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BITS PilaniPilani Campus
Quality Control Assurance
and Reliability (ETZC 432)Nitin KotkundeLecturer
Department of Mechanical EngineeringBITS Pilani Hyderabad Campus
First Semester 2014-15
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Lecturer-3
Chapter-2 (Part-II)
Some Philosophy and their Impacton Quality
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Some Quality Guru
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Joseph M. Juran founded the Juran Institute, which offers
consulting and management training in quality.
Like Deming, Juran visited Japan in the early 1950s to conduct
training courses in quality management.
He eventually repeated these seminars in over 40 countries on
all continents.
In the 1980s, Juran met the explosive demand for his services
with offerings through the Juran institute.
About Joseph M. Juran's
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His books and videotapes have been translated into many
languages, and he has trained thousands of managers and
specialists.Juran believes that management has to adopt a unified
approach to quality. Quality is defined as "fitness for use."
The focus here is on the needs of the customer.
About Joseph M. Juran's
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Certain non-uniformities deter the development of a unified
process.
1. The existence of multiple functions—such as marketing,
product design and development, manufacture, and
procurement—where each function believes itself to be
unique and special.
2. The presence of hierarchical levels in the organizational
structure creates groups of people who have different
responsibilities.
JOSEPH M. JURAN'S PHILOSOPHY
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These groups vary in their background and may have different
levels of exposure to the concepts of quality management.
3. Variety of product lines that differ in their markets and
production processes can cause a lack of unity.
Juran proposes a universal way of thinking about quality, which
he calls the qual i ty tr i logy : qual i ty planning, qual i ty
con tro l , and qual i ty imp rovement.
This concept fits all functions, levels of management, and
product lines.
JOSEPH M. JURAN'S PHILOSOPHY
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The quality trilogy process starts with quality planning at various
levels of the organization, each of which has a distinct goal.
At the upper management level, planning is termed strategic
qual i ty management .
A structured approach is selected in which management
chooses a plan of action and allocates resources to achieve
the goals.
Quality Trilogy Process
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Planning at the middle management level is termed
operat ional quali ty management.
Departmental goals consistent with the strategic goals areestablished.
At the workforce level, planning involves a clear assignment to
each worker. Each worker is made aware of how his or her
individual goal contributes to departmental goals.
Quality Trilogy Process
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After the planning phase, quality control takes over. Here, the goal is
to run the process effectively such that the plans are enacted.
If there are deficiencies in the planning process, the process may
operate at a high level of chronic waste.
Quality control will try to prevent the waste from getting worse.
If unusual symptoms are detected sporadically, quality control will
attempt to identify the cause behind this abnormal variation. Upon
identifying the cause, remedial action will be taken to bring the
process back to control.
Quality Trilogy Process
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The next phase of the trilogy process is qual i ty improvement ,
which deals with the continuous improvement of the product
and the process.
Such improvements usually require action on the part of upper
and middle management, who deal with such actions as
creating a new design, changing methods or procedures of
manufacturing, and investing in new equipment.
Quality Trilogy Process
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1. Establ ish qual i ty goals: Goals, as established by theorganization, are desired outcomes to be accomplished in a
specified time period. The time period may be short-term or
long-term.
2. Ident i fy customers: Juran stresses the importance ofidentifying the customer, that could be internal or external.
In cases where the output form one department flows to
another, the customer is considered internal.
3. Discover customer needs. Long-term survival of the
company is contingent upon meeting or exceeding the
needs of the customer.
Quality Planning
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4. Develop product features: With customer satisfaction as
the utmost objective, the product or service should be
designed to meet the customer requirements.
5. Develop p rocess features: Methods must be developed,
and adequate equipment must be available to make the
product match its design specifications. For service
organizations, effective and efficient processes that meet or
exceed customer requirements are critical.
Quality Planning
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6. Establ ish proc ess con tro ls, transfer to operat ions : For
manufacturing operations, bounds should be established on
process variables for individual operations, that assist in
making an acceptable product. Similarly, in the service
setting, norms on operations such as time to complete a
transaction must be adopted.
Quality Planning
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1. Choose contro l su bjects: Product characteristics that are to
be controlled in order to make the product conform to the
design requirements should be chosen.
Eg: a wheel's control characteristics may be the hub diameter
and the outside diameter. Selection is done by prioritizing the
important characteristics that influence the operation or
appearance of the product and hence impact the customer.
Quality Control
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2. Choo se units of measu re: Based on the quality characteristicsthat have been selected for control, appropriate units of measure
should be chosen.
Eg: For example, if the hub diameter is being controlled, the unit of
measurement might be millimeters.
3. Set go als. Operational goals are created such that the product or
service meets or exceeds customer requirements.
Eg: For instance, a standard of performance for the hub diametercould be 20 ± 0.2 mm. A hub with a diameter in this range would
be compatible in final assembly and would also contribute to
making a product that will satisfy the customer.
Quality Control
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4. Create a sensor : To collect information on the identified quality
characteristics, automated equipment or individuals, who serve
as auditors or inspectors, are integrated into the system.
5. Measu re actu al perfo rmance: This phase of quality control is
concerned with the measurement of the actual process output.
Measurements are taken on the previously selected control
subjects (or quality characteristics). Such measurements willprovide information on the operational level of the process.
Quality Control
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6. Interpret the difference: This involves comparing the
performance of the process with the established goals. If the
process is stable and capable, then any differences
between the actual and the standard may not be significant.
7. Take action on the difference: In the event that a
discrepancy is found between the actual output of the
process and the established goal, remedial action needs to
be taken. It is usually management's responsibility to
suggest a remedial course of action.
Quality Control
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1. Prove the need: Juran's breakthrough sequence tackles
the chronic problems that exist because of a change in the
current process; this task requires management
involvement.
First, however, management has to be convinced of the need
for this improvement. Problems such as rework and scrap
could be converted to dollar figures to draw management's
attention. It would also help to look at problems as cost
savings opportunities.
Quality Improvement
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2. Identi fy projects: Because of the limited availability of
resources, not all problems can be addressed
simultaneously. Therefore, problems should be prioritized. A
Pareto analysis is often used to identify vital problems.
Juran's quality improvement process works on a project-by-
project basis. A problem area is identified as a project, and aconcerted effort is made to eliminate the problem.
Quality Improvement
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3. Organize projec t teams:
The organizational structure must be clearly established so
projects can be run smoothly.
Authority and responsibility are assigned at all levels of
management to facilitate this.
Top management deals with strategic responsibilities, and
lower management deals with the operational aspects of the
actions.
Quality Improvement
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4. Diagnose the causes:
This is often the most difficult step in the whole process.
It involves data gathering and analysis to determine the
cause of a problem.
The symptoms surrounding the defects are studied, and the
investigator then hypothesizes causes for the symptoms.
Finally, an analysis is conducted to establish the validity of
the hypotheses.
Quality Improvement
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5. Prov ide remed ies, prove that the remedies are effect ive:
Remedies may deal with problems that are controllable by
management or those that are controllable by operations.
Changes in methods or equipment should be considered by
management and may require substantial financial
investment.
Frequently, the return on investment is analyzed. This is also
the real test of the effectiveness of the remedies proposed.
Quality Improvement
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6. Deal with resistance to change: The breakthrough process requires overcoming resistance to
change.
Changes may be technological or social in nature. The proposed
procedure may require new equipment, and operators may have
to be trained.
Management commitment is vital to the effective implementation
of the changes. By the same token, social changes, which deal
with human habits, beliefs, and traditions, require patience,
understanding, and the participation of everyone involved.
Quality Improvement
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7. Contro l to hold the gains:
Once the remedial actions have been implemented and
gains have been realized, there must be a control system to
sustain this new level of achievement.
A control mechanism is necessary, for example, audits may
be performed in certain departments. Such control provides
a basis for further process improvement as the whole cycle
is repeated.
Quality Improvement
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Quality Trilogy Process
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Defini t ion o f Qual i ty:
Deming's definition deals with a predictable uniformity of the
product. His emphasis on the use of statistical process
control charts is reflected in this definition. His definition ofquality does not emphasize the customer as much as do
Crosby' s and Juran's.
Crosby defines quality as conformance to requirements. Here,requirements are based on customer needs. Crosby's
performance standard of zero defects implies that the set
requirements should be met every time.
The Three Philosophies Compared
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Juran's definition of quality—fitness of a product for its intended
use— seems to incorporate the customer the most. His
definition explicitly relates to meeting the needs of the
customer.
The Three Philosophies Compared
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Management Comm itment: All three philosophies stress the importance of top
management commitment.
Deming's 14 points are all aimed at management, implying
that management's undivided attention is necessary tocreate a total quality system.
Crosby 's philosophy is focused on the creation of a "quality
culture," which can be attained through management
commitment.
Juran's quality planning, control, and improvement process
seeks management support at all levels. He believes in
quality improvement on a project basis.
The Three Philosophies Compared
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Strategic Approach to a Quality System:Deming's strategy for top management involves their
pursuing the first 13 points and creating a structure to
promote the 13 points in a never-ending cycle of
improvement.
Crosby's approach to quality improvement is sequenced. His
second step calls for the creation of quality improvement
teams.
Juran's philosophy, a quality council guides the quality
improvement process. Furthermore, his quality
breakthrough sequence involves the creation of problem-
solving steering arms and diagnostic arms.
The Three Philosophies Compared
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Measurement of Quality:
All three philosophies view quality as a measurable entity,
although in varying degrees. Often, top management has to
be convinced of the effects of good quality in dollars and
cents. Once they see it as a cost-reducing measure, offering
the potential for a profit increase, it becomes easier to
obtain their support.
The Three Philosophies Compared
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Never-Ending Process o f Improv ement:
These philosophies share a belief in the never-ending process
of improvement. Deming's 14 steps repeat over and over
again to improve quality continuously. Deming's PDCA cycle
(plando-check-act) sustains this never-ending process, as
does Juran's breakthrough sequence. Crosby also
recommends continuing the cycle of quality planning,
control, and improvement.
The Three Philosophies Compared
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Educat ion and Train ing:Deming specifically referred to this in his sixth point, which
talks about training all employees, and in his thirteenth
point, which describes the need for retraining to keep pace
with the changing needs of the customer.
Crosby's concerns as well; his eighth step deals with quality
education. However, he emphasizes developing a quality
culture within the organization so that the right climate
exists.
Juran's steps do not explicitly call for education and training.
However, they may be implicit, because people must be
knowledgeable to diagnose defects and determine remedies
The Three Philosophies Compared
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Eliminat ing the Causes of Problems:
In Deming's approach, special causes refer to problems that
arise because something unusual has occurred, and
common causes refer to problems that are inherent to the
system.
At the heart of Deming's philosophy are the statistical
techniques that identify special causes and common
causes—especially statistical process control and control
charts.
The Three Philosophies Compared
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Eliminat ing the Causes of Prob lems:
Juran's approach is similar to Deming's. In his view, special
causes create sporadic problems, and common causes
create chronic problems. Juran provides detailed guidelines
for identifying sporadic problems.
Crosby , of course, suggests a course of action for error cause
removal in his eleventh step, whereby employees identify
reasons for nonconformance.
The Three Philosophies Compared
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Goal Sett ing :
Deming was careful to point out that arbitrarily established
numerical goals should be avoided. He asserted that such
goals impede, rather than hasten, the implementation of a
total quality system. By emphasizing the never-ending
quality improvement process, Deming saw no need for
short-term goals.
The Three Philosophies Compared
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Goal Sett ing :
Crosby's tenth point deals with goal setting; employees (with
guidance from their supervisors) are asked to set
measurable goals for even short-term periods such as 30,
60, or 90 days.
Juran recommends an annual quality improvement program
with specified goals. He believes that such goals help
measure the success of the quality projects undertaken in a
given year.
The Three Philosophies Compared
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Structu ral Plan:Deming's 14-point plan emphasizes using statistical tools at
all levels. Essentially a bottom-up approach, the process is
first brought into a state of statistical control (using controlcharts) and then improved.
Crosby , on the other hand, takes a top-down approach. He
suggests changing the management culture as one of the
first steps in his plan. Once the new culture is ingrained, a
plan for managing the transition is created.
The Three Philosophies Compared
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Structu ral Plan:
Juran emphasizes quality improvement through a project-by-
project approach. His concept is most applicable to middle
management.
The Three Philosophies Compared
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Each company has its own culture, companies should look
at all three approaches and select the one (or combination)
that is most suited to its own setting.
Concluding Remark
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CASE STUDY: CLARKE AMERICAN CHECKS, INC
Self study
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Thank You
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