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T9 cont: Total quality management (TQM) (Tools and techniques (Scatter…
T9 cont: Total quality management (TQM)
Strategies
Continuous improvement (p.455)
Also known as Kaizen
Relentless approach with TQM embedded in practises and procedures
Characterised as cyclic improvement
Momentum is more important than rate of change
Models (p.456)
PDCA cycle - Plan, Do, Check, Act... repeat
DMAIC cycle - Define, Measure, Analyse, Improve, Control... repeat
The marathon
Breakthrough improvement (p.453)
R&D into scientific discoveries or material/tech advances
Research-based organisations
Looks for quantum leaps
Can be expensive and disruptive and therefore not reach full improvement potential
The sprint
Business process reengineering (BPR) (p.454)
Referred to in Topic 3
Radical approach to improvement - complete regeneration of processes
Looks for a total value-adding system with a customer focus
Main principles
Strive for dramatic improvements by radical rethinks
Keep the internal supplier/customer as one if possible
Cross-functional manner based on natural information flow, focuses on outcomes not tasks
Control and action at the same point
The six sigma approach
Six Sigma means very tight control
Based on the degree of variation from the mean
Six standard deviations accounts for 99.9997% of all variation
Defined in two ways:
a) a system that provides products, services or processes with extremely high capabilities
b) as a program to lower cost, save time and improve customer satisfaction
Practitioners
Master Black Belts
Black Belts
Green Belts
Tools and techniques
Scatter diagrams - p.459
Cause-effect diagrams - p.461
Statistical process control (SPC) - p.425
Pareto charts (80/20) - p.461
Why-why analysis - p.462