The sigma basically is the Greek name of the standard deviation method in mathematics. To understand the six sigma one should understand the value of sigma because its basic concept is based on that, every engineer who works in the industry unit should aware of the six sigma method because whole the work is carried out with that particular technique.
The top-down and bottom-up approaches are very effective types of approaches in this the orders are passed from top officials to lower level and also information is passed from lower level to higher official. If we talk about the top-down approach in this technique the higher officials take a report from the lower officials about the work and quality measures. But on the other hand, the bottom-up approach basically depends upon the information sharing from lower hierarchy to the upper hierarchy about the work done and about the quality parameters which are followed by the workers.
The main agenda of this approach is to maintain the quality of the product by co-operating with each level so that a good product is delivered. It is based in Geneva, Switzerland. Every establishment in the world whether it is a company, an industry or other firms should have to take the certification of quality assurance from the ISO. This ISO certification also works as an assurance to the customer that the product is genuine and safe to consume.
The ISO tag is there on every product. There are very hard formalities which are to be followed to get the status of ISO approved. So this ISO tag is also the sign of good quality and every industry is running to get this mark to make its product as a genuine product.
The cost of quality is the difference between the cost of the production including manufacturing, sale and other expenses and cost incurred without any defect during the production.
The main idea behind the cost of quality is to make the product cheaper and defect-free. The manager basically focuses on cost reduction and quality improvement so that there is a benefit of the customer and as well of the company. The cost to quality is a new concept and rarely used for quality control because a skillful person is required to make the charts and accounts.
Kaizen is an old Japanese technique to maintain the quality of the product, this particular technique primarily focuses on each and individual level of process and include all types of workers. WordPress Shortcode. Share Email. Top clipped slide. Download Now Download Download to read offline.
Total quality management tools and techniques Jan. Education Business Technology. Labour Law Pakistan. Introduction to tqm. Seven Basic Tools. Related Books Free with a 30 day trial from Scribd. Related Audiobooks Free with a 30 day trial from Scribd. Total quality management tools and techniques 1.
Total quality management By:- Bhushan Sabl 2. Fundamental operational goals 1. Careful design of the product or service 2. TQM implementation steps 6. TQM tools as primary area of implementation 1 customer-based 2 management-based 3 employee-based 4 supplier-based 5 process-based 6 product-based.
Tools used in implementation Customer based Management based Employee based Supplier Based Process Based Product based Customer survey Communication Empowerm ent Supplier training Just in time Bench marking Customer need analysis leadership circles Quality Supplier documentation Quality Design of improvem experiments ent Crosstraining Supplier certification Lead time reduction Concurrent engineering Bench marking Product flow analysis Quality function deployment Quality teams Brainstormi ng Nominal group technique TQM tools implementation roadmap Business measures are important to the business.
Attendance, safety, profit margins, and sales are all examples of business measures. Targets and goals could also fit into this category. Customers, whether they are internal or external, usually only care about a few things. Timeliness, accuracy, and meeting requirements are examples of customer measures.
Some kind of customer measure should be incorporated into every project. The third bucket, process measures, is the key link between a project, associated processes, and what is important to an organization. The reason projects are in existence is to improve either business measures or customer measures.
The way to improve those measures is by improving the process measures. As depicted in Exhibit 2, an excellent and straightforward approach to establish strategic metrics for a project is to do the following:. Other suggestions for project managers to consider regarding linking their metrics to what is important to the organization have to do with cost of quality metrics.
In his book Principles of Quality Costs , Jack Campanella suggests quality costs can be categorized into one of four groups: external failures, internal failures, appraisal, or prevention. Failure costs are the most expensive forms of poor quality costs for a company. If the aim of a project is to reduce failure costs such as rework, reinspection, scrap, returns, warranty claims, or refunds, those metrics should be tracked and linked to the ultimate recommendation and process changes of the project.
A very important tool under the quality planning process is design of experiments DOE. DOE is an extremely powerful tool which, unfortunately, is often overlooked or not utilized by project managers.
A DOE allows for the simultaneous testing of multiple factors or variables to determine which test factors improve results. DOE is often associated with the manufacturing environment. It is, however, a robust tool which can be utilized to improve results on just about any process in any industry including service, healthcare, finance, retail, and communications.
To be sure, an experimental design does require a certain amount of expertise and know-how to run effectively. However, any project manager should be on the lookout to when, not if, but when they can utilize this tool to verify, with data, what works and what does not work before final project recommendations and implementation. As stated in Improving Performance Through Statistical Thinking ASQ, , it is often tempting to declare success after implementing a proposed solution prior to obtaining evidence that the problem has actually been solved.
A designed experiment allows for statistical verification and validity in determining what changes truly do make a difference in the key metric of interest. The message is clear: before making changes to a process, take the time to verify, through piloting and solid statistical analysis, if improvement ideas do indeed work. DOE is one of the best tools for that very purpose. Project managers, who also have expertise in Six Sigma, perhaps as a Green Belt, have an advantage in terms of familiarity and comfort level with the DOE tool.
There are many tools associated with quality planning. Decisions must be made as to which tools and techniques are needed to advance the project. Every project, however, should be better off if the project manager takes the time to link their project to what is important to the organization, flowcharts the processes impacted by the project, establishes appropriate metrics, and utilizes powerful verification tools such as design of experiments.
The process of quality assurance is associated with continuous improvement and process analysis. Time and effort should be made by the project manager and project team to ensure the accuracy and credibility of the measurement system.
The credibility of future decisions is based on this vital quality assurance step. Process analysis is another key aspect of quality assurance. Process analysis includes the topics of root-cause analysis and value-added analysis.
Most project managers are familiar with root-cause analysis, in particular the use of a cause and effect or fishbone diagram. What is important to remember about root-cause analysis is to include the five major categories: people, methods, machines, materials, measurement system, and environment when investigating the sources of problems.
It is easy to focus the majority of improvement efforts and corrective actions on the people. After all, management decides on the methods, procedures, materials, and processes so be sure to investigate root causes in each of those categories, as well. Value-added analysis is another easily applied, yet effective, approach to continuous improvement. Exhibit 4 shows a basic swim-lane process map where each step is coded as either adding value green or not adding value red.
The rule of thumb for determining if a step adds value is if a customer would be willing to pay for that particular step. Actual processing time can be added to each process step and from there basic process efficiency calculations can be made. Usually the area of opportunity for improvement is the waiting or hold time between each step. Quality assurance is all about continuous process improvement. This includes the investigation or root-cause analysis of issues within processes as well as continual assessment of which steps in a process are adding value.
The last process under project quality management is quality control.
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