Read the pages and make avery briefsummary of them with your own words, PLEASEEEE.
Extracted text: them than any manager. Never delude yourself that you have learned all you need to know about total quality. It will never happen because total quality is a dynamic and ever-expanding concept. Start slowly. Don't try to organize an entire factory or office complex into improvement teams and train ev- eryone in sight on day one. Take it one or two steps at a time, training as you go. Be careful to pick early projects that have high prospects for success. Although results should be evident quickly, do not ex- pect the necessary cultural change to occur overnight. This is a long process, requiring several years to get to the point where total quality is considered "just the way we do things" and not some special "project." Even so, during all that time, problems are being solved, improvements are being made, and efficiency, productivity, and competitiveness are all increased. Precautions Implementing the use of statistical tools and the whole con- cept of process improvement, problem solving by the rank and file, and empowerment-in short, the total quality cul- ture-represents a profound change from the way things have been done in the past. People generally resist change until they see that it will benefit them. For that reason, man- agement must champion change and convince everyone that the effort will benefit all. Those who would undermine the SELECTING THE RIGHT TOOL FOR THE JOB But start. The worst choice a manager could make today is to decide that total quality is not for his or her business. It is for every conceivable kind of business, whether large or small, whether public, private, military, civilian, mass production, job shop, classroom, or office. It would be a tragedy to decide not to start this journey In this chapter, we have discussed 13 quality tools, some in great detail and a few on an introductory basis. Your challenge will be selecting the appropriate tool (or tools) for the task at hand. This can be confusing, especially effort must rapidly be converted or removed from the opera- tion. People will be looking to management for evidence that management really believes in total quality. If for no other reason than that, it must be obvious to all that management is using the same techniques the other employees are being taught. Above all, management must support and facilitate the employees as they use the techniques of total quality to solve problems and improve processes. when so much is at stake. at first. For that reason, we have included Table 15.2, a TABLE 15.2 Functionality Matrix: Quality Tools Communicate. Let everyone know what is going on and what the results are. Help them understand why it is good for them, for the whole enterprise, and, yes, even for the nation. Never assume that you know it all. The people who live with the processes day in and day out know far more about what is wrong with them and how to improve Alert operator to change in process Alert operator to special cause Analyze by sorting into categories Analyze potential causes X Collect data from targeted groups Determine relationships between variables (correlation) Experiment with a process Find patterns in data Frequency distribution (frequency of values to occur) Identify possible causes Improve/sustain work efficiency Investigate causes X Monitor a process (continuing) Observe results over time Present information while collecting data X Process analysis Process capability Process optimization Rank potential product/process failures for elimination Separate significant from trivial Study a process X X View process over time
Extracted text: functionality matrix for the tools. It is by no means com- plete in terms of the possible uses of the tools or tasks that may be required, but it illustrates the common function- ality of our tools. For example, if your task is to obtain data from a group of customers, the matrix will point you to the survey. If you are looking for something that will provide useable information in graphic form even as the data are being collected, then the matrix suggests a check sheet, Pareto chart, or run chart. Your selection will be de- termined by which tool you think will best satisfy your re- quirement. Note that most of the tools are useful in more than one situation. Your knowledge of the task will often make the selection clear, although there may also be some trial and error involved initially. The matrix is intended to illustrate the kinds of functions that may be appropriate for the tools. Once you start using them, you will find the selection to be virtually automatic.