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	Thesis Writing
	Service Quality
	Lean / Six Sigma
	Total Quality Management
	Healthcare Management
	APQP / PPAP
	Workshops / Seminars

Quality Yield Productivity (ML) Quality Yield Productivity (SL) Training Needs Analysis Staff Performance Evaluation Statistical Process Control Total Productive Maintenance Audit Management Document Control ISO Implementation Toolkit Attendance Monitoring Inventory Monitoring for Stock Inventory Monitoring for Finished Goods Utilities

Seven Quality Control Tools New Quality Control Tools Project Selection Tools Advanced Quality Techniques Voice Of Customer Quality Function Deployment Failure Mode Effects Analysis Statistical Process Control Advanced Statistical Techniques Measurement Systems Analysis Hypothesis Testing Distributions Design of Experiments Control Plan Methodology Dynamic Control Plan Production Part Approval Process Service Quality Tools Healthcare Clinical Research Design Business Thesis Writting Reliability and Validity Classical Design Robust Design Multivariate Analysis Monte Carlo Simulation

5S Housekeeping Seven Quality Control Tools Design of Experiments Failure Mode Effects Analysis Just In Time Mistake Proofing Measurement System Analysis Process Flow Chart Quality Function Deployment Statistical Process Control Hypothesis Production Part Approval Process Voice of Customer Process Work Instruction Standard Operating Procedure Process Capability Control Plan Methodology Dynamic Control Plan Service Quality Total Productive Maintenance Productivity Tracking Healthcare Six Sigma Training Needs Analysis Staff Performance Evaluation Market Research Visual Management Business Thesis Writting

Thesis Awareness Thesis Outline Thesis Mindset Thesis Proposal Thesis Writing

Basic Practitioner Classical Intermediate Advance Dynamic Characteristics Problem Solving

QFD (2 days) QFD (3 days)

Basic Practitioner Intermediate Advance Online Quality Control

Service Quality Customer Complaints Customer Satisfaction Survey Managing Customer Service Delivering Customer Service Internal Customer Satisfaction Customer Loyalty Calming Upset Customers Telephone Techniques Counter Service Assertive Behavior

7 QC Tools (1 day) 7 QC Tools (2 days)

Prototype Control Plan Pre-Launch Control Plan Production Control Plan

Root Cause Analysis Incident Reporting HFMEA Cycle Time Reduction Clinical Research

Six Sigma Champion Six Sigma Yellow Belt Six Sigma Green Belt Six Sigma Black Belt

Balanced Scorecard Net Promoter Score Benchmarking

Creating an Advanced iCT-M Project
A Project is defined as a collection of activities that have a specific start date and end date and the conduction of which is intended to address a particular need. There are several reasons why a company may need to carry out Projects. Typical reasons may be: An important customer has returned a batch of material as non conforming - and demanding a course of action The Quality Management System audit received a minor or major nonconformance A research team wants to carry out a structured investigation into a phenomenon A Quality Circle wants to improve a process
Activities within a Project are varied. Some activities may be conducted in a few minutes while others may take a fair amount of data collection, data analysis, data interpretation, etc. Attempts to organize approaches to these activities are abundant in literature and include the Deming's Plan-Do-Check-Act, Quality Circles, Problem Solving Process, 8D Problem Solving, etc. Even other philosophies such as Just-In-Time may be regarded as an extended project since these are aimed at reducing process defects, failures, downtime, wastage, etc. Tragically however, there has been little or no mechanism that provides practitioners with a dynamic take-back-and-do approach. Although there is much software that can help engineers tackle many of these problems, in the author's industrial experience, the vast majority of engineers have little more than a spreadsheet. In reality, creating or working on a Project in an industrial situation takes a lot more that a few Excel, Word or PowerPoint files put together. Customers often demand to see the implementation of a project. Customers may even want to the see the process e.g. through Statistical Process Control, implementation of ISO 9000, etc. The diagram on the right shows how one such simple process may be contrived. Clearly, the VOC flowing into QFD1, dand QFD2 is evident. Data from QFD2 flows into the DFMEA. Output from the DFMEA is used for the DVPR. Output from the DFMEA is filtered by the FMEA criteria then flows into a characteristic matrix and then into a PFMEA. Out put from the PFMEA is used in the Control Plan. The big question is "How does an engineer or a company manage all these data?"
One of the solutions may be iCT-M. Just how real can iCT-M get to the factory floor environment in production and quality improvement? Consider the checkerboard project on the right. Imagine your Voice of Customer (VOC). There are many steps in VOC. Most companies don't get their engineer to use VOC because it is not readily available as a tool. Now, with some basics, an engineering team can conduct VOC. Imagine the outputs of VOC being imported into Quality Function Deployment (QFD). Again, while there is some software on this, it is not integrated like as in iCT-M. Even so, suppose the user could go through QFD with a resultant important "Hows".
Imagine high priorities from QFD being imported into Failure Mode Effects Analysis (FMEA). When the FMEA is deliberated, other activities may arise that require the FMEA team to study perhaps, a Histogram of a process distribution, or even a Measurement System Capability. These are so easily handled by iCT-M while retaining the graphic inter-relationship. In any case, High Risk Priority Numbers (RPN) are generated and these need to be controlled. Imagine high RPN activities being imported into a Control Plan (CP) or a Dynamic Control Plan (DCP), whichever the user prefers. Control Plans or Dynamic Control Plans may subsequently require the use of Statistical Process Control, a Frequency Chart or any number of the productivity and quality improvement tools and techniques. Imagine further, all of these without having to hunt for the engineer! Without worrying where the data is stored. If you may print them. If they have been completed, etc. Imagine the number of problems a manager faces in just getting the reports... With iCT-M, data collection is arranged in a way that is visually appealing and technically most intuitive. The least number of questions or data prompts are asked in the most logical manner. iCT-M uses what may be considered the most practical representation of the data, analyses and report. While this may be subjective, the standardization and most common form of use may itself be regarded as "normal" (yes, 99.97 % within 3 sigma). Creating advanced projects allows iCT-M has another major breakthrough. Consider a senior manager who walked into the factor floor. What? Just consider. Suppose the manager ask the operator Manager: "Why do you measure the curing Temperature of the oven?" Operator: "Because the Dynamic Control Plan requires that I control the temperature". Manager: "Why does the Dynamic Control Plan need that?" Operator: "Because the oven capability was identified as having a high risk priority number in Failure Mode Effects Analysis". Manager: "And why is that?" Operator: "The Quality Function Deployment identified that a good heating element was necessary". Manager: "But why?" Operator: "Because the Voice of Customer demanded it!!!

For the first time, deploy all your VOC -> QFD -> FMEA -> DCP. Then justify every shop floor action you do by tracing it all the way from DCP -> FMEA -> QFD -> VOC !! Yes, trace every customer requirement to your processes and retrace every process to the customer’s voice. Ensure an unbroken chain of action and reaction. Only in iCT-M.

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