Flashcards in 1. Organization-Wide Conciderations Deck (23):
Walter A. Shewhart
-Father of modern quality control
W. Edward Deming
-Third wave of the Industrial Revolution
-14 points management structure and attitudes change
Joseph M. Juran
1. Quality Planning
2. Quality Control
3. Quality Improvement
Philip B. Crosby
-Quality as conformance to requirements
-14 steps to quality improvement
Armand V. Feigenbaum
-Total Quality Control
-3 Step to Quality:
1. Quality leadership
2. Modern quality technology
3. Organizational commitment
-Fractional factorial experiments
-Quality loss function
-Concept of Robustness
-Statistical Engineering Discipline
Some approaches to qaulity over the years
-Quality Circle (1979-1981)
-Statistical Process Control (Mid-1980s)
-ISO 9000 (1987-Present)
-Balanced Scorecard (1990-Present)
-Six Sigma (1995-Present)
-Lean Six Sigma (2002-Present)
Six Sigma Philosophy
-Use of teams that are assigned well-defined projects that have direct impact on the bottom line.
-Training in statistical thinking at all levels, and providing key people with training in advanced statistics and project management "Black Belt".
-Emphasis on the DMAIC approach to problem solving
-A management environment that supports these initiatives as a business strategy.
Six Sigma Definition
Lean Six Sigma is a fact-based, data-driven philosophy of improvement that values DEFECT PREVENTION over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time while promoting the use of work standardization and flow, thereby, creating a competitive advantage. it applies anywhere variation and waste exits, and every employee should be involved.
A systematic approach to identify and eliminating waste through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.
-Reduced Lead Time
A series of steps designed to produce products/ services. Often a diagram of flow chart.
System designed to implement a process or, more commonly, a set of processes.
-Study the current State
-Envision the ideal future state
-Plan the path
Strategic Planning and Development for Initiatives
-Porter's Five Forces
-Unintended Consequences (opportunity cost)
Michael Porter's 5 Forces that affect the success of an enterprise
1. The bargaining power of customers
2. The bargaining power of suppliers
3. The threat of new entrants
4. The threat of substitute products
5. the intensity of competitive rivalry
Process of determining which products to produce.
- Study Basic Principles involved
- Outline family of products
- List modules required for each product
- Form product matrix
- Study the matrix to determine which to build
Hoshin Kanri 方針管理
Providing tools for stating organizational objectives so strategies are deployed and aligned both horizontally and vertically.
1. Statement or organizations's goals
2. Formulation of strategies
3. Development of time-based tatics
4. Development of metrics that measures the progress
5. Assignment of accountability for strategies and tatics
6. Regular review to accesses the actual performance
7. Establishment of recovery plans, or the adjustment of strategies and tactics as necessary.
Hoshin Kanri X-matrix (Policy Deployment Matrix)
Objectives - Strategies - Tactics - Targets - Responsibility
Assign a letter to each linked activities. "A" represents the strongest support.
Expected profit = Profit x Probability
Sum total number of Positive / Negative Outcome