Quality Progress - January 2016 - (Page 55)

BACK TO BASICS Best of NOVEM B 2008 ER BY SCOTT A. LAMAN Clearing SPC Hurdles Six obstacles threaten statistical process control success STATISTICAL PROCESS control (SPC) processes selected for SPC should be up- mination: Once the process is demonstrat- has provided significant cost savings for wardly traceable to an important company ed to be stable, the data can be compared companies that are fortunate enough to metric, such as overall cost of quality, to a specification. Capability indexes are implement it fully. Implementation chal- customer complaints or yield. Processes calculated, and the results should meet lenges, however, can waylay the best of can be chosen based on whether they company requirements. If the process is not intentions. produce high percentage of sales or profit capable, several options exist: margin, or exhibit a gap between current * Improve the process. and expected performance. * Change the specification. When you consider the steps needed to begin using productive control charts, certain critical hurdles become apparent. Hurdle 3-Variable selection: These hurdles apply to all SPC programs, Critical process outputs need to be first whether pencil and paper or automated, identified, because SPC can be applied and whether simple or complex analytical techniques are employed. Hurdle 1-Adequate training: After management support for the overall SPC program is obtained and the program's * Make a business decision to accept the low yield. * Do not make the product. Implementation challenges can overcome the best of intentions. purpose is publicized, training must be done. At least three levels of training are beneficial: to these outputs to protect the customer. * Comprehension training for upper Hurdle 6-Benefits demonstration: Typically, outputs are product characteris- In cost-of-quality terms, SPC is a prevention management, so the reasons for SPC tics, such as tensile strength, appearance cost. Implementing the program is an invest- can be defended, supported and tied to or dimensions. Critical process inputs are ment that will pay dividends later. The cost the bottom line. then identified, often through an analytical savings created by SPC should be calculated tool or matrix that quantitatively allows and publicized, stating reductions in: who are responsible for the processes prioritization by defining the importance * External failure cost of customer and products that require the control and strength of the relationships between charts. inputs and outputs. * Competency training for engineers Hurdle 4-Process stability veri- * Awareness training for operators who complaints. * Internal failure costs of rework and process yield, including material and labor. * Appraisal cost of final inspection. are responsible for the day-to-day main- fication: Process instability will create tenance of the charts. Operators need out-of-control points, leading to numer- Ultimately, a better understanding of a to be able to collect the required data ous corrective actions. If the process is company's processes through SPC should and react to what the resulting control not stable, an investigation should be lead to higher profits, better job security chart data indicates. performed to determine and correct the and more opportunity for all employees. The participants' comprehension of the assignable cause. Careful data collection By identifying and clearing these hurdles, training should be verified, and rewards is of the utmost importance, as is expert the chance of long-term success is much can be given to all who demonstrate an analysis to ensure the absence of unusual higher. QP understanding of the techniques. trends and unexplainable data points. Hurdle 2-Process definition: The READ MORE ABOUT THE BASICS Hurdle 5-Process capability deter- Visit www.qualityprogress.com to read more Back to Basics articles on topics such as root cause analysis, data collection and fishbone diagrams. SCOTT A. LAMAN is a global quality systems senior manager for Teleflex Medical Inc. in Reading, PA. He earned a master's degree in chemical engineering from Syracuse University. He is a senior member of ASQ and is a certified quality engineer, reliability engineer, quality manager, Six Sigma Black Belt and quality auditor. January 2016 * QP 55 http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - January 2016

According to Plan
Solid Proof
Use Your Head
Stakeholder Management 101
Customer Delight
All About Data
Eight Simple Steps
Minimizing Chaos
Take Note
Pyramid Scheme
Assessing Failure
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
Understanding Variation
Improving a System
Putting It All on the Table
Know the Drill
It’s Fun To Work With an F-M-E-A
Solve Problems With Open Communication
Tell Me About It
Separate the Vital Few From the Trivial Many
To DMAIC or Not to DMAIC?
Breaking It Down
Smart Charting
1 + 1 = Zero Defects
QFD Explained
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Creative Combination
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Calculated Risk
Sufficient Evidence
Sample Wise
Clearing SPC Hurdles
Supplier Selection and Maintenance
Team Advantage
Building a Quality Team
Plan Experiments to Prevent Problems
Substantiation Test
Training Day

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