Statistical Process Control
The title of the process is self-explanatory; as a rule, the statistical process control incorporates the array of statistical tools that permit monitoring the essential processes and quantify the outcomes thereof so that a detailed analysis of the changes in the product quality could be determined easily. Although at present, there is a variety of software that helps perform the required processes, the statistical process control techniques may also include using specific strategies (Kubiak & Benbow, 2009c).
For example, Pareto charts can be deemed as a rather efficient means of controlling product quality consistently and unceasingly. Similarly, a cause-and-effect diagram, also known as the fishbone diagram can be viewed as the tool for identifying the problems emerging in the course of a particular process. Finally, scatter plots are a prime example of not merely detecting the efficacy of the staff members at the given moment but also making forecasts (Kubiak & Benbow, 2009d).
Control Plan
As a rule, the control plan is determined as a description of the measures that must be taken in order to keep the quality rates at the required level in accordance with the DMAIC framework. For instance, a set of guidelines designed for a QA department in an aircraft corporation can be viewed as a control plan. Similarly, the guide for the sales manager to keep the number of customers consistent can be deemed as a control plan (Kubiak & Benbow, 2009a).
Total Productive Maintenance
The Total Productive Maintenance, or TPM, is a framework that serves as the means of keeping the integrity of the products released by the company at the needed level or improving it consistently. Traditionally, the array of methods for the promotion of TQM includes a regular upgrade of the equipment (or the purchase of new one), the introduction of improvements to the processes related to the firm’s operations, and the promotion of the corresponding corporate values among employees.
For instance, the use of the Corporate Social Responsibility concept and its enhancement among the staff members can be viewed as an attempt to enhance TPM. Similarly, the emphasis on corporate values can be used for this purpose. Additionally, the Lean Management aimed at reducing waste can be included in the array of the firm’s tools for bringing the equipment depreciation rates down (Kubiak & Benbow, 2009b).
Visual Factory
A Visual Factory is represented by the combination of charts, diagrams, graphs, and other tools for a graphic display of the relevant data as the means of reducing its dissemination and, thus, increasing the rates of staff’s performance. There is no need to stress that the success of a company nowadays hinges on the proper use of information. A Visual Factory, in its turn, helps arrange the information so that it could be processed faster (Kubiak & Benbow, 2009e).
For example, in order to evaluate the success of the company’s performance over the past ten years, the manager may consider incorporating Pareto charts, fishbone diagrams, scatter plots, and other tools to determine the general trends, point to the areas that need further development, etc. Likewise, a mind map can be sent from the manager to the company leader to outline the overall progress of the entrepreneurship and suggest further improvements for its success in a new market (Kubiak & Benbow, 2009d).
Reference List
Kubiak, T. M., & Benbow, D. W. (2009a). Chapter 35: Statistical process control. In The Certified Six Sigma Black Belt handbook (pp. 358-399). Milwaukee, WI: ASQ.
Kubiak, T. M., & Benbow, D. W. (2009b). Chapter 36: Other control tools. In The Certified Six Sigma Black Belt handbook (pp. 400-402). Milwaukee, WI: ASQ.
Kubiak, T. M., & Benbow, D. W. (2009c). Chapter 37: Maintain controls. In The Certified Six Sigma Black Belt handbook (pp. 403-407). Milwaukee, WI: ASQ.
Kubiak, T. M., & Benbow, D. W. (2009d). Chapter 38: Sustained improvements. In The Certified Six Sigma Black Belt handbook (pp. 408-412). Milwaukee, WI: ASQ.