{"id":426042,"date":"2024-10-20T06:59:57","date_gmt":"2024-10-20T06:59:57","guid":{"rendered":"https:\/\/pdfstandards.shop\/product\/uncategorized\/bsi-23-30456556-dc-2023\/"},"modified":"2024-10-26T13:13:35","modified_gmt":"2024-10-26T13:13:35","slug":"bsi-23-30456556-dc-2023","status":"publish","type":"product","link":"https:\/\/pdfstandards.shop\/product\/publishers\/bsi\/bsi-23-30456556-dc-2023\/","title":{"rendered":"BSI 23\/30456556 DC 2023"},"content":{"rendered":"
PDF Pages<\/th>\n | PDF Title<\/th>\n<\/tr>\n | ||||||
---|---|---|---|---|---|---|---|
7<\/td>\n | Foreword <\/td>\n<\/tr>\n | ||||||
8<\/td>\n | Introduction <\/td>\n<\/tr>\n | ||||||
9<\/td>\n | 1 Scope 2 Normative references 3 Terms and definitions <\/td>\n<\/tr>\n | ||||||
10<\/td>\n | 4 Quality tools 4.1 General 4.2 Review <\/td>\n<\/tr>\n | ||||||
11<\/td>\n | 5 Strategy 5.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 5.2 Political, Economic, Social, Technological, Legal and Environmental (PESTLE) Analysis <\/td>\n<\/tr>\n | ||||||
12<\/td>\n | 5.3 Porter\u2019s Five or Six Forces 5.4 Vision and Mission Statements <\/td>\n<\/tr>\n | ||||||
13<\/td>\n | 5.5 Other relevant resources 6 Process Approach and Planning 6.1 SIPOC \/ COPIS (useful for identifying processes). <\/td>\n<\/tr>\n | ||||||
14<\/td>\n | 6.2 Turtle diagrams <\/td>\n<\/tr>\n | ||||||
15<\/td>\n | 6.3 Control plans 6.4 Flow Charts \/ Swim Lane Diagrams \/ Cross-functional Flow Chart <\/td>\n<\/tr>\n | ||||||
16<\/td>\n | 6.5 Authority Matrix \/ RACI \/ Matrix Diagram 6.6 Other relevant resources <\/td>\n<\/tr>\n | ||||||
17<\/td>\n | 7 Risk and opportunity 7.1 Structured What If Technique (SWIFT) 7.2 Risk Register \/ Risk Assessment 7.3 Failure Mode and Effects Analysis (FMEA) <\/td>\n<\/tr>\n | ||||||
18<\/td>\n | 7.4 Traffic Light \/ Heat Maps <\/td>\n<\/tr>\n | ||||||
19<\/td>\n | 7.5 Other relevant resources 8 Objectives and Objective Management 8.1 Kaizen 8.2 Hoshin Kanri (also known as the X-Matrix) <\/td>\n<\/tr>\n | ||||||
21<\/td>\n | 8.3 Management by Objectives (MBO) 9 Customer Focus \/ Perception 9.1 Quality Function Deployment (QFD) <\/td>\n<\/tr>\n | ||||||
22<\/td>\n | 9.2 Net Promoter Score (NPS) <\/td>\n<\/tr>\n | ||||||
23<\/td>\n | 9.3 Kano Model <\/td>\n<\/tr>\n | ||||||
24<\/td>\n | 9.4 Pugh Matrix 9.5 Other relevant resources <\/td>\n<\/tr>\n | ||||||
25<\/td>\n | 10 Process Performance 10.1 Theory of Constraints (ToC) 10.2 Value Stream Mapping (VSM) <\/td>\n<\/tr>\n | ||||||
27<\/td>\n | 10.3 Deadly Wastes \/ MUDA 10.4 Work Breakdown Structure 10.5 Spaghetti Diagram <\/td>\n<\/tr>\n | ||||||
28<\/td>\n | 10.6 Five S <\/td>\n<\/tr>\n | ||||||
29<\/td>\n | 10.7 Overall Equipment Effectiveness (OEE) <\/td>\n<\/tr>\n | ||||||
30<\/td>\n | 10.8 HeiJunka \/ Production Levelling 10.9 Other relevant resources 11 Inventory Management \/ Preservation 11.1 Kanban <\/td>\n<\/tr>\n | ||||||
31<\/td>\n | 11.2 JIT Just-In-Time (JIT) 11.3 Other Relevant Resources <\/td>\n<\/tr>\n | ||||||
32<\/td>\n | 12 Detection and Prevention 12.1 Error Proofing \/ Poka Yoke 12.2 Visual Aids 12.3 Cost of Poor Quality (COPQ) <\/td>\n<\/tr>\n | ||||||
33<\/td>\n | 12.4 Other relevant resources 13 Statistical Process Control 13.1 Box plots <\/td>\n<\/tr>\n | ||||||
34<\/td>\n | 13.2 Pie diagram 13.3 Radar Chart \/ Spider Web <\/td>\n<\/tr>\n | ||||||
35<\/td>\n | 13.4 Pre-Control <\/td>\n<\/tr>\n | ||||||
36<\/td>\n | 13.5 Critical to Quality (CTQ) Trees 13.6 Pareto Chart <\/td>\n<\/tr>\n | ||||||
37<\/td>\n | 13.7 Gage Repeatability & Reproducibility (GR&R) <\/td>\n<\/tr>\n | ||||||
38<\/td>\n | 13.8 Other relevant resources 14 Corrective Action \/ Problem Analysis 14.1 Root Cause Analysis (RCA) 14.2 Decision Tree <\/td>\n<\/tr>\n | ||||||
39<\/td>\n | 14.3 Fault Tree Analysis (FTA) <\/td>\n<\/tr>\n | ||||||
40<\/td>\n | 14.4 Five Why Analysis 14.5 Ishikawa \/ Fishbone \/ Cause and Effect Diagrams <\/td>\n<\/tr>\n | ||||||
41<\/td>\n | 14.6 Is \/ Is Not Analysis <\/td>\n<\/tr>\n | ||||||
42<\/td>\n | 14.7 Other relevant resources 15 Improvement \/ Benchmarking 15.1 Benchmarking <\/td>\n<\/tr>\n | ||||||
43<\/td>\n | 15.2 Affinity Diagram 15.3 Quality Circles <\/td>\n<\/tr>\n | ||||||
44<\/td>\n | 15.4 Brainstorming 15.5 Six Thinking Hats \u2013 Lateral Thinking <\/td>\n<\/tr>\n | ||||||
45<\/td>\n | 15.6 Other relevant resources 16 Families of Management Tools 16.1 Six Sigma Programme <\/td>\n<\/tr>\n | ||||||
46<\/td>\n | 16.2 Toyota Production System (TPS) <\/td>\n<\/tr>\n | ||||||
47<\/td>\n | 16.3 Total Quality Management (TQM) <\/td>\n<\/tr>\n | ||||||
48<\/td>\n | 16.4 Dynamic Working Design (non-manufacturing processes) <\/td>\n<\/tr>\n | ||||||
49<\/td>\n | Annex\u20acA (informative) PDCA \u2013 Techniques overview <\/td>\n<\/tr>\n | ||||||
51<\/td>\n | Annex\u20acB (informative) Review of the attributes of Quality Tools <\/td>\n<\/tr>\n | ||||||
54<\/td>\n | Annex\u20acC (informative) Storyboard examples for Quality Tool Application <\/td>\n<\/tr>\n | ||||||
55<\/td>\n | Bibliography <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":" BS ISO 10009. Quality management. Guidance for quality tools and their application<\/b><\/p>\n |