CONTINUOUS QUALITY IMPROVEMENT MODEL The Deming cycle: Originally developed by Walter Shewart,

but renamed in 1950s because Deming promoted it extensively.

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KAIZEN: IMPLEMENTATION Plan – Study the current system; identifying problems;

testing theories of causes; and developing solutions. Do – Plan is implemented on a trial basis. Data collected

and documented. Study – Determine whether the trial plan is working

correctly by evaluating the results. Act – Improvements are standardized and final plan is

implemented. Variation of PDSA cycle: FADE – Focus, Analyze,

Develop, Execute cycle!

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QUALITY PLANNING

A quality plan is a document, or several documents, that together specify quality standards, practices, resources, specifications, and the sequence of activities relevant to a particular product, service, project, or contract.

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PROCESS CHARTING

Graphical representation of the sequence of steps or tasks (workflow) constituting a process, from raw materials through to the finished product. It serves as a tool for examining the process in detail to identify areas of possible improvements. Also called process map.

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PURCHASE PLANNING Purchase planning is the process used by companies

to plan purchasing activity for a specific period of time. Depending on the size or complexity of the company a cycle can vary from several months, to a quarter or full fiscal year.

Planning typically takes place as a component of the budgeting process. Each year, departments are required to budget for staff, expenses, and purchases. This is the first step in the procurement planning process. Team of professionals can assist or review your procurement planning process to ensure that you are taking advantage of the tools and synergies available to enhance your planning stages.

Once the needs are established and planning is finalized the team will be able to assess opportunities to generate savings which will translate to improved cash position and bottom line results.

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PROCESS IMPROVEMENT TOOLS

Seven QC Tools

1. Flow charts2. Check sheets3. Histograms4. Pareto diagrams5. Cause-and-effect diagrams6. Scatter diagrams7. Control charts

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FLOW CHARTS Process map identifies the sequence of activities or the

flow in a process. Objectively provides a picture of the steps needed to

accomplish a task. Helps all employees understand how they fit into the

process and who are their suppliers and customers. Can also pinpoint places where quality-related

measurements should be taken. Also called process mapping and analysis. Very successfully implemented in various organizations.

e.g. Motorola reduced manufacturing time for pagers using flow charts.

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CHECK SHEETS Special types of data collection forms in which the

results may be interpreted on the form directly without additional processing.

Data sheets use simple columnar or tabular forms to record data. However, to generate useful information from raw data, further processing generally is necessary.

Additionally, including information such as specification limits makes the number of nonconforming items easily observable and provides an immediate indication of the quality of the process.

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PARETO DIAGRAMS Based on the 85-15

Pareto distribution. Helpful in identifying

the quality focus areas. Popularized by Juran. It is a histogram of the

data from the largest frequency to the smallest.

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CAUSE-EFFECT DIAGRAMS Also called fishbone diagrams (because of their shape)

or Ishikawa diagrams. Helps in identifying root causes of the quality failure.

(Helps in the diagnostic journey.)

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SCATTER DIAGRAMS Graphical components of the regression analysis. Often used to point out relationship between variables.

Statistical correlation analysis used to interpret scatter diagrams.

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RUN CHARTS AND CONTROL CHARTS Run chart: Measurement against progression of time. Control chart: Add Upper Control Limit and Lower

Control Limit to the run chart.

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