lecture 11 - tools for quality improvement

8/3/2019 Lecture 11 - Tools for Quality Improvement

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287.341

QUALITY SYSTEMS DESIGN

Tools for Quality Improvement

Assoc. Prof. Jane Goodyer

Room RC 2.12

[email protected]


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Learning Outcomes

Understand the concepts of quality monitoring& quality improvement

Examine team based approaches to qualityimprovement

Appraise a range of key tools & techniques forquality improvement


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Why Quality Tools Are Important to

Managers Characteristics of Variation:

Variation is omnipresent

Variation is both desirable (personalities) andundesirable (surgical outcomes)

Variation is both random and nonrandom

Quality tools provide a structured

approach to understanding processvariation, identifying its causes, andeliminating the causes


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Two Grouping of Tools

1. Tools for broad ranging idea generation

2. Tools for identifying, analysing &

improving processes Commonality

Relatively simple

Problems can be reduced in to smaller parts

Reduces subjectivity

Encourages creativity & communication


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Tools For Idea Generation

Action Plan

Affinity diagram

Brainstorming

Interrelationship diagram

Tree diagram

Matrix diagram

Gannt Chart Pareto Analysis

SWOT Analysis


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Tools For Process Improvement

Action Plan

5 Whys

Brainstorming

Cause & Effect Analysis Check Sheets

Data Display(Bar/Histograms/Pie/Scatter/Run/Spider)

Gannt Chart Pareto Analysis

Process Mapping


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When to Use Them?

Its easy using each tool, but knowing

WHEN to use them is much harder

Use a framework for quality improvement The Deming PDSA Cycle

PDSA Cycle

Links & sequences use of tools Takes project from identifying problem to

solution


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The Deming Cycle

PLAN

DOSTUDY

ACT

Decide what to do

Identify how you

know it has worked

Do what was planned

Measure it as planned

Check results

against expectations

Learn from experience

Embed improvement

Hold the gains

Effort

Plan 30-50% Do 40-50% Study 5-10% Act 5-10%


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Linking PDSA to Idea Generation (Policy Deployment)

Action

Plan

Matrix

Brainsto

rming

Cause&Effect

Gannt

Chart

A

ffinity

P

areto

Relations

1. Define company mission

2. Formulate long/medium term plans

3. Identify breakthrough goals4. Define the target(s)

5. Determine relevant measures

6. Deploy breakthrough goals &

measures

7. Implement

8. Monitor progress

9. Prepare report on achievements &

next years issues

PLAN

D

O

STUDY

ACT

Steps of Policy

Deployment

Which tools to use

Tree

1998 Quest Worldwide Education Ltd


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Linking PDSA & Tools for Improvement

Action

Plan

DataD

isplay

C

heck

Brainsto

rming

Cause&

Effect

Gannt

Chart

5W

hys

P

areto

Process

Maps

1. Select an opportunity for improvement

2. Identify the customers reqs.

3. Define the problem

4. Collect data

5. Analyse for root causes

6. Find solutions

7. Prepare plan to implement soln.

8. Implement solutions9. Monitor results, evaluate against plan

10. Determine reasons for deviation

11. Corrective action for deviation

12. Standardise the process

13. review

PLAN

D

O

STUDY

ACT

Steps of Process

Which tools to use

1998 Quest Worldwide Education Ltd


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Brainstorming

Encourages creative thinking & generatesideas

Suggested ground rules:

No criticism

Encourage wild ideas

Strive for creativity

Hitch-hike List all ideas

Incubate


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Affinity Diagram

Creative tool

Group brainstorming aid

Records wordy ideas, issues and opinions

(Post-it Notes used) Arranges data based on affinity between items

Use for large, complex and chaotic issues

Generates commitment from group

NOT a quick fix tool for simple problems

Less structured form of Cause & Effect Analysis(Study Guide 2: Page 20)


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Affinity Diagram What Students Should Learn

From Teamwork

The McGraw-Hill

Companies Davis 2005


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Relations Diagram

Similar to affinity diagram

Maps logical or sequential links among factors

Reach root cause consensus

Unanticipated ideas and connections emerge

Use for complex relationship issues

Use when problem difficult to determine

Use if sequence of events is critical


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Relations Diagram for Late Hospital

Discharge

The McGraw-Hill



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Tree Diagram

Arranges goals, problems etc into hierarchy

Examine logical and chronological links betweentasks

Breaks complex issues into sub issues Identifies manageable set of activities - whatneed to be accomplished and how

Use if needs ill-defined

Use when all possible causes need to beexplored

Use to identify first task to be done

Must be complex task and have time available(Study Guide 2: Page 24)


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Basic Structure of a Tree Diagram

The McGraw-HillCompanies Davis 2005


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Pareto Analysis

JURAN - VITAL FEW, TRIVIAL MANY

20% of the customers are responsible for 80% of thecomplaints

Displays, in bar chart form, the frequency of occurrence

Only deals with attribute data e. g. type of defect, injuryetc.

USED TO:

1. Identify most important problems2. Measure the impact of changes made in a process

3. Analyse data by different categories

4. To break down broad causes into specific ones(Study Guide 2: Page 29)


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Pareto Analysis Example

(Cooke, 305EMD, ModuleNotes, Coventry University)


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Pareto Tip

The most frequent is

not always the most

important. Be aware

of the impact of othercauses on customers

or goals

Type of Error Frequency

Lost package

Damaged package

Abandoned calls

Missing proof of delivery

Overnight wrong day

Domestic right day late

2

2

8

6

3

3

The McGraw-Hill



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Pareto Weighted

FedEx

measures its

delivery

performanceusing a

Service

Quality Index

(SQI)

Type of Error Weight Frequency WeightedValue

Lost package

Damaged package

Abandoned calls

Missing proof of

delivery

Overnight wrong

day

Domestic right day

late

50

40

2

1

20

15

2

2

8

6

3

3

100

80

16

6

60

45

Does this now change the Managers first priority?The McGraw-HillCompanies Davis 2005


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Cause & Effect Analysis

Represents the relationship between some "effect" and all

the possible "causes" influencing it

Brainstorming is used to generate possible causes

MANPOWER

EFFECT

MATERIALS

MACHINERYMETHODS Cause

Sub cause

Cause area

Key effect/symptom

of problem

(Study Guide 2: Page 31)


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Cause & Effect Analysis for Customer

Complaints in a Fast-food Restaurant



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5 Whys

Identifies the underlying root cause of a problem Why is there a high reject rate of widgets? Because

the plastic is stained

Why is the plastic stained? Because of excess oil in

the machine Why? Because its clogging - as its months since it

was cleaned

Why? Because we only service machines when theybreakdown

Why? Because maintenance say its cheaper (butwhat about the cost of rejects & rework)

Simple alternative to Cause & Effect Analysis


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Matrix Diagram

Shows interrelationships and correlation'sbetween tasks, functions andcharacteristics

Can show relative importance of the itemsto each other

Show strength of relationship between

variables Data presented in format for analysis and

decision making


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Matrix Diagram



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Process Charting

A schematic diagram for describing a process

What the official or documented method is

How the work is actually being performed

What the proper procedures should be


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Elements in a Process Flow Chart


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Check Sheet

Collects & classifies information so that it

can be easily presented or analysed

Useful at the start of a problem-solvingprocess

People collecting the facts should be those

included in the problem

Use data display (histograms, etc) and/or

Pareto Analysis to highlight main patterns


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Credit Note Check Sheet

Order Number Customer Name Reason for Credit Note

13682

49785

98534

48764

Elm Bistro

PN Normal School

Massey Industries

JR Retirement home

Wrong pack of frozen chips

Split 25kg bag of sugar

Missing 60 litres of milk

Want 100 not 10 packs of incontinencepads

Analyse check sheets

Reasons for credit notes issued Number

Product damage (packaging)Product quality (manufacturing)

Missing items

Wrong pack size

5037

14

4


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Data Display

Different methods of displaying informationto make it easier to use, highlight patterns,trends & relationships

Bar charts Histograms

Pie charts

Scatter diagrams Run graphs

Spider diagrams


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Bar Charts and Histograms

Bar Chart ofDaily Units Produced

Histogram ofHole Diameters

The McGraw-Hill



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Scatter plot of Customer Satisfaction &

Waiting Time in an Upscale Restaurant

The McGraw-Hill



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Run Chart of the Number of

Daily Errors

The McGraw-Hill



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Action Plan

Outlines tasks to be undertaken to achieve

specific objective

For more complex action plans use CriticalPath or a Gannt Chart

Objective

What needs to be done Who When


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Gannt Chart

Simple technique to illustrate actionsagainst time & dependencies betweendifferent actions

Similar to Critical Path Analysis Brainstorm actions

Sequence them look for dependencies

Size them in terms of elapsed time Display on Gannt chart

Check feasibility against overall time available

lecture 11 - tools for quality improvement

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