Quality level
Continuous Improvement
Check
Act
Time
Do
Plan
Learning Objectives
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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)
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Quality Tools
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Check Sheet
Run Chart
Histogram
Pareto Chart
Flowchart
Cause-and-Effect Diagram
Scatter Diagram
Control Chart
Check Sheet
Month
January
February
March
April
May
June
July
August
September
October
November
December
Total
Lost
Departure Mechanical Overbooked Other
Luggage
Delay
1
2
3
3
1
3
3
0
1
0
2
5
3
2
3
5
4
4
0
2
4
7
2
3
0
3
8
1
1
1
6
6
3
0
2
7
9
0
3
0
4
7
3
0
2
3
11
2
3
0
2
10
1
0
0
4
12
2
0
1
44
84
24
16
12
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
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
Cause-and-Effect Chart for Flight
Departure Delay (Fishbone Chart)
Equipment
Personnel
Aircraft late to gate
Late arrival
Gate occupied
Other
Weather
Air traffic
Mechanical failures
Late pushback tug
Gate agents cannot process passengers quickly enough
Too few agents
Agents undertrained
Agents undermotivated
Agents arrive at gate late
Late cabin cleaners
Late or unavailable cabin crews
Late or unavailable cockpit crews
Poor announcement of departures
Weight and balance sheet late
Late baggage to aircraft
Late fuel
Late food service
Delayed checkin procedure
Confused seat selection
Passengers bypass checkin counter
Checking oversize baggage
Issuance of boarding pass
Acceptance of late passengers
Cutoff too close to departure time
Desire to protect late passengers
Desire to help company’s income
Poor gate locations
Material
Procedure
Delayed
Flight
Departure
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
Flowchart
Passenger
Arrives
Ticket
For Flight
Yes
Check
Luggage
Yes
Excess
Carry-on
No
Issue
Boarding Pass
Passenger
Boards Airplane
No
Wait for
Appropriate
Flight
Scatter Diagram
12
Departure Delays
10
8
6
4
2
0
0
1
2
3
4
Late Passengers
5
6
7
Percentage of flights on
tim e
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
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Marriott Personnel Programs
Zero Defects (Crosby)
Deming’s 14 Point Program
Malcolm Baldrige Quality Award
ISO 9000
Six-Sigma
Mega Bytes Restaurant
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How is the Seven-Step Method (SSM) different
from Deming’s PDCA cycle?
Prepare a cause-and-effect or fishbone diagram
for a problem such as “Why customers have long
waits for coffee.” Use Figure 6.30 as a guide.
How would you resolve the difficulties that study
teams have experienced when applying the
SSM?
The Seven-Step Method
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
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