Professional Documents
Culture Documents
QMC08 Qi
QMC08 Qi
QMC
QUALITY IMPROVEMENT
QUALITY IMPROVEMENT
Quality problems
Quality Management
Quality Improvement
QI methodologies
Maintaining a focus on improvement
1
8/13/2017
Q problems
Q problems
Sporadic problems
Chronic problems
Sporadic problems
Sudden, adverse change in the status quo
Require remedy through restoring the status quo
Taking corrective action on problems
Chronic problems
Longstanding adverse situation
Require remedy through changing the status quo
Achieving better & better performance levels each year
Q problems
Q problems distinction – important for
Different problem solving approaches
The fire fighting on sporadic problems
take continuing priority over efforts
to achieve larger saving possible on chronic problems
The lack of structured approach
to identify & reduce chronic waste.
2
8/13/2017
QM
QM – the process of
identifying & administering the activities
needed to achieve Q objectives of an orga.
The 3 processes of Juran’s Q trilogy
QP
QC
QI
QI
3
8/13/2017
QI
Of the final cost
from start to finish of delivering & selling a vehicle,
probably 1/3 is waste
QI dominant role in reducing the cost of waste
Addressing chronic problems
achieves breakthrough 2 an improved level
Acting on chronic problems
best achieved by PBP approach
QI
4
8/13/2017
QI
Improvement approaches
Continuous improvement -
Breakthrough improvement
QI
Continuous improvement
Gradually & orderly continuous improvement
5
8/13/2017
QI
Breakthrough improvement
Discontinuous change
Innovative & creative thinking
Motivated by stretch goals/breakthrough objectives
QI
6
8/13/2017
QI
CẢI TIẾN ĐỔI MỚI
QI
CẢI TIẾN ĐỔI MỚI
Cách thức Duy trì và cải tiến. Phá bỏ và xây dựng lại.
Đầu tư ít lớn
Thích hợp nền kinh tế phát triển chậm. nền công nghiệp phát triển
nhanh.
Sep, 2005 Nguyeãn Nhö Phong
7
8/13/2017
QI
Cải tiến dựa vào tư duy phân tích còn đổi mới dựa vào tư duy đột phá.
Tư duy phân tích
tư duy Descartes, tư duy kinh điển,
phân tích từ quá khứ đến hiện tại để suy đóan tương lai.
Tư duy đột phá,
đứng từ tương lai nhìn lại,
rút ra cách thức hành động để đi tắt và rút ngắn thời gian.
Tư duy kết hợp
tư duy phân tích cải tiến cho ngày hôm nay,
tư duy đột phá chuẩn bị đổi mới cho ngày mai.
QI methodologies
1. Benchmarking
2. Reengineering
3. Creative Problem Solving CPS
4. FADE
5. Juran’s Breakthrough Sequence
6. PBP
7. The Deming Cycle
8. Kaizen
9. SS
8
8/13/2017
QI methodologies
Common themes of methodologies
Redefine & analyze problem
Generate ideas
Evaluate & select ideas
Implement ideas
How one approaches problem solving
not as critical as doing it in a systematic fashion
whether one uses any methodologies
Benchmarking
Breakthrough Improvement
Measuring per. against the best-in-class
Determine how the best-in-class achieve the per. levels
Using the info
as a basis 4 targets, strategies, implementation
The search of industry best practices
leading 2 superior per.
9
8/13/2017
Benchmarking
Best practices
Approaches produce exceptional results
Usually innovative
Recognized by cust / experts
Discover strength & weaknesses
How 2 incorporate the best practices into operations
Provide motivation 2 achieve stretch goals
by helping employees 2 see what others can accomplish
Reengineering
Breakthrough Improvement
The fundamental rethinking & radical redesign of processes
to achieve dramatic improvements
in critical, contemporary of per.,
such as cost, quality, speed, service
Asking basic question about processes
Why do it?
Why done this way?
Often uncover obsolete, erroneous, inappropriate assumptions
10
8/13/2017
CPS
Solving Q prob.
often involves a high amount of creativity
TPS creative thinking
Inventive ideas
Capitalizing on worker suggestions
Benchmarking
greatly assist reengineering efforts
50 – 75% improvement
CPS
11
8/13/2017
FADE
FADE
Focus
Analyze
Develop
Execute
Focus
1. Select & define the problem
2. Characterize the current state
3. Why change needed,
4. what the desired results,
5. the benefit of achieving that result
FADE
Analyze
1. Describe the proc in detail
2. Determine what data & info needed
3. Develop a root causes
Develop
1. Create a solution & implementation plan
2. Documentation 2 explain & justify the recommendation
Execute
1. The solution implemented
2. A monitoring plan established
12
8/13/2017
13
8/13/2017
PBP
PBP
The most effective approach to improvement
A chronic Q problem chosen for solution
Setting the approach for Q projects
Proving the need
Identifying projects
Organizing project team
PBP
14
8/13/2017
Deming cycle
Deming cycle
Plan
1. Define the proc.
2. Describe the proc.
3. Describe the players
4. Define cust expectation
5. Determine what data available/need collected
6. Describe the perceived problems
7. Identify the primary causes & impacts
8. Develop & evaluate potential changes / solutions
9. Select the most promising solution
15
8/13/2017
Deming cycle
Do
1. Conduct a pilot study / experiment
2. Identify measures
Study
1. Examine the result
2. Determine whether proc. per. improved
3. Identify nec. further experimentation
Act
1. Select the best change / solution
2. Develop an implementation plan
3. Standardize the solution
4. Establish a monitor & control proc.
Kaizen
Gradual & orderly continuous improvement -
A philosophy encompass all
activities,
areas,
everyone
16
8/13/2017
Kaizen
Philosophy building
By instilling K into people,
training them in basic QI tools
Continuously seek improvement in jobs
Process-oriented approach
encourage constant communication bw. W&M
Kaizen
Successful K program
Operating practices –
Expose new improvement opportunities
Total involvement - Everyone strives 4 improvement
TM – support 2 improvement activities
MM – implement TM improvement goals
Supervisor – offer better guidance 2 workers
Worker – engage in improvement
Training
Improvement require significant training in philosophy,
tools, techniques
17
8/13/2017
Kaizen thinking
1. Con người.
2. Hợp tác công việc
3. Đánh giá công việc
4. Họat động nhóm
5. Giải quyết vấn đề
6. Quản lý
7. Lãnh đạo
8. Cải tiến năng suất
9. Định hướng quá trình
10. Cạnh tranh
11. Khách hàng
12. Cung ứng
13. Văn hóa
Kaizen quản lý
18
8/13/2017
Kaizen cá nhân
Công nhân
thường ngày làm việc, gần gủi vấn đề
thường có thể tìm ra giải pháp tốt hơn qlý
tăng tinh thần hăng say làm việc
Qlý sẳn sàng tiếp thu
Công nhân
suy nghĩ, tìm cách giải quyết
với hỗ trợ của qlý
Kaizen cá nhân
Hệ thống kiến nghị
Mục đích ý kiến đóng góp - Cải tiến
Việc làm bản thân
Công cụ, máy móc, quy trình
Công việc văn phòng
Chất lượng sản phẩm
Dịch vụ, quan hệ khách hàng.
19
8/13/2017
Kaizen quản lý
Quản lý phải giành thời gian cho cải tiến, eg. 50%
Cơ hội cải tiến ở đâu cũng có.
Cải tiến nơi làm việc
Cải tiến cách làm việc
Cải tiến máy móc thíêt bị
Cải tiến hệ thống
Ra quyết định
Họach định, kiểm tra
Hệ thống thông tin, tồn kho, chất lượng, …
Sep, 2005 Nguyeãn Nhö Phong
20
8/13/2017
Gemba
Nơi các họat động thực tế đang diễn ra
Thiết kế
Sản xuất
Phân phối
Quản lý Gemba
Gemba
Nơi diễn ra các họat động cải tiến
Cung cấp thông tin quản lý cần thiết
Quản lý
Duy trì chặt chẻ với thực tế diễn ra ở Gemba
Giải quyết kip thời mọi vấn đề nảy sinh
21
8/13/2017
Kaizen Gemba
Kaizen Gemba
5S
1. SEIRI – Sàng lọc.
2. SEITON – Sắp xếp.
3. SEISO – Sạch sẽ.
4. SEIKETSU – Săn sóc.
5. SHITSUKE – Sẳn sàng.
3M
Muda : Lãng phí.
Mura : Bất thường
Muri : Quá sức
22
8/13/2017
23
8/13/2017
24
8/13/2017
6
- Process variation
6
A collection of
managerial & statistical concepts & techniques
Focus on
Reducing variation in process
Preventing deficiencies in product
25
8/13/2017
6
6
Q level of 3.4 PPM achieved in several way
.5 off centering & 5S
1.5 off centering & 6S
Off centering 3S 4S 5S 6S
0 2700 63 .57 .0018
0.5 S 6440 236 3.4 .019
1S 22832 1350 32 .39
1.5 S 66803 6200 233 3.4
2S 158700 22800 1300 32
26
8/13/2017
6
5 phases
1. Define
2. Measure
3. Analyze
4. Improve
5. Control
DEFINE
Clearly define the problem
in operational terms,
facilitate further analysis
Project scoping –
more specific prob. statement
27
8/13/2017
Define
Define Outputs
28
8/13/2017
Define Steps
MEASURE
How 2 measure the processes, impact the CTQs
Causal relationships bw. proc. per. & cust. value
Define & implement
Procedures 4 gathering facts
Collecting good data, observation
Careful listening
29
8/13/2017
Measure
Focus the improvement effort
by gathering info on the current situation
Output
Current-proc-per baseline data
Pinpoint-prob-location/occurrence data
A more-focused prob statement
Measure phase
Identify key product para.s & process characteristics
Measure the current process capability
Measure Steps
30
8/13/2017
Measure the PC
PC the inherent process ability
to meet the product spec limits
6 sigma level process
SLs at least 6 sigma above & below the process mean
Knowing the initial PC
Define the work done in the analysis & improve phases
to achieve a PC at 6sigma level
ANALYZE
Major flaw
Lack of emphasis on rigorous analysis
Jump 2 a solution wo.
Fully understanding the prob. nature
31
8/13/2017
Analyze
To
identify root causes &
confirm them w data
Output
A theory tested & confirmed
Verified causes
Form the basis 4 solutions in I phase
Analyze
Analyze past & current performance data
to identify the causes of
variation & process performance
Analyze steps
1. Collect & analyze data
2. Develop & test
Theories on sources of variation
Cause & effect relationship
32
8/13/2017
IMPROVE
Improve
Improve phase
Design a remedy
Prove effectiveness
Prepare implementation plan
33
8/13/2017
Improve Steps
CONTROL
34
8/13/2017
Control
Include
Establish the new standards & procedures
Training the workforce
Instituting control
Eg.
Use checklists / periodic status reviews
2 ensure proper procedures followed
Employ SPC 2 monitor the per. of key measures
Control
To
maintain the gains
by standardizing the proc
35
8/13/2017
Control
Outputs
A documented, standardized proc
A monitoring sys
Completed documentation
Results
Learning
Recommendations
Control
36
8/13/2017
37
8/13/2017
38
8/13/2017
SS Papers in www.isem.edu.vn
1. A Case Study of Defects Reduction in a RGM Process by Applying SS Principles and
DMAIC. 07
2. An Application of DMAIC Methodology for Increasing the Yarn Quality in Textile
Industry. 14
3. An Application of Six Sigma to Reduce Waste. 24
4. Applications of Six Sigma in Electronics Industry – A case study. 13
5. Application of Six Sigma in Small Company. 28
6. Application of Six-Sigma Methodology in SSI: A Case Study. 32
7. Application of Six Sigma To Gear Box Manufacturing. 36
8. Application of Six Sigma Methodology to Reduce Defects of a Grinding Process. 21
9. Applying SS to MP in the food industry to reduce quality cost. 05
10. Applying SS Principles in Construction Industry for Quality Improvement. 16
11. Applying SS in Higher Education Quality Improvement. 25
12. Applying SSM Based On “DMAIC” Tools to Reduce Production Defects in Textile
Manu. 23
SS Papers in www.isem.edu.vn
1. A Study on SS Techniques And Its application in reduction of seat rejection. 04
2. Comprehensive Six Sigma application: a case study. 22
3. Cycle Time Improvement by a Six Sigma Project for the Increase of New Business
Accounts. 12
4. Defects Reduction in Manufacturing of Automobile Piston Ring Using Six Sigma. 34
5. Engine Assembly Process Quality Improvement using Six Sigma. 09
6. Implementation of Six Sigma in a Manufacturing Process: A Case Study. 08
7. Improvement of Scrap Request Process with Six Sigma Methodology. 03
8. Production Improvement through the application of Six Sigma in Small Scale Industry.
9. Reducing defects in textile weaving by applying Six Sigma methodology. 30
10. Reducing Process Variability By Using DMAIC Model: A Case Study In Bangladesh.
11. Right-First-Time dyeing in Textile using Six Sigma methods. 06
12. Safety Management in a Manufacturing Company: Six Sigma Approach. 26
39
8/13/2017
SS Papers in www.isem.edu.vn
40
8/13/2017
HW
Introduction to Statistical Quality Control
DOUGLAS C. MONTGOMERY Arizona State University
1. Chapter 1: QUALITY IMPROVEMENT IN THE
MODERN BUSINESS ENVIRONMENT
2. Chapter 2: THE DMAIC PROCESS
41