Management Methods (Pt II) Flashcards
Manage manage numbers
What are the management methods?
- Deming cycle (PDCA/PDSA cycle)
- Deming’s 14 points
- Quality circle
- Just-in-time (JiT)
- 8-D Problem System (8 Discipline)
- DMAIC problem solving
- Robust design (off-line quality control)
- Mistake proofing (Poka Yoke)
- Design of experiments (DoE)
- Kano Model (Quality Function Deployment / QFD)
- Kaizen (improvement)
- Mystery shopping
- Contingency plan
- Department purpose analysis (DPA)
- Program evaluation and review technique (PERT)
- Employee empowerment (teamwork)
- Total productive maintenance
- Zero defects
Describe the Deming Cycle (PDCA/PDSA Cycle)
Plan, Do, Check/Study, Act
A sequential, revolving method for continuous improvement.
PLAN
- Identify the improvement
- Analyze the process
- Develop the optimal solution
DO
4. Implement the solution
CHECK/STUDY
5. Check the implementation of the solution
ACT
- Standardize the solution
- Plan for the future
https://asq.org/quality-resources/pdca-cycle
What are Deming’s 14 points?
- Create constancy of purpose for improvement
- Adopt the new philosophy
- Cease dependence on inspection to improve quality
- Build long term relationships/don’t award business on price alone. Total cost is minimized by working with one supplier.
- Improve constantly every process for planning, production, and service.
- Institute training on the job
- Adopt and institute leadership
- Drive out fear, so that everyone may work effectively for the company
- Break down barriers between staff areas and departments
- Eliminate exhortations, slogans, and targets for the workforce
- Eliminate arbitrary numerical targets/Eliminate numerical quotas for the workforce and numerical goals for management.
- Remove barriers and permit pride of workmanship
- Institute program for education, retraining and self-improvement
- Take action and put everybody in the company to work on the transformation
https://asq.org/about-asq/honorary-members/deming
Describe a quality circle
A quality circle is a volunteer group composed of workers, usually under the leadership of their supervisor, who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the
organization, and motivate and enrich the work of employees.
https://en.wikipedia.org/wiki/Quality_circle
Describe just in time (JiT)
A set of activities designed to achieve high-volume production using minimal inventories and eliminating waste in the production effort.
- The just-in-time (JIT) inventory system is a management strategy that minimizes inventory and increases efficiency.
- Just-in-time (JIT) manufacturing is also known as the Toyota Production System (TPS) because the car manufacturer Toyota adopted the system in the 1970s.
- Kanban is a scheduling system often used in conjunction with JIT to avoid overcapacity of work in process.
- The success of the JIT production process relies on steady production, high-quality workmanship, no machine breakdowns, and reliable suppliers.
https://www.investopedia.com/terms/j/jit.asp
Describe the 8-D Problem System
8 Disciplines Problem Solving
Eight Disciplines Problem Solving is a method used to approach and to resolve problems, typically employed by quality engineers or other professionals.
Its purpose is to identify, correct and eliminate recurring problems, and it is useful in product and process improvement. It establishes a permanent corrective action based on statistical analysis of the problem and focuses on the origin of the problem by determining its root causes.
The initial “plan” phase was added after creation of the original 8.
D0: Plan:
Plan for solving the problem and determine the prerequisites.
D1: Use a Team:
Establish a team of people with product/process knowledge.
D2: Define and describe the Problem:
Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem.
D3: Develop Interim Containment Plan, Implement and verify Interim Actions:
Define and implement containment actions to isolate the problem from any customer.
D4: Determine, Identify, and Verify Root Causes and Escape Points:
Identify all applicable causes that could explain why the problem has occurred. Also identify why the problem has not been noticed at the time it occurred. All causes shall be verified or proved, not determined by fuzzy brainstorming. One can use five whys or Ishikawa
diagrams to map causes against the effect or problem identified.
D5: Choose and Verify Permanent Corrections (PCs) for Problem/Non Conformity:
Through pre-production programs, quantitatively confirm that the selected correction will resolve the problem for the customer.
D6: Implement and Validate Corrective Actions:
Define and implement the best corrective actions.
D7: Take Preventive Measures:
Modify the management systems, operation systems, practices, and procedures to prevent recurrence of this and all similar problems.
D8: Congratulate Your Team:
Recognize the collective efforts of the team. The team needs to be formally thanked by the organization.
Describe DMAIC problem solving
Part of the six sigma process.
DMAIC is a data-driven quality strategy used to improve processes.
- Define the problem, improvement activity, opportunity for improvement, the project goals, and customer (internal and external) requirements.
- Project charter to define the focus, scope, direction, and motivation for the improvement team
- Voice of the customer to understand feedback from current and future customers indicating offerings that satisfy, delight, and dissatisfy them
- Value stream map to provide an overview of an entire process, starting and finishing at the customer, and analyzing what is required to meet customer needs - Measure process performance.
- Process map for recording the activities performed as part of a process
- Capability analysis to assess the ability of a process to meet specifications
- Pareto chart to analyze the frequency of problems or causes - Analyze the process to determine root causes of variation, poor performance (defects).
- Root cause analysis (RCA) to uncover causes
- Failure mode and effects analysis (FMEA) for identifying possible product, service, and process failures
- Multi-vari chart to detect different types of variation within a process - Improve process performance by addressing and eliminating the root causes.
- Design of experiments (DOE) to solve problems from complex processes or systems where there are many factors influencing the outcome and where it is impossible to isolate one factor or variable from the others
- Kaizen event to introduce rapid change by focusing on a narrow project and using the ideas and motivation of the people who do the work - Control the improved process and future process performance.
- Control plan to document what is needed to keep an improved process at its current level
- Statistical process control (SPC) for monitoring process behavior
- 5S to create a workplace suited for visual control
- Mistake proofing (poka-yoke) to make errors impossible or immediately detectable
https://asq.org/quality-resources/dmaic
Describe the robust design (off-line quality control) method
AKA Taguchi method
A method used to achieve defect free products even when affected by disturbances.
Defined as reducing variation in a product without eliminating the causes of the variation. In other words, making the product or process insensitive to variation. This variation (sometimes called noise) can come from a variety of factors and can be classified into three main types: internal variation, external variation, and unit to unit variation.
- Internal variation is due to deterioration such as the wear of a machine, and aging of materials.
- External variation is from factor relating to environmental conditions such as temperature, humidity and dust.
- Unit to Unit variation is variations between parts due to variations in material, processes and equipment.
Pulled from the “Design for Six Sigma” DMADV process (define, measure, analyze, design, verify).
https://www.isixsigma.com/methodology/robust-design-taguchi-method/introduction-robust-design-taguchi-method/
Define mistake proofing (Poka Yoke)
The use of any automatic device or method that either makes it impossible for an error to occur or makes the error immediately obvious once it has occurred
- Obtain or create a flowchart of the process. Review each step, thinking about where and when human errors are likely to occur.
- For each potential error, work back through the process to find its source.
- For each error, think of potential ways to make it impossible for the error to occur. Consider:
- –Elimination: eliminating the step that causes the error.
- –Replacement: replacing the step with an error-proof one.
- –Facilitation: making the correct action far easier than the error. - If you cannot make it impossible for the error to occur, think of ways to detect the error and minimize its effects. Consider inspection methods, setting functions, and regulatory functions expanded on below.
- Choose the best mistake-proofing method or device for each error. Test it, then implement it. Three kinds of inspection methods provide rapid feedback:
- –Successive inspection is done at the next step of the process by the next worker.
- –Self-inspection means workers check their own work immediately after doing it.
- –Source inspection checks, before the process step takes place, that conditions are correct. Often it’s automatic and keeps the process from proceeding until conditions are right.
Setting functions are the methods by which a process parameter or product attribute is inspected for errors:
- –The contact or physical method checks a physical characteristic such as diameter or temperature, often using a sensor.
- –The motion-step or sequencing method checks the process sequence to make sure steps are done in order.
- –The fixed-value or grouping and counting method counts repetitions or parts, or it weighs an item to ensure completeness.
- –A fourth setting function is sometimes added: information enhancement. This makes sure information is available and perceivable when and where required.
Regulatory functions are signals that alert the workers that an error has occurred:
- –Warning functions are bells, buzzers, lights, and other sensory signals. Consider using color-coding, shapes, symbols, and distinctive sounds.
- –Control functions prevent the process from proceeding until the error is corrected (if the error has already taken place) or conditions are correct (if the inspection was a source inspection and the error has not yet occurred).
Taking steps to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
Adopted by Shigeo Shingo as part of the Toyota Production System.
- Contact type
Testing shapes, size or physical attributes to detect errors. - Fixed-value type
Alerting operator if a certain number of movements are not made. - Motion-step type
Determine whether the prescribed steps of the process have been followed.
https://asq.org/quality-resources/mistake-proofing
Describe Design of Experiments (DoE)
The design of any information-gathering exercises where variation is present, whether under the full control of the experimenter or not.
When analyzing a process, experiments are often used to evaluate which process inputs have a significant impact on the process output, and what the target level of those inputs should be to achieve a desired result (output). Experiments can be designed in many different ways to collect this information. Design of Experiments (DOE) is also referred to as Designed Experiments or Experimental Design - all of the terms have the same meaning.
Powerful Designed Experiments/Improvement Techniques
- Screening experiments
A screening design of experiment (DOE) is a specific type of a fractional factorial DOE. A screening design is a resolution III design, which minimizes the number of runs required in an experiment. A screening DOE is practical when you can assume that all factors are known, and are included, as appropriate, in the experimental design.
- Mixture experiments This is another class of response surface designs where the components are not just levels of factors but a special set where the x1, x2, ... are coded and are the components of the mixture such that the sum of the xi = 1. So, these make up the proportions of the mixture.
- Response surface analysis
The objective of Response Surface Methods (RSM) is optimization, finding the best set of factor levels to achieve some goal.
Methodologies that help the experimenter reach the goal of optimum response are referred to as response surface methods. These methods are exclusively used to examine the “surface,” or the relationship between the response and the factors affecting the response. Regression models are used for the analysis of the response, as the focus now is on the nature of the relationship between the response and the factors, rather than identification of the important factors. - Full factorial experiments
A common experimental design is one with all input factors set at two levels each. These levels are calledhigh' andlow’ or+1' and-1’, respectively. A design with all possible high/low combinations of all the input factors is called a full factorial design in two levels.
If there are k factors, each at 2 levels, a full factorial design has 2k runs.
A full factorial designed experiment consists of all possible combinations of levels for all factors. - Evolutionary Operations (EVOP)
The purpose of the evolutionary operations methodology (EVOP) is to improve a process through systematic changes in the operating conditions of a given set of factors. An experimental design is established and conducted through a series of phases and cycles. The effects are tested for statistical significance against experimental error when such error can be calculated. When a factor is found to be significant, the operating conditions for that factor are reset and the experiment conducted again. This process continues until no further gain is achieved. Hence, the concept of an evolution is established. - Fractional factorial experiments
In statistics, fractional factorial designs are experimental designs consisting of a carefully chosen subset (fraction) of the experimental runs of a full factorial design [1]. The subset is chosen so as to exploit the sparsity-of-effects principle to expose information about the most important features of the problem studied, while using a fraction of the effort of a full factorial design in terms of experimental runs and resources. In other words, it makes use of the fact that many experiments in full factorial design are often redundant, giving little or no new information about the system.
https: //www.moresteam.com/toolbox/design-of-experiments.cfm
https: //newonlinecourses.science.psu.edu/stat503/node/79/
Describe the Kano Model (Quality Function Deployment/QFD)
A theory of product development and customer satisfaction developed by Noriaki Kano which classifies customer preferences into categories.
Cartesian Coordinates (X,Y Chart) X = Requirements Y = Satisfaction
Satisfiers (y = 1, diagonal line bottom left to top right)
The factors that increase customer satisfaction if delivered but do not cause dissatisfaction if they are
not delivered.
Dissatisfiers (bottom right curve or right and down of satisfiers)
The minimum requirements which will cause dissatisfaction if they are not fulfilled.
Delighters (top left or up and left from satisfiers)
Delighters are not expected and excite customers
because they exceed their expectations.
Define kaizen
A Japanese term meaning “improvement“ or “change for the better“. This concept focuses upon continuous improvement of all company’s processes.
Includes: Customer orientation Total Quality Control/Six Sigma Robotics Quality Circles Suggestion system Automation Discipline in the workplace Total Productive Maintenance (TPM) Kanban Quality Improvement Just –in-Time (JIT) Zero defects Small-group activities Cooperative labor-management relations Productivity improvement New-product development
Define mystery shopping
A technique used to measure the quality of products and services and to gather information about key processes.
- Define strategic objectives and purpose
- Set measurable standards
- Hire & train mystery shopper. Collect information/evaluation
- Analyse gathered information and gaps in the service delivery.
- Assess report results and develop action plan with new targets.
- Implementation & coaching
- Measure target achievement /repeat shopping experience
Describe a contingency plan
A plan devised for a specific situation to take into account all possible problems before they arise.
Boxes from left to right
- Assess your situation
What processes or steps are most at risk? List in logical sequence. - Analyze risks
Which risk is high, medium or low? Identify the most critical risks. - Create preventative action plan
What can you do to reduce the likelihood and impact of each risk happening? - Decide when to activate your plan
When do you have to take action to implement your strategy? What can you do now to avoid problems? - Share your plan
Communicate your strategy to responsible team members. - Test your plan
Review your strategy and treat your plan as an evolving process.
Describe a department purpose analysis
An analysis of internal customer systems to improve quality in the department.
Boxes/arrows left to right
- Key activity statement
Key skills and roles of the department. Identify top ten
activities - Purpose and goals
Mission, strategies and group functions. Get agreement from management. - Supplier/customer review
Identify customers and suppliers. Agree requirements and measurements.
4. Time and skills analysis Collect information (Time / Resources). Identify value-adding activities.
- Action plan
Prioritize improvement methods. Implement actions and
monitor progress.
