Quality Management Tools and Techniques

By: Geoff Vorley MSc MCQI and Fred Tickle BA Ceng MIMech E MIEE MCQI

INTRODUCTION
Quality Management -Tools and Techniques is intended to provide quality professionals and students with a clear and comprehensive understanding of the tools and techniques of quality. It delivers an exploration of the applicability and effectiveness of different quality tools and techniques for all organisational types. The intention being to encourage and stimulate the reader to feel sufficiently confident to use the tools and techniques in a practical and rewarding way. In particular the book covers the latest syllabus for the Chartered Quality Institute examination in Quality Management - Tools and Techniques (D3 module).

This book is part of the Quality Management series of books which includes:

• Quality Management - Introduction to Quality
• Quality Management - Principles and Practice
• Quality Management - Tools and Techniques
• Quality Management - Communication and Project Management
• Quality Management - Information Technology

These books together form a complete series to support the CQI Diploma in Quality, thus ensuring they comprehensively cover all the very latest information associated with Quality Management.

Review comments from Quality World Oct 2007
David Hathorn is a Senior Lecturer and consultant in quality and change management, risk and project management at Portsmouth Business School. ‘The market may be saturated with quality tool fads and managers inundated with an endless array of flashy techniques, but David Hathorn thinks sorting the wheat from the chaff is essential, and this might just be the book to do it’

Subjects covered in this book include:

Subjects comprehensively addressed in this book are:

• Process Improvement Techniques
• Improvement Techniques
• Quality by Design
• Analysis and Mapping
• Optimisation Techniques
• Suppliers and Distribution

THE AUTHORS
Geoff Vorley and Fred Tickle are both associate lecturers in Quality at Surrey University and founding directors of Quality Management and Training Limited. Their knowledge of the subject extends over many years, providing consultancy and training in QA.

Quality Management and Training provides; consultancy, training, distance learning and many other QA products in Quality and Health and Safety Management to large numbers of organisations and individuals.

INFORMATION

• ISBN 1 904302 19 X
• Pages: 359
• Diagrams & Pictures: 126
• Tables: 47

PRICING

Contents List

Table of Contents

Introduction to Quality Management (Tools & Techniques)

Section 1 - Process Improvement
Kaizen
5S Technique
Value Analysis
Overall Equipment Effectiveness
Failure Mode and Effects Analysis (FMEA)
Poka-Yoke
Process Capability
Specification, Measurement and Process Capability
Business Process Analysis

Section 2 - Improvement Techniques
Quality Circles
Gemba Gembutsu
OPTIMUM - The Seven Wastes (Muda)
Balanced Scorecards
Six Sigma
Suggestion Schemes

Section 3 - Quality by Design
Design of Experiments
Ishikawa’s Seven Tools of Quality
Shewhart’s Control Charts and Graphs - Statistical Quality Control
Statistical Tolerancing
Quality Function Deployment
Quality Planning

Section 4 - Analysis and Mapping Techniques
Flowcharting (including IDEF0)
Risk Analysis Techniques (including Fault Tree Analysis)
Nominal Group Technique and Brainstorming
Benchmarking and Performance Measurement
Root Cause Analysis

Section 5 - Optimisation Techniques
Materials Requirement & Manufacturing Resources Planning
Just in Time
Total Productive Maintenance and Overall Equipment Effectiveness

Section 6 - Suppliers and Distribution
Supplier Quality Assurance
A Basic Purchasing Control System
A Supplier Quality Assurance System
Supplier Partnerships and Integrated Suppliers
Quality System-9000
Supplier Associations

Index

ExtractS from the book

Introduction

This book Quality Management (Tools and Techniques) is intended to provide quality professionals and students with a clear and comprehensive understanding of the tools and techniques of quality. It delivers an exploration of the applicability and effectiveness of different quality tools and techniques for all organisational types. The intention being to encourage and stimulate the reader to feel sufficiently confident to use the tools and techniques in a practical and rewarding way.

Quality Management (Tools and Techniques) is part of the Quality Management series which includes; Introduction to Quality, Quality Management (Principles and Practice) and Quality Management (Communications and Projects). For clarity and continuity purposes, there is correctly some overlap between these titles. However, this book is expected to be ‘stand alone’ and a comprehensive and practical reference to all the major quality management tools and techniques.

The overall aim of this book Quality Management (Tools and Techniques) is to:

• provide a clear awareness and understanding of the disciplines, tools and techniques of quality improvement.
• enable the user to be capable of practical evaluation of the tools and techniques for variety of situations.
• enable the confident application of the appropriate quality tools and techniques for the selected activities in the business or organisation.

Detailed below, is what could reasonably be expected to be appreciated and be competent in performing, as a consequence of studying this book.

• Demonstrate and present an argument for the use of the tools and techniques of quality improvement.
• Evaluate the applicability of tools and techniques of quality.
• Appropriately apply the quality tool or technique.
• Appraise the effectiveness of individual applications of the quality tool or technique.
• Analyse the contribution to quality improvement of the tools and techniques in a variety of organisational settings.
• Understand and develop the relationship between an organisation and its suppliers.

The book is broken down into six sections:

Section 1 - Process Improvement
This section addresses the following tools and techniques:

Kaizen
Kaizen is Japanese for Improvement or Continuous Improvement. In a business setting, it means on-going never ending improvement, involving everyone.

5S Methodology
The 5S is a systematic approach to establishing and maintaining housekeeping standards. With this method, divisions or departments within organisations adopt and implement their own housekeeping programme, used as a means of improving quality, safety and productivity.

Value Analysis
Techniques used to investigate the function of a system, process or equipment with the objective of achieving the intended function at the lowest overall cost.

Failure Mode and Effects Analysis (FMEA)
Risk analysis technique used to identify and eliminate possible causes of failure.

Poka Yoke
Fool proofing - a technique for avoiding and eliminating mistakes.

Process Capability (Cp, Cpk)
An evaluation of process performance against specification.

Section 2 - Improvement Techniques
This section addresses the following tools and techniques:

Quality Circles
A small group of employees, doing similar work, voluntarily meeting regularly, learning to identify and analyse work related problems and recommending solutions.

Gemba Gembutsu
Gemba is Japanese for the place where the problem has happened, and gembutsu is the actual information at gemba.

Muda
OPTIMUM - Classification and avoidance of the seven wastes.

Balanced Scorecard
A communication, informing and learning system. Used to help concatenate and to communicate strategy by aligning individual, organisational, business unit and cross-functional objectives to achieve common goals and mission.

Six Sigma
Six Sigma is a business strategy and quality improvement technique. Six Sigma performance means reducing defects to less than 4 per million.

Section 3 - Quality by Design
This section addresses the following tools and techniques;

Taguchi Design of Experiments
A process using orthogonal arrays to analyse a problem, which could have a number of different contributory factors or variables.

Ishikawa's 7 Tools of Quality
Seven tools of quality control that need to be taught to all circle members.

Quality Function Deployment (QFD)
"The voice of the customer" - a technique, which seeks to understand the basic function or customer requirements and determine how best these functions can be achieved.

Section 4 - Analysis and Mapping Techniques
This section addresses the following tools and techniques:

IDEFO
Integration DEfinition for Function Modelling level 0. A method developed by the USA Air Force to graphically represent process activities, showing process activity inputs, outputs, controls and resources.

Fault Tree Analysis
A method for calculating the frequency of a undesired event, which if occurs could cause; danger, expense or downtime.

Nominal Group Technique
A process for idea generation or braining storming.

Flowchart
Means of diagrammatically representing a process

Benchmarking
A means of establishing, quantifying and comparing one activity’s performance against another.

Section 5 - Optimisation Techniques
This section addresses the following tools and techniques:

MRP
A (usually computer based) system which calculates the total material requirements (quantities, time scale) to meet a predetermined set of customer requirements.

MRP II
A (usually computer based) system which integrates manufacturing data to calculate the total resources required to manufacture a product in specified time scales, in order to meet customer requirements.

JIT (Just in Time)
An approach to ensuring that the customer’s requirements in terms of quality and service (deliveries and quantities) are exactly matched.

Total Productive Maintenance
An approach similar to Total Quality Management in its philosophy, supporting the initiative to keep equipment and facilities to a defined standard.

Section 6 - Suppliers and Distribution
This section addresses the issues associated with supply chain management including:

Supplier Partnerships
A means of developing relationships with suppliers to ensure that they understand the customer’s specific requirements and needs. Further reducing the number of suppliers provides better control and fosters a mutually beneficial climate of continuous improvement.

Supplier Associations
Supplier associations or "Supplier Clubs" are similar or like minded suppliers who form a group to mutually help and learn from each other.

Integrated Supply
Management of the supply chain.

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