S Y BMS

4th Semester
 Qualitymovement’s roots dates back to
medieval Europe, where craftsmen began
organizing into unions called guilds in the
late 13th century.
 Thefactory system, with its emphasis on
product inspection, began in mid 1750’s
& Industrial Revolution in the early 1800s.
 Lots
of production and quality systems and
concepts find their origins in the World Wars
 Among the first proponent in the US for
mass production approach was Eli
Whitney who proposed (interchangeable)
parts manufacture for muskets.

 World War II was the first time when

statistical quality control (SQC) techniques.
was used to check quality.
 Walter A. Shewhart, W. Edwards
Deming, Joseph Moses Juran led the
quality movement that we know today.
 WorldWar II, Japan and Quality go
hand-in-hand.
 Japan’sstrategies was “total quality”
approach rather than product
inspection. (Focus on improving all
organizational processes through the
people who used them).
 The U.S. response, emphasized not only
statistics but approaches that embraced
the entire organization, this became known
as Total Quality Management (TQM).

 Quality
movement has since then evolved –
ISO, Malcolm Baldrige National Quality
Award , Six Sigma, Zero defects…
 Quality – the totality of features and
characteristics of a product or
service that bear on its ability to
satisfy stated or implied needs.

 Itbenefits the Organisation,

Employees, Customers and Society
at large.
 Create constancy of purpose for improving
products and services.
 Adopt the new philosophy.
 Cease dependence on inspection to achieve
quality.
 End the practice of awarding business on price
alone; instead, minimize total cost by working
with a single supplier.
 Improve constantly and forever every process
for planning, production, and service.
 Institute training on the job.
 Adopt and institute leadership.
 Drive out fear.
 Break down barriers between staff areas.
 Eliminate slogans, exhortations, and
targets for the workforce.
 Eliminate numerical quotas for the
workforce and numerical goals for
management.
 Remove barriers that rob people of
pride in their work, and eliminate the
annual rating or merit system.
 Institute a vigorous program of
education and self-improvement for
everyone.
 Put everybody in the company to work
to accomplish the transformation.
 Leadershi
p

Customer focus
Supplier
relationship

Process
Management Continual
approach
improveme
nt
Systems approach
People
Factual involvement
approach
 Joseph Juran’s belief that “quality
does not happen by accident” gave
rise to the quality trilogy:
 Quality planning
 Quality control
 Quality improvement
 External
failure costs – rejects, customer
complaints, warranty.

 Internal failure costs – scrap, down-time.

 Appraisal costs – inspection, testing.

 Preventioncosts – process assessment,

preventive maintenance, QA.
 Rewor
k and
Percentage of

Cost of Rewor
Failure k and
Cost of
Turnover

Failure

Appraisal
Appraisal

Prevention
Prevention
 Total quality management is a
management system for a customer
focused organization that involves all
employee in continual improvement
of all aspects of the organization.
 Customer-driven  Actions based on
quality  facts
 TQM leadership  Employee

from top participation

 A TQM culture
management  Product
 Continuous
development in a
improvement TQM environment
 Process  Awards for Quality
Centered  achievement
 Quality policy and quality awareness
 Confidence of customers enhanced
 International pressures for quality
 Cost saving due to lower failure/ rejection
rates
 Legal, health and safety regulations met
 Identification of primary and secondary
responsibilities for all quality related activities

 Basis to review more efficient methods of

doing an activity

 Address non conformities at the earliest for

corrective actions

 Work instructions to ensure work is done

correctly
 Noambiguity on the organisation’s
commitment

 Capability is known before hand

 Consistency of products and services

 Reduced levels of inspections

 Credibility is assured
 Total Employee Involvement

 Waste Reduction

 Total Quality Control

 People are the driving force of an
Organisation.
 Treat them as humans with intellect.
 EI results in High Morale
 EI can be implemented in
 Individual level
 Group level
 Organisational level
 These are initiatives taken at the
individual level.
 Whole is greater than sum of its
parts…
 Involves methods and practices like:
 Kaizen
 House Keeping
 5 S technique
 These are initiatives taken by
forming groups of people.
 Involves methods and practices like:
 Small Group Activities
 Quality Circles
 Theseare initiatives taken with
respect to the entire entity of the
company.

 Involves methods and practices like:

 Business Process Re/engineering
 Key Business Process
 Kaizen comes from a Japanese word
meaning “improvement”.
 Modern day meaning: Kai – Small &
Zen – Improve
 Kaizen came into focus when
implemented by Toyota in the 1950’s.
 Toyota and its production system (TPS).
2 main elements of Kaizen
 There should be improvement
 Improvement process should be on-going

 Each improvement is recorded and

displayed.
 Each kaizen is appreciated.
 The improvement/suggestion can be
small or big.
 An individual locates a pain area.
 Analyze the problem.
 Come up with a solution and
implement it.
 If effective records it down in paper
and its handed over to the
supervisor / Q circle or champion etc.
 Published and explained to groups
 The Toyota Production System
implemented kaizen through
implementing the 3 M’s
 It focused on reducing and
eliminating:
 Muri – Overburden, stress
The 7 main Muda’s
1. over-production
 Mura – Inconsistencies
2. motion (of operator or machine)
 Muda – Waste 3. waiting (of operator or machine)
4. conveyance
5. processing itself
6. inventory (raw material)
7. correction (rework and scrap)
 Itis a individual activity done by all
in the organisation.
 Each individual ensures and is
committed to keep and clean his
work place.
 HK is done in an organized manner
so that all necessary tools,
equipment etc. is easily accessible to
eliminate wastage of time.
 Benefits:
 Time is effectively used
 Unnecessary materials are not kept
around.
 Results in more productive space
 Gangways and access routes are free
 Accidents are reduced
 Results in more productivity and less
down-time
5 s is a ‘workplace organization
methodology’ by which a productive
and quality work environment can be
produced.

 Ithas to be done at individual level,

for its benefits to reach
organisational level
 Seiri (Sorting): Going through all the tools,
materials, etc., in the plant and work area
and keeping only essential items.
Everything else is stored or discarded.
 Seiton (Straighten or Set in Order):
Focuses on efficiency, the intent is to
arrange the tools, equipment and parts in a
manner that promotes work flow
 Seisō (Cleanliness): Systematic Cleaning or the
need to keep the workplace clean as well as
neat. At the end of each shift, the work area is
cleaned up and everything is restored to its
place..
 Seiketsu (Standardizing): Standardized work
practices or operating in a consistent and
standardized fashion. Everyone knows exactly
what his or her responsibilities.
 Shitsuke (Discipline):Refers to maintaining
and reviewing standards. Maintain the focus on
this new way of operating, and do not allow a
gradual decline back to the old ways of
operating. However, when an issue arises such
as a suggested improvement, a new way of
working, a new tool or a new output
requirement, then a review of the first 4S's is
appropriate.
 Small Group Activity or Quality
Circles are voluntary groups of
employees who work on similar tasks
or share an area of responsibility

 Thegroup agrees to meet on a

regular basis to discuss and solve
problems related to work.
 They work on the principle that
employee participation in decision
making and problem solving
improves the quality of work
 Characteristics:
 Voluntary
 Set rules and priorities
 Consensus
 Organized approach to problem solving
 Process in Quality Circles
 Identification & Selection of problem
 Analysis of the problem
 Generate multiple solutions
 Action plans
 Management approval & implementation
 Key aspects:
 Training
 Empowerment
 Support

 Benefits
are seen in the result of
improved - efficiency, employee
morale & quality
 BPR is an approach aiming at
improvements by means of
elevating efficiency and effectiveness
of the business process that exist
within and across organizations. 

 Itbegan with a view of dramatically

improving customer service and
eliminate any unproductive activity in
the organization.
 Just-in-time (JIT) is an inventory strategy
that strives to improve a business's return
on investment by reducing in-process
inventory and associated carrying costs.

 Italso has been described as an approach

with the objective of producing the right
part in the right place at the right time (in
other words, “Just in Time”).
 Wasteresults from any activity that
adds cost without adding value.

 Customers do not want to pay for this

‘waste’.

 Used1st by Toyota in the 1950's. JIT

began to be adopted in the U.S. in the
1980's (General Electric was an early
adopter),
 Toyota: JIT & Single Minute Exchange of Die
(SMED)
 Key Aspects of JIT
  Stabilize and level the MPS with uniform plant
loading.
 Reduce or eliminate setup times
 Reduce lot size
 Reduce lead times
 Preventive maintenance
 Flexible work force
 Require supplier quality assurance and implement a
zero defects quality program
 Small ‑ lot (single unit) conveyance - Kanban
 Totalquality control is achieved by
measuring, planning and improving
organizations quality issues.

 Itis applicable to all divisions and

functions.

 Itinvolves finding problems, facts and

solutions through the use of QC tools.
 Basis 7 QC tools:
 Pareto diagram
 Cause and effect diagram
 Histogram
 Flowcharts and process maps
 Check sheets
 Control charts
 Graphical representation of
the principle that the more one does
something the better one gets at it.

 Learningcurve shows the rate of

improvement in performing a task as
a function of time, or the rate of
change in average cost as a function
of cumulative output. 
Cost of Production

Production Quality