TOTAL QUALITY MANAGEMENT (TQM) AT AN ORIGINAL DEVICE
MANUFACTURER (ODM) A CASE STUDY: FAILURE ANALYSIS
DEPERTMENT
GEEVA RAJ A/L RAMANATHAN
A project report submitted in partial fulfilment of the
requirements for the award of the degree of
Master of Engineering in Industrial Engineering
Faculty of Mechanical Engineering
Universiti Teknologi Malaysia.
MAY 2009
iii
To my beloved mother, father, sister and friends
iv
ACKNOWLEDGEMENT
In the effort to materialize this thesis, I had the blessing to engage with many
people, researchers, academicians and practitioners. They have contributed
significantly towards my understanding and thoughts in materializing this write-up.
In particular, I wish to express my sincere appreciation to my main thesis supervisor,
Prof. Dr. Noordin bin Mohd Yusof, for his encouragement, guidance and friendship.
I am also very thankful to my other lecturers namely Prof. Dr. Sha'ri bin
Mohd Yusof, Assoc. Prof Dr. Abd. Rahman bin Abdul Rahim and Dr. Muhamad
Zameri bin Mat Saman for their guidance, advices and motivation. Without their
continued support and interest, this thesis would not have been the same as presented
here.
I am also indebted to Universiti Teknologi Malaysia (UTM) for the facilities
rendered in the successful completion of this thesis namely the UTM Library for
their assistance in supplying the relevant literatures. My fellow postgraduate students
should also be recognised for their support. My sincere appreciation also extends to
all my colleagues and others who have provided assistance at various occasions.
Their views and tips are useful indeed.
Unfortunately, it is not possible to list all of them in this limited space. I am
grateful to all my family members.
v
ABSTRACT
The purpose of this write up is to execute and evaluate a case study
implementation of Total Quality Management (TQM) philosophy at the Failure
Analysis Department of an Original Device Manufacture (ODM). This is an
implementation effort at a very technically inclined entity whereby the preimplementation and post-implementation evaluation highlights the main TQM
elements that mainly influences the entity.
Quantitative and non-quantitative
assessments are used to assess the pre-implementation and post-implementation
changes. Eventually, the implementation efforts are conceptualized. Based on the
implementation, it was identified that Continuous Improvement, Employee
Involvement, and Training and Education are the main TQM elements that influence
the Failure Analysis Department in particular and the ODM in general.
vi
ABSTRAK
Penulisan ini adalah dengan objektive untuk melaksanakan and menilai
sebuah kes penkajian mengenai pelaksanaan falsafah Pengurusan Kualiti
Menyeluruh (Total Quality Management – “TQM”) di Jabatan Analisa Kegagalan,
Sebuah Pembuat Peranti Asli. Ini adalah satu usaha perlaksanaan di sebuah entiti
yang berasaskan kegiatan teknikal. Penilaian sebelum and selepas perlaksaan
digunakan untuk mengenal pasti faktor TQM yang memainkan peranan penting
dalam entiti tersebut. Penilaian kuantitatif and tidak kuantitatif digunakan untuk
menilai perbezaan antara sebelum dan selepas perlaksanaan. Hasil pelaksanaan ini
akan dirumuskan; dan dicatakan proses perlaksanan yang telah diambil. Berasaskan
kes perlaksanaan ini “Pembaikan Berfarsa”, “Penglibitan para pekerja”, dan “Latihan
dan pendidikan” dikenal pasti sebagai faktor TQM yang menpengaruhi Jabatan
Analisa di Sebuah Pembuat Peranti Asli.
vii
TABLE OF CONTENTS
CHAPTER
1
2
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENTS
iv
ABSTRACT
v
ABSTRAK
vi
TABLE OF CONTENTS
vii
LIST OF TABLES
x
LIST OF FIGURES
xi
LIST OF SYMBOLS
xii
LIST OF APPENDIX
xii
INTRODUCTION
1
1.1 Background of the Problem
1
1.2 Statement of the Problem
4
1.3 Objectives
6
1.4 Scope and Key Assumptions
6
1.5 Importance of the Project
9
1.6 Organisation of the Report
10
LITERATURE REVIEW
12
2.1 Overview
12
2.2 Management Leadership and Commitment
16
2.3 Continuous Improvement
17
viii
3
4
5
2.4 Total Customer Satisfaction
17
2.5 Employee Involvement
18
2.6 Training and Education
19
2.7 Reward and Recognition
20
METHODOLOGY
21
3.1 Overview
21
3.2 Quantitative
23
3.3 Non- Quantitative (Subjective)
23
3.4 Data Interpretation Method & Purpose
24
THE CASE STUDY
25
4.1 Pre-implementation assessment:
25
4.1.1 Quantitative
25
4.1.2 Non-Quantitative
29
DISCISSION
35
5.1 Overview
35
5.2 Implementation
38
5.2.1 Training & Education
38
5.2.1.1 Technical Sharing
38
5.2.1.2 Hand-on
39
system/equipment training
5.2.1.3 Soft-Skill Building
40
5.2.1.4 On The Job Coaching
40
5.2.2 Employee Involvement
40
5.2.2.1 Open Door Policy
41
5.2.2.2 Trust Building
42
5.2.2.3 Involvement in
42
Direction Setting for the Department
5.3 Conceptualization of Implementation
43
ix
6
7
REFERENCES
Appendix A
POST-IMPLEMENTATION ASSESSMENT
47
6.1 Quantitative
50
6.2 Non-Quantitative
53
CONCLUSION
55
57
x
LIST OF TABLES
TABLE NO.
TITLE
PAGE
2.1
Main causes of TQM program failures
16
(Martins and de Toledo, 2000 TQM programs:
A framework proposal)
4.1
The breakdown of yield fall out of each
27
process of model X (November 2008)
4.2
Summary of pre-implementation
30
questionnaire survey
4.3
Further breakdown of pre-implementation
32
questionnaire survey breakdown on
the training factor
4.4
Further breakdown of pre-implementation
33
questionnaire survey breakdown on the
employee relation factor
6.1
Breakdown of yield fall out of each
49
process of model X (March 2009)
6.2
Breakdown of yield improvement at
specific stations pre and post implementation
of TQM principles
50
xi
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
2.1
Components of TQM philosophy
15
and their interrelationship
4.1
Fallout trend over a week of production
27
at specific test-station for model “X”
(November 2008)
4.2
High level summary of pre-implementation
34
questionnaire survey.
4.3
Next level details summary
34
of pre-implementation questionnaire survey.
5.1
Goetsch – Davis 20 steps TQM implementation
37
process
5.2
Conceptualization of TQM implementation
46
for this case study: Inside-out concept
6.1
Questionnaire survey data pre and
51
post implementation comparison
6.2
Next level details on questionnaire survey
data pre and post implementation comparison
52
xii
LIST OF SYMBOLS
D, d
-
diameter
F
-
Force
g
-
Gravity = 9.81 m/s
I
-
Moment of inersia
xiii
LIST OF APPENDIX
APPENDIX
A
TITLE
PAGE
Questionnaire survey form
57
iv
CHAPTER 1
INTRODUCTION
This chapter provides the inside to the write up with regards to the problem
statement, objectives of the write up and the organization of the write up.
1.1 Background of the Problem
Quality management has evolved from a tool of system quality management
to a competitive advantage to service in the era of globalization (Jamshed, 2003).
Hence companies have ventured into various quality programs like Total Quality
Management, Lean Manufacturing, ISO19000 certification, Six Sigma-Lean and etc.
As part of the quality drive companies have ventured into the option of having a
Failure Analysis Department within the Quality Assurance Organization. This option
has evolved to become a necessity regardless of the high cost related to the capability
setup. This is accordable to most manufacturing industry but dominantly seen in the
electronic manufacturing industry.
2
The department is set to be the technical team of the Quality Assurance
process. This Failure Analysis Department is seeded with the main purposes of being
behaving as the technical mirror to the manufacturing process’s quality and
reliability, the product design’s quality and reliability and to provide technical
support to the too failures seen at the customer side. The department is to technical
complement all the in-process quality checks that have been put in place eg.
Statistical Process Control (SPC), Total Preventive Maintenance (TPM) and etc.
With the level of expectation defined for a Failure Analysis Department, it is
important that the department practices a certain level of quality management
standard. This is to ensure that the technical analysis done by the department truly
provides a mirror representation of the manufacturing process and product design.
The analysis done by the Failure Analysis Department will be the basis of the
corrective action to be taken by the organization to improve the quality and reliability
of a process or product. This will paint the picture of importance for the department
to practice a quality management standard apart form the multiple literature that
state that quality is the trump-card of competitiveness in all industries (Quek and
Sha’ri, 2003). This is truer then ever in a rapidly evolving technology market such as
electronic manufacturing industry.
Hence it is notable that practicing a particular type of Quality Management is
of upmost important.
This is more important in a rapidly changing industry,
particularly if the corporation is a new player into the market segment where it
multiplies the importance of implementing Quality Management principles at all
levels of the corporation.
The QDM being a company that evolved from an Electronic Manufacturing
Services (EMS) business unit is an ISO9000 certified company using the parents
company’s adaptation. But in reality the ISO9000 procedure is as far as paper work
3
only in practice. The principles of the ISO 9000 are not embraced and put to
practice. This is highly noticeable across the departments at its local manufacturing
plant.
This same atmosphere is also noticeable at the Failure Analysis
Department of the ODM Company. Where by ISO9000 is very much used as a
documentation control guideline rather than an ideology of systematic control. This
was evident as emphasis was more set at proper documentation of the equipment
calibration track sheet, consumable track ability, and etc.
Hence this leads to customer dissatisfaction and product yield impact to the
corporation. As a result’s the plant’s top management decided to embark on a quality
drive. A comprehensive quality ideology needs to be adopted by the company to
achieve its quality targets.
Total Quality Management (TQM) is seen as a holistic quality management
concept meant to address the need of the overall organization with the mindset of
providing the best solution of product and/or service to the corporation’s customer.
(Mohammad Talha, 2004). The analysis/work done by the Failure Analysis
Department of the ODM is seen as a service to the customer. Whereby the customer
in this place could be the internal customers as in the manufacturing department, new
product introductory engineering department, product design engineering department
and others and/or the external customers as in the ODM’s customer.
4
1.2
Statement of the Problem
With the customer flak and yield impact felt by the higher management of the
ODM plant, made them to kick-start a quality drive, resulting in all the department to
look into ways to implement the quality drive from the top management. With the
overall picture painted as in the impact of the Failure Analysis Department to the
ODM organization; where the department’s level of service is seen as critical in
making quality and reliability assessment and correction, and with the department
also provides the confidence to the customers on the after sales commitments, itself
justifies the need of the department to have a strong foundation on quality
management.
With the important issue defined, next it is important to access the current
state of the quality management at the Failure Analysis Department. With the
purpose to make an assessment on the level of satisfaction the customers has towards
the service provided. A benchmark evaluation of the success or impact of any quality
management principle adopted by the department before this point is to be evaluated.
A first hand experience of managing the department showed the magnitude of
disarray state of the company’s quality management, particularly in the Failure
Analysis Department of the company. The magnitude of the disarray can be reflected
by the confidence level of the customers on the department.
This is further
multiplied and reflected by the health state of the product yield.
Another data point based on the personal experience is the confidence level
of the employee of the company/department. This point of assessment reflects the
employee’s involvement, empowerment and the setting of customer satisfaction as a
milestone achievement across all levels of the organization. This point of data
showed a very low confidence and involvement level.
5
A one-to-one dialog session with each employee showed the individual
passion to drive for quality targets is hugely present. But a gap that was common
across the employee is the lack of direction or culture set. The gap ranges from the
amount of involvement, continuous skill building commitment, appreciation of
achievement and the list goes on.
The two points of data, (customer satisfaction and product yield) which
reflect the main success indicators of the company and department points to the need
of a quality management revamp. It also indicates the need for the
company/department to adopt a change in quality management ideology.
Further
more the two points of data call for the dressing of a holistic quality management
ideology with the customer being the centre of the focus.
Hence with all the finger pointing to a quality cultural change adoption, Total
Quality Management (TQM) ideology is seen to be the best fit concept for the
Failure Analysis department. This is so, since the ideology is seen as a holistic
solution (Dimitriades, 2000). To achieve continuous improvement targets.
6
1.3
Objectives
With the top management of the ODM plant having geared into the quality
drive. An effort is being made across all departments to improve the quality
management principles of the departments. With the picture of impact that the
Failure Analysis Department has on the ODM’s organization and the current state of
the department defines earlier, drives this department as well to make it move in
evolving it quality principles. The project objective is set at defining holistic quality
management principles that best suit the department and organization with the
foundation of the principles set at the basis of Total Quality Management ideology.
This will be followed with the implementation of the principles at the department.
A successful implementation is foresee with the hope that the climax of the
Total Quality Management ideology implementation will improve the perception of
the department within the customers, internal and external and the reflection of the
success being translated to a higher yield of the products. This will enable the
corporation to best serve the needs of the customers. After all customer satisfaction is
the focus of Total Quality Management.
1.4
Scope and Key Assumptions
The quality drive journey is a top management driven and a plant level drive.
In order to revamp the quality practices of the plant as in overall, I will go to the
extend of saying “waking up” the paper level quality to a quality principle that
encompasses the day to day practice. As the case study focus will be set at the
Failure Analysis Department to look at preconditions of the department’s quality
practices and to gage the success level or changes seen in that department via the
adoption of TQM as quality guiding principle.
7
There are six principles that could define the overall area of the Total Quality
Management (Quek and Sha’ri, 2003 and Martins and de Toledo, 2000) and they are
given in the following:
•
Management Leadership and Commitment
•
Continuous Improvement
o Upstream control
o Process management
•
Total Customer Satisfaction
o Quality first
o Market-in – customer orientation
o Next process downstream is a customer (internal customer)
•
Employee Involvement
o Management by facts
o Employee respect
•
Training and Education
o Poke yoke
•
Reward and Recognition
o Motivation by recognition
TQM principles do not work individually; it is a collective value that
complements each other. Hence for the purpose of implementation all of the stated
principles have to be adopted. Since they are all an interlinked element to the concept
of TQM. After all TQM focuses on the process not the individual (Tavana et. al.,
2003).
8
For the purpose of the project and project write-up implementation emphasis
will be focused on just the three element:
•
Continuous Improvement
o Upstream control
o Process management
•
Employee Involvement
o Management by facts
o Employee respect
•
Training and Education
o Poke yoke
o Motivation by recognition
This emphasis is based on the personal first hand experience at managing the
department and verbal dialog session input obtained from the employee of the
department and also from the internal and external customer. Coupled with the
customer and employee feedback; the department’s function; the important element
needed by the department to do a flawless execution of the function and the current
state of the department of the elements calls for the focus to be set at the three
elements.
A questionnaire was carried out to support this point of focus for the project
and write-up. A quality system survey questionnaire developed by Saraph et. al.
(1989) will be used. The questionnaire is meant for evaluating quality management
in either manufacturing or service organizations (Tavana et. al., 2003). Further more
since it has been a time tested questionnaire to gage the standards of quality
management (Kumar et al., 1999). Adaptation of this questionnaire eliminates the
need to develop a new questionnaire which is time consuming and the need to vet the
questionnaire.
9
1.5
Importance of the Project
The need for a quality system is no more for a formality process. Having a
system like ISO19000 but not fully embracing it is a failure of implementation and it
will lead to the failure of quality system. Quality system has become a tool of
competitiveness in this globalized business arena. Quality is the focal point of
corporation’s survival. Hence with this emphasis in mind, the plant top management
has embarked on Quality improvement drive. This is one of the trigger points that
drove the departments of the corporation to set it focus on improving it quality
management. On that note the Failure Analysis Department which has a significant
quality performance indicator impact to the corporation has started it journey in
quality management improvement.
It is notable that the current low state of the internal and external customers’
perception of the department is the main driving factor of this quality drive and this
project implementation. The success of quality management improvement at this
department will be reflected in the overall yield improvement of the ODM’s
products.
Apart from that it will also reflect the confidence level of customer
internal and external. This is the important part of TQM, focus on the customer,
leading to customer satisfaction.
Even though the department and the company in general are an ISO19000
registered via parent company, currently the department do not fully embrace the
basis of quality operation fundamentals. The ISO9000 system is practiced purely as a
documentation standard, rather then a system as overall. This it is one of the main
justification that the department need to implement/put-to-practice a principle that
could set the mindset of the department operation. With the department being a
technical analytical team that defines Fault Model Effect Analysis (FMEA) on a
regular basis it is critical for the department to adopt a system which could provide a
structured solution.
10
With the quality drive that has been put into gear at top management level
sets the right environment for TQM implementation. This sets the platform for
having the continuous commitment of the top management. This is a piece of TQM
jigsaw puzzle that is of very important value for the successful implementation of
TQM ideology, since it involves the change of culture at all level. It is noted that
perfect timing is a variable in the successful implementation of TQM (Hashmi); The
timeliness of TQM implementation is important so that all the jigsaw puzzle in TQM
implementation could fall in place. A successful implementation of TQM involves
internal and external factor, with one of the factor being the wheels of motion
(Hashmi).
As of system implementation, all the elements of TQM will be rolled out, but
special emphasis will be given to three elements in this case study implementation
and project writing at the Failure Analysis department as defined earlier.
This is so because of the nature of the department where the function of the
department is very much experience and technical knowledge based. Apart from that
verbal survey from the employees of the department and the internal and external
customer has pointed to the prioritization of the three elements over the other
elements for the department. A questionnaire survey is being carried out to support
this direction of focus.
1.6
Organisation of the Report
With the introduction of the report that provide an insight to the background
of the problem and defining the problem statement, this report will be furnished with
a literature review that looks into the concept of Total Quality Management (TQM)
and the implementation principles of TQM.
11
A description of the methodology will follow thereafter describing how the
pre and post implementation evaluation will be done address two main factors of
implementation: the product yield factor (quantitative) and the customer satisfaction
factor (in-quantitative).
This data points will be discussed based on the five element of TQM that is to
be implemented. With that highlights and lowlights of the implemented will be
identified and concluded upon. Possible future study/research will be noted at the
end.
CHAPTER 2
LITERATURE REVIEW
2.1
Overview
With the evolution of business focus moving from mass production to quality
assurance and to mass customization, a process operation is best definable based on
the quality practices that the system is based on. This factor is multiplied more if the
operation is a quality based function. A corporate quality system is becoming more
than just a system performance monitoring tool. The importance of a qualities system
has become a global competitive tool in this globalization era. It is becoming a tool
for business to reflect the “total value” of their products and allowing a customer to
maximize their value for money (Jamshed, 2003). End of the day coming to the point
of having the trump card for business survival.
This has driven various organizations regardless of business type, be it
manufacturing or service provided to embark on a journey of quality management
improvement. In doing that they have to look into adopting various qualities based
ideology in achieving the desired quality standards and maintaining the quality
standards. To name a few quality ideologies are as follows:
13
1) Total Quality Management
2) Lean Manufacturing
3) Lean-Six Sigma
4) ISO 9000
The list goes on with the derivative of these quality ideologies.
Total Quality Management is noted as a holistic quality management solution
ideology where is encompasses the whole quality management element with main
purpose of achieving customer satisfaction (Moreno-Lonzo and Peris, 1998; Dean
and Bowen, 1994). As for Lean Manufacturing it is focused at reducing waste,
which drives for the optimization of process and process control.
ISO 9000 is seen as an International level of quality standard standardization
set of governing roles. It is sad that most of the companies put in all the effort to
achieve the registration as ISO 9000 company but there after it becomes an annual
documentation work only rather than embracing the full concept of the certification
(Bradley, 1994).
Six Sigma- Lean is the ideology marriage between the Six-Sigma concept and
Lean manufacturing. Six-Sigma is a statistical control based system which was
developed by Motorola and Lean Manufacturing is a system made popular by Toyota
and calls for the reduction of waste. Hence it leads to a statistically controlled waste
reduction ideology/process.
All this ideologies have a best environment and purpose of use for example
Lean and Six-Sigma is very useful in process optimization and improvement in
specific whereas TQM is more of an all composed quality drive to achieve customer
satisfaction.
14
TQM is structured upon various elements that build it. Based on a study
surveyed by Saraph determined that TQM is build upon eight critical elements as
follows:
1) Top management leadership;
2) Role of the quality department;
3) Training;
4) Product design;
5) Supplier quality management
6) Process management;
7) Quality data reporting;
8) Employee relations.
After that a study carried out by Black and Porter (1996) highlighted the critical
elements of TQM to be:
1) Factor 1: people and customer management.
2) Factor 2: supplier partnerships.
3) Factor 3: communication of improvement information.
4) Factor 4: customer satisfaction orientation.
5) Factor 5: external interface management.
6) Factor 6: strategic quality management.
7) Factor 7: teamwork structures for improvement.
8) Factor 8: operational quality planning.
9) Factor 9: quality improvement measurement systems.
10) Factor 10: corporate quality culture
15
As for a study carried out by Eng and Yusof, 2003 highlighted that the TQM
elements to be
1) Management Leadership and commitment
2) Continuous improvement
3) Total customer satisfaction
4) Employee involvement
5) Training and Education
6) Reward and recognition
Even though the number of elements is different between these studies but
the elements are very much the same.
Figure 2.1: Components of TQM philosophy and their interrelationship
16
It is notable that an improvement on one of the element will have a relative
improvement to the other elements of total quality. Ultimate the coupled
improvement brings to the satisfaction of the customer.
The components of TQM
philosophy and their interrelationship chart (Figure2.1) show’s the inter-relationship
between the elements of TQM (Jamshed, 2003).
2.2
Management Leadership and Commitment
In multiple TQM analysis study it has been noted that management leadership
and commitment is the main element that causes the TQM implementation to fail.
(Dayton, 2003; Martins and de Toledo 2000).
Table 2.1: Main Causes of TQM program Failures (Martins and de Toledo, 2000
TQM Programs: A framework proposal)
17
Table 2.1 summarizes the main causes of TQM implementation failure as
seen in multiple studies. Top management commitment is seen as essential piece of
successful TQM implementation. Hence with the ODM plant top management have
stepped their foot into the quality improvement effort as of current, it is the best time
for this TQM implementation project at the ODM company as in overall and
departments in specific.
2.3
Continuous Improvement
The only thing that is constant is change. An organization needs to be agile
enough to adapt to changes and demand of the customer. This also need for a
technical team to be up to date on the relevant information and knowledge to provide
effective and efficient technical respond. This junction links this element to the
employee involvement element since employee empowerment need to be at the
relevant level. This factor is so much so true since today’s customers’ satisfaction
limit might not be the same tomorrow. Always go at a minimum a notch higher.
2.4
Total Customer Satisfaction
This is the ultimate point and focus point of TQM ideology. All effort made
in TQM implementation and improvement is focused at achieving this illusive point
of satisfaction by the customer. Customer can be of internal (downstream processes)
and external (end customer).
18
Employees are also seen as customer of the organization since they are the
most priced asset of the organization. It is important for management to realize this
and drives to improve the working environment and reasonable needs of the
employee (Eng and Yusof, 2003). This eventually drives to committed employees
delivering to up most standard which leads to the internal and external customer
satisfaction.
2.5
Employee Involvement
This element is important in driving quality improvement at all level of the
organization. This is best achieving via employee empowerment in accordance to
they level of involvement (Richardson, 1997). This is very much important to be
adopted in this case study implementation where the failure analysis engineers and
technicians are empowered to do relevant decisions so that it enables them to do their
FMEA activities with a continuum and effectively.
This hence builds the confidence and relevant decision making experience in
the employee. This segment “confidence” and “relevant decision making experience”
is important in the nature of the job and activity done by the Failure Analysis
Department on daily basis. It is noted that the employees whom feel they are
important to the organization will consistently deliver high value job. (Eng and
Yusof, 2003).
19
2.6
Training and Education
This is the element that enables the management level of the organization to
do relevant empowerment to the employees. Management has to have the confidence
that the employee has the necessary knowledge to execute the task empower to
him/her flawlessly, and this is one of the way to achieve this empowerment
milestone.
This element is more important to a function that is of technical and
debugging in nature. This is where the nature of the failure analysis department’s
daily work is evolved around, debugging, reverse engineering, FMEA and etc. Hence
it spells out the importance of the department to embrace this element of TQM.
The mode of training and education can vary from classroom based to hands
on real case. This eventually will also build the necessary skills in the employee and
enables the management to embrace the TQM element of employee involvement at a
higher level.
2.7
Reward and Recognition
One of the reasons seen why TQM failed in the implementation phase is
because the continuous fire to go the mile of complete implementation of TQM dies
half way through. Having a reward and recognition practice will stimulate to keep
the fire of TQM implementation to last mile. Having this element also reflects the
commitment of the management to the effort of full TQM implementation (Eng and
Yusof, 2003)
20
As part of corporation’s efforts in maximising their inline and after sales
quality services, many manufacturing companies are seen to be in the bandwagon to
establish their Failure Analysis Department, whereby the department is expected to
provide technical feedback to the cooperation on their product and process and at the
same time provide reverse engineering technical feedback on problems faced by
customer. With the Failure Analysis Department being a quality service provider it
emphasises the importance of the department to have a system base on quality
principle.
This is very much with the idea or philosophy that the customer is the centre
of the focus and all effort made is to achieve optimum level of quality is to meet and
exceed point of customer satisfaction (Sashkin and Kiser, 1993). The ideology is
about the change of culture and work model from product focus to customer focus.
CHAPTER 3
METHODOLOGY
3.1
Overview
With the company has on the move to improve it quality management system,
the failure analysis department is making it effort to achieve the customer
satisfaction target. With that the objective of this project is a case study to do an
ideology implementation with an effort to improve the service quality of the Failure
Analysis Department of the Original Device Manufacturer (ODM) Company.
With the impact of the department’s service not limited to the quality state of
the company’s product, where it also provides a direct after sales service to the
customer. This emphasis the need of the department to have a set of quality practice
standards. For this case study purpose elements of TQM have been focused to three
elements only based on the function of the department and the verbal customer and
employee of the department feedback. But in reality of implementation the full
spectrum of TQM elements will be rolled out.
22
Total Quality Management (TQM) is chosen as the quality ideology to be
implemented at this Department because it is a holistic quality management
ideology. The current status of the quality management at the department is at a low
in service level, as reflected by the internal and external customer calls for a total
overhaul of the department’s ideology if any. Hence TQM provides the right solution
package to the need of the department. With the current emphasis from cooperate
level to quality commitments provides the right environment for a successful
implementation of TQM.
As stated earlier the focus of the case study and the project write up will be
focused on three elements of TQM
Continuous Improvement
•
o Upstream control
o Process management
•
Employee Involvement
o Management by facts
o Employee respect
•
Training and Education
o Poke yoke
o Motivation by recognition
With that, first of all a current state assessment will be carried out. In order to
do this the Failure Analysis Department will be evaluated in two manners:
1) Quantitative and
2) Non – Quantitative (subjective)
23
3.2
Quantitative
For the quantitative scope of evaluation a specific product’s yield
performance will be used as a point of assessment over a time frame. This point of
data would be used to justify the success level of TQM ideology implementation
because this it the ultimate reflection of internal customer satisfaction and
cooperation’s product quality and reliability performance which translates to portion
of external customer satisfaction indication. This point of data will reflect the success
level of the TQM ideology implementation.
3.3
Non-Quantitative (Subjective)
Whereas for the non-quantitative (subjective) scope of evaluation, a service
level satisfaction verbal subjective survey has been carried out this pointed to the
direction of setting the focus on the three element of TQM. To solidify this, a
questionnaire survey is done to support this point of focus for the project and writeup. A quality system survey questionnaire developed by Saraph et. al. (1989), is
used.
The questionnaire is meant for evaluating quality management in either
manufacturing or service organizations (Tavana et. al., 2003). Furthermore since it
has been a time tested questionnaire to gage the standards of quality management
(Kumar et al., 1999). Adaptation of this questionnaire eliminates the need to develop
a time consuming new questionnaire and the need to vet the questionnaire. This point
of data will reflect the effective level of the TQM ideology implementation
24
3.4
Data Interpretation Method and Purpose
The pre-implementation data is used to plan for the necessary TQM ideology
concept within the three elements to be implemented and way of implementation. It
also will be the baseline line for evaluation the success level and effective level of
the TQM ideology implementation at the Failure Analysis Department of the ODM
Company. Personal experience will also be added to the point of data to provide a
real experience of change in the pre and post implementation of the ideology.
As for the post implementation of the three elements implementation, the
same two data factor will be used, i.e. the quantitative and non-quantitative. This is
to gage the impact that the three elements have on quality management improvement
at the Failure Analysis Department.
The quantitative data will be ploted over the defined time frame and
indication of TQM ideology concept implementation milestone will be indicated.
This is to provide a reflection on the yield improvement associated to each particular
TQM ideology concept adopted over the time frame. With the indication of what
engineering effort that has been taken to achieve the milestones of improvement.
For the non-quantitative data obtained over the process of implementation the
TQM ideology implementation it to be plotted on a comparable Histogram diagram.
This is with the purpose of obtaining an indication of which TQM ideology
implementation concept has the most positive impact to a successful implementation
of the quality ideology.
CHAPTER 4
THE CASE STUDY
4.1
Pre-implementation assessment:
Assessment was done in two mode quantitative and qualitative mode.
4.1.1 Quantitative:
The company is in the business of producing two variant of camera module
1) Fix-Focus
2) High-end Low-Cost Auto-Focus
With this variant, the complexity of both camera modules manufacturing
process varies with Fix-Focus modules having a less complex operation since it has
less mechanical, optical and electronic functions manufacturing to consider
compared to a High-End Low-Cost Auto-Focus modules. For the purpose of this
26
write-up will focus on model “X” of a High-End Low-Cost Auto-Focus camera
module. The assembly of this model involves 11 main processes, and they are as
follows:
1) SMT(Surface Mount Technology) - attachment of components on PCB
2) Die Attach – Photon-sensor Die glue to the PCB
3) WireBond – Connect the Die and PCB connectivity
4) IRCF Attach – Die Sensor cover attach
5) Particle Testing – Testing for the cleanliness of the sensor area
6) VCM attach – Attaching the Auto-Focus module of the camera module
7) Focusing – Calibration of pre-define focus and focusing testing
8) Shutter Attach – Camera module Shutter attachment
9) EMI Shield attach – EMI shield attachment and soldering
10) Functional Testing - Complete module functionality testing
11) Cover-glass attach – Cover glass attachment to the camera module
12) Packing and shipment
This product is chosen since it is a product cycle phase of NPI (new product
introductory) to Mass Production (MP).
An assessment of the process yield and the CUM yield of the model X
manufacturing towards the end of last year (2008) showed a very low yield
percentage which was way of f the target of 90%. The CUM yield of the model was
at 14.06%. This significant yield drop was accountable to a few particular key
processes.
1) IRCF attach process
2) Wirebond process; and
3) Cover-Glass Attach
27
Table 4.1 indicates the breakdown of yield fall out of each process of model X
(November 2008)
Table 4.1: the breakdown of yield fall out of each process of model X (November
2008)
Qty In
Qty Out
Qty Fail
Prime Yield %
Target %
Delta %
SMT Visual
Station
69
69
0
100.00%
99.50%
0.50%
Underfill
727
725
2
99.72%
99.50%
0.22%
SMT_IPQA
872
871
1
99.89%
99.50%
0.39%
singulation
1512
1505
7
99.54%
99.00%
0.54%
WB Inspection
1858
1706
152
91.82%
98.50%
-6.68%
IRCF_Attach
1555
1540
15
99.04%
100.00%
-0.96%
SensorCap_Test
833
386
447
46.34%
80.00%
-33.66%
VCM_Attach
209
200
9
95.69%
100.00%
-4.31%
Soldering
253
253
0
100.00%
99.50%
0.50%
Focus Test
197
156
41
79.19%
87.50%
-8.31%
AF_Calibration
68
62
6
91.18%
90.00%
1.18%
Shutter_Attach
144
143
1
99.31%
100.00%
-0.69%
Shutter_Solder
106
105
1
99.06%
99.50%
-0.44%
EMI_Soldering
105
104
1
99.05%
99.50%
-0.45%
Final_Calibration
104
104
0
100.00%
90.00%
10.00%
Final Test
104
79
25
75.96%
90.00%
-14.04%
CG_Attach
79
57
22
72.15%
90.00%
-17.85%
Visual Inspection
57
52
5
91.23%
95.00%
-3.77%
OQA Final Test
0
0
0
0.00%
90.00%
-90.00%
OQA MI
0
0
0
0.00%
90.00%
-90.00%
CUM Yield
0
0
0
14.06%
90.00%
-75.94%
Figure 4.1 shows the fallout trend over a week of production at specific test-station
for Model “X” (November 2008)
Yield Trend
120.00%
Y
ield
100.00%
80.00%
60.00%
40.00%
20.00%
0.00%
W eekend
Yield
10-Nov
11-Nov
12-Nov
13-Nov
Date
WB Inspection
SensorCap_Test
Focus Test
Final_Calibration
Final Test
CUM Yield
AF_Calibration
Figure 4.1: fallout trend over a week of production at specific test-station for Model
“X” (November 2008)
28
This quantitative data as seen in Table 4.1 and Figure 4.1 indicates that there
is a dire need to immediately improve the quality of model –X manufacturing; it is to
be note that this numbers do not include the possible field return DPM. What are to
be improved and enhanced are the underlining questions.
In order to answer these questions the Failure Analysis Department comes
into the picture to debug and drive the root cause of the fallout together with the
Engineering Department. Hence this calls for a systematic and data driven approach,
which calls for a well defined quality management principles.
Based on the quantitative data and failure root cause analysis done it was
concluded that two main problems need to be resolved.
1) Process optimization
–
Wirebond process; which contributed to wire bond
inspection fallout (6.68%) and a big portion of functional
testing fallout (14.04%).
–
Cover glass attached manual attachment process
contributed to high glass cracking.
2) Material optimization
–
IRCF material; reliability testing showed that the
material chosen is of self decaying quality after the
material has gone through the assembly process. (mainly
contributed by post heat treatment).
29
With these quantitative data it leads to the next question what kind of prequalification and quality standards that was adhered to? Hence calls for an
assessment on the quality management practices in the design and assembly of the
camera module model X. In specify the Failure Analysis Department which was
accountable for the technical aspect of product fallout analysis and reliability.
Nevertheless it is notable that quality is the responsibility of all involved.
4.1.2
Non-Quantitative:
There are two ways of performing the non-quantitative assessment:
1) A questionnaire survey
2) A service level satisfaction verbal subjective survey
These surveys were done with the emphasis on the Failure Analysis
Department, the perception that the internal and external customer of the department
and also feedback by the employees of the department. These surveys had a 42%
reply rate based on 50 person respondents set.
For the questionnaire survey; a questionnaire developed by Saraph et. al.
(1989) was adopted. These are 8 main grouping of survey data was done to access
the main contribution factor to a quality management system; namely:
1) Role of divisional top management and quality policy
2) Role of the quality department
3) Training
30
4) Product/service design
5) Supplier quality management (supplier of goods and/or services)
6) Process management/operating procedures
7) Quality data and reporting
8) Employee relations
In accordance to the survey results as shown in Table 4.2; Training (2.57) and
Employee Relation (2.65) which registered an average value of less than 3 points
would be the main cause of poor yield performance seen on Model X.
Table 4.2: Summary of Pre-implementation Questionnaire Survey
Training
2.57
Employee relations
2.65
Role of the quality department
3.16
Role of divisional top management and quality policy
3.36
Product/service design
3.42
Supplier quality management (supplier of goods and/or
services)
3.55
Process management/operating procedures
3.69
Quality data and reporting
3.94
Survey data showing the pre-implementation quality management practice
standards at the ODM Company with the emphasis on the Failure Analysis
department. What was ironic in the survey data was that the company has a very
good and compressive quality data monitoring system and reporting. Hence it is the
writers’ perception that the system used for the quality data monitoring is not used
optimally, which triggers the question of the culture of quality management practiced
by the organization which seems to be purely for data collection.
31
Hence it is important for the organization to embark on a Total Quality
journey so that the effective quality data and reporting system is maximised the
usage, which could eventual be reflected on the yield of the Model X manufacturing
process.
The subjective survey which was carried out on selective respondents which
ranged from the internal and external customer, employees of the Failure Analysis
Department and the Director of the Quality Assurance Department, echoed similar
sentiments as highlighted in the questionnaire survey;
1)
Where the involvement on the Failure Analysis engineers were
limited to the capturing of data rather then driving for solutions,
2)
The engineers lacked self confidence to communicate the root
cause
3)
There was no proper defined Failure Analysis related training
emphasis for the Failure Analysis engineers and technician.
4)
The direction set for the Failure Analysis department was not well
defined.
5)
No clear effort to clearly link the process quality data to the defect
manifestation and the root cause
The next level of analysis on the survey results provides some insights what
was the flaws that could have manifested as the poor quality management practices.
Focusing at the two main total quality factors that scored the lowest in the survey
shows that a few main factors in TQM was not of practice; to name a few
1) Employee empowerment and involvement
2) Continuous improvement
3) Proper and well defined training programs
32
Table 4.3: Further Breakdown of Pre-implementation Questionnaire Survey
breakdown on the Training Factor
Training
•
Specific work-skills training (technical and
vocational) given to hourly employees throughout
the division
2.45
•
Quality-related training given to hourly
employees throughout the division
2.64
•
Quality-related training given to managers and
supervisors throughout the division
3.18
•
Training in the “total quality concept” (i.e.
philosophy of company-wide responsibility for
quality) throughout the division
2.27
•
Training in the basic statistical techniques (such
as histograms and control charts) in the division
as a whole
2.45
•
Training in advanced statistical techniques (such
as design of experiments and regression analysis)
in the division as a whole
2.09
•
Commitment of the divisional top management to
employee training
3.00
•
Availability of resources for employee training in
the division
2.45
This survey data from Table 4.3 shows that there was no clear Failure
Analysis Department centric training defined hence limiting the engineers and
technicians growth even though the team was to work on relative complex camera
modules. The data also showed that there was not emphasis on quality related
training which is a necessity in building a quality culture.
There was also no emphasis in providing basic statistical knowledge, hence
limited the employees knowledge on how to systematically drive for root cause
closure. But the over riding matter to this problem is the lack of competent resources
to train the employees especially in the specific work-skill training
Hence this factor of TQM need to be worked on, to define training programs
that a relevant and important to the Failure Analysis Department. Apart for the
content of the training a continuous assessment of skill level for the employees need
to be defined so that the employees could keep in touch of the capabilities and to
work on continuous improvement
33
Table 4.4: Further Breakdown of Pre-implementation Questionnaire Survey
breakdown on the Employee Relation Factor
Employee relations
•
Extent to which quality circle or employee
involvement type programs are implemented in
the division
•
Effectiveness of quality circle or employee
2.363636
involvement type programs in the division
•
Extent to which employees are held responsible
for error-free output
•
Amount of feedback provided to employees on
their quality performance
•
Degree of participation in quality decisions by
2.363636
hourly/non-supervisory employees
•
Extent to which quality awareness building
among employees is ongoing
•
Extent to which employees are recognized for
superior quality performance
•
Effectiveness of supervisors in solving
problems/issues
2.272727
3.727273
2.636364
2.727273
2.363636
2.727273
Having a look at the breakdown details of employee relation factor as shown
in Table 4.4 tells that on average these segments of survey scored less than 3 points.
This is a matter of concern in total quality management environment. This data
indicates a very hierarchal management system which does not fit with a culture that
would like to drive for total quality system. There is an outlier point in this data; the
question related to the recognition of employee for their contribution (The extend to
which employees are held responsible for error-free output) this is due to most
respondents read the question in a negative manner where employee are enforced
negatively to drive for equitability; via fear of management.
Hence effort need to made to break away for the current mode of operation
and to build a system of trust among the employees so that that take pride on the
work done, hence the employee it self assuring high quality standards in the
operation of department and processes.
Figure 4.2 and Figure 4.3 provides a graphical summary of the preimplementation survey, which indicates a lot area for improvement of the quality
management system practiced by the organization if any.
34
Figure 4.2: High level summary of pre-implementation questionnaire survey.
Figure 4.3: Next level details summary of pre-implementation questionnaire survey.
CHAPTER 5
DISCUSSION
5.1 Overview
With the project’s objective set at defining a holistic quality management
principle that best suits the department and organization with the foundation of the
principles set at the basis of Total Quality Management ideology. Based on the preimplementation assessment, the focus of the write-up implementation emphasis
focused at three element bellow:
•
Continuous Improvement
o Upstream control
o Process management
•
Employee Involvement
o Management by facts
o Employee respect
•
Training and Education
o Poke yoke
o Motivation by recognition
TQM principles cannot be implemented without a total framework. The main
perquisite to it implementation is Top Management approval and commitment, in
this case effort of total quality implementation was able to be consider in the Failure
Analysis Department since the whole organization at corporate level itself have
embarked into restructuring and reorganizing the company.
The involvement of the organization in a restructuring effort is a trigger by
survival fear of the current global economy crisis. It is noted that is change is always
easier to implement during dire need, since it is easier to convince the relevant top
management on the importance and benefit of the change.
An example for a total quality implementation process is the Goetsch – Davis
20 steps TQM implementation Process (Goetsch and Davis, 2006). This model
adopts 3 main phases; (Figure5.1)
1)
preparation,
2)
planning and
3)
execution
37
Action By
Top exec
2. Form Total Quality Steering Committee
Consultant
3. Team building
Preparation
4. Total Quality Training for the Steering Committee
Total Quality
Steering
Committee
5. Create Vision, Guiding Principles
6. Set Broad Strategic Objectives
7. Communicate and Publicize
8. Identify Organizational Strengths and Weaknesses
9. Identify Advocated and Resisters
Planning
Steering
Committee
Augmented
Steering
Committee
11. Baseline Customer Satisfaction
12. Plan the implementation Approach >> Plan–Do-Check-Adjust
13. Identify projects
14. Establish Team Composition
Project teams
Execution
10. Baseline Employee Satisfaction/ Attitude
Steering
Committee
15. Provide Team
Training
16. Team activation and Direction >> (PDCA cycle)
20. Modify Infrastructure as Necessary
• Procedures/ Processes, etc.
• Organizational Structure
• Reward/ Recognition System
Note: Step 7 and
12 thru 20 repeat
forever
Figure 5.1: Goetsch – Davis 20 steps TQM implementation Process
For this case study; a formal process was not adopted where some exceptions
were made, where a formal steering committee was not formed and external
consultant were not hired. Due to budget constrains, and it is a department specific
implementation within the ongoing effort by the organization to make cooperate
level changes.
38
5.2
Implementation
Referring to the quantitative and non-quantitative data of pre-implementation,
it is relatable that the Failure Analysis department need focus implementation of
programs for training system improvement and employee involvement emphasis.
Together with that build a system that will help to continuously improve the total
quality system.
5.2.1
Training and Education
Hence several training effort was build around the routine tasks. Emphasis of
training was build around four aspects:
1) Technical sharing
2) Hand-on system/equipment operation
3) Soft-skill building
4) On the job coaching
5.2.1.1
Technical Sharing
This mode of training has been set on a weekly basis. Where various in-house
content experts are engaged to provide technical sharing on product, process or
analysis skills this is with the purpose to provide a platform for knowledge retention.
Apart from that employees itself are expected to do self research study and sharing of
39
that topic in this weekly forum. As knowledge cross-learning efforts, any analysis
cases done by a particular employee that is done uniquely in nature are expected to
provide a case “walk-through” sharing to the team.
These efforts of getting the employees to provide a platform for other
employees to learn from the team member on Best Know Method(BKM) of analysis.
This case “walk-through” sharing also serves as a recognition platform for the
employees on successful or vigilant effort on a unique analysis case.
This also served as a platform for superiors to learn from the employees on
various expects; creating a platform for a two way continual cross learning. Hence
make sure there is a continuous learning at all levels of the department and provide a
temporary relieve from a hierarchical system.
Employees are also encouraged to take up job relevant external technical
short courses programs, this is with effort to build employees competency. This is
encouraged on a continuous basis to keep in touch with the rapidly
evolving/changing industry.
5.2.1.2
Hand-on system/equipment training
This is done by engaging the equipment vendors. These training are for the
purpose to provide a refresher to the employees on the proper operation of the
equipment and to provide a platform for the employees to enhance their operation
skills of the system/machine with the guidance and pointers from the equipment
experts. This is also with the purpose to drive employees to maximize the usage and
capability of the system/equipment.
40
5.2.1.3
Soft-Skill Building
Soft skill trainings are done through practical means, where the technical
sharing forums are set as a platform for the employees to sharpen their presentation
skills and to build their communication. Apart from that it is a platform to build self
confidence for the employees.
5.2.1.4
On The Job Coaching
This is done with two purpose in mind, first is to provide technical guidance
for analysis roadblocks faced by employees and also to provide moral support to the
employees to achieve a higher standard of job quality every time. This is done by
providing open communication practices with employees are always welcomed to
seek consultation help from the relevant technical lead and content experts in and
outside of the department, organization or company. Off cause “spoon-feeding” is
not the order of the day.
5.2.2 Employee Involvement
A paradigm shift from a top-down system to a system that enshrines
involvement and relevant empowerment at all level of organization is adopted. This
change is possible with the help from top management. The endorsement given by
the top management can be seen in the form of including an employee centric
thinking into to the new Vision and Mission of the organization.
41
“To be the employer of Choice”
This mindset shift is also embroiled to the Failure Analysis Department.
Whereby a few polices and practices are put in place, so that it builds a culture of
total quality:
1) Open Door Policy
2) Trust Building
3) Involvement in direction setting for the department.
5.2.2.1
Open Door Policy
Open Door Policy is seen as one of the main ingredient to break away from
hierarchal system. This policy system provides access to all level of employee to
directly communicate to all levels of managements. Example: An operation is
allowed and welcomed to have a 1-to-1 dialog/meeting with the General Manager of
the plant. This policy also drives a way the fear of management within the employees
of the organization. This policy installs the mindset of constructive confrontation at
all levels.
Apart from this platform of “all level” free communication, this policy
encourages and regular and continuous communication between the employees and
their direct superiors. This is with the purpose to maintain a continual linkage
between employee’s contribution and the vision and mission of the organization.
Hence, keeping the employees at the heart of the organization operation.
42
5.2.2.2
Trust Building
Trust is an important virtue that needs to build within and across the
organization. Total quality is depended on high standards of ethics which is build
over the moral value of integrity and trust. Hence relevant efforts have been made
within the Failure Analysis Department. One notable change is Project based
operation, where the exempt staff are defined as owners of analysis cases and
entrusted for the successful completion of the analysis cases.
This does not mean a complete wash hand by superiors. Where the superiors
are expected to provide technical guidance and assistance to remove any roadblocks
faced by employees in executing flawlessly assignment and tasks entrusted to them.
Employees are hold to the analysis case “turn-around-time” committed to and
systematic execution of analysis. Hence removing micro-management.
Specific employees are also entrusted to be equipment owners, where the
status and up-keeping of the highly valued equipment are entrusted to the employees.
This is with emphasis provide employees with more responsibilities that are
traditionally held by the management.
5.2.2.3
Involvement in direction setting for the department
In an effort to have employee’s involvement at all level of department
operations, the senior members of the team are involved in the (Strength,
Opportunity, Weakness and Treats) SOWT analysis brainstorming sessions together
with the management. This is as a platform for employees to have their say on the
future of the department and how to step forward as a team. This is an opportunity
43
for the employees to make a difference how the department is operated and to
enhance it to be more competitive.
The training system and employees involvement system are done in a
sustainable manner so that continuous improvement could be build into the culture of
the organization. One example of an effective and sustainable system that was
deployed within the Failure Analysis Department is the use of Online Database for
analysis case submission, progress tracking, closure of analysis case, trigger of root
cause closure and department’s periodical Key Performance Indicator (KPI) review.
Since it is an integrated system it is a “poke yoke” system. An analysis of the KPI
indicators on a periodical cycle provides direction for the continual improvement of
the department. The system which is an integrated system would keep track for root
cause fix and closure.
5.3
Conceptualization of Implementation
The implementation of this ideological towards total quality change was an
inside out approach where the implementation was done in a case study mode from a
department level and proliferated to the cooperate level. With that said, some
elements need to be done at top management level example; the commitment to
change and involvement from top management, where this factor has been
indentified as the main cause of failure of many TQM implementation efforts
previously. The scenario was unique during the implementation of the TQM case
study at this department where the 21st century global economy slump triggered the
top management to embark in an effort to change. Hence, this scenario helped to ease
the implementation of TQM effort at this organization.
44
The next step that needs to be done on the implementation is to do an
assessment on the current state of total quality practices at the organization and in
specific at the department level. This is needed to identify the elements of TQM
practice implementation which would have the great is difference to the organization
and department in specific. In this case for the Failure Analysis Department:
•
Continuous Improvement
o Upstream control
o Process management
•
Employee Involvement
o Management by facts
o Employee respect
•
Training and Education
o Poke yoke
o Motivation by recognition
was identified to be the main elements that would be the great’s improvement to the
department and organization at large.
Upon identification, this was followed on by the tailoring of implementation
efforts focused around the elements defined earlier. The tailoring done needs to take
in consideration the current culture of the organization, so that the change efforts do
not create a “culture-shock” which will hinder the successful implementation of
TQM. Hence it is important to remember that TQM implementation is a journey and
changes should be done slowly at start.
45
One of the most main ingredients for this inside-out implementation effort is
to define and track evaluation points to see the change that results from the
implementation of the tailor made efforts. This is case a quantitative and a nonquantitative was defined to access the changes that results from the evolution of
TQM within the department in specific and the organization on general.
The person who is acting as the agent of change preferably a management
personal of the top management is of a person who has the passion and obsession on
quality. So that the ideology change could be rubbed upon to the other agent of
change players in the implementation effort.
Finally, the impact review is shared and perforated across the organization,
with the top management playing the role of “wheel of motion”.
Figure 5.2 shows a pictorial representation of the conceptual implementation
of the TQM in this case study.
46
Having personal
acting the role of
“agent for change”
Identifying the
suitable subgroup that
could be practical to
implement change
Proliferation
Management
Commitment
and
Involvement
to change
Identify the
elements of TQM
that will have the
great is difference
impact to the
subgroup and
organization
Assessment of
change
Implementation of
the tailored efforts
Tailoring
implementation effort
based on the TQM
elements identified
Figure 5.2: Conceptualization of TQM implementation for this case study: Insideout concept
CHAPTER 6
POST-IMPLEMENTATION ASSESSMENT
6.1
Quantitative
This Failure Analysis Department is seeded in an organization with the main
purposes to behave as the technical mirror to the manufacturing process’s quality and
reliability, the product design’s quality and reliability and, to provide technical
support to the failures seen at the customer side. This department is to technically
complement all the in-process quality checks that have been put in place eg.
Statistical Process Control (SPC), Total Preventive Maintenance (TPM) and etc.
With the notation any improvement efforts at the Failure Analysis Department’s is
directly in relation to the performance of the product yields.
With a total quality approach of debugging the fallout for Model-X and
driving for root cause fix and closure, a significant improvement has been made on
the product yield. Cum Yield for product Model X improved by 61.41% over a four
month period.
48
Among the efforts made in the improvement of yield are IRCF material
improvement and heat treatment profile optimization to cater with the use of piece
part materials, Wirebond process profile optimization and evaluation, and automation
of Cover Glass attach process.
Table 6.1 indicates the breakdown of yield fall out of each process of model X
(March 2009)
Table 6.1: Breakdown of yield fall out of each process of model X (March 2009)
Station
SMT Visual
Qty In
1518
Underfill
1518
SMT_IPQA
1513
singulation
1520
WB Inspection
689
IRCF_Attach
660
SensorCap_Test
182
VCM_Attach
76
FVI
0
Soldering
0
Focus Test
0
AF_Calibration
0
Shutter_Attach
0
Shutter_Solder
0
EMI_Soldering
0
CG_Attach
0
Final_Calibration
0
Final Test
0
Visual Inspection
0
OQA Final Test
0
OQA MI
0
CUM Yield
0
Qty Out
Qty Fail
1516
1513
1513
1520
660
660
163
76
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
5
0
0
29
0
19
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Prime Yield %
99.87%
Target %
100.00%
Delta %
-0.13%
99.67%
99.51%
0.16%
100.00%
100.00%
0.00%
100.00%
100.00%
0.00%
95.79%
99.06%
-3.27%
100.00%
100.00%
0.00%
89.56%
90.88%
-1.32%
100.00%
99.74%
0.26%
99.92%
90.00%
-90.00%
99.04%
99.69%
-99.69%
99.71%
95.76%
-95.76%
97.84%
98.63%
-98.63%
100.00%
100.00%
-100.00%
100.00%
99.76%
-99.76%
100.00%
99.92%
-99.92%
100.00%
98.38%
-98.38%
98.70%
99.25%
-99.25%
94.16%
96.30%
-96.30%
98.51%
97.58%
-97.58%
0.00%
100.00%
-100.00%
0.00%
99.33%
-99.33%
75.48%
90.00%
-4.21%
Table 6.2 indicates the breakdown of yield improvement at specific stations pre and
post implementation of TQM principles.
50
Table 6.2: Breakdown of yield improvement at specific stations pre and post
implementation of TQM principles
Pre-implementation
Prime Yield %
100.00%
Post- implementation
Prime Yield %
99.87%
Percentage
Improvement
Underfill
99.72%
99.67%
-0.05%
SMT_IPQA
99.89%
100.00%
0.11%
singulation
99.54%
100.00%
0.46%
WB Inspection
91.82%
95.79%
3.97%
IRCF_Attach
99.04%
100.00%
0.96%
SensorCap_Test
46.34%
89.56%
43.22%
VCM_Attach
95.69%
100.00%
4.31%
FVI
99.98%
99.92%
-0.06%
Soldering
100.00%
99.04%
-0.96%
Focus Test
79.19%
99.71%
20.52%
Station
SMT Visual
-0.13%
AF_Calibration
91.18%
97.84%
6.66%
Shutter_Attach
99.31%
100.00%
0.69%
Shutter_Solder
99.06%
100.00%
0.94%
EMI_Soldering
99.05%
100.00%
0.95%
CG_Attach
100.00%
100.00%
0.00%
Final_Calibration
75.96%
98.70%
22.74%
Final Test
72.15%
94.16%
22.01%
Visual Inspection
91.23%
98.51%
7.28%
OQA Final Test
NA
NA
NA
OQA MI
NA
NA
NA
14.06%
75.48%
61.41%
CUM Yield
6.2
Non-Quantitative:
Similar mode of assessment was carried out post the implementation of TQM
principles. Similar to quantitative assessment non-quantitative assessment showed
significant improvement at all area of total quality especially at the two lowly scored
parameter previously at pre-implementation stage (Training and Employee Relation).
The overall comparative improvement data is reflected in Figure 6.1 and Figure 6.2.
Figure 6.1: Questionnaire Survey data per and post implementation comparison
E m ploy ee relations
Q uality data and
reporting
P roc es s
m anagem ent/operating
proc edures
S upplier quality
m anagem ent (s upplier
of goods and/or
s erv ic es )
P roduc t/s erv ic e des ign
T raining
R ole of the quality
departm ent
R ole of div is ional top
m anagem ent and
quality polic y
51
4.5
3.5
4
2.5
3
1.5
2
0.5
1
0
Pre-Implementation
Post-Implementation
52
Pre-Implementation
Post-Implementation
Figure 6.2: Next level details on Questionnaire Survey data per and post
implementation comparison
CHAPTER 7
CONCLUSION
This case study was an implementation effort of TQM principles at a
department where its core function is to behave as the technical mirror to the
manufacturing process’s quality and reliability, the product design’s quality and
reliability. Hence a successful paradigm shift in this department is seen to have a
cascading effect across the organization and company’s product quality performance.
But it is noted here and from various previous studies that implementation of
TQM will not bare the expected results without the commitment and involvement of
organization’s top management. As for this case study implementation the support
and engagement of top management was obtain due to the drastic business
restructuring that was warrant by the lump of global economy. Triggering the
organization and many consumers electronic based industry players’ organization to
make changes to current practice.
The implementation emphasis of three principle of TQM namely
•
Continuous Improvement
•
Employee Involvement
•
Training and Education
made a significant difference to the Failure Analysis Department’s performance due
to nature of the department which is a heavily technical oriented. This factor
contributes to choosing the type of TQM principles to be implemented and mode of
implementation.
It is also notable from this case study that product yield is no necessarily a
technological issue but could be due to ideology stumbling block too. Hence it takes
a paradigm shift as in individuals and organization to see the bigger picture of
ideologies. TQM provide a holistic ideological frame for this purpose. The principle
of TQM to be implemented would be very much a unique solution to each
organization. This uniqueness can be true to department level too but the principle
should be bounded by the vision and missions of the organization. So those all in the
organization are in sync.
Future research should consider comparative analysis between technically
inclines organization on their quality management systems and the cascading effects
that come about the due to the implementation and how differently they are
implemented. This would provide more inside on TQM principles that influence
technically inclined organizations especially for the consumer electronic industry.
55
REFERENCE
Quek Eng Eng and Sha’ri Mohd Yusof (2003)
A survey of TQM practices in Malaysian Electrical and Electronic industry;
UTM, Johor Malaysia;
Jamshed H. Khan (2003)
Impact of total quality management on productivity; Lahore University of
Management Sciences, Lahore, Pakistan
Denis Leonard and Rodney McAdam (2002)
The strategic impact and implementation of TQM; University of Wisconsin,
Wisconsin, USA and University of Ulster, Newtownabbey, UK;
Mohammad Talha (2004)
Total Quality Management (TQM) an overview; Multimedia University,
Melaka, Malaysia;
Rosalind Taylor and Alan Pearson (1994)
Total Quality Management in Research and Development;
Naceur Jabnoun (2002)
Control Processes for TQM and QA; University of Sharjah, Sharjah, UAE;
Roberto Antonio Martins and Jose Carlos de Toledo (2000)
TQM programs: A framework proposal; Federal University, Sao Carlos,
Brazil;
56
Madjid Tavana et. al. (2003)
Total quality index: a benchmarking tool for TQM; LaSalle University,
Philadelphia, Pennsylvania, USA;
Nick A.Dayton (2003)
The Demise of TQM; Praxis Quality Systems, Lake Forest, Illinois, USA;
Michael Bradley (1994)
Starting TQM from ISO 9000
David L. Goetsch and Stanley B. Davis (2006)
Quality Management: Introduction to Total Quality Management for
Production, Processing and Services Fifth Edition,
57
Appendix A
QUESTIONARE SURVEY FORM
The purpose of this questionnaire is to assess your perceptions of the extent of effective quality management in
the department. The questionnaire captures the most important aspects of effective quality management as
espoused by the leading practitioners and researchers. This is a confidential survey. Your name is not required to
complete it.
Please read each statement carefully and circle the number that best describes the current practice of quality
management within the department. (For the department managers, this statement reworded to focus on the ideal
state: . . .that best describes the ideal level of quality management in the department.) Answer each statement as
accurately as possible and remember that you are assessing your own perceptions of how quality management is
practiced in the company. (For the department managers: should be practiced in the department.)
Rating of current practice in the
Department (rating of the ideal level of QM
in the department)
Very low
high
•
•
•
•
•
•
•
•
•
•
•
•
•
Role of divisional top management and quality policy
Extent to which the top division executive
(responsible for division profit and loss) assumes
responsibility for quality performance
Acceptance of responsibility for quality by major
department heads within the division
Degree to which divisional top management (top
divisional executive and major department heads)
is evaluated for quality performance
Extent to which the division top management
supports long-term quality improvement process
Degree of participation by major department
heads in the quality improvement process
Extent to which the divisional top management
has objectives for quality performance
Specificity of quality goals within the division
Comprehensiveness of the goal-setting process for
quality within the division
Extent to which quality goals and policy are
understood within the division
Importance attached to quality by the divisional
top management in relation to cost and schedule
objectives
Amount of review of quality issues in divisional
top management meetings
Degree to which the divisional top management
considers quality improvement as a way to
increase profits
Degree of comprehensiveness of the quality plan
within the division
Low
Medium
High
Very
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
1
2
2
3
3
4
4
5
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
58
Rating of current practice in the
department (rating of the ideal level of QM
in the department)
Very low
high
Low
Medium
High
Very
Role of the quality department
•
•
•
•
•
Visibility of the quality department
Quality department’s access to divisional top
management
Autonomy of the quality department
Amount of coordination between the quality and
other departments
Effectiveness of the quality department in
improving quality
1
2
3
4
5
1
1
2
2
3
3
4
4
5
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
Training
•
•
•
•
•
•
•
•
Specific work-skills training (technical and
vocational) given to hourly employees throughout
the division
Quality-related training given to hourly
employees throughout the division
Quality-related training given to managers and
supervisors throughout the division
Training in the “total quality concept” (i.e.
philosophy of company-wide responsibility for
quality) throughout the division
Training in the basic statistical techniques (such
as histograms and control charts) in the division
as a whole
Training in advanced statistical techniques (such
as design of experiments and regression analysis)
in the division as a whole
Commitment of the divisional top management to
employee training
Availability of resources for employee training in
the division
Product/service design
•
•
•
•
•
•
Thoroughness of new product/service design
reviews before the product/service is produced
and marketed
Coordination among affected departments in the
product/service development process
Quality of new products/services emphasized in
relation to cost or schedule objectives
Clarity of product/service specifications and
procedures
Extent to which implementation/producibility is
considered in the product/service design process
Quality emphasis by sales, customer service,
marketing, and PR personnel
59
Rating of current practice in the
department (rating of the ideal level of QM
in the department)
Very low
high
Low
Medium
High
Very
Supplier quality management (supplier of goods and/or services)
•
•
•
•
•
•
•
•
Extent to which suppliers are selected based on
quality rather than price or schedule
Thoroughness of the supplier rating system
Reliance on reasonably few dependable suppliers
Amount of education of supplier by division
Technical assistance provided to the suppliers
Involvement of the supplier in the product
development process
Extent to which longer term relationships are
offered to suppliers
Clarity of specifications provided to suppliers
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
1
2
3
4
5
1
1
2
2
3
3
4
4
5
5
1
1
2
2
3
3
4
4
5
5
1
2
3
4
5
1
2
3
4
5
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
1
2
2
3
3
4
4
5
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
Process management/operating procedures
•
•
•
•
•
•
•
•
•
•
Use of acceptance sampling to accept/reject lots or
batches of work
Amount of preventative equipment maintenance
Extent to which inspection, review, or checking of
work is automated
Amount of incoming inspection, review, or
checking
Amount of in-process inspection, review, or
checking
Amount of final inspection, review, or checking
Stability of production schedule/work distribution
Degree of automation of the process
Extent to which process design is “fool-proof” and
minimizes the chances of employee errors
Clarity of work or process instructions given to
employees
Quality data and reporting
•
•
•
•
•
•
•
•
Availability of cost of quality data in the division
Availability of quality data (error rates, defect
rates, scrap, defects, etc.)
Timeliness of the quality data
Extent to which quality data (cost of quality,
defects, errors, scrap, etc.)
Extent to which quality data are available to
hourly employees
Extent to which quality data are available to
managers and supervisors
Extent to which quality data are used to evaluate
supervisor and managerial performance
Extent to which quality data, control charts, etc.,
are displayed at employee work stations
60
Rating of current practice in the
department (rating of the ideal level of QM
in the department)
Very low
high
Low
Medium
High
Very
Employee relations
•
•
•
•
•
•
•
•
Extent to which quality circle or employee
involvement type programs are implemented in
the division
Effectiveness of quality circle or employee
involvement type programs in the division
Extent to which employees are held responsible
for error-free output
Amount of feedback provided to employees on
their quality performance
Degree of participation in quality decisions by
hourly/non-supervisory employees
Extent to which quality awareness building
among employees is ongoing
Extent to which employees are recognized for
superior quality performance
Effectiveness of supervisors in solving
problems/issues
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
______________________________________________END_________________________________________
________
Adaptation of Questionnaire from:
Saraph, J.V., Benson, P.G. and Schroeder, R.G. (1989), “An instrument for measuring the critical
factors of quality management”, Decision Sciences, Vol. 20 No. 4, pp. 810-29.