Unit3 TQM tools And Techniques 1 Lesson1 Benchmarking

Unit-3 TQM tools And Techniques 1

Lesson-1 Benchmarking.

Introduction: q Benchmarking is comparing one's business processes and performance metrics to industry bests and best practices from other companies. In project management benchmarking can also support the selection, planning and delivery of projects. . q Benchmarking is the process of determining Who is the very best, Who set the standard and What that standard. q Benchmarking can provide the answers to the following question of an organisation”How are we doing? ””How do we compare with others? ””Are we tracking the right measures? ””Are we using the best practices? ”

Benchmarking Value Cycle:

Benchmarking Concept: �. What is our present perfomance level? How do we do it? What are others perfomance levels? How did they get there? Creative adaptation Break-through performance

Reasons to Benchmark: �The important objectives of benchmarking are as follows: q. Benchmarking aims at a goal setting process to facilitate comparison with the best q. It aims at motivating and stimulating company employees towards the goal q. Its aims at external orientation of the company q. Its aims at identifying a technological break-through q. Its aims at searching for industry best practices

Types of benchmarking: �The benchmarking can be classified into two categories I. Based on the object to be benchmarked II. Based on the organisations against whom one is benchmarking

Based on the object to be benchmarked: 1. Product Benchmarking(This Refers to comparison of different features) 2. Perfomance Benchmarking(This Refers to comparison of perfomance indicator) 3. Process Benchmarking(This Refers to comparison of processes) 4. Strategic Benchmarking(This Refers to examining competitive position in the market place) 5. Generic Benchmarking(This Refers to comparison of general best practices)

Based on the organisation against whom one is benchmarking 1. Internal Benchmarking(It Refers to comparison of perfomance between department, plants etc) 2. External Benchmarking(It Refers to comparison of perfomance with external organisation) 3. Industry Benchmarking(It Refers to Comparison with a group larger than the direct competitor) 4. Competitive Benchmarking(It Refers to comparison of perfomance against direct competitors) 5. Best-in-class Benchmarking(It Refers to comparison of perfomance with best practices) 6. Relationship Benchmarking(It Refers to comparison of prefomance with the benchmarking)

Benchmarking Process: �Steps in Benchmarking Process: 1. Planning 2. Analysis 3. Integration 4. Action 5. Maturity

Benefits of Benchmarking 1. Creating a culture that values continuous improvement to achieve excellence 2. Sharing the best practices between benchmarking partners 3. Prioritizing the areas that need improvement 4. Enhancing the creativity 5. Increasing the sensitivity

Lesson-2 FMEA.

FMEA: �What is FMEA? Failure modes and effects analysis (FMEA) is a step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service. “Failure modes” means the ways, or modes, in which something might fail. . FMEA is used during design to prevent failures.

Types of FMEA: �The several types of FMEA include 1. System FMEA(Analyzes components subsystem and main system in early stage of design) 2. Design FMEA(Analyzes the products/parts before they are released to manufacturing) 3. Process FMEA(Focuses on manufacturing and assembly processes) 4. Service FMEA(Analyzes service industry processes before they are released to impact the customer) 5. Equipment FMEA 6. Maintenance FMEA 7. Concept FMEA 8. Environmental FMEA

Stages of FMEA(FMEA Methodology) 1. Specifying Possibilities q q q 2. Quantifying Risk q q 3. 4. Functions Possible failure modes Root causes Effects Detection/Prevention Probability of cause Severity of effect Effectiveness of control to prevent causes Risk Priority Number(RPN) Correcting High Risk Causes Re-evaluation of Risk

Lesson-3 The Seven traditional tools of quality.

Introduction: q. Problem solving is an integeral part of process improvement in a TQM organisation q. Problem solving tools and techniques are essential to effective process improvement because they help teams uncover the root causes problems and help them develop solution q. The japanese quality guru ishikawa proposed sevent basic tools(Q-7 tools)

List the Seven Tools: 1. 2. 3. 4. 5. 6. 7. Flow Chart Check Sheet Histogram Pareto Diagram Cause and effect diagram Scatter Diagram Control Chart

Relationship between Qc tools and PDCA cycle: S. No Q-7 Tools 1 Flow Chart 2 Check Sheet 3 Histogram 4 Pareto Diagram 5 Cause and effect diagram 6 Scatter diagram 7 Control chart Plan (P) Do (D) Check (C) Act (A)

1. Flow Chart: �Flow chart also known as process flow chart, flow diagram and process deployment flow is a diagrammatic view of the various steps in sequential order that form an overall process in an organisation �When do we use it? ->It used to document and analyze the connection and sequence of events in process

How do we construct it? S. No Symbol Name Meaning 1 Terminator Its indicate start or end of the flow process chart 2 Action Its indicate the process of activity or task 3 Decision Its indicating a decision 4 Arrows Its indicating the direction of flow 5 Link Its indicating a link to another page or another flow diagram

2. Check Sheet: �What is it? ->A Check Sheet also known as tally sheet is a form for systematic data gathering and registering to get a clear view of the facts. �When do we use it? -> A Check list is used to indicate the frequency of a certain occurrence. �How do we construct it? 1. 2. 3. 4. 5. Formulate the objective for collecting data Decide which data is necessary Determaine who and how data will be analyzed Draw a formet of record data Counting by talling list

Types of check sheets: 1. 2. 3. 4. Process Distribution Check Sheet Defective Item Check Sheet Defect Location Check Sheet Defect Factor Check Sheet

3. Histogram: �What is it? ->A histogram is a bar chart/diagram showing a distribution of variable quantities or characteristics. �When do we use it? ->A histogram is used to show clearly where the most frequently occurring value are located and the data is distributed �How do we construct it? -> 1. After the data collection count the number of data value collected 2. Determine the range of the data. Range=Highest value. Lowest value 3. Divide the data value in groups.

Types of histograms and their interpretations: 1. 2. 3. 4. 5. 6. 7. 8. Bell-Shaped Double-peaked Plateau Comb Isolated peak Edged peak Skewed Truncated

4. Pareto Diagram: �What is it? ->A Pareto diagram is a diagnostic tool commonly used for separating the vital few causes that account for a dominant share of quality loss. �When do we use it? ->This analysis can be used in a wide range of situations where one need to prioritise problem based on its reletive importance �How can we construct it? -> 1. Obtain data using a check sheet or brainstorm 2. Arrange the data in decending order 3. Calculate the total and percentage of the total that each category represents 4. Compare the cumulative percentages

5. Cause and effect diagram(Fishbone diagram) �What is it? ->The cause and effect diagram is a graphical tabular chart to list and analyze the potential causes of a problem �The cause and effect diagram also called as fishbone diagram

6. Scatter diagram: �What is it? ->The scatter diagram is a simple graphical divice to depict the relationship between two variables. �Type of scatter diagram patterns 1. Positive correlation 2. Negative correlation 3. No correlation 4. Negative correlation may exit 5. Correlation by stratification 6. Curvilinear realationship

7. Control Chart: �A control chart invented by Walter A shewart is the most widley used tool in statistical process control(SPC) �Types of control chart 1. Control chart for variables 2. Control chart for characteristics

Lesson-4 Six Sigma.

What is sigma? �Definition: Sigma is defined by GE(General Electric) as a vision of quality which equates with only 3. 4 defects per million opportunities(DPMO) for each product or service transaction and strives for perfection. �Six sigma stands for six standard deviation from mean. �Six sigma similar to zero defect(ZD) is a philosophical benchmark or standard of excellence proposed by philip crosby �Six sigma improve the process perfomance , decrease the variation and maintains the quality of the process output. This leads to defect reduction and improvement in profits, product quality and customer satisfaction

Why do we need six sigma? q. Six sigma is nothing but it’s a extension of the control limits +- 3σ limit to +- 6σ limit. q. The chance of a part going outside the control limits from the +- 3σ is 27 parts in 10000 and +- 6σ is 3. 4 parts per million. q. This means that the probability of the parts produced going outside the control limit is such higher in the +- 3σ limit system then in the +- 6σ limit system.

Six sigma process(DMAIC Process): DMAIC Methodol ogy �. Define Measure Analyze Improve Control

Six sigma organization: �. Quality council/Apex council Champion Sponsor Master Black Belt Green Belt Team Members

Advantages of six sigma: q. The advantages of six sigma implementation include is a improvement of customer satisfaction. q Ensure Product/services meeting customer requirements q Improved quality efficiency and cost of products sold q Creation of self sustaining infrastructure q Standardization