Session 11-15

Process Management:
Process Management-Process Control, Continuous process improvement.
Tools for Process improvement. Poka-Yoke (mistake proofing), Taguchi Loss
Function, QFD, FMEA, DFM, Design for Quality, Quality Performance
Measurement: Cost of quality, Return on Quality, Concept of Zero defects.

Quality Awards:
Quality Awards: Deming Award, Malcom Baldrige Criteria for business
performance excellence etc.

SIBM-MBA III -TQM-Session 11-15

 Process Planning Process Management

What is Process Planning ?

The sequential set of activities followed to convert a Raw material into a Finished Product
thru various stages of Work in Progress.

Those activities also address the Quality Test & Inspection Procedure and its standards as
well.

The process will be controlled and performed so as to achieve the Quality-OTD-Price aspects

Kaizen - Continuous Improvement approach will give the value addition in terms of
Production time

SIBM-MBA III -TQM-Session 11-15

Process Planning Process Management

Process planning is also a preparatory step before manufacturing,

which determines the sequence of operations or processes needed to produce a part or

an assembly.

This step is more important in job shops, where one-of-a-kind products are made or the
same product is made infrequently.

There are 4 major steps in Process Planning:

Operational Planning

Strategic Planning.

Tactical Planning

Contingency Planning.
SIBM-MBA III -TQM-Session 11-15
Process Planning Process Management

Operational: Planning-
Planning required at Process planning
Quality Assurance Plan-
Operational level Drawings: Detailed step by
QAP
step process definition of
All Inspection test
Strategic Planning: Based that particular step.
details,
on the Quality-OTD-Price Methods & types used
aspects the strategy to Fabrication Drgs: Nesting
be decided. Drawing, Part drawing,
child part drawing
Inspection Schedule:
Tactical Planning: Day to both Inhouse &
day activities planning to As per cutting layout,
Customer Inspection
be handled to meet the drawing
target. Stage Inspection & Final
Sub assembly Drgs to save
Inspection
Contingency Planning. time sub assembly
In the event of drawings are also checked
emergency like rejection, & used
delay, rework etc
SIBM-MBA III -TQM-Session 11-15
Process Planning-Air craft Industry fast track Process Management

SIBM-MBA III -TQM-Session 11-15

As discussed earlier, Quality aspects of Packing shall be reviewed in detail Process Management – Packing Procedure
here

SIBM-MBA III -TQM-Session 11-15

Packaging Guidelines over view: Process Management – Packing Procedure

Format : Pack|-Q-P-007 | C
Rel Date : Jan 2020

zero Jan 2020 First Issue Dev Tilak Vijayan

Rev Nos Date Description Prepared Checked Approved

SIBM-MBA III -TQM-Session 11-15

International Packaging Symbols Process Management – Packing Procedure

SIBM-MBA III -TQM-Session 11-15

Packaging – Marking-Centre of Gravity Process Management – Packing Procedure

SIBM-MBA III -TQM-Session 11-15

Roadmap for Process Improvement Process Management – Major Tools

Integrate the following major tools in an organization’s

process improvement roadmap,

1. Process Baselining and Process Comparisons:

Document all Process activities in a structured
approach called Process planning sheet. Duly bench
marking & comparing with the results of earlier process
done if any.

2. SIPOC Diagram – explained in Separate slide

3. Flowcharting-The flow chart or diagram of activities is a

very well-known method that consists in graphical
representation of the workflow of any given activity. It
is regularly used to improve organizational or industrial
processes.
SIBM-MBA III -TQM-Session 11-15
Roadmap for Process Improvement Process Management – Major Tools

4. Value-Stream Mapping – VMS

Value stream mapping is a lean

manufacturing or lean
enterprise technique used to
document, analyze and
improve the flow of
information or materials
required to produce a product
or service for a customer.

5. Cause and Effect Analysis-Fish Bone analysis

6. Hypothesis Testing-Data analysis | Statistical approach| AI approach

SIBM-MBA III -TQM-Session 11-15

 SIPOC Model
Process Management – Major Tools

Supplier: The person who provides resources for

the process. S I P O C
Inputs. Everything required to carry out the Suppliers Inputs Process Outputs Customers

process; information, raw materials,

professionals, infrastructure, etc. Who are What What What is Who
Resources steps are
the the Out are the
Needed ? carried
Process Set of activities that transform inputs Suppliers come? Supplier
? Inputs ? for value s?
into outputs, giving them added value. to Inputs ?
Customer

Outputs Results generated (products, services,

etc.)

Customer: The person who receives the results

of the process.
SIBM-MBA III -TQM-Session 11-15
Quality awards & Certifications Process Management – Quality awards

Awards Certifications
ISO 9000 series – Quality standards
• Deming Prize – Union of
ISO 14000 environment standards
Japanese Scientists & Engineers
QS 9000-Automotive sector
• MBNQ –Malcolm Baldrige
TL 9000 – Telecommunication sector
National Quality Award-
OHSAS 18001 – Health & Safety
National Institute of Standards
AS9100 (BS EN 9100) – Aero space
& Technology NIST – USA
ISO 27001 Information Security
• European Quality Award –
Management Systems:
European Foundation for
Quality Management –EFQM
Standards of various Countries:
• CII-EXIM Business Excellence
DIN, JIS, GOST, BS, EN, BIS, IS, DOSH etc
award – Confederation of
Indian Industries-CII-India
• RNQA-Rajiv Gandhi National The 4 Indian company winners of
Quality Award – Bureau of the Deming Prize for 2019 are –
Indian Standards-India Siemens Renewable Power Private Ltd,
JSW Steel Salem works, L &T Automation SBU
NPD & Elgi Equipment's Ltd.
SIBM-MBA III -TQM-Session 11-15
Quality awards – Need ? Or Necessity Process Management – Quality awards

Those Organization’s seeking Quality Leadership, Quality awards play a significant part in
that path.

Quality awards provide an excellent source for monitoring progress and identifying
opportunities for improvement.

These awards provide a healthy competition between the internal & External stake Holders

SIBM-MBA III -TQM-Session 11-15

 Quality Management – Process Improvement
Poka Yoke

One of the most valuable takeaways is Poka Yoke. It has become one of the most
powerful work standardization techniques and can be applied to any manufacturing or
service industry.

Its idea to prevent errors and defects from appearing in the first place is universally
applicable and has proven to be a true efficiency booster.

The term Poka Yoke- poh-kah yoh-keh was coined in Japan during the 1960s by Mr.
Shigeo Shingo, an industrial engineer at Toyota.

Poka = Inadvarant errors & Yoka = avoiding

Mr. Shingo also created and formalized Zero Quality Control

SIBM-MBA III -TQM-Session 11-15
 Quality Management – Process Improvement
Poka Yoke

Example of Poka Yoke:

1. One of the most common is when a driver of a car with manual gearbox must press
on the clutch pedal (a process step – Poka Yoke) before starting the engine.
The interlock prevents from an unintended movement of the car.

2. A car with an automatic transmission, which has a switch that requires the vehicle to
be in “Park” or “Neutral” before it can be started

3. Spell-check functions in computer libraries or apps or software's

4. Microwaves, washing machines, dishwashers, and other household appliances – have

mechanisms to start only when the enclosure or door is closed, if loosely fitted it will not
start, to avoid accidents.
SIBM-MBA III -TQM-Session 11-15
 Quality Management – Process Improvement
Taguchi Loss Function:

The Taguchi loss function is graphical

depiction of loss, error, Developed by
Japanese business statistician Genichi
Taguchi.

Quality Loss Function -QLF is defined as :

A function that determines economic

penalties that the customer incurs as a result
of purchasing a nonconforming product.

A parabolic approximation of the quality

loss that occurs when a quality characteristic
deviates from its target value.
SIBM-MBA III -TQM-Session 11-15
 Quality Management – Process Improvement
QFD:

QFD – Quality Function

Deployment,

Is a focused methodology to
meticulously understand the
requirement of the customer.

& Initiate action to effectively

respond to the needs and
expectations of the Customer.

SIBM-MBA III -TQM-Session 11-15

 Quality Management – Process Improvement
FMEA + DFM + DFQ

FMEA: Failure Modes & effect analysis, Is a step-by-step approach for identifying all
possible failures in a design, a manufacturing or assembly process, or a product or
service.
It is a common process analysis tool, 1940s invented by U.S. military,

DFM: Is Design for Manufacturing, the early involvement of Design to select choose &
decide on the materials which are manufacture friendly, Cost effective & easily available
in market.

Its is also defined as DFMA – A for assembly as well.

SIBM-MBA III -TQM-Session 11-15

 Quality Management – Process Improvement
FMEA + DFM + DFQ

DFQ: as in the case of DFM, the Design for

Quality stands for quality aspects while at
design stage itself,

so as to ease the function f quality without

scarifying the quality aspects of the product.

SIBM-MBA III -TQM-Session 11-15

Quality Team Prepare For Changes Quality Management – Process Improvement

Prepare others in advance for changes affecting them

Change is threatening! And a fact of modern life

Review impending change, determine effect on others

Determine what/how much information should be disseminated

Understand and explain reasons for change

Select right time, forum for communications

Promptly publicize news

Listen & respond to questions, suggestions

SIBM-MBA III -TQM-Session 11-15

Quality Team Teamwork Doesn’t Just Happen Quality Management – Process Improvement

Takes time, effort to Build & establish effective team

Good experience gained by contributing in a volunteer professional society, such as ASME

Team leader often not “the boss”

Project teams pulled together, cross-functional skills quickly focused on objective

Team disbanded after completion

Leader needs to motivate and enable/empower

Team needs to share responsibility, accountability, and recognition for “deliverables”

SIBM-MBA III -TQM-Session 11-15

 Thank You
End of Session 15

SIBM-MBA III -TQM-Session 11-15