Synopsis:
Practical Understanding of Capability by Implementing Statistical Process Control covers the full range of control charts (X and S charts, S and R charts, Variable and Attribute charts, and Individuals charts) and capability studies. Unlike most statistics and process control texts, which were written for college courses, author James Abbott designed his book specifically for use on the shop floor. Traditionally, all of the statistical tools are introduced and their uses explained. Mr. Abbott discusses the situations companies are likely to encounter and then explains which tool to use, and how to use it, for each situation. His conversational style is a welcome relief from other technical handbooks. Practice questions (and answers) are scattered throughout the book for readers to practice their new skills. A complete appendix provides the constants, formulas, and charts necessary for all phases of SPC.
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.
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