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Week 6 - Measuring and Controlling Quality

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SPC Simplified - Control Charts. Online Browsing Platform (OBP) Quality Digest Magazine. By Mike Richman “The quality manager must be clear, right from the start, that zero defects is not a motivation program.

Quality Digest Magazine

Its purpose is to communicate to all employees the literal meaning of the words ‘zero defects’ and the thought that everyone should do things right the first time.” --Quality Is Free by Philip B. Crosby (McGraw-Hill Books, 1979) Defects. That being said, the quest for zero defects can still be considered quality’s Holy Grail. Of course, there’s a huge difference between reducing defects and eliminating them, and therein lies the seeds of debate.

There’s also the matter of defining exactly how quality is to be achieved. “It’s important to create a culture of prevention, which causes people to prevent defects and nonconformities,” says Kevin Weiss, CEO of The Capability Group and Philip Crosby Associates. In most cases, the biggest factor in a company’s quality program is cost. “When we inspect for quality, we hope to find any problems. SPC Simplified - Capability Analysis with Histograms, Cp and Cpk. Quality Tools. How to Create a Control Chart: 18 Steps. Six Sigma Material. SPC Charts - Statistical Process Control Charts. Description: SPC Charts are used to analyze process performance by plotting data points, control limits, and a centerline.

SPC Charts - Statistical Process Control Charts

A process should be in control to assess the process capability. Objective: Monitor process performance and maintain control with adjustments only when necessary and with caution not to over adjust. These are used as predictive tools. Common Cause and Special Cause Variation Common cause variation is natural and inherent variation with the process and occurs with every data point (or part being measured). Special cause variation is usually identified by points lying outside the upper control limit and lower control limit.

In either case it is assignable and not necessarily affecting every part. The special causes must be eliminated to have an statistically controlled process. Typically the operators or those closest to the process will understand the special causes and be able to eliminate these occurrences. Determine whether the data is in INDIVIDUALS or SUBGROUPS. Statistical Process Control (SPC) Tutorial. Introduction and Background The concepts of Statistical Process Control (SPC) were initially developed by Dr.

Statistical Process Control (SPC) Tutorial

Walter Shewhart of Bell Laboratories in the 1920's, and were expanded upon by Dr. W. Edwards Deming, who introduced SPC to Japanese industry after WWII. After early successful adoption by Japanese firms, Statistical Process Control has now been incorporated by organizations around the world as a primary tool to improve product quality by reducing process variation. Dr. Free Lean Six Sigma Resources & QI Macros 30 Day Trial. Home » Free Resources Instead of spending countless dollars and hours trying to implement Lean Six Sigma, use the QI Macros and Jay's streamlined approach to Lean Six Sigma.

Free Lean Six Sigma Resources & QI Macros 30 Day Trial

We’re all about making the complex simple. Visit in a full web browser for complete support or contact us online. Free Resources Lean Six Sigma Money Belt Training View Lean Six Sigma "Money Belt" training videos created by Jay Arthur, a Money Belt with more than 30 years of experience in aligning people, process and technology in a wide variety of environments to deliver bottom-line business results. Free Webinars Watch previously recorded Lean Six Sigma webinars on a variety of topics, including Lean Six Sigma Demystified, Lean Six Sigma for Healthcare and the QI Macros. Starting and Advancing a BPM Measurement System. Do you know how each process is performing right now in your organization?

Starting and Advancing a BPM Measurement System

And if you’ve improved a particular process do you know if you achieved the level of improvement you wanted? It’s necessary to quantify data to be able to answer these two questions and provide objective ways to measure process and level of change. So if you’re working on a single business process improvement project or many processes across the enterprise, you need a measurement system. But how do you build one that is comprehensive, efficient and effective? Where do you start? The second graphic shows how data and measures contribute at the different levels. As the graphic depicts, at Level 1, the measures are financial and operational, numbers that are needed to record how the business operates. Root Cause Analysis Software. RealityCharting® root cause analysis software is a powerful tool used to assist facilitators and compliment the Apollo Root Cause Analysis™ method.

Root Cause Analysis Software

RealityCharting® is user-friendly and helps people better understand their problems and identify effective solutions that prevent recurrence. Users realise immediate results with a better understanding of cause and effect relationships and the corresponding improvement in the effectiveness of chosen solutions. Using RealityCharting® along with your RCA program results in a more efficient review process; increased proficiency; shortened investigation cycle times; and improved stakeholder confidence in solutions. It is available either as a standaline license and is also available as an Enterprise license. RealityCharting® is only available to ARCA™ trained individuals. Whether you are a professional incident investigator or just one of many interested parties, RealityCharting® will help you understand your problems better than ever before. Callcentermetricspaperbestpr.pdf.

Honda Statistical Process Control. Perfomance management services. Shareholder value: it’s what business is all about, it’s the bottom line.

Perfomance management services

But creating, maintaining and communicating shareholder value is an increasingly complex process. In a post-financial crisis economy with markets in flux and investors still tentative, creating shareholder value is a bigger challenge than it’s ever been. And as companies compete for available dollars, it’s difficult to identify an opportunity and know how to take advantage of it. Beyond building value, companies often neglect to communicate value – the processes that drive it and the metrics that define it – to shareholders or to the enterprise at large.