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Chapter 5 Quality

Chapter 5 Quality. Product/service design. Process design. Continuous improvement. Employee involvement. Customer satisfaction. Problem-solving tools. Purchasing. Benchmarking. TQM Wheel. Figure 5.1. Customer-Driven Definitions of Quality. Conformance to Specifications Value

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Chapter 5 Quality

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  1. Chapter 5 Quality

  2. Product/service design Process design Continuous improvement Employee involvement Customer satisfaction Problem-solving tools Purchasing Benchmarking TQMWheel Figure 5.1

  3. Customer-DrivenDefinitions of Quality • Conformance to Specifications • Value • Fitness for Use • Support • Psychological Impressions

  4. The Costs of Poor Quality • Prevention Costs • Appraisal Costs • Internal Failure Costs • External Failure Costs

  5. EmployeeInvolvement • Cultural Change • Teams • Individual Development • Awards and Incentives

  6. Deming Wheel Plan Act Do Check Figure 5.2

  7. Trade-offs QualityFunctionDeployment Voice of the Engineer Competitive Analysis Voice of the Customer Correlations

  8. Trade-offs QualityFunctionDeployment Voice of the Engineer Competitive Analysis Voice of the Customer Correlations Technical Comparison

  9. Trade-offs QualityFunctionDeployment Voice of the Engineer Competitive Analysis Voice of the Customer Correlations Technical Comparison

  10. Benchmarking • Planning • Analysis • Integration • Action

  11. Data Analysis Tools • Checklists • Histograms and Bar Charts • Pareto Charts • Scatter Diagrams • Cause-and-Effect Diagrams • Graphs

  12. Checklists Wellington Fiber Board Co. Headliner Defects Defect type Tally Total A. Tears in fabric //// 4 B. Discolored fabric /// 3 C. Broken fiber board //// //// //// //// //// //// //// / 36 D. Ragged edges //// // 7 Total 50 Figure 5.3

  13. 50 40 30 20 10 0 100 80 60 40 20 0 C Cumulative percentage Number of defects D A B Defect type Pareto Chart Wellington Fiber Board Co. Figure 5.3

  14. People Materials Training Absenteeism Communication Out of specification Not available Broken fiber board Machine maintenance Machine speed Wrong setup Humidity Schedule changes Other Process Cause-and-Effect Diagram Wellington Fiber Board Co. Figure 5.3

  15. 20 15 10 5 0 Bar Chart Wellington Fiber Board Co. Number of broken fiber boards First Second Third Shift Figure 5.3

  16. Mean Distribution of sample means 425 Grams Sample Means and the Process Distribution Process distribution Figure 5.4

  17. Using Control Charts for Process Improvement • Measure the process • When changes are indicated, find the assignable cause • Eliminate problems, incorporate improvements • Repeat the cycle

  18. Control Chart Examples UCL Nominal Variations LCL Sample number Figure 5.6 (a)

  19. Control Charts for Variables Special Metal Screw Sample Sample Number 1 2 3 4 Rx 1 0.5014 0.5022 0.5009 0.5027 2 0.5021 0.5041 0.5024 0.5020 3 0.5018 0.5026 0.5035 0.5023 4 0.5008 0.5034 0.5024 0.5015 5 0.5041 0.5056 0.5034 0.5039 _ Example 5.2

  20. Control Charts for Variables Special Metal Screw Sample Sample Number 1 2 3 4 Rx 1 0.5014 0.5022 0.5009 0.5027 0.0018 0.5018 2 0.5021 0.5041 0.5024 0.5020 0.0021 0.5027 3 0.5018 0.5026 0.5035 0.5023 0.0017 0.5026 4 0.5008 0.5034 0.5024 0.5015 0.0026 0.5020 5 0.5041 0.5056 0.5034 0.5047 0.0022 0.5045 R = 0.0021 x = 0.5027 _ = Example 5.2

  21. Control Chart Factors Factor for UCL Factor for Factor Size of and LCL for LCL for UCL for Sample x-Charts R-Charts R-Charts (n) (A2) (D3) (D4) 2 1.880 0 3.267 3 1.023 0 2.575 4 0.729 0 2.282 5 0.577 0 2.115 6 0.483 0 2.004 7 0.419 0.076 1.924 Control Charts for Variables Example 5.2

  22. R = 0.0021 D4 = 2.282 D3 = 0 UCLR = D4R LCLR = D3R Control Charts for Variables Control Charts—Special Metal Screw R-Charts Example 5.2

  23. R-Chart UCLR = 0.00479 0.005 - 0.0045 - 0.004 - 0.0035 - 0.003 - 0.0025 - 0.002 - 0.0015 - 0.001 - 0.0005 - 0 - R = 0.0021 Range LCLR = 0 | | | | | | | | 0 1 2 3 4 5 6 7 Sample Number Range Chart - Special Metal Screw Figure 5.7

  24. X-Charts R = 0.0021 x = 0.5027 = = UCLx = x + A2R LCLx = x–A2R = Control Charts for Variables Control Charts—Special Metal Screw Example 5.2

  25. X-Bar Chart 0.505 - 0.5045 - 0.504 - 0.5035 - 0.503 - 0.5025 - 0.502 - 0.5015 - 0.501 - UCLX = 0.5042 – = X = 0.5027 Average LCLX = 0.5012 – | | | | | | | | 0 1 2 3 4 5 6 7 Sample Number x-Chart— Special Metal Screw Figure 7.10

  26. X-Bar Chart 0.505 - 0.5045 - 0.504 - 0.5035 - 0.503 - 0.5025 - 0.502 - 0.5015 - 0.501 - UCLX = 0.5042 – = X = 0.5027 Average • Measure the process • Find the assignable cause • Eliminate the problem • Repeat the cycle LCLX = 0.5012 – | | | | | | | | 0 1 2 3 4 5 6 7 Sample Number x-Chart—Special Metal Screw Figure 7.10

  27. Process Capability Nominal value Process distribution Lower specification Upper specification Hours 800 1000 1200 (b) Process is not capable Figure 5.9

  28. Process Capability Nominal value Six sigma Four sigma Two sigma Lower specification Upper specification Mean Figure 5.10

  29. ISO 9000 ISO 14000

  30. Leadership—Leadership system, values, expectations, and public responsibilities • Strategic Planning—The effectiveness of strategic and business planning and deployment of plans, focusing on performance requirements • Customer and Market Focus—How the company determines customer and market requirements and achieves customers satisfaction • Information and Analysis—The effectiveness of information systems to support customer driven performance excellence and marketplace success • Human Resource Focus—The success of efforts to realize the full potential of the work force to create a high-performance organization • Process Management—The effectiveness of systems and processes for assuring the quality of products and services • Business Results—Performance results and competitive benchmarking in customer satisfaction, financials, human resources, suppliers, and operations

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