HO 3 QUALITY IMPROVEMENT

Outline

 Process improvement
◦ PDSA cycle
◦ Process improvement steps
◦ Tools

1
The P-D-S-A Cycle

Plan
Identify problem. Develop
plan for improvement.
Do Act
Implement plan
Institutionalize improvement.
on test basis
Continue cycle.

Study
Is the plan working?

2
 Steps in Process Improvement

• Plan
1: Recognize problem
2: Form quality improvement teams
3: Define problem
4: Develop performance measures
5: Analyze problem
6: Determine possible causes

3
 Steps in Process Improvement

• Do
7: Implement solution

• Study
8: Evaluate solution

• Act
9: Ensure performance
10: Continuous improvement

4
 Plan: Steps 1 and 2

1: Recognize problem
– Existence of the problem is outlined
– In general terms, specifics are not clearly defined
– Solvability and availability of resources are
determined

2: Form quality improvement teams

– Interdisciplinary
– Specified time frame
– Quality circle

5
 Plan: Step 3

3: Define the problem

– Define the problem and its scope
– Pareto analysis
– Brainstorming
– Why-why diagram

6
 Number of defects

10
20
30
40
50

0
0
20
40
60
80
100

Cumulative percentage
Pareto Chart

7
 Pareto Chart

50 100

Cumulative percentage
40 C 80
Number of defects

30 60

20 40

10 D 20
A B

0 0
Defect type 8
 Pareto Chart

50 100

Cumulative percentage
40 C 80
Number of defects

30 60

20 40

10 D 20
A B

0 0
Defect type 9
 Percent from each cause

10
20
30
40
50
60
70

0
Po
or
W De
ro s
ng ig
di n
(64)

m
De en
f ec
s io
ns
tiv

(13)
M e
ac pa
hi rts
ne

(10)
ca
O lib
pe ra
ra t io
to ns (6)
re
De rro
f ec rs
tiv
(3)

e
m

Causes of poor quality

Su at
rfa er
Pareto Chart

ce ia
ls
(2)

ab
ra
s io
n s
(2)
 Why-Why Diagram

• A technique to understand the problem

• Does not locate a solution
• The process leads to many reasons the original
problem occurred
• Example: A mail-order company has a goal or
reducing the amount of time a customer has to wait in
order to place an order. Create a why-why diagram
about waiting on the telephone.

11
 Why-Why Diagram
Workers not
scheduled at
Why? peak times
Waiting
on
Insufficient
the Why? Why?
operators Low pay
phone
available
to place
an order

Many customers All catalogs

Why? calling at the Why? shipped at
same time the same
time
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 Plan: Step 4

4: Develop performance measures

– Set some measurable goals which will indicate
solution of the problem
– Some financial measures: costs, return on
investment, value added, asset utilization
– Some customer-oriented measures: response
times, delivery times, product or service
functionality, price
– Some organization-oriented measures: employee
retention, productivity, information system
capabilities
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 Plan: Steps 5 and 6

5: Analyze problem
– List all the steps involved in the existing process
and identify potential constraints and opportunities
of improvement
– Flowchart

6: Determine possible causes

– Determines potential causes of the problem
– Cause and effect diagrams, check sheets,
histograms, scatter diagrams, control charts, run
charts
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 Operation Delay

Storage Transportation

Inspection Decision

Flowchart
Enter emergency room

Fill out Nurse

Walk to Return to Wait
patient inspects
triage waiting for ER bed
history injury
room room

Walk to
ER bed

Walk to Doctor Wait

Radiology inspects for
injury doctor
Flowchart
Walk to radiology

Technician Doctor
Return to Wait for
X-rays provides
ER bed doctor to
patient return diagnosis

Return
to
Waiting

Leave Pickup Walk to

Building prescription pharmacy Checkout
Flowchart
 Cause and Effect Diagram

• Common categories of problems in manufacturing

– 5 M’s and an E
• Machines, methods, materials, men/women,
measurement and environment
• Common categories of problems in service
– 3 P’s and an E
• Procedures, policies, people and equipment

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 Cause and Effect Diagram
Measurement Men/Women Machines

Faulty testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature
Defective from vendor Poor process
control
design
Ineffective quality
Not to specifications management
Dust and
Dirt Material- Deficiencies
handling problems in product design

Environment Materials Methods

19
Check Sheet

COMPONENTS REPLACED BY LAB

TIME PERIOD: 22 Feb to 27 Feb 1998
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |
 40
35
Frequency of calls

30
25
20
15
10
5
0 1 2 6 13 10 16 19 17 12 16 20 17 13 5 6 2 1
Telephone call duration, min
Histogram
Number of tears

Rotor speed, rpm

Scatter Diagram
Control Chart
27
24
UCL = 23.35
21
Number of defects

18 c = 12.67

15
12
9
6
3 LCL = 1.99

2 4 6 8 10 12 14 16
Sample number
 Do: Step 7

7: Implement the solution

– The solution should
• prevent a recurrence of the problem
• address the root cause of the problem
• be cost effective
• be implemented within a reasonable amount
of time
– Force-field analysis

24
 Do: Step 7

– Force-field analysis
• A chart that lists
– the positive or driving forces that
encourages improvement as well as
– the restraining forces that hinders
improvement
– Actions necessary for improvement

25
 Do: Step 7

Example: create a force-field diagram for the

following problem:
– Bicycles are being stolen at a local campus.
Campus security is considering changes in the
bike rack design, bike parking restrictions and
bike registration to try to reduce thefts. Thieves
have been using hacksaws and bolt cutters to
remove locks from the bikes

26
 Assignment: Practice use Quality Tools

Gunakan Quality Tools untuk mendefinisikan

masalah mutu yang terjadi di lingkungan kelas.
Quality Tools yang digunakan minimal : Pareto
Analysis, Why-why diagram dan Cause Effect
Diagram

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