Unit 2 –TQM

PRINCIPLES AND PHILOSOPHIES IN QUALITY MANAGEMENT

2.1 THE DEMING PHILOSOPHY

William Edwards Deming (October 14, 1900–December 20, 1993) was an American statistician,
college professor, author, lecturer, and consultant.Deming is widely credited with improving
production in the United States during World War II, although he is perhaps best known for his
work in Japan

CONTRIBUTION OF DEMING:

 DEMING’S 14 PRINCIPLES
 PDCA CYCLE

DEMING 14 POINTS FOR MANAGERS:

1. Create constancy of purpose toward product quality to achieve organizational goals
2. Refuse to allow commonly accepted levels of poor quality
3. Stop depending on inspection to achieve quality
4. Use fewer suppliers, selected based on quality and dependability instead of price
5. Instill (AND MAINTAIN) programs for continuous improvement of costs, quality, service,
and productivity
6. Train (AND VALIDATE) all employees on quality concepts
7. Focus supervision on helping people do a better job
8. Eliminate fear, create trust, and encourage two-way communications between workers and
management
9. Eliminate barriers between departments and encourage joint problem-solving
10. Eliminate the use of numerical goals and slogans to make workers work harder
11. Use statistical methods for continuous improvement of quality and productivity instead of
numerical quotas
12. Remove barriers to pride of workmanship
13. Encourage education and self-improvement
14. Clearly define management’s permanent commitment to quality and productivity
PDSA CYCLE:
The Deming cycle, or PDSA cycle is a continuous quality improvement model consisting
out of a logical sequence of four repetitive steps for continuous improvement and learning: Plan,
Do, Study (Check) and Act. The PDCA cycle is also known as the Deming Cycle, the Deming
wheel of continuous improvement spiral. Its origin can be traced back to the eminent statistics
expert Mr. Walter A. Shewart, in the 1920’s. He introduced the concept of PLAN, DO and SEE.
The late Total Quality Management (TQM) guru and renowned statistician Edward W. Deming
modified the SHEWART cycle as: PLAN, DO, STUDY, and ACT. Along with the other well-
known American quality guru-J.M. Juran, Deming went to Japan as part of the occupation forces
of the allies after World War II. Deming taught a lot of Quality Improvement methods to the
Japanese, including the usage of statistics and the PLAN, DO, STUDY, ACT cycle

Plan The first step in the PDSA cycle is to plan. Managers must evaluate the current process and
make plans based on any problems they find. They need to document all current procedures,
collect data, and identify problems. This information should then be studied and used to develop
a plan for improvement as well as specific measures to evaluate performance.
Do The next step in the cycle is implementing the plan (do). During the implementation process
managers should document all changes made and collect data for evaluation.
Study The third step is to study the data collected in the previous phase. The data are evaluated
to see whether the plan is achieving the goals established in the plan phase.
Act The last phase of the cycle is to act on the basis of the results of the first three phases. The
best way to accomplish this is to communicate the results to other members in the company and
then implement the new procedure if it has been successful. Note that this is a cycle; the next
step is to plan again. After we have acted, we need to continue evaluating the process, planning,
and repeating the cycle again.
BENEFITS OF THE PDSA CYCLE:
 Daily routine management-for the individual and/or the team,
 Problem-solving process,
 Project management, continuous development,
 Vendor development,
 Human resources development,
 New product development, and
 Process trials.

2.2 THE JURAN TRILOGY:

Joseph M. Juran, Ph.D, worked at western Electric from 1924 to 1941. he was exposed to the
concept of Shewhart. Juran traveled to Japan in 1954 to teach quality management. In 1951,
the first edition of Juran’s Quality Control Handbook was published.

Process improvement involves planning. One of the best approach is the one developed by
Dr. Joseph Juran. It has three components: planning, control, and improvement, and is
referred to as the Juran Trilogy. It is based loosely on financial processes such as getting
(planning), expense measurement (control), and cost reduction (improvement). Juran Trilogy
means the interrelationship of three basic managerial processes with which to manage
quality, quality control, and quality improvement.

Planning:

 It begins with external customer. Once quality goals are established, marketing determines
the external customers
 Once the customers are determined, their needs are discovered.
 To develop product and/or service features that respond to customer needs, meet the needs of
the organization and its suppliers, are competitive and optimize the cost of all stakeholders.
Multifunctional team performs it.
 The fourth step is to develop the processes able to produce the product and/or service
features.
 Transferring plans to operations is the final step of the planning process.
Control:

Operating forces to help meet the product, process, and service requirements uses control. It
uses the feedback loop and consists of the following steps,
 Determine items/subjects to be controlled and their units of measure.
 Set goals for the controls and determine what sensors need to be put in place to measure
the product, process, or service.
 Measure actual performance.
 Compare actual performance to goals.
 Act on the difference.
Statistical process control is the primary technique for achieving the control.
Improvement:
The third part of Trilogy aims to attain levels of performance that are significantly higher
than current levels. Process improvement begins with the establishment of an effective
infrastructure such as quality council. Two duties of quality council are to identify the
improvement projects and establish the project teams with a project owner.

2.3 CROSBY PHILOSOPHY ON QUALITY

Quality Guru Philip Crosby has developed 14 steps for an organization to follow in building an
effective quality program:
1. Management is committed to quality – and this is clear to all: Clarify where management
stands on quality. It is necessary to consistently produce conforming products and services at the
optimum price. The device to accomplish this is the use of defect prevention techniques in the
operating departments:
- Engineering
- Manufacturing
- QualityControl
- Purchasing
 - Sales and others.
2. Create quality improvement teams – with representatives from all workgroups and
functions: These teams run the quality improvement program. Since every function of an
operation contributes to defect levels, every function must participate in the quality improvement
effort. The degree of participation is best determined by the particular situation that exists.
However, everyone has the opportunity to improve.
3. Measure processes to determine current and potential quality issues: Communicate
current and potential nonconformance problems in a manner that permits objective evaluation
and corrective action. Basic quality measurement data is obtained from the inspection and test
reports, which are broken down by operating areas of the plant. By comparing the rejection data
with the input data, it is possible to know the rejection rates. Since most companies have such
systems, it is not necessary to go into them in detail. It should be mentioned that unless this data
is reported properly, it is useless. After all, their only purpose is to warn management of serious
situations. They should be used to identify specific problems needing corrective action, and the
quality department should report them.
4. Calculate the cost of (poor) quality: Define the ingredients of the COQ and explain its use as
a management tool.
5. Raise quality awareness of all employees: Provide a method of raising the personal concern
felt by all personnel in the company toward the conformance of the product or service and the
quality reputation of the company. By the time a company is ready for the quality awareness
step, they should have a good idea of the types and expense of the problems being faced.
The quality measurement and COQ steps will have revealed them.
6. Take actions to correct quality issues: Provide a systematic method of permanently
resolving the problems that are identified through previous action steps. Problems that are
identified during the acceptance operation or by some other means must be documented and then
resolved formally.
7. Monitor progress of quality improvement – establish a zero defects committee: Examine
the various activities that must be conducted in preparation for formally launching the Zero
Defects program - The quality improvement task team should list all the individual action steps
that build up to Zero Defects day in order to make the most meaningful presentation of the
concept and action plan to personnel of the company. These steps, placed on a schedule and
assigned to members of the team for execution, will provide a clean energy flow into an
organization-wide Zero Defects commitment.
Since it is a natural step, it is not difficult, but because of the significance of it, management
must make sure it is conducted properly.
8. Train supervisors in quality improvement: Define the type of training supervisors need in
order to actively carry out their part of the quality improvement program. The supervisor, from
the board chairman down, is the key to achieving improvement goals. The supervisor gives the
individual employees their attitudes and work standards, whether in engineering, sales, computer
programming, or wherever.
Therefore, the supervisor must be given primary consideration when laying out the program. The
departmental representatives on the task team will be able to communicate much of the planning
and concepts to the supervisors, but individual classes are essential to make sure that they
properly understand and can implement the program.
9. Hold zero defects days: Create an event that will let all employees realize through personal
experience, that there has been a change. Zero Defects is a revelation to all involved that they are
embarking on a new way of corporate life. Working under this discipline requires personal
commitments and understanding. Therefore, it is necessary that all members of the company
participate in an experience that will make them aware of this change.
10. Encourage employees to create their own quality improvement goals: Turn pledges and
commitments into action by encouraging individuals to establish improvement goals for
themselves and their groups. About a week after Zero Defects day, individual supervisors should
ask their people what kind of goals they should set for themselves. Try to get two goals from
each area. These goals should be specific and measurable.
11. Encourage employee communication with management about obstacles to quality
(Error-Cause Removal): Give the individual employee a method of communicating to
management the situations that make it difficult for the employee to fulfill the pledge to improve.
One of the most difficult problems employees face is their inability to communicate problems to
management. Sometimes they just put up with problems because they do not consider them
important enough to bother the supervisor. Sometimes supervisors don’t listen anyway.
Suggestion programs are some help, but in a suggestion program the worker is required to know
the problem and also propose a solution. Error-cause removal (ECR) is set up on the basis that
the worker need only recognize the problem. When the worker has stated the problem, the proper
department in the plant can look into it. Studies of ECR programs show that over 90% of the
items submitted are acted upon, and fully 75% can be handled at the first level of supervision.
The number of ECRs that save money is extremely high, since the worker generates savings
every time the job is done better or quicker.
12. Recognise participants’ effort: Appreciate those who participate. People really don’t work
for money. They go to work for it, but once the salary has been established, their concern is
appreciation. Recognize their contribution publicly and noisily, but don’t demean them by
applying a price tag to everything.
13. Create quality councils: Bring together the professional quality people for planned
communication on a regular basis. It is vital for the professional quality people of an
organization to meet regularly just to share their problems, feelings, and experiences, with each
other. Primarily concerned with measurement and reporting, isolated even in the midst of many
fellow workers, it is easy for them to become influenced by the urgency of activity in their work
areas. Consistency of attitude and purpose is the essential personal characteristic of one who
evaluates another’s work. This is not only because of the importance of the work itself but
because those who submit work unconsciously draw a great deal of their performance standard
from the professional evaluator.
14. Do it all over again – quality improvement does not end: Emphasize that the quality
improvement program never ends. There is always a great sign of relief when goals are reached.
If care is not taken, the entire program will end at that moment. It is necessary to construct a new
quality improvement team, and to let them begin again and create their own communications.
2.4 MASAAKI IMAI PHILOSOPHY:
Masaaki Imai (born, 1930) is a Japanese organizational theorist and management
consultant, known for his work on quality management, specifically on Kaizen
Kaizen:
The Kaizen method of continuous incremental improvements is an originally Japanese
management concept for incremental change. Kaizenis actually a way of life philosophy,
assuming that every aspect of our life deserves to be constantly improved. The Kaizen
philosophy lies behind many Japanese management concepts such as Total Quality Control,
Quality Control circles, small group activities, labor relations. Japanese companies distinguish
between innovation (radical) and Kaizen (continuous). Kaizen means literally: change (kai) to
become good (zen).
Japanese term that means continuous improvement, taken from words 'Kai' means
continuous and 'zen' means improvement. Some translate 'Kai' to mean change and 'zen' to mean
good, or for the better. The same Japanese words Kaizen that pronounce as 'Gai San' in Chinese
mean: Gai= The action to correct. San= This word is more related to the Taoism or Buddhism
Philosophy in which give the definition as the action that 'benefit' the society but not to one
particular individual. The quality of benefit that involve here should be sustain forever, in other
words the 'san' is and act that truly benefit the others.
Kaizen in Japanese word for the philosophy that defines management’s role in
continuously encouraging and implementing small improvements involving everyone. It is the
process of continuous improvement in small increments that make the process more efficiently,
effective, under control, and adaptable.
Key elements of Kaizen are:
 Quality,
 Effort,
 Involvement of all employees
 Willingness to change, and
 Communication.
The foundation of the Kaizen method consists of 5 founding elements:
1. Teamwork,
2. Personal discipline,
3. Improved morale,
4. Quality circles, and
5. Suggestions for improvement.
2.5 ARMAND VALLIN FEIGENBAUM PHILOSOPHY

Armand V. Feigenbaum was the first to consider that quality should be considered at all the
different stages of the process and not just within the manufacturing function. In his words, “The
underlying principle of the total quality view and its basic difference from all other concepts is
that it provides genuine effectiveness. Control must start with identification of customer quality
requirements and end only when the product has been placed in the hands of a customer who
remains satisfied. Total quality control guides the coordinated action of people, machines and
information to achieve this goal. The first principle to recognize is that quality is every body’s
job.
He devised the concept of Total Quality Control which inspired Total Quality.
His contributions to the quality body of knowledge include:
 Total Quality Control
 Hidden Plant
 Quality cost
Total Quality Control
Total quality control is an effective system for integrating the quality development, quality
maintenance, and quality improvement efforts of the various groups in an organization so as to
enable production and service at the most economical levels which allow full customer
satisfaction.
4 steps in TQC
“Setting quality standards;
– Appraising conformance to these standards;
– Acting when standards are not met, and;
– Planning for improvement in these standards”.
Hidden Plant
The idea that so much extra work is performed in correcting mistakes that there is effectively a
hidden plant within any factory. In every factory a certain proportion of its capacity is wasted
through not getting it right the first time. Dr. Feigenbaum quoted a figure of up to 40% of the
capacity of the plant being wasted. At that time, this was an unbelievable figure; even today
some managers are still to learn that this is a figure not too far removed from the truth.
The concept of quality costs
 I. Preventive Cost Category
 II. Appraisal Cost Category
 III. Internal Failure Cost Category
 IV. External Failure Cost Category
FEIGENBAUM’S PHILOSOPHY:
Three Steps to Quality
(i) Quality Leadership: Management should take the lead in enforcing quality efforts. It should
be based on sound planning.
(ii) Management Quality Technology: The traditional quality programmes should be replaced by
the latest quality technology for satisfying the customers in future.
(iii) Organisational Commitment: Motivation and continuous training of the total work force tells
about the organisational commitment towards the improvement of the quality of the product and
the services.
10 PRINCIPLES OF FEIGENBAUM
 Quality is a company-wide process;
 Quality is what the customer says it is;
 Quality and cost are a sum, not a difference;
 Quality requires both individual and team zealotry;
 Quality is a way of managing;
 Quality and innovation are mutually dependent;
 Quality is an ethic;
 Quality requires continuous improvement;
 Quality is the most cost-effective, least capital-intensive route to productivity, and;
 Quality is implemented with a total system connected with customers and suppliers”
2.6 ISHIKAWA CONTRIBUTIONS
He expanded the deming PDSA model in to 6steps
1. Determine goals and targets.
2. Determine methods of reaching goals.
3. Engage in education and training.
4. Implement work.
5. Check the effects of implementation.
6. Take appropriate action.
Ishikawa has been associated with the development and advocacy of universal education in the
seven QC tools, which are namely:
- Pareto chart;
- Cause and effect diagram (Ishikawa diagram or Fishbone diagram);
- Stratification chart;
- Scatter diagram;
- Check sheet;
- Histogram, and;
- Control chart.
His “Fishbone” diagram was an effective method tool in reducing and preventing the errors and
mistakes in the organization.
Principles of ishikawa
 Quality first-not short-term profits first;
 Customer orientation-not producer orientation;
 The next step is your customer-breaking down the barrier of sectionalism;
 Using facts and data to make presentations-utilization of statistical methods
 Respect for humanity as a management philosophy, full participatory management;
 Cross-functional management”.

TAGUCHI’S CONTRIBUTION:
Genichi Taguchi is a Japanese quality expert, known for the Quality Loss Function and for
methodologies to optimise quality at the design stage –robust design. Taguchi received formal
recognition for his work including Deming Prizes and Awards. Genichi Taguchi considers
quality loss all the way through to the customer, including cost of scrap, rework, downtime,
warranty claims and ultimately reduced market share.

Genichi Taguchi's Quality Loss Function

Taguchi defines Quality loss as “the loss imparted by the product to society from the time the
product is shipped. ”
LOSS = Cost to operate, Failure to function, maintenance and repair cost, customer satisfaction,
poor design.
The Quality Loss Function gives a financial value for customers' increasing dissatisfaction as the
product performance goes below the desired target performance. Equally, it gives a financial
value for increasing costs as product performance goes above the desired target performance.
Determining the target performance is an educated guess, often based on customer surveys and
feedback.
The quality loss function allows financial decisions to be made at the design stage regarding the
cost of achieving the target performance.
Quality Loss Occurs when a product's deviates from target or nominal value. Deviation Grows,
then Loss increases.
Taguchi’s U—shaped loss Function Curve.
Quality through Robust Design Methodology (Parameter and Tolerance Design):
Taguchi methods emphasised quality through robust design, not quality through inspection.
Taguchi breaks the design process into three stages:
1. System design - involves creating a working prototype
2. Parameter design - involves experimenting to find which factors influence product
performance most
3. Tolerance design - involves setting tight tolerance limits for the critical factors and looser
tolerance limits for less important factors.

Taguchi‘s Robust Design methodologies allow the designer through experiments to

determine which factors most affect product performance and which factors are unimportant.
The designer can focus on reducing variation on the important or critical factors. Unimportant or
uncontrollable ―noise factors have negligible impact on the product performance and can be
ignored.
Example:
If your business makes cookies from raw ingredients, there are many possible factors
that could influence the quality of the cookie - amount of flour, number of eggs, temperature of
butter, heat of oven, cooking time, baking tray material etc. With Genichi Taguchi‘s Robust
Design methodologies you would set up experiments that would test a range of combinations of
factors - for example, high and low oven temperature, with long and short cooking time, 1 or 2
eggs, etc. The cookies resulting from each of these trials would be assessed for quality. A
statistical analysis of results would tell you which the most important factors are, for example
oven temperature affects cookie quality more than the number of eggs. With this knowledge you
would design a process that ensures the oven maintains the optimal temperature and you would
be able to consistently produce good cookies.

S/N ratios:
The product of ideal quality should always respond in exactly the same manner to the
signals provided by the user. When you turn the key in the ignition of your car you expect that
the starter motor turns and the engine starts. In the ideal-quality car, the starting process would
always proceed in exactly the same manner - for example, after three turns of the starter motor
the engine comes to life. If, in response to the same signal (turning the ignition key) there is
random variability in this process, then you have less than ideal quality. For example, due to
such uncontrollable factors as extreme cold, humidity, engine wear, etc. the engine may
sometimes start only after turning over 20 times and finally not start at all. This example
illustrates the key principle in measuring quality according to Taguchi: You want to minimize
the variability in the product's performance in response to noise factors while maximizing the
variability in response to signal factors.

Noise factors are those that are not under the control of the operator of a product. In the
car example, those factors include temperature changes, different qualities of gasoline, engine
wear, etc.
Signal factors are those factors that are set or controlled by the operator of the product to
make use of its intended functions (turning the ignition key to start the car).
The S/N ratio is the ratio of the mean (signal) to the standard deviation (noise). It is depend on
the criterion for the quality characteristics to be optimized.
S/N= Useful energy/ Harmful Output energy.
Higher the ratio higher the quality
Concept of Quality Circle:

A quality circle or quality control circle is a group of workers who do the same or
similar work, who meet regularly to identify, analyze and solve work-related problems.

Normally small in size, the group is usually led by a supervisor or manager and presents
its solutions to management; where possible, workers implement the solutions themselves in
order to improve the performance of the organization and motivate employees. Quality circles
were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups
and similar worker participation schemes.

Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily
meet together on a regular basis to identify improvements in their respective work areas using
proven techniques for analysing and solving work related problems coming in the way of
achieving and sustaining excellence leading to mutual upliftment of employees as well as the
organisation. It is "a way of capturing the creative and innovative power that lies within the work
force".
The concept of Quality Circle is primarily based upon recognition of the value of the
worker as a human being, as someone who willingly activises on his job, his wisdom,
intelligence, experience, attitude and feelings. It is based upon the human resource management
considered as one of the key factors in the improvement of product quality & productivity.

ORGANISATIONAL STRUCTURE
A Quality Circle has an appropriate organizational structure for its effective and efficient
performance. It varies from industry to industry, organisation to organisation. But it is useful to
have a basic framework as a model. The structure of a Quality Circle consists of the following
elements.
i. A steering committee: This is at the top of the structure. It is headed by a senior executive and
includes representatives from the top management personnel and human resources development
people. It establishes policy, plans and directs the program and meets usually once in a month.
ii. Co-ordinator: He may be a Personnel or Administrative officer who co-ordinates and
supervises the work of the facilitators and administers the programme.
iii. Facilitator: He may be a senior supervisory officer. He co-ordiates the works of several
quality circles through the Circle leaders.
iv. Circle leader: Leaders may be from lowest level workers or Supervisors. A Circle leader
organises and conducts Circle activities.
v. Circle members : They may be staff workers. Without circle members the porgramme cannot
exist. They are the lifeblood of quality circles. They should attend all meetings as far as possible,
offer suggestions and ideas, participate actively in group process, take training seriously with a
receptive attitude.The roles of Steering Committee, Co-0rdinator, Facilitator, Circle leader and
Circle members are well defined.
The Quality Circles also are expected to develop internal leadership, reinforce worker
morale and motivation, and encourage a strong sense of teamwork in an organisation. A variety
of benefits have been attributed to Quality Circles, including higher quality, improved
productivity, greater upward flow of information, broader improved worker attitudes, job
enrichment, and greater teamwork.
OBJECTIVES OF QUALITY CIRCLE

The objectives of Quality Circles are multi-faced.

a) Change in Attitude. From "I don‘t care" to "I do care" Continuous improvement in quality of
work life through humanisation of work.

b) Self Development Bring out ‗Hidden Potential‘ of people People get to learn additional skills.
c) Development of Team Spirit Individual Vs Team – "I could not do but we did it" Eliminate
inter departmental conflicts.

d) Improved Organisational Culture Positive working environment. Total involvement of people

at all levels. Higher motivational level. Firstly, the management is informed about the quality
control circle process that is being planned.
How implement QC
 A committee is formed, and key persons such as a coordinator and in- house coach are
selected.
 The scope is defined, and areas of application identified.
 First-line supervisors in the identified areas are given QCC presentations. It is important
to make these impressive, and valuable tips on the subject are available.
 This is followed up with extensive training for coordinators and middle management on
the process and their roles.
 Employees are invited to become members of a circle, and trained suitably once they sign
up. Thus, a circle is formed and begins work. These may give rise to other circles.
 Problems are discussed and solved in a systematic manner in the QCCs. It is very
important that solutions are implemented as quickly as possible, to maintain the
momentum.
5S:

The 5-S practice is a technique used to establish and maintain quality environment in an
organization. The name stands for five Japanese words: Seiri, Seiton, Seiso, Seiketsu and
Shitsuke [Osada, 1991]. The English equivalents, their meanings and typical examples are
shown in the following table
 Japanese English Meaning Typical Examples (out of 50)

Seiri Structurise Organisation Throw away rubbish or return to store

Seiton Systemise Neatness 30-second retrieval of document

Seiso Sanitise Cleaning Individual cleaning responsibility

Seiketsu Standardise Standardisation Transparency of storage

Shitsuke Self-discipline Discipline Do 5-S daily

 Seiri - Proper Arrangement– Clear out the clutter. Get rid of what what’s ’s not
needed.
 Seiso - Cleanliness– Clean the work area. Paint as needed. Focus on dirt prevention.
 Seiton - Orderliness– Identify and report larger safety hazards. Reduce risk.
 Seiketsu - Cleaned Up– Get rid of unnecessary movement of people and material by
implementing smart placement.
 Shitsuke - Discipline– Give every workplace item a designated place and label.
Implement automatic recoil.
The technique has been practiced in Japan for a long time. Most Japanese 5-S practitioners
consider the 5-S useful not just for improving their physical environment but for improving
their thinking processes as well. Apparently the 5-S can help in all walks of life. Many of the
everyday problems could be solved through adoption of this practice.

8D Methodology:

8D is a problem-solving methodology for product and process improvement. It is structured

into eight disciplines, emphasizing team synergy. The team as whole is better and smarter
than the quality sum of the individuals. Each discipline is supported by a checklist of
assessment questions, such as "what is wrong with what", "what, when, where, how much
1. Use Team Approach Establish a small group of people with the knowledge, time,
authority and skill to solve the problem and implement corrective actions. The group must
select a team leader.

2. Describe the Problem Describe the problem in measurable terms. Specify the internal or
external customer problem by describing it in specific terms.

3. Implement and Verify Short-Term Corrective Actions Define and implement those
intermediate actions that will protect the customer from the problem until permanent
corrective action is implemented. Verify with data the effectiveness of these actions.

4. Define and Verify Root Causes Identify all potential causes which could explain why the
problem occurred. Test each potential cause against the problem description and data.
Identify alternative corrective actions to eliminate root cause.

5. Verify Corrective Actions Confirm that the selected corrective actions will resolve the
problem for the customer and will not cause undesirable side effects. Define other actions, if
necessary, based on potential severity of problem.

6. Implement Permanent Corrective Actions Define and implement the permanent corrective
actions needed. Choose on-going controls to insure the root cause is eliminated. Once in
production, monitor the long-term effects and implement additional controls as necessary.

7. Prevent Recurrence Modify specifications, update training, review work flow, improve
practices and procedures to prevent recurrence of this and all similar problems.

8. Congratulate Your Team