PTTE 434 - Lecture 3 Quality Organization & Management Ch 5 & 6

1. PTTE 434 - Lecture 3Quality Organization & Management Ch 5 & 6 Quality Control Process Management

2. Lecture Objectives - Quality Control • Learn the definitions of control • Understand Quality Control • Understand what is meant by “statistically significant.” • Understand “Self-Control”

3. Definition of Control • The process employed to consistently meet standards. • The control process is in the nature of a “feedback loop.”

4. The Control Process • PLAN • DO • CHECK • ACT • Choose the control subject, i.e., choose what is to be regulated. • Establish measurement. • Establish standards of performance: product/process goals. • Measure actual performance. • Compare actual to standards. • Take action on the difference.

5. Control Feedback Loop Process Sensor Goal 1 2 3 5 Actuator Comparison 4

6. RUMBA - Establishing Measures • Reasonable: Can you meet the requirements? • Understandable: Do you understand the requirements? Verify with the customer. • Measurable: Can it be determined if, and when you have met the requirement? • Believable: Do you and your employees agree with the requirement and that it can be met? • Achievable: Can the process meet the requirement? Is it realistic? If not, renegotiate with the customer.

7. Measurement • Measurement is central to the process of quality control. • Effective measurement depends on a clearly defined process. • Effective measurement must be based on company objectives. • Don’t overlook the “cost of quality.”

8. Measurement Process1 of 3 • Define the purpose. • Emphasize customer-related measurements. • Focus on measurements that are useful -- not just easy to collect. • Provide for making measurements as close as possible to activities they impact.

9. Measurement Process2 of 3 • Provide for participation from all levels in both planning and implementation. • Provide not only concurrent, also include leading and lagging indicators • Define, in advance, for data storage, collection, analysis and presentation of the measurements. • Seek simplicity

10. Measurement Process3 of 3 • Periodically evaluate the accuracy, integrity, and usefulness of the measurements. • Measurements alone cannot achieve improvement - they only indicate whether, or not you have a problem and where the problems might exist.

11. Self-Control • Ideally, quality should be controlled by the employee creating the product. • Examples: • Rolls Royce Gear - Park City, UT • O. C. Tanner, Co. - SLC, UT • Woodland Furniture Co.- Idaho Falls, ID

12. Plan Plan P P P Act Do Do A A A D D D C C C Check Check Deming’s Cycle Figure 5.3

13. Control Subjects1 of 2 • Should be aligned and linked to customer parameters. • Define work processes in terms of objectives, process steps, process customers, and customer needs. • Recognize both the components of quality, i.e., freedom from defects, and product features.

14. Control Subjects2 of 2 • Potential subjects can be identified by obtaining ideas from both customers and employees. • Quality control subjects must be viewed as being valid.

15. Quality Control • Establish measurements • Establish standards of performance • Measure Actual Performance’ • Compare to standards • Take action on the difference

16. Establish Measurement • A unit of measure: the unit used to report the value of the control subject, e.g., pounds, seconds, dollars • A sensor: a method or instrument that can carry out the evaluation and state the findings in terms of the unit of measure.

17. Establish Standards of Performance • Legitimate: have official status • Customer focused: external and internal • Measurable: numbers. • Understandable: clear to all • In alignment: integrated with higher levels. • Equitable: fair for all individuals

18. Establish Standards of Performance • Insure each control subject has a quality goal.

21. Compare to Standards • Sometimes comparison is simple - if solder temp. exceed 510o F, decrease heat, if between 500o F and 510o F, do nothing, if less than 500o F, increase heat. • Other times, must determine whether it is an apparent difference, or real “statistical” difference in variation.

22. Process CapabilitySlide 1 of 4 • Process Stability and Capability • Once a process is stable, the next emphasis is to ensure that the process is capable. • Process capability refers to the ability of a process to produce a product that meets specifications. • Six-sigma program such as those pioneered by Motorola Corporation result in highly capable processes.

23. Process CapabilitySlide 2 of 4 Six-Sigma Quality

24. Process CapabilitySlide 3 of 4 • Process Versus Sampling Distribution • To understand process capability we must first understand the differences between population and sampling distributions. • Population distributions are distributions with all the items or observations of interest to a decision maker. • A population is defined as a collection of all the items or observations of interest to a decision maker. • A sample is subset of the population. Sampling distributions are distributions that reflect the distributions of sample means.

25. Process Capability • The Difference Between Capability and Stability? • Once again, a process is capable if individual products consistently meet specifications. • A process is stable if only common variation is present in the process.

26. Process Control Charts • Implications of a Process Out of Control • If a process loses control and becomes nonrandom, the process should be stopped immediately. • In many modern process industries where just-in-time is used, this will result in the stoppage of several work stations. • The team of workers who are to address the problem should use a structured problem solving process.

27. Each point represents data that are plotted sequentially Upper Control Limit (UCL) Center Line (CL) Lower Control Limit (LCL) Control Charts

28. Process Control Charts • Interpreting Control Charts • The figures in the next several slides show different signals for concern that are sent by a control chart, as in the second and third boxes. When a point is found to be outside of the control limits, we call this an “out of control” situation. When a process is out of control, the variation is probably not longer random.

29. Process Control Charts

30. Process Control Charts Control Chart Evidence for Investigation improved performance.

31. Process Control Charts Control Chart Evidence for Investigation

32. Process Control Charts Control Chart Evidence for Investigation

33. Ch 6: Lecture Objectives - Process Control • Understand “functional” versus “process” management • Understand how to analyze process data. • Learn the benefits to process analysis and control. • Learn about “Value Stream” mapping

34. Development Manufacturing Support Marketing Service Mission/Vision Billing Customer Product Development Customer Process Objectives Strategic Plan Customer Distribution Key business objectives Board of Directors Functional Objectives Functional and Process Management

35. Value Stream Mapping • A simple, visual approach to: • Focusing on a “product family” • Creating a clear picture of current material and information flow associated with that product family • Identifying Lean tools and techniques that can improve flow and eliminate waste • Incorporating those ideas in a new picture of how material and information “should” flow for that product group • Creating an action plan that makes the new picture a reality for that product family

36. Value Stream Mapping • Value stream mapping is a paper and pencil tool that helps you to see and understand the flow of material and information as a product or service makes its way through the value stream. Value stream mapping is typically used in Lean, it differs from the process mapping of Six Sigma in four ways:

37. Value Stream Mapping • It gathers and displays a far broader range of information than a typical process map. • It tends to be at a higher level (5-10 boxes) than many process maps. • It tends to be used at a broader level, i.e. from receiving of raw material to delivery of finished goods. • It tends to be used to identify where to focus future projects, subprojects, and/or kaizen events.

38. Value Stream Mapping • A value stream map (AKA end-to-end system map) takes into account not only the activity of the product, but the management and information systems that support the basic process. This is especially helpful when working to reduce cycle time, because you gain insight into the decision making flow in addition to the process flow. It is actually a Lean tool.

39. Value Stream Mapping • It helps you visualize more than just the single-process level, i.e. assembly, welding, etc. it helps you see more than waste ­ • It helps you see the sources of waste in your value stream it provides a common language for talking about manufacturing processes it makes decisions about the flow apparent, so you can discuss them • It ties together lean concepts and techniques ­ helps you avoid "cherry picking" • It forms the basis of an implementation plan it shows the linkage between the information flow and the material flow • It is much more useful than quantitative tools and layout diagrams that produce a tally of non-value added steps, lead time, distance traveled, the amount of inventory, and so on.

40. Current State Map

41. Future State Map

42. Value Stream Mapping Movie