3 tool Quality improvement tool

Why –why chart

This is a tool for brainstorming and it simply meant for cause analysis process and it involves asking why repeatedly for at least 5 times until one is no longer able to get the answer to the question. It aims at identifying the main cause of a problem so that the problem is tackled rather than the symptoms. In improving quality management, finding the ostensible reason for a certain problem leads to another question. This analysis of the root cause can be applied in addressing non-conformance so as to eliminate the cause and avert the recurrence of the problem (Dahlgaard, Khanji, & Kristensen, 2008). It can apply a well know technique for understanding and quantifying the cause and finding a resolution for the same. In most cases, organizations respond to those problems that have short-term solutions, but these quick fixes needs repetition of the same tasks while bringing no change. Improving quality requires one to take time to think through any arising problems and taking the right measures to deal with them at the source. This analysis gives confidence that a solution can be found through a structured strategy that ensures that the problems which hinder high quality never arise again (Dahlgaard, Khanji, & Kristensen, 2008).

 The first step in completing the 5 Whys involves identifying a problem, which can be gotten from various areas such as customer complaints   through customer surveys. Then, asking why the problem occurs and indicating the answer. If this answer does not relate to the cause of the problem, a person asks why again and the answer is noted .this is done until the root cause is found. After this the corrective action is sought.

    

                                                                                       Poor design

 

                                                              Why                 Inadequate research

 

 

                                                           Why             

                                    Why        Unclear customer specification

                                   Why                inadequate funding

                                                   Why                      

 

                                                                                        High cost

The Cause & Effect Diagram

This diagram is useful in process dispersion analysis and when trying to make use of team approach in solving quality program. The approach can induce team brainstorming to find out the root cause of a given problem. In situation where the quantitative data is little or in a group setting, the approach can be very effective. Since people naturally like to be right while determining the action to be taken to solve a problem, the use of the diagram can assist in exploration of issues that leads to the problem and give rise to a better solution. In Total Quality Management, the diagram offers solutions that assist an organization in visualizing business processes and industrial processes (Dahlgaard, Khanji, & Kristensen, 2008). It involves a cause-effect analysis, including reasons that affect the quality of products and services delivered to the customers and how to improve upon them. The factors which influence quality comprises of men, materials, methods and machines. These major factors are divided into smaller units and the level of detailed elaboration is determined by the task of the management /planner and the significance of the factors (Dahlgaard, Khanji, & Kristensen, 2008). With the help of a fishbone diagram, one is able to represent all factors visually and how they affect quality coefficient, how they are sorted out and how they interrelate. The diagram is able to represent any the major elements involved in quality improvement such as being customer-focused, employee involvement, decision making that is fact based, system integration and communication.

 

 Measurement                                      machine

                    Accuracy                                        calibration 

                      Bias                                                     Environment         

                        Sampling                                                wear

                                                 

                                                                                                                                     Production process

                                        Operator                                     source

                                     Recipe                                       incoming

                                                                               Consumables

 

 

Method                                               materials         

 

 

Pareto Chart

This tool is based on the Pareto principle which holds that 80 percent of outcomes is derived from 20 percent of involved input. For instance in business, 80 percent of sales or revenue may be obtained from 20 percent of products or customers. In quality improvement, the bar chart shows the effect of every cause and how it contributes to a given outcome (Alkhafaji, 2011).   The bar indicates the cost in terms of number, money or time for every such cause. In a product, it is possible to consider the various defects, and by arranging them according to how they affect the quality of the product, one is able to see how improvement efforts can be prioritized to reach the desired quality (Alkhafaji, 2011). 

 Using the Pareto Chart involves various steps that start with establishing the purpose. This involves the effect or outcomes that one is interested in and may involve the manufacturing process  to ensure that products produced meet the expected customer specification and  solving customer complaints related to services being provided (Alkhafaji, 2011). Next, one has to set a criterion for grouping the causes and the appropriate measurements such as cost, time or frequency. Data that relates to the specified problem has to be collected and then arranged according to the desired time such as daily, weekly or monthly. The subtotal, percentage or required measure for the chosen time frame is calculated and the contribution of each cause to the desired program is determined (Alkhafaji, 2011). Whether improvement has been achieved can be determined through monitoring of performance as time goes by checking data point’s variations.     

 

Category- cause	Total
Payment error	7
wrong Quantity and size	5
Quality Certificate Damaged	12
Storage List Error	6
Quality Certificate Error	20
Others	4

                                      

References

Dahlgaard, J. J., Khanji, G. K., & Kristensen, K. (2008). Fundamentals of total quality management. Routledge. 81-85

 

Alkhafaji, A. F. (2011). Strategic management: formulation, implementation, and control in a dynamic environment. Development and Learning in Organizations: An International Journal, 25(2).