PTTE 434 - Lecture 3 Quality Organization & Management Ch 5 & 6Lecture Objectives - Quality ControlDefinition of ControlThe Control ProcessControl Feedback LoopRUMBA - Establishing MeasuresMeasurementMeasurement Process 1 of 3Measurement Process 2 of 3Measurement Process 3 of 3Self-ControlDeming’s CycleControl Subjects 1 of 2Control Subjects 2 of 2Quality ControlEstablish MeasurementEstablish Standards of PerformanceSlide 18Slide 19Slide 20Compare to StandardsProcess Capability Slide 1 of 4Process Capability Slide 2 of 4Process Capability Slide 3 of 4Process CapabilityProcess Control ChartsControl ChartsSlide 28Slide 29Slide 30Process Control ChartsSlide 32Ch 6: Lecture Objectives - Process ControlFunctional and Process ManagementValue Stream MappingSlide 36Slide 37Slide 38Slide 39Current State MapFuture State MapValue Stream Mapping MoviePTTE 434 - Lecture 3Quality Organization & Management Ch 5 & 6Quality ControlProcess Management2Lecture Objectives - Quality Control Learn the definitions of controlUnderstand Quality ControlUnderstand what is meant by “statistically significant.”Understand “Self-Control”3Definition of ControlThe process employed to consistently meet standards.The control process is in the nature of a “feedback loop.”4The Control ProcessChoose the control subject, i.e., choose what is to be regulated.Establish measurement.Establish standards of performance: product/process goals.Measure actual performance.Compare actual to standards.Take action on the difference.PLANDOCHECKACT5Control Feedback LoopProcess Sensor GoalComparisonActuator12 3456RUMBA - Establishing MeasuresReasonable: Can you meet the requirements?Understandable: Do you understand the requirements? Verify with the customer.Measurable: Can it be determined if, and when you have met the requirement?Believable: Do you and your employees agree with the requirement and that it can be met?Achievable: Can the process meet the requirement? Is it realistic? If not, renegotiate with the customer.7MeasurementMeasurement is central to the process of quality control.Effective measurement depends on a clearly defined process.Effective measurement must be based on company objectives.Don’t overlook the “cost of quality.”8Measurement Process1 of 3Define the purpose.Emphasize customer-related measurements.Focus on measurements that are useful -- not just easy to collect.Provide for making measurements as close as possible to activities they impact.9Measurement Process2 of 3Provide for participation from all levels in both planning and implementation.Provide not only concurrent, also include leading and lagging indicatorsDefine, in advance, for data storage, collection, analysis and presentation of the measurements.Seek simplicity10Measurement Process3 of 3Periodically evaluate the accuracy, integrity, and usefulness of the measurements.Measurements alone cannot achieve improvement - they only indicate whether, or not you have a problem and where the problems might exist.11Self-ControlIdeally, quality should be controlled by the employee creating the product.Examples:Rolls Royce Gear - Park City, UTO. C. Tanner, Co. - SLC, UTWoodland Furniture Co.- Idaho Falls, ID12Deming’s CycleActAPDCPlanDoCheckAPDCPlanDoCheckAPDCFigure 5.313Control Subjects1 of 2Should be aligned and linked to customer parameters.Define work processes in terms of objectives, process steps, process customers, and customer needs.Recognize both the components of quality, i.e., freedom from defects, and product features.14Control Subjects2 of 2Potential subjects can be identified by obtaining ideas from both customers and employees.Quality control subjects must be viewed as being valid.15Quality ControlEstablish measurementsEstablish standards of performanceMeasure Actual Performance’Compare to standardsTake action on the difference16Establish MeasurementA unit of measure: the unit used to report the value of the control subject, e.g., pounds, seconds, dollarsA sensor: a method or instrument that can carry out the evaluation and state the findings in terms of the unit of measure.17Establish Standards of PerformanceLegitimate: have official statusCustomer focused: external and internalMeasurable: numbers.Understandable: clear to allIn alignment: integrated with higher levels.Equitable: fair for all individuals18Establish Standards of PerformanceInsure each control subject has a quality goal.Control subjects and goalsControl Subject GoalsMean time between failures Minimum 5000 hoursSolder temperature of soldering process 500 degree F.Overnight delivery 99.5% delivered prior to 10:30 a.m. next morningRelative quality rating At least equal in quality to competitors A and BCustomer retention 95% of key customers from year to year19Quality Responsibility SpreadsheetProcess ControlfeaturesControlSubjectUnit ofMeasureType ofSensorFrequency ofMeasurementSample Size Criteria formakingdecisionResponsibilityfor decisionmakingWave solderconditionsSolder Temp.Degree F(oF)Thermocouple Continuous N/A 510 oFreduce heat500 oFincrease heatOperatorConveyor Speed Feet per minute(Ft./min)4.5 ft/min 1/hour N/A 5 ft/minreduce speed4 ft/minincrease speedOperatorAlloy purity % totalcontaminatesLab chemicalanalysis1.5% max 15 grams At 1.5% drainbath, replacesolderProcessengineer20Quality Score Card 1st quarterMeasurementCategoryCustomerSpecificationsActualPerformanceActualEvaluationExcellent PoorUnderwritingTurnaround time 4 hours 99.9%4.6 5 4 3 2 1Accessibility 100% 99.5%4.2 5 4 3 2 1KnowledgeableConsistentapplication ofguidelines95.5%3.2 5 4 3 2 1BillingTimeliness 3rd - 5th of month 99.9%4.6 5 4 3 2 1Completeness 100% 98.9%3.8 5 4 3 2 1ClaimsTimely Payments 30 days 84%2.5 5 4 3 2 1Work out cycletimeTo guidelines100%95%3.1 5 4 3 2 1SalesMeeting frequencyMonthly /quarterly100%6+5 4 3 2 1KnowledgeAnswer questionswhen asked86%2.6 5 4 3 2 121Compare to StandardsSometimes comparison is simple - if solder temp. exceed 510o F, decrease heat, if between 500o F and 510o F, do nothing, if less than 500o F, increase heat.Other times, must determine whether it is an apparent difference, or real “statistical” difference in variation.22 Process CapabilitySlide 1 of 4Process Stability and CapabilityOnce a process is stable, the