Elsmar Cove Quality Assurance and Business Standards Wiki - New pages [en]

Error Proofing

Marc — Sat, 21 Nov 2009 23:20:44 GMT

Summary: New page: Error-proofing refers to the implementation of fail-safe mechanisms to prevent a process from producing defects. This activity is also know by the Japanese term poka-yoke, from poka (inadv...

Error-proofing refers to the implementation of fail-safe mechanisms to prevent a process from producing defects. This activity is also know by the Japanese term poka-yoke, from poka (inadvertent errors) and yokeru (to avoid) - pronounced POH-kuh YOH-kay. Although this common-sense concept has been around for a long time, it was more fully developed and popularized by Shigeo Shingo in Japan. The philosophy behind error proofing is that it is not acceptable to make even a very small number of defects, and the only way to achieve this goal is to prevent them from happening in the first place. In essence, error-proofing becomes a method 100% inspection at the source rather than down the line, after additional value has been added (wasted). Achieving extremely high levels of process capability requires this type of focus on prevention rather than detection.

=== Also See ===

[http://elsmar.com/Error_Proofing/ Error Proofing aka Poka Yoke]

Inspection

Marc — Sat, 07 Nov 2009 22:45:19 GMT

Summary:

Mainly with regard to manufacturing: The examination of a part to determine if it conforms to specifications.

(1) Functional Inspection: Testing products in real or simulated conditions to see whether they work as intended. 
(2) Mass (100%) Inspection: Looking at all products to screen out those that may be defective. 
(3) Sampling Inspection: Looking at a fraction (a sample) of all the output to determine disposition of that output.

Alternate definitions for Inspection:

In the aviation field, the instructions will usually be more specific, such as Visual Inspection or Non-Destructive Testing. It could mean to verify the torque on bolts using a calibrated torque wrench.

Critical appraisal involving examination, measurement, testing, gauging, and comparison of materials or items. An inspection determines if the material or item is in proper quantity and condition, and if it conforms to the applicable or specified requirements. Inspection is generally divided into three categories: (1) Receiving inspection, (2) In-process inspection, and (3) Final inspection. In quality control (which is guided by the principle that "Quality cannot be inspected into a product") the role of inspection is to verify and validate the variance data; it does not involve separating the good from the bad.

Writing

BethanyRoach — Tue, 15 Sep 2009 16:56:04 GMT

Summary: New page: I had a problem on my academics and [http://www.besttermpaper.com custom paper] when I stumble upon this site that really help me get through my college life. I just want to say thanks a l...

I had a problem on my academics and [http://www.besttermpaper.com custom paper] when I stumble upon this site that really help me get through my college life. I just want to say thanks a lot and just paying it forward to those who are in need of the same kind of help.

Rule by committee

Sorin — Fri, 03 Jul 2009 17:36:29 GMT

Summary: original was inappropriate, non-sensical

Decisions are made by a predetermined set of individuals.

Controlled document

Panchobook — Sat, 18 Apr 2009 16:33:43 GMT

Summary:

A document that is subject to controls that prevent the unintended use of defective versions of it.

The controls generally include methods to approve, review, update, identify changes, annotate revision status, distribute, and maintain documents, and to prevent the use of obsolete versions of these documents.

The controls also include methods to identify and distribute documents of external origin that are necessary for the planning and operation of the quality management system.

See also:[http://elsmar.com/Forums/showthread.php?t=33622 Controlled document thread in forums]

Deviation

Panchobook — Sat, 18 Apr 2009 05:01:14 GMT

Summary: New page: Difference between an actual product characteristic and the previously specified or approved characteristic. Deviation is also often used as a short name for a "Request for Deviation". ...

Difference between an actual product characteristic and the previously specified or approved characteristic.

Deviation is also often used as a short name for a "Request for Deviation". In this meaning, it is a request by a supplier to her client for authorization to change a product characteristic before the product has been made. The request may be due to the original specified characteristic being unavailable, too costly, or being otherwise less desirable than the requested alternate.

A Request for Deviation should include:

* Detailed description of the deviation sought
* Explanation of why the deviation is sought
* Description of the contractual and practical consequences of not granting the deviation

See also [http://elsmar.com/Forums/showpost.php?p=256885&postcount=3 Wes Bucey's "School on Deviations"]

Customer perception

Panchobook — Fri, 20 Feb 2009 03:44:10 GMT

Summary: New page: The benefits and costs that a customer believes an offering has. It consists of objective attributes such as technical fitness for purpose and price, and subjective feelings such as trust...

The benefits and costs that a customer believes an offering has. It consists of objective attributes such as technical fitness for purpose and price, and subjective feelings such as trust, value, status, exclusivity, etc.

Customer perceptions are affected by marketing, buzz, recommendations and experience with the product.

Customers compare offerings based on perceptions.

Wiki

Panchobook — Thu, 19 Feb 2009 06:15:49 GMT

Summary:

see [[Using a wiki for QMS documentation]]

Panchobook

Panchobook — Thu, 19 Feb 2009 04:28:53 GMT

Summary: Removing all content from page

Using a wiki for QMS documentation

Panchobook — Thu, 19 Feb 2009 04:05:07 GMT

Summary: /* Implementation */

A wiki can be a very useful tool for documenting your Quality Management System.

But using wikis require breaking deeply ingrained paradigms. One such paradigm is the perceived need to have a sequential occurrence of authoring-editing-approval-publication. Another is the perception that when a document is published, its information is correct, complete, permanent and authoritative. A third is that naive or malicious contributors will ruin documents. But these paradigms are simply outdated and wrong.

The trick to using a wiki is to empower the whole work-group or organization to edit any document. The distinction between author and editor disappears and any change in the documentation is published immediately.

Contrary to expectations of folks not familiar with wikis, their use results in continuous improvement of documents. This happens because of several virtuous mechanisms working together:

# Ease of access results in frequent consultation of the documents by the users to learn or verify their knowledge.
# Ease of editing allows “minor” corrections and improvements that in a conventional system would simply not be done, for the corresponding errors are “tolerable”. Whoever knows a topic and reads its documents detects any shortcomings and can correct them immediately.
# The aggregation of many small corrections and improvements results in very significant changes. This is known as "wiki magic".
# Information is not repeated. The ability to include other wiki pages allows information to be in a single location. However, careful monitoring and tweaking of the system is critical to achieve this, as there is no built in mechanism to avoid the repetition of information. This monitoring and tweaking is called "wiki gnoming".
# There are several incentives that prompt positive cooperation of wiki users within a closed group:
#* Every user works for the same organization and is identified with name and password.
#* All changes to the wiki, as well as their authors and times, are logged. The information is available to all through a page-history link, and to the administrator by user or date.
#* Changes to any, or all documents may be monitored by any user through email or RSS.
#* Reverting to prior versions of a document is easy and quick, for those rare occasions where that would be needed.
# A complementary database of bug/corrective actions may easily be implemented.

A couple of case studies of wiki use for QMS are:

[http://www.twiki.org/cgi-bin/view/Main/TWikiSuccessStoryOfMotorola Motorola] and [http://www.geometrica.com/7/64 Geometrica].

The following areas of ISO 9001 compliance illustrate the great value of the wiki approach:
* '''4.2.1. Documentation of the quality system.''' The wiki allows all documents to be stored in a place where everyone can view and review them.
* '''4.2.3. Control of documents.''' The procedure states that documents are updated when needed, and the wiki sends an email notification to the quality committee and anyone who subscribes whenever a page is updated. The wiki ensures that current revisions are identified because it allows all versions, with date and author, to be stored and shown when needed. The wiki keeps all documents in the point of use and also stores all data in a legible and identifiable way.
* '''4.2.4. Records can be easily controlled, stored, retrieved, retained -- and there is no need to dispose of them'''. Typing information directly into the wiki's pages (or scanning and uploading it) saves space and archives information in such an easy-to-find manner that there's no point in printing or copying. Even though anyone can access and modify wiki information, records are safe because prior versions are automatically stored for at least six months.
* '''5. Management responsibility''' involves several steps, on which a wiki can help focus:
** '''5.1. a) The wiki allows management to communicate customer, statutory and regulatory requirements''' '''throughout the whole organization very quickly.''' As soon as the manager finishes typing, the wiki sends out email notifications of change to everyone who needs to know. This enhances customer focus, because customer demands are immediately cascaded to the correct organizational levels (5.2).
** '''5.3. d) The wiki communicates policy to the members of the organization''', as well as allowing anyone within it to check or change it. Thus the wiki promotes ''' reviews and continuing suitability (point e)'''.
** '''5.4.2. The wiki helps maintain the integrity of the quality management system. '''In a paper-based system, all documents would have to be revised to ensure that a change in one is reflected in another. The wiki does this job automatically.
** '''5.5.1. The wiki helps ensure that all responsibilities are communicated.''' Posting an organizational chart in the wiki allows instant access to roles and responsibilities.
** '''5.5.3. In an era of "opened doors"''', a wiki is an invaluable tool because it can '''perform internal communication at its best'''.
** '''5.6. The wiki simplifies and enhances management review.''' The standard requires inputs to be presented, outputs to be derived and both to be recorded. Here's how we accomplish this with a wiki:
*** Prepare the review on the wiki, posting all inputs (and their graphs) in the wiki, as well as the order of the day.
*** During the meeting, take notes and post them beneath the graph pictures in the page described as the "register" for the meeting.
*** Record the number and comments for each corrective action reported.
*** Post a small summary of findings at the end.
*** Scan and post signed attendance sheet.
* '''6.2.2. All competence reviews, from employee evaluations to their comparison with needed competences, can be recorded in the wiki and isolated in a page protected by password-access (for confidential information).''' Employee activities and allotted times can be also maintained in this area. Records of all grades in training classes can be maintained here, which makes planning for follow-up courses very easy.
* ''' 7.3. The wiki helps manage design development planning, inputs, outputs, review, verification and validation, as well as change control.''' Using the wiki, a team can brainstorm ideas, process information, review output, and present feedback for verification and validation. Now a process that previously might have been reviewed by only one or two people can be reviewed and commented upon by the whole team, with no need to pass papers or send personal emails.
* '''7.5.1. The wiki helps control production.''' Using the wiki, all registers and work instructions can be carried out online, updated easily, and printed (if needed) in the production plant. There are no worries about copies unless it's a copy being used in the plant. A list of places where documents are posted can allow the owner of a document to eliminate previous revisions and post new ones.
* '''8.2.2. The wiki simplifies internal audits. '''In a wiki you can plan audits, fill in the forms, print them, sign them and scan the document, all in a matter of minutes. The wiki eliminates the need to print a document, write comments on it, clean it up, type it again and print it out again. The wiki also stores signed audits; it's easy to keep all records in one cyber-place where everyone can access them through their computers.
* '''8.5. The wiki promotes continuous improvement, including both corrective and preventive actions.''' The combination of Bugzilla and wiki allows Geometrica to pinpoint areas for improvement, especially in documents. As a result, improvements take place almost instantaneously, since any mistake caught by a user can be reported and corrected. Any change initiates an immediate email to the person responsible for the document, alerting him or her of the change.

== Implementation==
The following are a few simple rules that will help implement a successful QMS on wiki.

'''Train Users''': Critics have cited employee training in the use of a wiki as a deterrent in implementing a wiki QMS. Although wikis are very easy to use, don't assume that this ease will be inviting. There are three new concepts to learn: (1) there is only one copy of a document, (2) anyone can edit it, (3) log of changes is kept and anyone can see it. A few skills need just a little practice: wiki markup language (much easier than Word, and many wikis have WYSIWYG editors), your procedures (for document creation, editing and control), wiki search, document history. As with any tool, most folks learn best when taught. An hour or two of training for every user will pay handsomely as the wiki shortcuts their workflow drastically and improves quality by perfecting the documentation.

'''Ease of Access''': Having all documents easily accessible at every time can be accomplished by having two menus in every document: (1) a main menu linking to every process, and (2) a secondary menu linking to all documents in the process to which the present document belongs. In most wikis you can also use Categories, keywords or tags, and remind folks about "search".

'''Keep Formatting Simple''': Writing content of a document and making the document look pretty compete for the author's time. A disguised advantage of wikis is that their formatting options are relatively simple, allowing users to concentrate in content creation. The simple formatting features in a wiki editor are usually more than sufficient for QMS documentation.

'''Make Content Visible and Editable''': Wikis allow users to upload pdfs or word files. While such feature helps users to start using the wiki, it is best to convert text to the wiki text format. When you post a file instead of posting the text itself, a reader must take two extra steps to see the information - downloading the file and opening it in another program. Then he has a file on his computer that essentially is an uncontrolled copy of the document. And an editor must take three extra steps to do his or her work: downloading, opening and uploading the changed file. Text in the wiki format encourages continuous improvement. It is easy to copy-paste from word to a wiki edit window. Encourage the use of wiki text whenever a new document is created, or an old one is revised.

In cases where you must post a file because it contains information in formats not available in the wiki, such as CAD drawings or schedules, always post a screenshot of the information in addition to the source file. This saves readers the extra steps, but still makes the information accessible to the editor.

'''DRY principle''' -- Stands for '''D'''on't '''R'''epeat '''Y'''ourself: One of the most effective ways to maintain control over a particular document is to only have one controlled copy. Of course such method is wholly impractical with conventional systems. But with a wiki, this is exactly what you get. Further, when a particular bit of information needs to form part of several documents, this bit may be easily extracted from all those documents into its own wiki page, and then included in all the docs that require it.

'''Trust and Review''': Empower everyone to make changes to the documents, and compel process owners to subscribe to RSS feeds of changes in their documents to review and approve them.

Reprocess

ScottCatron-5977 — Tue, 17 Jun 2008 15:44:37 GMT

Summary: create page

'''Reprocessing''' is taking a material (in-spec or out-of-spec) and reintroducing it to an existing (validated) process.

==See also==
[[Rework]]

==Forum links==
[http://Elsmar.com/Forums/search.php?do=process&titleonly=1&query=reprocess Reprocess discussion threads]

ISO 9000

Aurel — Sun, 20 Apr 2008 17:06:05 GMT

Summary:

Series of Documents including [[ISO 9001]] - Consists of individual but related international standards on quality management and quality assurance. Developed to help companies effectively document the elements to be implemented in order to maintain an efficient quality system. It is a requirement often placed on manufacturing companies. The basic idea behind ISO 9000 methodology is that you document what you do, then you do what you described in the documentation. During an ISO 9000 certification process, the examining registrar will audit your company to confirm that you are following the standard. If you re, you can be certified. An updated version is ISO 9001:2000, which requires that you demonstrate improvements are being made within your processes. ISO is Greek for Equal.

The ISO 9000 family contains:

ISO 9000 - Quality management systems - Fundamentals and vocabulary

ISO 9001 - Quality management systems - Requirements

ISO 9004 - Quality management systems - Guidelines for performance improvements

The 8 Quality Management Principles are mentioned in ISO 9000

Customer Focus

Leadership

Involvement of People

Process Approach

System Approach of Management

Continual Improvement

Factual Approach to Decision Making

Mutually Beneficial Supplier Relationships

The latest edition of ISO 9000 was published in 2005

== See also ==

Related Elsmar Cove Forum [http://elsmar.com/Forums/forumdisplay.php?f=24 ISO 9001:2000 - Quality Management Systems Standard]
== References ==

[http://www.iso.org/iso/home.htm ISO home]

[http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000/iso_9000_essentials.htm ISO 9000 essentials]

Calibration Verification

Aurel — Tue, 15 Apr 2008 13:47:52 GMT

Summary: New page: See [[Calibration]]

See [[Calibration]]

Flowchart

Aurel — Sun, 06 Apr 2008 06:40:09 GMT

Summary:

A pictorial representation of the progression of a particular process over time.
Generally, a pictorial display of the sequence of actions taken in a process or in carrying out a task.
There are several types of flow charts or flow diagrams:

1) Top down - detailed steps are listed under headings describing major actions.

2) Logic flow - a symbolic display of the logical sequence of actions and decisions in a process.

3) Deployment flow - actions, decisions, meetings, etc., Are listed sequentially and in columns according to the individual, group or function responsible for, or participating in, the particular step.

4) Organization viewed as a system - a picture of an entire organization's components and its customers and suppliers as a system, beginning with customer research and ending with customers who use the output.

== See also ==

Related Elsmar Cove Forum [http://Elsmar.com/Forums/search.php?do=process&titleonly=1&query=flowchart Flowchart Discussion Threads]

[[Process]]

[[Process Charts]]

== References ==

[http://en.wikipedia.org/wiki/Flowchart Wikipedia]

Pygmalion Effect

Aurel — Sat, 05 Apr 2008 21:21:00 GMT

Summary:

Recognition that our expectations of an individual can significantly influence that individual's behavior and perceived performance. From George Bernard Shaw's play Pygmalion: "... the difference between a lady and a flower-girl is not how she behaves, but how she's treated. I shall always be a flower girl to Professor Higgins because he treats me as a flower girl and always will; but I know I can be a lady to you because you always treat me as a lady and always will..."

== See also ==

Related Elsmar Cove Forum [http://Elsmar.com/Forums/search.php?do=process&titleonly=1&query=pygmalion+effect Pygmalion Effect Discussion Threads]

== References ==

Pugh Matrix

Aurel — Sat, 05 Apr 2008 21:19:28 GMT

Summary: New page: A method of concept selection used to identify conflicting requirements and to prioritize design tradeoff == See also == == References ==

A method of concept selection used to identify conflicting requirements and to prioritize design tradeoff

== See also ==

== References ==

Prototyping

Aurel — Sat, 05 Apr 2008 21:17:37 GMT

Summary: New page: An iterative approach to design in which a series of mock-ups or models are developed until the customer and the designer come to agreement as to the final design. == See also == == Refe...

An iterative approach to design in which a series of mock-ups or models are developed until the customer and the designer come to agreement as to the final design.

== See also ==

== References ==

Protocol

Aurel — Sat, 05 Apr 2008 21:17:12 GMT

Summary: New page: An order or method for performing a particular task or function. == See also == == References ==

An order or method for performing a particular task or function.

== See also ==

== References ==

Proportion Chart

Aurel — Sat, 05 Apr 2008 21:16:30 GMT

Summary: New page: == See also == [[Percent Chart]] == References ==

== See also ==

[[Percent Chart]]

== References ==

Project Charter

Aurel — Sat, 05 Apr 2008 21:15:44 GMT

Summary: New page: A document showing the purposes, participants, goals, and authorizations for a project. == See also == == References ==

A document showing the purposes, participants, goals, and authorizations for a project.

== See also ==

== References ==

System of Profound Knowledge

Aurel — Sat, 05 Apr 2008 21:15:14 GMT

Summary: New page: The foundation for Deming's theory of management is composed of four interdependent parts: 1. Appreciation for a system 2. Knowledge about variation 3. Theory of knowledge 4. Psychology. O...

The foundation for Deming's theory of management is composed of four interdependent parts: 1. Appreciation for a system 2. Knowledge about variation 3. Theory of knowledge 4. Psychology. One of Deming's contributions is the synthesis of these components into a theory for management.

== See also ==

== References ==

Profound Organizational Learning

Aurel — Sat, 05 Apr 2008 21:14:44 GMT

Summary: New page: Quality-based learning that occurs as people discover the causes of errors, defects, and poor customer service in a firm. == See also == == References ==

Quality-based learning that occurs as people discover the causes of errors, defects, and poor customer service in a firm.
== See also ==

== References ==

Profound Knowledge

Aurel — Sat, 05 Apr 2008 21:13:56 GMT

Summary: New page: == See also == [[System of Profound Knowledge]] == References ==

== See also ==

[[System of Profound Knowledge]]

== References ==

Productivity Ratios

Aurel — Sat, 05 Apr 2008 21:12:36 GMT

Summary: New page: Ratios that are used in measuring the extent to which a firm effectively uses its resources. == See also == == References ==

Ratios that are used in measuring the extent to which a firm effectively uses its resources.

== See also ==

== References ==

Product Quality Audit

Aurel — Sat, 05 Apr 2008 21:10:41 GMT

Summary: New page: A quantitative assessment of conformance to required product characteristics. == See also == == References ==

A quantitative assessment of conformance to required product characteristics.

== See also ==

== References ==

Product Traceability

Aurel — Sat, 05 Apr 2008 21:07:31 GMT

Summary: New page: The ability to trace a component part of a product back to its original manufacturer. == See also == == References ==

The ability to trace a component part of a product back to its original manufacturer.

== See also ==

== References ==

Product Manufacture

Aurel — Sat, 05 Apr 2008 21:06:19 GMT

Summary: New page: Delivery, and use stages of the supply chain. == See also == == References ==

Delivery, and use stages of the supply chain.

== See also ==

== References ==

Product Marketing and Distribution Preparation

Aurel — Sat, 05 Apr 2008 21:03:43 GMT

Summary: New page: The process of developing the marketing-related activities associated with a product or service. == See also == == References ==

The process of developing the marketing-related activities associated with a product or service.

== See also ==

== References ==

Product Liability

Aurel — Sat, 05 Apr 2008 21:02:58 GMT

Summary: New page: The risk a manufacturer assumes when there is a chance that a consumer could be injured by the manufacturer’s product. == See also == == References ==

The risk a manufacturer assumes when there is a chance that a consumer could be injured by the manufacturer’s product.

== See also ==

== References ==

Product Idea Generation

Aurel — Sat, 05 Apr 2008 21:02:29 GMT

Summary:

The [[process]] of generating product ideas from external and internal sources.

== See also ==

== References ==

Product Design Engineering

Aurel — Sat, 05 Apr 2008 21:02:02 GMT

Summary: New page: A form of engineering that involves activities associated with concept development, needs specification, final specification, and final design of a product. == See also == == References...

A form of engineering that involves activities associated with concept development, needs specification, final specification, and final design of a product.

== See also ==

== References ==

Product Design and Evaluation

Aurel — Sat, 05 Apr 2008 20:59:37 GMT

Summary: New page: Activities that include the definition of the product architecture and the design, production, and testing of a system (including its subassemblies) for production. == See also == == Re...

Activities that include the definition of the product architecture and the design, production, and testing of a system (including its subassemblies) for production.

== See also ==

== References ==

Product Data Management

Aurel — Sat, 05 Apr 2008 20:59:10 GMT

Summary: New page: A method for gathering and evaluating product-related data. == See also == == References ==

A method for gathering and evaluating product-related data.

== See also ==

== References ==

Product Benchmarking

Aurel — Sat, 05 Apr 2008 20:58:42 GMT

Summary: New page: A type of benchmarking that firms employ when designing new products or upgrades to current products. Benchmarking. == See also == [[Benchmarking]] == References ==

A type of benchmarking that firms employ when designing new products or upgrades to current products. Benchmarking.

== See also ==

[[Benchmarking]]

== References ==

Product-based

Aurel — Sat, 05 Apr 2008 20:55:37 GMT

Summary: New page: The context of garvin’s quality dimensions. == See also == == References ==

The context of garvin’s quality dimensions.

== See also ==

== References ==

Producers Risk

Aurel — Sat, 05 Apr 2008 20:54:50 GMT

Summary: New page: The risk associated with rejecting a lot of material that has acceptable quality. == See also == == References ==

The risk associated with rejecting a lot of material that has acceptable quality.

== See also ==

== References ==

Process Quality Audit

Aurel — Sat, 05 Apr 2008 20:54:23 GMT

Summary: New page: An analysis of elements of a process and appraisal of completeness, correctness of conditions, and probable effectiveness. == See also == == References ==

An analysis of elements of a process and appraisal of completeness, correctness of conditions, and probable effectiveness.

== See also ==

== References ==

Process Improvement Teams

Aurel — Sat, 05 Apr 2008 20:53:58 GMT

Summary: New page: Teams that are involved in identifying opportunities for improving select pro-cesses in a firm. == See also == == References ==

Teams that are involved in identifying opportunities for improving select pro-cesses in a firm.

== See also ==

== References ==

Process Decision Program Chart

Aurel — Sat, 05 Apr 2008 20:53:29 GMT

Summary: New page: A tool that is used to help brainstorm possible contingencies or problems associated with the implementation of some program or improvement. == See also == == References ==

A tool that is used to help brainstorm possible contingencies or problems associated with the implementation of some program or improvement.

== See also ==

== References ==

Process Charts

Aurel — Sat, 05 Apr 2008 20:53:06 GMT

Summary: /* See also */

Tools for monitoring process stability.

== See also ==
Related Elsmar Cove Forums

[http://Elsmar.com/Forums/search.php?do=process&titleonly=1&query=process+chart Process Chart Discussion Threads]

[http://Elsmar.com/Forums/search.php?do=process&titleonly=1&query=flowchart Flowchart Discussion Threads]

[[Flowchart]]

[[Process]]

== References ==

Process Benchmarking

Aurel — Sat, 05 Apr 2008 20:52:38 GMT

Summary: New page: A type of benchmarking that focuses on the observation of business processes including process flows, operating systems, process technologies, and the operation of target firms or departme...

A type of benchmarking that focuses on the observation of business processes including process flows, operating systems, process technologies, and the operation of target firms or departments.

== See also ==

== References ==

Process

Aurel — Sat, 05 Apr 2008 20:52:11 GMT

Summary: New page: The interaction of materials, machines/tools, methods and people together in an environment to produce a product or result. == See also == == References ==

The interaction of materials, machines/tools, methods and people together in an environment to produce a product or result.

== See also ==

== References ==

Problem Solving

Aurel — Sat, 05 Apr 2008 20:50:42 GMT

Summary: New page: A process for responding to an unacceptable condition in order to make it acceptable. In many cases, this means returning conditions to their prior state. In such cases, problem solving ca...

A process for responding to an unacceptable condition in order to make it acceptable. In many cases, this means returning conditions to their prior state. In such cases, problem solving can be distinguished from improvement because improvement's aim would be to change the conditions to a more desirable state, or to work on preventing or reducing the severity or frequency of the problem.

== See also ==

== References ==

Probability Sample

Aurel — Sat, 05 Apr 2008 20:46:56 GMT

Summary: New page: A sample drawn from a population using a random mechanism so that every element of the population has a known chance of ending up in the sample. == See also == == References ==

A sample drawn from a population using a random mechanism so that every element of the population has a known chance of ending up in the sample.

== See also ==

== References ==

Probability Density Function

Aurel — Sat, 05 Apr 2008 20:46:32 GMT

Summary: New page: The chance that a continuous random variable is in any range of values can be calculated as the area under a curve over that range of values. The curve is the probability density function ...

The chance that a continuous random variable is in any range of values can be calculated as the area under a curve over that range of values. The curve is the probability density function of the random variable. For example, the probability density function of a random variable with a standard normal distribution is the normal curve. Only continuous random variables have probability density functions.

== See also ==

== References ==

Probability

Aurel — Sat, 05 Apr 2008 20:45:46 GMT

Summary: New page: The chance of something happening. Calculated from the number of occurrences divided by number of times that occurrence could have occurred. == See also == == References ==

The chance of something happening. Calculated from the number of occurrences divided by number of times that occurrence could have occurred.

== See also ==

== References ==

Prioritization Grid

Aurel — Sat, 05 Apr 2008 20:45:15 GMT

Summary: New page: A tool used to make decisions based on multiple criteria. == See also == == References ==

A tool used to make decisions based on multiple criteria.

== See also ==

== References ==

Preventive Action

Aurel — Sat, 05 Apr 2008 20:44:37 GMT

Summary: New page: Action to eliminate the cause of a potential nonconformity or other undesirable potential situation. == See also == == References ==

Action to eliminate the cause of a potential nonconformity or other undesirable potential situation.

== See also ==

== References ==

Prevention

Aurel — Sat, 05 Apr 2008 20:44:04 GMT

Summary: New page: Working to improve the process so it is likely that problems or defects will be avoided and will not have to be addressed by inspection (see detection) and rework. == See also == == Ref...

Working to improve the process so it is likely that problems or defects will be avoided and will not have to be addressed by inspection (see detection) and rework.

== See also ==

== References ==

PPM

Aurel — Sat, 05 Apr 2008 20:43:38 GMT

Summary: New page: Usually an expression of Defect Rate in the automotive world. == See also == == References ==

Usually an expression of Defect Rate in the automotive world.

== See also ==

== References ==