Total Quality Management

Quality Function Deployment

• QFD is a planning process for linking customer requirements to technical specifications.
• Inputs- Customer wants and need
• Matrix format is used for recording vital information
• It permits analysis and determination of priority issues
• Output- Key action issues for improved customer satisfaction based on customer inputs

Steps in QFD Process:

• Development of customer requirements
• Development of technical information
• Analysis of result

Development of QFD:
• The tool used in QFD is house of quality.
• The house of quality translates the voice of customer into design requirements
• There are 2 matrices. Horizontal matrix is customer matrix showing the customer
requirement. Vertical matrix is the technical descriptors
• The intersection of vertical and horizontal matrix shows relation between customer
requirements and technical descriptors.
• The roof of house shows whether there is a relationship between the different
technical descriptors called as correlation matrix
House of Quality
 Benefits of QFD
• Reduction in product development time by 30 to
50%.
• Reduced complaints during warranty period.
• Reduction in number of design changes.
• Increased customer satisfaction.
• Well-defined and documented customer base.
• Fewer engineering changes.
• An environment of team work.
 5S
• 5S philosophy focuses on effective work place organization and standardized
work procedures.
• It simplifies work environment, reduces waste and non value activity while
improving quality efficiency and safety.
1.Sort (Seiri):
• eliminating unnecessary items from the workplace
• Put red tag on unneeded items
• It is excellent way to free up valuable floor space.
2.Set in order (Seiton):
• A place for everything and everything in its place
• Focus on efficient and effective storage methods
3.Shine (Seiso):
• Factory space should be clean and being proud about the way workspace is organized.
• Maintaining cleanliness should be part of the daily work
4.Standardize (Seiketsu):
• Method to maintain first 3 S
• Preventing accumulation of unneeded items
5.Sustain and self-discipline (Shitsuke):
• Organize awareness camp in company by explaining the culture of 5S
• Organize competition among departments for the implementation of 5S
 Benefits of 5S
• Better utilization of space, equipment and other resources.
• Reduction of wastage of material, time and money.
• Reduction of non-value activities.
• Improvement of safety and work environments
• Improvement in quality and productivity
• Improved awareness of standards and work culture
• Easy retrieval of documents
• Improvement in punctuality, commitment and discipline.
• Improved efficiency and effectiveness of employees.
• Development of an organized and disciplined attitude to
work by worker.
 Kaizen
• Kaizen is the process of continuous improvement in small increments that make
the process more efficient, effective, under control and adoptable.
• Kai is an idea of change or the action to correct — Zen means "good“
• It focuses on simplification by breaking down complex processes in to sub
processes and then improving them.
• The Kaizen improvement focuses on the use of:
• Value-added and non-value-added work activities.
• Muda- which refers to the seven classes of waste: over-production, delay,
transportation, processing, inventory, wasted motion and effective parts.
• Mura is the waste of unevenness or inconsistency
• Muri is to cause overburden
• Principles of motion study
• Principles of material handling
• Documentation of standard operating procedures
• The five S’s for workplace organization.
• Visual management by means of visual displays that everyone in the plant can
use for better communications.
• Just-in-Time (JIT) principles to produce only the units in the right quantities, at
the right time and with the right resources.
• Poka-yoke to prevent or detect errors.
• Team dynamics, which include problem solving, communication skills and
conflict resolution.
• Kaizen may be related with any one of the following:
1. Work improvement
2. Environment improvement
3. Process improvement
4. Machine capability improvement
5. Improvement in methods
6. Quality improvement
7. Customer service improvement

• Aim is to eliminate the seven types of waste:

1. Overproduction: production more than production schedule.
2. Inventory: too much material ahead of process hides problems.
3. Defects: material and labor are wasted
4. Motion: walking to get parts because of space taken by high WIP
5. Processing: protecting parts for transport to another process.
6. Waiting: poor balance of work, operator attention time
7. Transportation: long moves, re-stacking, pick up/put down.
 Kanban
• Kanban stands for Kan- card, Ban- signal
• Kanban is a Japanese word that means "visual card".
• Kanban is the term used for the visual & physical signaling system that
ties together the whole Lean Production system.
• The purpose of kanban system is to signal the need for appropriate
number of parts and to ensure that these parts are produced in time, to
support subsequent fabrication or assembly.
• the core of Kanban means:
Visualize the workflow
– Split the work into pieces, write each item on a card and put on the
wall.
– Use named columns to illustrate where each item is in the workflow.
Limit WIP (work in progress) – assign explicit limits to how many items may
be in progress at each workflow state.

Measure the lead time (average time to complete one item, sometimes
called “cycle time”), optimize the process to make lead time as small and
predictable as possible.

This is a direct implementation of a lean pull scheduling system.

• Kanban is faster, more efficient, and saves
significant money over most other production
models.
• A kanban system is also far more directly
responsive to customer demand.
• Kanban is a system that visually indicates when
production should start and stop.
 Benefits of KANBAN
• Reduce Inventory
• Improve work flow
• Prevent Overproduction
• Improves responsiveness to changes in
demand
• Minimize risk of obsolete inventory, because
inventory is only created as it is needed.
 Poka-yoke (Mistake Proofing)
• Poka means “inadvertent errors” and Yoke means
“to avoid”. Therefore it means “avoiding
inadvertent errors”.
• The main objective of poka yoke is to achieve
zero defects.
• Poka-yoke is a quality assurance technique ,the
aim of poka-yoke is to eliminate defects in a
product by preventing or correcting mistakes as
early as possible.
 DEFECTS AND ITS IMPACT
• Defect free product is a necessity to compete in
the market place.
• Every Customers has a right to demand 100 good
product /service and every provider has an
obligation to provide the same.
• Bad products hurt both reputation and bottom line
(Scrap, rework, warranty etc.,.)
• Defects have a direct impact on process yield
affecting speed and flow of the product to the
customer.

Typical Errors
• Processing errors
• Missing Operation
• Inappropriate procedures
• Missing parts
• Missing information
• Wrong parts
• Damaged materials
• Tools or equipment improperly prepared or setup
• Human Errors
 The Seven Guidelines to Poka- Yoke Attainment
1. Quality Processes - Design Robust quality processes to achieve
zero defects.
2. Utilize a Team Environment- leverage the teams knowledge,
experience to enhance the improvement efforts.
3. Elimination of Errors -Utilize a robust problem solving
methodology to drive defects towards zero.
4. Eliminate the Root Cause of The Errors
5. Do It Right The First Time- Utilizing resources to perform
functions correctly the first time.
6. Eliminate Non-Value Added Decisions- Don't make excuses-
just do it
7. Implement an Incremental Continual Improvement Approach
implement improvement actions immediately and focus
on incremental improvements efforts do not have to result in
a 100 improvement immediately.
 Just-In-Time
• JIT production is a manufacturing philosophy which eliminates waste
associated with time, labour and storage space.
• In JIT system actual orders provide a signal for when a product should be
manufactured. Demand-pull enables a firm to produce only what is
required, in the correct quantity and at the correct time.
• Basic Elements of JIT:
1. Flow layout
2. Smoothen built-up rate
3. Mined model scheduling
4. Small lots and minimum set-up time
5. Buffer stock removal
6. Kanban card
7. Quality
8. Product and process simplification
9. Standard container
10. Preventive maintenance
11. Flexible work force
12. Organisation in modules or cells
13. Continuous improvement
14. JIT purchasing
 Advantages
• Lower stock holdings
• Less working capital is tied up in stock
• Avoids the built-up of unsold finished product
• Less time spent on checking and re-working the product

Disadvantages
• Production is very reliant on suppliers
• There is no spare finished product available to meet
unexpected orders
• There is little room for mistakes as minimal stock is kept for
re-working faulty product
 Benefits of JIT
• Product cost reduced due to reduction of
manufacturing cycle time, waste and non value added
activities
• Reduced set-up times in warehouse
• Improved flows of goods in/through/out warehouse
• Employee who possess multi-skill are utilized more
efficiently
• Better consistency of scheduling
• Productivity improvement
• Higher production system flexibility
• Administrative ease and simplicity
• Quality is improved
Quality Management System

• Quality Standards
 ISO standards
• ISO stands for International organisation of
standardisation
• Aim is to develop
1. Single standard for operations and management of
quality assurance
2. To meet the requirements of internationally uniform
quality system
ISO Structure:
• ISO 9000 (BIS14000)(1987)
• ISO 9001 (BIS14001)(1987)
• ISO 9002 (BIS14002)(1987)
• ISO 9003 (BIS14003)(1987)
• ISO 9004 (BIS14004)(1987)
 ISO 9000
• Quality management and quality assurance
standard- for guideline of selection and use of
appropriate model
• It facilitates mutual recognition of any product
legally produced or marketed in one country
to be accepted in principle in another country
• Supplier demonstrating his capability to
design, development, production, installation,
service
 ISO 9001
• Model for quality assurance in design,
development, production, installation and
servicing.
• Ex. Heat exchangers, coolers and filters for
process industries
 ISO 9002
• Model for quality assurance in production
installation
• It is applicable in process industries
 ISO 9003
• Model for quality assurance in final inspection
and testing
• Applied to domestic appliances, small shops,
components used in assembly of automobiles,
distributors or divisions within an organization
 ISO 9004
• Model for guidelines to the technical,
administrative and human factors affecting
the product or service quality
• Offers guideline in equipment control and
maintenance, material control,
documentation of work instructions
specifications and drawings
• Control of verification status of material and
assemblies,
 Advantages
• Motivates the employee
• Clearly defines the need of company
• Establishes and maintains quality assurance
system
• It reduces time and money
• Improves customer relation and confidence
• Enhance foreign exchange
• Internal benefits as job satisfaction, less
confusion
• Work atmosphere is much happier, more
attractive and more productive
 TS 16949
• Specifies the quality system requirement for
design/development installation and servicing
of automotive related products
• Developed by International Automotive Task
Force (IATF)
• Purpose to provides continual improvement,
emphasizing defect prevention and reduction
of variation and waste in supply chain
 ISO 14000
It covers
• Environmental management system
(14001,14002,14004)
• Environmental auditing (19011)
• Eco labeling (14020,14021,14022,14023,14024,14025)
• Life cycle assessment (14040,14041,14042,14043)
• Environmental aspects in product standards
• Environmental performance evaluation (14031)
It apply to all types and sizes of organizations and are
designed by considering geographical, cultural and social
conditions
 Quality audit
• Evaluation to verify the effectiveness of control
• It is a systematic, independent examination and
evaluation
• Elements of quality audit
1. Quality purpose
2. Quality audit performance
3. Audit frequency
4. Audit reporting
5. Audit corrective action
 Objectives of quality audit
• Planning for getting required quality
• Follow up of quality planning
• Product should be fit for use
• Product should be safe for user
• Standards and regulations should be followed
• Conformance to specifications
• Data system used
• Deficiencies and corrective action
• Opportunities for improvement
 Audit report
• Purpose and scope of audit
• Details of audit plan
• Activities audited
• Standards, checklist and other documents used
• Audit observations, conclusions and
recommendations
• Improvement opportunities
• Recommendation for follow up on the corrective
action
• Distribution list for audit reports
 Failure Mode Effect and Criticality
Analysis (FMECA)
• Systematic process to evaluate failure modes and
causes associated with failures, the effect and
criticality effects associated with design and
manufacturing.
Need:
• Helps to detect primary or minor failures
• Helps to detect areas where safe fail features
needed
• Develops the list of failure modes according their
effect
 Elements of FMECA
• Failure mode
• Failure effect
• Failure cause
• Environment
• Failure detection
• Severity classification
1. Catastrophic
2. Critical
3. Marginal
4. Minor
• Criticality analysis
 Requirements
• Team of people with commitment to improve the
ability of design to meet the customer needs
• Block diagram of each level of the system from
subassembly to the complete system
• Components specification, part lists and design data
• Functional specification of modules, sub assemblies
• FMECA form and list of any specific considerations

Benefits
• Useful for evaluating safety and reliability of
design and highlights the problem in
development cycle
• Saving in cost of repair, retest
• Related with customers satisfaction with product
 Zero defect
• It is a concept of to do the job right at first time
• They have following steps
1. Commitment by managers
2. A team for improvement of quality
3. Measurement
4. Cost of quality
5. Quality awareness
6. Corrective action
7. Zero defect planning
8. Employee education
9. Zero defect day
10. Goal setting
11. Error cause removal
12. Recognition
13. Quality councils
14. Do it over again
 Total Productive Maintenance (TPM)
• Defined as productive maintenance involving total
participation
• It eliminates following losses
1. Equipment failure from breakdown
2. Setup and adjustment
3. Idling and minor stoppages
4. Reduced speed
5. Process defects
6. Reduced yields
• Stages of TPM
1. Breakdown maintenance
2. Preventive maintenance
3. Productive maintenance
4. TPM
 Six Sigma
• It gives index of defects per unit and sigma
gives how often defects are likely to occur
• It quality improvement programme with a
goal to reduce the no. of defects to 3.4 parts
per million
 Need
• Six sigma level is closest to zero defect
• Total customers satisfaction can be achieved
using 6 sigma
• Reduction of cost is possible
• It gives higher yield about 99.99966% for 6
sigma
• 6 sigma programme gives improved reliability
 Methodology of six sigma
1. DMAIC: define, measure, analysis, improve
and control
2. DMADV: define, measure, analysis, design
and verify