MECH3501
Quality Control
Rieo Ramlall
rieo.ramlall@mail.citytech.cuny.edu
Agenda
• Review
• TQM
• ISO & ISO9000
• Lean Fundamentals
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Types of Waste
Categories of Waste
Workplace Organization
Concept of Flow
Inventory Control
Visual management
Kaizen
Value Stream
• Management & Planning Tools
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Affinity
Interrelationship Diagram
Tree Diagram
Matrix Diagram
Prioritization Matrices
Process Decision Program Chart
Activity Network Diagram
• MATLAB
TQM
• What is Total Quality management?
• The continual process of detecting and eliminating manufacturing errors,
streamlining supply chains, improving the customer experience, and
ensuring employees are fully trained.
• Everyone is involved in this process. From the highest level of
management employees down to the frontline workers contribute to the
delivering high quality goods and services to the customers/end-users.
Principles of TQM
• A customer-focused process that focuses on
consistently improving business operations
management.
• It strives to ensure all associated
employees work toward the common goals
of improving product or service quality, as
well as improving the procedures that are
in place for production.
• Guiding Principles
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Focus on Customers
Commitment by Employees
Improve Continuously
Adherence to processes
Strategic and Systematic
Approach
• Data Utilization
• Integrate Systems
• Communication
Advantages & Disadvantages of TQM
• Pros
• Delivers stronger, higher quality
products to customers
• Results in lower company-wide
costs
• Minimizes waste throughout the
entire production and sale
process
• Enables a company to become
more adaptable
• Cons
• May require substantial financial
investment to convert to TQM
practices
• Often requires conversion to TQM
practices over a long period of time
• May be met with resistance to
change
• Requires company-wide buy-in to be
successful
Example of TQM
• Toyota Implementation of the
Kaban System.
• To make its assembly line more
efficient
• https://youtu.be/F5vtCRFRAK
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• Toyota has six rules for the
effective application of Kanban:
• Never pass on defective products
• Take only what is needed
• Produce the exact quantity
required
• Level the production
• Fine-tune production
• Stabilize and rationalize the
process
ISO & ISO9000
• What is ISO?
• The International Organization for Standardization (ISO) is an international
nongovernmental organization made up of national standards bodies that develops and
publishes a wide range of proprietary, industrial, and commercial standards.
• Examples of ISO standards include the calibration of thermometers, food safety
regulations, and the manufacturing of wine glasses. ISO standards also cover shoe sizes,
musical pitches, security management, and environmental management.
• What is ISO9000?
• ISO 9000 is a standard that focuses on quality management and quality assurance. The
standard is used by companies to develop and maintain their quality systems. The goal of
ISO 9000 is to apply to companies in all industries. Areas of focus include relationship
management, customer focus, and leadership.
Statistical Process Control (SPC)
• The use of statistical techniques to control a process or production method.
SPC tools and procedures can help you monitor process behavior, discover
issues in internal systems, and find solutions for production issues.
• 7 Quality Control Tools
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Pareto Diagram
Cause-And-Effect Diagram
Check Sheets
Process Flow Diagram
Scatter Diagram
Histogram
Control Charts
https://youtu.be/yuH35ottILU
Lean Fundamentals
• A lean enterprise is one that emphasizes the prevention of waste
throughout the organization. Waste is defined as any extra time, labor,
capital, space, facilities, or material that does not add value to the
product or service for the customer. Elimination of waste leads to
improved quality, cycle time, cost, and most important, customer
satisfaction.
• Basics of Lean are:
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Types of Waste
Categories of Waste
Workplace Organization
Concept of Flow
Inventory Control
Visual Management
Kaizen
Value Steam
Types of Waste
• The first type was previously discussed and is non-value added and unnecessary for the
system to function. Administration, inspection, and reports are examples of activities that do
not add value to the product or service.
• The second type is described as non-value added, but necessary for the system to function. For
example, to sell oil overseas, it must be transported by an oceangoing vessel, which does not
add value to the product, or similarly, the travel cost of a lean consultant going to Uganda
would not be value added. However, both the transportation and travel costs are necessary
for the activity to occur.
• A third type of waste is due to unevenness or variation in quality, cost, or delivery. An example
is illustrated by a work center that delivers an average of 50 units per hour but has a range of
35 to 65 units per hour.
• The fourth type of waste is caused by overstressing people, equipment, or systems.
Continually using equipment without proper maintenance will lead to a breakdown, or
continually requiring overtime will lead to poorer performance and burnout.
Categories of Waste
1. Overproduction
Producing more, earlier, or faster than required by the next process is waste. It causes
inventory, manpower, and transportation to accommodate the excess.
2. Waiting
Any idle time or delay that occurs when an operation waits for materials, information,
equipment, and so forth, is waste. Idle resources are an obvious form of waste.
3. Transportation
Any movement of material around the plant is not value added and, therefore, waste.
The more you move material the greater the opportunity for damage and the need for
more space.
4. Defects
Products or services that do not conform to customer expectations are waste. They
incur customer dissatisfaction and frequently reprocessing. Quality is built in at the
source.
Categories of Waste
5. Inventory
Any inventory in the value stream is not value added and, therefore, waste. Inventory
requires space and hides other wastes.
6. Motion
Any movement of a person’s body that does not add value is waste. Walking requires
time to retrieve materials that are not available in the immediate area.
7. Extra Processing
Any extra processing that does not add value to the product or service is waste. An
example is the removal of a gate in a molded part.
Workplace Organization
• For an effective product or service flow, the workplace must be
organized using the 5S’s:
• Sort
Divide all the items into three categories: keep those items that are necessary for the activity to
function and group by frequency of use; return those items that belong to another customer or
location; and move all other items to a staging area and red tag for disposal with appropriate
identifiers.
• Straighten
• Shine
Items that are left are arranged to reduce or eliminate wasted motion.
Clean your workplace to eliminate dirt, dust, fluids, and any other debris. Good housekeeping
provides an environment to locate equipment problems, to improve productivity, and to reduce
accidents.
• Standardize
Documentation is developed to ensure that all parties using the workplace are performing the
process in the same manner.
• Sustain.
Gains made in the first four S’s are maintained by charts, checklists, and audits.
Concept of Flow
• From the time the first action begins until
the product or service reaches the end user,
the flow should be continuous with
minimum variation.
• It never stops for an equipment breakdown,
delays, inventory, nor any other waste.
• For this utopian situation to exist, there
must be one-piece flow, which is one unit at
a time rather than several units at one time
(Batch Processing)
• https://youtu.be/ciJckWCMvpA
• Advantages
• Reduces the time between the order
and the delivery
• Prevents wait times and production
delays
• Reduces the labor and space to store
and move batches
• Reveals any defects or problems early
in the process
• Reduces damage that occurs during
batch processing
• Provides flexibility to produce a specific
product
• reveals non-value activities
Inventory Control
• Is the process of managing a company’s inventory levels, whether that be in their
own warehouse or spread over other locations. It comprises management of items
from the time you have them in stock to their destination.
• Inventory control means managing your inventory levels to ensure that you are
keeping the optimal amount of each product.
• Proper inventory control can keep track of your purchase orders and keep a
functional supply chain.
• Just in time (JIT) is a well-known element of inventory control. It means that the
right material arrives at the workplace when it is needed.
• A metric used for inventory control is called takt time, which is the German word for
“beat.” It is the pace of production based on the rate of customer demand.
For example, if customer demand for auto insurance is 55 per day and the available processing
time is 15 hours, then the takt time is 12.0 minutes ((11 x 60)/ 55).
Visual Management
• Visual displays are used throughout the
facility to inform people about
customers, projects, performance, goals,
and so forth. In addition, signals are used
to alert people to a problem at a
particular location.
Kaizen
• It is the process of continuous improvement in small increments
that make the process more efficient, effective, under control, and
adaptable.
• Kaizen focuses on simplification by breaking down complex
processes into their subprocesses and then improving them.
• Kaizen relies heavily on a culture that encourages suggestions by
operators who continually and incrementally improve their job or
process.
• https://youtu.be/TNMNCC_JkxE
Value Stream
• The term value stream refers to the specific activities required to design, order, produce, and
deliver a product or service to consumers. It includes the flow of materials from suppliers to
customers; the transformation of the raw materials to a completed product or service; and
the required information.
• Ideally, the value stream would include only value-added activities and the necessary
associated information.
• The perfect value stream is one where all the operations are
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capable of meeting the quality requirements of the customer;
available with no unplanned downtime;
sufficiently efficient to eliminate unnecessary use of energy and materials;
able to meet customer demand
• A value stream map (VSM) is used to graphically describe the sequence and
movement of the activities associated with the value stream.
• https://youtu.be/J3slpqQTH4o
Management & Planning Tools
• These do not replace SPC tools but are complimentary to each other.
• These tools provide managers, professionals and workers with tools
needed to make planning an effective and satisfying process. These
tools also break down Taylor-type barriers by allowing more
individuals to contribute to the planning process.
• The Seven Tools are:
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Affinity Diagram
Interrelationship Diagram
Tree Diagram
Matrix Diagram
Prioritization Matrices
Process Decision Program Chart
Activity Network Diagram
Management & Planning Tools
• Affinity Diagram
• The affinity diagram allows the team to creatively generate a large number of
issues/ideas and then logically group them for problem understanding and possible
breakthrough solution.
Management & Planning Tools
• Interrelationship Diagram
The interrelationship diagram (ID)
clarifies the interrelationship of many
factors of a complex situation. It allows
the team to classify the cause-and-effect
relationships among all the factors so
that the key drivers and outcomes can
be used to solve the problem.
• If there’s a relationship draw an
arrow
• Arrow always leaves the driver
• Most arrows going out has a bigger
impact on the other processes
• https://youtu.be/nA7mPqCs274
Management & Planning Tools
• Tree Diagram
The tree diagram is used to reduce any broad
objective to increasing levels of detail in order
to achieve the objective.
• First choose an action-oriented objective
statement
• Secondly brainstorm and choose major
headings (Means)
• Finally analyze those headings. Ask, “What
needs to be addressed to achieve the
objective?” (Solutions)
Management & Planning Tools
• Matrix Diagram
The matrix diagram allows individuals or teams to
identify, analyze, and rate the relationship among
two or more variables.
• QFD is a system that identifies and sets the
priorities for product, service, and process
improvement opportunities that lead to
increased customer satisfaction. It ensures
the accurate deployment of the “voice of the
customer” throughout the organization,
from product planning to field service.
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Importance Rating
142 162 146
Management & Planning Tools
• Prioritization Matrices
Prioritization matrices tools prioritize issues, tasks, characteristics, and so
forth, based on weighted criteria using a combination of tree and matrix
diagram techniques.
Management & Planning Tools
• Process Decision Program
Chart
Programs to achieve particular
objectives do not always go according
to plan, and unexpected
developments may have serious
consequences. The process decision
program chart (PDPC) avoids
surprises and identifies possible
countermeasures.
Management & Planning Tools
• Activity Network Diagram
• Is a diagram of project activities that shows
the sequential relationships of activities
using arrows and nodes.
• It allows the team to schedule a project
efficiently. The diagram shows completion
times, simultaneous tasks, and critical
activity path.
MATLAB Review
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clc - Clears command window.
clear – Removes variables from memory.
Plot - Generates xy plot.
Title - Puts text at top of plot.
Xlabel - Adds text label to x-axis.
Ylabel - Adds text label to y-axis.
Linspace - Creates regularly spaced vector.
Sum - Sums each column.
num2cell- - Converts numeric array to cell array.
Dot - Computes matrix dot product.
Cross - Computes matrix cross product.
Assignment #1 – Due 9/22/2022
In groups of 3 or 4 persons:
1. Prepare an affinity diagram to plan an improvement in the cafeteria.
2. The church council is planning the activities for a successful carnival. Design a tree diagram
to determine detailed assignments.
3. Construct a matrix diagram to determine customer requirements for a new product or
service.
4. Determine how the lean fundamentals of flow and inventory control might improve a
health-care facility.
Lab #1
• Approximately two-thirds of all automobile accidents are due to improper driving.
Using MATLAB construct a Pareto diagram with the cumulative line for the data:
improper turn, 3.6%; Speeding, 28.1%; following too closely, 8.1%; right-of-way
violations, 30.1%; driving left of center, 3.3%; improper overtaking, 3.2%; and other,
23.6%.
• Submit MATLAB code & Result.
x = ["Imp. Turn" "Speeding" "Foll. too close" "Right of Way viol." "Driving left of cent."
"Imp. Overtaking" "Other"];
y = [3.6 28.1 8.1 30.1 3.3 3.2 23.6];
pareto(y,x,1)
ylabel('Accidents’)
title('Lab#1')