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broken down by operating areas of the plant. By comparing the rejection data with the input data,
it is possible to know the rejection rates. Since most companies have such systems, it is not
necessary to go into them in detail. It should be mentioned that unless this data is reported
properly, it is useless. After all, their only purpose is to warn management of serious situations.
They should be used to identify specific problems needing corrective action, and the quality
department should report them.
4. Calculate the cost of (poor) quality: Define the ingredients of the COQ and explain its use as a
management tool.
5. Raise quality awareness of all employees: Provide a method of raising the personal concern
felt by all personnel in the company toward the conformance of the product or service and the
quality reputation of the company. By the time a company is ready for the quality awareness
step, they should have a good idea of the types and expense of the problems being faced.
The quality measurement and COQ steps will have revealed them.
6. Take actions to correct quality issues: Provide a systematic method of permanently resolving
the problems that are identified through previous action steps. Problems that are identified during
the acceptance operation or by some other means must be documented and then resolved
formally.
7. Monitor progress of quality improvement establish a zero defects committee: Examine the
various activities that must be conducted in preparation for formally launching the Zero Defects
program - The quality improvementtask team should list all the individual action steps that build
up to Zero Defects day in order to make the most meaningful presentation of the concept and
action plan to personnel of the company. These steps, placed on a schedule and assigned to
members of the team for execution, will provide a clean energy flow into an organizationwide Zero Defectscommitment.
Since it is a natural step, it is not difficult, but because of the significance of it, management must
make sure it is conducted properly.
8. Train supervisors in quality improvement: Define the type of training supervisors need in
order to actively carry out their part of the quality improvement program. The supervisor, from
the board chairman down, is the key to achieving improvement goals. The supervisor gives the
individual employees their attitudes and work standards, whether in engineering, sales, computer
programming, or wherever.
Therefore, the supervisor must be given primary consideration when laying out the program. The
departmental representatives on the task team will be able to communicate much of the planning
and concepts to the supervisors, but individual classes are essential to make sure that they
properly understand and can implement the program.
9. Hold zero defects days: Create an event that will let all employees realize through personal
experience, that there has been a change. Zero Defects is a revelation to all involved that they are
embarking on a new way of corporate life. Working under this discipline requires personal
commitments and understanding. Therefore, it is necessary that all members of the company
participate in an experience that will make them aware of this change.
10. Encourage employees to create their own quality improvement goals: Turn pledges and
commitments into action by encouraging individuals to establish improvement goals for
themselves and their groups. About a week afterZero Defects day, individual supervisors should
ask their people what kind of goals they should set for themselves. Try to get two goals from
each area. These goals should be specific and measurable.
11. Encourage employee communication with management about obstacles to quality (ErrorCause Removal): Give the individual employee a method of communicating to management the
situations that make it difficult for the employee to fulfill the pledge to improve. One of the most
difficult problems employees face is their inability to communicate problems to management.
Sometimes they just put up with problems because they do not consider them important enough
to bother the supervisor. Sometimes supervisors dont listen anyway. Suggestion programs are
some help, but in a suggestion program the worker is required to know the problem and also
propose a solution. Error-cause removal (ECR) is set up on the basis that the worker need only
recognize the problem. When the worker has stated the problem, the proper department in the
plant can look into it. Studies of ECR programs show that over 90% of the items submitted are
acted upon, and fully 75% can be handled at the first level of supervision. The number of ECRs
that save money is extremely high, since the worker generates savings every time the job is done
better or quicker.
12. Recognise participants effort: Appreciate those who participate. People really dont work for
money. They go to work for it, but once the salary has been established, their concern is
appreciation. Recognize their contribution publicly and noisily, but dont demean them by
applying a price tag to everything.
13. Create quality councils: Bring together the professional quality people for planned
communication on a regular basis. It is vital for the professional quality people of an
organization to meet regularly just to share their problems, feelings, and experiences, with each
other. Primarily concerned with measurement and reporting, isolated even in the midst of many
fellow workers, it is easy for them to become influenced by the urgency of activity in their work
areas. Consistency of attitude and purpose is the essential personal characteristic of one who
evaluates anothers work. This is not only because of the importance of the work itself but
because those who submit work unconsciously draw a great deal of their performance standard
from the professional evaluator.
14. Do it all over again quality improvement does not end: Emphasize that the quality
improvement program never ends. There is always a great sign of relief when goals are reached.
If care is not taken, the entire program will end at that moment. It is necessary to construct a new
quality improvement team, and to let them begin again and create their own communications.
From the above 14 points Philip Crosby communicated that management should take prime
responsibility for quality, and workers only follow their managers example. Crosby defined the
Four Absolutes of Quality Management:
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
the week)
Why the data were collected
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
used for time-series data, though they can be used
for data that have logical comparability (i.e. you
want to compare samples that were taken all at
the same time, or the performance of different
individuals), however the type of chart used to do
this requires consideration.
3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method