versus special cause)
Generally management can bring about
changes to the input and the overall system
configuration through policies
11

Jurans Trilogy

Time

12

Jurans Trilogy
3 components for process improvement
planning, control and improvement
Planning
Management determines the requirements of the customer
The system is planned and designed to meet the needs of
the customer

Control
The system may behave erratically due to a variety of
reasons
It becomes necessary to bring the system under control to
ensure consistency of output
13

Jurans Trilogy
Improvement
Either due to competitive pressures or due to customer
feedback management has to take appropriate steps to bring
about improvements in the system
The improvement may be in product design, in materials, or
in the processes and methods being used
The purpose of the improvement may be to reduce cost, to
improve performance, improve quality, or to reduce delivery
lead time, etc.
Improvement efforts must be accompanied by control to
ensure process is repeatable and consistent in terms of
quality and performance

14

Session 5
End of module 2

15

Session 5
Begin Module 3
Problem Solving

16

Problem Solving
Problem solving
Something has gone wrong in the process or
the product design is faulty
Can occur due to customer complaint,
warranty return or problem in downstream
operation
Problem solving involves taking a short term
measure to address the immediate need.
Then a detailed analysis is necessary to solve
the problem
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Problem Solving

Identify what is the problem

Identify the root cause of the problem
Develop countermeasures
Test the countermeasures
Study the result of the test
Modify/adapt the countermeasure as needed
Standardize and deploy
Audit

18

PDSA Cycle

ACT

STUDY

PLAN

DO

19

Identify What Is The Problem

Often people mistake symptoms with the
problem e.g., need more space when the
problem might be somewhere else
Understanding the problem requires that the
person go to the place where the problem has
occurred and study the problem situation first
hand
People tend to be in a hurry to superficially solve
what appears to be the problem rather than
understand exactly what is wrong
20

Identify What is The Problem

Perhaps the most critical step in any
problem solving process
If not done, or if done inappropriately
The wrong problem/non problem is solved
Effort, time and cost expended for no results
Sends the wrong message

21

Identify The Root Cause

What initially appears to be the cause of the
problem may not be the root cause, i.e., it may
solve one instance of the problem, but cannot
prevent the recurrence of the problem
It is better to understand the root cause and
solve the problem at the root cause, so that the
problem does not recur
It may take a little longer to identify and eliminate
the root cause, but the benefits far outweigh the
extra time taken
22

Identify The Root Cause

Techniques for root cause analysis
5 Why Analysis
Ask Why 5 times to identify the root cause

Ishikawa Diagram
Also known as the fishbone diagram
May need Pareto diagram to focus on most important reason

Design of Experiments
Vary one or more factors to study the effect on the output
Required when 5 Why and Fishbone Diagram do not lead to
conclusion

23

Develop Countermeasures
Countermeasures are to be arrived at after deep
thought and analysis
Countermeasures are not quick fixes
Countermeasures should solve the problem for
good

24

Develop Countermeasures
Brainstorm
Try to be creative
Do not have any pre-conceived notions
Dont throw out an idea prematurely
Dont jump to conclusions and solutions
Try to involve as many people as is feasible
Avoid sacred cows

25

Pareto Analysis
40
30
Savings
20
10
0

Problem
1 2 3 4 5 6
26

Test Countermeasures
Testing of the countermeasures should be in a
small area so that if the countermeasure does
not solve the problem, the negative impact of the
test is limited
The test results need to be studied to see if the
countermeasure is effective before we roll it out.
The Study phase is one that is often neglected
or not well done
If necessary, modifications to the
countermeasure may be made and retested
27

Standardize and Deploy

The new solution/method needs to
become the new standard
We need to understand where else will the
solution work
Document the process
Train and deploy

28

Audit
This is where learning takes place
Have a formal, well-defined audit
procedure
Compare performance with expectations
Analyze variations from expectations
Make changes, if appropriate
Document
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Session 4
End of module 3

30

Session 5
Begin Module 4
Six Sigma and DMAIC

31

Six Sigma Capability

The term six-sigma quality indicates that a
process is well controlled and within
specifications; that is, the specification range is
plus or minus six standard deviations.
Six Sigma capability is expected to have a
defect rate of no more than a few parts per
million. In statistical terms it approaches zero
defects. This fosters permanent elimination of
the causes of quality problems.

32

A Series System
All components in the series must work for the system to work

R(System) = R(1)*R(2)*R(3)*R(4)

33

Reliability of Series System

n
1
2
3
4
5
6
7
8
9
10

R(Ai)
0.9
0.9
0.9
0.9
0.9
0.9
0.9
0.9
0.9
0.9

R(T)
0.9000
0.8100
0.7290
0.6561
0.5905
0.5314
0.4783
0.4305
0.3874
0.3487

R(Ai)
0.99
0.99
0.99
0.99
0.99
0.99
0.99
0.99
0.99
0.99

R(T)
0.9900
0.9801
0.9703
0.9606
0.9510
0.9415
0.9321
0.9227
0.9135
0.9044
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Defectives with Different Sigma

Levels to meet USL and LSL

From: Kolarik

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R(part)

R(system)

0.9999966

0.9999966

0.9999966

0.9999932

0.9999966

0.9999898

0.9999966

0.9999864

0.9999966

0.9999830

0.9999966

0.9999796

0.9999966

0.9999762

0.9999966

0.9999728

0.9999966

0.9999694

10

0.9999966

0.9999660

36

DMAIC Methodology Basic steps

followed in Six Sigma Improvement Projects

D = Define the problem

M = Measure
A = Analyze
I = Improve
C = Control
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D = Define the Problem

Describe the problem in operational terms to
facilitate further analysis. Precisely specify the
process or problem to be evaluated. Identify
customers and the CTQs. Boundaries, beginning
of the process, end of the process, what is
included, time frame, etc.
Tools: Process Maps, Relations Diagram,
Affinity Diagram, Tree Diagram, C-E diagram,
FMEA

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M = Measure
Allows quantification of inputs (key process
variables) and outputs. Measure the internal
processes that impact the CTQs.
Measure/Collect Data: Process capability
Tools: Observations, listening, communications/
feedback from operators. SPC Tools -Histograms, Control Charts, Gauge Studies
(Reproducibility, Repeatability), etc.
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A = Analyze
Identify key variables that create errors (e.g.
TGWs, warranty rates/issues), excessive
variations. Ask why? Experiment. Plot the data:
Always.

Tools: P-Charts, Time Series, Control Charts,

Normality, Box Plots, Scatter Diagrams
/Correlation, C-E, Pareto Charts, Experiment
Design (DOE), Plot Main Effects and
Interactions, Tests of Hypotheses, ANOVA,
Model Building, Regression Analysis, etc.
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I = Improve
Generate ideas for improvements. Determine
factors and levels of variables that produce
significant effects; Determine optimum process
settings
Tools: DOE, Taguchi Methods, Tests for
Pairwise Comparisons of Means

41

C = Control
Establish methods/procedures to assure
compliance --that the new improvements can be
put in place and maintained/controlled with least
inspection/sampling.
Install Quality System(s)Define Approach,
Responsibility, Who, What, When, How
Standard Operating Procedures, SPC, Control
Plans, Audits, Change Procedures, etc.

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Session 5
End of module 4

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Session 5
Begin Module 5
Summary

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Summary of Lecture 5
The output of a system determines if the
customers are satisfied
The output depends on the configuration and
management of the process and inputs
If there is a problem, we need to understand
what the problem is and take appropriate
corrective and preventive action
Problem solving requires us to identify the root
cause and apply countermeasures
45

Summary of Lecture 5
The purpose of problem solving is not just to
address the immediate need but to prevent the
problem from occurring at any time in the future
Six Sigma is an approach to dramatically reduce
the variability in products and processes
DMAIC is a process used by Six Sigma
practitioners to solve problems

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Session 5
End of module 5

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