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Continuous Improvement. Check Do Act Plan. Quality level. Time. Learning Objectives. Lead a Plan-Do-Check-Act (PDCA) process improvement initiative. Use quality tools for analysis and problem solving. Compare and contrast the corporate programs for quality improvement.

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continuous improvement

Continuous Improvement

Check Do

Act Plan

Quality level

Time

learning objectives
Learning Objectives
  • Lead a Plan-Do-Check-Act (PDCA) process improvement initiative.
  • Use quality tools for analysis and problem solving.
  • Compare and contrast the corporate programs for quality improvement.
quality and productivity improvement process
Quality and Productivity Improvement Process
  • Foundations of Continuous Improvement - Customer Satisfaction - Management by Facts - Respect for People
  • Plan-Do-Check-Act (PDCA) Cycle
  • Problem Solving (10 steps)
quality tools
Quality Tools
  • Check Sheet
  • Run Chart
  • Histogram
  • Pareto Chart
  • Flowchart
  • Cause-and-Effect Diagram
  • Scatter Diagram
  • Control Chart
check sheet
Check Sheet

Month Lost Departure Mechanical Overbooked Other

Luggage Delay

January 1 2 3 3 1

February 3 3 0 1 0

March 2 5 3 2 3

April 5 4 4 0 2

May 4 7 2 3 0

June 3 8 1 1 1

July 6 6 3 0 2

August 7 9 0 3 0

September 4 7 3 0 2

October 3 11 2 3 0

November 2 10 1 0 0

December 4 12 2 0 1

Total 44 84 24 16 12

cause and effect chart for flight departure delay fishbone chart
Cause-and-Effect Chart for Flight Departure Delay (Fishbone Chart)

Equipment

Personnel

  • Gate agents cannot process passengers quickly enough

Too few agents

Aircraft late to gate

Agents undertrained

Late arrival

Agents undermotivated

Gate occupied

Agents arrive at gate late

Other

Mechanical failures

Late cabin cleaners

Late pushback tug

Weather

Late or unavailable cabin crews

Air traffic

Late or unavailable cockpit crews

Delayed

Flight

Departure

Poor announcement of departures

Weight and balance sheet late

Delayed checkin procedure

Late baggage to aircraft

Confused seat selection

Late fuel

Passengers bypass checkin counter

Late food service

Checking oversize baggage

Issuance of boarding pass

Acceptance of late passengers

Cutoff too close to departure time

Desire to protect late passengers

Material

Desire to help company’s income

Poor gate locations

Procedure

control chart of departure delays
Control Chart of Departure Delays

expected

Lower Control Limit

1998

1999

corporate programs for quality improvement
CorporatePrograms for Quality Improvement
  • Marriott Personnel Programs
  • Zero Defects (Crosby)
  • Deming’s 14 Point Program
  • Malcolm Baldrige Quality Award
  • ISO 9000
  • Six-Sigma
mega bytes restaurant
Mega Bytes Restaurant
  • How is the Seven-Step Method (SSM) different from Deming’s PDCA cycle?
  • Prepare a cause-and-effect or fishbone diagram for a problem such as “Why customers have long waits for coffee.” Use Figure 6.30 as a guide.
  • How would you resolve the difficulties that study teams have experienced when applying the SSM?
the seven step method
The Seven-Step Method
  • Step 1: Define the project
  • Step 2: Study the current situation
  • Step 3: Analyze the potential causes
  • Step 4: Implement a solution
  • Step 5: Check the results
  • Step 6: Standardize the improvement
  • Step 7: Establish future plans