Deneme Sınavı Soruları

This step starts with identifying, prioritizing and selecting the opportunities. After localizing the problem, an improvement plan needs to be created. After establishing operational definitions and team objectives, key measures are identified.

After mapping the process with flow charts, supplier/customer relationship and measures of performance need to be identified. This step continues with relating measures to customer needs and expectations. Assuring capable measurement system should also be taken into consideration in this step.

In this stage to assess process stability, variation in measure system needs to be reduced. In this context, special causes of variation should be analyzed and corrected. After bringing process under control, the standards need to be documented, communicated and promoted.

To assess the process capability against requirements, the process needs to be streamlined and error-proofed. The work area should be straightened-up and unnecessary equipment should be eliminated. To institute total productive maintenance, to document lessons learned and to collect and maintain process performance data are the other issues in this step.

After analyzing available process data and stating a goal, a change or test needs to be planned. To design system changes, to define expected outcomes, to identify process measures, to plan data collection strategy, to establish a test measurement process, to test and refine data collection are the other issues to be considered in this stage.

Poka-Yoke

Jidoka

Andon 

Kaizen

Hansei

I-II-III-IV

I-II-III

I-II-IV

I-III-IV

II-III-IV

Promoting small improvements

Research and development - innovation

Measuring performance

Reducing process productivity

Communicating with data

Direction

Execution

Results

RADAR

Deploy

Cause and effect Chart

Pareto Chart

Box Plot

Histogram

ANOVA

I, II, III, IV

II, III, IV, V

I, II, III

II, III, IV

I, III, IV

Rearrange the sequence of work steps and the physical location

Change work methods, forms, documents

Never change the type of equipment in the process

Improve operator training

Try to eliminate unnecessary steps or merge steps

3

6

4

5

7

Incremental change often requires new technology.

Radical change affects whole organization.

Frame breaking improvement is a must for incremental change. 

Strategic change creates new structures. 

Radical changes compel breakthroughs in technology. 

Jidoka

Andon

Poka-Yoke

Hansei

Tsuda

Kaoru Ishikawa (1915 – 1989)

Philip B. Crosby (1926 – 2001)

Genichi Taguchi (1924 – 2012)

Armand V. Feigenbaum (1920 – 2014)

Joseph M. Juran (1904 – 2008)

Only II

I and IV

I, II and III

II, III and IV

I, II, III and IV

Plan-Do-Check-Act

Plan-Act-Do-Check

Check-Act-Plan-Do

Check-Plan-Do-Act

Act-Check-Plan-Do

Only I

I and II

I and III

II and III

I, II and III

Promotion of honesty and fair dealing

Leading to early identification of problematic behavior

Elimination the atmosphere where people look for someone to blame

The ethical dimension of production

Leading to clear communication of commitments and goals

Focusing on process and setting quality specifications; zero defects and getting things right first time.

Aantithesis of “you get what you pay for”; quality products at economy prices.

Quality as something special, distinctive, elitist, embodied in excellence, passing a set of required standards.

Quality is a fundamental change of form.

Quality only has meaning in relation to the purpose of the product or service.

Ethical responsibility

Philanthropic responsibility

Personal responsibility

Legal responsibility

Economic responsibility