Quality Management for Organizational Excellence
Order ID:89JHGSJE83839 Style:APA/MLA/Harvard/Chicago Pages:5-10 Instructions:
Quality Management for Organizational Excellence
Lecture/Presentation Notes
By:
Dr. David L. Goetsch and Stanley Davis
Based on the book
Quality Management for Organizational Excellence (Seventh Edition)
Quality Management, Seventh Edition Dr. David L. Goetsch
© 2013, 2008 by Pearson Education, Inc. Upper Saddle River, NJ 07458. All Rights Reserved.
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Eighteen:
Optimizing and Controlling Processes through Statistical Process Control (SPC)MAJOR TOPICS
Statistical Process Control Defined
Rationale for SPC
Control Chart Development
Management’s Role in SPC
Role of the Total Quality Tools
Authority over Processes and Production
Implementation and Deployment of SPC
Inhibitors of SPC
Quality Management, Seventh Edition Dr. David L. Goetsch
© 2013, 2008 by Pearson Education, Inc. Upper Saddle River, NJ 07458. All Rights Reserved.
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Eighteen:
Optimizing and Controlling Processes through Statistical Process Control (SPC)
(Continued)Definition: SPC is a statistical method of separating special-cause variation from natural variation to eliminate the special causes and establish and maintain consistency in the process, enabling process improvement .
The origin of SPC was in the work of Dr. Walter Shewhart at Bell Laboratories 1931. Although SPC was ignored in the West after World War II, Japan adopted and subsequently developed it into total quality.
The rationale for SPC includes the following:
Enables the control of process variation.
Makes possible continual improvement of the process.
Results in predictability of processes.
Results in elimination of waste.
Makes less expensive inspection modes possible.
SPC is essential today to elevate the quality of products and services while lowering costs in order to compete successfully in world markets.
Quality Management, Seventh Edition Dr. David L. Goetsch
© 2013, 2008 by Pearson Education, Inc. Upper Saddle River, NJ 07458. All Rights Reserved.
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Eighteen:
Optimizing and Controlling Processes through Statistical Process Control (SPC)
(Continued)Control Chart Development:
There are several types of control charts, the choice of which being determined by the kind of process under consideration. Further, some control charts are designed for variables data (something measured), others are concerned with attributes data (something that can be counted). Different procedures are used for developing these two types of control. Both require Upper Control Limits (UCL) and Lower Control Limits (LCL) and a Process Average.
Upper and Lower Control Limits and Process Average calculations for constructing the control chart are made from the actual process data, which must be of sufficient quantity, and taken over a relatively short period.
After drawing the blank control chart with UCL, LCL and process average, the data from which the calculations were made are plotted on the chart. No data points can penetrate UCL or LCL, and there must be no long runs of data on one side of the process average. That will only be true if the process is free of special causes of variation. If that is the case, the chart is ready for use.
Quality Management, Seventh Edition Dr. David L. Goetsch
© 2013, 2008 by Pearson Education, Inc. Upper Saddle River, NJ 07458. All Rights Reserved.
*
Eighteen:
Optimizing and Controlling Processes through Statistical Process Control (SPC)
(Continued)Continual improvement of processes requires that special causes be eliminated first. Process improvement narrows the shape of the process’s bell curve, resulting in less variation.
Continual improvement is a key element of SPC and total quality. SPC enhances the predictability of processes and whole plants. Elimination of waste is another key element of SPC. SPC can help improve product quality while reducing product cost.
Quality Management, Seventh Edition Dr. David L. Goetsch
© 2013, 2008 by Pearson Education, Inc. Upper Saddle River, NJ 07458. All Rights Reserved.
*
Eighteen:
Optimizing and Controlling Processes through Statistical Process Control (SPC)
(Continued)SPC makes sampling inspection more reliable. SPC supports process auditing as a substitute for more expensive inspection. SPC requires a capability in statistics, either in-house or through a consultant. Process operators should be key players in any SPC program. Understanding the process is a prerequisite to SPC implementation. All employees involved in SPC must be trained for their involvement. Measurement repeatability and reproducibility is essential for SPC.
Quality Management, Seventh Edition Dr. David L. Goetsch
© 2013, 2008 by Pearson Education, Inc. Upper Saddle River, NJ 07458. All Rights Reserved.
*
Eighteen:
Optimizing and Controlling Processes through Statistical Process Control (SPC)
(Continued)Management’s role in SPC is similar to its role in total quality overall: commitment, providing training, and involvement. The seven tools, augmented by flowcharting, five-s, FMEA and DOE are required for SPC. SPC and the operator must have process-stop authority, SPC implementation must be carried out in an orderly, well thought-out sequence.
SPC requires collaborative team activity.
Quality Management for Organizational Excellence
RUBRIC
Excellent Quality
95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality
0-45%
37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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