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Six Sigma is a firm belief that we can all be nearly perfect, do near-perfect work all of the time and that we have the potential to be creative. Perhaps the industry most in need of this creativity is health care.
If you can’t trust your measurement system, you can’t trust the data it produces.
Previous blogs described a business management system and how projects can be selected that benefits the enterprise as a whole. This blog is a second in a series which steps through various aspects of the Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) roadmap for process improvement.
In this example of a quality improvement project the performance of a catapult needed improvement due to a high degree of variation in the distance traveled by a projectile.
Bill Arbogast explains his perspective on quality, ISO 9001, and how to manage inevitable business changes.
Read: The 2013 Quality Professional of the Year
The purpose of this field guide is to assist organizations, step by step, in implementing a quality management system (QMS) in conformance with ISO 9001:2008, whether from scratch or by transitioning from ISO 9001:2000. It examines each sub-clause of Sections 4–8 of ISO 9001:2008, which contain the requirements, and gives a list of the documentation/documents required, internal audit questions, a summary of management’s responsibilities, and a flowchart of the steps that need to be undertaken to satisfy the requirements.
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