Final review note

7 QUALITY TOOLS CAUSE AND EFFECT Three key steps for a successful QC program - ability to recogniaze problem - what’s wrong that needs correcting? - trace root causes of problems - What brought the problem about? - implement corrective actions - what actions to choose to correct it? 4 mistakes decision makers make - do not specify the purpose of the desicion - act without looking at the alternatives - make poor use of available information - fail to look at consequences of their actions and assess its future costs - information is the raw material, with which managers work therefore the most way to improve managerial performance is to improve the use of information. things a desicion maker should do: - Develop a hypothesis to test - define the goal - gather relevant data - look at cost and consequence - define problem well - look at alternatives what does a manager need to solve problems under presseure? - stay calm - discuss problem - diplomacy - experience - don’t blame - be objective-use science - good problem analysis skills - systematic what is a rational manager - how to improve problem solving and desicion making by using information efficiently - uses a systems approach to frame situations - solutions emphasize structural changes that are based on scientific principles elements of the scientific method - identify the problem - gather, evaluate and summarize relevant existing data - formulate a hypothesis - design and conduct experiments

- evaluate hypothesis elements of the problem analysis process - define the problem - describe the problem - establish possible causes - test the most probable cause - verify the true cause concept of problem analysis - a problem cannot be solved unless its cause is known - every problem is a deviation from some standard or expected performance - a change of some kind is always the cause of the problem - the methods and functions of discovery and proof in research are as different as are those of a defective and of a judge in a court of law. while playing the part of the detective, the investigator follows clues, but having captured an alleged fact, one turns judge and examines the case by means of logically arranged evidence. both functions are equally essential but they are different. CAUSE & EFFECTIVE DIAGRAM (ISHIKAWA) - to allow a team to identify, explore, and graphically display, in increasing detail, all of the possible causes related to a problem or condition to discover its root causes. - enables a team to focus on the content of the problem

- creates a snapshot of the collective knowledge and consensus of team around a problem - focuses the team on causes, not symptoms Brainstorming -creating bigger and better ideas why use it? - to establish a common method for a team to creatively and efficiently generate a high volume of ideas on any topic by creating a process that is free of criticism and judgement. what does it do? - encourages open thinking when a team is stuck in “same old way” thinking - gets all team members involved and enthusiastic so that a few people don’t dominate the whole group - allow team members to build on each other’s creativity while staying focused on their joint mission. Brainstorming methods: - structured - unstructured - visual brainstorming - analogies/ free word association Things a desicion masker should do: - Develop a Hypothesis to test - Define the goal - Gather relevant data - look at costs and consequences - define problem well - look at alternatives what does a manager need to solve problems under pressure? - stay calm - discuss problem - diplomacy - experience - don’t blame - be objective - use science - good problem analysis skills - systematic DATA AND CHECKLISTS 7 tools of quality - flowcharts - cause and effective diagram - control charts - scatter diagram - check sheets - histogram - pareto diagrams data collection why do we collect data? - actions can be taken on a lot or process on the basis of data gained from the samples. reasons for collecting data - to identify and solve problems that cause inferior products - to monitor and modify processes most of problems are made up of smaller problems, each with several causes data collection can also be used to monitor and modify processes

- process = a set of steps we follow to accomplish our tasks - collect data at each step to make sure that the specifications for that step are being met - if we find a problem at a step, we can make a change right away - after the change is made, we continue to collect data to note the effects of the change collect data → analyze the data → expected variation → continue processing collect data → analyze the data → unexpected variation → modify the process Two types of data: variable data - data can be measured - ex. weights of package, time it takes to cook a product, the temperature of a vat attributes data - data that can be counted - ex. number of unacceptable bags of flour received, number of dented cans, numbers of faulty deliveries how do we ensure we are collecting good data? - We need to make sure that the data being collected is what we need - What is the purpose of collecting the data? - If we aren’t sure why we are collecting the data maybe the data doesn’t represent the situation we want to look at - We need to make sure that the instrument we are using is accurate and appropriate REMEMBER: It is important that the collected data represents the real situation to make good decisions that will improve the quality of the product - Collecting data to identify causes of problems, detective work - a detective - always looking for clues - these clues - help to narrow the list of suspects - when found enough clues - list of suspects are narrowed to one person - in workplace - follow similar procedure - collect data or clues - narrow the list of possible causes of problems - when enough data has been collected - we identify the cause of a problem - then work to solve the problem (eliminate!) - Most problems - made up of several smaller problems, each with several causes - rarely solve ‘big’ problems - more often solve a series of small problems - reducing the big one - We attack a big problem by - collecting data - identify smaller areas to focus on, and collecting data on those areas - When small problems - corrected - go back to big problem - see of our corrections to the small problems have had any effect - This procedure continues until the big problem is solved Check Sheets - To allow a team to systematically record and compile data from historical sources , or observations as they happen, so that patterns and trends can be clearly detected and shown - Present data in form that is quickly and easily used and analyzed - Individualize for the situation - User friendly

- Include time and location - Good design will ensure that the data are collected carefully and accurately for process control and problem solving Method to: - gather data - track how often certain events are occurring - Data is used to identify problems Constructing the Check Sheet - Step 1 Agree on Definitions - Step 2 Plan the Data Collection - Step 3 Design the Check Sheet - Step 4 Collect the Data Key Success Behaviors - Reassure data collectors that “negative” data will not result in blame or poor performance reviews - Train the data collectors - Remember “ease of use” when designing the form Design the Form Source Information: - Name of project - Location of data collection - Name of person recording data, if it applies - Date(s) - Other important identifiers - Content Information - Column with defect/event name - Columns with collection days/dates - Totals for each column - Totals for each row - Grand total for both columns and rows An example of a check sheet that might be used in HACCP: checklists used to record: - Sanitary condition of equipment / facilities before processing starts - Routine equipment maintenance checks - Calibration of equipment - Batch reports