MECH3501 Quality Control Agenda • Review • TQM • ISO & ISO9000 • Lean Fundamentals • • • • • • • • Types of Waste Categories of Waste Workplace Organization Concept of Flow Inventory Control Visual management Kaizen Value Stream • Management & Planning Tools • • • • • • • 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 • • • • • 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 0 • 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 • • • • • • • • 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: • • • • • • • • 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 • • • • 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: • • • • • • • 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. 4 2 3 4 3 5 5 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 • • • • • • • • • • • 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.
