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Simple Quality Improvement Techniques for South Carolina Businesses and Organizations

Simple Quality Improvement Techniques for South Carolina Businesses and Organizations

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Published by Stephen Deas
Find links and research for simple quality improvement techniques for South Carolina businesses and organizations covering Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. To remain competitive and to stand firm in trying times, South Carolina businesses and organizations must continuously improve the quality of products and services. This presentation outlines simple techniques for improving quality. The techniques include trend chart, pareto diagram, PDCA cycle of improvement, taking improvement action, Paynter chart, and quality team improvement boards. The presentation is from Quality Minds Inc, a human capital development and process improvement firm located in Charleston, SC. Stephen Deas is the President of Quality Minds Inc He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Find links and research for simple quality improvement techniques for South Carolina businesses and organizations covering Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. To remain competitive and to stand firm in trying times, South Carolina businesses and organizations must continuously improve the quality of products and services. This presentation outlines simple techniques for improving quality. The techniques include trend chart, pareto diagram, PDCA cycle of improvement, taking improvement action, Paynter chart, and quality team improvement boards. The presentation is from Quality Minds Inc, a human capital development and process improvement firm located in Charleston, SC. Stephen Deas is the President of Quality Minds Inc He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)

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Published by: Stephen Deas on Jul 08, 2009
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Simple Quality Improvement Techniques for South Carolina Businesses and Organizations

(C) Quality Minds Inc July 2009

All South Carolina Businesses and Organizations Should Embrace Continuous Improvement
• No business or organization should ever rest on its laurels • To stay ahead of your competition and to survive in tough economic times, South Carolina businesses and organizations should continuously work to improve quality of products and services, costs of products and services, and delivery of products and services
(C) Quality Minds Inc July 2009

A Simple Technique for Continuous Quality Improvement
• TPAP is the acronym for the technique
– Trend Chart
• Shows performance over time

– Pareto Analysis
• Helps you focus on the vital opportunities for improvement

– Action
• Take actions to improve quality

– Paynter Chart
• Verify quality improvement
(C) Quality Minds Inc July 2009

What are you trying to improve?
• Be clear on what you are trying to improve • The “what” is often called the response variable or “green Y” • Make sure you can measure the response variable

(C) Quality Minds Inc July 2009

Create a Trend Chart of the Response Variable
Pe rce nt a ge of Shots Ma de in Ga me

• A trend chart presents data in a time sequence mode • How has the response variable behaved over time? Are there any patterns to the behavior? • Steps for Creating a Trend Chart
– Draw an x and y axis – The time variable will be on the x axis and the response variable will be on the y axis – Plot the response variable in the time sequence of the data – Interpret the chart

Trend Analysis of Shooting Percentage for an Eighth Grade Basketball Team
50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 2 4 6 8 10 Game 12 14 16
Variable FG Shooting % Mean

(C) Quality Minds Inc July 2009

Create a Pareto Diagram of the Opportunities for Improvement
• 80/20 rule: Approximately 80% of problems are caused by approximately 20% of problem categories • A pareto diagram helps you focus on the vital few opportunities for improvement • The pareto diagram helps you best utilize your resources. You will be working on the right things.
(C) Quality Minds Inc July 2009

How To Create a Pareto Diagram
• • • • Step 1: Write the categories in descending order along with the amount for each category Step 2: Add up the amount to get a total amount Step 3: For each category, calculate the percent of the total amount. (This will be the height of each bar) Step 4: Write a cumulative total beside each category. (This will be used to plot the straight line on the Pareto Diagram) Step 5: For each category, calculate the cumulative percentage Step 6: Create the pareto diagram. The height of each bar is the percentage from step three. Draw in the cumulative line using the percentage from step five
Defect Category Emulsionglue Oil/Dirt Hot meltglue Sewing Thread Gilding defects End Sheet Case Damage Square Variation Head Bands Upside down books Total Total Defectives 67 59 30 29 28 25 17 17 6 2 Percent of Total 23.9 21.1 10.7 10.4 10.0 8.9 6.1 6.1 2.1 0.7 Cumulative Total 67 126 156 185 213 238 255 272 278 280 Cumulative Percent 23.9 45 55.7 66.1 76.1 85 91.1 97.1 99.3 100.0

• •

280

(C) Quality Minds Inc July 2009

Example of Pareto Diagram
Pareto Chart of Paint Defects
90 N ber of Defectives um 80 70 60 50 40 30 20 10 Paint Defects 0
ht ig L ay pr S s un R s rip D er ist Bl r nt tte ai P la Sp ad B er th O

100 80 60 40 20 0 Percent

Number of Defectives Percent Cum %

30 32.6 32.6

25 27.2 59.8

11 12.0 71.7

10 10.9 82.6

7 7.6 90.2

5 5.4 95.7

4 4.3 100.0

(C) Quality Minds Inc July 2009

Take Action on the Opportunity for Improvement Using the PDCA Cycle of Improvement
Plan
Avoid the “shot gun” approach. Have a plan. Decide what you want to do and how you will do it. You don’t know if it will work but put your best foot forward. Think ahead to the check phase and decide now how you will measure results.

You have planned, done, and checked. Now you must decide what to do with the results of your check. The options typically include: Adopt the change Abandon it and go back to the drawing board Run it through the cycle again using a different area, running a larger scale trial, or making the trial more complex. Start over at the planning phase

Act
Continuous Improvement of Work Processes

Do

Once you have a plan, carry out the change or test on a small scale to minimize disruption to normal activity. Example: Don’t run a trial (with a process change) for an entire week. If it fails, the costs could be high. Try it on a smaller scale (ex. one half shift) first. It is important to do something. The best plans are worthless if they are not carried out.

Check
In the Plan phase, you should have decided how to measure the results of the Do phase. After completing the Do phase, check to see if the changes or tests are working (What did you learn? What went right? What went wrong? What does the data mean?)

(C) Quality Minds Inc July 2009

The Structure of Improvement Actions
• What is the action? • Who is responsible for the action? • When will the action be completed?

(C) Quality Minds Inc July 2009

Verify the Improvement Action
• There must be a process for monitoring the effectiveness of improvement action.
– Simply put, the problem must not be seen after the action is taken.
Defect Day 1 2 3 4 5 6 7 8 9 Emulsion -glue Oil/Dirt 3 Hot Melt glue Sewing Thread Gilding Defects
(C) Quality Minds Inc July 2009

7

C 6 3

0

0

0 C 13

0 0

0

4

5

7

10

0 0

0

• Paynter chart is a great tool for verifying improvement action.

Quality Team Improvement Boards
• Sometimes called story boards • Used to summarize the activities of quality improvement teams • There is no set format. It is left to the creativity of the team. • Keep it simple-I suggest the following:
– – – – – – – – Trend Chart Pareto Chart Process Flow Diagram 5W2H Problem Definition Fishbone Diagram Nominal Technique Corrective Action (PDCA) Paynter Chart
(C) Quality Minds Inc July 2009

Team Story Board
Exteme Values

Trend

30 20 10 0
100 90 Cumulative Percentage of Total Defectives 80

Fishbone Diagram

M

T

W

Th

F

Sa

S

M

T

Percent of Total Defectives

Pareto

70 60 50 40 30 20 10 0 Emulsion-Glue Oil/Dirt Hot Melt-Glue Sewing Thread Gilding Defects

Nominal Technique
T1 T2 T3 T4 T5 T

Process Flow
Who What

Action Plan
Plan Act Do

Paynter Chart
M
Defect 8

5W2H

When Where Why How Detected How Many

T 5

W Th 6C 0

Check

(C) Quality Minds Inc July 2009

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