Improvement of quality by elimination/ variation of a process
Quality in a process measures its excellence and its freedom from deficiencies. The general process of quality improvement starts with recognition that quality deteriorates due to wear and time (Adams and Carroll 36). The other step involves stabilizing and understanding the process. The next process is designing products as robust from their earliest stages to design phases. This is achieved by making a product insensitive to the natural environment (Adams and Carroll). The Taguchi approach can be applied for optimizing mature projects and processes. To obtain the best output, an empirical equation of the system is applied. Input factors are set in the equation to minimize process variability. In Taguchi approach, quality is viewed in terms of reduced variability around the target.
DOE Process
These initials stand for Design of Experiments. DOE is a statistical method which is meant for optimizing advanced products and process. The first principle applied in DOE is determination of an empirical equation for a process in an efficient manner (Samuelson 17-18). The other principle is the determination of factor settings. These settings are meant to yield the optimum process or product. In the third step, factors are set for optimum settings of output response. These factors include optimum mean response, minimum variance and maximum robustness. Traditionally, DOE has been applied in agriculture, biological and chemical industries. It is an ideal tool for optimizing mass production. In production, it maximizes the yield and minimizes the cost while it increases revenue in lifecycle (Jepsen 28).SPC Process
These initials stand for statistical process control. SPC involves monitoring quality and detecting problems in a process. It assists in differentiating sporadic and systemic problems. SPC is an effective tool for product improvement since it eliminates final inspection costs. It applies control charts in order to monitor the stability of a process. A stable process operates within the lower and higher specification limits (Adams and Carroll 67). Since SPC is a defect prevention tool, workers should stabilize the process by corrective action.Qualitative and quantitative tools
The first qualitative tool is Quality Function Deployment (QFD). Identification and optimization of possible choices is conducted. It can be used in the future even after being used at present. QFD allows for application of cross functional links in the manufacturing process (Samuelson 54). The other qualitative tools are charts. The first chart is logic charts. They are applied in planning and management decision making. In this case, managers are able to forecast events and optimize their steps. Numerical graphs are applied for efficient presentation of numerical data. It prevents events of slow perception of numbers and interpretation errors. Visual controls are visible to all employees, and they promote teamwork (Samuelson 57).
Motivation for quality
Motivation involves an objective view in contrast to instinctive approach to management issues. Products and practices in a business are measured through continuous improvement. One of the firms that have applied this tool is Shell. Motivation builds team performance, competence and goal achieving ability (Jepsen 39). In such a scenario, coordination and communication are improved greatly.Steps for qualitative and quantitative tools
The steps for qualitative and quantitative are applied in reengineering. One approach is the top down initiative. It allows for clear communication of objectives and strategies from senior management to junior staff. This initiative is successful when driven internally. Employees and managers understand their challenges best and hence they are ideally placed to tackle their challenges (Adams and Carroll 72). The other tool is the bottom up approach or continuous improvement. In this case, there is a radical system change with regard to processes, methods and products. Customers are contacted in order to understand their needs and standardization is applied. This tool eliminates delays and frustrations in the workplace.
Works Cited
Adams, P. and T. Carroll. Quality Improvement at the Workplace. New York: Perseus Publishers, 2012.
Jepsen, Frank. Quality Systems. Oxford: Oxford Publishers, 2011.
Samuelson, Edward. Continous Improvement: Implications for Business Enterprises. New York: The Times 100, 2012.
