World Class Management Techniques

Production & Industrial Management II (TE Prod S/W) Unit VDeming’s Approach

Quality Principles andPhilosophies

Production Engg. Dept., AISSMS COE, PUNE By: N. G. Shekapure


Dr. W. E. Deming• Born 1900• Graduated in Electrical Engineering• PhD in mathematical physics• Main architect for introducing Total Quality into Japan• Became statistician for US govt.• Sent by US govt. to Japan after WWII to advise on

Japanese survey.

Production Engg. Dept., AISSMS COE, PUNE

• Born 1900• Graduated in Electrical Engineering• PhD in mathematical physics• Main architect for introducing Total Quality into Japan• Became statistician for US govt.• Sent by US govt. to Japan after WWII to advise on

Japanese survey.

By: N. G. Shekapure


Deming’s Philosophy

• Quality is about people, not products• Suggested quality concept for designing product• Management need to understand nature of variation

and how to interpret statistical data• Promoted importance of leadership• 85% of production faults responsibility of management,

not workers• Specified 14-point management philosophy


• Quality is about people, not products• Suggested quality concept for designing product• Management need to understand nature of variation

and how to interpret statistical data• Promoted importance of leadership• 85% of production faults responsibility of management,

not workers• Specified 14-point management philosophy

By: N. G. Shekapure


Product Development Cycle

1. Design the product.2. Make it.3. Try to sell it.4. Do consumer research and test the product’s uses.5. Redesign – start the cycle all over again.


1. Design the product.2. Make it.3. Try to sell it.4. Do consumer research and test the product’s uses.5. Redesign – start the cycle all over again.

By: N. G. Shekapure


Quality

Costs Productivity

Quality Approach in Context


Prices Market Share

Stay in business

By: N. G. Shekapure


Deming’s 14-point ManagementPhilosophy



1. Create constancy of purpose for continualimprovement of products

Create constancy of purpose for improvement ofsystems, products and services, with the aim tobecome excellent, satisfy customers, and providejobs. Reduced defects and cost of development.


1. Create constancy of purpose for continualimprovement of products

Create constancy of purpose for improvement ofsystems, products and services, with the aim tobecome excellent, satisfy customers, and providejobs. Reduced defects and cost of development.

By: N. G. Shekapure


2. Adopt a commitment to seek continualimprovements

Constantly and forever improve the system developmentprocesses, to improve quality and productivity, and thusconstantly decrease the time and cost of systems.Improving quality is not a one time effort.


2. Adopt a commitment to seek continualimprovements

Constantly and forever improve the system developmentprocesses, to improve quality and productivity, and thusconstantly decrease the time and cost of systems.Improving quality is not a one time effort.

By: N. G. Shekapure


3. Switch from defect detection to defectprevention

Close down dependencies on mass inspection (especiallytesting) to achieve quality. Reduce the need forinspection on a mass basis by building quality into thesystem in the first place. Inspection is not the answer. Itis too late and unreliable – it does not produce quality.


Close down dependencies on mass inspection (especiallytesting) to achieve quality. Reduce the need forinspection on a mass basis by building quality into thesystem in the first place. Inspection is not the answer. Itis too late and unreliable – it does not produce quality.

By: N. G. Shekapure


4. In dealing with suppliers one should end thepractice of awarding business on price. Movetowards quality of product, reliability ofdelivery and willingness to cooperate andimprove. Build partnerships.

Minimize total cost. Move towards a single supplier for anyone item or service, making them a partner in a long-term relationship of loyalty and trust.


4. In dealing with suppliers one should end thepractice of awarding business on price. Movetowards quality of product, reliability ofdelivery and willingness to cooperate andimprove. Build partnerships.

Minimize total cost. Move towards a single supplier for anyone item or service, making them a partner in a long-term relationship of loyalty and trust.

By: N. G. Shekapure


5. Improvement is not confined to products andtheir direct processes but to all supportingservices and activities

All functions in an organization need to become qualityconscious to deliver a quality product.


5. Improvement is not confined to products andtheir direct processes but to all supportingservices and activities

All functions in an organization need to become qualityconscious to deliver a quality product.

By: N. G. Shekapure


6. Train a modern way.

Institute training on the job. Everyone must be trained, asknowledge is essential for improvement.


6. Train a modern way.

Institute training on the job. Everyone must be trained, asknowledge is essential for improvement.

By: N. G. Shekapure


7. Supervision must change from chasing, tocoaching and support.

Institute leadership. It is a manger’s job to help their peopleand their systems to do a better job.


7. Supervision must change from chasing, tocoaching and support.

Institute leadership. It is a manger’s job to help their peopleand their systems to do a better job.

By: N. G. Shekapure


8. Drive out fear and encourage two-waycommunication.Drive out fear, so that everyone may work effectively.Management should be held responsible for the faults ofthe organization and environment.



9. Remove barriers between departments

Break down barriers between areas. People must work as ateam. They must foresee and prevent problems duringsystems development and use.


9. Remove barriers between departments

Break down barriers between areas. People must work as ateam. They must foresee and prevent problems duringsystems development and use.

By: N. G. Shekapure


10. Do not have unrealistic targets

Set realistic targets. Do not place people under unnecessarypressure by asking them to do things which are notachievable. Eliminate slogans, exhortations, and targets thatask for zero defects, and new levels of productivity. Slogansdo not build quality systems.


10. Do not have unrealistic targets

Set realistic targets. Do not place people under unnecessarypressure by asking them to do things which are notachievable. Eliminate slogans, exhortations, and targets thatask for zero defects, and new levels of productivity. Slogansdo not build quality systems.

By: N. G. Shekapure


11. Eliminate quotas and numerical targets

Eliminate numerical quotas and goals. Substitute it with leadership.Quotas and goals (such as schedule) address numbers - notquality and methods.



12. Remove barriers that prevent employeeshaving pride in the work that they perform

Remove barriers to pride of workmanship. The responsibility ofproject managers must change from schedules to quality.


12. Remove barriers that prevent employeeshaving pride in the work that they perform

Remove barriers to pride of workmanship. The responsibility ofproject managers must change from schedules to quality.

By: N. G. Shekapure


13. Encourage education and self-improvement foreveryone

[

Institute and vigorous program of education and self-improvement for everyone. There must be a continuingcommitment to training and educating software managers andprofessional staff.


13. Encourage education and self-improvement foreveryone

[

Institute and vigorous program of education and self-improvement for everyone. There must be a continuingcommitment to training and educating software managers andprofessional staff.

By: N. G. Shekapure


14. Publish top management’s permanentcommitment to continuous improvementof quality and productivity



PDCA / PDSA cycleThe PDCA cycle is also known as the Deming Cycle,or as the Deming Wheel or as the ContinuousImprovement Spiral.



The Plan stage is where it allbegins. It is where you designor revise business processcomponents to improveresults. Prior to implementinga change you mustunderstand both the nature ofyour current problem andhow your process failed tomeet a customerrequirement.

The Do stage is theimplementation of thechange. Identify the peopleaffected by the change andinform them that you’readapting their process due tocustomer complaints,multiple failures, continualimprovement opportunity,whatever the reason, it isimportant to let them knowabout the change.

The Study stage is whereyou’ll perform analysis ofthe data you collectedduring the Do stage.

Assess the measurementsand report the results todecision makers

Although act has the samemeaning with do, in thisstage 'Act' is meant toapply actions to theoutcome for necessaryimprovement, in otherwords 'Act' means'Improve'.


The Plan stage is where it allbegins. It is where you designor revise business processcomponents to improveresults. Prior to implementinga change you mustunderstand both the nature ofyour current problem andhow your process failed tomeet a customerrequirement.

The Do stage is theimplementation of thechange. Identify the peopleaffected by the change andinform them that you’readapting their process due tocustomer complaints,multiple failures, continualimprovement opportunity,whatever the reason, it isimportant to let them knowabout the change.

The Study stage is whereyou’ll perform analysis ofthe data you collectedduring the Do stage.

Assess the measurementsand report the results todecision makers

Although act has the samemeaning with do, in thisstage 'Act' is meant toapply actions to theoutcome for necessaryimprovement, in otherwords 'Act' means'Improve'.

By: N. G. Shekapure

Not in SyllabusChitale Approach

Approach :

Great Lines ----

“Change cannot be created for you every time.You must strive & Bring the change Yourself”

Chitale Mithaiwale, Pune

“Change cannot be created for you every time.You must strive & Bring the change Yourself”

Said By: - Tukaram of Chitale Mithaiwale, Pune

Meaning – Kripaya Sutte Paise Dya

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VJuran’s Approach

Joseph M. JuranJoseph Moses Juran was aRomanian - born Americanmanagement consultant andengineer. He is principallyremembered as anevangelist for quality andquality management, havingwritten several influentialbooks on those subjects.


Joseph Moses Juran was aRomanian - born Americanmanagement consultant andengineer. He is principallyremembered as anevangelist for quality andquality management, havingwritten several influentialbooks on those subjects.

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit V

Juran’s 10-point Program1. Identify customers2. Determine customer needs3. Translate4. Establishment units of measurement5. Establish measurements6. Develop product7. Optimize product design8. Develop process9. Optimize process capability10. Transfer

Juran’s Approach


1. Identify customers2. Determine customer needs3. Translate4. Establishment units of measurement5. Establish measurements6. Develop product7. Optimize product design8. Develop process9. Optimize process capability10. Transfer

By: N. G. Shekapure

Society to conserve water.Water

My Seven Year old Daughter Decided not to play Holiwith water because………Thousands of people have nowater to drink. Farmer suicides are rampant due tothe drought conditions.

Even without water the festival can begreat fun…………………….

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit V7 QC Tools

7 Quality Control Tools• Paroto Chart• Histrogram• Process Flow Diagram• Check Sheet


• Check Sheet• Scatter Diagram• Control Chart• Cause & Effect diagram

By: N. G. Shekapure


Pareto Chart DefinedPareto charts are used to identify and prioritizeproblems to be solved.They are actually histograms aided by the 80/20rule adapted by Joseph Juran.

Remember the 80/20 rule states that approximately80% of the problems are created by approximately 20%of the causes.

7 QC Tools

• Paroto Chart


Pareto Chart DefinedPareto charts are used to identify and prioritizeproblems to be solved.They are actually histograms aided by the 80/20rule adapted by Joseph Juran.

Remember the 80/20 rule states that approximately80% of the problems are created by approximately 20%of the causes.

By: N. G. Shekapure


First, information must be selected based ontypes or classifications of defects that occur as aresult of a process.

The data must be collected and classified intocategories.

Then a histogram or frequency chart isconstructed showing the number of occurrences.

7 QC Tools

Constructing a Pareto Chart


First, information must be selected based ontypes or classifications of defects that occur as aresult of a process.

The data must be collected and classified intocategories.

Then a histogram or frequency chart isconstructed showing the number of occurrences.

By: N. G. Shekapure


An Example of How a Pareto Chart Can Be Used

Pareto Charts are used when products are sufferingfrom different defects but the defects are occurring ata different frequency, or only a few account for mostof the defects present, or different defects incurdifferent costs. What we see from that is a productline may experience a range of defects. Themanufacturer could concentrate on reducing thedefects which make up a bigger percentage of all thedefects or focus on eliminating the defect that causesmonetary loss.


Pareto Charts are used when products are sufferingfrom different defects but the defects are occurring ata different frequency, or only a few account for mostof the defects present, or different defects incurdifferent costs. What we see from that is a productline may experience a range of defects. Themanufacturer could concentrate on reducing thedefects which make up a bigger percentage of all thedefects or focus on eliminating the defect that causesmonetary loss.

By: N. G. Shekapure


• Paroto Chart



• Histrogram

Histogram DefinedA histogram is a bar graph that shows frequencydata.Histograms provide the easiest way to evaluatethe distribution of data.


Histogram DefinedA histogram is a bar graph that shows frequencydata.Histograms provide the easiest way to evaluatethe distribution of data.

By: N. G. Shekapure


Collect data and sort it into categories.

Then label the data as the independent set or the dependentset.

The characteristic you grouped the data by would be theindependent variable.

The frequency of that set would be the dependent variable.

Each mark on either axis should be in equal increments.

For each category, find the related frequency and make thehorizontal marks to show that frequency.

Creating a Histogram


Collect data and sort it into categories.

Then label the data as the independent set or the dependentset.

The characteristic you grouped the data by would be theindependent variable.

The frequency of that set would be the dependent variable.

Each mark on either axis should be in equal increments.

For each category, find the related frequency and make thehorizontal marks to show that frequency.

By: N. G. Shekapure


Histograms can be used to determine distribution

of sales.

Say for instance a company wanted to measure

the revenues of other companies and wanted to

compare numbers.

Examples of How Histograms Can Be Used


Histograms can be used to determine distribution

of sales.

Say for instance a company wanted to measure

the revenues of other companies and wanted to

compare numbers.

By: N. G. Shekapure


Perc

ent f

rom

eac

h ca

use

20

30

40

50

60

70(64)Histrogram


Perc

ent f

rom

eac

h ca

use

Causes of poor quality

0

10

20(13)

(10)(6)

(3) (2) (2)

By: N. G. Shekapure


Histrogram



• Process Flow Diagram

Flow Charts

Graphical description of how work is done.

Used to describe processes that are to be improved.


Graphical description of how work is done.

Used to describe processes that are to be improved.

By: N. G. Shekapure


Flow Chart



Process Chart Symbols

Operations

Inspection

Transportation


Transportation

Delay

Storage


Flow Diagram



Check Sheet



Check List



Scatter DiagramWhat it is:A scatter diagram is a tool for analyzing relationships between twovariables. One variable is plotted on the horizontal axis and theother is plotted on the vertical axis.The pattern of their intersecting points can graphically showrelationship patterns.Most often a scatter diagram is used to prove or disprove cause-and-effect relationships. While the diagram shows relationships, itdoes not by itself prove that one variable causes the other. Inaddition to showing possible causeand- effect relationships, ascatter diagram can show that two variables are from a commoncause that is unknown or that one variable can be used as asurrogate for the other.


What it is:A scatter diagram is a tool for analyzing relationships between twovariables. One variable is plotted on the horizontal axis and theother is plotted on the vertical axis.The pattern of their intersecting points can graphically showrelationship patterns.Most often a scatter diagram is used to prove or disprove cause-and-effect relationships. While the diagram shows relationships, itdoes not by itself prove that one variable causes the other. Inaddition to showing possible causeand- effect relationships, ascatter diagram can show that two variables are from a commoncause that is unknown or that one variable can be used as asurrogate for the other.

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit V7 QC ToolsScatter Diagram

Interpret the data.Scatter diagrams will generally show one of six possible correlations between the variables:

Strong Positive CorrelationThe value of Y clearly increases as the value of X increases.

Strong Negative CorrelationThe value of Y clearly decreases as the value of X increases.

Weak Positive CorrelationThe value of Y increases slightly as the value of X increases.

Weak Negative CorrelationThe value of Y decreases slightly as the value of X increases.

Complex CorrelationThe Y seems to be related to X, but the relationship is not

easily determined.No Correlation

There is no connection between the two variables.


Interpret the data.Scatter diagrams will generally show one of six possible correlations between the variables:

Strong Positive CorrelationThe value of Y clearly increases as the value of X increases.

Strong Negative CorrelationThe value of Y clearly decreases as the value of X increases.

Weak Positive CorrelationThe value of Y increases slightly as the value of X increases.

Weak Negative CorrelationThe value of Y decreases slightly as the value of X increases.

Complex CorrelationThe Y seems to be related to X, but the relationship is not

easily determined.No Correlation

There is no connection between the two variables.

By: N. G. Shekapure


Scatter Diagram



Control Chart

The control chart is a graph used to study how a process changesover time with data plotted in time order.



Basic ConceptionsWhat is a control chart?

The control chart is a graph used to study how a process changes over time.Data are plotted in time order.A control chart always has a central line for the average, an upper line for theupper control limit and a lower line for the lower control limit.Lines are determined from historical data. By comparing current data to theselines, you can draw conclusions about whether the process variation isconsistent (in control) or is unpredictable (out of control, affected by specialcauses of variation).


What is a control chart?

The control chart is a graph used to study how a process changes over time.Data are plotted in time order.A control chart always has a central line for the average, an upper line for theupper control limit and a lower line for the lower control limit.Lines are determined from historical data. By comparing current data to theselines, you can draw conclusions about whether the process variation isconsistent (in control) or is unpredictable (out of control, affected by specialcauses of variation).

By: N. G. Shekapure


When to use a control chart?

Controlling ongoing processes by finding and correctingproblems as they occur.Predicting the expected range of outcomes from a process.Determining whether a process is stable (in statisticalcontrol).Analyzing patterns of process variation from special causes(non-routine events) or common causes (built into theprocess).Determining whether the quality improvement projectshould aim to prevent specific problems or to makefundamental changes to the process.


When to use a control chart?

Controlling ongoing processes by finding and correctingproblems as they occur.Predicting the expected range of outcomes from a process.Determining whether a process is stable (in statisticalcontrol).Analyzing patterns of process variation from special causes(non-routine events) or common causes (built into theprocess).Determining whether the quality improvement projectshould aim to prevent specific problems or to makefundamental changes to the process.

By: N. G. Shekapure


Control Chart Basic Procedure

Choose the appropriate control chart for the data.Determine the appropriate time period for collecting andplotting data.Collect data, construct the chart and analyze the data.Look for “out-of-control signals” on the control chart. Whenone is identified, mark it on the chart and investigate thecause. Document how you investigated, what you learned,the cause and how it was corrected.Continue to plot data as they are generated. As each newdata point is plotted, check for new out-of-control signals.


Control Chart Basic Procedure

Choose the appropriate control chart for the data.Determine the appropriate time period for collecting andplotting data.Collect data, construct the chart and analyze the data.Look for “out-of-control signals” on the control chart. Whenone is identified, mark it on the chart and investigate thecause. Document how you investigated, what you learned,the cause and how it was corrected.Continue to plot data as they are generated. As each newdata point is plotted, check for new out-of-control signals.

By: N. G. Shekapure


Basic components of control charts

A centerline, usually the mathematical average of allthe samples plotted;Lower and upper control limits defining theconstraints of common cause variations;Performance data plotted over time.


Basic components of control charts

A centerline, usually the mathematical average of allthe samples plotted;Lower and upper control limits defining theconstraints of common cause variations;Performance data plotted over time.

By: N. G. Shekapure


General model for a control chart

UCL = Ẍ + kσCL = ẌLCL = Ẍ – kσ

where Ẍ is the mean of the variable, and σ is the standard deviation of the

variable.

UCL=upper control limit; LCL = lower control limit;

CL = center line.

where k is the distance of the control limits from the center line, expressed in

terms of standard deviation units. When k

is set to 3, we speak of 3-sigma control charts. Historically, k = 3 has become an

accepted standard in industry.


General model for a control chart

UCL = Ẍ + kσCL = ẌLCL = Ẍ – kσ

where Ẍ is the mean of the variable, and σ is the standard deviation of the

variable.

UCL=upper control limit; LCL = lower control limit;

CL = center line.

where k is the distance of the control limits from the center line, expressed in

terms of standard deviation units. When k

is set to 3, we speak of 3-sigma control charts. Historically, k = 3 has become an

accepted standard in industry.

By: N. G. Shekapure


Types of the control chartsVariables control charts

Variable data are measured on a continuous scale.For example: time, weight, distance or temperature can bemeasured in fractions or decimals.Applied to data with continuous distribution

Attributes control chartsAttribute data are counted and cannot have fractions ordecimals. Attribute data arise when you are determining only thepresence or absence of something: success or failure, accept orreject, correct or not correct.For example, a report can have four errors or five errors, but itcannot have four and a half errors.Applied to data following discrete distribution


Types of the control chartsVariables control charts

Variable data are measured on a continuous scale.For example: time, weight, distance or temperature can bemeasured in fractions or decimals.Applied to data with continuous distribution

Attributes control chartsAttribute data are counted and cannot have fractions ordecimals. Attribute data arise when you are determining only thepresence or absence of something: success or failure, accept orreject, correct or not correct.For example, a report can have four errors or five errors, but itcannot have four and a half errors.Applied to data following discrete distribution

By: N. G. Shekapure


Variables control charts

• X-bar and R chart (also called averages and range chart)

• X-bar and s chart

• Moving average–Moving range chart (also called MA–MR chart)

• Target charts (also called difference charts, deviation charts and

nominal charts)

• CUSUM (cumulative sum chart)

• EWMA (exponentially weighted moving average chart)

multivariate chart


Variables control charts

• X-bar and R chart (also called averages and range chart)

• X-bar and s chart

• Moving average–Moving range chart (also called MA–MR chart)

• Target charts (also called difference charts, deviation charts and

nominal charts)

• CUSUM (cumulative sum chart)

• EWMA (exponentially weighted moving average chart)

multivariate chart

By: N. G. Shekapure


Attributes control charts

p chart (Proportion chart)np chartc chart (Count chart)u chart


Attributes control charts

p chart (Proportion chart)np chartc chart (Count chart)u chart

By: N. G. Shekapure


Example: R Control ChartIn the manufacturing of a certain machine part, the percentage of aluminum in the finished part isespecially critical. For each production day, the aluminum percentage of five parts is measured. Thetable below consists of the average aluminum percentage of ten consecutive production days, alongwith the minimum and maximum sample values (aluminum percentage) for each day. The sum of the10 samples means (below) is 258.8.

Day 1 2 3 4 5 6 7 8 9 10


Sample Mean 25.2 26.0 25.2 25.2 26.0 25.6 26.0 26.0 24.6 29.0

Maximum Value 26.6 27.6 27.7 27.4 27.6 27.4 27.5 27.9 26.8 31.6

Minimum Value 23.5 24.4 24.6 23.2 23.3 23.3 24.1 23.8 23.5 27.4

By: N. G. Shekapure


Show the relationships between a problem and itspossible causes.Developed by Kaoru Ishikawa (1953)Also known as …

Fishbone diagrams Ishikawa diagrams

Cause & Effect diagram


Show the relationships between a problem and itspossible causes.Developed by Kaoru Ishikawa (1953)Also known as …

Fishbone diagrams Ishikawa diagrams

By: N. G. Shekapure


Problem/Desired

Improvement

Main Category

Cause & Effect Diagram


Problem/Desired

ImprovementCause

Root Cause

By: N. G. Shekapure


What is a Cause and Effect Diagram?

• A visual tool to identify, explore and graphically

display, in increasing detail, all of the suspected

possible causes related to a problem or condition to

discover its root causes.

• Not a quantitative tool


• A visual tool to identify, explore and graphically

display, in increasing detail, all of the suspected

possible causes related to a problem or condition to

discover its root causes.

• Not a quantitative tool

By: N. G. Shekapure


Why Use Cause & Effect Diagrams?• Focuses team on the content of the problem

• Creates a snapshot of the collective knowledge of team

• Creates consensus of the causes of a problem

• Builds support for resulting solutions

• Focuses the team on causes not symptoms

• To discover the most probable causes for further analysis

• To visualize possible relationships between causes for anyproblem current or future

• To pinpoint conditions causing customer complaints, processerrors or non-conforming products

• To provide focus for discussion


• Focuses team on the content of the problem

• Creates a snapshot of the collective knowledge of team

• Creates consensus of the causes of a problem

• Builds support for resulting solutions

• Focuses the team on causes not symptoms

• To discover the most probable causes for further analysis

• To visualize possible relationships between causes for anyproblem current or future

• To pinpoint conditions causing customer complaints, processerrors or non-conforming products

• To provide focus for discussion

By: N. G. Shekapure


ManMan

MethodsMethodsMachineMachineFive Key

Sources ofVariation

EnvironmentEnvironment+

Product/Manufacturing


MaterialsMaterials MeasurementMeasurement

Five KeySources ofVariation

EnvironmentEnvironment+

Use cause and effect diagram to single out variation sourceswithin the “5M’s + E”

Use cause and effect diagram to single out variation sourceswithin the “5M’s + E”

By: N. G. Shekapure


Causes Effect

Main Category

Fishbone - Cause and Effect Diagram


Shows various influences on a process to identify most likely rootcauses of problem

Shows various influences on a process to identify most likely rootcauses of problem

ProblemCause

RootCause

By: N. G. Shekapure


QualityProblemQuality

Problem

MachinesMachinesMeasurementMeasurement HumanHuman

Faulty testing equipment

Incorrect specifications

Improper methods

Poor supervision

Lack of concentration

Inadequate training

Out of adjustment

Tooling problems

Old / worn


QualityProblemQuality

Problem

ProcessProcessEnvironmentEnvironment MaterialsMaterials

Defective from vendor

Not to specificationsMaterial-handling problems

Deficiencies inproduct design

Ineffective qualitymanagement

Poor process designInaccuratetemperaturecontrol

Dust andDirt

By: N. G. Shekapure


Late Pizzadeliveries on

Fridays &Saturdays


Fridays &Saturdays

Machinery / Equipment'sMachinery / Equipment's PeoplePeople



Fridays &Saturdays


Fridays &Saturdays

MethodsMethods MaterialsMaterials

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit V5 S

5S



The 5S

Seiri – Sort (housekeeping)Seiton – Set in order (workplace organization)Seiso – Shine (Cleanup)Seiketsu – Standardize (Cleanliness)Shitsuke – Sustain (Discipline)


Seiri – Sort (housekeeping)Seiton – Set in order (workplace organization)Seiso – Shine (Cleanup)Seiketsu – Standardize (Cleanliness)Shitsuke – Sustain (Discipline)

By: N. G. Shekapure


Benefits of 5S

Reduce waste hidden in the plant Improve quality and safety Reduce lead time and cost Increase profit


Reduce waste hidden in the plant Improve quality and safety Reduce lead time and cost Increase profit

By: N. G. Shekapure


Seiri – Sort

• Ensuring each item in a workplace is in its proper placeor identified as unnecessary and removed.

• Sort items by frequency of use• Get rid of unnecessary stuff Bare essentials for the job Red Tag system Can tasks be simplified? Do we label items, and dispose of waste frequently?


• Ensuring each item in a workplace is in its proper placeor identified as unnecessary and removed.

• Sort items by frequency of use• Get rid of unnecessary stuff Bare essentials for the job Red Tag system Can tasks be simplified? Do we label items, and dispose of waste frequently?

By: N. G. Shekapure


Seiton – Set in order• Time spent looking for things, putting away• Arrange materials and equipment so that they

are easy to find and use Prepare and label storage areas Use paint, outlines, color-coded Consider ergonomics of reaching items Frequent, infrequent users


• Time spent looking for things, putting away• Arrange materials and equipment so that they

are easy to find and use Prepare and label storage areas Use paint, outlines, color-coded Consider ergonomics of reaching items Frequent, infrequent users

By: N. G. Shekapure


Seiso – Shine

• Repair, clean & shine work area• Important for safety• Maintenance problems such as oil leaks can

identified before they cause problems.• Schedule for cleaning, sweeping, wiping off• Cleaning inspection checklists• Workspace always ready to work• See workspace through customers’ eyes


• Repair, clean & shine work area• Important for safety• Maintenance problems such as oil leaks can

identified before they cause problems.• Schedule for cleaning, sweeping, wiping off• Cleaning inspection checklists• Workspace always ready to work• See workspace through customers’ eyes

By: N. G. Shekapure


Seiketsu – Standardize

• Formalize procedures and practices to createconsistency and ensure all steps are performedcorrectly.

• Prevention steps for clutter• Otherwise improvements from first 3 lost• Everyone knows what they are responsible for

doing, when and how• Visual 5S – see status at a glance• Safe wear, no wasted resources


• Formalize procedures and practices to createconsistency and ensure all steps are performedcorrectly.

• Prevention steps for clutter• Otherwise improvements from first 3 lost• Everyone knows what they are responsible for

doing, when and how• Visual 5S – see status at a glance• Safe wear, no wasted resources

By: N. G. Shekapure


Shitsuke – Sustain

• Keep the processes going through training,communication, and organization structures

• Allocate time for maintaining• Create awareness of improvements• Management support for maintaining• Training, rewards


• Keep the processes going through training,communication, and organization structures

• Allocate time for maintaining• Create awareness of improvements• Management support for maintaining• Training, rewards

By: N. G. Shekapure


What is 5S ?



Implementation

• Gradually – too fast unsustainable• During slow time• Importance of training, Management commitment• Before & After photos• Change of mentality, not campaigns and slogans.

Old way no longer OK• MBWA• Patrols


• Gradually – too fast unsustainable• During slow time• Importance of training, Management commitment• Before & After photos• Change of mentality, not campaigns and slogans.

Old way no longer OK• MBWA• Patrols

(Management By Wandering Around)

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VTPM

Total Productive Maintenance



FOCUSED

IMPROVEMENT

AUTONOMOUS MAINTENANCE

PLANNED

MAINTENANCETRAINING AND

SKILLS DEVELOPMENT

RESET BASE LEVEL, INSPECTION STANDARDS5S, SETTING STANDARDS.

MEASUREMENT OF LOSSES, PROBLEM SOLVING,RELIABILITY IMPROVEMENT, SMED.

DOWNTIME REDUCTIONINITIALIZATION OF CONDITION BASED MAINTENANCE

TECHNICAL SKILLS REQUIREMENTSKNOW- HOW

The 8 Pillars of TPM

PI

PII

PIII

PIV


TRAINING AND

SKILLS DEVELOPMENTINITIAL PHASE

MANAGEMENT

ADMINISTRATIVE WORK

IMPROVEMENT

QUALITY IMPROVEMENT

TECHNICAL SKILLS REQUIREMENTSKNOW- HOW

CHECK OF SPECIFICATIONSTECHNICAL EVOLUTIONS

5S IN OFFICES5S IN WAREHOUSES

IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS

MANAGEMENT FOR ZERO ACCIDENTAND ZERO POLLUTION

REDUCTION OF DEFECTSOPERATING STANDARDS

SAFETY &

ENVIRONMENT

QUALITY

MAINTENANCE

PIV

PV

PVI

PVII

PVIII

By: N. G. Shekapure


• Breakdown maintenance Waits until equipment fails and repair it

• Preventive maintenance Regular maintenance (cleaning, inspection, oiling and retightening) Retains the healthy condition of equipment and prevents failure Periodic maintenance (time based maintenance - TBM) Predictive maintenance (condition based maintenance)

• Corrective maintenance Improves equipment and its components so that preventive

maintenance can be carried out reliably

• Maintenance prevention Improves the design of new equipment


• Breakdown maintenance Waits until equipment fails and repair it

• Preventive maintenance Regular maintenance (cleaning, inspection, oiling and retightening) Retains the healthy condition of equipment and prevents failure Periodic maintenance (time based maintenance - TBM) Predictive maintenance (condition based maintenance)

• Corrective maintenance Improves equipment and its components so that preventive

maintenance can be carried out reliably

• Maintenance prevention Improves the design of new equipment

By: N. G. Shekapure


Think of productive equipment as we think of our cars ortelephones

They are ready to go when we need themThey need not run all the time to be productive

For this concept to function properlyThe machines must be ready when we need themThey must be shut down in such a fashion as to beready the next time

Why do you change the oil in your car?


Think of productive equipment as we think of our cars ortelephones

They are ready to go when we need themThey need not run all the time to be productive

For this concept to function properlyThe machines must be ready when we need themThey must be shut down in such a fashion as to beready the next time

Why do you change the oil in your car?

By: N. G. Shekapure


To maintain quality To maintain production volume To maintain efficiency To protect investment in equipment

“If machine uptime is not predictable, if process capability isnot sustained, we cannot satisfy the customer, and we

cannot stay in business.”


To maintain quality To maintain production volume To maintain efficiency To protect investment in equipment

“If machine uptime is not predictable, if process capability isnot sustained, we cannot satisfy the customer, and we

cannot stay in business.”

By: N. G. Shekapure


Total• All employees are involved• It aims to eliminate all accidents, defects and breakdowns

Productive• Actions are performed while production goes on• Troubles for production are minimized

Maintenance• Keep in good condition• Repair, clean, lubricate


Total• All employees are involved• It aims to eliminate all accidents, defects and breakdowns

Productive• Actions are performed while production goes on• Troubles for production are minimized

Maintenance• Keep in good condition• Repair, clean, lubricate

By: N. G. Shekapure


TPM Targets:PQCDSM

P : Obtain Minimum 80% OPE.Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )Run the machines even during lunch. ( Lunch is for operators and not formachines ! )

Q : Operate in a manner, so that there are no customer complaints.

C : Reduce the manufacturing cost by 30%.

D : Achieve 100% success in delivering the goods as required by the customer.

S : Maintain a accident free environment.

M : Increase the suggestions by 3 times. Develop Multi-skilled and flexibleworkers.


TPM Targets:PQCDSM

P : Obtain Minimum 80% OPE.Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )Run the machines even during lunch. ( Lunch is for operators and not formachines ! )

Q : Operate in a manner, so that there are no customer complaints.

C : Reduce the manufacturing cost by 30%.

D : Achieve 100% success in delivering the goods as required by the customer.

S : Maintain a accident free environment.

M : Increase the suggestions by 3 times. Develop Multi-skilled and flexibleworkers.

By: N. G. Shekapure


PQCDSM



Preparation

Announcement to introduce TPM

Introductory education campaign for the workforce

TPM Promotion (special committees)

Establish basic TPM policies and goalsPreparation and Formulation of a master plan


Kick-off

Implementation

Preparation and Formulation of a master plan

Develop an equipment management program

Develop a planned maintenance program

Develop an autonomous maintenance program

Increase skills of production and maintenance personnel

Perfect TPM implementation and raise TPM levelsStabilization

Develop early equipment management program

Invite customers, affiliated companies and subcontractors

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VKAIZEN

KAIZEN



Kaizen was first implemented in several Japanese

businesses during the country's recovery after World War

II, including Toyota, and has since spread out to

businesses throughout the world.

This method became famous by the book of Masaaki

Imai “Kaizen: The Key to Japan's Competitive Success.”


Kaizen was first implemented in several Japanese

businesses during the country's recovery after World War

II, including Toyota, and has since spread out to

businesses throughout the world.

This method became famous by the book of Masaaki

Imai “Kaizen: The Key to Japan's Competitive Success.”

By: N. G. Shekapure


Improvements are based on many, small changes rather than theradial changes that might arise from Research and Development.

As the ideas come from the workers themselves, they are lesslikely to be radically different, & therefore easier to implement.

Small improvements are less likely to required major capitalinvestment than major process changes.


Small improvements are less likely to required major capitalinvestment than major process changes.

The ideas come from the talents of the existing workforce, asopposed to using R&D, consultants or equipment – any of whichcould be very expensive

All employees should continually be seeking ways to improvetheir own performance.

It helps encourage workers to take ownership of their work andthereby improving worker motivation, team working .

By: N. G. Shekapure


The quick and easy kaizen process works as follows:

1. The employee identifies a problem, waste, or an opportunity forimprovement and writes it down.

2. The employee develops an improvement idea and discusses itwith his or her supervisor.

3. The supervisor reviews the idea within 24 hours and encouragesimmediate action.

4. The employee implements the idea. If a larger improvementidea is approved, the employee should take leadership toimplement the idea.

5. The idea is written up on a simple form in less than threeminutes.

6. Supervisor posts the form to share with and stimulate othersand recognizes the accomplishment.


The quick and easy kaizen process works as follows:

1. The employee identifies a problem, waste, or an opportunity forimprovement and writes it down.

2. The employee develops an improvement idea and discusses itwith his or her supervisor.

3. The supervisor reviews the idea within 24 hours and encouragesimmediate action.

4. The employee implements the idea. If a larger improvementidea is approved, the employee should take leadership toimplement the idea.

5. The idea is written up on a simple form in less than threeminutes.

6. Supervisor posts the form to share with and stimulate othersand recognizes the accomplishment.

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VQuality Circle



Voluntary groups of employees who work on similar tasksor share an area of responsibility

They agree to meet on a regular basis to discuss & solveproblems related to work.

They operate on the principle that employee participationin decision-making and problem-solving improves thequality of work


Voluntary groups of employees who work on similar tasksor share an area of responsibility

They agree to meet on a regular basis to discuss & solveproblems related to work.

They operate on the principle that employee participationin decision-making and problem-solving improves thequality of work

By: N. G. Shekapure


CharacteristicsVolunteersSet Rules and PrioritiesDecisions made by agreementUse of organized approaches to Problem-Solving


CharacteristicsVolunteersSet Rules and PrioritiesDecisions made by agreementUse of organized approaches to Problem-Solving

By: N. G. Shekapure


All members of a Circle need to receive trainingMembers need to be empoweredMembers need to have the support of Senior

Management


All members of a Circle need to receive trainingMembers need to be empoweredMembers need to have the support of Senior

Management

By: N. G. Shekapure


Increase Productivity Improve Quality Boost Employee Morale



• Inadequate Training• Unsure of Purpose• Not truly Voluntary• Lack of Management Interest• Quality Circles are not really empowered to

make decisions.


• Inadequate Training• Unsure of Purpose• Not truly Voluntary• Lack of Management Interest• Quality Circles are not really empowered to

make decisions.

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VConcurrent Engineering

Concurrent Engineering



Concurrent Engineering1st Definition

“The simultaneous performance of product design andprocess design. Typically, concurrent engineering involvesthe formation of cross-functional teams. This allowsengineers and managers of different disciplines to worktogether simultaneously in developing product andprocess design.”

Foster, S. Thomas. Managing Quality: An Integrative Approach. Upper SaddleRiver New Jersey: Prentice Hall, 2001.


“The simultaneous performance of product design andprocess design. Typically, concurrent engineering involvesthe formation of cross-functional teams. This allowsengineers and managers of different disciplines to worktogether simultaneously in developing product andprocess design.”

Foster, S. Thomas. Managing Quality: An Integrative Approach. Upper SaddleRiver New Jersey: Prentice Hall, 2001.

By: N. G. Shekapure


Concurrent Engineering2nd Definition

“Concurrent engineering methodologies permit the separatetasks of the product development process to be carried outsimultaneously rather than sequentially. Product design,testing, manufacturing and process planning throughlogistics, for example, are done side-by-side and interactively.Potential problems in fabrication, assembly, support andquality are identified and resolved early in the designprocess.”

Izuchukwu, John. “Architecture and Process :The Role of Integrated Systems inConcurrent Engineering.” Industrial Management Mar/Apr 1992: p. 19-23.


“Concurrent engineering methodologies permit the separatetasks of the product development process to be carried outsimultaneously rather than sequentially. Product design,testing, manufacturing and process planning throughlogistics, for example, are done side-by-side and interactively.Potential problems in fabrication, assembly, support andquality are identified and resolved early in the designprocess.”

Izuchukwu, John. “Architecture and Process :The Role of Integrated Systems inConcurrent Engineering.” Industrial Management Mar/Apr 1992: p. 19-23.

By: N. G. Shekapure


Basic view of Concurrent Engineering- Doing things simultaneously- Focusing on the Process- Converting hierarchical organizations into teams

Basic Goals of Concurrent Engineering- Dramatic improvements in time to market and costs- Improvements to product quality and performance- Do more with less


Basic Goals of Concurrent Engineering- Dramatic improvements in time to market and costs- Improvements to product quality and performance- Do more with less

By: N. G. Shekapure


Concurrent Engineering = Teamwork- The more communication exists, the better the product.

Balances Needs- Customer, Supplier, Engineers, Marketing, & Manuf. needs.



Management- Good management is vitally important- Encourage communication- Strong management support

By: N. G. Shekapure


3 Main Areas to Concurrent Engineering

1) People (Formation of teams, Training)

2) Process (Changes in your processes, Be open to change)

3) Technology (Software. Hardware, and Networking)



3 Main Areas to Concurrent Engineering

1) People (Formation of teams, Training)

2) Process (Changes in your processes, Be open to change)

3) Technology (Software. Hardware, and Networking)

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VJIT

Just in Time (JIT)

Overview of Japanese ManufacturingSystem



Japanese Manufacturing Techniques

• Emerged in the post-World War II era• Reached the height of their prominence in the 1980s• An emphasis on designing processes to optimize

efficiency and A strong commitment to quality.• Toyota Production System (TPS), the core of which is

just-in-time (JIT) production or so-called leanmanufacturing.

• Taiichi Ohno, a former Toyota executive, andShigeo Shingo, an eminent engineer and consultant


• Emerged in the post-World War II era• Reached the height of their prominence in the 1980s• An emphasis on designing processes to optimize

efficiency and A strong commitment to quality.• Toyota Production System (TPS), the core of which is

just-in-time (JIT) production or so-called leanmanufacturing.

• Taiichi Ohno, a former Toyota executive, andShigeo Shingo, an eminent engineer and consultant

By: N. G. Shekapure


Toyota’s Production system



History of JIT Manufacturing

Evolved in Japan after World War II, as a result of theirdiminishing market share in the auto industry.

Toyota Motor Company- Birthplace of the JIT

Philosophy Under Taiichi Ohno.

•W. Edwards Deming

•14 points for Management

JIT is now on the rise in American Industries.


Evolved in Japan after World War II, as a result of theirdiminishing market share in the auto industry.

Toyota Motor Company- Birthplace of the JIT

Philosophy Under Taiichi Ohno.

•W. Edwards Deming

•14 points for Management

JIT is now on the rise in American Industries.

By: N. G. Shekapure


Developments of JIT and Lean Operations

1960’s: Developed as Toyota Production System byTaiichi Ohno and his colleagues

1970’s: U.S. and European auto makers began toapply JIT to improve quality and productivity

1990’s and beyond: Expanded the JIT concept tostreamline all types of operations


1960’s: Developed as Toyota Production System byTaiichi Ohno and his colleagues

1970’s: U.S. and European auto makers began toapply JIT to improve quality and productivity

1990’s and beyond: Expanded the JIT concept tostreamline all types of operations

By: N. G. Shekapure


Elimination of Waste• Knew they wouldn’t beat U.S. with product innovation,

concentrated on licensing patents, and producingmore efficiently

• Costs prevented mass-production, volume strategy ofAmerican firms.

• Find ways to reduce waste, cost


• Knew they wouldn’t beat U.S. with product innovation,concentrated on licensing patents, and producingmore efficiently

• Costs prevented mass-production, volume strategy ofAmerican firms.

• Find ways to reduce waste, cost

Shigeo Shingo

By: N. G. Shekapure


-- the early years

First two Toyotas imported to U.S. 1957



Eliminating Waste

Maximizing process efficiency and the returnson resourcesIdentifying unnecessary uses of human, capital,or physical resources


Maximizing process efficiency and the returnson resourcesIdentifying unnecessary uses of human, capital,or physical resources

By: N. G. Shekapure


Waste

Waste is ‘anything other than the minimum amountof equipment, materials, parts, space, and workers’time which are absolutely essential to add value tothe product.

--Shoichiro Toyoda President, Toyota Motor Co.

If you put your mind to it, you can squeeze waterfrom a dry towel.

-- Eiji Toyoda, President 1967-1982


Waste is ‘anything other than the minimum amountof equipment, materials, parts, space, and workers’time which are absolutely essential to add value tothe product.

--Shoichiro Toyoda President, Toyota Motor Co.

If you put your mind to it, you can squeeze waterfrom a dry towel.

-- Eiji Toyoda, President 1967-1982

By: N. G. Shekapure


7 Types of Waste (Ohno 1988)

OverproductionTime on Hand (waiting time)TransportationStock on Hand - InventoryWaste of Processing itselfMovementMaking Defective Products


OverproductionTime on Hand (waiting time)TransportationStock on Hand - InventoryWaste of Processing itselfMovementMaking Defective Products

By: N. G. Shekapure


Process ImprovementToyota system heavy emphasis was placed on lowering the timeand complexity required to change a die in a manufacturingprocess.Occur through a series of smaller initiatives kaizen.In 1970 it took the company four hours to change a die for a 1,000-ton stamping press. Six months later, the changing time had beencut to one and a half hours1971 Toyota had indeed achieved its goal of a three-minute diechange.Western firms focused on training workers to master increasinglycomplicated tasksSelectively redesign the tasks so they could be more easily andreliably mastered (poka-yoke)


Toyota system heavy emphasis was placed on lowering the timeand complexity required to change a die in a manufacturingprocess.Occur through a series of smaller initiatives kaizen.In 1970 it took the company four hours to change a die for a 1,000-ton stamping press. Six months later, the changing time had beencut to one and a half hours1971 Toyota had indeed achieved its goal of a three-minute diechange.Western firms focused on training workers to master increasinglycomplicated tasksSelectively redesign the tasks so they could be more easily andreliably mastered (poka-yoke)

By: N. G. Shekapure


Value Added

• Distinguish between activities that add value to aproduct and those that are logistical but add novalue

• Production process itself, where materials are beingtransformed into progressively functional workpieces.

• Non Value Adding such as transporting materials,inspecting finished work, and most of all, idle timeand delays


• Distinguish between activities that add value to aproduct and those that are logistical but add novalue

• Production process itself, where materials are beingtransformed into progressively functional workpieces.

• Non Value Adding such as transporting materials,inspecting finished work, and most of all, idle timeand delays

By: N. G. Shekapure


Overproduction And Excess Inventory

• To produce more than customers actually need—orsooner than they need it

• Carrying inventory is wasteful• Systems like the Japanese kanban established a set

of often simple visual cues in the factory• Company can reduce both the direct costs of

holding/handling inventory as well as the indirectcosts of tying up capital in the form of excessinventory


• To produce more than customers actually need—orsooner than they need it

• Carrying inventory is wasteful• Systems like the Japanese kanban established a set

of often simple visual cues in the factory• Company can reduce both the direct costs of

holding/handling inventory as well as the indirectcosts of tying up capital in the form of excessinventory

By: N. G. Shekapure


Order-based Production

• Customer information to drive their productiondecisions.

• Effective market research/forecasting andcommunication with customers.

• Guided by actual orders, rather than anticipateddemand

• “Pull" from the actual market, as opposed to “Push"that stems only from the manufacturer's conjecture.


• Customer information to drive their productiondecisions.

• Effective market research/forecasting andcommunication with customers.

• Guided by actual orders, rather than anticipateddemand

• “Pull" from the actual market, as opposed to “Push"that stems only from the manufacturer's conjecture.

By: N. G. Shekapure


Transportation

• Excess movement of items or materials.• Changing the layout of a factory, its geographic

location relative to its customers• Mitigated through automation, ideal under the

Japanese system is to minimize it altogether• Cell and flexible manufacturing layouts• Negatively affects small-lot, order-based production


• Excess movement of items or materials.• Changing the layout of a factory, its geographic

location relative to its customers• Mitigated through automation, ideal under the

Japanese system is to minimize it altogether• Cell and flexible manufacturing layouts• Negatively affects small-lot, order-based production

By: N. G. Shekapure


Quality By Design

• Marked attention to quality throughout theproduction process.

• W. Edwards Deming and Joseph M. Juran• Designing it into the production process• Inform—and improve—the manufacturing process,

not just to describe it.


• Marked attention to quality throughout theproduction process.

• W. Edwards Deming and Joseph M. Juran• Designing it into the production process• Inform—and improve—the manufacturing process,

not just to describe it.

By: N. G. Shekapure


Market-driven Pricing

• Market-determined price for a good and then engineerthe manufacturing process to produce at this priceprofitably

• Increases in costs are not passed on to the consumerin the form of higher prices

• Lowering costs - practice central to the rise of theJapanese auto manufacturers in the U.S. market


• Market-determined price for a good and then engineerthe manufacturing process to produce at this priceprofitably

• Increases in costs are not passed on to the consumerin the form of higher prices

• Lowering costs - practice central to the rise of theJapanese auto manufacturers in the U.S. market

By: N. G. Shekapure


Worker Flexibility

• Maximizing returns on human capital - human time ismore valuable than machine time

• Skills and Scheduling• Individual workers running several machines

simultaneously, a practice called jidoka.• Multi-machine worker system reportedly achieved 20

to 30 percent gains in worker productivity.• Scheduling under just-in-time basis


• Maximizing returns on human capital - human time ismore valuable than machine time

• Skills and Scheduling• Individual workers running several machines

simultaneously, a practice called jidoka.• Multi-machine worker system reportedly achieved 20

to 30 percent gains in worker productivity.• Scheduling under just-in-time basis

By: N. G. Shekapure


Building Blocks for Just-in-Time



Manufacturing Planning and Control System and JIT



Why JIT• There is steep rise in customer’s base and unexpected

due to spread of business on International platform.• Global Competition is increasing as customer has

various options of choosing the different company’sproduct.

• Just-in-time approach provides better businessstrategy to combat the challenge of meeting customer’sdemand.


• There is steep rise in customer’s base and unexpecteddue to spread of business on International platform.

• Global Competition is increasing as customer hasvarious options of choosing the different company’sproduct.

• Just-in-time approach provides better businessstrategy to combat the challenge of meeting customer’sdemand.

By: N. G. Shekapure

Production & Industrial Management II (TE Prod S/W) Unit VKanban


Production & Industrial Management II (TE Prod S/W) Unit VQFD

Quality Function Deployment(QFD)

The Voice of the Customer


The Voice of the Customer

By: N. G. Shekapure


What is QFD?"Time was when a man could order a pair of shoes directly from the

cobbler. By measuring the foot himself and personally handlingall aspects of manufacturing, the cobbler could assure thecustomer would be satisfied,"

Quality Function Deployment (QFD) was developed tobring this personal interface to modern manufacturingand business. In today's industrial society, where thegrowing distance between producers and users is aconcern, QFD links the needs of the customer (end user)with design, development, engineering, manufacturing,and service functions.


Quality Function Deployment (QFD) was developed tobring this personal interface to modern manufacturingand business. In today's industrial society, where thegrowing distance between producers and users is aconcern, QFD links the needs of the customer (end user)with design, development, engineering, manufacturing,and service functions.

By: N. G. Shekapure


QFD is….

• Understanding Customer Requirements

• Quality Systems Thinking + Psychology +Knowledge/Epistemology

• Maximizing Positive Quality That Adds Value

• Comprehensive Quality System for Customer Satisfaction

• Strategy to Stay Ahead of The Game


• Understanding Customer Requirements

• Quality Systems Thinking + Psychology +Knowledge/Epistemology

• Maximizing Positive Quality That Adds Value

• Comprehensive Quality System for Customer Satisfaction

• Strategy to Stay Ahead of The Game

By: N. G. Shekapure


What is QFD?Quality Function Deployment is a design planningprocess driven by customer requirements.

1. QFD deploys “The Voice of theCustomer” throughout theorganization.

2. QFD uses planning matrices --each called “The House ofQuality”.


1. QFD deploys “The Voice of theCustomer” throughout theorganization.

2. QFD uses planning matrices --each called “The House ofQuality”.

By: N. G. Shekapure


The House of Quality


QFD-Tutorial

By: N. G. Shekapure


The House of Quality


Production & Industrial Management II (TE Prod S/W) Unit VIISO

International Organization forStandardization


Overview of ISO 9001 and ISO 14001


ISO 9001 and ISO 14001 in Brief

• ISO 9001 and ISO 14001 are among ISO's most wellknown standards ever.

• They are implemented by more than a millionorganizations in some 175 countries.

• ISO 9001 helps organizations to implement qualitymanagement.

• ISO 14001 helps organizations to implementenvironmental management.


• ISO 9001 and ISO 14001 are among ISO's most wellknown standards ever.

• They are implemented by more than a millionorganizations in some 175 countries.

• ISO 9001 helps organizations to implement qualitymanagement.

• ISO 14001 helps organizations to implementenvironmental management.


Quality Management

• ISO 9001 is for quality management.• Quality refers to all those features of a product (or

service) which are required by the customer.• Quality management means what the organization

does to ensure that its products or services satisfy thecustomer's quality requirements and comply with anyregulations applicable to those products or services.

• Quality management also means what the organizationdoes to enhance customer satisfaction, and achievecontinual improvement of its performance.


• ISO 9001 is for quality management.• Quality refers to all those features of a product (or

service) which are required by the customer.• Quality management means what the organization

does to ensure that its products or services satisfy thecustomer's quality requirements and comply with anyregulations applicable to those products or services.

• Quality management also means what the organizationdoes to enhance customer satisfaction, and achievecontinual improvement of its performance.


Environmental Management

• ISO 14001 is for environmental management. Thismeans what the organization does to:

• Minimize harmful effects on the environmentcaused by its activities,

• To conform to applicable regulatory requirements,and to…

• Achieve continual improvement of its environmentalperformance.


• ISO 14001 is for environmental management. Thismeans what the organization does to:

• Minimize harmful effects on the environmentcaused by its activities,

• To conform to applicable regulatory requirements,and to…

• Achieve continual improvement of its environmentalperformance.


• ISO 9001 and ISO 14001 are generic standards.

• Generic means that the same standards can be

applied: to any organization, large or small, whatever

its product or service, in any sector of activity, and

whether it is a business enterprise, a public

administration, or a government department.

Generic Standards


• ISO 9001 and ISO 14001 are generic standards.

• Generic means that the same standards can be

applied: to any organization, large or small, whatever

its product or service, in any sector of activity, and

whether it is a business enterprise, a public

administration, or a government department.


• Generic also signifies that

• no matter what the organization's scope of activity

• if it wants to establish a quality management system,

ISO 9001 gives the essential features

• or if it wants to establish an environmental

management system, ISO 14001 gives the essential

features.

Generic Standards (Cont.)


• Generic also signifies that

• no matter what the organization's scope of activity

• if it wants to establish a quality management system,

ISO 9001 gives the essential features

• or if it wants to establish an environmental

management system, ISO 14001 gives the essential

features.


• To be really efficient and effective, the organizationcan manage its way of doing things by systemizing it.

• Nothing important is left out.• Everyone is clear about who is responsible for doing

what, when, how, why and where.• Management system standards provide the

organization with an international, state-of-the-artmodel to follow.

Manangement Systems


• To be really efficient and effective, the organizationcan manage its way of doing things by systemizing it.

• Nothing important is left out.• Everyone is clear about who is responsible for doing

what, when, how, why and where.• Management system standards provide the

organization with an international, state-of-the-artmodel to follow.


• Large organizations, or ones with complicated processes,could not function well without management systems.

• Companies in such fields as aerospace, automobiles,defence, or health care devices have been operatingmanagement systems for years.

• The ISO 9001 and ISO 14001 management system standardsnow make these successful practices available for allorganizations.

Manangement Systems (Cont.)


• Large organizations, or ones with complicated processes,could not function well without management systems.

• Companies in such fields as aerospace, automobiles,defence, or health care devices have been operatingmanagement systems for years.

• The ISO 9001 and ISO 14001 management system standardsnow make these successful practices available for allorganizations.


• Both ISO 9001 and ISO 14001 concern the way anorganization goes about its work.

• They are not product standards.

• They are not service standards.

• They are process standards.

• They can be used by product manufacturers and serviceproviders.

Processes, not products


• Both ISO 9001 and ISO 14001 concern the way anorganization goes about its work.

• They are not product standards.

• They are not service standards.

• They are process standards.

• They can be used by product manufacturers and serviceproviders.


• Processes affect final products or services.

• ISO 9001 gives the requirements for what the organization

must do to manage processes affecting quality of its products

and services.


must do to manage processes affecting the impact of its

activities on the environment.

Processes, not products (Cont.)


• Processes affect final products or services.


must do to manage processes affecting quality of its products

and services.


must do to manage processes affecting the impact of its

activities on the environment.


Certification and registration

• Certification is known in some countries as registration.

• It means that an independent, external body has

audited an organization's management system and

verified that it conforms to the requirements specified

in the standard (ISO 9001 or ISO 14001).

• ISO does not carry out certification and does not issue

or approve certificates


• Certification is known in some countries as registration.

• It means that an independent, external body has

audited an organization's management system and

verified that it conforms to the requirements specified

in the standard (ISO 9001 or ISO 14001).

• ISO does not carry out certification and does not issue

or approve certificates


• Accreditation is like certification of the certification body.

• It means the formal approval by a specialized body - an

accreditation body - that a certification body is competent to

carry out ISO 9001:2008 or ISO 14001:2004 certification in

specified business sectors.

• Certificates issued by accredited certification bodies - and known

as accredited certificates - may be perceived on the market as

having increased credibility.

• ISO does not carry out or approve accreditations.

Accreditation


• Accreditation is like certification of the certification body.

• It means the formal approval by a specialized body - an

accreditation body - that a certification body is competent to

carry out ISO 9001:2008 or ISO 14001:2004 certification in

specified business sectors.

• Certificates issued by accredited certification bodies - and known

as accredited certificates - may be perceived on the market as

having increased credibility.

• ISO does not carry out or approve accreditations.


• Certification is not a requirement of ISO 9001 or ISO

14001.

• The organization can implement and benefit from an ISO

9001 or ISO 14001 system without having it certified.

• The organization can implement them for the internal

benefits without spending money on a certification

programme.

Certification not a requirement


• Certification is not a requirement of ISO 9001 or ISO

14001.

• The organization can implement and benefit from an ISO

9001 or ISO 14001 system without having it certified.

• The organization can implement them for the internal

benefits without spending money on a certification

programme.


• ISO does not carry out ISO 9001 or ISO 14001certification.

• ISO does not issue certificates.

• ISO does not accredit, approve or control thecertification bodies.

• ISO develops standards and guides to encouragegood practice in accreditation and certification.

ISO does not certify


• ISO does not carry out ISO 9001 or ISO 14001certification.

• ISO does not issue certificates.

• ISO does not accredit, approve or control thecertification bodies.

• ISO develops standards and guides to encouragegood practice in accreditation and certification.


• ISO 9001 is the standard that gives the requirements for aquality management system.

• ISO 9001:2008 is the latest, improved version.

• It is the only standard in the ISO 9000 family that can beused for certification.

• There are 16 other standards in the family that can helpan organization on specific aspects such as performanceimprovement, auditing, training…

The ISO 9000 Family


• ISO 9001 is the standard that gives the requirements for aquality management system.


• It is the only standard in the ISO 9000 family that can beused for certification.

• There are 16 other standards in the family that can helpan organization on specific aspects such as performanceimprovement, auditing, training…


• ISO 14001 is the standard that gives the requirements for an

environmental management system.


• It is the only standard in the ISO 14000 family that can be used for

certification.

• The ISO 14000 family includes 21 other standards that can help an

organization specific aspects such as auditing, environmental

labelling, life cycle analysis…

The ISO 9000 Family


• ISO 14001 is the standard that gives the requirements for an

environmental management system.


• It is the only standard in the ISO 14000 family that can be used for

certification.

• The ISO 14000 family includes 21 other standards that can help an

organization specific aspects such as auditing, environmental

labelling, life cycle analysis…


The ISO Survey



Benefits of ISO 9001 and ISO 14001

• International, expert consensus on state-of-the-art

practices for quality and environmental management.

• Common language for dealing with customers and

suppliers worldwide in B2B.

• Increase efficiency and effectiveness.

• Model for continual improvement.


• International, expert consensus on state-of-the-art

practices for quality and environmental management.

• Common language for dealing with customers and

suppliers worldwide in B2B.

• Increase efficiency and effectiveness.

• Model for continual improvement.


Benefits of ISO 9001 and ISO 14001 (Cont.)

• Model for satisfying customers and other stakeholders.

• Build quality into products and services from design

onwards.

• Address environmental concerns of customers and public,

and comply with government regulations.

• Integrate with global economy.


• Model for satisfying customers and other stakeholders.

• Build quality into products and services from design

onwards.

• Address environmental concerns of customers and public,

and comply with government regulations.

• Integrate with global economy.



• Sustainable business

• Unifying base for industry sectors

• Qualify suppliers for global supply chains

• Technical support for regulations


• Sustainable business

• Unifying base for industry sectors

• Qualify suppliers for global supply chains

• Technical support for regulations

Production & Industrial Management II (TE Prod S/W) Unit VI

ISO

• Transfer of good practice to developing countries

• Tools for new economic players

• Regional integration

• Facilitate rise of services



• Transfer of good practice to developing countries

• Tools for new economic players

• Regional integration

• Facilitate rise of services

Production & Industrial Management II (TE Prod S/W) Unit VIFMEA

Failure Mode & Effects Analysis (FMEA)

• FMEA is a systematic method of identifying and preventing

system, product and process problems before they occur

• FMEA is focused on preventing problems, enhancing safety,

and increasing customer satisfaction

• Ideally, FMEA’s are conducted in the product design or

process development stages, although conducting an FMEA

on existing products or processes may also yield benefits


• FMEA is a systematic method of identifying and preventing

system, product and process problems before they occur

• FMEA is focused on preventing problems, enhancing safety,

and increasing customer satisfaction

• Ideally, FMEA’s are conducted in the product design or

process development stages, although conducting an FMEA

on existing products or processes may also yield benefits


FMEA History

• The history of FMEA/FMECA goes back to the early

1950s and 1960s.

• U.S. Navy Bureau of Aeronautics, followed by the

Bureau of Naval Weapons:

• National Aeronautics and Space Administration (NASA):

• Department of Defense developed and revised the

MIL-STD-1629A guidelines during the 1970s.


• The history of FMEA/FMECA goes back to the early

1950s and 1960s.

• U.S. Navy Bureau of Aeronautics, followed by the

Bureau of Naval Weapons:

• National Aeronautics and Space Administration (NASA):

• Department of Defense developed and revised the

MIL-STD-1629A guidelines during the 1970s.


FMEA is a Tool• FMEA is a tool that allows you to:

• Prevent System, Product and Process problems before

they occur

• reduce costs by identifying system, product and process

improvements early in the development cycle

• Create more robust processes

• Prioritize actions that decrease risk of failure

• Evaluate the system,design and processes from a new

vantage pointProduction Engg. Dept., AISSMS COE, PUNE By: N. G. Shekapure

• FMEA is a tool that allows you to:

• Prevent System, Product and Process problems before

they occur

• reduce costs by identifying system, product and process

improvements early in the development cycle

• Create more robust processes

• Prioritize actions that decrease risk of failure

• Evaluate the system,design and processes from a new

vantage point

Production & Industrial Management II (TE Prod S/W) Unit VIFMEAA Systematic Process

• FMEA provides a systematic process to:

• Identify and evaluate• potential failure modes• potential causes of the failure mode

• Identify and quantify the impact of potential failures

• Identify and prioritize actions to reduce or eliminate the

potential failure

• Implement action plan based on assigned responsibilities and

completion dates

• Document the associated activitiesProduction Engg. Dept., AISSMS COE, PUNE By: N. G. Shekapure

• FMEA provides a systematic process to:

• Identify and evaluate• potential failure modes• potential causes of the failure mode

• Identify and quantify the impact of potential failures

• Identify and prioritize actions to reduce or eliminate the

potential failure

• Implement action plan based on assigned responsibilities and

completion dates

• Document the associated activities


Purpose/Benefit

• Cost effective tool for maximizing and documenting

the collective knowledge, experience, and insights of

the engineering and manufacturing community

• Format for communication across the disciplines

• Provides logical, sequential steps for specifying

product and process areas of concern


• Cost effective tool for maximizing and documenting

the collective knowledge, experience, and insights of

the engineering and manufacturing community

• Format for communication across the disciplines

• Provides logical, sequential steps for specifying

product and process areas of concern

Production & Industrial Management II (TE Prod S/W) Unit VIFMEABenefits of FMEA

• Contributes to improved designs for products and processes.

• Higher reliability• Better quality• Increased safety• Enhanced customer satisfaction

• Contributes to cost savings.

• Decreases development time and re-design costs• Decreases warranty costs• Decreases waste, non-value added operations

• Contributes to continuous improvement


• Contributes to improved designs for products and processes.

• Higher reliability• Better quality• Increased safety• Enhanced customer satisfaction

• Contributes to cost savings.

• Decreases development time and re-design costs• Decreases warranty costs• Decreases waste, non-value added operations

• Contributes to continuous improvement

Production & Industrial Management II (TE Prod S/W) Unit VIFMEABenefits….Example

Cost benefits associated with FMEA are usually expected to come

from the ability to identify failure modes earlier in the process, when

they are less expensive to address.

“rule of ten”

If the issue costs $100 when it is discovered in the field, then…

It may cost $10 if discovered during the final test…

But it may cost $1 if discovered during an incoming inspection.

Even better it may cost $0.10 if discovered during the design or process

engineering phase.


Cost benefits associated with FMEA are usually expected to come

from the ability to identify failure modes earlier in the process, when

they are less expensive to address.

“rule of ten”

If the issue costs $100 when it is discovered in the field, then…

It may cost $10 if discovered during the final test…

But it may cost $1 if discovered during an incoming inspection.

Even better it may cost $0.10 if discovered during the design or process

engineering phase.


Why do FMEA’s?

• Examine the system for failures.

• Ensure the specs are clear and assure the product works

correctly

• ISO requirement-Quality Planning

“ensuring the compatibility of the design, the production

process, installation, servicing, inspection and test procedures,

and the applicable documentation”


• Examine the system for failures.

• Ensure the specs are clear and assure the product works

correctly

• ISO requirement-Quality Planning

“ensuring the compatibility of the design, the production

process, installation, servicing, inspection and test procedures,

and the applicable documentation”


What is the objective of FMEA?

• Uncover problems with the product that will result insafety hazards, product malfunctions, or shortenedproduct life, etc..

• Ask ourselves “how the product will fail”?

• How can we achieve our objective?

• Respectful communication

• Make the best of our time, it’s limited; Agree for ties to rankon side of caution as appropriate


• Uncover problems with the product that will result insafety hazards, product malfunctions, or shortenedproduct life, etc..

• Ask ourselves “how the product will fail”?

• How can we achieve our objective?

• Respectful communication

• Make the best of our time, it’s limited; Agree for ties to rankon side of caution as appropriate


Potential Applications for FMEA

• Component Proving Process

• Outsourcing / Resourcing of product

• Develop Suppliers to achieve Quality

• Renaissance / Scorecard Targets

• Major Process / Equipment / Technology

• Changes

• Cost Reductions

• New Product / Design Analysis

• Assist in analysis of a flat pareto chart


• Component Proving Process

• Outsourcing / Resourcing of product

• Develop Suppliers to achieve Quality

• Renaissance / Scorecard Targets

• Major Process / Equipment / Technology

• Changes

• Cost Reductions

• New Product / Design Analysis

• Assist in analysis of a flat pareto chart


What tools are available to meet our objective?

• Benchmarking• customer warranty reports• design checklist or guidelines• field complaints• internal failure analysis• internal test standards• lessons learned• returned material reports• Expert knowledge


• Benchmarking• customer warranty reports• design checklist or guidelines• field complaints• internal failure analysis• internal test standards• lessons learned• returned material reports• Expert knowledge


What are possible outcomes?

• Actual/potential failure modes

• Customer and legal design requirements

• Duty cycle requirements

• Product functions

• Key product characteristics

• Product Verification and Validation


• Actual/potential failure modes

• Customer and legal design requirements

• Duty cycle requirements

• Product functions

• Key product characteristics

• Product Verification and Validation


Design FMEA Format

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Production & Industrial Management II (TE Prod S/W) Unit VIFMEAPotential Failure mode

• Definition: the manner in which a system, subsystem,or component could potentially fail to meet designintent

• Ask yourself- ”How could this design fail to meet eachcustomer requirement?”

• Remember to consider:— absolute failure— partial failure— intermittent failure— over function— degraded function— unintended function


• Definition: the manner in which a system, subsystem,or component could potentially fail to meet designintent

• Ask yourself- ”How could this design fail to meet eachcustomer requirement?”

• Remember to consider:— absolute failure— partial failure— intermittent failure— over function— degraded function— unintended function

General

• Every FMEA should have an assumptions documentattached (electronically if possible) or the first line of theFMEA should detail the assumptions and ratings used for theFMEA.

• Product/part names and numbers must be detailed in theFMEA header

• All team members must be listed in the FMEA header• Revision date, as appropriate, must be documented in the FMEAheader

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• Every FMEA should have an assumptions documentattached (electronically if possible) or the first line of theFMEA should detail the assumptions and ratings used for theFMEA.

• Product/part names and numbers must be detailed in theFMEA header

• All team members must be listed in the FMEA header• Revision date, as appropriate, must be documented in the FMEAheader


Function-What is the part supposed to do inview of customer requirements?

• Describe what the system or component isdesigned to do– Include information regarding the environment in which

the system operates• define temperature, pressure, and humidity ranges

• List all functions• Remember to consider unintended functions

– position/locate, support/reinforce, seal in/out, lubricate,or retain, latch secure


• Describe what the system or component isdesigned to do– Include information regarding the environment in which

the system operates• define temperature, pressure, and humidity ranges

• List all functions• Remember to consider unintended functions

– position/locate, support/reinforce, seal in/out, lubricate,or retain, latch secure


Function

• EXAMPLE:• HVAC system must defog windows and heat or cool cabin to 70

degrees in all operating conditions (-40 degrees to 100degrees)• - within 3 to 5 minutes• or• - As specified in functional spec #_______; rev. date_________

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• EXAMPLE:• HVAC system must defog windows and heat or cool cabin to 70

degrees in all operating conditions (-40 degrees to 100degrees)• - within 3 to 5 minutes• or• - As specified in functional spec #_______; rev. date_________


Potential Failure mode

• Definition: the manner in which a system,subsystem, or component could potentially fail tomeet design intent

• Ask yourself- ”How could this design fail to meeteach customer requirement?”

• Remember to consider:– absolute failure– partial failure– intermittent failure– over function– degraded function– unintended function


• Definition: the manner in which a system,subsystem, or component could potentially fail tomeet design intent

• Ask yourself- ”How could this design fail to meeteach customer requirement?”

• Remember to consider:– absolute failure– partial failure– intermittent failure– over function– degraded function– unintended function


Failure Mode

• EXAMPLES:• HVAC system does not heat vehicle or defog windows• HVAC system takes more than 5 minutes to heat vehicle• HVAC system does not heat cabin to 70 degrees in below

zero temperatures• HVAC system cools cabin to 50 degrees• HVAC system activates rear window defogger

DetectPrevent

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• EXAMPLES:• HVAC system does not heat vehicle or defog windows• HVAC system takes more than 5 minutes to heat vehicle• HVAC system does not heat cabin to 70 degrees in below

zero temperatures• HVAC system cools cabin to 50 degrees• HVAC system activates rear window defogger


Consider Potential failure modesunder:

• Operating Conditions– hot and cold– wet and dry– dusty and dirty

• Usage– Above average life cycle– Harsh environment– below average life cycle


• Operating Conditions– hot and cold– wet and dry– dusty and dirty

• Usage– Above average life cycle– Harsh environment– below average life cycle


Consider Potential failure modesunder:

• Incorrect service operations– Can the wrong part be substituted inadvertently?– Can the part be serviced wrong? E.g. upside down,

backwards, end to end– Can the part be omitted?– Is the part difficult to assemble?

• Describe or record in physical or technical terms, notas symptoms noticeable by the customer.


• Incorrect service operations– Can the wrong part be substituted inadvertently?– Can the part be serviced wrong? E.g. upside down,

backwards, end to end– Can the part be omitted?– Is the part difficult to assemble?

• Describe or record in physical or technical terms, notas symptoms noticeable by the customer.


Potential Effect(s) of Failure

• Definition: effects of the failure mode on the function asperceived by the customer

• Ask yourself- ”What would be the result of this failure?” or“If the failure occurs then what are the consequences”

• Describe the effects in terms of what the customer mightexperience or notice

• State clearly if the function could impact safety ornoncompliance to regulations

• Identify all potential customers. The customer may be aninternal customer, a distributor as well as an end user

• Describe in terms of product performance


• Definition: effects of the failure mode on the function asperceived by the customer

• Ask yourself- ”What would be the result of this failure?” or“If the failure occurs then what are the consequences”

• Describe the effects in terms of what the customer mightexperience or notice

• State clearly if the function could impact safety ornoncompliance to regulations

• Identify all potential customers. The customer may be aninternal customer, a distributor as well as an end user

• Describe in terms of product performance


Effect(s) of Failure

• EXAMPLE:• Cannot see out of front window• Air conditioner makes cab too cold• Does not get warm enough• Takes too long to heat up

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• EXAMPLE:• Cannot see out of front window• Air conditioner makes cab too cold• Does not get warm enough• Takes too long to heat up


Examples of Potential Effects

• Noise• loss of fluid• seizure of adjacent

surfaces• loss of function• no/low output• loss of system

• Intermittent operations• rough surface• unpleasant odor• poor appearance• potential safety hazard• Customer dissatisfied


• Noise• loss of fluid• seizure of adjacent

surfaces• loss of function• no/low output• loss of system

• Intermittent operations• rough surface• unpleasant odor• poor appearance• potential safety hazard• Customer dissatisfied


Severity

• Definition: assessment of the seriousness ofthe effect(s) of the potential failure mode onthe next component, subsystem, or customerif it occurs

• Severity applies to effects• For failure modes with multiple effects, rate

each effect and select the highest rating asseverity for failure mode


• Definition: assessment of the seriousness ofthe effect(s) of the potential failure mode onthe next component, subsystem, or customerif it occurs

• Severity applies to effects• For failure modes with multiple effects, rate

each effect and select the highest rating asseverity for failure mode


Severity

• EXAMPLE:• Cannot see out of front window – severity 9• Air conditioner makes cab too cold – severity 5• Does not get warm enough – severity 5• Takes too long to heat up – severity 4

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• EXAMPLE:• Cannot see out of front window – severity 9• Air conditioner makes cab too cold – severity 5• Does not get warm enough – severity 5• Takes too long to heat up – severity 4


Classification

• Classification should be used to define potential critical and significantcharacteristics

• Critical characteristics (9 or 10 in severity with 2 or more in occurrence-suggested)must have associated recommended actions• Significant characteristics (4 thru 8 in severity with 4 or more in occurrence -suggested) should have associated recommended actions• Classification should have defined criteria for application

• EXAMPLE:• Cannot see out of front window – severity 9 – incorrect vent location –

occurrence 2• Air conditioner makes cab too cold – severity 5 - Incorrect routing of vent hoses(too close to heat source) – occurrence 6

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• Classification should be used to define potential critical and significantcharacteristics

• Critical characteristics (9 or 10 in severity with 2 or more in occurrence-suggested)must have associated recommended actions• Significant characteristics (4 thru 8 in severity with 4 or more in occurrence -suggested) should have associated recommended actions• Classification should have defined criteria for application

• EXAMPLE:• Cannot see out of front window – severity 9 – incorrect vent location –

occurrence 2• Air conditioner makes cab too cold – severity 5 - Incorrect routing of vent hoses(too close to heat source) – occurrence 6


Potential Cause(s)/Mechanism(s) of failure

• Definition: an indication of a design weakness,the consequence of which is the failure mode

• Every conceivable failure cause or mechanismshould be listed

• Each cause or mechanism should be listed asconcisely and completely as possible so effortscan be aimed at pertinent causes


• Definition: an indication of a design weakness,the consequence of which is the failure mode

• Every conceivable failure cause or mechanismshould be listed

• Each cause or mechanism should be listed asconcisely and completely as possible so effortscan be aimed at pertinent causes


Cause(s) of Failure

• EXAMPLE:• Incorrect location of vents• Incorrect routing of vent hoses (too close to heatsource)• Inadequate coolant capacity for application

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• EXAMPLE:• Incorrect location of vents• Incorrect routing of vent hoses (too close to heatsource)• Inadequate coolant capacity for application


Potential Cause Mechanism• Tolerance build up• insufficient material• insufficient lubrication capacity• Vibration• Foreign Material• Interference• Incorrect Material thickness specified• exposed location• temperature expansion• inadequate diameter• Inadequate maintenance instruction• Over-stressing• Over-load• Imbalance• Inadequate tolerance

•Yield

•Fatigue

•Material instability

•Creep

•Wear

•Corrosion


• Tolerance build up• insufficient material• insufficient lubrication capacity• Vibration• Foreign Material• Interference• Incorrect Material thickness specified• exposed location• temperature expansion• inadequate diameter• Inadequate maintenance instruction• Over-stressing• Over-load• Imbalance• Inadequate tolerance

•Yield

•Fatigue

•Material instability

•Creep

•Wear

•Corrosion


Occurrence

• Definition: likelihood that a specificcause/mechanism will occur

• Be consistent when assigning occurrence• Removing or controlling the cause/mechanism

though a design change is only way to reducethe occurrence rating


• Definition: likelihood that a specificcause/mechanism will occur

• Be consistent when assigning occurrence• Removing or controlling the cause/mechanism

though a design change is only way to reducethe occurrence rating


Occurrence

• EXAMPLE:• Incorrect location of vents – occurrence 3• Incorrect routing of vent hoses (too close toheat source) – occurrence 6• Inadequate coolant capacity for application –occurrence 2

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• EXAMPLE:• Incorrect location of vents – occurrence 3• Incorrect routing of vent hoses (too close toheat source) – occurrence 6• Inadequate coolant capacity for application –occurrence 2


Current Design Controls• Definition: activities which will assure the design adequacy for

the failure cause/mechanism under consideration• Confidence Current Design Controls will detect cause and

subsequent failure mode prior to production, and/or willprevent the cause from occurring– If there are more than one control, rate each and select the lowest for

the detection rating• Control must be allocated in the plan to be listed, otherwise

it’s a recommended action• 3 types of Controls

– 1. Prevention from occurring or reduction of rate– 2. Detect cause mechanism and lead to corrective actions– 3. Detect the failure mode, leading to corrective actions


• Definition: activities which will assure the design adequacy forthe failure cause/mechanism under consideration

• Confidence Current Design Controls will detect cause andsubsequent failure mode prior to production, and/or willprevent the cause from occurring– If there are more than one control, rate each and select the lowest for

the detection rating• Control must be allocated in the plan to be listed, otherwise

it’s a recommended action• 3 types of Controls

– 1. Prevention from occurring or reduction of rate– 2. Detect cause mechanism and lead to corrective actions– 3. Detect the failure mode, leading to corrective actions


Current Design Controls

• EXAMPLE:• Engineering specifications (P) – preventive control• Historical data (P) – preventive control• Functional testing (D) – detective control• General vehicle durability (D) – detective control

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• EXAMPLE:• Engineering specifications (P) – preventive control• Historical data (P) – preventive control• Functional testing (D) – detective control• General vehicle durability (D) – detective control


Examples of Controls

• Type 1 control– Warnings which alert

product user toimpending failure

– Fail/safe features– Design

procedures/guidelines/specifications

• Type 2 and 3 controls– Road test– Design Review– Environmental test– fleet test– lab test– field test– life cycle test– load test


• Type 1 control– Warnings which alert

product user toimpending failure

– Fail/safe features– Design

procedures/guidelines/specifications

• Type 2 and 3 controls– Road test– Design Review– Environmental test– fleet test– lab test– field test– life cycle test– load test


Detection

• Detection values should correspond with AIAG, SAE• If detection values are based upon internally defined criteria, a reference

must be included in FMEA to rating table with explanation for use• Detection is the value assigned to each of the detective controls• Detection values of 1 must eliminate the potential for failures due to design

deficiency

• EXAMPLE:• Engineering specifications – no detection value• Historical data – no detection value• Functional testing – detection 3• General vehicle durability – detection 5

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• Detection values should correspond with AIAG, SAE• If detection values are based upon internally defined criteria, a reference

must be included in FMEA to rating table with explanation for use• Detection is the value assigned to each of the detective controls• Detection values of 1 must eliminate the potential for failures due to design

deficiency

• EXAMPLE:• Engineering specifications – no detection value• Historical data – no detection value• Functional testing – detection 3• General vehicle durability – detection 5


RPN (Risk Priority Number)

• Risk Priority Number is a multiplication of the severity, occurrenceand detection ratings• Lowest detection rating is used to determine RPN• RPN threshold should not be used as the primary trigger fordefinition of recommended actions

• EXAMPLE:• Cannot see out of front window – severity 9, – incorrect ventlocation – 2, Functional testing – detection 3, RPN - 54

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


TargetComplete

Date

RecommendedActions

RPN

Detec


Occur

PotentialCause(s)/


Class

Sev


Failure


Item

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


CompleteDate

RecommendedActions

RPN

Detec

Current

Controls

Occur

PotentialCause(s)/


Class

Sev


Failure

Function


• Risk Priority Number is a multiplication of the severity, occurrenceand detection ratings• Lowest detection rating is used to determine RPN• RPN threshold should not be used as the primary trigger fordefinition of recommended actions

• EXAMPLE:• Cannot see out of front window – severity 9, – incorrect ventlocation – 2, Functional testing – detection 3, RPN - 54


Risk Priority Number(RPN)

• Severity x Occurrence x Detection• RPN is used to prioritize concerns/actions• The greater the value of the RPN the greater the

concern• RPN ranges from 1-1000• The team must make efforts to reduce higher RPNs

through corrective action• General guideline is over 100 = recommended action


• Severity x Occurrence x Detection• RPN is used to prioritize concerns/actions• The greater the value of the RPN the greater the

concern• RPN ranges from 1-1000• The team must make efforts to reduce higher RPNs

through corrective action• General guideline is over 100 = recommended action


Risk Priority Numbers (RPN's)• Severity

– Rates the severity of the potential effect of the failure.• Occurrence

– Rates the likelihood that the failure will occur.• Detection

– Rates the likelihood that the problem will be detectedbefore it reaches the end-user/customer.

• RPN rating scales usually range from 1 to 5 orfrom 1 to 10, with the higher numberrepresenting the higher seriousness or risk.


• Severity– Rates the severity of the potential effect of the failure.

• Occurrence– Rates the likelihood that the failure will occur.

• Detection– Rates the likelihood that the problem will be detected

before it reaches the end-user/customer.

• RPN rating scales usually range from 1 to 5 orfrom 1 to 10, with the higher numberrepresenting the higher seriousness or risk.


RPN Considerations• Rating scale example:

– Severity = 10 indicates that the effect is veryserious and is “worse” than Severity = 1.

– Occurrence = 10 indicates that the likelihood ofoccurrence is very high and is “worse” thanOccurrence = 1.

– Detection = 10 indicates that the failure is notlikely to be detected before it reaches the enduser and is “worse” than Detection = 1.


• Rating scale example:– Severity = 10 indicates that the effect is very

serious and is “worse” than Severity = 1.– Occurrence = 10 indicates that the likelihood of

occurrence is very high and is “worse” thanOccurrence = 1.

– Detection = 10 indicates that the failure is notlikely to be detected before it reaches the enduser and is “worse” than Detection = 1.

1 5 10


RPN Considerations (continued)

• RPN ratings are relative to a particularanalysis.– An RPN in one analysis is comparable to other

RPNs in the same analysis …– … but an RPN may NOT be comparable to RPNs

in another analysis.


• RPN ratings are relative to a particularanalysis.– An RPN in one analysis is comparable to other

RPNs in the same analysis …– … but an RPN may NOT be comparable to RPNs

in another analysis.

1 5 10


RPN Considerations (continued)

• Because similar RPN's can result in severaldifferent ways (and represent different typesof risk), analysts often look at the ratings inother ways, such as:– Occurrence/Severity Matrix (Severity and

Occurrence).– Individual ratings and various ranking tables.


• Because similar RPN's can result in severaldifferent ways (and represent different typesof risk), analysts often look at the ratings inother ways, such as:– Occurrence/Severity Matrix (Severity and

Occurrence).– Individual ratings and various ranking tables.

1 5 10


Recommended Actions• Definition: tasks recommended for the purpose of

reducing any or all of the rankings• Only design revision can bring about a reduction in

the severity ranking• Examples of Recommended actions

– Perform:• Designed experiments• reliability testing• finite element analysis

– Revise design– Revise test plan– Revise material specification


• Definition: tasks recommended for the purpose ofreducing any or all of the rankings

• Only design revision can bring about a reduction inthe severity ranking

• Examples of Recommended actions– Perform:

• Designed experiments• reliability testing• finite element analysis

– Revise design– Revise test plan– Revise material specification


Recommended Actions

• All critical or significant characteristics must have recommendedactions associated with them

• Recommended actions should be focused on design, anddirected toward mitigating the cause of failure, or eliminating thefailure mode

• If recommended actions cannot mitigate or eliminate thepotential for failure, recommended actions must forcecharacteristics to be forwarded to process FMEA for processmitigation

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


TargetComplete

Date

RecommendedActions

RPN

Detec


Occur

PotentialCause(s)/


Class

Sev


Failure


Item

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


CompleteDate

RecommendedActions

RPN

Detec

Current

Controls

Occur

PotentialCause(s)/


Class

Sev


Failure

Function


• All critical or significant characteristics must have recommendedactions associated with them

• Recommended actions should be focused on design, anddirected toward mitigating the cause of failure, or eliminating thefailure mode

• If recommended actions cannot mitigate or eliminate thepotential for failure, recommended actions must forcecharacteristics to be forwarded to process FMEA for processmitigation


Responsibility & Target Completion Date

• All recommended actions must have a personassigned responsibility for completion of the action• Responsibility should be a name, not a title• Person listed as responsible for an action must also be

listed as a team member• There must be a completion date accompanying each

recommended action

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


TargetComplete

Date

RecommendedActions

RPN

Detec


Occur

PotentialCause(s)/


Class

Sev


Failure


Item

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


CompleteDate

RecommendedActions

RPN

Detec

Current

Controls

Occur

PotentialCause(s)/


Class

Sev


Failure

Function


• All recommended actions must have a personassigned responsibility for completion of the action• Responsibility should be a name, not a title• Person listed as responsible for an action must also be

listed as a team member• There must be a completion date accompanying each

recommended action


Action Results

• Unless the failure mode has been eliminated, severityshould not change

• Occurrence may or may not be lowered based upon theresults of actions

• Detection may or may not be lowered based upon theresults of actions

• If severity, occurrence or detection ratings are notimproved, additional recommended actions must to bedefined

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


TargetComplete

Date

RecommendedActions

RPN

Detec


Occur

PotentialCause(s)/


Class

Sev


Failure


Item

DetectPrevent

RPN

DET

OCC

SEV

ActionTaken


CompleteDate

RecommendedActions

RPN

Detec

Current

Controls

Occur

PotentialCause(s)/


Class

Sev


Failure

Function


• Unless the failure mode has been eliminated, severityshould not change

• Occurrence may or may not be lowered based upon theresults of actions

• Detection may or may not be lowered based upon theresults of actions

• If severity, occurrence or detection ratings are notimproved, additional recommended actions must to bedefined


Exercise Design FMEA

• Perform A DFMEA on a pressure cooker



Pressure Cooker Safety Features

• 1. Safety valve relieves pressure before itreaches dangerous levels.

• 2. Thermostat opens circuit through heatingcoil when the temperature rises above 250° C.

• 3. Pressure gage is divided into green and redsections. "Danger" is indicated when thepointer is in the red section.


• 1. Safety valve relieves pressure before itreaches dangerous levels.

• 2. Thermostat opens circuit through heatingcoil when the temperature rises above 250° C.

• 3. Pressure gage is divided into green and redsections. "Danger" is indicated when thepointer is in the red section.


Pressure Cooker FMEA

• Define Scope:• 1. Resolution - The analysis will be restricted

to the four major subsystems (electricalsystem, safety valve, thermostat, and pressuregage).

• 2. Focus - Safety


• Define Scope:• 1. Resolution - The analysis will be restricted

to the four major subsystems (electricalsystem, safety valve, thermostat, and pressuregage).

• 2. Focus - Safety


Pressure cooker block diagramProduction & Industrial Management II (TE Prod S/W) Unit VI

FMEA


Process FMEA

• Definition:– A documented analysis which begins with a teams

thoughts concerning requirements that could gowrong and ending with defined actions whichshould be implemented to help prevent and/ordetect problems and their causes.

– A proactive tool to identify concerns with thesources of variation and then define and takecorrective action.


• Definition:– A documented analysis which begins with a teams

thoughts concerning requirements that could gowrong and ending with defined actions whichshould be implemented to help prevent and/ordetect problems and their causes.

– A proactive tool to identify concerns with thesources of variation and then define and takecorrective action.


PFMEA as a tool…

• To access risk or the likelihood of significantproblem

• Trouble shoot problems• Guide improvement aid in determining where

to spend time and money• Capture learning to retain and share

knowledge and experience


• To access risk or the likelihood of significantproblem

• Trouble shoot problems• Guide improvement aid in determining where

to spend time and money• Capture learning to retain and share

knowledge and experience


Customer RequirementsDeign Specifications

Key Product CharacteristicsMachine Process Capability

ProcessFlow

DiagramProcess FMEA

ProcessControl

Plan

OperatorJob

Instructions


ProcessFlow

DiagramProcess FMEA

ProcessControl

Plan

OperatorJob

Instructions

Conforming ProductReduced Variation

Customer Satisfaction


Inputs for PMEA

• Process flow diagram• Assembly instructions• Design FMEA• Current engineering drawings and specifications• Data from similar processes

– Scrap– Rework– Downtime– Warranty


• Process flow diagram• Assembly instructions• Design FMEA• Current engineering drawings and specifications• Data from similar processes

– Scrap– Rework– Downtime– Warranty


Process Function Requirement

• Brief description of the manufacturing processor operation

• The PFMEA should follow the actual workprocess or sequence, same as the process flowdiagram

• Begin with a verb


• Brief description of the manufacturing processor operation

• The PFMEA should follow the actual workprocess or sequence, same as the process flowdiagram

• Begin with a verb


Team Members for a PFMEA

• Process engineer• Manufacturing supervisor• Operators• Quality• Safety• Product engineer• Customers• Suppliers


• Process engineer• Manufacturing supervisor• Operators• Quality• Safety• Product engineer• Customers• Suppliers


PFMEA Assumptions

• The design is valid• All incoming product is to design specifications• Failures can but will not necessarily occur• Design failures are not covered in a PFMEA,

they should have been part of the designFMEA


• The design is valid• All incoming product is to design specifications• Failures can but will not necessarily occur• Design failures are not covered in a PFMEA,

they should have been part of the designFMEA


Potentional Failure Mode

• How the process or product may fail to meetdesign or quality requirements

• Many process steps or operations will havemultiple failure modes

• Think about what has gone wrong from pastexperience and what could go wrong


• How the process or product may fail to meetdesign or quality requirements

• Many process steps or operations will havemultiple failure modes

• Think about what has gone wrong from pastexperience and what could go wrong


Common Failure Modes

• Assembly– Missing parts– Damaged– Orientation– Contamination– Off location

• Torque– Loose or over torque– Missing fastener– Cross threaded

• Machining– Too narrow– Too deep– Angle incorrect– Finish not to

specification– Flash or not cleaned


• Assembly– Missing parts– Damaged– Orientation– Contamination– Off location

• Torque– Loose or over torque– Missing fastener– Cross threaded

• Machining– Too narrow– Too deep– Angle incorrect– Finish not to

specification– Flash or not cleaned


Potentional failure modes

• Sealant– Missing– Wrong material applied– Insufficient or excessive

material– dry

• Drilling holes– Missing– Location– Deep or shallow– Over/under size– Concentricity– angle


• Sealant– Missing– Wrong material applied– Insufficient or excessive

material– dry

• Drilling holes– Missing– Location– Deep or shallow– Over/under size– Concentricity– angle


Potential effects

• Think of what the customer will experience– End customer– Next user-consequences due to failure mode

• May have several effects but list them in samecell

• The worst case impact should be documentedand rated in severity of effect


• Think of what the customer will experience– End customer– Next user-consequences due to failure mode

• May have several effects but list them in samecell

• The worst case impact should be documentedand rated in severity of effect


Potential Effects

• End user– Noise– Leakage– Odor– Poor appearance– Endangers safety– Loss of a primary

function– performance

• Next operation– Cannot assemble– Cannot tap or bore– Cannot connect– Cannot fasten– Damages equipment– Does not fit– Does not match– Endangers operator


• End user– Noise– Leakage– Odor– Poor appearance– Endangers safety– Loss of a primary

function– performance

• Next operation– Cannot assemble– Cannot tap or bore– Cannot connect– Cannot fasten– Damages equipment– Does not fit– Does not match– Endangers operator


Severity Ranking• How the effects of a potential failure mode may

impact the customer• Only applies to the effect and is assigned with

regard to any other rating

Potential effects offailure

Severity


Potential effects offailure

Severity

Cannot assemblebolt(5)

Endangersoperator(10)

Vibration (6)

10

Take the highest effectranking


Classification

• Use this column to identify any requirementthat may require additional process control– ∙KC∙ - key characteristic– ∙F∙ – fit or function– ∙S∙ - safety

– Your company may have a different symbol


• Use this column to identify any requirementthat may require additional process control– ∙KC∙ - key characteristic– ∙F∙ – fit or function– ∙S∙ - safety

– Your company may have a different symbol


Potential Causes• Cause indicates all the things that may be

responsible for a failure mode.• Causes should items that can have action completed

at the root cause level (controllable in the process)• Every failure mode may have multiple causes which

creates a new row on the FMEA• Avoid using operator dependent statements i.e.

“operator error” use the specific error such as“operator incorrectly located part” or “operator crossthreaded part”


• Cause indicates all the things that may beresponsible for a failure mode.

• Causes should items that can have action completedat the root cause level (controllable in the process)

• Every failure mode may have multiple causes whichcreates a new row on the FMEA

• Avoid using operator dependent statements i.e.“operator error” use the specific error such as“operator incorrectly located part” or “operator crossthreaded part”


Potential Causes

• Equipment– Tool wear– Inadequate pressure– Worn locator– Broken tool– Gauging out of

calibration– Inadequate fluid levels

• Operator– Improper torque– Selected wrong part– Incorrect tooling– Incorrect feed or speed

rate– Mishandling– Assembled upside down– Assembled backwards


• Equipment– Tool wear– Inadequate pressure– Worn locator– Broken tool– Gauging out of

calibration– Inadequate fluid levels

• Operator– Improper torque– Selected wrong part– Incorrect tooling– Incorrect feed or speed

rate– Mishandling– Assembled upside down– Assembled backwards


Occurrence Ranking

• How frequent the cause is likely to occur• Use other data available

– Past assembly processes– SPC– Warranty

• Each cause should be ranked according to theguideline


• How frequent the cause is likely to occur• Use other data available

– Past assembly processes– SPC– Warranty

• Each cause should be ranked according to theguideline


Current Process Controls

• All controls should be listed, but ranking shouldoccur on detection controls only

• List the controls chronologically– Don not include controls that are outside of your plant

• Document both types of process controls– Preventative- before the part is made

• Prevent the cause, use error proofing at the source

– Detection- after the part is made• Detect the cause (mistake proof)• Detect the failure mode by inspection


• All controls should be listed, but ranking shouldoccur on detection controls only

• List the controls chronologically– Don not include controls that are outside of your plant

• Document both types of process controls– Preventative- before the part is made

• Prevent the cause, use error proofing at the source

– Detection- after the part is made• Detect the cause (mistake proof)• Detect the failure mode by inspection


Process Controls

• Preventative– SPC– Inspection verification– Work instructions– Maintenance– Error proof by design– Method sheets– Set up verification– Operator training

• Detection– Functional test– Visual inspection– Touch for quality– Gauging– Final test


• Preventative– SPC– Inspection verification– Work instructions– Maintenance– Error proof by design– Method sheets– Set up verification– Operator training

• Detection– Functional test– Visual inspection– Touch for quality– Gauging– Final test


Detection

• Probability the defect will be detected byprocess controls before next or subsequentprocess, or before the part or componentleaves the manufacturing or assembly location

• Likely hood the defect will escape themanufacturing location

• Each control receives its own detectionranking, use the lowest rating for detection


• Probability the defect will be detected byprocess controls before next or subsequentprocess, or before the part or componentleaves the manufacturing or assembly location

• Likely hood the defect will escape themanufacturing location

• Each control receives its own detectionranking, use the lowest rating for detection


Risk Priority Number (RPN)

• RPN provides a method for a prioritizingprocess concerns

• High RPN’s warrant corrective actions• Despite of RPN, special consideration should

be given when severity is high especially inregards to safety


• RPN provides a method for a prioritizingprocess concerns

• High RPN’s warrant corrective actions• Despite of RPN, special consideration should

be given when severity is high especially inregards to safety


RPN as a measure of risk

• An RPN is like a medical diagnostic, predictingthe health of the patient

• At times a persons temperature, bloodpressure, or an EKG can indicate potentialconcerns which could have severe impacts orimplications


• An RPN is like a medical diagnostic, predictingthe health of the patient

• At times a persons temperature, bloodpressure, or an EKG can indicate potentialconcerns which could have severe impacts orimplications


Recommended Action

• Definition: tasks recommended for thepurpose of reducing any or all of the rankings


• Process instructions (P)• Training (P)• Can’t assemble at next station (D)• Visual Inspection (D)• Torque Audit (D)


• Definition: tasks recommended for thepurpose of reducing any or all of the rankings


• Process instructions (P)• Training (P)• Can’t assemble at next station (D)• Visual Inspection (D)• Torque Audit (D)


Process FMEA document

ProcessFlow

Diagram

ProcessChanges

Current orExpected

qualityperformance

CustomerDesign

requirements

Implementationand verification

RecommendedCorrective actions

i.e.Error proofing

PMEA as a Info HubProduction & Industrial Management II (TE Prod S/W) Unit VI

FMEA

ProcessControl

Plan

OperatorJob

Instructions

Continuous Improvement EffortsAnd RPN reduction loop

Communication of standardof work to operators


FMEA process flow

Process FMEA exercise

• Task: Produce and mail sets of contributionrequests for Breast Cancer research

• Outcome: Professional looking requests tosupport research for a cure, 50 sets ofinformation, contribution request, and returnenvelope


• Task: Produce and mail sets of contributionrequests for Breast Cancer research

• Outcome: Professional looking requests tosupport research for a cure, 50 sets ofinformation, contribution request, and returnenvelope


Requirements• No injury to operators or users• Finished dimension fits into envelope• All items present (info sheet, contribution form, and return envelope)

{KEY}• All pages in proper order (info sheet, contribution form, return envelope)

{KEY}• No tattered edges• No dog eared sheets• Items put together in order (info sheet [folded to fit in legal envelope],

contribution sheet, return envelope) {KEY}• General overall neat and professional appearance• Proper first class postage on envelopes• Breast cancer seal on every envelope sealing the envelope on the back• Mailing label, stamp and seal on placed squarely on envelope {KEY}• Rubber band sets of 25


• No injury to operators or users• Finished dimension fits into envelope• All items present (info sheet, contribution form, and return envelope)

{KEY}• All pages in proper order (info sheet, contribution form, return envelope)

{KEY}• No tattered edges• No dog eared sheets• Items put together in order (info sheet [folded to fit in legal envelope],

contribution sheet, return envelope) {KEY}• General overall neat and professional appearance• Proper first class postage on envelopes• Breast cancer seal on every envelope sealing the envelope on the back• Mailing label, stamp and seal on placed squarely on envelope {KEY}• Rubber band sets of 25


Process steps

• Fold information sheet to fit in legal envelope• Collate so each group includes all components• Stuff envelopes• Affix address, postage, and seal• Rubber bands sets of 25• Deliver to post office for mail today by 5 pm


• Fold information sheet to fit in legal envelope• Collate so each group includes all components• Stuff envelopes• Affix address, postage, and seal• Rubber bands sets of 25• Deliver to post office for mail today by 5 pm


Hints for a successful FMEA

• Take your time in defining functions• Ask a lot of questions:

– Can this happen…..– What would happen if the user….

• Make sure everyone is clear on Function• Be careful when modifying other FMEAs


• Take your time in defining functions• Ask a lot of questions:

– Can this happen…..– What would happen if the user….

• Make sure everyone is clear on Function• Be careful when modifying other FMEAs


10 steps to conduct a FMEA1. Review the design or process2. Brainstorm potential failure modes3. List potential failure effects4. Assign Severity ratings5. Assign Occurrence ratings6. Assign detection rating7. Calculate RPN8. Develop an action plan to address high RPN’s9. Take action10. Reevaluate the RPN after the actions are completed


1. Review the design or process2. Brainstorm potential failure modes3. List potential failure effects4. Assign Severity ratings5. Assign Occurrence ratings6. Assign detection rating7. Calculate RPN8. Develop an action plan to address high RPN’s9. Take action10. Reevaluate the RPN after the actions are completed


Reasons FMEA’s fail1. One person is assigned to complete the FMEA.2. Not customizing the rating scales with company specific

data, so they are meaningful to your company3. The design or process expert is not included in the FMEA or

is allowed to dominate the FMEA team4. Members of the FMEA team are not trained in the use of

FMEA, and become frustrated with the process5. FMEA team becomes bogged down with minute details of

design or process, losing sight of the overall objective


1. One person is assigned to complete the FMEA.2. Not customizing the rating scales with company specific

data, so they are meaningful to your company3. The design or process expert is not included in the FMEA or

is allowed to dominate the FMEA team4. Members of the FMEA team are not trained in the use of

FMEA, and become frustrated with the process5. FMEA team becomes bogged down with minute details of

design or process, losing sight of the overall objective


Reasons FMEA’s fail

6. Rushing through identifying the failure modes tomove onto the next step of the FMEA

7. Listing the same potential effect for every failure i.e.customer dissatisfied.

8. Stopping the FMEA process when the RPN’s arecalculated and not continuing with therecommended actions.

9. Not reevaluating the high RPN’s after the correctiveactions have been completed.


6. Rushing through identifying the failure modes tomove onto the next step of the FMEA

7. Listing the same potential effect for every failure i.e.customer dissatisfied.

8. Stopping the FMEA process when the RPN’s arecalculated and not continuing with therecommended actions.

9. Not reevaluating the high RPN’s after the correctiveactions have been completed.


World Class Management Techniques

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Transcript of World Class Management Techniques