BY ARUN MISHRA
continual effort to improve quality and achieve customer satisfaction. Encompasses entire organization, from supplier to customer Stresses a commitment by management to have a continuing, companywide drive toward excellence in all aspects of products and services that are important to the customer.
external 2. Participation and Team work 3. Employee involvement and empowerment 4. Continuous improvement and learning.
Benchmarking
Just-in-time (JIT) Taguchi concepts Knowledge of TQM tools
Continuous Improvement
Represents continual improvement of all processes Involves all operations and work centers including suppliers and customers
People, Equipment, Materials, Procedures
Six Sigma
Two meanings
Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) A program designed to reduce defects, lower costs, and improve customer satisfaction
Six Sigma
1. Define critical outputs and identify gaps for improvement 2. Measure the work and collect process data 3. Analyze the data 4. Improve the process DMAIC Approach
Employee Empowerment
Getting employees involved in product and process improvements
85% of quality problems are due to process and material
Techniques
Build communication networks that include employees Develop open, supportive supervisors Move responsibility to employees Build a high-morale organization Create formal team structures
Quality Circles
Group of employees who meet regularly to solve problems Trained in planning, problem solving, and statistical methods Often led by a facilitator
Taguchi Concepts
Engineering and experimental design methods to improve product and process design
Identify key component and process variables affecting product variation
Taguchi Concepts
Quality robustness
Quality Robustness
Ability to produce products uniformly in
Tools of TQM
Tools for Generating Ideas
Check sheets Scatter diagrams Cause-and-effect diagrams
Defect A B C
1 /// //
2 /
Hour 4 5 / /
6 /
7 ///
8 /
/
//
//
//
///
////
Productivity
Absenteeism
Materials
Methods
Effect
Manpower
Machinery
Figure 6.6
Frequency
E
Figure 6.6
Percent
Figure 6.6
Time
Figure 6.6
Cause-and-Effect Diagrams
Material (ball)
Grain/Feel (grip) Size of ball Air pressure Hand position Lopsidedness
Follow-through
Rim size
Missed free-throws
Rim height Backboard stability
Motivation
Rim alignment
Manpower (shooter)
Figure 6.7
Pareto Charts
Data for October
70 60 Frequency (number) 50 40 30 20 10 0 Room svc 72% Check-in 16% Pool hours 5% Number of occurrences 100 93 88
54
12 4 3
Minibar 4%
2
Misc. 3%
Cumulative percent
72
Flow Charts
MRI Flowchart
1. 2. 3. 4. 5. 6. Physician schedules MRI Patient taken to MRI Patient signs in Patient is prepped Technician carries out MRI Technician inspects film 7. 8. 9. 10. If unsatisfactory, repeat Patient taken back to room MRI read by radiologist MRI report transferred to physician 11. Patient and physician discuss
8 1 2 3 4 5 6 7 80% 9 20% 10 11
Process level
3.
4.
5.
machinery, documents etc. Seiton putting things in order Everything should be in its place and there should be place for everything (good house keeping) Seiso clean-up Every individual should clean-up his work place everyday after the work. Seiketsu (Personal cleanliness) Healthy body healthy mind. Shitsuke (discipline) Every worker & manager has to follow rules and procedures in the work place.
2. Muri (Strain)
3. Mura (Discrepancy)
Quality Certification
Quality Systems
A quality system is defined as "The collective plans, activities and events that are provided to ensure that a product, process or service will satisfy given needs".
ISO 9000
Series of standards agreed upon by the International
Core Elements:
Environmental management
Auditing Performance evaluation
Labeling
Life cycle assessment
The Indian standard (second revision) which is identical with ISO 9001 : 2000 "Quality Management Systems Requirements" issued by International organisation for standardisation (ISO) was adopted by the Bureau of Indian Standards (BIS) on the recommendation of the Quality Management Sectional Committee and approval of the Management and Systems Division Council.
Process Approach
ISO 9001 : 2000 promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements.