The document discusses the evolution of quality management approaches from Statistical Process Control to Six Sigma. It argues that while Six Sigma has provided significant benefits, the next step for quality professionals is to broaden their focus to systematic innovation in order to help organizations optimize for innovation. This will involve applying a scientific approach to innovation and improving any processes, products, services or business models. The quality profession's foundation in statistical problem solving positions it well to lead systematic innovation efforts and help organizations strengthen their competitive positions.
The document discusses the evolution of quality management approaches from Statistical Process Control to Six Sigma. It argues that while Six Sigma has provided significant benefits, the next step for quality professionals is to broaden their focus to systematic innovation in order to help organizations optimize for innovation. This will involve applying a scientific approach to innovation and improving any processes, products, services or business models. The quality profession's foundation in statistical problem solving positions it well to lead systematic innovation efforts and help organizations strengthen their competitive positions.
The document discusses the evolution of quality management approaches from Statistical Process Control to Six Sigma. It argues that while Six Sigma has provided significant benefits, the next step for quality professionals is to broaden their focus to systematic innovation in order to help organizations optimize for innovation. This will involve applying a scientific approach to innovation and improving any processes, products, services or business models. The quality profession's foundation in statistical problem solving positions it well to lead systematic innovation efforts and help organizations strengthen their competitive positions.
The document discusses the evolution of quality management approaches from Statistical Process Control to Six Sigma. It argues that while Six Sigma has provided significant benefits, the next step for quality professionals is to broaden their focus to systematic innovation in order to help organizations optimize for innovation. This will involve applying a scientific approach to innovation and improving any processes, products, services or business models. The quality profession's foundation in statistical problem solving positions it well to lead systematic innovation efforts and help organizations strengthen their competitive positions.
March 23, 2006 Agenda Motivation Evolution of Quality, survival of the fittest SPC Reengineering TQM Six Sigma Whats Next after Six Sigma Educational Findings Future of the Quality Profession Motivation January 2006 issue of Quality Progress. After Six Sigma- What's next? By Sren Bisgaard and Jeroen De Mast. To hope quality management will go away is wishful thinking. The next step for quality professionals should be to broaden the scope to systematic innovation. We predict a scientific approach to problem solving will remain the foundation of our profession (Bisgaard & De Mast 2006) Evolution of Quality Profession Evolution relies on two fundamental mechanisms: 1. Variation (or change) 2. The selection of the most favorable variant by the principle of survival of the fittest. Current Six Sigma approach- incorporates a wide variety of ideas that originated from previous incarnations of quality management.
Some quality principles remain fit!! (principal of survival of the fittest)
Evolution of Quality Statistical Quality Control Total Quality Management Six Sigma Business Process Reengineering Ford Production System Toyota Production System Lean Lean Six Sigma MRP, MRP II Supply Chain ERP CRM Quality: Productivity: Information Technology: JIT Lean Six Sigma Supply Chain Source: Furterer 2004 (ASQ CQSDI) Evolution of Quality Statistical Quality Control Total Quality Management Six Sigma Business Process Reengineering Ford Production System Toyota Production System Lean Lean Six Sigma MRP, MRP II Supply Chain ERP CRM Quality: Productivity: Information Technology: JIT Lean Six Sigma Supply Chain Source: Furterer 2004 (ASQ CQSDI) Statistical Process Control A methodology for monitoring a process to identify special causes of variation and signal the need to take corrective action when appropriate. Seven tools: 1. Control Charts. 2. Histogram. 3. Pareto Diagram. 4. Cause-Effect Diagram. 5. Check Sheets. 6. Process Flow Diagram. 7. Scatter Diagram. Focus: quality control SPC & Six Sigma Most Fitted Elements: SPC tools- provided the foundation for understanding and reducing variability through application of statistical theories.
Least Fitted Elements: Focus on quality control only. Quality Control departments- main function was inspection and control to specifications. Evolution of Quality Statistical Quality Control Total Quality Management Six Sigma Business Process Reengineering Ford Production System Toyota Production System Lean Lean Six Sigma MRP, MRP II Supply Chain ERP CRM Quality: Productivity: Information Technology: JIT Lean Six Sigma Supply Chain Source: Furterer 2004 (ASQ CQSDI) Business Process Reengineering The radical redesign of business processes for dramatic improvement. Mid- to Late-80s: global competition. Existing tools were no longer improving cost, poor quality & bad service. Good news and Bad news Far exceeded expectations Unrecognizable Business Process Reengineering & Six Sigma Most Fitted Elements: Key word process: Focus on complete end-to-end set of activities that together create value for a customer.
Least Fitted Elements: Key word radical: Scratch and start over
Evolution of Quality Statistical Quality Control Total Quality Management Six Sigma Business Process Reengineering Ford Production System Toyota Production System Lean Lean Six Sigma MRP, MRP II Supply Chain ERP CRM Quality: Productivity: Information Technology: JIT Lean Six Sigma Supply Chain Source: Furterer 2004 (ASQ CQSDI) Total Quality Management ...is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. Total Quality Management Source: Besterfield 2000 TQM & Six Sigma Most Fitted Elements: Focus on quality improvement. Firm management of projects and the attention to change management theory and approaches.
Least Fitted Elements: Measurement of success in terms of activities. Evolution of Quality Statistical Quality Control Total Quality Management Six Sigma Business Process Reengineering Ford Production System Toyota Production System Lean Lean Six Sigma MRP, MRP II Supply Chain ERP CRM Quality: Productivity: Information Technology: JIT Lean Six Sigma Supply Chain Source: Furterer 2004 (ASQ CQSDI) Six Sigma Is both a quality management philosophy and a methodology that focuses on: 1. Reducing variation 2. Measuring defects 3. Improving quality of processes, products, and services 4. Instilling a philosophy of continuous improvement Incorporates a wide variety of ideas that originated from previous incarnations of quality management. Phases: Define
Measure
Analyze
Improve
Control
Design for Six Sigma DMAIC Define the project goals and customer (internal and external) requirements. Measure the process to determine current performance. Analyze and determine the root cause(s) of the defects. Improve the process by eliminating defect root causes. Control future process performance. DMADV Define the project goals and customer (internal and external) requirements. Measure and determine customer needs and specifications; benchmark competitors and industry. Analyze the process options to meet the customer needs. Design (detailed) the process to meet the customer needs. Verify the design performance and ability to meet customer needs. DFSS is used to design or re-design a product or service. The world keeps changing. Quality management will therefore always need to be improved and adapted to the changing circumstances.
Americas Imperative U.S. Council on Competitiveness, Dec. 2004 Innovate America: Thriving in a World of Challenge and Change Challenge to long-term global economic leadership Resolved: Innovation will be the single most important factor in determining Americas success through the 21 st century Americas Task: For the past 25 years, we have optimized our organizations for efficiency and quality. Over the next quarter century, we must optimize our entire society for innovation. Good News, Bad News Bad News: The Council believes, the manufacturing strategies introduced over the past two decades of lean, Six Sigma-esque continuous productivity and quality improvement are no longer a source of meaningful competitive advantage. What?! Good News: We know better than that. Unfortunately, the image of our work is our problem. Broadening our focus and using more appropriate terms that better reflect what we do will put quality professionals in a better position to be part of the solution. Six Sigma vs. Systematic Innovation Six Sigma: focuses on more than just quality Six Sigma applications have evolved to focus on increasing productivity, reducing cycle time, etc. Economists call applications innovations Not directly related to defect reduction Think broader, what we are really doing is improving an organizations competitive position, better satisfying our customers and reducing costs INNOVATION! Quality improvement is about process and product innovation. It is about improving anything: product designs, process designs, radical changes, incremental changes or even new ways of managing. Innovation Innovation as an economic concept includes development of new: Products and services Methods of production or provision Methods of transportation or service delivery Business models Markets Forms of organization Stereotypically innovation is considered a product of genius, a flash of light Innovation can be systematically planned and organized Systematic Innovation The scientific approach to problem solving has been with us since Shewharts days Foundation for the quality profession Six Sigma body of knowledge can, with minor adjustments to scope and terminology, be applied to systematize the innovation process Guides upper management to realize the strategic importance of our work, leading to better recognition Economic Focus Ultimate quality award is improved bottom line profitability (Bisgaard & Freiesleben 2004) More than defects and operations management Transition from TQM to Six Sigma: Evaluate cost of poor quality Project savings Preparing for the Future of Quality Engineer 2020 National Academy of Engineering began a study in 2001 to prepare for the future of engineering What will or should engineering be like in the year 2020? How can engineers best be educated to be leaders, able to balance the gains afforded by new technologies with the vulnerabilities created by their byproducts without compromising the well-being of society and humanity? How they performed the study: Scenario-based planning was used that eliminated the need to gain consensus on a single view of the future. The study provided multiple opportunities that can help devise strategies that can adapt to changing conditions. Engineer 2020 Results reveals some implications to Engineering Education: Broadly educated engineers who view themselves as global citizens. Leaders in business and public service. Ethically grounded. Five or six year professional degree. Case histories incorporated into the curriculum.
Attributes of Future Engineers System Perspective Strong Analytical Skills Practical Ingenuity Creativity to Synthesize Mutual respect Social context / global citizen Customer focus Case-based learning Attributes of Future Engineers Communication Team work, multi-disciplinary teams Leadership Ethical Professional Agility, Resilience, Flexibility, Receptive to change Lifelong learning Departmental Reform Grant UCF is currently working on a departmental reform grant from NSF Three-round Delphi study to identify desired characteristics of an IE having completed undergraduate education emerging topic areas that should be incorporated into the reengineered curriculum Desired Characteristics
Adaptable problem solving Quantitative/analytical abilities Creative and critical thinking Interpersonal skills/presence Teamwork skills Holistic problem solving Technical writing ability Computer skills Process evaluation/analyses
Decision making ability Project management Human dimension of management Global perspectives General engineering Diversity sensitivity Leadership awareness
Emerging Topics Ethical Behavior Lean Enterprise Performance Management/Measurement Six Sigma / Design for Six Sigma Team Building and Facilitation Statistical Methods for Service and Transaction-based entities Leadership Service Enterprise/Systems Knowledge Management Object-Oriented Simulation Enterprise Resource Management Human-Integrated Systems/Usability Preparing for the Future Engineers Attributes TQI Course Component Problem Solving DMAIC problem solving, case studies System perspective System, process, statistical knowledge Teamwork Team building, projects, project management, brainstorming Flexibility DMAIC, projects, team work Leadership, management Responsibility Matrix, Accountability, Change management, culture change, commitment, communication plan Working together Team ground rules, team work, empowerment, reward, recognition, celebration Professionalism ASQ Community Good Works Initiative focus Technical Voice of Customer, QFD, benchmarking, measurement Preparing for the Future Engineers Attributes TQI Course Component Strong analytical skills Problem solving, quality and lean tools, statistical knowledge, process and system focus Practical ingenuity QFD, DOE, best practices, problem solving Creativity to synthesize Critical to Quality, process orientation, project and team building Communication, team work Team work, team building, reports and presentations, mentoring Ethical Quality principles, ground rules Professional Association with ASQ, all students must be members Agility, Resilience, Flexibility Practical application on real life problems Future of the Quality Profession Systematic Innovators Code name: Black Belt Organizations should decentralize quality departments Instead, quality initiatives will be delegated to innovation agents, namely black belts and green belts throughout the organization Innovation should be seen as an integral part of everyones task rather than the responsibility of a separate department and a few specialists Core Competencies Organizational structure designed to cultivate an experimental and risk taking attitude It is no longer sufficient to be an expert manager, marketing professional, or engineer. Competitors in low-cost countries increasingly also have experts who are more inexpensive In addition to being an expert, professionals must be well-trained and experienced in Six Sigma type systematic innovation skills Emphasis on scientific approach to problem solving Opportunity Scientific approach to problem solving This is our thing! Embrace the idea of being systematic innovators We will be the leading professionals of the future knowledge economy Questions or Comments?