Estuda

SPC was developed by Shewhart, Dodge, and Roming at the Bell Telephone Laboratories during the 1930. It was one of the principal systems taught to the Japanese by Deming and has substantially contributed to Japan’s excellence in quality. SPC is referred to as using statistical information to monitor and control production processes. In SPC process control charts are used primarily to empowerco-workers to prevent or detect production of defective products (finished goods, subassemblies or components) or services. SPC provides the basis for determining process capability and predicting the yield from a process. It allows managers and coworkers to determine when to adjust a process that is falling or has fallen out of control. It also helps to identify common and special causes ofvariation and there by avoid overreaction by management. Moreover, SPC often helps management to establish communication between operators and supervisors while maintaining the continuous improvement of operations and product quality.

The problems this company encountered when implementing SPC are typical in small organizations. First, funds for training and implementation of a new system weredifficult to obtain. Second, most co-workers and managers, with the exception of the director of production and the quality manager, had no or a very limited background in SPC. Furthermore, many of the co-workers and managers were wary of SPC due to unpleasant experiences in previous positions at other companies. The resistance to change that was present implied that the use of SPC requiredgradual infusion.

THE SPC implementation
Based on literature review, a six-step procedure for installing an SPC system in small organizations was developed (figure 1). Each step was developed so that critical elements of the TQM philosophy, such as employee empowerment, management and employee training, dispelling of fear, and teamwork, were instilled in the procedure.
Step 1: obtain managementsupport
Corporate management commitment is the main ingredient to successful implementation of a quality management system, according to deming. In addition to recognizing the benefits of SPC, senior management must show their commitment to the system. They must make it clear that SPC is not a fad or a programme but an ongoing process that empowers co-workers and improves process/productquality. Finally, top management must also recognize that integrating SPC into the daily workflow disrupts production to some extent at the onset.
In general, the implementation of SPC in this company found a great deal of support from middle management. The director of production was the lead figure in bringing about the new system. The quality assurance manager and the production engineer wereboth aware of the benefits of SPC and were receptive to an SPC pilot study. Nevertheless, hesitancy for its use came from upper management, which did not recognize the long-term benefits in such an implementation. The assembly supervisor had personally witnessed improper use of SPC at previous places of employment. These unpleasant experiences led to opposition or fear of any quality-enhancementefforts, unless more thorough information showed that it would not be used against them but would empower them in order to build quality products. After many meetings and discussions, they agreed to go ahead with a pilot study implementation.

Step 2: choose an SPC leader
Corporate management must nominate a manager to oversee the proper

SPC ha sido desarrollado por Shewhart, Dodge y Romingen los Laboratorios Bell Telephone durante el 1930. Fue uno de los principales sistemas enseñó a los japoneses por Deming y ha contribuido sustancialmente a la excelencia de Japón en calidad. SPC se conoce como el uso de información estadística para monitorear y controlar los procesos de producción. En SPC listas de control de procesos se utilizan principalmente para capacitar a los compañeros...