Elective-V

Quality and Reliability Engineering

Unit 1

Quality and Reliability Engineering

 Syllabus
• Precision and accuracy, Quality dimensions, Statements,
Cost of quality & value of quality, Deming‟s cycles & 14
Points, Juran Trilogy approach, Seven Quality Tools,
Introduction to N Seven Tools, Quality Circle, 5S, Kaizen,
Poka yoke, Kanban, JIT, QMS (ISO 9000, TS16949,
ISO14000). Criteria for Quality Award (National &
International)
 Precision and accuracy
• Precision

• The closeness of two or more measurements to each other is known as the precision

of a substance.

• “Precision is a description of a level of measurement that yields consistent results

when repeated. It is associated with the concept of "random error", a form of

observational error that leads to measurable values being inconsistent when

repeated”

• Precision usually is reported as a standard deviation, s, which we define as

• where x¯ is the average, or mean result, and xi is one of the n different results.
 Precision and accuracy
• Accuracy
• The ability of an instrument to measure the accurate value is known as accuracy. In
other words, it is the closeness of the measured value to a standard or true value.
Accuracy is obtained by taking small readings.
• Accuracy usually is reported as a percent error
•
 Precision and accuracy
• Difference between Accuracy and Precision

Accuracy  Precision
Accuracy refers to the level of agreement Precision implies the level of variation
between the actual measurement and the that lies in the values of several
absolute measurement. measurements of the same factor.

Represents how closely the results agree Represents how closely results agree
with the standard value. with one another.

Single-factor or measurements are needed. Multiple measurements or factors are

needed to comment about precision.

It is possible for a measurement to be Results can be precise without being

accurate on occasion as a fluke. For a accurate. Alternatively, the results can
measurement to be consistently accurate, it be precise and accurate.
should also be precise.
 Definitions of Quality

• Conformance to specifications
• The degree to which a product or service meets
the needs of the customer
• Uniformity around a customer-defined target
• fulfillment of customer expectations
 Dimensions of quality

1. Performance - Fulfillment of primary requirement

2. Features - Additional things that enhance performance
3. Conformance - Meeting specific standards set by the industry
4. Reliability - Consistence performance over a period of time
5. Durability - Long life and less maintenance
6. Service - Ease of repair, guarantee, and warranty
7. Response - Dealer customer relationship, human interface
8. Aesthetics - exteriors, packages
9. Reputation - Past performance, ranking, branding
 What is Quality ?

QUALITY DIMENSIONS
Functionality
Suitability Accuracy Operatability Security Compliance

Reliability
Maturity Fault Tolerance Recoverability Acceptability Compliance

Usability
Understandability Learnability Interoperability Standardization Compliance

Efficiency
Time Behavior Resource Behavior Operatorability Robustness Compliance

Maintainability
Analyzability Changeability Stability Testability Compliance

Profitability
Adoptability Installability Co-existence Replaceability Compliance
 Quality statements
• Vision statement –
A short declaration of what the organization
hopes to be tomorrow.
• Mission statement –
A statement of purpose –who we are, who are
our customers, what we do , and how we do it.
• Quality policy –
is a guide for everyone in the
organization ,how they should provide
products and services to the customers.
Cost of Quality and Value of Quality

Cost of Quality

Cost of Good Quality Cost of Poor Quality

Appraisal Prevention External Internal

Cost Cost Failure Failure
Cost Cost

Eliminates Waste Creates Waste

Fig Cost of Quality
 Cost of Quality
• Cost of Failure
– Internal Failure Costs
– External Failure Costs
• Cost of Avoiding Failure
– Appraisal Costs
– Prevention Costs

Internal Failure Costs External Failure Costs

Scrap,Rework Complaints
Retest,Downtime Returned material
Yield Loss,Disposition Warranty Charges
Allowances

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 Quality Milestones

Dr. W. Edward Deming – Father of Quality Movement

The whole process Dr. Deming summarized and

presented in JUSE meetings, the famous PDCA (Plan,
Do, Check, Act) cycle and now PDSA (Plan, Do, Study,
Act) cycle
 Quality Milestones

Dr. W. Edward Deming – PDSA Cycle for Engineers

1) Idea for placing importance on quality

2) Responsibility for Quality
3) Research
4) Standards for designing and
improvement of products
5) Economy for manufacturing
6) Inspection of Products
7) Expansion of sales channels
8) Improvement
 Deming’s 14 Points
1. Constancy of purpose 8. Drive out fear
2. Adopt the philosophy 9. Break down barriers
3. Don’t rely on mass 10. Eliminate slogan and
inspection exhortations
4. Don’t award business on 11. Eliminate quotas
price 12. Pride of workmanship
5. Constant improvement 13. Education & retraining
6. Training 14. Plan of action
7. Leadership
 Deming‟s cycles & 14 Points
1) Create constancy of purpose for improvement of product and services
• Plan for quality in the long term.
• Resist reacting with short-term solutions.
• Don't just do the same things better – find better things to do.
• Predict and prepare for future challenges, and always have the goal of getting better.

2) Adopt the new philosophy

• Embrace quality throughout the organization.
• Put your customers' needs first, rather than react to competitive pressure – and design products
and services to meet those needs.
• Be prepared for a major change in the way business is done. It's about leading, not simply
managing.
• Create your quality vision, and implement it.

3) Cease dependence on mass inspection

• Inspections are costly and unreliable – and they don't improve quality, they merely find a lack of
quality.
• Build quality into the process from start to finish.
• Don't just find what you did wrong – eliminate the "wrongs" altogether.
• Use statistical control methods – not physical inspections alone – to prove that the process is
working.
• Eliminate the need for inspection on a mass basis by building quality into the product in the first
place.
 Deming‟s cycles & 14 Points
4) End the practice of awarding business on price tag alone
• Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
• Quality relies on consistency – the less variation you have in the input, the less variation you'll
have in the output.
• Look at suppliers as your partners in quality. Encourage them to spend time improving their own
quality – they shouldn't compete for your business based on price alone.
• Analyze the total cost to you, not just the initial cost of the product.
• Use quality statistics to ensure that suppliers meet your quality standards.

5) Constantly and forever improve the systems of production and services

• Continuously improve your systems and processes. Deming promoted the Plan-Do-Check-Act
approach to process analysis and improvement.
• Emphasize training and education so everyone can do their jobs better.
• Use kaizen as a model to reduce waste and to improve productivity, effectiveness, and safety.
 Deming‟s cycles & 14 Points
6) Institute modern methods of training on the job
• Train for consistency to help reduce variation.
• Build a foundation of common knowledge.
• Allow workers to understand their roles in the "big picture."
• Encourage staff to learn from one another, and provide a culture and environment for effective
teamwork.
7) Institute modern methods of supervision and leadership
• Expect your supervisors and managers to understand their workers and the processes they use.
• Don't simply supervise – provide support and resources so that each staff member can do his or
her best. Be a coach instead of a policeman.
• Figure out what each person actually needs to do his or her best.
• Emphasize the importance of participative management and transformational leadership.
• Find ways to reach full potential, and don't just focus on meeting targets and quotas.
8) Drive out fear
• Allow people to perform at their best by ensuring that they're not afraid to express ideas or
concerns.
• Let everyone know that the goal is to achieve high quality by doing more things right – and that
you're not interested in blaming people when mistakes happen.
• Make workers feel valued, and encourage them to look for better ways to do things.
• Ensure that your leaders are approachable and that they work with teams to act in the company's
best interests.
• Use open and honest communication to remove fear from the organization.
 Deming‟s cycles & 14 Points
13) Institute a vigorous programme of education and training for everyone
• Improve the current skills of workers.
• Encourage people to learn new skills to prepare for future changes and challenges.
• Build skills to make your workforce more adaptable to change, and better able to find and
achieve improvements.
14) Create a structure in top management that will push every
• Improve your overall organization by having each person take a step toward quality.
• Analyze each small step, and understand how it fits into the larger picture.
• Use effective change management principles to introduce the new philosophy and ideas in
Deming's 14 points
 Deming‟s cycles & 14 Points
9) Break down barriers between departments
• Build the "internal customer" concept – recognize that each department or function serves other
departments that use their output.
• Build a shared vision.
• Use cross-functional teamwork to build understanding and reduce adversarial relationships.
• Focus on collaboration and consensus instead of compromise.
10 Eliminate numerical goals for the work force
• Look at how the process is carried out, not just numerical targets. Deming said that production
targets encourage high output and low quality.
• Provide support and resources so that production levels and quality are high and achievable.
• Measure the process rather than the people behind the process.
11) Eliminate work standards and numerical quotas
• Let people know exactly what you want – don't make them guess. "Excellence in service" is short
and memorable, but what does it mean? How is it achieved? The message is clearer in a slogan
like "You can do better if you try."
• Don't let words and nice-sounding phrases replace effective leadership. Outline your
expectations, and then praise people face-to-face for doing good work.
12) Remove barriers to pride of workmanship
• Allow everyone to take pride in their work without being rated or compared.
• Treat workers the same, and don't make them compete with other workers for monetary or other
rewards. Over time, the quality system will naturally raise the level of everyone's work to an
equally high level.
 Juran’s Triology

Juran’s Triology – Dr. Joseph M. Juran

 Juran’s Trilogy
• Systematic approach to carrying out Juran s
methodology for managing for quality.
• Active leadership, starting at the top, is
essential
• Consists of three interrelated quality-oriented
processes—
– quality planning,
– quality control, and
– quality improvement
 The Juran Trilogy

Quality
Quality Planning Quality Control
Improvement
• Set goals • Evaluate • Establish
performance infrastructure
• Identify customers
• Compare to goals • Identify projects &
& their needs
& adapt teams
• Develop products • Provide resources
& processes & training
• Establish controls
The New Seven
Q.C. Tools
 New Seven Q.C. Tools
 Affinity Diagrams
 Relations Diagrams
 Tree Diagrams
 Matrix Diagrams
 Arrow Diagrams
 Process Decision Program Charts
 Matrix Data Analysis
 Affinity Diagrams
 Gatherslarge amounts of intertwined
verbal data (ideas, opinions, issues)
 Organizes the data into groups based
on natural relationship
 Makes it feasible for further analysis
and to find a solution to the problem.
 1
Affinity Diagrams
Completing an Affinity Diagram

Topic
Affinity Statement Affinity Statement Affinity Statement
Data Card Data Card Data Card Data Card Data Card Data Card

Data Card Data Card Data Card Data Card Data Card Data Card

Data Card Data Card

Affinity Statement
Data Card Data Card

Data Card

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 2
Relations Diagrams
 Allowsfor “Multi-directional” thinking
rather than linear
 Alsoknown as Interrelationship
diagrams
 Relations Diagrams

Tertiary Tertiary
Cause Secondary Cause
Primary Cause Cause

Primary Cause Tertiary

Secondary Cause
Cause Why doesn’t
X happen? Secondary
Cause

Primary Cause Primary Cause

6th level
Secondary
Cause
Tertiary Cause
Cause Tertiary
Secondary
Cause
Cause 4th level
4th level 5th level
Cause Cause Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 3
Tree Diagrams
 Develops a succession of strategies for
achieving objectives
 Reveals methods to achieve the results.
 Also
known as Systematic diagrams or
Dendrograms
 Tree Diagrams
4th means

3rd means 4th means

Secondary means
3rd means 4th means
Primary means 4th means
3rd means
4th means
3rd means
Secondary means
To 4th means
Accomplish 4th means

3rd means 4th means

Secondary means 3rd means 4th means

4th means
Primary means
3rd means 4th means
Constraints
Secondary means 3rd means 4th means
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 4
Matrix Diagrams

 Consists
of a two-dimensional array to
determine location and nature of
problem
 Discoverskey ideas by relationships
represented by the cells in matrix.
New Seven Q.C. Tools
Matrix Diagrams
Completing a Matrix Diagram
O O =1 O =4 Principa l
O =2 O X =5 O Subsidia ry

Q C c ir c le s u p p o r t e r
=3 X =6
Eva lua tion Re sponsibilitie s

S it e Q C c ir c le

S e c t io n /P la n t

S e c t io n /P la n t
P r a c t ic a b ilit y

M anager
Re ma rks

M em ber
E f f ic a c y

Leader
Rank
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 5
Arrow Diagrams

 Showsrelationships among tasks

needed to implement a plan
 Networktechnique using nodes for
events and arrows for activities
 Used in PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
 Arrow Diagrams

Strategy Constraints

4 12

1 2 3 5 9 10 13
Activity

6 8 11

7
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 6
Process Decisions Program
Charts

 Used to plan various

contingencies/random activities
 Used for getting activities back on track
 Steersevents in required direction if
unanticipated problems occur
 Finds
feasible counter measures to
overcome problems
Process Decisions Program
Charts
Start

NO
NO NO
NO
YES YES NO NO

YES

NO

GOAL
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 7
Matrix Data Analysis

 Technique quantifies and arranges data

presented in Matrix
 Based solely on numerical data
 Findsindicators that differentiate and
attempt to clarify large amount of
information
 Matrix Data Analysis
Completing a Prioritization Grid
Criteria Customer Acceptance Strength Importance Option
(most important) Cost Reliability (least important) Sum Score Ranking
Options
Design A
Percentage weight .40 .30 .20 .10
Rank 4 3 3 1
Importance score 1.6 .90 .60 .10 3.2 1 (tie)
Design B
Percentage weight .30 .40 .10 .20
Rank 3 4 1 2
Importance score .90 1.6 .10 .40 3.0 2
Design C
Percentage weight .25 .25 .25 .25
Rank 1 2 4 3
Importance score .25 .50 1 .75 2.5 3
Design D
Percentage weight 0.3 .10 .20 .40
Rank 3 1 3 4
Importance score .90 .10 .60 1.6 3.2 1 (tie)
Sum of weights 1.25 1.05 .75 .95
Average weight .31 .26 .19 .24
Criterion Ranking 1 2 4 3
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review
New Seven Q.C. Tools
 Affinity Diagrams
 Relations Diagrams
 Tree Diagrams
 Matrix Diagrams
 Arrow Diagrams
 Process Decision Program Charts
 Matrix Data Analysis
TQM
Total Quality Management :
Total – Whole
Quality – Excellence
Management – art of handling, controlling, directing…
TQM is a art of managing the whole to achieve excellence
TQM is – Philosophy as well as a set of guiding principles
that represents the foundation of continuously improving
organization.
Total Quality Management is the sweeping “culture change”
efforts to position a company for greater customer
satisfaction, profitability and competitiveness.
40
Evolution of TQM
 After industrial revolution products became more complicated so it
became necessary to inspect and test the product after manufacturing.
 In 1924 W.A. Shewhart of Bell Telephone laboratories developed a
statistical chart for the control of product variables.
 In same decade H.F.Dodge and H.G.Romig of Bell Telphone labs.
Developed acceptance sampling method as a substitute for 100%
inspection
 In 1946 American Society for Quality control was formed now it is
known as American society for Quality (ASQ)
 In 1950 Deming , a student of Shewhart, gave lectures on statistical
methods to Japanese Engineers and quality responsibilities to CEO’s
 In 1980 American managers visited Japanese companies to learn about
Japanese Miracle
 In Middle of 1980 TQM concept was introduced

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Principles of TQM
Management commitment and vision
Customer orientation
Quality culture
Employee improvement and participation
Team work
Communication
Continuous improvement
Measurement and audit to ensure about quality

42
.

43
Quality Function Deployment
A system for translating customer requirements into
appropriate company requirements at each stage from
research and product development to engineering and
manufacturing to marketing/sales and distribution.

Mr.Mizuno (Tokyo Institute of Technology) is credited with

initiating QFD system.

It focuses on customers expectations so also referred as

Voice of Customers.

44
 QFD Overview
Customer Requirements

Converted to

Company Measures
( Technical spec.)
Converted to

End product specifications

Converted to

Process features

Converted to

Process control features

(Day to Day Operations)
Benefits of QFD
Reduction in product development time
Reduced complaints
Reduction in number of design changes
Increased customer satisfaction
Increases team work

46
QFD
First application of QFD : Mitsubishi Heavy
industries. Ltd. Japan in 1972
In 1977 After some refinements first it is implemented
in Toyata for the production of mini vans.
It resulted in 20% reduction in star-up cost
In 1979 – 38% reduction
In 1984 – 61 % cumulative reduction

47
House of Quality
It is a primary planning
tool used in QFD

It translates voice of

customers into design
requirements

48
 5S
Developed by the Japanese quality expert

G.I.Kobayashi
Housekeeping System

Helps to Create a Better Working environment and a

Consistently High Quality Process

50
 THE 5S PRINCIPLES
G.I.Koboyashi suggested five simple steps to creat a
better working environment.
SEIRI – Organisation/Sort out
SEITON – Orderliness/Systemize arrangement
SEISO – The Cleaning/Shining
SEIKETSU – Standardize
SHITSUKE - Sustain/Discipline
1. SEIRI – Sort out
Decide what you need

Remove unnecessary clutter

All tools, gauges, materials, classified and then stored

Remove items which are broken, unusable or only

occasionally used

It uses Red tag technique

 RED
TAG
RED TAG TECHNIQUE
GIVE STAFF RED LABELS

ASK STAFF TO GO THROUGH EVERY ITEM IN THE

WORK PLACE
ASK IF NEEDED & THOSE THAT ARE NEEDED,IN

WHAT QUANTITY
NOT NEEDED RED TAG IT
STORE IN THE RED TAG AREA
 2. SEITON - Systematic arrangement
It refers to the identification of the place for
everything and storing everything in its place
The place for all items should be clearly labelled
and marked
Different types of items (tools, fixtures, pallets,
safety instruments etc.) should be stored in the
different cabinets
Items should be easily accessible
2. SEITON - Systematic arrangement
PRIORITY FREQUENCY OF USE HOW TO USE

Low Less than once per Store away

year from the
Once per year workplace

Avg. Once per month Store together

Once per week but offline

High Once Per Day Locate at the

workplace
 3. SEISO -CLEAN/SHINE
Create a spotless workplace and maintain it

Identify and eliminate causes of dirt and grime –

remove the need to clean

Sweep dust, polish and paint

 3.SEISO -CLEAN/SHINE
Divide areas into zones

Define responsibilities for cleaning

Tools and equipment must be owned by an individual

Focus on removing the need to clean

 4. SEIKETSU -STANDARDISE
Generate a maintenance system for the first three
Develop procedures, schedules, practices
Continue to assess the use and disposal of items
Regularly audit using checklists and measures of
housekeeping
5. SHITSUKE -SUSTAIN
It is most difficult step
It is very important to maintain the improved method of
performing otherwise first four stages will not sustain for longer
period
How to achieve this:
-Make it a way of life
-Organize competitions among the departments to implement 5S
-Involve the whole workforce
-Develop and keep good habits
 ADVANTAGES OF 5S
Time saving
Quick retrieval
Accidents & mistakes minimized
Increases space
Creates workplace ownership
61
62
 Kaizen
Kaizen means continuous improvement.
Moreover, Kaizen means continuing improvement in
personal life, home life, social life, and working life.
When applied to the workplace Kaizen means
continuing improvement involving everyone –
managers and workers alike.
 Kaizen…
Japanese word meaning
Kai - gradual and orderly change,
Zen - for the better
involves everyone in the organization in small
improvements using conventional knowledge and
tools
without large capital investments.
 Kaizen….

A culture - way of life

focusing on eliminating waste
begins and ends with people
Total system focus – not just one
department
 Kaizen Key Concepts
PDCA – standardized work
Quality first
If something can be improved, a measure must exist by
which improvement can be quantified – quality
characteristics
Upstream management
Speak with data
Variability control and recurrence prevention
 Seven Deadly Wastes
Over-production
Waiting
Transportation
Over-processing
Inventory
Motion
Defects
 Poka-Yoke
This is known as ‘MISTAKE-PROOFING’
It was introduced by Shigeo Shingo (Industrial
Engg at Toyota)
From Japanese:
- Yokeru (avoid)
- Poka (inadvertent errors)
Eg. Jig and fixtures, limit switch, alarms,
The devices used for poka-yoke should be
simple, easy & quick to operate
 What Does Poka-Yoke Do?
Eliminates the cause of an error at the
source;

Detects an error as it is being made;

Detects an error soon after it has been

made but before it reaches the next
operation.
 Are Errors Unavoidable?

There are two approaches to dealing

with errors:

1. ERRORS ARE unavoidable

2. ERRORS CAN be eliminated
 1. Errors Are unavoidable
People always make mistakes.
While we accept the mistakes as natural, we blame
the people who make them.
With this attitude, we are likely to overlook defects as
they occur in production.
They may be detected at final inspection, or worse
still, by the customer.
 2. Errors Can Be Eliminated
Any kind of mistake people make can be reduced or
even eliminated.

People make fewer mistakes if they are supported by

proper training and by a production system based on
the principle that errors can be avoided.
 Inspection
 One method of detecting errors is inspection.
 There are two major types of inspection.

 1. SAMPLING INSPECTION.
 2. 100% INSPECTION.
 Kanban
• Kanban is the Japanese word for signal / card
• The card is an authorization for the next
container of material to be produced
• A sequence of kanbans
pulls material through
the process
• Many different sorts of
signals are used, but
the system is still called
a kanban
KANBAN
A kanban is a card usually attached to the work in
process and is used to facilitate proper routing of the
parts .
One can also use flashing lights, computer signals etc.
Kanban gives lot of information about the quality,
preceding process, code numbers etc.
The quality, timing of parts are clearly mentioned on
the Kanban
It is very simple and effective method

75
 Kanban

Material/Parts Final Finished Customer

Supplier assembly goods order

Work
cell

Kanban
Kanban Kanban
Just-In-Time System
 Seven Basic Types of Waste

 Transportation waste
 Process Waste
 Inventory Waste
 Waste of motion
 Waste from product defects
 Waiting time
 Overproduction
 Common Causes of Waste
 Layout (distance)  Inconsistent
performance measures
 Long setup time
 Ineffective production
 Incapable processes planning
 Poor maintenance  Lack of workplace
 Poor work methods organization
 Lack of training  Poor supply
quality/reliability
 Objective of JIT

 Produce only the products the customer wants.

 Produce products only at the rate that the customer
wants them.
 Produce with perfect quality
 Produce with minimum lead time.
 Produce products with only those features the
customer wants.
 Objectives
 Produce with no waste of labor, material or equipment
-- every movement must have a purpose so that there
is zero idle inventory.
 Produce with methods that allow for the development
of people
 JIT Means …
 Keeping work flows moving
 Eliminating inventories
 Reducing travel distances
 Eliminating defects and scrap
 Maximizing usage of space
 JIT Demand-Pull Logic
Here the customer starts the process,
pulling an inventory item from Final
Assembly…
Fab Vendor
Then sub-assembly work
is pulled forward by that
demand… Sub
Fab Vendor
Customers
Final
Assembly

The process continues Sub Fab Vendor

throughout the entire
production process and
supply chain Fab Vendor
 Just-In-Time Production

WHAT IT IS WHAT IT DOES

• Management philosophy • Attacks waste

• Exposes problems
• “Pull” system though the plant
• Achieves streamlined production

WHAT IT REQUIRES WHAT IT ASSUMES

• Employee participation
• Industrial engineering/basics • Stable environment
• Continuing improvement
• Total quality control
• Small lot sizes
 TPM,
Six Sigma: DMAIC - Concept and Applications.

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TPM is a Lean tool for
Quality and
Productivity
TPM- Total Productive Maintenance
Effective TPM Eliminates 5 Losses
1. Equipment breakdowns
2. Defects, scrap, and rework
3. Safety Issues
4. Mini stoppages
5. Reduced speed
 What is TPM??
TPM is a Lean tool to optimize the effectiveness of
manufacturing equipment and tooling.
1. Starts with 5S
2. Builds a comprehensive Downtime Database by
cause, frequency, and duration
3. Predicts and prevents downtime
4. Expands role of Operator as first point of early
warning and prevention
5. Develops Professional Maintenance skills
89
Six Sigma
Six sigma stands for standard deviation from the mean
If company achieves six sigma in production then it
means that only 3.4 of 1 million products are defective
(99.9997 % performance)
Sigma Defects / million
1 6,90,000
2 3,08,733
3 66,803
4 6210
5 233
6 3.4
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 DMAIC - Concept and
Applications.
Six sigma can be Uses DMAIC methodology
•DEFINE- identify the key parameters & process
•MEASURE – measure the parameters
•ANALYSE – Analyze the data (SQC techniques)
•IMPROVE – improve the method
•CONTROL- control the process

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QMS (ISO 9000, TS16949, ISO14000)

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Definition of Quality (ISO 9000:2000)
The degree to which a set of inherent characterstics fulfils
requirements.

Customers are interested that the product/service they buy

meets the quality they are offered.

ISO – international organization for standardization located in

switzerland and established in 1947.

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Eight Quality Management Principles
1. Customer focus
2. Leadership
3. Involvement of people
4. Process approach
5. System approach to management
6. Continual improvement
7. decision making
8. Mutually beneficial supplier relationships

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Related Management Systems

ISO TS 16949:2001 – Quality management systems - Particular

requirements for the application of ISO 9001:2000 for
automotive production and relevant service part organizations

EN ISO 14001:2005 - 2004 Environmental management

systems
Contents ISO 9000
• Section 1: Scope
• Section 2: Fundamentals of quality management systems
• Section 3: Terms and definitions
• Section 4: General requirements
• Section 5: Management responsibility
• Section 6: Resource management
• Section 7: Product realization
• Section 8: Measurement, analysis and improvement
In effect, users need to address all sections 1 to 8, but
only 4 to 8 needs implementing within a QMS.
ISO 9000 Series
ISO 9001 : Quality system – Model for quality assurance in
design, development, production, installation, servicing etc.

ISO 9002 : Quality system – Model for quality assurance in

production and installation – this applies where organization
is producing the product designed and developed elsewhere

ISO 9003 : Quality system – Model for quality assurance in

final inspection and testing – where customer considers that
final inspection alone is a sufficient.

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Clause 4: Quality Management:
4.1 General requirements

• Define a quality policy. Your policy should describe

your organization's attitude towards quality.
• Define the organizational structure that you will
need in order to manage your quality system.
• Define a procedure that your senior managers can
use to review the effectiveness of your quality system.
4.2 Document requirements

• Develop a quality system and a manual that

describes it.
• Develop and implement quality system procedures
that are consistent with your quality policy.
• Develop quality plans which show how you intend
to fulfill quality system requirements. You are
expected to develop quality plans for products,
processes, projects, and customer contracts.
4.2 Quality Manual
It includes the policies and targets, process
description, process instructions and process
responsibility.
‘Not quantity is the key’, but adequacy,
functionality and continuity create transparency
and acceptance of staff and executives.
4.2 Document control
• The procedure of Control of Notes.
• the creation, the determination of marking, storage,
protection /data security, retrievability, safekeeping periods
and responsibilities of who possesses the notes or has access.
For example:
• Where and how long are the documents stored?
• Which documents are useful?
• How are outdated documents marked?
TS 16949
It is Technical specification which aligns existing automotive
quality system requirement within the global automotive industry.
Aim is – to develop quality
- avoid multiple certification audits
Steps to get certificate;
1. Successful implement ISO 9001: 2000
2. Staff should be trained
3. Implement Ts 16940 specifications
4. Documentation
5. Internal audit and management review
6. Get audit and certification done by certification bodies

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ISO 14000
It is a family of standards related to environmental
management that exits to help organizations to –
- environmental hazardous waste
- to know about the environment law
- to improve the system

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 .

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.

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Quality Audits
Quality audit is defined as a systematic and independent
examination to determine whether activities and related
results comply with planned arrangements and whether these
arrangements are implemented effectively and are suitable to
achieve objectives
 Quality audit means a systematic examination of a quality
system.
 Quality audits are typically performed at defined intervals
 Any failure in their proper implementation may be published
publicly and may lead to a revocation of quality certification

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Quality audit
Objectives:
To ensure about quality and performance
To ensure about manufacturing and control systems
are operating under state of control
To identify problems and to correct them
To establish high degree of confidence.

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Quality audit- Some Definitions
Auditor – A qualified person who performs audits
Client – A person or organization requesting the audit
Auditee – An organization / person being audited
Quality system- The organizational structure,
responsibilities, procedure for implementing quality
management
Observation – A fact/ statement made during audit
Non conformity – non fulfillment of specified
requirement

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Types of audit
 1. Internal (first party, self )
- It includes audits conducted within organization
by company employees, consultants or contractors
 2. External
a) Second party – Includes audits conducted in
the premises of supplier by the client

b) Third party – conducted by independent

accredited auditing firm that don’t have any
connection with the auditee.
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Forms of Audit
1) Product audit – Product is assessed to check fitness
for use

2) Process audit – process and procedure for

producing parts of good quality are audited

3) Equipment audit- It is performed to ensure that

machine and facilities are capable to
produce desired quality

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Elements of Quality audit
Audit Purpose
Audit team
Audit frequency
Audit reporting
Audit corrective actions

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