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Improvement-1
Continuous ImprovementContinuous Improvement
Check Do
Act Plan
Time
Qua
lity
leve
l
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
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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.
Learning ObjectivesLearning Objectives
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Foundations of Continuous Improvement
- Customer Satisfaction- Management by Facts- Respect for People
Plan-Do-Check-Act (PDCA) Cycle
Problem Solving (10 steps)
Quality and Productivity Improvement Process
Quality and Productivity Improvement Process
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Quality ToolsQuality Tools
Check Sheet
Run Chart
Histogram
Pareto Chart
Flowchart
Cause-and-Effect Diagram
Scatter Diagram
Control Chart
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Check SheetCheck 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
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Run ChartRun Chart
0
2
4
6
8
10
12
14
1 2 3 4 5 6 7 8 9 10 11 12
Months
De
pa
rtu
re D
ela
ys
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Histogram of Lost LuggageHistogram of Lost Luggage
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4 5 6 7
Occurrences per Month
Fre
qu
en
cy
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Equipment Personnel
Procedure
Material
Other
Aircraft late to gateLate arrival
Gate occupied
Mechanical failuresLate pushback tug
WeatherAir traffic
Late food serviceLate fuel
Late baggage to aircraft
Gate agents cannot process passengers quickly enoughToo few agents
Agents undertrainedAgents undermotivated
Agents arrive at gate late
Late cabin cleaners
Late or unavailable cockpit crewsLate or unavailable cabin crews
Poor announcement of departuresWeight and balance sheet late
Delayed checkin procedureConfused seat selection
Passengers bypass checkin counterChecking oversize baggage
Issuance of boarding pass
Acceptance of late passengersCutoff too close to departure time
Desire to protect late passengersDesire to help company’s income
Poor gate locations
DelayedFlightDeparture
Cause-and-Effect Chart for Flight Departure Delay (Fishbone Chart)
Cause-and-Effect Chart for Flight Departure Delay (Fishbone Chart)
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Pareto Analysis of Flight Departure Delay Causes
Pareto Analysis of Flight Departure Delay Causes
Cause Percentage of Incidents
Cumulative Percentage
Late passengers 53.3 53.3
Waiting for pushback 15.0 68.3
Waiting for fuel 11.3 79.6
Late weight and balance sheet
8.7 88.3
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FlowchartFlowchart
Passenger Arrives
Ticket No Wait for For Flight Appropriate Flight
Yes
Check Yes Excess Luggage Carry-on
No
Issue Boarding Pass
Passenger Boards Airplane
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Scatter DiagramScatter Diagram
0
2
4
6
8
10
12
0 1 2 3 4 5 6 7
Late Passengers
De
pa
rtu
re D
ela
ys
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60
70
80
90
100
Per
cen
tag
e o
f fl
igh
ts o
n
tim
e
expected
Lower Control Limit
1998 1999
n
pppUCL
1(3
n
pppLCL
1(3
Control Chart of Departure DelaysControl Chart of Departure Delays
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Marriott Personnel Programs
Zero Defects (Crosby)
Deming’s 14 Point Program
Malcolm Baldrige Quality Award
ISO 9000
Six-Sigma
Corporate Programs for Quality Improvement
Corporate Programs for Quality Improvement
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Mega Bytes RestaurantMega Bytes Restaurant
1. How is the Seven-Step Method (SSM) different from Deming’s PDCA cycle?
2. 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.
3. How would you resolve the difficulties that study teams have experienced when applying the SSM?
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The Seven-Step MethodThe 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
