“Quality is never an accident; it is always the result of intelligent effort.”
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Transcript of “Quality is never an accident; it is always the result of intelligent effort.”
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Developing a sustainable Quality
Management Culture and Reducing Cost of Quality by Implementing Modern
Techniques of Quality Management
Developing a sustainable Quality
Management Culture and Reducing Cost of Quality by Implementing Modern
Techniques of Quality Management
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“Quality is never an accident; it is always the result of intelligent
effort.” ………. William A.
Foster
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At a Glance
Quality Cost Of Quality Seven Waste Evaluation of Quality TQM Approach & Seven Tools of Quality
Control Kaizen PDCA Cycle Practical Example for Implementation of
Quality Tools Quality Circle Activities
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Quality
Quality is the ability of a product or service to meet a customer's expectations.
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Quality Control
Quality Control involves monitoring specific project results to determine if they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results.
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Cost of Quality
Preventive Costs
COST OF CONFORMANCE
Appraisal Costs
Internal Failure Costs
COST OF NON-CONFORMANCE
External Failure Costs
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Cost of Quality
Quality Planning & Re-engineering New product review Product process design Process control Training Documentation
Inspection & testing Calibration
Preventive Costs
Appraisal Costs
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Cost of Quality
Rework Retest Scrap Downtime Failure analysis
Compensation Returned product/ material Warranty changes Liability costs Reputation Loss
Internal Failure Costs
External Failure Costs
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•Over Production•Over Processing
•Rework
•Waiting
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Seven Waste
•WIP•Excess Motion
•Excess Transportation
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“Quality is everyone
Responsibility”
..... W. Edwards Deming
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The Evaluation of Quality
Inspection Based Quality Control
Statistical Quality Control
Quality Assurance
Total Quality Management (TQM)
Reactive
Proactive
Reactive
Preventive
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TQM Approach
Continual Improvement Customer Focus Employee Empowerment Team Approach Competitive Benchmarking Knowledge of Tools Internal & External Customer Satisfaction Long Term Relationship
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Poor Practice
Leaders not giving clear direction Lack of Top Management involvement Each department working only for itself Do not adopt a new changes Firefighter, reactive behavior The “It’s not my problem” attitude
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The seven Tools of Quality Management
Control Chart
Pareto Chart Check Sheet
Scatter Plot
Ishikawa Chart
Histogram
Flow Diagram
* * ****
** *
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CHECK SHEET
Defects Record
Spot Qty
Reject Qty
Rework
Rectification
Monday
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Cause-and-Effect Diagram
Effect
MaterialsMethods
Machine/EquipmentMan
Environment
Cause
Cause
Cause
Cause
Cause
CauseCause
Cause
CauseCause
Cause
Cause
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HISTOGRAM
Data Range
Frequency
0-10 1
10-20 3
20-30 6
30-40 4
40-50 2
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PARETO DIAGRAM
Skip Stitch
Nu
mb
er o
f d
efec
ts
Spot Missinglabel
Pleat Other
80% of the problems may be
attributed to 20% of
thecauses.
80% of the problems may be
attributed to 20% of
thecauses.
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CONTROL CHART
11 22 33 44 55 66 77 88 99 1010Sample numberSample number
UpperUppercontrolcontrol
limitlimit
ProcessProcessaverageaverage
LowerLowercontrolcontrol
limitlimit
Out of controlOut of control
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New Tools of Quality Control
Affinity Diagram Relations Diagram Tree Diagram Matrix Diagram Matrix Data Analysis Arrow Diagram Process Decision Program Charts
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Kaizen
Kaizen = Change For Better
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The Basic Principles of Kaizen
Teamwork :A dozen heads are better than one. Company Wide Activities Small Improvement: A very Large number of
small changes are effective than a few changes in large scale.
Thinking Attitude: Everyone in a company has to accept Change is Good and necessary for company survival.
Waste Elimination: Right the things first time Failure Prevention
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“The Causes of inefficiency and poor Quality - is system”
....... W. Edwards Deming
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Basic steps in problem solvingDefine the problem and set an improvement goal.Data Collection.Data Analysis.Generate potential solutions.Choose a solution.Implement the solution.Monitor the solution.
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PARETO CHART
Defect Range Frequency Percentage(%)
Cumulative %
Spot (Oil+ Dirty)
7426 29% 29%
Point Up down 6637 26% 55%
Open Seam 3941 15% 71%
Reverse 2769 11% 82%
Raw Edge 2567 10% 92%
Label Missing 2126 8% 100%
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Benchmarking
Problem Reduce and Stabilize oil spot percentage
Standard 1.4%
Current Situation
4.98%
Discrepancy 3.58%
Rationale Because of oil rework, DHU level is very High and Quality cost is increased
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Cause-and-Effect DiagramCause-and-Effect Diagram
Oil Spot
MaterialsMethods
Machine/EquipmentMan
Environment
Idle machine is not covered
Lack of Training about maintenance
Maintenance people unskilled
No sufficient space for Maintenance
Don’t follow daily M/C cleaning Routine
Lack of proper Instruction about machine maintenance
Mechanic’s process Indiscipline
Cleaning Tools are not sufficient
Expired service life
Machine poor servicing
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PDCA Cycle/Deming Cycle
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Major Area Area Of ImprovementTime
Frame
Method Develop SOP on Maintenance & introduced TPM
5th Oct.
Man Create awareness & process discipline by Training
10th Oct.
Machine Start up schedule Maintenance 15th Oct.
Environment Start up a Machine servicing centre20th Oct.
Area Of Improvement By Whom
Develop SOP on Maintenance & introduced TPM guideline Mamun (IE)
Create awareness & process discipline by Training Mamun (IE)
Start up schedule Maintenance Shafiq (Maint.)
Start up a Machine servicing centre Asad (Admin)
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Countermeasures
Monitor The condition
Take the feedback from Mid and Root level
Data Collection and Analysis
Finding the final outcome
Area Of Improvement
Standardization the system
Make a new SOP according to final outcome
Implement TPM
Implementation in large scale
Time Line
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Result
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“Quality is not an act, it is a habit” …………….Aristotle
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A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs.
Quality Circle Activities
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Quality Circle
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THANK YOU ALL