quality maagement Unit 4 QM.pdf

8/13/2019 quality maagement Unit 4 QM.pdf

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UNIT IV


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Introduction

.

Quality Degree of Excellence a product orserv ce prov es

controlling, directing, etc.

s e ar o manag ng e w o e o ac eveexcellence.


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Introduction Comprehensive approach to improving Quality

Terms synonymous to TQM

Continuous Quality Improvement (CQI)

Quality Management (QM)

Total Quality Control (TQC)

Com an wide ualit Assurance C A

Example

or o or ompany o a ua y xce ence rogram


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Evolution of quality Era

Evolution

TQC &CWQC

TQC

Inspection

Craftsman

Foreman

1900 1920 1940 1960 1980 1990 2000

Years


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Basic Approach

Requires six basic concepts:

A committed and involved management to provide long-erm op - o - o om organ za ona suppor .

,and externally.

Effective involvement and utilization of the entire workforce.


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on nuous mprovemen o e us ness an

production process.

Treating supplier as partners.

Establish performance measures for the processes.


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Companies implemented TQM

TVS Group

Boeing Aircraft

Reliance

Tata L & T HMT


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Walter. A. Shewhart - C & PDSA

W. Edwards Deming - 14 Points & PDCA

Joseph. M. Juran - Jurans Trilogy

A. Feiganbaum - Customer requirement,

CWQC, Employee

Involvement T C.


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Kaoru Ishikawa - Disci le of Juran & Fei enbaum.

TQC in Japan, SPC, Cause &Effect Diagram, QC

Philips. B. Crosby - Four Absolutes-Quality,Prevention of NC Zero Defects& Measure of NC

aguchi. G. - Loss Function


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Quality Circle

What is Quality Circle..?

Quality Circle is one of the employee participation methods

It implies the development of skills, capabilities, confidence

and creativit of the eo le throu h cumulative rocess of

education, training, work experience and participation.

environment of work, which creates and sustains their

motivation and commitment towards work excellence.

Quality Circles have emerged as a mechanism to develop and

product quality and productivity.


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Quality Circle

Quality circles were first established in Japan in 1962,

creation.

he movement in Japan was coordinated by the

Japanese Union of Scientists and Engineers (JUSE)

The use of quality circles then spread beyond Japan.

Quality circles have been implemented even in

educational sectors in India and QCFI (Quality Circle

Forum of India) formulated in 1982, is promoting such

activities.


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Characteristics of QC

Small group of employees (optimum of 8-10 members)

of job.

Membership is voluntary

Meet regularly for an hour every week

They meet to identify, analyze, and resolve work related

,

performance.

Quality circle enrich the work life of the employees


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Structure of Quality Circle

Top management

Steering committee

Coordinator

Leader

Members


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Roles and Responsibility Top management:

he success of the quality circles depends solely on the

attitude of the Top management and plays an important

role to ensure the success of implementation of quality

circles in the organization.

Steering committee:

heads of different divisions or a coordinator plays a

the efforts


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Roles and Responsibility

Coordinator:

also acts as facilitators is an individual responsible forcoordinating and directing the quality circles activities

within an organization and carries out such functions.

Facilitator:

Acts as a catalyst, innovator, promoter and teacher and

is nominated by the management


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Roles and Responsibility

Leader:

Of the ualit circles is chosen b the members amon

themselves and they may decide to have a leader by

the structure of quality circle

Of the quality circles are the small group of people from

the same work area or doing similar type of work

whereas non-members are those who are not members

of the quality circle but may be involved in the circle

recommendation.


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THE IMPACT OF QUALITY CIRCLE

Improvement of human relations and workplace morale

Enhancement of job interest

Reducing defects and improving quality

Improvement of productivity

Enhancing problem solving capacity

Improving communication & interaction

Catalyzing attitude change

Promotion of personal & leadership development


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Organizations Implementing Quality Circle

BHEL-1980 Mr. S.R. Udapa (GM Operations) 1st Indian to

start quality circle

Hero Honda motors Sunrise Quality circle Lucas TVS, Chennai honey bee quality circle

Tata Refectories (located in Orissa) Niharika quality circle

(saved Rs.4000 Crore p.a)

Kudhremukh - Iron Ore Plant (located in Karnataka) Soorthy

Quality Circle in 2001.

Samsung India has bagged award in the Distinguished

Category at the International Quality Circle Convention 2002

organised by the Quality Circle Forum of India in Lucknow


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Different Names

The quality seekers The Power Minded Circles

ac c rc es mp oyees c rc es

In India---

Quality control circles (as per their origin in Japan)

Productivity circles (Some Indian Organizations)Employees Participation circles (at Shriram Fibres chennai)

Small group Activities (SGAs) (at Telco and Eicher)

Shop Improvement teams (In some PSUs in India)

Thinking at work Circles (at JK synthetics)

Quality circles (at BHEL)


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Quality Circle Forum of India

Non Profit, National body, Established in April 1982

Journal - Quality circle India

Booklets - Quality circle at a glance (in ten

languages)

Quality Circle Manual

Video cassettes and CDs

Training programs, Conferences, Workshops, In-plant

,


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ualit Im rovement Tools

Check sheet

Pareto Chart

Cause and Effect Diagram

Process Flow charts


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A check sheet is a structured, prepared

form for collecting and analyzing data. This

s a gener c oo a can e a ap e or a

wide variety of purposes


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Sim lif in and standardizin manual data recordin


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WHEN T E

repeatedly by the same person or at the same

ocat on.

When collecting data on the frequency orpatterns of events, problems, defects, defect

When collecting data from a production

process.


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PROCEDURE

Decide what event or problem will be observed.

Develo o erational definitions.

Decide when data will be collected and for how long.

.

making check marks or Xs or similar symbols and so that data do

.

Label all spaces on the form.

es e c ec s ee or a s or r a per o o e sure co ec sthe appropriate data and is easy to use.

Each time the targeted event or problem occurs, record data on

the check sheet.


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The figure below shows a check sheet used to collect data on telephone

interruptions.


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Example

removing the main causes of paint blemishes in doors. To achieve this, they

concluded that they needed to determine the number and location of each type

of blemish. They also defined the process to capture data on one form for each

paint lot. They used a combination of a Defective Item Check Sheet and a

Location Plot, as below.

investigated first. The grouping led the team to investigate the paint

programming, where it was discovered that the paint robot was

hesitating at corners. Reprogramming the robot significantly reduced

the number of errors. Further analysis found that varying paint

v scos y was caus ng runs.


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Other examples

A customer response group use a Check Sheet to track

the time band durin the da when each customer

calls. They then ensure that there are enough people

reduces fatigue and increases customer satisfaction.

A drinks retailer has a Check Sheet to log the types of

purchase made, and changes her stock and displays toexpand the range in the more popular types of wine.

he result is a measurable increase in turnover.


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Check Sheet to show pins within specification


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he most commonly used graph for showing

fre uenc distributions or how often each

different value in a set of data occurs


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Grou in a set of measurements into a Histo ram


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Histogram Shapes and Meaning

Normal. A common pattern is the bell-shaped curve

known as the normal distribution. In a normal

distribution, points are as likely to occur on one side of

the average as on the other.


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Skewed. The skewed distribution is asymmetrical

because a natural limit revents outcomes on one side.

The distributions peak is off center toward the limit and

.

These distributions are called

right- or left-skewed according

to the direction of the tail.


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Double-peaked or bimodal. The bimodal distribution

oo s e e ac o a wo- umpe came . e

outcomes of two processes with different distributions

are combined in one set of data. A two-shift operation

might be bimodal.


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Plateau. The plateau might be called a multimodal

distribution. Several processes with normal

distributions are combined. Because there are many

peaks close together, the top of the distribution

resembles a lateau.


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Dog food. The dog food distribution is missing

somethingresults near the average. If a customer

receives this kind of distribution, someone else is

receiving a heart cut, and the customer is left with the

do food, the odds and ends left over after the

masters meal


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Histo ram

sufficient number of measurements to be able to give

a usable shape to the distribution.

he number and width of the bars are also

important; if the bars are too narrow, then

give it significant height.

Similarly, if the bars are too wide, there will be toofew bars to give a useful shape to the distribution.


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sample Observations


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p

1 50.04 50.03 50.02 50.00 49.94

3 50.01 50.01 50.01 50.00 49.92

4 49.95 49.97 50.02 50.10 50.02

5 50.00 50.01 50.00 50.00 50.09

6 50.02 50.05 49.97 50.02 50.09

7 50.01 49.99 49.96 49.99 50.00

8 50.02 50.00 50.04 50.02 50.00

9 50.06 49.93 49.99 49.99 49.95

10 49.96 49.93 50.08 49.92 50.03

11 50.01 49.96 49.98 50.00 50.0212 50.04 49.94 50.00 50.03 49.92

13 49.97 49.90 49.98 50.01 49.95

14 50.00 50.01 49.95 49.97 49.94

15 49.97 49.98 50.03 50.08 49.96

16 49.98 50.00 49.97 49.96 49.97

17 50.03 50.04 50.03 50.01 50.01

18 49.98 49.98 49.99 50.05 50.00

19 50.07 50.00 50.02 49.99 49.93

20 49.99 50.06 49.95 49.99 50.02


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Classes for sleeve Tally Frequency Relative Cumulative Cumulative

. frequency

49.89 X < 49.91 1 0.01 1 0.01

. . . .

49.93 X < 49.95 6 0.06 10 0.10

11 0.11 21 0.21

14 0.14 35 0.35

. .

21 0.21 79 0.79

. .

4 0.04 94 0.94

50.07 X < 50.09 3 0.03 97 0.97

50.09 X < 50.11 3 0.03 100 1.00

Prob 1 The following waiting times (in minutes) before being served in a


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Prob. 1. The following waiting times (in minutes) before being served in a

local post office are observed for 50 randomly chosen customers:

2.1 0.5 3.6 1.4 2.0

0.8 0.4 4.2 3.5 2.5

4.8 2.8 1.9 1.2 3.2

1.6 2.5 2.4 1.9 2.0

3.5 5.2 3.1 1.6 1.5

. . . . .

4.6 3.8 1.5 4.5 3.9

5.5 2.5 3.8 5.0 4.6

2.1 2.8 1.6 3.8 4.2

3.5 5.2 4.8 3.9 2.6

1. Construct a frequency histogram and a relative frequency histogram

2. What conclusions can you draw?

. . ,

goal been achieved? Comment on your conclusion.


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P t Ch t ( ) P t di


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Pareto Chart (or) Pareto diagram

or areto ana ys s

the bars represent frequency or cost (time or

money), and are arranged with longest bars

on the left and the shortest to the ri ht.

h


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When to Use

When analyzing data about the frequency of

problems or causes in a process

want to focus on the most significant

When analyzing broad causes by looking at their

specific components

When communicating with others about your data

PARETO DIAGRAM


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PARETO DIAGRAM

To identify the VITAL FEW FROM TRIVIAL

an o concen ra e on e v a ew or

improvement.

A Pareto diagram indicates which problem we

should solve first in eliminating defects andimproving the operation.

The Pareto 80 20 rule

80 % of the problems are produced by 20 % of the

.

Prob. Data is gathered regarding the types of nonconformance in a textile


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Prob. Data is gathered regarding the types of nonconformance in a textile

mill. The table below lists the roblem areas, alon with ercenta e of

occurrence of each and the associated annual cost. Which nonconformities

should be addressed on priority by the Management.

Types of Nonconformities in a Textile Mill

Type (Rs. 1000)

A Subpar quality of cotton 40 20B Improper tension setting 20 6

C Inadequate operator training 14 3

D Bale storage problems 10 2

E Drop in hydraulic pressure 8 2

G Dye for use in color not adequate 3 1.8


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PARETO DIAGRAM


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PARETO DIAGRAM

Prob. The manager of a neighbourhood restaurant is concerned about the


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smaller numbers of customers patronising his place. The number of

complaints have been rising and he would like some means of finding out

what issues to address and of presenting the findings in a way his

employees can understand them

The manager surveyed his customers over several weeks and collected the

following data:

Complaint Frequency

Slow service 42

Cramped tables 20

Smok air 10

Present the data in a way that shows which complaints are the most

relevant.

PARETO DIAGRAM


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PARETO DIAGRAM

Pe

c

ent

o

to

al

service

tables server

air

Complaint type

Scatter Diagram (or) Scatter plot


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Scatter Diagram (or) Scatter plot

or grap

data, with one variable on each axis, to look for

a relationship between them. If the variables are

correlated the oints will fall alon a line orcurve. The better the correlation, the tighter the

.

When to Use


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When to Use

When you have paired numerical data.

for each value of your independent variable.

When trying to determine whether the two variables are

related, such as when trying to identify potential rootcauses of problems.

diagram, to determine objectively whether a particular

cause an e ec are re a e .

Example Relationship between the depth of cut in a milling operationand the amount of tool wear


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and the amount of tool wear

Depthof cut

(in mm)

ToolWear

(in mm)

Depthof cut

(in mm)

ToolWear

(in mm)

Depthof cut

(in mm)

ToolWear

(in mm)

Depthof cut

(in mm)

ToolWear

(in mm)

2.1 0.035 2.6 0.039 5.6 0.073 3 0.032

4.2 0.041 5.2 0.056 4.7 0.064 3.6 0.038

1.5 0.031 4.1 0.048 1.9 0.03 1.9 0.032

1.8 0.027 3 0.037 2.4 0.029 5.1 0.052

2.3 0.033 2.2 0.028 3.2 0.039 4.7 0.05

3.8 0.045 4.6 0.057 3.4 0.038 5.2 0.058

2.6 0.038 4.8 0.06 2.8 0.04 4.1 0.048

4.3 0.047 5.3 0.068 2.2 0.031 4.3 0.049

3.4 0.04 3.9 0.048 2 0.033 3.8 0.042

4.5 0.058 3.5 0.036 2.9 0.035 3.6 0.045


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0.08

Tool wear (in mm)

0.06

.

To

0.04

.L

w

0.02

0.03ear

0

0.01

Depth of Cut

Prob. A group of machine operators suspect that the machine speed


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.

defects in same-sized batches produced at different machine speeds. The

results are as follows:

Machine Number Machine Number

Speed (rpm) of Defects Speed (rpm) of Defects

1900 10 2300 9

2450 17 2550 16

1800 12 2150 6

1850 14 1950 7

2000 6 2100 6

2350 15 2400 12

2200 7 2250 7

Plot a scatter diagram. What does the diagram indicate?


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16

10

12

6

8

2

4

0

0 500 1000 1500 2000 2500 3000

Cause-and-effect diagram


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Cause and effect diagram

s awa or s one c art

DESCRIPTION

possible causes for an effect or problem. It

can be used to structure a brainstorming

session. It immediatel sorts ideas into useful

categories.

WHEN TO USE


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WHEN TO USE

.

Especially when a teams thinking tends to fall

into ruts

PROCEDURE


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PROCEDURE MATERISLS REQUIRED: Flipchart (or) White Board, Marking Pens.

Agree on a problem statement (effect). Write it at the center right of

t e ipc art or w ite oar . Draw a ox aroun it an raw a

horizontal arrow running to it. Brainstorm the ma or cate ories of causes of the roblem. If this is

difficult use generic headings:

Methods

Machines (equipment)

People (manpower)

a er a s

Measurement

PROCEDURE


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Write the categories of causes as branches from the main arrow.

.

happen? As each idea is given, the facilitator writes it as a branch

from the appropriate category. Causes can be written in several places

if they relate to several categories.

Again ask why does this happen? about each cause. Write sub-

causes branching off the causes. Continue to ask Why? and generate

deeper levels of causes. Layers of branches indicate causal

When the group runs out of ideas, focus attention to places on the

chart where ideas are few.

Example


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p

This fishbone diagram was drawn by a manufacturing

team to try to understand the causes of variations in

Bore size of tyres. The team used the seven major

headings to prompt ideas. Layers of branches show

thorou h thinkin about the causes of the roblem.

Incoming


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Incominga er a

Scrap

Ash

Oven

Accelerator

Experience

Education

DensityTime

TemperatureTraining

SkillVendor Selection

Bore sizeof tyres

SplicingCalibration Pressure

Pressure

xtrus onMachine

Temperature

ac ne

Die

Reproducibility

Needle

Die

Error detection

TubinS licinPressMeasuring

Die

Tool

FilterReadability


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Example: The operations manager of Checker BoardAirlines at Port Columbus International Airport noticed

.

Analyse all possible causes of that problem to find the

main source.


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o o a qua y arac er s c as a

function of time

Provide some idea of the general trend

and degree of variability present in the

Example: In a chemical process, the acidity of a compoundused to dye fabrics is of interest. Twenty random


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y y

observations are selected from the process, and their pHvalues measured. The data values are shown in table

Obser

vation

pH Obser

vation

pH Obser

vation

pH Obser

vation

pH

. . . .

2 3.8 7 6.5 12 6.7 17 5.5

3 5.9 8 5.2 13 6.6 18 5.2

4 5.5 9 5.8 14 6.8 19 5.2

. . . .


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PROCESS FLOW CHART


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Sequence of events in the process

Used for manufacturing and service operations

simplify the system

an en y o enec s, re un an s eps, an

non-value added activities

Example- Flow chart for processing incomingorders

Order received

Haspurchaseorder forpayment

Wait until purchaseorder is received

No


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een

received?

Yes

Can orderquantity

be metfrom

stock?

Produce according

to specifieddemand

No

Check due date

Yes

against lead time

Package product

Ship productProduct received by

customer

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quality maagement Unit 4 QM.pdf