Cost of Quality

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来自 University System of Georgia 的课程

Six Sigma and the Organization (Advanced)

367 个评分

University System of Georgia

Six Sigma and the Organization (Advanced)

367 个评分

课程 1（共 4 门，Specialization Six Sigma Green Belt）

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

从本节课中

Lean Principles in the Organization

In this module, Dr. Bill Bailey will introduce you to the history of lean as well as new lean concepts. Dr. Bailey will also explain the five lean principles. In addition, this module will introduce you to more quality tools used in lean. This module also begins with a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt material. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content.

Explaining Yellow Belt Refresher Areas1:26

Purpose of Lean5:54

Value Stream Mapping3:58

JIT and Kan Ban8:05

Value to the Organization2:45

Suboptimization6:07

Kaizen and Kaizen Blitz4:04

Cost Benefit Analysis3:50

Cost of Quality4:15

与讲师见面

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

In the first yellow belt course,

we introduced the idea of the cost of quality.

We will review that here, and add some additional ideas.

We identified four traditional areas of cost.

External failures, internal failures, appraisal and prevention.

We also identified the optimal level of quality

in regard to costs as 100% good quality.

The cost of quality for

an organization without a well developed quality system may look like this.

The biggest cost is external failures followed by internal failures.

Not that much is spent on appraisal or prevention.

As an organization addresses the problem of external failures,

they will increase inspection.

So the cost of appraisal will increase and because errors are caught

before they get to the customer, internal failures will also increase.

As the organization continues to mature in its quality efforts,

they will start to spend more on prevention.

A robust system of prevention and

appraisal will drive down the costs of both internal and external failures.

As an organization continues to mature, they might focus more on prevention.

With better prevention methods in place, it may even be possible

to reduce the scope or frequency of inspection and reduce appraisal costs.

Remember also that some of the prevention costs like error proofing,

are one-time costs.

The costs of quality are not the same as the costs of the quality function or

the quality organization.

To get total quality costs, you would need to add up all of the costs associated

with internal failures, external failures, appraisal, and

prevention, plus any of the hidden costs of quality that can be quantified.

Any product or service that is not perfectly executed carries a cost.

As we saw in a previous presentation,

cost benefit analysis is a commonly used management tool, but

applying it to cost of quality systems may cause problems.

It may lead you to focus only on internal benefits or

benefits that are easily measured.

For example, a product line has customer returns

that cost $5,000 a month or $60,000 per year.

A solution would cost $100,000.

A cost benefit analysis might conclude that the investment is not justified.

However, many benefits of solving this problem might be ignored.

What about the cost to replace the returned items?

The cost of expedites?

Loss of customers?

The disruption to the schedule and to replace the returned items, or

higher inventory levels that are necessary to buffer against the problem.

A program that actively monitors and

manages the cost of quality can provide real benefits.

It can help to identify opportunities for improvement.

Failure costs can be prioritized by using Pareto analysis.

It can also help the organization address the root cause of problems,

rather than symptoms.

Many organizations understand and acknowledge the costs of poor quality,

but very few have programs that actively monitor and manage these costs.

The most expensive scenario is when a customer discovers a quality issue.

It's cheaper if you discover the issue, but

best when the system prevents the issue.

As a quality systems grows more sophisticated and matures, issues

caught by the customer and the related costs will become increasingly rare.

The system will prevent more quality issues, and the cost will be minimized.

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