Introduction

Once management have been continued of the needs for change and all employees made aware of the reasoning for the charge initiative, it is essential for everyone to have relevant knowledge or ability to use basic problem-solving tools.

 

Flow Chart:-

This is a graphical representation of a process showing the relationships among process steps. It uses a set of symbols to document the process steps, presenting them in a pictorial format that is easy to understand.

 

FLOW CHARTS

SYMBOLS                             NAME                                                              Function            

                                                                                                           

                                                  Start/ End                                      Represent start and end point.

 

Arrows                                             Connector shows relationship.

 

Input/ Output                                  Parallelogram represents Input/output.

 

Process                                            A rectangle represents a process.

 

Decision                                           Diamond indicates a decision.

 

 

Uses of Flow Chart

1. To analyze relationship between sequential activities.
2. As a technique for fully understanding a problem.as a source of information for problem identification and resolution.
3. To analyze customer or supplies activities.

 

How to use Flow Chart?

1. Bring together representation from all debt responsibility for the process so they can perform the analysis.
2. Title the chart with the name of the process and
3. List sequentially all major steps involved in the process.
4. Using the set of symbols shown in flow diagram, concentrate on major processes so that flow chart will fit in a single page if possible.
5. The charts should represent the way things are, the way they are supposed to be.
6. When processes are complex, create second and third tier flow chart or necessary to adequately break and all major processes into component parts. There are different types of boxes in a flow chart are a processing step (usually an activity) that dictated as a rectangular box and a decision, which usually denoted in a diamond.

 

Brainstorming –

Is without doubt the most fundamental of all pre-solving analytic tools. It is a way of generating large number of ideas from a graph of people in short period of time.

Structured approach required in Brainstorming: –

1. The processes should take place in small groups, usually between 4-8 persons.
2. Membership of the group is a very important area and should to dictate by the topics to be brainstormed, i.e., all members from the same work area for localized problems or perhaps cross functional team for more strategic issues.
3. Each group requires a leader to keep the process focused on the topic area, to promote thoughts and to record the output.
4. Finally, the process should take place in a no blame, uninterrupted environment.

 

Rules of Brainstorming: –

1. There are certain brainstorming rules also which if applied helps to achieve maximum number of ideas in limited time frame. There are:
2. Define and write out the topic
3. Take rooms of offering ideas in sequence
4. Maximize the quantity of ideas generated
5. Wild ideas are welcome
6. Don’t criticize people’s ideas
7. Build on idea
8. It is ok to pass
9. Record information as given.

 

Pareto Diagram/Chart

1. Named after Velferdo Pareto.
2. It is a type of chart that contains both bars and line graphs where individual values are represented in descending order by bars and the cumulative total is represented by the line in quality control, the Pareto chart often represent the most common sources of defects, the highest occurring type of defect or the most frequent reasons for customer complain, etc. The Pareto Chart was developed to illustrate the 80-20 rules. Which states that 80% of the problems arise from 20% of the various causes.

 

When to use Pareto Chart.

1. When analyzing data about the frequency of problems or causes in a process.
2. When there are many problems or causes and you want to focus on the most significant.
3. When analyzing broad causes by looking at their specific components.
4. When communicating with others about your data.

 

Construction of Pareto Chart

1. Decide what category you will use to group items.
2. Decide what measurement are frequency, quantity, cost, and time.
3. Decide what period of time the Pareto Chart will cover (one work cycle? One week or one month?)
4. Collect the data, recording the category each time.
5. Sub-total measurement of each category each time.
6. Draw horizontal or vertical axis on paper and add appropriate unit that is frequency and cost for vertical scale.
7. Under horizontal axis add the frequency occurring or most costly category on the extreme left and continue in decreasing order to right.
8. Draw in bars representing the value of each category.
9. Plot cumulative line on the Pareto chart. This is done by starting at zero on the diagram and moving diagonally to the top right corner of the first bar.

 

Histogram

Histogram may be thought of as bar chart and shows patterns of variation. This is a vertical bar chart showing how often a particular variable state occurred with the height of cash column representing the relative frequency.

Histogram are useful when presenting projects data to stakeholder as they can give a clear indication of which problem are most important to tackle.

The histogram involves following steps for its construction: –

1. Identify and define the data to be collected.
2. Construct or data collection sheet.
3. Collect data.
4. Locate smallest and largest measurement.
5. Calculate range.
6. Select number of interval size.
7. Determine class interval size.
8. Determine class limit end points.
9. Tele measurement by class interval.
10. Draw a bar and label.

 

Check Sheets

As known as tally sheets and may be used as the checklist when collecting data, they are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem and are especially useful for gathering attributes data while performing inspection to identify data.

Cause Effect Diagrams/Ishikawa or Fish-bone Diagram

1. This is developed by doctor known Ishikawa. This is developed by him to solve the problems faced everyday by plant engineers, he realized that the most complex task they faced was In-copping with the multiple of factors.
2. This diagram is not just limited to plant engineers but also in manufacturing or service industry.

 

 

Cause & effect analysis tends to be used after brainstorming, to recognize generated information

1. Useful in helping us to understand the root causes behind our problem.

2. The technique consists of defining a problem (or effect) which occurs in the workplace & needs to be changed or corrected.

3. After defining effect, the factor contributing to it are required (causes). While these are possibly one or two causes of a problem. These are probably many potential causes.

4. The factors which many affect any process can be:

a. Man

b. Machine

c. Material

d. Environment

5. These are input & affect will be output. Errors in output are the causes of the problem I.e., Effect.

6. This is not a statistical technique and is therefore applicable in almost all types of projects.

7. Its critics precisely because it is not quantitative & require a lot of subjective analysis and judgement.

8. Strengths are helps to make sense of a situation where there are a lot of variables that are interacting with each other and it is also a powerful visual tool to explain your analysis to others.

9. Disadvantage of critics: Its critics precisely because it is not a quantitative approach or it is not a statistical technique. So, require a lot of subject analysis & judgement.

 

Benchmarking

1. It is simply a quality standard reference that is used for the current project. It is an act of defining the best system, process, procedure, and practices.
2. It involves comparing actual or planned project to those comparable project & to identify the best practices, generate ideas for improvement and to provide a basis for measuring performance. The value of losing this technique is to compare the current project quality.

 

Types of Benchmarking

1. Internal Benchmarking: It is the continuous effect to establish good practices uniformly by continuously comparing what take place all the various operation of the organization. It targets internal standards only.
2. Competitive Benchmarking: This type of benchmarking aims at comparing specific models or functions called competitors.
3. Functional Benchmarking: This type of specific functions with best in industry and best in class. The only disadvantage of functional benchmarking is that it is related to specific functions only.
4. Genetic Benchmarking: This approach applies to functions of business operations.

 

Competitive Benchmarking

1. Competitive benchmarking includes comparing one company’s performance with that of another company. It helps to assess their competition.
2. Aim: The aim of competitive benchmarking “to better than the best competitor.”
3. Definition: It is the continuous system process for evaluating companies recognized as industry. A control chart can help assess whether the application of process changes resulted in desired improvement.

 

Scatter Diagram

Here the data is displayed as a collection of point, each having the value of one variable degerming the position or horizontal axis & the value of the other variable degerming on the vertical axis.

A scatter diagram can suggest various kinds of correlation between variable with a certain correlation level. Correlation may be:

1. Positive if it is rising
2. Negative it is falling
3. Null uncorrelated

Then align of best fits can be in an order to study the correlation between the variables.

 

Total Quality Management

Introduction:

1. Meeting quality expectation as defied by the customer.
2. Integrated organizational effort designed to improve quality of process at every business level.
3. TQM consist of Total + Quality + Management (total quality is performance & superiority in delighting customer), doing right thing first time, every time, right on time.
4. Right things include efficiency, appropriateness, availability, timeless, effectiveness, continuity of care, safe, respect & care.

Meaning: “Degree of excellence.”

 

Features of Product or service

1. Absence of deficiency
2. Customer satisfaction

Customer: who uses your output.

1. Internal: Who are internal to the organization

2. External

3. Consultant (supplier)– Sr Resident/Resident = Nurse

Supplier= Customer

Boundry Identifying customer

4. Leaders to develop business & working process that incorporate best practices & establish National performance measures.

 

Process

Planning – Collection of data – Analysis of data – Implementation – Evaluation / monitoring

1. Decide what is going to be benchmark. For eg: products, services, customers, business, etc.
2. Select the competitors who are best in terms of products & services, business process & people, aspects that want to be measured.
3. Decide most appropriate measurement which will be used to define the performance viable & in the competitor’s business & one’s own company, develop a strategy for collecting the data to make meaningful and valid comparisons.
4. Data collection I done by eithers primary source (directly from benchmarking company) or secondary source like publication, websites etc. make questionnaire or standard interview format to collect data.
5. Determine the competitors’ strengths & assist these strengths against one’s own company’s track record or performance.
6. Develop action plan.

Data analysis & data presentation is usually done in graphical format to easily identify the effective technique to improve one’s own company’s status or activities.

Implementation include the phrase walk. It involves implementation of the action plan develop to minimize gap between ideal & actual performance.

Evaluation & monitoring should be done by using systematic evaluation to get the maximum benefit of benchmarking process.

 

Reasons for competitive Benchmarking:

Five reasons for actively using techniques are:

1. Define customer’s requirement
2. Establish effective goals & objectives
3. Develop time measures of productivity
4. Become more competitive
5. Determine industry best practice

Control Chart: Is this process variance within acceptable limbs?

The pattern of data points on control chart may reveal random functioning values, sudden process jump, a gradual trend in increased variation, by monitoring the output of a process.

 

Customer Supplier Relationship: 

From proceeding – customer supplies – output of supplier – customer supplier – to next customer

External customer = End user of the product or service in hospital, it is patient.

 

Key Concepts:

Key concepts behind TQM:

1. Involvement of people. People are the most valuable assets; great accomplishments are possible by helping people achieve their potential. This should be main job of management.
2. Continuous improvement based on objective data.
3. Statistical analysis is essential to focus on the customer.

Elements of TQM

1. TQM strive in achievement in quality conformance to customer’s requirement.
2. TQM involves everyone in the organization.
3. TQM aims in standardizing & improving all process.
4. TQM is management philosophy & system.
5. Leadership, involvement of CEO and top management.
6. People involvement process depend on people and their contact with customers.
7. TQM culture, new way of management, lot of interaction between various functions.

a. Team work

b. Customer focus

c. Process orientation

d. Attribute for continuous improvement

 

TQM Initiatives:

Focus of TQM

1. Competitiveness
2. Enhanced customer satisfaction
3. Improved cost effectiveness
4. Introduction of new products & services

 

Aspects of TQM

1. Customer orientation
2. Appropriate technical process
3. People & their involvement
4. Continuous improvement
5. Systematic problem solving

 

Componentes of TQM

1. Quality policy & its communication
2. Implementation of quality systems
3. Team work & participation
4. Problem solving tools & techniques
5. Quality cost & measurement
6. Process control
7. Education & training
8. Quality audit & reviews

 

TQM + Process

1. Phase 1: Dx and preparation
2. Phase 2: management focus & commitment
3. Phase 3: intensive improvement
4. Phase 4: review & restart

 

Approaches

1. Committed & involved management for organization support
2. Fully focused on customer
3. Efficient & effective use of workforce
4. Continuous improvement of business & production plan
5. Treating suppliers as partner’s
6. Establish performance measure for the process

 

TQM: The strategic elements

1. Quality improvement groups

a.  Education & training

b. Suggestion schemes

c. Reward recognition

d. Attitude change

e. Culture change

f. Management development

g. Team building

2. Statistical quality control

a. Process capability

b. Inspection capability

c. Design for manufacture assembly

d. Manufacturing technology

e. Material technology

f. Information technology

g. Product technology

3. Organization structure & systems

a. Steering groups & companies

b. Quality & management audits

c. Supplies development

d. Cost of quality analysis

e. Quality function development

f. Customer surveys

g. Departmental purpose analysis

h. Business process management