Total Quality Management PDF Syllabus

Total Quality Management Total Quality Management Syllabus Appraisal Cost  Cost of the activity to assure that no defect are T...

Total Quality Management Total Quality Management Syllabus Appraisal Cost  Cost of the activity to assure that no defect are Total Quality Management : found e.g. cost of inspection. Quality circle, 5S Theory, Kaizen techniques, ISO-9000, ISO-9002, ISO-9003. Cost of Non-Conformance Machinery maintenance, Teaching aids,  Cost associated with the process not operating Teachers Training Programme. according to requirement. Cost occurs due to faulty services or defective part. Quality Internal Failure  It is degree of satisfaction of customer  This cost arises when result of work fails to reach the design standard and are detected Types of Quality before transfer to the customer. Eg, corrective  Quality of Design action, scratches, rework, repair. Quality of Conformance External Failure  Quality of Performance  Arises when product are deliver to the customer eg Warrantee cost, Cost of inspection of Quality of Design company for customer.  It is intension of designer to include or excludes feature or services into product. Quality of Conformance  It means how well the product or services meet specifications done by the designer. Quality of performance  It is associated with reliability of products or services performing its intended function under the prescribed set of conditions. Quality Management Gurus Cost of Quality W. Edward Deming Cost of Conformance  Father of Quality control circle.  Prevention cost  Father of Japanese post war industrial revival  Appraisal cost  His expertise used in second world war to assist  Cost of Non-conformance or Failure cost the united states in its effort to improve the  Internal Failure quality of war material.  External Failure  He has given a deming cycle and Fourteen point in transferring management, seven deadly Cost of Conformance disease, Plan do check action cycle (PDCA), plan  It is cost of providing services or product as per do study act (PDSA) the required standard.  "Quality is everyone's responsibility" Prevention Cost  Deming prize is highest prize in field of Quality  Cost related to attempt made to prevent failure in JAPAN. e.g. Training cost, Process Simplification, process improvement cost. Joseph Joram  Quality does not happen by accident  Gives quality trilogy 1 Total Quality Management  Quality Trilogy = Quality Planning + quality Control + Quality Improvement Philip B. Crosby  He cost popularised cost of poor quality  Fun uncle of quality revolution  Zero defect theory, cost of poor quality  Author of book "Quality is free" Kaoru Ishikawa  Seven quality control tool, quality circle  Armand Vallin Feigenbaum  He was an American quality control expert and businessman. Sigma  He devised the concept of Total Quality Control Defects per Million Yield which inspired Total Quality Management. Level 6 3.4 99.99966% Genichi Taguchi 5 230 99.977%  Taguchi loss function, used to measure financial 4 6, 210 99.38% loss to society resulting from poor quality  The philosophy of off-line quality control, 3 66,800 93.32% designing products and processes so that they 2 308, 000 69.15% are insensitive ("robust") to parameters outside 1 690, 000 30.85% the design engineer's control.  Innovations in the statistical design of experiments, notably the use of an outer array TQM for factors that are uncontrollable in real life but  A philosophy that involves everyone in an are systematically varied in the experiment. organization in a continuous effort to improve quality and achieve customer satisfaction. Six Sigma Three key philosophies in this approach are  Bill smith is father of six sigma  Never ending push to improve (continuous  1987 Motorola officially launch six sigma improvement)  Mr. Jack Welch implemented six sigma in General  Involvement of everyone in the organisation electric.  Meeting or exceeding customer expectation  The target to bring down defect rate to 3.4 PPMO (part per million opportunity) Brief Description of TQM  PPMO is the ratio of number of defect to  Find out what customer want number of unit produced in one million.  Design product and services that meet (or exceed) what customer want (easy to use and produce)  Design process that facilitate doing job right the first time (strive to make the process mistake proof).  Keep track of result, and use them to guide improvement in the system.  Extend this concept throughout the supply chain. Element of TQM Leadership  The difference between an average company and outstanding company is leadership they have. 2  Total Quality Management Customer Focus Organisation  The facilitator helps the circle to work as a team,  Expectation of the customer keeping present focus on priorities, solve problems and present customer happy and attract new customer. solutions to management. Involvement of People 5. To identify, analyze and solve some of the  Involvement of people at this level enable the problems in their work utilisation of their ability for the organisation  Quality Circles identify problems in their work benefits. area and present solutions to management. Process Involvement  Process mapping, redesigning process Quality Circle Tools simplifying the process which involve error.  The first guru who proposed seven basic tools System Approach Management was Dr. Kaoru Ishikawa in 1968, by publishing  Approach to identify, understand and manage a book entitled "Gemba no QC Shuho" that was system of interrelated process for given concerned managing quality through techniques objective contribute to the efficiency of the and practices for Japanese firms. organisation.  There are seven basic quality tools, which can Continuous Improvement/Kaizen assist an organization for problem solving and  Continuous improvement in all factor related to process improvements. the process of converting input into output. Factual Approach to decision making Check Sheet  It is based on fact  Check sheets are simple forms for recording data  Effective decisions and action are based on systematically. analyse of data and information  They track how often specific events happen. Mutually Beneficial Supplier Relationship.  Useful for quality checks and following process  The ability of organisation and its supplier to steps. create a value to enhance by mutually beneficial  Help organize data for future use. relationship.  Easy to use and understand.  Show a clear picture of the organization's Quality Circle situation. What is a Quality Circle?  Good for spotting frequent problems.  Not good for detailed analysis of quality issues.  According to Hutchins (1985)  The check sheets are in several, three major types 1. "Is a small group of people between 3 and are such as Defect-location check sheets; tally 12 people who do the same or similar work" check sheets, and; defect-cause check sheets.  Comprise homogeneous people from the same area. Name of the operator - Date -  Similar Background Location - Section -  Speak the same work language Defect Types No of occurrences Total 2. "Voluntarily meeting together" Mon Tue Wed Thu Fri  People are free to join or leave the circle. Bottles broken II III 5 Cap loose II I 3  In early stages of the Quality Circles people are Missing label III II I 6 invited to join the circles but not compelled. Dirt I II II 5 3. Meeting regularly for about an hour per Wrong order III I II 6 week in paid time Damage while  Meetings at a time which causes least II II II 6 packaging interference with work schedules. Total 8 5 7 5 6 31 4. Under the leadership of the own supervisor  The facilitator plays the role of the leader in the Histogram Quality Circle.  A histogram is a useful tool for showing how often values occur. 3 Total Quality Management  It is a type of bar chart that shows data Fishbone Diagram distribution and variation in a process.  Kaoru Ishikawa is known as the founder of the  Displays central tendencies like mean, mode, Fishbone (or Cause-and-Effect) diagram for root and average. cause analysis and Quality Control circles.  Should be designed for easy use and  Developed by Ishikawa in 1943, it is also called understanding in operations. the Ishikawa diagram because it looks like a fish  Helps investigate and identify the underlying skeleton. distribution of a variable.  The diagram identifies quality problems by their importance.  It is a problem-solving tool that examines all potential or real causes leading to a single effect.  Helps management explore possible causes of a problem. Fishbone diagram of cause and effect Pareto Analysis  Vilfredo Pareto, an Italian economist, introduced the concept in the 19th century, observing that 80% of the wealth was owned by 20% of the population.  Juran developed the Pareto principle in 1950.  A Pareto chart is a special type of histogram used to find and prioritize quality problems and Scatter Diagram their causes in an organization.  A scatter diagram is a powerful tool for  It is a bar chart that shows the relative displaying information in two dimensions. importance of variables, arranged in descending  It helps detect and analyze patterns between two order. variables (independent and dependent).  The chart helps identify different types of issues  Shows if there is a relationship between the from data like maintenance, repair, or scrap rates. variables and its nature (weak/strong, positive/  It is useful for quality improvement and negative). enhancing efficiency, reducing material waste,  The shape of the diagram indicates the degree conserving energy, addressing safety issues, and and direction of the relationship. cutting costs.  The correlation can reveal causes of problems.  Scatter diagrams are useful in regression modeling. Flowchart  A flowchart is a diagram that uses symbols to show the sequence of steps in a process. 4  Total Quality Management  It visualizes inputs, activities, decision points, Essential for businesses and industries because and outputs for easy understanding of the overall preventing defects is more cost-effective than objective. fixing problems  As a problem-solving tool, it helps identify and analyze potential problem areas in a process.  Flowcharts document and explain operations, making them useful for finding and improving process quality. Brainstorming  Definition: Brainstorming is a technique for generating a large number of ideas from a group in a short time.  Origin: Developed by Alex E. Osborn in the 1930s.  Group Activity: Usually done in groups but can be practiced individually.  Group Benefits: A group offers a wider range of experience and cross- fertilization of ideas.  Idea Flow: An idea from one person can spark more ideas from others, creating a rapid flow of ideas.  Duration: Most sessions last no longer than a couple of hours.  Output: On average, a group can generate about 100 ideas in 20 minutes, with potential for more in very active sessions. Stages of Brainstorming Control Chart 1. Stating the Problem: Clearly define the  Walter A. Shewhart developed the control chart problem that needs to be solved. in the 1920s at Bell Telephone Laboratories. 2. Restating the Problem: Rephrase the problem  A control chart is a type of run chart that shows in different ways to gain new perspectives. variation in a process over time. 3. Brainstorming: Generate ideas based on one  It helps observe and monitor processes to ensure or more of the restatements. they are in "statistical control" (no quality 4. Evaluating Ideas: Assess and select the best issues). ideas produced during brainstorming.  Statistical control means samples fall between the upper control limit (UCL) and lower control "Why Why" Analysis limit (LCL).  Purpose: The "Why Why" analysis is used to  If samples fall outside UCL and LCL, the find the root cause of a problem. process is out of control, indicating quality  Method: Ask "Why?" repeatedly (usually five problems. times) to drill down to the underlying cause.  The main aim is to prevent defects in the process. Steps 1. Identify the Problem: Clearly define the issue you're facing. 2. Ask Why: Ask why the problem happened. 5 Total Quality Management 3. Identify the Answer: Find the answer to the  Risk Mitigation: Through rigorous testing and first "why." inspections, QC helps identify potential risks 4. Repeat: Ask "why" again based on the previous and hazards, enabling businesses to address them answer. proactively. 5. Continue: Keep asking "why" until you reach  Continuous Improvement: QC encourages a the root cause (usually five times). culture of continuous improvement, where organizations strive to enhance their products, Example services, and processes constantly. 1. Problem: The machine stopped working.  International Competitiveness: High-quality 2. Why: Why did the machine stop? (The fuse products can open doors to global markets, blew.) increasing a company's competitiveness on an 3. Why: Why did the fuse blow? (The machine was international scale. overloaded.)  Customer Retention and Loyalty: Satisfied 4. Why: Why was the machine overloaded? (A customers are more likely to remain loyal and bearing was not lubricated.) recommend the brand to others, contributing to 5. Why: Why was the bearing not lubricated? (The long-term business success. lubrication schedule was not followed.) 6. Why: Why was the schedule not followed? What is 5S? (There was no trained personnel.)  5S is a philosophy and a way of organizing and Goal: Identify the root cause to prevent the managing the workspace and work flow with the problem from recurring. intent to improve efficiency by eliminating waste, improving flow and reducing process Benefits unreasonableness.  Customer Satisfaction: QC ensures that  5S activities are to create good working products and services meet or exceed customer environment through reduction of "Muri", expectations, leading to higher satisfaction levels "Mura", and "Muda". It help to have a basis of and increased customer loyalty. strong management of workplace.  Defect Prevention: By identifying and correcting issues early in the production or What is "Muri", "Mura", and "Muda"? service delivery process, QC helps prevent  Muri: overburden, unreasonableness or defects, reducing the likelihood of expensive absurdity. recalls or rework.  Mura: unevenness or inconsistency, primarily  Cost Reduction: Implementing QC measures with physical matter and the human spiritual can lead to reduced waste, lower production condition. costs, and improved operational efficiency,  Muda: activity which is wasteful or doesn't add contributing to overall cost savings. value.  Compliance and Regulations: QC ensures Japanese English that products and services adhere to industry S-1 Seiri Sort standards and regulatory requirements, avoiding S-2 Seiton Set legal issues and penalties.  Brand Reputation: Consistent high-quality S-3 Seiso Shine products or services build a positive brand image, S-4 Seiketsu Standardize enhancing the company's reputation and S-5 Sitsuke Sustain competitiveness in the market.  Increased Efficiency: QC optimizes processes S1: Sort and identifies areas for improvement, leading to  Focuses on eliminating unnecessary items from increased productivity and streamlined the workplace operations.  Categorize equipment, furniture, tool in your working place into the following 3 categories 1. Necessary 6  Total Quality Management 2. Unnecessary S2: Set 3. May not necessary  "Set" is based on finding efficient and effective  This step will also help with the "just in case" attitude. storage of necessary items.  Apply "Can see, Can take out, and Can return" Examples of "Sorting" philosophy.  Place "Red tag" for categorization of items to  This will save time and energy to look for identify unnecessary items something.  Move unnecessary items( broken tools, obsolete jigs and fixtures, scrap and excess raw material Example of "Setting” activities etc.) to central stored area  Labeling, numbering, zoning for clear  Free up valuable floor space (Space utilization) identification of storage areas to keep necessary  Finding abnormality of equipment and tools items. (Out of order, missing parts etc.) 7 Total Quality Management  Set necessary items matching with workflow to  Work instr uctions, Standard Operating minimize unnecessary movement and Procedures (SOPs). transportation time.  Checklist development and regular usage for SOPs.  Mechanism and for mat development for S3: Shine ordering supplies, reporting etc  Cleaning up one's workplace daily so that there  Color coding for waste segregation is no dust on floors, machines or equipment.  Standardized common symbols  It will create ownership and build pride in the workers. S5: Sustain  Maintain S1-S4 through discipline, commitment and empowerment. Example of "Shining” activities  It focuses on defining a new mindset and a  Daily sweeping and mopping of floor, bathroom, standard in workplace. corridor etc.  Regular cleaning and maintenance of equipment Example of "Sustain” activities and tools.  Regular progress reporting  Periodical check for changes in equipment and  Refresher training the service area such as: leaks, vibration,  Periodical evaluation of 5S activities with proper advices for continuation and further misalignment, breakage etc. improvements.  IPC activities such as hand hygiene, waste  Appreciation, recognition and awarding on good segregation are also part of shine. 5S activities.  Reminder using 5S corner, new letters, good practice sheet etc. What are the advantages of the 5S method?  It improves productivity  It improves the safety of employees and reduces the frequency of work accidents.  It increases the quality of products.  It reduces material loss and therefore costs  It improves the working environment and limits travel.  It allows for a continuous improvement process and promotes the confidence of all stakeholders. Kaizen  Meaning: "Kaizen" is a Japanese word that means "improvement."  Concept: It involves a continuous improvement process in all business functions.  Employee Involvement: All employees, from the CEO to the lowest worker, participate.  Applications: It applies to various processes, including purchasing and logistics. S4: Standardize  Broader Use: Kaizen is used in different fields  Maintain an environment where S1 to S3 are such as healthcare, psychotherapy, life coaching, implemented in the same manner throughout the government, and banking. organization.  Give opportunities to employees to take active Kaizen Approaches part in the development of these standards.  In the Toyota Way Field book, Liker and Meier discuss the kaizen blitz and kaizen burst (or Example of "Standardize” activities kaizen event) approaches to continuous improvement. 8  Total Quality Management There are two kaizen approaches in practice  It means changes or improvements made to one 1. Kaizen Blitz or Point Kaizen approach line are applied to multiple other lines or 2. Kaizen Burst or System Kaizen approach processes. Cube Kaizen Kaizen Blitz or Point Kaizen  It is when all parts of different areas are linked  Definition: Point Kaizen, or Kaizen Blitz, is a together, with nothing left out. It means Lean quick improvement activity focused on a methods are used everywhere in the specific process or task. organization.  Goal: The main idea is to identify and quickly  Improvements happen in all directions, affecting remove waste. the whole company, its suppliers, and customers.  Action: It involves immediate action to fix issues This might also mean changing some normal as soon as they are found. business processes. Characteristics Zenkai  Quick and immediate remedial measures.  Today, Kaizen is used to solve one problem  Small, isolated, and easy to implement actions. during a week-long event called a "kaizen blitz"  Can have a significant impact. or "kaizen event."  These events are focused and small in scope. Example: A supervisor finds broken materials  Any problems that come up are fixed in future during a shop inspection and asks the shop owner events. If someone helps a lot during these to quickly fix the issue using a method like 5S. events, they get the title "ZENKAI''. Potential Side Effects Integrated Kaizen  Improvements in one area might cause issues in  Kaizen is a continuous process that aims for another. more than just productivity improvement.  For example, rearranging materials to improve  Toyota's success with Kaizen shows how efficiency might cause shortages elsewhere. effective it can be. It's used in various fields like production, marketing, finance, and quality Kaizen Burst or System Kaizen assurance.  Wherever there's room to get better, Kaizen is  Definition: System Kaizen, or Kaizen Burst, there. focuses on improving a specific process within  It's integrated with other modern management the value stream. techniques too. These include Taaichi Ohno's  Training: Facilitators need training and TPS, Lean Manufacturing, Kanban, JIT, and certification before starting a Kaizen project. many more techniques developed by experts like  Organization: This method addresses system- Kaoru Ishikawa and Edward Deming. level problems in a structured way.  Strategy: It is a high-level strategic planning method with a defined timeframe. Gemba  "Gemba" means "the real place" or "the actual The system kaizen can be approached in place" in Japanese. the following three ways  It emphasizes the importance of going to the (i) Line Kaizen actual workplace to observe, understand, and (ii) Plane Kaizen and improve processes. (iii) Cube Kaizen.  Gemba walks or visits involve managers and team members going to the workplace to see Line Kaizen operations firsthand.  This is the upper level of point kaizen, in that  The goal is to identify opportunities for several points are connected together. improvement and engage with employees  It can be visualized as changes or improvements directly. made to one line or process being implemented.  Gemba is integral to practices like Lean Plane Kaizen management and Kaizen, fostering continuous  This is the next advanced level of Line Kaizen, improvement. where several lines are connected together.  In modern terms, this is called a value stream. Taaichi Ohno's TPS Instead of traditional departments, the  Taaichi Ohno's TPS refers to the Toyota organization is arranged into product lines or Production System. value streams. 9 Total Quality Management  Origin: Developed by Taaichi Ohno, a Toyota executive, in the 1950s.  Philosophy: Emphasizes continuous improvement, respect for people, and eliminating waste.  Key Principles: Just-in-Time (JIT) production, Jidoka (automation with a human touch), and respect for employees.  Goals: Improve efficiency, reduce lead times, minimize inventory, and enhance product quality.  Components: Includes practices such as Kanban (visual scheduling), Poka-Yoke (error- proofing), and Andon (problem notification).  Impact: Revolutionized manufacturing globally, influencing Lean manufacturing and other management systems.  Application: Used not only in manufacturing Just-in-Time (JIT) but also in various industries like healthcare,  Just-in-Time (JIT) is a production strategy aimed services, and software development. at minimizing inventory and waste by producing goods or delivering services exactly when they Poka-Yoke are needed, neither too early nor too late.  Poka yoke is a Japanese term that means  Purpose: JIT aims to streamline production "mistake-proofing" or "error-proofing. processes and reduce costs by eliminating  Purpose: Pokayoke aims to eliminate defects unnecessary inventory holding costs, minimizing by preventing human errors before they can lead lead times, and improving overall efficiency. to quality issues or defects in the final product. Benefits  Reduced inventory holding costs and associated carrying costs.  Lower levels of waste, including overproduction, excess inventory, and defects.  Improved production efficiency and flexibility.  Enhanced customer satisfaction due to shorter lead times and faster response to changing demand. Kanban  Kanban is a visual scheduling system used to manage and control work in progress (WIP) Andon System within a production or service environment.  The Andon system is a visual management tool  It originated from the Toyota Production System used in manufacturing and other industries to (TPS) indicate the status of production processes and  Purpose: Kanban aims to improve efficiency, alert operators to problems or abnormalities. minimize waste, and enhance productivity by  Purpose: The Andon system helps to quickly visualizing workflow, limiting work in progress, identify issues on the production line, such as and promoting continuous improvement. equipment malfunctions, quality defects, or bottlenecks, so they can be addressed promptly. Benefits  Implementation: It typically consists of visual  Improved visibility and transparency of work. signaling devices, such as lights or boards,  Better coordination and collaboration among positioned at various workstations or along the team members. production line. When an issue arises, workers  Reduced lead times and cycle times. can activate the Andon system to signal for help  Increased productivity and throughput. or attention.  Enhanced flexibility to adapt to changing priorities or requirements. 10  Total Quality Management PDCA Cycle  The PDCA Cycle, also known as the Deming Cycle or Plan-Do-Check-Act Cycle, is a systematic approach to problem-solving and continuous improvement.  It was developed by renowned quality management expert Dr. W. Edwards Deming.  Purpose: The PDCA Cycle is designed to promote a structured and iterative approach to improvement, allowing organizations to identify, implement, and evaluate changes effectively. Three Member Category Member Body  Member body are the national body consider the most representative standard body in each country.  These are only member of ISO that have voting right. Corresponded member  Corresponded member are the country that do not have their own standard organisation.  These members are inform about ISO work but do not part in standard changes. Subscriber Member  Subscriber member are the country with small economy they pay the reduce membership free but can follow the development of standard.  Plan: Identify the problem or opportunity for ISO9000 series improvement, set specific goals and objectives,  It is for quality management and assurance and develop a plan to achieve them. standard.  Do: Implement the plan by carrying out the  In 1979 BSI(British standard Institute) submit proposed changes or interventions. proposal to ISO in Geneva.  Check: Evaluate the results of the implemented  First admission of ISO series published in 1987 changes against the established goals and and this based on US standard and Canadian objectives. Measure performance, gather data, standard. and assess outcomes.  ISO 9000 is management methodology adopted  Act: Take appropriate actions based on the by company to delivered product and services results of the evaluation. If the changes were that meet customer expectation. successful, standardize and institutionalize  The implementation of ISO9000 standard does them. If not, refine the plan and try again. not mean high level of quality but it forces a company to assure its customer that the product ISO are manufactured according to standard.  International Organisation of Standardisation  It is founded in 3 Feb 1947 Iso 9000 series based on 8 Quality management  Head quarter: Geneva principal  ISO has member  Leadership  ISO has 171 national member  Involvement of People Objective  Process Approach  To achieve maintenance and continuously  System Approach to management improve product quality  Continuous Improvement  Improve quality of operation  Factual Approach to decision making  Mutual Beneficial supplier relationship  Customer Focus 11 Total Quality Management The first standard ISO 9000 has four parts. ISO 9000:2000  Part 1: It gives guidelines on how to choose and  ISO 9000:2000 is an updated version of the ISO use it. It explains basic ideas, the importance of 9000 standard released in the year 2000. documents, and talks about quality systems. The goals of the ISO 9000:2000 revision were  Part 2: It gives general advice on how to use 1. Meet the needs of stakeholders. ISO 9001, ISO 9002, and ISO 9003. 2. Be applicable to organizations of all sizes.  Part 3: It's for software companies, giving them 3. Be applicable to all industries. guidelines on how to use it. 4. Be easy to understand and use.  Part 4: It's about Dependability Programme 5. Connect quality management systems to Management. business processes.  ISO 9001, 9002 and 9003 are the contractual standards. These are the only standards against ISO 9000:2008 which any organization is certified depending  ISO 9001:2008 didn't make big changes but on its area and scope of operations. mostly just clarified the rules that were already  ISO 9001: Model for making sure things are good there. quality in design, development, production,  It said it's important for ISO 9001 to match ISO installation, and servicing. 14001 (which is about taking care of the  ISO 9002: Model for making sure things are environment) to make it easier to manage good quality in production, installation, and everything together. servicing.  The standard still cared a lot about managing  ISO 9003: Model for making sure things are processes well, always getting better, and making good quality in the final inspection and testing sure customers are happy. stage.  ISO 9004: Model for making sure an ISO 9000:2015 principles of Quality Management organization keeps doing well and gets better  The ISO 9000:2015 and ISO 9001:2015 over time. standards are based on seven quality management principles that senior management Revision of ISO 9000 can apply to promote organizational Year Edition of ISO 9001 improvement. 1987 1st Edition 1994 2nd Edition 2000 3rd Edition 2008 4th Edition 2015 5th Edition 1987 version  ISO 9001:1987 was a quality assurance model for companies making new products, covering design, development, production, installation, and servicing.  ISO 9002:1987 was similar to ISO 9001 but didn't include making new products, focusing on quality assurance in production, installation, and servicing.  ISO 9003:1987 focused only on final inspection and testing of finished products, without considering how they were made. Benefits of implementing an ISO 9000 1994 Revision  Improved customer satisfaction  ISO 9000:1994 was all about making sure  Increased efficiency and effectiveness products were good quality by preventing  Improved communication within the problems before they happened, not just by organization. checking them at the end.  Better risk management  Companies had to prove they followed certain  Increased competitiveness rules.  Enhanced reputation and credibility 12  Total Quality Management Machinery Maintenance To understand different maintenance Breakdown Maintenance (BDM) methods, we can divide them into two  Every machine will break down eventually, no categories: matter how well it is operated or maintained.  Planned and  Breakdowns happen due to unpredictable  Unplanned strategies. failures or gradual wear and tear.  Breakdown maintenance is used when failures Planned strategies are based on factors occur.  Number of failures  This policy is suitable for non-essential machines  Frequency of failures or those that don't impact production when shut  Duration of failures down.  Time between failures  Maintenance starts when a machine fails and ends  Time to repair when it is repaired and returned to use.  Machine condition  This approach reacts to breakdowns rather than  Machine life preventing them, except for basic lubrication and  Reliability cleaning.  Maintainability  It can lower machine efficiency because repairs  Availability take a long time.  A machine is DOWN when it fails and UP when There are four main types of planned it is repaired and operational. maintenance strategies  Time Between Failures (TBF): The time from 1.Reliability Centered Maintenance (RCM) when a machine is operational until it fails again. 2. Time Based Maintenance (TBM)  Time To Repair (TTR): The time it takes to 3.Condition Based Maintenance (CBM) repair the machine and return it to operation. 4. Total Productive Maintenance (TPM) Unplanned strategies include Emergency Maintenance (EM) 1.Failure Based Maintenance (FBM)  Emergency maintenance is similar to breakdown 2.Contractual Maintenance (CM) maintenance but has a key difference.  Action in emergency maintenance is taken immediately when a complaint is received.  In breakdown maintenance, there is some delay as tasks are prioritized and scheduled. 13 Total Quality Management  Emergency maintenance is used in critical areas like hospital emergency wards, fire stations, This system is used when police stations, underground mines, and (a) Machines do not interrupt the production line industrial accident planning. (b) It is cheaper to have repairs done by an outsider  This policy is adopted in hazardous than in-house. environments or where the risk of accidents is (c) Repairs require high skill, knowledge, high. technology, or special accessories or  A dedicated team is kept ready for emergencies instruments. and remains on standby, even if there are no (d) Machines rarely break down. immediate issues. (e) Machines are under guarantee or warranty. (f) There are temporary problems like insufficient Operate to Failure and Corrective manpower or unavailable spare parts in the Maintenance (OFCM) market.  No action is taken to prevent failure; the focus is on efficient corrective maintenance. Reliability Centered Maintenance  This approach is used for machines that have (RCM) already reached their guaranteed life.  A method to determine equipment maintenance  Any production from these machines, which needs after evaluating failure consequences. have little to no resale value, is considered a Approach bonus.  Systematically assesses the need for or revision  The equipment is run until it fails without of preventive maintenance tasks and plans. attempts to prevent failures.  Focuses on system function, functional failures,  When a failure occurs, minor and economical dominant failures, and their effects. repairs are made.  If the failure is major, the machine is either Benefits scrapped or sold, after making a replacement  Concentrates on system effects (safety, analysis. economic, social) without focusing on human aspects. No Maintenance Technique  Enhances the probability of machines not failing (NMT) within a specified time span.  Builds confidence in using the equipment during  This policy doesn't require equipment the specified time. maintenance; it's called the "use and throw" system.  Equipment is used until the end of its life, then Predictive Maintenance scrapped or replaced.  Predictive maintenance aims to predict failures  Many items, like syringes and razor blades, are early. now disposable to prevent the spread of  Uses condition monitoring and trend checking diseases. techniques.  Employs various instruments for monitoring. This system is adopted when  Purpose is to predict failures in advance.  Reusing or recycling is harmful, dangerous, or  Allows maintenance to be planned at a risky (e.g., syringes, razor blades, chemicals). convenient time.  Recycling is not possible (e.g., non-rechargeable  Reduces unplanned inter r uptions in the batteries, items made of chemicals, plaster of production system. Paris, cement).  Repairing is not economical compared to buying Preventive Maintenance (PM) a new item (e.g., some ballpoint pens, electronic  Preventive maintenance follows "A stitch in time goods, expensive spare parts). saves nine" and "Prevention is better than cure."  Aims to reduce the chance of failures. Contractual Maintenance  In this system, external personnel or agencies Tasks include are called to repair the equipment.  Oiling, Greasing, Cleaning, Checking voltage The external party can be: and current.  The original equipment manufacturer (OEM)  May involve taking apart and reassembling parts  A consultancy or the whole machine for a full overhaul on a  Experienced personnel schedule.  An agency 14  Total Quality Management Involves  The aim is to minimize repairs and focus on  Analyzing maintenance needs upkeep through replacements or modifications.  Managing costs  Planning and controlling maintenance Time Based Maintenance (TBM)  Taking corrective actions  Choosing the right maintenance policy requires  Managing spare parts determining factors like failures, time, reliability, or machine condition. Advantages  The oldest concept is failure-based maintenance.  Minimize the chance of unexpected production  Most probable failures occur at regular intervals. interruptions or major failures by detecting  This led to the idea of preventing failures potential issues early. expected at specific intervals.  Increase equipment availability and reliability by  Once these inter vals are identified, a keeping it ready for use at any time. maintenance plan or schedule can be created.  Reduce the workload of maintenance by  Since the focus is on time intervals, these preventing major failures. preventive maintenance techniques are grouped  Lower maintenance costs by minimizing repair as Time-Based Maintenance models. expenses.  Ensure the safety of operators. Shut Down Maintenance (SDM)  Maintenance can only be done when equipment Maintenance Prevention (MP) is not in use.  Focuses on improvements over repairs..  When machines are idle due to reasons like  Aims to prevent maintenance needs. material shortages, lack of manpower,  Prefers new parts to repairs. absenteeism, or holidays.  Sells old parts as second-hand.  The goal is to avoid disrupting production due  New parts enhance reliability and extend to maintenance needs, completing it during equipment life. machine downtime.  Maintenance costs may rise with new parts.  Suitable for production systems where machines  Equipment must adapt to new parts. are not continuously operated. Design-out Maintenance (DOM) Fixed Time Maintenance (FTM)  This maintenance strategy is different from usual  This method works well for items that wear out ones. over time and are cheaper to replace than repair.  Instead of just fixing problems as they come up,  It's best suited for easy-to-replace items. it focuses on continually improving things.  Replacing or fixing complex items is expensive  It requires engineering expertise but is typically and can lead to additional problems. handled by the maintenance team.  It's commonly used in places where fixing things Scheduled Maintenance (SM) costs a lot due to poor design or equipment not  The goal of this maintenance is to maintain meeting specifications. equipment in a clean, functional state.  Choosing better materials can reduce the need  Maintenance schedules are set at the start of for frequent lubrication. the year to minimize production disruption.  It's like doing research to make things work  Once approved by both production and better, easier, or faster. maintenance departments, maintenance is  Sometimes, a special department does this carried out according to the schedule, regardless research, but it's better when different of the machine's condition. departments work together, like maintenance, research, and production. Planned Maintenance or Planned Interval Maintenance (PNM) or (PIM) Productive Maintenance  Also known as Systematic Maintenance or  The goal is to reduce maintenance work by Regular Plant Maintenance. improving equipment designs and using better  Divided into four intervals: Inspection (I), Minor materials. Repairs (S), Medium Repairs (M), and Major  Equipment is designed so that parts or Repairs (C). assemblies can be easily replaced before they  Inspection (I) is a daily external check, taking break down. about 5 minutes.  These replaceable items are called Least Replaceable Assemblies (LRA). 15 Total Quality Management  Minor Repairs (S) are done weekly without Types of maintence summery affecting production, taking 15 minutes to 2 hours.  Medium Repairs (M) are monthly or quarterly, Sr. Maintenance Policy Central Theme involving partial dismantling and adjustments, No. taking 4 to 8 hours. To fix the problem and  Major Repairs (C) are done every 6 months to a 1 Failure Based Maintenance make the equipment year, involving complete dismantling and replacement, taking 1 to 3 days. usable again.  Occasional activities like alterations and new To maintain the machine machine installations are also included. after certain  Suitable when standby machines are available 2 Time Based Maintenance predetermined period or when machines have no or insufficient work. of time.  Maintenance is performed regardless of machine condition using checklists. To have an outside company do the Condition Based Monitoring (cbm) or 3 Contractual Maintenance maintenance to save Dynamic Predictive Maintenance time, reduce costs, or (dpm) because of a warranty.  The best approach to determine maintenance To enhance the reliability timing is by monitoring equipment condition Reliability Centered of the equipment and and/or performance. 4 Maintenance build the confidence of  This depends on finding easily monitored parameters. the user.  The suitability of this approach, monitoring To improve the techniques, and frequency depend on equipment Condition Based condition and characteristics. 5 Maintenance or Dynamic performance of the Predictive Maintenance equipment Total Productive Maintenance (tpm) or Tero-technology or Logistics and Break down Maintenance To repair the machine 6 Physical Assets Management or Corrective Maintenance after failure occurs (pam) To quickly fix the  TPM helps keep equipment working by problem to prevent involving everyone and fixing things before they 7 Emergency Maintenance more damage and break.  Terotechnology helps save money over time by control the situation. making sure things are reliable and easy to No action is taken to maintain. Operate to Failure and prevent failure; the focus  Logistics is about getting things where they need 8 Corrective Maintenance is on efficient corrective to be, like buying them, storing them, moving them, and fixing them. maintenance.  Physical Assets Management (PAM) is about To use and throw after taking care of everything a company owns, 9 No Maintenance Technique completing its specified making sure it works well and doesn't cost too or intended life period. much. To prevent the occurrence of failures 10 Preventive Maintenance and hence save the maintenance work, cost, to improve safety. To prevent the 11 Prevention Maintenance maintenance by replacing with new parts when old parts fail. 16  Total Quality Management To increase productivity by maintaining machine 12 Productive Maintenance parts with alternatives without shutting down the machine. To predict failures in advance and try to 13 Predictive Maintenance prevent or reduce their impact. To maintain regularly using a checklist and 14 Planned Maintenance fixed times for minor and major overhauls. To maintain the machine on a schedule agreed upon with the user 15 Scheduled Maintenance department, regardless of the machine's condition. To maintain the equipment when it is not 16 Shutdown Maintenance in use so as not to interrupt the production. To maintain the machines at fixed 17 Fixed Time Maintenance intervals, assuming they need service based on time. To find the root cause of failures and to up date the equipment with changing technology and 18 Design Out Maintenance eliminating poor design features and aiming to eradicating the failures by design changes. Tero-technology or Total To keep the equipment Productive Maintenance or in top shape throughout Logistics and Physical its entire life, from Assets Management design to retirement, by preventing failures, 19 preserving its condition, extending its lifespan, and restoring it when needed, all to ensure the best productivity.  17