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Continuous Improvement Check Do Act Plan Time Quality level Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
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Continuous ImprovementContinuous
Improvement
Check Do
Act Plan
Time
Qua
lity
leve
l
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Lead a Plan-Do-Check-Act (PDCA) process improvement initiative.
Use quality tools for analysis and problem solving.
Compare and contrast the corporate programs for quality improvement.
Learning Objectives
Foundations of Continuous Improvement - Customer Satisfaction
- Management by Facts- Respect for People
Plan-Do-Check-Act (PDCA) Cycle
Problem Solving (10 steps)
Quality and Productivity Improvement Process
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Check Sheet
Month Lost Departure Mechanical Overbooked Other Luggage Delay January 1 2 3 3 1 February 3 3 0 1 0 March 2 5 3 2 3 April 5 4 4 0 2 May 4 7 2 3 0 June 3 8 1 1 1 July 6 6 3 0 2 August 7 9 0 3 0 September 4 7 3 0 2 October 3 11 2 3 0 November 2 10 1 0 0 December 4 12 2 0 1
Total 44 84 24 16 12
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Run Chart
0
2
4
6
8
10
12
14
1 2 3 4 5 6 7 8 9 10 11 12
Months
De
pa
rtu
re D
ela
ys
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Histogram of Lost Luggage
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4 5 6 7
Occurrences per Month
Fre
qu
en
cy
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Pareto Chart of Problems
0102030405060708090
DepartureDelay
LostLuggage
Mech. Over-booked
Other
Number of Problems
8-11
Pareto Analysis of Flight Departure Delay Causes
Cause Percentage of Incidents
Cumulative Percentage
Late passengers 53.3 53.3
Waiting for pushback 15.0 68.3
Waiting for fuel 11.3 79.6
Late weight and balance sheet
8.7 88.3
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Flowchart at Departure GatePassengerArrives at
Gate
Wait for row call
Proper
BoardingPass
Directed toAppropriat
eGate
OversizeCarry-on
CheckLuggage
PassengerBoards Aircraft
Yes
Yes
No
No
8-14
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Cause-and-Effect Chart for Flight Departure Delay (Fishbone Chart)
8-16
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
Scatter Diagram
0
2
4
6
8
10
12
0 1 2 3 4 5 6 7
Late Passengers
De
pa
rtu
re D
ela
ys
Quality Tools
Check SheetRun ChartHistogramPareto ChartFlowchartCause-and-Effect DiagramScatter DiagramControl Chart
60
70
80
90
100
Per
cen
tag
e o
f fl
igh
ts o
n
tim
e
expected
Lower Control Limit
1998 1999
n
pppUCL
1(3
n
pppLCL
1(3
Control Chart of Departure Delays
Marriott Personnel Programs
Zero Defects (Crosby)
Deming’s 14 Point Program
Malcolm Baldrige Quality Award
ISO 9000
Six-Sigma
Corporate Programs for Quality Improvement
Six Sigma DMAIC Process Steps
Step Definition
Define Define project objectives, internal and external customers
Measure Measure current level of performance
Analyze Determine causes of current problems
Improve Identify how the process can be improved to eliminate the problems
Control Develop mechanisms for controlling the improved process
8-22
The Seven-Step Method (SSM)
Step 1: Define the project
Step 2: Study the current situation
Step 3: Analyze the potential causes
Step 4: Implement a solution
Step 5: Check the results
Step 6: Standardize the improvement
Step 7: Establish future plans
