Foundations of Quality Management p. 1
Fundamentals of Quality p. 2
Chapter Objectives p. 2
Introduction p. 3
Process Basics p. 3
Definition of Quality p. 17
The Quality Environment p. 20
Types of Quality p. 21
Relationship between Quality and Cost p. 23
Relationship between Quality and Productivity p. 25
Benefits of Improving Quality p. 26
W. Edwards Deming's Theory of Management p. 29
Chapter Objectives p. 29
Introduction p. 29
A Brief History of Quality p. 30
W. Edwards Deming's Theory of Management p. 34
Deming's 14 Points and the Reduction of Variation p. 50
Transformation, or Paradigm Shift p. 52
Quality in Service, Government, and Education p. 53
Fundamentals of Statistical Studies p. 57
Chapter Objectives p. 57
Introduction p. 58
Purpose and Definition of Statistics p. 58
Types of Statistical Studies p. 58
Enumerative Studies p. 59
Analytic Studies p. 63
Distinction between Enumerative and Analytic Studies p. 67
Defining and Documenting a Process p. 70
Chapter Objectives p. 70
Introduction p. 70
Empowerment Revisited p. 71
Analytic Studies Revisited p. 71
Defining and Documenting a Process p. 74
Tools and Methods for Analytic Studies p. 85
Basic Probability and Statistics p. 87
Chapter Objectives p. 87
Introduction p. 88
Probability Defined p. 88
Types of Data p. 92
Characterizing Data p. 96
Visually Describing Data p. 97
Numerically Describing Data p. 103
Using Windows p. 132
Introduction to Minitab p. 136
Using Minitab for Charts, Descriptive Statistics, and Normal Probabilities p. 139
Stabilizing and Improving a Process with Control Charts p. 147
Chapter Objectives p. 147
Introduction p. 148
Process Variation p. 148
The Structure of Control Charts p. 150
Stabilizing a Process with Control Charts p. 151
Advantages of a Stable Process p. 155
Improving a Process with Control Charts p. 156
Causes of Variation Out of the Control of the Process Owner p. 157
Two Possible Mistakes in Using Control Charts p. 157
Some Out-of-Control Evidence p. 161
Quality Consciousness and Types of Control Charts p. 168
Three Uses of Control Charts p. 171
Using Minitab for Control Charts: An Overview p. 181
Attribute Control Charts p. 183
Chapter Objectives p. 183
Introduction p. 184
Types of Attribute Control Charts p. 184
Classification Charts p. 187
The p Chart for Constant Subgroup Sizes p. 191
The p Chart for Variable Subgroup Sizes p. 200
The np Chart p. 204
Count Charts p. 206
c Charts p. 207
u Charts p. 219
Limitations of Attribute Control Charts p. 221
Using Minitab for Attribute Charts p. 245
Variables Control Charts p. 250
Chapter Objectives p. 250
Introduction p. 251
Variables Charts and the PDSA Cycle p. 251
Subgroup Size and Frequency p. 253
x and R Charts p. 254
x and s Charts p. 268
Individuals and Moving Range Charts p. 274
Revising Control Limits for Variables Control Charts p. 282
Collecting Data: Rational Subgrouping p. 282
Using Minitab for Variables Charts p. 312
Out-of-Control Patterns p. 317
Chapter Objectives p. 317
Introduction p. 317
Between- and Within-Group Variation p. 317
Types of Control Chart Patterns p. 322
Out-of-Control Patterns and the Rules of Thumb p. 342
Diagnosing a Process p. 346
Chapter Objectives p. 346
Introduction p. 347
Diagnostic Tools and Techniques p. 347
Change Concepts p. 390
Using Minitab to Obtain a Pareto Diagram p. 406
Process Capability and Improvement Studies p. 408
Chapter Objectives p. 408
Introduction p. 409
Specifications (Voice of the Customer) p. 409
Process Capability Studies p. 413
Process Improvement Studies p. 432
Quality Improvement Stories p. 440
Created Dimensions p. 462
Design of Experiments p. 469
Chapter Objectives p. 469
Introduction p. 469
Designs Based on Level of Process Knowledge p. 470
Some Flawed Experimental Designs p. 470
One-Factor Designs p. 473
Two-Factor Factorial Designs p. 475
Factorial Designs Involving Three or More Factors p. 484
Fractional Factorial Designs p. 495
Using Minitab for the Design of Experiments p. 517
Inspection Policy p. 525
Chapter Objectives p. 525
Introduction p. 526
Inspecting Goods and Services p. 526
Acceptance Sampling p. 526
A Theoretical Invalidation of Acceptance Sampling p. 528
The kp Rule for Stable Processes p. 530
Inspection Policies for Chaotic Processes p. 534
Proof that the Number of Defectives in a Sample Is Independent of the Number of Defectives in the Remainder for Lots Drawn from a Stable Process p. 537
Derivation of the kp Rule for Stable Processes p. 539
Administrative Systems for Quality Management p. 541
The Fork Model for Quality Management: The Handle, or Transformation p. 543
Chapter Objectives p. 543
Introduction p. 544
Aids to Promoting Quality Management p. 544
Barriers to Quality Management p. 545
Responding to a Crisis p. 545
Creating a Crisis p. 548
Creating a Vision p. 548
Initiating Action for the Transformation p. 549
The Fork Model for Quality Management: The Neck, or Management's Education p. 558
Chapter Objectives p. 558
Introduction p. 559
Management's Fears Concerning Education and Self-Improvement p. 559
Education and Self-Improvement Groups p. 559
Studying the System of Profound Knowledge p. 560
Establishing Life-Long Programs for Education and Self-Improvement p. 568
Identifying and Resolving Personal Barriers to Transformation p. 568
The Quality Management Leader p. 571
The Decision Point p. 572
The Fork Model for Quality Management: Prong 1, or Daily Management p. 575
Chapter Objectives p. 575
Introduction p. 576
Selecting Initial Project Teams p. 576
Performing Daily Management p. 576
The Fork Model for Quality Management: Prong 2, or Cross-Functional Management p. 600
Chapter Objectives p. 600
Introduction p. 601
Selecting Initial Cross-Functional Teams p. 601
Implementing Cross-Functional Management p. 602
Structures for Cross-Functional Management p. 603
Coordinating Cross-Functional Teams p. 603
Some Common Problems in Implementing Cross-Functional Management p. 610
A Generic Example of Cross-Functional Management: Standardization of a Corporate-Wide Method for Cutting Cost p. 611
A Manufacturing Application: Toyota Forklift p. 613
A Service Application: Field of Flowers p. 620
The Fork Model for Quality Management: Prong 3, or Policy Management p. 627
Chapter Objectives p. 627
Introduction p. 628
Initial Presidential Review p. 629
Policy Setting p. 633
Policy Deployment p. 643
Policy Implementation p. 653
Policy Feedback and Review p. 653
Presidential Review p. 655
Flowchart of Policy Management p. 655
Relationship between Policy Management and Daily Management p. 655
A Personal Example of Policy Management p. 657
A Business Example of Policy Management p. 673
The Evolution of Quality at Florida Power and Light p. 697
The Voice of the Customer p. 703
The Voice of the Business p. 709
Table of Tables p. 710
Resource Requirements of the Detailed Fork Model p. 716
Chapter Objectives p. 716
Introduction p. 716
The Template p. 717
Current Thinking About Statistical Practice p. 723
Six Sigma Management p. 724
Chapter Objectives p. 724
Introduction p. 725
Relationship between the Voice of the Customer and the Voice of the Process p. 725
The DMAIC Model p. 731
Benefits and Costs of Six Sigma Management p. 734
Six Sigma Roles and Responsibilities p. 734
Six Sigma Terminology p. 738
A Six Sigma Case Study p. 739
Documentation of Minitab Data Files p. 781
Tables p. 785
Control Chart Constants p. 786
2,500 Four-Digit Random Numbers p. 787
Normal Curve Probabilities p. 792
Index p. 793