Seminars and Workshops

 

Orientation and Overview Seminars

An Overview of Total Quality Management

Purpose
The purpose of this seminar is to provide all levels of management and supervision with a comprehensive understanding of the integrated components of the LWI Total Quality (TQ) model. In-depth explanations, tied to profit and productivity, are provided to allow the participants to appreciate how each of the model components "fit together" and understand the benefits of such a model.

The philosophical and financial motivations and benefits resulting from the implementation of TQ are provided in detail. Provided also are specific guidelines for the implementation of TQ.

Time Requirement
1 day

Number of Participants
75 participants maximum

Prerequisites
None

Primary Resource Materials
An Orientation to Total Quality transparency guide

Content Outline

1. An Overview of the Components of Total Quality Management
A. The Management Technologies
1) Policy Deployment
2) Daily Management
3) The PDCA Discipline
B. The Supporting Technologies
1) Total Quality Assurance
2) Just-In-Time Processing
3) Employee Involvement
2. A Breakdown of Customer-Driven Total Quality Assurance
A. Supplier Quality Assurance
B. Customer Quality Assurance
C. Statistical Quality Control
1) Problem-Solving
2) Quality Improvement Strategy
3. A Suggested Model for TQ and case studies from business and industry
4. Recommendations for the Successful Implementation of TQ
5. Sustaining TQ: Recommendations for Management
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An Orientation to Total Quality Assurance

Purpose
The purpose of this seminar is to provide managers and supervisors at all levels with an understanding of the technical requirements associated with the implementation of customer-driven quality assurance in a TQ organization. Particular attention is provided to a quality improvement strategy, designed to bring critical product and process characteristics into a state of control and capability. The role of this effort within the TQ model and its interrelationships is also explored in depth.

Case studies and applicable examples from a number of varied industries and companies are utilized within the seminar to enhance participants' understanding of the implementation of TQ in general, and statistical quality assurance in particular.

Time Requirement
16 hours

Number of Participants
50 participants maximum

Prerequisites
None, although participation in An Overview of Total Quality is desirable and recommended.

Primary Resource Materials
A Quality Improvement Strategy for Critical Product and Process Characteristics and An Orientation to Total Quality transparency guide

Content Outline

1. An Overview of the Components of Total Quality Management (Brief)
A. The Management Technologies
1) Policy Deployment
2) Daily Management
3) The PDCA Discipline
B. The Supporting Technologies
1) Total Quality Assurance
2) Just-In-Time Processing
3) Employee Involvement
2. A Breakdown of Customer-Driven Total Quality Assurance (Brief)
A. Supplier Quality Assurance
B. Customer Satisfaction and Quality Function Deployment
C. Statistical Quality Assurance
3. The Structure and Purpose of the Total Quality Assurance Function (Major Emphasis)
A. Selecting Focal Points for the Implementation of TQM
B. Problem-Solving versus Quality Improvement
C. The Quality Improvement Strategy: A Road Map for Bringing Critical Characteristics into a State of Control and Capability
D. Case Studies from Industry
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Coursework and Seminars in the Management Technologies

Daily Management

Purpose
This overview will describe what Daily Management is, how it works, why it is needed, and how it fits with other management systems.

We will present a unique, comprehensive model for Daily Management and describe its various components.

We will conclude with guidelines for implementation and ongoing operation.

At the conclusion of the overview, participants should be able to define Daily Management and why it is needed, describe the purpose and function of each component in the Daily Management model, and participate in the planning, implementing, and ongoing operation of Daily Management Systems.

Time Requirement
1 day

Number of Participants
Maximum of 30 participants

Primary Resource Material
Daily Management Overview Guide

Content Outline

  1. Introduction
  2. Three Management Systems
  3. Basic Concepts
  4. House of Daily Management
  5. Roles and Responsibilities for Implementation

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Strategic Planning and Policy Deployment

Purpose
The purpose of this seminar is to provide managers and supervisors, as well as quality personnel, with an overview of the steps and procedures associated with policy deployment.

Specific topics reviewed, with practical and functional examples, include Strategic Plan development, Strategic Product-Market Analysis, Mission Statement requirements, and Customer Quality Assurance system requirements.

This seminar has been designed as a two day seminar/working session. The first day is primarily devoted to the presentation of the content. The second day may be utilized as a guided working session for the development of the components and procedures associated with the elements of a Policy Deployment system.

Time Requirement
2 days

Number of Participants
30 participants maximum

Prerequisites
An Orientation to Total Quality

Primary Resource Materials
Elements of Strategic Planning and Policy Deployment
National Label Company: A Strategic Planning and Policy Deployment Case Study

Content Outline

  1. A review of the components necessary to properly execute a Policy Deployment system (e.g., Vision and Beliefs Statement; Mission Statement; and Focal Point Charts)
  2. A review of Strategic Planning, with coverage of the essential elements required for a Strategic Plan so as to facilitate Policy Deployment
  3. A review of Strategic (Product-Market) Analysis, with an assessment of those data bases required for the Policy Deployment effort
  4. A review of those elements and data that  must be generated from a Customer Quality Assurance system to allow for the appropriate development of a Strategic Plan
  5. A comprehensive presentation of a recommended design for a Policy Deployment and Daily Management system

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New Roles For Leadership In A TQ Environment

Time Requirement
3 consecutive days 

Number of Participants
30 participants 

Prerequisites
No formal prerequisites are necessary for this course, although participants may be asked to do some pre-work assignments and some initial thinking about the changing roles of supervisors in a TQ environment.

Primary Resource Materials
Any and all pre-readings that may be disseminated prior to the session.
During the conduct of this course, a training manual will be the primary resource.

Content Outline

1. Past Organizational Systems
A. Organizational Culture
B. Organizational Politics
C. Values and Ethics
2. Present and Future Organizations
A. Transitions
B. New Driving Forces
C. Organizational Culture
D. Organizational Politics
E. Values and Ethics
3. Leadership
A. Vision
B. Empowerment
C. Strategic Thinking
D. Motivation
E. Situational Leadership
F. Business and Customer Requirements
4. Changing Roles
A. Coaching
B. Facilitating
C. Negotiating
D. Mentoring
5. Required Skills
A. Problem Solving
B. Coping with Difficult People
C. Decision Making
D. Communication Skills
E. Stress Management
F. Conflict Management
G. Group Process

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Foundations of Industrial Research and Experimental Design

Purpose
The purpose of this seminar is to provide managers, supervisors, and technical personnel with an understanding and appreciation of the industrial research process. This body of knowledge will allow seminar participants to more appropriately direct and participate in the conduct of industrial research in their areas of responsibility. Statistical methods are de-emphasized in this seminar. The procedures and methods employed in conducting sound and replicable research are highlighted, discussed, and explained through the presentation of the applicable theory, followed by a review of actual case studies.

Time Requirement
32 hours (4 days @ 7 hours and 1 day @ 4 hours)

Number of Participants
25 participants maximum

Prerequisites
Statistical Methods for Managers (Required)
An Introduction to Statistical Process Control and Capability (Recommended)

Primary Resource Materials
Foundations of Industrial Research and Experimental Design Volumes 1 and 2 (Dedicated manual, 425 pages)

Content Outline

1. Initially Describing the Research Study
2. Developing the Theoretical Framework of the Study
3. Operationalizing the Statement of the Problem: Research Questions and Hypotheses
4. Underlying Concepts and Definitions of Experimental Design
5. The Basic Logic and Purpose of an Experimental Design
6. Types of Experimental Designs
7. Designing the Industrial Experiment
8. Assessing the Industrial Experiment for Adequacy and Efficiency
9. Case Studies (8)
A. Coolant Vendor Analysis
B. Maintenance Technique Comparison
C. Hybrid Corn Comparison
D. Label Selection (Sales)
E. Label Adherence Study
F. Injection Molding Study
G. Baked Cracker Package Design
H. Product Design: Ammunition
10. Sampling Procedures and Considerations
11. Establishing the Validity of the Data
12. Managing the Execution of the Experiment
13. Designing the Plan for the Statistical Analysis of the Data
14. Reporting the Results of the Research Study

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Asking the Right Questions

Purpose
This seminar provides managers and supervisors with an opportunity to apply statistical skills acquired in earlier courses. Participants learn to synthesize and evaluate the results of research and data-gathering efforts as intelligent consumers of data, ask correct and appropriate questions, make appropriate observations, and suggest sensible follow-up strategies when presented with the results of industrial research. The participants will walk through the appropriate analyses of a number of studies actually conducted in various plants. Analyses corresponding to both the vendor and customer perspective are explored.

Time Requirement
2 to 3 days

Number of Participants
25 participants maximum

Prerequisites
Foundations of Industrial Research and Experimental Design

Content Outline

  1. Improving Incoming Material for Our Can Plant Customers
  2. Analyzing Steam Line Performance on Our Local EMC Pit
  3. Understanding the Surface Quality of Work Rolls from Our Local Roll Shop
  4. Selecting a Rolling Oil Vendor ... Statistically
  5. Why is Our Aerospace Customer Upset Over Elongation?
  6. Sampling Coolant Additives for Taste
  7. Should We Purchase the New Tester?
  8. An Exercise in Personnel Evaluation
  9. Selecting Saw Blade Vendors Based Upon Time to Failure (Life)
  10. Understanding the Statistical Calibration of our Moisture Analysis System

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Coursework and Seminars in the Supporting Technologies

Team Effectiveness

Time Requirement
3 consecutive days 

Number of Participants
An ideal number would be 24. It is recommended that teams participate as a group, with 6 to 8 people per team.

Prerequisites
The team should meet at least once prior to this session.
The team should be prepared to work on their own mission during this session.

Primary Resource Materials
Any and all pre-readings that may be disseminated prior to the session.
During the conduct of this course, a Team Effectiveness manual will be the primary resource.

Content Outline

1. Teaming
    A. Definition
    B. Structure
    C. Foundations of Teamwork
    D. Stages of Team Development
    E. Major Team Problem Areas
2. Group Process
    A. Team Dynamics
    B. Problem Solving Process
    C. Decision Making Process
    D. Facilitation Skills
    E. Participation
    F. Process Issues
    G. Visual Aids
3. Communication
    A. Attitude
    B. Listening
    C. Speaking
    D. Feedback
    E. Personality Types
    F. Managing Conflict
4. Meeting Effectiveness
    A. Parts of a Meeting
    B. Planning Meetings
    C. Conducting Meetings
    D. Rules and Guidelines
    E. Informal Meetings
    F. Problem Situations in Meetings

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An Overview of Just-In-Time Processing

Purpose
The purpose of this seminar is to familiarize all levels of management and supervision with the tools, techniques, and methods associated with Just-In-Time (JIT) processing. Explanations are provided on how JIT processing contributes to profit and productivity. Each JIT tool, method, and technique is described in detail to assist the participant in how they would be used in their applications.

The philosophical and financial motivations and benefits resulting from the implementation of JIT processing are explained in detail. Specific planning on how the organization would go about undertaking a JIT processing implementation can be accomplished by combining this overview with the three day JIT seminar.

Time Requirement
1 day

Number of Participants
25 participants

Prerequisites
An Overview of Total Quality Commitment

Primary Resource Materials
An Overview of Just-In-Time Processing

Content Outline
    1. Benefits of Just-In-Time Processing and Cycle Time Reduction
    2. The Just-In-Time Processing Model and Definitions
    3. The Seven Wastes
    4. Visual Control and the 5 S's Improvement Strategy
    5. Continuous Flow Processing
        a. Focused Factories
        b. Cellular Manufacturing
    6. Load Leveling and Balanced Operations
        a. Load Leveling
        b. Balanced Operations
    7. Pull Systems
    8. Total Productive Maintenance (TPM)
    9. Set-up Time Reduction
    10. Autonomation
    11. Supplier Relationships
        a. Single-Source Suppliers
        b. Long-term Partnerships
        c. Supplier Quality Assurance

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Just-In-Time Processing

Purpose
The purpose of this seminar is to provide management, supervision, support personnel, and shop floor employees with the skills necessary to use the tools, techniques, and methods associated with Just-In-Time (JIT) processing. Explanations are provided of how JIT processing contributes to profit and productivity. Each JIT tool, method, and technique is explained in detail, followed by group-based work sessions that assist the students to transfer the classroom lesson to their own manufacturing environment. In some cases, the planning and work associated with JIT processing implementation can be accomplished.

Time Requirement
3 days

Number of Participants
Maximum of 25 participants

Prerequisite
An Overview of Total Quality

Primary Resource Materials
Just-In-Time Processing Workbook
Pull System Exercise

Content Outline
  1. Benefits of JIT Processing and Cycle Time Reduction
  2. JIT Processing Model and Definitions
  3. Waste Elimination
  4. Visual Control and the 5 S’s Improvement Strategy
  5. Continuous Flow Processing
  6. Load Leveling and Balanced Operations
  7. Pull Systems
  8. Total Productive Maintenance
  9. Setup Time Reduction
  10. Autonomation
  11. Supplier Relationships
  12. Putting It All Together

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Coursework and Seminars in the Supporting Technology of Total Quality Assurance

Statistical Methods for Procurement

Purpose
A course for the procurement professional, the participant will learn to use the tools necessary to (1) statistically analyze incoming raw materials and supplies for potential capability; (2) statistically analyze incoming raw materials and supplies for short- and long-term control and capability; (3) perform and/or understand those studies necessary to purchase valid and reliable measurement devices and/or systems; and (4) statistically compare vendors/suppliers based upon quality, reliability, total cost, and delivery and service.

Time Requirement
4 days

Number of Participants
No limit

Prerequisites
An Introduction to Statistical Process Control and Capability, Advanced Statistical Process Control and Capability, Guidelines for a Practical Approach to Gauge Capability Analysis, and Statistical Methods for Management or Experimental Design and Industrial Statistics, Level I.

Primary Resource Materials
Statistical Methods for Procurement manual

Content Outline

1. An Overview of Supplier Quality Assurance
A. Model Premises
B. Supplier Selection and Qualification
C. Cost of Quality Accounting System
D. Critical Characteristic Approval and Review System
2. Statistically Assessing Incoming Materials
A. Assessment Model
B. Case Study I: Purchasing Oil-Based Coolant/Lubricant
C. Case Study II: Purchasing Steel Wire (Coils)
3. Statistically and Financially Comparing Incoming Materials and Suppliers
4. A Comprehensive Model and Procedures for Vendor/Supplier Selection
A. Case Study III: Purchasing Coated End Stock
5. A Suggested Model for Acceptance Criteria for Purchased Machinery and Equipment

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An Overview of Customer Quality Assurance

Purpose
This seminar provides a broad and comprehensive overview in the area of Customer Quality Assurance (CQA). It is intended to provide personnel in the Sales, Marketing, and other administrative areas with an understanding of the major elements associated with the design, implementation, and maintenance of a CQA system. Distinctions are drawn between Customer Satisfaction processes and CQA; the systemic requirements associated with moving beyond Customer Satisfaction (i.e., meeting the needs of the customer) into the realm of Customer Delight (i.e., exceeding the needs of the customer) are also discussed.

Time Requirement
1 day

Number of Participants
30 participants maximum

Prerequisites
None

Primary Resource Materials
Elements of Customer Quality Assurance

Content Outline

  1. The Evolution of Customer Quality Assurance
  2. A Breakdown of the Customer Satisfaction Improved Process
    1. Identifying Served Markets
    2. Selecting/Identifying Key (Critical) Customers
    3. Determining Customer Requirements
    4. Identifying Corresponding Design Requirements
    5. Designing and Engineering the Product/Service
    6. Planning for Manufacture/Delivery
    7. Planning for Process Control
    8. Sales and After-Sale Service Considerations
    9. Tracking Customer Satisfaction
  3. Premises and Requirements for a Customer Feedback System
  4. The Role of CQA in Product Design and Advanced Quality Planning

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Statistical Methods for Marketing

Purpose
This seminar provides sales and marketing personnel with the ability to use statistical methods in the collection and analysis of data related to field studies, strategic product development (SPD/QFD) studies, market surveys, and customer surveys. The primary emphasis in this seminar is placed upon those statistical tools associated with the analysis of discrete data; specifically, nominal and ordinal data scales.

Time Requirement
4 days

Number of Participants
No limit

Prerequisites
Statistical Methods for Managers

Primary Resource Materials
Statistical Methods for Marketing manual

Content Outline

1. A Review of Hypothesis Testing
(Discussed if all participants have not completed the necessary prerequisite or require a review)
    A. Basic Assumptions and Concepts
    B. Testing Hypotheses
    C. The Significance Level and Risk
    D. One- and Two-Tailed Tests
2. Hypothesis Tests for Single Sample Analyses
    A. One Sample Analyses for Nominal Data
        1) The One-Sample Binomial Test
        2) The Chi-Square Goodness-of-Fit Test
    B. One Sample Analyses for Ordinal Data
        1) The Wilcoxon-Signed Rank Test for Location
        2) The Sign Test for Location
        3) The Kolmogorov-Smirnov One-Sample Test
3. Hypothesis Tests for the Analysis of Two and k Sample Cases
    A. Independent Sample Tests
        1) Two-Sample Tests for Nominal Data
        2) Two-Sample Tests for Ordinal Data
        3) Chi-Square: A k Sample Test for Nominal Data
        4) A k Sample Test for Ordinal Data: the Kruskal-Wallis ANOVA
    B. Dependent Sample Tests
        1) A Two-Sample Test for Nominal Data: McNemar's Test of Change
        2) Two-Sample Tests for Ordinal Data
        3) Chi Square: A k Sample Test for Nominal Data
        4) A k sample Test for Ordinal Data: The Kruskal-Wallis ANOVA
4. Introduction to Conjoint Analysis

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Coursework and Seminars in the Supporting Technology of Total Quality Assurance

Introduction to Statistical Process Control and Capability

Purpose
This introductory course includes instruction from a comprehensive, applied training manual. The examples used throughout the seminar are actual examples using data collected by personnel involved in developing and implementing process control systems and conducting capability analyses. A modified course is available for operator training, which emphasizes a hands-on approach. 

Time Requirement
4 days

Number of Participants
30 participants maximum

Prerequisites
None

Primary Resource Materials
An Introduction to Statistical Process Control and Capability manual 
Quality with Confidence in Manufacturing 
Process Control Technology workbook

Content Outline

1. The Graphical Representation of Data and Basic Descriptive Statistics
    A. Ungrouped and Grouped Frequency Distributions
    B. Frequency Polygons and Histograms
    C. Measures of Central Tendency
    D. Measures of Variability
    E. The Normal Distribution and z Scores
2. Control Chart Theory
    A. Process Variation
    B. Control Chart Theory
    C. Statistical Control Conditions
3. Process Control and Capability for Variables Data
    A. Developing and Interpreting X-Bar and R Charts
    B. Introduction to Process Capability
    C. Developing and Interpreting X-Bar and s Charts
    D. Process Capability Analysis utilizing the X-Bar and s Chart
4. Process Control and Capability for Attribute Data
    A. Control Charts for Defectives
        1) Developing and Interpreting p Charts
        2) Developing and Interpreting np Charts
    B. Control Charts for Defects
        1) Developing and Interpreting c Charts
        2) Developing and Interpreting u Charts
5. How to Get Started in Statistical Process Control

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Introduction to Statistical Process Control and Capability — Floor Applications

Purpose
This introductory course includes instruction from a comprehensive, applied training manual. The examples used throughout the seminar are actual examples using data collected by personnel involved in developing and implementing process control systems and conducting capability analyses. This modified course is generally utilized for operator training, emphasizing a hands-on, applied approach.

Time Requirement
4 days

Number of Participants
30 participants maximum

Prerequisites
None

Primary Resource Materials
Introduction to Statistical Process Control and Capability Floor Applications manual

Content Outline
    1. The Graphical Representation of Data and Basic Descriptive Statistics
        A. Ungrouped and Grouped Frequency Distributions
        B. Frequency Polygons and Histograms
        C. Measures of Central Tendency
        D. Measures of Variability
        E. The Normal Distribution and z Scores
    2. Control Chart Theory
        A. Process Variation
        B. Control Chart Theory
        C. Statistical Control Conditions
    3. Process Control & Capability for Variables Data
        A. Developing and Interpreting X-Bar and R Charts    
        B. Introduction to Process Capability
        C. Developing and Interpreting X-Bar and s Charts
        D. Process Capability Analysis utilizing the X-Bar and s Chart
    4. Process Control and Capability for Attribute Data
        A. Control Charts for Defectives
            1) Developing and Interpreting p Charts
            2) Developing and Interpreting np Charts
        B. Control Charts for Defects
            1) Developing and Interpreting c Charts
            2) Developing and Interpreting u Charts
    5. How to Get Started in Statistical Process Control

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An Introduction to Statistical Process Control for Administrative and Services Personnel

Purpose
This course provides those personnel working in administrative and service functions with the information necessary to understand and apply statistical quality control tools to their process(es) using actual data. The course also emphasizes the importance of the quality cost/loss function analyses that relate to all administrative functions, particularly in the area of accounting. Personnel completing the course learn that their processes are quite variable and that they do have supplier/customer relationships that require continuous improvement.

Time Requirement
4 days

Number of Participants
No limit

Prerequisites
None

Primary Resource Materials
An Introduction to Statistical Process Control for Administrative and Services Personnel manual

Content Outline
    1. Quality Costs and the Need for Continuous Improvement
        A. The Quality Cost Concept
        B. Quality Costs Defined
        C. Quality Cost Categories
        D. The Need for Continuous Improvement
    2. The Graphical Representation of Data and Basic Descriptive Statistics
        A. Ungrouped Frequency Distributions
        B. Grouped Frequency Distributions
        C. Frequency Polygons and Histograms
        D. Measures of Central Tendency
        E. Measures of Variability
        F. The Normal Distribution and z Scores
    3. Control Chart Theory
        A. Process Variation
        B. Control Chart Theory
        C. Statistical Control Conditions
    4. Process Control and Capability for Variables Data
        A. Introduction
        B. Developing and Interpreting X-bar and R Charts
        C. Introduction to Process Capability
        D. Process Capability Analysis from the X-bar and R Chart
    5. Process Control and Capability for Attribute Data
        A. Introduction
        B. Developing and Interpreting p Charts
        C. np, c, and u Charts
    6. Problem Solving and Basic Tools for the Problem-Solving Process
        A. Introduction
        B. Problem Statements
        C. Pareto Charts
        D. Flow Charts
        E. Brainstorming
        F. Fishbone Charts

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Advanced Statistical Process Control and Capability

Purpose
This advanced course includes instruction from a comprehensive, applied training manual. The examples used throughout the seminar are actual examples using data gathered by personnel involved in developing and implementing process control systems and conducting capability analyses. Unique aspects of this course include short-term and process capability analysis for non-normal distributions, employing the X and Moving R chart for the control of non-normal processes, and computer applications for specialized functions.

Time Requirement
4 days

Number of Participants
30 participants maximum

Prerequisites
An Introduction to Statistical Process Control and Capability

Primary Resource Materials
Advanced Statistical Process Control and Capability manual

Content Outline

1. Special Purpose Control Charts
    A. The Median and Range Chart
2. Special Purpose Control Charts
    A. The X and RM Chart for Applications Based Upon the Normal Distribution
    B. Comparison of Mean (X) and Individuals (X) Control Charts
    C. Testing for Normality
    D. The X and RM Chart for Applications Based Upon Non-Normal Distributions
3. Standardized-Values Charts for Attribute Control
4. Tool Wear and Trend Analysis Using the X and R Control Chart
5. Statistical Analysis of Control Conditions
    A. Statistical Analysis of Runs
    B. Statistical Analysis of Trends
6. Procedures for Conducting Potential, Short-Term, and Long-Term Capability Analyses
    A. Forms of Capability Studies
    B. Procedures for the Conduct of a Process Potential Study
    C. Process Potential Analyses
        1) Probability Plotting Methods
        2) Conducting Process Potential Studies Utilizing Computer Analyses
D. Long-Term Analytical Methods and Procedures
        1) Normal Model Applications
        2) Non-Normal Model Applications

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Practicum in Statistical Quality Control

Purpose
This seminar provides an opportunity to apply statistical skills acquired in earlier courses. Participants learn to synthesize and evaluate the results of research and data gathering efforts as intelligent researchers, presenters, and consumers of data; and ask correct and appropriate questions, make appropriate observations, and suggest sensible follow-up strategies when presented with the results of industrial research. Participants conduct analyses for case studies with actual data collected in the past from both the customer and vendor perspective and from actual plant/engineering research studies.

Time Requirement
4 days

Number of Participants
30 participants maximum

Prerequisites
An Introduction to Statistical Process Control and Capability, Advanced Statistical Process Control and Capability, Experimental Design and Industrial Statistics (Levels I through III)

Primary Resource Materials
Practicum in Statistical Quality Control manual

Content Outline

Case Studies for Participant Analyses
  1. Improving Incoming Material for Our Can Plant Customers
  2. Analyzing Steam Line Performance on an EMC Casting Pit
  3. Analyzing the Surface Quality of Work Rolls Produced in a Roll Shop
  4. Statistically Selecting a Rolling Oil Vendor
  5. An Analysis of End-of-Line Elongation Values for Aerospace Applications
  6. Conducting Appropriate Taste Analyses as Associated with Coolant Additives
  7. Making a Purchasing Decision for a New Laboratory Test Device Based Upon an Appropriate Statistical Analysis (Class I Destructive Test)
  8. Comparative Analysis of Saw Blade Vendors Based Upon Time to Failure (Life Analysis)

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Introduction to Statistical Methods for Managers

Purpose
This course provides individuals in decision-making positions with a basic understanding of data collection and description, inferences about processes and populations based upon samples, and the design of appropriate experiments. Emphasis in this course is placed on the understanding of statistical methods and concepts, as well as the uses and importance of these methods. The interpretation of the results of statistical analyses are explored in-depth. Special emphasis in the area of the design of industrial research is placed upon risk (Type I and II errors), sample sizes, the implications of the use of discrete versus continuous data, sampling techniques, and their relationship to the conduct of reliable and valid industrial research.

Time Requirement
4 days

Number of Participants
No limit

Prerequisites
None

Primary Resource Materials
Statistical Methods for Managers manual

Content Outline

1. Basic Statistical Theory
A. Frequency Distributions
B. Basic Descriptive Statistics
2. Probability and Probability Distributions
A. Introduction to Probability
B. Theoretical Probability Distributions
1) The Binomial Distribution
2) The Poisson Distribution
3) The Normal and Log-Normal Distribution
4) The Exponential Distribution
5) The Weibull Distribution
3. Sampling and Estimation
A. Sampling and Random Sampling Distributions
B. Point and Interval Estimation: An Introduction
4. An Overview of Statistical Decision-Making Techniques and Tools
A. An Introduction to Hypothesis Testing
B. Significance, Importance, Confidence, Power, and Risk
C. Process Control Charts
D. Capability Analyses: Short and Long-Term Methods and Considerations

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Understanding Variation

Purpose
An understanding of variation is critical to management decision making. We are constantly surrounded by numbers giving us the current status of the business in terms of profit, sales, cost, safety, environmental compliance, etc. This course is designed to increase managers' understanding of the use of data and to provide them with the necessary tools for differentiating between sources of variation that can be addressed locally (by their employees) and those that will require a management decision for change. The course emphasizes the importance of data integrity, of selecting the appropriate metrics, and of the correct use of data and appropriate strategies to effectively manage in the TQ environment.

Time Requirement
2 days

Number of Participants
25 participants maximum

Prerequisites
None

Primary Resource Materials
Understanding Variation manual and  
Understanding Variation — The Key to Managing Chaos by Donald J. Wheeler
Content Outline
    1. Selecting Appropriate Metrics
        A. Data Validity
        B. Guidelines for Selecting Metrics
    2. Definition of Variation
        A. Common vs. Special Causes of Variation
        B. Deming's Red Bead Example
    3. Common Mistakes in Reacting to Variability
        A. Reacting When They Shouldn't (Tweaking)
        B. Using the Average to Describe the Distribution
        C. Not Reacting When They Should
    4. Correct Use of Data
        A. Control Charts
        B. Guidelines for Out-of-Control Conditions
        C. Reaction Plans
    5. Problem-Solving Strategy and Quality Improvement Strategy
        A. Difference Between Tools and Strategies
        B. Plan-Do-Study-Act
        C. Quality Improvement Strategy
        D. Problem-Solving Strategy
    6. Avoiding the Risk of Suboptimization and Data-based Management Decisions

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Problem Solving

Purpose
This course provides organizations with the knowledge, tools, and techniques that allow individuals to manage and effectively participate in systematic problem elimination and performance improvement. The participants will acquire a foundation in the principles of the scientific method, the use of data, and the nature of problems and causes which face an organization. A unique distinction is made in this course between the elimination of incidents and breakthrough performance improvement. A Problem Elimination System is introduced as a system for recurrence prevention of unwanted incidents such as safety accidents, out-of-control conditions, machine failures, customer complaints, and excess scrap losses. A recognized seven-step Problem-Solving Strategy is provided to address chronic problems and performance improvement. Participants will learn how to use these strategies and apply various quality tools and techniques. A final discussion gives the obligations of managers which are required to effectively manage teams.

Time Requirement
2 days

Number of Participants
Maximum of 30

Prerequisites
None

Primary Resource Materials
Problem Solving, Quality Tools and Techniques

Content Outline

1. Introduction
    A . An Analysis of Product and Service Quality and Complaints
    B. Course Outline
2. Scientific Method
    A. An Outline of the Scientific Method
    B. Industrial Mythology
    C. The Preconditioned Mind
    D. Elimination of Industrial Mythology
3. Using Data
    A. Using Numbers to Represent Observations
    B. Criterion Measures and Operational Definitions
    C. Types of Data
    D. Time, Shape, Spread, and Location
    E. Data Must Support Decisions
    F. Process Measures vs. Result Measures
    G. Efficient and Effective Data
4. Problems and Causes
    A. Performance Improvement
    B. Incidents
    C. Causes
    D. Elimination/Improvement
    E. Process Improvement Stages
5. Problem Elimination System-System Highlights
6. Launching a Problem-Solving Team
    A. Initiation Source
    B. Role of the Sponsor
    C. The Mission Statement
    D. Team Commissioning Meeting
7. Problem-Solving Strategy
    A. Introduction
    B. The Need for a Structured Approach
    C. What Kind of Activities Should Use a Problem-Solving Strategy?
    D. Overview
    E. A Warning from Juran
    F. The Elimination of Multiple Subproblems
    G. Problem-Solving Strategy Steps
8. Management Obligations

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Quality Tools and Techniques

The Quality Tools and Techniques course allows participants to recognize each of 18 quality tools and techniques and understand their application. In-class use of selected tools will be provided as needed. This course is integrated into the Problem-Solving course, but may also be presented as a stand-alone course.

1. Process Definition
    A. SIPOC Models
    B. Flowcharts
2. Generating and Organizing Ideas and Knowledge
    A. Brainstorming
    B. Affinity Diagrams
    C. Tree Diagrams
    D. Cause-and-Effect Diagrams
    E. Matrix Diagrams
    F. Ranking Techniques
3. Collecting and Organizing Data
    A. Check Sheets
    B. Pareto Diagrams
    C. Graphing Techniques
4. Understanding Variation
    A. Histograms
    B. Run Charts
    C. Control Charts
    D. Scatter Diagrams
5. Project Management Tools
    A. CPM Diagrams and Gantt Charts
    B. Responsibility Matrices
    C. Storyboards

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Process and Equipment Reliability Methods

Purpose
The purpose of this seminar is to provide all levels of engineering and manufacturing personnel with an understanding of reliability and how they can make productive use of the discipline and related tools to enhance product or process reliability. Emphasis is placed on the planning for and the execution of process and equipment reliability improvements with an intensive review of these tools useful in making any reliability plan meet its stated objectives.

Time Requirement
5 days

Number of Participants
30 participants maximum

Prerequisites
Design and Industrial Statistics Level I or Statistical Methods for Managers

Primary Resource Materials
Reliability Methods for Processes and Equipment manual

Content Outline

  1. Planning for Reliability
  2. Reliability Data Collection, Processing, and Reporting
  3. Design Verification, Production Validation, and In-Process Testing
  4. Design Reviews
  5. Reliability Predictions
  6. Reliability Mathematics
  7. Reliability Modeling
  8. Reliability Specifications
  9. Failure Mode and Effects Analysis
  10. Reliability Growth Analysis
  11. Weibull Analysis
  12. Reliability Testing
  13. Monte Carlo Simulation

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Failure Mode and Effects Analysis (FMEA)

Purpose
This course is designed to provide a wide understanding of the use of the FMEA process. This process may be considered a quantum leap strategy for improving equipment, processes, initial design, and work environment safety. The application of the FMEA tools is relatively simple, and when properly applied, FMEA provides effective and timely improvements toward attaining desirable goals.

This technical aid includes instructions on three types of FMEAs: Product Design, Process, and Job Safety Analysis. There are separate instructions on Equipment FMEAs in the course titled Process and Equipment Reliability Methods.

Time Requirement
4 - 6 hours on each type of FMEA. The instructions are best applied when linked to an initial analysis of an improvement project

Prerequisites
None

Primary Resource Materials
Failure Mode and Effects Analysis manual and additional material linked to the project. This could include, but is not limited to, flowcharts of the process, job and work area descriptions, equipment parts lists, and standard operating procedures.

Content Outline

1. Introduction
    A. FMEA Timing
    B. Commonly Used Failure Effects Analysis Techniques
    C. FMEA Forms
    D. FMEA Evaluation Criteria
    E. Note on Ranking Criteria
2. Instructions for Performing an FMEA
    A. Product Design FMEA
3. FMEA PDSA Cycle
    A. Process FMEA
4. Job Safety Hazard Analysis (JSHA)

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Standardizing Manufacturing Operations

Purpose
A critical component in the development of a culture based upon the Total Quality model is effective Daily Management. Daily Management is a management technology composed of activities and tasks that prevent backsliding and allow for the continuous improvement in safety, quality, delivery, cost, and employee satisfaction. Standardization is an improvement strategy that lies within Daily Management and its purpose is to reduce the variability of the methods used to operate a process.

The purpose of this publication is to provide managers, supervisors, facilitators, and team members with guidelines for standardizing their manufacturing operations. This material is laid out in a stand-alone manner in which practitioners can study the material and apply the principles. Throughout the technical aid, scenarios adapted from actual situations assist the student in understanding standardization concepts.

A course, supplemented with Technical Aid VIII: Quality Tools and Techniques, is available as an in-house training program designed to teach the principles of standardization. The course can be structured as a one day class intended to either: 1) prepare team members for standardizing a manufacturing operation, or 2) prepare supervisors, managers, and lead teams for the vital support that standardization efforts require.

Number of participants
Standardization Team Members: Maximum of 25 participants in five separate teams, each with a standardization project.
Managers, Supervisors, and Lead Teams: Maximum of 25 participants.

Prerequisite
Total Quality Overview

Primary Resource Materials
Standardizing Manufacturing Operations and
Quality Tools and Techniques manuals

Content Outline
  1. Introduction
  2. The Hierarchy of Improvement
  3. Management Controllable and Operator-Controllable Errors
  4. Process Control
  5. Management and Supervision Support for Standardization Efforts
  6. Standardizing a Process
  7. Guidelines for Measurement and Inspection Standard Operating Procedures

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Coursework and Seminars in the Supporting Technology of Total Quality Assurance

Experimental Design and Industrial Statistics

A Four Course Sequence

Purpose
The four-level sequence of courses in this series is intended to provide engineering, technical, and manufacturing personnel with an in-depth and working knowledge of industrial statistics and experimental design methods and techniques. Various aspects of this sequence combine to provide the most unique series of its type in the country, specifically:

  • There are no prerequisites to initiating the series, and the participants are assumed to enter the first course in the series with no prior knowledge of statistical theory;
  • The course sequence stresses applied versus theoretical methods and tools;
  • The course uses over 85 industrial examples and data sets to explore the tools and methods taught, all of which have been gathered in actual industrial applications; and
  • The course sequence is computer-based, to allow for the maximum amount of content to be covered, and ensures that participants will be capable of applying the knowledge and skills acquired in their own positions after the course sequence is successfully completed.


    • Participants completing the course sequence will be capable of properly gathering and analyzing data, as well as correctly designing and executing experiments in the industrial setting.

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    Experimental Design and Industrial Statistics — Level I

    Time Requirement
    5 days

    Number of Participants
    A maximum of 45 participants is recommended for this course sequence, with no more than two participants assigned to each computer.

    Prerequisites
    None

    Primary Resource Materials
    Experimental Design and Industrial Statistics — Level I manual

    Content Outline

    1. Frequency Distributions
        A. Ungrouped, Relative, and Grouped Frequency Distributions
        B. Frequency Polygons and Histograms
    2. Descriptive Statistics
        A. Measurement Scales
        B. Descriptive Measures of Frequency
        C. Formulas and Calculations
    3. Introduction to Probability
        A. Types of Probability
        B. Probability Rules/Conditions
    4. Probability Distributions
        A. Definitions and Configuration
        B. Random Variables
        C. The Binomial and Poisson Distribution
        D. The Normal and Log-Normal Distributions
        E. The Exponential Distribution
        F. The Weibull Distribution
    5. Sampling and Sampling Distributions
        A. Populations/Processes and Random Sampling
        B. Types of Sampling
        C. Random Sampling Distributions and Statistical Inference
    6. Estimation
        A. Types and Criteria of Estimators
        B. Point and Interval Estimates
        C. Confidence Levels and Intervals
    7. Hypothesis Testing
        A. Assumptions and Concepts
        B. Testing Hypotheses
        C. The Significance Level and Risk
        D. One- and Two-Tailed Tests
    8. Error and Power in Hypothesis Testing
        A. Type I and II Error and Power
        B. Calculating Type II Error and Power
    9. Sample Size Calculations
        A. Factors to be Considered
        B. Associated Formulas
        C. Relationship of Error, Power, n, Variance, and Effect Size on Sample Size

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    Experimental Design and Industrial Statistics — Level II

    Time Requirement
    5 days

    Number of Participants
    A maximum of 45 participants is recommended for this course sequence, with no more than two participants assigned to each computer.

    Prerequisites
    Experimental Design and Industrial Statistics — Level I

    Primary Resource Materials
    Experimental Design and Industrial Statistics — Level II manual

    Content Outline

    1. The Seven-Step Procedure for Statistically Testing Hypotheses and Assumptions
    2. Testing for Differences/Changes in a Single Process or Population
        A. Changes in Central Tendency
        B. Changes in Dispersion
        C. Changes in Proportions
        D. An Introduction to Correlation and Association: 20 Major Measures (Indices) for Assessing         
            Relationships
        E. Changes in Correlation
        F. Assessing Changes in Levels of Association
    3. Testing for Differences/Changes in Two Processes or Populations
        A. The Concept of Independent versus Dependent Data Sets: Implications and Constructs
        B. Testing for Differences in Central Tendency-Independent and Dependent Data
        C. Testing for Differences in Dispersion-Independent and Dependent Data
        D. Testing for Differences in Proportions-Independent and Repeated Measures
        E. Testing for Differences in Two Associative Levels-Independent and Dependent Correlation 
            Coefficients
    4. In-Class Group Review Activity: A Case Study for the Design of a Small Motor
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    Experimental Design and Industrial Statistics — Level III

    Time Requirement
    10 days

    Number of Participants
    A maximum of 45 participants is recommended for this course sequence, with no more than two participants assigned to each computer.

    Prerequisites
    Experimental Design and Industrial Statistics — Level II

    Primary Resource Materials
    Experimental Design and Industrial Statistics — Level III manual

    Content Outline

    Volume 1 — Planning and Conducting Designed Experiments in Industry
    PLAN
        1. Introduction and Table of Contents
        2. Identifying the Type and Purpose of the Research Study
        3. Developing the Experimental Design
        4. Designing the Industrial Experiment: Case Studies
    Volume 2 — Planning and Conducting Designed Experiments in Industry
        5. Sampling Procedures and Considerations
        6. Establishing the Validity of the Data
    DO
        7. Managing the Execution of the Experiment
    STUDY
        8. Designing the Plan for the Statistical Analysis of the Data
    ACT
        9. Reporting the Results of the Research Study
    Volume 3 — Advanced Statistical Methods
        1. The Design and Analysis of a Randomized Comparative Experiment
        2. The Design and Analysis of Factorial Experiments for 2 Factors
        3. Two-Way ANOVA Models for Random and Mixed Effects
        4. Disproportionate Frequency Analysis
        5. Analysis of a Nested Factorial Design
        6. The Design and Analysis of 2n Factorial Experiments
        7. Testing for Homogeneity of Variance and Dispersion in Factorial Models
        8. Simple and Multiple Regression Analysis
        9. Response Surface Methodology

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    Experimental Design and Industrial Statistics — Level IV

    Time Requirement
    5 days

    Number of Participants
    A maximum of 45 participants is recommended for this course sequence, with no more than two participants assigned to each computer.

    Prerequisites
    Experimental Design and Industrial Statistics — Level III

    Primary Resource Materials
    Experimental Design and Industrial Statistics — Level IV manual

    Content Outline

    1. Factor and Level Selection for Effective Screening Experiments Utilizing Fractional Factorial Designs
        A. Potential Factor Selection
        B. Independent versus Response Variables
        C. Avoiding Non-Independent Variables
        D. Selecting the Number of Levels to be Tested
        E. Extreme Level Selection
        F. Known and Non-Manipulable Independent Variables
        G. Studying Interaction Effects
    2. Experimental Designs for Screening Experiments: General Guidelines and Observations
    3. Designing Screening Experiments with Orthogonal Arrays — Case Studies
        A. Analysis of a Plating Tank
        B. Analysis of a Roll Coater
        C. Analysis of Seating Force for Primers
        D. Earing Analysis
        E. Analysis of a Trimmer/Chopper
        F. Self-Review Opportunities
            1) Dome Strength Analysis
            2) Ingot Casting Analysis
        G. 3n Series Arrays
        H. Analysis of a Wafer Processing Furnace
    4. Conducting Confirming Experiments

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    Guidelines for a Practical Approach to Gauge Capability Analysis

    Purpose
    This seminar presents a series of definitions and procedures for developing a sensible approach to the evaluation of existing gauges as well as providing a basis for the intelligent purchase of new gauging systems. Additionally, the seminar includes a hands-on segment for the evaluation of standard gauges, which brings home the concepts and clarifies the principles of capability analysis for process and product measurement. The major thrust of the content in this seminar is non-destructive measurement processes as associated with variables (continuous) data.

    Time Requirement
    1 day

    Number of Participants
    30 participants maximum

    Prerequisites
    An Introduction to Statistical Process Control and Capability

    Primary Resource Materials
    Guidelines for a Practical Approach to Gauge Capability Analysis manual 

    Content Outline

    1. Gauge Capability: Concepts, Terminology, and Definitions
    2. General Procedures for the Collection of Data
    3. Procedures for a Process Potential Study for Gauges
    4. Procedures for Short-Term Capability Analyses
    5. Procedures for Long-Term Capability Analyses
    6. Computer Applications

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    Advanced Gauge Control and Capability Analysis

    Purpose
    This course is intended to provide a practical experience in the advanced analysis of measurement systems for statistical facilitators, engineering personnel, technical and laboratory personnel, and all others engaged in the evaluation of measurement errors and bias analysis. The problems presented are intended to provide the practitioner with a set of basic and straightforward tools associated with the analysis of measurement systems. All of the case studies have been drawn from actual industrial applications that represent the complex issues and occurrences often facing the practitioner.

    Time Requirement
    5 days

    Number of Participants
    25 participants maximum

    Prerequisites
    An Introduction to Statistical Process Control and Capability, Advanced Statistical Process Control and Capability, Guidelines for a Practical Approach to Gauge Capability Analysis, and Experimental Design and Industrial Statistics — Levels I, II, and III

    Primary Resource Materials
    Advanced Gauge Control and Capability Analysis manual

    Content Outline

    1. The Case of the Tool Room Depth Gauge
    2. The Case of the Pallet Shipping Scale
    3. The Case of the Laboratory Containment Tester (Class I Destructive Test)
    4. The Case of the Modified Substrate Length Gauge
    5. The Case of the Surface Quality Multiple Gauging System
    6. The Case of the Comparative Laboratory Analysis (Two Class I Destructive Tests)
    7. The Case of the New Moisture Analyzer

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    Gauge Control and Capability for Discrete Data Systems

    Purpose
    The purpose of this course is to provide the participants with the methods and techniques necessary to determine whether measurement systems yielding discrete (rather than continuous) data are in a state of control and capability.

    This course introduces the concepts and implications of measurement control for all discrete data systems. The methods stressed within this course correspond to systems which generate nominal data. Examples of these systems include go/no-go gauging systems, categorical (e.g., bitter/sweet/sour) sensory scales, and low resolution continuous data systems.
    After completing this seminar, the participant will be capable of assessing the precision and accuracy of all nominal data measurement systems, regardless of the number of scale categories or the number of judges and inspectors.

    Time Requirement
    5 days

    Number of Participants
    25 participants maximum

    Prerequisites
    An Introduction to Statistical Process Control and Capability, Advanced Statistical Process Control and Capability, Guidelines for a Practical Approach to Gauge Capability Analysis, Advanced Gauge Control and Capability Analysis, Experimental Design and Industrial Statistics — Levels I, II, and III

    Primary Resource Materials
    Guidelines for a Practical Approach to the Assessment of Discrete Data Measurement Systems — Volume I: Nominal Data Applications

    Content Outline

    1. Introduction to the Issue of Discrete Data Measurement Analysis
    2. The Measurement of Agreement (Precision): An Overview of Statistical Indices of 
        Agreement for Nominal Data Scales
    3. Guidelines and Procedures for Measurement Processes Yielding Nominal Data
        A. General Guidelines and Observations
        B. A Recommended Procedure for a Short-Term Agreement Study
    4. The Statistical Analysis of Agreement-Two Inspectors/Judges
        A. Two Inspectors-Two Categories
        B. Two Inspectors-More Than Two Categories
        C. Testing Hypotheses Associated with Kappa
            1) Testing the Hypothesis that K'=0
            2) Testing the Hypothesis that K' Equals a Value Other than 0.
            3) Statistically Comparing Two Independent Kappa Values
    5. The Statistical Analysis of Validity (Accuracy) for Nominal Data Systems
    6. The Statistical Analysis of Agreement: Light's Extension to More than Two Inspectors/Judges
        A. Procedures for Two Scale Categories
        B. Procedures for Scales with More Than Two Categories
        C. Testing Hypotheses Associated with K'
    7. The Statistical Analysis of Agreement: Fleiss Extension to More Than 3 Inspectors
        A. Procedures for Two Scale Categories
        B. Procedures for Scales with More Than Two Categories
        C. Testing Applicable Hypotheses
    8. Assessing Control and Capability of Measurement Systems Yielding Nominal Data

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    Available Publications

    A Procedure for the Statistical Start-Up of New and Existing Production Systems

    This publication was the first in a series of Technical Aids published at variable dates by Luftig & Warren International. The purpose of the documents in this series is to provide practitioners with focused documentation or strategies which may be employed in the effort to implement Total Quality. The documents share a number of common elements:

    Content Outline

    1. Introduction
        A. Statistically Qualifying New and Rebuilt Equipment and Machinery
        B. Statistical Start-Ups for New Systems, Lines, and Plants
        C. Advanced Quality Planning
    2. Procedures for Statistical Start-Ups and General Screening Experiments
        A. Critical Product/Process Characteristic Identification
        B. Initial QFD Table Development
        C. Criterion Measure Classification
        D. Independent Variable Selection
        E. Interaction Table and Selection
        F. Selected Experimental Design
        G. Alias Structures
        H. Experiment Notification
        I. Gauging Review, and Assessment
        J. Assignment of Responsibilities
        K. Nonmanipulable Variable Monitoring
        L. Sample Engineering Log
        M. Summary of Results
        N. Final QFD Table
        O. Procedure Change Check sheet
        P. Final Report Check sheet

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    Elements of Strategic Planning and Policy Deployment

    This publication is the second in a series of Technical Aids published at variable dates by Luftig & Warren International. As an additional component in this series, this document serves as a Transparency Guide and Resource Document in conjunction with a one day overview on this topic.

    While not intended as a stand-alone document, this guide provides the Quality Practitioner and seminar participants alike with a number of models, forms, and documentation details which may be employed in creating a Policy Deployment system commensurate with the targeted culture and organization.

    Content Outline

    1. Introduction
    2. Basic Definitions and Premises
    3. Developing the Strategic Planning and Policy Deployment System
        A. Vision Statements
        B. Mission Statements
        C. Strategic Plans
        D. Business Plans
        E. Focal Point Charts
        F. Strategic Product-Market Analysis
        G. Customer Quality Assurance Guidelines
    4. Forms and Checklists for the Management of a Policy Deployment System
    5. Daily Management Interface
    6. PDCA Discipline Interface
    7. Case study: The National Label Company: A Strategic Planning and Policy Deployment Case Study

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    National Label Company: A Strategic Planning and Policy Deployment Case Study

    The purpose of this publication is to provide an exemplary model of Strategic Planning and Policy Deployment. This document is intended to be used as a supplement to Elements of Strategic Planning and Policy Deployment as an illustrative example to be used in conjunction with the seminar.

    Due to our proprietary requirements and our desire to protect our clients' competitive positions, Luftig & Warren International is unable to provide examples from our wide array of experiences in various industries. Therefore, we have created a factitious company, known as the National Label Company, as a means to illustrate the type of work undertaken in a deployment effort. This case study is, in effect, the deployment of a single critical strategic issue into a vertical slice of the organization. Though the example may be factitious, it is representative of actual activities and practices undertaken on a routine basis by companies practicing TQ as a means to manage their businesses.

    While not intended as a stand-alone document, this guide provides the Quality Practitioner and seminar participants with a comprehensive example of Strategic Planning and Policy Deployment. Also included with the technical aid is a 23 - 35 inch multicolored map of the various elements, forms, documents, and analyses used to illustrate the deployment process.

    Content Outline

    1. Visions, Values, Guiding Principles, and Corporate Mission Statement
    2. Strategic Product-Market Analysis
    3. Customer Quality Assurance
    4. Strategic Plan
    5. Operating Plan
    6. Division Level
    7. Plant Level
    8. Department Level
    9. Section Level

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    Elements of Customer Quality Assurance

    This publication serves as the support documentation and transparency guide for the Overview course in Customer Quality Assurance. It provides a broad and comprehensive overview in the area of Customer Quality Assurance (CQA).

    Content Outline

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    A Quality Improvement Strategy for Critical Product and Process Characteristics

    This publication is designed to provide the quality practitioner, engineer, and other technical personnel with a comprehensive description of the methodology associated with bringing critical product and process characteristics into a state of control and capability. The methodology is divided into four basic sections, and the procedures to be employed are presented on a series of flowcharts.

    While the flowcharts are generally self-explanatory, a significant amount of understanding as related to industrial statistics and experimental design on the part of the reader is assumed. This manual, in fact, serves as a capstone document for the Experimental Design and Industrial Statistics series offered by Luftig & Warren International.

    Content Outline

    1. Introduction to the Product/Process Quality Improvement Strategy: Underlying Concepts and Assumptions
    2. Phase I — Measurement Analysis
      A. Accuracy Analysis
      B. Precision Analysis
    3. Phase II — Product Characteristics Control and Capability Analysis (Continuous/Variables and Discrete/Attribute Data)
      A. Control Chart Selection
      B. Assessment of Process Control
      C. Assessment of Process Capability
    4. Phase III — First Order Critical Process Characteristic Control and Capability Analysis: Assessment and Countermeasures
    5. Phase IV — Second and Third Order Critical Process Characteristics Control and Capability Analysis: Assessment and Countermeasures

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    Excursion Analysis

    Most individuals working in industry are familiar with the periodic "excursions" that plague a company from time-to-time. These excursions, or "flares," may be those events which result in large batches, lots, or groups of product generated with a uniform defect rendering large quantities of material unacceptable to the customer. One can easily envision how this type of event results in high scrap costs, as well as delivery problems. Still other excursions are equipment related. Catastrophic failures, and even explosions, are manifestations of these events.

    The alarming part of these conditions, apart from the excursions themselves, is that many personnel in the affected organization believe these events to be "onsies;" or completely unrelated. Few individuals see that there may be a relationship, for example, between a thermocouple failure on a heat treat furnace, a bearing failure on a rolling mill, and a shrink wrap machine in a downstream facility hundreds of yards away. Root cause analysis performed on each of these individual events may, in fact, draw no parallels between the three incidents.

    Excursion analysis is a unique model for systemic analysis which allows management to understand that a root cause analysis is only a "first step" in understanding failure patterns inherent to an industrial system. Pioneered by Luftig & Warren International personnel working in the field of Reliability Engineering, Excursion Analysis is a tool which allows personnel to uncover the systemic, horizontally integrated "common threads" which systemically allow the root causes to occur; and in turn allow the events to erupt. A further unique aspect of this process is that occurrence and duration are evaluated separately; allowing a company which implements this process to see significant reductions in the financial effects of these excursions sooner, rather than later. This Technical Aid provides the practitioner with an explanation and step-by-step guide related to performing this activity in their own company or administrative unit with limited consultative assistance.

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    Guidelines and Recommendations for an Employee Suggestion System Within a TQM Model

    This publication serves as a comprehensive guideline and implementation plan for an appropriate Employee Suggestion System. This System has been designed so as to allow for the full philosophical and mechanical integration with the TQ model as designed by Luftig & Warren International.

    The recommended guidelines and strategies have been successfully launched and tested at a number of companies across the United States; sample experiences from these implementation efforts are also presented within this Technical Aid.

    Content Outline

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    Recommended Guidelines for Quarterly Quality Reviews

    This publication is the third in a series of Technical Aids published at variable dates by Luftig & Warren International. This document provides the Quality Practitioner with a tested and proven set of guidelines for the conduct of Quarterly Quality Reviews.
    In the implementation of any Total Quality Management system, the Quarterly Quality Review (QQR) plays a critical and central role in the "CHECK" component of the implementation process. This document presents an outline for the conduct of the review; as well as a comprehensive description of the documentation which should be provided for the associated review. The documentation detailed conforms to those elements contained in the Luftig & Warren model for Total Quality Management (Reference: An Orientation to Total Quality transparency guide).

    Content Outline

    1. Introduction
    2. General Description
    3. Structure of the Reviews
    4. Documentation Requirements
    A. Focal Point Chart
    B. Product/Process Improvement Matrix
    C. Dissatisfier Progress Reports
    D. Internal Business Needs
    E. Projects
    F. Team Management Sheets
    G. Personnel Training and Participation Matrix
    H. Employee Suggestion System Report
    5. Documentation Requirements for Designed Experiments

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    Reliability Roadmap

    The Reliability Roadmap is a Technical Aid developed to support and enhance the course work associated with Process and Equipment Reliability Methods. Equivalent to the flowcharts presented in the Quality Improvement Strategy publication, this docu