Quality Management Techniques Flashcards
What Quality Management Techniques are there?
- Problems and countermeasures
- Lean Techniques
- Plan-Do-Check-Act Cycles
- Root Cause Problem Solving
- SWOT & PESTLE
- Brainstorming
- Cause & Effect Fishbone
- 5 Whys
- Delphi Method
- SIPOC Map
- Spring Boarding
- Edward de Bono’s 6 thinking hats
- Priority Matrix
- Multi-Voting
- Creating an Action Plan
- Visual Management
- Quality Cost Delivery
- Standard Operating Procedures
What is Problems and Countermeasures (P&Cs)?
A problem is something that presents itself as a barrier to the organisation. Problems can be defined as:
- A deviation from standard
- A doubtful or difficult task
- Something that is hard to understand
- A Service Legal Agreement not met
- Increased customer complaints
- Decrease in quality of work
Problems may arise from:
- Customer complaints
- Internal audit
- Coaching sessions
- Team observations
- Quality control metrics
Problems and Countermeasures (P&Cs) aim to ensure that problems and issues which impact the organisation are suitably identified, understood and managed consistently.
What Lean techniques are there for quality management?
Lean defines a problem as a gap to a standard. (A discrepancy between the way things should be running and the way that they are).
Standards are clear descriptions of good working conditions, which enable gaps to be immediately identified and therefore addressed.
The ‘problem’ column should be a concise statement of what the actual problem is, quantifying where possible the size and impact of the problem and how it affects customers. Countermeasure(s) is the action(s) that are needed to solve the original problem.
What is a Plan-Do-Check-Act (PDCA) Cycle?
Plan: plan a change aimed at improvement
Do: carry out the change, preferably in a pilot or on a small scale
Check: check to see if the desired result was achieved or if anything went wrong and what was learned
Act: adopt the change if the result was achieved. If the results are not as desired, repeat the cycle using knowledge accumulated from previous cycle
What is Root Cause Problem Solving (RCPS)?
What is SWOT?
SWOT analysis helps to focus on key issues and considerations and is a good way to weigh up the pros and cons of a situation. It is also a good method of identifying areas requiring action:
Strengths, Weaknesses, Opportunities, Threats.
What is the Cause and Effect Tool – Fishbone Diagrams?
A fishbone diagram is a tool used to identify the potential causes of a problem. The process starts by writing the problem at the ‘head’ of the fish (the effect), then identify the major cause categories (‘bones’). Typical categories may include:
- Equipment
- Method/process
- Environment
- Management
- Materials
- People
Categories should be selected to fit the problem.
What are the 5 Whys?
The 5 whys process starts with one person from the team stating the issue and the other team members will ask ‘why’? and hear the answer, then repeat the question ‘why’? as often as it takes to get to the root cause of the problem. (It normally only takes 5 times to ask why).
The issue raised at the starting point is often very broad/a wide ranging problem. Often it becomes apparent that is really a symptom of the real problem.
What is The Delphi Method?
The Delphi method involves each team member independently and anonymously writing down their suggestions of the ways in which to tackle the issue. Ideas are then collated and typed up and distributed to the rest of the team individually for consideration.
The team subsequently meets and each person gives their thoughts on each of the suggestions. The team seeks to reach consensus on the solution or suggestion which they most favour.
What is a Cross Functional (Swim-Lane) Process Map?
Swim-lane is a type of process map that shows the flow/s of work across several departments, teams or people. It helps the team see and understand interactions between the departments/teams or people involved in the overall process. The process has a number of stages:
- Identify each of the main steps of the process
- Arrange the steps from left to right, using standard flowchart shapes
- Rearrange (keeping the same linear order) to the relevant ‘lane’ to show the steps completed by which function/person
What is a SIPOC Map?
Suppliers, Inputs, Process, Outputs, Customers
A SIPOC map is useful to discuss the ‘big picture’ with the sponsor/participants at the start of a planning process. It also ensures customer focus. It breaks down the components of the process and can be used to prioritise areas for improvement. It has a number of steps:
- Check the process is as it should be – if not, record the differences
- Identify the suppliers to the process
- List key inputs and classify as ‘controllable’ or not
- Identify outputs (what the process produces)
- Identify customers (there may be several categories)
What is Spring Boarding?
Spring boarding is a silent brainstorming technique designed to generate a large number of ideas and find useful connections between them.The process starts with a blank grid and a copy is given to each member of the team. Each person writes down three ideas to solve the given problem. The next person reads what has been written and expands on each idea. The sheet is passed on until all people have input.
Each person builds (spring boards) from what has previously been written by others.
What is Edward De Bono’s Six Thinking Hats?
- Black - Negative
- Green - Creative
- Red - Intuitive
- White - Objective
- Yellow - Positive
- Blue - Process Control
What is a Priority Matrix?
This tool determines the priority of a number of options so that those deemed the highest can be progressed first. It is based on the simplicity of the issue or ease of implementation and the size of the impact.
What is Multi-Voting?
Multi-voting is a quick fire technique that can help a team prioritise a large number of options.
Each member of the team votes for as many items as they wish, the votes can be recorded with ticks, sticky notes etc. Any item receiving at least half the number of votes as there are members in the team, goes through to the next round.
In the next round, team members only have 2 votes. Continue until the list of items is a manageable size.
Alternatively, each member of the team is allocated 3 votes and the highest scoring items are taken forward. (The team decided how many items are taken forward).
