Professional Documents
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The tools and techniques for quality management are grouped into three
categories.
2. Data on Complaints
3. Survey Data
Various types of survey are commonly used: mail surveys, telephone surveys,
interviews and focus groups. Each type has its advantages and disadvantages
with respect o reliability and validity of data, with respect to cost and with
respect to the kinds of opinions and attitudes which can be probed.
4. Benchmarking
“Benchmarking is the continuous process of comparing products, services
and practices against the best in that particular activity”
The term “Benchmarking” emerged when the idea took ground in US during
1980’s when Xerox, Ford and Motorola became the pioneers of benchmarking
in USA. Robert Camp, the Logistics engineers who initiated Xerox’s
benchmarking program and who is generally regarded as the guru of
benchmarking movement defines it “ benchmarking is the search for industry’s
best practices that lead to superior performance”.
ii). Determining how the process is measured and what difficulties are being
experienced.
iv). Finding the organization that do the function extremely well i.e. defining
benchmarking partners.
v). Collect data from benchmarking partner and Comparing one’s own
procedures with those whose data is collected.
Levels of Benchmarking
5. Transaction Data
Phases of QFD
Once the WHAT’S have been finalized, the QFD team has to identify how
these requirements will be met.
HOW’S are the list of what the organization can measure and control in
order to ensure that it is able to satisfy the customers requirements.
They have to identify one or more technical requirements which satisfy the
customers.
Here again these can be organized as primary secondary or tertiary.
A tree diagram will help in this case.
INTER-RELATIONSHIP MATRIX BETWEEN WHAT’S AND HOW’S
The voice of the customer is arranged in rows and the voice of the
organization is arranged in columns.
Process or product characteristics are to be entered in the inter relationship
matrix.
There may be different level of relationship between each WHAT and HOW.
BENEFITS OF QFD
2. Concurrent Engineering
Affinity Diagram
This tool takes large amounts of disorganized data and information and enables
one to organize it into groupings based on natural relationships. It was created in
the 1960s by Japanese anthropologist Jiro Kawakita.
Interrelationship Diagraph
This tool displays all the interrelated cause-and-effect relationships and factors
involved in a complex problem and describes desired outcomes. The process of
creating an interrelationship diagraph helps a group analyze the natural links
between different aspects of a complex situation.
Tree Diagram
This tool is used to break down broad categories into finer and finer levels of
detail. It can map levels of details of tasks that are required to accomplish a goal
or task. It can be used to break down broad general subjects into finer and finer
levels of detail. Developing the tree diagram helps one move their thinking from
generalities to specifics.
Prioritization Matrix
This tool is used to prioritize items and describe them in terms of weighted
criteria. It uses a combination of tree and matrix diagramming techniques to do a
pair-wise evaluation of items and to narrow down options to the most desired or
most effective.
Matrix Diagram
A useful way of planning is to break down tasks into a hierarchy, using a Tree
Diagram. The PDPC extends the tree diagram a couple of levels to identify risks
and countermeasures for the bottom level tasks. Different shaped boxes are used
to highlight risks and identify possible countermeasures (often shown as 'clouds'
to indicate their uncertain nature). The PDPC is similar to the Failure Modes and
Effects Analysis (FMEA) in that both identify risks, consequences of failure, and
contingency actions; the FMEA also rates relative risk levels for each potential
failure point.
2. Histogram
It is also known as the 80/20 rule, which states that 80% of all problem
occurrences are due to only 20% of the types of problems encountered.
Another variant of this rule states that for any problem, 80% of its
occurrences are due to only 20% of all the causes.
The Pareto Chart is basically a descending bar graph that shows the
frequencies of occurrences or relative sizes of either: 1) the various
categories of all problems encountered, in order to determine which of the
existing problems occur most frequently; or 2) the various causes of a
particular problem, in order to determine which of the causes of a
particular problem arise most frequently. The problem categories or causes are
shown on the x-axis of the bar graph.
The cause and effect diagram consist of a long horizontal arrow with a
description of problem. Causes of the problem are depicted as radial lines
from this arrow. Causes for the “causes” are then depicted as horizontal lines
from the radial lines. Additional “causes for the causes” are depicted as
additional radial lines and so forth. The completed diagram looks like a
skeleton and so is also referred to as fishbone diagram.
5. Scatter Diagram
6. Control Chart
7. Flow Chart
The original Shewart Cycle consists of a simple circle or wheel divided into four
quadrants: one for each of Plan, Do, Check and Act. This a way to achieve the
outcomes you desire through a increased quality awareness. The complete cycle
can be used to determine the detail of each quadrant. It is a virtual, never ending
process and is key to achieving transformation.