Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Sessions Plan
Session 1 : Definitions of TQM and benefits to the organization. Definition and Perception of Quality. Impact of Globalization Session 2 : Involvement and importance of human elements including leaders / managers. Session 3 : Customer requirements and segmentation effect on R&D, Production, Quality Assurance, Material Purchases, Sales & Marketing, Supply Chain and Administration. Session 4 : Quality Assurance associated costs and procedure for their reduction Session 5 : Quality control tools and techniques Session 6 : TQM umbrella and the resultant concepts. Prof. Anand Sharma 1
Session 7 : Techniques for quality standards Benchmarking, QMS & EMS, Six Sigma. Session 8 : Methods to implement TQM BPR, Kaizen, Value Engineering and Six Sigma. Session 9 : Improvements in Production/Purchase Poka-Yoke, MRP and Kanban systems. Session 10 : TQM plan and implementation procedure. Session 11 : Project Presentation by students BM & BPR Session 12 : Project Presentation by students Kaizen / Six Sigma
A management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, production and customer service etc.) to focus on meeting customer needs and organizational objectives.
Total Made up of the whole Quality Degree of excellence a product or service provides Management Act, art or manner of handling, controlling and directing etc. TQM, therefore, is an art of managing the whole to achieve excellence.
TOTAL involves the following : Customer Human Resources including Leadership Research and Development Production Purchase and Vendors Marketing and Sales Supply Chain Administration
Prof. Anand Sharma 5
A step forward
Definition of Quality Juran Fitness for use Deming Do the Right thing First Time and Every time Dimensions of Quality Performance
Range and Types of Features Reliability and Durability Maintainability and Serviceability Sensory Characteristics such as Healthy food should be tasty Ethical Profile and Image
Prof. Anand Sharma 9
Quality is Achieved by
Proper Attitude towards Excellence Standards / Specifications Methods Procedures Monitoring and Award systems
10
11
Leadership Attention to needs Empowerment Emphasize prevention Training and Coaching Continuous Improvement including Communication and Team Work Vendor Relationships Organization Systems
12
13
Customers Requirement
14
Q : Why do Golf balls have dimples ? A : It all happened by accident! In the early 1850s, British golfers using smooth balls discovered that they flew further after they had been nicked or marked during play. Soon players were deliberately carving patterns into balls, ranging from concentric circles to maps of the world. William Taylor patented the dimple design in 1905. This was the most aerodynamic pattern of all, able to increase a balls distance from 100 meters to more than 250 meters. By 1930, it was the industry standard. Smooth balls are slower because air flowing over them creates a wake behind, dragging them backwards. Dimples break up this air, sending it into various directions, reducing the wake and any subsequent drag.
Prof. Anand Sharma 15
Customers Satisfaction
1. 2. 3. 4. 5. 6. Service Standards as per customer requirements Product / Service as per detailed market research Attention to training, hiring, attitude etc. Customer Service System Rapport and Relationships Infrastructural Support for After Sales Service 1. 2. 3. 4. 5. 6. Reliability Responsiveness Competence Access Courtesy and Communication Credibility
16
Customers Satisfaction Level Requirements and Segmentation Customer Perception Feedback Complaints Service Quality
17
1. External Failure Cost 1. Complaints Investigation 2. Return / Replacement 3. Warranty Expenses 4. Liability Legal Cases / Compensations for injury or business losses etc. 5. Goodwill
Prof. Anand Sharma 18
2. Internal Failure Cost 1. Disposition Reject / Rework 2. Scrap Losses Labor / Material 3. Retest for recurring quality problems 4. Downtime 5. Inventory Safety Stocks 6. Excess Capacity Costs
19
3. Appraisal Cost 1. Incoming Material Inspection 2. In-process Inspection and Testing 3. Maintenance of Testing Equipment 4. Evaluation of Stock Maintenance Cost
20
4. Prevention Cost 1. Quality Planning 2. Product Design and Review 3. Process Design and Review 4. Job Design and Training 5. Process Control 6. Data Collection, Analysis and Reporting 7. Quality Improvement Programmes
21
Statistical Quality Control Techniques : Acceptance Sampling Process Control Acceptance Sampling is a SQC technique used in deciding to accept or reject a shipment of input or output. Acceptance Sampling involves testing a random sample of existing goods and deciding whether to accept the lot or not on the basis of random sample. SPC involves testing a random sample of output from a process to determine whether the process is producing items within the prescribed range.
Prof. Anand Sharma 22
Sampling Plan is a plan for acceptance sampling specifying the number of units to sample and the number of sample units that must conform to specifications. Types of Sampling Plans Single Sampling based on single sample (n & c based) Double Sampling two steps (decision on both) first small sample if inconclusive, then another sample Multiple Sampling many samples of small sizes and decision on cumulative evidences
Prof. Anand Sharma 23
Process Control Operating Characteristic Curve (OC Curve) AQL lots are defined as high quality if they contain no more than a specified levels of defectives is AQL LTPD lots rejected after this level (being treated as Highly Defective) Producers Risk Problem associated with rejecting a good quality lot, denoted by Consumers Risk - Problem associate with accepting a low quality lot, denoted by F.
Prof. Anand Sharma 24
Shewarts Control Charts 1. Charts based on variables a) Mean Chart UCL (X) = X + 1.96 W / n LCL (X) = X 1.96 W / n b) Range Chart UCL (R) = D4 R LCL (R) = D3 R or UCL (X) = X + A2 R LCL (X) = X A2 R
Prof. Anand Sharma 25
2. Charts based on attributes a) p chart UCL / LCL = p 3 p (1-p) / n b) c chart UCL / LCL = c 3 c
26
27
TQM Plan 1. Vision and Mission Statement 2. Market Research Customer Segmentation 3. Conversion of requirements into Product/Service
Pareto analysis Quality Function Deployment (QFD) Identification of Quality Project Design for Manufacturability, Reliability, Fail Safing, Safety, Aesthetics and Six Sigma.
4. BPR (if necessary) or method design (including ISO) 5. Organization and Quality teams or Re-organization through quality manual. 6. Training of Manpower (5S, HAM, TPM) 7. Vendor Relationship (CVM) 8. Quality measurement/control 9. Marketing and feedback 10. PDCA cycle for CI/SS
29
Elements of TQM
Continuous Improvement
Customer Focus
Prevention
30
Plan
Objectives and Issues Alternatives and Plan Brain Storming/Team Work
Act
Do
Check
Prof. Anand Sharma 31
Kaizen/CI
Umbrella
Customer Satisfaction Quality Circles Suggestion System Automation Workplace Discipline (5S) KANBAN Just-In-Time (JIT) Zero Defects Labor Management Cost Reduction Safety
32
Kaizen Measures
Policy Deployment Kaizen Policy throughout the company Control Points and Check Points Policy Audits Quality Deployment Design and Production Total Productive Maintenance (TPM) Training
33
Steps
1. SEIRI Straighten Up 2. SEITON Put Things in Order 3. SEISO Clean Up 4. SEIKETSU Hygiene 5. SHITSUKE Discipline
Description
Segregating the necessary from the unnecessary, discarding unnecessary such as WIP, Tools, Defective Products or other Assets Things to be kept at proper place, where these are ready for use, in order to reduce idleness. Cleanliness maintained at the work place, to produce congenial work conditions and to ensure effective space management Maintenance of personal hygiene
Following Work place procedures for process compliance and self discipline for minimization of defects.
34
TQM Concepts
Responsibility with the Top Management Customer focused Quality and Standards Process designed for desired Quality Conformance Prevention of Defects and not Detection Continuous Improvement Benchmarking Value Improvement Training and Synergy of Teams Root Cause corrective action Supplier Relationship
35
36
International Standards
Standards are documented agreements containing technical specifications or other precise criteria to be used consistently as rules, guidelines or definitions of characteristics to ensure that materials, products, processes and services are fit for their purpose. International standards contribute to making life simpler and to increasing the reliability and effectiveness of the goods and services we use. Why Required ? To facilitate trade organization activities in a harmonious way through procedures, work instructions and other documents.
Prof. Anand Sharma 37
International Standards The international standards are formulated and issued by international organization for standardization (ISO), located in Geneva. ISO was established in 1947 by 60 founder countries as members with India as one of the founders. Standards are valid for 5 years. These standards are generic in nature and are non legal and non binding. There are ISO 9000 series and ISO 14000 series, known as Quality management Services (QMS) and Environmental Management Services (EMS) respectively.
Prof. Anand Sharma 38
40
41
ISO 9000 and Small Businesses ISO has published a handbook titled ISO 9004 small businesses (ISBN 92-67-10238-9), which dispels the myth that ISO 9000 standards are for big companies only. Aimed at managers it explains the quality system standards in plain language, with the intention of putting improvements in performance, quality, customer satisfaction and market access within th easy reach of any manufacturing or service organisation, regardless of size, through implementation of an ISO 9000 quality system. For specific area applications, several industries have adopted their own requirements based on the ISO standards, such as QS 9000 (Auto Industry), AS 9000 (Aerospace Industry), TL 9000 (Telephone Industry).
Prof. Anand Sharma 42
ISO 14000 Series These are also generic standards for environmental control systems, hence these are called EMS. ISO 14000 is a continuation of the ISO 9000 quality standards and hence it is expected that ISO 14001 will eventually become a requirement for attaining ISO 9001 recertification, thus many companies are setting goals to establish EMS that conform to ISO 14001 guidelines in order to remain competitive in the global market place. The certification process for both these standards (QMS & EMS) is the same.
43
Requirements of ISO 14001 certification The key to a successful EMS is having documented procedures that are implemented and maintained in such a way that successful achievement of environmental goals commensurate with the nature and scale of activities is promoted. EMS must include appropriate monitoring and review to ensure effective functioning of the EMS and to identify and implement corrective measures in a timely manner. Based on the environmental aspects and impacts, goals and objectives are established consistent with the environmental policy of the area / country and then programs formulated for their implementations. Internal audits must be conducted regularly so as to identify and address any non conformances. Review ensures any changes required with change in the environment.
Prof. Anand Sharma 44
Benefits of implementing EMS 1. Identifying areas for reduction in energy and other resource consumption. 2. Reducing environmental liability and risk, helping to maintain consistent compliance with legislative and regulatory requirements. 3. Benefiting from regulatory incentives that reward companies showing environmental leadership through certified compliance with international EMS standards 4. Preventing pollution and reducing waste, responding to pressure from customers and shareholders, improving community goodwill, profiting in the market for green products and responding to insurance company pressures for any short falls in implementation
Prof. Anand Sharma 45
Taking corrective actions as reported by the internal quality audit team as per pre-determined auditing frequency. Allow the system to function for 3-4 months and continuously monitor the working of the systems. Select certifying body and apply for ISO certification. Arrange pre assessment audit by the certifying body and take necessary action. Compliance of third party audit by the certification body. Certification followed by surveillance audit.
47