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- 1. Tools of QualityManagement Unit 15 a Kaizen, Quality Circle, Lean-5s,Six Sigma,FMEA,QFD
- 2. Tools of QualityManagement • Total quality management uses more than 100 different tools and techniques. • There are many more tools which are being used separately and under different `philosophies` like six sigma. • These tools and techniques are used to identify the potential problems, frequency of their occurrences, and method to control these problems and to adopt world best class practices
- 3. An introduction toa list of these tools and the new management Buzz words of Quality
- 4. List of thecommonly used tools ref.:http://world-class-manufacturing.com/tqm.html • Benchmarking is method of comparing company’s practices with the practices of best in class organization in the areas of quality, productivity, Human Resources and cost etc. • Six Sigma is business strategy to achieve excellence by applying different statistical, TQM and Project Management tools. • Lean Manufacturing is way of manufacturing that increases speed and reduces unnecessary wastes. • Lean Six Sigma is combination of Six Sigma and Lean Manufacturing concept to reduce errors and increase productivity side by side. • Total productive Maintenance (TPM) is a new way of carrying maintenance activities and invented by Japanese. • Brainstorming is method of looking for problem solution by a group of people. • Quality Management System ( ISO 9001 ) is set of standards for Quality Management system for any organization by International Organization for Standardization (ISO). • Environmental Management System ( ISO 14001 ) is standard given by ISO to facilitate organization to reduce their wastes that are harmful for the environment.
- 5. List of thecommonly used tools ref.:http://world-class-manufacturing.com/tqm.html • Laboratory management System ( ISO/IEC 17025 ) is a standard for Laboratories for their accreditation. • Social Accountability System (ISO/TS 8000-110:2008 ) is a standard developed in the light of International Labor Organization (ILO) and UN Human Rights Conventions, to protect human rights. • Kaizen is a Japanese tool for small but incremental changes in daily business life. • 5S is methodology for improvement in daily and business life in five steps. • Business Process Re-engineering (BPR) is technique for improving effectiveness and efficiency of business processes. • Quality Circles (QC) is group of people, who identify problems and give their solution for improvement in daily life and business. • Occupational Safety & Health System (OHSAS 18001) • Focus Groups • Pie Chart and Bar Graph
- 6. List of thecommonly used tools ref.:http://world-class-manufacturing.com/tqm.html • Histogram • Run Chart • Pareto Analysis • Force Field Analysis • Cause & Effect/Fish Bone/Ishikawa Diagram • Affinity Diagram • House of Quality/Quality Function Deployment (QFD) • Triz • Theory of Constraints • Tree Diagram • Flow Charts/Flow Diagram • Scatter Diagram • Plan Do Check Act (PDCA)
- 7. List of thecommonly used tools ref.:http://world-class-manufacturing.com/tqm.html • X bar Chart • R Charts • P Charts • nP Charts • PI Chart • Force Field Analysis • Malcolm Baldrige National Quality Award • Design of Experiment • Analysis of Variance • European Quality Award • Japan's Deming Prize
- 8. Kaizen, Quality Circle,Lean-5s,Six Sigma,FMEA,QFD Unit 15 a
- 9. Kaizen • kai whichmeans “continuous” and zen meaning “improvement” or “wisdom”. • The Kaizen management philosophy, therefore, is defined as making “continuous improvement”— slow, incremental but constant. • Kaizen Events are when work groups set aside a few day or up to a week to simplify a process or work area - eliminating waste, creating space.
- 10. Kaizen -definition • MasaakiImai defined Kaizen as “a means of continuing improvement in personal life, home life, social life, and working life. • At the workplace ,Kaizen means continuing improvement involving everyone—managers and workers alike. • The Kaizen business strategy involves everyone in an organization working together to make improvements without large capital investments.”
- 11. Key features ofKaizen • Improvements are based on many, small changes rather than the radical changes that might arise from Research and Development • As the ideas come from the workers themselves, they are less likely to be radically different, and therefore easier to implement • Small improvements are less likely to require major capital investment than major process changes
- 12. Key features ofKaizen • The ideas come from the talents of the existing workforce, as opposed to using R&D, consultants or equipment – any of which could be very expensive • All employees should continually be seeking ways to improve their own performance • It helps encourage workers to take ownership for their work, and can help reinforce team working, thereby improving worker motivation
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- 14. Problems with KAIZEN Problems: •Is a huge attitudinal change hence in some cultures still not acceptable. • hesitation of workers(no readiness) • no readiness of management(orientation on quick profit) • Aversion to the long term concepts(finding of quick and immediate solutions)
- 15. Quality Circles • Q.Cis a natural work using its observations about the work process to identify opportunities for improvement. • Team meets regularly and selects a problem from an earlier shift to correct. • They analyze its sources, generate ideas for how to eliminate it, and make the improvement.
- 16. Quality Circles- Advantages •The quality circle promotes a stronger identification with the enterprise and increased personal responsibility for the job on the part of the employees. • Quality circles also make it possible to connect the existing informal groups with the management to the general advantage of the enterprise. • Quality circles contribute to the qualification of employees, lead to in-house dialogue and generally improve the working environment.
- 17. Quality Circles • Implementationof Q.C in an organization Phase Action Disruption Forces Startup Phase Publicize Invite volunteers Low volunteer count Inadequate knowledge and apprehension Initial Problem solving Realize problems Try to find solutions Inadequate process knowledge Disagreement on problems Approval of initial suggestion Presentation of initial suggestion to management Poor presentation Resistance from staff Poor quality of solutions due to lack of knowledge
- 18. Quality Circles • Implementationof Q.C in an organization Phase Action Disruption Forces Implementation of solutions Implementation and action on solutions Resistance form implementing staff Inadequate funding Expansion of group New groups formed Old groups continue Member –nonmember conflict Lack of problems Inadequate knowledge and funding Decline Fewer group meetings Cynicism about program burnout
- 19. Lean- Basics • JamesWomack and his colleagues formalized the Lean manufacturing model by studying the Toyota Production System (TPS) and other Japanese companies' approaches to commerce and comparing them with those employed by a large array of automotive companies around the world. • The study was implemented in 1985 by the International Motor Vehicle Program located in the Center for Technology, Policy, and Industrial Development at the Massachusetts Institute of Technology. • Its goal was to enable automobile manufacturers worldwide to advance the prosperity of their host countries and improve the work life of industry employees by transferring knowledge of the more competitive approaches implemented by Japanese companies like Toyota.
- 20. Lean- Basics • Itidentified the Toyota Motor Company's TPS approach as the best representation of the competitively superior approaches employed by Japanese firms. • It introduced the term "Lean production" to characterize TPS' manufacturing strategy and contrasted it with "mass production," which was the norm. • "Lean production" model was refined and elaborated into "Lean thinking." • Toyota's strategic perspective and operating methods became expressed in its depiction of the "Lean enterprise."
- 21. What is Lean? A systematic approach in identifying and eliminating waste, or non-value added-activities through continuous improvement By making products through improved speed & flexibility with best quality & lowest cost
- 22. Waste “Anything that addsCost to the product without adding Value”
- 23. 7 Forms ofWaste CORRECTION WAITING OVER PROCESSING MOTION INVENTORY TRANSPORTATION OVER PRODUCTION WASTE NON CONFORMING
- 24. New Paradigm: Non-BlamingCulture Management creates a culture where: • Problems are recognized as opportunities • It’s okay to make legitimate mistakes • Problems are exposed because of increased trust • People are not problems - they are problem solvers • Emphasis is placed on finding solutions instead of “who did it” SOLUTIONS PROBLEMS
- 25. LEAN = RULESNOT JUST TOOLS LEAN STARTS WITH RULES NOT TOOLS THE FOUR RULES Structure every activity Clearly connect each customer and supplier Specify and simplify every flow Improve through experimentation at the lowest level possible - towards the ideal state
- 26. • The aimof 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone • The foundation for the practice of 5S, comes from a Japanese program derived from these words, seiri, seiton, seiso, seiketsu and shitsuke. The 5S Housekeeping Standards
- 27. The 5S HousekeepingStandards Sort Sustain Sanitize (Safety) Straighten Sweep Sort Examine everything at the workplace & identify what is needed and what can be discarded Straighten Organizing the way things are put away with efficiency, quality, and safety in mind. Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained. Sweep (Scrubbing clean) Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy. This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!
- 28. The 5S HousekeepingStandards Sanitize (Safety) Insuring that each workplace is properly designed for safety. This is to protect every member from the dangers during the performance of their assigned tasks. Sustain (Standardize) Developing the practice necessary to continually participate in the 5S process. This requires that each of the S’s become a personal habit. This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools.
- 29. Six Sigma –origin •A six sigma process was one that produced less than 3.4 defects per million opportunities. • In 1987, Motorola's total approach to quality became rebadged as Six Sigma.
- 30. s (SIGMA) ; ¨ISA LETTER IN THE GREEK ALPHABET ¨IS A STATISTICAL MEASUREMENT UNIT
- 31. WHAT DOES SIGMALEVEL MEAN? • Quality level of product
- 32. WHAT DOES SIGMALEVEL MEAN? • Quality level of product • Process performance
- 33. WHAT DOES SIGMALEVEL MEAN? • Quality level of product • Process performance • Reliability for customer
- 34. DPMO ; ¨MEANS DEFECTSPER MILLION OPPORTUNITIES
- 35. DPMO ; ¨MEANS DEFECTSPER MILLION OPPORTUNITIES ¨IS TRANSLATED INTO A SIGMA NUMBER
- 36. RELATION BETWEEN SIGMA LEVELS& DPMO SIGMA LEVEL DPMO 2 300,000 3 67,000 4 6,000 5 6 250 3 The Higher The Sigma Level, The Better . . .
- 37. SIX SIGMA • Isa universal quality metric that can be applied regardless of the product complexity or dissimilarities between different products. • Higher sigma values indicate better product and lower values represent less desirable products regardless of what the product is. • Higher the sigma level , fewer the no. of defects per unit of product. • Products produced at SIX SIGMA level of quality operate virtually defect free.
- 38. DMAIC cycle ofSix Sigma
- 39. What is anFMEA? Description: • A procedure that examines each item in a system, considers how that item can fail and then determines how that failure will affect (or cascade through) the system Acronyms • FMEA: Failure Modes and Effects Analysis • FMECA: Failure Modes and Effects and Criticality Analysis
- 40. History of FMEA •Created by the aerospace industry in the 1960s. • Ford began using FMEA in 1972.
- 41. Benefits • Improvements in: –Safety – Quality – Reliability • Other potential benefits – Company image – User satisfaction – Lower development costs – Presence of a historical record
- 42. FMEA Flow Chart Assigna label to each process or system component List the function of each component List potential failure modes Describe effects of the failures Determine failure severity Determine probability of failure Determine detection rate of failure Assign RPN Take action to reduce the highest risk
- 43. FMEA Worksheet Potential Failure Mode Potential Effect of Failure S e v C l a s s Potential Causeof Failure O c c u r r Current Controls D e t R P N Recom- mended Action Responsibility & Completion Date Actions Taken S e v O c c D e t R P N Item Function or Purpose omponent: Failure Mode and Effects Analysis FMEA Number: duct or Process Name: Prepared By: Action Results Model Number: Design Responsibility: Completion Date:
- 44. QFD • QFD isa structured method that uses the seven management and planning tools to identify and prioritize customers’ expectations quickly and effectively. • Quality professionals refer to QFD by many names, including matrix product planning, decision matrices, and customer-driven engineering. • Beginning with the initial matrix, commonly termed the house of quality, the QFD methodology focuses on the most important product or service attributes or qualities
- 45. QFD • When theattributes and qualities are prioritized, QFD deploys them to the appropriate organizational function for action • Thus, QFD is the deployment of customer-driven qualities to the responsible functions of an organization. • Classically, there are four ‘Houses of Quality’ in QFD: • QFD1 Customer domain • QFD2 Functional domain • QFD3 Design domain • QFD4 Process domain
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- 47. QFD Three basic stepsof QFD: 1. Identify the important customer needs 2. Translate customer needs into quality elements 3. Deploy the important quality elements for achieving quality
- 48. QFD Principle 1. Processcustomer needs from VOC into demanded qualities 2. Translate customers’ demanded qualities into substitute characteristics of product 3. Display the relationship between demanded qualities and substitute characteristics
- 49.
- 50. for self study-excellent tutorial on House of Quality in flash http://elsmar.com/pdf_files/QFD-Tut orial.swf
Editor's Notes
- #22 Who decides what is valuable? ---->>> Customer
- #42 Each component must be labeled so none of them will be overlooked. Develop a block diagram that shows the components or steps and indicate how they are related. List the failures that may occur with each function. This is the failure mode. Determine what the ultimate effect of the failure will be . Examples are: product or process fails to function, the user is injured, physical defects occur, color is wrong, etc. Anything that would cause the product or process to be undesirable to the user or consumer. Estimate which failure would be the most severe. Failures that could cause human injury would be the most severe. Rank these 1 through 10. One being lease severe and 10 being most severe. Weight the probability of the occurrence on a scale of one to ten. One being least likely and ten being most likely to occur. Based on the current controls of the company, determine the likelihood that a failure would be detected. Rank them from one to 10. One being least likely to detect, 10 being most likely to detect. Decide which risks take the highest priority. This can be determined from the previous factors. A combination of the severity, probability, and the likelihood of detection should determine which risks would take priority. Assign responsibility of the highest risks and set a completion date. Update the FMEA as action is taken. Once a failure mode has been neutralized, determine the next highest risk. Also an update will be needed if there is a change in the product or service that could produce new failure modes. The risks are assigned a Risk Priority Number. This is equal to (Severity Rank)*(Probability Rank)*(Detection Rank).
- #43 This is an example of an FMEA form. The heading vary from company to company.