Six Sigma Quality: Chapter Twelve

SIX SIGMA
QUALITY
Chapter Twelve
McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Total Quality Management (TQM)
 Total quality management: managing the entire
organization so that it excels on all dimensions of
products and services that are important to the
customer
 Two fundamental operational goals
1. Careful design of the product or service
2. Ensuring that the organization’s systems can
consistently produce the design
12-2
Malcolm Baldrige National Quality Award
 An award established by the U.S. Department of Commerce

given annually to companies that excel in quality.
 The Baldrige Quality Award is given to organizations that
have demonstrated outstanding quality in their products and
processes.
 The award program is administered by the National Institute
of Standards and Technology, an agency of the U.S.
Department of Commerce.
 A total of up to 18 awards may be given annually in these
categories: manufacturing, service, small business, education
and health care, and not-for-profit.
12-3
What It Takes to Apply for Baldrige
 Candidates for the award must submit an application

of up to 50 pages that details the approach,
deployment, and results of their quality activities under
seven major categories:
1. Leadership
2. Strategic Planning
3. Customer and Market Focus
4. Information and Analysis
5. Human Resource Focus
6. Process Management
7. Business Results
12-4
Baldrige – Scoring
 Applications are scored on total points out of
1,000.
 Those >650 get selected for site visits, which
decide the final winner.
 Other benefits:
 Feedback from the Baldrige examiners
 “An audit report of the firm’s practices.”
 Many states use Baldrige Criteria as the basis for
their own awards.
12-5
The Quality Gurus
12-6
Quality Specifications and
Quality Costs
 Design quality:
inherent value of Performance Features
the product in
the marketplace
 Conformance
Reliability/Durability Serviceability
quality: degree
to which the
product or
service design Aesthetics Perceived Quality
specifications
are met
12-7
Costs of Quality
Appraisal costs – costs of Prevention costs – sum of

the inspection and testing all the costs to prevent
to ensure that the product defects
or process is acceptable
Quality Costs
Internal failure costs – External failure costs –

costs for defects incurred costs for defects that pass
within the system through the system
12-8
Six Sigma
 A philosophy and set of methods companies use to
eliminate defects in their products and processes
 Seeks to reduce variation in the processes that lead
to product defects
 The name, “Six Sigma,” refers to the goal of no
more than four defects per million units
12-9
Six Sigma Methodology
Developed by General
Define, measure, Electric as a means of
analyze, improve, and focusing effort on quality
control (DMAIC) using a methodological
approach
Overall focus of the

Seeks to reduce the
methodology is to
variation in the processes
understand and achieve
that lead to these defects
what the customer wants
12-10
DMAIC Cycle
Define - identify customers and their priorities
Measure - determine how to measure the process

and how it is performing
Analyze - determine the most likely causes of

defects
Improve - identify means to remove the causes of

defects
Control - determine how to maintain the

improvements
12-11
Six Sigma Analytical Tools
Flowchart - a Pareto chart - help to
Run chart - depict
diagram of the break down a
trends in data over
sequence of problem into
time
operations components
Opportunity flow
Cause-and-effect
Checksheet - basic diagram - used to
diagram - show
form to standardize separate value-added
relationships between
data collection from non-value-
causes and problems
added
Process control chart

- used to assure that
processes are in
statistical control
12-12
Flowchart
12-13
Run Chart
12-14
Checksheet
12-15
Cause-and-Effect Diagram (Fishbone Diagram)
12-16
Opportunity Flow Diagram
12-17
Process Control Chart
12-18
Additional Six Sigma Tools
 Failure mode and effect analysis (FMEA): is a
structured approach to identify, estimate, prioritize,
and evaluate risk of possible failures at each stage
in the process
12-19
Additional Six Sigma Tools
 Design of experiments (DOE): a statistical methodology to
determine cause-and-effect relationships between process
variables and output
12-20
Six Sigma Roles and
Responsibilities
1. Executive leaders must champion the process of
improvement
2. Corporation-wide training in Six Sigma concepts
and tools
3. Set stretch objectives for improvement
4. Continuous reinforcement and rewards
12-21
The Shingo System: Fail-Safe Design
 Shingo’s argument:
 SQC methods do not prevent defects.
 Defects arise when people make errors.
 Defects can be prevented by providing workers with feedback on
errors.
1. Successive check
2. Self-check
3. Source inspection
 Poka-yoke includes:
 Checklists
 Special tooling that prevents workers from making errors
12-22
ISO 9000 and ISO 14000
 Series of standards agreed upon by the
International Organization for Standardization
(ISO)
 Adopted in 1987
 Used in more than 160 countries
 A prerequisite for global competition?
 ISO 9000 an international reference for quality;
ISO 14000 primarily concerned with environmental
management
12-23
Three Forms of ISO Certification
1. First party: a firm audits itself against ISO 9000
standards
2. Second party: a customer audits its supplier
3. Third party: a "qualified" national or
international standards or certifying agency
serves as auditor
12-24
External Benchmarking Steps
1. Identify those processes needing improvement.
2. Identify a firm that is the world leader in
performing the process.
3. Contact the managers of that company and make
a personal visit to interview managers and
workers.
4. Analyze data.
12-25

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SIX SIGMA

 An award established by the U.S. Department of Commerce

 Candidates for the award must submit an application

Appraisal costs – costs of Prevention costs – sum of

Internal failure costs – External failure costs –

Overall focus of the

Define - identify customers and their priorities

Measure - determine how to measure the process

Analyze - determine the most likely causes of

Improve - identify means to remove the causes of

Control - determine how to maintain the

Process control chart

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