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The methods of statistical process control can provide signi cant payback to those companies that can successfully implement them. While SPC seems to be a collection of statistically based problem-solving tools, there is more to the successful use of SPC than simply learning and using these tools. Management involvement and commitment to the quality-improvement process is the most vital component of SPC s potential success. Management is a role model, and others in the organization will look to management for guidance and as an example. A team approach is also important, for it is usually dif cult for one person alone to introduce process improvements. Many of the magni cent seven problem-solving tools are helpful in building an improvement team, including cause-and-effect diagrams, Pareto charts, and defect concentration diagrams. The basic SPC problem-solving tools must become widely known and widely used throughout the organization. Continuous training in SPC and quality improvement is necessary to achieve this widespread knowledge of the tools. The objective of an SPC-based quality-improvement program is continuous improvement on a weekly, quarterly, and annual basis. SPC is not a one-time program to be applied

Both of the previous examples move the display object at a particular frequency: 1 pixel every 2 frames. But in both approaches, the speed of the motion depends on the frame rate. To determine how fast the object appears to be moving, you can factor frames out of the equation: pixels frames pixels = second frame second

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when the business is in trouble and later abandoned. Quality improvement must become part of the culture of the organization. The control chart is an important tool for process improvement. Processes do not naturally operate in an in-control state, and the use of control charts is an important step that must be taken early in an SPC program to eliminate assignable causes, reduce process variability, and stabilize process performance. To improve quality and productivity, we must begin to manage with facts and data, and not just rely on judgment. Control charts are an important part of this change in management approach. In implementing a company-wide SPC program, we have found that the following elements are usually present in all successful efforts: 1. 2. 3. 4. 5. Management leadership A team approach Education of employees at all levels Emphasis on continuous improvement A mechanism for recognizing success

Applying this equality, the object moves at 30 pixels per second at 60 fps, and 15 pixels per second at 30 fps Again, the number of frames per second determines how uid motion is; pixels per second is an absolute measure of speed The formula tells why it can be dangerous to program animation in terms of frames In the timer example, changing the SWF s frame rate doesn t actually change the frame rate of the programmatic animation, and the object should appear to move at the same speed In the enterFrame example, changing the SWF s frame rate directly changes the speed of the animation In both cases, when Flash Player can t keep up with the requested frame rate, the speed of the animation is affected.

We cannot overemphasize the importance of management leadership and the team approach Successful quality improvement is a top-down management-driven activity It is also important to measure progress and success and to spread knowledge of this success throughout the organization When successful improvements are communicated throughout the company, this can provide motivation and incentive to improve other processes and to make continuous improvement a normal part of the way of doing business The philosophy of W Edwards Deming provides an important framework for implementing quality and productivity improvement Deming s philosophy is summarized in his 14 points for management The adherence to these management principles has been an important factor in Japan s industrial success and continues to be the catalyst in that nation s quality- and productivity-improvement efforts This philosophy has also now spread rapidly in the West Deming s 14 points are as follows.

Create a constancy of purpose focused on the improvement of products and services Constantly try to improve product design and performance Investment in research, development, and innovation will have a long-term payback to the organization 2 Adopt a new philosophy of rejecting poor workmanship, defective products, or bad service It costs as much to produce a defective unit as it does to produce a good one (and sometimes more) The cost of dealing with scrap, rework, and other losses created by defectives is an enormous drain on company resources 3 Do not rely on mass inspection to control quality All inspection can do is sort out defectives, and at this point it is too late because we have already paid to produce these defectives Inspection occurs too late in the process, it is expensive, and it is often ineffective.

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