Embed Size (px)
DESCRIPTION
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)
Citation preview
(C) Quality Minds Inc July 2009
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
• 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
161412108642
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
Game
Pe
rce
nta
ge
of
Sh
ots
Ma
de
in G
am
e
FG Shooting %Mean
Variable
Trend Analysis of Shooting Percentage for an Eighth Grade Basketball Team
(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
Total Defectives
Percent of Total
Cumulative Total
Cumulative Percent
Emulsion-glue
67 23.9 67 23.9
Oil/Dirt 59 21.1 126 45
Hot melt-glue
30 10.7 156 55.7
Sewing Thread
29 10.4 185 66.1
Gilding defects
28 10.0 213 76.1
End Sheet 25 8.9 238 85
Case Damage
17 6.1 255 91.1
Square Variation
17 6.1 272 97.1
Head Bands
6 2.1 278 99.3
Upside down books
2 0.7 280 100.0
Total 280
(C) Quality Minds Inc July 2009
Example of Pareto Diagram
Number of Defectives 30 25 11 10 7 5 4Percent 32.6 27.2 12.0 10.9 7.6 5.4 4.3Cum % 32.6 59.8 71.7 82.6 90.2 95.7 100.0
Paint Defects
90
80
70
60
50
40
30
20
10
0
100
80
60
40
20
0
Num
ber
of Defe
ctiv
es
Perc
ent
Pareto Chart of Paint Defects
(C) Quality Minds Inc July 2009
Take Action on the Opportunity for Improvement Using the PDCA Cycle of Improvement
Do
Check
Act
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 changeAbandon it and go back to the drawing boardRun 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
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.
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.
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?)
Continuous Improvement of Work Processes
(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.
• Paynter chart is a great tool for verifying improvement action.
Defect Day
1 2 3 4 5 6 7 8 9
Emulsion-glue 7 6
C
3 0 0 0 0 0 0
Oil/Dirt
3 4 5 7 10
C
13 0 0 0
Hot Melt glue
Sewing Thread
Gilding Defects
(C) Quality Minds Inc July 2009
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 BoardExteme Values
0
10
20
30
M T W Th F Sa S M T
0
10
20
30
40
50
60
70
80
90
100
Emulsion-Glue Oil/Dirt Hot Melt-Glue Sewing Thread Gilding Defects
Per
cen
t o
f T
ota
l D
efec
tive
s
Cu
mu
lati
ve P
erce
nta
ge
of
To
tal
Def
ecti
ves
Trend
Pareto
Process Flow
5W2H
Fishbone Diagram
Nominal Technique
Action PlanWho
What
When
Where
Why
How Detected
How Many
T1 T2 T3 T4 T5 T
Do
Check
Act
M T W Th
8 5 6 C 0Defect
Paynter ChartPlan
