When factories approach six sigma quality, the need for control charts with their sampling-based methods is reduced. The quality team can review all of the defects that occurred each day in production, using the TQM tools to effectively manage the corrective action process.
Table 3.4 shows a list of TQM tools grouped into three major areas according to their use: including tools for data analysis and display of
problems, then tools for generating ideas and information about a likely solution, and then tools for decision making and consensus for the TQM team to resolve the problems. In the example of the factory in the last section that generates 34 defects per day the procedure for corrective action could be as follows:
1. The six sigma or corrective action teams use these tools to list and rank the defects, displaying or plotting them in an ordered rank, and then identify the defects that need priority resolutions.
2. The teams generate ideas about the most likely cause for the top defects, from the previous paragraph, using information from within and outside of the team.
3. The team makes a decision as to the most probable cause for the defects, using some of the decision making and consensus tools mentioned in Table 3.4.
4. The team recommends the most appropriate method for removing the causes of defects. An adverse consequence analysis has to be made to insure that the proposed solution does not generate new or additional problems.