Taguchi method
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The document discusses the Taguchi Method, an approach to quality engineering developed by Genichi Taguchi. It was used to improve postwar telephone systems in Japan. The method focuses on designing quality into products and services from the beginning to eliminate non-random errors. It quantifies quality losses using quality loss functions and aims to reduce sources of variation. The document outlines the Taguchi experiment process, which involves identifying problems, designing experiments, running tests, analyzing results, and confirming improvements. It recommends using expert help to fully apply the method to services.
Taguchi method
- 1. The Taguchi Method: THE SERVICE MANAGER‟S PRIMER TO QUALITY By Ruth Robertson, Boise State University ©2002
- 2. GENICHI TAGUCHI • Born in Japan, 1924 • Electrical Engineer • Worked during 1950‟s to improve Japan‟s post-WWII telephone communication system • Father of the “Taguchi Method” and “Robust Engineering”
- 3. Don‟t run away! • Not a mathematician? • You can still successfully apply Taguchi Method concepts to your service business. • Basic concepts are simple. • Just keep reading.
- 4. Competitive Edge 101: • “In the next century, the capability of developing robust technology will be essential to the competitiveness of any manufacturing enterprise.” (Tsai) (Taguchi: p xi) • Substitute “robust services” and “service enterprise.” You need this.
- 5. Competitive Edge 102: • “To compete successfully in the global marketplace, organizations must have the ability to produce a variety of high-quality, low-cost products that fully satisfy customers‟ needs.” (Robust Engineering; p. xiii)
- 6. Quality Defined • “Any engineered system reaches its „ideal function‟ when all of its applied energy (input) is transformed efficiently into creating desired output energy.” (Robust p. 6) • Employee energy = input • Customer satisfied = output
- 7. Basic Ideas: • CUSTOMER SATISFACTION • Design to the highest standards early in the process to eliminate all non-random errors • Quality Loss = Loss to Society quantified through “Quality Loss Function” • Variation (+/-) from optimal measure results in a loss. • For best results, GET HELP.
- 8. Resources Expended on Quality $ Design $$ Service Delivered $$$$$$$$$$ Post Service Delivery
- 9. Customer Satisfaction • Ways to measure service: 1. Returning customers 2. Number of complaints (1:10) 3. Number of compliments 4. Employee attitude
- 10. Design • Equipment – No breakdowns • Specific jobs defined – Need to know responsibilities • Policies and Procedures – What do you want, anyway? • Taguchi Method experiment
- 11. Quality Loss Concept • Deviation from target results in loss. – Lower than target – Greater than target – Both lose
- 12. Quality Loss Function • Quantify the Loss • Warning: Next slide contains math formulas • But give it a try!
- 13. Quality Loss Function II L(y) = k(y-m)2 L(y) = Loss k = constant = cost to correct tolerance2 y = reported value m = mean value (average) (Taguchi On Robust Technology p. 22)
- 14. Example: • Company C received an average of 10 complaints per month last year. In November they received 15 complaints (y). Management sets an acceptable level at 2 (tolerance). • It costs the company $50 directly per complaint to correct the problems. They determined the cost in lost sales to be $100. • Total cost per complaint: $150
- 15. Example continued: k = $150/22 = $37.50 L(y) = 37.50 (15-10)2 = 37.50 (5)2 = 37.50 (25) = $937.50 is loss for the month of November
- 16. MATH DONE!
- 17. Taguchi Experiment – Steps According to Dr. Foster: (OM Review p. 38-44) • Managers‟ job: – Identify the Problems – Brainstorm – Contribute to experiment design • Facilitator‟s job: – Design experiment – Run experiment – Analyze results – Confirm experiment
- 18. Step 1: Problem Identification • What do managers and/or employees see that need improvement?
- 19. Step 2: Brainstorming • Identify critical variables in the service that affect quality. • Open and honest discourse with all people involved. • Decide which factors are controllable and which are not.
- 20. Step 3: Experiment Design • Using results from brainstorming session, facilitator will design an experiment. • Management must understand this part, and needs to fully support the resources needed for it.
- 21. Step 4: Experiment • Use of ANOVA requires managers understand its use. • Facilitator, although in charge of the experiment, must assure management‟s understanding of the process.
- 22. Step 5: Analysis • Factors closest to target specification identified. • Means to reduce controllable variation produced.
- 23. Step 6: Confirm Experiment • Set up new system using data from experiment. • Test and validate results.
- 24. Conclusion: • Best improvement is early in the process. • Use expert consulting help for full experiment and implementation. • Successfully used in airlines, insurance, hotels and restaurants. • Quality is a major feature that sets a service apart from the rest.
- 25. Citations: • Foster, S. Thomas Jr. Ph. D.: “Designing and Initiating A Taguchi Experiment in a Services Setting” OM Review – Refereed: Volume 9, No. 3. • Taguchi, Genichi: Taguchi on Robust Technology Development: Bringing Quality Engineering Upstream; Asme Press, New York, 1993 • Taguchi, Chowdhury, Taguchi: Robust Engineering: Learn how to boost quality while reducing costs and time to market; McGraw-Hill, New York, 2000
- 26. Recommended Reading: • In addition to cited works: – Visit American Supply Institute (ASI) website at www.amsup.com