Quality Improvement

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Quality improvement

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QUALITY IMPROVEMENT:- MANAGEMENT CONTROLLABLEDEFECTS

Sporadic and chronic quality problemsSporadic problemChronic problem

1)

A sporadic problem is a suddenadverse change in the statusquo, requiring remedy through

restoring

the status quo.E.g. Changing the worn cuttingtool

1)

A chronic problem is a longstanding adverse situation,requiring remedy through

changing

the status quoE.g. large amount of scrap isobserved which affect the costs

2)

Sporadic problem use (quality)

control sequence

to solve theproblem.

2)

Chronic problems use the

breakthrough sequence

to solvethe problems

3)

Sporadic problems are

dramatic

e.g a customer reacts toshipment of bad parts

3)

Chronic problems

aren’tdramatic

as they have beenoccurring since a long timee.g. large percent of scrap hasbeen typical since 5 years

4)

Sporadic problems receive

immediate attention

like if acustomer has received bad parthe will immediately complaintthe supplier

4)

Chronic problems do

not

receive

immediate attention

like scrapamount is more can be onlydiscovered when report of last 5years is submitted and paretoanalysis is done.

5)

Sporadic problems are

notdifficult to solve

as immediateaction to solve the problem istaken

5)

Chronic problems are often

difficult to solve

as to solvethese problems the wholebreakthrough sequence needsto be followed

Breakthrough sequence(for chronic problems)

Step 1:

.

Convince the people and prove that breakthrough is needed.

Chronic problems often require a far reaching

investigation.

Investigation meanssubstantial time and resources are required.To convince the managementA)collect information and data in terms of quality, cost and delivery parameters.

E.g. collect dollar value of scrap.B) data of customer complaints and decrease in sales income and decreaseIn market shareThe above is the data on defects and failures which is needed to show tomanagement to convince them that the breakthrough is needed.

Step 2: The Pareto Principle---(vital few versus trivial many)

Here the table is formed in which various defects are listed and in front of thedefects the number of the defect occurred and the % of total defects is listedDEFECTNUMBER OF DEFECTS% OF TOTAL DEFECTSORThe table is formed in which various defects are listed and in front of the defectsannual cost and the % of all defect costs are listedDEFECTANNUAL COST % OF ALL DEFECTCOSTS

Defect found to be most costly or most frequent should be taken to solvefirst(i.e. the vital few)

This is the good way to find which chronic problem is more intense and needs tobe solved first.

Step 3: Form (organize) a team to get the knowledge needed to achieve theimprovement

The Investigation of a chronic quality problem can be done easily by organizingthe

steering arm

and the

diagnostic arm

.

The steering arm

-

(managers

) is a person or persons from various departmentswho give direction and advice on the improvement program. It is the informalteam the guide the projects. They consists of the factory manager, technicalmanager ,foundry manager, machine shop manager, quality manager, and anoutside consultant.

The steering arm does not have technical knowledgeThe diagnostic arm:(supervisors and engineers)

is a person or personsbrought together to determine the causes and not the remedies of a problem.They consist of line supervisors, or the quality control engineers etc

. They havetechnical knowledge

The steering arm provides

:-

a) Define the improvement program and how the program should be conductedb) ideas on possible causes of problem.c) Authority and permission to experimentd) Information and advice on overcoming the “resistance to change” inproposing the new approachesThe diagnostic arm provides

:-

a)

determines the causes of the problem. E.g. they have beensupervising the line and they find that material is having more friction with themachine part then they will say that this is one of the causes of the problem

b)

chronic problem requires the investigation time which steering armdon’t have so the diagnostic arm does it.c)Investigation requires technical skills which the line managers don’thave and only the line supervisors have it.

Step 4:- Conduct the analysis of the problem to determine the exact CAUSE andREMEDY of the problem(i.e to find the solution of the problem)

Diagnosis

is the process of studying the symptoms, taking and analyzing data,conducting experiments to test theories and establishing relationships betweenthe causes and effects.Hence determining the exact

cause

is done by-~~ studying the symptoms surrounding the defects which tells about causes~~ Theorizing on the causes of these symptoms~~ Analysis and experiment to establish true causes

Remedy :-

remedy can be brought by changing the technology changes inprocesses, instruments, methods, etc and alos by change in standards.

Step 5:- deal with resistance to change

When a new method is introduced which will improve over work and provide usthe benefits the resistance to use this method generally doesn’t come from themanagers but comes from the workforce. The possible reasons could be thatworkers might have been the best in using the old methods and also he wasappreciated in past that he is the one who uses the method and tools very nicelybut when new method is introduced the worker will take time to use it and may besomeone else would do much better than him and may be he wont get theimportance and admiration now.

Step 6:- Institute the change

It involves ~ taking permission and approval of management for instituting thesolution~ Installing the solution in such a way that will make the solutioneffective~ installing the solution requires adequate training and evaluating thesolution in practice

step7:- institute controls

Conducting the audits (checking) to see that the solution implemented Is workingeffectively or not

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