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y Control Tools
Agenda
Introduction to: Implementation of Quality Improvement Continuous PDCA Prerequisites and mechanisms of CI Improvement teams 7 Basis Quality Tools 6-sigma and DMAIC
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QA
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All the Actions necessary for the Improvement take place to close the gap between plans and actual effects Comparison of the Actual Performance with the Objectives and Standards
d.
a.
Act Check
c.
Plan Do
b.
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10 KAIZEN Sayings Get rid of all old assumptions Don't look for excuses, look for ways to make things happen Say "NO" to the status quo Don't worry about being perfect - even if you only get it half right "start NOW!" It does not cost money to do KAIZEN If something is wrong "Fix it NOW Good ideas flow when the going gets tough Ask "WHY" five times - get to the root cause Look for wisdom from ten people rather than one Never stop doing KAIZEN!
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High
Level of Commitment on CI
Strategy/Targets
Obtain Prerequisites
Support communication channels (incl. technology), and Prudence of Resources (Time and Money) )
No
Empowerment (Employee Commitment) Are the Prerequisites in Place?
Yes
Training
Team Working
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Process: A series of activities that takes an input, adds value to it, and produces an output (application of skills adding value to an input)
Is the process capable of meeting the requirements? [ = process capability] Is it meeting the requirements at any point in time? [ = process control] When it is not meeting the requirements, how do we correct or adjust the process or its inputs? [ = process adjustment] Who is responsible (and has the power to change) the process?
Input
Activities
Output
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Stop No
Process step
A schema that helps understand every aspect of every input and output Helps document, understand and analyse the process, maintain control over what has to change, and reduce variations as they arise over time.
Start check
Done
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Data
Document
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Inspection
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The Original 7 Quality Tools A set of tools that offer the organisation means of collecting, presenting and analysing (interpreting) most of its data
Pareto Chart Cause and Effect Diagram Stratification Check Sheet (Tally Chart) Histogram Scatter Diagram Graph and Control chart * Designed for use by all the workforce
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As one tool?
As two tools?
The 7 Management & Planning Tools - Provide systems & documentation methods used to achieve success in design by identifying objectives and intermediate steps - To supplement and complement the previous tools
Affinity Diagrams Interrelationship Diagraphs Systematic Diagrams Matrix Diagrams Matrix Data Analysis or Glyphs Process Decision Programme Charts Arrow Diagrams * More complex and may not be suitable for all the workforce
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People
Staff shortage Training Poor
Machines
Computers
Measurement
Database not current
communication
2nd-lvl sub-cause
sub-causes
Methods
Materials
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CHECK
TOTAL
5
9 3
12
2 31 1
GRAND TOTAL:
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20% of items have 80% of effect (80:20 rule) Vital Few versus the Trivial Many Focus on the Vital few for best impact on the problem Zone A: This is the top priority zone and in most cases it is found that about 20% of the rejects account for about 80% of the costs. Zone B: This zone contains the next 30% of rejects, which account for about 15% of the costs. Zone C: This is the zone with the remaining 50% of rejects accounting for the remaining 5% of the costs.
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Quantity
7828 5071 5048 4156 4101 4003 3166 3037 2862 2719 2393 1821 1813 1367 1358 722 660 648 647 492 274 260 227 165 123 54961
Percentage
14.24 9.23 9.18 7.56 7.46 7.28 5.76 5.53 5.21 4.95 4.35 3.31 3.30 2.49 2.47 1.31 1.20 1.18 1.18 0.90 0.50 0.47 0.41 0.30 0.22 100
Cum-%
14.24 23.47 32.65 40.22 47.68 54.96 60.72 66.25 71.45 76.40 80.76 84.07 87.37 89.85 92.33 93.64 94.84 96.02 97.20 98.09 98.59 99.06 99.48 99.78 100.00 100.00
Simplifies & clarifies teams understanding of the process to improve by focusing on the areas of most importance. It is easier to reduce the most frequently occurring problem by half than to reduce a rare occurrence to zero. Quick results build team confidence. Enables comparisons between different processes.
Bad Component Misaligned/Reversed Component Raised/Tombstoned Component Damaged Component Short Circuit Insufficient Solder Other Wrong Component No Fault Found Bareboard Component Lifted Leg Component Leg Bent Under Additional Component Unsoldered Joint Repair Damage Contamination Excess Solder Solder Balls/Splashes Dry Joint Scrap Metalwork Awaiting Diagnostics Debris Open Circuit TOTAL
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Histogram - part I
A graphic used to represent data from a frequency table They consist a visual representation of a set of data which can help identify the type of distribution which underlies that data. They can help assess whether a process is likely to be able to produce within the required limits. A graphic used to represent Their shape can highlight problems in a process, if it differs fromfrequency table data from a what might be expected. They consist a visual
Indicates that a process is running normally (only common causes are present)
most frequent measurement
representation of a set of bell-shaped curve data which can help identify the type of distribution which underlies that data.
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They can help assess whether a process is likely Spread of the Process to be able to produce 2011-2012 within the required limits.
Their shape can highlight problems in a process, if it differs from what might be expected.
11
Histogram - part II
2011-2012
Deviations from a normal distribution in a histogram suggest the involvement of additional influences in the process.
May indicate that data from more than one process are mixed together (materials may come from two separate suppliers or samples may have come from two separate machines)
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P Press
Die
Can you split up the data? Is it naturally stratified? What is the cause?
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Performance/Productivity
13
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e.g. if a critical characteristic is defective 31% of the time (or runs at 69% compliance), this characteristic operates at 2 sigma.
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Six-Sigma DMAIC
Define
Define & validate the project goals and customer (internal and external) deliverables: financial benefits, communication plan, voice of the customer Measure the process to determine current performance: identify inputs/outputs, validate measurement system, develop data collect plan, determine process capability Analyse & determine the root cause(s) of the defects: confirm root cause effect on outputs and estimate impact, prioritise root causes Improve the process by eliminating defects: develop potential solutions, evaluate & select best solutions, confirm attainment of goals, develop implementation plan
Measure
Analyse
Improve
Control
Control future process performance: Implement mistake proofing, implement process measurement, identify opportunities to apply project lessons
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Concluding Remarks
Topics covered: Implementation of Quality Improvement & CI (PDCA) in theory and in practice Prerequisites and mechanisms of CI How to start with CI, how to continue with CI Improvement teams, their role and their characteristics 7 Basic Quality Tools Their role & contribution, as well as their inputs and expected outcomes from using them 6-sigma and DMAIC, its relation to quality improvement and the expected results
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