Part 3 · Decision 6 · Weeks 13–14

"How do we keep quality high?"

Quality is two different jobs. One is improvement — finding what's broken and fixing it (DMAIC, the Seven Tools, the Midnight Bakery side of the house). The other is control — watching the process every batch and catching drift before it becomes a defect (SPC, the Night Watchers side). Mature operations do both.

DMAIC Seven Tools SPC Cp/Cpk

Why this decision matters

Every operations failure of the last decade had a quality story underneath it. Boeing's 737 MAX, Tesla's paint defects, the formula recall — each of them was a control chart that nobody read, a root cause that nobody chased, or a DMAIC cycle nobody ran. Quality isn't a department; it's a habit of seeing variation, asking why, and standardizing the answer. This is the most "career-transferable" decision in the course — Six Sigma rigor reads the same in a bakery, a hospital, and a bank.

By the end of this topic you'll be able to

Run the DMAIC cycle on a small operational problem. Use the Seven Tools fluently (flowchart, check sheet, Pareto, fishbone, scatter, histogram, control chart). Construct an X-bar/R or p-chart, read it for special-cause signals, and compute Cp/Cpk. Calculate cost of quality (prevention + appraisal + internal failure + external failure) and use it to defend an investment.

Materials

Key concepts to know
  • DMAIC — Define, Measure, Analyze, Improve, Control. The improvement cycle.
  • Seven Tools — flowchart, check sheet, Pareto, cause-and-effect (fishbone), scatter, histogram, control chart.
  • 5 Whys — keep asking "why" until you reach a root cause you can act on.
  • 5S — Sort, Set in order, Shine, Standardize, Sustain. Workplace organization.
  • Poka-yoke — mistake-proofing. Make the wrong thing impossible.
  • Cost of quality — prevention + appraisal + internal failure + external failure. Most companies overspend on appraisal and underspend on prevention.
  • Common vs. special cause — common is the system itself; special is something unusual. Different fixes.
  • Control charts — X-bar/R for variables, p- and c-charts for attributes. Centerline ± 3σ control limits.
  • Run rules — the additional patterns (eight points one side of centerline, etc.) that signal out-of-control without exceeding the limits.
  • Cp / Cpk — capability indices. Cp = (USL−LSL)/(6σ); Cpk also penalizes off-center. ≥1.33 is industry minimum, ≥2.0 is Six Sigma.
Slides & lecture decks
Bedtime stories — quality through narrative

Long-form stories that teach the quality material through characters. Most people remember Luna's bakery longer than they remember Chapter 12. Each is available as a printable docx and an interactive web version.

Real-industry quality cases (Banking & Manufacturing)

Two case studies that apply Ch 12 & Ch 13 thinking to industries with very different quality cultures. Worth doing both for contrast.

Business Process Analysis (BPA) toolkit

BPA is the consulting cousin of Six Sigma — same goals, faster cycle, less statistical machinery. Useful when you need to improve a process but you're not running a 6-month Black Belt project.

Hands-on activity — SPC, cost of quality, data matching
Practice with games · Quality & DMAIC
Practice with games · Statistical Process Control
Using AI on this decision

AI is the most-changed area in quality management right now. Three concrete uses worth trying:

  1. Triage. Paste a defect log and ask the AI to Pareto it by category and propose a fishbone.
  2. Real-time control. Run summary statistics through the AI and let it flag suspected special-cause patterns (always verify by chart).
  3. Root cause. Walk the AI through a 5-Whys conversation, then push back when it stops at "human error."

Three interactive companions:

Self-check (Part 3 review — covers Topics 6 & 7)

The same Part 3 self-check appears on the Topic 7 page too — either entry point is fine. Choose docx or interactive game format.

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