Certified Quality Process Analyst Handbook

423 Pages·2007·8.33 MB·English

by  Christensen

The Certified
Quality Process
Analyst Handbook
Eldon H. Christensen, Kathleen M. Coombes-Betz,
and Marilyn S. Stein
ASQ Quality Press
Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203
© 2007 by ASQ
All rights reserved. Published 2007
Printed in the United States of America
13 12 11 10 09 08 07 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Christensen, Eldon H., 1939–.
The certified quality process analyst handbook / Eldon H. Christensen, Kathleen
M. Coombes-Betz, and Marilyn S. Stein.
p. cm.
Includes bibliographical references and index.
ISBN: 978-0-87389-709-9 (hardcover : alk. paper)
1. Quality control—Handbooks, manuals, etc. I. Coombes-Betz, Kathleen M., 1962–
II. Stein, Marilyn S., 1960– III. Title.
TS156.C533 2007
658.4'013—dc22 2007012267
ISBN: 978-0-87389-709-9
No part of this book may be reproduced in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: William A. Tony
Acquisitions Editor: Matt T. Meinholz
Project Editor: Paul O’Mara
Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and
community excellence worldwide through learning, quality improvement, and knowledge
exchange.
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Printed in the United States of America
Printed on acid-free paper
Table of Contents
List of Figures and Tables. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviii
Part I Quality Basics
Chapter 1 A. ASQ Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Code of Ethics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Chapter 2 B. Quality Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Set Goals/Objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Logical Steps to Reach the Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
An Implementation Approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Measures of Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 3 C. Cost of Quality (COQ). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
The Cost of Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Chapter 4 D. Quality Standards, Requirements, and Specifications . . . . . . . 13
Chapter 5 E. Documentation Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Need for a Flexible and Current Documentation System . . . . . . . . . . . . . . . . . 16
Library. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Configuration Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Documentation Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Chapter 6 F. Audits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
1. Audit Types. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2. Audit Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3. Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Chapter 7 G. Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
1. Types of Teams. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
2. Team-Building Techniques. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
3. Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Chapter 8 H. Training Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Training Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
ix
x Table of Contents
Part II Problem Solving and Improvement
Chapter 9 A. Basic Quality Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Check Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Pareto Charts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Scatter Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Histograms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Cause-and-Effect Diagram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Flowcharts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Chapter 10 B. Continuous Improvement Models. . . . . . . . . . . . . . . . . . . . . . . . . 66
Plan–Do–Check–Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Kaizen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Incremental and Breakthrough Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Six Sigma. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Reengineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Chapter 11 C. Basic Quality Management Tools . . . . . . . . . . . . . . . . . . . . . . . . . 74
Affinity Diagram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Interrelationship Digraph. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Tree Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Matrix Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Prioritization Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Activity Diagram (Arrow Diagram). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Process Decision Program Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Chapter 12 D. Project Management Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Principles of Project Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Some Standard Project Management Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Chapter 13 E. Taguchi Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
An Example of Robust Design via the Taguchi Method . . . . . . . . . . . . . . . . . . 92
Classify the Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
The Taguchi Loss Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Signal-to-Noise Ratio. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Chapter 14 F. Lean. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Setup Reduction (SUR). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Kanban . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Just-in-Time. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
5S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Continuous Flow Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Value Stream. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Poka-Yoke . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Total Preventive/Predictive Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Chapter 15 G. Benchmarking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Obtain a Commitment to Change the Organization’s Business
Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Determine Which Processes the Company Needs to Improve. . . . . . . . . . . . . 104
Table of Contents xi
Identify the Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Form a Benchmarking Partnership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Study the Benchmarking Partner’s Operations and Products . . . . . . . . . . . . . 106
Create Benchmark Measures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Compare Current Practices with the Partner’s . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Develop a Plan to Change Operational Practices. . . . . . . . . . . . . . . . . . . . . . . . 107
Part III Data Analysis
Chapter 16 A. Terms and Definitions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
1. Basic Statistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
2. Basic Distributions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
3. Probability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
4. Measurement Scales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Chapter 17 B. Data Types and Collection Methods. . . . . . . . . . . . . . . . . . . . . . . 132
1. Types of Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
2. Methods for Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Chapter 18 C. Sampling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
1. Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
2. Sampling Methods. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Chapter 19 D. Measurement Terms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Measurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Measurement Concepts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
Chapter 20 E. Statistical Process Control (SPC). . . . . . . . . . . . . . . . . . . . . . . . . . 172
1. Techniques and Applications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
2. Control Limits and Specification Limits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
3. Variables Charts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
4. Attributes Charts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182
5. Rational Subgroups. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
6. Process Capability Measures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
7. Pre-Control Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
8. Common and Special Causes of Variation. . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
9. Data Plotting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198
Chapter 21 F. Regression and Correlation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
Regression. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
Correlation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201
Chapter 22 G. Hypothesis Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Population Parameter versus Sample Statistic . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Point Estimate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Confidence Interval. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
Confidence Intervals in Measurement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
How Large a Sample Is Needed to Estimate a Process Average?. . . . . . . . . . . 210
Student’s t-Distribution. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
Testing a Hypothesis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
xii Table of Contents
Null Hypothesis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215
Limitations of Hypothesis Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
Statistical Significance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
Frequent Misunderstandings About the Use of the p-Value. . . . . . . . . . . . . . . 219
Chapter 23 H. Design of Experiments (DOE). . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
Effects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Sums of Squares. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
Blocking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
Main Effect and Interaction Plots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Chapter 24 I. Analysis of Variance (ANOVA). . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Fixed Effects Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Random Effects Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Assumptions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Degrees of Freedom. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
Part IV Customer–Supplier Relations
Chapter 25 A. Internal and External Customers and Suppliers . . . . . . . . . . . . 234
Internal Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234
Improving Internal Processes and Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
Effect of Treatment of Internal Customers on That of
External Customers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237
Methods to Energize Internal Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
External Customers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
External Customers’ Influence on Products and Services. . . . . . . . . . . . . . . . . 241
Chapter 26 B. Customer Satisfaction Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . 243
Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
Complaint Forms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
Warranty and Guarantee Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
Quality Function Deployment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
Chapter 27 C. Product/Process Approval Systems . . . . . . . . . . . . . . . . . . . . . . . 259
Verification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259
Validation and Qualification Methods. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261
Chapter 28 D. Reliability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263
Basic Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263
Probability Density Functions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264
Bathtub Curve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264
Exponential Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267
Chapter 29 E. Supplier Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
Supplier Management Processes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
Key Measures of Supplier Performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Supplier Assessment Metrics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272
Table of Contents xiii
Chapter 30 F. Elements of Corrective and Preventive Action . . . . . . . . . . . . . . 273
Assign Responsibility for Correcting the Situation . . . . . . . . . . . . . . . . . . . . . . 274
Assess the Importance of the Problem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Contain the Negative Effects Resulting from the Defect. . . . . . . . . . . . . . . . . . 276
Identify Root Causes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
Identify Corrective Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
Implement the Controls Necessary to Prevent Recurrence. . . . . . . . . . . . . . . . 278
Dispose of Any Bad Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
Chapter 31 G. Material Identification, Status, and Traceability. . . . . . . . . . . . 279
Chapter 32 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282
Part V Appendices
Appendix A Quality Process Analyst Body of Knowledge. . . . . . . . . . . . . . . . 284
Appendix B Areas Under Standard Normal Curve. . . . . . . . . . . . . . . . . . . . . . . 290
Appendix C Control Limit Formulas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292
Appendix D Factors for Control Charts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
Endnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295
Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TK
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TK
Part I
Quality Basics
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Chapter 1 A. ASQ Code of Ethics I
Chapter 2 B. Quality Planning
Chapter 3 C. Cost of Quality (COQ)
Chapter 4 D. Quality Standards, Requirements,
and Specifications
Chapter 5 E. Documentation Systems
Chapter 6 F. Audits
Chapter 7 G. Teams
Chapter 8 H. Training Components
1
Chapter 1
A. ASQ Code of Ethics
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Identify appropriate behaviors for situations
requiring ethical decisions. (Apply)
Body of Knowledge I.A
CODE OF ETHICS
Fundamental Principles
ASQ requires its members and certification holders to conduct themselves e thically
by:
I. Being honest and impartial in serving the public, their employers,
customers, and clients.
II. Striving to increase the competence and prestige of the quality
profession, and
III. Using their knowledge and skill for the enhancement of
human welfare.
Members and certification holders are required to observe the tenets set forth
below:
Relations with the Public
Article 1—Hold paramount the safety, health, and welfare of the public in
the performance of their professional duties.
Relations with Employers and Clients
Article 2—Perform services only in their areas of competence.
Article 3—Continue their professional development throughout their careers
and provide opportunities for the professional and ethical development
of others.
2
Chapter 1: A. ASQ Code of Ethics 3
Article 4—Act in a professional manner in dealings with ASQ staff and each
employer, customer, or client.
Article 5—Act as faithful agents or trustees and avoid conflict of interest and
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the appearance of conflicts of interest. a
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I
Relations with Peers .
A
Article 6—Build their professional reputation on the merit of their services
and not compete unfairly with others.
Article 7—Assure that credit for the work of others is given to those to whom
it is due.
As a Certified Quality Process Analyst, you will be expected to perform your pro-
cess analysis duties as a professional, which includes acting in an ethical manner.
The ASQ Code of Ethics has been carefully drafted to serve as a guide for ethical
behavior of its members and those individuals who hold certifications in its vari-
ous disciplines.
Specifically, the Code of Ethics requires that CQPAs are honest and impartial
and serve the interests of their employers, clients, and the public with dedication.
CQPAs should join with other quality process analysts to increase the competence
and prestige of the profession. CQPAs should use their knowledge and skill for the
advancement of human welfare and to promote the safety and reliability of prod-
ucts for public use. They should earnestly strive to aid the work of the American
Society for Quality in its efforts to advance the interests of the quality process ana-
lyst profession.
Performing your duties in an ethical manner is not always easy. Ethical choices
are often not clear-cut and the right course of action is not always obvious. The
ASQ Code of Ethics is not meant to be the one final answer to all ethical issues you
may encounter. In fact, the Code has been revised and will continue to be revised
from time to time in order to keep it current as new perspectives and challenging
dilemmas arise.
To improve relations with the public, CQPAs should do whatever they can to
promote the reliability and safety of all the products that fall within their juris-
diction. They should endeavor to extend public knowledge of the work of ASQ
and its members as it relates to the public welfare. They should be dignified and
modest in explaining quality process analysis work and its merit. CQPAs should
preface any public statements they make by clearly indicating on whose behalf
they are made.
An example of the CQPA’s obligation to serve the public at large arose when
a process analyst found that her manufacturing facility was disposing of hazard-
ous waste materials in an illegal fashion. Naturally, she wrote up the violation and
sent her report to the director of manufacturing. Her manager told her a few days
later to “just forget about” the report she had written. This CQPA considered the
incident a significant violation of her personal ethics and she told her boss that
she felt the larger public interest outweighed the company’s practice in this case.