Beruflich Dokumente
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QUALITY MANAGEMENT
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Taguchi
Imai
Juran
Crosby
cause and effect diagrams quality function deployment histograms brainstorming process charts process diagrams flow charts control charts run charts benchmarking affinity diagrams moments of truth interrelationship digraphs matrix diagrams matrix data analysis process decision chart Deming cycle costs of quality analysis statistical process control quality circles etc.
Six Sigma
A broad and comprehensive system for building and sustaining business performance, success, and leadership The key focus is on processes Measurement of both processes and products is critical to Six Sigma success
Statistical six sigma goal is near-perfection 3.4 defects per million opportunities (DPMO)
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Six Sigma
DMAIC Cycle
Define, Measure, Analyze, Improve, and Control
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Manpower
Other Material
Glass
Appraisal costs
Costs associated with assuring conformance Examples: inspections, tests, service audits, calibration of test equipment
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Cost
Failures
t1 t2 t3
Quality
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100% Quality
Note: the figure is for presenting the COQ concept. It is not dimensionally correct
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Control Charts
13 17 21 Time
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Supplier Development
Certification
Qualification Education The certification performance process
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
7-18 McGraw-Hill/Irwin World Class Supply ManagementSM, ISBN 0-07-229070-6, CopyrightCopyright The McGraw-Hill Companies, Inc. All Inc. All rights reserved. 2003 by 2003 by The McGraw-Hill Companies, rights reserved.
Key Concepts
Evolution of quality management
Many pathways, same destination
Edward Deming Philip Crosby Masaaki Imai Genechi Taguchi Joseph Juran Total Quality Management Continuous improvement Six Sigma Quality Management System
Management approaches
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Key Concepts
Tools and methodologies
Common tools Costs of quality Loss to society Process capability analysis Statistical process control
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Key Concepts
Supply management issues
Requirements development Supplier quality analysis Inspection dependence Supplier development Supplier certification
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Philip Crosby
Quality is Free Quality without Tears Zero Defects
Do it right the first time.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Masaaki Imai
Author of Kaizen
Continuous Improvement Calls for everyone to work for constant and gradual improvement in every process
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Approach received widespread acceptance due to the clear setting of responsibility and detailed focus on planning
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Management Approaches
Total Quality Management Zero Defects Continuous Improvement Six Sigma Quality Management System
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Continuous Improvement
Kaizen is synonymous with continuous improvement Continuous improvement is often discussed within a just-in-time implementation framework Just-in-times Two major tenets:
1. Respect for people 2. Elimination of waste
Wasteful activities do not add value to fulfilling the needs of the customer
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Value Added
Generally companies have three categories:
Unnecessary and not value added Necessary, but not value added Value added
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Seven Wastes
1. 2. 3. 4. 5. 6. 7. Overproduction Unneeded motion Unneeded transportation Needless processing Needless machine time Holding excessive inventory Defects
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Do
Pilot the planned solution
Act
Refine and expand the solution to make it permanent
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Common Tools
Pareto Charts Cause and Effect Diagrams Process Flow Charts Run Plots Frequency Histograms Scatter Diagrams Control Charts
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Steps
Identify problem to correct Draw main causes for problem as bones
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Control Charts
Most common form is Statistical Process Control or SPC charts Idea is to tell when to adjust process Developed by Shewhart in 1920s Involves
Creating standards (upper & lower limits) Measuring sample output (e.g. mean wgt.) Taking corrective action (if necessary)
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Map the process stages using a flow chart Gather data at each of the inspection points Estimate the costs of the failures (costs of quality) Use a Pareto chart to identify greatest problem Use a fishbone diagram to identify root causes Identify primary root cause (using Pareto again) as maintenance levels being too low Increase/improve maintenance levels To prevent the problem from occurring in the future, implement statistical process control Document the changes Evaluate results of the changes at a predetermined date
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Loss to Society
Suppose a certain quality characteristic has a specification of .05 + .02 An analysis of company records reveals that if the value of the quality characteristic exceeds the target of .05 by the tolerance of .02 on either side, the product is likely to fail during the warranty period and costs $50 for repair In other words, $50 is the cost to society when the actual output of the process is either exactly at y = .03 or y = .07
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Loss to Society
Based on this information, the loss function is calculated as follows:
L(y)= k(y - T)2 $50 = k(.03 - .05)2 next, solve for k to get k = 50/0.0004 = 125,000
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Cp (a) =
Cp (b) =
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Standards
International Organization for Standardization
ISO 9000:2000 ISO 9001:2000 ISO 9004:2000
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Requirements Development
Quality can be defined in three ways:
1. In absolute terms 2. Relative to a perceived need 3. As conformance with stated requirements
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Requirements Development
Investigations with respect to quality:
Study the quality requirements Ensure that they are completely and unambiguously stated Investigate their reasonableness, relative to cost Ensure that specifications are written in a manner that permits competi-tion among potential suppliers. Determine whether existing suppliers can build the desired quality Ensure the feasibility of the inspections and tests required to assure quality
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Inspection Dependence
Receiving and Inspection Procedure
Best situation is for inspection to not be needed If inspection is needed and a rejection occurs, the options are:
Return the material to the supplier Keep some of the acceptable material and return the rest Keep all the material and rework it
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Technical Inspection
Acceptance sampling is the most common form of inspection for incoming materials or finished goods Single sampling procedure
1. Take one or more samples at random from a lot 2. Inspect each of the items in the sample 3. Decide whether to reject the whole lot based on the inspection results
The decision is usually based on a specific percentage of the failed units in the lot
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Double Sampling
Let c1 = 10%, c2 = 25%, n = 50 units Sample 50 units, and find 10 (20%) are defective
Random sample of n1 pieces
Number of defects falling between c1 and c2
For our 2nd sample 4/50, are defects. Which means 14/100, or 14% is the total!
< c2
> c2
SEQUENTIAL SAMPLING: extends this methodology with a different termination criteria for the second and subsequent samples
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sequential Sampling
Sequential sampling continues the sample taking until the lot is either:
Fully inspected, Rejected, or Accepted
If the number of defects falls between c1 and c2 , take another sample
Total defects
< c1
> c2
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Concluding Remarks
To contribute most effectively to the organizational effort, supply managements role in the quality program should include:
(1) participation in the development of specifications (2) participation in the selection of appropriate quality control, inspection, and test requirements (3) active involvement in analysis and development of proactive prevention measures at the suppliers facility (4) the selection and motivation of qualified suppliers (5) the subsequent monitoring and nurturing of the ongoing relationships between the buying and supplying firms
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Concluding Remarks
Quality management is a major component of supply managements responsibility Supply management should participate creatively in the corporate quality management program and in the firms critical supplier quality efforts A WCSM firm views its quality system and the supplier's quality system as two parts of a single integrated system
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World Class Supply ManagementSM, ISBN 0-07-229070-6, Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.