4 ways in which we compete
Cost, quality, delivery, customer service
Modern view of quality
It is all about the customer. We’ll be in trouble when the seller starts to call the shots. The voice of the customer determines the CTQ’S
Variable (Continuous). Measurable ex. Interval and ratio
Information and figures used to build control charts.it is information that is measurable. You can count the number of non-conforming variables and put them as good or bad or measure them in a control chart
Attribute (Categorical) or discrete variables, nominal or ordinal
Go/no-go information.it is used to create control charts
Quality characteristics
Structural, sensory, time-oriented, ethical
4 quality costs
Preventative (good):preventative measures
Appraisal (good):audits, sampling
Internal failure (bad): catch problems internally
External failure (bad): transfer problems to the customer
Taguchi’s loss function
If you’re off target, you’re paying a failure cost and you don’t know it
What is Lean?
A waste reduction initiative that is visual
What is six sigma?
It is a goal that is invisible. Management strategy to use statistical tools and project work to acheive breakthrough profitability and gains in quality. 3.4 defects per million opportunities.
How do we improve a characteristic?
- Shift the mean to the center
2. Reduce sigma or variability
Categories of LSS
Metric- sigma is used to measure variability or standard deviation
Methodology- disciplined methodology that serves as a road map for process improvement. DMAIC
Philosophy-vision, focus, and direction for a company
Why is 3s not good enough?
- Compounding effect: compounding of serial processes
- Shift and drift
- Multiple suppliers
Relationship of six sigma and Lean?
You need to focus on both. Good quality will improve speed. Speed does not mean good quality. They. have a positive relationship.
Team stages
Forming: form team, expectation is unclear
Storming:conflict occurs, rolls form
Norming: team starts to gel, solving conflicts
Performing: results
SWOT
Strengths, weakness, opportunities,threats
SIPOC
Suppliers, inputs, process,outputs, customers. A visual tool for documenting a business process from beginning to end prior to implementation
voc
Voice of the customer.
- Identify Customers and determine what you need to know
- Collect and analyze reactive system data then fill gaps with proactive approaches
- Analyze data to generate a key list of customer needs in their language
- Translate the customer language into CTQs
- Set specifications for CTQS
VOC outcomes
- List of customers and customer segments
- Identification of relevant reactive and proactive sources of data
- Verbal or numerical data that identify customer needs
- Defined CTQ requirements
- Specifications for each
The Kano Model
A method for prioritizing features on a product roadmap based on the degree to which they satisfy the customer.
Must be characteristics are generally taken for granted
Customers generally discuss or bring up issues related to More is Better
Delighters are generally not mentioned, since customers are
dissatisfied with their absence
CTQ tree
Translates broad customer requirements into specific CTQ requirements
- needs → drivers → CTQ
- Define what is discrete and what is continuous
Process maps
Purpose: drill deeper into process and outline failure modes Process inputs (X) Process outputs (Y) Product parameters (y): failure modes Process parameters (x): failure causes
2 types of variation
Common:noise, inherent,drift,natural - management responsibility
Special:assignable, shift - operator responsible
Tools for qualitative data
- Check sheets, bar charts, pie charts, pareto charts
Tools for quantitative data
- time plot, histogram, box plots,frequency plots, control charts
