management of process quality. how management of process quality is infused in the system to check...

MANAGEMENT OF PROCESS QUALITY


How management of process quality is infused in the system to check its efficacy?• Top management exhibits leadership to establish climate and culture

for TQM, accompanied with a requisite action plan and implementation

• Additionally, the company organises herself for quality assurance in the context of modern quality management

• The key elements of process management are examined, including R&D, design, management of process quality for all work units and suppliers, systematic quality improvement, and quality assessment

• These systematic examination of processes contributes directly or indirectly to quality as the customer’s define it

• They are essential for the company to pursue ever higher quality and operational performance


Explain the difference between feedforward and feedback control?

Controlling the variations of output in the system is known as feedback control, in other words, it is known as detection of a defect during inspection of the product. This practice is not sufficient for process control, the system required to improve the system is feedforward system that will prevent defects and variations before it occurs. And the key to success for a business is through cross functional activities in the entire process


What is a process? Does it begin with material inspection at the receiving dock and end with final inspection, or does it begin with design and end with delivery to the customer?

• The process might begin with the concept of the product idea and extends through the life cycle of the product to the ultimate maturity and phase out

• All the business functions and activities are inter- related and none stand alone

• Rather, they are dependent on cross-functional processes and changes as environments change

• Hence, a true process optimization requires the application of tools and methods in all activities, not just manufacturing


Can we avoid inspection in process control?

• Inspection of a product for quality check can not be disregarded from the process control because it still needs a system for measurement

• However, the procedure has been classified as a diagnostic action, the objective is to locate variations in the products and remove the causes

• Simultaneously, this practice is also known as problem solving technique, which is being done for the achievement of overall goal, that is, continuous improvement

MANAGEMENT OF PROCESS CONTROL

STATISTICAL QUALITY CONTROL

How SQC is beneficial for problem solving?

• This method is a true reflection of Deming’s philosophy for TQM

• It uses statistical techniques, such as, Control charts to analyse a work process or its output

• The progress data is compared with the upper and lower limits of work to check variations in it and then improve the capabilities of the process

• This method is not only good for manufacturing but equally beneficial for sales and staff activities


PROBLEM ANALYSIS

1. Cause and Effect diagram or Fish Bone or Ishikawa diagram

• This exercise is conducted by the members to identify the issues that have been detected in the product’s quality and productivity

• Accordingly, the findings established via data are illustrated under the relevant heads, which are

• Material• Manpower• Methods• Machines

• These points now act as an agenda item for discuss and pertinent solution to the indicators is determined


PROBLEM ANALYSIS

2. Pareto Analysis

The Pareto Principles is a derivation of Pareto’s Law, in placed by the analysts to teach quality control methods. The concept of the law is that

‘’any cause that results from a multiplicity of effects is primarily of the impact of a minor percentage of all the causes’’

According to Dr. Juan,

‘’the vital few are everywhere under different disguise, therefore, it is imperative to segregate the vital few from trivial many, so as to, identify important problems and establish priorities’’


QUALITY FUNCTION DEVELOPMENT

• QFD is a group of techniques for planning and communicating that coordinates the activities within an organization

• Basically, it is a brain storming session within an organisation, organised to thrash all the details of a product from marketing, design, engineering, manufacturing, quality, purchasing, accounting, suppliers, and customers

• The team or group comprising of reps from all the concerned functions continue to deliberate until they sorts out all the modalities, and reach a consensus on a common quality standard

• The central idea is to design a product as per the taste of customer

• An added benefit is to improve company’s management process

JUST - IN - TIME (JIT)

• The proponents of JIT enunciates that;

• Producing what is needed when it is needed• Minimising problems• Eliminating production processes that make safety stocks

necessary• In order to rule out the expense incurred on Materials

Requirement Planning and the linked-up maintenance of big inventory and its associated risks, the manufacturers have resorted to new trends of stocking of big to small inventory, with the premise that lower investment on inventory becomes a source of improving both quality and productivity

• Nevertheless, JIT also involves itself in all the functions and processes of a production system



JUST-IN-TIME OR JUST-IN-CASE

JIT / Kanban - Less is best / visible records

JIC - Involves the use of buffer or safety stocks

Benefits of JIT

1) Reduction of direct and indirect labour by eliminating extraneous activities

2) Reduction of floor space, warehouse space per unit of output

3) Schedule delays as the factory becomes continuous production process

(cont)


Benefits of JIT

4) Reduction of waste, rejects, and rework by detecting errors at the source

5) Reduction of lead time due to small lot sizes, so that downstream work centres provide feedback on quality problems

6) Better utilization of machines and facilities

7) Better relations with suppliers

8) Better plant layout

9) Better integration of and communication between functions such as marketing, purchasing, design and production

10) Quality control built into the process


THE HUMAN SIDE OF PROCESS CONTROL

• Only a small percentage of employees know the quality or the on going activities of their company

• SQC has its greatest impact on the factory’s social organisation

• The use of statistical tools i.e.

• Information of system – onus of shifts accountability to machine operators rather than inspectors or supervisors

• It facilitates the operator to control the production as he knows the problems / limits of his machine which may impede output


THE HUMAN SIDE OF PROCESS CONTROL ( cont.)

• Therefore, he the operator is the right person to rectify and control process

• The concept is known as ‘workstation ownership’

• Which advocates that each employee is responsible for operations of his production line

• It will be most effective with employees of full understanding of system and his personal involvement, that would ensure continues improvement, but hands on equipment leads to more refinement in entire process

• More significantly, attention to HR improves job development and satisfaction, training and morale of employees

management of process quality. how management of process quality is infused in the system to check...

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