SPC: Practical Understanding of Capability by Implementing Statistical Process Control, third edition (Walkabout) - Hardcover

James C. Abbott

Hardcover

ISBN 10: 1887355030 ISBN 13: 9781887355032

Publisher: Robert Houston Smith Publishers, 1999

Synopsis

Statistical Process Control, or SPC, is one of the most misunderstood and underused tools in modern business practice. SPC: Practical Understanding of Capability by Implementing Statistical Process Control, third edition debunks the myth that SPC is only for engineers or technical managers. In fact, SPC is the proper set of tools for any operation where a product is created using a continuously repeated process. This is true for both manufacturing and service industries (sometimes the "product" is actually a service to people.) Author James Abbott uses everyday language to explain WHAT makes SPC work, WHY it will work for every situation, and HOW it fits into the overall decision-making process. This third edition of SPC is the result of years of feedback and refinement. An expanded appendix provides complete glossaries of terms, constants, formulas, and a practice question and answer section.

About this title

From the Inside Flap

For a successful improvement program implementation, there are two key requirements: a willingness to change, and an understanding of the two Principles of Process Management. Willingness to change is vital in today's business world. Consumers increasingly demand new and better products. As the pace of technological innovation increases, the lifecycle of products and processes decreases. Developing the flexibility to rapidly meet these new demands is the only way a business can continue to compete. The two Principles of Process Management provide the framework to develop this rapid flexibility.

This First Principle states that, "a fundamental understanding of BOTH the product and process is essential to improvement. Both the product and process must be understood individually and separately. The underlying component for improving the product is the process." If a knowledge base is composed solely of product information, when change occurs the reasons for the change will be unknown. If we notice a change in the product, it stands to reason that some part of the process has altered. Change can be either improvement or deterioration. If change results in deterioration, it will take much longer to correct the problem and again produce tolerable product. If the change results in improvement, it will be almost impossible to consistently replicate the new and better product. In "Practical Understanding of Capability by Implementing Statistical Process Control" author James Abbott explains how to build a product process knowledge base using the Walkabout(tm) Dependency Diagram. Mr. Abbott developed this tool specifically for his clients' use during and after their improvement program implementations. Utilizing the Walkabout(tm) provides a total framework for studying, understanding, and sharing product and process knowledge. This simple method of documenting the process and product characteristics ("metrics") focuses exactly on what measurements need to be taken and monitored, eliminating confusion on the shop floor.

The Second Principle of Process Management states that "Division of Labor is the framework for all aspects of decision-making. It must be clearly understood to separate the strategic and tactical decisions. Operations make the tactical decisions of running the facility. Management makes the strategic decisions of assessing the facility's suitability for the job." These two groups are independent, yet equal parts of the same team. Both of these groups must understand and brilliantly execute their roles for proper Statistical Process Control (SPC). SPC falls under the umbrella of Statistical Quality Control (SQC). SPC was designed to monitor any continuous process, machine, operation, or system. It is an accurate indicator of product and process consistency; it is a change detector; it is a capability assessor. SPC is composed of two tools: control charts and capability studies. A facility's tacticians (operators) use control charts for monitoring the process and product and noting any changes. When a change has been noted, the strategists use capability studies to assess the impact of the change on the customer. Both control charts and capability studies must be used in conjunction to properly identify and maintain improvements.

From the Back Cover

Statistical Process Control provides the knowledge base that assures your company or process is running consistently and at maximum capability. This knowledge base is your firm's most valuable asset. SPC will help you to; * Speed your delivery time * Cut your scrap and rework rates * Make sound decisions based on accurate, reliable data * Save money by running existing machines and processes to their full potential In SPC; Practical Understanding of Capability by Implementing Statistical Process Control, third edition you will find answers to questions like, * Am I analyzing properly grouped data? (Read Chapter Three to find out.) * Where do we start if we want to implement SPC? (Chapter Five explains the answer.) * How do I determine if we are operating at our maximum capability? (You can find out by constructing a capability study - see Chapter Ten.)

Edition details

• Publisher: Robert Houston Smith Publishers
• Publication date: 1999
• ISBN 10: 1887355030
• ISBN 13: 9781887355032
• Binding: Hardcover
• Language: English
• Edition number: 3
• Number of pages: 406