Old Way to View an
Organization
The traditional view of the of the organization focuses on
pleasing the managers and controlling the workforce:
• Customers are implicit.
• The organization will succeed if everyone does his or her job
as directed.
• Quality is an event resulting from individual (or team) effort.
Deming’s Systems View
• The systems view of the organization focuses on pleasing the
customers and improving the systems, processes and methods by
which we create and deliver goods and services to the customer.
Deming’s Systems View
•
•
•
•
Management is implicit.
Quality is the net result of the interaction of the system.
The steps of the system are interdependent.
For the output to be improved the system must be improved.
Constancy of Purpose: The Aim
Mission, Vision, Values, Measures
Suppliers
Leadership, Information,
Communication, and Governance
With Customer Focus
Customer Research
Design/Redesign
Customers
Distribution
Production of Products & Services
Supporting Processes
Strategic Planning
Key Success Factors/Key Processes
Charters
Attractive Quality Creation
Continuous Improvement
Process Mastering
Rapid Cycle Improvement
Quality in Daily Work
A System of Activities to Focus the Library on Continuous Improvement
Process Behavior
Charts
Studying Processes
Run Chart
Benton County Public Library
Packages Handled
Month/Year
Jan-01
Feb-01
Mar-01
Apr-01
May-01
Jun-01
Jul-01
Aug-01
Sep-01
Oct-01
Nov-01
Dec-01
Jan-02
Feb-02
Mar-02
Apr-02
May-02
Jun-02
Jul-02
Aug-02
Total
packages
handled
26
16
42
34
17
51
51
66
117
52
34
86
54
51
105
98
59
157
77
68
Studying Processes
Run Chart
A Run Chart visually represents data over time or
in sequence.
Why is it used?
•Shows variation in a process
•Shows the average of the data
When should I use it?
•To see trends and shifts in the data
•To present data as input for a Process Behavior Chart
•To monitor progress after making changes in a process
Studying Processes
Process Behavior Chart
A Process Behavior Chart is a graphic tool used to study
variation in a process over time.
•Helps leaders determine whether and when to take action
•Assists library board members, administrators, and staff in learning about
and measuring variation in library processes
•Identifies and distinguishes common and special causes of variation in a
process
•Allows organizations to make predictions about what will occur in the
future
•Provides a visual picture that helps employees improve processes by
eliminating special causes of variation, reducing common causes of
variation, and raising or lowering the average outcome to better meet
customer needs
Studying Processes
Process Behavior Chart
1.
Begin by filling out the initial data at the top of the X and Moving
Range Chart page for your process similar to the example.
2.
Write down the data points (X’s) for the most recent 20 – 25
measurements. If you have fewer points, use what you have.
3.
Choose an appropriate scale and plot and connect the points on the
X/Sample graph. Remember to leave space for the upper and lower
natural process limits.
Studying Processes
Process Behavior Chart
4.
Calculate the moving ranges (MR’s). Find the difference in
value between the first and second X and pencil it into the
Moving Range (MR) row. Do the same for points 2 and 3, 3
and 4, etc. Note that it is the absolute difference between the
numbers that is important. Therefore don’t worry if you get a
negative number. Write it down as a positive number.
Choose an appropriate scale and plot the points on the Range
chart at the bottom of the page.
5.
Calculate the average MR (MR bar). Add up all the MR
values and divide the total by the number of MR’s to get
MBbar. Place the MRbar value in the blank at the top of the
page, and draw a dashed horizontal line at that value on the
Range chart
Studying Processes
Process Behavior Chart
6.
Calculate the Upper Control Limit for the Moving Ranges
(UCLMR) by substituting into the following formula:
UCL MR = MRbar x 3.267 Write this value in the blank at the
top of the page.
7.
Check for special causes in X’s. Are any MR’s greater than the
UCLMR? If yes, delete the X that is out of whack and calculate
a new MRbar and a new UCLMR. If no, continue to calculate the
standard deviation (S).
8.
Calculate the standard deviation, S, as follows.
S = MRbarfinal divided by 1.128 Write the value of S in the
blank at top of page.
Studying Processes
Process Behavior Chart
9.
Calculate the average of the X’s (Xbar). Find the sum of all the X’s
and divide that total by the number of X’s.
Write this value in the blank at the top of the page, and draw a
horizontal line on the X/SAMPLE chart at the value of Xbar.
10. Calculate the Upper Control Limit for the X’s (UCLX):
UCLX = Xbar + 3S
Draw a dashed horizontal line on the X/SAMPLE chart at the
value of the UCLX
11. Calculate the Lower Control Limit for the X’s (LCLX):
LCLX = Xbar – 3S
Draw a dashed horizontal line on the X/SAMPLE chart at the value
of the LCLX
Studying Processes
Process Behavior Chart
12. Analyze what your process is telling you. Is the
process in-control or out-of-control? Is there a
great deal of variation? Is the average higher or
lower than your customers expect? Is your
process getting better, getting worse, or staying
about the same? Does your process go through
cycles?