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What is Quality ?

Usual Responses

Inspection

Responsibility of the Quality Control Department

Measurement Activity Statistics

Technical Activity

Support Function

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Four Phases of MoQ Portion

Phase 1 History of QualityPhase 2 Foundations for the Management of

Quality

Phase 3 Tools for Implementation of Quality

Phase 4 New Trends in Management ofQuality

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Phase 1 History of QualityDefinitions of Quality Evolution of Managing for Quality as a Science :

QC,CWQC,TQC,TQM Definition of TQM

Phase 2 Foundations for the Management of QualityWorks of the Quality Pioneers :

Dr. W. Edwards Deming Demings System of Profound Knowledge Demings14 points andDr. Joseph M. Juran The Juran Trilogy , Cost of Quality

Phase 3 Tools for Implementation of QualityApplication of the 7 QC Tools and Management Tools ( including FMEA , Poka

Yoke )

Phase 4 New Trends in Management of QualityISO 9000 Implementation Status of TQM in India

Four Phases of MoQ Portion

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The first ever article on Quality as we know it today :The Control of Quality in Manufacturing 1917 by

George S. Radford

The first ever book on Quality as we know it today :The Control of Quality in Manufacturing 1922 by

George S. RadfordThe Second Book : The most seminal bookEconomic Control of Quality of ManufacturedProduct 1931 by Walter A. Shewhart

The second book by Shewhart : Statistical Methodsfrom the Viewpoint of Quality Control 1938 editedby W. Edwards Deming

Evolution of Quality

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1900s Inspection

1920s Process Control1950s Process Improvement

1960s Organisational ( Systems ) Improvement

1970s Business Improvement

1980s Business Excellence1990s Customer Value Excellence

2000 Environmental Excellence

Many now associate Continual Improvement of

Quality with Meaningful Sustainable

Development

Evolution of Quality

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The total com pos i te product and serv ice ch aracter is t ics of market ing ,

engineer ing , manu facture , and maintenance through wh ich the produ ctand the serv ic e in use w i l l meet the expectations of the cus tomer

- Armand V. Feigenbaum

A produc t or a serv ice possess es Qual i ty i f it helps s omeone l ive better

mater ial ly and /or otherwise and enjoys a large and sus tainable market

- W. Edwards Deming

Qual i ty is def ined as f i tness for purpo se . To be f i t for purpo se , theprodu ct /serv ice must have features that sat is fy custom er needs and mu st be

delivered free of defic ienc ies.

- Joseph M. Juran

Qual i ty is con formanc e to requirements

- Phi ll ip B. Crosby

Different Definitions of Quality

...degree to whic h a set of in herent character is t ics fulf i ls requ iremen ts

- ISO 9000 : 2008

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A people focuss ed management s ystem that

aims at cont inu al inc rease in cus tomer sat is fact ion

at c on t inual ly lower cost , wo rking ho r izon tally

acros s func t ions and departments , invo lv ing allemp loyees and processes , top to bo t tom ,

extending forwards and backwards to inc lude the

Supp ly chain as well as the Customer chain.

Quality Management

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Quality ofDesign /Redesign

Quality ofConformance

Quality ofPerformance

Customer

Design Product /Service

PurposeCreatingCustomer

Value

Fundamental Quality Management

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Deming : The Early Years

Influence of Walter Shewhart 1920s

Shewhart enlists the 2 types of mistakes anddevelops the Control Theory to reduce effects ofthese mistakes

Deming organises a landmark seminar in 1938 on

Statistics at NYU where Shewhart delivers his 4 daylecture on his Control Theory

Application of this theory to 1940 US census byDeming results in savings to the tune of $200 million

Improvement in productivity during the war inAmerica using Shewharts Control Chart

Sent to lead the 1947 census taking in Japan

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Deming : The Later Years

American Response to the use of the Control Chart (

1942 44 ) and afterward Japanese experience 1950 onwards

How the West finally took notice 1980 onwards

Teachings between 1979 1987

Teachings between 1989 1993

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The marketplace is now global. Basis for trade between countries will bedefined by Quality

The customer is all-important. Seek to cultivate long-term relations with your

customers. Seek to continuously understand consumer needs whendesigning products.

Quality is determined by managers. The Quality of products and services mus

reflect consumer needs. Products must be uniform, be consistent, andperform dependably. The Quality of the product cannot be better than the

intentions and specifications of management. Quality results from the way

managers lead. Production is a system. The supplier is your partner. Make the supplier a

partner and an integral part of the system. The customer is also part of the

system, the most important part of the system.

The chain reaction. If you improve your processes and product, your costs wi

decrease and you will capture the market with better Quality and lower prices,thus allowing you to stay in business and provide jobs and more jobs.

Japan must see itself as a system. There must be trust and cooperation

throughout all of industry along with government , education and healthcare in

Japan. A common commitment to cooperation must sweep through Japanlike a Prairie fire

Deming in Japan 1947 to 1950

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Production Viewed as a System

Customers

Suppliers ofMaterials andEquipment

Receipt and Testof Materials

Consumer FeedbackDesign andRe - design

Distribution

Production Assembly Inspection

Tests of Processes , Machines , Methods , Costs

I believe this Diagram made the difference in Japan.the greatestway I accomplished anything there was through this diagram

W. Edwards Deming

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Improve Quality

Costs Decrease because of less rework, fewer mistakes , fewer delays , snags ;

better use of machine time andmaterials

Productivity Improves

Expand the Market withbetter Quality , Lower

Price , Diversification , Innovation

Stay in Business Provide Jobs and more Jobs

Deming Chain Reaction 1950 ( revised 1988 )

Improve Qualityfurther

And so on

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THE DEMING PRIZE ESTABLISHED IN1950 BY THE JAPANESE UNION OF

SCIENTISTS AND ENGINEERSPeace and happiness through prosperitywas in fact at the root of my thoughts

when in 1950, in Japan, I wrote thefollowing inscription on the medal for theDeming Prize, given annually by theDeming Prize Committee to a companythat has successfully and effectivelyadvanced the Quality of their systems :The right Quality and Uniformity are the

foundations of Commerce, Prosperity, andPeace.Quality brings commerce. It brings

people together from different parts of theworld, makes friends, and brings respect.. . .Quality does not stand still, however.Invention and design of new products areessential parts of Quality. Design,manufacture, marketing, service, testing,all go on forever in a cycle.

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Demings view of Quality

Begins with meeting real needs of customers ( inuse )

High degree of Uniformity , predictability

Beyond mere conformance ( to requirements /specifications )

Joy in Ownership through Joy in Work

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Four prongs of Quality

Innovation in products and services

Innovation in process

Improvement of existing products andservices

Improvement of existing processes

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Quality aimed at , to meet the needs of the consumer , must be

stated in terms of specified Quality characteristics that can be

measured . It is necessary to predict what Quality characteristics

of a product will produce sat is fact ion in use.

Quality , however , to the consumer , is no t a set of s peci f icat ion s.

The Quality of any product is interaction between the product , the

user , his expectations , and the service that he can get in case the

product fails or requires maintenance .

The needs of the consumer are in continual change . So are

materials , methods of manufacture , and products .

Quality of a product does not necessarily mean high Quality . It

means con t inual improvement of the process, so that theconsumer may depend on the uniformity of the product and

purchase it at low cost .

..W. Edwards Deming

1980

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People are the most important part of a System .They must work in a System to create value for the

Customer . The Managers Job is to work on theSystem and continually improve it with help from

the people and the Customer

A Managers Job

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System of Profound Knowledge

Culmination of Dr. Demings philosophy

A Theory of Management founded in four different but deeplyinterconnected sciences

Systems Theory

Human Psychology

Statistical Thinking and Methods

Learning how we learn and Improve

A tool for the quest of wisdom

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System of Profound Knowledge

A different view of events and happenings around us Not as incidences rather as outcomes

Not isolated rather deeply connected

Helps us get the complete picture

A lens with which we view the landscape

To see things we normally wouldnt see

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Appreciation for a

System

Understanding

Variation

Understanding a

Theory ofKnowledge

UnderstandingPsychology

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What Is A System?

A System is a Network of Interdependent

components that work together to achieve the Aim of

the System .

Every System must have an Aim , Without an Aim

there is no System

The Three most important words are

Network Interdependent

Aim

System Thinking

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System Thinking

Cause and Effect are not closely related in time orspace

Outputs are a result of a myriad of inputs

Inputs affect each other also

The extent to which inputs affect each other need to bedetermined

Effect of environment on the inputs need to be studied

Effect of the inputs on the environment need to be

studied

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System Thinking

Important points about a system :

Should have an aim . Without an aim there isno system ( as before )

Aim is for all the components to gain overthe long term

Aim is to make life better for everyone

impacted by the System

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System Thinking

Pattern Relationships that determine the SystemsCharacteristics

Structure The Physical Layout of the System

Processes Activities that take place in the Structure

Meaning The Purpose of existence of the system

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Appreciation for a

System

Understanding

Variation

Understanding a

Theory ofKnowledge


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Questioning

Confirming

Experimenting

Hypothesis

Explorat ionVerif ication

Improvement

System of Learning

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Appreciation for a

System

Understanding

Variation

Understanding a

Theory ofKnowledge


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Appreciation for a SystemUnderstanding that cause and effect are notclosely related in time and space

Understanding that outputs are the results

of a myriad of inputs .Understanding the importance of a common

aim or purpose for the system.

Understanding a Theory of

KnowledgeUnderstanding the importance of theory tointerpret observations ( experience ) .

Understanding the importance of theory and

practice .

Understanding how to learn faster .

Understanding VariationAwareness of the distinction between

Common and Special Causes of Variationand how to interpret Control Charts

Learning how to think statisticallyUnderstanding that reducing variation is

synonymous to increasing Quality .

PsychologyUnderstanding that people are inherently good -

they want to do a good job .Understanding that people learn differently , and

hence think differently . Working on peopleslearning processes rather than exhorting themwould be better .

Understanding that ranking destroys people .

Peter Scholtes portrayal of Dr.

Demings System of Profound

Knowledge

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Viewing an event with Theory 1

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Viewing an event with Theories 1 & 2

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Viewing an event with Theories 1 , 2 & 3

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The true picture What was your guess ?

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D i 14 i t f t

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Important points to keep in mind:

Not his philosophy but 14 consequences of his philosophyNot a list of instructions, techniques, check list or

prescription.

Vehicles for opening up the mind to new thinking radically

different ways of managing.Lay the foundation for the transformation a change of

magnitude never imagined

"The 14 points all have one aim : to make it possiblefor people to work with joy."

Demings 14 points for management.

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Appreciation for a SystemUnderstanding Variation

Understanding PsychologyUnderstanding a Theory of

Knowledge

Point 1

Create a statement of the aim and purposeof the organisational system.

It must bring out the long term vision of theorganisation preferably stating how itintends to stay in business through creatingvalue for all those impacted in any way .

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Appreciation for a System

Understanding Variation

Understanding Psychology

Understanding a Theory of

Knowledge

Point 2

Adopt the new philosophy of win winwhere everybody wins .

Teach and practise this philosophy with all

customers , suppliers and competitors .Focus on expanding the market rather thancapturing it .


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Understanding a Theory ofKnowledge

Point 3

Use the system of inspection to understand thegaps in how you perceive a Customerrequirement and how the Customer actuallyperceives it .

Try to reduce these gaps by first trying tounderstand customer requirements thoroughly then deploy this learning throughout theorganisation .

Design Quality in .


f

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Understanding a Theory ofKnowledge


Point 4

Work towards having an arms-around relationshipwith your suppliers .

Invest in them through education and training sothey can contribute effectively towards the

organisation .When purchasing , do not focus on price alonewithout a measure of Quality .

Reduce Variation by practising co-operation with

your suppliers .

D i 14 i t f t

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Knowledge

Point 5

Look for better ways of understanding andanalysing the processes/systems you work in .

Keep improving and innovating continually .Systemise this philosophy .

Find out problems before they find you out .


D i 14 i t f t

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Knowledge

Point 6

Training must not only focus on how the job isdone but also the purpose of the job beingcarried out .

Everyone must know how they are contributingto the entire system . Training must also aim atcreating learners .

This forms the basis for continual improvement

and motivates intrinsically .


D i 14 i t f t

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Knowledge

Point 7

Create Leaders . Managers are no longer justplanners/instruction-givers . They must be leaders.

People are the most important part of a System .

They must work in a System to create value for theCustomer . The Managers Job is to work on the

System and continually improve it with help fromthe people and the Customer by leading people ,

coaching them and counselling them in a non-judgmental manner .


D i 14 i t f t

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Knowledge

Point 8

Create a climate of openness , trust and two-waycommunication .

People must not be afraid to voice their problems/ constraints they are facing thatprevent them from doing a better job .


Demings 14 points for management

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Knowledge

Point 9

Encourage systems thinking in the organisationwhere everybody focuses on creating value for thecustomer and not just meetingdepartmental/sectional objectives .

Optimise the efforts of everyone do notmaximise individual efforts .



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Knowledge

Point 10

Do not create a superficial leadership culture byusing impressive-sounding but shallow slogans,posters and exhortations and arbitrary numericaltargets.

A genuine leadership culture focuses on improvingthe work environment so that people areintrinsically motivated to do productive work and,if useful, create their own slogans and posters .



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Knowledge

Point 11

Do not attempt to manage the organisational systems andprocesses solely by irrelevant and arbitrary measuressuch as quotas and targets . These are merely singledimensional aspects of very multi-dimensional entities

Instead, encourage systems thinking i.e. understandingand establishing interdependencies between the differentparts of the system and thus looking beyond theblinkered view presented by quotas, numerical targets andobjectives.

Deming s 14 points for management.


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Knowledge

Point 12

Develop a sense of ownership in everyemployee working in the system so thats/he could take pride and joy in the work

they do .

They must feel one with their work thus

creating results themselves .



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Knowledge

Point 13

Encourage learning . Develop learners .People are the only living parts of anorganisation . For an organisation to grow fastand move in the right direction , it is essential

that people are growing and learning .Pay is not as much a motivator as learning is .Continual learning leads to Continualinnovation and improvement .



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Knowledge

Point 14

Create a structure and a system in theorganisation that embodies all of the aboveprinciples .

Nurture relationships . Extend the

boundaries of the organisation to includeall those impacted .

This will result in long term profits beyond

measures and long term survival .


Create a constancy of purpose towardimprov ement of product and service,

with the aim to be come competitive and

to stay in busine ss and to provide jobs

Eliminate slogans, exhortations, andtarge ts for the work force demanding

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Appreciation for a System

Knowledge of Psychology

Knowledge of Variation

A Theory of Knowledge

to stay in busine ss, and to provide jobs.

Break down barriers between departments.People in research, design, sales, and

production must work as a team, to foresee

problems of production and in use thatmay be e ncountered with the product or

service.

Remove barriers that rob people ofpride of workmanship.

Adopt the new philosophy of win win. Weare in a ne w economic age. Western

management must awaken to thechallenge, must learn their responsibilities,and take on leadership for change.

Cease dependence on massinspe ction to achieve quality.

Eliminate the need for

inspection on a mass basis bybuilding quality into the

product in the first place.

a)Eliminate work standards (quotas) on thefactory floor. Substitute leadership.

b)Eliminate management by objective.Eliminate management by numbers,numer ical goals. Substitute leadership.

Institute training on the job.

targe ts for the work force demanding

zero defects and new levels of

productivity.

Drive out fear so that everyonecan work e ffectively for the

company.

Adopt and institute leadership. Theaim of leade rship should be to help

people and machines do a better job.

Institute a v igorousprogramme of

education and self-

improvement.Improv e constantly andforever the system of

production and service, to

improv e quality andproductivity, and thus

constantly decrease costs.

End the practice of awardingbusiness on the basis of price tag

alone . Instead, minimise total cost.

Move toward a single supplier for

any one item, in a long-termrelationship of loyalty and trust.

Take action to accomplish the transformation.

The Product . Your own

t t f th P d t

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tests of the Product

in the laboratory and in

simulations of use .Testof the Product in

service .

Training of Customer .Instructions for use . Training of

Repairmen . Service . Replacementof Defective Parts . Availability ofParts . Advertising and Warranty :

What did you lead the Customer

to expect ? What did your

Competitor lead him to expect ?

The Customer and the way he

uses the Product . The way heinstalls it and maintains it . For

many products , what the

Customer will think about your

Product a year , three years , five

years from now is important .

The Three Corners of Quality

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1. Idea for placing importance on Quality

2. Responsibility for Quality

3. Research

4. Standards for Designing and

Improvement of Products

5. Economy of Manufacturing

6. Inspection of Products

7. Expansion of Sales Channels

8. Improvement

1.Design the Product (with appropriate

T t )

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Customer

Tests)

2.Make it, test it in the

Production Line and

in the Laboratory

3. Put it on the

Market

THE DEMING WHEEL

manufacturer the user andthe non user

Plan a change or a testaimed at improvement

Act - Adopt the change ,or abandon it ,

th h th l

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Do - Carry out the changeor test ( preferably on asmall scale )

Study the results .What went wrong?What did we learn?

or run through the cycleagain

Impact Traditional view of quality Enlightened view of Quality

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Products Manufactured GoodsAll products and services

whether for sale or not

ProcessesManufacturing or visibleprocesses

All processes

Viewed as A technological opportunity A Business opportunity

Customer Clients who buy products All those impacted

Evaluation

Conformance to

specifications, procedures,

standards

Responsiveness to

Customer needs, extent to

which Customer value is

created

Improvement Departmental Companywide

Initiatives led by The Quality Manager Top Management

Freedom from Features that lead to

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Deficiencies

Less Waste

, Less

Scrap

LowerCosts

Less

Warranty

Costs

Less

Cycle

Time

Increase in Profits

Customer Satisfaction

Increased

Demand

Increased Market

Share

IncreasedPrice

Freedom from

Deficiencies

Features that enhance

Customer satisfaction

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Deficiencies

Reduction in errors

Reduction in wastes Reduction in failures

at the Customers end

( field failures )

Reduction in

inspection and tests

Reduction in

Response times

Increase in yield and

capacity Increase in delivery

performance

Customer satisfaction

Increased Customer

Base Increased Market Share

Premium Price

The Juran Trilogy

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QualityImprovement

%

of

Defects

5

10

15

20Quality Planning

Sporadic

Spike

Quality Control

Lessons Learned

Determining

theCostofQuality,

Wherearewerigh

tnow?

Whatdoweneed

todevelop?

Original Zoneof

Quality Control

New Zone ofQualityControl

Time

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Revenue : All the money that a company takes in , in any givenyear

Costs : All the items which use or take a companys cash to run

the business

Assets : Company owned items which can be converted into

cash

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Return on Assets =

Revenue minus Costs

Assets

Cost of Quality = Cost of Conformance +

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Cost of Conformance = Cost of Prevention +

Cost of Appraisal

Cost of Non Conformance +

Cost of Lost Opportunities

Cost of Non Conformance = Cost of Internal Failure +

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Cost of External Failure +

Cost of Exceeding

Requirements

Cost of Lost Opportunities = Cost of Lost Opportunities

Costs of Prevention

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Costs of Prevention

Cost of activities that prevent failurefrom happening

Planning for Quality

TPM

Process Design Process Control

Quality Audits

Supplier Evaluation

Training for Quality

Cost of Appraisal

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pp

Cost incurred to determine conformance with

Customer requirements after the work has been

completed

Inspection and Tests ( Incoming , Inprocess and

Final stages )

Document Reviews

Accounts Reconciliation

Maintaining accuracy of Test Equipment

Reconciliation of Stocks , Equipment , etc

Cost of Internal Failure

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Cost of correcting products or services which do not

conform to internal customer requirements or are identified

prior to delivery as not meeting the requirements of externalcustomers

Failure to meet Customer Requirements and Needs

Scrap

Rework

Missing Information

Failure Analysis

100 % Sorting

Reinspection , retests Changing Processes

Redesign of Hardware and Software Downgrading

Cost of Internal Failure

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Cost of Inefficient Processes

Variability in Product Characteristics Unplanned Downtime of equipment

Inventory Shrinkage

Non value added activities

Costs of External Failure

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Costs to correct products or services after delivery to

the Customer

Warranty Charges Complaint Adjustments

Returned Material Allowances

Penalties ReworkCost of Exceeding Requirements

Cost of providing Information or Services which are

not necessary or for which no requirements havebeen established

Cost of Lost Opportunities

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Lost Profits due to the company not satisfying or

being able to satisfy , the requirements of externalcustomers

Evolution of the Cost of Quality over time

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Implementation of the Quality Initiative through time

LO

C

NC

LO

C

NC

LO

C

NC

Quality Goals Identify Customers

Quality Planning

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APPLY

MEASUREMENTSTHROUGHOUT

Quality Goals Identify Customers

Identify NeedsTranslate Needs

Establish Measures Develop Product

Develop ProcessOptimise Process

Transfer to Operations

1. Define the Project

Quality Planning

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1. Define the ProjectWhat do we need to bu i ld ?

2. Identify the Customers .Who w i l l be impacted by ou r efforts ?

3. Discover Customer Needs .What benef i t do the Customers want ?

4. Develop the Product / Service .What Product features w il l create that

benef i t ?

5. Develop the Processes .How w i l l we produ ce the produ ct features?

6. Develop Controls / Transfer to Operations .How do we ensu re i t wo rks as designed ?

C t N d

Spreadsheets in Quality Planning

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Custome

rs

I

Customer Needs

Understanding

Matrix

Design

Matrix

Process

Matrix

Operations

Matrix

Cus

tomerNeeds

Product Features

Product

Features

Process Features

Process

Features

Process Controls

ConceptInitiation / Approval

Programme

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PRODUCTQUALITY

PLANNING

TIMING CHART

Planning

Product Design and Development

Process Design and Development

Product and Process Validation

Production

Feedback Assessment and Corrective Action

Planning

Approval Prototype Pilot Launch

PLAN ANDDEFINE

PROGRAMME

PRODUCT DESIGN ANDDEVELOPMENTVERIFICATION

PROCESS DESIGN ANDDEVELOPMENTVERIFICATION

PRODUCT

ANDPROCESS

VALIDATION

FEEDBACK ASSESSMENTAND CORRECTIVE ACTION

The Control Pyramid

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Informational Controls

Supervisory Control

Operator Control

Automatic Controls

Error Proofing

C t l

What Control means to different people

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Control

SubjectsMechanism Decisions

Operator

Control

ProductSpecifications

Process

Parameters

Tools , Gauges ,Fixtures ,

Templates ,

Check Lists

Extent of

Conformance

Supervisory

Control

ProductCompleteness

Product

Usability

Tests , Checks ,Capabilities of

Products /

Processes

Extent of

Performance

ManagerialControl

Product

CostingProduct

Saleability

Feedbacks , Field

Intelligence ,Customer

Surveys

Extent of Sales, Profits

Choose the control subject What do we want to regulate ?

A Negative Approach :

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A Control Subject emerges out of a Bitter Experience orCatastrophic Failure

A Positive Approach : ( A Deliberate Effort to unearth

Control Subjects moving up the Control Pyramid )

Highly Repetitive Activities ( Fool Proofing and / orAutomation )

Effect of failures are obvious and localised and losses

occurring are minor ( Operator Control )

Coordination , Discipline , Fluidity of Operations , High Risk

Factors ( Supervisory Control )Matters of Company Performance , Hierarchal or Geographic

factors , Extensive Analysis , Great Risks ( Informational

Establish Measures How can these be expressed in termsof units , ratios , indexes etc. ?

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Create a Sensor How can these measures be captured in a

timely manner ?Establish Standards What are the instances which will

warrant concern ( indicators ) ?

indicate normalcy ?

Measure continual performance ( frequency ) Decidewhere , who , when and how to measure actual performance

Compare to Established Standards Decide on who does

this and how this is to be done

Take action on the difference Is the difference pronouncedso as to precipitate a systemic change , process change ,

task change , etc ?

Process Sensor Goal1

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Actuator Umpire

2 3

4

5

1 Sensor plugged into the Process to evaluate actualperformance

2 Sensor reports performance to the Umpire

3 Umpire compares performance to Goal

4 Umpire reports difference to the Actuator

5 Actuator alters process to bring output in line with goals

Set standards for

Control and

Improvement

Communicate Standards

Information on value delivered and unmet Customer needs

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Input Transformation Output Customer Value( other stakeholders )

P

DS

A

ReworkContr

ol

Feed back information on

performance , study

relationships among measures

of performance throughout thesystem , and take action to

improve

Control Nomina Measur Uni Senso

Frequency

ofLocation of Criteria

Action

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Control

Subject

Nomina

l

Measur

e

Uni

t

Senso

r

of

measuremen

t

Measuremen

t

for

action

Action

taken

1. Form a Quality Council2. Analyse the Symptoms

3 Theorise as to the causes

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3. Theorise as to the causes

4. Test the Theories

5. Establish the causes6. Stimulate the establishment of

a remedy7. Test the Remedy under

Operating conditions8. Establish controls to hold thegains

1 5 : The Diagnostic Journey

6 8 : The Remedial Journey

Breakthrough in Attitude

Demonstrated Control

at the new levelBreakthrough in

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DiagnosticJourney

RemedialJourney

Holding the

Gains

Breakthrough in

Organisation

Mission Statement

and Team Charter

Identified Root Causes

Breakthrough inCultural Patterns

Results

Juran on Quality Improvement

Project Definition andOrganisation

1. List and Prioritise Problems

2. Define Project and Teams

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Diagnostic Journey

3. Analyse Symptoms

4. Formulate Theories of Causes

5. Test Theories

6. Identify Root Causes

Remedial Journey

7. Consider Alternative Solutions

8. Design Solutions and Controls

9. Address Resistance to Change

10. Implement Solutions andControls

Holding the Gains11. Check Performance

12. Monitor Control Systems

The Progression from Philosophy to Action

QC T l d M T l

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Philosophy W. Edwards Deming

Structure and Approach Joseph M. Juran

Frameworks Just in Time , ISO 9000 ,

Baldrige Criteria

Methods SPC , QFD , DOE , QIT

QC Tools and Management Tools

Demings contribution to the Field of

Statistics

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Distinguishing between Enumerative and Analytical

StudiesEnumerative

Number crunching exercises data collection ,

assimilation and presentation

Analytical

Application of the Control Theory , Scientific

Method and Subject Matter Knowledge tounderstand the situations which led to the data

being generated in other words study of the

Common & Special Cause Variation

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Common Causes Variation

Variation that exists in a system due toinherent properties of the system itself ( its

design ) or the way its managed...

Special Cause Variation

Variation that exists in a system due to

some external factors factors not a part ofthe system but alien to it...

Conventional Data Interpretation

C h

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Common approaches are :

comparison to specifications ormanaging by the last data point

Common Traps in use of Figures alone :

Too little attention to matters forwhich figures are not available. Forcing wrong figures (due to fear). Misuse and abuse of figures

Data presentationShewharts Rule One when presenting Data :

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Data should always be presented in such a way that preserves

the evidence in the data for all the predict ions that m ight bemade from these data .

In short the following questions need to be asked :

Who collected the data ?

How were the data collected ?

When were the data collected ?

Where were the data collected ?

What do these values represent ? And if the data are computed values , how were the

values computed from the raw inputs ?

Has there been a change in formula over time ?

Shewharts Rule Two when presenting data

Data presentation

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Whenever an average , range or h istog ram is used tosummarise data , the summary should not m islead the

user into taking any action that the user would not t ake

if the data were presented in a time series.

In short :

No comparisons must be made between pairs of

values except as a part of a broader comparison . Use time Series graphs to present values in their

context .

Shewharts control chart approach

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Control chart : a time series graph witha central line (average), UCL & LCL

Shewhart gave a simple practical wayof calculating limits

Focus on process instead of each value hence yields insight andunderstanding.

Shewharts control chart approach

The Control Chart is an Operational

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pDefinition of a process in a state ofStatistical Control

Not based on laws of probability

Not a test of Statistical significance

Empirical laws laid down by Shewhart on May16th 1924 that have stood the test of time

Control Charts:Some Relevant Points

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Different types of charts for differentsituations but XmR & XbarR are most used.

Unstable processes : unpredictablechanges; no significant changes in stable

processes.

Control ChartThe methodology

A) Th X R h t

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A) The XmR chart.

Useful for one at a time data

Can be used with 15 20 observations

Can also be used with 7 observations but tointerpret with care !!


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A) The XmR chart (continued). For X chart (individual values).

Upper Natural Process Limit=Xbar+2.66*Rbar.

Lower Natural Process Limit=Xbar-2.66*Rbar.

16.0 15.8 15.7 15.9 16.2

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16.2 16.4 16.5 16.2 16.0

15.7 16.1 15.5 15.1 16.0

16.1 15.7 16.0 16.0 15.5

16.4 15.9 16.3 16.2 16.6

15.9 16.1 15.6 15.8 15.8

16.84

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15.11

15.97

Th Xb R h t


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The XbarR chart

For Xbar chartMake Subgroups

Calculate Average and Range for each sub group

Calculate grand average of average ( X double bar

) and range ( R bar )

Upper Natural Process Limit=Xdbar+A2*Rbar.

Lower Natural Process Limit=Xdbar-A2*Rbar.

7 10 11

4 2 5

6 3 8

9 8 12

7 8 6

A2 for n = 3 is 1.02

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7 8 6

5 5 86 3 6

8 4 6

5 5 6

10 9 12

6 12 10

7 9 10

4 6 7

6 5 5

5 7 7

4 4 3

7 4 8

15 18 19

7 5 3

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10.14

4.02

7.08

Control Chart used where the Sample size is the Same

nP Chart

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UCL = nP + 3

LCL = nP - 3

nP = Average Number of Rejections

P = Overall Proportion of Rejects

ExampleA lot of 50 pieces were being produced per worker per day ina factory . The following rejects were observed every day for

each worker . Draw a Control Chart and state your

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each worker . Draw a Control Chart and state your

conclusions .

WorkersDay

1 2 3 4

Worker 1 9 11 7 8

Worker 2 6 11 11 9

Worker 3 12 7 5 5

Worker 4 11 10 13 9

Worker 5 14 8 9 11

Worker 6 4 11 12 12

nP = Average Rejections = Total number of Rejections/ Total number of attempts

= 225 / 24 = 9.38

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P = Overall Proportion of Rejects = Total number ofRejections / total number produced

= 225 / 24*50 = 225 / 1200 = 0.188

Now

UCL = nP + 3 LCL = nP - 3

= 9.38 + 3

= 9.38 + 3(2.76)

= 9.38 + 8.27

= 17.66

= 9.38 - 3

= 9.38 - 3(2.76)

= 9.38 - 8.27

= 1.11

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Control Chart used where the Bulk Sample isthe Same

c Chart

c = Average Number of Blemishes

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UCL = c + 3 LCL = c - 3

An officer from the NHAI provided the following data for the

number of potholes found for every 10 kilometres over a stretch

of 150 kilometres on the Mumbai Nasik Highway . Draw a c Chartand state your conclusions

Sample 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Potholes 2 4 1 1 4 5 2 1 2 3 4 3 5 2 1

c = Average Number of Blemishes = Total number of blemishes / Totalnumber of Samples

= 40 / 15 = 2.667

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UCL = c + 3 LCL = c - 3

= 2.667 + 3

= 2.667 + 4.889

= 7.567

= 2.667 - 3

= 2.667 4.889

= -2.222

LCL = 0

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Total Rejection Percentage

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Percentage of Shifting

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Welder No. 6 in need of attention .

Upon examination it was found that his eyes

needed treatment

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XmR chart for failures of Lube Oil System on LoadBox/Road Trial for rebuilt locomotives of DCW/PTA

(Limits are calculated based on values from Jan 2004-Dec

2005)

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Use of Beta Blocker 2

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Use of Beta Blocker 1

The following data were collected by an Production Manager in aFertiliser Company . The data represent pH values of a certain

chemical used to make the fertiliser . Compute the Control Limits of

the process if the XmR method is used .If the Specification Limits are set at 9 4.5 , what will be the values of

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8.7 9.6 12.6 9.5

11.3 9.9 8.9 10.6

8.5 8.4 9.0 9.3

7.8 10.2 8.3 8.6

10.4 9.2 10.3 10.18.8 9.1 9.4 9.6

Cp , Cpl and Cpu ?Suppose the Manager wants to implement the Six Sigma approach inthis process , what will the limits become ?

The Flow of the data collected is from left to right .

What are the instances in a Control Chartthat warrant attention?

One point outside the control limits

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Seven points in a row all above / below

average

Seven points in a row all increasing /

decreasing.

THE CONTROL CHART IS NO SUBSTITUTE

FOR THE BRAIN

Benefits of Control Charts

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For all levels worker to CEO Prediction of performance

Assessing effect of improvements

Common language Local or management action

Immense benefits by use at top levels

Quality Tools

Flow Diagram

Management Tools

Inter relationship Diagram

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g

Pareto Charts

Cause & Effect

Diagrams

Run Charts

Control Charts

Scatter Diagram

p g

Matrix Charts

Failure Modes and Effects

Analysis

Flow Diagram

( Cost of Quality )

( 5 Why )

Cost of Quality Example

The following costs were recorded in an organisation .

Arrange them under different heads of the Cost of Quality

as appropriate .

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Defective Stock Returned from Customer Rs 1,50,000

Repairs to Product Rs 4,50,000

Collect Scrap Rs 10,000

Waste Scrap Rs 2,00,000

Consumer Adjustments Rs 6,00,000Downgrading Products Rs 1,00,000

Incoming Inspection Rs 1,00,000

Laboratory Testing Rs 1,75,000

Spot Check Inspection Rs 3,50,000

Local Plant Training Rs 5,00,000

Corporate Training Rs 2,00,000

SolutionCost of Non conformance

External Failure

Defective Stock Returned from Customer Rs 1,50,000

Repairs to Product Rs 4,50,000

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Consumer Adjustments Rs 6,00,000Internal Failure

Downgrading Products Rs 1,00,000

Collect Scrap Rs 10,000

Waste Scrap Rs 2,00,000

Cost of ConformanceAppraisal

Incoming Inspection Rs 1,00,000

Laboratory Testing Rs 1,75,000

Spot Check Inspection Rs 3,50,000

PreventionLocal Plant Training Rs 5,00,000

Corporate Training Rs 2,00,000

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Quality Tools

Flow Diagram

Management Tools


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Pareto Charts

Cause & Effect

Diagrams

Run ChartsControl Charts

Scatter Diagram

Matrix Charts


Analysis

Flow Diagram ( Cost of Quality )

( 5 Why )




3. Analyse Symptoms


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Diagnostic Journey5. Test Theories


Remedial Journey


8. Design Solutions and Controls9. Address Resistance to Change


Holding the Gains

11. Check Performance


Scatter Plots of Data with Various CorrelationCoefficients

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A Manager in Britannia wanted to find out the relationship between heat

and compressed air pressure for the process of curing cookies . Hedecided to investigate this using a Scatter Plot . He gathered the following

data . Draw a Scatter plot for him and state your conclusions .

Heat ( Temp) Pressure Heat ( Temp) Pressure

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22.6 8521.5 111

23.3 79

24.5 73

24.4 79

25.1 68

20.4 113

22.7 90

24.3 85

21.7 95

22.2 110

21.0 110

22.1 10720.5 119

22.3 103

22.5 91

23.2 90

22.6 86

22.6 98

22.6 104

24.6 81

22.9 94

22.8 96

22.4 91

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Quality Tools

Flow Diagram

Management Tools


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Pareto Charts

Cause & Effect

Diagrams


Scatter Diagram

Matrix Charts


Analysis


( 5 Why )




3. Analyse Symptoms


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Diagnostic Journey 5. Test Theories


Remedial Journey





Holding the Gains



Cause Twig

C T i l t

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EFFECT

Cause Branch

Cause Twig-let

Doesnt close

l

Wrong size of tap

with respect to pipeBad Quality Pipe

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Tap Leaking

properly

Washer of

wrong size

Tap closed

too tight

People not

aware of problem

Wrong dimensions

of diameter given

Tap does not

rotate properly

Threads of

tap damaged

Bad Quality tap

Potatoes washed , peeled ,

steamed ,

and mashed to form paste

Chillies , onion , garlic cut to

small pieces and added

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Potato Wada

Ready

Gram ground , and

batter prepared

Salt , spices added

for taste

Oil boiled and kept

ready for frying

All ingredients mixed

together and paste put

in oil for frying

The following components of Product Quality werelisted under the different heads by a Quality Circle in an

organisation implementing TQM . Draw a Cause and

Effect Diagram to indicate the same .

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Production : Testability , Repairability , Producibility

Environment : Toxicity , Flammability , Disposability

Time : Availability , Durability , Dependability ,

Reliability , MaintainabilityPhysical : Appearance , Size , WeightSensory : Odour , Taste , Touch

Use : Transportability , Accessibility , Functionality ,

Portability , Adaptability , Operability

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Quality Tools

Flow Diagram

P t Ch t

Management Tools


M t i Ch t

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Pareto Charts

Cause & Effect

Diagrams


Scatter Diagram

Matrix Charts


Analysis


( 5 Why )




Diagnostic Journey

3. Analyse Symptoms


5 T t Th i

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Remedial Journey





Holding the Gains



Shifting 103660 103660 71%

Open Underlayer 18367 122027 84%

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Open Underlayer 18367 122027 84%

Thread Break 10405 132432 91%

Loose Stitches 8990 141422 97%

Wrong Stitches 2822 144244 99%Needle Breakages 1583 145827 100%

Total 145827

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A manager of Pizza Hut collects data concerning customercomplaints about delivery and Quality of the Pizza being

delivered

Problem Frequency

Topping stuck to box lid 17

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Topping stuck to box lid 17Pizza is cold 35

Wrong topping or combination 09

Wrong style of crust 06

Wrong size 04Pizza is partially eaten 03

Pizza never showed up 06

Use a Pareto chart to identify the vital few" delivery

problems.

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The following data as reasons for a damaged automobile were

collected by the ARAI to be given to the Automobile Industry tofacilitate designing of the Automobile . Draw a Cause-and-Effect

Diagram and a Pareto Diagram for the same and state yourconclusions .

Driver Error : Reckless Driving Poor Judgment Poor ReflexesPoor Training

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Driver Error : Reckless Driving , Poor Judgment , Poor Reflexes ,Poor Training

Mechanical Failure : Stuck Accelerator , Ceased Engine , Brake

FailureSlippery Road : Oil , Water

Flat Tyre : Nails , Blow out

Reckless Driving : 15 Water on Road : 4

Poor Judgment : 11 Nails on Road : 7

Poor Reflexes : 25 Blow Out : 2Poor Training : 14 Oil on Road : 2

Stuck Accelerator : 5Ceased Engine : 6Brake Failure : 9

Quality Tools

Flow Diagram

Pareto Charts

Management Tools


Matrix Charts

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Pareto Charts

Cause & Effect

Diagrams


Scatter Diagram

Matrix Charts


Analysis


( 5 Why )




Diagnostic Journey

3. Analyse Symptoms


5 Test Theories

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Remedial Journey




10. Implement Solutions and

Controls

Holding the Gains



Left house late

Watch not

properly set

Carelessness

Traffic Jam

Clutch wire

broken

Too many

gear changes

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Late coming to

College

Tyre Punctured Too many potholes

Stepney also

punctured

Bad Roads

Quality Tools

Flow Diagram

Pareto Charts

Management Tools


Matrix Charts

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Pareto Charts

Cause & Effect

Diagrams


Scatter Diagram

Matrix Charts


Analysis


( 5 Why )




Diagnostic Journey

3. Analyse Symptoms


5. Test Theories

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g y


Remedial Journey




10. Implement Solutions and

Controls

Holding the Gains



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A

A1 A2

a1 a2 a3 a4 a5

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B

B1

B2

b1

b2

b3

b4

Interrelationships

Counterpart Characteristics

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Relationships between

Attributes andCounterpart Characteristics

Attributes

Voiceo

fthe

Customer

Prior

ity

Compe

titive

Evalua

tion

Priorities of Characteristics

Design Attributes

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Features ProcessSteps Operational

ConditionsQuality

Plan

House of QualityDesign

Matrix ProcessMatrix

Operational

Matrix

Control

Matrix




Diagnostic Journey

3. Analyse Symptoms


5. Test Theories

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Remedial Journey





Holding the Gains



Quality Tools

Flow Diagram

Pareto Charts

Management Tools


Matrix Charts

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Cause & Effect

Diagrams


Scatter Diagram


Analysis


( 5 Why )

Three Ways to Reduce Variation and ImproveQuality

Control the Process :Eliminate Special

Cause Variation

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Improve the System :Reduce effect of

Common Cause Variation

Anticipate Variation :Design Robust

Processes andProducts

QualityImprovement

Robustness An Underused Concept

Reduce the effects of uncontrollable variation in

Product design

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Product design

Process design

Management practices

Anticipate variation and reduce its effects

Robust Products are Designed in

Anticipation of Customer Use

User-friendly computers and software

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User friendly computers and software

Low maintenance automobiles

Speed Breakers

Instruments for home use

Product and Process Robustness

Product Performance is insensitive to variations in

conditions of manufacture, distribution, use anddisposal.

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p

Process Performance is insensitive touncontrollable variations in process

Inputs Transformations activities steps

External factors

Process Robustness Analysis

Identify Those Uncontrollable Factors that Affect

Process Performance Weather

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Weather

Customer Use of Products

Employee Knowledge, Skills, Experience, Work Habit

Age of Equipment ( Can be controlled through TPM )

Design the Process to be Insensitive to the

Uncontrollable Variations in the Factors

Robustness in Management

Develop strategies that are insensitive to economic

trends and cycles

Design a project system that is insensitive toPersonnel changes

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Personnel changes

Changes in project scope

Variation in business conditions

Respond to differing employee needs

Adopt flexible work hours

Provide customised benefits

Enable personnel to adapt to changing business

needs

Why FMEA ?

Helps to recognise and evaluate the potential failureof a product / process and its effects

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Helps to identify actions which could eliminate orreduce the chance of a potential failure occurring

Helps to document the process better

Definition of FMEA

FMEA is an Analytical Technique utilised as a

means to assure that , to the extent possible ,Potential Failure Modes and their associated causes

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Potential Failure Modes and their associated causes/ mechanisms have been considered and addressed.

Important Terms

Analytical Technique

Method of analysing and understanding

P t ti l F il M d

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Potential Failure ModeThe manner in which a Component , Subsystem orSystem could potentially fail to meet the design /

process intent

Causes / MechanismsIndication of Design / Process weakness , theconsequence of which is the Failure Mode

Purpose of FMEAFMEA seeks to :

Identify the possible failure modes and

mechanisms Effects or Consequences that Failure Modes

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Effects or Consequences that Failure Modes

may have on performance

Methods of detecting the identified Failure

Modes Subsequent possible means for Prevention

The net results of an FMEA study are action plans forelimination orpossible m it igationof the Failure

Modes

Two types of FMEA

Design FMEA Primarily used when designing /f l ti

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formulating

Process FMEA Primarily used when creating a

process

Features of Design FMEA

Aiding in the objective evaluation of Designrequirements and Design alternatives.

Increasing the probability that Potential Failuremodes and their effects on System and End Use haveb id d i th D i / D l t

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been considered in the Design / DevelopmentProcess.

Developing a list of Potential Failure modes ranked

according to their effect on the Customer thusestablishing a priority system for designimprovements and development testing.

Providing future reference to aid an analysing fieldconcerns , design changes and developing advanced

designs.

Features of Process FMEA

Identifies potential product related process failuremodes.

Identifies the potential manufacturing or assembly

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Identifies the potential manufacturing or assemblyprocess variables on which to focus controls foroccurrence,reduction or detection of the failureconditions.

Documents the results of the manufacturing orassembly process.

The First Step

Draw a Block Diagram of the System , Subsystem orComponent being analysed

A Block Diagram indicates

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g

the flow of inputs into the Block , the functionperformed in the Block and the outputs from the Block

the Primary relationship between the items covered inthe analysis

establishes a logical order to the analysis

The Second Step

Describe the function of each component/step in theprocess

Determine the failure modes of each component oroperation . Failure Modes refer to the ways in which the/ f il f i i d d

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component/process fails to perform its intendedfunction

Identify the failure mechanisms for each failure . Failure

Mechanisms refer to the root causes of failure or thesequence of events that lead to the failure

Identify the current controls which address/detectthese causes . Controls must be established to pre-

empt causes

The Second Step * Controls are of two types :

Design Controls these are features of the product

itself that prevent or pre-empt the failure

Process Controls these are various checks/indicatorsbuilt into the process steps that prevent the failure

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Determine the severity of the failure ( refer guidelines here

)

Determine the occurrence of the failure ( refer guidelines

here ) Determine extent to which the prevention/detection

methods are effective ( refer guidelines here )

Calculate the Risk Priority Number ( RPN ) accordingly

Determine Corrective Action to be taken

The Third Step

Carry out the Corrective / Preventive Action

Determine the new Risk Priority Number ( RPN )

Document your findings in a systematic manner (

refer suggested format )

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refer suggested format )

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Critical Safety

hazard Causes or can cause injury or death.

MajorRequires immediate attention. System is

non-operational

MinorRequires attention in the near future or assoon as possible. System performance is

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p y p

degraded but operation can continue

InsignificantNo immediate effect on system

performance

1 None Effect will be undetected by customer or regarded as insignificant.

2 Very minor A few customers may notice effect and may be annoyed.

3 Minor Average customer will notice effect.

4 Very low Effect recognized by most customers.

5 Low

Product is operable, however performance of comfort or convenience

items is reduced.

6 ModerateProducts operable, however comfort or convenience items are

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6 Moderateinoperable.

7 HighProduct is operable at reduced level of performance. High degree ofcustomer dissatisfaction.

8 Very highLoss of primary function renders product inoperable. Intolerable effects

apparent to customer. May violate non-safety related governmental

regulations. Repairs lengthy and costly.

9Hazardouswith warning

Unsafe operation with warning before failure or non-conformance withgovernment regulations. Risk of injury or fatality.

10Hazardous

without

warning

Unsafe operation without warning before failure or non conformance withgovernment regulations. Risk of injury or fatality.

1 Unlikely 1 in 1.5 million (= .0001%)2

Low1 in 150, 000 (= .001%)

3 1 in 15, 000 (= .01%)

4

Moderate

1 in 2,000 (0.05%)

5 1 in 400 (0 25%)

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Moderate5 1 in 400 (0.25%)

6 1 in 80 (1.25%)

7High

1 in 20 (5%)

8 1 in 8 (12.5%)

9

Very high

1 in 3 (33%)

10 1 in 2 (50%)

1 Excellent Control Mechanisms are Errorproofed2 Very High Controls Effective under all conditions

3 High

Controls Effective under most conditions4 Moderately High

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5 Moderate Controls Effective under only certainconditions6 Low

7 Very Low Controls Ineffective but causes might bedetected8 Poor

9 Very Poor Controls Ineffective and causes might berarely detected10 Ineffective

Mistake proofing

Mistake proofing is a scientific technique for improvement ofoperating systems including materials, machines and methods

with an aim of preventing problems due to human error.

The term error means a sporadic deviation from standard

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The term error means a sporadic deviation from standard

procedures resulting from loss of memory, perception ormotion.

Defect Vs errors

It is important to understand that defects anderrors are not the same thing.

A defect is the result of an error, or an error isthe cause of defects as explained below.

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Error Defect

Cause Result

Prevention of defects

Cause Intermediate result End result

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Machine

or

human error

Detect error

Take

corrective

action

zero

defect

Analyse for

preventive

action

Modify work

procedure to

prevent such

errors

Work

Procedure

Error in memory of PLAN : Error of forgetting the contents operationsrequired or restricted in standard procedures.

Error in memory of EXECUTION : Errors of forgetting the sequence of

operations having been finished.

Error in perception of TYPE : Error of selecting the wrong object in

Types of Error

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Error in perception of TYPE : Error of selecting the wrong object intype or quantity.

Error in perception of MOVEMENT : Error ofmisunderstanding/misjudging the position, direction or othercharacteristics of the objects.

Error in motion of HOLDING : Error in gripping the object

Error in motion of CHANGING : Errors of failing to change the position

, direction , or other characteristics of object .

Human error provoking situations

Complex design Too many parts

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Too many steps

Too many adjustments

Repetitions

Examples of mistakeproofing

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Finger print ID lock is an excellent example of

mistake proofing. There's no need to fumble for yourkeys in the dark any more. The Fingerprint ID DoorLock is a cylindrical lock combined with a securitybolt that will let you into the house using just your

finger. It reads your unique fingerprint and onlyallows entry to prints it recognises.

Examples of mistake proofing

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Gas pumps are equipped with hose couplingsthat break away and quickly shutoff the flow of

petrol.


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Automobiles controls have a mistake proofing device toensure that the key in the on position before allowingthe driver to shift out of park ( for automatic gears ).Thekeys can not be removed until the car is in park.


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3.5 inch diskette can not be inserted unless disketteis oriented correctly.This is as far as diskette can

be inserted upside-down.

The beveled corner of the diskette pushes a stop inthe disk drive out of the way allowing diskette to beinserted.This feature,along with the fact that the

diskette is not square,prohibit incorrect orientation.


Electronic car locks can have threemistake proofing devices:

E h d i l f

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Ensures that no door is leftunlocked.

Door automatically locks when carexceeds a predetermined speed

Lock wont operate when door is

open and engine is running.


New lawn mowers are required to

have a safety bar on the handle thatmust be pulled back in order to startthe engine If you let go of the safety

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the engine.If you let go of the safetybar,the mowers blade stops in 3

seconds or less.This is an adaptationof thedead man switch fromrailroad locomotives.


Retail stores use electronic

article surveillance to ensurethat no one walks away

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without making payment.

Evolution of Quality Standards

1942 1945 : MIL STDs

1959 : MIL Q 9858

1963 : MIL Q 9858 A

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1968 : AQAP 1 / 4 / 9

1970 : DEF / STD 05 8

1979 : BS 5750

1987 : ISO 9000 series

ISO 9000 : 1987

ISO 9001 : 1987ISO 9002 : 1987

ISO 9003 : 1987

Revised to ISO 9000 : 1994

ISO 9001 : 1994ISO 9002 : 1994

ISO 9003 : 1994

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ISO 9003 : 1994

QS 9000 : 1995 ISO 9001 : 1994 + additional requirements

QS 9000 : 1998 ISO 9001 : 1994 + additional requirements (second revision )

ISO / TS 16949 : 1999 = QS 9000 adopted by the ISO based on

ISO 9001 : 1994

ISO / TS 16949 : 2002 = QS 9000 reworded by the ISO based onISO 9001 : 2000

Plan

What do we do?How do we do

it?

Do

Do what wasplanned

Check(Study)Did thingshappen

according to

plan?

Act

How do weimprove next

time? PLAN

establ ish the ob ject ives and p rocesses

necessary to deliver results in

accordance w ith customer

requirements and the organisation 's

pol ic ies

DO imp lement the processes

CHECKmon itor and measure p rocesses and

product against pol ic ies object ives

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The Methodology known as Plan Do Check ( Study ) Act

[ PDC(S)A ] can be applied to all processes . PDC(S)A is briefly described as above

CHECK(STUDY)

product against pol ic ies, object ives

and requirements for th e product and

report the results

ACTtake act ions to cont in ual ly improve

process performance

Customer Focus

Leadership Involvement Of People

Process Approach

Quality Management Principles

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Process Approach

System Approach To Management

Continual Improvement

Factual Approach To Decision Making Mutually Beneficial Supplier Relationships

CUSTOMER

FOCUSLEADERSHIP

MUTUALLYBENEFICIAL

SYSTEMAPPR

OACH TO

MANAGEMENT

PROCESSAPPROACH

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CONTINUALIMPROVEMENT

LEADERSHIP

INVOLVEMENTOF PEOPLE

FACTUALAPPROACH TO

DECISION

MAKING

SUPPLIER

RELATIONSHIPS

ManagementResponsibility

ResourceManagement

Me asurement , Analysis andImprovement

Satisfac

tion

Continual Improvement of the QualityManagement System

CustomerR

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Management

Product and /

or Service

realisation

Improvement

Productand / or

Service

Cust

omerS

Requirements

InputOutput

Quality Management System

Model of a Process Based QualityManagement System

Value Adding Activities

Information Flow

Quality Management Principles

A quality management principle is a comprehensive

and fundamental rule or belief, for leading andoperating an organisation, aimed at continuallyimproving performance over the long term by

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improving performance over the long term byfocusing on customers while addressing the needs of

all other stakeholders.

Principle 1 Customer-Focused Organisation

Organisations depend on their customers andtherefore should understand current and future

customer needs, meet customer requirementsand strive to exceed customer expectations.

A f t d fi d t i t

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Assure conformance to defined customer requirements.

Understand current and future customers needs and

expectations.

Measure customer satisfaction and act on it.

Principle 2 Leadership

Leaders establish unity of purpose and direction ofthe organisation. They should create and maintain

the internal environment in which people canbecome fully involved in achieving theorganisation's objectives.

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Set policy and verifiable objectives, deploy policy, provide

resources and establish an environment for Quality.

Establish vision, direction and shared values. Setchallenging targets and goals and implement strategies to

achieve them. Coach, facilitate, and empower people.

Principle 3 Invo lvement of People

People at all levels are the essence of anorganisation and their full involvement enablestheir abilities to be used for the organisation's

benefit.

Establish competency levels, train & qualify personnel.Provide clear authority and responsibility

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Provide clear authority and responsibility.

Create personal ownership of an organisations targets

and goals, by using its peoples knowledge andexperience, and through training achieve involvement in

operational decisions and process improvement.

Principle 4 Process Approach

A desired result is achieved more efficiently whenrelated resources and activities are managed as a

process.Establish, control and maintain documented processes.

Explicitly identify internal/external customers and suppliers

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Explicitly identify internal/external customers and suppliersof processes. Focus on the use of resources in process

activities, leading to effective use of people, equipment,

methods and materials.

Principle 5 System Approach to Management

Identifying, understanding and managing interrelatedprocesses as a system contributes to the

organisation's effectiveness and efficiency inachieving its objectives .

Establish and maintain a suitable and effective documented

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Quality System.

Identify a set of processes in a system. Understand theirinterdependencies. Align the processes with theorganisations goals and targets. Measure results against key

objectives.

Principle 6 Continual Improvement

Continual improvement of the organisation's overallperformance should be a permanent objective of the

organisation .

Through management review, internal/external audits and

corrective/preventive actions, continually improve theeffectiveness of the Quality System.

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effectiveness of the Quality System.

Set realistic and challenging improvement goals, provide

resources and give people the tools, opportunities andencouragement to contribute to the continual improvement

of the processes.

Principle 7 Factual approach to decision making

Effective decisions are based on the analysis of dataand information.

Management decisions and actions on the Quality System

are based on the analysis of the factual data and information

gained from reports on audits, corrective action,nonconforming product, customer complaints and other

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g p , p

sources.

Decisions and actions are based on the analyses of dataand information to maximise productivity and to minimise

waste and rework. Effort is placed on minimising cost,

improving performance and market share through the use ofsuitable management tools and technology.

Principle 8 Mutually beneficial supp lierrelationships

An organisation and its suppliers are interdependent,and a mutually beneficial relationship enhances the

ability of both to create value

Adequately define and document requirements to be met by sub-

contractors. Review and evaluate their performance to control

the supply of quality products and services.

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pp y q y p

Establish strategic alliances or partnerships, ensuring early

involvement and participation defining requirements for joint

development and improvement of products, processes and

systems. Develop mutual trust, respect and commitment to

customer satisfaction and continual improvement.

ManagementResponsibility

ResourceManagement

Me asurement , Analysis andImprovement

erSatisfaction

Continual Improvement of the Quality

Management System

CustomerRe

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Product and /

or Service

realisation

Productand / or

Service

Custome

equirements

Input Output

Quality Management System

Model of a Process Based QualityManagement System

Value Adding Activities

Information Flow

Organise around outcomes, not tasks. This principle suggests that a

single person perform all the steps in a process and that person's jobbe designed around the outcome or objective rather than a single

task.

Have those who use the output of the process oversee the process.

Include information-processing work into the real work that produces

the information.

Capture information once and at the source.

Put the decision point where the work is performed, and build control

into the process.

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Link parallel activities instead of integrating their results. This

principle means to forge links between parallel functions and to

coordinate them while their activities are in process rather than afterthey are completed.

Treat geographically dispersed resources as though they were

centralised.

"Reengineering Work: Don't Automate, Obliterate"

by Michael Hammer Harvard Business Review, July-August 1990,pp104-112.

Business Process Reengineering

Can several jobs be combined into one?

Can workers make decisions that were previously

reserved for managers? Can the steps in the process be performed in a more

natural order?

C b d i d t b fl ibl d

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Can processes be designed to be more flexible, and

thus to handle more contingencies? Can work be performed where it makes the most

sense?

Business Process Reengineering is the fundamental rethinking

and radical redesign of Business Processes to achievedramatic improvements in critical contemporary measures of

performance such as cost , Quality , service and speed...

Michael Hammer and James Champy

1993

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Fundamental = Basic

Radical Redesign = Roots Up

Processes = Set of tasks that add value

Dramatic = Quantum Leap

Improvement Innovation

Level of Change Incremental Radical

Starting Point Existing Process Clean Slate

Frequency of Change One-time / Continuous One-time

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Time Required Short Long

Risk Moderate High

Primary Enabler Statistical Control Information Technology

What is Value ?

Value is not just offering a Product or a Service

Value is providing a solution to Customers problems

Its the organisations processes that create value for

its customers

Business success comes from superior process

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performance

Superior process performance is achieved by

Superior process design

The right people

The right environment

Every Process has three types of tasks

Value Added tasks

Non Value added tasksWastes

Wastes have to be eliminated

Value added tasks are not eliminated only improved

Non Value added tasks are the binding glue for the different value

added tasks

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Non Value added tasks often cause :Errors

Delays

Rigidity

Reengineering involves reorganising value added tasks in such away that non value tasks are automatically weeded out

Peter Drucker once said :

It is the age of the Knowledge Workeri.e. Manager..

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.we see now that this definition of theManager is limited and ineffective

Solves problems him / herselfRefers to her / is Boss in

f bl

Learns whatever it takes to get thejob done

Is trained to perform anactivity

Has a CareerHas a Job

PROFESSIONALWORKER

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Reflects on her / is own workWork is Supervised

In th