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Chapter 17 1
Stabilizing the Quality System
Chapter 17Achieving Quality Through Continual
ImprovementClaude W. Burrill / Johannes Ledolter
Published by John Wiley & Sons, Inc., 1999Prepared by Dr. Tomi Wahlström, University of Southern Colorado
Chapter 17 2
Introduction
The three stages of successful quality management are stabilization, improvement, and innovation
Process stabilization and product control are closely related topics
The same data can be used to stabilize the quality system and make it less error-prone
Chapter 17 3
Stabilizing Through Process Documentation
In addition to the basic ISO 9000 series, other ISO standards can assist in documenting processes• ISO 9000-3, which applies to software• ISO 9000-4, which applies to program
management• ISO 9004-2, which applies to service
Chapter 17 4
Work Documentation Tools
Work structure• Work structure chart (also called a work-
breakdown chart)• Organizational chart is a good example
Work function• Input-process-output diagram can be used to
document the process from a functional view Work flow (flowcharts)
• Help us understand the process
Chapter 17 5
Work Documentation Tools
Work management• Documentation should also include the
process for managing work and include procedures for:• Planning work• Controlling work including quality control• Reporting completed work
Bar charts• Can be used to portray a work schedule
Chapter 17 6
Work Documentation Tools
Network Diagrams• In the 50’s, two closely related tools evolved to
overcome the deficiencies of bar charts:• CPM (Critical Path Method)• PERT (Project Evaluation and Review Technique)
• Combination of these two evolved into network technique
• Can be used to schedule the tasks to be performed by the group of workers so that the total operation is completed in the shortest possible time
Chapter 17 7
Stabilizing Through Standards
Standards are requirements for products and processes
The purpose of a standard is to reduce the variability of products and processes
Standards must be managed• A viable way to manage them is to form a
standards committee that is responsible for establishing standards
Chapter 17 8
Stabilizing Process Operation
In addition to having a well-documented process for accomplishing work, it is necessary to assure that work is carried out correctly
Necessary instructions, information, equipment, and tools must be available
Important task of management is to provide conditions and incentives
Chapter 17 9
Stabilizing Through Quality Control
Quality control helps stabilize the process output by catching products that are faulty so that they can be scrapped or improved to meet the requirements, thereby making the output more consistent
For effective control of quality, an organization must understand how to design and operate a control system
Chapter 17 10
Stabilizing Through Quality Control
Views of evaluation and control• Viewed as a technical system, the concern
is with methods and procedures, tools and techniques, and measurement
• Viewed as a social system, the concern is with the alignment of the control system with the basic beliefs of the organization, the power structure within the organization, and the feedback between control and personnel
Chapter 17 11
Uses of Control Information
The information from product control system serves several purposes• Identifying products that don’t meet
requirements• Monitor the production process and learn if
it meets requirements or needs adjustment• Defect information is used to study cause
and effect and to improve the production process
Chapter 17 12
Social Aspects of Quality Control
Evaluation and subjectivity• Evaluation is subjective, especially in the
service industry Evaluation, politics, and special interests
• Organizational politics can influence evaluation in many ways leading to some people to conclude that evaluation is useless
• Evaluation is vulnerable to hijacking by strong interest groups
Chapter 17 13
Responsibility for Quality Control
Who owns the quality control process?• Workers? Managers? Or both?
Self-control of quality• Juran and Gryna pointed out that this is
possible only if• People know what they are supposed to do• They know what they actually do• They are empowered to take corrective actions
• Operator vs. management controllable defect
Chapter 17 14
Responsibility for Quality Control
Joint control• Product checked by both self-control
and by inspectors Team control
• product control assigned to one team of workers
Chapter 17 15
Establishing a Quality Control System
Social steps• Difficult part of establishing a quality control
system is dealing with people• Building a control system is people-
intensive Technical steps
• Determine requirements for the control system
• Create the control system
Chapter 17 16
Stabilizing Through Process Evaluation
Process evaluation is an ongoing effort• It helps us determine if a process is stable
Process evaluation is an essential prerequisite to process stabilization and improvement• If you don’t know where you are, it is very
difficult to get to where you want to be
Chapter 17 17
Surveys
Survey is a study of a process or product, usually conducted by asking people a series of questions
Surveys are conducted in two ways• Census• Sample survey
Surveys can be afflicted with many problems
Chapter 17 18
Quality Reviews
Quality review is a formal study done to assess the status of a quality system within an organizational unit• It generally has these characteristics:
• Authorized• Formal• Scheduled• Purpose• Objective
Chapter 17 19
Process Reviews
Process review is a review of the quality status of a process authorized by the process owner
The review is conducted to identify problems and establish a baseline from which improvement objectives can be established and improvements measured
Chapter 17 20
Questions?
Chapter 17 21
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