Quality level
Continuous
Improvement
Check
Act
Do
Plan
Time
McGraw-Hill/Irwin
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
 Lead a Plan-Do-Check-Act (PDCA) process
improvement initiative.
 Use quality tools for analysis and problem
solving.
 Compare and contrast the corporate
programs for quality improvement.
Quality and Productivity Improvement
Process
 Foundations of Continuous Improvement
- Customer Satisfaction
- Management by Facts
- Respect for People
 Plan-Do-Check-Act (PDCA) Cycle
 Problem Solving (10 steps)
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Check Sheet
Month
Lost
Departure Mechanical Overbooked
Luggage
Delay
January
1
2
3
3
February
3
3
0
1
March
2
5
3
2
April
5
4
4
0
May
4
7
2
3
June
3
8
1
1
July
6
6
3
0
August
7
9
0
3
September
4
7
3
0
October
3
11
2
3
November
2
10
1
0
December
4
12
2
0
Total
44
84
24
16
Other
1
0
3
2
0
1
2
0
2
0
0
1
12
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Run Chart
14
12
Departure Delays
10
8
6
4
2
0
1
2
3
4
5
6
7
Months
8
9
10
11
12
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Histogram of Lost Luggage
3.5
3
Frequency
2.5
2
1.5
1
0.5
0
1
2
3
4
5
Occurrences per Month
6
7
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Pareto Chart of Problems
Number of Problems
90
80
70
60
50
40
30
20
10
0
Departure
Lost
Delay
Luggage
Mech.
Overbooked
Other
8-11
Pareto Analysis of Flight
Departure Delay Causes
Cause
Percentage of
Incidents
Cumulative
Percentage
Late passengers
53.3
53.3
Waiting for pushback
15.0
68.3
Waiting for fuel
11.3
79.6
Late weight and
balance sheet
8.7
88.3
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Flowchart at Departure Gate
Passenger
Arrives at Gate
Wait for row
call
No
Directed to
Appropriate
Gate
Yes
Check
Luggage
Yes
No
Passenger
Boards
Aircraft
8-14
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Cause-and-Effect Chart for Flight
Departure Delay (Fishbone Chart)
8-16
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Scatter Diagram
12
Departure Delays
10
8
6
4
2
0
0
1
2
3
4
Late Passengers
5
6
7
Quality Tools
 Check Sheet
 Run Chart
 Histogram
 Pareto Chart
 Flowchart
 Cause-and-Effect Diagram
 Scatter Diagram
 Control Chart
Percentage of flights on
time
Control Chart of Departure Delays
100
expected
90
Lower Control Limit
80
70
60
1998
p(1  p
UCL  p  3
n
1999
p(1  p
LCL  p  3
n
Corporate Programs for Quality
Improvement
 Marriott Personnel Programs
 Zero Defects (Crosby)
 Deming’s 14 Point Program
 Malcolm Baldrige Quality Award
 ISO 9000
 Six-Sigma
Six Sigma DMAIC Process Steps
Step
Define
Definition
Measure
Define project objectives, internal and
external customers
Measure current level of performance
Analyze
Determine causes of current problems
Improve
Identify how the process can be improved
to eliminate the problems
Control
Develop mechanisms for controlling the
improved process
8-22
The Seven-Step Method (SSM)
 Step 1: Define the project
 Step 2: Study the current situation
 Step 3: Analyze the potential causes
 Step 4: Implement a solution
 Step 5: Check the results
 Step 6: Standardize the improvement
 Step 7: Establish future plans