total quality management (tqm)

Total Quality Management (TQM)

By Prof N D Sadaphal

Assistant Professor

Sanjivani College of Engineering, Kopargaon (Maharashtra State) 423601

Mechanical Engineering

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TQM

ToTal QualiTy ManageMenT

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Tools & Techniques of TQM

Quality Function Deployment (QFD) 5 S Kaizen Kanban Just in Time (JIT) Poka Yoke Quality Management Standards (QMS) Total Productive Maintenance (TPM) Failure Modes, Effects and Criticality Analysis

(FMECA) Fault / Failure Tree Analysis (FTA) Zero Defects

Quality Function Deployment (QFD) 5 S Kaizen Kanban Just in Time (JIT) Poka Yoke Quality Management Standards (QMS) Total Productive Maintenance (TPM) Failure Modes, Effects and Criticality Analysis

(FMECA) Fault / Failure Tree Analysis (FTA) Zero Defects

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QFD…. Quality Function Deployment

Developed in Japan in the mid 1970s

Introduced in USA in the late 1980s

Toyota was able to reduce 60% of cost to bring a new

car model to market

Toyota decreased 1/3 of its development time

Companies feel it increased customer satisfaction

Product should be designed to reflect customers’

desires.

House of Quality is a kind of a conceptual map that

provides the means for inter-functional planning and

communications.

To understand what customers mean by quality and

how to achieve it from an engineering perspective.

Why….?

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Important points

Customer requirements should be translated into

measurable design targets.

It can be applied to the entire problem or any sub-

problem.

Technical Descriptors (Voice of the organization)

Prioritized Technical Descriptors

Inter- relationship

between Technical Descriptors

Customer Requirements (Voice of the Customer)

Prioritized Customer

Requirements

Relationship between Requirements and Descriptors

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The Quality Function Deployment Process

1. Identify the Customer(s)

2. Determine Customer Requirements/Constraints

3. Prioritize each requirement

4. Competitive Benchmarking

5. Translate Customer Requirements into Measurable

Engineering specifications

6. Set Target values for each Engineering Specification

Building A House Of Quality :

OK, Let’s Walk Through A Simple Example

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Customer Request:

There is too much damage to bumpers in low-speed collisions. Customer wants a better bumper.

QFD Example An Automobile Bumper


Step 1: Identify Customer(s)

Repair Department

Automobile Owner

Manufacturing Plant

Sales Force

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Step 2: Determine Customer Requirements/Constraints

I want something that looks nice (basic)

It must hold my license plate (performance)

I want it strong enough not to dent (excitement)

It must protect my tail-lights and head-lights (performance)

I don’t want to pay too much (basic)


Step 3: Prioritize Customer Requirements

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Put prioritized Customer Requirements into a House of

Quality Chart


Step 4: Competition Benchmarking

Identify Competitors

Test and Analyze Competitor Products

Reverse Engineer Competitor Products

Rate Competitor Products against customer

requirements/constraints

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Put competitive benchmarking information

into House of Quality Chart

Steps 5 and 6: Translate Customer Requirements into Measurable Engineering Specifications and define target values

Specify how license plate will be held

Specify how to resist dents through material yield strength,

young's modulus, etc.


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QFD Example

An Automobile

Bumper

on 5S

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(Seiri)

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Sort

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(Seiton)

Set in Order

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3S: Shine ( Seiso) Clean your workplace

thoroughly

Create a spotless workplace

Identify and eliminate causes of dirt and grime – remove the need to clean

Sweep, dust, polish and paint

5S Examples - Shine

3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

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4S: Standardize ( Sieketsu)

• Formalize procedures and practices

to create consistency and ensure

all steps are performed correctly.

• Prevention steps for clutter

• Otherwise improvements from first

3 lost

• Everyone knows what they are

responsible for doing, when and

how

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Some evidence of standardized work areas

•Clear, shiny aisle ways

•Color coded areas

•Slogans, banners

•No work-in-process ( WIP )

•One-Piece Flow

•Standardized Work Sheets

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5S: Sustain/Self discipline (Shitsuke)

• Keep the processes going through

training, communication, and

organization structures

• Allocate time for maintaining

• Create awareness of improvements

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Some 5S Examples

Before 5S

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)

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5S Examples - Sort, Set in Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place

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The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

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(JIT)

Just-In-Time Manufacturing

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Just-In Time Manufacturing

• JIT- A philosophy of continuous improvement that puts emphasis on prevention rather than correction.

• JIT- operational management approach to achieve world class manufacturing.

• JIT- production is based on demand.

Just in Time

Eliminates waste. Company produces only what is needed, when it is

needed & in the quantity that is needed. Means company produce only what the customer

request. Based on pull system of production. Stock level of raw material, component, finished goods

can be kept minimum.

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Production Management

• Pull System vs. Push System – Pull = Made to order – Push = Made for inventory

Products are completed just in time for shipment to customers

Just-In-Time (JIT) Inventory

Raw materials are received just in time for production

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In conventional system, materials are “pushed”

through assembly process.

In JIT system, materials

are “pulled” through assembly process by

customers’ needs.

Complete parts just in time for assembly into products

Receive materials just in time for production

Receive customer orders

Complete products just in time to ship to customers

Schedule production


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Supplier Management

• Establish Long Term Relationships with few suppliers.

• Delivery of Parts = 100% Defect Free – Where they are needed – When they are needed – The exact quantity

• Work Together

Inventory Management

• Eliminate Safety Stock = Zero Inventory

• Reduce work in progress (WIP)

• JIT is not an inventory control system

• Reduction in inventory opens up space

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Material quality problems

Long setups

Poor training Break

downs

Material handling

Traditional systems use inventory (water) to buffer the process from problems (rocks) that cause disruption.

Water = Inventory

INVENTORY MANAGEMENT

Eliminate Safety Stock = Zero Inventory Inventory is Evil

Material quality problems

Long setups

Poor training

Break downs

Material handling

JIT systems view inventory as waste and work to lower inventory levels to expose and correct the problems (rocks)

that cause disruption.

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Inventory hides problems in a process.

Water Level = Inventory

Rocks = Problems in the system

Boat = Company Operations

ADVANTAGES OF JIT

• High quality

• Flexibility

• Reduced setup times

• Reduced need for indirect labor

• Less waste

• Low warehouse cost

• Synchronization between production scheduling and work hour

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DISADVANTAGES OF JIT

• Time consuming

• No spare product to meet un expected order

• Supply Shock : If products do not reach on time

• High risk factor

Kaizen

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Kaizen : Implementation Concepts

• Kaizen encompasses many of the components of Japanese businesses that have been seen as a part of their success.

• Some of these concepts inspired by Kaizen are: – 5 S – The Deming Cycle (PDCA) – Quality circles – Kanban

Kaizen : Key principles

• The first is a heavy reliance on teamwork, in which everyone's opinion is valued and considered.

• Workers also have strong personal discipline, and morale in factories must improve under kaizen.

• Kaizen recognizes that there is always room for improvement

• Finally, the system uses quality circles, worker groups who meet and

work together to solve problems and come up with innovative changes.

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Rules of Kaizen Think of how to do it instead of why it can’t be done.

Stop making excuses. Start questioning current practices.

Don’t seek immediate perfection.

Correct mistakes at once.

Don’t spend money on kaizen.

Wisdom is brought out when faced with hardship.

Ask “Why?” five times and seek the root cause.

Seek the wisdom of ten people rather than the knowledge of one.

Remember that opportunities for kaizen are infinite.

POKA YOKE

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POKA YOKE

POKA YOKE

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POKA YOKE

POKA YOKE

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Kanban • Kanban (meaning “signboard” or “billboard”) is a concept related to

lean and just-in-time (JIT) production.

– Signboards clearly indicate to shoppers where what is stocked; so the customers can shop efficiently and complete their shopping in time.

• For a lean and efficient system, it is required that the production is determined according to the actual demand.

• In situations where supply time is lengthy and demand is difficult to forecast, the best one can do is to respond quickly to observed demand.

• This is where a Kanban system can help: It works as a communication system which immediately provides information about changed demand through the entire supply chain.

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ZERO DEFECT

ZERO DEFECT

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ZERO DEFECT

ZERO DEFECT

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ZERO DEFECT

ZERO DEFECT

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ZERO DEFECT

ZERO DEFECT

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ZERO DEFECT

ZERO DEFECT