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    00 ETHODS FO TOTALQUAITY ANAGEENT

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    100 METHODS FOR TOTALQUAITY MANAGEMENT

    Gopal K. Kanjiand

    Mike Asher

    PLodo Touad Oa New De

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    CONTENTS

    Preface vi

    Understanding Total Quality Management

    The Role of TQM Methods

    List of Methods (by Category)

    Purpose of Methods Aphabetical ist) 3

    Management Methods

    Analytical Methods 79

    Idea Generation 3

    Data Collection, Anaysis and Display 54

    References 34

    Index 36

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    PREFACE

    A eea par o e deveopme o a oa quay maageme(TM) proce oud be e educao ad rag o everyoe eorgazao Te ma objecve oud be o provde ormao o eprcpe ad poopy o TM ad rag e meod o epe orgazo mpeme oa quay maageme a yemac wayOe o e ma purpoe o boo o ep a empoyee ouderad e proper ue o e oa quay maageme meodrequred or e aceveme o er orgazao quay goa wao provde e educaor ad pracoer area w a compreeve e o TM meod

    Toa quay maageme ecompae cera bac prcpe Tompeme ad prace ee prcpe eceary o uderad eworg o varou meod o oa quay maageme Tee meodare caed boo w our caegore

    anagemen mehod or exampe, Demg wee (Meod 10) Analycal mehod or examp e aure mode ad eec aay (Meod3)dea generaon: or exampe, braormg (Meod 51 ) .Daa collecon analy and dlay or exampe, ay car (Meod96), ogram (Meod 8) ad pe car (Meod 88) epecvey.

    A o meod by caegory, gve o p . 0; a apabeca o allmeod (w a bre decrpo o er purpoe or ue) gve o p 13

    W eac caegory, eac TM meod expaed mpy uder eoowg eadg

    purpoe we o ue ow o ue bee

    exampeWe pu o pracce, approprae quay meod ca rapdy gve reo quay mproveme . Coog e rg meod or e deveopmeo a TM proce oe o e va roe o maageme ad e degree oucce obaed w deped upo maagera Te oa quaymaageme proce compex ad e ue o ome o ee meodrequre careu coderao ad cear uderadg.

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    NDERSTANDING TOTAL QALITYMANAGEMENT

    tal quality management principles

    To udertad te proce of tota quaity maagemet (TM) we wifoow Kaji ad Aer (993) were a wor i ee a proce adtota quaity maagemet i a cotiuou proce of improvemet foridividua , group of peope ad woe orgaiatio Wat mae totaquaity maagemet differet from oter maagemet procee i tecocetrated focu o cotiuou improvemet. Tota quaity maagemet i ot a quic maagemet x; it i about cagig te way tig aredoe witi te orgaiatio i fetime To improve te proce terefore,peope mut ow wat to do , ow to do it, ave te rigt metod to do it,ad be abe to meaure te improvemet of te proce ad te curreteve of acievemet

    Tota quaity maagemet ecompae a e t of four pricipe ad eigtcore cocept Te four guidig pricipe are

    deigt te cutomer maagemet by fact peopebaed maagemet cotiuou improvemet

    Eac of te pricipe ca be ued to drive te improvemet proceHowever, to acieve ti eac pricipe i expreed wit te ep of twocore cocept to mae te pricipe worabe Te eigt core cocept aregive i Tabe 1

    Delight the ustomer

    Ti focue o extera cutomer ad a 'Wat woud deigt temTi impie a rea eed to udertad te product or ervice, agreerequiremet ad fu tem 'Deigt mea beig bet at wat reay

    able 1 Priniples and ore onepts o TQM

    Prncpls or concpts

    Dht th customr

    Mnmnt b ct

    Poplbsd mnmnt

    ontnuous mprovmnt

    utomr stsctonIntrnl customrs r r work s procssMsurmntmworkPop mk qutontnuous mprovmnt ccPrvnton

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    100 METHODS FOR OA QALIY MANAGEMEN

    matter mot to the cutomer and thi can change over time Being in touchwith thee change and alway atifying the cutomer are an integra partof tota quaity management

    Management by act

    Knowing the current quaity tandard of the product or ervice in yourcutomer hand i the rt tage of being abe to improve You can onymeaure your improvement if you know the bae you are tarting from.Having the fact neceary to manage the buine at a eve and givingthat information to everyone o that deciion are baed upon fact are aneentia apect of continuou improvement

    Peoplebased management

    f peope undertand what to do how to do it and obtain feedback on their

    performance they can be encouraged to take reponibii ty for the quaityof their own work The more peope fee invoved the greater wi be theircommitment to cutomer atifaction Sytem tandard and technoogythemeve wi not provide quait The roe of peope i extremey importantin the continuou improvement of quaity within an organization

    ontinuous impovement

    Tota quaity management i not a hortterm activity that wi nih whena et target ha been achieved t i not a programme or a proect . t i amanagement proce that recognize that however much we may improveour competitor wi continue to improve and our cutomer wi expectmore fom u Here continuou impovement i an incrementa changeand not a major breakthrough which houd be the aim of a who wih toundertake the tota quaity management journey

    re cncepts fr imprvement

    Each of the eight core concept given n Tabe 1 can be ued to drive theproce of continuou improvement and to deveop a framework forquaity improvement over many year

    ustomer satisaction

    Many companie when they tart the quaity journey become veryintroverted and dea with their own nterna probem negecting theirexterna cutomer A better way i for companie to ue their cutomer toearn what i important to them and then meaure their own performanceagaint cutomer expectation. Aking your cutomer to et cutomeratifaction goa i a cear ign of an outward ooking company

    To fu cutomer atifaction Federa Expre an American companyurveyed their cutomer to identify the top ten caue of aggravation Theaggravation point were weighted according to cutomer view of howimportant thee were A compete check wa made of a occurrence and a

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    NDERSTANDNG TOAL QALTY MANAGEMENT 3

    eople rocess rodcts

    qpment or or

    ateral

    ysem

    evces

    ethods

    nvronment

    Fg 1 Pocess

    weekly satsacton nde comed Ts allowed te comany to kee aweekly montor o customer satsacton as measured by te customer

    Inteal customes ae eal

    anj and Asers ( 1993) denton o qualty 'satsyng agreed customers requrements relates to nternal customers as well eternal onesMany eole also reer to te customersuler can We beleve tat ts necessary to aceve successul nternal workng reatons n order tosatsy te needs o te eternal customer

    Weter you are sulyng roducts or a servce, te eole you sulynternally are as rea as your eternal customers Tey also requre seed,ecency or accurate measurement, but acevng a qualty servce

    between nternal customers can sometmes be t meconsumng One way todeal wt ts s to assess oor qualty n nancal terms Measurng teactual cost o oor quaty, and te way tat amount s made u, canrovde an metus or management to olow te qualty mrovementat. n ts way, you can use te dea o te terna customer as a ocusor mrovement

    All wok is pocess

    Anoter ossble ocus or mrovement s tat o busness rocesses Arocess s a combnaton o metods, materals, manower and macnes(see Fgure 1) tat, taken togeter, roduce a roduct or servce Allrocesses contan nerent varab lty and one aroac to quaty mrovement s rogressvely to reduce varaton Ts can be done, rst, byremovng varaton due to secal causes and, secondly, by drvng downte common cause o varaton, tus brngng te rocess under controand tem mrovng ts caablty

    Measuement

    Ts core concet o total qualty management suggests tat, n order tomrove, we must rst o al measure ow we are dong at resent Bymeasurng our resent stuaton, we can ocus bot nterna customer

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    4 1 00 MHOS OR OAL QUAY MANAGMN

    satisfaction and xtrna customrs rquirmnts ntrna quaitymasurmnt of roduction migt incud

    brac of romis

    rformanc to standard rct v accidnts rocss in contro yid/scra tim cost du to non-avaiab raw matria numbr of cangs to works ordr cost of quaity

    eamwok

    Tamwork can rovid a ra oortunity for o to work togtr toaciv quaity imrovmnt Po wo work on tr own or n a smagrou oftn av a ictur of tir organization and t work tat i t doswc s vry comartmntazd Ty ar oftn unfamiiar wit t worktat is don vn by o wo work quit nar to tm as a rsut tyar unawar of t consquncs of oor quaty n t work tytmsvs do

    Bringng o togtr in tams, wit t common goa of quaityimrovmnt aids communication btwn dartmnta or functionaactvitis Tamwork sowy braks down t communication barrirs andacts as a atform for cang ommunicaton is art of t cmnt tat

    ods togtr t bricks of t tota quaity managmnt rocss suorting t rinc of obasd managmnt .

    To communcat rory , i t is ncssary to focus on t rcvr of tmssag ommunication is vry muc a twoway rocss Managrs oftntak about t 'midd managmnt song into wic information smsto go but out of wc no information coms Part of t robm s a ackof focus on t nds of tos rciving t informaton Figur dicts acomany wit oor communication For succssfu communicaton, yound to bud crdibiity nto t mssag and n t rson gving tmssag Anyting tat dtracts from tis dos damag to bot

    Tamwork aso nabs a grou of o to work as a task forc,ooking at crossfunctona robms or as an action tam soving ocarobms, in ordr to idntify and adot nw ways of doing tings

    People make uality

    Most of t quaity robms witin an organization ar not normaywitin t contro of t individua moy As many as 80 r cnt ofts robms ar causd by t way t comany is organzd andmanagd T systm oftn gts in t way of moys wo ar tryng todo a good job n suc a situation it s difcut to sov t robm bysmy ting t moys to do bttr n ts circumstancs moy

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    NDRSTANDNG TOTA QALTY MANAGMNT 5

    Fgre 2 Poor communication in an organization

    io maagemet

    motvaton alone cannot work. It requres real ractcal efforts on te artof managers to remove te barrers to qualty mrovement

    Te role of managers wt n an organzaton s to ensure tat everytng

    necessary s n lace to allow eole to make qual ty Ts n turn begnsto create te envronment were eole are wl lng to take resonsbltyfor te qual ty of ter own work. Releasng te talents of everyone wtnte organzaton n ts way can create a culture for qualty mrovement

    ontinuous improement cycle

    Te contnuous cycle of establsng customers requrements, meetngtese requrements measurng success and keeng on mrovng can beused bot eternally and nternally to fuel te engne of contnuousmrovement By contnually ceckng customer requrements a comany

    can kee ndng areas n wc mrovements can be made Ts contnualsuly of oortuntes can be used to kee qualty mrovement lans u todate and to renforce te dea tat te tota qualty journey s neverendng

    Preention

    Ts concet s central to total qualty management and rovdes a ostvearoac to acevng contnuous mrovement Preventon means seekngto ensure tat falures wll not occur Te contnual rocess of removngte roblems and falures out of te system wll create a culture ofcontnuous mrovement

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    6 METHOD FOR TOTL QLTY MNGEMENT

    There are severa methods whch are wdely used or ths uroseFalure ode and eect analyss Method 3) s a wellknown methodassocated th both desgn and rocess analyss.

    yramid mdel and leadership

    From the outset the total quaty management aroach has the vson thatconcentrated management acton can mrove the qualty o servce orroducts o an organzaton at a very comettve cost satsyng customers needs and ncreasng market share Ths ncreased market sharewll be stable because t has been earned wth the hel o sod customergoodwl and not by gmmcky advertsng.

    anj and Asher (993) suggested a model whch llustrates the rncles o TM as a yramd The base o the yramd s occued by the ourrncles o TM and two core concets corresond to each sde o theyramd. Although n anj and Ashers model the leadersh o tomanagement s central to the creaton o a TM organzaton ths s notemhaszed n ther dagram. We thereore roduce a moded verson othe yramd model o TM (see Fgure 3) by smly etendng the base othe yramd Here the organzaton has to be guded through the TMrncles and core concets by to management eadersh

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    UNDERSANDING OAL QUALIY MANAGEMEN

    r

    T Q M

    \

    cP elht he csomereadershp

    Figr 3 Pyamid model o TQM

    Souce Ka a Ahr 3

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    THE ROLE OF TQM METHODS

    Total qualty anagnt can b lntd by uttng nto ractcsutabl TQM tods. Howr, adotng t rgt knd o tod s ono t ost ortant jobs o snor anagnt and t dgr osuccss obtand wll dnd on tr knowldg and undrstandng ots tods. TQM tods ar unlkly to b usul not usdrorly

    Wn TQM s lntd n an organzaton, t narably starts wt asl rocdur t sttng u o tas to sol artcular robls.Howr total qualty anagnt dals wt qualty cultur, wc s allabout cultur cang basd on a dsr to satsy t custor and

    lnat stng robls ranntly.Educaton and tranng ar ky actors n total qualty anagnt,ncludng t rocss o larnng TQM tods tas start to look atqual ty anagnt robls wtout ror tranng ty wll los trway and bco dsartnd t qualty robl s not dntdaccuratly and t TQM tod slctd or soluton basd only on dataanalyss, tn t robl wl l not b lnatd orr n addton, tqualty ront rocss nds to b anagd by an ct ladr tonsur tat ror lntaton s acd . By alyng TQM todsrorly and not uctuatng ro on st to anotr bor colton,

    t qualty ta wll a a uc gratr canc o coltng t tasksuccssullyT robl-solng rocss s a natural and logcal squnc or

    orcong qualty robls and rong t standard o dcsonakng t s also a gud or dntyng wc total qualty anagnttods to b ald Probls no attr wat tr sz or colty,can bst b sold by rocdng troug a squnc o sts. T s nsurstat rytng ossbl wll b don by alyng t aalabl TQMtods n t ost ct annr. t also gs t oortunty toconsdr a nubr o otons and to slct t bst solutons .

    Many qualty robls, on t surac, aar to b sl to sol, andt s asy to la to t rst aalabl soluton Howr, n t long tr,or any robls t s unlkly tat t bst solutons wll b ound n tsasy way. t s also ossbl tat so sd-cts wll b gnratd,causng robls n otr aras.

    n total qualty anagnt all work s a rocss and t roblsolng rocss s a contnuous cycl o onng your nd to a wd rango ossbl solutons and tn dcdng on t ost asbl oton. t sts contnuous aroac and t narrowng o t otons tat aks tTQM rocss so owrul.

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    THE ROLE OF TM METHOS 9

    Te basic role of TM metods in roblmsolving for qual ity imrovement is to el meet customer requirements. Te metods also el togenerate ossible root causes and otential solutions, and to use data andinformation to select te best otions for managing quality To imlementtotal quality management it will be necessary to aly te metods inevery asect of business life

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    LIST OF METHODS (BY CATEGORY)

    anagement methds

    1 Apabl qualiy lvl AQL) Afny dagram3 Arrow dagram4 Bnmarkng5 Connu raing6 Coningny planning Cobn analyi8 Criria ng9 Cuomr onngny abl

    10 Dming wl PDCA)11 Dparmnal purpo analyi DPA)1 Error proong pokayok) For analyi14 Gann ar15 SO 900016 u n im )1 Kaizn18 Myry opping

    19 Objv rankng0 Paro analyi Ponial problm analy PPA) Problm prvnon plan3 Pro dion programm ar4 Programm valuaion and rviw PER) niqu5 Qualy irl6 Quaiy funon dpoymn QFD) Rlaion diagram8 amwork9 Toal produiv mainnan

    30 Wyow aring31 Zro df

    nalytical methds

    3 Cau and ff analyi33 Crial pa analyi CPA)34 Dparmnal o of qualy35 Domanal mapping36 Evoluonary opraion EVOP)

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    LIST OF METHOS

    37 ailure mode and effe analyi MEA)38 aul ree analyi39 ore eld analyi

    4 Minue analyi41 Paired omparion4 Parameer deign43 Proe o of qualiy44 Reliabiliy45 Robu deign off-line qualiy onrol)46 Soluion effe analyi47 Sraiaion48 Syem deign49 agui meod5 olerane deign

    ea generatin

    51 Brainorming5 Brainwriing53 Breaking e54 Buzz group55 dea wriing56 magineering57 mprove inernal proe P) plan

    58 Laeral inking59 Li reduion6 Mind mapping61 Morpologial fored onneion6 Mulivoing63 Nominal group enique64 Opporuniy analyi65 Ri piure66 Snowballing67 Suggeion eme

    ata cllectin analysis an ispay

    68 Bar ar69 Bai aii7 Bo and wiker plo71 ar7 Cekee73 Conenraion diagram74 Cuum ar75 Do plo

    99698

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    03

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    1112

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    3151791313134

    13613814141441454714915153

    1545659166466687

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    1 2 1 0 0 MEHODS FOR OAL QUALIY MANAGEMEN

    76 Flowars77 Geomer movng average78 Hsograms

    7 Hosn kanr (qualy poly deploymen)8 s/s no mar81 Mar daa analyss8 Mar dagam83 Movng average84 Mul -var ars8 NP ar86 Payner ar87 P ar88 Pe ars8 Proess analyss

    Proess apabl y1 Samplng Saer dagrams3 Spder web dagrams4 Sasal proess onrol (SPC) Sem and leaf dagram6 Tally ars7 Tree dagrams8 U ar X movng range (X) ar

    1 ar

    17317177

    1818418618811141714

    8111416113831

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    PRPOSE OF METHODS (APHABETICA IST)

    Acceptable quality level (AQL) o povide auue of ampling plan ik and inpeionaegie o enue a e uome eeive equaliy a e upplie a onaed o delive.Anity diagram o oganize lage amoun of daa ingoup aoding o ome fom of naual afniy.Arrow diagram o ow e ime equied fo olvinga poblem and wi iem an be done in paallelBar charts o diplay diee daa olleed byekee o a paen an be dioveed.Basic statistics e mean median mode ange andandad deviaion ae way of ummaizing and deibinglage volume of daa e i ee ae meaue ofloaion e la wo ae meaue of pead.Bencmarking o idenify and ll gap in pefomaneby puing in plae be paie eeby eabliingupeio pefomane Box and whisker plots o povide a imple way of

    dawing e bai ape of e diibuion of a e ofdaa.Brainstorming o geneae a many idea a poiblewiou aeing ei valueBranwrtng o geneae a many dea a pobleBreaking set o oveome blok in inking bygeneaing new idea. i paiulaly ueful in pompinga goup o be moe eepive o new uggeionBuzz groups A way of geing e immediae eaionof a goup o a new idea o poblem .Cause and eect analysis o eamine effe o

    poblem o nd ou e poible aue and o poinou poible aea wee daa an be olleed chart o idenify wen e numbe of defe in aample of onan ize i anging ove im e.Checksheets o olle daa wen e numbe ofime a defe o value ou i impoan.Concentration diagrams o olle daa wen eloaion of a defe o poblem i impoanConsensus reaching o give a eam a meodialway of eamining alenaive o ea a olleiveonluion wi all eam membe an aep.

    Method Page

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    ME OS FOR OA QUALY MANAG EM E N

    Coninency plannin o avo gng anwa of ou by lannng fo onngn n omlon of a oj

    Co-bene analyi o ma al o anbn of a oj un onaonCieia Tein o valua an oma alnavoluon o a oblm by ang m agan a l ofaCiical pah analyi A oj lannng nquw aa wok o b on n o lmn allowng ky lmn a aff ovall oj o b nCuome' coninency able o unan n of bo nnal an nal uom fo

    fullmn of uom afaon Cuum cha o nfy wn man valu angng ov mDemin wheel (PDCA) A managmn on oafy qualy qumn of uom byung yl lan o k an aon.Depamenal co of qualiy o ov a nanalmau of qualy foman of an oganzaonDepamenal pupoe analyi (DPA) o vw nnal uomul laon.Domainal mappin o a n naon ofnnal uom an nDo plo A ml ga v w nobvaon a o on a ozonal alEo poon (pokayoke) o gn an oaon nu a way a o a vn fomaung majo oblm o uom.Evoluionay opeaion (EVOP) A qunalmnal ou fo ollng nfomaonung onln ouon o mov a o wouubng ouu.

    Failue moe an eec analyi (FMEA) o a n fooloong of a gn o a oFaul ee analyi o fom a quanav a wlla qualav analy of a oml ymFlowcha o gna a u of ow wok gon by lnkng og all akn n a o.Foce analyi o nfy nal an nnal foa wok wn vlong a onngny lanFoce el analyi Allow you o nfy ofo a bo l an n you n long gabwn w you a now an w you wan o b

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    PURPOSE OF M EODS

    Gann chars Fo plannng te tep neceay tomplement qualty mpovement.Gemeric mving average o dentfy tend n mal l

    cange n te poce mean e geometc movngaveage ometme called te eponenally wegtedmovng aveage EWMA) Hisgrams o dplay contnuou data collected byceckeet o tat any patten can be dcoveedHshin kanri (quaiy picy depymen) o delgtte cutome toug te manufactung and evcngpoce by mplementng te qualty goal of teoganzatonIdea riing o bng all patcpant nto goupwokImagineering o at a company to dentfy aea of

    oppotunty by concentatng on te deal outcometen wokng back fom tImprve inerna prcess (I) pan o povde tetuctue to develop wok plan detal fo a tak ungvaou facto uc a meauable eponbleeouce tme and pevou tak owneIs/is n marix o dentfy patten n obevedcaactetc by a tuctued fom of tatcaton ISO 9 o demontate to youelf you cutomeand an ndependent aement body tat you ave aneffectve qualty management ytem n place

    Jus in ime (JI) o delve te aw mateal ocomponent to te poducton lne to ave jut n tmewen tey ae neededKaizen A apanee tem meanng cange fo tebette te concept mple a contnuou mpovementn all company functon at all levelaera hinking A way of tanfeng fom onefame of efeence to anote enablng you to beakdown bae wc nbt ceatve tougtLis reducin o educe a l t of dea to one of

    manageable zearix daa anaysis o povde a pctue ofnumecal data fom a mat dagam n an efcentwayarix diagram o povde nfomaton about teelatonp and mpotance of tak and metodelement of te ubject.ind mapping A way of geneatng and ecodngdea ndvdually ate tan n a goup. Mndmappng make ue of wod aocaton encouagngyou to follow you own tougt patten weeve

    14

    77

    78

    79

    5556

    57

    8

    15

    16

    17

    58

    59

    81

    8

    6

    1 5

    46

    175

    177

    18

    1

    14

    184

    48

    5

    51

    16

    18

    186

    188

    14

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    1 6 100 METHODS FOR TOTAL QUALITY MANAGEMENT

    y ad ao provid a wrin rord of idagnradMinute analysis o ima urviva priod of a

    pariuar produ uni undr rain ondiion uinga imuad primna nvironmn.Morphological forced connections o gnra nwida or way of approaing probm . ombini of aribu and for nw onnion bwnm o riggring nw opion.Moving average o idnify rnd in daa wnorrm variaion or yia parn ar onfuing ongrrm piurMulti-vari charts o ow diprion n a proovr or and ong rm uing a grapi onroar.Multi-voting o mo popuar or imporanim from a i.Mystery shopping A niqu invoving ooking ayour buin from ouid and mauring finy of your own ky pro from uomr viwpoin.Nominal group technique A way of gnraing idafrom a group and dnfying v of upporwiin group for o ida.

    N chart o idnfy wn numbr of dfivim in a amp of onan iz anging ovrimObjective ranking p o p a your urrn aiviyin prpiv and nab you o undrand purpo of your ffor.Opportunity analysis Offr opporuniy ovaua quky a ong i of opion again dirdgoa and avaiab rour.aired comparisons o p a group o quanfy prfrn of i mmbr .arameter design o drmin w faor arimporan in manufauring pro and o nd opimum of working ondiionareto analysis o para mo imporanau of a probm from many rivia . Ao oidnify mo imporan probm for a am owork onaynter charts o dipay informaion ovr m in away a aow ang in parn of faiur o bdiovrd. Paynr ar wi ow wn on faiur

    4

    61

    83

    84

    6

    18

    6

    85

    19

    64

    41

    4

    86

    1

    14

    19

    19

    144

    5

    45

    194

    54

    14

    1

    15

    56

    19

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    PURPOSE OF M EHODS

    mode takes over rom anoter in terms o importanceor wen te overall ailure rate is canging over time car o identiy wen te percentage o deective

    items in a sample o variable size is canging overtimei cars A way o pictorially representing data, piecarts are an eective means o sowing te relativesize o te individual parts to te totalnial prblm analysis (A o eamine plansto identiy wat can go wrong wit tem so tatpreventive action can be taken rblm prvnin plan o anticipate wat can gowrong and plan to prevent problemsrcss analysis Enables a group to look or

    opportunities to improve processes t can also be usedto identiy standards and measures or critical parts oprocessesrcss capabiliy o demonstrate weter a processis capable o meeting a specication and to calculate aninde to sow tis capabilityrcss cs f qaliy o provide a nancial measureo te quality perormance o an organizationrcss dcisin prgramm car o ocus onpossible sequences to elp lead to a desirable resultand contingency planningrgramm valain and rviw (ER

    cniq o establis a planning tecnique orcomple and multi-level projectsQaliy circls A special type o small group activitywic orms a veicle or te development oindividualsQaliy fncin dplymn (QFD A tecnique ordiscipline or optimizing te process o developingand producing new products on te basis o customerneed

    Rlain diagram o illustrate te relationsipbetween problems and ideas in comple situations Alsoto identiy meaningul categories rom a mass o ideaswen relationsips are difcult to determineRliabiliy o nd te cause o ailures and tryto eliminate tem and to reduce te eects orconsequences o ailure Ric picrs o allow a group to capture all ideasdeveloped witout judgement or analysis in a pictorialorm tat a llows te strengt o te ideas to berecorded

    1 7

    8 99

    88

    59

    6

    89 4

    9 8

    43

    3 63

    4 65

    5 6

    6 69

    2

    44

    65 49

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    1 8 1 00 MEHODS FOR OAL QUALIY MANAGEMEN

    Robust design oline qulity control) o acievete proper functioning of a component even wenaffected by interfering factor, weter eternal,

    internal or manufacturing variation.Smpling A metod by wic a mal number ofitem te ample) drawn from a larger number ofitem te poplation) in order to draw a concluionabout te popuation baed upon information from teampeSctter digrms o alow te reationip betweencaue and effect to be etablied.Snowblling Sometime called pyramiding, nowballingi a tecnique for gatering information or idea

    Solution eect nlysis o eamine olution toproblem to nd out weter tere are any detrimentalconequence and to pan te mpementaton of teolutionSpider web digrms o ow performance againt atarget wen everal criteria are being etSttisticl process control SC) o identify wenprocee are cangng over time .Stem nd lef digrm o preent raw data and toow teir ditribution viualy

    Strtiction o ait in te denition of a probemby identifying were it doe and doe not occurSuggestion schemes o generate idea forimprovementSystem design o appy pecia cientic andengineering knowledge to produce a baic functionalprototype model, aving urveyed te reevant tecnoogy,manufacturing environment and cutomer needTguchi methods A tecnique for te optimization ofproduct or procee, aguci involve a twotageeperimental deign tat give te benet ofrobutne and efciency wit te minimum number ofeperiment.Tlly chrts o colect data wen te vaue of adefect or probem i important Temwork o organize activity wic requre anumber of peope to colaborate and work togeter fora common goalTolernce design o nd out by eperiment werete variability in a proce product) occur and wereadutment can be made

    45

    91

    9

    66

    46

    93

    94

    95

    47

    67

    48

    49

    96

    8

    5

    11

    1

    11

    151

    113

    4

    6

    19

    115

    53

    117

    9

    74

    1

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    PURPOSE OF MEHODS

    Toa procive mainenance o elp a procewic am at makng te mot eective and ecientue o eting producton tructure.Tree iarams o identiy te tak and metodneeded to olve a problem and reac a goal. char o identy wen te number o deect n aample o varable ize i cangng over time .Whyhow charin Wen tnkng n bot abtractand concrete term and needing to move between tetwo wyow carting enable a goal to be tranlatedinto acton.X movin rane X) char o dentiy wen avalue i canging over time. char o identiy wen te mean va lue or range

    n a ample o contant ize i canging over time.Zero efecs o allow team to eperence te uccenvolved n meetng ever more demanding targetwitout demotivatng tem by not aceving aboluteucce at once.

    9 75

    97 3

    98 5

    3 77

    99 8

    3

    3 78

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    MANAGEMENT M ETHODS

    Method 1 Acceptabe qua ity leve (AQL)

    urpse

    To provde a ruure of amplng plan rk and npeon raege oenure a e uomer reeve e qualy a e uppler aonraed o delver.

    When t use

    Wen amplng by arbue o a ea em npeed laed aaepable or unaepable . AQL an be ued for 'defeve un weree whol un laed a defeve e.g norre form or faulyboe); or for 'defe e.g error on nvoe or mark on panwork)

    w t use

    Before any ba of work ampled eenal o ave eran peednformaon abou e qualy andard o be me ogeer w bakgound nfomaon abou e paula ba of work o be amped.Scic nformaon

    1 Te agreed aepable qualy level AQL) . T dened a e worqualy w an be ondered aepable a e average 'per endefeve or defe per 1 un of a proe AQL are agreedbeween e uppler and eernal uomer or beween nernaluppler and uomer AQL range from 1 o 1 defe per1 un and are gven n BS 61

    Te npeon level. T allow ome laude n ample ze. Tereare ree npeon level normal; gened; and redued. An AQL

    e borderlne beween aepable and unaepable qualy Wen anAQL a been agreed e deal uaon o ave all bae beeran e AQL aeped and all oe wore rejeed Sne mpoble AQL ue omeng alled an 'operang araerurve w ell you e rk a you are akng and effevelyallow e level of rk o be oen o ree your knowledge of eurren uaon and wa mporan o you

    Normal incion degned o proe e uppler agan a glevel of rejeon n effe e uppler gven e bene of anydoub. Te uomer reeve proeon from a e of rule a allow

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    MANAGEMEN MEHOS 2 1

    wcng o gened npecon wen e uppler performance own o ave become le afacory.

    ighn incon make le lkely a a fauly bac wll bepaed.

    Ruc incion occur wen e uppler performance aconenly been beer an e AL agreed.

    S 6] gve rule for wcng from one npecon level o anoerand e conequence of .

    3 Knowledge of weer defecve un or defec are beng npecedfor.

    acgroun nformaon

    4 Wa e ze of e bac o be npeced?5 e bac

    par of a ere of bace wc ave already been npeced? e r bac of a new ere? a 'one-off or olaed ac?

    6 e mo advanageou meod of amplng

    Singl amling a ngle ample of a gven ze aken and a deconmade o accep rejec, or ample e wole bac f more an agven number of defec found.

    Doubl amling a ample aken of a maller ze an e ngleample and en a decon aken o accep, rejec or ake a econd

    ample. Mulil amling an eenon of double amplng, allowng up o

    even ample o be aken before a decon made . Squnial amling no ed ample ze; e ample are accumu

    laed unl enoug nformaon avalable o make a decon

    Benefits

    AL and BS 6 gve a e of rue on accepance and rejecon of

    ample, baed upon e ample ze and number of defec found n eample, a can be muually agreed beween e cuomer and upplerereby reducng dpue.

    xample

    An organzaon purcang conaner e crcal par of e conaner e nde dameer of e curved corner. A peccaon a been drawnup for e radu of e corner and an AL of 5 per cen oudepeccaon agreed w e uppler.

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    22 100 MEHODS FOR OAL QUALIY MANAGEMEN

    ab 1 AQL smping inomion

    npcton v o tt Samp ccptanc ct a

    ccpt Rjct

    G 32 2 3 8 5 6 K 25 7 8

    ab Opeing eisi uves o smping pns G J nd K

    cmtanc G K

    Qalty o mtt 5% chanc o 25% chanc o .5% chanc oatch tt than QL jcton jcton jcton

    Qaty a a a 5% 8% chanc o 78% chanc o 7% chanc octv accptanc accptanc accptanc

    Qaty a a a 1% 37% chanc o 9% chanc o 7% chanc octv accptanc accptanc accptanc

    e uomer will be inpeing onainer o a defeive uni are obe inpeed e onainer i eier rig or wrong. e normal inpeionlevel a been eled e ba ize i onainer and e ba ipar of a erie Referene o 61 give e informaion in able 1

    e impliaion in erm of ampling rik of eleing one or oer ofee level an be found by a udy of e operaing araerii urveof plan G and K able )

    mu be remembered a a lower inpeion level doe no imply alower level of aepable qual iy bu an inreae in e rik aoiaed wie aepane of a ingle ba n a erie of ample we ave o akeino aoun e fa a ome wole bae will be inpeed andrejeed 1 per en and i will affe e ougoing quali y i allowyou o make an informed judgemen abou wi ampling plan i be foryour ue.

    Rfrnc

    Gd s BS Smpg Pd

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    MANAGMNT MTHODS 23

    Method 2 Ainity diag ram

    urpse

    o organize arge amount of data in group aording to ome form ofnatural anity

    When t use

    When a team i trying to aertain utomer need with the intention of

    tranlating them into deign requirement.

    w t use

    ah team member tart by wtg idea about utomer need oneparate le ard Then l aying the ard on a table without onverationto inuene them the team member hould arrange them into the naturalgroup they an identify. dea whih have an afnity for eah other houldbe grouped together. An eample of an afnity diagram i hown in Figure 1

    eain for or

    ffinity

    Fgr Anity diagam

    Verbaldataheadn or B

    finity

    eadinB for or

    finity

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    24 1 00 MT HODS FO R TOTAL QUALTY MANAG M NT

    Beneits

    Organzng data n te form of natural afnty can llustrate te assoca

    tons rater tan te strctly logcal connectons between customer needs.

    xample

    1 Dene te subject tat s to be consdered e g. customer requrementsfor te product

    Arrange te data generated by te team under subordnate eadngs(see Fgure 1)

    Workng n slence arrange two cards wc are related n some way Repeat ts step.

    Dfferent opnons about te relatonsp between dfferent data wllbe dscovered

    Complete te work wen all data ave been organzed accordng to almted number of groups and dfferent opnons ave been resolved

    Fnd a eadng for eac data group.

    Rfrnc

    B. Bman and B Klesjo (99 Qy: fom Csom Nds o Csom Ssfonew Yok MGaw-Hl

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    MANAGMNT MTHODS 25

    Method 3 Aow diagam

    urpse

    o sow e me requred for solvng a problem and wc ems can bedone n parallel

    When t use

    For dao-da projec and producon plannng and o ensure e mossuable mescale for ceran asks

    w t use

    e arrow dagram s a smpled crcal pa meod of plannng o sowe opmum scedule for fulllng a projec and rackng s progress

    Benefits

    o ensure e mos suable me planning for ceran asks

    teror nterorwalls walls

    r'

    ondaton ramework cafodngnal

    lmbng nspecton Completon

    Q

    t-_

    antng

    9

    lectrcal work1

    7

    - - - - -

    mont o tme for each operaton

    eaton of work wthot tme for each operaton

    Fgre rrow diagam

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    26 00 MTH ODS FOR TOTAL QUALTY MANAG M N T

    xampe

    Figure 1 ow an arrow diagram ued to plan te contruction of a oueidentifying amount of time for eac operaton relation of work wtout time for eac operaton eac pecic operation.

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    MANAGEMENT METHODS 27

    Method 4 Benchmarking

    urpse

    o idenif and ll gaps in performance b puing in place bes pracceereb esablising superior performance

    When t use

    As par of a oal quali process wen aking an ndependen look aperformance b comparing wi a of oers

    w t use

    ere are ree dsinc pes of bencmarkng wc can be used b anorganizaion progressivel o simulae e improvemen process

    1 nal bnchmaring s s e comparison beween funcionsdeparmens or a smilar organzaon as a means of improvngperformance e usua am s o opimize process performance b eremoval of errors

    2 Comiiv bnchmaring is is a cross-comparison wiin oneindusr secor aimed a esablsng bes pracice roug e idencaion of gaps beween our own and our compeors performance.s can be done on produc funcional deparmenal or on acompanwide bass

    3 Comaraiv bnchmaring is s e comparison across al businesssecors aimed a esablsing bes pracice in all areas of operaon .

    e roue o bencmarking is as follows:

    1 Dene e business misson e miion amn las down ebusiness a ou are in and can be ranslaed ino roles, goas and

    obecives for eample: 'o be one of e worlds premier suppliers ofparmaceuical producs dsincive and successful n wa we do.

    denif e crical success facors (CSs) a mus be acieved ofull e misson ac CS mus be necessar and ogeer mus besufcien o acieve e mission e CSs are e absolue minimumse of ams o accompls s amples for a parmaceuical companmig be:

    ecnical ecellence n new producs ecellen suppliers well-qualied saff

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    28 00 MHODS FOR OA QUAY MANAGM N

    sound gulaton

    3 dntfy t ky businss pocsss to b undtakn to aciv tCSFs Pocsss dscib ow t wok tat is don in t busnss

    actually gts don. list sould b bot ncssay and sufcint toacv t CSFs. ampls migt b

    manag t gulato manag aw matal suppls manag patnt potcton

    4 Flowcat t pocsss idntfyng any gaps dad nds o duplications. All intnal customs and supplis must b dntd

    5 St standads fo t pocsss idntifyng t lvl of pfomanctat must b mt s sould b as concs unambiguous andmasuabl as possbl.

    6 Dcd ow t pocss pfomanc can b masud7 Plan ow to idntfy ow ots pfom t sam pocss A typcal

    fomat fo ong ts us t followng adngs

    dscpton o pocss stp standad masu qustons

    Benefits

    Bncmakng povids an ntoduction tt ida of masumnt , lpsto focus on t mission and to idntfy masus o tagts fo ky businsspocsss Compans tat av pvously bn sy of masumnt ndtat toug t ntoduction of bncmaking, it coms natuallyBncmakng lps oganzations to mov away fom bng ntospctvtowads bng tnally focusd and clos to ti makts.

    xample

    A suppl to t moto ndusty usd bncmakng to dntfy ts kybusinss pocsss. t tn dvidd ts into a numb of subpocsssand st up mpovmnt tams o owcat and st standads and masusfo t pocsss On pocss idntid was ntoducng nw poducts.s bok down into nn sub-pocsss as follows

    dvloping a custom quimnt stmatng costs autoizng nw poducts dntfyng suppls dvlopng nw toolng

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    MANAGEMEN MEHODS 29

    purcasing new supples developing a bill of maerials wring new specicaions

    developng a new producion plane eam drew ouline owcars for eac of e sub-processes and en

    began o draw deailed owcars quickly became apparen a allproduc designs were beng reaed equally weer imporan o ecompany or no. Te consequence was a minor designs were beingforced roug e oal process and were makng i difcul for maordesigns o progress. Te amoun of variabiliy in e process made i verydifcul o esmae imes and keep o scedules.

    Te organzaon agreed on wo separae processes depending upon eimporance of e desgn and se sandards on process seps n erms ofbo me and compleeness Havng formalzed eir own processes eyen began o compare em w oers ouside e organizaon.

    Rrnc

    RC Camp 989) Bhmak h Sah fo Ids Bs Pas ha Lad oSo Pfoma Mlakee ASQC Pre.

    B. Kaf ad S blm 1994) Bhmak a Sos o Ex Qa adPod Ne Yk Wiey.

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    30 00 MTHODS FOR TOTAL QUALTY MANAGMNT

    Method 5 Consensus eaching

    urpse

    To give a team a methodial way of examining alternatives to reah aolletive onlusion whih all team members an aept

    When use

    When a team is examining different ourses of ation or hoosing possible

    solutions to a problem

    w use

    There are six steps involved

    1 All team members think individually what the options are and eahmakes a list of his or her own ideas

    2 Partiipants are invited in turn to read out their suggestions These arereorded on a ip hart. Partiipants are not allowed to disuss theideas at this stage

    3 After everyone has listed their suggestions group members are allowedto add to the list any new ideas as they think of them

    The group leader then heks that all suggestions are understood andseeks lariation i f neessary

    5 The ideas are ounted. Everyone individually assigns them points fthere are 12 ideas start with 12 points for the most important.

    6 Partiipants now reveal their own top hoies whih are reoded on aip hart. The disussion then starts and the ideas that the maorityhoose are debated until onsensus is reahed

    f neessary the proedure is repeated with a redued number of ideas

    Benefis

    People often ling to their own ideas and are relutant to onsider thesuggestions of others when making a deision The tehnique permits adeision to be made without taking a nal vote that an leave some teammembers feeling isolated. The proedure allows a group to reah the bestsolution not a ompromise solution and to harness al membersommitmen to making the solution work The tehnique works best ingroups of 812 people.

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    MANAGMN MHODS 3

    ample

    An organization was in a serious asow ris is and te management team

    was seeking ways rst to stop furter damage and seondly reverse tesituation Te problem was ompounded by different professional andpersonal interests witin te group. Consensus reaing was used as ameans of getting te groups agreement to a series of measures wi wereunpalatabe but neessary.

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    32 00 MTHODS FOR TOTA QUA TY MANAG M N T

    Method 6 Contingency pann ing

    urpse

    To avoid reghting and waste of resoures by planning for ontingeniesin the ompletion of a projet

    When t use

    When planning to implement a projet

    w t use

    There are six key steps involved

    1 List in a logial sequene the steps to be taken to ahieve suessfulompletion of the projet.

    2 Examine eah step and deide whih are the most ritial areas andwhere it is most likely that a problem will our These are forexample where deadlines are tight where other departments areinvolved or where approval is needed

    Use brainstorming to disover the likely ause of these problems.Remember that you are looking at the serious problems not allproblems

    4 When you have identied the potential li kely auses list them learly 5 Deide where preventive ation an be taken: how an the problem b

    removed or minimized?6 Modify the original plan to take the preventive ation into aount

    Benefits

    By taking into aount possible problems before they arise the implementation of plans an be made smoother and more ertain

    xample

    An organiation is planning to register a trag ourse before a setdeadline and is drawing up a ontingeny plan n order to be suessfulwith the projet the projet manager examined the most ritial areaswhere problems might our ie tight deadlines involvement of otherdepartments where appraisals are needed et He then modied his planfor suessful registration of the training ourse

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    MANAGMNT MTHODS 33

    Method 7 Costbenefit analysis

    urpe

    o eime he el o nd bene o poje nde onideion.

    When t ue

    A poblem-oling em wold e o-bene nlyi o nd o i olion i pil in em o o

    w t ue

    hi imple ehniqe inole eling ll he o oied wihimplemening pil poje nd omping hem wih he epeedbene he elion lly oe hee o eye peiod.

    he ehniqe n lo be ed wiho l o ge b ingweighing. hi i pilly pplible when deling wih ognizionlo hmn poblem.

    Beneit

    Some olion o poblem e eliely ey o ele b oen eh o be mde o implemening pil olion. Co-benenlyi enble em o mke e o olion being doped

    xample

    A poblem-oling gop hd dioeed h key pnh eo w he

    mjo e o inoe d eny hey idenied io wy o pinghi igh inding he phe o new piee o hdwe oing5, he o-bene nlyi looked like hi:

    Co MhineRe-wiing nd inllionCo o e-iningLo ime o

    ol o

    5,,5,,

    8,

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    34 00 METHODS FOR TOTAL QUALTY MANAGE ME NT

    nt ar Rework redued by 2% 375Redued reoniliation osts 25

    Total ost 25

    nt ar Rework redued by 2% 375Redued reoniliation osts 25

    Total ost 25

    Comparing the osts and benets over two years shows

    Cot nt

    Year 87 25Year 2 25

    Tota 87 25

    Prot

    24525

    38

    n two years the new equipment will re-pay the ost of purhase andgenerate additional savings.

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    MANAGMNT MHODS 35

    Method 8 Criteria testing

    urpse

    To evaluate and ompae altenative solutions to a poblem by ating themagainst a list of iteia

    When t use

    When you need to deide whih ideas to hoose fom a shotlist. The

    tehnique allows ideas o solutions to be anked so that ompaisons an bemade

    w t use

    Thee ae ve steps involved.

    1 State the iteia equiements of a good solution .2 List the iteia in ode of impotane then plae them aoss the top

    of a ip hat.

    3 List the altenative solutions o ideas down the lefthand side of the iphat When this is omplete, fom a mati.4 o eah option in tun estimate how well it meets eah iteion. A

    sale of 1 an be used elates to the best lowest ost fastestsouion e f a gou of eoe is invoved, as eah eson toestimate individually and take the aveage soe of the goup.

    S o eah option, add togethe the soes The pefeed solution is theone with the lowest total soe

    If, duing step 4 the soes ae vey diffeent stop and hek thateveyone in the goup has the same undestanding of the iteia t might

    emege that someone has a hidden agenda and is ating aodingly.Altenatively new infomation might aise at this stage.An altenative to using a -point sale is to ank the options on eah

    iteion the best hoie soing 1 et The seleted option is again the onewith the lowest total soe

    Benefits

    Simply voting on ideas o foing a weighting system an be vey divisive.Citeia testing allows a goup to make a deision with a ommon set of

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    36 00 MTHO DS FOR TOTA QUATY MANAGM NT

    s

    Cst me nn pprval w ast asy ard tal

    ptns 0 gh 0 lw 0 ard 0 asy

    By 0 0 0 addtnal

    Cntractt

    Changewrkng 2practice

    nthng

    Fg iteia testing

    aumption. Done thi way, the commitment to the olution will begreater.

    xample

    A company had a problem with low utilization of dektop publihingequipment and examined alternative way of increaing throughput igure

    1 how a completed criteria teting matr for the four dented opton.he option elected wa to change working practice to allow thoe carryingout the tak more ay in the cheduling of work.

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    MANAGMNT MTHODS

    Method 9 Customers' contingency tabe

    urpose

    3

    To undesand he needs of boh inenal and exenal usomes fo hefullmen of usome saisfaion

    When to use

    When a eam is ying o lean he level of usome saisfaion of bohinenal and exenal usomes ailue o saisfy he usome may puhe ompany ou of business

    ow to use

    Lis boh you inenal and exenal usomes and hei needs ie. whahey equie wha hey expe and wha would exeed hei expeaionsThis an be geneaed wih he help of bainsoming, mind mapping o aombinaion of boh

    V C

    ust

    eceivepoduct odextena

    C

    ntenal eceivecoectinfomation

    Fg ustomes' ontingeny table

    xpectation

    asy to ode

    dded vaue

    elpful service

    asy to dealwith thepocess

    o be teatedlike a valuablecustome

    boveexpectation

    2houdelivey

    eeshipping

    ullcoopeation

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    38 00 MHODS FOR OAL QUALY MANAG M N

    Benefits

    t helps you to understand the assoaton between your ustomers andther level of requrements

    xample

    A ustomers ontngeny table s shown n gure 1 Here mu s theminimum ustomer requrement. alng n ths wll ause dssatsfaton.

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    Method 10 Deming wheel (PDCA)

    urpe

    39

    A management onept suggested b Demng to satis te qualitrequirements o te ustomer b usng te le pan do ek andation.

    When t ue

    For te development o a new produt based on te requirements o te

    ustomer

    w t ue

    Develop teamwork between te ompans various untions ie. produtdeveopment manuaturing sales and market resear. se te plan (P) do (D) ek (C) and ation (A) le as sown n Figure 1 Disussdetais o ea stage o te le Te le or weel must be onstantlrotating

    ction(aket

    research)

    Fgre 1 Deming weel

    Plan(Podct development)

    Check(ales)

    o(anfactre)

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    40 00 MT HOD S FOR TOTA QUATY MANAG M NT

    Plan When a problem is deteted in produt development, rst nd theauses of the problem The deision to make hanges must be based onfats, and therefore it is neessary to obtain the data to detet the ausesof error and variation

    2 Do When the ause of a problem is deteted a quality improvementteam will take responsibili ty for arrying through the neessary steps tosolve the problem

    3 Chc When proper steps have been taken to solve the problem aninvestigation will take plae to hek whether the improvement proesswas suessful

    4 Action f the steps taken were suessful the new and better qualitylevel should be aepted f the steps taken were not suessful then thePDCA yle should be repeated

    Benefis

    t will help to ensure that the ustomer is always fully satised.

    xample

    A ompany implementing the M proess used the Deming wheel forahieving ontinuous improvement of the various business proesses inorder to develop quality improvement of the whole organization

    Rfrnc

    WE Dm ( \ 98) O ii Cmd Mchu MT P

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    MANAGMNT MTHODS

    Method 1 1 Departmental purpose

    analysis (DPA)

    urpse

    To review the internal ustomersupplier relationship

    When t use

    4

    When you want to understand the nature and ost of quality n the

    department ie. to improve interdepartmental quality

    w t use

    Ask pertinent questions about the department suh as

    What is the role of the department? Does my boss agree?3 Why is this department doing this ativity?4 s it being done the way the 'ustomer department would want it?5 What impat does the ativity have on the prime objetive of satisfying

    the requirements of the eternal ustomer?

    Beneits

    By establishing the above information both within departments and arossdepartmental barriers DPA helps managers address improvements ininterdepartmental quality for the benet of the organization

    xamples

    Eamples of key tasks and ativities involved in DA are as follows

    K ta

    oordinate total quality manage ompany quality system implement vendor assessment system maintain ustomer returns system maintain srap reporting system maintain nished produt audit system maintain quarantine store

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    42 00 METHODS FOR TOTAL QUALTY MANAGEMENT

    eqirements eqirements rganization

    ppliers ission

    Cstomers

    esponsibilty

    npt ctivity

    tpt

    eedbackVoice of the

    easrement

    Fgre 1 Depatmental purpose analyss

    Aciviie updte projet pn orgnize Bord steering group mnge onsultnt interfe identify trining (qulity) needs gree mesures gree progress reporting system orgnize triner trining

    Cstomer

    Deprtmentl purpose nlysis fouses on the ustomer When therequirements of the ustomer re seen s the responsibility of the

    deprtment n effetive mesurement system n be dopted (s given inigure 1

    Reference

    D B P. MBrd ad G. Wil 994) Qy Ld ButtthHma.

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    MANAGMNT MTHODS

    Method 12 Error proofing (pokayoke)

    urpse

    43

    To design an operation in suh a way that spei errors are preventedfrom ausing major problems to the ustomer

    When t use

    t an be used when defets our and require 1 per ent inspetionimmediate feedbak and ation at the

    soure of raw materials and omponents start of the prodution proess prodution points where an error may our

    w t use

    n a pokayoke system arry out automati ontinuous inspetion and ifabnormalities our then provide feedbak and take ation Howeverbefore proessing an begin one has to halt the proess obtain feedbakand exeute neessary ation

    Benefits

    nlike statistial quality ontro systems in whih a fairly long time el apsesbetween the 'hek stage and the exeution of feedbak and ationpokayoke minimizes defets by arrying out feedbak and ation immediatelyat a low ost

    xamples

    A large stee press is automatially monitored for wear f the thiknessbeomes less than a speied amount an alarm sounds and ation has to be

    taken to retify the errorA seond example involves a ar manufaturer whih was onerned toprevent omission of ar door pokets in prodution The operation inwhih pokets were mounted on the door trim involved three speiations and workers oasionally negleted to mount the pokets ormounted them inorretly aording to their attention to work in progress

    To improve the proess door trims were exposed to a detetor whihreognized whether pokets were missing f right and left pokets hadbeen reversed or if a poket had not been mounted a buzzer sounded airstopped owing to the srew-tightening lok and the operation oud notproeed n this way instanes of poket omission were eliminated

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    44 1 00 M HOD S FOR OAL QUALY MANAG M N

    Method 1 3 orce analysis

    urpose

    To identify etenal and intenal foes at wok wen developing aontingeny plan

    When o use

    Use tis metod befoe developing a ist of potential poblems fo yorpoblem peventon plan

    ow o use

    1 Daw a ile.2 Wte down te etenal foes tying to keep te plan fom ong

    otsde te ile

    Figure 1 Fore analysis

    E o

    Q

    C

    0a (

    eamwok

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    MANAGEMENT METHODS

    3 Write down the interna l fores trying to aomplish the plan inside theirle

    4 Denote the strength of the fore by the length of an arrow.

    Benefits

    Powerful method for helping to develop a ontingeny plan by providing agraphi illustration of external and internal proesses at work.

    xample

    External and internal fores for developing a business plan are shown inigure 1 Here fore analysis he lps to identify the fores whih are helping

    you to aomplish your purpose and those whih are resisting your effortsn this situation ustomer requirement an be met by managementommitment. However external fores suh as modern tehnology andinternal fores suh as ultural hange might resist the development ofthe business plan.

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    46 100 METHODS FOR TOTAL QUAITY MANAGEMENT

    Method 14 Ga nnt charts

    Purpose

    For planning the steps necessary to implement quality improvement

    When to use

    When a team has decided upon a project and is panning its implementa-tion, Gannt charts are useful for scheduling the events necessary tocomplete the improvement activity

    How to use

    Gannt charts are very easy to use

    1 Break down the implementation plan into achievable tasks and activities2 Estimate how long each task will take and then set a realistic completion

    date.3 Break down the steps into a logical sequence Lines denote when a task

    is due to commence and end. The relationship over time between each

    task is immediately visible.4 Assess each step individualy, identifying:

    any issue that stops you completing a stated task (this is noted as akey issue)

    any dependent task that must be completed before another task isbegun.

    Task onths to complete

    o. escription 1 2 3 4 5 6 7 8 9 1 0 1 1 2

    1 Identify aea for improvement2 efine project3 anagement revews .

    4 Taining povided5 ata analysis6 Formulate hypothesis

    f

    7 Identify causes .8 uggest quality solutons9 Implement quality soutions

    Figure 1 Gannt chart for the implementation ofa quality improvement project

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    MANAGMNT MTHODS 4

    Benefits

    The viual epeentaton of tak help identify the key iue and bing

    into the open the tep needed fo ucceful completion t alo make iteay to ee when deadine ip and change to the plan have to be made

    xample

    n the exampe hown in igue 1 an oganization i uing a Gannt chat toplan the impementation of a quai ty impovement poject The timecaei given in month t can be een that tak 3 and 4 cannot be defeedwithout delay to the total plan Tak 5 i a key iue in that, without dataanalyi, the quality impovement poce cannot be implemented

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    4 00 MTH ODS FOR OAL QUALY MANAG M N

    Method 5 ISO 9000

    urpse

    To demonstate to youself you ustomes and an independent assessment body that you have an effetive quality management system in plae

    When t use

    When tying to fomalie opeat ions to ensue onsisteny of appoah

    w t use

    Thee ae steps assoiated wth bulding a quality management systemMS)

    1 Obtain management undestanding of and ommitment to the qualitymanagement appoah.

    Dene the sope of the ativities to be inluded in the MS3 Dene the oganizational stutue and esponsibilities of those within

    the sope of the MS

    4 Audit the existing systems and poedues against the equiements ofthe standadS Develop a plan to wite the neessay poedues Tain sufient pesonnel to wite thei own poedues.7 Daft and edit the poedues and gain ageement to them8 Compile a daft quality manual.9 mplement the system on a tial basis

    1 Tain intenal auditos to ay out audits of the system and itsopeation.

    1 1 Revise the opeation of the system in light of the esults of audits andothe infomation

    1 Apply fo egistation (sometimes alled thid-paty appoval) foman aedited body

    13 Maintain the system by intenal audit, using it a s an oppotunity toimpove.

    Benefit

    By establishing a onsstent appoah it beomes easie to ensue thattasks ae aied out in the same way whoeve does them. This in tunensues onsistent quality fo ustomes

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    MNGEM ENT METHODS 49

    xample

    A QMS normally ontans four levels of doumentaton . These are:

    A qualiy licy manual ths s a poly doument a statement of ntentabout wha you ntend to do

    2 A qualiy rcedure manual ths s a more detaled seres of douments detalng hw you wll arry out the 'whats of the qualty polymanual.

    3 Qualiy recrd these are the proofs that the 'hows have been arredout.

    4 Wr inrucin these are the small detals that explan how spetasks are arred out Eah proedure may have several work nstrutons for dfferent produts or serves

    Reference

    BS EN SO 9000 Son nd Us.BS N SO 900 QA Dsin.

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    50 00 METOS FOR TOTL QLTY MNGEMENT

    Method 6 Just i n time (JIT)

    urpse

    To delive the aw mateial o component to the poduction line to aivejut in time when they ae needed.

    When t use

    When you want to minimize o eliminate tock in ode to pevent theoganization fom incuing unpoductive cot

    w t use

    The poduction poce ue the pull ytem wheeby the mateial i noteceived fom the upplie o equeted fom the peceding poductionphae unti l it i needed to utain poduction .

    Beneits

    t help to eliminate tock in ode to pevent unpoductive tock cot.The benet to fou companie of uing JT can be een in Table 1

    xample

    JT wa developed by Toyota Moto Company n 984 Toyota ageed toeopen Geneal Moto old plant in Califonia a a joint ventue A newtamping plant wa built next to GM old plant o that vaiou tampingcould be poduced in mall batche when needed Thee component hadpeviouly been made at othe GM factoie which meant that caaembly wa dependent on lage amount of component being ent bytain fom othe factoie. The adoption of Toyota poduction ytem(JT in GM factoy alo meant that thee two ytem wee inepaable and poductivity and quality at th i old factoy wee acceptable

    ab Bee o JT

    Rc invntoy Ruc a Ruc wok Rc pacompy (% ) tims (% ) (% ) (% )

    A 94 5 50 40B 8 5 70 75 9 7 58 94 70 75 40

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    MANAGEMENT METHODS

    Method 7 Kaizen

    urpse

    A Japanese term meanng 'change for the better the concept mples acontnuous mprovement n all company functons at all levels

    When t use

    The term s so common n Japan that t s used n all aspects of lfe

    w t use

    The aizen concept s based on peoples commtment and partcpaton byusng ther knowledge and experence and can therefore be establshedthrough qualty crcles and suggeston schemes t can be used n bothmanufacturng and busness actvtes

    Benefits

    Gven the same basc technology aizen can help to lead to a hgherproductvty rate and hgh-qualty products.

    xample

    Dahlgaard et al 199 surveyed companes n Japan, Korea and Denmark and found that the number of companes wth qualty crcles wasabout 97 per cent n Japan and Korea but only 2 per cent n Denmark.About 78 per cent of employees n Japan and Korea took part n qualtycrcles, but only 1 per cent n Denmark

    Suggeston schemes wth or wthout a reward system can be found n

    more than 95 per cent of companes n Japan and Korea The correspondng gure for Denmark s only 45 per cent

    n Japan aizen actvtes are n addton to mantenance of the processand they can therefore mprove the qualty of servce and products wthlmted nvestment.

    Reference

    J J Dh G K Kj K Krsts 99 A comprtiv study o qulity cotolmthos pcipls i Jp Ko Dmk l Ql Mngmn .

    M. mi (1986 Kzn: Ky Jpn mp S w York Rdom Hous.

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    52 00 MHODS FOR OAL QUALIY MANAGMN

    Method 1 8 Mystery shopping

    urpse

    A tehnque nvolvng lookng at your busness from the outsde andmeasurng the efeny of your own key proesses from the ustomersvewpont

    When t use

    When measurng ustomer satsfaton Mystery shoppng s often useddurng benhmarkng eerses or as part of a motvaton programme

    w t use

    An organzaton rst develops an understandng of ts own key proessesand behavours and then delberately makes a omparson wth theompetton Alternatvel y a ompany an ompare the performane of tsown staff

    Beneits

    Many employee of the month shemes are based on 't must be Davesturn rather than on any objetve measure Mystery shoppng bestows anunderstood measure and gves redblty to suh shemes Used eternal ly mystery shoppng gves a rsthand measure to ompare ompettorswth your own performane .

    xamples

    An advertsng ompany dedes that one of ts key proesses s takng abref from a lent The ompany develops a set of measures that t wshesto use These measures ould be

    speed of nta response understandng of bref speed of reply to bref qualty of response

    The mystery shoppng s then done n several smple steps:

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    MANAGEMENT METHODS 53

    The company usng an outsde agent, bulds up a typcal bref from aclent

    2 The company decdes whch compettors to nclude n the study3 The outsde agent approaches both the company and the compettors

    and presentng t as though t were a real bref asks for the sameresponse from each

    4 Each company s rated aganst all the measure5 The results are reported and an acton plan agreed

    A second example concerns a motor trade dstrbutor who wshes tocompare the performance of ts own sales force across al l ts outlets as partof a motvaton programme The company rst develops a set of successfulsellng behavours that t expects ts sales team to exhbt These could be

    welcome on enter ng the showroom

    understandng customer needs sendng nformaton as requested follow-up telephone call

    The company us ng a outsde agent vsts each of ts own showroomsposng as a real customer The sales team are rated aganst the agreedcrtera and the results used to plan tranng and to recognze desredbehavour

    Reerence

    Sarah Ck 1992) omer r Ne York gan Page

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    MANAGEMENT METODS 55

    Rank obetive l ist aording to highest or lowest purpose.5 Chek the list with ustomer needs. ind the mnmum ation that ould be used to satsfy ustomer

    requirements.7 Pk the optimum obetive whh an be ahieved with the available

    resoures.8 Pik up the obetive from the list that meets ustomer requirements

    and an be ahieved by the group.

    Benefits

    It gves a wider understanding of varous ativties when transforming eahstep into a proess of produtive hange

    xample

    Suppose that the obetive to be aomplished is to delight the ustomer.Obetve rankng should onnet one obetive to another supporting thenext higher one as shown n gure 1 .

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    56 1 00 METHOS FOR TOTAL QUALITY MANAGEMENT

    Method 20 Pareto anaysis

    urpse

    To seprte the most importnt uses of probem from the mny trivi Aso to identify the most importnt probems for tem to work onPreto nysis ws rst used by Wifredo Preto n tin eonomist

    When t use

    When tem is nysing dt reting to probem to deide whih rethe most importnt ftors to be tked rst to hve the most impt onthe probem.

    able 1 Pareo aaly

    Errr deripi Errr de C al Cml

    Wrg mpe 33 33 22.95 2295Miig mpe 51 254 1.59 41 54N ldered 7 32 1 0 1 51 65her lderPB prblem 92 1307 956 61 .2Wrgly iered 54 1 142 .35 6956Shr-lder ide 77 31 60 75.64Elerial dee 2 722 52 0.92Wrg plaeme 53 67 503 5.95Shr aed by mpe 56 649 475 90.70Te eq ipme . . 94 523 33 9452N rrely iered 6 237 .73 9625PB al 9 17 1 .30 9756Elerial lerae 1 5 3 0.6 9.6Mehaial dee 1 1 7 057 9.73

    SM al igme 559

    043 9917Shr-mpe ide 7 51 037 99.54Prri legh 46 23 0 7 997me prgr al 3 19 0 14 99.5Addiial mpe 52 006 99.90SM mbeee 59 6 004 9995Miig label 95 3 002 99.97ir 22 0.01 99.9Brke lder ji 76 1 00 99.99Ball-haped lder ji 2 0 000 99.99Cmpe damaged 41 0.01 10000

    Tal 1 3 67 100.00

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    % 00

    0

    0

    7

    0

    -

    60

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    0 """""0 """""20

    0

    0

    Fgure 1 areo dagram

    .

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    .

    % of total

    Cmlative %

    l

    rror code

    lZlZ

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    58 00 METHODS FOR TOAL QUALITY MANAGEMENT

    w t use

    Pareto analyss s sometmes alled te 0/0 rule . Ts means tat 0 perent of te problems are aused by 0 per ent of te atvtes and t s tsmportant 0 per ent tat sould be onentrated on Tere are s smplesteps nvolved:

    1 Lst te atvtes or auses n a table and ount te number of tmesea ours.

    Plae tese n desendng order of magntude n te table3 Calulate te total for te wole lst Calulate te perentage of te total tat ea ause represents.5 Draw a Pareto dagram wt te vertal as sowng te perentage

    and te orzontal as te atvty or ause Te umulatve urve anbe drawn to sow te umulatve perentage from a auses

    nterpret t e results

    Benefits

    Wen workng n teams t an be dfult to rea agreement wen peoplewt dfferent opnons want to follow dfferent ourses of aton. Paretoanalyss brngs te fats to te attenton of all members of te team to addeson-makng

    ample

    Followng manufature of a prnted rut board te board s tested todentfy any faults Table 1 sows te error desrpton error ode andount of te number of errors Te perentage of te total and teumulatve perentage s also gven

    Fgure 1 gves te error ode on te orzontal as and te perentageon te vertal as. Te umulatve perentage urve s sown as a dottedlne Te Pareto dagram sows learly tat s out of 5 error types ( perent) aount for nearly 0 per ent of te total number of errors Teerrors tat must be redued to ave a maor mpat on te overal s tuaton

    are learly sown.t would also be possble to draw a Pareto dagram sowng te ost of

    errors or te mportane of dfferent errors f tese fators were moremportant tan smple ourrene aone.

    Rfrnc

    P. Spny 992) Word a Prforman rog Toa Qa Lndn Chapman andHa.

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    MANAGEME NT MEHODS

    Method 21 Potentia l problem ana lysis (PPA)

    urpse

    59

    To examine plans to identify what an go wrong with them so thatpreventive ation an be taken

    When t use

    Potential problem analysis (PPA) is used when plans are rst drawn up andsubsequently at planning reviews to antiipate future problems and pan

    ontingeny ations.

    w t use

    PPA is a very simple tehnique for a team to examine pans There areeight steps

    1 Draw up the plan in time order.2 lowhart the plan identifying all the key steps where spei outputs

    are needed3 At eah key step brainstorm the problems that ould our.

    Rate the potential problems using the folowing sheme Lielihd 10 (very likely) to 1 (very unlikely) Severiy 10 (atastrophi) to 1 (mild)

    Multiply the likelihood by the severity to get the potentia problem risk(PPR) number

    5 or eah potentia l problem identify the likely auses This is done rstfor problems with a high PPR number. Al l problems with a PPR above50 or a li kelihood or severity above 7 must be prevented

    or eah ause brainstorm the ourses of ation that ould be taken toprevent it happening.

    7 or probems that an be prevented take the neessary steps to removethe potentia ause

    or problems that annot be prevented draw up ontingeny pans toretify the problem if it ours

    Beneits

    By antiipating problems with plans before they our and either removing them by prevention or drawing up ontingeny plans, smooth implementation of projets an be ahieved.

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    60 00 METHODS FOR TOTA QUAITY MAAGEMET

    xample

    An organization was planning to hold its AGM in a Central Londonloation and used PP A to assist with the planning of the event to ensre

    that no problems oured

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    MANAGEMENT METHODS

    Method 22 Problem prevention plan

    Purpose

    To anticipate what can go wrong and plan to prevent problems.

    When to use

    When you need to aalyse potential problems and their causes.

    How to use

    1 For each specic task write down a list of potential problems

    61

    2 For each problem, rte the chances of it happening and the seriousnessif it did happen .

    3 For most serious probems write down the potential causes and chanceof occurrence

    4 For most likely causes, decide what prevention strategies can be put inplace

    S Integrate prevention strategies into your plan.

    Benefits

    It helps prevent potential problems from actually taking place

    Potential problem igh

    Person in charge il

    Computer out of order

    adly produced document

    Program bug

    Figure 1 Problem prevention plan

    Chancesedium ow

    X

    X

    X

    eriousnessigh edium Low

    X

    X

    X

    X

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    62 00 METHODS OR TOTAL QALITY MANAGEMENT

    xampe

    Potenti pobems in delivey nd ode doumenttion e ted in

    igue 1 Hee the like lihood of seious poble lies in bdly podueddoument Tone oud be use of this poblem Hene egul hekof the tone wi l be p of the poblem pevention p ln

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    MANAGEMENT METHODS 63

    Method 23 Process decision programme chart

    urpse

    To focus on possible sequences to help lead to a desirable resut andcontingency p lanning .

    When t use

    When designing a new pan to achieve a desired resu t, and to avoid certainundesired outcomes.

    w t use

    A process decision programme chart can be used to design a plan toachieve your desired objective to deal with problems encountered whileimplementing the pan and to make correct decisions to enhance the plan thereby achieving the objective. n addition, the chart can be used toconceive counter-measures to avoid an undesirabe situation by simulatinga process of events leading to an undesirable result.

    Benefits

    t helps to plan to obtain a desirabe outcome

    xample

    The process decision programme chart given in igure 1 shows the processwhich can hep to secure a contract

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    64 1 00 METHODS FOR TOTAL QUALITY MANAGEMENT

    Bid notagreed

    Could not fixa date

    rder lost

    Price notcompetitie

    rder lost

    Fgu 1 Process decso programme char

    rder request froma colege

    Price competitie

    rder secure

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    MANAGEMEN MEHODS 65

    Method 24 rogramme evauation and review

    (ER) technique

    urpse

    To estabsh a pannng technque or compex an mut-eve projects

    When t use

    hen you nee to meet a eane to compete a compex task

    w t use

    Descrbe the task to be compete Estabsh the prevous task to be perorme n orer to compete he

    present task3 ork backwars rom the competon ate (see Fgure 1), ncatng

    the task wthn a crce Present the task whch precee t n crces an ncate the requre

    competon ateS Draw an arrow rom the prevous task to the present task

    ach

    ask to be completed ach 2 ay

    Fgue 1 PER echnque

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    66 METHODS OR OA QUALTY MANAGEMEN

    Contnue untl all the tasks have been taken nto account7 evew the agram an establsh the crtcal path whch requres the

    most amount o tme to compete the project

    See also Critical ath analyi (Metho 33) .

    Beneits

    It heps to match elvery an orer ocumentaton to complete thescheule or a project

    xample

    Fgure 1 matches elvery an other ocumentaton by PE process

    Reference

    R Ands D.. Sny and T.A. Wiiams (994 A Irodo o MgmSc. N Yk Wst

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    MANAGMNT MTHODS 67

    Method 25 Quality circles

    urpse

    A specal type o small group actvty wc orms a vecle or teevelopment o nvuals

    When t use

    Qualty crcles are especally useul n te later stages o a total qualtyprocess wen nvuals n ter own work areas begn to tackle ter own

    problems. Tey lea to sel-regulaton n work groups

    w t use

    Qualty crcles are small groups o between tree an 1 people wo o tesame or smlar work, voluntarly meetng togeter regularly or about anour per week n pa tme. Usually uner te leaersp o ter ownsupervsor or manager, tey are trane to enty, analyse an solve someo te problems n ter own work, werever possble mplementng tesolutons temselves

    Crcle leaers an members soul be trane n te ollowng tecnques

    branstormng tally carts concentraton agrams Pareto analyss stograms cause an eect analyss control carts

    Qualty crcles are very erent rom acton teams an task orces,

    wc are ntate by management to solve a specc problem an aresbane wen tat problem as been solve. Qualty crcles are ormean trane tey ten enty ter own problems en tose problemsave been solve, te crcle remans n place an entes urterproblems to solve

    Benefits

    Qualty crcles gve structure an ocus to mprovement an allow t tooccur n a planne way, wereas smply askng or suggestons coul

    generate too many problems wt no means to anle tem.

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    68 100 METHODS FOR TOTA QATY MANAGEMENT

    Thee ae anges n usng qualty ccles too ealy n the pocess theymay be seen as anothe management a o as manages seekng toabogate esponsblty

    xampe

    A company n the Pottees set up quaty ccles to allow all employees tocontbute the own eas to the benet o the whole company In the styea moe than 5 ccle pesentatons wee mae an successullymplemente

    Reference

    Dad Htchns (985 Qua Cirle Hadbook London: Pitman

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    MANAGEMENT METHODS 69

    Method 26 Quaity function depoyment (QF)

    urpose

    A echnque or scpne or opmzng he process o eveopng anproucng new proucs on he bass o cusomer nee

    When to use

    Durng esgn commssonng or pos-commssnng o ransae cusomer requremens no company requremens The echnque can beuse n research prouc eveopmen engneerng manuacurngmarkeng an srbuon reas.

    ow to use

    QFD s a vesage process ha akes a esgn rom cusomer requremensno a pan an scheue (see Bosser 199 ; Day 1993) .

    1 The rs sage s enyng cusomer nees or wans These are usuaycharacerscs recy arbuabe o he prouc or servce such aswha ooks ke how ees how ong ass how compares whhe compeon. A hs sage he requremens are no usuaymeasurabe

    These requremens are hen ransae no echnca speccaonshrough he use o echnca expers A hs sage he requremensbecome measurabe

    3 The echnca speccaons are hen urne no en-prouc speccaons These are cae 'crca par characerscs Taken ogeherhey are boh necessary an sucen o ea o an en prouc meeng

    he cusomer speccaon. The ourh sage s o esgn he process o ever he prouc or

    servce In oher wors ece how o urn he esgn no reay.5 The na sage s o pan he acves necessary o prouce he requre

    oupu

    Fgure 1 usraes a ypca QFD marx oen cae he 'House oQuay The e se o he marx comprses cusomer requremens asescrbe n (1) above The op o he marx shows he organzaonsrequremens as escrbe n (2) The rgh se o he marx gves hepannng conseraons o prouce he oupu. The roo o he house

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    0 00 METODS FOR TOTAL QUALTY MAAGEMET

    nterrelationship betweentechnical descriptors

    Customer requirements(voice o the customer)

    elationship betweenrequirements and descriptors

    Fure 1 F : H

    Technical descriptors(voice o the company)

    Proritized customerrequirements

    mportance

    Competitive analysis

    arket potential

    Prioritizedtechnica descriptors

    shows th ourth stag whr csons ar ma to turn th sgn ntoraty.

    h cntra part o th matrx comprss th ratonshp btwncustomr ns an sgn rqurmnts hs s whr th rqurmntsbcom a spccaton

    It s usua to us th oowng schma to show ratonshps n thmatrx

    Som ratonshp[ Strong ratonshp ak ratonshpD No ratonshp

    Benefits

    Quaty uncton poymnt ncourags organzatons to ocus on thprocss ts rathr than ust on th prouct or srvc By stabshngcorratons btwn what s want an how t s to b vr, th vtaaspcts bcom mor vsb, ang csonmakng

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    MANAMN MHODS 7

    xample

    The moel shown n Fgure 1 gves only the basc elements o QF. TheHouse o Qualty as the process o ea generaton to evelop newproucts on the bass o customer nee

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    72 00 METHODS FOR TOTA QALTY MANAGEMENT

    Method 27 Reation diag ram

    urpse

    o iustrat th rationship btwn probms an ias in compxsituations. Aso to intiy maningu catgoris rom a mass o iaswhn rationships ar icut to trmin

    When t use

    hn a topic is so compicat that rations btwn irnt iascannot b stabish through convntiona rasoning an th probm in

    qustion is xcusivy a symptom o a mor unamnta unryingprobm

    w t use

    h vopmnt o th ration iagram shou b conuct in tams.h tam writs ach ia in a circ an custrs th circs in proximity toach othr. It thn intis which ia strongy inuncs anothr anuss arrows to inicat th irction o inunc h rsuts ar vauatby intiying ias that hav th most arrows ntring or xiting

    -

    -

    "

    -

    Customerfocus

    esponsbltynot cea

    Fgu 1 Relation diagram

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    74 00 METHODS FOR TOTA QATY MANAGEMENT

    Method 28 Teamwork

    urpo

    To oganze actvty whch eues a numbe o people to collaboate anwok togethe o a common goa\

    Whn to u

    hen people wth eent but complementay esponsbltes knowlege o abltes can contbute to the evelopment o a stategy o

    soluton to a poblem mpotant to the company.

    ow to u

    Teamwok eues the coopeatve eot an contbuton o a numbe opeople wth a common goal o objectve.

    Bnfit

    It helps to evelop a ualty stategy o to acheve solutons to a poblemvtal to the company

    xampl

    Qualty mpovement teams unvesally aopte by evey companyengage n ualty mpovement ae an example o teamwok. Qualitirle (Metho 5 ae anothe way o usng the benets o teamwok.

    Teamwok can pove a ocus o a goup o people n a task ocelookng at cossunctonal poblems. One oganzaton whch ha pevously ha an autocatc style o management, whee manages tol

    eveyone what to o an then scplne them when they not ollownstuctons, always epeence culty n ntoucng change. Theewas an atmosphee o suspcon, an most sgncant change ha to benegotate though the poweul tae unon

    By makng sgncant change pat o a TQM pocess an movngtowas coss-epatmental teams to ene an solve poblems theoganzaton was able to use the powe o the team to suggest change anthen to mplement changes at a pace that woul pevously have beenmpossble.

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    MANAGEME N M EHODS

    Method 29 Total productive maintenance

    upose

    5

    To elp a process wic aims at making te most eective an ecient useo existing prouction structures

    When to use

    en an organization nees to improve its maintenance system an toeucate operators in maintenance tecniques.

    o to use

    Use all te companys unctions an personnel to conribute o mainenance troug bot iniviual eort an teamwork.

    Benefits

    It provies eective an ecien use o existing prouction metos. Itestabises a toroug system o preventive maintenance, conitionmonitoring etc. or te equipments enire iespan

    xample

    A typica proceure or total prouction maintenance is as olows

    1 Develop an agree te maintenance strategy an ientiy priorities orte key items o plant an equipment in terms o teir contribution ooperating pans ake accoun o te companys manuacuringpilosopy an its manuacturing organization.

    2 Establis target levels o maintenance epenent on plant anequipment availability an ieniy tose items wic eman closeattention an control.

    3 Review te maintenance organization, especially in its reationsipwit prouction panning an sceuling an prouction itsel,aressing, or example, te avantages o, an barriers o, combining responsibilites or maintenance, particulary were proucionsta can contriute to te provision o inormation on operatingiculties or iagnostic routines

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    76 METH O FOR OAL QUALY MANAGE ME N

    4 Investgate te appcaton o eevant tecnoogy eg contonmontong an ts possbe utue ntegaton wt any exstngstatstca pocess conto .

    Estabs a amewok o a mantenance pannng an nomatonsystem an ts nteace wt , o exampe te companys pouctonpannng an conto systems

    Detemne te eevance scope an speccaton o a compute-basepanne mantenance system

    7 Specy te eeence ponts (e cuent stuaton) appopateatos yastcks an epotng system to measue mantenance valuefr mney bung upon any cuent contos aeay mpemente

    Ienty tanng equements o bot opeatos an te mantenanceepatment

    9 Estmate te bottom ne gan te company can expect as a esut o

    any mpovement pogamme10 Specy t e spaes suppot uncton ( e . povsonng stockng pocuement systems an poceues)

    1 1 Pu a o te above togete as a mantenance mpovement panwc ceay entes te objectves actvtes tmescae anesouces eque to mpement an aceve stanas o goopactce

    Reference

    Sichi akamima 9 Introdtion to TPM. Cambridg, Massachsts Podciy

    Pss.

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    MANAGEMENT METHODS 77

    Method 30 Whyhow chaing

    urpose

    hen thnkng n both abstract an concrete terms, an neeng to movebetween the two, whyhow chartng enables a goal to be translate ntoacton.

    When to use

    Ether nvually or as part o a group, the metho can be use to

    map the mplcatons o a goal generate alternatve statements o a problem evelop alternatve solutons present nngs an stmulate scusson begn the plannng process

    ow to use

    There are three smple stages:

    rte the goal or problem n the centre o a p chart. Ask a seres o why questons an plot the answers on the page above

    the goal.3 Ask a seres o how questons an plot the answers on the page belowthe goal

    Benefts

    By brgng between strategc an tactcal thnkng the technque makes tpossble to challenge goals , perhaps revealng new ways o meetng themwhle smultaneously plannng to meet them.

    xample

    In the example below the problem s that the managng rector overloae. The esre goal s to reuce the loang.

    Why? To generate new busnessWhy? To evote more tme to marketngGal euce the MDs loangHw? enty wha