BADM370 - Quality Mgmt U3IP

Chat 3

Companies use the TQM Toolbox to improve.

The race for quality has no finish line. In today's competitive environment a company must either improve or fall by the wayside.

One way to do this is by using a standard set of total quality management tools developed over the years.

We will go over some of the TQM Toolbox tools.

In this chat will open up the toolbox to look at some of them. No Sears does not give an extended warranty on them.

You would like to know what these tools are and how to use them.

I would hope that everyone is curious about these tools and you would like to know what they are and how to use them and when to use them.

Once you know the Toolbox components, you can implement them in your life and the company you work for.

You could use these quality tools in both a professional personal lives. Unless your company has some sort of total quality management process in place, please be careful about implementing these tools. You'll be like a lone voice crying out in the wilderness.

This Unit will discuss some of the TQM Toolbox and how to implement them.

The next two chats will discuss the total quality management tools, what they are, and how to implement and use them.

I. What is process management improvement?

Joseph Juran characterize quality management using the quality trilogy: planning, control, and improvement. Planning involves the design of goods and services that customers want, as well as the processes they create and deliver them. Controls focused on maintaining target levels of performance. Improving is simply making goods, services, and processes better.

Process management involve design, control, and improvement: the key activities necessary to achieve a high level of performance and value creation and support processes. Good process management helps to prevent defects and errors and eliminates waste and redundancy and leads to better quality and improve company performance through shorter cycle times, improve flexibility, and faster customer response.

A. What is a Process versus a system?

1. What is a Process?

In 1968 Ludwig von Beralanffy developed general systems theory be studying and combining a number of other independent theories defining the relationships that exist between elements. The breakthrough was that the processes and elements should not be viewed or considered in isolation but are better understood by observing and testing the relationship between these process elements.

He recognized that every process has some form of input that feeds it. Result of conducting the process are inputs. This is not unique at the time. His contribution was recognition that a necessary part of a processes feedback mechanism that informs the input. Consider houses heat exchange unit, the air conditioner, or furnace. The process is the heat exchange unit creating hot or cold air. The output is the air into the environment. The thermostat is a tool that you use to set control of the process. The thermometer is a feedback mechanism into the input that regulates input to achieve a certain output. The thermometer is a feedback mechanism within the thermostat that informs the thermostat one to turn on or off.

2. What is a system?

A company wants not only to understand its process and how it works, but also to understand the relationship of that process within other processes in the environment in which all those processes exist. He this is called the system view. You cannot remove a single process from the system to observe and monitor it, you cannot derive understanding of what is happening within that process, as is it no longer in the environment in which it existed and is not interacting with other processes. All of these variables have other influences on the process she was to observe. Outsider system, one plus one plus one equals three. Within the system, the same elements perform with greater output, one plus one plus one can equal six.

B. The first step is to design quality into products and services.

Companies today face incredible pressure to continually improve the quality of the products while reducing cost to meet ever-increasing legal and environmental requirements. The ability to achieve these goals depends a large extent on product design also redesign. Better designs only reduce cost but also improve quality. For example, simpler designs of components means fewer points of failure and less chance of assembly error. Design process is applied to services as well. Citibank designed the mortgage approval procedures that reduce turnaround time from 45 days to less than 15.

Marketing plays a key role in identifying customer expectations. Once they are identified, managers must translate them into specific product and service specifications that manufacturing and service delivery processes must meet.

Most companies have some type of structured product design and development process in emerging discipline that represents a set of tools and methodologies used in the product development processes is design for Six Sigma.

1. 6 Sigma has a 4 step design process.

The design for six Sigma consists of four principal activities.

i. Concept development, and which product functionality is determined based upon customer requirements, the logistic capabilities and economic realities.

ii. Design development, which focuses on product and process performance issues necessary to fulfill the product and service requirements in manufacturing or delivery.

iii. A significant improvement in existing technology, such as a Blu-ray player (that's really debatable people)

iv. A modest improvement to existing products, such as the latest iPad. Which really debatable is an improvement to an operating system such as Windows 8.1.

2. The 6 Sigma design process is quantified with DMADV.

Define focuses on identifying and understanding the market in need or opportunity.

Measure gathers the voice of the customer, identifies the vital characteristics are most important to customers, and outlines the functional requirements of the product that will meet customer needs.

Analyzes focused on concept development from engineering and aesthetic perspectives. This often includes drawings, virtual models, or simulations to develop and understand the functional characteristics of the product

Design focuses on developing detailed specifications, purchasing requirements and so on, so the concept can be produced.

Verify involves prototype development, testing, and implementation planning for production.

3. For breakthrough products you need concept development and innovation.

Concept development is a process of applying scientific, engineering, and business knowledge to produce a basic functional design that meets both customer needs in manufacturing or service delivery requirements.

Creativity is saying things in the new or novel way. Innovation involves the adoption of an idea, process technology, product, or business model that is either new or new to his proposed application.

Steve Jobs and the miniature disk drive for iPods.

II. Process Variation Control is essential for Quality.

Process control the activity of ensuring conformance requirements and taking corrective action when necessary to correct problems and maintain stable performance.

The control system has three components: 1. A standard or goal, 2. A means of measuring accomplishment and, 3. Comparison of actual results of the standard, along with feedback to form the basis for corrective action.

Goals and standards are defined during planning and design processes. Establish what is supposed to be accomplished. These goals and standards are reflected by measurable quality characteristics such as dimensions of machine parts, numbers of defects, customer complaints, or waiting times.

A. What type of Variation Corrective Action should be used and by whom?

Life happens. Sometimes something can go wrong the process and needs to be adjusted. This adjustment is called Corrective Action. There are two types of corrective action short term and long term.

1. Short Term Variation Corrective action is owned by:

Short-term corrective action generally should be taken by process owners were responsible for doing the work. Example be the Ritz-Carlton Hotel Company, the policy extends to everyone. The company has a policy by which the first person who detects a problem is empowered to break away from routine duties, investigate and correct the problem immediately, document the incident and then return to the routine.

2. Long term Variation Corrective Action is owned by:

Long term corrective action is a responsibility of management. Long-term corrective action means the process has to be fixed. The process usually means information crosses departmental lines so management has been formed a workgroup for the for the privacy get together just examine the problem and come up with a solution to solve it so that everybody is happy.

Our book gives an example about the CIA. The CIA began using quality-control procedures and processes to monitor internal investigations. They came up with a way to streamline him. This new quality focus came from listening to complaints from its customers, the targets of internal investigations, which lasted for years, and who were not given adequate consideration investigative reports.

3. Now you see it, now you don’t: tracking improvements.

The responsibility for control can be determined by checking the three components of control systems. Process orders must have the means of knowing what is expected to clear instructions and specifications they must have the means of determining their actual performance typically through inspection and measurement and they must have a means of taking corrective action if the discovery mistake.

Process control requires a good measurement system to track quality and operational performance. Measurement provides the ability to capture important quality performance indicators to reveal patterns about process performance. Each measurement should aim for standard targeted is driven by customer requirements.

Somebody needs to measure the output of the process to make sure that the defects are happening anymore. And if for some reason the quality problems come back it is time to stop and more corrective action is needed to fix the problem. No blame should be placed on people for the mishap. It should be taken as a learning experience.

B. Process improvement needs to be driven by management.

Managers need systematic approaches to drive continuous improvement programs. Some organizations fails in standard process approaches, as well as develop unique approaches to meet their own needs and cultures. These approaches are routinely taught in employee training programs and form the basis for discipline problem solving efforts.

1. Tennessee Eastman chemical plant benchmarking visit was very interesting.

Eastman chemical uses seven steps for accelerate continuous improvement:

i. Focus and pinpoint. Focus about getting everyone on the same page. Pinpoint is about specifying in measurable terms which expected.

ii. Communicate. Communication is done companywide by publicizing key result areas.

iii. Translate and link. Teams translate the companywide objectives into their own language and environment

iv. Create a management action plan. Management creates a plan with specific action to reach a goal including metrics to measure success.

v. Improved processes. Changes with a Six step problem-solving process.

vi. Measure progress and invite feedback. Eastman is adamant about the importance of unambiguous, visual feedback to employees and appropriate measures of performance.

vii. Reinforce behaviors and celebrate results. Eastman reinforces that learning leads to positive results by encouraging teams in celebrations.

I visited the Tennessee Eastman plant for benchmarking purposes. The visit was very good. The teams had their goals posted and can control charts and histograms and Pareto charts all the seven quality tools were posted so everybody could see their progress.

2. A structured improvement approach generally includes four key steps:

A structured improvement approach which describes logical data-driven process for solving problems, generally includes four key steps.

i. Redefining analyzing the perceived problem.

ii. Generating ideas.

iii. Evaluating ideas in selecting a workable solution.

iv. Implementing the solution.

In redefining analyzing the problem, information is collected and organized, the data underlying assumptions are analyze, and the problem is re-examined from new perspectives. If the stated goal is given. The problem solvers collect facts and achieve useful problem definition. After ideas they generate, they are evaluated and the best one is identified and selected. Finally the solution must be put to work, for example by making changes to process and procedures and evaluate them.

C. The Kaizen philosophy has been called the most important Japanese concept.

Kaizen is a cure-all for effective hundreds or thousands of small improvements that create dramatic change in performance. In the Kaizen approach as practiced in Japan, financial investment is minimal; everyone participates in the process; and improvements result from the know-how and experience of workers.

1. Kaizen has dramatic results.

The Kaizen philosophy has been widely adopted and used by many firms United States. A New York manufacturer of precision metal shafts and roller assemblies for the printer copier, and fax machine markets, said kaizen projects have resulted in a 40% increase in productivity, a 30% reduction in cycle time, and a 73% reduction in inventory.

2. Kaizen needs to be companywide.

Continuous improvement efforts can be directed in a number of different types of improvement. For example, changes could result in work being done more easily, more accurately, faster, and lower cost, more safely, in a way that provides greater customer satisfaction. It is thinking about continuous improvement in this way that makes it clear how many opportunities for improvement exists in almost any system of the operations there are that couldn't be improved on even one of these dimensions? Persistence is important pursuing continuous improvement. Small changes in operations take some time to add up to a serious improvement but there often disruptive when first implemented.

3. Most important factor for implementing Kaizen is:

The most important ingredient for continuous improvement is one we have already discussed: an appropriate organizational culture. If everyone in your organization understands and believes in the importance of continuous improvement, addresses the question of technique. If not no techniques will do the job.

Given the large number of possible areas in an organization that could be improved, setting priorities is crucial, there are several ways to do this. Many organizations rely on customer input and feedback to help set the priorities. For example, if late delivery is the most likely common customer complaint, continuous improvement efforts should be directed at reducing delivery times.

Many organizations apply kaizen thinking within a compressed timeframe to solve an urgent problem. A kaizen event is an intense and rapid improvement process in which a whole department throws both resources into improvement project over short period of time.

D. The Deming cycle and six Sigma improvement cycle are similar.

One of the earliest approaches focused on quality improvement that can be learned and applied by everyone in an organization is the Deming cycle. The scientific method consists of: 1. Make observations. 2. Come up with a hypothesis. 3. Test the hypothesis. 4. If the hypothesis is true then you have a theory. If it does not go back and make up another hypothesis.

1. The Deming cycle is an adaptation of the scientific method for process improvement.

Walter Stewart started out as a three-step process oh specification, production, inspection. Deming modified shorts idea and presented it during his seminars in Japan in 1950. The Deming Cycle consisted of:

Design the product with the approved test.

Make the product and test in the production line.

Sell the product.

Test the product and service intermarket research to find out what users think about it and why nine users have not bought it.

Japanese executives adapted this into the Plan Do Check Act (PDCA) cycle. This became known as the Deming cycle.

2. Six Sigma DMAIC method

i. Define. After six Sigma project is selected, the first step is to clearly define the problem.

ii. Measure. This phase of the process focuses on how to measure the internal processes that impact quality parameters. Requires understanding the causal relationships between process performance and customer value.

iii. Analyze. Major flaw in many problem-solving approaches lack of emphasis on rigorous analysis. Too often, we want to jump in without fully understanding the nature of the problem identifying the source of the problem.

iv. Improve. Once the cause of problems is understood, the analysis or team needs to generate ideas removing resolving the problem and improve the performance measures and quality parameters.

v. Control. The control phase focuses on how to maintain the improvements, which include putting tools in place to ensure that the key variables remain within the maximum acceptable ranges and under the modified process.

3. Ideology is similar.

Yes Deming cycle has four letters and Six Sigma has five but they both do the same thing. Both methods strive for continuous process improvement. Six Sigma is more defined because it is greenbelt black belts and defines each one of these steps. Deming cycle plan do check act basically the same thing.

4. There are other improvement methodologies.

The US Coast Guard is known for its approach: FADE: focus, analyze, develop, and execute. Focus is find the problem. Analyze means to describe the process in detail the Trevor which data and information are needed. Develop stage focuses on creating the solution implementation plan. Execution stage the solutions implemented and monitoring plans established.

Lexus, the first automobile dealer to receive the Baldridge Award, use a process known as DRI VE. Define the problem, recognize the cause, identified solution, verify the action, and evaluate results.

As you can see these different methods are the same thing but involve different company’s corporate cultures. We cannot forget the importance of a company's culture on its employees.

III. Many tools are being created or adapted from other disciplines for TQM.

Matter which improvement approaches followed, many tools of been created or adapted from other disciplines to facilitate to quality improvement process. Here we will describe some of the most common ones used in quality improvement applications.

A. The TQ tools are used extensively to gather and analyze data.

Seven simple statistically-based tools are used extensively together analyze data. Like the seven management planning tools these tools are visual in nature and simple enough for anyone to understand. They're called the seven QC tools, which is sort of mistake because they deal primarily with improvement. The seven tools are:

Please note that there is no direct order in which they should be used. If you're going to use the seven tools start with either flowcharts or cause-and-effect – root cause analysis diagrams.

1. Flowcharts

A flowchart was a picture of a process that shows the sequence of steps performed. Flowcharts are best developed by people involved in the process, employees, supervisors, managers, and customers. Facilitators often used to provide objectivity, to ask the right questions, and to resolve conflicts. Facilitators guide discussion to question such as what happens next.

Flowcharts use the people involved in the process to understand it better. For example, employees realize how they fit into a process, that is, who their suppliers and customers are. By helping the develop the flowchart, workers begin to feel a sense of ownership in the process and want to work on improving it.

With the flowchart is constructed, can be used to identify quality problems as well as areas for improvement. Well how do you do that? You use a cause-and-effect or root cause analysis tool.

2. Cause-and-effect diagram – Root Cause Analysis

The most useful tool for identifying the causes of problems is a cause-and-effect diagram, also known as Fishbone or Ishikawa diagram. A cause-and-effect diagrams simply graphical representation of an outline to present a chain of causes and effects.

The horizontal line is the problem to be addressed. There are two ways of doing this.

The first way is to connect the bones of the fish there with them horizontal box disc having the problem and then people identify the major contributors to the problem. And then people further take the major contributors and break them down into smaller reasons on the bones of the fish.

The second way to separate cause analysis. You'll start with E, P and the 4 M’s. Equipment, people, measurement, machines, methods, and materials. These are the root causes of your problem.

3. Check sheets

These tools aid in data collection. When designing a process to collect data, one must first ask basic questions:

What questions were trying to answer?

Whatever the data we need?

Quickly find the data? Who can provide the data? Check sheets or data collection form to facilitate interpretation of data. Quality related data are two general types attribute data and variable data.

Attribute data obtained by counting or from some type of visual inspection. The number of invoices that contain errors number parts to conform to specifications number of surface defects on automobile panel are attributes.

Variable data are collected by numerical measurements on a continuous scale.

When people think of check sheets they think of a clip board and a piece of paper to fill out. Well the world is moved on. A better way to do it would be using tablets like iPad or some similar type of manufacturer. Putting the check sheet on the iPad or other tablets and have people fill the check sheet out on them. Then you can electronically collect all the data for easier analysis.

Case in point is we have a service contract for air conditioner with Sears. The air conditioner started acting strangely call Sears up. When the two servicemen came, the first thing one of them did was to pull out a small laptop computer. Call up our service report. And there's a check sheet of things to look for the service personnel to do. They just went down the line to check sheet and fixed air conditioner.

After they were done, they asked us to take a survey out small laptop to estimate as to how they did on service call.

4. Histograms

Variation in process always existed generally displays a pattern that can be captured in histogram. If you don't know a histogram is you need to take my class in statistics or how to use Excel. Histograms are graphical representation of the variation in the set of data. It shows the frequency or number of observations of a particular value within the specified group.

In the beginning, people used paper check sheets to make up histograms. Now we use data collection and send it right your computers let Excel or other type of statistical packages do the work force to make up the pictures.

5. Pareto diagram

The Pareto diagram was invented by Joseph Juran. He looked at the work of an Italian economist, Pareto, who discovered that in the 1890’s 80% of the wealth was held by 20% of the people. Juran use this analysis to prioritize types of resources and problems. This analysis separates the vital few from the trivial many provides help in selecting direction for improvement. Is often used to analyze the attribute data collected check sheets. In the Pareto distribution, the characteristics or order from largest frequency the smaller. A prayer diagrams histogram at the stages of data.

A frequency curve (my class in Excel or statistics) usually derived into a histogram. That shows were the first 80% of the problems are caused by.

6. Scatter diagram – Conclusions

Scatter diagrams illustrate relationships between hypothesized causes and effects. Typically these are obtained from cause-and-effect diagrams.

A general trend of the points going up to the right indicate a positive correlation if the trend is down to the right is the negative correlation.

Be careful using them, you don't want to have false conclusions as this graph shows you.

E. We need to use Statistical Thinking.

Statistical thinking is at the heart of the Deming philosophy and is the basis for good management. Statistical thinking is a philosophy of learning and action based upon the principles staff:

All work occurs in the system of interconnected processes.

Variation exists in all processes.

Understanding and reducing variation are keys to success.

Control charts

1. A company is made up of various processes

By viewing work as a process, we can apply management by fact and various quality tools to establish consistent, predictable processes, study them, and improve them. When managers make decisions in isolation, they often fail to see chains of events that might occur throughout the company because of their decisions. A typical example is designing a product without consideration of the capability of processes to manufacture it or the support system required to service it in the field.

2. Measurement of process variation is crucial

Recognizing and understanding variation is the essence of statistical thinking. Some the operational problems created by variation include:

Variation increases unpredictability.

Variation reduces capacity utilization.

Variation contributes to a bull whip effect.

Variation makes it difficult to find root causes

Variation makes it difficult to detect potential problems early.

3. Why Statistics have not succeeded.

Although variation exists everywhere many business decisions do not often account for. How often do managers make decisions based on single data point or two same trends we don't exist or manipulate financial figures it's control area like a broad and sustained use of statistical thinking in many organizations is due to two reasons. First statisticians historically have functioned as problem solvers and manufacturing research and development and thereby focused on individual clients rather than the organization. Second statistician to focus primarily on technical aspects of statistics rather than emphasizing a focus on process variation that will lead to bottom-line results. SPC Chart and Business Group.

F. Statistical Process Control is the way to go.

Statistical process control is a methodology for monitoring the process to identify special causes of variation and signaling the need to take corrective action when appropriate. As such, it provides a rational basis for applying statistical thinking to controlling processes. When special causes our present the process is deemed to be out of control. If the variation in the processes due to common cause alone, the process is said to be in statistical control. Basically, statistical control means that both the process average and variation are constant over time.

Statistical process controls a proven technique for improving quality and productivity. Many customers require suppliers provide evidence of statistical process control. Thus statistical process control provides a means by which a firm may demonstrates quality capability, actively necessary for survival today's highly competitive markets.

What I was statistical process control coordinator for an international chemical company I used to prepare Statistical Quality Control Charts for customers. What I would do is take a year's production of unique lots of chemicals and prepare a control chart based upon the attributes of the chemicals: concentration, unreacted material, salt, water, and alcohol content. This gave us a competitive advantage.

1. How SPC Started.

Walter Shewart, at Western electric, was the first to distinguish between common causes and special causes and process variation. He developed the control chart to identify the effects of special causes.

The legend of how he discovered control charts is that he was given the task of trying to figure out what size helmets Air Force pilots needed. So he went out and took the head measurements of roughly 1000 pilots. There he was surprised to see that the head size form the normal distribution. From there he came up with the idea of the control chart and special in common causes of variation.

2. Parts of a Control Chart.

You need at least 30 points to start a control chart. Once you have a 30 points you measure the process average and the standard deviation for those 30 points. The upper control limits is the average +3 standard deviations. The lower control limit is the average -3 standard deviations from the average.

The points also have different pattern rules which I won't go over right now. Any time a point goes outside the control of it is a special cause variation and the process owner should try to figure out what caused it.

If someone wanted to decrease the standard deviation of process to deep crease variability that is a common cause of variation and is up to management to make the change. Because this will involve a process change so as to reduce the variation.

3. Expect resistance to Change

G. Benchmarking is a search for best practices that will lead to superior performance.

Benchmarking helps a company realize strengths and weaknesses of those of other leading organizations and incorporated best practices into its own operations. The term best practices refer to approaches that produce exceptional results, it are usually innovative in terms of the use of technology or human resources, and are recognized by customers or industry experts. Benchmarking company discovers of strengths and weaknesses and those of other industry leaders, and learns how to incorporate the best practices into its operations.

Modern benchmarking was initiated by Xerox, an eventual winner of the Baldrige award. It studied its direct competitors and found his weaknesses and some strength.

1. There are two types of benchmarking: competitive and generic.

Competitive benchmarking usually focuses on the products in manufacturing the company's competitors. Generic benchmarking it I was processes or business functions against the bus companies, regardless of their industry. Some people study Domino's pizza for is delivered practices.

In order to be effective, benchmarking must be applied to all facets of the business. Companies encourage their employees to ask line people what was the best person in my own field, use some of the technologies to improve mild performance.

2. The benchmarking process can be described as follows

i. Determine which functions the benchmark. They should have a significant impact on business performance and key dimensions of competitiveness. If fast responses important dimension of of competitive advantage, the and processes that must be benchmark would include order processing, purchasing, production planning, and production distribution.

ii. Identify key performance indicators to measure. These should have a direct link to customer needs and expectations.

iii. Identify the best in class companies. For specific business functions, benchmarking like be limited to the same industry; a banking one state might benchmark check processing operations of the bank in another state. For general business functions, it is best to look outside one's own industry; University financial aid office by benchmark banks loan operation. Selecting companies acquire knowledge of which firms are superior performers the key areas you're looking for. Such information could be obtained from published reports, and articles, industry experts, trade magazines, and professional associations.

iv. Measure the performance of the best in class companies and compare the results to your own performance. Such information might be found in published sources or might require site visits and in-depth interviews.

v. Define and take actions to meet or exceed the best performance. This usually requires changing organizational systems. Simply trying to emulate the best is like shooting at a moving target and one company’s corporate culture might not fit into yours.

3. Benchmarking is a search for best practices in any company in any industry.

Example benchmarking, way concrete company could not find any company that was measuring on-time delivery. The top company is Domino's pizza, worldwide leader in on-time delivery. The pizza was perishable and so was the driving route. So the company acquired new ideas for measuring improving is processes.

By observing how a NASCAR pit crew worked, General Mills was able to cut the time it took workers to changing production line from one Betty Crocker product to another from 4.5 hours to 12 min.

H. Reengineering is focused on breakthrough improvement.

Reengineering is focused on breakthrough improvements to dramatically improve the quality and speed of work and to reduce its cost by fundamentally changing the processes by which work gets done.

1. Reengineering involves asking basic questions about business processes:

Some questions they ask for reengineering are:

Why do we do it? Why is it done this way? Such questions often cover obsolete, erroneous, or inappropriate assumptions. Reengineering is often used when improvements needed are so great that incremental changes to operations like at the job done. Major improvements call for process design by reengineering.

2. The results of Reengineering can be dramatic.

An example is IBM credit Corporation. They cut the process of financing IBM computers and other products from seven days to four hours by rethinking the process. Originally, the process was designed to handle difficult applications required for highly trained specialist in a series of handoffs. The actual work took only 1.5 hours; the rest the time was spent transferring information. By questioning the assumption every application was unique and difficult to process, IBM was able to replace the specials by single individuals supported by user-friendly computer system to provide access to all the data.

3. The irony of reengineering is:

Once a new processes in place, people often feel that the way of thinking or operating so much better, they should have thought of in a long time ago. Another, reaction is "why did we ever do it like that in the first place?" The answer is often "that's the way we've always done it."

I. Mistake proofing (Poka-Yoke) is necessary for processes, goods and services.

Poka-Yoke is an approach for mistake proofing processes using automatic devices or methods to avoid simple human error. This concept was involved refined by a Japanese manufacturing engineer who developed the Toyota production system. The idea is to avoid repetitive tasks or actions of dependent vigilance or memory order to free workers time and the mind to pursue more creative value added activities.

Poka-Yoke is focused on two aspects: prediction, or recognizing the defect is about to occur and providing warning; and detection recognizing the defect has occurred stopping the process. Many applications are deceptively simple, yet creative. Some examples are:

1. Production Examples are:

Many machines have limits which is connected to warning lights that tell the operator when parts are positioned improperly on the machine.

A device on a drill counts the number of holes drilled in a work piece; a buzzer sounds if the work piece is removed before the correct number of holes has been drilled.

2. Consumer goods examples are:

A friend of mine has a van. When he puts the van in reverse the smart screen on the dashboard turns on it rearview camera circuits he can see what is behind the van. If anything is behind the van, it sets off a buzzer in the front of the van to alert him of the danger.

Another example is the warning lights and pressure gauges on the car dashboard.

3. Service Examples are:

Password e-mail addresses are often required to be entered twice for verification.

Orders for critical aircraft parts use prefilled form should only allow the court rocked part to be placed in them, ensuring that the correct parts are shipped.

Some preventative measures for services are:

i. task errors include doing work incorrectly, the wrong order, or too slowly, as well as doing work not requested. Some examples of devices for task errors are computer prompts, color-coded cash register keys, and measuring tool such as McDonald's French fry scoop and signaling devices.

ii. Treatment errors arise in the contact between the server and the customer, such as lack of courteous behavior and failure to acknowledge, listen, react appropriately to customer. Training comes here.

iii. Tangible errors are those in physical elements of the service, such as unclean facilities dirty uniforms, inappropriate temperature, and document errors.

iv. Customer errors in preparation arise when customers are not being necessary specific in what they want, or do not understand the role service transaction, to engage the correct service.

v. Customer errors involving a mistake because of inattention, misunderstanding, or simply a memory lapse," failures to the steps in the process. Some examples are pull down bars in amusement rides. The bars automatically go down. Airplane lavatory doors must be locked to turn on the lights.

vi. The customer errors at the resolution stage of the service encounter include failure to signal service inadequacies, learn from experience, just expectations, execute appropriate both of our actions. Hotels might enclose a small certificate to encourage guest to provide feedback.

J. Pick Chart

The Pick Chart assist in deciding or prioritizing which options or ideas should be implemented based on ease of implementation and the benefit of implementation.

The picture was originally developed by Lockheed Martin as a visual tool for writing and organizing multiple potential operations with the process improvement project. The picture assist in deciding or prior to rising which options or ideas should be implemented based on ease of implementation and the benefit of implementation.

1. Low benefit easy to implement: possible.

2. I benefit easy to implement: implement.

3. I benefit hard to implement: challenge.

4. Low benefit, hard to implement: kill.

Boston Consulting Group Zoo Matrix

K. SCAMPER

The scamper technique is a process improvement tool used to assist quality improvement teams with improving existing processes or creating new ones. It's a brainstorming technique.

Substitute: this element focuses on determining if sections or parts of her processor servers can be replaced with another.

Combine: the Solomon examines the possibility of merging two or more areas of the process or service into a single more efficient one.

Adapt: this over investigative changes or revisions can be implemented to an area within the process or service to improve the entire process or service.

Modified: this only refers to major changes to the entire processor servers to provide improvements.

Put to her use: this only shows the possibility of a current process to improve another processor service

Eliminate: this element investigative a pro-processor servers can be eliminated to provide improvements.

Reverse: this element examines the sequence of the processor or service to identify if changing it will result in an improvement.

L. Quality Circles

The quality circles with zero employees at me periodically to identify himself quality related problems and affect the area in which the team members work. The quality circles to but we consist of 6 to 12 voluntary members from the same work area. The team members receive specialized training in problem solving, root cause analysis, statistical methods, and brainstorming techniques. The two main tasks are: first identify problems in the work area in to suggest solutions to these problems to management for decisions for implementation. As

Companies use the TQM Toolbox to improve.

We discussed some of the TQM Toolbox tools.

Now you know know what these tools are and how to use them.

Once you know the Toolbox components, you can implement them in your life and the company you work for.

This Unit will discussed some of the TQM Toolbox and how to implement them.

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