QualityManagement

forOrganizational
Excellence
Lecture/PresentationNotes

By:
Dr.DavidL.GoetschandStanleyDavis
Basedonthebook
QualityManagementforOrganizationalExcellence
(SixthEdition)

QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.

Eighteen:

Optimizing and Controlling Processes through

Statistical Process Control (SPC)

MAJOR TOPICS
Statistical Process Control Defined
Rationale for SPC
Control Chart Development
Managements Role in SPC
Role of the Total Quality Tools
Authority over Processes and Production
Implementation and Deployment of SPC
Inhibitors of SPC
QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.

Eighteen:

Optimizing and Controlling Processes

through Statistical Process Control (SPC)
(Continued)

The origin of SPC was in the work of Dr. Walter

Shewhart at Bell Laboratories 1931. Although SPC
was ignored in the West after World War II, Japan
adopted and subsequently developed it into total
quality. SPC is a statistical method of separating
special-cause variation from natural variation to
eliminate the special causes and establish and
maintain consistency in the process, enabling
process improvement . SPC is essential in the West
today to elevate the quality of products and service
while lowering costs, to compete successfully in
world markets.

QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.

Eighteen:

Optimizing and Controlling Processes

through Statistical Process Control (SPC)
(Continued)

A total of 99.73% of the output of a process

that is in statistical control will fall within the
3 limits of the process. Do not confuse
process average and limits with specification
average and limits. It is usually desirable to
make the process average coincident with the
specification average and to make the
process spread narrower than the
specification limits.

QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.

Eighteen:

Optimizing and Controlling Processes

through Statistical Process Control (SPC)
(Continued)

Continual improvement of processes requires that

special causes be eliminated first. Process
improvement narrows the shape of the processs
bell curve, resulting in less variation.

Continual improvement is a key element of SPC and

total quality. SPC enhances the predictability of
processes and whole plants. Elimination of waste is
another key element of SPC. SPC can help improve
product quality while reducing product cost.

QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.

Eighteen:

Optimizing and Controlling Processes

through Statistical Process Control (SPC)
(Continued)

SPC makes sampling inspection more reliable.

SPC supports process auditing as a substitute
for more expensive inspection. SPC requires a
capability in statistics, either in-house or
through a consultant. Process operators should
be key players in any SPC program.
Understanding the process is a prerequisite to
SPC implementation. All employees involved in
SPC must be trained for their involvement.
Measurement repeatability and reproducibility is
essential for SPC.

QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.

Eighteen:

Optimizing and Controlling Processes

through Statistical Process Control (SPC)
(Continued)

Managements role in SPC is similar to its role in

total quality overall: commitment, providing
training, and involvement. The seven tools,
augmented by flowcharting and DOX/DOE are
required for SPC. SPC and the operator must have
process-stop authority, SPC implementation must be
carried out in an orderly, well thought-out sequence.

SPC requires collaborative team activity.

QualityManagement,6thed.
GoetschandDavis

2010PearsonHigherEducation,
UpperSaddleRiver,NJ07458.AllRightsReserved.