Professional Documents
Culture Documents
Unit 2 Session 1
Unit 2 Session 1
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The Goalpost (Traditional) View of Quality
• Traditionally, companies measure quality by the
number of defects or the defect rate.
• In this system, defects are identified through
inspections of the materials and products.
• This view is referred too as the goalpost view because
it can be conformed to the use of goalposts in
football.
• If the extra point goes between the goal posts it is
considered a success.
• It does not matter whether or not it is in the center or
close to the sides. However, if the ball goes wide, left
or right, it is unsuccessful.
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TRADITIONAL LOSS FUNCTION
Upper and lower quality limits are established.
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Quality of design
– Quality of design / redesign focuses on determining
the quality characteristics of products that are suited
to the needs of a market, at a given cost.
– That is, quality of design develops products from a
customer orientation.
– Quality of design studies begin with consumer
research, service call analysis, and sales call analysis,
and lead to the determination of a product concept
that meets the consumer’s needs and requirement.
– Next, specifications are prepared for the product
concept.
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Quality of conformance
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Juran’s 10 steps of quality improvement
1. Build awareness of the need and opportunity for
improvement
2. Set goals for improvement
3. Organize to reach the goals
4. Provide training
5. Carryout projects to solve problem
6. Report progress
7. Give recognition
8. Communication result
9. Keep score
10.Maintain momentum by making annual improvement
part of the regular systems and process of the company.
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• W. Edward Deming has pioneered the use of
statistics and sampling methods those can be
applied even to non-manufacturing
environments for the sake of quality.
• Encouraged the adoption of systematic
approach to the problem termed as
Deming’s / PDCA (plan, do, check, act) cycle.
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Deming’s 14 points for management
1. Create constancy of purpose for the
improvement of the product and service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve
quality.
4. End the practice of awarding business on the
basis of price tag alone. Instead, minimize total
cost by working with a single supplier.
5. Improve constantly and forever every process
for planning, production and service.
6. Institute training and retraining.
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7. Adopt and institute leadership.
8. Derive out fear.
9. Breakdown barriers between staff areas.
10.Eliminate slogans, exhortations and targets for
the work force.
11.Eliminate numerical quotas for work force and
numerical goals for management.
12.Remove barriers that rob people for
workmanship.
13.Institute a vigorous program of education and
self-improvement for everyone.
14.Put everybody in the company to work to
accomplish the transformation.
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Quality management
assistance tools:
• Ishikawa diagram,
• Pareto analysis,
• Pokka yoke (mistake proofing),
• Quality circles.
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Ishikawa diagram
• Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa(1968).
• They show the causes of a specific event.
• Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify
potential factors causing an overall effect.
• Each cause / reason for imperfection is a source of
variation.
• Causes are usually grouped into major categories to
identify
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Machines:
People: Any equipment,
anyone involved with computers, tools, etc.
the process required to accomplish
the job
Methods: Environment:
How the process is performed The conditions, such as
& specific requirements for Categories location, time, temperature,
normally
doing it, such as policies/ and culture in which the
include:
procedures/rules/regulations process operates
Measurements: Materials:
Data generated Raw materials,
from the process parts etc. used to
hat are used to produce the final
04/10/2023 evaluate its quality product 30
• So, Ishikawa diagram, in fishbone shape, showing factors
of Equipment, Process, People, Materials, Environment
and Management, all affecting the overall problem.
Smaller arrows connect the sub-causes to major causes.
CAUSE EFFECT
Equipment Process People
PROBLEM
Secondary
cause
Primary cause
Materials
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The 6 Ms (used in The 7 Ps (used in The 5 Ss (used in
manufacturing marketing service
industry) industry) industry)
1. Machine (technology) 1. Product/Service 1. Samples
2. Method (process) 2. Price 2. Scheme
3. Material (Includes 3. Place 3. Synchronous
Raw Material, 4. Promotion 4. Skin.
Consumables and 5. People/personnel 5. Search
Information.) 6. Positioning
4. Man Power (physical 7. Packaging
work)/Mind Power
(brain work)
5. Measurement
(Inspection)
6. Milieu/Mother
Nature (Environment)
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Pareto analysis
• Pareto analysis is a formal technique useful where many
possible courses of action are competing for attention
• It is a creative way of looking at cause of problem by
stimulating thinking and organizing thoughts. However, it is
normally combined with other analytical tools such as
failure mode & effects analysis and fault tree analysis for
example.
This technique helps to
identify the top portion of
causes that need to be
addressed to resolve the
majority of problems.
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• Once the predominant causes are identified,
then tools like the Ishikawa diagram or Fish-
bone Analysis can be used to identify the root
causes of the problems.
• It is common to refer to pareto as "80/20" rule,
under the assumption that, in all situations,
20% of causes determine 80% of problems.
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Steps to identify the important causes using 80/20 rule
• Form an explicit table listing the causes and their frequency as a
percentage.
• Arrange the rows in the decreasing order of importance of the
causes (i.e., the most important cause first)
• Add a cumulative percentage column to the table
• Plot with causes on x- and cumulative percentage on y-axis
• Join the above points to form a curve
• Plot (on the same graph) a bar graph with causes on x- and
percent frequency on y-axis
• Draw line at 80% on y-axis parallel to x-axis. Then drop the line at
the point of intersection with the curve on x-axis. This point on the
x-axis separates the important causes (on the left) and trivial
causes (on the right)
• Explicitly review the chart to ensure that at least 80% of the
causes are captured
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Poka Yoke or mistake/error-proofing
•The term poka-yoke comes from the Japanese
words poka (accidental mistake) and yoke
(prevent). Also known as ‘mistake-proofing’ or
“error-proofing”.
•Shigeo Shingo developed poka-yoke while
working at Toyota in the 1960’s.
•It is for eliminating the possibility or
opportunity for passing on errors or making
mistakes in a process.
• Poka Yoke solutions are a simple and low cost
way to reduce rework.
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This tool is Used to develop solutions,
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Common Mistake- 3.5 inch diskettes cannot be inserted unless diskette is
oriented correctly. This is as far as a disk can be inserted
proofing Devices upside-down. The beveled corner of the diskette along
with the fact that the diskette is not square, prohibit
• Guide Pins incorrect orientation.
• Blinking
lights and
alarms
• Limit
switches
• Proximity
switches
• Counters
• Checklists
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Quality circles
History
• Started in 1962 in Japan
• Kaoru Ishikawa is the creator of Quality Circles
• Movement in Japan is coordinated by Japanese
Union of Scientists and Engineers (JUSE)
• In India Quality Circles is promoted by QCFI
(Quality Circle Forum of India)
Three major quality concepts
• Quality circle is a form of participant management.
• Quality circle is a human resource devolvement
technique.
• Quality circle is a problem solving technique.
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Quality Circle definition
Quality Circle is a small group of 6 to 12
employees doing similar work, voluntarily &
regularly meet together to identify
improvements in their respective work areas
using proven techniques for analyzing & solving
work related problems coming in the way of
achieving and sustaining excellence leading to
mutual upliftment of employees as well as the
organization.
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Objectives & Benefits of QC
• Change in attitude • Increased in quality
• Self development consciousness of
• Development of team employees
spirit development
• Improved organizational • Promote individuals
culture self-development
• Help in improving the • Promote team work
productivity and fellowship
• Promote individuals self- • Improve over all
development company performance
• Enhanced interest in jobs. and corporate image
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Functions of Structure Element
quality circle of quality circle
• Encourage a team culture and
team environment;
• A steering
• Encourage the flow of new ideas;
committee
• Improve customer relations and
service delivery; • Coordinator
• Improve levels of • Facilitator
communication; • Circle leader
• Improve operational efficiency; • Circle members
and
• Create problem prevention
attitudes.
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Launching quality circle Process of operation
• Expose middle level • Problem selection
executives to the concept.
• Problem identification
• Explain the concept to the
employees & invite them • Problem Analysis
to volunteer as members • Generate alternative
of quality circle. solutions
• Nominate senior officers • Prepare plan of action
as facilitators. • Implementation of
• From a steering solution
committee.
• Select the most
• Arrange the necessary
appropriate solution
facilities
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Problem analysis Tools for data Basic quality
• Select most analysis problem Solving
appropriate • Bar Charts
solution • Histograms • Brain storming
• Generate • Circle • Pareto
alternative graphs Diagrams
solutions • Scatter • Cause & Effect
• Implementation grams Analysis
of solution • Control • Data Collection
• Prepare plan for Charts
action
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Total quality management
• TQM (Quality Management tool for operation
/ production management) is an integrative
philosophy of management for continuously
improving the quality of products and
processes.
• TQM functions on the premise that the quality
of product & process is the responsibility of
everyone involved with the creation/
consumption of the products/ services offered
by an organization.
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TOTAL QUALITY MANAGEMENT (TQM)
• Focuses on managing the total organization to deliver
quality to customers.
• Requires a shift from an inspection-oriented approach to
employee involvement in the prevention of quality
problems.
TQM philosophy can be summarized as…
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1.Focus on Customer: Identify & meet customer needs, Stay
tuned to changing needs, e.g. fashion styles.
2.Continuous Improvement: Continuous learning & problem
solving, e.g. Kaizen, 6 sigma.
3.Quality at the Source: Prevention & problem solving v/s
inspection.
4.Employee Empowerment: Empower all employees;
external & internal customers.
5.Understanding Quality Tools: Ongoing training on
analysis, assessment, and correction, & implementation
tools.
6.Team Approach: Teams (of 8 to 10 ) formed around
processes, Meet weekly to analyze and solve problems.
7.Benchmarking: Studying practices of best companies.
8.Managing Supplier Quality: Certifying suppliers v/s receiving
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inspection.
Total Quality Management (TQM) is a
management approach that focuses on the
organization as a system, with an emphasis on
1. Teams,
2. Processes,
3. Statistics,
4. Continuous
improvement
5. Delivering products &
services that meet/
exceed customer
expectations.
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Ways of Improving Quality
Plan-Do-Study-Act Repeated Cycle (PDSA)
• Plan: Evaluate current process, Collect procedures, data,
identify problems, Develop an improvement plan,
performance objectives
• Do: Implement the plan – trial basis
• Study: Collect data and evaluate against objectives
• Act: Communicate the results from trial, If successful,
implement new process
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• Considering the practices of TQM as discussed in “six
empirical studies” of Cua, McKone, & Schroeder who
have identified the nine common TQM practices as:
1. Cross-functional (where multiple skills/disciplines contribute)
product design,
2. Process management,
3. Supplier quality management,
4. Customer involvement,
5. Information and feedback,
6. Committed leadership,
7. Strategic planning,
8. Cross-functional training, and,
9. Employee involvement.
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Kaizen
• Kaizen ( Japanese word) for "improvement" /
"change for the best", refers to philosophy or
practices that focus upon continuous
improvement of processes in Manufacturing,
Engineering, and, Business Management.
• When used in the business sense and applied to
the workplace, kaizen refers to activities that
continually improve all functions and involves all
employees from the CEO to the ‘assembly line’
worker.
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The five step Kaizen Movement
Seiri/SORT
Shitsuke/ Seiton/
SUSTAIN SET IN ORDER
Seiketsu /
5S’s
STANDARDISE Seiso/SHINE
Customer satisfaction
Process selection
Minimizing defects
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Why Six Sigma ???
• Highly scalable
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DMAD
DMAIC
C
Define Define
Measure Measure
Analyse Analyse
Improve Design
Control Verify
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ISO-9001 basically requires…..
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I SO 9 0 0 1
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System requirements of ‘ISO 9001-2008’ Standard Quality
Management’ meets International Standard requirements
adopted by most Industrialized Nations.
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What are ISO 9001:2015 quality management system
standards?
•It is not a software process model. It is a framework which is used to analyse the
approach and techniques followed by any organization to develop a software
product.
•It also provides guidelines to further enhance the maturity of those software
products.
•It is based on profound feedback and development practices adopted by the most
successful organizations worldwide.
•Each level of maturity shows a process capability level. All the levels except level-1
are further described by Key Process Areas (KPA’s).
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