techniques of quality improvement 09092010

8/8/2019 Techniques of Quality Improvement 09092010

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Techniques of Quality Improvement National Center for Quality Management 1

Dr. P. Poddar

Senior Faculty NCQM

Mumbai, India

Lead Auditor, Consultant & HR Trainer

ISO 9001, ISO 14001, OHSAS 18001

Email [email protected]


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Welcome

A very warm welcome to this

Presentation on

Techniques of QualityImprovement


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Introduction Changing meaning of Quality &Total Quality

Techniques of Quality Improvement & theirrelative importance

Problem Solving Approach for QualityImprovement

Role of Six Sigma in Quality Improvement

Summary & Conclusion Path Forward

Q&A

Agenda


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Factors for Quality of Product/Services

Qualityof

Product/Services

Environment

Machine

MethodsMan

Materials

Soft side ofManagement

Hard side ofManagement


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Manufacturing to specs

Meeting present customer

requirementsDoing things right the firsttime

Reduction of variability

Defects-free products andservices

Manufacturing to customerrequirements

Anticipating customers

future needsDoing right things

Reliability in Performance

Products / services to meet

changing customersrequirements

Definitions of Quality


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CHANGING MEANING OF

QUALITY COMPANY DRIVEN

PRODUCT OUT

DESIGN TOSTANDARDS

TOLERANCE RANGE

BUILD TO SPECS

CUSTOMER DRIVEN

MARKET IN

QFD (Customersvoice)

TARGET VALUE

VARIABILITYREDUCTION


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TWO ASPECTS OF QUALITY

Quality of Conformance (are we building thething right)

Quality of Design (are we building the right

thing)

Once Quality of conformance is achieved, organization looks toimprovement in the Quality of Design

A vital pre-requisite for success of Quality Improvement is Education of

Personnel

Basic quality education Specific training in use of Q.C. Tools System of Problem Identification / Analysis / Solving


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WHAT DOES THE CUSTOMER EXPECT

The Customer expects products and/or services to be:CONSISTENT IN QUALITYREASONABLE IN COSTTIMELY IN DELIVERY

THIS IS THE BROADER DEFINITION OF THE WORD QUALITY:QUALITYCOSTDELIVERY


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WHAT IS QUALITY CUSTOMERVIEW POINT

Fulfillment of stated needs =

SATISFIED CUSTOMER Fulfillment of implied needs =

DELIGHTED CUSTOMER


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Delighting the customer

Bombay Taxi no. MH-MRP-3676

Newspaper

Telephone Directory

Railway time table

First aid box

Postage stamp

Stationery

Suggestion / Complaintbook

CD player at yourcontrol

Thoughts Pads & Pen


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LACK OF QUALITY IS ALSO ABOUT

UNCLEAN RESTROOMS / PASSAGES

DELAYS

PROMISES UNFULFILLED

FRUSTRATIONS/ HEADACHES/ PROBLEMS AT WORK

POOR ATTITUDE/ LOW MORALE/ POOR MOTIVATION

LACK OF TRUST IN PEOPLE WASTED TIME/ UNUTILIZED HUMAN TALENT


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TotalQuality

CustomerProduct

PriceDelivery

Supplier

More Orders

ContinuedAssociation

Company

Business

Profit

Goodwill

Employees Commitment

Govt.More taxes

Care for Environment ProcessEase

AccuracySpeed

Economy

Employees

Salary

Bonus

Facilities

TOTAL QUALITY


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QUALITY IMPROVEMENT

Need for improvement efforts Creative Discontent

Feeling of Dissatisfaction with theway things are

Customers are demanding improvedQuality and lower Prices

Control costs which are increasing

Competitors are working for it


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Kaizen

ISO 9001

TQM

BPR

SPC

7 W

PDCA

Quality Circles

6 Sigma

Trial & Error

5 S

Quality Initiatives


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Techniques for Quality Improvement(common ones)

Trial and error and common sense

Kaizen Approach

5S & 7W

Systematic / Structured ProblemSolving

Six Sigma


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Techniques for QualityImprovement Kaizen Approach

KAI CHANGE

ZEN GOOD (FOR THE BETTER)

KAIZEN CHANGE FOR THEBETTER or CONTINUALIMPROVEMENT


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Innovation v/s Kaizen improvement

Innovation = is breakthrough creativityneeding large sums of money toimplement, whereas

Kaizen Improvement = is creativityfrom self put into place by eachemployee

This is what sets Kaizen apart

Kaizen is also called Zero InvestmentImprovement ZII


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What can be a Kaizen? Routine work done in another way

Completing pending work

Work done out of routine

Eliminating non value adding activities

Self generated ideas are placed higher than

instructions from top

An idea implementer is greater than the ideagenerator


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TOTAL QUALITY MANAGEMENT

Involvement

MeaningfulParticipation

The BestThe Organization

can be

Essential to beCompetitive

And CustomerFocused


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TQM MIND-SET

CURRENT MIND-SET

RESULT ORIENTATION

COMPANY ORIENTATION

TASK ORIENTATION

TQM MIND-SET

PROCESS & RESULTORIENTATION

CUSTOMER & COMPANYORIENTATION

PEOPLE & TASK

ORIENTATION

These three are inter-related


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Act

Techniques for Quality Improvement

The PDCA Cycle

Plan

Check Do

Clearly define objectives, problemareas, improvement opportunities, andset up actions to achieve objectives

Put plan into practiceObserve the resultsto see if desiredobjective is achieved

If there is progress,standardize the plan,otherwise review plan


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Techniques for QualityImprovement Six Sigma

As you all know, Six Sigma's

DMAIC method (define, measure,analyze, improve, control) is apowerful technique, may beviewed as a particular

implementation of PDCA cycle
http://en.wikipedia.org/wiki/DMAIChttp://en.wikipedia.org/wiki/DMAIC


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Techniques for QualityImprovement -DFLSS

Design for Lean Six Sigma DFLSS-requires the rigorous combination

of three key tools: QFD, FMEA, DOEin an overall framework


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Where can Six Sigma be applied?

Six SigmaAdmin

QA

Sales

Service

Mfg.

Design

Purchasing


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Which QI initiative should Ichoose?

Improvements that change the culture takelonger as they have to overcome greater

resistance to change It is easier and often more effective to work

within the existing cultural boundaries andmake small improvements (Kaizen / Lean)

than to make major transformational changes


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My recommended QI initiatives

Start with TQM Mind-set

Kaizen

5 S 7W

PDCA Process Approach, which is

the basis of ISO 9001:2008 QMS Six Sigma


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Quality Improvement-Process Approach

Process/System

THE WAY WEWORK

BLENDING OFRESOURCES

PODUCTSOR

SERVICES

OUTPUTINPUT

PEOPLE

EQUIPMENT

MATERIALSMETHODS

ENVIRONMENT

Process

1Process

2Process

3

Process

4

Process

5


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How do I ensure success of my QIinitiative?

Some of the common differentiatorsbetween success and failure include

commitment,

knowledge and

expertise

to guide improvement, scope of change &improvement desired


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Easy Problem Solving Difficult

Easy

ProblemIdentification

Difficult

EE ED

DE DD

You have the freedom tomake the change

You need tools andhelp from others

Can be tackled byempowerment givenby Kaizen

Project Teams

Problem Solving Approach for Quality Improvement


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Roadmap for Improvement

Graphical Problem Solving Techniques

Flow Chart

Check Sheet

Brain Storming

Nominal Group

Technique

Pareto Chart

Cause & EffectDiagram

Run Chart

Stratification

Histogram

ScatterDiagram

Control Chart

ProcessCapability

Force FieldAnalysis

Problem Identification (1) Problem Analysis(2)

(1) + (2)


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COMPARISON OF PRODUCT COMPLAINT

0

5000

10000

15000

20000

25000

Complt

[litres]

Complt

[litres]

Complt

[litres]

Complt

[litres]

Complt

[litres]

Complt

[litres]

Complt

[litres]

No.of Qty No.of Qty No.of Qty No.of Qty No.of Qty No.of Qty No.of Qty

Year:

2008 -

09

Year:

2007-08

Year:

2006 -

07

Year:

2005 -

06

Year:

2004 -

05

Year:

2003 -

04

Year

2002-

03

No. of Complaint

Compla

inedQuantity

Total

Avg.Complaint per month

No. of Complaint Justified

Case study Customer Product complaints PDCA cycle QC toolsCompany: Bombay Paints


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Role of Six Sigma in quality improvement

What you can accomplish with Six Sigma:

Reduce delays- double your speed without working anyharder

Double your quality by reducing defects and variationsby 50%

Cut costs and boost profits

Delays, defects and variations eat into yourprofits


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Project Tangible

Benefits

Intangible

BenefitsReduction in defectivebonds

Rs. 0.4 mill /annum

Reduction in customercomplaint in interest

warrant

Rs. 2.9 mill /annum

CustomerSatisfaction

OccupancyImprovement

Rs. 5.5 mill /annum

Material B yieldImprovement

Rs. 16.2 mill/ annum

Material A yieldImprovement

Rs 14.5 mill /annum

Breakthrough Achievements in Indian Industries Source: NCQM



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Project Tangible

Benefits

Intangible

BenefitsFuel oil consumption Rs. 2.0 mill /

annum

Power consumption Rs. 13.1 mill /annum

Reduction of criticalMotor Failure

Rs. 0.2 mill/annum

Provide accurate andreliable flow

measurement for residue

UnderImplementation

Control process pumpsfailure

Rs. 1.2 mill /annum

20%Failurereduction



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Quality Improvement is really

Attitude & Discipline

We need to have positive attitude and TQM mind-set


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Summary & Conclusion

We have learned the changing meaning of quality which includes interest of

all stake holders Quality improvement methods, tools & techniques

with their relative application areas Role of Six Sigma and its applicability No learning is meaningful until we are focused and

start using Start today Wish you good luck.


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Make the world

a better place through

quality

!


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T h i f Q lit I t N ti l C t f Q lit M t 41

Contact Information

Dr P. Poddar, Senior Faculty

National Centre for Quality Management

Mumbai 400076, India, Tel. 91-22-2570483 Mo.91-9820880240

E mail: [email protected]

Web site: www.ncqm.com

NCQM is Member of Quality Council of India -QCI
mailto:[email protected]:[email protected]:[email protected]

techniques of quality improvement 09092010

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