Materials Management and Quality Management are the most efficient best practices we have implemented for this scenario. Materials Management plays a key role in addressing the design and deployment of the formal processes, in order to gain control of a project. The overall effectiveness of the Quality management system, including any improvements in the results which arise from the initiatives, which we
Crosby 's performance standard consisted of having a zero defect approach, which meant everyone involved (supplier and customer included) must understand. Crosby defined zero defect as not being a literal zero defect (as that is not always possible), but rather producing goods or services within agreed upon tolerances and requirements for quality and costs. Juran had a four step formula when it came to performance standards: establish goals to be reached, establish plans for these goals, meet the goals, and rewards based on results achieved. Deming had a process called the Deming Wheel, which was an adaptation of the PDCA (Plan, Do, Check, and Act) Problem Solving Cycle. To break it down, Plan involved designing components to improve results, Do employed the plan, Check evaluated the measurements, and Act made decisions based on the changes needed to improve the process.
The purpose of this project was to gain experience in quality improvement by working with an organization to identify a business problem, analyze the causes, develop an improvement plan, implement changes, and to verify the effectiveness of the solutions. For this project we had to keep scope in mind. This project had to follow certain criteria, such as: that it is a manageable project with a local organization, it can be completed within the time frame of the course, it has a direct impact on external customers, it is relatively simple, and that it is not something that is currently undergoing major changes.
In the early 1990’s companies started developing their own total quality Management principals. The most notable of all these new theories was Six Sigma which was developed by Motorola Corporation and later implemented by other industry giants like General Motors, Microsoft, Helwet-Packard etc., another significant new generation Quality management theory was ACE-(Achieving Competitive Excellence) developed by United Technologies Corporation(UTC). While 6 Sigma approach is data oriented in quality management of products, services, processes and customer experience, ACE approach is process improvement, waste elimination, skill improvement, problem solving and decision making tools.
The necessity for quality and safety improvement initiatives permeates health care. Quality health care is defined as “the degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge” (Kohn, Corrigan & Donaldson, 2000). Most care deficits are based in systems and processes and not individuals. Healthcare is has variation and complexity.
The corrective action process categorizes the issues with non-conformance records by identifying different areas of concerns that require immediate action. To help the quality organization within these areas, Company C utilizes many quality tools such as root cause analysis, Define-Measure-Analyze-Improve-Control (DMAIC), process flows as well as process mapping, to help assess the problems. Employing the correct tools helps with making the needed corrections to help prevent the concerns going forward.
Continuous quality improvement (CQI) will be joined with Transitions Theory in the program evaluation. Although originally developed by business managers, CQI is best known for its use in manufacturing settings, specifically in the automotive industry (Radawski, 1999). CQI was created with customers (patients) as the center of its philosophy; consequentially, the model
Maintaining PDCA is really just about reviewing the results, measuring how effective the solution, then determining if the iteration failed or needs another cycle. Maintaining this ongoing analysis is worth the effort. At the end of this chapter I have included the popular "Blind Men and the Elephant" koan. This inspires me to be thorough when measuring results and to use several proxies to assess if the change is working or failing. One sided judgment is usually
For this project I will choose the PDCA (Plan-Do-Check-Act) methodology. My rationale for choice includes several considerations. First, the PDCA methodology will focus on the improving patient outcomes in coping with chronic disease, the end result of this project will be difficult to ascertain, and will require continues evaluation, iterative decision making process, and actions which will be followed by evaluation. The PDCA Methodology operates in a continuous loop of planning approach, studying the project approach to determine if the outcome is align with the project goals, and acting/addressing any finding that will sway the direction of the project toward positive outcomes. The PDCA methodology offers continuous improvement through
Training manuals will be created for all the upgraded products. This training manual would be developed right through the development, testing and into the training phase of the project.
The evolution of quality management first evolved through the works of six philosophers; Shewhart (1924), Feigenbaum (1951), Crosby (1979), Ishikawa (1972), Deming (1982), and Juran (1986). Shewhart was most known for his invention the control chart. Feigenbaum is known for having introduced the concept of total quality control. Ishikawa best known for associating quality circles as a way to achieve continuous improvement and using cause and effect diagrams to solve problems. Crosby is known for defining the 14 steps for quality improvement and introducing the plan-do-check-action cycle. Juran is best known for identifying the three basic functions of the quality management process: quality planning, quality control, and quality improvement.
Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement
One of the main quality control processes used is the Statistical Process Control (SPC), which is a quality method that helps with engineering details in manufacturing plants. From start to finish, the SPC’s main job is to build efficient design into each of the manufacturing processes that goes on in the plant. Man-Machine Interfaces (MMIs) also allow manufacturing plants to correct problems as they occur. This allows a machine to tell a person if a product is defective (so that the product can be removed immediately), or whether or not a machine is malfunctioning. This allows workers to keep the manufacturing plant running by stopping problems early on. Another way manufacturers can ensure quality in products is to stay up to date with technology. Advanced technology creates better machines, and a better machine yields better efficiency when making
Goal: Reduce product variance and the need for rework by implementing a company-wide quality control system that includes an element of Statistical Process Control. A secondary goal is to reduce waste by focusing on Lean
Weekly meetings: To focus on quality, productivity and scrap related issues on a continuous basis. Continuous improvement and feed back mechanism moved process towards zero defect philosophy. The functions of tracking defects are mostly automated. This gave workers and managers enough time and resources to work on improving action, innovation and quality.