Wondershare EdrawMind
MindMap Gallery Quality management methods and tools
- 21
Quality management methods and tools
The result of organizational restructuring: a process-oriented and flat organizational structure, weakening the functions of original functional departments, implementing borderless cooperation, and promoting the horizontal and vertical flow of information and logistics.
Edited at 2022-09-29 09:27:23
- Valentine's Day marketing campaign
This Valentine's Day brand marketing handbook provides businesses with five practical models, covering everything from creating offline experiences to driving online engagement. Whether you're a shopping mall, restaurant, or online brand, you'll find a suitable strategy: each model includes clear objectives and industry-specific guidelines, helping brands transform traffic into real sales and lasting emotional connections during this romantic season.
- 30 Creative Ideas for Valentine's Day
This Valentine's Day map illustrates love through 30 romantic possibilities, from the vintage charm of "handwritten love letters" to the urban landscape of "rooftop sunsets," from the tactile experience of a "pottery workshop" to the leisurely moments of "wine tasting at a vineyard"—offering a unique sense of occasion for every couple. Whether it's cozy, experiential, or luxurious, love always finds the most fitting expression. May you all find the perfect atmosphere for your love story.
- Milano Cortina 2026 Ice Hockey Schedule
The ice hockey schedule for the Milano Cortina 2026 Winter Olympics, featuring preliminary rounds, quarterfinals, and medal matches for both men's and women's tournaments from February 5–22. All game times are listed in Eastern Standard Time (EST).
Quality management methods and tools
- Valentine's Day marketing campaign
This Valentine's Day brand marketing handbook provides businesses with five practical models, covering everything from creating offline experiences to driving online engagement. Whether you're a shopping mall, restaurant, or online brand, you'll find a suitable strategy: each model includes clear objectives and industry-specific guidelines, helping brands transform traffic into real sales and lasting emotional connections during this romantic season.
- 30 Creative Ideas for Valentine's Day
This Valentine's Day map illustrates love through 30 romantic possibilities, from the vintage charm of "handwritten love letters" to the urban landscape of "rooftop sunsets," from the tactile experience of a "pottery workshop" to the leisurely moments of "wine tasting at a vineyard"—offering a unique sense of occasion for every couple. Whether it's cozy, experiential, or luxurious, love always finds the most fitting expression. May you all find the perfect atmosphere for your love story.
- Milano Cortina 2026 Ice Hockey Schedule
The ice hockey schedule for the Milano Cortina 2026 Winter Olympics, featuring preliminary rounds, quarterfinals, and medal matches for both men's and women's tournaments from February 5–22. All game times are listed in Eastern Standard Time (EST).
- Recommended to you
- Outline
Quality management methods and tools
Chapter 1 Overview
Connotation and function
connotation
Quality management is no longer limited to micro-organizations, but has become a methodology and technical means for the implementation and improvement of certification and accreditation.
1- From emphasizing quality control in manufacturing to expanding to the entire process of product formation; 2-Extend and expand the quality concept of ISO9000 family standards; 3-The promotion of excellent performance expands the connotation of quality to the quality of operation and management.
effect
Make the organization gain benefits
The magic weapon for winning in competition
Promote improvement and innovation in organizational processes and results
An important symbol of the modern management level of an organization
Prerequisites for application
The organization’s basic management work is relatively solid
Personnel are trained
Have the corresponding material conditions
Development history and current situation
development path
1800-1899, the era of product inspection
1900-1945, process control era
1-The father of quality control, Shewhart’s spc theory and control charts; 2-Statistical sampling inspection: Dodge and Romig (my country GB/T2828 series);
1946-1990, total quality management and standardization stage
QC old seven tools
Seven new tools for QC
On October 25, 1946, the country established the standardization organization ISO
1. "Seven Old" Tools Including questionnaires, hierarchical methods, cause and effect diagrams, Pareto diagrams, scatter diagrams, histograms, and control charts. Tips: Divide (hierarchical method) scatter (scatter diagram) adjust (questionnaire) control (control chart) stop (histogram) card (pareto chart) addiction (cause and effect diagram) 2. The “New Seven” Tools Including correlation diagrams, affinity diagrams, matrix diagrams, system diagrams, network diagrams, matrix data analysis methods, and PDPC methods. Formula: Guan (association diagram) Xi (system diagram) net (network diagram) drama (matrix diagram) Ju (matrix data analysis method) Qing (affinity diagram) beer (PDPC method)
1900 to present, the era of mass
Six Sigma developed by Motorola
American Baldrige Quality Award Criteria
From the product level and market needs to the needs and expectations of relevant parties
status quo
Structured and integrated trends (such as Six Sigma)
The driving effect of specific industries is obvious (such as the five major tools of the automotive industry)
Computer and professional software-assisted calculation and analysis (such as office, MInitab, JMP)
Continuously used in the service industry (such as service blueprint, critical moment,)
Classification and selection of commonly used software
Classification
Data nature
Qualitative data: cause and effect diagrams, hierarchical diagrams, PEST analysis, SWOT
Quantitative data: BSC and strategy map, experimental design, reliability design
product realization process (Combined with PDCA)
1-Strategic Analysis and Methods 4.0
PEST analysis, SWOT analysis, BCG matrix, BSC and strategic map, benchmarking management
2-Process Planning Methods and Tools 5.0
Process method, process framework design, process analysis tools, service blueprint, BPR business process reengineering
3-Risk identification and assessment methods and tools 6.0
Risk management framework, FMEA failure mode and impact analysis, risk matrix, fault tree, HRA human factors reliability analysis
4-Project planning and quality design methods and tools 7.0
WBS task decomposition method, QFD quality function deployment, APQP product quality early planning, experimental design, reliability design
P planning
5-Process control related methods and tools 8.0
SPC statistical process control, MSA measurement system analysis, control plan
6-Inspection and access methods and tools 9.0
Metric sampling, bulk material sampling inspection, PPAP production parts approval process
D implementation
7-Quality Assessment Methods and Tools 10.0
Conformity evaluation model, typical evaluation methods for maturity, customer satisfaction
C inspection evaluation
Improved class methods and tools 11.0
TOC Theory of Constraints, Lean Production, Six Sigma, 8D Problem Solving
A improvement
historical period
Seven tools of old QC
Seven New QC Tools
Software selection
Minitab statistical analysis software, JMP interactive visual statistical analysis software
ProFicient Statistical Process Control (SPC) Software
ERP (SAP, INFOR, UFIDA, Kingdee)
Chapter 2 Statistical Theory and Foundation
Data classification and characteristics
type
Metric data
Data that can take continuous values, also called continuous data, such as length, weight, pressure
count data
Refers to data that can only be counted according to 0, 1, 2, etc., also known as discrete data.
Piece value data (such as the number of qualified items in the population)
Point value data (such as the number of defects on an individual)
Fluctuation characteristics
Normal fluctuations (accidental factors or random factors)
Such as: tolerance
Abnormal fluctuations (abnormal factors or system factors)
For example: raw materials do not meet the specified requirements, machinery and equipment are malfunctioning, operators violate operating procedures, systematic errors in measuring tools, etc.
typical probability distribution
random variable
Discrete distribution: binomial distribution/hypergeometric division/Poisson division
Continuous Division: Continuous Distribution/Normal Distribution
Statistics and Sampling Distributions
basic statistical methods
Parameter Estimation
Significance test
Sampling inspection
variance analysis
Pass inspection
Variance of factors (fluctuations caused by controllable factors)
Variance of experimental error
To test whether the influence of factors on test indicators is significant
point
ANOVA
Two-way ANOVA
regression analysis
Chapter 3 Basic Methods and Tools
Basic methods and tools of quality investigation
1-Sampling survey method
1. Simple random sampling
2. Systematic random sampling (mechanical sampling or equidistant sampling)
3. Stratified random sampling (type sampling method)
4. Cluster random sampling (group sampling method)
Reliability: the consistency, stability and reliability of test results. Divided into: stability coefficient (consistency across time), equivalence coefficient (consistency across forms), internal consistency (consistency across projects)
Validity: effectiveness, which refers to the accuracy and usefulness of measurement Divided into: content validity, criterion validity and construct validity
2- Questionnaire method
3-Brainstorming method (also known as talking method, brainstorming method, brainstorming method)
4-Hierarchical method (also known as classification method, grouping method)
Basic tools for quality data analysis
1-Two diagrams and one table (arrangement diagram, cause-and-effect diagram (also called Ishikawa Kaoru or fishbone diagram), countermeasure table (also called measure plan table))
2-Histogram (1 standard type, 2 sawtooth type, 3 peak type, 4 steep wall type, 5 evaluation type, 6 bimodal type, 7 island type)
3-Scatter plot
r=1, x and y are strongly positively correlated
0<r<1, x and y are weakly positively correlated
r=0, x has nothing to do with y
-1<r<0, x and y are weakly negatively correlated
r≈-1, x and y are strongly negatively correlated
4-Matrix data analysis method
Basic tools for quality non-data analysis
1-Relationship diagram: based on the relationship between cause-result or purpose-means
2-System diagram (also called tree diagram)
3-Process Decision Program Chart (PDPC method)
4-Network diagram (also called arrow diagram or vector diagram)
5-Matrix diagram
6-Affinity diagram: first created by Jiro Kawakita in Japan, hence the name KJ method
7-KT decision-making method Proposed by American Kepner and Tregoe
SA: Situation analysis (what is the topic)
PA: Problem analysis (what is the reason)
DA: Decision analysis (which option is most suitable)
PPA: Potential problem analysis (what are the risks in the future? What are the countermeasures)
Chapter 4 Strategic Analysis Methods and Tools
Section 2 Macro-environmental analysis model (PEST analysis method) Politics/Economy/Society/Technology
Section 3 Situation Analysis Method (SWOT Analysis Method) - also known as the Dawes Matrix - proposed by Weirick in the United States Strengths/Weaknesses, Opportunities/Threats
Section 4 Boston Matrix (BCG for short) pioneered by Henderson in the United States
Section 5 Balanced Scorecard (BSC) created by Kaplan and Norton in the United States Finance/Customer/Internal Process/Learning and Growth
~The role of the system: describing strategy, measuring strategy, and managing strategy
Balanced scorecard measurement indicators follow the SMART principle: 1. The goal must be specific (Specific) 2. The goal must be measurable (Measurable) 3. The goal must be attainable (Attainable) 4. The goal must be related to other goals Relevant 5. Goals must have clear deadlines (Time-based)
Section 6 Benchmark Management Also known as benchmarking method, horizontal comparison method, benchmark assessment method, benchmarking and surpassing method It emphasizes taking excellent companies as learning objects
Stage 1: Comparative analysis of competing products
Stage 2: Benchmarking stage of process flow
Stage 3: The stage of benchmarking best corporate management practices
Stage 4: Strategic Benchmarking Stage
Stage Five: Global Benchmarking Stage
1. The goal must be specific (Specific) 2. The goal must be measurable (Measurable) 3. The goal must be attainable (Attainable) 4. The goal must be relevant to other goals (Relevant) 5. The goal must have Clear deadlines (Time-based)
Factors influencing the realization of corporate strategy
corporate vision planning
Mission/Core Values, Vision
internal and external environment
External: macro environment, industrial environment
Internal: corporate core competitiveness, corporate culture
Corporate mission goals
Profitability goals, productivity goals
Product structure and image, market competitive position
Chapter 5 Process Planning Methods and Tools
Section 1 Process Method
Section 2 Process Classification Framework Design
6 features:
Purpose/inherence, integrity
Dynamic/hierarchical, structural
Five basic principles of process description
Each process is generally documented separately
Use standard templates and symbols
Clarify the goals, scope, and critical control points of each process
Identify relevant information flows
Establish version change management
Process classification (by content, function): strategic process, core process, support process
Function of process system:
Comprehensive diagnosis of organizational process management system
Ensure the promotion and implementation of organizational strategies.
Promote the elimination of departmental barriers and reflect humanistic management.
Increase the speed of response to market changes.
Build values of continuous learning and improvement.
There are five elements of the process: suppliers, inputs, processes or activities, outputs, and customers.
Section 3 Turtle Diagram and Flow Chart
turtle diagram
Input, output, resources used, person in charge, basis of activities, evaluation activities
flow chart
It is a graphical document that shows the sequence of process steps and decision points. It represents the steps of a process in the form of a diagram.
Section 4 Service Blueprint
Four behaviors: customer behavior, front-end employee behavior, back-end employee behavior, and support process
Three dividing lines: interactive dividing line, visible dividing line, internal interactive dividing line
tangible display
The service blueprint includes: horizontal customer service process, vertical internal collaboration
The service system consists of: service marketing system, service delivery system, and service operating system.
Section 5 Business Process Reorganization American Hammer proposed
Reorganization method: systematic transformation method and new design method
The result of organizational restructuring: a process-oriented and flat organizational structure, weakening the functions of original functional departments, implementing borderless cooperation, and promoting the horizontal and vertical flow of information and logistics.
subtopic
Chapter 6 Risk Assessment Methods and Tools
1. Overview of Risk Management ISO 31000 Risk Management Guide
ISO Guide73 Risk Management Terminology ISO 31000 Risk Management Principles and Guidance ISO/IEC 31010 Analytical Management Technology ISO/TR 31004 Risk Management Implementation Guide to ISO 31000
Risk management principles, the core purpose is "the creation and protection of value"
Integration
Structured and comprehensive
Customization
tolerance
Dynamic
Effective use of information
People and cultural factors
keep improve
risk management framework
leadership and commitment
Integrate
design
implement
evaluate
Improve
risk management process
Communication and consultation
Scope, background, standards
Risk assessment (risk identification, risk analysis, risk evaluation)
risk response
Records and reporting
Testing and Review
2. Failure mode and impact analysis
"Six-step method" for FMEA execution
1. Scope definition
2. Structural analysis (scope of analysis: system, subsystem, components)
3. Functional analysis (use "verb noun" to describe functions) such as: controlling speed, transmitting heat, etc.
4. Failure analysis (three aspects: failure effect FE/failure mode FM/failure cause FC)
5. Risk analysis (three dimensions: severity S/occurrence O/detection D)
6. Optimization
Note: Use the Action Priority (AP) methodology to prioritize risks. There are three levels of priority in the fifth edition of FMEA manual: high H/medium M/low L
3. Risk matrix
1. Two elements:
Risk Consequences Risk Possibility
Risk level = Risk consequence C*Risk possibility L
2. Six aspects of risk matrix input:
1. Consequence Criterion (also known as C Criterion)
2. Possibility criterion (also known as L criterion)
3. Risk materiality criterion (also known as S criterion)
4. Two-dimensional matrix unit diagram about consequences and possibilities
5. Consequence C value of specific risks
6. The probability L value of the consequence occurring
3. Output of risk matrix:
1. Risk level of specific risks
2. Importance level of specific risks
4. Fault Tree Analysis (FTA)
5. Human Reliability Analysis (HRA)
6. Examples
Five elements of the US COSO internal control framework
Control the environment (the most basic element)
Risk Management
control activities
Information and communication
supervise
Chapter 7 Quality Design Methods and Tools
task decomposition method (also known as work breakdown structure) Work Breakdown Structure (WBS for short)
The 100% principle is a core feature of the WBS and applies to all levels of the WBS: all work at the "sub" level should be 100% equal to the work at the "wood" level.
The decomposition principle of task decomposition method
Task Hierarchy Principle
1. Large project-project-phase-task-work unit (activity)
2. Project (Scope)-Phase-Subtask-Work Unit
3. Unit project-division-sub-division-sub-item-inspection batch
Minimum time principle (2 weeks principle)
Responsibility principle
risk decomposition principle
step-by-step segmentation principle
Teamwork Principles
Method types and processes of task decomposition
1. Analogy method
2. Top-down approach
3. Bottom-up approach
4. Brainstorming
Product quality advance planning (Advanced Product Quality Planning, APQP for short)
1. Plan and determine project phases
2. Product design and development stage
3. Process design and development stage
4. Product and process validation stage
5. Feedback, evaluation and corrective action stage
Quality function deployment
1. Product planning stage
2. Parts configuration stage
3. Process design stage
4. Production control stage
experimental design
Reliability design
subtopic
(Chapter 8) Process control methods and tools
Statistical Process Control Overview
process capability analysis
Control Charts
Measurement system analysis
(Chapter 9) Inspection and access methods and tools
Inspection Overview
Counting sampling inspection
Metrological sampling inspection
Bulk material sampling inspection
Production Part Approval Process
Chapter 10 Quality Assessment Methods and Tools
Section 1 Overview of Quality Evaluation
Quality evaluation purpose
1-Identify directions for improvement
2-Reduce risk
3-Make scientific decisions
Section 2 Compliance Evaluation Model
Quality management system audit
process audit
The object of quality management audit is the entire quality management system, while the object of process audit is mainly focused on the design, development and production process of specific products. The conclusion output from the process audit is to determine whether these processes have the ability to meet relevant quality requirements.
product check
The activity of conducting independent quality checks on products and evaluating their suitability for use.
Hierarchical review
Management tool developed by DaimlerChrysler and General Motors in 2005. A standardized audit activity carried out with a certain frequency by personnel at all levels of the organization.
Section 3 Typical evaluation methods for maturity Crosby's "Zero Defects" “Do it right the first time” "Pay attention to the cost of quality loss"
1-Crosby Quality Management Maturity Grid Five levels/six dimensions
period of uncertainty
Awakening period
enlightenment period
rational period
period of excellence
2-Based on ISO9004 maturity evaluation
3-Based on GB/T19580 maturity evaluation "Performance Excellence Evaluation Criteria"
1-Seven aspects: Leadership/Strategy/Customer and Market/Resources/Process Management/Measurement/Analysis and Improvement/Results
2-Process maturity evaluation elements ADLI (method/expansion/learning/integration)
3-Result maturity evaluation elements LeTCI (level/trend/contrast/integration)
Section 4 Typical methods of service quality analysis and evaluation
1-Servqual model analysis method (service quality) Applicable to service industry, expectation-perception model
Divide service quality into five levels
Tangibility/reliability
Responsiveness/Assurance/Empathy
2-5GAP model Suitable for analyzing the root causes of service quality problems
Not understanding customer expectations (Gap 1)
Not choosing the right service design and standards (Gap 2)
Services not provided to standards (Gap 3)
Service delivery does not match external commitments (Gap 4)
The gap between customer perception and customer expectation (Gap 5)
3-Mystery Shopping: Generally, a third party conducts real experience activities at the service site by actually receiving services.
Section 5 Customer Satisfaction Evaluation
GB/T19038-2009 "Guide to Customer Satisfaction Assessment Models and Methods"
GB/T19039-2009 "General Principles for Customer Satisfaction Assessment"
4 evaluation principles:
1 Adequate resources 2 Clear responsibilities
3The method is appropriate 4Continuous implementation
Section 6 Quality and Economic Evaluation Methods The concept of quality cost was first proposed by American Nanny Fagan
quality cost
running quality cost
prevention cost Expenses required to prevent the occurrence of non-conforming products and failures (training/review/control/improvement/quality awards/salaries of quality management personnel, etc.)
appraisal cost The cost of evaluating whether a product meets a specified level of quality. Includes: inspection/audit/test/quality classification/instrument depreciation and purchase expenses)
internal losses Fees paid before leaving the factory due to failure to meet your quality requirements, mainly including: scrap/repair/retest/stoppage/reduced production, etc.)
external losses The finished product does not meet the specified quality requirements after leaving the factory, resulting in claims, repairs, returns, etc.
External quality maintenance costs Fees paid to provide users with requested objective evidence
Taguchi quality loss Fluctuations in the output characteristics of qualified products can still cause losses to society.
Quality characteristics
Eye characteristics
Hope for great features
Look for small features
Chapter 11 Quality Improvement System Methods and Tools
Section 1 Overview
Section 2 Systematic quality improvement methods and tools
1- Theory of Constraints (TOC): also known as bottleneck theory Founded by Dr. Israel Goldratt
Core point of view: Based on the overall situation of the organization, focusing on the effective management of constraints
The methodology of the theory of constraints
first part:
1-Identify system constraints
2-The ability to exploit constraints
3- Let all other factors accommodate the above decision
4-Improve constraints
5-Go back and start from the first step
Part 2: Thought Process
Part 3 Financial Management
Part 4 Operation Management
Part 5 Innovation Management
2-Lean production Core idea: "Liquidity" Also known as: Just-in-time production method
1. Theory: By constructing the concept of “producing the required products in the required quantity when required, shortening the time cycle from materials to finished products, and achieving maximum liquidity.
2. The effect of lean:
3.1 Shortening of production cycle
3.2 Improvement of on-time delivery capabilities
3.3. Enhanced adaptability to market fluctuations
3.4. Cost reduction
3. Nine principles: Kanban mechanism/emphasis on punctuality/standardization of work/efforts to eliminate waste / Eliminate root causes of problems / Balance production / Flexibly utilize “people and space” /Automation/Flexibility changes production methods
4. Lean methods and tools (7 items): 5S and visual management/kanban management (commonly used kanbans include: production kanban and shipping kanban) /Total Production Maintenance TPM/Value Stream Map/Production Line Balancing/Pull Production/Quick Switchover
Section 3 Structured quality improvement methods and tools
1. Six Sigma
DMAIC five stages: define & measure & analyze & improve & control
2. Team-oriented problem solving method 8D
D0 Response measures/D1 Establish a team/D2 Problem description/D3 Implement and verify interim measures/D4 Identify and verify root cause /D5 Select and verify permanent measures/D6 Implement permanent measures/D7 Prevent recurrence/D8 Team congratulations
3. 5Why analysis method: proposed by Sakichi Toyoda of Japan
Also known as the "5 Questions Method", proposed by Sakichi Toyoda of Japan
Core purpose: By continuously discussing the same problem with 5 whys, we can find the root cause along the chain of cause and effect.
4. IS/IS NOT analysis method (Ford)
Principle: Any problem is a certain deviation from the original situation, and this deviation must occur before it is discovered, and there must be some reason behind it.
7 steps: describe the problem--IS/ISnot analysis--difference analysis--change analysis--formulate countermeasures--implementation and verification--summary and promotion
5. TRIZ creative problem-solving method A total of 48 parameters and 40 innovative principles, Believes that real-world problems can be reduced to one of two technical inconsistencies or physical inconsistencies.
Section 4 Promotion Tools for Quality Improvement
Introduction: Solidification and promotion of the effects after the completion of quality improvement activities. The main tools and methods are "Best Practices" and "Lesson Learn"
1. Best practices: summarize and extract the experience and practices gained from improvement activities to form a standard
2. Lesson Learn: Corrective measures corresponding to the ISO9001 standard, whose content is exactly the opposite of "best practice"
Chapter 12 Future Prospects for Quality Management Methods and Tools