1. Organization-Wide Conciderations Flashcards
Walter A. Shewhart
- Father of modern quality control
- Control Chart
W. Edward Deming
- Third wave of the Industrial Revolution
- Founded ASQ
- 14 points management structure and attitudes change
Joseph M. Juran
Juran Trilogy
- Quality Planning
- Quality Control
- Quality Improvement
Philip B. Crosby
- Zero defects
- Quality as conformance to requirements
- 14 steps to quality improvement
Armand V. Feigenbaum
- Total Quality Control
- Quality Cost
- 3 Step to Quality:
1. Quality leadership
2. Modern quality technology
3. Organizational commitment
Kaoru Ishikawa
- Quality Circle
- Cause-and-Effect Diagram
Genici Taguchi
- Fractional factorial experiments
- Quality loss function
- Concept of Robustness
Dorian Shainin
- Shainin Techniques
- Statistical Engineering Discipline
Some approaches to qaulity over the years
P. 10
- Quality Circle (1979-1981)
- Statistical Process Control (Mid-1980s)
- ISO 9000 (1987-Present)
- Reengineering (1996-1997)
- Benchmarking (1988-1996)
- Balanced Scorecard (1990-Present)
- Six Sigma (1995-Present)
- Lean (2000-Present)
- Lean Six Sigma (2002-Present)
Six Sigma Philosophy
P. 11
- 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
P. 13
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.
Lean
P. 12
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.
- Teamwork
- Clean
- Flow System
- Pull System
- Reduced Lead Time
Process
P. 16
A series of steps designed to produce products/ services. Often a diagram of flow chart.
Business Systems
P. 18
System designed to implement a process or, more commonly, a set of processes.
Strategic Planning
P. 19
- Study the current State
- Envision the ideal future state
- Plan the path
Strategic Planning and Development for Initiatives
P. 19
- Porter’s Five Forces
- Portfolio Analysis
- Hoshin Kanri
- Feasibility Study
- Risk Analysis
- SWOT
- PEST
- Unintended Consequences (opportunity cost)
- Contingency Planning
Michael Porter’s 5 Forces that affect the success of an enterprise
P. 19
- The bargaining power of customers
- The bargaining power of suppliers
- The threat of new entrants
- The threat of substitute products
- the intensity of competitive rivalry
Portfolio
P. 20
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.
- Statement or organizations’s goals
- Formulation of strategies
- Development of time-based tatics
- Development of metrics that measures the progress
- Assignment of accountability for strategies and tatics
- Regular review to accesses the actual performance
- Establishment of recovery plans, or the adjustment of strategies and tactics as necessary.
Hoshin Kanri X-matrix (Policy Deployment Matrix)
P. 23
Objectives - Strategies - Tactics - Targets - Responsibility
Assign a letter to each linked activities. “A” represents the strongest support.
Risk Analysis
P. 24
Expected profit = Profit x Probability
Sum total number of Positive / Negative Outcome
PEST analysis
P. 27
Political
Economic
Social
Techonogical
Contingency Planning
P. 28
- Crisis management
- Business continuity
- Asset security
Strategy:
- Use cause-and-effect diagram
- Prioritize the item
- Plan (Reaction, Continuity)
