What is Quality
Meeting the customers requirements |
Reliability
The ability of a product or service
to continue to meet the customer’s
requirements satisfactorily over a period of
time |
Importance on customer loyalty
Cost less to retain than acquire |
Longer relationship higher profitability |
Half new customers come through referrals |
Levels of Quality
System focus |
Specific project/process |
Daily work |
Old vs new Satisfaction model
Kano |
Traditional |
• Performance on the attributes of certain categories produces higher levels of satisfaction than others |
• more is better, i.e. the more you perform on each service attribute the more satisfied the customers will be |
Critical to Quality Characteristics |
• Dissatisfier – ‘Must be’s’ – Cost of Entry • Satisfier – More is better – Competitive • Delighter – Latent Need – Differentiator |
Levels of Customer Requirement
• Basic – fundamental features,
customer does not even think about
• Normal – expected features, stated
by customers
• Latent – additional features,
customers not aware they need them |
Cost of Quality
Total cost of both preventative and reparatory
- Internal failure costs – those associated with defects found at the company
- External failure costs – those associated with defects found after the customer receives the product |
Quality Tools and Areas of use
Data Collection and Analysis |
-Check sheets |
Gathering Data, no additional processing required, simple layout |
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- Scatter Diagram |
Establish association between two variables, shows strong or weak correlations |
Cause Analysis |
Ishikawa Diagram (fishbone or cause-effect diagram) |
Catergorise causes of problems or issues and identify root couse and potential outcomes |
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Pareto Diagram |
80% of problems come from 20% causes, prioritise areas for improvement and investment first |
Process Analysis |
Flowcharts |
Sequences of activities and flows of materials, pin point places where quality measurements should be taken |
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Poka - Yoke |
Prediction, recognise defect is about to occur - Detection, recognising that a defect has occured and stopping the process |
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Failure Mode Effect Analysis |
Analysing potential reliability problems in devleopment cycle where it is easier to take actions |
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Identify Potential failure modes and effects on operations to mitigate failures |
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Capture historical information for improvement |
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Cosistent use in design process |
Cost of Quality
Total cost of both preventative and reparatory
- Internal failure costs – those associated with defects found at the company
- External failure costs – those associated with defects found after the customer receives the product |
Fundamentals of FMEA
1. Define scope, functional requirements, design
parameters and process steps.
2. Identify potential failure modes
3. Potential failure effect
4. Severity
5. Potential causes
6. Occurrence
7. Current controls
8. Detection
9. Risk Priority Number (RPN)
10.Actions recommended |
4 Houses of Quality
1. Identify customer requirements
2. Identify technical requirements
3. Relate technical requirements to customer requirements
4. Consider interrelationships between technical requirements
5. Develop importance ratings
6. Conduct an evaluation of competing products and services
7. Evaluate technical requirements and develop targets |
Why would a project have risk?
Unique, complex, assumptions and constraints, people, stakeholder requirements, change, environment |
Levels of risk management
Eliminate root cause |
What leaads to it |
Eliminate risk |
prevent risk |
Reduce risk |
reduce likelihood |
React to risk |
emergency plans to react quickly |
Crisis management |
treat problems that occur from non-identified risks |
The ISO 9000:7 principles:
Customer Focus |
Leadership |
Engagement of people |
Process approach |
Improvement |
Evidence based decision making |
Relationship Management |
Advantages and disadvantages of ISO certifications
What is Six-Sigma?
“Level of process performance equivalent to producing only 3.4 defects for every 1 million opportunities or operations [DPMO]. - using sigma based process measures and striving for six-sigma |
Steps to implement six-sigma
Sigma 6 critical success factors
Factor |
Explanation |
Strategic objectives |
Champion projects |
Support teams and overcome resistance |
Quantifiable measures |
Tools and analysis |
Implement and improve project |
Metrics |
Focus on business results |
Training |
Teams and reduce waste |
Qualified process improvement experts |
Clear communication |
Set stretch objectives for improvements |
measure and recognise financial benefits |
DMAIC
Define
Measure
Analyse
Improve
Control |
What is SPC?
Statistical Process Control (SPC) is an industry-standard methodology for measuring and controlling quality during the manufacturing process. |
Cp and Cpk
Needs to be greater than 1 and approaching 2 but not too high. Cp close to 1-2 significant range correct Cpk leans to one side if not 1-2 |
A+D 9001
• Create a more efficient and effective operation • Increase customer satisfaction and retention • Improve employee awareness and involvement • Reduce waste and increases profitability • Increase profits • Enhance marketing • Promote international trade |
Disadvantages of Certification • From an Engineer’s perspective • Time consuming - lots of paperwork • Full of management jargon • High level process with limited communication from management • Lack of understanding - leading to poorly focussed efforts • Unclear quality benefits |
Human Error
Error of omission |
Operator fails to perform step |
Error of Commission |
Operator performs step incorrectly or adds additional steps |
Mistakes |
Knowledge based |
Wrong as did not assess situation |
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rule based |
wrong rule used |
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fail to come up with solution |
Slips |
right intention excuted wrong |
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capture errors |
routine behaviour incorrect in situatio ne.g. press enter when not meant to |
Lapses |
Failure to carry out action |
Errors of Omission |
Mode errors |
Right response in wrong mode |
e.g. caps lock on password |
Risk Attitudes
Risk Averse |
Risk Neutral |
Risk Seeking |
Risk Management ISO 31000
Component 1 - Principles - What risk management is aiming to achieve + how its integrated in the structure
Component 2 - Risk Management framework design implement monitor etc.
Component 3 - Risk M Process - continually monitor and review identify analyse select risk treatment |
Importance Of
Aspect |
Terminology |
Details |
Risk Assessment |
A systematic method of examining a process or system to identify potential hazards or failures |
Quantitive - risk relating to numbers - numerical measure of outcome |
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Qualitative - Personal judgement as High, Medium or Low |
Analysis |
Set of procedures allowing a qualitative or quantitative representation of risk |
Preliminary Hazard Analysis - Start of risk assessment to identify potential hazards |
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What-if - Changing factors and seeing how those chnages affect outcomes, Can use scenarios to anticipate consequences |
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HAZOP - List of Hazards, Then using process diagrams and guide words to look at potential deviations from normal operating conditions |
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Failure Mode Effect (FMEA) - Design out errors to produce reliable, safe and customer pleasing products |
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Human Reliability Analysis - Human input to risk |
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Tree Methods |
Fault tree - Potential causes of fault or failure in a system, Boolean logic TOP DOWN |
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Event Tree- Logical modelling technique to determine potential outcomes if fault occurs+ assessing probabilities BOTTOM UP |
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Cause and Effect- (Fishbone) Assit teams in catergorising the potential causes, identify root causes |
Management |
Specific measures to mitigate or diminish the risk |
Redundancy - Back up components that kick in is a component fails |
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Fault Tolerance - allows a system to continue to function in event of failure of part of system - decrease is proportional to level of failure |
What is Risk?
is the exposure to harm, danger or loss
to someone or something valued, together
with an indication of how serious the harm
could be
• Risk:
• uncertainty based on a well grounded
(quantitative) probability
• Risk = (the probability that an event will occur)
x (the consequences if it does occur) |
8 Fundamental Concepts of Excellence
• Adding Value for Customers
• Creating a Sustainable Future
• Developing Organisational Capability
• Harnessing Creativity and Innovation
• Leading with Vision, Inspiration and Integrity
• Managing with Agility
• Succeeding through the Talent of People
• Sustaining Outstanding Results |
Phase of TQM Implementation
Phase 1: Awakening |
Phase 2: Progression |
Phase 3: Under control |
Phase 4: Customer focused redesign |
Phase 5: Quality Culture |
TQM - Total Quality Management
Critical Success Factors for Achieving TQM
• Highly visible commitment of leaders
• Link to few clear, strategic goals
• Bespoke approach
• Customer focus
• Clear unambiguous communication
• Good team facilitation
• Employee empowerment |
Good QMS
Customer requirements |
Company requirements |
Confidence in ability of organisation |
Internal and external |
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Efficients utilisation of available resources |
QMS - Quality Management System
A set of business processes designed to meet the company quality policy and objectives, in order to deliver customer requirements |
• Organisational structure • Policies • Procedures • Processes • Resources |
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