Total Quality Management and Reliability
Engineering
U7BAA05
Prepared by
Mrs.Kavitha.N
Assistant Professor, Mechanical Department
VelTech Dr.RR & Dr.SR Technical University
TQM
Total Quality Management (TQM) is an enhancement to the traditional
way of doing business.
Total
-
Made up of the whole
Quality
-
Degree of Excellence a Product or
Management
-
Art of handling, controlling, directing etc.
TQM is the application of quantitative methods and human resources
to improve all the processes within an organization and exceed
CUSTOMER NEEDS now and in the future.
TQM
SIX BASIC CONCEPTS OF TOTAL QUALITY MANAGEMENT
Management Commitment
Customer Focus
Involvement and utilization of entire work force
Continuous Improvement
Treating Suppliers as Partners
Establish Performance Measures for the processes
GURUS OF TQM :
SHEWHART
DEMING
JURAN
FEIGANBAUM
ISHIKAWA
CROSBY
TAGUCHI
-
Control chart theory
PDCA Cycle
Statistical Process Control
Concepts of SHEWHART
Return on Investment ( ROI )
Total Quality Control
Management involvement
Employee involvement
Company wide quality control
Cause and Effect Diagram
Quality Circle concept
“Quality is Free”
Conformance to requirements
Loss Function concept
Design of Experiments
TQM IMPLEMENTATION
1. Begins with Management Commitment
2. Leadership is essential during every phase of the implementation
process and particularly at the start
3. Senior Management should develop an implementation plan
4. Timing of the implementation process is very important
5. Formation of Quality Council
6. Active involvement of Middle Managers and First Line Supervisors
is essential
7. Early discussions with the Union is a must
8. Communicate TQM to the entire organization
9. Training on quality awareness and problem solving
10. Customer, Employee and Supplier surveys must be conducted to
benchmark
11. The council establishes the project teams and work groups and
monitors their progress
QUALITY
Quality can be quantified as follows
Q=P/E
where,
Q =
Quality
P
=
E
=
Performance
Expectation
DIMENSIONS OF QUALITY :
---------------------------------------------------------------------------------------------------------------Dimension
Meaning and Example
---------------------------------------------------------------------------------------------------------------Performance Primary product characteristics, such as the brightness of the picture
Features Secondary characteristics, added features, such as remote control
Conformance Meeting specifications or industry standards, workmanship
Reliability Consistency of performance over time, average time of the unit to fail
Durability
Useful life, includes repair
Service
Resolution of problems and complaints, ease of repair
ResponseHuman – to – human interface, such as the courtesy of the dealer
Aesthetics
Sensory characteristics, such as exterior finish
Reputation
Past performance and other intangibles, such as being ranked first
----------------------------------------------------------------------------------------------------------------
CUSTOMER PERCEPTION OF QUALITY
Performance
Features
Service
Warranty
Price
Reputation
CHARACTERISTICS AND EXPECTATIONS :
---------------------------------------------------------------------------------------------------------------Characteristic
Expectation
---------------------------------------------------------------------------------------------------------------Delivery
Delivered on schedule in undamaged condition
Installation
Proper instructions on setup, or technicians supplied for complicated products
Use
Clearly-written training manuals or instructions provided on proper use
Field repair
Properly-trained technicians to promptly make quality repairs
Customer Service Friendly service representatives to answer questions
Warranty
Clearly stated with prompt service on claims
----------------------------------------------------------------------------------------------------------------
LEADERSHIP
A leader is one who instills purposes, not one who controls by brute force. He
strengthens and inspires the followers to accomplish shared goals.
Leaders
Shape the Organization’s value
Promote the Organization’s value
Protect the Organization’s value and
Exemplifies the Organization values
CHARACTERISTICS OF QUALITY LEADERS :
They give priority attention to external and internal customers and their needs.
They empower, rather than control, subordinates.
They emphasis improvement rather than maintenance.
They emphasis prevention.
They emphasis collaboration rather than competition.
They train and coach, rather than direct and supervise.
They learn from the problems.
They continually try to improve communications.
They continually demonstrate their commitment to quality.
They choose suppliers on the basis of quality, not price.
They establish organizational systems to support the quality effort.
They encourage and recognize team effort.
QUALITY COUNCIL
A quality council is established to provide overall direction.
The council is composed of
Chief Executive Officer
Senior Managers
Coordinator or Consultant
A representative from the Union
Duties of the council are
Develop the core values, vision statement, mission statement and quality policy
statement
Develop the strategic long term plan with goals and Annual Quality Improvement
Program with objectives
Create the total education and training plan
Determine and monitor the cost of poor quality
Determine the performance measures
Determine projects those improve the process
Establish multifunctional project and work group teams
Revise the recognition and rewards system
QUALITY COUNCIL
A quality council is established to provide overall direction.
The council is composed of
Chief Executive Officer
Senior Managers
Coordinator or Consultant
A representative from the Union
Duties of the council are
Develop the core values, vision statement, mission statement and quality policy
statement
Develop the strategic long term plan with goals and Annual Quality Improvement
Program with objectives
Create the total education and training plan
Determine and monitor the cost of poor quality
Determine the performance measures
Determine projects those improve the process
Establish multifunctional project and work group teams
Revise the recognition and rewards system
THE JURAN TRILOGY
1.PLANNING
Determine internal & external customers.
Their needs are discovered.
Develop product / service features.
Develop the processes able to produce the product / service features.
Transfer plans to operations.
2.CONTROL
Control is used by operating forces to help meet the product, process and service
requirements.
It consists of the following steps
Determine items to be controlled.
Set goals for the controls.
Measure actual performance.
Compare actual performance to goals.
Act on the difference.
3. IMPROVEMENT
Aims to attain levels of performance that are higher than current levels.
It consists of the following steps
Establishment of quality council.
Identify the improvement projects.
Establish the project teams with a project leader.
THE JURAN TRILOGY
CHECK
DO
DEMING PHILOSOPHY
1. Create and publish the Aims and Purposes of the organization.
2. Learn the New Philosophy.
3. Understand the purpose of Inspection.
4. Stop awarding business based on price alone.
5. Improve constantly and forever the System.
6. Institute Training.
7. Teach and Institute Leadership.
8. Drive out Fear, Create Trust and Create a climate for innovation.
9. Optimize the efforts of Teams, Groups and Staff areas.
10. Eliminate exhortations for the Work force.
11. Eliminate numerical quotas for the work force.
12. Eliminate Management by objectives.
13. Remove Barriers THAT ROB PEOPLE OF PRIDE OF
WORKMANSHIP.
14. Encourage Education and Self-improvement for everyone.
15. Take action to accomplish the transformation.
5S
5-S MEANS EVERYTHING IN ITS PLACE
SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE
Clearing
Arranging
Sweeping
Cleanliness
Discipline
There can be no TQM without 5-S.
A dirty factory cannot produce quality products.
Clutter hides problems. A neat workplace promotes easy discovery of
abnormalities.
5-S CONTRIBUTES TO
SAFETY
QUALITY
PRODUCTIVITY
5-S FACILITATES
VISUAL CONTROL
KAIZEN
Kaizen is a Japanese word for the philosophy that defines management’s
roles in continuously encouraging and implementing small improvements
involving everyone.
It focuses on simplification by breaking down complex progress into their
sub – processes and then improving them.
The Kaizen improvement focuses on the use of :
•Value – added and non – value work activities.
•Muda, which refers to the seven classes of waste – over-production, delay,
transportation, processing, inventory, wasted motion, and defective parts.
•Principles of motion study and the use of cell technology.
•Principles of materials handling and use of one – piece flow.
•Documentation of standard operating procedures.
•The five S’s for workplace organization.
•Visual management.
•Just – in – time principles.
•Poka – Yoke.
•Team dynamics.
TQM TOOLS (SEVEN TOOLS OF QUALITY)
1.CAUSE AND EFFECT DIAGRAM
TQM TOOLS (SEVEN TOOLS OF QUALITY)
2.CHECK SHEET
Product : Bicycle
Nonconformity Type
Check
Total
--------------------------------------------------------------------------------------------------------------Blister
IIII IIII IIII IIII I
21
Light spray
IIII IIII IIII
15
Drips
IIII IIII IIII IIII IIII
25
Others
IIII IIII IIII IIII IIII
25
--------------------------------------------------------------------------------------------------------------TOTAL
86 -------------------------------------------------------------------------------
TQM TOOLS (SEVEN TOOLS OF QUALITY)
3. HISTOGRAM
TQM TOOLS (SEVEN TOOLS OF QUALITY)
4. CONTROL CHARTS
TQM TOOLS (SEVEN TOOLS OF QUALITY)
5. SCATTER DIAGRAM
In scatter diagram, three types of co-relations exist.
Positive correlation.
Negative correlation.
No correlation.
6. PARETO DIAGRAM
7. FLOW DIAGRAM
NEW MANAGEMENT TOOLS
1. AFFINITY DIAGRAM
2. INTER-RELATIONSHIP DIGRAPH
3.
TREE DIAGRAM
4. MATRIX DIAGRAM
5. PRIORITIZATION MATRICES
6.
PROCESS DECISION PROGRAM CHART
7.
ACTIVITY NETWORK DIAGRAM
NORMAL CURVE
Normal curve is common type of population. The normal curve is
symmetrical, unimodal, bell – shaped distribution with the mean,
median and mode all having the same value.
Normal curve tolerance limit
CONTROL CHART FOR VARIABLES
QUALITY FUNCTION DEPLOYMENT
Quality Function Deployment is a planning tool used to fulfill customer
expectations.
Quality Function Deployment focuses on customer expectations or
requirements, often referred to as voice of the customer.
QFD TEAM :
There are two types of teams namely
1. Team for designing a new product
2. Team for improving an existing product
QUALITY FUNCTION DEPLOYMENT
QUALITY FUNCTION DEPLOYMENT
THE STEPS IN BUILDING A HOUSE OF QUALITY ARE :
1. List Customer Requirements (WHAT’s)
2. List Technical Descriptors (HOW’s)
3. Develop a Relationship Matrix Between WHAT’s and HOW’s
4. Develop an Inter-relationship Matrix between HOW’s
5. Competitive Assessments
• Customer Competitive Assessments
• Technical Competitive Assessments
6. Develop Prioritized Customer Requirements
7. Develop Prioritized Technical Descriptors
TAGUCHI’S QUALITY LOSS FUNCTION
Taguchi’s Quality Loss Function concept combines cost, target and variation in
one metric with specifications being of secondary importance.
Taguchi has defined quality as the loss imparted to society from the time a
product is shipped. Societal losses include failure to meet customer
requirements, failure to meet ideal performance and harmful side effects.
CUSTOMERS PERCEIVE QUALITY AS MEETING THE TARGET RATHER
THAN JUST MEETING THE SPECIFICATIONS.
There are three common quality loss functions
Nominal - the - best.
Smaller - the - better.
Larger - the – better.
TOTAL PRODUCTIVE MAINTENANCE (TPM))
Total Productive Maintenance (TPM) is defined as keeping the running plant
and equipment at its highest productive level with the co-operation of all areas
of the organization.
Predictive and Preventive maintenance are essential to building a foundation
for a successful TPM environment. Predictive Maintenance is the process of
using data and statistical tools to determine when a piece of equipment will fail.
Preventive Maintenance is the process of periodically performing activities
such as lubrication on the equipment to keep it running.
OBJECTIVES OF TPM :
1. To maintain and improve equipment capacity.
2. To maintain equipment for life.
3. To use support from all areas of the operation.
4. To encourage input from all employees.
5. To use teams for continuous improvement.
TPM PHILOSOPHY – CONCEPT OF TPM
Total Productive Maintenance (TPM) is an extension of the Total Quality
Management (TQM) philosophy to the maintenance function.
TPM has the following steps:
1. Management should learn the new philosophy of TPM.
2. Management should promote the new philosophy of TPM.
3. Training should be funded and developed for everyone in the organization.
4. Areas of needed improvement should be identified.
Loss measurements to identify improvement needs are
Down time losses
Reduced speed losses
Poor quality losses
5. Performance goals should be formulated.
6. An implementation plan should be developed.
7. Autonomous worth groups should be established.
ISO 9000 STANDARDS
ISO 9000
ISO 9001
ISO 9002
ISO 9003
ISO 9001
Design, Development, Production, Installation & Servicing
ISO 9002
Production, Installation & Servicing
ISO 9003
Inspection & Testing
ISO 9004
Provides guidelines on the technical, administrative and human factors
ISO 9000 STANDARDS
DOCUMENTATION
In every organization, the quality system must be documented properly. The
documentation of the system can be seen as a hierarchical format as shown.
1
POLICY
2
PROCEDURE
3
PRACTICE
4
PROOF
QUALITY AUDITING
The term Audit refers to a regular examination and checking of accounts or
financial records, settlement or adjustment of accounts.
It also refers to checking, inspection and examination of Production Processes.
PURPOSE OF QUALITY AUDIT :
To establish the adequacy of the system.
To determine the effectiveness of the system.
To afford opportunities for system analysis.
To help in problem solving.
To make decision making easier etc.
QUALITY AUDITING
TYPES OF QUALITY AUDIT :
First – Party Audit.
Second – Party Audit.
Third – Party Audit.
Quality audit can also be classified on the basis of the area taken into account
for the audit such as
System Audit.
Process Audit.
Product Audit.
Adequacy Audit.
Compliance Audit.
Six Sigma
• A term (Greek) used in statistics to represent
standard deviation from mean value, an indicator of the
degree of variation in a set of a process.
• Sigma measures how far a given process deviates from
perfection. Higher sigma capability, better performance
• Six Sigma is a disciplined, data-driven approach and
methodology for eliminating defects in any process -- from
manufacturing to transactional and from product to service.
• To achieve Six Sigma, a process must not produce more than
3.4 defects per million opportunities.
• A Six Sigma opportunity is then the total quantity of chances
for a defect.
Six Sigma
This is accomplished through the use of two Six Sigma submethodologies: DMAIC and DMADV.
• The Six Sigma DMAIC process (define, measure, analyze, improve,
control) is an improvement system for existing processes falling
below specification and looking for incremental improvement.
• The Six Sigma DMADV process (define, measure, analyze, design,
verify) is an improvement system used to develop new processes or
products at Six Sigma quality levels.
• Both Six Sigma processes are executed by Six Sigma Green Belts
and Six Sigma Black Belts, and are overseen by Six Sigma Master
Black Belts.
Six Sigma DMAIC
DMAIC
Define the project goals and customer (internal and external)
deliverables
Measure the process to determine current performance
Analyze and determine the root cause(s) of the defects
Improve the process by eliminating defects
Control future process performance
When To Use DMAIC
The DMAIC methodology, instead of the DMADV methodology,
should be used when a product or process is in existence at
your company but is not meeting customer specification or is
not performing adequately.
SIGMA LEVELS
Sigma Level ( Process
Capability)
2
Defects per Million
Opportunities
308,537
3
66,807
4
6,210
5
233
6
3.4
36
Reliability
• Generally defined as the ability of a product to perform as
expected over time.
• Formally defined as the probability that a product, piece of
equipment, or system will perform its intended function for a
stated period of time under specified operating conditions.
• Means quality over the long run.
• A product that “works” for a long period of time is a reliable
one.
• Since all units of a product will fail at different times,
reliability is a probability.
Reliability Terms
Tests are based on one or more of the following
characteristics:
• Mean life: the average life of the product.
• Failure rate: the percentage of failures per unit time or
number of cycles.
• Hazard rate: the instantaneous failure rate at a
specified time.
• Reliable life: the life beyond which some specified
portion of the items in the lot will survive.
• Availability:It is a time-related factor that measures the
ability of a product or service to perform its designated
function.
Reliability Terms
Reliability Terms
Reliability Terms
MTBF
A 
MTBM  MTDT
Where:
MTBM = mean time between maintenance
MDT = mean down time
MTBF = mean time between failures
MTTR = mean time to repair
Maintainability is the probability that a system or product
can be retained in, or one that has failed can be
restored to, operating condition in a specified amount
of time.
Reliability – Life history curve
•
The curve, sometimes referred to as the “bathtub” curve, is
a comparison of failure rate with time.
•
It has three distinct phases:
The debugging phase.
The chance failure phase.
The wear-out phase.
System Reliability
• As products become more complex (have
more components), the chance that they will
not function increases.
• The method of arranging the components
affects the reliability of the entire system.
• Components can be arranged in series,
parallel, or a combination.
Series System
 For a series systems, the reliability is the
product of the individual components.
1
2
n
RS = R1 R2 ... Rn
 As components are added to the series, the
system reliability decreases.
Parallel System
1
2
n
Rs = 1 - (1 - R1) (1 - R2)... (1 - Rn)
 When a component does not function, the product
continues to function, using another component,
until all parallel components do not function.
Design
• The most important aspect of reliability is the design.
• The fewer the number of components, the greater the
reliability.
• Another way of achieving reliability is to have a backup or
redundant component (parallel component).
• Reliability can be achieved by overdesign.
• The use of large factors of safety can increase the reliability
of a product.
• When an unreliable product can lead to a fatality or
substantial financial loss, a fail-safe type of device should be
used.
• The maintenance of the system is an important factor in
Statistical Aspects
Distributions Applicable to Reliability:
• Exponential distribution.
• Normal distribution.
• Weibull distribution.
Reliability Curves:
• The curves as a function of time.
Normal Failure Analysis
The Weibull distribution is usually used.
The Normal distribution.
t
R(t) = 1.0 -  f(t)dt
0
R(t) = 1.0 - P(t)
R(t): Reliability at time t
P(t): Probability of failure or area of the
normal curve to the left of time t.
Exponential Failure Analysis
Exponential distribution:
Rt = e –t/ө
Where:
t: Time or cycles.
ө: Mean life.
Weibull Failure Analysis
Can be used for the debugging phase (ß<1)
and the chance failure phase (ß=1).
By setting = 1, the Weibull equals the
exponential.
By setting ß=3.4, the Weibull approximates
the Normal.
Rt = e –(t/ө)ß
Where ß is the Weibull slope.
Life and Reliability Testing Plans
Type of Tests:
Failure-Terminated: These life-test sample
plans are terminated when a preassigned
number of failures occurs to the sample.
Time-Terminated: This life-test sampling
plan is terminated when the sample
obtains a predetermined test time.
Reliability Allocation
The first step in the design process is to translate the
overall system reliability requirement into reliability
requirements for each of the subsystems. This process is
known as reliability allocation. The allocation of system
reliability involves solving the basic inequality:
Where
is the allocation reliability parameter for the ith subsystem
R* is the system reliability requirement parameter
f is the functional relationship between subsystem and
system reliability
.