Quality Tools and Topics

Learning Objectives

At the end of this module, you will be able to:

Describe how quality is essential to Lean in

achieving customer satisfaction

Use basic quality tools

Quality Tools and Topics V7.5 - Slide 2

2012 Massachusetts Institute of Technology
 Why Do We Care About Quality?
Hidden Costs of Non-Conformance
= 2 to 3 Times Measured Costs
Direct Measured Costs:
Scrap/rework
Service calls
Warranties/concessions

Indirect/Hidden Costs:
Excess inventory
Overtime
Non-value added steps
Queues and delays
Reputation/image
Courtesy of Richard Lewis II. Used with permission.

Quality Tools and Topics V7.5 - Slide 3

2012 Massachusetts Institute of Technology
 Problems with Inspection
Based Quality Control
Inspection does not add
value to the customer it
simply screens or detects
(most of the time) defective
products from leaving the
factory.
Inspection is subject to
multiple errors
Inspector skill and attention
Measurement capability
Environment (Human Factors)

Quality Tools and Topics V7.5 - Slide 4

2012 Massachusetts Institute of Technology
 Inspection Exercise

This exercise will be in two 30 second sessions

Task: Find all of the fs or Fs on a page of text
Take out the Inspection Exercise from the
student folder and turn it face down.
On GO, circle all the fs or Fs you find
On STOP, and turn over your sheet and pass
the sheet to the person on your right.
On GO, mark Xs all the other fs or Fs you find
On STOP, count up the number of fs and Fs
that are circled and the number with Xs.
Quality Tools and Topics V7.5 - Slide 5
2012 Massachusetts Institute of Technology
Impact of Inspector Efficiency
on Escaped Quality

Quality Tools and Topics V7.5 - Slide 6

2012 Massachusetts Institute of Technology
 Total Quality Management

Lean Product
7 Quality
Development/
Tools
Lean
Healthcare

Lean Supply
VSMA
Chain

Total Quality Management (TQM) and Lean are related

Ref: Ritzman, L. P. and Krajewski, L.J., Foundations of Operations Management, Prentice Hall, Upper Saddle River NJ, Quality Tools and Topics V7.5 - Slide 7
2003 2012 Massachusetts Institute of Technology
 The Seven Basic
Quality Tools
Flow Charts
Cause and Effect Diagrams
Check Sheets
Histograms
Pareto Charts
Scatter Diagrams
Control Charts Photo by Earll Murman

Cause & effect diagram from a

Six Sigma Basics Module factory floor A3 at New Balance.
Quality Tools and Topics V7.5 - Slide 8
2012 Massachusetts Institute of Technology
 Flow Charts

Flow Chart examples

Process maps
S/W program flow
Medical algorithms Photo by Earll Murman

Process map for pre lean treatment of Acute

Myocardial Infarction (aka heart attack)

Why are Flow Charts a quality tool?

Visual description improves comprehension
Helps assure process steps are done in the right
sequence
Ties outputs to inputs
Assists with data collection
Quality Tools and Topics V7.5 - Slide 9
2012 Massachusetts Institute of Technology
 Cause and Effect Diagram
Also called Ishikawa or Fishbone diagram
Measurements Personnel Materials Suggested
major
categories
Primary Cause

Secondary
Cause
Effect or
problem

Primary Cause
A root
cause
analysis
tool, often
Methods Environment Machines supported
by 5 Whys
Quality Tools and Topics V7.5 - Slide 10
2012 Massachusetts Institute of Technology
 Example Cause and Effect
Diagram

Quality Tools and Topics V7.5 - Slide 11

Source: Institute for Healthcare Improvement, Cause and Effect Diagram (IHI Tool). 2012 Massachusetts Institute of Technology
Courtesy of Institute for Healthcare Improvement. Used with permission.
 Check Sheets
A structured tool for collecting data

A purely hypothetical example!

Quality Tools and Topics V7.5 - Slide 12
2012 Massachusetts Institute of Technology
 Histograms
Shows Inspection Results

Frequency of 8

7
7

occurrence 6
6 6

Frequency distribution:

Frequency
4 4
4

normal, random,
3
2
2
1
1

0
18 21 24 27 30 33 36
Number of "F's"

Useful to see
The spread of a distribution
Changes over time
Quantitative inputs/outputs
Comparison to customer requirements
Quality Tools and Topics V7.5 - Slide 13
2012 Massachusetts Institute of Technology
 M&M Exercise
What product attribute does the Mars Company control
variation of to deliver a quality to its customers?

Open your bag of M&Ms dont eat them yet!

Count the number of M&Ms in your bag by color.
Fill in your data on the Check Sheet for your table.
Contribute table data when asked by instructor.

Image: Wikimedia. Public Domain. Quality Tools and Topics V7.5 - Slide 14
Modification of an exercise suggested by Raytheon Corporation 2012 Massachusetts Institute of Technology
 Class Poll
What M&M attribute to you think Mars
Company uses quality principles to
control variation of?
Total M&Ms in a bag?
Color distribution?
Something else
I dont know
Hold up the colored 3 x 5 card of your choice

Quality Tools and Topics V7.5 - Slide 15

2012 Massachusetts Institute of Technology
 Pareto Chart of Preventable
Causes Leading to ED Admissions

Courtesy of Faten Mitchell, Quality Improvement Advisor, Health Quality Ontario. Used with permission.
Source: Faten Mitchell, Quality Improvement Advisor, Health Quality Ontario.

Quality Tools and Topics V7.5 - Slide 16

2012 Massachusetts Institute of Technology
 Pareto Example - Discrepancies During
Satellite System Integration & Test
Root Cause of Discrepancies for 229 Satellites tested from 1970-1999

30%
% of Discrepancies

26% Satellite Causes

25% 24%
Non-Satellite Causes

20% 18%

15%
12%
10% 8%
6%
5% 3%
2%

Material
Design

Unknown
Software

Other
Test
Equipment

Anomaly
No
Employee
Operator/

Root Cause Category

Source: Weigel A. and Warmkessel, J., Seeing The Spacecraft Testing Value Stream, LAI Executive Board Briefing, June 2000
Ref: Weigel, A., Spacecraft System Level Test Discrepancies: Characterizing Distributions and Costs, MIT SM Thesis, May 2000
Quality Tools and Topics V7.5 - Slide 17
2012 Massachusetts Institute of Technology
 Scatter Diagrams

Plots of (x,y) pairs of numerical data

Can show whether a correlation exists
Useful starting point for root cause analysis

Coordination vs. Performance - Hospitals

0.85

Relational Coordination
0.8

0.75

0.7

0.65
-0.4 -0.2 0 0.2 0.4
Patient Care Performance Index

Uncorrelated data Correlated data

Quality Tools and Topics V7.5 - Slide 18
2012 Massachusetts Institute of Technology
 Summing Up

Inspection is an ineffective way to produce

high quality products and services
Total Quality Management and Lean Thinking
are closely related
Lean Thinking and TQM both utilized simple,
structured, quantitative and qualitative tools
to achieve quality
There are seven basic quality tools
But remember capable people are the most
important factor in achieving quality

Quality Tools and Topics V7.5 - Slide 19

2012 Massachusetts Institute of Technology
 An Example of Focus on Quality:
Floor Beams for Commercial Aircraft

Courtesy of Boeing. Used with permission.

747 777
Assembly Strategy Tooling Toolless
Hard tools 28 0
Soft tools 2/part # 1/part #
Major assembly steps 10 5
Assembly hrs 100% 47%
Process capability Cpk<1 (3.0 ) Cpk>1.5 (4.5 )
Number of shims 18 0
Refs:J.P. Koonmen, Implementing Precision Assembly Techniques in the Commercial Aircraft Industry, Masters thesis, MIT (1994),
and J.C.Hopps, Lean Manufacturing Practices in the Defense Aircraft Industry, Masters Thesis, MIT (1994) Quality Tools and Topics V7.5 - Slide 20
2012 Massachusetts Institute of Technology
 Reading List
Deming, E., Out of Crisis, The MIT Press, Cambridge, MA, 2000
Hopp, W.J. and Spearman, M.L., Factory Physics, 3rd Edition,
McGraw-Hill/Irwin, 2007
Juran, J.M., Juran on Quality by Design, The Free Press, New
York, 1992
Nelson, E.C., Batalden, P.B., Godfrey, M. M., Quality By Design: A
Clinical Micosystems Approach, John Wiley and Sons, New York,
2007
Ritzman, L.P. and Krajewski, L.J., Foundations of Operations
Management, Prentice Hall, Upper Saddle Brook NJ, 2003
Tague, N.R., The Quality Tool Box, Second Edition, ASQ Quality
Press, 2004

Quality Tools and Topics V7.5 - Slide 21

2012 Massachusetts Institute of Technology
 Acknowledgements
Contributors
Dick Lewis Rolls-Royce (ret.)
Jose Macedo Cal Poly, San Luis Obispo
Hugh McManus Metis Design
Earll Murman MIT
Steve Shade Purdue University
Alexis Stanke MIT
Collaborators
Tom Callarman Arizona State University
Phil Farrington University of Alabama in Huntsville
Al Haggerty MIT, Boeing (ret.)
Jan Martinson Boeing, IDS
Faten Mitchell Health Quality Ontario
Bo Oppenheim Loyola Marymount University
Sue Siferd ASU
Barrett Thomas University of Iowa
Quality Tools and Topics V7.5 - Slide 22
2012 Massachusetts Institute of Technology
MIT OpenCourseWare
http://ocw.mit.edu

16.660J / ESD.62J / 16.853 Introduction to Lean Six Sigma Methods

IAP 2012

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