| |
| |
| Introduction | |
| |
| |
| About This Book | |
| |
| |
| Conventions Used in This Book | |
| |
| |
| What You're Not to Read | |
| |
| |
| Foolish Assumptions | |
| |
| |
| How This Book Is Organized | |
| |
| |
| |
| Understanding the Basics of Quality Control | |
| |
| |
| |
| Putting Fundamental Quality Control Methods to Use | |
| |
| |
| |
| Whipping Quality Control into Shape with Lean Processes | |
| |
| |
| |
| Surveying Other Quality Control Techniques | |
| |
| |
| |
| The Part of Tens | |
| |
| |
| Icons Used in This Book | |
| |
| |
| Where to Go from Here | |
| |
| |
| |
| Understanding the Basics of Quality Control | |
| |
| |
| |
| Defining and Explaining Quality Control | |
| |
| |
| Looking at Different Definitions of "Quality" | |
| |
| |
| A customer-based definition of quality | |
| |
| |
| The statistical definition of quality | |
| |
| |
| Setting Quality Standards | |
| |
| |
| Preventing Errors with Quality Assurance | |
| |
| |
| Controlling Quality with Inspection | |
| |
| |
| Applying Fundamental Quality Control Concepts | |
| |
| |
| Introducing quality control to your business | |
| |
| |
| Listening to your customers | |
| |
| |
| Measuring your quality | |
| |
| |
| Evaluating your quality | |
| |
| |
| Trimming Down with Lean Processes | |
| |
| |
| Value Stream Mapping | |
| |
| |
| The 5S method | |
| |
| |
| Rapid Improvement Events | |
| |
| |
| Lean Materials and Kanban | |
| |
| |
| Checking Out Additional Quality Control Techniques | |
| |
| |
| Total Quality Management | |
| |
| |
| Six Sigma | |
| |
| |
| Quality Function Deployment | |
| |
| |
| The Theory of Constraints | |
| |
| |
| |
| Understanding the Importance of Ouality Standards | |
| |
| |
| Getting the Quality Just Right | |
| |
| |
| Falling short: The cost of offering too little | |
| |
| |
| Overshooting: Providing too much | |
| |
| |
| Setting Quality Standards as the Rules of the Road | |
| |
| |
| Defining quality standards | |
| |
| |
| Creating quality standards | |
| |
| |
| Surveying quality governing bodies | |
| |
| |
| Recognizing the Roles of Quality Standards in Commerce | |
| |
| |
| Communicating customers' requirements | |
| |
| |
| Cutting costs | |
| |
| |
| Ensuring safety | |
| |
| |
| Securing ISO Certification | |
| |
| |
| Looking at the basics of ISO certification | |
| |
| |
| Checking out ISO standards | |
| |
| |
| Examining the requirements for ISO 9000 | |
| |
| |
| Preparing for ISO 9001 certification | |
| |
| |
| Sweating through an ISO audit | |
| |
| |
| |
| Using Quality Assurance for the Best Results | |
| |
| |
| Understanding the Concept of Quality Assurance | |
| |
| |
| Recognizing how quality assurance differs from quality control | |
| |
| |
| Catching errors before they occur | |
| |
| |
| Developing Trusted Suppliers | |
| |
| |
| Verifying quality with a supplier self-survey | |
| |
| |
| Knowing your responsibilities as a buyer | |
| |
| |
| Focusing on the Process with Plan-Do-Check-Act | |
| |
| |
| The major stages of the PDCA Cycle | |
| |
| |
| Tools for working through each PDCA stage | |
| |
| |
| Getting What You Really Need with Product or Service Specifications | |
| |
| |
| Creating clear specifications | |
| |
| |
| Avoiding extras in specifications | |
| |
| |
| |
| The Role of Inspection in Quality Control | |
| |
| |
| Examining the Basics of Inspection | |
| |
| |
| The definition of "defect" | |
| |
| |
| The importance of catching bad products before your customers do | |
| |
| |
| The heart of inspection: Attribute and variable data | |
| |
| |
| Recognizing and Addressing the Challenges of Quality Inspection | |
| |
| |
| Getting a grip on the human aspect of inspection | |
| |
| |
| Totaling the expenses of inspection | |
| |
| |
| Jumping over other inspection hurdles | |
| |
| |
| Choosing the Inspection Approach That Fits Your Company's Needs | |
| |
| |
| Considering different factors as you select an inspection process | |
| |
| |
| Checking out zero and 100% inspection | |
| |
| |
| Surveying lot sampling | |
| |
| |
| Tracking Defects to Improve Your Business | |
| |
| |
| Following trends in your process | |
| |
| |
| Keeping careful records | |
| |
| |
| Calculating the cost of rework | |
| |
| |
| |
| Putting Fundamental Quality Control Methods to Use | |
| |
| |
| |
| Starting Down the Road to Quality | |
| |
| |
| What's New? Introducing Change in Your Company | |
| |
| |
| Having a Sponsor as a Champion of Quality Control | |
| |
| |
| Deciding on the sponsor | |
| |
| |
| Understanding the roles of the sponsor | |
| |
| |
| Talk About It: Quality Communication within an Organization | |
| |
| |
| Listing the types of information to communicate | |
| |
| |
| Determining who communicates different types of information | |
| |
| |
| Creating a stakeholder reporting matrix | |
| |
| |
| Class Is in Session: Training Employees | |
| |
| |
| Ensuring consistency with formal training | |
| |
| |
| Rounding out skills with informal training | |
| |
| |
| Testing the Waters with a Pilot Project | |
| |
| |
| Choosing the right pilot project | |
| |
| |
| Succeeding early with results from the pilot project | |
| |
| |
| Conquering Obstacles as Your Company Implements Change | |
| |
| |
| Staying ahead of potential problems | |
| |
| |
| Getting back on track | |
| |
| |
| |
| Detecting the Voice of the Customer in Quality Issues | |
| |
| |
| Identifying Critical-to-Customer Quality Issues | |
| |
| |
| Product or service performance: I want it perfect! | |
| |
| |
| Delivery: I want it fast! | |
| |
| |
| Cost: I want it cheap! | |
| |
| |
| Gauging Current Customer Desires with the Kano Model | |
| |
| |
| Surveying the Kano Model's categories | |
| |
| |
| Using the Kano Model in a few easy steps | |
| |
| |
| Digging Up Data from (And about) Your Customers | |
| |
| |
| Following some important rules | |
| |
| |
| Putting surveys to work | |
| |
| |
| Using focus groups properly | |
| |
| |
| Tracking with a CRM system | |
| |
| |
| Borrowing from what competitors got right | |
| |
| |
| Examining other ways to seek feedback and information | |
| |
| |
| |
| Preparing to Measure Your Current Quality Process | |
| |
| |
| Mapping Out Metrics and Measuring Processes | |
| |
| |
| Making sense of metrics | |
| |
| |
| Putting measurement processes under the microscope | |
| |
| |
| Equipping Yourself with Tools of the Measurement Trade | |
| |
| |
| Getting a handle on hand tools | |
| |
| |
| Allowing a gauge to do your measuring tricks | |
| |
| |
| Checking out coordinate measuring machines | |
| |
| |
| |
| Collecting Your Quality Data | |
| |
| |
| Planning and Instituting a Data-Collection Process | |
| |
| |
| Knowing exactly what data you're looking for | |
| |
| |
| Working out the data-collection details | |
| |
| |
| Ensuring that everyone measures the same way | |
| |
| |
| Confirming the quality of your data | |
| |
| |
| Absorbing the costs of data collection | |
| |
| |
| Making Sense of Your Data | |
| |
| |
| Coding the data | |
| |
| |
| Using pivot tables | |
| |
| |
| Developing useful data charts | |
| |
| |
| |
| Evaluating Quality with Statistics | |
| |
| |
| By the Numbers: Discovering the Basics of Statistics in Quality | |
| |
| |
| The story that statistics can tell you about quality | |
| |
| |
| The statistics terms that you need to know | |
| |
| |
| Just One of Many: Delving into the Details of Sampling | |
| |
| |
| Understanding why sampling is a smart idea | |
| |
| |
| Examining the factors related to selecting a sample size | |
| |
| |
| Recognizing the importance of random sampling | |
| |
| |
| More Bang for Your Buck: Using Pareto Analysis | |
| |
| |
| Creating a Pareto chart | |
| |
| |
| Interpreting a Pareto chart | |
| |
| |
| The Positive and the Negative: Coming Up with Correlations | |
| |
| |
| What exactly is a correlation? | |
| |
| |
| How do you determine and use a correlation? | |
| |
| |
| Let Me Guess: Predicting Values with Regression Analysis | |
| |
| |
| Getting the gist of regression analysis | |
| |
| |
| Performing a regression analysis | |
| |
| |
| Using the results of a regression analysis | |
| |
| |
| Consistency Counts: Analyzing Variance | |
| |
| |
| Identifying a variance issue | |
| |
| |
| Calculating and using variance | |
| |
| |
| |
| Assessing Quality with Statistical Process Control | |
| |
| |
| Grasping the Basics of Statistical Process Control | |
| |
| |
| The importance of the normal curve | |
| |
| |
| Useful tools for calculating and plotting within SPC | |
| |
| |
| The pros and cons of SPC | |
| |
| |
| Using Control Charts Effectively | |
| |
| |
| Detecting different types of variation | |
| |
| |
| Understanding a control chart's elements | |
| |
| |
| Checking out different kinds of control charts | |
| |
| |
| Building a control chart | |
| |
| |
| Reading a control chart | |
| |
| |
| Responding to different types of variation | |
| |
| |
| Changing your control limits | |
| |
| |
| Calculating Process Capability | |
| |
| |
| Identifying a process's capability | |
| |
| |
| Moving a process closer to customer specifications | |
| |
| |
| |
| Whipping Quality Control into Shape with Lean Processes | |
| |
| |
| |
| Gathering the Nuts and Bolts of Lean Processes | |
| |
| |
| Boning Up on the Lean Basics | |
| |
| |
| Considering Lean cornerstones | |
| |
| |
| Taking important steps for getting Lean and mean | |
| |
| |
| Weighing the pros and cons of Lean | |
| |
| |
| Identifying the Seven Wastes That Can Plague a Process | |
| |
| |
| Waste of overproduction | |
| |
| |
| Waste of waiting | |
| |
| |
| Waste of unnecessary transportation | |
| |
| |
| Waste from unneeded processing steps | |
| |
| |
| Waste of excess inventory | |
| |
| |
| Waste of unnecessary motion | |
| |
| |
| Waste of defective products | |
| |
| |
| Moving to the Beat of Takt Time | |
| |
| |
| Listening to customer demand | |
| |
| |
| Setting the process tempo and considering process design | |
| |
| |
| Balancing for a smooth flow | |
| |
| |
| Getting to the Heart of an Issue with the 5 "Why's" | |
| |
| |
| Digging to find the real problem | |
| |
| |
| Establishing a good environment for asking "why" | |
| |
| |
| |
| Keeping Your Eyes on the Process: Value Stream Mapping | |
| |
| |
| Sketching the Basics of Value Stream Mapping | |
| |
| |
| Breaking down the definition of VSM | |
| |
| |
| Examining important VSM attributes | |
| |
| |
| Walking through the basic steps to create a Value Stream Map | |
| |
| |
| Checking out the advantages of VSM | |
| |
| |
| To the Drawing Board: Creating a Current State Map | |
| |
| |
| Eyeing icons | |
| |
| |
| Mapping the flow of materials and information | |
| |
| |
| Grouping products and services into families to simplify mapping | |
| |
| |
| Do It Over: Building a Future State Map | |
| |
| |
| Evaluating value-added steps and non-value-added steps | |
| |
| |
| Constructing a future state map with your newfound knowledge | |
| |
| |
| Taking action after finishing your future state map | |
| |
| |
| |
| Focusing on the 5S Method | |
| |
| |
| Understanding the Pros and Cons of 5S | |
| |
| |
| The pros | |
| |
| |
| The cons | |
| |
| |
| Rolling Out 5S with Communications Boards | |
| |
| |
| Establishing a facility communications board | |
| |
| |
| Starting a status board for each department | |
| |
| |
| The Sort Phase: Separating the Gravel from the Gems | |
| |
| |
| Preparing to sort | |
| |
| |
| Sorting everything with ease | |
| |
| |
| The Straighten Phase: A Place for Everything and Everything in Its Place | |
| |
| |
| Tidying tools and materials | |
| |
| |
| Putting away personal items | |
| |
| |
| Labeling items | |
| |
| |
| Drawing up "after" floor plans and charts | |
| |
| |
| The Shine Phase: Polishing It All Up! | |
| |
| |
| Gathering the necessary equipment | |
| |
| |
| Recognizing that common areas belong to everyone | |
| |
| |
| Cleaning as you go | |
| |
| |
| Addressing maintenance issues and fixing problems at the source | |
| |
| |
| The Standardize Phase: Using the Best Practices Everywhere | |
| |
| |
| The Sustain Phase: Upholding the Gains | |
| |
| |
| Stressing that 5S is permanent | |
| |
| |
| Keeping up with responsibilities | |
| |
| |
| Doing a daily checkup | |
| |
| |
| Auditing the ongoing results | |
| |
| |
| |
| Empowering Workers to Make Changes with Rapid Improvement | |
| |
| |
| Considering the Pros and Cons of Rapid Improvement Events | |
| |
| |
| The pluses of RIEs | |
| |
| |
| The minuses of RIEs | |
| |
| |
| Seek and Improve: Selecting a Process Victim | |
| |
| |
| Identifying a problematic process | |
| |
| |
| Concentrating on tasks within the process | |
| |
| |
| Finding a Few Good Workers: Staffing an Improvement Team | |
| |
| |
| Workers are the heart of the team | |
| |
| |
| An experienced leader is essential | |
| |
| |
| Managers also have a role to play | |
| |
| |
| Before the Fun Really Starts: Documenting the Current Process | |
| |
| |
| Drawing a map of the process flow | |
| |
| |
| Discovering what the work instructions say | |
| |
| |
| Following a worker through the process | |
| |
| |
| Baselining the process performance | |
| |
| |
| The First Day of the Event: Train the Team | |
| |
| |
| Surveying important presentations | |
| |
| |
| Creating and updating lists and maps | |
| |
| |
| The Second Day: Review the Training and Clean the Work Area | |
| |
| |
| The Third Day: Draft the Improvement Plan | |
| |
| |
| The Fourth Day: Test Changes and Document the Results | |
| |
| |
| Taking the revised process for some test drives | |
| |
| |
| Documenting your tests and research | |
| |
| |
| The Fifth Day: Finalize Changes and Report to Management | |
| |
| |
| One Week Later: Did the RIE Make a Difference? | |
| |
| |
| |
| Looking at Lean Materials and Kanban | |
| |
| |
| Getting the Gist of Lean Materials and Kanban | |
| |
| |
| Contemplating the concept of Lean Materials | |
| |
| |
| Supplementing a process with Kanban | |
| |
| |
| Monitoring a great debate: Push versus Pull | |
| |
| |
| Reviewing the Pros and Cons of Lean Materials | |
| |
| |
| The pros | |
| |
| |
| The cons | |
| |
| |
| Going with the Flow of Lean Materials | |
| |
| |
| Packing materials in the best containers | |
| |
| |
| Setting up "supermarkets" | |
| |
| |
| Arranging for smooth deliveries and working environments | |
| |
| |
| Working with Suppliers to Keep Lean Materials on Track | |
| |
| |
| Encouraging supplier involvement to control costs | |
| |
| |
| Convincing suppliers to ship in smaller lots | |
| |
| |
| |
| Surveying Other Quality Control Techniques | |
| |
| |
| |
| Combining the Best of All Worlds in Total Quality Management | |
| |
| |
| Total Quality Management in a Nutshell | |
| |
| |
| The guiding principles | |
| |
| |
| The major steps | |
| |
| |
| The pros and cons | |
| |
| |
| Shedding Light on TQM Techniques and Tools | |
| |
| |
| Beginning with basic techniques | |
| |
| |
| Emphasizing the deletion of defects | |
| |
| |
| Taking prompt action on data | |
| |
| |
| Surveying the tools of TQM | |
| |
| |
| It Takes a Village: The Main TQM Players | |
| |
| |
| The role of executives | |
| |
| |
| The duties of middle managers | |
| |
| |
| The importance of empowered workers | |
| |
| |
| The value of external customers and suppliers | |
| |
| |
| Perpetual Motion: How to Enjoy Continuous Improvement | |
| |
| |
| Keeping TQM moving forward with the Plan-Do-Check-Act cycle | |
| |
| |
| Watching small improvements add up | |
| |
| |
| Overcoming obstacles | |
| |
| |
| |
| Fixing Tough Problems with Six Sigma | |
| |
| |
| Surveying the Basics of the Six Sigma Way | |
| |
| |
| Injecting statistics into tried-and-true methods: The foundation | |
| |
| |
| Driving for breakthrough results: The goal | |
| |
| |
| Meeting Six Sigma experts: The necessity | |
| |
| |
| Considering the pros and cons of Six Sigma: The dealbreakers | |
| |
| |
| Taking Important Steps to Implement Six Sigma | |
| |
| |
| Project selection: The key to success | |
| |
| |
| Proceed with caution: Doing upfront work before you implement Six Sigma | |
| |
| |
| DMAIC: A five-step program, Six Sigma style | |
| |
| |
| Crunching Some Six Sigma Numbers | |
| |
| |
| Calculating the Rolled Throughput Yield | |
| |
| |
| Understanding the meaning of "Sigma" | |
| |
| |
| Measuring variation with x's and Y's | |
| |
| |
| Putting Everything Together with Process-Review Tools | |
| |
| |
| Painting a complete picture with a SIPOC | |
| |
| |
| Organizing process inputs with Ishikawa's Fishbone | |
| |
| |
| Pinpointing potential process errors with FMEA | |
| |
| |
| |
| Delving into Quality Function Deployment | |
| |
| |
| Organizing the Nuts 'n' Bolts of Quality Function Deployment | |
| |
| |
| The QFD matrix | |
| |
| |
| The pros and cons of QFD | |
| |
| |
| If You Build a House of Quality, Customers Will Come | |
| |
| |
| Identifying customer requirements | |
| |
| |
| Listening to the voice of the marketplace | |
| |
| |
| Converting customer requirements into design specifications | |
| |
| |
| Determining relationships between requirements and specifications | |
| |
| |
| Laying the roof | |
| |
| |
| Digging a basement | |
| |
| |
| |
| Considering the Theory of Constraints | |
| |
| |
| Focusing on the Fundamentals of the Theory of Constraints | |
| |
| |
| Highlighting the principles behind the TOC | |
| |
| |
| Weighing the pros and cons of the TOC | |
| |
| |
| Understanding the Drum-Buffer-Rope System | |
| |
| |
| Marching to the beat of the drum | |
| |
| |
| Managing buffers for maximum results | |
| |
| |
| Feeding a constraint with the rope | |
| |
| |
| Tackling Constraints in Your Process | |
| |
| |
| Identifying a process constraint | |
| |
| |
| Cleaning up the constraint | |
| |
| |
| Subordinating processes to keep materials moving | |
| |
| |
| Elevating the constraint | |
| |
| |
| Improving throughput all over again | |
| |
| |
| |
| The Part of Tens | |
| |
| |
| |
| Ten Steps for Incorporating Quality into a New Product and/or Process | |
| |
| |
| Identify a Problem You Can Solve with a New Product or Service | |
| |
| |
| Define the Critical Characteristics of Each Customer Requirement | |
| |
| |
| Translate Customer Requirements into Measurements | |
| |
| |
| Establish a Capable Prototype Process | |
| |
| |
| Make Your Process Lean | |
| |
| |
| Mistake Proof Your Process | |
| |
| |
| Prepare the Kanban | |
| |
| |
| Test the Process | |
| |
| |
| Incorporate Improvements into the Process Design | |
| |
| |
| Create a Customer-Feedback Mechanism | |
| |
| |
| |
| Ten (Or So) Web Sites with Quality Control Tips and Techniques | |
| |
| |
| International Organization for Standardization | |
| |
| |
| American Society for Quality | |
| |
| |
| Lean Aerospace Initiative | |
| |
| |
| Curious Cat Management Improvement Library | |
| |
| |
| The Northwest Lean Networks | |
| |
| |
| Kaizen Institute | |
| |
| |
| Replenishment Technology Group Inc. | |
| |
| |
| Total Quality Management | |
| |
| |
| i Six Sigma | |
| |
| |
| QFD Institute | |
| |
| |
| AGI | |
| |
| |
| Index | |