iSixSigma

Michael W McLean

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  • #183420

    Michael W McLean
    Participant

    This is the Australian Standard for the Cost of Quality and has been available for some time.
    BIS IS 10708:1985 (R2000)Guide For The Analysis Of Quality CostsClick for product information…

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    #179979

    Michael W McLean
    Participant

    May I suggest you go to Allan Mogensen and the Ben Graham Goup texts on Work Simplification (Erwin H Schell MIT) and The Improvement Institute (1966) for administration Wastes or as he called it “paerwork Simplification” with Ben Graham in 1941. Even Paul B Mulligan Group had these identifed way back in the 50’s. Mr Toyoda even said he learnt much about Waste and Improvement by seeing and sitting-in on the Work Simplification Improvement Groups and Circles Mogensen and others conducted in GM with Mr Kettering; Proctor & Gamnble; Ford Motor Company Connersville.  If you go topage 45 of “MOGY” ISBN 0-9623050-0-6, or Page 2-30 of the Industrial Engineering Handbook 2nd edition, or page 9 of Quality Digest 1989, you will see the “Flow Process Chart”. It is the ONLY Chart to identify Value and non-value added waste in administration and factory processes aka Dr Shingo and Toyota use it, and they cannot understand the wasteful practice the West exhibits by discarding this excellent tool over the IBM Systems Analsysis flow charting method (now in VISIO, ABC Flowcahrter etc) which does not indentify value not non-value added activities in a process. Hence they see such basic mistakes in BPR, Six Sigma and other Western metholodologies, that they will continue to be profitable and successful over westertn auto companies. Toyota does not have a Six Sigma program (Dr J Liker The Toyota Way).

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    #89954

    Michael W McLean
    Participant

    CWQC then TQC then TQM all had Incremental  [Kaizen] and Breakthrough [Juran] improvement projects with a support infrastructure and SPC and Problem Solving and Prevention tools. We have seen little diffrence with the Six Sigma projects completed to date and would say the lack of understanding of Process Stability and then Capablity in Six Sigma, supports Motorola’s Keki Bhote’s view that most SS implementations are “Sick” and bad in mathemetical rigour i.e. no Control Chart Software to date has made a change to its calculations of +/-3Std in Control C’s for that +/-1.5 SS “Shift”. Deming & Juran would admit that at least SS has executive participation and interest and that the early quality drives support SS. Finally, most ISO9001 QMS are not ‘process’ based and thus cannot harvest the benefits of SS Process gains nor conduct Process Audits.As the Six Sigma Failure articles grow [Q Digest] then the benefits of TQC/TQM/SS will be truly realised when, as Hammer states [HBR 02], when Six Sigma is within a Process Management Framework. Until then Six Sigma will fair no better fate than TQM/C.

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Viewing 3 posts - 1 through 3 (of 3 total)