First Edition Dated September, 2000 13
• Analyze products and processes and systematically identify the best
places to put improvement emphasis and resources.
• Achieve permanent improvement through structured and scientifically
sound improvement activities -- e.g., AQS projects, Six Sigma projects,
Lean manufacturing activities, simple improvement activities.
• Understand the various CQI tools so the right tools can be used during
the AQS improvement projects.
• Determine and measure the variation of key characteristics and
processes, and demonstrate variation control and capability of key
characteristics.
• Implement corrective action when a
• Problem is found
• Process or product needs improvement
• Key characteristic is not in control or not capable.
This corrective action consists of systematically identifying and
controlling key sources of variation as well as identifying and
institutionalizing solutions for problems through the AQS problem
solving process (see figures 2.2 and 2.3).
• Sustain the improvement by instituting a control plan to monitor and
regularly verify the performance of the improvement.
• Integrate quality- and value-enhancing improvements into the design of
the product (for suppliers who have responsibility for product design).
• Direct all of the above through informed and involved management.
Years of experience in the use of AQS tools have demonstrated their value in
improving manufacturing processes. Management should recognize that
variation is as value destroying in business and transactional processes as it
is in manufacturing and direct improvement activities in these areas as well.
Note: The section numbers in the following refer to Addendum 1 sections.
