Post on 16-Oct-2014
Five Phases of TQM Portion
Phase 1 – History of QualityPhase 2 – Foundations of QualityPhase 3 – Tools for Implementation of QualityPhase 4 – Organising for QualityPhase 5 – New Trends in Management of Quality
Five Phases of TQM PortionPhase 1 – History of QualityDefinitions of Quality – Evolution of Managing for Quality as a Science : QC,CWQC,TQC,TQM – Definition of TQM
Phase 2 – Foundations of QualityWorks of the Quality Pioneers : Dr. W. Edwards Deming – Dr. Deming’s System of Profound Knowledge and Dr. Deming’s 14 points for Management Dr. Joseph M. Juran – The Juran Trilogy , Cost of Quality
Phase 3 – Tools for Implementation of QualityApplication of the 7 QC Tools and Management Tools
Phase 4 – Organising for QualityCorporate Quality and the Quality Director , Quality Council and Quality Circle Implementation , Kaizen and Gemba Kaizen Implementation , ISO 9000 Implementation , Six Sigma Implementation , Models for Quality
Phase 5 – New Trends in Management of QualityBusiness Process Reengineering Implementation , Quality in the Supply Chain , JIT and Quality , Status of TQM in India
The first ever article on Quality as we know it today : The Control of Quality in Manufacturing – 1917 by George S. Radford
The first ever book on Quality as we know it today : The Control of Quality in Manufacturing – 1922 by George S. Radford
The Second Book : The most seminal book – Economic Control of Quality of Manufactured Product – 1931 by Walter A. Shewhart
The second book by Shewhart : Statistical Methods from the Viewpoint of Quality Control – 1938 edited by W. Edwards Deming
Evolution of Quality
1900s – Inspection1920s – Process Control1950s – Process Improvement1960s – Organisational ( Systems ) Improvement1970s – Business Improvement1980s – Business Excellence1990s – Customer Value Excellence2000 – Environmental Excellence
Many now associate Continual Improvement of Quality with ‘Meaningful Sustainable Development’
Evolution of Quality
The total composite product and service characteristics of marketing , engineering , manufacture , and maintenance through which the product and the service in use will meet the expectations of the customer - Armand V. Feigenbaum
A product or a service possesses Quality if it helps someone live better materially and /or otherwise and enjoys a large and sustainable market
- W. Edwards Deming
Quality is defined as fitness for purpose . To be fit for purpose , the product/service must have features that satisfy customer needs and must be delivered free of deficiencies. - Joseph M. Juran
Quality is conformance to requirements - Phillip B. Crosby
Different Definitions of Quality
...degree to which a set of inherent characteristics fulfils requirements- ISO 9000 : 2008
Quality of Design / Redesign
Quality of Conformance
Quality of Performance
Customer
Design Product / Service
Purpose – Creating Customer
Value
“Fundamental” Quality Management
Deming : The Early Years• Influence of Walter Shewhart – 1920s• Shewhart enlists the 2 types of mistakes and
develops the “Control Theory” to reduce effects of these mistakes
• Deming organises a landmark seminar in 1938 on Statistics at NYU where Shewhart delivers his 4 day lecture on his “Control Theory”
• Application of this theory to 1940 US census by Deming results in savings to the tune of $200 million
• Improvement in productivity during the war in America using Shewhart’s Control Chart
• Sent to lead the 1947 census taking in Japan
Deming : The Later Years
• American Response to the use of the Control Chart ( 1942 – 44 ) and afterward
• Japanese experience – 1950 onwards• How the West finally took notice – 1980 onwards• Teachings between 1979 – 1987• Teachings between 1989 – 1993
• The marketplace is now global. Basis for trade between countries will be defined by Quality
• The customer is all-important. Seek to cultivate long-term relations with your customers. Seek to continuously understand consumer needs when designing products.
• Quality is determined by managers. The Quality of products and services must reflect consumer needs. Products must be uniform, be consistent, and perform dependably. The Quality of the product cannot be better than the intentions and specifications of management. Quality results from the way managers lead.
• Production is a system. The supplier is your partner. Make the supplier a partner and an integral part of the system. The customer is also part of the system, the most important part of the system.
• The chain reaction. If you improve your processes and product, your costs will decrease and you will capture the market with better Quality and lower prices, thus allowing you to stay in business and provide jobs and more jobs.
• Japan must see itself as a system. There must be trust and cooperation throughout all of industry along with government , education and healthcare in Japan. A common commitment to cooperation must sweep through Japan “like a Prairie fire”
Deming in Japan – 1947 to 1950
Production Viewed as a System
CustomerCustomerss
Suppliers of Materials and Equipment
Receipt and Test of Materials
Consumer FeedbackDesign and Re - design
Distribution
Production Assembly Inspection
Tests of Processes , Machines , Methods , Costs
“ I believe this Diagram made the difference in Japan….the greatest way I accomplished anything there was through this diagram ” W. Edwards Deming
Improve Quality
Costs Decrease because of less rework , fewer mistakes , fewer delays , snags ; better use of machine time and materials
Productivity Improves
Expand the Market withbetter Quality , LowerPrice , Diversification ,
Innovation
Stay in Business Provide Jobs and more Jobs
Deming Chain Reaction – 1950 ( revised 1988 )
Improve Qualityfurther
And so on…
THE DEMING PRIZE ESTABLISHED IN 1950 BY THE JAPANESE UNION OF
SCIENTISTS AND ENGINEERSPeace and happiness through prosperity was in fact at the root of my thoughts when in 1950, in Japan, I wrote the following inscription on the medal for the Deming Prize, given annually by the Deming Prize Committee to a company that has successfully and effectively advanced the Quality of their systems : ‘The right Quality and Uniformity are the foundations of Commerce, Prosperity, and Peace.’ “Quality brings commerce. It brings people together from different parts of the world, makes friends, and brings respect. . . . Quality does not stand still, however. Invention and design of new products are essential parts of Quality. Design, manufacture, marketing, service, testing, all go on forever in a cycle.”
Deming’s view of Quality
• Begins with meeting real needs of customers ( in use )
• High degree of Uniformity , predictability• Beyond mere conformance ( to
requirements / specifications )• Joy in Ownership through Joy in Work
Four prongs of Quality
• Innovation in products and services• Innovation in process• Improvement of existing products and
services• Improvement of existing processes
People are the most important part of a System . They must work in a System to create value for the Customer . The Manager’s Job is
to work on the System and continually improve it with help from the people and the Customer
A Manager’s Job
System of Profound Knowledge
• Culmination of Dr. Deming’s philosophy• A Theory of Leadership and Management founded in four
different but deeply interconnected sciences• Systems Theory• Human Psychology• Statistical Thinking and Methods• Learning how we learn and Improve
A “tool” for the quest of wisdom
System of Profound Knowledge
A different view of events and happenings around us• Not as incidences – rather – as outcomes• Not isolated – rather – deeply connected
Helps us get the “complete” picture
A “lens” with which we view the landscape
To see things we normally wouldn’t see
Appreciation for a System
Understanding Variation
Understanding a Theory of
Knowledge
Understanding Psychology
What Is A System?
A System is a Network of Interdependent components that work together to achieve the
Aim of the System . Every System must have an Aim , Without an Aim
there is no System
The Three most important words are• Network• Interdependent• Aim
System Thinking
• Cause and Effect are not closely related in time or space
• Outputs are a result of a myriad of inputs• Inputs affect each other also• The extent to which inputs affect each other need to
be determined• Effect of environment on the inputs need to be
studied• Effect of the inputs on the environment need to be
studied
System Thinking
Important points about a system :• Should have an aim . Without an aim there
is no system ( as before )• Aim is for all the components to gain –
over the long term• Aim is to make life better for everyone
impacted by the System
System Thinking
Pattern – Relationships that determine the System’s Characteristics
Structure – The Physical Layout of the System
Processes – Activities that take place in the Structure
Meaning – The Purpose of existence of the system
Danger of Sub-optimisation
• Interdependence – knowledge of relationships – need for communication and co-operation
• Efforts to improve a system without considering effect on all outputs may result in sub-optimisation
Action Required to Avoid Sub-optimisation
• Co-ordinate activities to optimise whole system• Evaluate performance on basis of contribution
to whole system• Look for opportunities to widen boundaries• Break down barriers – e.g. get together and list
all inputs and outputs
• Win – Win : Everyone feels a Winner
• Building trust, gaining commitment
• Making the pie bigger
• Not Mandatory Action , Patience or Collusion
Meaning of Co-operation
A Better Way to Compete ?
Co-operation an integral partLittle room for co-operation
Focus on improvement of own work, skills, team work
Focus on other team/person/group
Stress on skills, enjoying, acquiring mastery
Stress on winning
Competing withCompeting against
Fear of losing No such fear
Fight for market share – be no.1
Focus on customers – improve standard of living
Compare performance with others
Continual improvement of product, process
Harmful Effects of Competing Against
• Causes conflict and destroys desire to help• Kills intrinsic motivation• Results in Sub-optimisation• Means greater effort to get credit• Implies long-term losses
Benefits of Co-operation
• Encourages intrinsic motivation• Results in each department working for
overall good of organisation• Results in huge financial benefits• Produces unprecedented results if no one
cares who gets the credit
What should management do?
• Practice co-operation as a system• Provide leadership which nurtures teamwork e.g.
create conditions in which people work in teams with their ‘Suppliers’ and ‘Customers’
• Remove various manifestations of win – lose philosophy
• Extend “all one team” outside the organisation• Build Trust
Areas and their
options
Effects of Options
Effect on Area A
Effect on Area B
Effect on Area C
Net Effect on the
Company
Area A
i + - - -
ii + - + +
iii + - - -
Net effect on the company = ‘ - ’Net effect on the company = ‘ - ’
Areas and their
options
Effects of Options
Effect on Area A
Effect on Area B
Effect on Area C
Net Effect on the
Company
Area B
i - + - -
ii + + - +
Net effect on the company = ‘ 0 ’Net effect on the company = ‘ 0 ’
Areas and their
options
Effects of Options
Effect on Area A
Effect on Area B
Effect on Area C
Net Effect on the
Company
Area C
i + + + +++
ii - - + -
iii - - + -
Net effect on the company = ‘ + ’Net effect on the company = ‘ + ’
Areas and their options
Effects of Options
Effect on Area A
Effect on Area B
Effect on Area C
Net Effect on the
Company
Area A
i + - - -
ii + - + +
iii + - - -
Area B
i - + - -
ii + + - +
Area C
i + + + +++
ii - - + -
iii - - + -
Net Effect of Adopted Options
++ -- 0 0
Areas and their
options
Effects of Options
Effect on Area A
Effect on Area B
Effect on Area C
Net Effect on the
Company
Area A
i + - - -
ii + - + +
iii + - - -
Area B
i - + - -
ii + + - +
Area C
i + + + +++
ii - - + -
iii - - + -
Net Effect of Adopted Options
+++ + + +++++
Areas and their options
Effects of Options
Effect on Area A
Effect on Area B
Effect on Area C
Net Effect on the Company
Area A
i + - - -
ii + - + +
iii + - - -
iv - + + +
v - + + +
vi - - + -
Area B
i - + - -
ii + + - +
iii + - + +
iv + - + +
Area C
i + + + +++
ii - - + -
iii - - + -
iv + + - +
v + - - -
Net Effect of Adopted Options ++++ ++ ++++
++++++++++
Appreciation for a System
Understanding Variation
Understanding a Theory of
Knowledge
Understanding Psychology
Questioning
Confirming
ExperimentingActing
Hypothesis
ExplorationVerification
Improvement
System of Learning
Appreciation for a System
•Understanding that cause and effect are not closely related in time and space
•Understanding that outputs are the results of a myriad of inputs .
•Understanding the importance of a common aim or purpose for the system.
Understanding a Theory of Knowledge
•Understanding the importance of theory to interpret observations ( experience ) .
•Understanding the importance of theory and practice .
•Understanding how to learn faster .
Understanding Variation
•Awareness of the distinction between Common and Special Causes of Variation and how to interpret Control Charts
•Learning how to think statistically•Understanding that reducing variation is
synonymous to increasing Quality .
Psychology• Understanding that people are inherently good -
they want to do a good job . • Understanding that people learn differently , and
hence think differently . Working on peoples’ learning processes rather than exhorting them would be better .
• Understanding that ranking destroys people .
Peter Scholtes’ portrayal of Dr. Deming’s System of
Profound Knowledge
Viewing an event with Theory 1
Viewing an event with Theories 1 & 2
Viewing an event with Theories 1 , 2 & 3
The “true” picture – What was your guess ?
• Important points to keep in mind:– Not his philosophy but 14 consequences of his
philosophy– Not a list of instructions, techniques, check list or
prescription.– Vehicles for opening up the mind to new thinking –
radically different ways of managing. – Lay the foundation for the transformation – a change of
magnitude never imagined
"The 14 points all have one aim : to make it possible for people to work with joy."
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Deming’s 14 points for management.
Point 1 Create a statement of the aim and purpose of the organisational system.
It must bring out the long term vision of the organisation preferably stating how it intends to stay in business through creating value for all those impacted in any way .
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 2
Adopt the new philosophy of win – win where everybody wins . Teach and practise this philosophy with all customers , suppliers and competitors . Focus on expanding the market rather than capturing it .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 3
Use the system of inspection to understand the gaps in how you perceive a Customer requirement and how the Customer actually perceives it .
Try to reduce these gaps by first trying to understand customer requirements thoroughly – then deploy this learning throughout the organisation .
Design Quality in .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 4 Work towards having an ‘arms-around’ relationship with your suppliers . Invest in them through education and training so they can contribute effectively towards the organisation . When purchasing , do not focus on price alone without a measure of Quality . Reduce Variation by practising co-operation with your suppliers .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 5
Look for better ways of understanding and analysing the processes/systems you work in . Keep improving and innovating continually . Systemise this philosophy . Find out problems before they find you out .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 6
Training must not only focus on how the job is done but also the purpose of the job being carried out . Everyone must know how they are contributing to the entire system . Training must also aim at creating learners . This forms the basis for continual improvement and motivates intrinsically .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 7
Create Leaders . Managers are no longer just planners/instruction-givers . They must be leaders . People are the most important part of a System . They must work in a System to create value for the Customer . The Manager’s Job is to work on the System and continually improve it with help from the people and the Customer by leading people , coaching them and counselling them in a non-judgmental manner .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 8
Create a climate of openness , trust and two-way communication .
People must not be afraid to voice their problems / constraints they are facing thatprevent them from doing a better job .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 9
Encourage systems thinking in the organisation where everybody focuses on creating value for the customer and not just meeting departmental/sectional objectives .
Optimise the efforts of everyone – do not maximise individual efforts .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 10 Do not create a superficial leadership culture by using impressive-sounding but shallow slogans, posters and exhortations and arbitrary numerical targets.A genuine leadership culture focuses on improving the work environment so that people are intrinsically motivated to do productive work and, if useful, createtheir own slogans and posters .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 11
Do not attempt to manage the organisational systems and processes solely by irrelevant and arbitrary measures such as quotas and targets . These are merely single dimensional aspects of very multi-dimensional entities
Instead, encourage systems thinking – i.e. understanding and establishing interdependencies between the different parts of the system and thus looking beyond theblinkered view presented by quotas, numerical targets and objectives.
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 12
Develop a sense of ownership in every employee working in the system so that s/he could take pride and joy in the work they do .
They must feel ‘one’ with their work thus creating results themselves .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 13
Encourage learning . Develop learners . People are the only living parts of an organisation . For an organisation to grow fast and move in the right direction , it is essential that people are growing and learning . Pay is not as much a motivator as learning is . Continual learning leads to Continual innovation and improvement .
Deming’s 14 points for management.
Appreciation for a SystemUnderstanding VariationUnderstanding PsychologyUnderstanding a Theory of Knowledge
Point 14
Create a structure and a system in the organisation that embodies all of the above principles . Nurture relationships . Extend the boundaries of the organisation to include all those impacted . This will result in long term profits beyond measures and long term survival .
Deming’s 14 points for management.
•Appreciation for a System
• Knowledge of Psychology
• Knowledge of Variation
• A Theory of Knowledge
Create a constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Remove barriers that rob people of pride of workmanship.
Adopt the new philosophy of win – win. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
a) Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b) Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
Institute training on the job.
Eliminate slogans, exhortations, and targets for the work force demanding zero defects and new levels of productivity.
Drive out fear so that everyone can work effectively for the company.
Adopt and institute leadership. The aim of leadership should be to help people and machines do a better job.
Institute a vigorous programme of education and self-improvement.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
End the practice of awarding business on the basis of price tag alone. Instead, minimise total cost. Move toward a single supplier for any one item, in a long-term relationship of loyalty and trust.
Take action to accomplish the transformation.
The Product . Your own tests of the Product
in the laboratory and in simulations of use .Test of the
Product in service .
Training of Customer . Instructions for use . Training of Repairmen . Service . Replacement of Defective Parts . Availability of Parts . Advertising and Warranty : What did you lead the Customer to expect ? What did your Competitor lead him to expect ?
The Customer and the way he uses the Product . The way he
installs it and maintains it . For many products , what the
Customer will think about your Product a year , three years ,
five years from now is important .
The Three Corners of Quality
The Cycle for Executives
The Cycle for Engineers
1
2
3
45
6
7
8
1. Idea for placing importance on Quality
2. Responsibility for Quality3. Research4. Standards for Designing and Improvement of Products5. Economy of Manufacturing6. Inspection of Products7. Expansion of Sales Channels8. Improvement
Customer
1.Design the Product (with appropriate Tests)
2.Make it, test it in the Production Line and in the Laboratory
3. Put it on the Market
4.Test it in Service, through Market Research, find out what the user thinks of it, and why the non-user ha snot bought it
THE DEMING WHEEL
manufacturer the user andthe non user
Plan a change or a test aimed at improvement
Do - Carry out the change or test ( preferably on a small scale )
Study the results . What went wrong? What did we learn?
Act - Adopt the change , or abandon it , or run through the cycle again
Impact Traditional view of quality Enlightened view of Quality
Products Manufactured Goods All products and services whether for sale or not
Processes Manufacturing or visible processes
All processes
Viewed as A technological opportunity A Business opportunity
Customer Clients who buy products All those impacted
Evaluation Conformance to specifications, procedures, standards
Responsiveness to Customer needs, extent to which Customer value is created
Improvement Departmental Companywide
Initiatives led by
The Quality Manager Top Management
Freedom from Deficiencies
Less Waste ,
Less Scrap
Lower Costs
Less Warranty
Costs
Less Cycle Time
Increase in Profits
Features that lead to Customer Satisfaction
Increased Demand
Increased Market Share
Increased Price
Freedom from Deficiencies
• Reduction in errors• Reduction in wastes• Reduction in failures at
the Customers’ end ( field failures )
• Reduction in inspection and tests
• Reduction in Response times
• Increase in yield and capacity
• Increase in delivery performance
Features that enhance Customer satisfaction
• Increased Customer Base• Increased Market Share• Premium Price
Qu
ality
Imp
rovem
en
t
%
of
Def
ects
5
10
15
20 Quality Planning Sporadic SpikeSporadic Spike
Quality Control
Lessons Learned
Dete
rmin
ing
the
Cost
of
Qualit
y ,
W
here
are
w
e ri
ght
now
?W
hat
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e need to
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p ?
Original Zone ofQuality Control
Original Zone ofQuality Control
New Zone ofQuality Control
The Juran Trilogy
Time
Revenue : All the money that a company takes in , in any given year
Costs : All the items which use or take a company’s cash to run the business
Assets : Company owned items which can be converted into cash
Return on Assets =
Revenue minus Costs
Assets
Cost of Quality = Cost of Conformance + Cost of Non – Conformance +
Cost of Lost Opportunities
Cost of Conformance = Cost of Prevention +
Cost of Appraisal
Cost of Non – Conformance = Cost of Internal Failure +
Cost of External Failure +
Cost of Exceeding Requirements
Cost of Lost Opportunities = Cost of Lost Opportunities
Costs of Prevention
Cost of activities that prevent failure from happening• Planning for Quality• Reviews• Process Design• Process Control • Quality Audits• Supplier Evaluation• Training for Quality
Cost of Appraisal
Cost incurred to determine conformance with Customer requirements after the work has been completed
• Inspection and Tests ( Incoming , Inprocess and Final stages )
• Document Reviews• Accounts Reconciliation• Maintaining accuracy of Test Equipment• Reconciliation of Stocks , Equipment , etc
Cost of Internal Failure
Cost of correcting products or services which do not conform to internal customer requirements or are identified prior to delivery as not meeting the requirements of external customersFailure to meet Customer Requirements and Needs
• Scrap• Rework• Missing Information• Failure Analysis• 100 % Sorting• Reinspection , retests• Changing Processes• Redesign of Hardware and Software• Downgrading
Cost of Internal Failure
Cost of Inefficient Processes• Variability in Product Characteristics• Unplanned Downtime of equipment• Inventory Shrinkage• Non value added activities
Costs of External Failure
Costs to correct products or services after delivery to the Customer
• Warranty Charges• Complaint Adjustments• Returned Material• Allowances• Penalties• Rework
Cost of Exceeding Requirements
Cost of providing Information or Services which are not necessary or for which no requirements have been established
Cost of Lost Opportunities
Lost Profits due to the company not satisfying or being able to satisfy , the requirements of external customers
Implementation of the Quality Initiative through time
LO
C
NC
LO
C
NCLO
C
NC
Evolution of the Cost of Quality over time
APPLY MEASUREMENTS
THROUGHOUT
Quality Goals Identify Customers
Identify NeedsTranslate Needs
Establish Measures Develop Product
Develop ProcessOptimise Process
Transfer to Operations
QUALITY PLANNING
QUALITY PLANNING
1. Define the Project What do we need to build ?2. Identify the Customers . Who will be impacted by our efforts ?3. Discover Customer Needs . What benefit do the Customers want ?4. Develop the Product / Service . What Product features will create that benefit ?5. Develop the Processes . How will we produce the product features? 6. Develop Controls / Transfer to Operations . How do we ensure it works as designed ?
Cust
om
ers
Cust
om
er
Needs
Product Features
Pro
duct
Fe
atu
res
Pro
cess
Fe
atu
res
Process Controls
Customer Needs
ProcessFeatures
UnderstandingMatrix
DesignMatrix
ProcessMatrix
OperationsMatrix
Spreadsheets in Quality Planning
PRODUCT QUALITY
PLANNING TIMING CHART
Planning
ConceptInitiation / Approval
PLAN AND DEFINE
PROGRAMME
Plan and Define Programme
Inputs
•Voice of the Customer―Market Research―Historical Warranty and Quality Information―Team Experience
•Business Plan / Marketing Strategy•Product / Process Benchmark Data•Product / Process Assumptions•Product Reliability Studies•Customer Inputs
Plan and Define Programme
Outputs
•Design Goals•Reliability and Quality Goals•Preliminary Listing of Special Product and Process Characteristics
Interrelationships
Counterpart Characteristics
Relationships between Attributes and
Counterpart Characteristics
Attrib
ute
s
Voice
of th
e
Custo
mer
Prio
rity
Com
petitiv
e
Evalu
atio
n
Priorities of Characteristics
PRODUCT QUALITY
PLANNING TIMING CHART
Planning
Product Design and Development
ConceptInitiation / Approval
ProgrammeApproval
PLAN AND DEFINE
PROGRAMME
Product Design and Development
Inputs
•Design Goals•Reliability and Quality Goals•Preliminary Listing of Special Product and Process Characteristics
Product Design and Development
Outputs
• Design for Manufacturability ( Realisation ) and Assembly• Design Verification• Design Reviews• Sketches / Drawings or “Feelers”• New Equipment and Facilities Requirements• Special Product/Service and Process Characteristics• Testing/Simulation Requirement• Team Feasibility Commitment
PRODUCT QUALITY
PLANNING TIMING CHART
Planning
Product Design and Development
Process Design and Development
ConceptInitiation / Approval
ProgrammeApproval Prototype
PLAN AND DEFINE
PROGRAMME
PRODUCT DESIGN AND DEVELOPMENT
VERIFICATION
PROCESS DESIGN AND DEVELOPMENT
VERIFICATION
Process Design and Development
Inputs
• Design for Manufacturability ( Realisation ) and Assembly• Design Verification• Design Reviews• Sketches / Drawings or “Feelers”• New Equipment and Facilities Requirements• Special Product/Service and Process Characteristics• Testing/Simulation Requirement• Team Feasibility Commitment
Outputs
•Packaging Standards and Specifications•Product / Process Quality System Review•Process Flow Chart•Floor Plant Layout•Characteristics Matrix•Process Instructions•Preliminary Process Capability Study Plan
Process Design and Development
PRODUCT QUALITY
PLANNING TIMING CHART
Planning
Product Design and Development
Process Design and Development
Product and Process Validation
ConceptInitiation / Approval
ProgrammeApproval Prototype Pilot Launch
PLAN AND DEFINE
PROGRAMME
PRODUCT DESIGN AND DEVELOPMENT
VERIFICATION
PROCESS DESIGN AND DEVELOPMENT
VERIFICATION
PRODUCT AND
PROCESS VALIDATION
Product and Process Validation
Inputs
•Packaging Standards and Specifications•Product / Process Quality System Review•Process Flow Chart•Floor Plant Layout•Characteristics Matrix•Process Instructions•Preliminary Process Capability Study Plan
Outputs
•Production Trial Run•Preliminary Process Capability Study•Production Part Approval•Production / Service Validation Testing•Packaging Evaluation•Team Sign-off
Product and Process Validation
PRODUCT QUALITY
PLANNING TIMING CHART
Planning
Product Design and Development
Process Design and Development
Product and Process Validation
Production
Feedback Assessment and Corrective Action
ConceptInitiation / Approval
ProgrammeApproval Prototype Pilot Launch
PLAN AND DEFINE
PROGRAMME
PRODUCT DESIGN AND DEVELOPMENT
VERIFICATION
PROCESS DESIGN AND DEVELOPMENT
VERIFICATION
PRODUCT AND
PROCESS VALIDATION
FEEDBACK ASSESSMENT AND CORRECTIVE
ACTION
Feedback , Assessment and Corrective Action
Inputs
•Production Trial Run•Preliminary Process Capability Study•Production Part Approval•Production / Service Validation Testing•Packaging Evaluation•Team Sign-off
Feedback , Assessment and Corrective Action
Outputs
•Reduced Variation•Customer Satisfaction•Delivery and Post Delivery Service
PRODUCT QUALITY
PLANNING TIMING CHART
Planning
Product Design and Development
Process Design and Development
Product and Process Validation
Production
Feedback Assessment and Corrective Action
Planning
ConceptInitiation / Approval
ProgrammeApproval Prototype Pilot Launch
PLAN AND DEFINE
PROGRAMME
PRODUCT DESIGN AND DEVELOPMENT
VERIFICATION
PROCESS DESIGN AND DEVELOPMENT
VERIFICATION
PRODUCT AND
PROCESS VALIDATION
FEEDBACK ASSESSMENT AND CORRECTIVE
ACTION
The Control Pyramid
Informational Controls
Supervisory Control
Operator Control
Automatic Controls
Error Proofing
Choose the control subject – What do we want to regulate ?
A Negative Approach :A Control Subject emerges out of a “Bitter Experience” or Catastrophic Failure
A Positive Approach : ( A Deliberate Effort to “unearth” Control Subjects moving up the Control Pyramid )
•Highly Repetitive Activities ( Fool Proofing and / or Automation )•Effect of failures are “obvious” and localised and losses occurring are minor ( Operator Control )•Coordination , Discipline , Fluidity of Operations , High Risk Factors ( Supervisory Control )•Matters of Company Performance , Hierarchal or Geographic factors , Extensive Analysis , Great Risks ( Informational Control )
Establish Measures – How can these be expressed in terms of units , ratios , indexes etc. ?
Create a Sensor – How can these measures be captured in a timely manner ?
Establish Standards – What are the instances which will • warrant concern ( indicators ) ? • indicate normalcy ?
Measure continual performance ( frequency ) – Decide where , who , when and how to measure actual performance
Compare to Established Standards – Decide on who does this and how this is to be done
Take action on the difference – Is the difference pronounced so as to precipitate a systemic change , process change , task change , etc ?
Process Sensor Goal
Actuator Umpire
1
2 3
4
5
1 – Sensor plugged into the Process to evaluate actual performance
2 – Sensor ‘reports’ performance to the Umpire
3 – Umpire compares performance to Goal
4 – Umpire reports difference to the Actuator
5 – Actuator alters process to bring output in line with goals
Set standards for Control and Improvement
Input Transformation OutputCustomer Value
( other stakeholders )
P
DS
A
Preliminary Control
Concurrent C
ontrol
Rew
ork C
ontro
l
Feed back information on performance , study relationships among measures of performance throughout the system , and take action to improve
Communicate Standards
Information on value delivered and unmet Customer needs
Loss
Con
trol
Control Subject
Nominal Measure Unit SensorFrequency of measurement
Location of Measurement
Criteria for action
Action taken
12
3
45
6
7
8
1. Form a Quality Council2. Analyse the Symptoms3. Theorise as to the causes4. Test the Theories5. Establish the causes6. Stimulate the establishment of a
remedy7. Test the Remedy under Operating
conditions8. Establish controls to hold the gains
1 – 5 : The Diagnostic Journey6 – 8 : The Remedial Journey
Project Definition and Organisation
Diagnostic Journey
Remedial Journey
Holding the Gains
•Breakthrough in Attitude
•Breakthrough in Organisation
Demonstrated Control at the new level
Mission Statement and Team Charter
Identified Root Causes
•Breakthrough in Cultural Patterns
Implemented Solutions
•Breakthrough in Results
Juran on Quality Improvement
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
Interrelationships
Counterpart Characteristics
Relationships between Attributes and
Counterpart Characteristics
Attrib
ute
s
Voice
of th
e
Custo
mer
Com
petitiv
e
Evalu
atio
n
Priorities of Characteristics
Pri
ori
ty
Cust
om
er
Needs Design Attributes
Features ProcessSteps Operational
ConditionsQualityPlan
House of QualityDesignMatrix Process
MatrixOperationalMatrix
ControlMatrix
The Progression from Philosophy to Action
Philosophy – W. Edwards Deming
Structure and Approach – Joseph M. Juran
Frameworks – Just in Time , ISO 9000 , Baldrige Criteria
Methods – SPC , QFD , DOE , QIT
QC Tools and Management Tools
Deming’s contribution to the Field of Statistics
Distinguishing between Enumerative and Analytical Studies
Enumerative Number crunching exercises – data collection , assimilation and presentation
AnalyticalApplication of the Control Theory , Scientific Method and Subject Matter Knowledge to understand the situations which led to the data being generated – in other words study of the causal systems .
Common & Special Cause Variation
Common Causes VariationVariation that exists in a system due to inherent properties of the system itself ( it’s design ) or the way it’s managed...
Special Cause VariationVariation that exists in a system due to some external factors – factors not a part of the system but alien to it...
Conventional Data Interpretation
• Common approaches are :•comparison to specifications or managing by
the last data point• Common Traps in use of Figures alone :
•Too little attention to matters for which figures are not available.
•Forcing wrong figures (due to fear).•Misuse and abuse of figures
Data presentationShewhart’s Rule One when presenting Data :
Data should always be presented in such a way that preserves the evidence in the data for all the predictions that might be made from these data .
In short the following questions need to be asked :
• Who collected the data ?• How were the data collected ?• When were the data collected ?• Where were the data collected ?• What do these values represent ?• And if the data are computed values , how were the
values computed from the raw inputs ?• Has there been a change in formula over time ?
Shewhart’s Rule Two when presenting data
Whenever an average , range or histogram is used to summarise data , the summary should not mislead the user into taking any action that the user would not take if the data were presented in a time series .
In short :
• No comparisons must be made between pairs of values except as a part of a broader comparison .
• Use time Series graphs to present values in their context .
Data presentation
Shewhart’s control chart approach
• Control chart : a time series graph with a central line (average), UCL & LCL
• Shewhart gave a simple practical way of calculating limits
• Focus on process instead of each value – hence yields insight and understanding.
Shewhart’s control chart approach
• The Control Chart is an “Operational Definition” of a process in a state of Statistical Control
• Not based on laws of probability• Not a test of Statistical significance• Empirical laws laid down by Shewhart on May 16th
1924 that have stood the test of time
Control Charts:Some Relevant Points
• Different types of charts for different situations but XmR & XbarR are most used.
• Unstable processes : unpredictable changes; no significant changes in stable processes.
Control ChartThe methodology.
• A) The XmR chart.– Useful for ‘one – at – a – time’ data– Can be used with 15 – 20 observations– Can also be used with 7 observations – but
to interpret with care !!
Control ChartThe methodology
• A) The XmR chart (continued).– For X chart (individual values).
• Upper Natural Process Limit=Xbar+2.66*Rbar.• Lower Natural Process Limit=Xbar-2.66*Rbar.
16.0 15.8 15.7 15.9 16.2
16.2 16.4 16.5 16.2 16.0
15.7 16.1 15.5 15.1 16.0
16.1 15.7 16.0 16.0 15.5
16.4 15.9 16.3 16.2 16.6
15.9 16.1 15.6 15.8 15.8
Chart for Weights of Yarn used
15.0
15.2
15.4
15.6
15.8
16.0
16.2
16.4
16.6
16.8
17.0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Shift data
Gra
ms
16.84
15.11
15.97
1999 2000
Jan 5 Jan 4
Feb 4 Feb 6
Mar 6 Mar 5
Apr 7 Apr 4
May 6 May 7
Jun 5 Jun 4
Jul 6 Jul 7
Aug 6 Aug 5
Sep 5 Sep 4
Oct 14 Oct 5
Nov 6 Nov 17
Dec 7 Dec 4
Chart for absenteeism
0
2
4
6
8
10
12
14
16
18
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Month
% o
f abs
ente
eism
16.04
6.21
0.00
The XbarR chart• For Xbar chart • Make Subgroups• Calculate Average and Range for each sub
group• Calculate grand average of average ( X double
bar ) and range ( R bar ) Upper Natural Process Limit=Xdbar+A2*Rbar.
Lower Natural Process Limit=Xdbar-A2*Rbar.
Control ChartThe methodology
99.7 99.0 99.7 99.1 100.2 99.1 100.2 99.2 99.2 100.3
99.8 100.3 99.6 100.4 100.0 99.3 100.1 99.6 99.8 100.1
99.9 100.1 99.4 99.3 99.9 99.5 100.0 99.5 99.7 100.0
99.9 100.0 100.4 99.9 99.9 99.6 99.9 99.3 99.6 99.9
100.0 99.9 99.3 100.2 99.8 99.7 99.7 99.7 99.5 99.9
100.1 99.9 99.1 99.8 99.8 99.8 99.6 99.8 99.4 99.8
99.4 99.8 100.1 99.9 99.7 100.1 99.5 100.0 100.2 99.7
99.5 99.7 99.9 100.0 99.6 100.0 99.3 99.9 99.9 99.6
99.6 99.6 99.9 99.8 99.5 99.9 99.2 100.2 100.0 99.5
100.3 99.6 100.0 99.7 99.3 99.8 99.8 100.1 100.1 99.4
99.76
99.28
100.25
7 10 11
4 2 5
6 3 8
9 8 12
7 8 6
5 5 8
6 3 6
8 4 6
5 5 6
10 9 12
6 12 10
7 9 10
4 6 7
6 5 5
5 7 7
4 4 3
7 4 8
15 18 19
7 5 3
6 6 6
A2 for n = 3 is 1.02
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
20.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
10.14
4.02
7.08
Total Rejection Percentage
Percentage of Shifting
Total Rejection Percentage
Percentage of Shifting
Total Rejection Percentage
Percentage of Shifting
Trend Analysis
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Month
Chart for Shifting percentages
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Month
Contribution made in Dollar/manhour
300
400
500
600
700
800
900
1000
1100
1 2 3 4 5 6 7
Driver no
Chart for faults per 5000 welds
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9 1 11
Welder No.
Welder No. 6 in need of attention .Upon examination it was found that
his eyes needed treatment
Purchase Costs over Time
1.95
2
2.05
2.1
2.15
2.2
Month
Valu
e in
La
khs
Rejection Percentages over time
0
2
4
6
8
10
12
14
16
18
Month
Va
lue
in
La
kh
s
XmR chart for failures of Lube Oil System on Load Box/Road Trial for rebuilt locomotives of DCW/PTA
(Limits are calculated based on values from Jan 2004-Dec 2005)
50
55
60
65
70
75
80
85
90
95
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Use of beta blocker 2
Use of beta blocker 1
8.7 9.6 12.6 9.5
11.3 9.9 8.9 10.6
8.5 8.4 9.0 9.3
7.8 10.2 8.3 8.6
10.4 9.2 10.3 10.1
8.8 9.1 9.4 9.6
The following data were collected by an Production Manager in a Fertilizer Company . The data represent pH values of a certain chemical used to make the fertilizer . Compute the Control Limits of the process if the XmR method is used . If the Specification Limits are set at 9 ± 4.5 , what will be the values of Cp , Cpl and Cpu ? Suppose the Manager wants to implement the Six Sigma approach in this process , what will the limits become ? The Flow of the data collected is from left to right .
The following data were collected by an Production Manager in a Fertilizer Company . The data represent pH values of a certain chemical used to make the fertilizer . Compute the Control Limits of the process if the XmR method is used . If the Specification Limits are set at 9 ± 4.5 , what will be the values of Cp , Cpl and Cpu ? Suppose the Manager wants to implement the Six Sigma approach in this process , what will the limits become ? The Flow of the data collected is from left to right .
What are the instances in a Control Chart that warrant attention?
•One point outside the control limits
•Seven points in a row all above/ below average
•Seven points in a row all increasing/ decreasing.
THE CONTROL CHART IS NO SUBSTITUTE FOR THE BRAIN
Benefits of Control Charts
• For all levels – worker to CEO• Prediction of performance• Assessing effect of improvements• Common language• Local or management action• Immense benefits by use at top levels
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
Cost of Quality Example
The following costs were recorded in an organisation . Arrange them under different heads of the Cost of Quality as appropriate .
Defective Stock Returned from Customer – Rs 1,50,000Repairs to Product – Rs 4,50,000Collect Scrap – Rs 10,000Waste Scrap – Rs 2,00,000Consumer Adjustments – Rs 6,00,000Downgrading Products – Rs 1,00,000Incoming Inspection – Rs 1,00,000Laboratory Testing – Rs 1,75,000Spot Check Inspection – Rs 3,50,000Local Plant Training – Rs 5,00,000Corporate Training – Rs 2,00,000
SolutionCost of Non conformanceExternal FailureDefective Stock Returned from Customer – Rs 1,50,000Repairs to Product – Rs 4,50,000Internal FailureConsumer Adjustments – Rs 6,00,000Downgrading Products – Rs 1,00,000Collect Scrap – Rs 10,000Waste Scrap – Rs 2,00,000Cost of ConformanceAppraisalIncoming Inspection – Rs 1,00,000Laboratory Testing – Rs 1,75,000Spot Check Inspection – Rs 3,50,000PreventionLocal Plant Training – Rs 5,00,000Corporate Training – Rs 2,00,000
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
Scatter Plots of Data with Various Correlation Coefficients
A Manager in Britannia wanted to find out the relationship between heat and compressed air pressure for the process of curing “cookies” . He decided to investigate this using a Scatter Plot . He gathered the following data . Draw a Scatter plot for him and state your conclusions .
Heat ( Temp) Pressure
22.6 85
21.5 111
23.3 79
24.5 73
24.4 79
25.1 68
20.4 113
22.7 90
24.3 85
21.7 95
22.2 110
21.0 110
20.8 106
Heat ( Temp) Pressure
22.1 107
20.5 119
22.3 103
22.5 91
23.2 90
22.6 86
22.6 98
22.6 104
24.6 81
22.9 94
22.8 96
22.4 91
25.4 62
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
EFFECT
Cause Branch
Cause Twig
Cause Twiglet
Tap Leaking
Doesn’t closeproperly
Washer of wrong size
Tap closed too tight
People not aware of problem
Wrong size of tap with respect to pipe
Wrong dimensions of diameter given
Tap does not rotate properly
Threads of tap damaged
Bad Quality tap
Bad Quality Pipe
Potato Wada Ready
Potatoes washed , peeled , steamed , and mashed to form paste
Gram ground , and batter prepared
Salt , spices added for taste
Chillies , onion , garlic cut to small pieces and added
Oil boiled and kept ready for frying
All ingredients mixed together and paste put in oil for frying
The following components of Product Quality were listed under the different heads by a Quality Circle in an organisation implementing TQM . Draw a Cause and Effect Diagram to indicate the same .
Production : Testability , Repairability , ProducibilityEnvironment : Toxicity , Flamability , DisposabilityTime : Availability , Durability , Dependability , Reliability , MaintainabilityPhysical : Appearance , Size , WeightSensory : Odour , Taste , TouchUse : Transportability , Accessibility , Functionality , Portability , Adaptability , Operability
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
Shifting 103660 103660 71%
Open Underlayer 18367 122027 84%
Thread Break 10405 132432 91%
Loose Stitches 8990 141422 97%
Wrong Stitches 2822 144244 99%
Needle Breakages 1583 145827 100%
Total 145827
Pareto of Rejects - J uly 96
71%
84% 91
% 97%
99%
100%
0
20000
40000
60000
80000
100000
120000
SHIFTING OPEN THREAD LOOSE WRONG NEEDLE
Rejec tion types
Tota
l num
ber
of r
ejec
ts
0%
20%
40%
60%
80%
100%
120%
% o
f tot
al
Cum Line
A manager of Pizza Hut collects data concerning customer complaints about delivery and Quality of the Pizza being delivered
Problem FrequencyTopping stuck to box lid 17Pizza is cold 35Wrong topping or combination 09Wrong style of crust 06Wrong size 04Pizza is partially eaten 03Pizza never showed up 06
Use a Pareto chart to identify the “vital few" delivery problems.
A manager of Pizza Hut collects data concerning customer complaints about delivery and Quality of the Pizza being delivered
Problem FrequencyTopping stuck to box lid 17Pizza is cold 35Wrong topping or combination 09Wrong style of crust 06Wrong size 04Pizza is partially eaten 03Pizza never showed up 06
Use a Pareto chart to identify the “vital few" delivery problems.
The following data as reasons for a damaged automobile were collected by the ARAI to be given to the Automobile Industry to facilitate designing of the Automobile . Draw a Cause-and-Effect Diagram and a Pareto Diagram for the same and state your conclusions .
Driver Error : Reckless Driving , Poor Judgment , Poor Reflexes , Poor TrainingMechanical Failure : Stuck Accelerator , Ceased Engine , Brake FailureSlippery Road : Oil , WaterFlat Tyre : Nails , Blow out
Reckless Driving : 15 Water on Road : 4Poor Judgment : 11 Nails on Road : 7Poor Reflexes : 25 Blow Out : 2Poor Training : 14Stuck Accelerator : 5Ceased Engine : 6Brake Failure : 9Oil on Road : 2
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
Late coming to College
Tyre Punctured
Too many potholes
Left house late
Watch not properly set
Carelessness
Stepney also punctured
Bad Roads
Traffic Jam
Clutch wire broken
Too many gear changes
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
A
A1 A2
a1 a2 a3 a4 a5
B
B1
B2
b1
b2
b3
b4
Interrelationships
Counterpart Characteristics
Relationships between Attributes and
Counterpart Characteristics
Attrib
ute
s
Voice
of th
e
Custo
mer
Com
petitiv
e
Evalu
atio
n
Priorities of Characteristics
Pri
ori
ty
Cust
om
er
Needs Design Attributes
Features ProcessSteps Operational
ConditionsQualityPlan
House of QualityDesignMatrix Process
MatrixOperationalMatrix
ControlMatrix
PROJECT DEFINITION AND ORGANISATION
1. List and prioritise problems
2. Define project and teams
DIAGNOSTIC JOURNEY
3. Analyse symptoms
4. Formulate theories of causes
5. Test theories
6. Identify root causes
REMEDIAL JOURNEY
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions and controls
HOLDING THE GAINS11. Check performance
12. Monitor control system
Juran on Quality Improvement
Quality Tools
•Flow Diagram
•Pareto Charts
•Cause & Effect Diagrams
•Run Charts
•Control Charts
•Scatter Diagram
Management Tools
•Inter – relationship Diagram
•Matrix Charts
•Failure Modes and Effects Analysis
•Flow Diagram
• ( Cost of Quality )
• ( 5 Why )
Three Ways to Reduce Variation and Improve Quality
Control the Process :Eliminate SpecialCause Variation
Improve the System :Reduce effect of CommonCause Variation
Anticipate Variation :Design RobustProcesses and Products
QualityImprovement
Robustness – An Underused Concept
•Reduce the effects of uncontrollable variation in
-Product design
-Process design
-Management practices
•Anticipate variation and reduce its effects
Robust Products are Designed in Anticipation of Customer Use
•User-friendly computers and software
•Low – maintenance automobiles
•Speed Breakers
•Instruments for home use
Product and Process Robustness
• Product Performance is insensitive to variations in conditions of manufacture, distribution, use and disposal.
• Process Performance is insensitive to uncontrollable variations in process
- Inputs
- Transformations – activities – steps
- External factors
Process Robustness Analysis
•Identify Those Uncontrollable Factors that Affect Process Performance
- Weather
- Customer Use of Products
- Employee Knowledge, Skills, Experience, Work Habit
- Age of Equipment ( Can be controlled through TPM )
•Design the Process to be Insensitive to the Uncontrollable Variations in the Factors
Robustness in Management•Develop strategies that are insensitive to economic trends and
cycles
•Design a project system that is insensitive to
- Personnel changes
- Changes in project scope
- Variation in business conditions
•Respond to differing employee needs
- Adopt flexible work hours
- Provide “customised” benefits
•Enable personnel to adapt to changing business needs
Why FMEA ?
• Helps to recognise and evaluate the potential failure of a product / process and it’s effects
• Helps to identify actions which could eliminate or reduce the chance of a potential failure occurring
• Helps to document the process better
Definition of FMEA
FMEA is an Analytical Technique utilised as a means to assure that , to the extent possible , Potential Failure Modes and their associated causes / mechanisms have been considered and addressed .
Important Terms
•Analytical TechniqueMethod of analysing and understanding
•Potential Failure ModeThe manner in which a Component , Subsystem or System could potentially fail to meet the design / process intent
•Causes / MechanismsIndication of Design / Process weakness , the consequence of which is the Failure Mode
Purpose of FMEAFMEA seeks to :•Identify the possible failure modes and mechanisms•Effects or Consequences that Failure Modes may have on performance•Methods of detecting the identified Failure Modes•Subsequent possible means for Prevention
The net results of an FMEA study are action plans for elimination or possible mitigation of the Failure Modes
Two types of FMEA
• Design FMEA – Primarily used when designing / formulating
• Process FMEA – Primarily used when creating a process
Features of Design FMEA
• Aiding in the objective evaluation of Design requirements and Design alternatives.
• Increasing the probability that Potential Failure modes and their effects on System and End Use have been considered in the Design / Development Process.
• Developing a list of Potential Failure modes ranked according to their effect on the “ Customer ” thus establishing a priority system for design improvements and development testing.
• Providing future reference to aid an analysing field concerns , design changes and developing advanced designs.
Features of Process FMEA
• Identifies potential product related process failure modes.
• Identifies the potential manufacturing or assembly process variables on which to focus controls for occurrence,reduction or detection of the failure conditions.
• Documents the results of the manufacturing or assembly process.
The First Step• Draw a Block Diagram of the System , Subsystem or
Component being analysed
A Block Diagram indicates • the flow of inputs into the Block , the function performed
in the Block and the outputs from the Block• the Primary relationship between the items covered in
the analysis• establishes a logical order to the analysis
The Second Step• Describe the function of each component/step in the
process• Determine the failure modes of each component or
operation . Failure Modes refer to the ways in which the component/process fails to perform its intended function
• Identify the failure mechanisms for each failure . Failure Mechanisms refer to the root causes of failure or the sequence of events that lead to the failure
• Identify the current controls which address/detect these causes . Controls must be established to pre-empt causes
The Second Step• * Controls are of two types :
• Design Controls – these are features of the product itself that prevent or pre-empt the failure
• Process Controls – these are various checks/indicators built into the process steps that prevent the failure
• Determine the severity of the failure ( refer guidelines here )
• Determine the occurrence of the failure ( refer guidelines here )
• Determine extent to which the prevention/detection methods are effective ( refer guidelines here )
• Calculate the Risk Priority Number ( RPN ) accordingly• Determine Corrective Action to be taken
The Third Step• Carry out the Corrective / Preventive Action• Determine the new Risk Priority Number ( RPN )• Document your findings in a systematic manner ( refer
suggested format )
DETECTION PREVENTION
SEVCLASS
ITEM FUNCTIONPOTENTIAL
FAILURE MODE
POTENTIAL EFFECTS OF
FAILURE
POTENTIAL CAUSE(S) / MECHANISM(S) OF
FAILURE
OCCUR
DETEC
R.P.N
OCCUR
DETEC
R.P.N
CURRENT DESIGN CONTROLSRECOMMENDED ACTION(S)
RESPONSIBILITY & TARGET
COMPLETION DATE
ACTIONS TAKEN
SEV
ACTION RESULTS
Critical Safety hazard
Causes or can cause injury or death.
MajorRequires immediate attention. System is non-operational
MinorRequires attention in the near future or as soon as possible. System performance is degraded but operation can continue
Insignificant No immediate effect on system performance
1 NoneEffect will be undetected by customer or regarded as insignificant.
2 Very minor A few customers may notice effect and may be annoyed.
3 Minor Average customer will notice effect.
4 Very low Effect recognized by most customers.
5 LowProduct is operable, however performance of comfort or convenience items is reduced.
6 ModerateProducts operable, however comfort or convenience items are inoperable.
7 HighProduct is operable at reduced level of performance. High degree of customer dissatisfaction.
8 Very highLoss of primary function renders product inoperable. Intolerable effects apparent to customer. May violate non-safety related governmental regulations. Repairs lengthy and costly.
9Hazardous –with warning
Unsafe operation with warning before failure or non-conformance with government regulations. Risk of injury or fatality.
10Hazardous –withoutwarning
Unsafe operation without warning before failure or non conformance with government regulations. Risk of injury or fatality.
1 Unlikely 1 in 1.5 million (= .0001%)
2Low
1 in 150, 000 (= .001%)
3 1 in 15, 000 (= .01%)
4
Moderate
1 in 2,000 (0.05%)
5 1 in 400 (0.25%)
6 1 in 80 (1.25%)
7High
1 in 20 (5%)
8 1 in 8 (12.5%)
9Very high
1 in 3 (33%)
10 1 in 2 (50%)
1 Excellent control mechanisms are foolproof
2 Very high some question about effectiveness of control
3 High
unlikely cause or failure will go undetected4 Moderately high
5 Moderatecontrol effective under certain conditions
6 Low
7 Very lowcontrol is insufficient and causes or failures extremely unlikely to be prevented or detected.
8 Poor
9 Very poorcauses or failures almost certainly not be prevented or detected.
10 Ineffective
Guide / Reference / Interference Rod or Pin
A solid piece of material such as a peg that positions or orients a part, tool or fixture and guarantees its correct placement. When called an interference pin, it blocks, obstructs or prevents the incorrect positioning of a part, tool or fixture. This peg can be fixed onto the part itself or on the tool or fixture.
Template
A pattern used to represent an accurate copy of an object or to guarantee accurate reproduction / position .
Limit Switch / Microswitch
An electrical device or instrument that, upon light contact can confirm the presence, position, dimension, breakage or degree of use (wear) of a part, tool or fixture.
Error Proofing Devices
Odd Part Out Method
The odd part out method isolates parts visually and the visual display itself tells us if all of the parts are not used.
Sequence Restriction
A sequence is the following of one thing after another in an unchangeable preset order where change or omission in that order can result in costly errors. Sequence restriction devices guarantee that operations will happen only in the predetermined order.
Detect Delivery Chute
This is a passageway down which a unit (piece, part or volume) is slid, sent, transported or dropped on its way to some pre-set destination . The chute itself , with fairly minor modifications, can also be used to detect and/or sort out errors before the unit reaches the next operation.
Error Proofing Devices
Error Proofing DevicesSensorThis is an electrical device or instrument that detects and responds to fluctuations in characteristics related to quality, safety or productivity. • Beam Sensors – Detect linear interruptions through electron beams.• Fiber Sensors – Detect linear interruptions through fiber optic beams.• Area Sensors – Detect random interruptions over a fixed area.• Positioning Sensors – Detect positioning.• Displacement Sensors – Detect warping, thickness, level, height.• Metal Passage Sensors – Detect if products made of metal have passed
by the sensor.• Colour Marking Sensors – Detect differences in colour or coloured marks.• Vibration Sensors – Detect good passage, weld position, snapped wires,
etc.• Double-Feed Sensors – Detect two products fed at the same time.• Timetrons – Detect or exclude pre-set measurement values via a gauge
that can set value limits on the plus or minus side as well as at true value.