Established as per the Section 2(f) of the UGC

Act, 1956
Approved by AICTE, COA and BCI, New Delhi

Unit-3
Continuous Process
Improvement
School of Mechanical Engineering

Prof.Gururaja Sharma T
AY: 2023-2024
Continuous improvement
Continuous improvement
 CONTINUOUS IMPROVEMENT
• The quest for quality is a never-ending process in which
people are continuously working to improve the
performance, speed and number of features of the product
or service.
• Continuous improvement means that small, incremental
improvement that occurs on a regular basis will eventually
add up to vast improvement in quality.
• TQM is the management process used to make continuous
improvements to all functions.
• TQM represents an ongoing, continuous commitment to
improvement.
• The foundation of total quality is a management philosophy
that supports meeting customer requirements through
continuous improvement.
Continuous Process Improvement.
 View all work as process – production and business.

 Process – purchasing, design, invoicing, etc.

 Inputs – process – outputs.

 Process improvement – increased customer satisfaction.

 Improvement – 5 ways:
 reduce resources, reduce errors, meet expectations of
downstream customers, make process safer, make
process more satisfying to the person doing
 The Juran philosophy
• Pursue quality on two levels:
1. The mission of the firm as a whole is to achieve high product
quality.
2. The mission of each individual department is to achieve
high production quality.

• Quality should be talked about in a language senior

management understands: money (cost of poor quality).
• At operational level, focus should be on conformance to
specifications through elimination of defects- use of
statistical methods.
 The Juran philosophy
Quality Trilogy –
1. Quality planning: Process of preparing to meet quality
goals. Involves understanding customer needs and
developing product features.
2. Quality control: Process of meeting quality goals during
operations. Control parameters. Measuring the deviation and
taking action.
3. Quality improvement: Process for breaking through to
unprecedented levels of performance. Identify areas of
improvement and get the right people to bring about the
change.
Juran Trilogy
 Process improvement
• Understanding existing processes and introducing process
changes to improve product quality, reduce costs or accelerate
schedules.
• Most process improvement work so far has
focused on defect reduction. This reflects the increasing
attention paid by industry to quality.
• However, other process attributes can also be the focus of
improvement
 Process attributes
Process Description
characteristic
Understandability To what extent is the process explicitly defined and how easy is it t o
understand the process definition?
Visibility Do the process activities culminate in clear results so that the progress
of the process is externally visible?
Supportability To what extent can CASE tools be used to support the process
activities?
Acceptability Is t he defined process acceptable to and usable by the engineers
responsible for producing the software product?
Reliability Is the process designed in such a way that process errors are avoided or
trapped before they result in product errors?
Robustness Can the process continue in spite of unexpected problems?
Maintainability Can the process evolve to reflect changing organisational requirements
or identified process improvements?
Rapidity How fast can the process of delivering a system from a given
specification be completed?
The process improvement cycle

Measure

Change Analyse
Process improvement stages
• Process measurement
– Attributes of the current process are measured. These
are a baseline for assessing improvements.
• Process analysis
– The current process is assessed and bottlenecks and
weaknesses are identified.
• Process change
– Changes to the process that have been identified
during the analysis are introduced.
 PDCA Steps
•Step 1: (Hypothesis) “Plan”
– Identify problem
– Investigate root cause
Step 4 Step 1 – Select appropriate
Standardize and
Plan Continuous
Improvement
(A)
Problem
Identification
countermeasures

Act
•Step 2: (Try) “Do”
– Implement countermeasures
Step 1
Step 3 (B)
Study the Check Plan Cause
Results Investigation

•Step 3: (Reflect) “Check”

Do

Step 2
Step 1
(C)
– Study the Results
Countermeasure
Select
Implementation
Countermeasures

•Step 4: (Adjust/) “Act”

– Standardize and Plan Continuous
Improvement
 Step 4 Step 1

Step 1A: “Plan”

Standardize and (A)
Plan Continuous Problem
Improvement Identification

Problem Identification
Act

Step 1
Step 3 (B)
Study the Check Plan Cause
Results Investigation

Do

Step 1

1. Determine the problem area

Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures

2. Define the standard

3. Define the current situation
4. Determine the inconsistency
5. Select a measurable goal
6. State the problem in a “Problem Statement” form in order to
brainstorm potential causes
 Step 4 Step 1
Standardize and (A)

Step 1B: “Plan”

Plan Continuous Problem
Improvement Identification

Act

Cause Investigation Step 3

Study the
Results
Check Plan
Step 1
(B)
Cause
Investigation

Do

Step 1
Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures

1. Brainstorm potential causes of the problem

2. Collect and analyze data related to the problem
3. Challenge the data with facts
4. Select most likely causes
5. Establish a cause/effect relationship
6. Determine root/driver cause
 Step 4 Step 1
Standardize and (A)

Step 1C: “Plan”

Plan Continuous Problem
Improvement Identification

Act

Select Countermeasures
Step 1
Step 3 (B)
Study the Check Plan Cause
Results Investigation

Do

Step 1

1. Brainstorm for countermeasures to address root cause

Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures

2. Select proper countermeasure based upon criteria

3. Coordinate/gain approval of leadership to implement
countermeasure
 Step 4 Step 1

Step 2: “Do” Implement

Standardize and (A)
Plan Continuous Problem
Improvement Identification

Countermeasures
Act

Step 1
Step 3 (B)
Study the Check Plan Cause
Results Investigation

Do

Step 1
Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures

1. Develop a plan to implement the countermeasure(s) selected

2. Are they temporary?
3. Assign tasks
4. Communicate the plan
5. Execute pilot Implementation Plan with timelines and
establish a tracking method
 Step 4 Step 1

Step 3: “Check”
Standardize and (A)
Plan Continuous Problem
Improvement Identification

Study the Results

Act

Step 1
Step 3 (B)
Study the Check Plan Cause
Results Investigation

Do

Step 1
Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures

1. Monitor progress of pilot Implementation Plan

2. Gather/analyze additional data if necessary
3. Modify implementation plan if necessary, based upon results
4. Monitor results of the specific countermeasure(s) that
addressed the root cause
 Step 4: “Adjust / Act” Step 4
Standardize and
Plan Continuous
Improvement
Step 1
(A)
Problem
Identification

Standardize and improve Step 3

Study the Check
Act

Plan
Step 1
(B)
Cause
Results Investigation

Do

Step 1
Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures

1. Evaluate the results

2. Standardize the effective countermeasure(s) to prevent
recurrence
3. Share success with other affected areas
4. Plan on-going monitoring of the solution
5. Start the PDCA process again to refine the countermeasure
or if the results are uneven
6. Continue with other improvement opportunities
 Step 5: Step 4
Standardize and
Plan Continuous
Improvement
Step 1
(A)
Problem
Identification

“Continuous Step 3
Study the Check
Act

Plan
Step 1
(B)

Improvement”!
Cause
Results Investigation

Do

Step 1
Step 2
(C)
Countermeasure
Select
Implementation
Countermeasures
Summary of PDCA Steps
Act Plan (A)
 Evaluate the results  Determine the problem area
 Standardize the effective countermeasure(s) to  Define the standard
prevent recurrence  Define the current situation
 Share your success with other affected areas  Determine the discrepancy
 Plan on-going monitoring of the solution  Select a measurable goal
 Start the PDCA process again to refine your  State the problem in a
countermeasure or if results if uneven statement form in order to
 Continue with other improvement Step 4 Step 1 brainstorm potential causes
opportunities Standardize and (A)
Plan Continuous Problem
Improvement Identification
Check Plan (B)
 Monitor progress of  Brainstorm potential
the pilot project causes to the
 Gather/analyze Act problem
additional data if  Collect and analyze
necessary Step 1 data related to the
 Modify Step 3 (B) problem
implementation plan Study the Check Plan  Challenge the data
if necessary, based
Cause
Results with facts
upon results Investigation  Select most likely
 Monitor results of causes based upon
the specific team impact
Do
countermeasure(s)  Establish a cause/
that addressed the effect relationship
root causes  Determine root
cause/driver cause
Step 1
Step 2
(C)
Countermeasure
Select
Do Implementation Plan (C)
Countermeasures
 Develop a plan to implement the  Brainstorm countermeasures
countermeasure(s) selected to address the root cause
 Assign tasks  Select proper
 Communicate plan countermeasures based
 Execute pilot plan with timelines upon criteria
and establish a tracking method  Coordinate/gain approval of
leadership to implement
 Problem-Solving Method

• Process improvement achieves the greatest results when it operates within

the framework of the problem solving method.

• The problem-solving method (also called the scientific method) has many
variations depending, to some
• extent, on the use; however, they are all similar. There are seven phases.
• The phases are integrated because each phase is dependent upon the previous
phase. Continuous process
• improvement is the objective, and these phases are the framework to achieve
that objective.
Continuous Process Improvement Cycle
 Phase 1: Identify the Opportunity

• The objective of this phase is to identify and prioritize opportunities for

improvement. It consists of three parts: identify the problem, form the team
(if one is not in existence) and define the scope.
• Problem identification answers the question, “What are the problems?”
The answer leads to those problems that have the greatest potential for
improvement and have the greatest need for solution. Problems can be
identified from a variety of inputs.
 Phase 1: Identify the Opportunity
• Problems identified provide opportunities for improvement. For a condition to
qualify as a problem, it must meet the following three criteria:
• Performance varies from an established standard.
• Deviation from the perception and the facts.
• The cause is unknown; if we know the cause, there is no problem.
• Identifying problems for improvement is not difficult, as there are many more
problems than can be analyzed.
• The quality council or work group must prioritize problems using the following
selection criteria:
1. Is the problem important and not superficial and why?
2. Will problem solution contribute to the attainment of goals?
3. Can the problem be defined clearly using objective measures?
 Phase 2: Analyze the Current Process

• The objective of this phase is to understand the

process and how it is currently performed. Key
activities are to define process boundaries, outputs
and customers, inputs and suppliers, and process
flow; determine levels of customer satisfaction and
measurements needed; gather data; and identify root
causes.
Phase 3: Develop the Optimal Solution

• This phase has the objective of establishing potential

and feasible solutions and recommending the best
solution to improve the process.
• Once all the information is available, the project team
begins its search for possible solutions.
• More than one solution is frequently required to
remedy a situation. Sometimes the solutions are quite
evident from a cursory analysis of the data.
 Phase 4: Implement Changes

• Once the best solution is selected, it can be

implemented. This phase has the objective of
preparing the implementation
• plan, obtaining approval, and implementing the
process improvements.
• Although the project team usually has some authority
to institute remedial action, more often than not the
• approval of the quality council or other appropriate
authority is required.
 Phase 4: Implement Changes
The final element of the implementation plan is the
monitoring activity that answers the following:
• What information will be monitored or observed, and
what resources are required?
• Who will be responsible for taking the
measurements?
• Where will the measurements be taken?
• How will the measurements be taken?
• When will the measurements be taken?
 Phase 5: Study the Results
• This phase has the objective of monitoring and
evaluating the change by tracking and studying the
effectiveness
• of the improvement efforts through data collection
and review of progress. It is vital to institutionalize
meaningful
• change and ensure ongoing measurement and
evaluation efforts to achieve continuous
improvement.
 Phase 6: Standardize the Solution
• Once the team is satisfied with the change, it must be
institutionalized by positive control of the process,
process certification, and operator certification.
Positrol (positive control) assures that important
variables are kept under control.
• It specifies the what, who, how, where, and when of
the process and is an updating of the monitoring
activity.
• Standardizing the solution prevents “backsliding.”
 Phase 7: Plan for the Future
• This phase has the objective of achieving improved
levels of process performance. Regardless of how
successful initial improvement efforts are, the
improvement process continues.
• It is important to remember that TQM addresses the
quality of management as well as the management of
quality.
• Everyone in the organization is involved in a
systematic, long-term endeavour to constantly
improve quality by developing processes that are
customer oriented, flexible, and responsive.
 Process control

• Control is the activity of ensuring the conformance to the requirements and

taking corrective action when necessary.
• Two reasons for controlling the process
1. Process control methods are the basis of effective daily management of
processes.

2. Long-term improvements can not be made to a process unless the process is

first brought under control.
• Short-term corrective action should be taken by the process owners. Long-
term remedial action should be the responsibility of the management.
 Process control

Effective quality control systems include

1. Documented procedures for all key processes

2. A clear understanding of the appropriate equipment and working

environment

3. Methods of monitoring and controlling critical quality characteristics

4. Approval processes for equipment

5. Criteria for workmanship: written standards, samples etc.

6. Maintenance activities
 Process improvement

• Customer loyalty is driven by delivered value.

• Delivered value is created by business processes.
• Sustained success in competitive markets require a business to
continuously improve delivered value.
• To continuously improve value creation ability, a business must
continuously improve its value creation processes.
• Continuous process improvement is an old management concept dating
back to 1895. However, those approaches were mainly productivity related.
• More recently (1951) Toyota implemented Just-In-Time which relies on
zero defects and hence continuous improvement!
 Process improvement: Kaizen

• Japanese for gradual and orderly continuous improvement over a long

period of time with minimum financial investment, and with participation
by everyone in the organization.
• Improvement in all areas of business serves to enhance quality of the firm.

• Three things required for successful kaizen program: operating practices,

total involvement, and training.
• Operating practices expose opportunities for improvement. JIT reveals
waste and inefficiency as well as poor quality.
 Process improvement: Kaizen
• Every employee strives for improvement. Top management
views improvement as part of strategy and supports it. Middle
management can implement top management’s improvement
goals by establishing, maintaining, and upgrading operating
standards. Workers can engage through suggestions, small
group activity.
• Middle management can help create conducive environment
for improvement by improving cooperation amongst
departments, and by making employees conscious of
their responsibilities for improvement.
• Supervisors can direct their attention more on
improvement than supervision, which will facilitate
communication.
 Kaizen: Implementation
• The Deming cycle: Originally developed by Walter Shewart,
but renamed in 1950s because Deming promoted it
extensively.
 Kaizen: Implementation
• Plan – Study the current system; identifying problems;
testing theories of causes; and developing solutions.
• Do – Plan is implemented on a trial basis. Data
collected and documented.
• Study – Determine whether the trial plan is working
correctly by evaluating the results.
• Act – Improvements are standardized and final plan is
implemented.

• Variation of PDSA cycle: FADE – Focus, Analyze, Develop,

Execute cycle!
 5S-KAIZEN-TQM Approach
Highly Reliable Organization
Stepwise approach for
better management &
quality of health care

TQM
Maximum use of the capacity of
the entire organization

KAIZEN
Participatory problem solving process

5S

Working environment improvement

Conceptual framework “5S-KAIZEN-TQM Tree”
Highly Reliable Organization (HRO)

Total Quality Management

Quality of services and

management
Lean Management
Leadership and
commitment of

Wastes
hospital Positive mindset
management for improvement
of quality among
KAIZEN frontline workers

environment
5-S

Working
Leadership

Positive
attitude
 What is 5S ?

• 5S is a philosophy and a way of organizing and

managing the workspace and work flow with
the intent to improve efficiency by eliminating
waste, improving flow and reducing process
unreasonableness
• Working Environment Improvement (WEI)
What 5S can do?
(Benefit of 5S)
Identify Abnormalities
 Identify wastes,
and reduce the wastes
 7 types of wastes in work place
Over production
Creating more material
or information or tests
Over processing or treatment than Inventory
needed More material or
Processing beyond
information than
the standard needed

Rework Waiting
People or items that
Repetition or
wait for a work
correction of a
cycle to be
process
completed

Transportation Motion
Unnecessary Unnecessary
movement between movement with a
processes process
Promote everyone’s participation
Improve safety
Improve productivities
 Target of 5S
Targets of 5S include:
 Zero changeovers leading to product/
service diversification
ZERO

 Zero defects leading to higher quality

 Zero waste leading to lower cost
 Zero delays leading to on time
delivery
 Zero injuries promoting safety
 Zero breakdowns bringing better
maintenance
 What is KAIZEN ?

 KAIZEN is a problem solving process with

existing resources
 KAIZEN can help a hospital to create “continuous
quality improvement culture” to meet in/external
clients’ satisfaction and expectation
 Make things better step by step; KAIZEN Steps
 Target is “your work”
What KAIZEN can do?
Find root causes of problems
and solutions
Improve all kinds of
hospital management
Improve quality of services
Strengthen Team work
• Total Quality Management (TQM) is a multi-
disciplinary and participatory processes with
continuity by all categories of staff for realizing
high quality services

• TQM process, (consisting of 5S and KAIZEN),

should be a part of institutional managerial
framework for seeking high productivity and
quality of services
What TQM can do?
 Improves quality of
the final products or services
Increase customer satisfaction

External customer

Internal customer
Visible growth of organization
Making right decision for
quality improvement
Reduction of costs

Save
money
Utilize
available
resources
“Managing whole facility with certain level
of quality”
• 5S-KAIZEN-TQM Approach is one of the tools for
quality improvement in health care
• The one of important purposes of 5S-KAIZEN is to
eliminate waste in work place
• Maximum utilization of existing resources
• Anyone can do it with:
- Little knowledge
- Little dedication
- Little hard work and
- A very big positive attitude
• Our wisdom has no limitation
 What is Six Sigma?
 A Vision and Philosophical commitment to our
consumers to offer the highest quality, lowest cost
products

 A Metric that demonstrates quality levels at

99.9997% performance for products and processs

 A Benchmark of our product and process capability

for comparison to ‘best in class’

 A practical application of statistical Tools and Methods

to help us measure, analyze, improve, and control our
process
 What Six Sigma is Not

• Just about statistics

• A quality program
• Only for technical people
• Used when the solution is known
• Used for “firefighting”
 Why Companies Need Six Sigma
1. Reduces dependency on “Tribal Knowledge”
- Decisions based on facts and data rather than opinion

2. Attacks the high-hanging fruit (the hard stuff)

- Eliminates chronic problems (common cause variation)
- Improves customer satisfaction

3. Provides a disciplined approach to problem solving

- Changes the company culture

4. Creates a competitive advantage (or disadvantage)

5. Improves profits!
 What are the
New Seven Q.C. Tools

Affinity Diagrams
 Relations Diagrams

 Tree Diagrams
 Matrix Diagrams
 Arrow Diagrams
 Process Decision Program Charts
 Matrix Data Analysis
 History of the
New Seven Q.C. Tools

 Committee of J.U.S.E. - 1972

 Aim was to develop more QC techniques
with design approach
 Work in conjunction with original Basic

Seven Tools
 New set of methods (N7) - 1977
 History of the
New Seven Q.C. Tools

 Developed toorganize verbal data

diagrammatically.
 Basic7 tools effective for data analysis,
process control, and quality improvement
(numerical data)
 Used together increases TQM effectiveness
 What are the
Basic Seven Q.C. Tools?

Flow Charts
 Run Charts

 Histograms

 Pareto Diagrams

 Cause and Effect Diagrams

 Scatter Diagrams

 Control Charts
 Relation Between New Seven Q.C.
Tools and Basic Seven Tools
FACTS
Data

Numerical Data Verbal Data

Define problem after Define problem before
collecting numerical data collecting numerical data

The Basic Seven Tools The Seven New Tools

•Analytical approach •Generate Ideas

Organize •Formulate plans

Information
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
 Benefits of Incorporating
New Seven Q.C. Tools

Enhanced Capabilities
 Organize verbal data
 Generate ideas
 Improve planning
 Eliminate errors and omissions
 Explain problems intelligibly
 Secure full cooperation
 Persuade powerfully
 Benefits of Incorporating
New Seven Q.C. Tools

Enhanced Keys to Organizational Reform

 Assess situations from various angles
 Clarify the desired situation
 Prioritize tasks effectively
 Proceed systematically
 Anticipate future events
 Change proactively
 Get things right the first time
 Benefits of Incorporating
New Seven Q.C. Tools

Five Objectives of Organizational Reform

which will establish a Culture that:
 Identifies problems
 Gives importance to planning
 Stresses the importance of the process
 Prioritizes tasks
 Encourages everyone to think
systematically
 Benchmarking
Introduction
• Book definition: Benchmarking is a systematic
method by which organizations can measure
themselves against the best industry practices
• Benchmarking is a standard that companies
compare themselves to and strive to be that
good
 Benchmarking

• What is your definition of benchmarking?

• What is the process for benchmarking?

 Benchmarking Concept

What is our performance What are others' performance

level? levels?
How do we do it? How did they get there?

Creative
Adaptation

Breakthrough
Performance
 Benchmarking Concept

• Concept has been around for a while

• 2 Key elements
– 1) Units of measure (to measure performance)
– 2) Managers need to understand why their company's
performance differs
 Reasons to Benchmark

• Promotes continuous improvement

• Makes companies search for the best practices,
innovative ideas, and highly effective operating
procedures
• Can notify a company if it has fallen behind the
competition
• Inspires managers to compete
• Allows goals to be set objectively
 Reasons to Benchmark

• Weaknesses
– Organizations must continue to innovate as well as
imitate.
 6 General Steps to Benchmarking

1) Decide what to benchmark

2) Understand current performance
3) Plan
4) Study others
5) Learn from the data
6) Use the findings
 Types of benchmarking

1. Competitive benchmarking
2. Strategic benchmarking
3. Performance benchmarking
4. Types of benchmarking
5. Digital benchmarking
6. Practice and process benchmarking
7. Internal benchmarking
8. External benchmarking
Quality Management Systems
 Quality Management System
Definition:
• A Quality Management System is a collection
of policies, procedures, plans, resources,
processes, practices, and the specification of
responsibilities and authority of an
organization designed to achieve product and
service quality levels, customer satisfaction
and company objectives.
 Documentation:
• Quality Policy – describes the organizations
approach to quality

• Quality Manual – Addresses each principle of

the ISO 9000 Standard
• Origin Of ISO 9000 Standards
 Documentation –
Principles of the ISO 9000 Standard:
○ Customer Focus – understand needs, meet
requirements, exceed expectations

○ Leadership – unity of purpose, organizational direction,

empowerment, achieve objectives

○ Involvement of People – fully involved employees, to

benefit the organization

○ Process Approach – accomplishments by processes,

resources must be managed
Documentation - Principles of the ISO 9000
Standard – Cont. :
○ System Approach to Management- processes are managed
as a system

○ Continual Improvement – permanently applied to the

organization, its people, their processes, their systems and
their products

○ Factual Approach to Decision Making – decisions based on

analysis of accurate, relevant and reliable data

○ Mutually Beneficial Supplier relationships – organization and

suppliers benefit from each other’s resources and knowledge
 Documentation – Cont. :
– Organizational Chart
• Illustrates managements responsibility for operating
the quality system

– Quality Procedures – may be referenced in this

manual
 Documentation – Cont. :
 Quality Objectives
Goals related to quality – must be in sync with the
Quality Policy
Assigned to organizational functions
Tracked by Top Management
 Quality Procedures
Step by step what the company does to meet policy
A procedure for each ISO principle
Processes for procedures that affect quality
 Documentation – Cont. :
• Forms. Records etc.
– Proof of activities
– Documentation for auditors
– Ensure consistency of the firms operations
– Verify conformance to standards
 ISO 9000 – International Standard
 Definition:

 A family of standards and guidelines, that sets the
requirements, for the assurance of quality and management’s
involvement in an organization. To ensure products and
services are consistent with their intended purpose.
 Achieve customer satisfaction
 Continual improvement of performance and competitiveness
 Continual improvement of processes, products and services
 Comply with regulatory requirements
 ISO 9000 – International Standard:
 How ISO 9000 is applied
Not required by government, up to management
to follow
May require suppliers to be compliant to standards
○ Apply QMS to the operation
○ Continually assess the effectiveness
○ Make changes for improvement
○ Conduct audits
○ Submit to third party audits
○ Submit to a new registration every 3 years
 ISO 9000 – International Standard:
• Authority of registration
– Awarded by a registrar or certification bodies
– Accredited by accreditations bodies
– International Accreditation Forum (IAF)
– IAF takes authority from Article 6 of the WTO’s
1994 Agreement on Technical Barriers to Trade
 ISO 9000 – International Standard:
 Registration statistics
December 2008 -- 100,000,00 certificates were held in
179 countries
○ China 180,107
○ Italy 117,437
○ Japan 89,375
○ United States 49,820
China becoming a industrial Superpower building
quality recognition
Service sector now evaluated for suitability,
effectiveness, performance and quality
 ISO 9000 – International Standard:
 Organizational Registration
More credibility in world marketplace
Conforming organizational steps
○ Develop a quality manual that gives assurance of quality products
and services
○ Document procedures of how everything will be operated
○ Secure top management’s commitment to the QMS and
continual improvement
○ Customer requirements determined and met
○ If registering they must hire an accredited registrar
○ Conduct its own internal audits
○ External audits from accredited registrar
 ISO 9000 – International Standard:
• Organizational Benefits
– Provides confidence to the customer and the
organization that it can provide products and
services consistently
– Cost risk-management
– Improved competitiveness

– ISO 9000 Certification Dance

 ISO 9000 – International Standard:
• Customer Benefits
– Meet requirements
– Competitive prices
– Increased confidence in products
• Expectation of quality
 Origin of ISO 9000:
– ISO the world wide federation developed to
harmonize national and international standards
– Developed by American National Standards
Institute (ANSI) and American Society for Quality
(ASQ) in 1987 after 35 years
Comparative Scope of ISO 9000 and Total
Quality Management:
ISO 9000 and TQM not interchangeable
ISO 9000 is compatible with , and is viewed as a
subset of TQM
 ISO 9000 can be implemented in an non-TQM
environment
ISO 9000 can improve operations of traditional
environment
ISO 9000 may be redundant in a mature TQM
system
ISO 9000 and TQM are not in competition
Management Motivation for Registration to
ISO 9000:
Merely to obtain marketing advantage –
inappropriate
Appropriate for adopting ISO 9000
○ To improve operations by implementing a QMS
○ To create/improve a QMS that is recognized by the
customers
○ To improve product and service quality and consistency
○ To improve customer satisfaction
○ To improve competitive posture
○ To conform to major customer requirements
ISO and Total Quality Management Working
Together:
TQM requires everything required by ISO 9000
registration
No international certification for TQM but may seek
ISO 9000 certification to meet customer demands
ISO 9001 registration can be a good first step to TQM
A organization that has documented processes and
is involved in total quality management should find it
easy to prepare for ISO 9000 certification
Likewise an organization registered under ISO 9001
will have a head start in implementing total quality
The ISO 9000 effort will benefit from the total quality
preparation phase by having the following components:

○ Executive level steering committee

○ A vision of guiding principles
○ A set of broad objectives
○ Baselines on employee and customer satisfaction
○ An objective view of the organizations strengths
and weaknesses
○ A good account of all employees at all levels of the
organization
○ Well thought out means of communicating with
employees and stakeholders
Quality Function Deployment
 QFD
• A Quality Function Deployment diagram is a
matrix used to depict customer requirements.
 QFD
• A QFD is used to capture the voice of the
customer and translate it into technical
information that an organization can use in
order to create or improve a product.
– Developed in Japan in the 1970s
– Dr. Akao
 QFD
• It is often called a House of Quality because:
– Customer information is
shown horizontally
– Technical information is
shown vertically

Customer
Information

Technical
Information
 QFD
• QFD’s are planning and communication tools:
– Used for new product development
– Used to conform to customer demands
– Used any time you have customers and you need
to identify their expectations and turn that
information into workable technical specifications.
 QFD
• QFDs are planning and communication tools:
– Used to help set strategic targets
– Used to help determine priority issues
– Used for analysis
– Used to estimate what the competition is doing
– Used to integrate complex information
 QFD
• QFDs encourage:
– Team building
– Consensus
– Creativity
– Structure
– Organization
– Development of new ideas
– Remove suggestiveness from the product
development process
 QFD
• Building a QFD
– Determine the Voice of the Customer
– Have the customer rank the relative importance of his/her wants
– Have the customer evaluate your company against competitors
– Determine how the wants will be met
– Determine the direction of improvement for the technical requirements
– Determine the operational goals for the technical requirements
– Determine the relationship between each of the customer wants and the
technical requirements
– Determine the correlation between the technical requirements.
– Compare the technical performance with that of competitors
– Determine the column weights
– Add regulatory and/or internal requirements
– Analyze the QFD matrix
 QFD
• Determine the Voice of the Customer
– Capture the Voice of the Customer
– Organize the Voice of the Customer
 QFD
• Determine the Voice of the Customer: Four
types of customers
– Those customers we already have and can’t lose
– Those customers we could lose easily
– Those customers we could gain with minor
product changes
– Those customers we can’t get.
 QFD
• Determine the Voice of the Customer: Categories of
Customers
• Planner: Matches product with organizational need
• Funder: Pays for product, installation, maintenance, or operation
• Auditor: Prevents misuse of product
• Installer: Integrates product into its environment
• Maintainer: Repairs the product
• Operator: works with product
• User 1: directly benefits from using product but may not be final
user
• User 2: directly benefits from using product
 QFD
• Determine the Voice of the Customer: Kano
Model Satisfied Feeling

Exciting level
of Quality

Physically
fulfilled
condition

Basic level
of Quality
 QFD
• Determine the Voice of the Customer:
Capturing Customer information
– Determine people to talk to
• Determine the target market
• Determine whether or not to survey with or without
samples of the current product
• Determine whether or not to use an outside
organization to conduct the surveys
 QFD
• Determine the Voice of the Customer:
Capturing Customer information
– Determine people to talk to
• Determine how to contact the customers
– Focus groups
– Interviews (telephone, one-on-one, web/email)
– Questionnaires
– Product clinics
– Observations
 QFD
• Determine the Voice of the Customer
– Listen
– Observe
– Probe
• Ask for Reasons
– Clarity
– Understanding
– Issues
• Ask for Examples
– Show me, help me understand
 QFD
• Determine the Voice of the Customer

– Be sure to ask: What questions didn’t we ask that

we should have?
– Be sure to capture the verbatims
• How did the customer say what they said?
 QFD
• Step 1: Determine the Voice of the Customer
– What does the customer want?
– Organize the Voice of the Customer
• Using one ‘voice’ per post-it note, write down all
information
• Sort/organize the information (including verbatims)
that you have gathered
– Arrange the voices into groups
• Place on diagram (Figure 11.3)
 QFD
• Step 2: Have the customer rank the relative
importance of his/her wants
• Rank them all (Ten is highest rank. One is lowest.)
• Figure 11.4
• Step 3: Have the customer evaluate your
company against competitors
• Chose two competitors
• Have customer rank first, second, third
• The organization with the most firsts is ranked first
• Figure 11.5
 QFD
• Step 4: Determine how the wants will be met
– How will the company provide for the wants?
• Translate the Voice of the Customer
• Turn verbatims into technical requirements
• Figure 11.6

Customer Verbatim -> Technical Requirement

Cup stays cool -> Temperature at hand
Won’t spill or tip: -> Tip force at top, fluid loss vertical/horizontal impact
Doesn’t leak -> Porosity
 QFD
• Step 5: Determine the direction of
improvement for the technical requirements
• Figure 11.7
– A downward arrow means that improvement would happen if
we reduced the technical requirements value
– An upward arrow means that improvement would happen if
we increased the technical requirements value
– A circle means it should not be changed.
 QFD
• Step 6: Determine the operational goals for the
technical requirements
• Figure 11.8
 QFD
• Step 7: Determine the relationship between each of
the customer wants and the technical requirements
• Figure 11.9
• How does action (change) on a technical requirement affect
customer satisfaction with the recorded want?
– Strong positive correlation: Filled-in circle valued at 9
– Positive correlation: open circle valued at 3
– A weak correlation: triangle valued at 1
– No correlation: empty box
– Negative correlation: minus sign or x
 QFD
• Step 8: Determine the correlation between
the technical requirements.
• Figure 11.10
– Strong positive correlation: Open circle
– Negative correlation: minus sign or x
– No correlation: empty box

• Step 9: Compare the technical performance

with that of competitors
• Figure 11.11
 QFD
• Step 10: Determine the column weights
• Multiply rankings by correlation values
• Figure 11.12

• Step 11: Add regulatory and/or internal

requirements
• Figure 11.12
 QFD
• Step 12: Analyze the QFD matrix
• What did the customer want?
• How is this supported by customer rankings and
competitive comparisons?
• How well is the competition doing?
• How does our company compare?
• Where will our emphasis need to be?
 What is FMEA?
“Is an analytical technique that combines the
technology and experience of people in
identifying foreseeable failure modes of a
product or process and planning for its
elimination.” ()
OR

Before-The-Event action that makes it easier to find flaws in the system

 Reliability

Is the probability of the product to perform as

expected for a certain period of time, under the
given operating conditions, and at a given set of
product performance characteristics.
 Reliability Requirements

Based on the definition of the part, assembly, or

process under consideration, the reliability of
each sub-system and the factors involved in the
reliability must be found, and the appropriate
relationships for each part, class, or module of the
product must be computed.
 Failure Rate
Periods of failure can conveniently be modeled by
an exponential distribution, and the probability of
survival of the product or process may be viewed
as:
Rt = e ^(-T *F) = e ^ -(T/o)

Rt = the period of operation without failure

T = time specified for operation w/o failure
F = Failure rate
O = the mean time to failure
 Intent of FMEA
An Essential Part of Total Quality
Management is FMEA!
• Provides Training
• Helps communicating similar problems
• Tracks the progress of a project
• Uncovers oversights, misjudgments, and errors
• Calculate the probabilities of failures

•Determine if product or process failure effects on other aspects.

 FMEA Team

FMEA methodology is a team effort where

the responsible engineer involves who?
• Service
• Assembly
• Manufacturing

• Quality • Materials

• Customer
• Supplier
FMEA Documentation
• Block Diagram

• Design or Process Intent

• The Customer Needs and Wants

• The FMEA Form

 Class Assignment !!!!!!
Make A Simple Block Diagram

Divide up into four groups (N,S,E and W)

• Change Tire • Unicycle

• Flashlight • Bicycle
 Stages of FMEA

• Specifying Possibilities
• Quantifying Risk

• Correcting High Risk Causes

• Re-evaluation of Risk
 Specifying Possibilities
• Functions
• Possible Failure Modes
• Root Causes
• Effects
• Detection/Prevention
 Quantifying Risk

• Probability of Cause
• Severity of Effect
• Effectiveness of Control to Prevent Cause
• Risk Priority Number
 Correcting High Risk Causes
• Prioritizing Work
• Detailing Action
• Assigning Action Responsibility
• Check Points on Completion
 Re-evaluation of Risk
Recalculation of Risk Priority Number

RPN = (S) * (O) * (D)

S = SEVERITY
O = OCCURRENCE
D = DETECTION RAKING
 The Design FMEA Document
• FMEA Number
• Item
• Design Responsibility
• Prepared By
• Model Number/Year
• Key Date
• Core Team
• FMEA Date
 The Design FMEA Document
• Item/Function
• Potential Failure Mode
• Potential Effect(s) of Failure
• Severity (S)
• Classification (CLASS)
• Potential Cause(s)/Mechanism(s)
of Failure
• Occurrence (O)
 The Design FMEA Document (Con. 1)
• Current Design Controls
• Detection (D)
• Risk Priority Number (RPN)
• Recommended Actions
• Responsibility and Target Completion Dates
• Actions Taken
 The Process FMEA Document (Con. 2)

• Process Function/Requirements
• Potential Failure Mode
• Potential Effect(s) of Failure
• Severity (S)
• Classification (CLASS)
• Potential Cause(s)/Mechanism(s) of Failure
• Occurrence (O)
• Current Process Controls
 Limitations:
• FMEA document’s do not fix the identified
problem
• Def. of the action to fix the problem
• Will not replace the basic problem-solving
process.
 Introduction
• Estimated that 50 million product accidents
occur annually
• Costs businesses and organizations $50 billion
• Causes increase in insurance costs
• Large companies can pass the expenditure to
the customers
• Small businesses often go bankrupt
 Product Liability
• the responsibility of manufacturers,
distributors and sellers of products to the
public, to deliver products free of defects
which harm an individual or numerous
persons and to make good on that
responsibility if their products are defective
 3 Main Areas of Product Liability
• Behavior and knowledge of the user
• Environment where the product is used
• Design flaws
• The first two are difficult to mitigate
• Design flaws is the area that TQM has the
greatest control over
 What is maintenance and their types
 What is TPM
 Why TPM need
 TPM History
 TPM Objectives
 TPM targets
 Similarity and difference between TPM and
TQM
 Pillars of TPM
 Why is TPM so popular and important
 Company checklist
 Benefits of TPM
 Losses of TPM
 Conclusion
 What is Maintenance?

The Management,control,execution and

quality assurance of activities
which ensure the achievement of
optimum availability and
performance of a plant in order to
meet business objectives.
 Types Of Maintenance :

Preventive Maintenance
Predictive Maintenance

Scheduled Maintenance

Breakdown Maintenance
T: TOTAL
 Participation of all Employees.
 Include all Departments, equipment and
process.
operation,

P: PRODUCTIVE

 Pursue the maximization of efficiency of the

system
production
by making all loses zero.
 Zero accidents Zero defects Zero breakdowns.

M: MAINTENANCE

 To improve the efficiency of the equipment.

 Maintenance means the entire life cycle of the production
system.
It is a Japanese approach for
 Creating company culture for maximum efficiency
 Striving to prevent losses with minimum cost
 Zero breakdowns and failures, Zero accident,
and Zero defects etc.
 The essence of team work (small group activity) focused
on condition and performance of facilities to achieve zero loss for
improvement
 Involvement of all people from top management to
operator
 TPM first introduced in Japan 20 years ago and rigorously
been applied in past 10 years
• TPM planning & implementation in Japanese factories
supported by JIPM (Japan Institute of Plant Maintenance)
• Awarded yearly prizes to various industries:
 Automotive
 Metals
 Chemicals
 Rubber
 Food
 Glass etc.
 Initially implemented in
high-to-medium volume production areas

 Later successfully applied in:

 Low-volume production

 High-to-low volume assembly

 Development areas

 Whole range of industry

Avoid wastage in a quickly changing economic
environment.
Producing goods without reducing product
quality.
Reduce cost.

 Goods send to the customers must be non

defective.
1. Increase production while, at the same time, increasing
employee morale and job satisfaction.
2. Hold emergency & unscheduled maintenance to a
minimum.
3. To provide the safe and good working environment to the
worker.
4. Achieve Zero Defects, Zero Breakdown and Zero
accidents
in all functional areas of the organization.
5. Involve people in all levels of organization.
6. Form different teams to reduce defects and Self
Maintenance.
 Toprovide the safe and good working
environment to the worker.

“If you focus on result you

will never change.
If you focus on change
you will get Result.”

11
1. PRODUCTION
I). Obtain Minimum 80% Overall Production Efficiency
ii) Obtain Minimum 90% Overall Equipment Effectiveness
iii) Run the Machine during lunchtime

2. QUALITY
Operate in a manner, so that there are no customer complaint

3. COST
Reduce the manufacturing cost as much as possible

4. DELIVERY
Achieve 100% success in delivering the goods as required by the
customer

5. SAFETY
Maintain an accident free environment

6. MULTYTASK
Develop multiskilled & flexible workers.
  Total commitment of upper level management.
 Employees must be empowered to initiate corrective action.

Category TQM • TPM

Quality ( Output and •Equipment ( Input and
Object cause )
effects )
•Employees participation
Systematize the
Mains of and it is hardware
management. It is oriented
attaining goal
software
oriented •Elimination of losses
•and wastes.
Targe Quality for PPM
t
14
 PILLAR 1 - Autonomous Maintenance
 A collaborative team activity involving production,
maintenance, and engineering
 Maintaining Basic conditions on shop floor & in Machines.
 All over participation through TPM Circles.
 An approach that
 Develops operating and maintenance skills
 Strengthens communication and cooperation

 PILLAR 2 - Focused Improvement

 Improvement on every one’s activity.
 Improvement is to eliminate Production losses and cost
reduction.
 Improvement in Reliability, Maintainability, and cost.
 PILLAR 3 - Planned Maintenance

• Logical analysis “Real causes for real counter measures”.

• Focus on Prevention.
• It is aimed to have trouble free machines and equipments
producing defect free products for total customer
satisfaction. Example: Preventive Maintenance, Breakdown
Maintenance, etc.,
PILLAR 4 - Quality Maintenance
• Developing perfect machine for perfect Quality.
• Eliminating In – Process defects and custom
complaints.

Policy :
• Defect free conditions and control of
equipments.
• QM activities to support quality assurance.
• Focus of prevention of defects at source
• Effective implementation of operator
quality assurance
 PILLAR 5 - Education & Training

• Skills development for uniformity of work practices on machines.

• Skills for Zero defects, Zero breakdowns & Zero accidents.
• Multi Skilled employees in all departments

Steps in Educating and training activities :

• Setting policies and priorities and checking present status of

education and training.
• Establish of training system for operation and maintenance skill
up gradation.
• Training the employees for upgrading the operation and
maintenance skills.
• Preparation of training calendar.
• Evaluation of activities and study of future approach.
 PILLAR 6 - Development Management

• Developing machines for “high equipment

effectiveness”.
• Quick process for developing new
products. Example: KAIZEN

Kaizen Policy :
• Relentless pursuit to achieve cost reduction targets in
all resources.
• Relentless pursuit to improve over all plant
equipment effectiveness.
• Extensive use of PM analysis as a tool for eliminating
losses.
• Focus of easy handling of operator
 PILLAR 7 - Safety, Health & Environment

• Zero accidents and Zero hazards at works.

• Zero Pollution at Plant and Environment
•PILLAR 8 - Office TPM
•Office TPM should be started after activating from other pillars of
TPM. Office TPM must be flowed to improve productivity,
efficiency in the administrative function and identify eliminate
losses. This includes analyzing process and procedure towards
increased office automation. Office TPM covers twelve major losses.
These are:

1. Processing loss
2. Cost loss including in areas such as procurement, accounts
marketing leading to high inventories.
3. Communication loss.
4. Idle loss.
5. Set-up loss.
6. Accuracy loss
7. Office equipment breakdown.
8. Communication channel breakdown.
Total Quality management for
excellence (TQMEX Model)
 Total Quality management for
excellence (TQMEX Model)

The Logic of TQMEX

In order to have a systematic approach to TQM, it
is necessary to develop a conceptual model.
Generally, a model is a sequence of steps arranged
logically to serve as a guideline for implementation
of a process in order to achieve the ultimate goal.
The model should be simple, logical and yet
comprehensive enough for TQM implementation. It
also has to sustain the changes in business
environment of the new era.
 Total Quality management for
excellence (TQMEX Model)

The Model also reflects teachings of the

contemporary quality gurus. The idea was to
develop a universally applicable step-by-step
guideline by including recognized practices in
TQM:
•Japanese 5-S Practice (5-S)
•Business Process Re-engineering (BPR)
•Quality Control Circles (QCCs)
•ISO 9001/2 Quality Management System (ISO)
 Total Quality management for
excellence (TQMEX Model)
 Total Productive Maintenance (TPM)
As Osada pointed out, 5-S is the key to total quality
environment.
Therefore, it should be the first step. BPR is
concerned with re-defining and designing your business
process in order to meet the needs of your customers
effectively.
It is more concerned with the business objectives
and systems, and should follow as Step 2. QCCs are
concerned with encouraging the employees to
participate in continuous improvement and guide them
Total Quality management for
excellence (TQMEX Model)

They improve human resources capability to

achieve the business objectives. Therefore, this
should be Step 3. ISO 9000 is to develop a quality
management system based on the good practices in
the previous three steps.
TPM is a result of applying 5-S to equipment
based on a sound quality management system. In
fact ISO 9001 requires procedures for process
control and inspection and testing equipment which
are part of TPM. Therefore TPM should be
Total Quality management for
excellence (TQMEX Model)

TQMEX is a sequential model which is easy to

remember and simple to implement. This is in line
with the quality principle of Keep It Short and
Simple (KISS), although it is not simple to make a
model simple!
Companies starting to implement TQM should
follow TQMEX step-by-step. Companies which
have already gone through some degree of
improvement using some of the steps should review
what have not been done and do it as their next
step
DISCUSSION

Continuous Process
Improvement