2.- Quality and the Art of Discovery by George Box Part II
Summary
TLDREl guion trata sobre la creatividad humana y cómo puede ser utilizada para mejorar sistemas y procesos. Se enfatiza que todos los seres humanos son creativos y que esta creatividad se desperdicia en la actualidad. El vídeo explica cómo la responsabilidad de la mejora de la calidad es de cada individuo y no solo de un departamento. Se presentan herramientas sencillas como diagramas de Pareto, diagramas de causas-efectos (también conocidos como diagramas de Ishikawa o 'caja de pescado'), histogramas, y gráficos de dispersión para ayudar a las personas a detectar y solucionar problemas en su entorno de trabajo. El objetivo es pasar de la inspección de calidad a la detección de calidad, involucrando a todos en la mejora continua.
Takeaways
- 🧠 **Creación de soluciones**: Los humanos son capaces de crear y encontrar soluciones a problemas, lo que los distingue de otros animales.
- 🚀 **Creación innata**: Todos los seres humanos son creativos, aunque la cantidad de creatividad puede variar de persona a persona.
- 📊 **Distribución de creatividad**: La creatividad se distribuye de manera similar a otras características humanas, como la altura, y no todos tienen la misma cantidad.
- 🔍 **Solución de problemas**: Muchas de las soluciones a los problemas organizacionales son sencillas y accesibles para aquellos con una cantidad promedio de creatividad.
- 🌐 **Sistemas de mejora**: Cada sistema operativo proporciona información sobre cómo puede mejorarse, y la mejora de la calidad es responsabilidad de cada individuo.
- 🤝 **Empowerment**: Los individuos deben estar empoderados para asumir responsabilidades y mejorar el sistema en el que trabajan.
- 📈 **Herramientas de mejora**: Se pueden utilizar herramientas simples como diagramas de Pareto, diagramas de causas-efectos, hojas de chequeo, histogramas, estratificaciones, gráficos y diagramas de dispersión para mejorar la calidad.
- 🔧 **Aplicación práctica**: Estas herramientas no solo se pueden usar en procesos de producción, sino también en otros contextos, como la atención médica.
- 🌟 **Transformación cultural**: La filosofía de gestión debe cambiar para permitir que todos los empleados contribuyan a la mejora continua del sistema.
- 📉 **Reducción de defectos**: La mejora continua puede reducir drásticamente los defectos en los productos, como se demuestra en un caso de estudio de una fábrica de televisores.
Q & A
¿Qué es lo que distingue a los seres humanos de los demás animales según el transcript?
-Los seres humanos se distinguen por su capacidad para ser creativos y solucionar problemas, a diferencia de otros animales que siguen instintos básicos.
¿Por qué la creatividad de los seres humanos es importante según el guion?
-La creatividad es importante porque permite a los humanos adaptarse, innovar y mejorar su calidad de vida, algo que no se observa en el reino animal.
¿Cuál es la distribución de la creatividad entre las personas según el texto?
-La creatividad se distribuye de manera similar a la curva normal, con la mayoría de las personas teniendo una cantidad promedio de creatividad y unos pocos con niveles muy altos o bajos.
¿Por qué la creatividad no se está utilizando al máximo según el guion?
-La creatividad no se está utilizando al máximo porque en el pasado se dependía de un grupo selecto de personas con alta creatividad para generar ideas, mientras que la gran mayoría de la creatividad de las personas promedio y aquellos con menos creatividad se desperdiciaba.
¿Qué tipo de problemas requiere una cantidad limitada de creatividad para resolverlos?
-Los problemas que afectan a las organizaciones a menudo son básicos y sencillos, y no requieren un genio para ser resueltos, sino más bien una distribución equitativa de la creatividad existente.
¿Qué es lo que cada sistema operativo proporciona según el guion?
-Cada sistema operativo proporciona información sobre cómo puede mejorarse, lo que se puede utilizar para fomentar la creatividad y la mejora continua.
¿Qué libro de W. Edwards Deming se menciona en el guion y qué enseña?
-Se menciona el libro 'Out of the Crisis' de W. Edwards Deming, que enseña que la mejora de la calidad es la responsabilidad de cada individuo y no solo de un departamento de calidad.
¿Qué es lo que cada individuo debe estar capacitado para hacer según Deming?
-Cada individuo debe estar capacitado para asumir responsabilidades y mejorar la calidad, teniendo la autoridad y los recursos necesarios para llevar a cabo sus tareas.
¿Qué herramienta se menciona en el guion para mejorar la calidad y la productividad?
-Se mencionan varias herramientas, incluyendo diagramas de Pareto, diagramas de causas-efectos (también conocidos como diagramas de Ishikawa o 'fishbone diagrams'), hojas de verificación, histogramas, estratificaciones, gráficos y diagramas de dispersión.
¿Cómo se puede usar la información contenida en los defectos para mejorar un proceso según el guion?
-La información contenida en los defectos, como los resortes con grietas, se puede usar para identificar las causas principales de los problemas y trabajar en la mejora del proceso, utilizando herramientas estadísticas y de calidad para analizar y solucionar problemas.
¿Qué ejemplo se da en el guion para ilustrar cómo se pueden usar las herramientas de calidad para solucionar problemas?
-Se da el ejemplo de una fábrica que produce resortes, donde se analizan los defectos de un grupo de resortes rechazados para identificar las causas principales de los problemas y mejorar el proceso de producción.
Outlines
😀 La creatividad humana y su potencial no utilizado
El primer párrafo aborda la capacidad creativa de los seres humanos y cómo esta no está siendo aprovechada al máximo. Se destaca que, a diferencia de otros animales, los humanos tienen la habilidad de crear y mejorar las cosas. La creatividad se distribuye de manera desigual entre las personas, y aunque hay individuos con altos niveles de creatividad, la mayoría de las personas tienen niveles promedio. La sociedad tradicionalmente ha dependido de estos individuos altamente creativos para generar ideas, pero hay una gran cantidad de creatividad que se desperdicia. Se argumenta que cada sistema operativo proporciona información sobre cómo mejorar y que la responsabilidad de la mejora de la calidad es de todos los individuos, no solo de los departamentos de calidad. Se menciona la filosofía de gestión de W. Edwards Deming y la importancia de empoderar a los individuos para que puedan mejorar su sistema.
👥 La importancia de los equipos y la toma de decisiones con datos
El segundo párrafo se centra en la importancia de trabajar en equipos y en la recopilación y discusión de datos para solucionar problemas. Se menciona un libro llamado 'A Team Handbook' que trata sobre cómo los equipos pueden colaborar con la gestión para mejorar la calidad continua. Los datos se recopilan para solucionar problemas en lugar de repartir culpabilidad. Se enfatiza la importancia de escuchar a aquellos que están cerca del sistema, como enfermeras o operarios, ya que tienen información valiosa para mejorar el proceso. Se introducen las técnicas de control de calidad de Ishikawa y los siete herramientas gráficas y estadísticas simples que se pueden usar para analizar problemas y mejorar procesos.
🔍 Herramientas para la detección de calidad y el análisis de datos
El tercer párrafo explica en detalle cómo se pueden usar las herramientas de Ishikawa para convertir a las personas en 'detectives de calidad'. Se da un ejemplo de cómo se pueden analizar los defectos en una producción de resortes, utilizando diagramas de Pareto, diagramas de causas-efectos (también conocidos como diagramas de Ishikawa o 'causa-efecto'), histogramas y gráficos de dispersión. Estas herramientas ayudan a identificar las causas principales de los problemas y a tomar decisiones basadas en datos en lugar de en prejuicios. Se argumenta que estos métodos pueden aplicarse en diferentes contextos, no solo en la producción de resortes.
🚀 La transición de la inspección de calidad a la detección de calidad
El cuarto y último párrafo discute cómo la aplicación de estas herramientas simples ha logrado muchos éxitos y ha revelado problemas más complejos que requieren técnicas más sofisticadas. Se menciona un ejemplo de una fábrica que ha reducido significativamente su tasa de defectos gracias a la mejora continua. Se destaca cómo la aplicación de estas técnicas ha llevado a una mejora en la calidad del producto, en el proceso y en la moral de los trabajadores. Se argumenta que, con las herramientas y el aliento adecuados, los trabajadores pueden ser más felices y productivos. Se sugiere que estos métodos pueden catalizar la creatividad y la mejora de la calidad y la productividad.
Mindmap
Keywords
💡creatividade
💡distribución
💡sistemas
💡mejora continua
💡responsabilidad individual
💡herramientas de mejora
💡datos
💡experimentos de diseño
💡W. Edwards Deming
💡equipos de trabajo
Highlights
Human beings have the unique ability to be creative and fix things.
Creativity is a human trait that has allowed us to progress significantly over time.
Everyone possesses creativity, but the amount varies among individuals.
In the past, society relied on a few highly creative individuals for innovation.
The distribution of creativity is similar to a normal distribution curve.
Many problems organizations face are simple and can be solved by average creativity.
The potential for creativity is often wasted due to lack of opportunity.
Every operating system provides information on how it can be improved.
A radically different management philosophy is needed to unleash creativity.
W. Edwards Deming's book 'Out of the Crisis' discusses the importance of quality improvement.
Quality improvement should be the responsibility of every individual.
Individuals must be empowered to undertake responsibilities for improvement.
The book 'The Team Handbook' by Peter Scholtes discusses worker teams and management cooperation.
Data should be collected for problem-solving, not for apportioning blame.
Ishikawa's 'Guide to Quality Control' introduces seven simple tools for quality improvement.
The seven tools include Pareto diagrams, cause-effect diagrams, check sheets, histograms, stratifications, graphs, and scatter plots.
Pareto diagrams help identify the main causes of problems.
Cause-effect diagrams, or fishbone charts, help explore potential causes of issues.
Histograms and stratifications provide insights into the distribution and nature of problems.
Scatter plots can reveal relationships between variables.
These tools can be applied in various fields, not just manufacturing.
The concept of quality detection is introduced as a proactive approach to quality improvement.
A real-world example of a factory reducing defect rates demonstrates the effectiveness of these methods.
Statistical experimental design can further enhance the efficiency of quality improvement.
Transcripts
well human beings don't have to be
powerless they do have the ability to
fix things
in fact what most distinguishes human
beings from the rest of the animal
kingdom Fish gotta swim Birds gotta fly
human beings have to be creative
everyone is creative if you could see
some horses in the field 20,000 years
ago saying what would they be doing
ain't just running around doing the same
kind of things that horses in the field
now would be doing they wouldn't be
doing anything different put human
beings in the same position twenty
thousand years ago in now by now they do
learn to have clean water they didn't
learn to clothe themselves to shelter
themselves maybe even to make videos and
movies so everyone is creative and most
of that creativity at the moment is
being is running to waste I want to show
you how we can put it to good use
everyone has creativity but not everyone
are the same amount of creativity
creativity like height or anything else
must be distributed in some kind of
distribution that looks like the Anna
suppose and you know there will be some
people here who are average people
they'll be most of those people with the
average amount of creativity there'll be
a few people over here with a very high
amount of creativity a few over you know
with with less and in the past it's been
these people over here that we've been
relying on to come up with all the ideas
those are supposed to be the pH DS and
the MBAs and so forth and although you
know I have graduate students and I
sometimes really wonder whether those
are the people in there but anyway you
can see that I have a lot of creativity
in this part of the curve that in the
old system was not being used at all and
this is it's an you notice this is even
more dramatic if you think about the
creativity needed to solve the problems
that mess
I mean we don't need some genius or
other to find out how we can arrange to
have the right screw for example in the
in a certain workplace or to ensure that
patients records are there when the
patients there to see the doctor many
problems that beset organizations are
really basically very simple and the
likely thing is that the distribution of
the difficulty of problems or the
creativity needed to solve problems is
more like this there's a lot of very
simple problems and there's a few more
complicated problems so you can see that
these people over here are perfectly
capable of solving these problems and at
the present moment they're not doing it
because they don't have the chance to do
it so the thing is every operating
system supplies information on how it
can be improved we talked about there
we've talked about an opportunity to use
creativity as a vital need for all
humanity so if we put these things
together we ought to be in great shape
didn't we so why aren't we well the fact
of the matter is that many people
working in a system they have no
expectation the system could be better
no understanding of how to make it
better and no power to change it and
what we have to do is to release that
potential and to do that we need a
radically different management
philosophy an appropriate organization
to put that philosophy and effect and
some simple tools the change in
management philosophy is the most
important of all and that's discussed in
this famous book by W Edwards Deming out
of the crisis among the things that
Deming points out is that quality
improvement is each individual person's
responsibility you don't any longer say
well there's a quality improvement
department over there or the quality
department there that people are
supposed to look at well it is nothing
to do with me that's a never made any
sense and it
make any sense now I'm not saying you
should eliminate the quality Department
you can have them training everybody
else that's what they should be doing
but it's everyone's responsibility the
second thing is that each individual
must be suitably empowered to undertake
responsibilities you can't just tell
them to do it and they've got to know
that they can they can undertake to do
it and how can that be arranged well a
very interesting book about how I can
arrange my work by having worker teams
working with management with management
sort of taking positions of a coach
really in continuous quality improvement
is this book a team handbook published
by joiner associates and written by
Peter scholtes and some other people at
joiners an excellent book about teams
the other thing of course is that that
appropriate data have to be collected
and discussed and the data is collected
to discuss none of the means of
apportioning blame but to provide
material for team problem-solving
meetings and input from persons closest
to the system is encouraged you know
people like nurses who work with the
patients and those people are working on
the actual machines they know a
tremendous amount about what's going on
and they drop very often feel frustrated
they say things like well that's the
system I can't do anything about it
they're really saying you know there's a
lot of things here that I could I know
ways of improving I just can't do it so
let's talk about some simple tools that
people like that can use and there's a
very interesting little book here which
is guide to quality control by Ishikawa
now Ishikawa was the grandfather really
of these kinds of techniques using these
kind of techniques in Japan and there he
talks about in this book he talks about
what he calls the seven tools which are
the seven simple if you like graphical
statistical
simple things which can be used Pareto
diagrams cause-effect diagrams check
sheets histograms stratifications graphs
and scatter plots now they sound like a
lot of mysterious things but they're
they're really very straightforward so
let's CERN
let me explain them in terms of a
example suppose we're making Springs
okay and we make perhaps 50,000 Springs
in a week and the end of the week
there's a heap over there 217 Springs
that we throw out for some reason or
other what are we going to do with those
200 and that little heat there well
we're going to throw it in the garbage
aren't we well now that's not such a
good idea because of that heap of 217
Springs contains a lot of information
and in fact the first thing we might do
is to take the 217 Springs and get
somebody go through them and say how
many of them had cracks how many I'm did
we throw out because they had cracks
maybe that turns out there's perhaps 151
of those how many of them because we had
scratches there's perhaps all 55 of
those 26 because they had pin holes 15
got their dimensions wrong and so on
and so now you've got what they call
this is a idea due to Duran a Pareto
diagram in which you can very clearly
see that the the main cause of the
problems seems to be on a very important
cause anyways cracks not so much
scratches or pinholes or dimensions and
even though there's some big mouths over
there that's saying yeah I know what the
problem with this plant is I used to
manage that plant it's always pinholes
that's what causes all the problems you
say that guy show me the data you work
with data you don't work with prejudices
okay so having got the fact that well
cracks of the we're going to work on
cracks let's say because that seems to
be the important the most important
thing then you can go to this cause
effect diagram time I call it fish bone
char
for obvious reasons and what you do is
you set up a blackboard gather all the
guys around who were involved in making
the stuff making the springs and say
look we're getting too many cracks what
do you think caused cracks well somebody
says I think it's the inspection process
I don't believe there are all that
number of cracks
I think the inspectors see cracks when
there aren't any cracks and somebody
else says yeah and I don't think those
gauges really are accurate either that
measure the cracks
somebody says well I don't believe it's
got much to do with without I think it's
the assembly you know we don't have we
there aren't any cracks when it leaves
us it's when it gets to those guys who
do the assembly that cracks appear in
the spring and somebody else is saying
no I don't think that's it either I
believe that way back there where they
do the hardening before it gets to us
they don't control that oven temperature
very well and the carbon content
supposed to be kept very constant I
don't believe it is and they're
quenching all temperature to is
something that's not kept as constant it
should be somebody else is saying well
you know I believe I've noticed that
tight we we make two types of springs
and I believe that type a you get more
cracks with Taipei's springs into a type
B now what's what's all this in aid of
you saying it's an aid of people can be
detectives where we are we trying to do
is encourage people to be quality
detectives to be trying to figure out
all these kinds of things are useful in
trying to figure out what's going on
some of these will be eliminated because
after there's been a discussion among
these guys they'll say well you know it
couldn't really be in the assembly
because we check for scratch before it
even goes to assembly so it's not those
people and you know you can eliminate
some other things you might want to see
if we could get more data on some of
these things like for example this thing
about spring type and summer one useful
way of getting more information about
something is to make a histogram
you can get someone to measure the size
of the cracks for example and this is a
histogram it's just a kind of a
distribution that says there are this
many cracks that hang on between one and
one point five units in size there's
this many cracks that are between one
point five and two and so on and this
gives a pretty good idea of you know how
big the cracks are and what how what
sort of spread their owing the the
biggest crack and the smallest crack and
things like that but that kind of
diagram can be more valuable when we do
what Escala calls stratify the thing in
other words we split the histogram in
some way we could them you can imagine
if we knew who'd inspected what for
example we could say well let's look at
the springs that inspector a didn't and
the size of the cracks that are supposed
to be for inspected B and see if they've
really measured those if it looks as if
the measurement is different with those
two different people or you can imagine
going looking this idea this guy at
about type A and type B Springs if you
split that into two parts you might find
that type a Springs look like that for
the histogram and when you separated out
tied these Springs they look like that
so you can see now that when you split
that histogram into to the table a
Springs yes there are more type-a
Springs there are type D spring and yes
the cracks are bigger in these than
those why is that well again it's the
question of detection I mean you've got
to you've got to get the somebody in
there that knows about what the
differences are between these two types
of Springs somebody will say you know
what the difference thing though to type
Springs are they're made from different
alloys or whatever it may be and this
kind of thing is going to lead to
figuring out what's causing it and
another useful and simple tool it's just
to plot one thing against another
remember back there somebody was saying
well the the temperature is is the is
not
constant in the in the hardening process
so maybe we can get some information
about how large the cracks are what
temperature like going back over over
the data and seeing how that temperature
varied at different times what
temperature was that made at and you can
see that if you get a this kind of thing
it's suggesting that as you go to hotter
temperatures so you're getting larger
crack sizes now this doesn't prove that
a high temperature produces larger crack
sizes I mean from a statisticians point
of view you see a thing like this it
says either this causes that or that
causes this or they're both caused by
something else but it does show you that
something's going on something is there
that has to be explained so these these
tools of Ishikawa are very valuable
tools and they can be used by everybody
and they're not just in I've shown you
an example where we're using them in in
a pretty in a production process for
Springs but actually these tools can
also be used for example in in figuring
out whether the drugs are being properly
given to patients and in any number of
different applications it's not Rican
find to any particular kind of
application so we're saying that every
system generates information that can be
used to improving that system is really
like a radio tower radio tower generates
electronic waves a system generates
information that can tell us how to
improve it but I go buy a radio tower
every day when I Drive open the
University and I don't hear a darn thing
unless my radios are and these devices
been talking about the Pareto diagram
the fishbone chart the scatter plot and
so forth those are just like radio
receivers they're tuning in to
that process which is generating
information about and telling us how we
can fix the system how we can improve it
so what we're trying to do here then is
to move from the idea the old idea was
was the quality policeman someone stood
at the door and said you know this batch
can go out that's this batch can't go
out and so on and what's quality
inspection instead of that what we're
working with here is quality detection
you're trying all the time everybody is
trying all the time to figure out the
bugs in the process so everyone can help
to improve the process they work on and
when given tools and encouragement to do
so will become help happier more
productive well people say and that's
all very well but does it work in this
country
well I remember my late colleague bill
hunter was teaching a class a few years
ago and we all went down to look at a
factory which is just outside Chicago
making television sets and when that
factory was first taken over which was
four or five years previous to that
there have been a very very hard defect
rate and actually they told us it was
about 128 percent which sounds
impossible with what it means is that as
television sets come down the line every
set is taken off at least once and some
sets twice and they told us in those
days when they got started it was just
like a madhouse by continuous
improvement not over a matter of four
weeks not four months but four or five
years they got that number down from 128
percent to two percent so what are these
people find an improved product and a
process improved process and much
improve morale I mean it's it feels
pretty bad when all hell's breaking
loose all around you
managers have time to manage they told
us that before the system was just like
a madhouse that now they could you know
occasionally they did
better to pick something offline but
that was a rare event and so they really
had time to do what they were supposed
to be doing instead of spending all
their time putting out fires
well white application of these simple
tools achieves many successes but it
also reveals tougher problems which need
more sophisticated techniques you
remember we started these to this tape
by talking about informed observation
and directed experimentation but so far
we've only discussed informed
observation in the rest of these tapes
we'll show you a engineers and other
scientists can use the concepts of
statistical experimental design to plan
new products that really go wrong and to
improve existing products and processes
and this is our third resource remember
our resources were every operating
system generates information it can be
used to improve it the second was
everyone has creativity and the third
was designed experiments can greatly
increase the efficiency of
experimentation so now we've set the
stage to discuss designed experiments in
the rest of these tapes as you'll see
statistically designed experiments can
be used by engineers and scientists to
aid them in their investigations and by
increasing their efficiency this can
greatly catalyze the catalyze their
creativity and the rate of improvement
of quality and productivity
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