The ASQ Certified Quality Improvement Associate Handbook

Grace L. Duffy

Description

The ASQ Certified Quality Improvement Associate (CQIA) certification introduces the basics of quality to organizations and individuals who are new to quality. This book, and the Body of Knowledge (BoK) it supports, form a foundation for applying proven quality principles and practices that are used around the world. This handbook follows the CQIA span in both content and sequence. Let it serve as your guide in preparing for the ASQ CQIA examination, and refer to it frequently as you learn and implement these ideas and tools in your organization.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Techniques
• Automatisation et Contrôle
• Contrôle des processus
• Automatisation
• Automate
• ASQ
• Engineering
• Technology
• Sciences et techniques
• Quality Control

Informations

• Publié par: ASQ Quality Press
• Date de parution: 01 mars 2020
• Nombre de lectures: 0
• EAN13: 9781951058142
• Langue: English
• Poids de l'ouvrage: 3 Mo

Extrait

T HE ASQ C ERTIFIED Q UALITY I MPROVEMENT A SSOCIATE H ANDBOOK
Fourth Edition
Grace L. Duffy and Sandra L. Furterer, Editors
Supports preparation for the ASQ Certified Quality Improvement Associate (CQIA) certification

ASQExcellence
Milwaukee, Wisconsin
 
Published by ASQExcellence, Milwaukee, WI
Produced and distributed by Quality Press, ASQ, Milwaukee, WI
Publisher’s Cataloging-in-Publication Data
Names: Duffy, Grace Landis, 1949– editor. | Furterer, Sandra L, 1960– editor.
Title: The ASQ certified quality improvement associate handbook, fourth edition / Grace L. Duffy and Sandra L. Furterer, editors
Description: Includes bibliographical references and index. | Milwaukee, WI: ASQ Excellence (produced and distributed by Quality Press), 2020
Identifiers: LCCN: 2020934312 | ISBN: 978-1-951058-09-8 (Quality Press Hardcover) | 978-1-951058-10-4 (Quality Press epub) | 978-1-951058-11-1 (Quality Press pdf) | 978-1-952236-03-7 (ASQ Excellence Hardcover) | 978-1-952236-04-4 (ASQ Excellence epub) | 978-1-952236-05-1 (ASQ Excellence pdf)
Subjects: LCSH Quality control—Handbooks, manuals, etc. | Quality assurance—Handbooks, manuals, etc. | BISAC TECHNOLOGY & ENGINEERING / Quality Control | STUDY AIDS / Professional | BUSINESS & ECONOMICS / Quality Control | BUSINESS & ECONOMICS / Organizational Behavior
Classification: LCC TS156.Q3 A77 2020 | DDC 658.5/62—dc23
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: Seiche Sanders
Managing Editor: Sharon Woodhouse
Sr. Creative Services Specialist: Randall L. Benson
ASQ and ASQExcellence advance individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
Attention bookstores, wholesalers, schools, and corporations: Quality Press and ASQExcellence books, are available at quantity discounts with bulk purchases for business, trade, or educational uses. For information, please contact Quality Press at 800-248-1946 or [e-mail].
To place orders or browse the selection of ASQExcellence and Quality Press titles, visit our website at http://www.asq.org/quality-press .
 
Preface
M embers and leaders of the Quality Management Division (QMD) of the American Society for Quality (ASQ) acknowledge the continuing evolution of integration and use of organizational and process improvement throughout nearly every type of industry, organization, and organization level. However, at the same time, numerous occurrences of loss of quality focus are highlighted in the news media, such as the following: Continued reports of automotive failures and safety issues CEO and top management career derailments through poor leadership behavior Lack of employee engagement, despite the plethora of leadership training programs Instability of investment markets caused by negative corporate performance Inadequate controls in the importing of food products, allowing tainted product to be sold Building collapses throughout the world, killing hundreds
Clearly, much needs to be done to fully integrate quality into every process and aspect of life. In 2000, ASQ introduced the Certified Quality Improvement Associate (CQIA) certification. It is designed to introduce the basics of quality to organizations and individuals not currently working within the field of quality. This book and the Body of Knowledge it supports are intended to form a foundation for further study and application of proven quality principles and practices worldwide. Additionally, preparing for the CQIA exam and becoming certified may be viewed as the first step toward ultimately qualifying for one or several of the ASQ certifications available to ASQ members. If you are not yet a member of ASQ, we encourage you to consider joining, either you as an individual member or your entire organization as a member. Among other things, an ASQ professional member is entitled to the following:
ASQ Section Membership—Membership in one of ASQ’s local sections in the United States, Canada, and Mexico helps you meet and learn from people who work and live near you
ASQ Technical Communities—Participation in any or all of ASQ’s 26 technical communities
A wide range of technical community choices are available. These communities, often called Divisions, range from those representing a holistic approach to quality management (QMD, the sponsor of the CQIA certification and this book) to those representing industries, quality functions, and quality standards. Contact information follows:
ASQ—800-248-1946, http://www.asq.org —Visit the website for a membership application, to learn more about ASQ and all the benefits of membership, and to explore a plethora of information on quality principles and practices.
ASQ Quality Management Division— https://my.asq.org/communities/home/28/
Coeditors’ e-mail addresses—[e-mail] and [e-mail]
The ASQE Certification office has developed a certification pathway to help career quality professionals advance their skills within the discipline. The following graphic is intended to help quality practitioners choose the correct pathway for their career development. The certification section of the ASQ.org website provides detailed information on the content and qualifications for each of the career paths identified in the graphic.
 
Notes to the Reader
HIGHLIGHTS IN THE EVOLUTION OF QUALITY
The history of quality reaches back into antiquity. 1 This short overview starts with the current quality movement, which began in the 1920s. The quality profession, as it is called, started with Walter Shewhart of Bell Laboratories. He developed a system known as statistical process control (SPC) for measuring variance in production systems. SPC is still used to help monitor consistency and diagnose problems in work processes. Shewhart also created the Plan-Do-Check-Act (PDCA) cycle, which is a systematic approach to improving work processes. When the PDCA cycle is applied consistently, it can result in continuous process improvement.
During World War II, the U.S. War Department hired W. Edwards Deming, a physicist and U.S. Census Bureau researcher, to teach SPC to the defense industry. Quality control and statistical methods were considered critical factors in a successful war effort. Unfortunately, many companies in the United States stopped using these statistical tools after the war. Following World War II, the U.S. occupation forces in Japan invited Deming to help Japan with its census. He was also invited to present lectures to business leaders on SPC and quality. The Japanese acceptance and use of Deming’s techniques had a profound, positive effect on Japan’s economic recovery.
Two other American quality experts, Joseph M. Juran and Armand V. Feigenbaum, also worked with the Japanese. Both Deming and Juran (a former investigator at the Hawthorne Works experiments) drew on Shewhart’s work and recognized that satisfying the customer’s needs was important and that system problems could be addressed through three fundamental managerial processes: planning, control, and improvement. Feigenbaum stressed the need to involve all departments of a company in the pursuit of quality, a concept he called total quality control. The Japanese expanded Juran’s customer concept to include internal customers, those people within the organization who depend on the output of other workers.
Kaoru Ishikawa, a Japanese engineer and manager, expanded Feigenbaum’s ideas to include all employees, not just department managers, in the total quality control concept. Ishikawa also helped create quality circles, which are small teams of managers, supervisors, and workers trained in SPC, the PDCA cycle, and group problem solving. Applying these techniques created a flow of new ideas for improvement from everyone in the organization and continual incremental improvements that led to better performance. The quality circles were the original model for our current process improvement teams. By the 1970s, most large Japanese companies had adopted what Ishikawa called company-wide quality control (CWQC), resulting in a changed perception that Japan produced world-class quality products.
The Japanese success prompted American organizations to embrace the teachings of Deming, Juran, Feigenbaum, and other quality gurus and to apply their successful quality management techniques in many types of businesses. In the mid-1980s, American organizations began to experience improved quality results and enhanced customer satisfaction. In 1987, the criteria for the first Malcolm Baldrige National Quality Award were published. Within the same time period, ISO 9001, Quality systems—Model for quality assurance in design, development, production, installation, and servicing was published. These initiatives resulted in profound changes in the way the quality profession applies its principles and practices. Millions of copies of the Malcolm Baldrige National Quality Award criteria have been distributed, and many state and local quality award programs have developed their own programs that are based on the national award criteria. Although relatively few organizations actually apply for the national award, they use the criteria to evaluate and improve their quality management systems. Healthcare, Business/Nonprofit, and Education versions of the award criteria are now available, further expanding the use and value of the criteria.
In the 1980s, Motorola initiated a Six Sigma methodology. In the mid-1990s, companies such as General Electric and AlliedSignal launched their own Six Sigma initiatives. Since then, many companies have embraced the Six Sigma methodology. The term alludes to focusing on achieving a process that has no more than 3.4 defects per million opportunities. As a philosophy, Six Sigma is the belief that it is p