VTU MBA-TQM 12MBA42 Module 7

Continuous ImprovementsBy Prof. Raghavendran V

By. Prof. Raghavendran V 2

Proactive Improvements



There are some improvements that they wont use hard data but rely on subjective information. Application of these tools has proven useful in process improvement, cost reduction, policy making & deployment and New-Product Development.



The tools are very simple, it is effective and it can be key to finding the root cause of a problem in specific terms and then ask why.

You may have to ask why 2 or more times to obtain root cause of the problem.


Management Tools & Techniques

There are 9 different techniques involved and also called as “Management tools Technique”. There are listed as follows:

1. Forced Field Analysis2. Nominal Group Technique3. Affinity Diagram4. Interrelationship Digraph5. Tree Diagram6. Matrix Diagram7. Prioritization Matrices8. Process Decision Program Chart(PDPC)9. Activity Network Diagram


Forced Field Technique

This analysis is used to identify the force & factors that may influence the problem or goal.

It helps an organization to better understand promoting & inhibiting forces so that the positives can be reinforced & the negatives can be reduced.

The procedure is define the Objective, determine the criteria for evaluating effectiveness of action


Forced Field Technique

For Illustration:Objective: Stop Smoking

The Benefit are the determination of the positives and negatives, encouraging people to prioritize the competing forces and identify root causes.

Promoting Forces to stop smoking Inhibiting forces to cant stop Smoking

Poor Health Habit

Smelly Clothing Addiction

Cost Taste

Impact on others Advertisement

Setting an Example Stress


Nominal Group Technique

This provides for issue/idea input from everyone on the team and for effective decisions.

For Example: Indian cricket team decides which problem to work on. All players write down on the papers the problems they think is most important.

Ranking is consider to evaluate the problem. The highest number is consider as most important problem.


Affinity Diagram

This diagram allows the team to creatively generate large number of issues/ideas and logically group them for problem understanding and possible breakthrough solutions.

The procedure is to state the issues in a full sentences, brain storm.

(large group must be divided into small groups with appropriate headings)


Affinity Diagram

For Illustration for scrambled idea:

What are issues involved in losing the world cup for England

Not enough experience

players

Spin Tracks

Big Grounds

No form players

No seriousness in playing

Ambience of the crowd

Fear of Terrorism

Fatigue Pitch


Affinity Diagram

For Illustration for Ordered idea:

What are issues involved in losing the world cup for England

Not enough experience players

Spin Tracks

Big Grounds

No form players

No seriousness in playing

Ambience of the crowd

Fear of Terrorism

Fatigue Pitch

About Technical aspects

About Players

About Public Factors


Interrelationship Diagraph(ID)

The Interrelationship Diagraph clarifies the inter relationship of many factors of a complex situation. It allows to team to classify the cause & effect relationships among the all the factors.

The procedure is complicated & as follows1. The team should agree on the issue or problem

statement.2. All the ideas or issues must be laid out



3. Start with first issue & evaluate with the other issue using cause-effect relationship.

4. The second iteration is to compare second issue with other issue and followed by.

5. The entire diagram should be reviewed where necessary. It is good idea to obtain information from others people Upstream or Downstream.

6. The diagram is completed by tallying the incoming & outgoing arrows and placing this information below the box.



Benefits of Interrelationship Diagraph(ID) It allows a team to identify root causes from

subjective data systematically.Cause and effect relationshipsEncourage members to think in multidirectionalDevelops team harmony and effectiveness.


Tree Diagram

This tool is used to reduced any broad objective into increasing levels in detail in order to achieve objective.

Procedure to choose action oriented objective statement.

Secondly, brainstorming, choose the major headingsThirdly, generate the next level analyzing the major

heading.


Matrix Diagram

Here diagram allows individuals or teams to identify, analyze and rate the relationship among two or more variable.

Data are presented in table form and can be objective or subjective, which can be given symbols with or without numerical values.

There are different formats 2 or variablesL-shaped (2V), T or C or Y-shaped(3V) and X Shaped

(4V).


For Illustration:

o AlwaysFrequently Occasionally

Tool/ Use Creativity Analysis Consensus Action

Affinity o o

ID o

Tree Diagram

Prioritization Matrix

o

Matrix Diagram


Prioritization Matrices

These tools prioritize issues, tasks, characteristics, and based on weighted criteria using combination of tree and matrix diagram techniques.

Prioritization matrices are designed to reduce the teams options rationally before detailed implementation planning occurs.


Construction of Prioritization Matrices

Construct an L-shaped matrix combing the optionsDetermine implementation criteria Nominal Group

technique.Prioritize the criteria using NGT, each member

weights the criteria so that total weights equal to 1.00Rank order the options in terms of importance by

each criterionCompute the option importance score


Process Decision Program Chart

Programs to achieve particular objectives do not always go according to plan, and unexpected developments may have serious consequences. The PDPC avoids surprises and identifies possible countermeasures.


PDPC

Plan successful conferences

Registration Presentations Facilities

Audio/Visual Fails

Speakers Late Too Long

Have Substitute

Have Backup Use Time

KeeperUse AV Person


Activity Network Diagram

This tool goes by a number of different names and deviations, such as program evaluation and review technique, Critical Path Method, arrow diagram and activity on node.

It allows team to schedule a project efficiently.


1) The team brainstorm/document all the tasks to complete project.

2) The first task is always started from extreme left.3) Any tasks that can be done simultaneously.4) Repeat step 2 & 3 until all tasks are placed5) Number each task & draw connecting arrows.

Determine the completion time and post it in the lower left box. Completion times recorded in hours/days/weeks

6) Determine the critical path by completing the four remaining boxes in each task. These boxes are Earliest start time(ES), Earliest Finish(EF), Latest Start(LS) and latest Finish (LF).


Reactive Improvements


Reactive Improvements is also known as Statistical Process Control. This is one of the best technical tools for improving product and service quality. There are seven basic technique and they are:

1. Pareto diagram2. Process flow diagram3. Cause and effect diagram4. Check sheets5. Graphs- Histogram, Line graphs, Pie charts6. Scatter diagram7. Control Charts

Some what Statistical


Pareto Diagram

Alfred Pareto conducted extensive studies of the distribution of wealth in Europe.

Pareto diagram is a graph of that ranks data classification in descending order of their numerical value of their frequency of occurrence from left to right in accordance with the variables.

Variables are problems, complaints, causes, type of non conformities.


Pareto Diagram

Pareto Diagram Concepts:

Category of data0

5

10

15

20

25

30

35

40

45

50

Series 1Series 2Series 3Series 4


Construction of Pareto diagram

Determine the method of classifying the data (Problem, cause, non conformity and so forth)

Decide if rupees, frequency or both are to be used to rank the characteristics.

Collect data for an appropriate time interval or use historical data.

Summarize the data and rank order categories from largest to smallest.

Construct the diagram and find the vital few.


Solve the problem: In an recent 1st internal assessment conducted for 7th

mechanical students, the following result declared for 48 students

0-14 marks: 31 Students15-20 marks: 13 Students21-25 marks: 04 Students.Categorize them using Pareto Diagram.


Pareto Diagram

Students marks0

5

10

15

20

25

30

3531

13

4

0-1415-2021-25

65%

27%08%


Process Flow Diagram

It shows different activities of a process operation, for a product or services as it moves through the various processing operations.

The diagram makes it easy to visualize the entire system, identify potential trouble spots and locate control activities.


Process Flow Diagram

For Illustration: let us consider vehicle parking operation in a bus terminus.Customer gets the tkt for Parking

Customers parks the car

Customers comes back to parking lot to leave

Customers drives the car to exit

Cashier System

Customer Drives the car

Receive tkt from the customer

Stamp the exit time on ticket

Read difference time and collect the time

Put the tkt in Storage Bin

End of the day complete report Owner of the parking lot gets the accounting report


Cause and Effect Diagram

A C&E diagram is a picture composed of lines and symbols designed to represent meaningful relationship between effect and causes.

It was developed by Dr. Kaoru Ishikawa 1943 and it is referred as fishbone diagram because of it shape.


Cause and Effect Diagram

Quality Characteristics

People

Materials Work Methods

Environment Equipment Measurement

Causes

Effect


Check Sheets

The main purpose of check sheets is to ensure that the data is collected carefully and accurately by operating personnel.

Data should be collected in such a way that it can quickly and easily used and analyzed.

For Illustration: Check sheet for paint nonconformities


Check Sheets

Check SheetProduct: Bicycle 32 Number inspected: 2222Nonconformity Type Check Total

Blister 21

Light Spray 38

Drips 22

Overspray 11

Runs 47

Others 5

Total 144

Number

Non Conforming113


Histogram

Arguably the first ‘Statistical’ technique.It describe the variation in the process.The histogram graphically estimates the process

capability.For any histogram there will graphical and analytical

techniques for summarization.

Graphical technique is a plot or picture of a frequency distribution, which is a summarization of how the data points occur within each subdivision of observed values.


Histogram

Analytical technique, summarize data by computing measure of the central tendency (Average, Median, Mode)and measure of the dispersion ( Range and standard Deviation).

Illustration for Ungrouped data:Number of daily accounting errors.

0 1 3 0 1 0 1 0

1 5 4 1 2 1 2 0

1 0 2 0 0 2 0 1

2 1 1 1 2 1 1

0 4 1 3 1 1 1

1 3 4 0 0 0 0

1 3 0 1 2 2 3


Tally of number of daily accounting errors

Number Nonconforming

Tabulation Frequency

0 15

1 20

2 8

3 5

4 3

5 1


Histogram

Illustration for Grouped data:

Temperature0

5

10

15

20

25

30

35

40

24

34

22Series 1Series 2Series 3

Cell

Interval

Boundary

Mid Point

Frequency


Histogram

There are 6 different types of histogramAnd they are 1. Symmetrical2. Skewed right3. Skewed left4. Peaked5. Flat6. Bimodal


Scatter Diagram

This is simplest way to determine, if a C&E relationship exists between two variables.

For Illustrations: in a relationship between automotive speed and mileage.

As speed increases, mileage decreases.Automotive Speed is plotted on the axis and is the

independent variable.Gas mileage is plotted on y axis and this is dependent

variable.


Scatter Diagram

20 30 40 50 60 70 80 900

5

10

15

20

25

30

35

40

45

Y-Values

Y-Values

Speed –Mi/hour

Mileage/ltr


Scatter Diagram

Other examples for relationship are:Cutting speed and tool lifeTemperature and Lipstick hardnessTraining and errorsBreakdowns and equipment age


Control Charts

A control chart is a graphical representation of collected information and common tool used in industries in controlling the quality of products or quality characteristics.

It is an aid for analyzing the quality in repetitive process.

It is developed by Dr. W.A Shewhart


Control Charts

Control charts is classified into types and they are:1. Variable (Continuous Data)2. Discrete Data (Discontinuous Data)

Variable: Data which can take any value depending on the accuracy of the measuring instrument is called continuous data.

For Ex: Weight of Object can be 1.2 or 1.23 or 1.234 Kg Depends on the accuracy of the instrument.


Discrete: Data which can take only definite is called discrete data. The values are whole number.

It will be only whole number. For ex: Number of wickets took by bowler.


Variables

It is common phenomenon, in nature and also in the product produced in industry. There will be lot of variations on so many factors in a twin children.

It is impossible to produce identical parts. Henceforth, tolerance limits came in picture. Variations are due to 2 causes:

1. Variation due to chance causes2. Variation due to assignable causes.


Variables

1. Variation due to chance causesThe variations due to sheer chance. This is not

permanent factor for variation.For Ex: Voltage Variation, Vibrations on Machine tool.(

It is difficult to avoid the variation)2. Variation due to assignable causesVariations caused by assigned job. These are easily

traceable.For Ex: Difference among the M/c’s, Men, materials


Variable

Based on data, we have:

1. Control Charts for Continuous Data or Variable

2. Control Charts for Discrete Data or Attributes


Control Charts for Continuous Data or Variable

The data collected for control charts for variable will be measured in two types and they are:

Mean and Range charts also called R ChartsMean and Standard Deviation also called Charts. Mean is most common method of measure of central tendency.R and are most common method to measure of dispersion.


Mean and Range charts

Procedure for drawing Charts:1. Collect good number of samples of constant sample

size ‘n’ at random at different intervals of time.2. Measure all the quality characteristics of all which is

to be controlled of all the pieces in the sample and of all the samples and record the same in tables.

3. Find the mean of the all the samples.4. Find the mean of the mean .



5. Find the range of the samples6. Find the mean of the range of all samples.7. Compute the trial control limits or 3 control limits

or control for X and R as follows:Control limits for X chart:

CLX= X± 3 X = X ± A2R



Control for R Chart:UCLR=D4R

LCLR=D3R

Where A2, D3, D4 are factors obtained from Table B, factors for controlling limits.

8. Draw X and R Charts

Poka-Yoke

POKA-YOKE

MEANS

ZERO DEFECTS

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Prof. Raghavendran V 57

Poka-YokeThis is known as ‘MISTAKE-PROOFING’From Japanese:Yokeru (avoid) & Poka (inadvertent errors)Characteristics of Poka-Yoke Eliminates the cause of an error at the source; Detects an error as it is being made; Detects an error soon after it has been made

but before it reaches the next operation.


Poka-Yoke

There are two approaches to dealing with errors:1. ERRORS ARE INEVITABLE!People always make mistakes.While we accept the mistakes as natural, we

blame the people who make them.With this attitude, we are likely to overlook

defects as they occur in production.They may be detected at final inspection, or

worse still, by the customer.


Poka-Yoke

2. ERRORS CAN BE ELIMINATED!Any kind of mistake people make can be

reduced or even eliminated.People make fewer mistakes if they are

supported by proper training and by a production system based on the principle that errors can be avoided.

One method of detecting errors is inspection.


Poka-Yoke

There are two major types of inspection.1. SAMPLING INSPECTION.In some factories, the attitude is:

“It may take all day to inspect all product”. “There may be a few defects, but sampling is

the most practical way to check”.


Poka-Yoke

2. 100% INSPECTION.In the best factories, the attitude is:

“We won’t tolerate a single defect!” “We will organize production so that 100% of

the product can be easily inspected”. “That makes the most sense”.


100% Inspection - ReflectionThink about 100% inspection.Even one defective product is enough to

destroy a customer’s confidence in a company.

To stay competitive a company must supply good product in thousands.

The best way to achieve this is to organize production to inspect 100% of the products.

Two Strategies for Zero Defects1. DON’T MAKE IT!Don’t make product you don’t

need.The more you make, the greater

the opportunity for defects.Follow ‘just-in-time’ principles by

only making what is needed, when it is needed in the amount needed.

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Two Strategies for Zero Defects

2. Build SafeguardsThe user is an expert in finding

defects.Therefore build safeguards into the

production process.Quality can be built into products by

implementation of Poka-Yoke.

Poka-Yoke Devices

Human errors are usually inadvertent.

Poka-yoke devices help us avoid defects, even when inadvertent errors are made.

Poka-yoke helps build quality into processes.

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By Prof. Raghavendran V 66

Quality functional deployment

It is invented by Dr. Mizuno, professor of Tokyo institute of technology. It is planning tool which can be applied to any organization to fulfill customer expectations.

It focuses on customers expectations or need, often referred to as customer’s voice. It is team based tool in which customer needs are the driving force for the product development process. Conflicting needs are identified early in QFD Process and can be resolved before production.

Quality Function Deployment

A systematic method for transferring customer wants/needs/expectations into product and process characteristics

i Quality Function Deployment Voice of the customer House of Quality

QUALITY FUNCTION DEPLOYMENT

QFD: An approach that integrates the “voice of the customer” into the product and service development process.


Quality Functional deployment

QFD employed to translate customers expectations, in terms of specific requirements, into directions & actions, in terms of engineering or technical characteristics, that can be employed through:

Product Planning Part Development Process Planning Production Planning Services


QFD Team

There are two types of teams1. One is existing team with fewer members2. Other team composed of marketing, design, quality,

finance and product.


Benefits of qfd

Improves customer satisfaction◦Focus on requirement◦competitive information◦prioritizes resources ◦Identifies items that can be acted upon

Reduces implementation time◦Decrease midstream design changes◦Limits production problems◦Avoid future redundancies◦Identifies future application opportunities


Benefits of qfd

Promotes team work◦Based on consensus◦Creates communication at surfaces◦Identifies actions at interfaces◦Create global views of details

Provides documentation◦Documents rationale for design◦Is easy to assimilate◦Adapts to changes◦Provides framework to sensitivity analysis


House of quality

The primary planning tool used in QFD is the House Of Quality.

HoQ translates voice of customers into design requirements that meet specific targets.

Managers and Engineers consider the house of quality to be primary chart in quality planning


House of quality’s part description:

1) The exterior walls of the house are the customer requirements. On the left side is a listing of the voice of customer. On right side are prioritized customer requirements.

2) The ceiling shows technical descriptors, consistency of the product is provided by engineering characteristics, design constraints and parameters.


House of quality’s part description:

3) The interior walls are relationship between customer requirements and technical descriptors. Customers expectations (requirements) are translated into engineering characteristics (technical descriptors).

4) The roof is the interrelationship between the technical descriptors.

5) The foundation or base is known as prioritized technical descriptors.

House of quality

customerneeds

Technical Descriptors

Prioritized Customer

Needs

Prioritized Technical descriptors

Relationship B/W technical descriptors

relationships betweencustomer needs and

engineering metrics


Module 7 CompletedProf. Raghavendran Venugopal

VTU MBA-TQM 12MBA42 Module 7

Education

Transcript of VTU MBA-TQM 12MBA42 Module 7