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| Home > Events | February 5, 2012 |
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| Quality
System and Process Improvement Overview This Course, Quality System and Process Improvement. This five day course has been designed specifically for the people who are involved in the business Environment global market. An essential part of the quality management role for Team leader and front line managers are to identify important opportunities. Often these opportunities relate to extant customers and stick hold groups, such as Supplier or local communities. For example where the companies engage in Activities to improve the environment around their factories. Also, the opportunities frequently concern an internal customer that is other employees Within the organization who is not your immediate team, for example you might change a procedure in your team that is an internal customer’s get information more quickly which in turns speed up their own process. In order to undertake any kind of quality improvement in an organization, it is first necessary to identify the area requiring improvement. Objectives
The Upon completion of this course, the participant will be able to:
Who
should attend? All
professionals who take an active role in completing quality management
Including
Topics Module
1: Understanding the Extended System • What is the Definition of TQM? • Stakeholders, Customers and End Users • What is a System? • What is the Extended System? • Systems and Subsystems • Mission: The Aim of the Extended System • What is the Mission? • What is a process? • Significant and Critical Processes • Organization as a Black Box • A View of the Organization as Bits and Pieces • The Organization as a System • End-users and the Organization • Suppliers, End-users and the Organization • Feedback Loops and the Organization • Measures in the Extended System • Extended System for a PSD • An Example of Measurements in the Extended System • Constraints Inherent in Any System • Focus on the Extended System • Stages of the Systems Approach to Process Improvement Model • Systems Approach to Process Improvement Model • Step 1: Identify and Prioritize Stakeholders • Step 2: Identify and Prioritize Stakeholder Needs and Wants • Step 3: Develop Operational Definitions for Stakeholder Characteristics • Step 4: Translate Stakeholder Characteristics • Step 5: Develop Operational Definitions for Producible Characteristics • Step 6: Identify Processes in Which Quality Characteristics are Produced • Step 7: Develop Knowledge of Processes • Step 8: Assess and Achieve Stability and Capability in Output Quality • Characteristics • Step 9: Translate Output Quality Characteristics Into Process Quality • Characteristics • Step 10: Develop Operational Definitions for Process Quality Characteristics • Step 11: Assess and Achieve Stability and Capability in Process Quality • Characteristics • Step 12: Identify Requirements for Process Inputs • Step 13: Communicate Requirements to Suppliers • Step 14: Develop Operational Definitions for Input Quality Characteristics • Step 15: Ask Suppliers to do Steps 4 to 15, and Repeat the Model Module 2: Data Collection Procedures Objectives • Sampling for Analytic Studies • Data Collection Planning • Questions the Data Collection Plan Should Answer • Why Do You Want the Data? • What Will You Do With the Data? • What Types of Data Will Be Collected? • How Will You Gather the Data? • Check Sheets • Tally Check Sheet (Attribute Data) • Tally Check Sheet (Measurement Data) • Defect Location Check Sheet • Other Data Collection Methods • Who Will Collect the Data? • Where Will the Data Be Collected (Sources)? • How Often and How Much Data Will Be Collected? • Operational Definitions • Elements of Operational Definitions • Example of an Operational Definition • Exercises in Developing Operational Definitions • Summary Module 3:Data Characteristics and Variation Objectives • Relationship Between a Distribution of Individuals • And a Distribution of Averages • Relationship Between Measures of Location and Shape • Sources of Variation • Process Stability • Process Instability • Statistical Process Control • Process Capability Module 4: Assessing and Achieving Stability Using Averages Control Charts Objectives • Relationship of Variation to Stability • Definition of a Run Chart • Uses of Run Charts • Definition and Elements of a Control Chart • Common Causes of Variation • Special Causes of Variation • Uses of Control Charts • Types of Control Charts • Control Chart Data for Averages Charts • X and R Control Charts • How to Construct X and R Control Charts • Provide Appropriate Documentation • Distance from Limit of Contact Line • How To Interpret Signals on a Control Chart • Comparison to Other Rules • Rational Sub grouping • Socket Mold • Sample Data Recording Detail • First Organization of Ball Socket Data • Control Chart - First Organization • Second Organization of Ball Socket Data • Control Chart - Second Organization • Third Organization of the Ball Socket Data • Socket Data Following Mold Adjustment • Operator’s Control Chart • Data Collection: Rational Sub grouping • Subgroup Size and Frequency - What is Appropriate. • A Potential Problem With No rational Samples • Inadequate Measurement Units • When to Change Control Limits • When Improvements Can Be Realized • Summary Module5: Assessing and Achieving Stability Using Individuals Control Charts Objectives • When to Use Attribute Charts • Limitations of Attribute Data • How to Make Attribute Charts Useful • Focusing on the Right Data • Individual Values and Moving Range (XmR) Charts . • XmR Control Chart Form. • XmR Chart: Construction Steps. • Interpretation - XmR • The Effect of Inflated Limits • Check for Inflated Limits • Revising Control Limits • Setting the Process Aim • Achieving Stability • Maintaining Stability and Assessing Effectiveness of Changes • Summary Module 6: Assessing Process Capability Objectives • Assessing Process Capability • Comparing Stability and Conformance to Specifications • Process Capability Requires Process Stability • A Histogram • What is a Histogram? • Why is Histograms Used? • What are the Elements of a Histogram? • How to Construct a Histogram • Expressing Capability • A Process • Specification Limits • A Capable Process • Lack of Capability. • An Improved Process • The Impact of Process Improvement on Capability • Capability Calculations • The Taguchi Loss Function • The Impact of Reducing Variation • The Impact of Shifting Away from Target Length: 5 days |
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| ©2012Great standard consulting Ltd - Kennedyallee 146 - 53175 Bonn |
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