Quality Management Tools & Techniques PDF

QUALITY MANAGEMENT TOOLS & TECHNIQUES Chapter 3: Learning Outcome 3  Demonstrate the tools and techniques of TQM in an organization 2  CHAPTER THREE - OUTLINE Contents  QUALITY MANAGEMENT TOOLS - INTR...

QUALITY MANAGEMENT TOOLS & TECHNIQUES Chapter 3: Learning Outcome 3  Demonstrate the tools and techniques of TQM in an organization 2  CHAPTER THREE - OUTLINE Contents  QUALITY MANAGEMENT TOOLS - INTRODUCTION  SEVEN QUALITY CONTROL TOOLS (Q7)  SEVEN MANAGEMENT TOOLS (M7)  QUALITY MANAGEMENT TECHNIQUES 3 Essential Reading ProQuest Resource 1) Barrie G. Dale, et al.,Managing Quality : An Essential Guide and Resource Gateway, edited book, John Wiley & Sons, Incorporated, 2016. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/momp/detail.action?docID=4562449. Created from momp on 2019-01-08 00:24:29. Chapter 9 & 10. 2) Naidu, N.V.R.. Total Quality Management, New Age International, 2006. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/momp/detail.action? docID=358035.Created from momp on 2019-01-08 00:11:41. Pp. 90-137. 4  QUALITY MANAGEMENT TOOLS - INTRODUCTION To support, develop and advance a process of continuous improvement it is necessary for an organization to use a selection of tools and techniques. Some of these tools and techniques are simple, while others are more complex. Tools and techniques have different roles to play in continuous improvement and if applied correctly give repeatable and reliable results (Bamford and Greatbanks 2005). TQM Roles include: Summarizing data and organizing its presentation Data-collection and structuring ideas Identifying relationships Discovering and understanding a problem Implementing actions Finding and removing the causes of the problem Selecting problems for improvement and assisting with the setting of priorities Monitoring and maintaining control Planning Performance measurement and capability assessment SEVEN QUALITY CONTROL TOOLS (7 QC TOOLS/ QC7) Check Sheet Histogram Flow Charts Pareto Analysis Cause and Effect Analysis Control Charts Scatter Diagram Source (Image):https://i.ytimg.com/vi/VmMN583M8n0/maxresdefault.jpg  Check Sheet The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated. The events relate to non-conformities, including the position in which they appear. The check sheet is sometimes called a tally sheet. A Check sheet contains items that are important or relevant to a specific issue or situation. Checklists are used under operational conditions to ensure that all important steps or actions have been taken. Generally used to check that all aspects of a situation have been taken into account before action or decision making.  Types of Check Sheet Attribute Check Sheet: Gathering data about defects in a process is necessary for stabilization, improvement, and innovation of the process. Variables Check Sheet: Gathering data about a process involves information on variables such as size, length, weight and diameter of an item. Defect Location Check Sheet: This check sheet is used to trace out the defect location. This is a picture of a product or a portion of it on which an inspector indicates the location and nature of the defect.  The Following are the Main Steps in Constructing a Check Sheet: Decide the type of data to be illustrated. The data can relate to: number of defectives, percentage of total defectives, cost of defectives, type of defective, process, equipment, shift, business unit, operator, etc. Decide which features/characteristics and items are to be checked. Determine the type of check sheet to use (i.e. tabular form or defect position chart). Design the sheet; ideally it should be flexible enough to allow the data to be arranged in a variety of ways. Data should always be arranged in the most meaningful way to make best use of them. Specify the format, instructions and sampling method for recording the data, including the use of appropriate symbols. Decide the time period over which data are to be collected.  Attribute Check Sheet: Here is a simple check sheet examples designed to identify type of quality problems/ complaints: Source (Image):https://en.wikipedia.org/wiki/Check_sheet https://accountlearning.com/check-sheets-meaning-classification-construction/  Variables Check Sheet: Source (Image):https://qualityamerica.com/LSS-Knowledge-Center/qualityimprovementtools/check_sheets.php  Defect Location Check Sheet: Source (Image):https://qualityamerica.com/LSS-Knowledge-Center/qualityimprovementtools/check_sheets.php http://www.syque.com/quality_tools/toolbook/Check/example.htm  Histograms A histogram is a bar graph that shows frequency data of a group about the central value. The histogram is an important diagnostic tool because it gives a ‘‘Birds’- eye-view’’ of the variation in a data set. Histograms provide the easiest way to evaluate the distribution of data.  A histogram can be used for: Comparisons of process distribution before and after the improvement action (production, vendor performance, administration, purchase, inspection, etc.) Comparison of different groups (production, vendor to vendor difference etc.) Relationship with specification limits. Source (Image):https://mathbitsnotebook.com/Algebra1/StatisticsData/SThistogram.html  Activity The histogram below shows the heights of 21 students in a class, grouped into groups of width 5 inches. Evaluate how many students were greater than or equal to 55 inches tall but less than 70 inches tall? Source (Image):https://mathbitsnotebook.com/Algebra1/StatisticsData/SThistogram.html  Flowcharts A flowchart is a type of diagram that represents a process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. Flow chart is known as Process mapping. sometimes called ‘blueprinting’ or process modelling. This diagrammatic representation illustrates a solution to a given problem. These are pictures, symbols or text coupled with lines, arrows on lines show direction of flow. Enables modelling of processes; problems/opportunities and decision points etc. Develops a common understanding of a process by those involved. No standardization, so communication to a different audience may require considerable time and explanation.  Uses of a Flowcharts  Flowcharts are used in analyzing, designing, documenting or managing a process or program in various fields. This tool is used when trying to figure out bottlenecks or breakdowns in current processes. Flowcharting the steps of a process gives a picture of what the process looks like and can shed light on issues within the process. Flowcharts are also used to show changes in process when improvements are made or to show a new work flow process. The following are the main steps in constructing a flowchart: Define the process and its boundaries, including start and end-points. Decide the type and method of charting and the symbols to be used, and do not deviate from the convention chosen. Decide the detail with which the process is to be mapped. Describe the stages, in sequence, in the process using the agreed methodology. Assess if these stages are in the correct sequence. Ask people involved with the process to check its veracity. Example  The following is an example diagram of a flowchart: Source (Image):https://www.template.net/business/charts/flow-chart-template//  FLOW CHART : Example Source (Image): https://tightops.com/business-process/  RUN CHARTS ▶ A Run chart is a simple graphic representation that displays data in the order that they occur and shows a characteristic of a process over time or order. It is often known as a line chart or a line graph outside the quality management field. ▶ Run chart is used to understand the trends and shifts in a process or variation over time, or to identify decline or improvement in a process over time. ▶ In a run chart, events, shown on the y-axis, are graphed against a time period on the x-axis. ▶ For example, a run chart in a restaurant might plot the number of customers served against the time of day or day of the week. The results might show that there are more customers at noon than at 3 p.m. and more during weekend than during weekday. ▶ Investigating this phenomenon could unearth potential for improvement as to how many waiters and waitresses should be employed during that time for the Source (Image): https://tightops.com/business-process/  The Four Rules of Run Charts Non-random variation can be recognized by looking for: 1. A shift: six or more consecutive data points either all above or below the median. Points on the median do not count towards or break a shift. This means consecutive points fall on one side of the center line that indicates a special cause may have influenced the process. Points on the average line don’t count. 2. A trend: five or more consecutive data points that are either all increasing or decreasing in value. If two points are the same value ignore one when counting. Source (Image): https://tightops.com/business-process/  The Four Rules of Run Charts - Continuation Non-random variation can be recognized by looking for: 3. Too many or too few runs: a run is a consecutive series of data points above or below the median. As for shifts, do not count points on the median: a shift is a sort of run. If there are too many or too few runs (i.e., the median is crossed too many or too few times) that's a sign of non-random variation. 4. An astronomical data point: a data point that is clearly different from all others. This relies on judgement. Every data set has a highest and lowest. They won't necessarily be an astronomical data point. Different people looking at the same graph would be expected to recognise the same data point as astronomical (or not). Source (Image): https://tightops.com/business-process/  Pareto Analysis The Pareto analysis was developed by Vilfredo Pareto. The Pareto principle suggests that most effects come from relatively few causes. It is named after the 19th century Italian economist. Often called the 80-20 Rule. In quantitative terms: 80% of the problems come from 20% of the causes (machines, raw materials, operators etc.); 80% of the wealth is owned by 20% of the people etc. Thus, it is clear that the Pareto concept ‘the vital few and the trivial many’ is of utmost importance to management. Therefore, effort aimed at the right 20% can solve 80% of the problems. The Pareto Chart Indicates the following : 1. What are the problems? 2. Which problem needs to be tackled on priority? 3. What percentage (%) of the total does each problem present?  Areas of Application Sales — Customer complaints analysis, warranty costs, Market Share Production — Analysis of Non-conformance, machine and men Utilization Maintenance — Machine down time, break down, spares requirement. Safety — Injury types and causes Finance — Costs, etc.  Pareto Chart : Example Source (Image): https://www.excel-easy.com/examples/pareto-chart.html Pareto Analysis-An Example Total No. of customers complained =1722 Conclusion: the orange Pareto line shows that (789 + 621) / 1722 = 80% of the complaints come from 2 out of 10 = 20% of the complaint types (Overpriced and Small portions). In other words: the Pareto principle applies.  Advantages Of Pareto Analysis: Simplicity and Visual impact:  The Pareto analysis displays the relative importance of the problems in a simple, visual and easy to interpret way. To busy and often overworked team members, this is a productivity booster. Organizational efficiency: ▶ This analysis requires that individuals list changes that are needed or relating to organizational problems. Once the changes or problems are listed, they are ranked in order from biggest to least severe. Accordingly, the problems are treated. Improved decision: ▶ Individual who conduct a Pareto analysis can measure and compare the impact of changes that take place in an organization. With a focus on resolving problems, the procedures and processes required to make the changes should be documented during Pareto analysis. Source (Image): https://www.excel-easy.com/examples/pareto-  Disadvantages Of Pareto Analysis: Easy to make but difficult to troubleshoot: ▶ Based on the Pareto principle, any process improvement should focus on the 20 percent of the issues that cause majority of problems in order to have a greatest impact, sometimes they provide no insight on the root causes. Multiple Charts may be needed: ▶ To trace the causes of the problem situation, sometimes multiple charts may be required to prepare. This may be sometimes time-consuming process. For example, if mistake causes in process 1, it also may be required to prepare for process 2 and so on. Dependent on availability of the data: ▶ The quality of Pareto analysis is completely dependent on the availability of relevant and reliable data for the activity or system being analyzed. It is very important to collect meaningful data to conduct a successful Pareto analysis. Source (Image): https://www.excel-easy.com/examples/pareto-  Cause-and-Effect Diagrams The Cause and Effect, or Fishbone Diagram, was first used by Dr. Kaoru Ishikawa of the University of Tokyo in 1943. Hence, its frequent reference as "Ishikawa Diagram“ This diagram is used to identify all of the contributing root causes likely to be causing a problem. The cause-and-effect diagram is a method for analyzing process dispersion. It is an excellent tool for capturing team brainstorming output and for filling in from the 'wide picture'. Helps organize and relate factors, providing a sequential view. Deals with time direction but not quantity. Can become very complex. Can be difficult to identify or demonstrate interrelationships. It is also called as Fishbone Diagram, focused on solving identified quality problems.  Categories of Causes The 6 M's: ▶ Machine, Method, Materials, Maintenance, Man and Mother Nature (Environment) (recommended for the manufacturing industry. The 8 P's: ▶ Price, Promotion, People, Processes, Place/Plant, Policies, Procedures, and Product (or Service) (recommended for the administration and service industries). The 4 S's: ▶ Surroundings, Suppliers, Systems, Skills (recommended for the service industry. ▶ You should Begin with the most likely main cause and for each cause, ask "Why?" up to five times and collect data by asking: Where, what, who, and How? Source (Image): https://www.smartdraw.com/cause-and-effect/  Why should we use a Cause-and-Effect Diagram? A Cause-and-Effect Diagram is a tool that is useful for identifying and organizing the known or possible causes of quality, or the lack of it. The structure provided by the diagram helps team members think in a very systematic way. Some of the Benefits of Constructing A Cause And Effect Diagram Are that it: ▶ Helps determine the root causes of a problem or quality characteristic using a structured approach. ▶ Encourages group participation and utilizes group knowledge of the process. ▶ Uses an orderly, easy to read format to diagram cause and effect relationships. ▶ Indicates possible causes of variation in a process. ▶ Increases knowledge of the process by helping everyone to learn more about the factors at work and how they relate. ▶ Identifies areas where data should be collected for further study Source (Image): https://www.smartdraw.com/cause-and-effect/ The following is an example of Cause-and-Effect diagram template: Source (Image): https://www.smartdraw.com/cause-and-effect/  Example of a Cause-and-Effect Diagram for a non-value- added work analysis carried out by a purchasing department Source (Image): Barrie G. Dale, et al.,Managing Quality : An Essential Guide and Resource Gateway, edited book, John Wiley & Sons, Incorporated, 2016. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/momp/detail.action?docID=4562449.Pp.201  Practice Questions for Cause-effect Diagrams ABC Burgers is a leading Junk food business in Ibra. It will deliver burgers at customers home on orders. It produces varieties of burgers to serve different customer needs. But because of the following problems it is not able to produce & deliver customer orders on time. See the below mentioned reasons and draw a fish-bone diagram. Poor equipment Over heating of No proper Chefs Poor quality raw Ovens materials Traffic jams New delivery boys Poorly maintained No discounts don’t know town bikes and cars Inefficiency in Poor servicing of Unskilled Lack of training production machines manpower High price Old methods of Delayed Lack of production deliveries knowledge  Control Charts Control charts are a method of Statistical Process Control, SPC. They enable the control of distribution of variation. Upper and Lower control and Tolerance limits are calculated for a process and sampled measures are regularly plotted. The UCL and LCL are calculated limits used to show when process is in or out of control The plotted line corresponds to the stability/trend of the process. This prevents over-correction/compensation for random variation, which would lead to many rejects Source (Image): https://qi.elft.nhs.uk/resource/control-charts/ Example of a control chart using the driving to work example. Each day the time to get to work is measured. Source (Image): https://www.spcforexcel.com/knowledge/control-chart-basics/control-chart-rules- interpretation  Practice Test The following data were taken from SUPERB PIZZA, indicating the number of minutes of delay in pizza delivery to the customer. Note: The UCL is 15 minutes, LCL is 4 minutes, and the mean is 10 minutes. # Days # of Minutes Delayed Time 1 Monday 5 2 Tuesday 10 3 Wednesday 4 4 Thursday 14 5 Friday 7 6 Saturday 18 7 Sunday 12  Scatter Diagrams It is a graph of points plotted; this graph is helpful in comparing two variables. The distribution of the points helps in identifying the cause-and- effect relationship Between two variables. The Y axis is conventionally used for the characteristic whose behavior we would like to predict (Dependent Variable). The X axis is independent variable. Data can be used in a regression and correlation analysis to establish equation for the relationship. The following is an example of a scatter diagram: Source (Image) :https://www.latestquality.com/interpreting-a- Class Activity – Group Discussion Students are expected to prepare a notes based on the below mentioned link for accessing the research paper on “IMPLEMENTATION OF SEVEN TOOLS OF QUALITY IN EDUCATIONAL ARENA: A CASE STUDY”. Research paper link: https://iaeme.com/MasterAdmin/Journal_uploads/IJMET/VOLUME_8_IS SUE_8/IJMET_08_08_096.pdf Source (Image) :https://www.latestquality.com/interpreting-a-  QUALITY MANAGEMENT TECHNIQUES Failure Mode Statistical Benchmarkin and Effects Process g Analysis Control Business Design of Process Re- Experiment engineering TQM and Value s TECHNIQUES Stream Mapping Quality Function Deployment Six Sigma (QFD) Source: Barrie G. Dale, et al.,Managing Quality : An Essential Guide and Resource Gateway, Chapter 10(Brief each techniques)  Quality Function Deployment Quality Function Deployment (QFD) is a systematic procedure which is used to help build quality into the upstream processes and also into new product development. It helps to avoid problems in the downstream production and delivery processes and will consequently shorten the new product/service development time. The concept helps to promote proactive rather than reactive development by capturing and measuring the ‘voice of the customer’. QFD is a technique that is used in the first place for translating the needs of the customers into design requirements, being based on the philosophy that the ‘voice of the customer’ drives all company operations. It requires reliable data from the following diverse sources: customers, design functionality, costs and capital, reliability, reproducibility.  Design of Experiments The design of experiments is a series of techniques that involve the identification and control of parameters which have a potential impact on the performance and reliability of a product design and/or the output of a process, with the objective of optimizing product design, process design and process operation, and limiting the influence of noise factors. The methodology is used to analyse the significance of effects on system outputs of different values of design parameters. The objective is to optimize the values of these design parameters to make the performance of the system immune to variation. Failure Mode and Effects Analysis The technique of FMEA was developed around 1962 in the aerospace and defense industries as a method of reliability analysis, risk analysis and risk management. It is a systematic and analytical quality planning tool for identifying, at the product, service and process design and development stages, what might potentially go wrong, either with a product (during manufacture, or during end-use by the customer), or with the provision of a service, thereby aiding fault diagnosis. The use of FMEA is a powerful aid to advanced quality planning of new products and services, and can be applied to a wide range of problems which may occur in any system or process.  Statistical Process Control Statistical process control is generally accepted as a means to control the process through the use of statistics or statistical methods. There are four main uses of SPC: To achieve process stability. To provide guidance and understanding on how the process may be improved by the reduction of variation and to keep it reduced. To assess the performance of a process. To provide information to assist with management decision- making.  Benchmarking Benchmarking is an opportunity to learn from the experience of others. It helps to develop an improvement mindset amongst staff, facilitates an understanding of best practices and processes, helps to develop a better understanding of processes, challenges existing practices within the business, assists in setting goals based on fact and provides an educated viewpoint of what needs to be done rather than relying on whim and gut instinct.  Business Process Re-engineering and Value Stream Mapping In recent times business process re-engineering (BPR) enables an organization to take a radical and revolutionary look at the way in which it operates, and the way work is done, and references to it abound in management and technical publications with such words as ‘radical’, ‘dramatic’, ‘rethinking’, ‘optimize’, and ‘redesign’. BPR is a concept - A fundamental rethink and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service and speed. The approach is based on the view that continuous improvement is not sufficient to meet the organizational expectations for business development and change. Business process reengineering seeks to make major fundamental, radical and dramatic breakthroughs in performance and is holistic in nature.  value stream mapping (VSM) is a cornerstone technique within BPR. VSM builds on process maps and flowcharts to provide fact- based process description for understanding the current problems and thinking about the future states. It is powerful to allow the team to communicate and assess how the process should work and perform once the waste and non-added-value activities have been removed.  Six Sigma A sigma is a statistical indication of variation in terms of the standard deviation of the characteristic under consideration. It indicates the spread of each unit around the target value, and therefore it is essentially an indication of how good a product or service is. Traditionally, designers used the three-sigma rule to evaluate whether or not a part would meet specification. When a part's specifications are consistent with a spread of six standard deviations of process variation (three sigma to either side of the target value), around 99.73 per cent of the parts for a process which is centred would be expected to conform to specification. The higher the sigma value, the lower the number of defects associated with the process, the lower the costs of rework and scrap and the lower the cycle time of the process. In essence, sigma measures the capability of a process to produce defect-free work and is a means of calibrating process performance to meet the requirements of customers.  What is Six Sigma? – Video Activity Watch the video and make a note of important points and answer the questions in the class. https://www.youtube.com/watch?v=4EDYfSl-fmc  Reference 1) Barrie G. Dale, et al.,Managing Quality : An Essential Guide and Resource Gateway, edited book, John Wiley & Sons, Incorporated, 2016. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/momp/detail.action?docID=4562449. Created from momp on 2019-01-08 00:24:29. Chapter 9 & 10. 2) Naidu, N.V.R.. Total Quality Management, New Age International, 2006. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/momp/detail.action? docID=358035.Created from momp on 2019-01-08 00:11:41. Pp. 90-137. 3) For work outs the following video link can be used: https://www.youtube.com/ watch?v=yuH35ottILU 56  CONTACT INFORMATION: Name of the Staff : Dr. K. Anil Kumar Office:: BS 120 Email: [email protected] UTAS-Ibra VERSION HISTORY Version No Date Approved Changes incorporated 05 Sem. (I) 2022/2023 57