QUALITY IMPROVEMENT

APPROACHES
Total Quality Management
Elements
Role of
Top Management

Quality
System

Employee Involvement Tools & Techniques

Training & Team Work
 Evolution in Quality Mgmt.
Scientific Management Era

Plan

Act Specialist Do

Check Direct employees

perform tasks
Management/Specialist controls.
All problem solving derived from specialist
 Evolution in Quality Mgmt.
TQM Era

Plan

Act Employee controls the cycle Do

Check

Management provides the resources of raw material, equipment

and training.
Employee Involvement & Team work
Use of Small group improvement
projects

Identify Set the scope Identify

Quality Measure improvement
problem current status projects

Project 1 Project 2 Project 3 ... Project N

Small group improvement using Quality Control Tools

 Quality Management Tools
A classification
Purpose for which the tool
Quality Control Tools New 7 Management tools
is used
Highlighting problems (a) Process Control Charts
Identifying specific (b) Histograms
improvement (c) Check Sheets
opportunities (d) Pareto Diagrams
(e) Scatter Diagrams
(f) Process chart
Analysing problems & (g) Cause and Effect (i) Affinity Diagram
their root caus es (Fish bone) Diagram (j) Relationship
Diagram
Operational planning for (k) Tree Diagram
building quality into (l) Matrix Diagram
products/services (m) Matrix Data
Analysis
(n) Process Decision
Program Chart
(PDPC)
(o) Arrow Diagram

Strategic Planning QFD , Bench marking

 Histogram
An example

Causes for adjustment snags

Causes for Rework
30.0
70.0

Number of hours spent

25.0 60.0
Number of occurences

50.0
20.0
40.0
15.0
30.0

10.0 20.0

10.0
5.0
0.0
Lack of Tooling Process Design issues Vendor related
0.0
drawing clarity problems control issues problems
Leakage Missing Fouling Rew orks Poor routing Loose fitting

Categories of problems Categories of problems

 Pareto Diagram
An example

Adjustment Snags Analysis Reworks Analysis

35.0 100.0
30.0 100.0 90.0
30.0

Cumulative occurrences
Cumulative occurences (%)
90.0

Number of occurences
80.0
25.0
Number of occurences

80.0 25.0 70.0

70.0 60.0
20.0 20.0
60.0

(%)
50.0
15.0 50.0 15.0 40.0
40.0 10.0 30.0
10.0
30.0 20.0
20.0 5.0
5.0 10.0
10.0 0.0 0.0
0.0 0.0 Design Lack of Vendor Tooling Process
Reworks Leakage Missing Loose Poor Fouling issues drawing related problems Control
fitting routing clarity problems Issues
Categories of problems Categories of problems
Cause and Effect Diagram
A generic representation

Materials Work methods

Quality

Equipment
Labour

Effect
Cause
 Matrix Diagram: An Example
Hindustan Motors - 1035N Dumper
Better
Worst Same

Less Order
Qualifying
important Winning
POKA YOKE
An example

A pair of sensors
for fail proof
through drilling
Continuous Improvement Approaches
 Continuous Improvement
• Continuous improvement
– Refers to constant and positive change in the working conditions in an
operating system
– Leading to better performance evident from key performance measures
• Typical examples of such improvements
– Increase in production with no addition of capacity,
– Elimination of manpower even when production levels go up
– No appreciable increase in cost of production even when the volume drops
– Increase in the velocity of various business processes without any addition
of new capacity or technology
– Significant reduction in defects
– Rework and inventory investments when the production rates go up
– An overall increase in the productivity
 Improvement in Operations
Alternative Trajectories
• Radical (Step) Improvement
– raises the level of the system substantially at a point in time
– Typically happen due to innovations in technology pertaining to the operations &
substantial up-gradation of the capacity
– Once a radical improvement is made, the system moves to a significantly higher level
of performance
• Continuous (Ramp) Improvement
– Improvements made in small steps and on a continuous basis through a systematic
study of the existing system and changes in the processes and procedures
– Does not call for breakthrough innovations, large investment in capacity or radically
new technology
– Could be applied in several areas of business including manufacturing, business
processes in other areas such as marketing, finance and customer and supplier
relationship
• Hybrid Improvement
– A combination of both in alternating cycles
 Improvement of Operations
Alternative trajectories
Performance attribute

Performance attribute

Performance attribute
for the system
for the system

for the system

Time Time Time

(a) Step improvement (b) Ramp improvement (c) Hybrid improvement
 Continuous Improvement Process
A framework

Set up a measurement
Create a context for
methodology for assessing
continuous
the quantum of
improvement
improvement

Continuous
Closely monitor and Improvement
recognise the benefits Equip the employees
Cycle with tools & techniques
accrued from
improvements for continuous
improvement
Create appropriate
organisational structures
for continuous
improvement
 Continuous Improvement
Creating a context
• Benchmarking Exercises
– Internal benchmarking
– Competitor benchmarking
– Process Benchmarking
• TPM & TQM Initiatives
• International Awards & Certifications
• Industry Association initiatives
– IMVP Example
– CII’s initiatives in automotive cluster
 Benchmarking
APQC methodology
Plan

Collect
Adapt

Analyse
Source: Adopted from http://www.apqc.org/portal/apqc/site/generic?path=/site/benchmarking/free_resources.jhtml
 Continuous Improvement
Tools & Techniques
• Process Mapping
– A tool to understand various steps involved in performing a
business process
• Non-Value Added (NVA) Analysis
– A method by which the relevance of some of the existing activities
are questioned
• Business Process Engineering (BPR)
– Fundamental rethinking and radical redesign of processes
• Kaizen Initiatives
• Setup time reduction through SMED
• QC Tools
• Activity Based Management (ABM)
 Process Mapping
Some alternatives…
• Customer order “walk through”
• Collaborative brainstorming/charting
• Bottom-up approach – Interviews of staff
in functional departments
• Executive judgement
Business Process Engineering
Some guidelines to identify scope
• Extensive information exchange, data redundancy and re-
keying of data points to arbitrary fragmentation of a natural
process
• Large investment in inventory, buffers and other assets
indicates that the existing process is unable to cope up with
uncertainty
• High proportion of checking, control and progress monitoring
implies too much fragmentation of the process
• Inadequate feedback in the process results in excessive
rework and iteration
• Increase in complexity of operations, exceptions and special
cases also indicate the need for simplifying the process by
revisiting the process fundamentals
 Implementing BPR
A three-step methodology

Understand Simplify the

Automate
the existing Process by
the Process
Process eliminating NVA

Tools used in each step

Process Mapping NVA Analysis EDI

Brainstorming “Should-be” ERP
“As-is” analysis analysis Internet tools
 Setup Time Reduction
An illustration of results
Operation/Machine Changeover time ( in minutes)
1 2 3 4

1. Wyvomatic A 540 450 205

2. Acme Gridley 1020 315

3. Wyvomatic B 165

4. Stama Feed Machine 510 180 60

5. Stama Bleed Machine 110 65

 What is ABM?
• ABM is a management tool to
– Link different functional areas of management
to achieve a common goal of enhancing the
competitiveness of a firm
• Process view of an organisation is as important as
the cost view
– Facilitates continuous improvement process
for obtaining operational and strategic
benefits
 Activity Based Management
Unifies Operations & Costing
functions
Cost view
Resources

Process Performance
Drivers
Activities Measures

Process View
Cost
Objects
 Organisation for Continuous
Improvement
• Task force for continuous improvement
• Quality Circles
• Small Group Improvement Activity (SGIA)
Projects
• Visual control aids for improvement
Continuous Process Improvement
Using SGIA Projects

Product/ Set the scope Map at overall

Service Measure Level; Identify
Identified current status detailed projects

Project 1 Project 2 Project 3 ... Project N

Explore and Implement improvements for each project

 Using Visual Control Aids for
continuous improvement: An Example
 Using Visual Control Aids for
continuous improvement: An Example

Estimated
savings per
month due
to this alone
is about Rs.
40,000.
 Continuous Improvement
Organisational Challenges
• Resistance to Change
• Tangibility of Improvements
• Incentive & Rewards Systems
 Continuous Improvement
Chapter Highlights
• Organisations make improvements either in a step mode or
a gradual mode.
– The step mode improvement happen on account of radical
innovations.
– On the other hand, gradual mode improvements happen on account
of continuous improvements.
• A continuous improvement does not require any radically
new technology or product. It concentrates on improving the
effectiveness of existing processes in small steps.
• There are several ways by which organisations can create a
context for continuous improvement of their operations.
– Benchmarking exercises
– Preparing for international awards and certifications
– Engaging in TPM and TQM initiatives
– Working along with other industry partners in cluster mode
 New 7management & planning
tools
• Affinity diagram
Grouping ideas according to family--a
creative brain storming tool

Interrelations digraph
To map logical links of a central idea to
more than one idea at a time--- Lateral
thinking than linear thinking
Tree diagram
• Maps paths & tasks to achieve a goal
Matrix diagram
• Spread sheet/ graphically displays
relations between tasks and functions ,
House of quality.
Matrix data analysis
Matrix in the form of quantitative factor
analysis
Process decision program chart .
maps every conceivable event from
problem statement to solution and counter
measures.
Arrow diagrams
PERT/CPM
 TQM techniques
• Bench marking
• Nominal group technique
• 5 whys and 1 how
• Cost of quality
• QFD(Quality Functon Deployment)
• FMEA(Failure Modes & effects Analysis)
• Force field analysis
• VE/VA(Value engineering & Value analysis
 Steps in Nominal Group Technique
• Read problem statement
• Problem clarification
• Silent idea generation
• Round robin idea generation
• Idea clarification
• Idea grouping
• Individual ranking of first 6 ideas
• Compilation of idea ranking by all, by
Facilitator
 FMEA
Analyses ways of failure of a product and its
effect of each mode using 3 criteria on 5 pt
scale
• severity
• Probability of occurence(MTBF)
• Ease of detection of failure
• Items of higher Total scores are to be
dealt with on priority.
 Force field analysis
• Kurt Levin in 1920s
• To identify the forces (pressures) for and
against changes.
• Participation and sense of ownership
• Forces for forces against

• What can be done to strengthen forces for

and weaken forces against
 VE/VA

• Better value to customer at lower cost

• Ex; plastics replacing in automobiles
Steps
• Gather information
• Functional identification’
• Functional analysis
• Creative alternatives
• analysis &evaluation
• Implementation
Read Edward de Bono, six thinking hats, penguin,1990
 7 wastes
• Overproduction
• Waiting
• Transporting
• Inappropriate processing (poor process
capability)
• Unnecessary inventory
• Unnecessary motion
• defects
 5S practices
• Table I The 5-Ss in Japanese and English
• Japanese English Meaning
• Seiri Structurize Organization
• Seiton Systemize Neatness
• Seiso Sanitize Cleaning
• Seiketsu Standardize Standardization
• Shitsuke Self-discipline Discipline
• The technique has been practised in
Japan for a long time. Most Japanese 5-S
practitioners consider the 5-S useful not
just their physical environment but for
improving their thinking processes as well.
• Seiri…structure. Separate and keep
immediately necessary things as few as
possible,
• Seiton. Neatess. A place for every thing
and every thing in its place-
• quick identification by name,
• safe storage,
• neatness for notice ,posters
• Seiso..cleaning
• Every one from CEO to the opeartor is a
janitor. No separate cleaner
• Every one will not get things dirty,nor
spill,nor scatter litter,
• Every one will right away, rewrite
things,which got erased
• Seiketsu..standardisation
• Repeatedly and continually maintain
neatness and cleaning, by visual
management. Labelling, colour codes are
used
• Transparency. Keep things visible. Do not
sweep things under the carpet, out of sight
• Shitsuke..Discipline
• Creating a habit of dong things in the way
supposed to be done.
• Self discipline and are important training
 5S check points for factory
• Cleaning up machines / equipment
• Whether fixtures, tools are in their allotted place
• Whether pallets, tote pans are kept clean
• Whether work- in- process(WIP) and finished goods(FG) are kept in
proper place
• Whether surrounding work places is clean
• Whether empty pallets, tote pans are kept in their allotted place
• Whether machines fans, lights are switched off after work
• Whether used consumable items like waste not thrown on the floor
• Whether rusted, dust- covered WIP are sent to next stage or not.
• Whether walkway/pathway are kept clear without obstacles
 5S check points for office
• Floor and surrounding area is clean
• Telephone and computers are kept clean
• Furniture, cupboard, table drawers are kept clean and in order
• Files are kept in labeled folders in file racks
• In record rooms, files ore kept in order
• Defective equipments are reported to maintenance department
• Lights, Fans, computers and AC equipments are switched off after
use
• Work place is cleaned after work.
• Index of files is kept
• Answering telephones in pleasant and decent manner.
 Implementing 5S
• Top management commitment
• Promotional campaign
• Keep rcords photos, video before and
after 5S
• 5S training
• Evaluation
 Poke yoke
• Fail safe arrangements to prevent
defective occurring
• Originally devised by Shigeo Shingo
• Chances for wrong activity is eliminated
• See examples in next slides
POKA YOKE
An example

A pair of sensors
for fail proof
through drilling
 Poke yoke in Lucas TVS
• 353 poke yoke arrangements have been
installed to prevent errors, quality
problems and accidents. The bench
marking has been done for cellular
manufacturing, with world class
companies like Mitsbushi and Denso