SENGUNTHAR COLLEGE OF ENGINEERING FOR …chettinadtech.ac.in/storage/14-01-07/14-01-07-16-02-45... · Web viewThe following six steps contain the core techniques of Benchmarking Decide

SENGUNTHAR COLLEGE OF ENGINEERING FOR WOMEN

UNIT-4 TQM TOOLS

Benchmarking Reasons to Benchmark, Benchmarking Process, Quality Function Deployment (QFD) House of Quality, QFD Process, Benefits, Taguchi Quality Loss Function, Total Productive Maintenance (TPM) Concept, Improvement Needs, FMEA Stages of FMEA.

Benchmarking

Benchmarking is a systematic method by which organizations can measure themselves against the best industry practices.

Benchmarking is a systematic search for the best practices, innovative ideas, and highly effective operating procedures.

What is our performance level ? How do we do it ?

BENCHMARKING CONCEPT

What are others performance levels ? How did they get there ?

Creative

Adaptation

Breakthrough Performance

REASONS TO BENCHMARK :

It is a tool to achieve business and competitive objectives

It can inspire managers (and Organizations) to compete

It is time and cost effective

It constantly scans the external environment to improve the process

Potential and useful technological breakthroughs can be located and adopted early

PROCESS OF BENCHMARKING

The following six steps contain the core techniques of Benchmarking

1. Decide what to benchmark

Benchmarking can be applied to any business or production process

The strategy is usually expressed in terms of mission and vision statements

Best to begin with the mission and critical factors

Choosing the scope of the Benchmarking study

Pareto analysis what process to investigate

Cause and Effect diagram for tracing outputs back

2. Understand current performance

Understand and document the current process

Those working in the process are the most capable of identifying and correcting problems

While documenting, it is important to quantify

Care should be taken during accounting information

3. Plan

A benchmarking team should be chosen

Organizations to serve as the benchmark need to be identified

Time frame should be agreed upon for each of the benchmarking tasks

There are three types of benchmarking

a. Internal

b. Competitive

c. Process

4. Study Others

Benchmarking studies look for two types of information

How best the processes are practiced

Measurable results of these practices

Three techniques for conducting the research are

Questionnaires

Site visits

Focus groups

5. Learn from the data

Answering a series of questions like

Is there a gap between the organizations performance and the performance of the best-in-class organizations?

What is the gap? How much is it?

Why is there a gap? What does the best-in-class do differently that is better?

If best-in-class practices were adopted, what would be the resulting improvement?

Benchmarking studies can reveal three different outcomes

Negative gap

Parity

Positive gap

6. Using the findings

The objective is to close the gap. For this

Findings must be communicated to the people within the organization

Action plans must be developed to implement new processes

Groups that must agree on the change

Process owners

Upper management

Steps for the development and execution of action plans are

1. Specify tasks

2. Sequence tasks

3. Determine resources needs

4. Establish task schedule

5. Assign responsibility for each task

6. Describe expected results

7. Specify methods for monitoring results

PITFALLS AND CRITICISMS OF BENCHMARKING :

Idea of copying others

It is not a cure or a business philosophy

Some process have to be benchmarked repeatedly

It is not a substitute for innovation

The two triggers for bench marking.

Bench marking is a basis for establishing rational performance goals through the search for industry best practices that will lead to superior performance.

It is a process of comparison of two or more products, services, processes or organizational practices.

There are two categories of bench marking based on what triggers it

Problem based bench marking

Process based bench marking

The categorization arises out of how the bench marking effort is initiated.

(1) Problem based benchmarking Relative Approach:

The problem based bench marking arises out of a problem in the organization the trigger for bench marking in this category comes out of a problem that is faced by the organization. Hence it is called problem based bench marking. Some of the triggers that would motivate the organization to carry out bench marking are

Adverse lead back from customer

Increasing quality cost

Alarming error rates

Increase in cycle time

(2) Process based benchmarking Proactive Approach:

This is initiated as a part of process improvement strategy of the organization such a benchmarking arises our to the following:

Defined Mission

Defined objectives

Defined priorities

The top management without reference to current practice will define organizations mission objectives and priorities would have been arrived at by looking at the level of performance achieved by the competitions and other similar organizations. The objective of the organization is very clear and to achieve these objectives, the organization carries out benchmarking.

Different types of benchmarking.

There are three types of bench marking namely

(1) Internal bench marking

(2) Competitive bench marking

(3) Functional bench marking

(1) Internal bench marking:

With in the organization several teams or divisions are there although each division may be manufacturing different products, some common performance measures may hold good for all of them.

The measures such as cycle time, error rate, and quality cost and customer feedback are common to every manufacturing or service division.

For example, If the error rate in one particular division is, ppb (Parts per billion) and in the other division it is 1% than the objective of business process bench marking is to improve the error rate in the weaker (1%) division to 1 PPB the best practices to achieve superior performance are available with in the organization (e.g.: compare manufacture of bolts with nuts in the same organization).

(2) Competitive Bench marking:

This is to improve the performance to the level of the competitors. The competitors performance data is collected form published data.

When an organization is performing well, they will definitely advertise and make their performance indicators public. Such data would be collected and compared with the current performance in the organization. Ex: compare manufacture of bolts in one.

Organization with manufacture of bolts in other organization

(3) Functional benchmarking:

Compare the method of organizations with similar processes. Ex: there may be two different kinds of service organization. One can be calibration laboratory. Where the instruments are received, calibrated and dispatched. The other type could be a diagnostic center, where the tests are conducted on patients. These are entirely different organization but with similar processes. Here, cycle time can be a common performance indicator in both cases.

2. Describe the reasons and the steps involved in what to bench mark.

Reasons for bench marking:

Benchmarking is carried out to bring out clearly and objectively the real status with regard to the performance of the organization as well as the processes. After ascertaining the real position, the processes can be improved to the level of the best, so that the organization performs better than ever before.

Bench marking is a way to improve the process and reach the top. With time, competitors will also improve their performance. Hence, benchmarking bar to be carried out periodically so as to maintain the leadership position.

Identifying process to benchmark:

Every process in an organization has inputs and outputs. The inputs are where are supplied to the process. The processes are a repeatable sequence of events and the output is what delivered. To carry out bench marking one has to measure the characteristics of the output.

E.g.: Completion of a job is an input to billing process, output is invoice.

Example of a billing process.

One measure of the billing process is the percentage of invoices with errors. Number of errors contained in an invoice is also a measure of the output. Such measures could be easily found for every process output.

The error in an invoice is to be benchmarked or in other words compared with that of the best processes. The errors in an invoice of the organization would be compared with the best in the field. The invoice being such a common item there need not be any similarity between the processes of organization compared. One could find out what is the best error rate in case of an invoice and find out the current error rate in the organization. The gap has to be reduced by improving the process.

Steps involved:

The following steps are involved in identifying what to bench mark:

Select Processes

Determine vital

Prioritize processes and measures

(a) Select processes:

An organization consists of a finite number of processes. It is important to select the right processes for benchmarking. The appropriate processes are those which when improved will give the highest return on investment. The return could be improved quality and / or productivity and the investment is time. Resources and efforts spent on improving the process. To identify all the processes, there is no better method then formulating a process flow chart of the organization. There may be bund reads of process. But improving some process might give much higher return then others therefore; a few vital processes should be selected for bench marking which will give higher return on investment.

(b) Determine vital measures:

For each process selected for benchmarking the measures are to be documented. Each process could be measured by a number of measures. One should select few vital performance measures for each process for bench marking improvement of such selected measures. Should in turn be able to improve the current performance of the process to the level of industry leaders. Thus a few vital processes and measures for each process selected are to be identified for carrying out benchmarking.

(c) Prioritize process:

A duly constituted team for prioritization should carry out an objective study. The team assigns priority to the process to be bench marked in the organization. The team for finding out the few vital processes, which can yield higher return. Could carry out hereto analysis. The measures in each selected process should also be prioritized during the second round. One of the yardsticks for selecting the processes and measures is the linkage of the processes and the measures to the major goal of the organization. Which will lead to satisfy customers. Then depending upon the availability of resources, the processes could be taken up one after another for benchmarking.

The processes of bench marking.

The steps involved in the process of bench marking are:

Selection of a process improvement team

prepare a project description

identification of benchmarking partners

adopt suitable benchmarking process model

Carryout Benchmarking

(or)

Decide what to benchmark

understand current performance

plan

study others

learn from data

use the bindings

(a)Selection of process improvement team:

The management should select a cross functional team and persons working in the process and constitute a process improvements team for bench marking.

A senior manager, who understands both the details of the process and also management aspects and car convince the CEO about the changes needed in the current process, should head the team.

Bench marking process

(b) Prepare project description:

The benchmarking team after its constitution should prepare a project description comprising of the following:

(i) Purpose

(ii) Process selected

(iii) Reasons for selection

(iv) Scope

(v) Description of key practices

(vi) Process measures identified

(vii) Estimated opportunity for improvement

(viii) Anticipated impact after bench marking is completed

(c)Identification of benchmarking partners:

The tea, after discussion with various employees in the organization, process owners, external supplies, customers and other internal experts will prepare a list of benchmarking partners. For this purpose, they should also carry out an extensive study of public domain information. If bench marking data bases are available they could make use of them.

This is the easiest method of carrying out benchmarking. In the absence of such a data base and non availability of a equate information about the performance of the processes in other industries the team has to locate a benchmarking partner (list of potential organizations which would be imitated through bench marking and chosen a s a role model is called bench marking partner) for carrying out this activity.

If an organization engaged in same type of manufacturing or service activity is not available for benchmarking. The team has to look for industries or service organizations having similar process functions. Establishing a link with a bench marking partner is one of the toughest tasks in the benchmarking exercise and quite often it is the cause for failure of benchmarking. If the benchmarking partner is another division of the organization it solves a lot of problems and hence a role model if available with in the organization should be preferred.

(d)Adopt a suitable model for benchmark process:

A number of models are available for carrying out benchmarking for instance, Motorola has a five step model, wasting house has a seven step model and Xerox has 10-step model. During the model selection the organization has to concentrate more and they have to find out which will be suitable for them.

During the planning stage the improvement team holds discussions and prepares a blueprint for the project including performance measurement. Of processes the sponsorship of the management and process owner is taken visit to partner organization is planned. During Do phase the team visits the partner and studies their process and notes down the performance.

The team should collect information about the reasons for success of partners process and the key steps in their process. Thereafter a blueprint for the improved process is made and presented to the quality council and process owners. In the Check phase the new process is implemented on a pilot basis.

The performance of the improved process is measured and a report is prepared. After the quality council gives the go ahead the process is institutionalized in the Act phase. Periodic measurements are carried out to confirm effectiveness of the process.

The reasons why benchmarking effort fails.

Reasons for failure of benchmarking are the following

Lack of commitment

Wrong selection of process

Not being lost effective

Wrong selection of team members

Under estimating the time required

Not positioning the benchmarking with in a larger strategy

Lack of involvement of management

(a)Lack of commitment:

Bench marking doses not lead to immediate profit. It only helps the organization identify whether they are lagging behind and where they have to improve.

The team does not push it further for getting the approved of the management and implementation of the required change. Therefore this exercise land up in failure except giving some opportunity for the employees for industrial tourism this can be avoided by.

Before the project is stated the team members should estimate how much time they will take, how much it will cost the organization, how much change may be required in the process and individuals concerned. Initially there may be reluctance from the process owners and may be even form the management to put in so much effort. If the management to put in so much efforts. If the management is not willing to commit the resources for improvement there is no purpose of carrying out benchmarking.

This should be made clear. Right at the beginning. The benchmarking process should be started only after taking the convent and co operation of the process owners and top management. The sponsorship of the top management and the process owners together is important which will lead to the success of benchmarking exercise.

(b)Wrong selection of the process:

If too many processes and selected as few vital processes or if a process with low potential for returns is selected first for benchmarking then the organization may not be able to continue bench marking due to failure.

(c)Not being cost effective:

The benchmarking team will be happy to go on tour or for meetings and make project proposals but they may not put in adequate time to study the current processes in the organization which are to be benchmarked.

The benchmarking team will straight ay jump into the industrial visits. Industrial visits are definitely not bad. But then before the visits, they have to survey the literature talk to the various people and look at other divisions of the organization. They should see whether there is an organization. Information at a very low cost.

Only when all these efforts do not bears fruit they should look for a partner for information. The over enthusiasm of the benchmarking teams for industrial visits given a negative impression about the benchmarking concept itself.

(d) Wrong selection of team members:

The team selection is very crucial for success of bench marking. It is ideal if the team consists of members who are working on the process to be bench market n addition to crossfunctional experts. The team should be headed or supported by a senior person. So that the recommendation could be put forth fearlessly. Each member should have a role to play in the marking exercise

(e) Under estimating the time required:

The rule of thumb is that a team of four or five individuals will require one third of their time for five to six months to complete a benchmarking project. Therefore. Depending upon the complexity of the problem and the level improvement proposed to be made. The efforts required will also vary.

(f) Not positioning the benchmarking within a larger strategy:

Benchmarking has to be combined with the TQM Strategy to bring in the results such as reduced cycle time, reduced cost, reduced variation, which will all give visibility to the benchmarking project. No effort will gain support, if it is not aimed at finally improving profitability of the organization and well being of employees and customers. Therefore benchmarking should lead to the satisfaction of customers, employees and shareholders.

(g) Lack of involvement of management:

The bench marking project will become successful only if the to management is involved in the benchmarking exercise

Define Quality Function Deployment.

According to Prof. Yoji Akaas, QFD is method for developing a design quality aimed at satisfying the customer and then translating the consumers demands into design targets and major quality insurance points to be used through out the production phase.

The benefits of QFD are:

Reduces Product development time up to 50%

Design cycle time shortened by 30 to 50%

Start up an engineering cost reduce by 20 to 60%

Reduces time to market

Focuses the organization on consumer needs

Useful for gathering consumer requirements

Design quality improves

Improved performance of the products

Helps in identification of conflicting requirements and resolving them.

Improves communication with in the organization about customer needs.

Improves customer satisfaction and thereby increasing sales.

Reduces rework

Reduced warranty and held service cost

Reduction of quality costs.

Enables incurrent engineering

Enables understanding of competitors and hence identification of competitive advantages of their products and also their weaknesses.

Since most of the requirements are clearly understood the requirement changes are few. A boon to the software industry.

The advantages should motivate every organization to invest employee time to get such high returns.

QFD team

QFD team of six to eight persons has to be constituted for every project. It should be a cross functional team consisting of representatives of

Marketing / Sales

Design

Production

Quality assurance

Testing

Purchase

Vendors etc.,

The team should have a senior employee as moderator or facilitator the team members should be able to spend the required time for successful completion of the project. They should meet for about two hours in each sitting. The QFD task is carried out for design of new product as well as improvement of an existing product. By and large Japanese use QFD for improving existing products where as Americans use it products.

Step-by-step procedure of the house of quality

The primary planning tool of QFD is house of quality. The house of quality translates the voice of the customer requirements. On the left side is a listing of the voice of the customer or what the customer expects in a product. On the right side are the prioritized customer requirements or planning matrix.

Listed are items such as

Customer benchmarking,

Customer importance rating,

Target value,

Scaleup factor, and

Sales point.

The ceiling or second floor of the house contains technical description consistency of the product is provided through engineering characteristics, design constraints and parameters.

The interior walls of the house are the relationships between customer requirements and technical descriptors. Customer expectations (customer requirements) are translated into engineering characteristics (technical descriptors).

The roof of the house is the Interrelationship between technical descriptors. Tradeoffs between similar and lor conflicting technical description are identified.

The foundation of the house is the prioritized technical descriptors. Items such as the technical benchmarking. Degree of technical difficulty and target values are listed.

House of quality

Interrelationship

between technical descriptors

The detailed basic house of quality matrix is given below.

Interrelationship between Technical descriptors

(correlation matrix)

HOWs Vs. HOWs

Technical descriptors

(HOWs)

Relationship between customer requirements and technical descriptors

WHATs Vs. WHATs

Primary

Primary

Secondary

+9 ( Strong positive

+3 ( Medium

+1 ( Weak

Customer requirements

(WHATs)

Prioritized customer

requirements

Technical competitive assessment

Our product

Our product

As product

Bs product

Importance to customer

Target value

Scale-up factor

Sales point

Absolute weight and percent

As product

Bs product

Degree of technical difficulty

Target value


Customer competitive assessment

Relative weight and percent

Prioritized technical

descriptors

Example problem: Step-by-step procedure of the house of quality.

A company that manufactures bicycle components such as cranes. Hubs, rims and so forth wants to expend their product line by also producing handle bar stars for mountain bikes. Begin the development process of designing a handle bar stem for a mountain bikes by first listing the customer requirements or what the customer needs or expects in a handle bar star

Step 1: List the customer requirements (WHAT):

QFD starts with a list of goals objectives. This is known as whats that a customer needs or expects in a particular product. A primary customer requirement may encompass numerous secondary customer requirements. Finally the list of customer requirements is divided into a hierarchy of primary, secondary and tertiary customer requirements.

In this example two primary customer requirements might be aesthetics and performance. Secondary customer requirements under aesthetics might be responsible cost. Aerodynamic look, nice brisk and commission resistance secondary customer requirements might be light weight, strength and durability.

Refinement of customer requirements

Primary

Secondary

Tertiary


(WHATs)

Aesthetics

Reasonable cost

Aerodynamic look

Nice finish

Corrosion resistant

Performance

Light weight

Strength

Durable

Step 2: List Technical Descriptors (HOWs):

The goal of house of quality is to design or change the design of a product in a way that meets or exceeds the customer expectations. Each of the customer requirements in broken down into the next level of detail by listing one or more primary technical descriptors for each of the tertiary customer requirements.

These secondary technical descriptors can include part specifications and manufacturing parameter that an engineer can act upon. Finally the list of technical descriptors is divided into hierarchy of primary, secondary and tertiary technical descriptors.

Two primary technical descriptors might be material selection and manufacturing process. Secondary technical descriptors under material selection might be steel, aluminum and hafnium. Secondary technical descriptors welding die canting send canting, forging and power metallurgy.

Refinement of technical descriptors

Primary

Secondary

Tertiary


(HOWs)

Material Selection

Steel

Aluminium

Titanium

Welding

Manufacturing Process

Die casting

Sand casting

Forging

Powder metallurgy

Step 3: Develop a relationship matrix between WHATs and HOWs:

To compare the customer requirements and technical descriptors and determine their respective relationships is done hero.

Structuring on Lshaped diagram:

One way to reduce the confusion associated with determining the relation ships between customer requirements and technical descriptors is to use an Lshaped matrix. The Lshape is a two dimensional relationship. That shows the intersection of related pair of reins is constricted by liming the list technical descriptors perpendicular to the list of customer requirements.

Structuring an Lshaped diagram


(HOWs)

Primary

Material Selection


Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


(WHATs)

Aesthetics

Reasonable cost

Aerodynamic look

(

(

Nice finish

Corrosion resistant

Performance

Light weight

(

(

Strength

(

(

(

Durable

Relationship matrix:

The inside of the house of quality called relationship matrix is filled by QFD team. The relationship matrix is used to represent graphically the degree of influence between each technical descriptor and each customer requirement.

It is common to use symbols to represent the degree of relationship between the customer requirements and technical descriptors. For example,

A solid circle represents strong relationship

A single circle represents a medium relationship.

A triangle represents a weak relationship

The box in left blank if no relationship exists.

Each degree of relationship between a customer requirement and a technical descriptor is defined by placing the respective symbol at the intersection of the customer requirement and technical descriptor.

The symbols that are used to define the relationships are now replaced with numbers. For example,

( = 9

( = 3

( = 1

The relationship matrix is constructed by assigning symbol, or number to represent the degree of influence between each technical descriptor and each customer requirement. For the relation ship between customer requirement of light weight and the technical descriptor of steel would be weak (+1) because steel is heavier then aluminium and titanium. The relationship between the customer requirement of reasonable cost and the technical descriptor of steel would be strong (+a) because steel in cheaper than aluminium and titanium. Empty spaces indicate that no relationship exists.


(HOWs)

Primary

Material Selection


Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


(WHATs)

Aesthetics

Reasonable cost

(

(

(

(

(

(

(

(

Aerodynamic look

(

(

(

(

(

(

(

Nice finish

(

(

(

(

(

(

(

(

Corrosion resistant

(

(

(

(

(

(

(

(

Performance

Light weight

(

(

(

(

Strength

(

(

(

(

(

(

(

(

Durable

(

(

(

(

(

(

(

(

Relationship between

customer requirements and technical descriptors

(WHATs Vs. HOWs)


+3 ( Medium

+1 ( Weak

Adding relationship matrix to house of quality

Step 4: Develop interrelationship matrix between HOWs:

The roof of the house of quality called the correlation matrix is used to identify any interrelationships between each of the technical descriptors. Symbols are used to describe the strength of the interrelationships.

A solid circle represents a strong positive relationship.

A circle represents negative relationship

An asterisk represents a strong negative relationship.

Interrelationship between



HOWs Vs. HOWs


(HOWs)

Primary

Material Selection


Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


(WHATs)

Aesthetics

Reasonable cost

(

(

(

(

(

(

(

(

Aerodynamic look

(

(

(

(

(

(

(

Nice finish

(

(

(

(

(

(

(

(

Corrosion resistant

(

(

(

(

(

(

(

(

Performance

Light weight

(

(

(

(

Strength

(

(

(

(

(

(

(

(

Durable

(

(

(

(

(

(

(

(


customer requirements and technical descriptors

(WHATs Vs. HOWs)


+3 ( Medium

+1 ( Weak

Adding interrelationship matrix to house of quality

A strong positive interrelationship would be a nearly perfectly positive correlation. A strong negative inter relationship would be a nearly perfectly negative correlation. This diagram allows the user to identify which technical descriptors support one another and which are in conflict.

The inter relationship matrix is constructed by assigning symbols or numbers to represent the degree of correlation L Positive or negative between each of the technical descriptors the interrelationship between the technical descriptors of titanium and sand casting would be a strong negative (9) correlation because a titanium part would never be sand cast. The interrelationship between the technical descriptors of aluminium and die earning would be a strong positive (+9) empty space indicates that no correlation exists either positive or negative.

Step 5: Competitive assessments:

The competitive assessments are a pair of weighted tables (or) graphs that depict item for item how competitive products compare with current organization products.

Customer competitive assessment:

The customer competitive assessment is the block of columns corresponding to each customer requirement in home of quality on right side of relationship matrix.

The numbers through are listed in the competitive evaluation column to indicate a rating of for worst and 5 for best. These rankings can also be plotted across from each customer requirement using different symbols for each product.

The customer competitive assessment is a good way to determine if the customer requirements have been met and identify areas to concentrate on in the next design.

The customer competitive assessment is constructed by assigning ratings for each customer requirement from 1 (worst) to 5 (best) for new handle bar stem and major competitor as As and Bs handle her stars.

Adding customer competitive assessment to the house of quality




HOWs Vs. HOWs


(HOWs)


customer requirements and

technical descriptors

(WHATs Vs. HOWs)

Primary

Material Selection


Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


+3 ( Medium

+1 ( Weak


(WHATs)

Aesthetics

Reasonable cost

(

(

(

(

(

(

(

(

3

4

2

Aerodynamic look

(

(

(

(

(

(

(

4

5

3

Nice finish

(

(

(

(

(

(

(

(

4

5

3

Corrosion resistant

(

(

(

(

(

(

(

(

4

4

2

Performance

Light weight

(

(

(

(

3

4

2

Strength

(

(

(

(

(

(

(

(

3

3

4

Durable

(

(

(

(

(

(

(

(

3

3

4

Our product

As product

Bs product


Technical competitive Assessment

The technical competitive assessment makes up a block of rows corresponding to each technical descriptor in the house of quality.

Here the test date are converted to the numbers 1 through 5 which are listed in the competitive evaluation row to indicate rating 1 for worst and 5 for best. The technical competitive assessment is constructed by assigning ratings for each technical descriptor from 1 (worst) to 5 (best) for now handlebar Stan and major competitor As and Bs handle bar team.

Adding technical competitive assessment to the House of quality




HOWs Vs. HOWs


(HOWs)




(WHATs Vs. HOWs)

Primary

Material Selection


Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


+3 ( Medium

+1 ( Weak


(WHATs)

Aesthetics

Reasonable cost

(

(

(

(

(

(

(

(

3

4

2

Aerodynamic look

(

(

(

(

(

(

(

4

5

3

Nice finish

(

(

(

(

(

(

(

(

4

5

3

Corrosion resistant

(

(

(

(

(

(

(

(

4

4

2

Performance

Light weight

(

(

(

(

3

4

2

Strength

(

(

(

(

(

(

(

(

3

3

4

Durable

(

(

(

(

(

(

(

(

3

3

4


Our product

0

5

0

0

5

0

0

0

Our product

As product

Bs product

As product

0

0

5

0

5

0

0

0

Bs product

5

0

0

4

0

0

0

0


Step 6: Develop prioritized customer requirements:

The prioritized customer requirements make up a block of columns corresponding to each customer requirement in the house of quality on the right side of the customer competitive assessment. These prioritized customer requirements contain columns for importance to customer target value, scale up factor, sales point and an absolute weight.

Importance to customer:

The QFD or preferably the four group- ranks each customer requirements by assigning it a rating- Numbers, through 10 are listed in the importance to customer column to indicate a rating of 1 for least important and 10 for very important. The more important the customer requirement. The higher the rating. If light weight is important to the customer. Then it would be assigned a value of 7. if durability is not very important to the customer. Then if could be assigned a value of 3

Target value

The target value column is on the same scale as the customer competitive assessment (1 for worst and 5 for best 1). If light weight has a product rating of 3 and the QFD team wishes to improve their product. Then the garget value could be assigned a value of 4.

Scale-up factor

Scale-up factor is the ratio of the target value to the product rating given in the customer competitive assessment. The highest the number. The more effort is needed.

The scale up factor is determined by dividing the target value by the product rating given in the customer competitive assessment. If light weight has a product rating of 3 and target value is 3 than the scale up factor 1.3

Sales point

This tells the QFD team how well a customer requirement will sell. The objective is to promote the best customer requirement. And any remaining customer requirements that will help in the sale of the product. The sales. Point is a value between 1.0 and 2.0 with 2.0 being the highest.

Areas dynamic look could help the sale of handle bar Stan. So the sales point is 1.5. If a customer requirement will not help the sale of the product the sale point is given a value of 1.

Absolute weight

Absolute weight is calculated by multiplying the importance to customer scaleup factor and sales point

=

Point

Sales

factor

up

-

Scale

customer

to

Importance

weight

Absolute

For reasonable cost, the Absolute Weight is 8 ( 1.3 ( 15 = 16.

After summing all the absolute weights, a percent and rank for each customer requirement can be determined.

Adding prioritized customer requirements to house of quality




HOWs Vs. HOWs


(HOWs)




(WHATs Vs. HOWs)

Primary

Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


+3 ( Medium

+1 ( Weak


(WHATs)

Aesthetics

Reasonable cost

(

(

(

(

(

(

(

(

3

4

2

8

4

1.3

1.5

16

Prioritized customer requirements

Aerodynamic look

(

(

(

(

(

(

(

4

5

3

5

4

1

1.5

8

Nice finish

(

(

(

(

(

(

(

(

4

5

3

5

4

1

1

5

Corrosion resistant

(

(

(

(

(

(

(

(

4

4

2

2

4

1

1

2

Performance

Light weight

(

(

(

(

3

4

2

7

4

1.3

2

18

Strength

(

(

(

(

(

(

(

(

3

3

4

5

4

1

1

5

Durable

(

(

(

(

(

(

(

(

3

3

4

3

4

1

1

3


Our product

0

5

0

0

5

0

0

0

Our product

As product

Bs product


Target value

Scale-up factor

Sales point


As product

0

0

5

0

5

0

0

0

Bs product

5

0

0

4

0

0

0

0


Step 7: Develop prioritized technical descriptors:

The prioritized technical descriptors make up a block of rows corresponding to each technical descriptor in the house of quality below the technical competitive assessment.

These prioritized technical descriptors contain degree of technical difficulty, target value, absolute and relative weights.

Degree of difficulty

The degree of technical difficulty when used helps to evaluate the ability to implement certain quality improvements.

The degree of difficulty of die canting is 7, where as the degree of difficulty for send canting is 3 because it is a much easier manufacturing process.

Target value

A target value for each technical descriptor is having an objective measure that defines values that must be obtained to achieve the technical descriptor.

The target value for each technical descriptor is determined in the same way that the target value was determined for each customer requirement.

Absolute weight

A popular method for determining the weights is to assign memorial values to symbols in the relationship matrix symbols. The absolute weight for the technical descriptor is given by

=

=

n

i

i

ij

j

c

R

a

1

Whereaj =Row vector of absolute weights for the technical descriptors

Rij= Weights assigned to the relationship matrix

(i = 1, 2, , n; j = 1, 2, , m)

ci = Column vector of importance to customer for the customer requirements

m =No. of technical descriptors.

n=No. of customer requirements.

For example, aluminum has the absolute weight as,

9 ( 8 + 1 ( 5 + 9 ( 5 + 9 ( 2 + 9 ( 7 + 3 ( 5 + 3 ( 3 = 227.

Relative weight

Relative weight for jth technical descriptor is then given by replacing the degree of importance for the customer requirements with the absolute weight for customer requirements. It is given by

=

=

n

i

i

ij

j

d

R

b

1

whereb=Row vector of relative weights for the technical descriptors

(j = 1, 2, , m).

di=Column vector of absolute weights for customer requirements

(i = 1, 2, ...., n)

The primary difference between these weights is that the relative weight also includes information on customer scaleup factor and sales point.

For die casting, relative weight is

3 ( 16 + 9 ( 8 + 9 ( 5 + 3 ( 2 + 0 ( 18 + 3 ( 5 + 9 ( 5 = 213

The greater values of relative weight also indicate that the handle bar stem should be an aluminium die casting.

Adding prioritized customer requirements to house of quality




HOWs Vs. HOWs


(HOWs)




(WHATs Vs. HOWs)

Primary

Primary

Secondary

Steel

Aluminium

Titanium

Welding

Die casting

Sand casting

Forging

Powder metallurgy


+3 ( Medium

+1 ( Weak


(WHATs)

Aesthetics

Reasonable

cost

(

(

(

(

(

(

(

(

3

4

2

8

4

1.3

1.5

16

Prioritized customer requirements

Aerodynamic

look

(

(

(

(

(

(

(

4

5

3

5

4

1

1.5

8

Nice

finish

(

(

(

(

(

(

(

(

4

5

3

5

4

1

1

5

Corrosion

resistant

(

(

(

(

(

(

(

(

4

4

2

2

4

1

1

2

Performance

Light

weight

(

(

(

(

3

4

2

7

4

1.3

2

18

Strength

(

(

(

(

(

(

(

(

3

3

4

5

4

1

1

5

Durable

(

(

(

(

(

(

(

(

3

3

4

3

4

1

1

3


Our product

0

5

0

0

5

0

0

0

Our product

As product

Bs product


Target value

Scale-up factor

Sales point


As product

0

0

5

0

5

0

0

0

Bs product

5

0

0

4

0

0

0

0

Degree of technical difficulty

1

6

9

4

7

3

6

9

Target value

5

5

5

4

5

0

0

0


168

227

193

92

162

122

132

125


Relative weight and percent

251

401

303

167

213

203

165

171

Prioritized technical

descriptors

QFD Process

Quality Function Development (QFD) may be defined as a system for translating consumer requirements into appropriate requirements at every stage, from research through product design and development, to manufacture, distribution, installation and marketing, sales and services.

The first phase of QFD process is product planning phase. For each of the customer requirements, a set of design requirements us determined which it satisfied will result in achieving customer requirements.

Second phase is part development. The term part quality characteristics are applied to any elements that can and in measuring the evolution of quality. This chart translates the design requirements into specific part details.

Key process operations are identified in third phase. Production requirements are determined from key process operation.

Iterative QFD

The process of QFD can further extended. In first iteration, WHATs and HOWs were found. The HOWs are technical requirements. In the second iteration of QFD, the HOWs can be treated as WHATs required and detailed technical requirement can be hound. There are the new How which will be very close to the transfer for ached implementation. Thus, QFD can be used to identify the activities or tasks required to full fill the customers requirements, the voice other customer.

Iterative QFD

HOWs

New

HOWs

New

HOWs

WHATs

New

WHATs

New

WHATs

First

Iteration

Second

Iteration

Third

Iteration

Tips for success of QFD

A consultant is needed to guide through at least the first few projects.

The activity should be a formal activity and every member should take part, fully prepared.

The meetings should be planned at regular internals for shorter duration so as to get the best out of this exercise through maintaining focus.

Elicitation and recording customer requirements is key to success.

The new seven management tools should be applied at various stages to get better results.

8.Briefly explain the Taguchis quality loss function with an illustration.

Taguchis quality loss function:

Taguchi view that the customer becomes increasingly dissatisfied as performance of the product or process moves away from target. This suggests that a quadratic curve to represent customer dissatisfaction with a process or products performance. The quadratic curve is called quadratic loss function.

Taguchis quality loss function

Degree of displeasure

Loss to Society $

Quadratic Loss

Function

LSL USL

The quadratic loss function is also centered on targets. as the performance moves away form the target. There are losses therefore producing with in specification limits is not good enough. The premise of loss function is that at some point as a process moves away from target value there is a corresponding decrease in the quality.

This quality loss may be difficult to discern by the customer, but even hidey if reaches a threes bold where a complaint is made or customer is dissatisfied. The ideal quality is defined by Taguchi. Is that quality which customers would experience when product performs on target every time the product is used under all intended operating conditions through out its intended life with out causing harmful side effects to the society.

The cost of product consists of two elements:

Unit manufacturing cost

Cost incurred on manufacturing the product including design cost, material cost, manufacturing material cost, manufacturing cost, these are the costs incurred before delivery to the customer. A low manufacturing cost satisfies the producer.

Quality loss

Cost incurred on the product after delivery to customer including cost of operating product, (energy, environmental, control like temperature or humidity control and cost of repairs. A low quality loss satisfies the customer.

The financial loss due to variation is called societal loss. It is approximately proportional to the square of the deviation form the target. Thus, quality loss occurs even when the product performs with in the specification limits, but away from the target.

Taguchis loss function recognizes the customers desire to have products that are consistent and producers drive to control manufacturing cost. The goal of quality loss function is to reduce societal loss.

Types of loss functions:

Loss functions enable calculations of social loss, when products deviate from target value. There are three types of loss functions:

Nominalthebest

Lowerthebetter

Higherthebetter

Nominalthebest:

This loss function is applicable to those parameters, which have a central value and allowable tolerance on either side, the target it is not necessarily the average process performance but it is the choice of customers. It is that value with which majority of customers will be satisfied. It may not be directly derivable.

The quadratic loss function in case of nominalthebest is

Loss = k (y )2

Where

Loss=The cost incurred as performance deviates from the customers target value

y=Actual performance

=Target value

k=

2

$

D

, where = USL (or) LSL, called as quality loss coefficient.

Example 1:

An oil bath manufacturer has set the specification as 100 ( 6( C for the baths sold by them. The average repair cost was found to be $360. Find out the loss when the oil bath function as 102(C and 104(C and then at 100(C.

= Permitted deviation = 6(C

k =

2

$

D

=

36

360

= 10

Loss at 102(C = 10 (102 100)2 = 10(4) = $40

Loss at 104(C = 10 (104 100)2 = 10(16) = $160

Loss at 100(C = 10 (100 100)2 = 0

Thus loss is zero when the product performs on target. It increases when there are deviations. The societal loss increase is proportional to the quanta of deviation.

Average loss:

In manufacturing large no of products the average quality loss is

Average loss = k [2 + (ybar )2] where k =

D

$

.

This means is not the same as ybar (mean value of the parameter). It is the target value from the customers perspective. Mean is determined by the process but Z is determined by the customer.

Example 2:

Find out the average quality loss for a process manufacturing resistors.

Mean = 10 = 11, = 1, k = 1, then

Average loss = 1 [12 + (10 11)2] = 1 + 1 = 2.

Calculating the average loss permits a design team to consider the cost benefit analysis of alternate designs.

In order to bring down the average quality loss

Adjusting the mean to approach z by process control

Reducing the variations

The average loss function is useful when organization intends to control one or more of the product characteristic suchas voltage, weight, or temperature in a process.

Smallerthebetter:

This is useful when (day-to-day applications) waiting time for bus, and waiting time in restaurant etc. Here the target will be ideally zero. The loss function is L(y) = k (y2)

(

L(y)

y (

The above equation applies for single value for large no of items the average loss function is, Average loss = k [(ybar)2 +2]

Higherthebetter:

While nominal the best in applicable to product characteristics that have a central value and + tolerances, in this case, where ideal target is zero such as delay at various places, smaller the better was most appropriate higher the better is cpt when more energy or more power is suitable or there is no upper tolerance limit. This may be applicable to power generating stations, power generated by an engine etc.

(

L(y)

y (

Loss function is L(y) = k

2

1

y

Average loss in case of production of multiple products is

Loss = L(y) = k

+

2

2

2

3

1

1

y

y

s

Total productive maintenance:

Total all encompassing by maintenance and production individuals working together.

Productive production of goods and services that meet or exceed customers expectations.

Maintenance keeping equipment and plant in as good as or better than the original condition at all times.

Over all goals of TPM:

Maintaining and improving equipment capacity

Maintaining equipment for life

Using support form all areas of operation

Encouraging input from all employees

Using teams for continuous improvement

(a) Preventive maintenance:

TPM calls for planned maintenance to avoid break down of the plant and machinery. Preventive maintenance is a set of maintenance action that is required to be carried out by trained employees to prevent failures and increase life of the equipment.

Preventive maintenance is classified into two types

Periodic maintenance

Predictive maintenance

Periodic maintenance:

This is scheduled on the following basis:

Daily maintenance

Weekly maintenance

Monthly maintenance

Annual maintenance

Daily maintenance: Simple preventive actions such as cleaning applying lubricants tightening parts. Visual examination etc., is carried out before an operator starts his work in a day. It could be on every shift basis or daily basis. The operator of the machine carries out daily maintenance.

Weekly maintenance: This is more detailed and time consuming than daily maintenance some parameters of the machinery such as temperature pressure may be measured.

Monthly maintenance: On a scheduled date, monthly maintenance is to be carried out. One problem with maintenance is that it gets lowest priority. Hence there should be commitment. At all levels so as not to skip maintenance.

Annual maintenance: A shut down of the plant has to be planned to carry out complete overhand of the plant and machinery . this is a major maintenance activity to be carried out by the maintenance technicians.

(b)Predictive maintenance:

The organization makes a prediction of the equipment failure using date and statistics. Hence the life of the equipment or sub system are determined or predicted based on the current status as revealed by an inspection or diagnosis using special tools. Predictive maintenance is condition based maintenance. An on line system can be designed to monitor the condition of the equipment. Appropriate corrective action is taken so that any break down is prevented just in time

(c)Breakdown maintenance:

The goal of TPM is to eliminate or at least minimize the breakdown of the equipment. If it happens it has to be repaired and brought back to working condition at the earliest. Such breakdown effects productivity and causes losses to the organization.

Overall equipment efficiency:

Mean Time Between Failures (MTBF):

MTBF is an indicator of reliability of a product . the unit of MTBF is hours. If item a has MTBE of 10,000 hours and item B has 8000 hours then item a bar higher reliability. Higher the MTBF, better is the reliability.

Mean Time To Repair (MTTR):

This is the average time to repair an item when it becomes defective MTTR is a measure of maintainability. Dependability of equipment (for performance) depends as ARM (A Availability; R Reliability; M Maintainability).

Availability is the proportion of the time the machine is available for use out of the hotel time available. It can be calculated using other two factors of ARM as

MTBF

MTTR

-

MTBF

A

=

Example 1:

The MTBF of a lathe is 1000 hrs. Its MTTR is 10 hrs. Find out availability?

MTBF

MTTR

-

MTBF

A

=

=

1000

10

1000

-

=

1000

990

A = 0.99 or 99%

Example 2:

A drilling machine should be available for at least 99.99% of time. It average time taken for repairs is one hour. What should be its MTBE?

A =

MTBF

MTTR

-

MTBF

=

MTBF

MTTR

1

-

0.9999=

MTBF

1

1

-

MTBF

1

= 0.0001

MTBF =

0.0001

1

= 1000 hrs

Performance Efficiency (PE):

This depends upon

Rate efficiency

Speed efficiency

Rate efficiency (RE):

The organization plans for particular production time subtracting planned down time from the total time available.

The planned down time occurs due to

Maintenance

Machine set up time

Authorized tea and lunch breaks

The unplanned down time occurs due to

Sudden breakdown

Nonreceipt of material

Late coming of the concerned operator or operator of the feeder process.

Rate efficiency is the ratio of actual cycle time achieved to the tot total cycle time possible.

Speed efficiency (SE):

Due to many reasons the machine operates at lower speed affecting the production.

PE = RE ( SE

Quality Rate:

Quality Rate (Q) =

produced

Total

produced

parts

good

of

No

Overall Equipment Efficiency (OEE) is determined by three factors: Availability (A),

Performance efficiency (PE), and Quality Rate (Q).

OEE = A ( PE ( Q

The practical availability is

P

NA

-

P

A

=

P Planned operating hire; NA Time not available due to various reasons.

Example: A plant operating on a three shift basis:

Time not available due to various reasons include preventive maintenance 21 hours per week. the unit produced 10,000 pieces of the item in a week, which contained 100 defectives. The machine was operated at so percent of its capacity on an average. The capability of the process is to produce 11,000 pieces week. Calculate OEE.

A =

P

NA

-

P

=

)

24

7

(

21

)

24

7

(

-

=

)

24

7

(

21

)

24

7

(

-

=

168

47

A =

8

7

RE =

11000

10000

=

11

10

SE = 0.8.

PE = RE ( SE =

11

10

( 0.8 =

11

8

Q =

Total

produced

items

good

of

No.

=

10000

100

10000

-

=

10000

9900

= 0.99

OEE = A ( PE ( Q =

8

7

(

11

8

( 0.99 = 0.63 or 63%

OEE = 63%

The eight pillars of TPM.

The following are the steps to increase OEE or the 8 pillars of TPM:

Pillar 1: 5S

All the 5S are to be used to reduce downtime of plant and machinery as well as to improve OEE.

Pillar 2: Jishu Hozen Autonomous Maintenance (JHAM)

The JHAM is aimed at

Un interrupted operation of equipment

Flexible operators who operate and carry out routine maintenance

Eliminating defects at source through active employee participation.

The organization should enable the operators to take responsibility for routine maintenance tasks and participate in improvement activities pertaining to TPM in addition to their routine duties. This can be achieved through training. Watching rewards and awards. If every operator carries out the assigned routine maintenance correctly. It will dramatically improve down time of plant and machinery.

Typical JHAM targets could be

Reduce oil consumption by 40% in one year

Reduce cycle time by 30% in one year

Steps in JHAM

train the employees

initial cleanup of machines

Take counter measures

Fix tentative JG standards

General inspection

Autonomous Inspection

Standard dilation

Autonomous management

Pillar 3: Kobetsu K Kaizen (KK)

KK founded equipment improvement reduces and finally eliminates those losses. KK should be arrived at improving the efficiency in utilization of

Equipment

Operator

Material

Energy

Crossfunctional teams comprising of employees in production, maintenance engineering and operators should take up KK projects to minimize equipment losses.

The 16 Major losses in an organization:

Loss

Category

1. Break down loss

2. Setup / adjustment losses

3. Cutting blade loss

4. Start-up loss

5. Minor stoppage (taking loss)

6. Speed loss operating at low speeds

7. Defects / rework loss

8. Scheduled downtime loss

Loses that impede equipment efficiency

9. Management loss

10. Operating motion loss

11. Line organization loss

12. Logistic loss

13. Measurement & adjustment loss

Loses that impede human work efficiency

14. Energy loss

15. Die. Jig and tool breakage loss

16. Yield loss

Loses that impede effective use of production resources.

Pillar 4: Planed Maintenance

The pillar aims at planned maintenance such as periodic maintenance and predictive maintenance to enable the following.

Zero equipment breakdown

Improve reliability and maintainability of equipment

Reduce maintenance costs

Ensure availability of spares at all times

Pillar 5: Quality Maintenance (QM)

QM activities are aimed at seething equipment conditions that will facilitate production of quality products QM aims at

Defect free conditions and control of equipment

Provide support to quality assurance

Fours on prevention of details of source.

Four on poka yoke ( mistake proofing system)

In line detection and segregation of defects.

Effective implementation of operator quality assurance.

PokeYoke:

PokaYoka is using methods or automatic devices to avoid human error. This approach for mistake proofing is based on

The prediction that a defect is likely to occur and giving a warning

Stopping the process after recognizing that a defect has occurred.

Pillar 6: Training

This pillar focuses on improvement of knowledge skills and techniques of the muth-skilled revitalized work force.

Pillar 7: Office TPM

This is aimed at improving quality, productivity and efficiency in the administrative functions and identifying and eliminating loses. This includes analyzing processes and procedures towards. Increased office automation office TPM should eliminate twelve major losses.

Processing loss

Cost loss including in areas such as procurement, accounts, marketing and sales leading to high inventories.

Communication loss

Idle loss

Setup loss

Accuracy loss

Office equipment breakdown

Communication channel breakdown telephone and fax lines

Time spent on retrieval of information

Nonavailability of online stock status.

Customer implants due to logistics

Expenses on emergency dispatches/ purchase.

Pillars Safety Health and Environment

This should enable zero accident, zero health problems and zero fine contents.

Steps towards TPM

Management learns the new philosophy

Management promotes the new philosophy

Training is funded and developed for everyone in the organization.

Areas do needed improvement identified

Performance goals are formulated

An implementation plan is developed

Autonomous work groups are established.

Learning the New Philosophy of TPM:

One of the most difficult things for senior management to deal with is change. They need to learn about TPM and how it will affect their operation any culture change taken a special dedication, by management to provide long term, top to button support for improvement.

Promoting the philosophy:

Senior management must spend significant time in promoting the system. They must sell the idea and let the employees know that they are totally committed to its success.

Training:

Teach the philosophy to managers at all levels. Begin with senior management and work down to firstline supervisors. Dont just teach How also teach why.

Improvement Needs:

The operators and maintenance technicians tell management which machinery and systems need most attention. Six major loss areas need to be measured tracked down time losses.

1. Planned

(a) Start ups

(b) Shift changes

(c) Coffee and lunch breaks

(d) Planned maintenance shut downs

2. Unplanned downtime

(a) Equipment breakdown

(b) Change over

(c) Lack of material

3. Reduced speed losses

(a) Idling and minor stoppages

(b) Slow downs

4. Poor quality losses

(a) Process non conformities

(b) Scrap

Downtime losses are measured by

A =

P

T

( 100

where A is availability, T is operating time (PD), D is down time and P is planned operating time.

Reduced speed losses are measured by tracking performance efficiency using

E =

T

N

C

( 100

where E is performance efficiency, C is theoretical cycle time, N is processed amount (quantity).

Poor quality losses are measured by tracking the rate of quality products produced

R =

N

Q

N

-

( 100

where Q is non-conformities, R is the rate of quality products, N is procured amount (quantity).

Equipment effectiveness is measured as the Target value 85%

EE = A ( E ( R

Example:

Last weeks production numbers on machining center JL58 were,

Scheduled operation = 10 hours/day; 5 days/week.

Manufacturing downtime due to meetings material outages, training,

breaks and so forth = 410 mm/week.

Maintenance downtime scheduled and equipment break down = 227 min/week.

Theoretical (standard) cycle hire = 0.5 min/unit.

Production for the week = 4450 units.

Defective parts made = 15 units.

P = 10 hld ( 5 d/w ( 60 m/h

P = 3000 min/week

P = 410min/week + 227 min/week

D = 637 min /week

T = P D =3000 637 = 2363 mins

A =

P

T

( 100 =

3000

2363

( 100 = 78.8%

E =

T

N

C

( 100 =

2363

4450

0.5

( 100 = 94.2%

R =

N

Q

N

-

( 100 =

4450

15

4450

-

( 100 = 99.7%

EE = A ( E ( R = 0.788 ( 0.942 ( 0.997 = 0.74 (or) 74%

The equipment availability should he improved to reach the goal of 85% equipments effectiveness.

Goals:

Goals should be set after the improvement needs are identified. A good first goal is to establish the time frame for fixing first prioritized problem.

Developing plans:

Develop and implement an overall plan of action for training all employees. Plans for developing the autonomous work groups should take during training phase.

Autonomous work groups:

They are established on the basis of natural flow of activity. Make the operator responsible for equipment and the level of maintenance that he is capable of performing. Then identify maintenance personnel work hard certain skills or work in certain area. Overall goal of work groups is to reduce the occasions for maintenance activity.

Failure Mode and Effects Analysis (FMEA):

FMEA is a systematic group of activities intended to (a) recognize and evaluate the potential failure of a product/process and the effects of that failure (b) identify action that could eliminate or reduce the change of the occurrence of potential failure.

Failure Cause: The physical chemical, metallurgical design defects, quality defects or other processes, which are the basis reasons for failure or which can initiate the physical process by which deterioration leads to a failure

Failure Mode: It is the observed result of failure. It is the way in which a failure is observed. Failure mode describes the way the failure occurs.

Failure Effect: FMEA is all about studying the effect of failure of components or parts of the system

FMEA in Nutshell

Purpose of FMEA:

FMEA enables structured analysis of design for identifying failure mode.

FMEA examines the potential failure modes, which have a high like hood of occurrence.

Each failure mode is analyzed to find out their causes.

Develop product or process requirements that minimize the likelihood of those failures.

Ensure that any failure that could occur will not injure or seriously impact the user.

Helps in preparing for unavoidable failures and thus increases the competitiveness for maintenance of the product.

Benefits of FMEA:

Minimizes late changes and associated costs since FMEA will be earned out right at the design stage.

Identifies failure modes which will have a significant impact.

Identify the causes of failures and minimizes them.

Helps in redesigning to reduce the effect of the failures.

Improves product reliability, maintainability and availability of the system.

Increases customer satisfaction.

Prioritize product/process deficiencies for improvement.

Emphasizes problem prevention.

provides information on

Maintainability Analysis

Safety Analysis

Survivability

Vulnerability

Logistics Support Analysis

Maintenance Plan Analysis

Risk Analysis

Failure Detention

Failure Isolation

Types of FMEA:

System FMEA Focuses as a global system function.

Design FMEA Focuses on components and subsystems.

Process FMEA Focuses on manufacturing and assembly process.

Service FMEA Focuses on service function.

Software FMEA Focuses on software function.

Bill

Job Collection

Billing Task

Selection of a process improvement team

Prepare a project description team

Identification of bench marking partners

Adopt a suitable benchmarking process model partners team

Carry out bench marking partners team


(voice of the organization)

Prioritized

Customer

requirements


(Voice of the

Customers)

Relationship

between

requirements

and

description

Prioritized



+3 ( Medium

-3 ( Negative

-9 ( Strong Negative


+3 ( Medium

-3 ( Negative



+3 ( Medium

-3 ( Negative



+3 ( Medium

-3 ( Negative



+3 ( Medium

-3 ( Negative



+3 ( Medium

-3 ( Negative


Phase II

Part Development

Phase III

Process Planning

Phase IV

Production planning

(Ends with prototype & production launch)

Phase I

Product Planning

(Begins with customer requirements)

5S

TPM

JISHU HOZEN

KOBETSU KAIZEN

PLANNED MAINTENANCE

QUALITY MAINTENANCE

EDUCATION & TRAINING

OFFICE TPM

SAFETY, HEALTH & ENVIRONMENT

Failure Mode

Failure Mode

Failure Mode

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Documents

SENGUNTHAR COLLEGE OF ENGINEERING FOR …chettinadtech.ac.in/storage/14-01-07/14-01-07-16-02-45... · Web viewThe following six steps contain the core techniques of Benchmarking Decide