ent Processes} to avoid, orat least minimize, issues which led to rst placo. For contract work, particularly work awarded by government agencies, control issues are among the top reasons for not renewing a contract. denotes, ich are directed to maintaining: pt etting of quality targets. ical ‘conformance __Si Taking corrective action where any deviation is noticed. Ba fanning for improvements in quality. W91.A.4 Evolution of Quality Control The quality of goods and services produced are monitored, either directly or time immemorial. However, using a quantitative base involving statistical principles to conti} quality is a modern concept The Egyi ‘The ancient Egyptians demonstrated a commitment to quality in the constr pyramids ction of their The Greeks ‘The Greeks set high standards in arts and crafis. The quality of Greek architecture of the fifth. century 8.C. was so envied that ndly affected the subsequent architectural constructions of Rome. Roman built cities, churches, bridges and roads inspire us even today, prof The Japanese Japan although totally destroyed during world war Il, embraced the new philosophy whole heartedly. When W. Edwards Deming visited japan and lectured on new ideas im 1950, Japanese engineers and top management were convinced of the importance of statistical quality control as a means of gaining a competitive edge in the world market, Subsequently {.M. Juran, another pioneer in quality control, visited Japan in 1954 and further impressed upon them the strategic role that management plays in the achievement ofa quality program. ‘The Japanese were quick to realize the profound effects that these principles would have on the future of business, and they made a strong commitment to a massive program of training | Fe and education. Bs The next phase total quality coutrol took place during 1960s. An important feature during this phase was the gradua’ involvemen of severai departments and management personnel — | in the quality control process. Previously, most of these activiti wil albar ‘by svople on the shop Mloor bv the production foreman, 4iwepection and qualiiy coniral departmantFig. 1.2. Total quality manageorét circle Quality Activities Market research to study user needs and preferences. Analysis of customer compl ints of existing product. * study of competitive product quality. |. Formulation of qualitative requirements ofthe new product.1. Qualification testing of proto- itmeets user's requirement at ‘minimum cost. {ype toassess its functional efficiency, reliability and ‘maintainability. Review of manufacturing drawings for producibility, interchangeability of com: ponents and standardisation, R&D, Quality Control PROCESS |. Process Planning. Production, Quality PLANNING of process capability studies, Control 2. Designand tooling and process — | -do- doe control instromentation, 3. Formulation of qualitystandards | -do- Quality Control, for complete equipment and Reo assemblies 4. Preparation of procurement -do- Purchase, R&D specification for materials and bought out components, 5, Formulation of inspection Quality Control | Production, Process | | 7 procedures. Engineering 6. Designiprocurementofspecial | -do | -do- test equipments | MATERIAL 1. Capacity verification of vendors | Purchase Quality Control PROCUREMENT | 2. Incorporation of quality equire- | -do- -do- ments in purchase orders, 3. Surveillance ofqualityatvendor’s | QualityControl | Purchase works. 4. Quality assurance of incoming material do. | ao. PRODUCTION | 1. Operationof process contoland | Production Process Engg. and data feed back for improvemei Quality Control 1 2. Process surveillance andinspee- | QualityControl | Production tion/estingof product a 3. Investigation of defectsand causes. | -do Production and of out of conteol process Proceed Ea 4. Analysis of quality data for do Production, Process improvement in the process Engg and R&D. product VSAGE AND | 1, ‘Technical advice for proper Marketing’Service | — MAINTENANCE | operation and maintenance fe 2. Performance fed back on Marketing Quality Control reliability. Failure alysis Quality Control Process Engs., R&D. and Production.» Third, TQM aims at developing the relationship of ‘employees at all levels in the organisation. » Decrease of mistakes in all operating areas. » Barly mistake recognition. » Mistake prevention asa preventive step. » Avoidance of wastes » » » Reduction of the lead times. Increase of the flexibility and profitability. Better capture and conversion of the customer's ne » Contented position of the customers. ————— Elements of TOM The various elements of TQM are : @ b> Be customer focused : It requires the company to check customers’ attitudes regularly and includes the idea of internal customers as well as external ones. > Do it right the first time : This means avoiding rework, i.e., cutting the amount of defective work. »» Constant improvement : Continuous improvement allows the company gradually to get better. »» Quality is an attitude : Everyone has to be changing the alitude of the entire workforce, and a »» Telling staff what is going on : This involves improved communication, Typically, itincludes team briefing. »» Educate and train people : An unskilled workforce makes mistakes. Giving more skills to workers means they can do a wider range of jobs, and do them better: Htalso means educating staf in the principles of TQM, which is a whole new style of working. »» Measure tlie work ; Measurement allows the company to make decisions based om facts, not opinion. !i belps to maintain standards and keep processes ‘within the agreed tolerances. d to quality. That means way the company operales. T sment must be involved : if senior management is not involved, the ‘programme wil) fail . “Make ita good place to work : Many companies are full of fear Staffs are their boss and making mistakes. Ther is Bo polQuality concept of conformance and »»_Quality concept of performance. of design deals with the trnggnt conan’ that the product or service must requirements of the customer. timp es tha naprotuctor | servis ye desis a ly the needs of thé Consumer. ly speaking, ie design should be the simplest and least expensive while ‘Still mee! customers expectations. Quali design i influenced by such factorsast cost, profit policy of the firm, demand for product, availability ofparts an aati ake r example, suppose the quality level of the yield strength of steel cables desired by the customer is 100 kg/cm’. When designing such a cable, the parameters that influence the yield strength’ would be selected so as to satisfy this requirement at least minimally. In practice, the product is typically over- designed so that the desired conditions are exceeded. The choice of safety factor (K) normally accomplishes this purpose. Thus, to design a product with a 25% stronger load characteristic over the specified weight the value of kwould equal 1.25 and the product will be designed for a yield strength of 100 x 1.25 125 kg/cm’. pre —_— HI1A.7.2 Quality concept of conformance Quality of conformance is the level of the quality of product actually pro and ocdesign. When the quality of a product entirely conforms to the specification (design), the quality of conformance is deemed excellent. Specifications are targets and tolerances determined by the des:gner of a product. Targets are the ideal values for which production is expected to strive; tolerances are. acceptable deviations from these ideal values recognizing that itis difficult to meet the exact targets all the time due to variability in material, machine, men and process. Forexample, ifan engineering component manufacturer specifies the diameter of a steel pin. as 2.525 + 0.005 mm, the value 2.525 is the target value and + 0.005 is the tolerance. Ina similar way, in case of an Airline service, if on time arrival of a flight is specified as within 15 minutes of scheduled time, the target is scheduled time and tolerances + 15 minutes, ‘The measure most commonly used for expressing the qualit: defective. A fraction of defect of 0 % implies that the quality ofa product iqthe quality of design. Even if the quality of a design is vary good and quality of is poor, the product cannot give the intended service and is classified as u For example, in case ofa service product like maintenance of le : . da the quality of design is reflected in the relevantacts 4 rnance depends upon the extent to which these= ypically organizations spend a lot of resources to ensure quali . Includes operational controls and inspection. Inspection and policing has become sucha big activity becatise of non compTTance to systems and procedures. We think while poor _ design quality contd be due to tack oF knowledge and competence, quality of conformance is more to do with discipline and attitude. Hence policing has become a major activity to meet quality requirements. We also think that this becomes a habit which evolves intoa culture of being used to be policed to ensure that rules, procedures and systems are followed. This is evident not justin factories manufacturing products, but in almost all walks of life including theroads. On Indian road we see such a large police force deployed just to ensure compliance. to traffic rules; we are not sure if any other country spends so much of resource for this activity: The level of policing is so high that at each traffic signal point we sometimes see Couple of constables and an inspector; and this seems to be quite normal for us. ‘There is already a pretty good system of signal lights to control traffic, still why do we have polic Sontrolling the traffic? This is a clear case of resource being wasted in inspection or patrolling, The resource used here can be put for better tse; may be making improvement plans and better de There is no do hat for growth and progress the quality of design has to imprave, not just for purpose of customer delight, butalso to focus on Design for Assembly, Manufacturability i and Serviceability: But Hirst we must ensure tiers conformance, and this has to be met with improved tech: es rather than utilizing human resource in excess inspection, patrolling and policing. In manufacturing for instanc improved fixtures, computer controlled closed ; loop equipments, gauging and error-proofing is adopted/as compared to inspection of finished H Soods. Ever. with good control in place itis essential that there is adherence to systemeand | procedures and this calls for positiy ttitude and discipline. Following procedures with Hitleintervention and policing brings in a disciplined culture and matueity to theeyetem “We must ensu techniques. © there is conformance and this has to be met with improved There must be a conceatrated effort to br with human resource development. The ch the business and the educational level of is when the psople involved is as vast problem does have a | road. Some things t c s change in the system andit is todo lenges are different depending on the nature of ple being handled, for sure the most challenging ind mixed as the public on the road; but every solution. Several things can be done to improve the situation on the ome to our minds 1. Publicawareness campaigns i 2. Clear and attractive displays of rules at the nctions including in the local language. ents like tucational institutes, offices, taxi and I | | 9. Awareness drives at selected seg } auto driver associations, { 4. Collecting data and identifying the major offe for example if auto drivers are identified specific awareness for that group, ; 5. Involvi ders and focusing more on that group; as the major rule breakers, then there must be g publicin the awareness campai etter cea: 8. Display of accident data with photographs, if possible at specific junctions 7. Heavy fines for breaking rules must al: in discip ine initially and not the only %o be imposed, but this should be only to bring Way of control, ‘The resource currently used to control traffic at si improvemenis, wich will also add to their devel 'snal lights can be use to carryout all the ‘lopment and respect in socielQuality of conformance that the manufactured product or the service! meet the standards selected in the design phase. oc ¢ Designed quantity level —> Fig. 1.7. Cost and value as a function of designed quantity. @1A.7.3 Quality concept of performance Quality of performance is concerned with how woll the product functions orF i of the company are fulfilled: product, itis possible that their are few quality problems which ar Y ‘we can make a few changes in the product specifications so th requirement are met. { Procurement | (Capital Pre | ‘Goods [Qualification | , Reverse | Purchase| pees ‘Auction Rate ‘ = | ‘Terms & Conditions| [Commercial Bid] '+[_WORK ORDER Fig. 1.9. Automation of procurement process. | | j | } | 2, Procurement of New Products : Let us require a particular new prod in the market. We come to know about the product from advertisement fret internet. In that information the spe ew pro Before purchasing the product these formalities are very organization deals with the testing and procurement of the newly launch ‘The working strategy of the Quality control organization is by analysing thelé specifications of competing products. This is a very sour fact that not all product fulfils all the requirements of the customer. In all those cases may have to be asked, whether they can provide additional features to requirement of the company.Hindpendent Coutrtior Agia ‘lavoite = ‘documentation to controller, Credit Card's, Credit Card Le isitan independent corr anteater? Aloe yes __ Obtain P.O. from Controller Taal Invoice Purchase |), Requisition PO.‘toward imy uct al 9 become competitive and {o stay in business, and to provide jobs. 2. _Aslopt the new phil y. We are ina new. age. Western management must ‘awaken to the challenge, nul Tourn el teoponatliies and take on leadership for change. 3._Gease dependence on inspec eve quality. Eliminate the need for inspection ‘Oli a tase Dasis by building quality into the product in the first place. : 4. Bnd the practice of awarding business on the basis of price tag, Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of joyeity and trust * ce anly ind forever the system of production and service, to improve quality y and productivity, and thus constantly decrease costs. SATnsti 7. institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of an overhaul, as well as supervision of production workers. ute training on the job. 8,_Drive out fear, so that everyone may work effectively for the company 9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11, (a) Bliminate work standards (quotas) on the factory floor Substitute leadership, {b) Eliminate management by objective. Eliminate management by numbers, numerical goals, Substitute leadership. { 4 a 12, (a). ve barrier rob th id worker of his right to pride in workmansip, @ responsibility of supervisors must be changed from sheer nunibers fo quality. {b) Remove barriers that rob people in management and engineering oftheir right to pride in workmanship. This means, inter alia, abolishment of the annual or meri ratingas< 1 jement by objective. Re iaement must \dership for rinspection pimise total tionship of rove quality | machines werhaul, as sales, and in use that ro defects tionships, ystem and rship. pride in om sheer irtight to } or merit 18. Institutea vigorous program of education and self-improvement. 14, Put everybody in the company to work to accomplish the transforma ‘transformation is everybody's job. Jiminate boundaries Ly Arminate the use of slogans. Aprove the quality of supplies a th wusly improve production. | 127Lat people be proud of {6mm id educate all employe Bocourage selFimprovement bs core ality 7 Supervisors must help peop plo sign 1.D__VENDOR RATING Vendor rating isthe result of a formal vendor evaluation system. Ve given standing, status, or title according to their attainment of some ie Such as delivery Tead time, quality, price, orsome combination of var for the establishment of such a rating system is part of the eff service firms to ensure that the desired characteristics of « purch built in and not determined later by some after-the-fact indicator. The v take the form of a hierarchical renking {rom poor to excellent and wi:atever rankuig ti firm chooses to insert in between the two. Forsome firms, the vendor rating may com #l the form of some sort of award system or as some variation of certification. Much of fai attention to vender rating is a direct result of the widespread implementation of the United States and its focus on the critical role of the] motvatii scturess and rvter is jerdne ra time concept in th relationship. Criteria for Evaluation Vendor performance is usually evaluated in the areas of pricing, quality, delivery. orvigo. Each area has a numberof factors that some ffs deem cri"al te succes vendor performance. Pricing factors include the following x v» Competitive pricing. The prices paid should be comparable to those of vend providing similar product and services. Quote requests should compare favorably other vendors » Price stability, Prices should be reasonably stable over time. » Price accuracy. There should be a low number of variances from purchase-Ot-ler pi on invoiced received Advance notice of price changes. The vendor should provide adequate advance mi of price changes‘Quality is considered as the most powerful factor to4J pure, retain and or ne Ihave in tha iddern business scenario, Achieving customer satisfaction 1s thea “anagement is the most effective enterprise ‘strates a state aay ieee eneeaiesticental cone den tos In the last fow yeats, the business world has stood witness to Planning and achieving higher level of quality 1s fundamen comet operation’ SF enterprises, which necessitates understanding us dyoamien Tag Tran organization in order to set goals and judicious! Th ‘aiclenicy and effectiveness with which resources are obiaiv depend upon the good management practices that the or ality madagement go necessitates how Well the system meas 0 Jilferent metrics related to the business processes. Tnterrelationships a7 ses, thelt ietrics and the organizational achievement are is ization vals with issues related to quality. A number of in va {wired for ihe objectives of the partners of the enterp (sof customers, as there are many conflicting goals such as high wat ct fatuire of Organization ment is interested in organization mainly fr f ‘umpany, organization isa means to an end to its crea ganization as “the management fi ments of manage ‘A socia! it of people, systematically structured and {to meet a need oF to mursue collective goalson acontinuing basis. All organizations have a manay that determines relationships betweeu functions anc delega al structure ivides and Organizations ent beyond their ‘oles, responsibilities, and authority to carry out defined task systems in that they affect an fected by we ofa hierarchy that eve snceess Gn One new organization at your ave startin; 5, YOUR Tiormsalion }Ools, fesaurAnts. and,sup) baling ape aoigeeaaet team would w 5 haps a hierarchy of decision makers would A efit structure before portant shote nk Oe supervision, which are directed tovvards the achievement Seon ag the viewing glass oF ee thro ational structure Characteristic Hierarchical structure -_Organie structure i f | | Higher pastictp employees hav ‘on decision m Fig. 2.1{8) ‘Types of organization structure and characteris! differentiation tower level more tefluence ns downward flows,can iby improving the product quality __ upto point Q. and that further improvement in quality decreases the contribution. Thus from the ~~ economic point of view, itis middle quality level __ which gives the maximum benefit, It should be ~_ hoted that the quality in this context and the given © > Fig, 2.12 is the quality of design or the grade of Poduci. It should not be confused with th Increasing Quality —> fality of conformance, which is dis Te" Fae Maximum // XConteibution Value of Cost in ® Fig. 2.12, Quality of Conformance and Quality Costs | Aproduct that meets or exceeds its design specifications and is free {defects that means its Sppeatahice or degrade its performance is said to have high quality of conforma ince. Note that ifan economy cars free of defects, itcan hav a quality of conforman is just as high as defect-tree luxury car. The pure 0 a beasopulently ny tobe free of defects. ae ES detecting and dealing with de! ‘osts that are called quality costs or costs of qualitygThe uso of the term “quality cost” is confu: ng to some people. It does not feler to cosis such as using a higher grade leather to make or using 14K gold instead of gold plating in jewelry. Instead the tern quality cost refers to all of the costs that are incurred to prevent defects or that result from in products. Quality costs can be broken down into four broad groups. These four groups are also termed as four (4) types of quality costs. Two of these groups are known as peova and appraisal casis These are incurred ian effort to keep deTootive products Tome Tae ino he ands of cstomers Th eter too goa eat rom ling ostéand external fare costs. Internal and external failure costs are incurred because defects ‘Ge produced ac Spite efforts to prevent them therefore these sts are also known as costs of poor quality Four types of quality cost are briefly explained below Prevention Costs : Generally the most effective way to manage quality costs is to avoid the defects in the frst place. Its much less costly to prevent a problen from ever happening than it Jstofind and correct the problem after it has occurred. Prevention costs supportactivities whose purpose is to reduce the number of defects. Companies employ many techniques to prevent defects for example statistical process control, quality engineering training, anda variety of tonls from quality management (1 Prevention costs includ and statistical process control (to be explained later), ——..Celiployess tre increasingly boing anked Wherefore ngly being th approach along with designing products to be ex sei design specifications, Failure costs can be either internal or external. Internal n of defects before they are shipped to customers. These sctap, rejected products, reworking of defective units, and downtime caused by problem. The more effective a compan af activities the g ' defects internally and th al failure costs. This is the price th paid to avoid incurring e: ich can be devastating. : External Railure Costs : When a defective product is delivered to customer, external failure ast is the result. External failure costs include warranty: repairs and replacements, product Tecalls, liability arising fram legal actions againsta cou and lost sales arising from a reputation for poor quality. Such c its. " to customers, and we'll take care of any pro uder.the warranty.” This attitude generally results in high external failure costs, customer ill will, and declining market share and profits a | In the past, some managers have taken the altitude, “Let's go ahead and ship everything { : External failure costs usually give rise to another intangible cost. These intangible costs ate hidden costs that involve the company’s image. ‘They can be three or four times ae tangible costs. Missing a deadline or other quality problems can bedntangible costs of (MeN {ptemal failure costs, external failure costs and ir ingible costs that impair the goodwill of the company occur due to a poor quality so thes are also known as costs of poor quality by some persons. Examples of four types of quality cost are given below : > Systems development Net cost of serap_ > Quality engineering Net cost of spoilage i > Quality training Rowork labor and overhead > Quality circles Ro-inspection of reworked products > Statistical process control Retesting of re > Supervision of prevention activities > Quality data gathoring, analysis, and reporting » Quality improvement projects > Technical support provided to suppliers > Audits ofthe effe..iveness of the quality system).) OUALITY MANAGEMENT ‘Bxtenol future Casts | Test and inspection of incoming materials eld servicing and handling ‘Test and inspection of in-process goods ‘complaints Final product testing and inspection > Warranty repairs and replacements Supplies used in testing and inspection > Repairs and replacements beyond the Supervision of testing and inspection activities | warranty period Depreciation of test equipmont recalls Maintenance of test eqipmen ing from defective products and allowances arising from problem Plant utilities inthe inspection are Field testing and appraisal at customer site arising from a reputation for REAL BUSINESS EXAMPLE Simpie Solution Very simple and inexpensi Company had a persist. favo buttons, an ON bu der each hut ind then installs the n the customers othe cident, workers are jeone forgets to ins. Howeve is chronic problem 4 100% Deets (No Defective) Inereasinys Quality of Conformance Fig. 2:14,a c a statistic: manuifactured, By the control ch igactually produced because control chart predict the a Control Chart 2 ing from common causes and variation resulting from spec display of process stability or instability over time. Every process has variations. Some variation may be the result of normally present in the process. This could be special cause variation. Some varia simply the result of numerous, ever-present difference e This is com jon. Control Charts di between these two types of variations. standard deviations (3 sigm: nl Control limits represent the limits of variation that should be expected from a process: state of statistical control, When a process is in statistical control, any variation is the) of common causes that effect the entire production ina similar way Why Use Control Charts ? >» Monitor process variation over time » Differentiate beween special cause and common cause variation » Assess effectiveness of changes » Communicate process performance, Benefits of Controlcharts “4 » Help ybii recognize and understand variability and how to control it Identify ‘special causes’ of variation and changes in performance Keep you from fixing a pro ral is varying randomly within control limi no “special causes” are present. If you want to improve it, you have to ob identify and eliminate the root causes of the process variation ‘Assist in the diagnosis of process probl Determine if process improvement effects are having the desired affects. 3.A.1 Theory of Control Chart Tnspite of keeping the production conditions same, variations in the quality of am ‘will always occur, These changes occurs because number of factors act random not be avoided in any process, There are few irregular changes which occurs duet area aca oi con a ltl Temoving the causative r ‘of random variations can be predicted because it follows a set patternote tis practically _ characteristic is +3a. It means if process is under control, the. ; z itrol, the quality should not exceed +36 from the mean value. ae Process out of control Upper Limit Mean Value J i Sa Lower Limit Sample Number Fig. 3.1. Principle of control charts Vertical Axis Variation in quality characteristic Horizontal Axis > Order of products produced Inthe graph, three horizontal lines are available, middle line represents the mean value and the upper and lower signify +3 and —3o respectively. This graph is used to show the measurement of the quality characteristics versus number of products produced. Upper and Lower lines are used to limit the control. The process is said under control untill plotted points remains within the limit lines and when it come outer of the limit lines itis called out This is the base of control chart. a Inactual, plotting of points for individual observations does not properly reveal the trend of variations and the chart gets clustered up. In actual control chart applications, measurements are taken on samples comprising of 4 or 5 consecutively processed articles each, drawn from a : the production run al regular intervals so one point is plotied foreach sample which $ age value in the sample. Eien:3:00PM 8 6.9972 7.0176 6.9925, 4:00PM 9 6.9562 7.0533 6.9949 5:00PM 10, 6.9993 7.0005 7.0034 | isa measure of dispersion, thatis, itis the differenge between the ae umvaluesinasample, al ote We have seen that the distribution of variable measurement data can be adequately described by twostatistical characteristic. Namely mean value (X) and range R. To control the process we use X chart and Rcontrol charts. §93.A.3 Construction and Analysis of R Charts Steps for Calculating and Plotting An X-Bar and A Control Chart for Variables Data ic mean) and (range) Control Chart is used with variables data when ie is between 2 and 15. The steps for constructing this type of The X-Bar (arithm subgroup or sample Control Chart are : Step 1 — Determine the data to be collected. Decide what questions about the process you plan to answer. Refer to the Data Collection module for information on how this is done. Step 2 - Collect and enter the data by subgroup. A subgroup is made up of variables data that represent a characteristic of a product produced by a process. The sample size relates to how large the subgroups are. Enter the individual subgroup measurements in time jon of the data collection section of the Coniral Chart labeled ollection sequence in the port MEASUREMENTS.Where X= The average of the measurements within each subgroup ‘vidual measurements within a subgroup ‘The number of measurements within a subgroup P Average Example 4 5 6 150 153 149 48 164 (15.3 160 172 149 156 155 165 154 155 15.1 15.96 15.98 15.34 3414.94 15.0415.2+16.4 5 Constructing an X-Bar & R chart Step 2 Collect and enter data by subgroup Legend [sr lor. 14.0]14.0) 16.8]15.2 16.4|13.6) 16.4]15.0 15.0 nter data by subgroup in time sequenceTitle :_ | | Date Jar.j2F[ 3h) 4F. OP: = * . 15.36 + 15.04 + 15.82 + 15.36 + 15.98 = 19858 _ 15.40 a ski eR)’ 9, 28 e 7 fisa}iaa|i5.3]15.0/16.3/ 14.9) 1 0} @ [14.9]16.5 15.1 |14.8|16.4] 15.3]16.4] 15.8] 15.2) 25 u 3 fis 0fi4s|i5.3|16.0]17.2|14.9]15.3[16.4) 13.6 & | 4 faa )i5.6 [18.6 [15.6] 15.5] 16.5]15.3]164]150 E |p fuea)ia.a 14.9 ]i5.4]15.5] 15.1]16.0]15.8) 16.0 T Ave /15.36]15.04|15.82|15.36]15.98]15.34)15.5: [15.58}14.56| Range [15 |12[ 36] 12[19|16 [14] 24) 16 Tlolslelslelapsis ai x Tot v - Enter the range for A ak each subgroup £ z Pe Constructing an X-Bar and RChart Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 a 2 a — Calculate ~ Caloulate average of subgroup ranges — Galculate Us d i = Calculs ~ Select scale and LCL for subgroup averages CL for ranges Document the chartThe individual range for each subgroup A = The average of the ranges forall subgroups k = The number of subgroups. Average of Ranges Examples 1.5 +1.2+3.641.2+1.941.6+1.44: 41.6 Step 7 — Calculate the Upper Control Limit (UCL) and Lower Control Limit .) for the average of the subgroups. At this point, your chart will look like a Run Chart, Now, how. ever, the uniqueness of the Control Chart becomes evident as you calaulate the control Limits, Control limits define the parameters for determining whether a process is in statisti= cal control. Step 8-9-Select the scales and plot the control limits, centerline, and data plotting area. The scales must be determined b ‘plotted. Oiice the upper and lower control limit select the scales is to have the current data take (Y) axis. The scales for both the upper and lo high or low out-of control data points, ints, ineach efore the data points and centerline can be ts have been computed, the easiest way to ‘up approximately 60 percent of the vertical wer plotting areas should allow: fur further Step 10~Provide the appropriate documentation, Each C who, what, when, why, and how information’ sdata originated, when it wascollected, who collectedit, any identifi nt or work groups, samplocine aad all the other things neces: ‘standing and interpreting it.Itis important that the egend include all ofthe information that clarifies what the data deseribe Range control charts are used to control the rar nge or dispersion of the process. Central line represents the mean range and the 3c lines are used as control limit, ~The mean range F is expressed as where, d, = constant whose value depends w = standard deviation il situation, the value of sti R=axs pon the sample size naverage of averages of grand mean; Sy -> standard deviatio ‘The standard deviation of the distribution of sample ranges is given Sy =d,xS d, = constant whose value depends where, ‘The values of UCL and LCL for R chart are given by Simplified Formula in X and R Charts We know that R=d,xo R =d,xs‘Value of A, can be obtained from the table. The values of UCL and LCL for the R chart are given by UGL = R + 3S_ LCL = R - 38% Combinely these limits can be written as ‘On substituting the value of Sz UCL and LCL = R + 3d, x S On substituting the values of S | UCL and LCL = Dies» Another approach is to construct control limits for representative. should span the range of the sample size and should include those > AC charts used to track the total number of nonconformities (defects) in constant size, are small, most observations will show zero nonconformities, with one nonco showing up occasionally and two or more nonconformities even less freq » C-chart are also useful in the case of low quantity production, where the ¢ quality level will show up more readily in the C chart. » The number of defects in a C chart may be expressed in any convenient uf er piece, per 100 meter length or per 100 kg of material. % Toconstruct the C chart we have to collect all defects record which cause! of product. For all practical purposes, the distribution of the number of d assumed to follow a normal distribution curve. The standard deviat distribution is given by o.= VC where, C ~ average number of defects per unit of product. Control limits for C chart are UCL = C + 3VC Central line = C LCL = C- 3ve Example 3.2: Priyanka Furniture is « manufacturer of executive chairs for corporate to control the quality of its chairs, its quality manager inspects the number of scratches on each one of them and obtained tPrepare the C chart. Solution. Control chart for number of defects (C-chart). UCL = C + 30 = 17,09483 o= JC = 84 = 2.898275 CL = 84 LCL = 0-30 = - 0.29483 (take as 0)a ‘On reporting of failure, faulty unit or system is sent to workshop to repair. oy In workshop faulty unit is inspected carefully so that we are able to know the reat failure He fave to » To repair the system we have need so software etc, so we arrange them, eae the system. » When repairing tool are arranged, then now we have to rep : » When system is repaired now finally repaired system is tested so that after taking its placeitwill effectely perform. » Now system is sent back to take its place. 4.22.1 Mean Time to Repair (MITR) Asname suggests Mean Time To Repair means how much time is taken taepairthe system. To calculate this we maintain the record, in this record we note the fail and the time of repairing and by the help of that record w ula Total numberof hoursspenton repairs MTTR = epeGLoN ep ane Numberof failures The shorter the MTR, better the maintainability » Maintainability also depend on design of product, it means if design is easy, it is possible to search problem area and repairitin Tesser time » Maintainability also depends on how easily we are repairi techniques and staff member (workers (7 up time (after repair) down time (unplanned) ao | | } } | } off one failure one failure one failure | j { { ‘Time Between Failures = (down time — up time} : ZAldown time —up time) ‘Mean time between failures = MTBF = =X Hime = up time) ee Z number of failuresplant should be. He should satisfy himsolf that sufficient funds have been allocated in the estimate to p him to provide effective reliability control. No estimate should be accepted as complete unl ability cont ‘The cost of reliability control will have a wide variation, the complexity of the process and equipment and the return on investment, With this background, the Project Manager is in a position to make certain that the follo steps are being carried out 1. Preparation of the Inspection List. Identi controlled from the reliability standpoint. spect each item on the 2. Preparation of Inspection Plan. Determines who will ins specti Tsteas well as how, when, where and how often inspections must be made, From t inspection plan a close estimate of cost can be made and this should be compared the original estimate. ification Review. Ensures that specifications for items on the inspection list refle allreliability control requirements. | Selection of Vendors. Establishes that the vendor is competent to supply the equipma as specified. This includes investigation of : (a) Vendor manufacturing facilities. (8) Vendor quality assurance program. (0) Vendor scheduling procedures. (d Conditions imposed on the vendor. Inspection and Reporting, Verifies that the completed equipmer a pment meets speci Only qualified inspectors should be used and each inspect for each item including : spector should sae (a) Specification review (b) Inspection plan. {¢) Inspection. (@) Inspection report and recommendations. 6. Corrective Action. Ensures effective follow-up of the results of inspection, Inaddition, the Project Manager must ensure th. x a . Jat during field erection and assembly operations. He jes areas or equipment which must b } | | | quate inspection is being perfo 14.22.2 Maintainability Function Maintainability is an indices associated wit ‘ b 4 is withan i] el it is that filed equipment will be required within ae rots ba repair time, then maintainability is defined aes 23 "4049 Mi) = PTs)and eliminate them. Some time reasons of some defects is very obvious __ Temoved while some reasons are unknown and cannot be determined. Diagnosis is such a ‘complex Process that it is difficult to say the reason for a particular defect. S defect in a particu 2a mne reasons, To avoid these Nentification is done with an organised way for this formal defect studies is used, Fora defect free product, every defect m Decatise economically it will be very costly becau money is nooded. In defect analysis engine: ans time is used, we use test facilities and some time some product is destroyed so they all uses money in some form so from economic point of view, itis not beneficial unless the expected benefits Prevention of d ely to ex¢ he cost of deft Generally there are two type of defect (0 Sporadic (ii) Chronic Sporadic Defects Our process is under control and everything is fine, Suddenly process goes to out of control due to some new factor tl type of defect is known as sporadic defects. To control the Process we have to find the reason an nate it. So it is our primary duty to detect and remove sporadic def Fe ae Wi 4.1,2/ Chronic Defects Inour product some defects in certain percentag, type of defects are known as chronic defects. V defect. In chronic defects there are many type of of varying magnitude. Itis not possible toanalyse all these defects simultaneously, So, itis important to concentrate on the ‘vital few" Ingpite of trival many. Defects causes losses, which can be evaluated by vital few’. Firstly we haveto try toremove that defects which causes great losse s, whose reason are unknown. That ous reasons are responsible for chronic because it increaSe company loss: And due to this type of failure company also loose customer's faith on them. So, a quality manager should take care of it, Due to some losses, product fails on warranty-petiad which is not desirable for company 4.2 MANAGEMENT RESPONSIBILITY {the quality manager identifies the major defect which is causing major loss, he has to now analyse the defect and find the way io eliminate it with its cost, and iTwe eliminate itsome saving {5 done. Now he will represent the study of the project envestment infront of __ management for their approval, Now management will study it properly and ith , they will approve it by providing necessary funds and su nls like engineering, production, estingsie. RRR RS Teproducts. Few of the considerable steps are : » Analyse the product and collect the data ; Untill we have not comple no about products we can not analyse the defect properly. ‘Team for defect first analyse the product. cs » By the study of product team ind how product works what are its how we can operate it, and what are the techniques of manufacturing. i »» Andalso the Team should collect the data of final inspection results, process contra data, material inspection data and processing data if there are any change in pro¢ess, Boe, DETECT THE FAULTY UNIT i Generally, any product is made from more than two units or components, so firstly applicable), that is faulty, should try to find out the problem area or proc For example, if motorbike is not starting, this means that there are few problems in the bike riveree But problem area may be » Fuel system » Ignition system » Glutchassembly, etc. We have to check the system properly and study its symptoms so that we are a aa of defect. Each assembly unit ieabeckae and if found sina Similarly for the process. Surface defects in certain components may be due to dex material, faulty casting, improper heat transfer, poor metal finis! ve 5 i rh sfer, metal f g. We : poor metal finishing. We have to try tofin 4.5 PROCESS ANALYSIS Once it is identified that defect is due to prc cess, we will try to find responsible for defective pro and we take we nsib tiv a e several st&ps P Se igs ia ee all variable Tact an etna ‘System (product) system. luct) may be of two types (i) Si i a fo) tale (i) less quality characteris! Complex. in simple syste asy to test each process am anemia gpd the °F ieee Bl ge aie is compl See ae ¥ to check, The tes ; serene wnt oe nay “ ‘ aslationora tse Pol tanta dagenReliability of a product also depends on its manufacturing process. Some failure oc “Mnant ess, Those processes are, cold forining, machining and grinding ident ‘marking, improper heat treatment, acid picking electroplating, welding, re-working ete ‘Deficiencies in Material Be. Many failures originate due to improper material, 1t means that raw material which ‘using for our product is not of good quality. bility material should be of high stand andquality, — Errors in Assembly, Sometimes system fails because its components are assembled incormecty. For example} electronic project we use good quality components but due (0 poor soldering reliability of electro peclect is ess, 2 : Environmental Conditions very device is subjected to some environmental condition under that specifiad-capdtl system ;performs better. The environmental conditions aretem perature dity, pressure, sha vibration, gravity. All these parameters have to be in a specific normal functioning Operation and Maintenance i Reliability ofa system or product also depends on these two factors, How we are operatingil ‘and How we are maintaining it, Hence, better operation and maintenance At eae Reliability of a system depends upon th i Nuiberofitemsfailed pie aa tems falls Failure rate) ~ sToiattest hoursot allt ‘As much failure rate is low, system is more reliable. Let us suppose asystem is being suBjected toa life test, Ev i ed tgalife test Every time it fails, itis repl ‘ancwone. Suppose our system has a cons!ant failure rte of 0.002 perhourit pe: fail on average of 2 times in every 1000 hou a e ~ 1000 MTTF = ak 500 hours y» MITTF remains constant as failui ins grrr unen TETATE Bains constant so for such gat WT, {PTE is independent of the li i TE isin pendent oft fea i jsbeter inex forthe comparison oeDeb Peet | Cunnce falta phase 3 5 Fig, 4.2. A typical life-cycle curve. The life cycle curve of Fig. 4.2 shows the variations of the failure rate asa function of time. For the chance failure phase, which represents the useful life ofthe product, the failure rate, is constant, As a result, the exponential distribution can be used to describe the time ta: failure of the product for this phase. The probability density function is given by fl) = dew; 120 where, 2 = failure rate MTTF = 1/0 4 ‘The reliability at time t, R(), isthe probability of the product lasting up to atleast time tt is given by 2 A(t) = 1-F (9 where, F(t) = cumulative distribution function d fo= a MO t FO = fe Mat ° Ry = 1- FW) = 1- feat °100: Wha sai Solution. The constant f ; failure distribution with a fai "rat 5000 h? Find the MITE. failure rate 2 is obtained a lure rate of 8% por A= 0.08/1000h = 0,00008/h j The reliability at 5000 h is i Ri) = @ : 1 1 Exampies2: 5 Sioa a What is th is ib failure rate for a product if itis to h i ' u p have a probability of survival (that is x 959% at 4000h: ne that the time to failure follows an exponential Solution, bility at 4000h is 0.95. Ifthe constant failure rateis given by 4, we have 1 of time Or = exon : ee A = 0.05129 0.0000128/h = 1 1s the hi erate is 12.8/10*h fora reliability of 0.95 at 4000h, 14.16 BUILDING ABILITY IN THE PRODUCT ioe Ta lial aul ner’s satisfaction. A system designer, Slee ‘lial of the design parameter of the system, y components are used, the reliability of ases the cost of the product the product ally e rn Before design’ duct, we have to rd of reliability according to customer's gning a reliable product. They are 2. The re each part shot s is economically feasible 3. Effecti ati g 4. Parts impr method 5. Use of mponents 6. Structural 1 7. Mainten:Cost reduction due to the fact that time pro ___ Services that are produced according to the requirements of consumers, » Building and delivering a finished article that conforms to consumer requirements: ___all'times will result in increased customer. silts asad RE and increased profitability. » Possible to measure the cost of quality. A process can be over engineered by an organization in its efforts to create zero defects. Whilst endeavoring to create a situation of zero defects increasing time and expense. may be spent in an attempt to build the perfect »ss that delivers the perfect finished product, which in reality may not be possible. For example, a consumer requirement iable, never fue) consumption. lowever, in this e, in practice, if an orgai havé some Kind of built in obsolesc will have a more limit CIRCLE “Customer & Interested Partie Needs & Expect i Grats Syeiioa Expectations Fig. 4.6. The quality circle of workers {or even students), usually under quality circle is a volunteer group composad eager, who are tral 8 Teadership of their supervisor (but they can elect a team er ee nalyze and solve work-related problems and BSEby Dr. W. Edwards Deming, It the quality circle, which stressed the participation of maxit be engaged in industry in quality control programs. ly the members of a J {quality circle) should be from the same work chaser ar nae eee ‘work-so that the problems they select willbe familiarto all of them. In addition, interdepartmental ot crass Piciietal quality circiea may elobe formed. . aa ‘An ideal size of quality circle is seven to eight members. Aytthe number of members ima quality circle can vary and depend upon requirement. _ Other History ‘of Quality Circles >» Small Groups » Action Circles » Excellence Circles » Human Resources Circles » Productivity Circles. ality circles are not normally paid a share of the cost benefil of gny impraxexaants but usually a proportion of the savings made is spent on improvements tothe work environment ‘They are formal groups. They meet at least once a week on company time and are trained by competent persons (usually designated as facilitators) who may be personnel andl industrial relations specialists trained in human factors and the basic skills of problem identification, information gathering and analysis, basic statistics, and solution generation. Quality circles are generally free to select any topic they wish (other than those related to salary and terms and conditions of work, as there are other channels through which these issues are usually considered). Quality circles have the advantage of continuity; the circle remains intaet from, 1 project, circles are an alternative to the dehumanizing concept of the division of labor where ‘workers or individuals ae treated like robots. They bring back the concept ofcraftsmanship, vweich when operated on an individual basis is uneconomic but when used in group from win be devastatingly powerful. Quality circles enable the enrichment of the lives of the. d creates harmony and high performance. Typical topies areimproving workers or students an‘ i c ocupational safety and health, improving pr oduct design, and improvement in the) and manufacturing processes Quality circles were first established in Japan in 1962; Kaoru Ishikawa has been with their creation. The movement in Japan was ‘coordinated by the Japanese Us Scientists and Engineers (JUSE). The first circles were established at ‘gad Telegraph Company but then spread to more than 35 other comp ‘By 1978 itwas claimed that there were more than one million qué 1 p workers, They are now in, most|__Step 6: Problem analysis ‘Step 6: Implementation Step 7: Evaluate results Step 8: Standardization Fig. 4.7. The QC story based on the PDCA cycle. QUALITY CIRCLE a ~< Be ACCURATE SPECIFICATION SERVICE / DURABILITY DELIVERY & SALPs PURCHASING \ GOOD APPEARANCE ] TESTING a REASONABLE cost INSTRUMENTATION TIMELY DELIVERY — EDEL PRODL PROCESS: a Fig. 4.8. Detailed quality circle. ‘Theroare different quality circle tools, asl & fele of loss to society include failure to m unsatisfactory perfromance that leads to loss of good will and reduced market shi The purpose of quality improvement, then, is to discover innovative wat of designing products and processes that will save society more than they cost in the long run. All products ultimately cause loss because they break and then need to be pe or replaced or because they wear out aller an adequiato perfromance in their functional life. The degree to which the pfoduct or service meets consumers expectations affects the magnitude of loss. Taguchi contends thal the loss due to a product's variation in perfromance is ‘proportional to the square of the perfromance char'y teristic’s deviation from its target value Figure 5.3 shows an example of the quadrati ‘on, This function is an example of the target-is-bst condition. Ifthe quality charac (the target (or nominal) value in. eiecredton, 1 on, the I rea aq wacom ne include the dimensions s ing pressure in a press, Paeaity and cost of a manufactured ern ‘fluenced by the engineering design of the product as well as the process ‘Taguchi advocatesa three-stage de forrelevant parameters in the product and to process: sysiem design, parameter design, and tolerance design. In system design, scientific and engineering princinles and experience are ised to create a prototype of the product that i tocreate process that will build it Parameter design involves finding the optimal sat inarderto minimize perfromance Variability. Tagu ‘Target value Quality characteristic (y}Product design Process design Manufacturing As noted earlier, in the T guchi philosophy, luality is the loss imparted, is time a produc shee eels receding section wr toe a Ue l0ss incurred while the productisbeie manufactured The componantsofTosyTaelade ieerpanse eet lst opportunity tar aI oTata pee oe target value exactly, During production, inspection, scrap, and rework. Loss. Although those costs are mes such a To. Tere ae others hat at aoc ae “difficult to measure, a. has the loss associated with ustomer dissatisfaction that arises mn in products and service: _ ind waste i important, but they are bounded by M factors as labor and material ieaaom in marke ver, is very much influenced by socleteahar ae || al growth in market sha is very much tnfluenced customer; nice tv are critical factors in this context, Any cost ingurted Byte eistonier or any Toss resin roa oa havea significant negative valizes savings from using the product or service will turn it over mz ly narket share. These ideas lead us * toconclude that variability is he key concept that relates Product quality todollars. We can express this variability through a loss function The quality loss function igs dalterms. which provides a com for various entities within an organizan 0. such as management, engineer fe ltted to periromance measures sucl-sothesieeere bed in the earameter design phases, The Toss lances Bag of Hie deviation of the quality-c iracteristicsa Qulity characteristic (y) Fig. 5.8. Loss fufittion fora situation ir. which larger is beter. The quantity £(1/y*) can be estimated form a sample of n items as. 2 1/y? 4 ‘SUST-IN-TIME (JIT) _ iI is a phil inous improvement in which non-value-adding activities (or wastes) are identified and removed for the purposes of ee o Reducing Cost improving Quality 54 ;proving Performance » Amproving Delivery e-Aadding Flexibility ‘crease innovativeness. JU? is a collection of techniques used to improve operations. I can also be anew production. system that is used to produce goods or services. The American Production and Int Eontrol Society (APICS) has the following definition of pra: ie“A philosophy of manufacturing based op planned elimination of all was Tmprovement of productivity. Itencompasses the successful oi a SEWN Tae a final product, from das n engingpring icindingallsigesof-onversion fom sw material onward. The ial including all stages of conversion from raw material onw 2 having only the required inventory when needed; to’ smpiors aaa = reduce lead time by reducing setup times, queue Jengths an a ; revise the operations themselves; and to,accomplish th ings ~ s isfully, significant competiti Whenjhe JIT principles are implemented successfully, 7 ' are realized. JIT principles can be applied to all parts of an organization: purchasing, operations, distribution, sales, accounting, design, ete. @ stn Time (IT) production is amanufacturing phil olin vith time, labor, and storage space. Basics of t tare that the com only what is needed, when itis needed and jin the quantity that is needed. produces only what the customer requisites, orders, no to forecast. JIT defined as producing the necessary units. with the required quality, in the nece: atthe last safe moment. It means tha ny-can manage with theira allocate them very easily. Fig. 5.10 shows a drawing of the JIT concept. Fig. 5.10. JIT concept ~Elimination of Waste JIT usually indentifies seven prominent types of waste to be eliminated : » Waste from Qverproduction » Waste of w % Transportation Waste » Inventory Waste Processing Waste, Waste Motion Waste From Product Defects7 ; agatermational Organization for Standardization widely known as 180 isan iterations Sandard-selting body composed of represenatives from various national. standards oe junded on February 23, 1947, the organization, promulgates (puts intoreffect) pera strial and commercial standards. It as its headquarters in nd Switzerfand. While ISO defines itself as a non-governmental organization, its ability to Set standards that often becomes law, either through treaties or national standards, makes it ful thant most non-governmental organizations. In pr acts asa consortium (association) with strong links to governments. Ithas a membership of 163* (year 2012) national st and small, industrialized and developing, in all regions of the world, 1SO develops technical standards which add value to all types of business operations. They contribute to. the dissemination of tochnology and good business practice. They support the development, manufacturing and supply of more efficient, safer and cleaner products and sorvices. They :ween countries easier and fairer. ISO standards also safeguard users and er many aspects of their lives simy clops only those standards are required by the market. This work is carried out by expects coming from the ind technical and business sectors which have asked forthe standard, and which subsequently put them to use. These experts may be joined by others with relevant knowledge such as representatives of government agencies, consumer organizations, acader d testi wf laboratories. Published under the ¢ on of a Standards, ISO standards represent an international consensus on the state of the art in the technology or good practice from countries large ards insti 5.2 NAME AND ABBREVIATION The organization's logos in two of its official languages, English and French, include the: ord ISO, and it is usually referred to by this short-form name. ISO asserts that ISO is not an acronym or initialism for the organization's full name in either official language; rather, Aaa oclad SO basal on hdGeeebWord iso, meanings coe that the onganization’s initials would be differentin different languages, the organization's 1 ISO as the universal short of its name. However, one of the founding acted the original naming question with the comment “I recently ing’ equalThore was founders select delegates, Willy Kuert, recol read that the name ISO was chosen because ‘iso’ is a Greek term m no mention of that in Le | 5.3 ISO 9000 Zo | The ISO 9000 family of standards relate to quality management systems and are designed to | they meet the ds of customers and other stakeholders. help organization Ht : standards are published by ISO, the International Organization for Standardization and available through National standards bo« 10 9000 deals with the fundamentals of quality management systems, including the elght ‘management principles on which thefami la sed. ISO ily of standards is bas Fequirements thal onganivations wishing to meet the tanclard haveto-meet nents thal ongunizations wishing to meet the slanlate “seeee Independent obtained from ‘hd arty certification bodes. Overa independently certi ‘nigISO GODT one of the ma the world today, , CASO 9001 is used when any organization wants to establish that provides confidence in the organization's ability to prove rode a r Seeds nl expectation Prout ellanticn Manas a improvement Resource | fnanagement. Management responsibility Requirements Satisfaction Input Product Ou 7 Ttis the standard in the 1S0 9000 family aga jiroments your quality management in be certified by ap exter recognizes that the term “product applies to se (eral, hardware and software inten ir customer. ‘Thore ae five sections in the standard that specify activities that need (0 4 requirements for the quality management system and documentation, Management responsibility, focus, policy, planning and objectives. 3, Resource management and allocation. 4, Product realization and process management, and, Measurement, monitoring, analysis and “Management responsiblity rent erat parties flys {improvementImplementing ISO 9000 Quality Management ‘System i : Implementation of 1$0 9000 affects the entre organization right fram the start. If pursued | With total dedication, it results in ‘cultural’ transition’ to an atmosphere of continuous improvement. an ‘The process of implementing ISO 9000 depends on: * © % The sophistication of your existing quality program, ~ 2 Thesize of your organization, and ~_3. Thecomplexity of your process The 14 essential steps, brief implement 180 9000 quality » Step 1 ™ Step 2. : Establish implementation team. » Steps: Start Management system successfully, fly described below, are to be followed through in order to | } Top management commitment }P Management tment, | ISO 9000 awareness programs. » Steps ‘Conduct initial status survey, Step. The top management (managing director oF chief executive) should demonstrate a commitment nda determination to implement an ISO 6000 quality management s3tere in the organization, Without top management commitment, no quality initiattecansecut Top management must be convinced that registration and certification will enable the organization to demonstrate to its customers a visibTE commitment to quali: should realize thata quality snaragemen (system would improve overall business efficiency by eliminalign ot wees duplication in management system, Step 2: Establish Impiementation Team byzpeople. The first phase ofimplementation calls fr the commitment 1509000is implemented by people, The first I lis forthe coms of top anagerent-the CEO and perhaps. handful of other kay people Thetsstaeg ie castle gale mation team and appoint a Management Represe entative (MR) as its | impleinentalion. Ils members should include representatives coordinatorto plan andaversee im r"BP QUALITY: STANDARDS A\ ‘Step 4 : Provide Training Step womerHoos s1-Marketing, Design and development, a the implementation tam should alsobe trained, ofall functions of thé organization by a professional training organization, Quality contro, etc: The member {9000 quality manage’ reness Programs ment systems ization f materials and comps Step 3 : Start ISO 9000 Away i coe 10.9000 awareness programs should be conducts 0. communicate to the aim of the ISO 9000 quality management syste the advantage it offers to empl ¢ and th how it will work ; and their roles and resp. customers ‘and tho of jonents should al within the system, Suppliers 0 programs, 1 the benefits that the organization expects tozab ‘The awareness program should emphasiz ttmpug ts 180 9000 quality management system. The program should also stress thaligh Jevel of participation and solf-direction that the quality management system rending mployees. Such a focus will go far toenlist employee support and comiaitment. ‘The programs could be r py the implementation team or by experts hired to tal different levels or employe and all people int ‘Since the ISO 9000 quality management system affects all the ar onganization, training programs should be structured for different categories of empl senior managers, middle-level managers, supervisors and workers, The | SO 46h implementation plan should make provision for this training. The tra a g. The training should covert} basicconcepts of quality management systems and the standard and the | e standard and the likely work cul implications of the system. In addition, initial training may also be ne ee quality manuals, procedures and work instruction ; auditing principles pee | laboratory management ; calibration ; testing procedures, etc. SRR When in-house capacity to carry out such training is not availabl : ot available, it may be necess: participate in external training courses run by professional training he necenaaay Alternatively, an external training institution could be invited tocandigltgenie. Fam in-house trainiy courses. ‘onduect Initial Status Survey 150 9000 does not require duplication of effort orredundant system, T x int system. The goal ofS create a quality management system (hat conforms to the standards. Tee incorporating, adapting andadding onto quality programnsalready in place Snare) theimplementating process isto compare the organizaloveeestivessen eel system, ifthere is one — with the re ea For this purpose, an organization flow chart showing h eae iit one) tronvorder placement by tha TS actually Heese should be drawn up. From this over-all flow chart, aflow chart of activins ee should be prepared oe oe STactivities in each depart With the aid of the flow charts, a record or existing i . 4 ef i a atabllabed A snificat tunibor of writen procedures wn patency Bia they are very much out of date, these documents should not be Tce a should be incorporated into the new quality sement sysi mani 3 agement svstenf, Documents ality mana s ofthe standard (IS0.900% 2000I give different, contradicting versions of a process that are not accurate or clear. Tists why ibe fer ofan ? time around, and have to be revised several times. Once it has been agreed " the current process, this pro has obe adapted, suplamected al aR . to the requirements of the quality standard (ISO 9001 :2000), This requi ; arrangements, the drawing up of additional documents and possible removal documenation (¢.g., edure n/test plans, inspection/test instruction) my a est reports, inspection/test certificates). si sting processes or the re-organization of processes. In general, the steps to follow are the following : » Asceriain and establish the following What is the present operation/process ? What already exists ? Analyze the relevant sections of the quality standard ~1SO 9001 : 2000 What is actually required ? Ifnecessary, supplement and change operational arrangements in accordance with the standard, develop documents and records, and describe operations) processes = What is the desired operation/process ? Figure 5.1 shows the steps in introducing a quality management system. The above BSB Jledge level is there. Ora formal pre-assessmentcan analysis can be done internally, ifthe know! be obtained from any one of a large number of ISO 9000 consulting, implementing, and registration firms. |6 : Create a Documented Implementation Plan if Once the organizaiton has obtained a clear picture of how its quality management system. compares with the ISQ.9001 : 2000 standard, all non-conformanees 0 : : he plan calls for ed implementation