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PDCA (plandocheckact or plandocheckadjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plandostudyact (PDSA). Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say "Grasp the current condition. plAN Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By establishing output expectations, the completeness and accuracy of the specification is also a part of the targeted improvement. DO Implement the plan, execute the process, make the product. Collect data for charting and analysis in the following "CHECK" and "ACT" steps. CHECK Study the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, ACT Request corrective actions on significant differences between actual and planned results. Analyze the differences to determine their root causes. Determine where to apply changes that will include improvement of the process or product. When a pass through these four steps does not result in the need to improve, the scope to which PDCA is applied may be refined to plan and improve with more detail in the next iteration of the cycle, or attention needs to be placed in a different stage of the process. Shewhart described manufacture under statistical controlas a three step process of specification, production, and inspection.
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specifically related this to the scientific method of hypothesis, experiment, and evaluation. Shewhart says that the statistician "must help to change the demand, how to close up the tolerance range and to improve the quality of goods." Clearly, Shewhart intended the analyst to take action based on the conclusions of the evaluation
CWQC
CWQC is defined as the activity of economically designing, producing, and supplyi ng products and services of the quality demanded by customers, based on customer-focused principles and with full consideration of the public welfare.
Kaoru Ishikawa built on Feigenbaums concept of total quality and suggested that all employees have a greater role to play, arguing that an over-reliance on the quality professional would limit the potential for improvement. Maintaining that a company-wide participation was required from the top management to the front-line staff. As every area of an organization can affect quality, all areas should study statistical techniques and implement as required with internal and external Quality Audit programmes. Going on to name areas such as engineering, design, manufacturing, sales, materials, clerical, planning, accounting, business and personnel that can not only improve internally but also provide the essential information to allow strategic management decisions to be made concerning the company. Under the company-wide Ishikawa umbrella are not just a companys internal quality control activities but the company itself, the quality of management, human respect, after sales service and customer care. Therefore suggesting the following benefits:
Reduced defects. Improved product quality is improved. Quality improvement becomes the norm. Increased reliability. Reduced costs. Increased quality of production. Waste is identified and reduced.
Rework is identified and reduced. Improvement techniques are established and continually improved.. Inspection and after-the-fact expenses are reduced. Contracts are rationalized. Sales and market opportunities are increased. Company reputation is increased. Interdepartmental barriers are broken down and communication becomes easier. False and inaccurate data is reduced. Meetings are more effective and focused. Repairs and maintenance are rationalized. Improvement in human relations. Company loyalty is increased.
Quality circle
A Quality Circle
A Quality Circle is a volunteer group composed of workers (or even students) who meet to discuss workplace improvement, and make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, and motivate and enrich the work of employees. Typical topics are improving occupational safety and health, improving product design, and improvement in manufacturing process. The ideal size of a quality circle is from eight to ten members. Quality circles have the advantage of continuity; the circle remains intact from project to project. (For a comparison to Quality Improvement Teams see Juran's Quality by Design. Quality circles were first established in Japan in 1962, and Kaoru Ishikawa has been credited with their creation. The movement in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE).
The use of quality circles then spread beyond Japan. Quality circles have been implemented even in educational sectors in India and QCFI (Quality Circle Forum of India) is promoting such activities. There are different quality circle tools, namely: The Ishikawa diagram which shows hierarchies of causes contributing to a problem The Pareto Chart which analyses different causes by frequency to illustrate the vital cause The PDCA-Deming wheel Plan, Do, Check, Act, as described by W. Edwards Deming
Fishbone diagram ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-and-effect diagrams, or Fishikawa) arecausal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event.[1][2] Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation. Causes are usually grouped into major categories to identify these sources of variation. The categories typically include:
People: Anyone involved with the process Methods: How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws Machines: Any equipment, computers, tools, etc. required to accomplish the job Materials: Raw materials, parts, pens, paper, etc. used to produce the final product Measurements: Data generated from the process that are used to evaluate its quality Environment: The conditions, such as location, time, temperature, and culture in which the process operates
Ishikawa diagrams were popularized by Kaoru Ishikawa[3] in the 1960s, who pioneered quality management processes in theKawasaki shipyards, and in the process became one of the founding fathers of modern management. The basic concept was first used in the 1920s, and is considered one of the seven basic tools of quality control.[4] It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton.
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10. Eliminate exhortations: Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; the bulk of the causes of low quality and low productivity belong to the system, and thus lie beyond the power of the work force. 11. Eliminate arbitrary numerical targets: Eliminate work standards that prescribe quotas for the work force and numerical goals for people in management. Substitute aids and helpful leadership in order to achieve continual improvement of quality and productivity. 12. Permit pride of workmanship: Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, among other things, abolition of the
annual merit rating (appraisal of performance) and of Management by Objective. Again, the responsibility of managers, supervisors, foremen must be changed from sheer numbers to quality. 13. Encourage education: Institute a vigorous program of education, and encourage self improvement for everyone. What an organization needs is not just good people; it needs people that are improving with education. Advances in competitive position will have their roots in knowledge. 14. Top management commitment and action: Clearly define top management's permanent commitment to ever improving quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to-that is, what they must do. Create a structure in top management that will push every day on the preceding 13 Points, and take action in order to accomplish the transformation. Support is not enough: action is required!