Quality Programs

Total Quality Management (TQM) or Continuous Quality Improvement (CQI) ISO 9000 Baldrige Criteria Six Sigma

Total Quality Management (TQM)

Focus on the customer Top-management leadership and support Employee involvement Systems thinking Continuous improvement Data-based decision making

ISO 9000
International standards concerned with ensuring that organizations maintain consistently high levels of quality Five sections:

Quality management system Management responsibility Resource management Measurement, analysis, and improvement Product realization

Baldrige Criteria

Award established to recognize organizations for their achievements in quality and to raise awareness about the importance of quality Seven categories:

Leadership Strategic planning Customer and market focus

Measurement, analysis, and knowledge management Human resource focus Process management Results

Six Sigma

Philosophy

Eliminate defects through prevention and process improvement Team-based approach to process improvement using the DMAIC cycle Quantitative and qualitative statistically based tools 3.4 defects per million opportunities (DPMO)

Methodology

Set of tools

Goal

Successful Six Sigma

Top-management support Extensive training DMAIC approach Use of quantitative measures Team-based projects Impact on organizations financials

Six Sigma
Culture
Leadership Training

Green belt Black belt Master black belt

DMAIC Process
Define Measure Analyze Improve Control

Control
Act

Define
Plan

Improve

Check

Do

Measure

Analyze

DMAIC Process
Define
Project team chooses a project on the basis of strategic objectives of the business 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

DMAIC Process
Measure

INPUT
Key Process Input Variables (KPIV)

PROCESS

OUTPUT
Key Process Output Variables (KPOV)

CUSTOMERS
Critical to Quality (CTQ)

DMAIC Process

Analyze

Analyze collected data to determine the root causes Identify, evaluate, and implement the improvement solutions Put controls in place to ensure process improvement gains are maintained

Improve

Control

Seven Basic Quality Tools

Check Sheet

Fishbone Diagram

Run Chart

Histogram Pareto Chart Flow Chart Scatter Diagram

Statistical Process Control (SPC)

C u r r e n t W a it T im e W a it T im e G o a l

50% of patients wait more than 30 minutes

10% of patients wait more than 30 minutes

15

20

25

30

35

40

45

15

20

25

30

35

40

45

W a it T im e ( m in u t e s )

W a it T im e ( m in u t e s )

Quality Function Deployment (QFD)

House of Quality
Correlation matrix Design requirements

Customer requirements

Relationship matrix

Competitive assessment

ec na r op m t I

Importance weight Specifications or target values

DMAIC Process Seven Quality Control Tools

Tools

DMAIC Process Other Tools

D ef

Bar Graph Line Graph Pie Chart 5 Whys/ Root Cause FMEA Hypothesis Testing Regression Analysis DOE Control Chart Process Capability Simulation

M ea

Tools and Techniques

x x

re A na ly Im ze pr ov e C on tr ol

in e

su

x x x x x x x

x x x x

x x

DMAIC Process Other Tools

Tools and Techniques Quality Function Deployment Poka-Yoke Brainstorming Benchmarking Project Planning Charters Gantt Chart Tree Diagram Force Field Analysis Activity-Based Costing Balanced Scorecard Cost and Benefit Analysis
ef in e M ea su re A na ly Im ze pr ov e C on tr ol D

x x x x x

x x x

x x x x x x x x

The Malcolm Baldrige National Quality Award

ISO 9000
Guidelines for designing, manufacturing, selling, and servicing products. Selecting an ISO 9000 certified supplier provides some assurance that supplier follows accepted business practices in areas covered by the standard

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 Test Equipment Inspection and Test Status Control of Nonconforming Product Corrective and Preventive Action Handling, Storage, Packaging, Preservation, and Delivery Internal Quality Audits Training Servicing Statistical Techniques

ISO 9000
Proponents claim that ISO 9000 is a general system for Quality Management In fact the application seems to involve

an excessive emphasis on Quality Assurance, and standardization of already existing systems with little attention to Quality Improvement

It would have been better if improvement efforts had preceded standardization

Critique of ISO 9000

Bureaucratic, large scale Focus on satisfying auditors, not customers 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, Not we need to be the best and most cost effective supplier to win our customers business

Corrupting influence on the quality profession

ISO 14000

Series of standards covering environmental management systems, environmental auditing, evaluation of environmental performance, environmental labeling, and life-cycle assessment. Intent is to help organizations improve their environmental performance through documentation control, operational control, control of records, training, statistical techniques, and corrective and preventive actions.

Six Sigma Demystified*

Six Sigma is TQM in disguise, but this time the focus is:

Alignment of customers, strategy, process and 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.

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.

Black Belts

Six Sigma practitioners who are employed by the company using the Six Sigma methodology
solving & statistical techniques through projects selected on business needs become recognised Black Belts after embarking on Six Sigma training programme and completion of at least two projects which have a significant impact on the bottom-line

work full time on the implementation of problem

Black Belt requirements

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 role!

In other words the Black Belt is -Empowered. -In the sense that it was always meant! -As the theroists have been saying for years!

Champions or enablers
High-level managers who champion Six Sigma projects they have direct support from an executive management committee orchestrate the work of Six Sigma Black Belts provide Black Belts with the necessary backing at the executive level

Further down the line - after initial Six Sigma 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

Six Sigma instructors (ISRU)

into a companys existing culture and working practices

Aim: Successfully integrate the Six Sigma methodology

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, soft skills