Tools for Quality

management
Traditional Tools
• Flow Charts.
• Histogram.
• Cause and Effect Diagram
• Check Sheet.
• Scatter Diagram.
• Control Charts.
• Pareto Charts.
• Benchmarking
• Quality Management Systems
• Environment Management Systems
• Quality Function Deployment
• Quality by Design
• FMEA
• Total Productive Maintenance
• Management Tools
• SPC
Benchmarking
• Measure themselves against the best industry practices
• both manufacturing and service organizations

• Benchmarking considers the experience of others and uses it.

• allows managers to organize their improvement efforts to meet the
goal
Process
• 1. Decide what to benchmark
• 2. Understand current performance
• 3. Plan.
• 4. Study others
• 5. Learn from the data
• 6. Use the findings.
What to Benchmark
• 1. Which processes are causing the most trouble?
• 2. Which processes contribute most to customer satisfaction and
which are not performing up to expectations?
• 3. What are the competitive pressures impacting the organization the
most?
• 4. What processes or functions have the most potential for
differentiating our organization from the competition?
• Broad and shallow
studies ask, “What
is done?
• Narrow and deep
studies ask, “How
is it done?”

• Pareto analysis
can be a helpful
technique for
deciding
• https://youtu.be/HmyEFeymk5w

• https://youtu.be/9-u7uN7vXAQ

• https://youtu.be/lCtoBZqRoq4
Reasons
• It is not a panacea that can replace all other quality efforts or
management processes
• Develop those strengths and reduce weaknesses.
• Notify the organization if it has fallen behind the competition or failed
to take advantage of important operating improvements
• more motivated to attain the goals and objectives.
• time and cost efficient because the process involves imitation and
adaptation rather than pure invention
• Weakness is you are hitting moving target
• innovate as well as imitate
Current Performance
• Thoroughly understand and document the current process
• different boards of school
• flow diagrams and cause-and-effect diagrams , Careful questioning
• capable of identifying and correcting problems
• it is important to quantify documenting process , KPI
• Quantifiable metrics unit costs, hourly rates, asset measures, and
quality measures
• satisfy external reporting requirements
• what is and what is not included in accounting information.
Planning
• what type of benchmarking to perform , data to be collected, and the method of
collection.
• Gantt Chart and execution
• information in the public domain to focus the inquiry and to find appropriate
benchmark partners

• Internal - Data are easy to obtain

• Competitive -Buying a competitor’s product to take apart and test is another
common practice
• Process - it is much easier to get organizations to share information
• PERT chart
Studying Others
• How best-in-class processes are practiced
• The measurable results of these practices
• Three techniques :
• Questionnaires--site visit, as a checklist during a site visit, or as a
follow-up device.
• Site-visit processes in action and for face-to-face
• Focus groups previous joint benchmarking activity comprised of
customers, suppliers, or members of a professional organization
From Data
• Is there a gap between the organization’s performance and the
performance of the best-in-class organizations?
• What is the gap? How much is it? Why is there a gap?
• What does the best-in-class do differently that is better?
• If best-in-class practices were adopted, what would be the resulting
improvement?
• Outcome : Positive Gap ,Negative Gap , Parity
Using the Findings
• Outcome is implemented by
• The first group consists of the people who will run the process, the process
owners.
• The second group consists of the people, usually upper management, who can
enable the process by incorporating changes into the planning process and
providing the necessary resources.
• Execution
• 1.Specify tasks.
• 2. Sequence tasks.
• 3. Determine resource needs.
• 4. Establish task schedule.
• 5. Assign responsibility for each task.
• 6. Describe expected results.
• 7. Specify methods for monitoring results
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Failure Mode Effective
Analysis
05 Oct 2020
What
• Recognize and evaluate the potential failure of a product or process
and its effects.

• Identify actions that could eliminate or reduce the chance of potential

failures.

• Document the process

• FMEA is a “before-the-event” action

How
• Design FMEA - : concept FMEA,
• identifying known and foreseeable failure modes and then ranking failures
according to relative impact

• Process FMEA - : equipment FMEA, maintenance FMEA, service FMEA,

environmental FMEA
• identify potential process failure modes by ranking failures and helping to
establish priorities according to the relative impact on the internal or external
customer

• Both Design and Process -: system FMEA,

Reliability
• Probability of the product to perform as expected for a certain period of
time, under the given operating conditions

• Safety of the product or the process

• reliability of past similar systems, the complexity of the failure, and finally
the relative criticality of the failure

• It is the job of ENGINEER to define these different aspects of failure

accurately.
Failure Rate

• R = Reliability
• t= Time without failure
•  = Rate of failure
•  = Mean time to failure
Ideal failure
• Debug : - high failure rate at the initial stages because of
inappropriate use or flaws in the design or manufacturing.

• Chance :- failure of the product due to accidents, poor maintenance,

or limitations on the design

• Wear out :- failure after the product or process has performed as

expected for at least the amount of time given by the manufacturer
as the product or process life
Why

• Continuous improvement and measurement by measuring the reliability

• Uses occurrence and detection probability criteria
• Severity criteria to develop risk prioritization numbers
• Prioritization of corrective action considerations
• Most critical problems are identified and addressed quickly
• Analyze all possible nonconformities and problems that may arise in a
given process or with a certain product.
• demanding products of the highest quality for the lowest possible cost.
Benefits
• systematic review of component failure modes
• effects that any failure will have on other items
• Knowing which failure will have critical effects on product or process operation
• probabilities of failures in assemblies, sub-assemblies, products, and processe
• Establishing test program requirements
• verify empirical reliability predictions
• high-failure-rate components  higher reliability components
• Eliminating or minimizing the adverse effects from failures
• Providing training for new employees

• FMEA NOT A REPLACEMENT for Problem solving method

Stages of FMEA
• Specifying Possibilities
• Quantifying Risk
• Correcting High Risk Causes
• Re-evaluation of Risk
Document
• Design FMEA Document
• System, Subsystem, Component, Model
• Core Team
• Item/Function
• Potential Failure Mode
• Potential Effect(s) of Failure
• Severity (S)
• Potential Cause(s)/Mechanism(s) of Failure
New management tools
• Why-why
• Forced field analysis
• Nominal group techniques
• Affinity diagram
• Interrelationship digraph
• Tree diagram
• Matrix diagram
• Prioritization matrix
• Activity Network Diagram
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Tools for Quality
• Control charts
• Process Capability
• Quality Function Development (QFD) –
• Taguchi quality loss function –
• TPM -
Control Charts

• Variation
• When considering the
heights of human beings,
we can expect a small
percentage of them to be
extremely tall and a small
percentage to be
extremely short, with the
majority of human heights
clustering about the
average value.
Categories in variation

• 1. Within-piece variation is illustrated by the surface roughness of a piece, wherein one

portion of the surface is rougher than another portion or the width of one end of a
keyway varies from the other end.

• 2. Piece-to-piece variation occurs among pieces produced at the same time. Thus, the
light intensity of four consecutive light bulbs produced from a machine will be different.

• 3. Time-to-time variation is illustrated by the difference in product produced at

different times of the day. Thus, product produced in the early morning is different
from that produced later in the day, or as a cutting tool wears, the cutting
characteristics change.
How variations occur ?
• variation in the equipment
• variation in the material
• variation in the environment
• operator.
 Run Chart
• analyzing the process in the development stage or
any other further stages
• X chart – avg
• R chart - Range
• P chart - Proportion
• 80% and 85% of the quality problems
• are due to management or the system
• 15% to 20% are due to operations
Quality aspect
• quality characteristic that is measurable and can be expressed in
numbers should be analysed
• performance of the product
• Pareto analysis is also useful for establishing priorities
Decisions on the size of the sample or
subgroup
• As the subgroup size increases, the control limits become closer to
the central value
• As the subgroup size increases, the inspection cost per subgroup
increases, emphasis on sensitivity
• When costly and/or destructive testing is used and the item is
expensive, a small subgroup size of two or three is necessary
• Because of the ease of computation, a sample size of five is quite
common in industry
• From a statistical basis a distribution of subgroup averages
• Revised central lines and
control limits are established
by
• discarding out-of-control
points with assignable causes
and
• recalculating the central lines
and control limits.
quality function deployment (QFD)
• first application of QFD was at Mitsubishi
• mini-vans by Toyota.
• planning tool used to fulfill customer expectations
• voice of the customer
• Product planning
• Part development
• Process planning
• Production planning
• Service industries
• identify new quality technology and job functions to carry out
operations
• reference to enhance future technology and prevent design errors.
• measured based on the number of design and engineering changes,
time to market, cost, and quality
• saved time has been estimated at one-third to one-half of the time
taken for redesign and modification using traditional means
Teams
• —designing a new product or improving an existing product.
• members from marketing, design, quality, finance, and production
Benefits
• Improves Customer Satisfaction
• Reduces Implementation Time
• Promotes Teamwork
• Provides Documentation
•