“Six Sigma” quality is defined as achieving reduction in the variation which allows for a 1.5 sigma shift. It is also described as a philosophy, methodology, and a breakthrough strategy to solve problems. This talk presents an in-depth examination into the heads and tails of the “six sigma quality" concept. This session encourages discussion of the points versus the counterpoints to become better informed about the benefits of six sigma quality. The ultimate objective is to understand six sigma quality and place it in an appropriate context to reap the benefits.
ISO 9000/QS-9000 are well known quality system standards. Investment in implementation of ISO 9000 standards and equivalent is substantial as measured by a number of companies registered throughout the world. If we compare quality in entirety with two sides of the coin, the ISO 9000 standards represent only one side. The other side of the coin is quality improvement.
In this paper, the author reveals
the other side of quality in terms of counterpoints. The reasons
for revealing the other side as a counterpoints are numerous: (1) For the
last decade, investment in quality system development and maintenance is
disproportionately higher than the quality improvement, (2) ISO 9000 standards
are inconsistent with the state of the technology, (3) ISO 9000 standards
are inconsistent with the rate of technology development, (4) ISO 9000
standards define quality system in a very limited fashion, (5) ISO 9000
standards define quality itself in a limited fashion, and (6) ISO 9000
standards do not make
Once the counterpoints are understood, industries are likely to improve the balance between their investments in quality improvement and quality system maintenance.
There is no shortage of problem solving opportunities in the environment that we live and work in. SPS methodology developed and published by Dr. Bajaria provides the most productive path to the end results. The approach presented is a lean, incisive way to get at complex and particularly chronic problems - the kind that just won't go away, no matter what has been done. Statistical Problem Solving is an approach for common cause problems. Here is a chance to hear Dr. Bajaria, a problem-solver, who brings alive a presentation to teach and entertain the attack on common cause problems. The discussion is practical and problem focused. It is a busy, thought provoking, and humorous presentation. All can and will learn about three stages of complex problem solving: Talk to product, Talk to Process, and Talk to Solution.
Pareto Analysis is widely utilized for prioritizing problems to solve. Dr. Juan popularized the concept of Pareto into operational terms: “Vital few, trivial many”. Problem solving experiences suggest that the Pareto principle would work only if it is applied in the stable system. So, how do we know whether the Pareto data is coming from stable system or not? System stability can be examined with Shewhart principle. An entirely different problem priority would result, if we apply Pareto principle and Shewhart principle together. So, how do we apply Pareto principle + Shewhart principles together?
Discover how basics of Pareto principle have been misapplied which amount to huge financial losses. If you have been using Pareto principle, this presentation is highly likely to change your determination of problem solving priorities. Dr. Hans Bajaria explores and entertains on a very basic yet very vital topic in a ever changing world of quality perceptions and strategies.
The benefits of quality science and
continuity in quality control,
1) Horizontal systems, and 2) Vertical systems. Horizontal systems spread a single effective idea across the whole organization. Vertical systems use many proven tools in the most effective sequence to visualize and solve a specific problem. If investments in these two systems are not proportionate, the company can actually suffer heavy losses that could result in the closing of a business. In this presentation, we explore horizontal and vertical systems to examine how they define the fate of any organization.
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