Benefits of Quality Control

Benefits of bore ControlTHE select entertain ERAThe inspection-based approach to select was challenged by Walter A. Shewhart. Shewharts landmark 1931 book stinting Control of Quality of Manufacturing introduced the modern era of timberland management. In 1924, Shewhart was s everalise of a group break a agencying at Western Electrics Inspection design Department of Bell Laboratories. Other members of the group include Harold Dodge, Harry Romig, G.D. Edwards, and Joseph Juran, a veritable whos who of the modern prime(a) movement.The new model of fictional character included ideas that were quite radical at the time. Shewhart recognized that variation could never be completely eliminated. Try as one might, no two things could ever be made exactly the same. Thus, he reasoned, attempts to eliminate variability were trustworthy to fail. Then Shewhart took a huge conceptual leap the rudimentary lying-in of fictional character control was not to position variation from requi rements, it was to distinguish amongst variation that was a normal result of the serve well and variation that indicated trouble. This sagacity lead directly to Shewharts now famous concept of statistical control.The concept is explained by Shewhart as come aftersA phenomenon will be said to be controlled when, through the use of past experience, we can predict, at least in spite of appearance limits, how the phenomenon may be expected to vary in the future. Here it is sound little that prediction means that we can state, at least approximately, the probability that the find phenomenon will fall within the given limits.Shewharts approach to quality was to identify the limits of variation that could be expected from a turn operating in a normal state. To do this he developed simple statistical and graphical tools that could be used to study data obtained from a serve well. unalike inspection, Shewharts approach did not require 100% inspection or select samples could be used . Further much, as abundant as the cultivate variability was less than the design required, one could be assured that acceptable process quality was being maintained. Shewharts approach is known today as statistical process control, or SPC. SPC remains one of the quality professionals most powerful tools, in a form largely unchanged from Shewharts original presentation.WHAT DOES character concoctQuality means fulfilling the customers requirements and expectations, at all times. It is also important to retain in mind that quality standards must be ascertain to sate legal requirements. As the customers requirements are typically higher than legal ones, standards set by authorities should be regarded as minimum or bottom-line requirements.WHAT DOES QUALITY CONTROL MEANA set of procedures taken to assure that a fruit manufactured or service delivered would meet outlined quality requirements or customers contends.BENEFIT OF THE QUALITY CONTROL IN INDUSTRYprogress in the qualit y of the product and the servicesProduction improvesThe system is continually evaluated and modified to meet the changing needs of the customersReduces cost in the long termThe lead time for the producing parts and subassemblies reduces.QUALITY FUNCTION DEPLOYMENT (QFD)A systematic method for transferring customer wants/needs/expectations into product and process characteristics developed by Shigeru Mizuno (1910-1989) and Yoji Akao (b.1928) in JapanExcellent tool for communication amid cross-functional groupsProvides a common basis forIntegrated Product Development synchronic EngineeringConcurrent EngineeringCONCURRENT ENGINEERINGThe simultaneous execution of product design and process design. Typically, concurrent engineering involves the formation of cross-functional teams. This allows engineers and managers of opposite disciplines to work together simultaneously in developing product and process design. 3 Main Areas to Concurrent Engineering1) People2) Process3) engineeringJUS T IN TIME (JIT)Managing Quality + Time + Productivity + capability = JITThe objective of JIT is to . . .purchase materialsproduce productsand deliver products. . . just when they are necessitateQUALITY CIRCLEVoluntary groups of employees who work on similar tasks or share an area of responsibilityThey agree to meet on a regular basis to discuss solve riddles related to work.They operate on the principle that employee participation in decision-making and line of work-solving improves the quality of workHow Do Quality Circles WorkCharacteristics Volunteers Set Rules and Priorities Decisions made by group Use of nonionized approaches to Problem-SolvingAll members of a Circle need to receive trainingMembers need to be empoweredMembers need to have the fight of Senior managementCAUSE AND EFFECT ANALYSIS (ISHIKAWA/ FISHBONE ANALYSIS)It means identifying the likely causes of a problem thoroughly. Their major benefit is that they push to consider all possible causes of the problem.S uggested move for conducting Cause Effect Analysis Identification of a problem indite down the exact problem faced in details. Identify who are involved, what is the problem and when and where it occurs. Workout the major factors involved Identify the factors that cause the problems. wee lines off the spine for each factor and label it.TOTAL QUALITY MANAGEMENT (TQM) full Quality Management means that the organizations culture is defined by and supports the constant attainment of customer satisfaction through an incorporated system of tools, techniques, and training.This involves the continuous overture of organizational processes, resulting in high quality products and services.The three aspects of TQM CountingTools, techniques, and training in their use for analyzing, on a lower floorstanding, and solving quality problems. guestsQuality for the customer as a driving force and central concern. CultureShared values and beliefs, expressed by leaders, that define and support qual ity.Total Quality Management and Continuous Improvement TQM is the management process used to make continuous improvements to all functions. TQM represents an ongoing, continuous commitment to improvement. The infantry of total quality is a management philosophy that supports meeting customer requirements through continuous improvement.Value-based Approachu Manufacturing DimensionsPerformanceFeaturesReliability conformismDurability helperabilityAestheticsPerceived qualityu Service DimensionsReliabilityResponsivenessAssuranceEmpathyTangiblesFour Levels of Quality fitness FOR measuring stick -inspection oriented -no consciousness to customer/marketFITNESS FOR USE -Must revenge customer need for use -Hotel shampoo body oilFITNESS FOR MARKET -Must get through low cost as well as 1 2FITNESS FOR LATENT REQTS -Listening to the voice of the customer -V-8 engine, Swatch -Uncovering potential reqts adds value== need continuous innovationDEMINGS FOURTEEN POINTS form attention of purpos e for improvement of product and service.Adopt the new philosophy shortsighted quality cannot be tolerated.Cease dependence on inspection to achieve quality.End the practice of awarding contracts on the price tag only if work with a single supplier.Improve constantly and forever all process for planning, production, and service.Institute training on the job.Adopt and institute leadership. hale out fear.Break down barriers among staff areas. go along slogans, exhortations , and targets for workers.Eliminate numeric quotas for the workforce and numerical goals for management.Remove barriers that rob people of their pride of workmanship. Eliminate the annual rating or merit system.Institute a ready course of education and self-improvement for everyone.Put everybody in the company to work to accomplish the transformation.ACCEPTANCE SAMPLINGStatistical quality control technique, where a random sample is taken from a deal out, and upon the results of the sample taken the pile will either be rejected or accepted.Accept lotReady for customersReject lotNot suitable for customersStatistical process controldetermine if in acceptable limitsPurposesDetermine the quality level of an incoming shipment or, at the end productionEnsure that the quality level is within the level that has been predeterminedTOTAL PRODUCTIVE MAINTAINENENCETotal Productive Maintenance (TPM) is an approach to managing physical assets that emphasizes the importance of operator inter-group communication in making equipment reliableManagement has always held an operator responsible for production output. More than ever, that person is also responsible now for product qualityMany factors affect how well that can be achieved, including the way in which the workplace is organized as well as the equipments effectiveness. When several(prenominal) people are involved, producing quality depends on teamworkThe prime objectives of TPM are tomaximize equipment effectiveness and productivity and eliminate all machine lossesCreate a sense of ownership in equipment operators through a program of training and involvementPromote continuous improvement through small-group activities involving production, engineering, and forethought personnelPARETO CHARTMethod of prioritizing problems or causes by frequency of incident or costBased in the 80-20 rule80% of the problem is caused by 20% of the sourcesVital few and trivial many envisioned by a vertical bar graph arranged from odd to right descending orderAdvantages of a Pareto ChartFocuses efforts on problems with greatest potential for improvementDistinguishes the critical causes from the less significant causesHelps prevent faulting the problem where the solution removes some causes but worsens othersMeasure the impact of improvement projects when comparing charts before and afterThe chart shows the relative importance of problems in a simple, quickly interpreted, visual format.Progress is measured in a highly visible format that provi des incentive to push on for more improvement.SIX SIGMAAnalyze repugn of identifying best practicesOveruse of statistical tools/ under use of practical knowledgeChallenge of developing hypothesesImproveChallenge of developing ideas to remove root causesDifficulty of implementing solutionsControlLack of follow up by Managers/ Process OwnersLack of continuous Voice of the Customer feedbackFailure to institutionalize continuous improvement.Benefits of Six SigmaGenerates sustained successSets cognitive operation goal for everyoneEnhances value for customersAccelerates rate of improvementPromotes learning across boundariesExecutes strategic change