Chapter 7 Tools and Techniques for Performance Excellence

Chapter 7 Tools and Techniques for Performance Excellence 1

Tools for Quality Design Quality Function Deployment n Concept engineering n Design failure modes and effects analysis (DFMEA) n

Quality Function Deployment n A process of translating customer requirements into technical requirements during product development and production. QFD benefits companies through improved communication and teamwork between all constituencies in the value chain, such as between marketing and design, between design and manufacturing, and between purchasing and suppliers

House of Quality Interrelationships Technical requirements Voice of the customer Customer requirement priorities Relationship matrix Technical requirement priorities Competitive evaluation 4

Building the House of Quality 1. 2. 3. 4. 5. 6. Identify customer requirements. Identify technical requirements. Relate the customer requirements to the technical requirements. Conduct an evaluation of competing products or services. Evaluate technical requirements and develop targets. Determine which technical requirements to deploy in the remainder of the production/delivery process.

Example

Quality Function Deployment Process technical requirements component characteristics process operations quality plan 7

Concept Engineering n n n Understanding the customer’s environment. Converting understanding into requirements. Operationalizing what has been learned. Concept generation. Concept selection.

DFMEA n Design failure mode and effects analysis (DFMEA) – identification of all the ways in which a failure can occur, to estimate the effect and seriousness of the failure, and to recommend corrective design actions.

DFMEA Specifications Failure modes n Effect of failures on customers n Severity, likelihood of occurrence, and detection rating n Potential causes of failure n Corrective actions or controls n

Tools for Quality Planning n The Seven Management and Planning Tools

Affinity Diagram

Interrelationship Digraph

Tree Diagram

Other Planning Tools Matrix diagrams n Matrix data analysis n Process decision program chart n Arrow diagrams n

Process Decision Program Chart

Tools for Process Analysis 1. 2. 3. 4. 5. 6. 7. Flowcharts Check sheets Histograms Cause-and-effect diagrams Pareto diagrams Scatter diagrams Control charts

Flowcharts n A flowchart or process map identifies the sequence of activities or the flow of materials and information in a process. Flowcharts help the people involved in the process understand it much better and more objectively by providing a picture of the steps needed to accomplish a task.

Benefits of Flowcharts n n Shows unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification may be possible Compares and contrasts actual versus ideal flow of a process Allows a team to reach agreement on process steps and identify activities that may impact performance Serves as a training tool

Check Sheets n Check sheets are special types of data collection forms in which the results may be interpreted on the form directly without additional processing.

Benefits of Check Sheets n n Creates easy-to-understand data Builds, with each observation, a clearer picture of the facts Forces agreement on the definition of each condition or event of interest Makes patterns in the data become obvious quickly xx xxxxxx x

Histograms n Histograms provide clues about the characteristics of the parent population from which a sample is taken. Patterns that would be difficult to see in an ordinary table of numbers become apparent.

Benefits of Histograms n n n Displays large amounts of data that are difficult to interpret in tabular form Shows centering, variation, and shape Illustrates the underlying distribution of the data Provides useful information for predicting future performance Helps to answer “Is the process capable of meeting requirements?

Pareto Diagrams n A Pareto distribution is one in which the characteristics observed are ordered from largest frequency to smallest. A Pareto diagram is a histogram of the data from the largest frequency to the smallest.

Benefits of Pareto Diagrams n n n Helps a team focus on causes that have the greatest impact Displays the relative importance of problems in a simple visual format Helps prevent “shifting the problem” where the solution removes some causes but worsens others

Cause-and-Effect Diagrams n A cause-and-effect diagram is a simple graphical method for presenting a chain of causes and effects and for sorting out causes and organizing relationships between variables.

Benefits of Cause and Effect Diagrams n n n Enables a team to focus on the content of a problem, not on the history of the problem or differing personal interests of team members Creates a snapshot of collective knowledge and consensus of a team; builds support for solutions Focuses the team on causes, not symptoms Effect Cause

Scatter Diagrams n A scatter diagram is a plot of the relationship between two numerical variables.

Benefits of Scatter Diagrams n n n Supplies the data to confirm a hypothesis that two variables are related Provides both a visual and statistical means to test the strength of a relationship Provides a good follow-up to cause and effect diagrams * * *

Control Charts n Control charts show the performance and the variation of a process or some quality or productivity indicator over time in a graphical fashion that is easy to understand interpret. They also identify process changes and trends over time and show the effects of corrective actions.

Benefits of Control Charts n n Monitors performance of one or more processes over time to detect trends, shifts, or cycles Distinguishes special from common causes of variation Allows a team to compare performance before and after implementation of a solution to measure its impact Focuses attention on truly vital changes in the process * * * *

Poka-Yoke (Mistake-Proofing) n An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions 32

Three Levels of Mistake. Proofing n n n Design potential errors out of the product or process – Eliminates any possibility that the error or defect might occur Identify potential defects and stopping a process before the defect is produced – Requires time to stop a process and take corrective action. Find defects that enter or leave a process – Eliminates wasted resources that would add value to nonconforming work, but clearly results in scrap or rework.

Common Poka-Yoke Examples (from John Grout’s Poka-Yoke Web Page)

Kaizen Blitz n A kaizen blitz is an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional kaizen applications, which are performed on a part-time basis.

Creativity and Innovation Creativity – the ability to discover useful new relationships and ideas n Innovation – practical implementation of creative ideas n

Fostering Creativity n n n n Remove or reduce obstacles to creativity. Match jobs to individuals’ creative abilities. Tolerate failures and establish direction. Improve motivation to increase productivity and solve problems creatively. Enhance the self-esteem and build the confidence of organization members. Improve communication so that ideas can be better shared. Place highly creative people in special jobs and provide training to take advantage of their creativity.

Statistical Thinking n All work occurs in a system of interconnected processes n Variation exists in all processes n Understanding and reducing variation are the keys to success

Wisdom from Texas Instruments “Unless you change the process, why would you expect the results to change” 39

Statistical Process Control (SPC) A methodology for monitoring a process to identify special causes of variation and signal the need to take corrective action when appropriate n SPC relies on control charts n 40

Control Chart Example