Unit -6
Total Quality Management
2. Product Development:
3. Process Development:
4. Process Quality Control:
Advantages of QFD
Disadvantages of QFD
The ambiguity of Categories: The customer requirement categories are based on qualitative aspects and therefore appears to be vague and not very clear at times.
Complex Matrix: The house of quality is compiled of a matrix, and in the condition of multiple categories and technical elements, this matrix becomes convoluted and difficult to analyze.
The difference of Opinion: Different team members can have varying opinions, which may lead to arguments and indecisiveness.
Not Universally Applicable: The QFD technique cannot be applied in the case of customized products and valuables like antique items. Also, the products which have a limited number of consumers cannot be analyzed through this tool.
Labour-Intensive Process: It requires team building, i.e., the involvement of various personnel of the organization, which ultimately increases the non-productive time.
Comprehensive and Extensive Method: QFD involves making of a matrix which is elaborated holistically. Compiling all this information in a single house of quality makes the diagram quite lengthy and broad, which may lead to confusion and misunderstanding.
Time Consuming: The process of data collection and its presentation on a house of quality consumes a lot of time and efforts of the personnel.
Based on Qualitative Data: The results so obtained cannot be termed as accurate since they are based on the qualitative input rather than quantitative information.
2. Set in Order
3. Shine
4. Standardize
5. Sustain
Advantages of 5’s
- Point Kaizen
2. System Kaizen
Advantages of Poka Yoke
“To Do”: This column lists the tasks that are not yet started. (aka “backlog”)
“Doing”: Consists of the tasks that are in progress.
“Done”: Consists of the tasks that are completed.
- Start with what you are doing now:
2. Agree to pursue incremental, evolutionary change:
3. Initially, respect current roles, responsibilities and job-titles:
4. Encourage acts of leadership at all levels:
Core Practices of the Kanban Method
2. Limit Work in Progress:
3. Manage Flow:
4. Make Process Policies Explicit:
5. Implement Feedback Loops:
6. Improve Collaboratively, Evolve Experimentally
Advantages of Adopting Just-In-Time:
Disadvantages of Adopting JIT Systems
The basic steps for performing an FMEA/FMECA analysis include:
Advantages of FMECA
The Principles of Zero Defects are:
2. Defects prevention is better than quality inspection and correction
3. Quality standard means zero defects
4. Quality is measured in terms of money
Advantages
Disadvantages
1) Early Equipment Maintenance (EEM)
2) Autonomous maintenance
3) Focus improvement
4) Planned maintenance
5) Quality maintenance
6) Training
7) Office TPM
8) Safety, health, and environment
Benefits of effective TPM include the following:
Methodology of six-sigma consists of five steps namely:
1. Define:
2. Resources:
3. Analyse:
4. Improve:
5. Control:
Advantages of six sigma
2. Continuous Improvement Environment:
3. Customer satisfaction:
4. Dominance over other quality control programmes:
(D) Define:
(M) Measure:
(A) Analysis:
(I) Improvement:
(C) Control:
Increasing organisational effectiveness
Improving organisational culture
Improving compliance
Improving customer satisfaction
Improving documentation
2. Identify goals/priorities
3. Mapping major processes
4. Assigning roles and responsibilities
5. System review and improvement
1. Quality Objectives
2. Quality Manual
- Describe the scope of the QMS
- Detail the requirements of the QMS standard or framework
- List any elements of the QMS which are excluded from the implementation
- Reference specific quality procedures used within the organization
- Provide visual documentation of critical processes via flowchart
- Explain the organization’s quality policies and objectives
3. Organizational Structure and Responsibilities
4. Data Management
5. Processes
6. Customer Satisfaction with Product Quality
7. Continuous Improvement
8. Quality Instruments
9. Document Control
(a) needs to demonstrate its ability to consistently provide the products to fulfil both, customer demands as well as applicable statutory and regulatory norms,
(b) aims to enhance customer satisfaction through the effective application of system, including processes for continuous improvement of system and assurance of conformity to customer and applicable statutory and regulatory norms.
(a) its organizational environment, changes in that environment, and the risks associated with that environment,
(b) its varying (changing) needs,
(c) its particular objectives,
(d) the products it provides,
(e) the processes it employs,
(f) its size and organizational structure.
Features of ISO 9001: 2008
1. Consumer demands, The first step:
2. To develop business objectives:
(a) Corrective actions,
(b) Purchasing new equipment’s,
(c) Sales or market share,
(d) Skilled labour.
3. Evaluation:
Advantages of ISO 9001:2008 Certification
Benefits to Organization:
• To meet customer requirements.
• To increase customer satisfaction with your products.
• To get more revenue and business from new customers.
• To improve product quality and productivity.
• For proper documentation, understanding, and communication in the company
processes.
• To develop a professional culture and better employee morale.
• To keep management and employees focused on quality.
• To improve efficiency, reduce waste and save money.
• To achieve international quality recognition.
• To allot areas of responsibility across all staff members of organization.
• Provides senior management with an efficient management process.
• Communicates a positive message to staff and customers.
• Identifies and encourages more efficient and time saving processes.
• Highlights the process deficiencies.
• Provides continuous assessment and improvement.
• Marketing opportunities.
Benefits to Customers:
• Improved quality and service.
• Delivery on time.
• Fewer returned defective products and complaints.
PROCEDURE OF AUDIT IN GETTING ISO CERTIFICATION
1. Gap Analysis with respect to requirements of management system:
• This means you compare, where you are now, to where you have to be, in order to find your baseline and get the scope of work.
• You will have some kind of a quality system existing already, but it is not meeting all requirements of the standard.
• Result of gap analysis is to identify the gaps, and what is needed to fill them.
2. Write documentation:
• This includes,
(i) Framing Quality policy and Quality objectives.
(ii) Preparation of Quality manual, Process manual, Mandatory procedures and required process procedures.
(iii) Designing various Quality records.
• Your documentation will have to meet the requirements of ISO quality standard. It will also have to fit your company’s quality goals. Your quality documentation says, 'what you do', 'how you do it', and provides proof that, 'you do it'.
3. Training:
• All employees will require some training. The amount of training is dependent on each individual’s responsibilities.
4. Implementation of Quality Management System:
• Work through the plan you created, and bring your system up to the required
standard.
• Results of Gap analysis will identify gaps, which be filled by revising, adding or
improving.
• It means identifying your main processes to check whether, they meet the
requirements or not.
• If not, then necessary improvements are made to meet the requirements of
standard. And it means documenting your system.
• After a few months, your quality system and your people should be ready for the
registration audit.
5. Co-ordination with certification body and Preliminary Audit by Certification Body:
• The number of auditors needed, and the time involved to conduct a registration
audit will vary according to the size and complexity of your company. During an ISO audit, the auditor(s) will examine your records and will talk with your people. It is very important that, your staff is properly trained and your records are maintained in correct order.
• Auditors write up problems as “non-conformances” or "observations".
Non-conformances can be “major” or “minor”.
• A major non-conformance will not allow for certification by ISO standard. Minor
non-conformances may or may not prevent your certification; it depends upon
number and severity of your non-conformances. Auditors have a fair amount of
discretion in their write up, indicating you will get ISO certification or not at first
attempt.
• Observations will not withdraw your certification; they are usually suggestions by
the auditor regarding improvement scope alongwith procedure to be followed to
achieve.
6. Corrective actions:
• Fix problems you find, using your formal correction procedure to do it.
• Initiate for Corrective Actions by conducting Management Review Meeting to
discuss, decide and clarify on review points raised in meeting and Observations
given in Preliminary Audit.
7. Certification Audit
8. Getting ISO Certification
large number of specific requirements needed in automotive industries. There are approximately 1,039 separate and specific requirements in the basic ISO/TS 16949 Standard.
Important requirements specified in ISO/TS 16949:
(i) Requirements to assure that, the organization’s output (whether product,
service, or both) meets customer specifications.
(ii) Requirements to assure that, activities of quality management system are
consistently implemented, which can be verified by conducting an
independent audit.
(iii) Requirements for practices, which can measure the effectiveness of various
aspects of the system.
(iv) Requirements that, support continual improvement of the company’s ability to
meet customer needs.
External Benefits of an ISO/TS 16949
1. Satisfies demands of current or prospective customers for registration.
2. Improves customer focus.
3. Boost international acceptance and credibility.
4. Places the organization in top category of business.
5. Keeps the organization prepared for external audits and inspections i.e. regulators, customers etc.
6. Continual improvement.
7. Provides competitive advantage.
Internal Benefits of an ISO/TS 16949
2. Creates consistency throughout the organization built around "best practices".
3. Improves business performance.
4. Very less dependency on key individuals by distributing responsibility and accountability across many more people. The ultimate aim is that, tasks or processes do not collapse, just because of one person leaving or changing job. And it is seen that, each person is contributing small share of food.
5. Provides blueprint for controlled and disciplined growth i.e. during expansion of organisation, it can be seen as a way to organize the business, systematic practices, and ensure management accountability.
6. Ensures consistent training i.e. People very new to process are trained using road map. They refer to the specified/designed road map, while they are learning. After this, their performance is tested against the set road map.
ISO 14000 environmental management standards help organizations to,
(a) Minimize their operations, which adversely affect the environment (water,
air and land).
(b) Mandatory to follow applicable laws, regulations and other environment
oriented requirements.
(c) Continuous improvement in (a) and (b).
2. Objectives of ISO 14000 series of norms:
(i) To promote more effective and efficient environmental management in
organizations.
(ii) To provide useful and usable tools, which are cost effective, and enough
flexible.
(iii) To reflect best organizational practices available for collecting,
interpreting and communicating environmentally relevant information.
3. ISO 14000 includes representation of core set of standards used by
organizations for designing and implementing an effective environmental
management system.
4. As per ISO 14000 norms, it is mandatory for organizations to identify all
environmental impacts and then to implement required actions to improve the
processes as per priority with significant aspects.
5. Prior to development of ISO 14000 series, the companies were used to set
their own systems. Due to this, comparison of environmental effects amongst
the companies was difficult. Therefore, universal ISO 14000 series was
developed.
6. ISO 14000 is a series of standards, guidelines and reference documents,
which covers the eco-labelling, environmental aspects, life cycle assessment,
environmental auditing and evaluation of environmental performance.
7. Principal elements of standards are:
(a) Environmental policy.
(b) Planning.
(c) Implementation.
(d) Operation.
(e) Inspection for taking corrective action.
(f) Management review.
(i) Whether quality activities carried out in the organization and their results fulfill the planned arrangement or not?
(ii) Whether the arrangements are suitable to achieve desired effectives or not?
(iii) Whether the arrangements are implemented effectively or not?
(i) Design department:
(a) Whether design specifications can fulfill maximum demands of consumer.
(b) Whether design specifications are adequacy or not?
(c) Whether design specifications are simple and easy to understand for machine workers, production supervisors, inspectors etc. or not?
(ii) Production Department:
(a) To examine whether the manufacturing specifications conform to design specifications or not.
(b) Whether manufacturing specifications had been clearly understood (especially Production department) to machine operators or not?
(c) Whether manufacturing machines specified by the design department are suitable and adequate or not?
(d) Whether the specified manufacturing tools are properly used or not?
(iii) Inspection Department:
(a) Whether inspection methods are properly selected to give accurate results of measurements or not?
(b) Whether measuring instruments available in inspection department are adequate or not?
(c) Whether measuring instruments are periodically checked for any deviation from accurate measurements or not?
(d) Whether measuring instruments are re-calibrated regularly to retain accurate measurements to prevent deviations due to their continuous use or not?
(iv) Quality Control Department:
(a) Whether enough data of measurement results carried out by inspection department is collected for analysis or not?
(b) Whether suitable statistical quality control (SQC) techniques, such as process capability, frequency distribution methods, control charts etc. are applied correctly for the purpose of quality control or not?
(v) Field Work / Sales Departments:
(a) Whether necessary and immediate actions are taken on consumer complaints or not? (b) Whether consumers are satisfied with the services of company or not?
Importance of Quality Audit
(1) To take corrective action in case of deviations from the specified goals.
(2) To check the adequacy of measuring instruments, gauges and test equipments, required for inspection.
(3) To check whether system is working properly or not?
(4) To know whether the identified problems have been corrected or not?
(5) It does preparations for attaining a good quality system.
(6) It offers opportunities for improvement.
(7) To resolve customer complaints regarding quality.
(8) It reduces rejection rate of products. In other words, quality audit increases production rate due to reduced number of defectives produced and hence lowers the rejection rate.
(9) It helps to evaluate own quality performance.
(10) To concentrate the focus on potential problems.
(11) It prescribes procedure for verification of vendor’s capacity.
Types of Quality Audit
(a) Adequacy audit or Management audit:
(b) Compliance audit:
(c) External audit:
(d) Internal audit:
Reference:
Metrology & Quality control – Vinod Thombre – Patil