Reading Assignment:

Download and read Chapter 8 in Essentials of Quality With Cases and Experiential Exercises.  Review the Discussion Questions at the end of the chapter to be sure that you understand what you have read.

There is a difference between a symptom and a problem.  Healthwise, a headache is usually a symptom.  The cause of a headache (e.g. drinking too much alcohol, a brain tumor) is the problem.  In business, poor employee morale is usually a symptom (not a problem)--perhaps of poor supervision, inadequate working conditions, etc.  High rates of scrap and rework are usually symptoms of a process problem (e.g. defective lot of material, a malfunctioning machine, an inadequately trained operator).  In order to have any meaningful and lasting impact, the problem solving process must focus on the problem (root cause) rather than the symptom.  Healthwise, an aspirin might temporarily releive the headache, but the headache will recur because the root cause (tumor) has been ignored.  Holding a company picnic will have little lasting impact on employee morale if the cause of poor morale (poor supervision) is ignored.  Effective quality professionals use a structured approach to problem solving that is focused on root causes rather than a haphazard or seat-of-the-pants approach.  The approach recommended in this lesson is a modification of one developed by Osborn and Parnes.

Problems and opportunities are but two sides of the same coin.  Solving a problem is an opportunity to improve the process.  The basic problem solving process can be applied to continuous improvement activities in conjunction with the Deming (or Shewart) Cycle (Plan--Do--Study--Act) or the Six Sigma DMAIC Process (Define--Measure--Analyze--Improve--Control).

The seven tools of quality can assist the quality professional in root cause analysis.  They are simple but powerful tools which can be of significant value throughout the problem solving and continuous improvement processes.  The Mystery Chemical example in the text shows how the seven tools of quality can be utilized in a systematic way to address a problem.  With the exception of process control charts, they do not require any knowledge of statistics to be used effectively.  And these tools are equally effective in both service and manufacturing environments.  Training in the use of these tools is often incorporated into the early phases of employee empowerment training programs.  Management cannot expect employees to effectively participate in problem solving and continuous improvement programs (i.e. to be empowered) unless they are provided training in how to address problems.

Answer Discussion Questions 1-12 at the end of Chapter 8 of the text.  These do not need to be submitted for grading.

Do Problems 1-11 at the end of Chapter 8 of the text.  Submit these to the instructor for grading.

Do Case Study 8.1, Sour Grape Ice Cream, at the end of Chapter 8 of the text.