Quality Engineering (ME522)

Transcription

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2 Quality Engineering (ME522) Dr. Monoj Bardalai Assistant Professor Department of Mechanical Engineering Tezpur University

3 Introduction: Total Quality Management (TQM) 6 Basic concepts 1. Involvement of management from top to bottom to provide organisational support. 2. Satisfaction of customers-internal and external 3. Effective involvement of workforce 4. Continuous improvement 5. Treating suppliers as partners 6. Performance measures of the processes/organisations

4 Difference between new and old culture Quality element Old culture TQM Definition Product oriented Customer oriented Decision Short term Long term Emphasis detection prevention Responsibility Quality control Everyone Problem solving managers Team Manager s role Plan, control and detection Coach, facilitate and deligate

5 Quality is the degree excellency Q=P/E

6 Garvin s definition of quality 1. Relative quality: comparison of features and characteristics. 2. Product based: quantity of some product attributes. 3. User based: fitness for intended use. 4. Manufacturing based: conformance to specification 5. Value based: in terms of cost and prices. Quality product is that which provides performance at an acceptable price and conformance at an acceptable cost

7 Dimensions of quality 1. Performance 2. Features 3. Conformance 4. Reliability 5. Durability 6. Service 7. Response 8. Aesthetics 9. Reputation

8 Deming s (Dr. W. Edward Deming) Philosophy (Deming s 14 principle) Sl No 1. Create and publish the aim and purpose of the organisation 2. Learn/adopt the new philosophy 3. Understand the purpose of inspection 4. Stop awarding business based on price alone 5. Improve constantly and forever the system 6. Institute training 7. Teach the institute leadership to improve all job functions. Sl No 8. Remove fear and create trust and climate for innovation 9. Optimise the efforts of team, groups and staff 10. Eliminate exhortation 11. (a) Eliminate numerical quotas (b) Eliminate management by objectives 12. Remove barriers that rob the pride of workmanship 13. Encourage education and self improvement for everyone 14. Include all and take action to accomplish the transformation

9 Barriers in implementing Deming s principles Lack of management commitment Inability to change organisational culture Improper planning Lack of continuous training Incompatible organizational structure and isolated centers/departments. Ineffective measuring technique and lack of data and results Inadequate attention to the customers Inadequate use of empowerment and team work

10 Deming s chain reaction 1. Improve quality of products and services a step that will in itself begin to instill pride in workers who contribute to an organization s quality improvement. 2. Costs will decrease as a result of this emphasis on quality rather than quantity. 3. Productivity in fact will increase as workers see meaning in their efforts. 4. Organizations can expand their market share by increasing productivity. 5. This will allow them to stay in business. 6. This will also expand the opportunities for workers by adding jobs and improving training

11 Deming s chain reaction (contd.)

12 Chapter 1: Leadership Needs the understandings of human nature-basic needs and abilities of people as follows: 1. People needs security and independence at the same time. 2. People are sensitive about rewards and punishment. 3. People wants to hear the word of praise. 4. People can process only few facts at a time. 5. People trust the emotional reaction rather than the statistical data. 6. People distrust the leader s impressive words if there is no link with the works

13 Role of a senior manager 1. Senior manger must understand the theory of MBWA (Management by Wandering Around) 2. A senior manager s role is not to take the final decision alone. 3. Senior manager must find time to celebrate the success. 4. Senior manager must be visibly and actively engaged in quality efforts by serving on team, coaching team, teaching, delegating etc. 5. A senior manager must listen to the customers. 6. Senior manager must communicate effectively

14 Quality council Provides the overall direction in order to build quality into culture. Composition-CEO, senior managers of all functional areas such as design, finance, production, etc. General duties- 1. Develop mission, vision and quality policy statement by taking all inputs. 2. Develop the strategic planning. 3. Create total education and training plan. 4. Determine and continuously monitor the cost of poor quality. 5. Determine the performance measures of the organisation. 6. Establish or revise the recognition and reward system

15 Quality statements Vision statement Mission statement Quality policy statement

16 Quality policy statement It s a guide for everyone in the organisation as to how they should provide products and services to customers. It is written by the CEO by taking feedback from the customers and approved at the quality council. Some common objectives: Quality first among all. Meet the needs of customers. Equal or exceed the competition. Continually improve the quality. Utilise the entire workforce

17 Strategic planning Short term (1-3 yr) and long term(3-10 yr) Goals and objectives 1. Goals are measurable, only measurable goals can be achieved. 2. Goals must be definite, specific and understandable. 3. Goals should be based on statistical data. 4. Goals must have plan or methods with resources to achieve it. 5. Goals must be challenging yet achievable

18 Seven steps to strategic quality planning Customer needs Customer positioning Predict the future Gap analysis Closing the gap Alingment Implementation

19 Shared values Treat others with uncompromising truth. Lavish trust on your associates. Mentor unselfishly Be receptive to new ideas disregarding their origin Take personnel risk for the sake of the organisation Give credit where credit is due Don t trust the dishonest dollar Put the interest of others before your own

20 Characteristics of leaders 1. They give the importance on customers 2. They empower rather than control the subordinates 3. They train or coach rather than direct or supervise 4. They emphasise on improvement rather than maintenance 5. They prefer on prevention rather than detection 6. They encourage on collaboration rather than competition 7. They learn from problems 8. They give importance on continuous improvement 9. They choose suppliers based on quality, not on price 10. They encourage and recognise the team effort

21 Chapter 2: Customer Satisfaction Customer Front line representatives Functional operational areas Senior managers CEO

22 James Teboul customer satisfaction model Company offer Customer satisfaction Customer needs

23 Types of customer Internal customer/internal supplier i/p from external suppliers Design/ analysis Welding Assembly/ Fabrication o/p to external suppliers Modeling Preparation of parts Surface finishing Inspection /failure analysis Fig. Customer supplier chain

24 Voice of customer How the voice of customer is heard Focus group NBA Design review Survey Site visit Who is the customer Internal External Affinity diagram QFD For listening For evaluating Voice of customer Team meeting Data control How voice of the customer is evaluated Who has what responsibilities

25 Customer retention Activities that produce the necessary customer satisfaction that creates customer loyality. System Internal service quality Employee satisfaction Driver Employee retention External service quality Customer retention Profit Customer satisfaction Fig. Profitability and customer retention

26 Quality Function Deployment (QFD) A technique or discipline for optimising the process of developing and producing new products based on customer needs. Thus, it translates customer requirements into company requirements. QFD has five steps: Identify the customer needs. Translate the requirements into technical requirements. Turn the technical requirements into end products specifications. Design the process to deliver the end product or service. Plan the activities necessary to produce required output

27 House of Quality Correlation matrix Technical requirement How the customer rates the product of the company in relative to the competitors Voice of customer How much the company pays for the performance against the cometititors Relationship Strong Medium weak Competitive technical requirement Operational goals or target Customer competitive expectations

28 Affinity diagram Ungrouped ideas Ungrouped ideas A B C D Fig. a Fig. b

29 Relationship diagram Teacher/facilitator Learner 1 Course material Learner 2 Learner

30 Tree diagram Hygienic Good food Quality ingredient Satisfied customer in a restaurant Good service Pleasant surrounding Good recipe Pleasant response/attention Professional waiter Comfortable atmosphere Good sitting arrangement Impressive decor

31 Probability Tree diagram

32 Matrix diagram

33 Matrix diagram

34 Customer perception of quality American society for quality (ASQ) shows the following rankings: Performance fitness for use, reliability, maintainability Features Service Warranty Price Reputation

35 Feedback collecting tools Comment card Survey Focus group Toll free telephone number/ /chat/tweeter etc. Customer visit Report card

36 Kano model (Prof. Noriaki Kano in 1980) Customer satisfied Requirements not fulfilled Requirements fulfilled Customer not satisfied

37 Chapter 3: Employee Involvement Maslow s Hierarchy of needs: Motivation Self actualization Esteem Social Security Survival

38 Herzberg s two factor theory Motivators- recognition, responsibility, achievement, advancement etc. (equivalent to Maslow s upper level) Dissatisfiers/hygiene factor-salary, fringe benefits, working condition, organisational policy and technical supervision

39 Employee wants and manager s perception of employee wants: Factors Employee rating Manager rating Interesting work 1 5 Appreciation 2 8 Involvement 3 10 Job security 4 2 Good pay 5 1 Promotion/growth 6 3 Good working condition 7 4 Loyalty to employees 8 7 Help with personal problems 9 9 Tactful discipline

40 Achievement of motivated workforce 1. Know the self 2. Know your employees 3. Establish a positive attitude 4. Share the goals 5. Monitor progress 6. Communicate effectively 7. Celebrate the success 8. Develop interesting work Job rotation (Fig. a) Job enlargement (Fig. b) Job enrichment (Fig. b)

41 Job rotation, Job enlargement, Job enrichment Fig. a. Job rotation Fig. b. Job enlargement and job enrichment Fig. c. Job rotation, Job enlargement and job enrichment

42 Merits of job rotation, job enragement and job enrichment Benefits of job rotation Helps managers to explore the hidden talent Helps individuals to explore their interest Identifies knowledge, skills and attitudes Motivate employees to deal with new challenges Benefits of job enlargement Interesting and challenging job Improves in decision making Identifies future managerial calibre Identifies higher order needs of employees Reduces workload of superiors Benefits of job enrichment Gives the worker autonomy, responsibility and control The worker get achievement, recognition and self actualisation The worker get the sense of belongingness and importance in the organisation The workers find the job more meaningful Motivates the worker to give best performance