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ESSENTIALS OFQUALITY MANAGEMENT

PN. NORKISME ZAINALABIDIN019 620 8585

no!"#$%&'!$.%('.$)

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& )

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Anything that does not add value to aprocess and that a customer would not

want to pay for; if given a choice

*+AT IS *ASTE,

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3.Motion Excess

1. Transportation Excess

2.Inventory Excess

4. Waiting 5. Over-production

6. Over-processing

.!e"ects- #e$ects% #e&or'

(. )nused E*p+oyee ,reativity 'i++s

3

8 *ASTES T+AT +IDDEN INPRODU-TPRO-ESSPEOPLE

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Definition

Any information, or materialmovement that does not directlyadd value to a product orservice

Characteristics Comple computer trac!ing

system Critical process steps not

documented "tra floor space

TRANSPORTATION *ASTE.

Causes

#ac! of communication #ac! of procedure documentation $nconsistent schedule

"amples %ransporting material &etween sites

'ovement of paper &etween peopleor department

(ending samples for measurementor approval)

*andling material more than once,unnecessary moving or handling ofmaterial

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- + -

Definition

Any supply in ecess of customerreuirements necessary forproduct or services

Characteristics

%oo many forms or paper %oo many copies "tra space for storage

Causes

'anagement decision $ncapa&le processes $naccurate information flow

"amples nnecessary raw materials, wor! in

process ./$0, finished stoc!s, euipment parts

"lectronics, paper archivesreports 'ultiple receipt of same email

%wo forms used with sameinformation

"cess /$0 or office supplies 0hysical or email in&o and out&o)

IN/ENTORY *ASTE

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Definition

Any movement of people or toolsthat do not add value to theproduct or services

Characteristics

#oo!ing to find information,supplies or euipment

%oo much search or wal! time 'ultiple trips to filing rooms or

copy center)

Causes

#ayout not planned &ut evolves #ac! of adeuate information or

service euipment #ac! of wor!place organi5ation

"amples

"cessive wal!ing due toinappropriate wor! place lay out

6ending, stretching, reaching %oo many mouse clic!s7 multiple

screens to update info etc)

MOTION *ASTE P%o% o Too#3

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Definition

$dle time that is produced when twoprocesses are not synchroni5ed

Characteristics

n&alance wor!load

0rocess flow stops due tounplanned interruptions

9ueues or idle time

Causes

$nconsistent wor! method #ac! of proper information

availa&ility of flow #ac! of process standardi5ation Capacity doesn:t match volume)

"amples

$dle time created when material,information, people, or euipment is

not ready /aiting for wor! to arrive /aiting for your computer /aiting for approvals, signatures,

the copier, late start of meeting)

*AITING

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Definition

0roducing more than needed orproducing faster than needed

Characteristics

"tra information, supplies oreuipment)

n&alanced wor!flow

#arge &atch si5es

Causes

Automation in wrong places) < =ust in case < reward)

"amples "arly production, producing over

customer orders, producingunordered materials goods

0rocessing wor! or supplies &eforethe net person or tas! is ready for

it) 0rinting more copies than needed >rdering thousands of &rochure

&ecause they are cheaper that way Daily reporting even if no&ody reads

them

Copying more people than neededusin re l to all on email

O/ER4PRODU-TION

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Definition

"ffort which adds no value to aproduct or services

Characteristics

6ottlenec!s

#ac! of understanding customerneeds)

"ndless refinement

@edundant approvals or chec!s

Causes

ew technology used inappropriately Decision ma!ing at inappropriate

level) $neffective policies and procedures)

"amples Design and &uilding to tighter specs) Adding more features than reuired) @eports have too much in detail that

is not used) @ecording same info multiple times,

places %oo many reuired signatures or at

too high level authori5ation)

O/ER4PRO-ESSING

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Definition

@ewor!redo a product or serviceto meet customersreuirements

Characteristics "tra manpower reuired to

rewor!, revalidate, re-do 'issed datelines due dates 0oor customer relations

Causes

$ncapa&le process "cess variation in processing $nsufficient training 'anagement Decisions)

"amples Customer returns (crap or yield loss Conflicting or inconsistent data

(oftware &ugs

Coding errors on forms 'isapplied payment

DEFE-TS

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Definition

ot plugging into and leveraging!nowledge and ideas of youremployees)

Characteristics "mployees feel powerless >nly do what they are told

#osing times, ideas, s!ills,improvement oppurtunities

Causes

ot engaging or empoweringemployees

%op down directives o process to tap into employees

ideas)

"amples "mployees !now how to fi issues

&ut not as!ed for inputs or given timeto fi)

0eople front line, most familiar with

the process not involved in thedecision ma!ing

%as!s done &y overualified people) #ac! of direction

UNUSED EMPLOYEE -REATI/ITY SKILLS

12

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- 12 - EAMPLE OF *ASTE

13

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- 13 -

3.Motion Excess

1. Transportation Excess

2.Inventory Excess

4. Waiting 5. Over-production

6. Over-processing

.!e"ects- #e$ects% #e&or'

(. )nused E*p+oyee ,reativity 'i++s

13

8 *ASTES T+AT +IDDEN INPRODU-TPRO-ESSPEOPLE

14

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- 14 - EER-ISE 2 7 I(%n")"n: ;

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- 1+ -D%=n""on o S"> S":$perations

0rocess Capa&ility

Cycle %ime @eduction

Eero Defects

Customer Focused

Gariation @eduction

Design for (i (igma

6enefitA (i (igma program provides7H @apid, &rea!through performanceH Continuous improvement programH "ffective goals and metricsH >wnership of issues at contri&utor levelH (tandard pro&lem solving methodology

1

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- 1 -

T+IS ONE ,,,

T+IS ONE ,,,

OR

18

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- 18 -S"> S":$< M%?o(oo:) I# . . .

An overall methodology that drives &usinessimprovementsA proven tool set for driving and achieving

transformational changeA Continuous $mprovement 0rocess, focusing on

H Customer reuirementsH 0rocess alignmentH Analytical rigorH (peedy eecution

H %imely data driven decisionsA way to eradicate targeted sources of variation .e)g),

permanently reduce variation

1

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- 1 -

1?

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- 1? -DMAI- O@%@"%;

6ac!ground

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- 2B -DMAI-

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- 21 -D%=n% Oo'n""%# *?C intoCC@s

H Develop %eamJuidelines Jround@ules 6usiness Case

Joal (tatement

0roKect 0lan

>pportunity (tatement

0roKect (cope

%eam (election

%eam Charter

% A( ( A C%$ G $% $ "( @" (0 ) ( %A @% D" ( % A% ( A C% $ >(

%A(( AC%$G$%$"( @"(0) (%A@% D" (%A%(AC%$>(

Action 0lan

(igma Joal .CC@

Jap

0roKect Focus

LL

CC@s

H $dentify AndorGalidate the6usiness$mprovement>pportunity

H Define Critical

Customer

@euirements

H Document .'ap0rocesses

H 6uild "ffective%eams

1.0Define

Opportunities

2)B'easure

0erformance

3)BAnaly5e

>pportunity

4)B$mprove

0erformance

+)BControl

0erformance

22

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- 22 -M%utput$ndicators

H >perationalDefinitions

H Data CollectionFormats and0lans

H 6aseline0erformance

H 0roductive %eamAtmosphere

H $dentify $nput,

0rocess, and >utput$ndicators

H Develop >perationalDefinition 'easurement 0lan

H 0lot and Analy5eData

H Determine if (pecialCause "ists

H Determine (igma0erformance

H Collect >ther6aseline0erformance Data

$ np ut 0r oc es s > utp ut C C@

0rocess $ndicator

0rocess $ndicator

>utput $ndicator

$nput$ndicator

A B

A1

D1

D2

A2

A B

A1

D1

D2

A2

A B

A1

D1

D2

A2

Chec!sheets

CC@

Jap

(igmaM

N

C#

#C#

(igmaM

N

HDetermine /hatto 'easure

H 'anage'easurementData Collection

H Develop andGalidate'easurement(ystems

H Determine0rocess0erformance

1)BDefine

>pportunities

2.0Measure

Performance

3)BAnaly5e

>pportunity

4)B$mprove

0erformance

+)BControl

0erformance

23

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- 23 -An&Kective 'ain Activities 0otential %ools and %echniues ey Delivera&les

Data Analysis

Galidated @oot Causes (ources of Gariation F'"A 0ro&lem (tatement 0otential (olutions

H (tratify 0rocess

H (tratify Data $dentify (pecific0ro&lem

H Develop 0ro&lem(tatement

H $dentify @oot CausesH Design @oot Cause

Gerification AnalysisH Galidate @oot CausesH Comparative AnalysisH (ources of Gariation

(tudiesH Failure 'odes "ffects Analysis

H @egression AnalysisH 0rocess ControlH 0rocess Capa&ilityH Design of

"periments

$ndicators 0ro&lem

(tatement.effect

0ro&lem(tatement

9uantified @oot Causes

2+O

+BO

T ot al R is k P ri or it y R es ul ti ng R i sk Pr io ri ty

Pr oces s/ Pr od uc t: F ME A D at e: (o ri gi na l)

FMEA Team: (Revised)

Blac Belt: Page: o!

Process Actions Results

"temProcess#te$s

PotentialFailureMode

PotentialE!!ects o!Failure

#everit%

Potential&ause(s)o! Failure

'ccurrence

&urrent&ontrols

Detection

RisPriorit%

RecommendedAction

Res$onsiilit%and Target&om$letionDate

ActionTaen

#everit%

'ccurrence

Detection

RisPriorit%

T ot al R is k P ri or it y R es ul ti ng R i sk Pr io ri ty

Process/Product: FMEA D ate: (ori ginal)

FMEA Team: (Revised)

Blac Belt: Page: o!

Process Actions Results

"temProcess#te$s

PotentialFailureMode

PotentialE!!ects o!Failure

#everit%

Potential&ause(s)o! Failure

'ccurrence

&urrent&ontrols

Detection

RisPriorit%

RecommendedAction

Res$onsiilit%and Target&om$letionDate

ActionTaen

#everit%

'ccurrence

Detection

RisPriorit%

Process/Product: FMEA D ate: (ori ginal)

FMEA Team: (Revised)

Blac Belt: Page: o!

Process Actions Results

"temProcess#te$s

PotentialFailureMode

PotentialE!!ects o!Failure

#everit%

Potential&ause(s)o! Failure

'ccurrence

&urrent&ontrols

Detection

RisPriorit%

RecommendedAction

Res$onsiilit%and Target&om$letionDate

ActionTaen

#everit%

'ccurrence

Detection

RisPriorit%

* + 1* 1+

*

1*

2*

,*

A$$roval Time

&%cleTime

* + 1* 1+

*

1*

2*

,*

A$$roval Time

&%cleTime

H nderstand@easons forGariation and$dentify 0otential@oot Causes

H (tratify and Analy5ethe >pportunities for$mprovement

H Determine (ources

of Gariation

H $dentify a (pecific0ro&lem and Definean "asilynderstood 0ro&lem(tatement

24

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- 24 -I$o@% P%o$pportunities

2)B'easure

0erformance

3)BAnaly5e

>pportunity4.0

mprovePerformance

+)BControl

0erformance

2+

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- 2+ --ono P%o$t access

0Bac and

8and inuries4

losttime4

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6

,

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"rror 'odes and "ffects Analysis

(igma Joal .CC@

Jap

$mplemented (olution

CC@

Jap

N

0rocess Control(ystem

0roKect /or!plan

CC@

H $mplement theFinal (olution

H Juarantee0rocess$mprovements Are'aintained

H "nsure that ew0rocess 0ro&lems

Are $dentified and

9uic!ly CorrectedH Disseminate#essons #earned,and $dentify@eplication and(tandardi5ation>pportunities

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!.0"ontrol

Performance

2

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- 2 -

DEFINE

28

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- 28 -T)"

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- 2 -ASSIGNMENT

1. (iterature #evie) of &i* &i+ma in %an,in+ sectors.

2. &teps in implementin+ &i* &i+ma

D-/-

Define Pro%lem &tatement &et O%ectives aselineuture

M-A&5#-

6no)in+ current status

"ause an$ -ffect Analysis7 is'%one"'oose 3 most causes

- 2? -

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- 2? -ASSIGNMENT

A/A(89-

re:uency ; Mean; Me$ian ;Mo$e ; Pareto c'art;

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- 3B -

0 %*" 6A($C ("G"

0 %*" >#D ("G"0 %*" F$@(% ("G"

8 9C %>>#(

- 31 -

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- 31 -

0 Cause-and-effectdiagram.also called $shi!awa or fish&onechart7 $dentifies many possi&le causes for an effect or pro&lemand sorts ideas into useful categories)

0 Chec! sheet7 A structured, prepared form for collecting and

analy5ing data; a generic tool that can &e adapted for a widevariety of purposes)

0 Control charts7 Jraphs used to study how a process changesover time)

0 *istogram7 %he most commonly used graph for showingfreuency distri&utions, or how often each different value in aset of data occurs)

8 9A#$%P C>%@># %>>#(

- 32 -

http://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html

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0 0areto chart7 (hows on a &ar graph which factorsare more significant)

0 (catter diagram7 Jraphs pairs of numerical data,one varia&le on each ais, to loo! for arelationship)

0 (tratification7 A techniue that separates data

gathered from a variety of sources so that patternscan &e seen .some lists replace QstratificationQ withQflowchartQ or Qrun chartQ)

8 9A#$%P C>%@># %>>#(