UNIT IV

TQM TOOLS AND TECHNIQUES II

Quality circles Objectives: To give an opportunity to employees to use their wisdom and creativity To reduce errors and enhance quality of productivity To encourage team spirit and cohesive culture and create harmonious human relations To promote job involvement and participation To increase employee motivation To harness problem solving capability To build an attitude of problem prevention To improve communication To promote personal and leadership development To improve internal house Keeping To improve Quality of customer service To facilitate the achievements of business goals To contribute to the improvement and development of the organization To respect humanity and build a happy, bright workplace which is meaningful to work in Structure: Elements of quality circle: The elements that constitute the structure of Quality circle system. Size and source of members of Quality circle: Ideally members of a circle should be from the same work area The ideal size is 6-7 members It can vary from low of three members to a high of about eight The size must never be so large Too few members also make the circle dominant There can be more than one circle, depending upon the number of employees who want to be the members and nature of work handled by them

Structure of Quality circle

Steps in formation of Quality circles Step 1. The section head may call a staff meeting and explain the following: Quality circle concept Objectives of quality circle Advantage of quality circle Aspects of quality circle to be highlighted in meeting: Quality circle enables employees to establish meaningful relations with each other and ensure harmony Quality circle enables tapping individual potential Quality circle is not a management devise but only a forum of members to come together and solve problems to themselves Quality circle improves quality of work life Participation is voluntary Step 2. After explaining the concept, The manager may call for names of employees who would like to be members of quality circle. The names can be furnished, say within a period of seven days. In the meanwhile, the manager can circulate the available literature on quality circle among the employees Step 3. When the names are received, The managers may group the members depending upon the functions performed. Employees from the same work area are to be grouped together.This will be necessary only when more number of employees have come forward to be members of quality circles Step 4. The section head , Intimate the employees regarding their grouping, if more than one quality circle to be formed. Call a meeting and declare formation of quality circle Step 5. Quality circle may given a name, like Lotus circle Apollo circle Pride circle Step 6. In the meeting, section head facilitate the group to elect a leader and deputy leader After formation of a circle, it consists of the following Facilitator: Manager/section Head Leader/Deputy Leader; elected by quality circle members Members themselves Roles and responsibilities of Quality circle members: Attend all possible meeting Offer suggestions and ideas to the circle in good faith Participate actively in the group process

 Be accountable for the overall team spirit of the circle Assist leader/deputy leader in circle activities Quality Circles - 7 QC Tools Check sheet Flowchart Histogram Control chart Pareto Chart Cause and Effect diagram Scatter Diagram Take part in management presentations 7 Muda List Muda of over production Muda of waiting Muda of transport Muda of processing Muda of inventory Muda of motion Muda of repair/rejects Quality Function Deployment (QFD) Quality Function Deployment is a planning tool used to fulfill customer expectations. It is a disciplined approach to product design, engineering, and production and provides in-depth evaluation of a product. Parts of house of quality: i. Customer requirements ii. Prioritized customer requirements iii. Technical descriptors iv. Prioritized technical descriptors v. Relationship between requirements and descriptors vi. Interrelationship between technical descriptors

Reason for QFD 1. To improve the communication of customer wants throughout the organization. 2. To improve the completeness of specifications and to make them traceable directly to customer wants and needs. Characteristics of QFD QFD is a quality system that implements elements of Systems Thinking and Psychology of customer needs, what, and how end users become interested. QFD is a quality method of good Knowledge. QFD is a quality system for strategic competitiveness. Quality Function Deployment (QFD) is the only comprehensive quality systems that satisfy the customer throughout the development and business process -- end to end.

Benefits of QFD: Customer driven Product/Servive design and development Reduces implementation time Promotes teamwork Provides documentation Improves Customer Satisfaction Reduces Cost Quick New Product Release Critical Quality Features

 Right Technology Taguchi method: Taguchi Methods is a statistical methods developed largely by Genichi taguchi to improve quality of manufactured goods. The philosophy of off-line quality control. Innovations in the design of experiments. Definition: Taguchi defines Quality as the loss imparted by the product to society from the time the product is shipped. LOSS = Cost to operate, Failure to function, maintenance and repair cost, customer satisfaction, poor design. Product to be produced being within specification Taguchis Vs Traditional Approach Taguchis Traditional

When a product moves from its Target There is Good or Bad Products only as will cause the loss even if the product per Limits lies or not within Limits

Taguchis Quadratic Quality Loss Function Quality Loss Occurs when a products deviates from target or nominal value. Deviation Grows, then Loss increases. Taguchis U-shaped loss Function Curve

Taguchis U shaped loss fn curve:

Formula to find Taguchis Loss Fn L (x) = k (x-N) Where L (x) = Loss Function, k = C/d = Constant of proportionality, Where, C Loss associated with sp limit d - Deviation of specification from target value x = Quality Features of selected product, N = Nominal Value of the product and (x-N) = Tolerance TPM meaning TPM is a partnership between the maintenance and production organization to improve product quality, reduce waste, reduce cost, increase equipment availability and improve maintenance state. TPM definition Maintenance is defined as the management, control, execution and quality assurance of activities which ensure the achievement of optimum availability and performance of a plant in order to meet business objectives. Objectives of TPM Improve Equipment Effectiveness Achieve Autonomous Plan Maintenance To Train all staff in maintenance skills To Zero Breakdowns Benefits of TPM Increased productivity

Equipment reliability Reduced down time Increased plant capacity Low production maintenance costs Team work Between Production & Maintenance People Improved safety & Profit

Basic steps to organize TPM 1. Management learns the new philosophy 2. Management promotes the new philosophy 3. Training is funded and developed for everyone in the organization 4. Areas of needed improvement are identified 5. Performance goals are formulated 6. An implementation plan is developed. 7. Autonomous work groups are established Improvement needs The overall goals of Total Productive Maintenance, which is an extension of TQM, are Maintaining and improving equipment capacity Maintaining equipment for life Using support from all areas of the operation Encouraging input from all employees Using teams for continuous improvement

Cost of quality: All organizations make use of the concept of identifying the costs needed to carry out the various functions product development, marketing, personnel, production etc., Until the 1950s this cost concept had not been extended to quality function, except for the departmental activities of inspection and testing. During the 1950s the concept of Quality Cost emerged. Different people assigned different meanings to the term. Some people equated quality cost with the cost of attaining quality; some people equated the term with the extra incurred due to poor quality. But, the widely accepted thing is Quality cost is the extra cost incurred due to poor or bad quality of the product or service. Categories of Quality Cost: Many companies summarize quality costs into four broad categories. They are, a) Internal failure costs - The cost associated with defects that are found prior to transfer of the product to the customer. b) External failure costs - The cost associated with defects that are found after product is shipped to the customer. c) Appraisal costs - The cost incurred in determining the degree of conformance to quality requirement. d) Prevention costs - The cost incurred in keeping failure and appraisal costs to a minimum. Some times we can also include the hidden costs i.e., implicit costs. Traditional Quality cost model

Emerging Quality Cost Model

The companies estimate quality costs for the following reasons : a) To quantifying the size of the quality problem in the language of money improves communication between middle managers and upper managers. b) To identify major opportunities for cost reduction. c) To identify the opportunities for reducing customer dissatisfaction and associated threats to product salability.

Performance measures Objectives: Establish baseline measures and reveal trends. Determine which processes need to be improved. Indicate process gains and losses. Compare goals with actual performance. Provide information for individual and team evaluation. Provide information to make informed decisions. Determine the overall performance of the organization Characteristics: Quantity

 Cost Time Accuracy Function Service Aesthetics Basic techniques for Performance measure: Time series graph Control chart Capability index Taguchis Loss Function Cost of poor quality Malcolm Baldrige National Quality Award