TQM process: QC tools, Problem solving methodologies, New management tools, Work habits, Quality Circles, Bench marking,

Strategic quality planning.

Brainstorming Histogram Check-sheets Pareto diagram Ishikawa Diagram Control Charts Scatter Diagrams
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 Brainstorming is a group or individual creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its member(s).

A histogram is a graphical representation of the distribution of data.

The check sheet is a form (document) used to collect data in real time at the location where the data is generated.

The purpose of the Pareto chart is to highlight the most important among a (typically large) set of factors. In quality control, it often represents the most common sources of defects, the highest occurring type of defect, or the most frequent reasons for customer complaints

Ishikawa diagrams are sometimes referred to as "fish bone" diagrams because they resemble a fish skeleton, with the "ribs" representing the causes of an event and the final outcome appearing at the head of the skeleton. The purpose of the Ishikawa diagram is to allow management to determine which issues have to be addressed in order to gain or avoid a particular event.

In statistical process control are tools used to determine if a manufacturing or business process is in a state of statistical control. If analysis of the control chart indicates that the process is currently under control (i.e., is stable, with variation only coming from sources common to the process), then no corrections or changes to process control parameters are needed or desired.

A scatter plot, scatterplot, or scatter graph is a type of mathematical diagram using Cartesian coordinates to display values for two variables for a set of data.

 Problem Identification Problem Definition Problem Analysis Identifying Causes Finding Root Cause Data Analysis Solutions Generation Identifying Resistances Plan for Solution Implementation Implementation Observation Standardization
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Affinity Diagrams Relations Diagram Matrix Diagram Tree Diagram Arrow Diagram Process Decision Program Charts Matrix Data Analysis
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The affinity diagram is a business tool used to organize ideas and data. The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming to be sorted into groups, based on their natural relationships, for review and analysis.

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This tool displays all the interrelated cause-and-effect relationships and factors involved in a complex problem and describes desired outcomes. The process of creating an interrelationship digraph helps a group analyze the natural links between different aspects of a complex situation.

Relations Diagram

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This tool shows the relationship between items. At each intersection a relationship is either absent or present. It then gives information about the relationship, such as its strength, the roles played by various individuals or measurements. Six differently shaped matrices are possible: L, T, Y, X, C, R and roof-shaped, depending on how many groups must be compared.

Matrix Diagram

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This tool is used to break down broad categories into finer and finer levels of detail. It can map levels of details of tasks that are required to accomplish a goal or solution or task. Developing the tree diagram helps one move their thinking from generalities to specifics.

Tree Diagram

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This tool is used to plan the appropriate sequence or schedule for a set of tasks and related subtasks. It is used when subtasks must occur in parallel. The diagram enables one to determine the critical path (longest sequence of tasks).

Arrow Diagram

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A useful way of planning is to break down tasks into a hierarchy, using a tree diagram. The PDPC extends the tree diagram a couple of levels to identify risks and countermeasures for the bottom level tasks. Different shaped boxes are used to highlight risks and identify possible countermeasures (often shown as 'clouds' to indicate their uncertain nature). The PDPC is similar to the Failure Modes and Effects Analysis (FMEA) in that both identify risks, consequences of failure, and contingency actions; the FMEA also rates relative risk levels for each potential failure point. Process Decision Program Charts

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This tool is used to prioritize items and describe them in terms of weighted criteria. It uses a combination of tree and matrix diagramming techniques to do a pair-wise evaluation of items and to narrow down options to the most desired or most effective. Popular applications for the Prioritization Matrix include Return-on-Investment (ROI) or Cost-Benefit analysis (Investment vs. Return), Time management Matrix (Urgency vs. Importance), etc.

Matrix Data Analysis 18

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 Benchmarking is an organized search for best practices, breakthrough ideas, and highly effective operating procedures Benchmarking considers the experience and skill of others and uses it

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 Benchmarking is the continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders. Benchmarking is a systematic and continuous measurement process; a process of continuously measuring and comparing an organizations business processes against business process leaders anywhere in the world to gain information which will help the organization take action to improve its performance.

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 Internal benchmarking External benchmarking Process benchmarking Financial benchmarking Performance benchmarking Product benchmarking Strategic benchmarking Functional benchmarking Best-in-class benchmarking Operational benchmarking
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 Definition: A plan of action or policy designed to achieve a major or overall aim. The art of planning and directing overall military operations and movements in a war or battle. There are seven steps to strategic Quality Planning: Discover customer needs Customer positioning Predict the future Gap analysis Closing the gap Alignment Implementation

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Customer Needs: The first step is to discover the future needs of the customers. Who will they be? Will your customer base change? What will they want? How will they want? How will the organization meet and exceed expectations? Customer Positioning: Next, the planners determine where organization wants to be in relation to the customers. Do they want to retain, reduce, or expand the customer base. Product or services with poor quality performance should be targeted for breakthrough or eliminated. The organizations needs to concentrate its efforts on areas of excellence. Predict the future: Next planners must look into their crystal balls to predict the future conditions that will affect their product or service. Demographics, economics forecasts, and technical assessments or projections are tools that help predict the future. Gap Analysis : This step requires the planner to identify the gaps between the current state and the future state of the organization. An analysis of the core values and concepts is an excellent technique for pinpointing gaps..

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Closing the Gap: The plan can now be developed to close the gap by establishing goals and responsibilities. All stakeholders should be included in the development of the plan. Alignment: As the plan is developed, it must be aligned with the mission, vision, and core values and concepts of the organization. Without this alignment, the plan will have little chance of success. Implementation: This last step is frequently the most difficult. Resources must be allocated to collecting data, designing changes, and overcoming resistance to change. Also part of this step is the monitoring activity to ensure that progress is being made. The planning group should meet at least once a year to assess progress and take any corrective action

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