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10 Cards in this Set
- Front
- Back
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Quality Drivers
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Higher performance requirements
Faster product development Higher technology levels Materials and processes pushed to the limit Lower contractor profit margins Fewer defects/rejects |
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Market Expectations
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Salability
Produceability Social acceptability Operability Availability Reliability Maintainability |
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Strategic QM
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Quality is defined by the customer
Quality linked with profitability on both the market and cost sides Quality has become a competitive weapon Quality is now an integral part of the strategic planning process Quality requires an organization-wide commitment |
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The Deming Cycle for Continuous Improvement (The Shewhart Cycle)
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Planning (objectives, methods) →
Do (train, execute) → Check (how methods are executed) → Act (immediate remedies, future actions) |
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Degrees of Quality
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Structural (length, frequency)
Sensory (taste, beauty, appeal) Time-oriented (reliability, maintainability) Commercial (warrantee) Ethical (honesty, courtesy) |
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Quality Expectations
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Policy
Objectives Assurance Control Audit Program Plan |
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Cost of Quality
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Prevention
Appraisal Internal Failure External Failure (Kills company – worst one) Companies will use these like levers (PAIE) |
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Check Sheets
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Checklists
Agree on what is being observed |
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Cause and Effect Analysis
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Start with problem and identifies cause or other way around
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Bell Shaped Curve and Normal Distribution Attributes
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X +/- 1 sigma → 68% – 317.3 million defects per billion opportunities for failure
X +/- 2 = 95% – 45.4 million X +/- 3 = 99.73% – 2.7 million (most companies at here) X +/- 4 = 99.9937% – 63,000 X +/- 5 = 99.9999943 – 57 X +/- 6 = 99.9999999998 – 2 Six Sigma = 2 defects/billion opportunities |
