TQM5 6

Module Content and Structure
Lecture No's Content

Centre for Strategic Manufacturing
1&2 Introduction, What is Quality? Benefits of Quality, Cost of Quality,

3&4 Development of Quality Principles, Quality Assurance, ISO9000
5&6 Total Quality Control: Tools and Techniques
7&8 Total Quality Management: Models
9 & 10 TQM Success Factors: Processes, Strategy, Performance Measureme
11 & 12 TQM Success Factors: Benchmarking, People, Plan
13 & 14 Reliability
15 & 16 Acceptance Sampling
17 & 18 Statistical Process Control (SPC)
19 & 20 Process Capability
21 - 24 Taguchi method
Total Quality Control - TQC
• Is the next step from QA in terms of quality

maturity.
• It is about using scientific and systematic tools
and techniques to control and manage quality
within an organisation
• Essentially it is QA + quality tools and techniques
• QS9000 is rapidly becoming an international
standard for TQC
What is the objective of QS9000?
To facilitate development of a global

quality system that provide for
continuos improvement, emphasising
defect prevention and the reduction of
variation and waste in the supply chain
What is QS9000?
It is short hand for Quality Systems Requirements QS9000

It is the common supplier standard for
Chrysler Corporation
Ford Motor Company
General Motors Corporation
It is based on the 1994 edition of ISO9001,
It contains additional requirements common to these
customers
It also contains additional requirements particular to these
customers
So what is QS9000? Business
Planning
ISO9000
Advanced Product
Quality Planning
QS9000
= Production Part
Approval Process
FMEA
Measurement
System
Analysis
SPC
So what is QS9000?
Business Planning
• Do we have a process for creating business plans based on best practices,
competitive information, benchmarking and market data?

• Do we deploy these business plans in to actions at critical parts of our
business?
Advanced Product Quality Planning

• Do we have a controlled process to create right fist time and right all the
time quality plans?
Production Part Approval Process

• Do we properly understand customer engineering design and
specifications?
• Is our production capable?
So what is QS9000?
Failure Mode and Effect Analysis

• Do we have a systematic means of recognising and evaluating potential

failure modes identifying actions to reduce the chances of a failure
documenting the process
Measurement Systems Analysis

• Do we have the correct procedures to assess the quality of the measurement
system?
• Do we use the data from this measurement systems effectively?
Statistical Process Control

• Do we operate the correct statistical systems to manage the performance of
our processes?
To whom does QS9000 apply?
To all suppliers of the Big Three

and to their suppliers suppliers
and so on
It is based on the 1994 edition of ISO9001, but it contains

additional requirements particular to these customers
What are the additional
requirements of QS9000?
Too many to list specifically

Effects almost all 20 elements of ISO9000
It enlarges functions effected by the standard, eg.
Engineering / Technical
Manufacturing/Production
Industrial Engineering
Purchasing / Materials Management
Quality and Reliability
Financial / Cost Estimating
Product Service
MIS / DP
Packaging
Tooling and Maintenance
Sales and Marketing
Subcontractors as necessary
Module Content and Structure
Lecture No's Content
1&2 Introduction, What is Quality? Benefits of Quality, Cost of Quality,

3&4 Development of Quality Principles, Quality Assurance, ISO9000
5&6 Total Quality Control: Tools and Techniques
7&8 Total Quality Management: Models
9 & 10 TQM Success Factors: Processes, Strategy, Performance Measureme
11 & 12 TQM Success Factors: Benchmarking, People, Plan
13 & 14 Reliability
15 & 16 Acceptance Sampling
17 & 18 Statistical Process Control (SPC)
19 & 20 Process Capability
21 - 24 Taguchi method
Tools for TQC DOCUMENTATION TOOLS:-
Flow Charts, IDEF, DFD,
Structured English, etc
PRIORITISATION TOOLS:-
Pareto Analysis and FMEA
ANALYSIS TOOLS:-
SWOT, Brainstorming, 6 Why’s,
Cause and Effect Analysis,
Why/What/Where/When/Who/How
DISPLAY TOOLS:-
Graphs, Scatter Diagrams,
Pie Charts, Histograms, etc
STATISTICAL TOOLS:-
SPC, Process Capability
Taguchi, Reliability, etc.
DEPLOYMENT TOOLS:-
QFD, Policy Deployment
BRAINSTORMING
To generate quickly a wide range of ideas to:-

• Identify the cause of a problem

• Identify potential solutions to a problem
Procedure
• Stage 1- Generation of ideas
• Stage 2- Assessment of ideas
Key Features
• Excellent method of generating large number of
ideas
• Unstructured results
• Best used as part of a more structured problem
solving method
SWOT Analysis
Strengths, Weaknesses, Opportunities, Threats
• Demonstrates on a single
diagram all relevant attributes
• Clarifies elements to be
minimised to eliminate Strengths Weaknesses
problems
• Clarifies elements to be
maximised to reduce the Opportunities Threats
impact of problems
Cause and Effect Analysis
(Fish-Bone or Ishikawa Diagrams)
• Helps the group to visualise the problem

• Encourages divergent thinking but along a logical path
• Provides diagram for easy discussion
• Based on brainstorming but more visual
Major Major Cause Major Cause Major Cause 1st, 2nd and 3rd
Cause e.g. Methods e.g. Machines e.g. Manpower order causes
Effect/
Problem
Major Major Major Major Cause

Cause Cause Cause e.g. Materials
Process Cause and Effect Diagrams
The Process
Q ua lity T h ird P a rty

C o n trol W a re h ou ses
R e ceipts for
Test C o nso lid a tion
P ro b le m
W e t G o o ds W et G oods P ro du ct P ro du c t
S hipp in g,
S pirit B ottlin g,
W a re h ou sin g DOP, C u stom er
P ro cessin g P alle tisin g
S to ck C on tro l
D o cu m en tatio n D o cum en ta tio n D o cum en ta tio n Invo ice
D ry G o od s O rd er
D ry G o o d s BOM, O rd er,
O rd e r
M a teria ls BOM C u stom er C o m p la ints
S ho rt-T e rm S erv ices

E xte rn a l P la nn in g,
O rd e rs
S up p lie r P rocu re m e nt
P urcha sin g
L on g-T erm D e m a nd
O rd ers
Process Cause and Effect Diagrams
The Cause and Effect Diagram
Planning, Bottling,
External Purchasing Procurement Palletising
Materials Ordered on Accurate+Realistic Bottling Plan
Time/in Correct Quantity Plans Hit Rate
Line Choice Breakdowns
Forecast Quality
Transportation& Unrealistic Line Accuracy
Shipping Delays Planning Availability of Absence of
Planning Data Daily Priorities
Orders not Material Product Mix Material
Labour Supply& Material Supply
Made Bookable Supply Supply Line Skills
Material Capacity
Supply Planning& Spirit
Systems Accuracy of Bottling
Cost Data
Availability Planning Data Supply Plan
% Orders not
Shipped on Time
Loss&Damage
Changes to in Store Documentation
Material Blend Program Spirit Quality External Warehouses
Availability and Strength Spirit Availability
Picking
Accuracy Orders not Made Bookable
Availability of Blend Inventory
Specification Data Accuracy Capacity Loading Plan
Accuracy Inaccurate
Late Liquid Orders Loading
Transportation Flexibility
Lack of
Receipts Product
Problems Capacity
Spirit Data Knowledge Priorities Transport
Labour Supply/ Quality Availability Stock Record Failure to Availability
Capacity Accuracy Book Ship
Blend Hit Rate Data Accuracy, Vatting Hit Rate Order Processing
Timeliness Lead Time
BOM, Shipping, DOP,
Warehousing Materials Spirit Processing Stock Control
Pareto Analysis
• Sorts out vital few from the trivial many

• Translates raw data in to numbers and percentages

• Based on facts
• Requires sufficient, reliable, representative date in numeric
forum
• Requires accurate identification of problem
• Focus is on identification of the vital few
Cause Problem
20%
Trivial
Many
80%
80%
Vital Few
20%
Reasons Quantity % of total Cum %
Pareto Analysis
Part shorts 2756 46 46 Example
Workmanship 1004 17 63
Design 915 15 78
Part Defects 653 11 89

Wrong Part 260 4 93
Electrical 211 4 97
Gas leak 106 2 99
Others 22 1 100
Total 5927 100%
100%
80%
60%
40%
20% Part
short
10% Workman-
ship Design Part
Defect Wrong P Elec. Gas.
0%
Failure Mode and Effect Analysis
FMEA
• Provides an element by element analysis of the causes and

effects.
• Analyses potential failure mode - i.e. how a system can fail
• Investigates controls currently in place
• Determines potential causes of failure
• Prioritises causes
OCCURRENCE SEVERITY DETECTION PRIORITY

Almost Never 1 Hardly Noticeable 1 Obvious 1 Occurrence
x
Occasional 5 Dissatisfaction 5 Visible 5 Severity
x
Often 10 Serious Effects 10 Undetectable 10 Detection
FMEA - Example
Assembly of pump on to engine
Failure Effects of Cause of Current

O S D Prio. Action
Mode Failure Failure Controls
Assembler Error Paperwork in Provide a

Gasket damaged
or misaligned
Leaks oil Lack of Fool the form of a 3 7 2 42 foolproof
proofing bill of material method
Incorrect bolt Provide

Gasket damaged
or misaligned Leaks oil tightening None 3 7 8 110 work
sequence instructions
Leaks oil Reduced air

Insufficient Gauge Invest is a
Bolts work loose pressure
torque used to
and oil stops Incorrect
Calibration 3 9 8 216 torque transducer
secure pump Check with auto read-out
circulating calibration
Quality Function Deployment
QFD
Japanese definition of quality (JIS Z8101, 1981)

• A system of means to economically produce goods or
services which satisfy customer requirements
In this context QFD becomes a planning tool which:-

• Deploys customers requirements to products through the
product development process
Customer
requirements
Product development
Process
Product
The QFD Approach
Customer Years of durability

requirements
Design No visible rust for 10 years

requirements
Paint: 2-2.5gm/sq.m Part

Crystal size: 3 max Characteristics
Dip Tanks Manufacturing
3 Coats Operations
Time: 2mins min Production

Acidity: 15-20 Requirements
Temp: 48-55
What
How (What)
The QFD Approach
How
The QFD Approach
Very strong relationship

How
Strong relationship
No rust
Weak relationship What
Years of
Durability
The QFD Approach
How
No rust
What
Years of
Durability
10 Years
How Much?
The QFD Approach
How =9
No rust
What =3
Years of
Durability
5 =1
3
2
1
5
2
10 Years
Priority
50 6 33
Customers
requirements
Design
requirements
Design
requirements
Part
Characteristics
Part
Characteristics
operations
Manufacturing
Manufacturing
operations
The QFD Approach
Production
requirements
The QFD Approach
Correlation
Matrix
How
What
How Much
Competitive
Assessment
QFD Example
QFD Benefits
• A thinking / planning tool

• A great deal of extra work, but
• Preserves knowledge
• Customer satisfaction - informed trade-off’s
• Fewer start-up problems
• Shorter lead times
• Warranty reduction
• Can be used for business planning
• POLICY DEPLOYMENT
• HOISHIN PLANNING
The Seven Wastes
Motion - This covers all movements people need to make to perform their roles,
including people moving to get tools or parts or changeover from one product to another. It
also includes the body and arm movements we make at our place of work.
Excess production - All production that isn’t immediately shipped to customer is

waste. This means that all forward orders, make to stock and “getting a bit ahead of the
rush” are wastes.
Waiting - People waiting for work, work waiting for people, etc - waiting does not add
value but increases cost.
Inventory - Any part that is not being worked on is counted as inventory. Therefore all
in-process, raw materials and finished goods stock is waste.
Conveyance - Any use of conveyers, forklift trucks, lifts, etc which moves products
around is a waste. They use up time, increase lead times, increase inventory, consume
resources and energy as well as increasing opportunity for damage and errors.
Excess Processing - Any activity which does not add value therefore which should
be eliminated, but isn’t because the process is not capable I.e. rework, inspection, etc.
Producing Failures and Rework - Any activity which does not produce perfect
work first-time-in-time. All the time used to deal with errors is also a waste.
The Five Ss
Seiri - Sort (Eliminate)
• Distinguish between those items that are needed and that are not needed
• Put all items of doubt in a quarantine area and see what is withdrawn over a set time
• Get everything that has not been used or is not essential for doing the job
Seition - Set in Order

• Identify the right place for everything and then put everything in its place ready for
retrieval
• Look at what is used most often and put it nearest to those using it
• Find easy ways to ensure that everything is in its right place
Seisu - Shine
• The team is responsible for keeping the equipment in clean and good working order
• Prevent things getting damaged and lost by keeping things as they should be
• Establish formal plans for maintenance
• Keep the work area clean and swept.
Seiketsu - Standardise and Proceduralise

• Establish standards and formalise these
• Make all standards simple and visual if possible - photos, pictures, colours, cartoons, etc.
Shitsuke - Sustain (Respect and improve the standard)

• Audit against the standards
• Continue to improve the standard and eliminate waste
• Visual management - allow the team to monitor their own performance simply - all activities
use visual clues to show if they are performing as they should - A visitor should be able to
judge if all the processes are in control.

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Module Content and Structure

Lecture No's Content

1&2 Introduction, What is Quality? Benefits of Quality, Cost of Quality,

• Is the next step from QA in terms of quality

To facilitate development of a global

 It is short hand for Quality Systems Requirements QS9000

competitive information, benchmarking and market data?

Advanced Product Quality Planning

Production Part Approval Process

Failure Mode and Effect Analysis

• Do we have a systematic means of recognising and evaluating potential

Measurement Systems Analysis

Statistical Process Control

 To all suppliers of the Big Three

 It is based on the 1994 edition of ISO9001, but it contains

 Too many to list specifically

1&2 Introduction, What is Quality? Benefits of Quality, Cost of Quality,

Pareto Analysis and FMEA

To generate quickly a wide range of ideas to:-

• Identify the cause of a problem

• Helps the group to visualise the problem

Major Major Major Major Cause

Q ua lity T h ird P a rty

D o cu m en tatio n D o cum en ta tio n D o cum en ta tio n Invo ice

S ho rt-T e rm S erv ices

• Sorts out vital few from the trivial many

• Translates raw data in to numbers and percentages

Part Defects 653 11 89

• Provides an element by element analysis of the causes and

OCCURRENCE SEVERITY DETECTION PRIORITY

Assembly of pump on to engine

Failure Effects of Cause of Current

Assembler Error Paperwork in Provide a

Incorrect bolt Provide

Leaks oil Reduced air

Japanese definition of quality (JIS Z8101, 1981)

In this context QFD becomes a planning tool which:-

Customer Years of durability

Design No visible rust for 10 years

Paint: 2-2.5gm/sq.m Part

Time: 2mins min Production

Very strong relationship

• A thinking / planning tool

Excess production - All production that isn’t immediately shipped to customer is

Seition - Set in Order

Seiketsu - Standardise and Proceduralise

Shitsuke - Sustain (Respect and improve the standard)

Das könnte Ihnen auch gefallen

It is short hand for Quality Systems Requirements QS9000

To all suppliers of the Big Three

It is based on the 1994 edition of ISO9001, but it contains

Too many to list specifically