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• Risk Analysis, Quality Assurance, ISO 9001 and Business Standards Information
• Fishbone Diagram - Process Improvement
• Deming's PDCA Cycle Visual Animation
• Process Capability - Cp versus Cpk Visual Animation
• Histogram Visual Animation
• Standards and Specifications Web Sites
• Process Control Loop with Data Feedback Routes
• Taguchi Loss Function Visual Animation and Equation
• The Elsmar Cove Lobby - Vintage Cove!
• The Elsmar Cove Premium Files Listing
• Elsmar Cove Training "Guide File" Sets
• The ANSI ISO 9000 document series
• Cove Member Files Listing
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• Elsmar LLC - ISO 9001 and Business Standards Services
• The Elsmar Cove Restricted Files Sign-Up Page
• The Elsmar Cove - Language Translations
• Marc Timothy Smith - Resume / Curriculum Vitae
• ISO 9001 Information
• TS 16949 Automotive Information - The Elsmar Cove
• • Imp/264 pages
  • Implementing An ISO 9001 Quality Management System
  • Understanding and Implementing - An ISO 9001 or Related - QMS - (Quality Management System)
  • Implementing An ISO 9001 Quality Management System
  • An Open Source Document
  • Files Included in this Package
  • About This Document - Contents
  • Sample Flow Charts
  • Introduction
  • Implementation Considerations
  • Quality Systems
  • ISO 9000 Family of Documents
  • ISO9001 DIS Structure
  • ISO 9001 Vs Baldrige
  • Malcolm Baldrige National Quality Award Criteria Circa 4/2001
  • ISO 9000
  • Where Did It Come From?
  • Liability
  • Origins
  • ISO 9001 and Quality
  • The Main ISO 900x Documents
  • The Stated Intent of ISO 9001
  • Differences In Sectors
  • Service As A Product
  • Why Do It?
  • Why Do It?
  • Project Duration
  • Simple Schedule
  • Typical Costs
  • Payback
  • Who�s Doing It & General Issues
  • A Quality Management System?
  • System vs. Process
  • What is a System?
  • Trade Relationships
  • The Organization as a System, Subsystems, and Processes
  • Systems and Subsystems
  • Organization As An Extended System
  • Organization As An Extended System
  • Extending Outside the Organization
  • An Extended System
  • Measures In The Extended System
  • Quality Through Process Improvement
  • What is a Process?
  • Examples of Processes
  • Significant and Critical Processes
  • Special Characteristics
  • Characteristics I
  • Characteristics II
  • Characteristics III
  • Characteristics IV
  • Characteristics V
  • Critical Characteristics Matrix
  • What Is A Quality Management System?
  • What is a QMS?
  • ISO 9001 QMS �Process Model�
  • ISO 9001 QMS �Process Model�
  • ISO 14001:1996 EMS �Process Model�
  • The ISO Standards
  • Required Level II Flow Charts (Procedures)
  • Some Other Expected Process Maps
  • ISO 9001 Distilled - 4, 4.1 - General Requirements
  • ISO 9001 Distilled - 4.2 - Documentation Requirements
  • ISO 9001 Distilled - 4.2.3 - Control of Documents
  • ISO 9001 Distilled - 5 - Management Responsibility
  • ISO 9001 Distilled - 5.2 - Customer Focus
  • ISO 9001 Distilled - 5.3 - Quality Policy
  • ISO 9001 Distilled - 5.4 - Planning
  • ISO 9001 Distilled - 5.5 - Responsibility, Authority and Communication
  • ISO 9001 Distilled - 5.5.3 - Internal Communication
  • ISO 9001 Distilled - 5.6.2 - Management Review Input, 5.6.3 - Management Review Outputs
  • ISO 9001 Distilled - 6 - Resource Management
  • ISO 9001 Distilled - 6.2.1 General (Human Resources)
  • ISO 9001 Distilled - 6.3 - Infrastructure
  • ISO 9001 Distilled - 6.3 - Infrastructure
  • ISO 9001 Distilled - 6.3 - More Infrastructure
  • ISO 9001 Distilled - 6.4 - Work Environment
  • ISO 9001 Distilled - 7 - Product Realization
  • ISO 9001 Distilled - 7.2 - Customer Related Processes
  • ISO 9001 Distilled - 7.2.3 - Customer Communication
  • ISO 9001 Distilled - 7.3.2 - Design and Development Inputs
  • ISO 9001 Distilled - 7.3.4 - Design and Development Review
  • ISO 9001 Distilled - 7.3.7 - Control of Design and Development Changes
  • ISO 9001 Distilled - 7.4 - Purchasing
  • ISO 9001 Distilled - 7.4.3 - Verification of Purchased Products
  • ISO 9001 Distilled - 7.5 - Production and Service Provision
  • ISO 9001 Distilled - 7.5.2 - Validation of Processes for Production and Service Provision
  • ISO 9001 Distilled - 7.5.4 - Customer Property, 7.5.5 - Validation of Processes for Production and Service Provision
  • ISO 9001 Distilled - 7.6 - Control of Monitoring and Measuring Devices
  • ISO 9001 Distilled - 8, 8.1 - Measurement, Analysis And Improvement
  • ISO 9001 Distilled - 8.2 Monitoring and Measurement, 8.2.1 Customer Satisfaction
  • ISO 9001 Distilled - 8.2.2 - Internal Audit
  • ISO 9001 Distilled - 8.2.3 - Monitoring and Measurement of Processes
  • ISO 9001 Distilled - 8.3 - Control of Nonconforming Product
  • ISO 9001 Distilled - 8.4 - Analysis of Data
  • ISO 9001 Distilled - 8.5, 8.5.1 - Continual Improvement
  • ISO 9001 Distilled - 8.5.2 - Corrective Action
  • ISO 9001 Distilled - 8.5.3 - Preventive Action
  • Implementation
  • Implementing ISO 9001
  • The Fed Ex Registration
  • A Consultant?
  • Basic Reasons To Consider A Consultant
  • Role of Consultant - Piano Teacher?
  • Deliverables
  • Implementation Guarantees
  • Example Guarantee Program
  • A Consultant? Some Last Thoughts...
  • Implementation - The Process
  • Implementation Strategies
  • Project Scope Considerations
  • Implementation Commandments
  • Initial Basic Suggestions
  • �Standard� General Registration Path
  • Top Level Project Flow
  • �Typical� Detailed Implementation Steps Example
  • Project Definition
  • Defining Responsibilities
  • Example Organizational Chart
  • Top Management
  • Responsibilities
  • Other Responsibilities
  • An Example Area �Element Responsibility� Chart
  • Department Specific Responsibility Tracking
  • Department Specific Responsibility Tracking
  • Department Specific Responsibility Tracking
  • Department Specific Responsibility Tracking
  • Department Specific Responsibility Tracking
  • Department Specific Responsibility Tracking
  • Department Specific Responsibility Tracking
  • Typical Failure Modes
  • Critical Success Factors
  • United States - IRS Deduction Ruling
  • A Plan - Think Project
  • Example Project Plan Snippet
  • Support of Upper Management?
  • A Management Committee
  • Project Kickoff
  • What Does This Mean To YOU?
  • Premise
  • Discovery! The Sweeps!
  • Success Based Upon
  • Old and New
  • Remember -- The Idea is NOT....
  • The Basics
  • Things to Know
  • Organization and Friendliness
  • Managers Should Think About...
  • Last Things to Think About
  • A �War Room� - (Status and Tracking)
  • Discovery and Classification
  • Define Document Types - (Classifications)
  • More on Documentation
  • Interviewing A Registrar
  • Basics
  • Inform & Discuss
  • About The Auditors
  • Questions & Thoughts 1
  • Questions & Thoughts 2
  • Questions & Thoughts 3
  • The Audits
  • Communications
  • Specification Interpretations
  • What�s In A Contract Anyway?
  • Audit Nonconformance Questions
  • Project Actions
  • Sweeps - The Discovery Phase
  • Sweeps
  • Where to Start - Documentation
  • Identification
  • Sweeping An Area - I
  • Sweeping An Area - II
  • Some Things To Think About...
  • More(!) Things to Think About
  • Organization and Friendliness
  • Discovery Phase (Sweeps) Check List
  • Discovery Phase Check List
  • Documentation - The Details
  • Why the Stress on Documentation?
  • What is Documentation?
  • An Everyday Work Instruction
  • What is Controlled Documentation?
  • �Standard� Documentation Pyramid
  • Documentation
  • Myths vs. Truths
  • Basic Rules
  • Quality Records
  • What Are Quality Records?
  • Typical Types of Records
  • Records Management Activities
  • Records Required By ISO 9001
  • Document Mapping
  • Document Mapping
  • Mapping Aspects
  • Document Tiers & Classes
  • High Level Documentation Structure
  • Local Documentation Tiers
  • Typical Documentation Tiers
  • Flow Up vs Flow Down
  • Documentation Compliance Considerations
  • Mapping - Two Aspects
  • Line Item Matrix Mapping
  • Determination of Required Documents
  • Summary
  • Process Mapping
  • Why Process Maps?
  • Typical Top Level Operations Flowchart
  • Business As A System (Process)
  • Use a Process Flow Chart!
  • Creating a Process Flow Chart
  • Creating a Process Flow Chart
  • Early Process Flow Diagram
  • Flowchart
  • Symbols Used In Flowcharts
  • Basic Flow Chart Example - High Level
  • Basic Flow Chart Example - High Level
  • Flow Chart Example - Low Level
  • Process Map Elements
  • Process Map Elements
  • Process Map Elements
  • 7 Steps to Process Mapping
  • Process Mapping Worksheets
  • Process Mapping Steps 1 and 2
  • Process Mapping Step 3
  • Process Mapping Step 4
  • Process Mapping Step 4
  • Job Descriptions
  • Process Mapping Step 4
  • Process Mapping Step 5
  • Process Mapping Step 6
  • Internal Audits
  • Internal Audits
  • The Internal Audit
  • A Typical Audit Process
  • Internal Audit Goal
  • Objective Evidence
  • Many Requirements
  • Internal Audits
  • Schedule Example
  • Outsourcing Internal Audits
  • Project Fulfillment
  • Enter The Registrar
  • The Registrar�s Document Review
  • Pre-Assessment Audit
  • Assessment Audit
  • Reasons For Third Party Audits
  • Reasons For Third Party Audits 2
  • What is an Auditor?
  • Auditors Are Not!!!
  • What Will The Auditors Do?
  • Who Will Be Audited?
  • The Audit Team
  • Types of Audits
  • What Will Happen If...
  • Things to Know
  • Things to Do
  • Things NOT to Do
  • General Things To Know and Do
  • Typical Audit Questions to Expect
  • Supervisors Should Think About...
  • Last Things to Think About
  • QS-9000 (now IATF 16949) / ISO 9001 Reminders
  • Real Life
  • Good Luck!
  • Implementing An ISO 9001 Quality Management System
  • Audit/202 pages
  • The 'Quality' Audit
  • The Quality Audit
  • Did I Catch You Unaware?
  • Auditing
  • An Open Source Document
  • Partial List Of Files In This Guide
  • Guide Objectives
  • Related Stuff We ll Be Covering
  • Caution
  • Caution II
  • Auditing - The Program
  • The Goal Of An Audit
  • Basic Types of Audits
  • Audit Sub-Types
  • Audit Types
  • A Typical Audit System
  • Definitions: Who
  • Definitions: What
  • Phases of Auditing
  • The Standard Four Phases
  • The Part People See
  • Quality Audit
  • Objective Evidence
  • Objective Evidence II
  • Reasons For Audits
  • More Reasons For Audits
  • The Audit Must Be
  • Validation
  • Auditors Are Not .
  • Why A Formal Audit Program?
  • Internal Audits
  • The Internal Audit
  • IIA s Definition Of Internal Audit
  • Internal Audit System Base Requirements
  • Internal Audit System Base Requirements
  • Role of the Internal Auditor
  • Internal Quality Auditing
  • PPT Slide
  • Compliance Audits
  • Compliance Audits
  • Compliance Audit
  • Compliance Audit
  • Systems Audits
  • Systems Audit
  • Systems Audit
  • Example Training System - A Support System
  • Process Audits
  • Process Audit
  • A Typical Series Of Manufacturing Processes
  • Process White Space Issues
  • Manufacturing Processes
  • Product Audits
  • Product Audit
  • Product Audit - A Brief Review
  • What Will YOU Will Be Auditing?
  • Basic Audit Focus?
  • Internal Audits - Focus
  • Reasons To NOT Address Compliance In Internal Audits
  • Reasons To NOT Address Compliance In Internal Audits
  • Reasons To NOT Address Compliance In Internal Audits
  • Reasons To NOT Address Compliance In Internal Audits
  • The Famed Document Pyramid
  • 4.2.3 Control of Documents (4.5)
  • Another Document Control System
  • Audit Types - A Brief Review
  • A Quality Management System?
  • A Quality Management System?
  • ISO/QS-9000 (now IATF 16949) Quality Management System
  • Procedures & Systems
  • Many Requirements
  • The ISO Standards
  • The QS 9000 Document Origins
  • Documentation Hierarchy
  • PPT Slide
  • Typical Operations Flowchart
  • The Bottom Line
  • The Details
  • Complex Trade Relationships
  • An Organization As A Collection of Systems
  • What is a System?
  • System vs. Process
  • Systems Responsibilities
  • Systems Responsibilities II
  • The Organization as a System, Subsystems, and Processes
  • Systems and Subsystems
  • Extending Outside the Organization
  • An Extended System
  • Measures In The Extended System
  • CAUTION!
  • What is a Process?
  • Examples of Processes
  • Quality Through Process Improvement
  • Significant and Critical Processes
  • Responsibilities
  • Client s Responsibility
  • Auditor s Responsibility
  • Auditee s Responsibility
  • Auditor Qualifications
  • Education, Training & Experience
  • Auditor Personal Qualities
  • Personal Attributes
  • Applying Auditor Attributes
  • Audit Preparation
  • Planning The Audit
  • Audit Scope
  • The Audit Plan
  • Audit Failure Modes
  • A Second Auditor
  • Audit Team Assignments
  • Audit Frequency
  • QS-9000 (now IATF 16949) Requirements
  • ISO 9001:2000 Requirements
  • ISO 9001:2000 Requirements Summary
  • Internal Audit Schedule Example
  • Example Responsibilities Matrix
  • A Sample Compliance Audit Schedule
  • Check Lists
  • Check Lists
  • Check List Benefits
  • Check List Preparation
  • Check List Example
  • Check List Thoughts
  • Sample Size
  • Sample Size
  • Sample Size II
  • Audit Strategy
  • Audit Strategies
  • Internal Audit Strategies
  • Available Information
  • Review of Working Documents
  • Representative Samples
  • Pre-Audit Confirmation
  • Executing the Audit
  • Changes Happen
  • Opening Meeting
  • A Registrar s Opening Meeting Outline I
  • A Registrar s Opening Meeting Outline II
  • A Registrar s Opening Meeting Outline III
  • A Registrar s Opening Meeting Outline IV
  • A Typical Registrar s Finding Record
  • A Registrar s Opening Meeting Outline V
  • A Registrar s Opening Meeting Outline VI
  • Other Interpretations
  • Other Interpretations
  • Other Interpretations
  • Other Interpretations
  • Conducting The Audit
  • Registrar Audits
  • Registrar Audits II
  • Registrar Audits III
  • Audit Hints
  • Questions To Ask?
  • Taking Notes As Reference
  • Take Copious Notes!!!!
  • Taking Notes As Evidence
  • Avoiding Trouble
  • Good Auditing Practices
  • Keep People Informed
  • Bad Auditing Behavior
  • Expect These Reactions / Emotions
  • Interview the Right People
  • You re In The Audit Now!
  • Recording Nonconformances
  • Nonconformance Exists Because
  • Standard Nonconformance Categories
  • Establish The Facts
  • Facts About Facts
  • Things to Consider -- Is It Serious?
  • Assessing Nonconformances
  • Simple Nonconformance Report Form
  • Sample Audit Summary Sheet
  • The Closing Meeting
  • Nonconformance Reports
  • Writing Nonconformance Reports
  • Summary Content
  • Audit Reports
  • The Audit Report
  • Audit Report Example
  • Corrective Action
  • Corrective & Preventive Actions
  • Audit Follow-Up
  • Re-Audit Focus
  • Audit Records
  • Being Audited - Life on The Other Side Of The Fence
  • Being Audited
  • What is Controlled Documentation?
  • What is an Auditor?
  • What Will The Auditors Do?
  • Who Will Be Audited?
  • The Audit Team
  • Types of Audits
  • The Reason For Audits
  • What Will Happen If...
  • Things Everyone Must Know
  • Things to Do
  • Things NOT to Do
  • General Things To Know and Do
  • Some Typical Questions to Expect
  • Managers Should Think About...
  • Some Last Things to Think About
  • Good Luck!
  • The 'Quality' Audit
  • 8D/252 pages
  • The 8-D (Eight Disciplines) Problem Solving Methodology
  • Don't Let This Happen To YOU!
  • The 8-D Methodology
  • Files Included In This Package
  • The Red Road Graphics
  • About .swf Files - 1
  • About .swf Files - 2
  • Origins: Mil-Std 1520
  • The Target & Goal
  • The 8-D System
  • Typical Investigation Time Line
  • A Nonconformance Database
  • Analysis vs. Action
  • Process Tools
  • Process Tools
  • Recommended Statistical Courses
  • Statistical Tools
  • Statistical Tools 1
  • Statistical Tools 2
  • Universe, Populations & Samples
  • Interpreting Statistics
  • Interpreting Statistics
  • Interpreting Statistics
  • Histogram Animation
  • Normal Distribution (Bell Curve)
  • Standard Deviation - A Measure of Dispersion
  • Basic Terms
  • Standard Deviation
  • Cp Animation
  • Cpk Animation
  • D0 - Problem Identified
  • Where Was The Problem Identified?
  • Typical Top Level Operations Flowchart
  • Process Flow Animation
  • Early Process Flow Diagram
  • Where Was The Problem Discovered?
  • Where Did The Problem Escape?
  • White Space Issues
  • Asking Why. How Far? Where Do I Look?
  • Design Block Diagram Example
  • Cause and Effects Animation
  • Failure Modes In Measurement Systems
  • Process Variation
  • Distributions From Variation
  • Process Variation
  • Causes of Variation
  • Facts About Causes of Variation
  • Tampering - Process Variation
  • Structural Variation
  • Problem vs. Symptom
  • When An 8-D Is Necessary
  • When An 8-D Is Necessary
  • When An 8-D Is Necessary
  • Verification vs. Validation
  • Investigative Questions
  • Investigative Questions
  • D1 - Use Team Approach
  • The 8-D System
  • Team Approach
  • Establishing A Team (Flow)
  • The Team - Basics
  • Brainstorming
  • How To Brainstorm
  • Individual vs. Group Brainstorming
  • Define Scope Of Team
  • Natural Work Group vs. Team
  • Team Structure
  • Team Organization
  • Decision Making Criteria / Model
  • Roles In A Team
  • Inputs To Team
  • Team Goals
  • Basic Team Rules
  • Team Meeting Responsibility
  • Team-to-Team Communication
  • Successful Teams
  • Team Check List
  • D2 - Describe The Problem
  • The 8-D System
  • Describe the Problem
  • Describe the Problem
  • Customer Complaints
  • Operational Definition of the Problem
  • Symptoms vs. Causes
  • Problem Solving
  • In-Depth Analysis
  • 5W - 2H Analysis
  • 5W - 2H Analysis
  • Stratification Analysis
  • Describe the Problem
  • Describe the Problem Flow
  • Root Cause Analysis
  • Investigative / Tracking Charts
  • Is / Is Not Questions
  • Is / Is Not Example
  • Timing Plan
  • Describe the Problem Phases
  • Describe the Problem Questions
  • Describe the Problem - 5W-2H
  • Customer Terms / Symptoms
  • Understanding Your Processes and Systems
  • Production Cause and Effects Diagram
  • Service Cause and Effects Diagram
  • Flow Charting
  • Creating a Process Flow Chart
  • Creating a Process Flow Chart
  • Early Process Flow Diagram
  • GM Example Process Flow Chart
  • Basic Flow Chart Example
  • Basic Flow Chart Example
  • Control Plan Example (GM)
  • FMEAs - Predicting Failure & Problems
  • Describe The Problem Check List
  • D3 - Containment
  • The 8-D System
  • Implement and Verify - Interim (Containment) Actions
  • Contain Symptom Flow
  • Containment Actions Objective
  • Containment Actions
  • Containment Actions
  • Containment Actions
  • Typical 8-D Time Line
  • Containment Actions
  • Containment Actions Flow
  • Verifying Containment Actions - Pilot Runs
  • Containment Actions Verification Questions
  • Contain Symptom Check List
  • D4 - Define Root Cause(s)
  • The 8-D System
  • Define and Verify Root Cause(s)
  • Root Cause Of A Failure
  • Two Root Causes
  • Initial Data Evaluation
  • Initial Data Evaluation
  • Initial Data Evaluation
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Control Chart Analysis Reaction
  • Control Chart Analysis Reaction
  • Define and Verify Root Cause(s)
  • Define and Verify Root Cause(s)
  • Define and Verify Root Cause(s)
  • Define and Verify Root Cause(s)
  • Hypothesis Generation
  • Six Steps Of Investigation
  • Define and Verify Root Cause(s)
  • Define and Verify Root Cause(s)
  • Identify Alternate Solutions
  • Define and Verify Root Cause(s)
  • Define and Verify Root Cause(s)
  • Define and Verify Root Cause(s)
  • Identify Potential Causes - Cause & Effects Diagram
  • Analyze Potential Causes - Validate Root Cause
  • Potential Causes - Some Questions
  • Analyze What Has Changed
  • Data and Root Causes
  • Product - Process Assumptions
  • Errors 1
  • Errors 2
  • Errors 3
  • Process Failure Causes
  • Process Control Examples
  • The Poka-Yoke System
  • We have Quality Problems!
  • We Have a Quality Problem!
  • Section One
  • Poka Yoke Defined
  • Process vs. Operation
  • Operation & Process
  • Categories of the Process Function
  • Categories of the Operation Function
  • 5 Elements of Production
  • Defining The 5 Elements
  • Changes in the Elements
  • 4 Process Phenomena's
  • Shigeo Shingo�s Five Questions
  • Section Two
  • Reasons Why We Don�t Need Poka Yoke
  • Separating Error From Defect
  • Causes of Defects
  • Levels of Defects
  • Section Three
  • Inspection Philosophies
  • 3 Methods of Inspection
  • Judgment Inspection
  • SPC Inspection
  • Source & Sequential Inspection
  • Section Four
  • Production Efficiency & Waste
  • Types of Waste
  • Cost Contributing to Waste
  • Section 5
  • Shingo�s Method
  • Poka Yoke Devices, Systems & Inspection
  • Poka Yoke Devices, Systems & Inspection
  • Every Day Examples
  • Electrical Polarity Poka Yokes
  • Floppy Disk Poke-Yokes
  • Poka Yoke Devices, Systems & Inspection
  • Section 6
  • Organizing Systems for Zero Defects
  • Questions to Ask About Present Systems
  • D5 - Choose, Implement & Verify Corrective Actions
  • The 8-D System
  • Choose, Implement & Verify CA Objective
  • Choose, Implement & Verify Corrective Actions
  • Choose, Implement & Verify Corrective Actions
  • Choose, Implement & Verify Corrective Actions
  • Choose, Implement & Verify Corrective Actions
  • Choose, Implement & Verify Corrective Actions
  • Confirmation Questions
  • Verification Questions
  • Corrective Actions Check List
  • D6 - Implement Permanent Corrective Actions
  • The 8-D System
  • Implement Permanent CA Objective
  • Implement Permanent Corrective Actions
  • Implement Permanent Corrective Actions
  • Implement Permanent Corrective Actions
  • Implement Permanent Corrective Actions Flow
  • Implement Permanent Corrective Actions Flow
  • Validation Evidence
  • Corrective Action Questions
  • Ongoing Controls - Questions
  • Forecast Outcome
  • Implement CA and Verify Over Time Check List
  • D7 - Prevent Recurrence
  • The 8-D System
  • Prevent Recurrence Objective
  • Prevent Recurrence
  • Prevent Recurrence
  • Prevent Recurrence
  • Prevent Recurrence
  • Prevent Recurrence Flow
  • Prevent Recurrence Questions
  • Prevent System Problems Check List
  • D8 - Congratulate Your Team
  • The 8-D System
  • Congratulate the Team
  • Congratulate Your Team
  • Congratulate Your Team
  • Congratulate Your Team Flow
  • Congratulate Your Team Objective & Questions
  • Congratulate Your Team Check List
  • The 8-D (Eight Disciplines) Problem Solving Methodology
  • SPC/54 pages
  • Thoughts about Statistics and Statistical Process Control (SPC) in Business Systems
  • Statistics
  • Recommended Statistical Course Attendance
  • Basic Definitions
  • Universe, Populations & Samples
  • Statistical MethodologyStatistical methods are procedures for drawing conclusions about populations utilizing information provided by random samples.
  • Classification of Statistics:
  • Four Levels of Measurements
  • SPC is Concerned With:
  • Data Collection
  • Venn Diagrams - - Thoughts about Statistics and Statistical Process Control (SPC) in Business Systems
  • Events
  • Putting it all Together
  • SPC
  • Variation
  • Causes of Variation
  • Causes of Variation
  • Distribution
  • A �Normal� Distribution
  • Normal Distribution (Bell Curve)
  • Standard Deviation
  • Standard Deviation
  • Basic Terms
  • More On Standard Deviation
  • Dispersion Revisited
  • Population vs Sample
  • Samples
  • Samples
  • Samples
  • Samples
  • So What?
  • A Square Root?
  • A Shift in the Center
  • Control Chart
  • Control Charts
  • Control Charts
  • Control Chart Construction
  • Control Chart Construction
  • Chart the Data
  • Figuring Control Limits
  • A1, D3 and D4 Table
  • Attribute Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Interpreting Control Charts
  • Analysis Reaction
  • Analysis Reaction
  • Thoughts about Statistics and Statistical Process Control (SPC) in Business Systems
  • Identify_Waste/27 pages
  • Identification of Waste in Manufacturing and Other Business Systems
  • Identification of Waste
  • Purpose of Waste
  • Identification of Waste
  • Defining Waste
  • Definition of Waste
  • Understanding Waste
  • Understanding Waste
  • Understanding Waste
  • Identification of Waste
  • WASTE of Inventory
  • Inventory Hides Problems !!Inventory Hides Waste !!
  • Why We Want To Reduce Inventory
  • Why We Want To Reduce Inventory
  • Why We Want To Reduce Inventory
  • WASTE of Overproduction
  • WASTE of Correction
  • WASTE of Material and Information Movement
  • WASTE of Processing
  • WASTE of Waiting
  • WASTE of Motion
  • Resource Conservation and Pollution Prevention
  • Resource Conservation and Pollution Prevention
  • Resource Conservation and Pollution Prevention
  • Observation Worksheet: Identification of Waste
  • Observation Worksheet: Identification of Waste
  • Identification of Waste in Manufacturing and Other Business Systems
  • Pull_Systems/44 pages
  • Pull System
  • Pull System
  • Pull System
  • Push System
  • The Material Dilemma
  • The Toilet Paper Analogy
  • Customer Pull
  • Synchronous / Lean ManufacturingPull System
  • Replace Consumption
  • Pull System Example
  • Push vs. Pull
  • PPT Slide
  • Pull Signals
  • PPT Slide
  • Example of an �Internal� Pull SignalVisual Control Board
  • Pull Signal - Card
  • Reverse side of Pull Signal Card
  • What are the Situations Displayed?
  • Which Part Should be Run First?
  • Pull - Loop Flow Diagram
  • De-Coupled Pull Process
  • Is This Familiar?
  • Pull Signals
  • CONTAINER OR DOLLY EXCHANGE
  • Why a Standard Pack?
  • Pull Signals
  • MATERIAL LIGHT BOARD
  • MATERIAL LIGHT BOARD
  • Pull Signals
  • Guidelines for Types of Pull Signals
  • Pull System Loops
  • Internal Loop Planning
  • How Many Pull Signals?
  • Pull Signal Monitoring � Case 1
  • Pull Signal Monitoring � Case 2
  • Pull Signal Monitoring � Case 3
  • Pull Signal Monitoring � Case 4
  • How Will Pull System Change Your Job?
  • Implementation of a Pull System Is Affected by Many Factors
  • Benefits of Pull Systems
  • Benefits of Pull Systems (Continued)
  • Pull Signal Calculations
  • Observation Worksheet: Pull System
  • Pull System
  • Lead_Time/28 pages
  • Lead Time Reduction
  • Lead Time Reduction
  • Purpose of Lead Time Analysis
  • Time = Money
  • Lead Time - Oil Change
  • Lead Time Reduction
  • Lead Time Definition
  • Every Process Has a Lead Time
  • Lead Time Reduction Graphic Tool Process
  • Lead Time Reduction Process
  • Identify the Beginning of the Process
  • Walk Through the Process
  • Take Measurements
  • Lead Time Reduction Process
  • Lead Time Reduction Process
  • Lean Implementation WorkshopLead Time Analysis
  • Graph the Process
  • Summarize Information
  • Analyze & eliminate VA and NVA activity
  • Lead Time Reduction Process
  • Lean Implementation Workshop Lead-time Analysis
  • Lead Time Reduction Process
  • Lead Time Reduction Improvement Tools
  • Lead Time Reduction Process
  • Lead Time Reduction Process
  • Leadtime Analysis Graphic Tool
  • Leadtime Analysis Graphic Tool
  • Lead Time Reduction
  • Discovering_Change/24 pages
  • Discovering Change
  • Discovering Change
  • Purpose of Change
  • We Need To Change
  • Change & Improvement Don�t Come Easy
  • Things We Hide Behind . . .
  • Barriers to Improvement
  • There is nothing permanent . . .
  • If you always do what you always did...
  • What Makes People Want to Change?
  • Breakthrough !
  • The Message of Paradigms
  • The Message of Paradigms
  • Competitor�s Paradigm Shift
  • Paradigm Shifts
  • Which organization is likely to lead the way in the 21st Century?
  • Change must be driven throughout the business system
  • Lean Manufacturing/Organization or...
  • Managing Complex Change
  • Reflecting on Change
  • Educators Tell Us We Learn & Understand
  • So In The Conference Room We Will . . .
  • And At The Worksite We Will . . .
  • Discovering Change
  • APQP/243 pages
  • APQP - Advanced Product Quality Planning - In Consonance with the AIAG's APQP Manual
  • APQP - Advanced Product - Quality Planning - In Consonance with the AIAG�s (QS-9000 (now IATF 16949) ) APQP Manual
  • Files Included In This Package
  • The Red Road Graphics
  • About .swf Files - 1
  • About .swf Files - 2
  • Each APQP Is Unique!
  • What Is APQP?
  • What is the AIAG�s APQP Reference Manual?
  • Basics
  • The Target & Goal
  • Advanced APQP Section
  • APQP - Advanced Product Quality Planning - In Consonance with the AIAG�s (QS-9000 (now IATF 16949) ) APQP Manual
  • Meeting the Intent
  • What Is APQP?
  • The QS-9000 (now IATF 16949) �Quality� System
  • What is the AIAG�s APQP Reference Manual?
  • Advanced Product Quality Planning
  • APQP Phases
  • APQP Team
  • �Phase� Inputs & Outputs
  • Inputs / Outputs - Phase 1
  • Inputs / Outputs - Phase 2
  • Inputs / Outputs - Phase 3
  • Inputs / Outputs - Phase 4
  • Inputs / Outputs - Phase 5
  • Phase 1 Inputs
  • Voice of the Customer
  • Inter-Relationships
  • Relationships
  • Typical Automotive Trilogy Development
  • Document Links
  • Document Critical Paths
  • Automotive Process FMEA
  • Effects of Changing the Process FMEA
  • A Corrective Action System
  • Product Specific FMEA Approach
  • Current Control Plans & FMEAs
  • One Proposed Terminology
  • FMEA White Space Issues
  • Discrete Documents
  • Automotive Documentation Development
  • Base Documentation
  • Early Process Flow Diagram
  • The Control Plan
  • Example Control Plans
  • Control Plan Data Sources
  • End Advanced APQP Section
  • Relationships
  • Advanced Product Quality Planning
  • Ford�s Concept to Customer (CTC)
  • Simplicity
  • A Simple APQP Sequence
  • QS 9000
  • A Word About Design
  • PPAP
  • Typical Automotive Trilogy Development
  • Automotive Documentation Development
  • APQP Design & Process Controls
  • Product Quality Planning Responsibility Matrix
  • Product Quality Planning Checklists
  • Benefits of APQP
  • Each APQP is Unique
  • Progressive Fundamentals
  • Teams
  • Team Organization
  • Natural Work Group vs. Team
  • Roles In A Team
  • Team Experience
  • Team Experience (continued)
  • Team-to-Team Communication
  • Define Project Scope
  • Simple Responsibilities Matrix Example
  • APQP Documents and Elements
  • Training
  • Recommended Statistical Courses
  • Customer and Supplier Involvement
  • Simultaneous (Concurrent) Engineering
  • Customer Requirements
  • Base Documentation
  • Inter-Relationships
  • Chicken or Egg
  • Typical Automotive Trilogy Development
  • The Links
  • Document Links

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