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SEWOORAZ Rajiv SHIBLOLL Doosheeka SOOKLALL Hammaade SOOKHARRY Tinaraj SOOKRAH Rajiv 0815666 0813310 0811861 0811879 0810474
Source: TQM as a Management System consisting of values, techniques and tools. The TQM magazine, volume 12 issue 4, pp242
TECHNIQUES VS TOOLS
1. Core values: Let everybody be committed 2. Core value: Focus on process 3. Core values: Focus on customers
1. There is lack of top management commitment 2. only part of the system is taken into consideration and using only one or few techniques and tools 3. No Quality Culture
Role of Tools and Techniques Two important factors that an organisation needs to be considered when selecting tools:
1. Not in isolation 2. No one tool or technique is more important than another
SOME TOOLS
1. Check sheets/tally sheets 2. Histograms 3. Scatter Diagram 4. Stratification 5. Flowchart 6. Pareto Analysis 7. Cause and Effect Analysis
According to Oakland (2003) It is a simple form for collecting data in an organized manner and easily convert it into readily useful information. The function of a check sheet is to present information in an efficient, graphical format. A check sheet is a table or a form used to systematically register data as it is collected.
Histograms
HISTOGRAMS
Oakland (2003) stated that histograms show, in a very clear pictorial way, the frequency with which a certain value or group of values occurs. They can be used to display both attribute and variable data, and are an effective means of letting the people who operate the process know the results of their efforts.
Visually strong. Gives immediate information Can be compared to a normal distribution curve when the data is large Vertical axis is used to represent count of items falling into each category
DISADVANTAGES OF HISTOGRAM:
Exact values are not known as the data is grouped into categories/groups to draw the bar graph Difficult to compare two data sets
SCATTER DIAGRAMS
SCATTER DIAGRAMS
A scatter diagram is a tool for analyzing relationships between two variables. One variable is plotted on the horizontal axis and the other is plotted on the vertical axis. The pattern of their intersecting points can graphically show relationship patterns. Most often a scatter diagram is used to prove or disprove cause-and-effect relationships. While the diagram shows relationships, it does not by itself prove that one variable causes the other.
In addition to showing possible cause and-effect relationships, a scatter diagram can show that two variables are from a common cause that is unknown or that one variable can be used as a surrogate for the other.
STRATIFICATION
STRATIFICATION
Oakland (2003) stated that stratification is simply dividing a set of data into meaningful groups. It can be used to great effect in combination with other techniques, including histograms and scatter diagrams. If, for example, three shift teams are responsible for a certain product output stratifying the data into the shift groups might produce histograms that indicate process adjustments were taking place at shift changeovers.
CONTROL CHARTS
CONTROL CHARTS
A control chart is a statistical tool used to distinguish between variation in a process resulting from common causes and variation resulting from special causes. It presents a graphic display of process stability or instability over time. One goal of using a Control Chart is to achieve and maintain process stability.
Control Charts help you monitor the behavior of your process to determine whether it is stable. A team will benefit from using a Control Chart when it wants to: Monitor process variation over time. Differentiate between special cause and common cause variation. Assess the effectiveness of changes to improve a process. Communicate how a process performed during a specific period.
There are two main categories of Control Charts, those that display attribute data, and those that display variables data. Attribute Data: This category of Control Chart displays data that result from counting the number of occurrences or items in a single category of similar items or occurrences. These count data may be expressed as pass/fail, yes/no, or presence/absence of a defect. Variables Data: This category of Control Chart displays values resulting from the measurement of a continuous variable. Examples of variables data are elapsed time, temperature, and radiation dose.
TYPES OF CHARTS
For variables mean (X) and range (R) charts are used together; number of defective or np charts and proportion detective or p charts are the most common ones for attributes.
Other charts found in use are moving average and range charts, numbers of defects (c and u) charts, and cumulative sum (cusum) charts. The latter offer very powerful management tools for the detection of trends or changes in attributes and variable data.
Statistical process control (SPC) is the application of statistical methods to the monitoring and control of a process to ensure that it operates at its full potential to produce conforming product. Under SPC, a process behaves predictably to produce as much conforming product as possible with the least possible waste. While SPC has been applied most frequently to controlling manufacturing lines, it applies equally well to any process with a measurable output.
Much of the power of SPC lies in the ability to examine a process and the sources of variation in that process using tools that give weight to objective analysis over subjective opinions and that allow the strength of each source to be determined numerically. Variations in the process that may affect the quality of the end product or service can be detected and corrected, thus reducing waste as well as the likelihood that problems will be passed on to the customer. With its emphasis on early detection and prevention of problems, SPC has a distinct advantage over other quality methods, such as inspection, that apply resources to detecting and correcting problems after they have occurred.
In addition to reducing waste, SPC can lead to a reduction in the time required to produce the product or service from end to end.
This is partially due to a diminished likelihood that the final product will have to be reworked, but it may also result from using SPC data to identify bottlenecks, wait times, and other sources of delays within the process. Process cycle time reductions coupled with improvements in yield have made SPC a valuable tool from both a cost reduction and a customer satisfaction standpoint.
PARETO ANALYSIS
Pareto
analysis is used to differentiate between the vital few and the trial many. It is based on the concept that 80% of the problems come from 20% of the items. Pareto analysis shows where process improvement should begin- those problem area with the greater frequency
Step 1: Form an explicit table listing the causes and their frequency as a percentage.
Step 2: Arrange the rows in the decreasing order of importance of the causes (i.e., the most important cause first) Step 3: Add a cumulative percentage column to the table Step 4: Plot with causes on x- and cumulative percentage on y-axis
Step 5: Join the above points to form a curve Step 6: Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-axis Step 7: Draw line at 80% on y-axis parallel to xaxis. Then drop the line at the point of intersection with the curve on x-axis. This point on the x-axis separates the important causes (on the left) and trivial causes (on the right) Step 8: Explicitly Review the chart to ensure that at least 80% of the causes are captured
Causes in a cause & effect diagram are frequently arranged into four major categories: manpower, methods, materials, and machinery (for manufacturing) equipment, policies, procedures, and people (for administration and service).
BRAINSTORMING
Steps: Define your problem or issue as a creative challenge Give yourself a time limit Shout out solution at the problem Select best five ideas which you like the best Write down five criteria for judging which idea best solve your problem Score each 0-5 Highest score will best solve your problem
PROCESS FLOWCHARTING
It ensures a full understanding of the inputs and flows of the process. No single person is able to complete a chart without help from others. This makes a powerful teamforming exercise
MANAGEMENT TOOLS
Aims towards process owners and operatives Effective for teams, and in some cases, for individuals Useful for:
Why-Why
Diagram
How
it works
to do it
How
WHY-WHY-WHY DIAGRAM
FORCE-FIELD ANALYSIS
When to use it
HOW TO USE IT
Draw conclusions
EXAMPLE
A team at a steel mil is seeking to save money. They come up with a consolidation idea, but know that it may be opposed, so they use Force-Field Analysis to explore reasons why the idea will or will not be supported.
EXAMPLE
When to use it
HOW TO USE IT
The matrix diagram shows the relationship between two, three or four groups of information. It also can give information about the relationship, such as its strength, the roles played by various individuals or measurements.
ARROW DIAGRAM /ACTIVITY NETWORK DIAGRAM/ NETWORK DIAGRAM /ACTIVITY CHART/ NODE DIAGRAM/CPM (CRITICAL PATH METHOD) CHART
Determine the critical path, the longest path from the beginning to the end of the project
Calculate the earliest times each task can start and finish, based on how long preceding tasks take
10 Calculate the latest times each task can start and finish without upsetting the project schedule, based on how long later tasks will take
CONCLUSION
A tool is a device which has clear role and defined application. Tools and techniques are used in quality in the quest for improvement in the ways processes are operated. Normally all the tools are basically simple but their inappropriate selection and application often end up in failure.
QUESTION TIME ?