Quais etapas e ferramentas você usa para melhorar a qualidade?

In my experience, Before you can make things better, you gotta figure out what "better" even means for you. That means nailing down what quality looks like for your thing—whether it's a product or a service. Take a good look at what standards and rules you gotta follow, what your customers want, and what other important folks expect from you. You can gather info from all over the place, like looking at what others in your industry are up to, checking out rules and contracts, and listening to what people are saying about your stuff. Once all things sorted, write it down nice and clear so everyone on your team knows what's what. Keeping everyone on the same page helps make sure working toward the same goal of making thing the best it can be.

The International Organisation for Standardisation (ISO) is popular across many industries (ISO 7107 healthcare quality management, ISO 9001 quality management ISO 14001 environmental management, ISO/IEC 27000 information security management)

Depending on the type of product your company manufactures, there may already be a specific set of quality standards that must be met during and after production. These standards are sometimes set by an industry association or by a government regulatory agency. Sometimes companies will need to develop their own set of quality control standards. These should be a set of measurable items that can be applied across departments and should be specific to the point of production or service that is performed at that step. Focusing on the most important aspects of production as it relates to quality control will allow companies to better streamline their processes around areas that can benefit the most from improvements.

Na minha experiência, os padrões de qualidade não apenas estabelecem um ponto de referência para avaliação, mas também servem como guias claros para alcançar resultados superiores e sustentáveis. Quando bem definidos, eles promovem a uniformidade na entrega de produtos ou serviços, asseguram a satisfação dos clientes e fortalecem a reputação da organização. Além disso, ao estabelecer critérios objetivos, os padrões de qualidade ajudam a identificar áreas de melhoria contínua, impulsionando a inovação e o crescimento a longo prazo.

Creo q para mejorar la calidad primero se debe definir el ámbito a mejorar, ya Que en cualquier compañía y cada área tiene sus estándares de calidad y requisitos, lo siguiente sería detectar los puntos débiles o críticos, estudiarlos y establecer una estrategia acorde, según los datos que se hayan recopilado en el estudio, establecer lazos de colaboración tanto internos como externos, asegurando una mejora continua, educando y reeducando Constantemente para facilitar los procesos de cambio y adaptación

The Plan Do Study Act Cycle (Demming Cycle) is ideal for quality assurance. Using this Cycle encourages continuous improvements and highlights opportunities for improvement (OFIs) in a process. OFIs can be found in Audits and assessments of a particular department in an organization. I personally found that the use of process maps aid in identifying OFIs quickly.

What I have seen , Once you know what quality looks like for your thing, it's time to make sure you actually hit the mark. That's where quality assurance comes in. It's all about putting systems in place to make sure your thing meets your quality standards every step of the way. You gotta lay down the rules and guidelines for your team to follow, and make sure they've got the tools they need to do their job right. Think stuff like making plans, ticking off checklists, doing audits, and looking things over to make sure they're up to snuff. And don't forget to keep an eye on how things are going and speak up if something's not quite right—catching problems early helps keep things on track.

A critical aspect of QC is MSA - measurement systems analysis. We have to be able to prove that our yardstick is actually 36 inches and that our technicians can use it in the right way. It's not enough to say THAT you trust your data, you need to be able to explain and exhibit WHY you trust your data. A solid MSA program gives you confidence that you understand your measurement capabilities and can communicate that understanding to interested parties, whether it be customers or internal partners.

I find that quality control is more effective when companies implement control charts to measure how stable their processes are. These visual tools indicate which processes are out of control and need more resources dedicated to improve them. On the other hand, the charts identify processes that are in control and could need less resources. All this said, how to allocate resources depends also on the results of a demand analysis as the customer's voice is the main guide for Continuous Improvement.

SPC is a method that involves collecting and analyzing data to monitor and measure the quality. This data can be used to identify patterns and trends the performance, allowing project managers to continually improve the quality . By utilizing SPC, quality managers can gain valuable insights into the effectiveness of their quality management processes and identify areas for improvement.

Another popular quality improvement process is the six-step PROFIT model, P = Problem definition. R = Root cause identification and analysis. O = Optimal solution based on root cause(s). F = Finalize how the corrective action will be implemented. I = Implement the plan. T = Track the effectiveness of the implementation and verify that the desired results are met.

A) Always identify technical & systemic causes for the problem Technical causes - 1. How did the problem occur. 2. How can the problem be detected. Systemic Causes - 1. How did the system allow the problem to occur. 2. What systems were in place to detect the problem. B) Perform defect simulations to validate the root cause of the problem. C) Identify potential causes that could occur due to the implemented corrective action. D) Use FMEA to highlight the causes in fishbone & validate all causes.

As a rule of thumb I wait the time it would have taken for 3 similar failures to occur before I try to evaluate effectiveness of the corrective actions. So, if we had 4 failures in 8 months, I would wait 6 months to evaluate the effectiveness. Interested in hearing alternative criteria or practice.

A quality system requires a strong family-like emphasis to work. An assembly group will only focus on what it takes to assemble, because that's what their name requires. Quality control can only treat symptoms and not root causes in these environments. Identity defines individuals/groups, but also their expected results, in some cases. A manufacturing group needs to come from the same family (mentally) as the quality group, in order to do quality things without the presence of quality control. We need an identity shift. Instead of "Assembly Group", rename them to "Quality Assembly Group" and the same with every group in the business. At that point, we can start to emphasize quality mindsets because we are all of the same family.

Involving stakeholders in defining quality standards is crucial to ensuring that all expectations are met. Stakeholders should be consulted to ensure that quality is being maintained and that any concerns are addressed promptly. This includes involving stakeholders in quality control and assurance activities.

In my experience, employee involvement is crucial to improve the Quality performance. One of the famous and useful tool is Quality circle in which all workforces involving and suggesting the corrective actions. Each and every operators work forces accompanied with groups because they are having indepth knowledge about the processes.

Engajar as partes interessadas é primordial para se ter um Sistema de Gestão da Qualidade robusto e maduro. Engajar não é uma tarefa fácil, você precisa ter muita paciência, resiliência e poder de persuasão. Você precisa convencer que Qualidade é importante para manter o negócio e prestar um serviço de excelência para o seu cliente. Para engajar é necessário treinar, conversar, fazer dinâmicas, estudos de caso, workshop, etc. No final, todo este esforço vai valer muito a pena.

Invest in training for team members to enhance their skills and knowledge related to quality management and improvement techniques.

Importante rever e avaliar processos e resultados, pois o primeiro passo é revisar e avaliar os processos e resultados de qualidade, incluindo analisar os dados de qualidade coletados, revisar os resultados de inspeções ou testes, e considerar feedback de clientes e stakeholders, e ao revisar essas informações, é possível identificar o que funcionou bem e o que precisa ser melhorado. Tambem identificar áreas de melhoria, pois com base na revisão dos processos e resultados, identifique áreas específicas que podem ser aprimoradas, e isso pode incluir identificar padrões de defeitos ou falhas, identificar gargalos ou pontos fracos nos processos, ou identificar oportunidades de melhorias na eficiência ou na satisfação do cliente...

Excellence in quality management is an ongoing commitment, demanding continual adaptability, communication, and flexibility. Effectively harnessing Key Performance Indicators (KPIs), coupled with invaluable insights from both customers and internal stakeholders, serves as the cornerstone for achieving and upholding stringent quality objectives. By embracing these practices, businesses can seamlessly navigate the dynamic landscape, ensuring sustained excellence in their quality endeavors.

Pour assurer une amélioration continue de la qualité, il est essentiel d'exploiter et analyser les données issues de divers contrôles effectués, des réclamations clients, des incidents internes et tout retour d'informations des parties prenantes.....Ce sont des mines d'informations pour rectifier les faiblesses et renforcer les forces afin d'optimiser le processus. L'exploitation de ces données permet également de définir des bons indicateurs impactants pour le système de management en général et qui permettent aux dirigeants de voir réellement l'impact de leur investissement dans la demarche qualité. Avec une bonne communication des résultats, l'amélioration continu devient "l'affaire de tous".

Commitment is the key in improving Quality. If there’s no commitment; tools, charts, methods, none of them will be helping to improve the quality in a sustainable way.

Sure knowledge of tools helps but solving a quality problem is about going deep in the issue and coming up with the right rca and solutions. 1. My go-to tools and plan is always to understand problem statements and conduct some basic brainstorm to get ideas and perspective. 2. Then study as-is process flow and SIPOC. 3. Later basis data points analyse it using stats and qa tools (sometimes basic qc tools are good enough) along with few hypothesis tests. 4. Pin point on issues and design solution, test it in a small area and deploy if successful. Note- Communication and data gives you loads of info to act and improve

Good points, but most of the issues can be resolved using basic tools like brainstorming, rca, 7 qc tools and monitoring the data and process. For extra efforts, deep dive with methodology which serves the purpose like dmaic, lean, etc.

There are several tools and methodology to use. It clearly depends on your problem and magnitude of it. Firstly one must understand the problem via proper rca and voice of stakeholders of that work area. Later can choose whether you need leans concepts, qc tools or heavy dmaic or dmadv approach. Don't jump to implement tools unless you have understood and analysed the problem properly. Also communication with ground folks who face the issue is a must (remember gemba teaches us a lot). Good luck.

Ensure there is management commitment is Step 1. Without support from the top down no tool you try to implement will succeed in the long run.