Developing a sustainable Quality

Management Culture and Reducing Cost of Quality by Implementing Modern

Techniques of Quality Management

Developing a sustainable Quality

Management Culture and Reducing Cost of Quality by Implementing Modern

Techniques of Quality Management

“Quality is never an accident; it is always the result of intelligent

effort.”  ………. William A.

Foster

At a Glance

Quality Cost Of Quality Seven Waste Evaluation of Quality TQM Approach & Seven Tools of Quality

Control Kaizen PDCA Cycle Practical Example for Implementation of

Quality Tools Quality Circle Activities

Quality

Quality is the ability of a product or service to meet a customer's expectations.

Quality Control

Quality Control involves monitoring specific project results to determine if they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results.

Cost of Quality

Preventive Costs

COST OF CONFORMANCE

Appraisal Costs

Internal Failure Costs

COST OF NON-CONFORMANCE

External Failure Costs

Cost of Quality

Quality Planning & Re-engineering New product review Product process design Process control Training Documentation

Inspection & testing Calibration

Preventive Costs

Appraisal Costs

Cost of Quality

Rework Retest Scrap Downtime Failure analysis

Compensation Returned product/ material Warranty changes Liability costs Reputation Loss

Internal Failure Costs

External Failure Costs

•Over Production•Over Processing

•Rework

•Waiting

Seven Waste

•WIP•Excess Motion

•Excess Transportation

“Quality is everyone

Responsibility”

..... W. Edwards Deming

The Evaluation of Quality

Inspection Based Quality Control

Statistical Quality Control

Quality Assurance

Total Quality Management (TQM)

Reactive

Proactive

Reactive

Preventive

TQM Approach

Continual Improvement Customer Focus Employee Empowerment Team Approach Competitive Benchmarking Knowledge of Tools Internal & External Customer Satisfaction Long Term Relationship

Poor Practice

Leaders not giving clear direction Lack of Top Management involvement Each department working only for itself Do not adopt a new changes Firefighter, reactive behavior The “It’s not my problem” attitude

The seven Tools of Quality Management

Control Chart

Pareto Chart Check Sheet

Scatter Plot

Ishikawa Chart

Histogram

Flow Diagram

* * ****

** *

CHECK SHEET

Defects Record

Spot Qty

Reject Qty

Rework

Rectification

Monday

Cause-and-Effect Diagram

Effect

MaterialsMethods

Machine/EquipmentMan

Environment

Cause

Cause

Cause

Cause

Cause

CauseCause

Cause

CauseCause

Cause

Cause

HISTOGRAM

Data Range

Frequency

0-10 1

10-20 3

20-30 6

30-40 4

40-50 2

PARETO DIAGRAM

Skip Stitch

Nu

mb

er o

f d

efec

ts

Spot Missinglabel

Pleat Other

80% of the problems may be

attributed to 20% of

thecauses.

80% of the problems may be

attributed to 20% of

thecauses.

CONTROL CHART

11 22 33 44 55 66 77 88 99 1010Sample numberSample number

UpperUppercontrolcontrol

limitlimit

ProcessProcessaverageaverage

LowerLowercontrolcontrol

limitlimit

Out of controlOut of control

New Tools of Quality Control

Affinity Diagram Relations Diagram Tree Diagram Matrix Diagram Matrix Data Analysis Arrow Diagram Process Decision Program Charts

Kaizen

Kaizen = Change For Better

The Basic Principles of Kaizen

Teamwork :A dozen heads are better than one. Company Wide Activities Small Improvement: A very Large number of

small changes are effective than a few changes in large scale.

Thinking Attitude: Everyone in a company has to accept Change is Good and necessary for company survival.

Waste Elimination: Right the things first time Failure Prevention

“The Causes of inefficiency and poor Quality - is system”

....... W. Edwards Deming

Basic steps in problem solvingDefine the problem and set an improvement goal.Data Collection.Data Analysis.Generate potential solutions.Choose a solution.Implement the solution.Monitor the solution.

PARETO CHART

Defect Range Frequency Percentage(%)

Cumulative %

Spot (Oil+ Dirty)

7426 29% 29%

Point Up down 6637 26% 55%

Open Seam 3941 15% 71%

Reverse 2769 11% 82%

Raw Edge 2567 10% 92%

Label Missing 2126 8% 100%

Benchmarking

Problem Reduce and Stabilize oil spot percentage

Standard 1.4%

Current Situation

4.98%

Discrepancy 3.58%

Rationale Because of oil rework, DHU level is very High and Quality cost is increased

Cause-and-Effect DiagramCause-and-Effect Diagram

Oil Spot

MaterialsMethods

Machine/EquipmentMan

Environment

Idle machine is not covered

Lack of Training about maintenance

Maintenance people unskilled

No sufficient space for Maintenance

Don’t follow daily M/C cleaning Routine

Lack of proper Instruction about machine maintenance

Mechanic’s process Indiscipline

Cleaning Tools are not sufficient

Expired service life

Machine poor servicing

PDCA Cycle/Deming Cycle

Major Area Area Of ImprovementTime

Frame

Method Develop SOP on Maintenance & introduced TPM

5th Oct.

Man Create awareness & process discipline by Training

10th Oct.

Machine Start up schedule Maintenance 15th Oct.

Environment Start up a Machine servicing centre20th Oct.

Area Of Improvement By Whom

Develop SOP on Maintenance & introduced TPM guideline Mamun (IE)

Create awareness & process discipline by Training Mamun (IE)

Start up schedule Maintenance Shafiq (Maint.)

Start up a Machine servicing centre Asad (Admin)

Countermeasures

Monitor The condition

Take the feedback from Mid and Root level

Data Collection and Analysis

Finding the final outcome

Area Of Improvement

Standardization the system

Make a new SOP according to final outcome

Implement TPM

Implementation in large scale

Time Line

Result

“Quality is not an act, it is a habit”  …………….Aristotle 

A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs.

Quality Circle Activities

Quality Circle

THANK YOU ALL