1 GENERATIONS OF QUALITY First Hand Experiences With Deming, Juran & Taguchi A Few Indian Examples By Prof C A Setty.

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GENERATIONS OF QUALITY

First Hand Experiences With

Deming, Juran & Taguchi

A Few Indian Examples

By

Prof C A Setty

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COVERAGE

Background

International Quality Leaders & Practitioners

Evolution of In plant Training

Taguchi Methods

A System Oriented Case Study

Discovery of “Adbutha Shakthi”

Quality Revolution in Yuken India Vendors

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BACKGROUND 

Prof. P. C. Mahalanobis, founder of world famous Indian Statistical Institute and Statistical Advisor to Government of India, proposed to the Government to promote Statistical Quality Control (SQC)

Shewhart’s visit to India in the 1940’s, provided the impetus.

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Subsequently, from 1950’s onwards, the Institute started SQC & OR units one by one, at 11 Industrial centers for

Promotion Training and Advisory / Consultancy Services

Under the leadership of Prof. Mahalanobis, the Institute invited from time to time, various world quality leaders and practitioners.

The SQC & OR units personnel, including myself, were provided opportunities for interaction with them (I had joined in Bangalore in 1954)

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INTERNATIONAL QUALITY LEADERS & PRACTITIONERS

USA : Dr. W.A. ShewhartDr. J.M. JuranDr. W.E. DemingDr. Ellis.R.OttDr. W.R. PabstMr. A.L. RaichDr. H.J. HarringtonDr. S. S. Shapiro

GERMANY :

Dr. Walter Masing

JAPAN :

Dr. K.IshikawaDr. G.TaguchiMr. Iku-o-Baba

U K :

Mr. D. J. DesmondMr. Frank NixonDr. L. H. C. Tippett

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Deming’s Message to USA

On the eve of my visit to USA in 1985,

Dr. Deming addressed a letter to me

(extract of which is given below)

“I thank you for your letter. My work is transformation of

Western Style of Management, which is necessary for

improvement of Quality & Productivity. I fear that

QC Circles are, in the western world, mainly Management’s

hope for a lazy way to duck their own responsibilities…”

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EVOLUTION OF

INPLANT TRAINING

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During 1952, an UNTAA team led by Dr. Ellis R Ott (Rutgers University) conducted two week training programs on SQC at four metropolitan centers in India. Contents: Frequency distribution,

Control charts, Sampling plans

Such courses were repeated by SQC & OR units with zero effect.

Four senior executives from Bhadravati Iron & steel plant attended one such course.

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Their report to Management: SQC not at all useful! 

Thereafter, Mr. A. L. Raich (Chemical Engineer from Colorado Iron & Steel) and I visited the plant for 3 days. 

When first taken to Blast Furnace department,

I too felt SQC was not applicable 

When we went to lab, we examined data on cross breaking strength of cast iron

Breaking strength varied from 16 to 36 tons as against requirement of 28 tons

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Engineers’ Opinion: Variation in strength, due to variation in silicon content. 

Raich examined the data, drew a rough scatter diagram showing poor correlation-In fact, silicon variation could just account for 4 per cent variation in strengths.

All the Engineers were stunned! 

I then suggested to management to allow our SQC & OR unit to conduct a three week course completely orienting to their processes based on plant data, for 28 Works Managers and Superintendents from 1 pm to 5 pm daily.

At the end, there was an unanimous consensus that

SQC was very useful !

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Spurred by this outcome, many features were added to

this type of in-plant courses. 

LHC Tippett’s report to common wealth:

 Indian method of training

has many unique features,

rarely known outside India

Juran, in 1968, in Bangalore, appreciated this and later

mentioned it in his Handbook. 

This type of in-plant program became the role model

for all SQC & OR units in India.

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TAGUCHI METHODS

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Dr. Taguchi spent three months in early 1955 in our Bangalore SQC & OR unit.

He designed Orthogonal Array (OA) experiments in a dozen factories and left.

The idea of varying all parameters simultaneously in a pre-determined order fired my imagination as a raw engineer. 

We vigorously pursued the experiments - none gave any useful results !

I became a staunch opponent of OA, in spite of periodical seminars by Dr.Taguchi

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At the instance of Dr. G. Taguchi, Mr. Iku-O-Baba

came to India in 1972 and did a few OA application’s

and again with no results

He came again in 1975. A communication

mentioned that he was a down to earth man with

more than 1000 case studies to his credit

In this visit of his, a very challenging problem was

posed to him and we decided to give OA one last try

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PROBLEM

Leakage of oil in upper insulator used in 33 KV Circuit Breaker, for transmission lines

High rejects

Severe complaints from user Electricity Boards

Managing Director, himself a technologist, got involved for 3 years but in vain 

Accordingly, management had decided to give up this product line.

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Mr. Iku-o-Baba was requested to concentrate only on this problem and to go in depth. Previous practice was to take Dr. Taguchi and Mr. Baba to as many plants as possible

The outcome of experimentation was that with the optimum combination of factors & levels

None of the insulators leaked, even at 725 psi (the limit of testing equipment), as against the specified 250 psi

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Being highly inspired,

I made use of all opportunities and forums

to spread the message & applications

to industries all over India.

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After 100 such successful case studies

Dr.Taguchi wrote to me

“Indian industry is at present suffering from poor

conditions of machinery and material, the type of

which Japan had 30 years ago. Therefore, your

industry needs parameter design”

Now, there are more than 10,000 success stories.

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To my colleagues in SQC & OR Units

I became

Prof. O A Setty

instead of

Prof. C A Setty

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A SYSTEM ORIENTED

CASE STUDY

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EXPORT OF HYDRAULIC PUMPS TO EUROPE

(Initially a system oriented case study, leading to OA Study)

A company secured a huge order for a large number of hydraulic pumps valid for several years, subject to the condition:

Pumps to be manufactured as per design of Sigmon Pulsometer Pumps of England (SPP).

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Quality policy decisions

  We must project our quality image in Europe.

  Even if we make a loss in the initial few years, it does not matter.

Equipped with brand new machine shop and assembly shop as well as experienced supervisors and Engineers, still poor results.

At testing stage only 20% were qualified for export

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System elements in foundry:

QA of raw materials

QC system for foundry equipment such as patterns, core boxes, etc.

Control of process parameters at different stages

Development of preventive maintenance system for foundry equipment

QC system for fettling shop

System to review castings rejections for initiating preventive action.(At this time,ISO 9000 was not even in the air).

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Manufacturing efficiency drastically improved by cutting down wasteful

and non-value added operations

Gross Production

Rejection Net Output

300 Tons 25% 225 Tons

10% 270 Tons

500 Tons 10% 450 Tons

Results

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System elements were identified at various places like

                        Tool room

                        Drawing office

                        Machine shop

• Large scale process capability

evaluations & improvements

•System to review rejections & rework

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QC systems were drawn up for

                        Instruments and gauges

                        Jigs and Fixtures

                        Vendor development and QA of subcontracted items

For finished products:

                        Quality rating

                        Customer complaint analysis

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Results of system oriented study:

Acceptance at testing stage 20% 100%

Monthly Production of Pumps 1000 2000

A survey of 10,000 randomly selected pumps in operation in Europe conducted by SPP revealed only

4 failures, out of which 3 were attributed to wrong application by customers.

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A bombshell from finance!

Despite near elimination of wastages in materials / operations and doubling productivity of pump production; there was no margin of profit.

This led to discovery of a design problem, viz. Axial Thrust of pump, calling for OA experimentation.

Axial Thrust : 66 to 20 kgs

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O.A. Experimentation Results

Cost of pump reduced which translated into profit to that extent

Feedback from management

More than the profits, what impressed the management most was that in this category of

pumps, the factory’s pump was found to be the best in the Western world

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In all such projects the following emerged by interactions with Deming, Juran & Taguchi

1. Top management involvement

2. Middle management’s realization of the

above

3. Identifying key process elements and

their control

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4. Deming’s famous formula, as explained

by Frank Nixon of Rolls Royce:Q P C

NotQ P C as commonly assumed

Published two articles:

a. A Personal Tribute To Demingb. Test of Real Quality Control is Q P C

5. Quality Engineering through OA

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Our own initiatives:

1. Formation of Quality team for each

system element

2. Intensive in - plant training to team

members

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DISCOVERY OF

“ADBHUTHA SHAKTI” (IN LOCAL LANGUAGE)

i.e. TREMENDOUS POTENTIALHIDDEN IN THE WORK FORCE

THIS TO BE CONSIDERED AGAINST THE BACKDROP OF TAILOR

SYSTEM IN THE WEST

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 My first experience was in a small steel plant, with rather poor yield of 78 per cent.                     It was a 30-year-old German Plant.                     There was no Impact, even when two German technicians spent two months- they advised scrapping the mill                     The General Manager, himself a technocrat tried with the

help of all his engineers (except operators) for one year but in vain.

                     Nevertheless, the problem was referred to us.

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A dent could only be made with the suggestions of the

work force.

Differential rolling practice for ingots with different

types of defects

Even though there is no thermocouple at furnace,

temperature can be controlled by judging the color of

flame depending on carbon content of ingots

                    The yield went up from 78 percent to 91 percent, on

implementation. 

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Very very very

Astounded

to hear!

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                    The operators in this mill had never gone to school even

for a day!                     This made me realize the

TREMENDOUS POTENTIAL

HIDDEN IN THE WORK FORCE

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Later, when metallurgists and engineers of United Steel in Sheffield (England) heard the story from me, they remarked:

“You have propounded a new phenomenon to the whole world”

Dr. Ishikawa also remarked to me:

“No one is in better position to improve quality than the operator who does that job day after day”

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Deming was also referring to the need for transformation of

the work force, in these words 

“What is there at the heart of transformation?

It is the release of INTRINSIC MOTIVATION.

How?

BY CREATING JOY, PRIDE AND HAPPINESS IN WORK; JOY AND PRIDE IN LEARNING.” 

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This was further corroborated by Mr. Frank Nixon, the then Director of Quality & Reliability, Rolls Royce Co. of England. 

He told me that his company management’s core thinking was simply 

“CONTROL OF QUALITY BY THE OPERATOR,

RATHER THAN CONTROLLING THE

OPERATOR FOR QUALITY”

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Juran has likewise commented on the importance of self-inspection:

“If an operator does not

examine quality himself,

his creativity is not brought on the job”

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T H U S

There is remarkable global concurrence on matters

relating to ability of the workforce to control and

improve quality

The rest of my talk will demonstrate how this is

made use of, in a large scale, in Vendor quality

upgradation

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QUALITY REVOLUTION

IN

YUKEN INDIA VENDORS

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Currently , my colleague Prof. R. Anantha Rao and I are deeply involved in stepping up the quality of Yuken India products.

Yuken India, a medium size plant in Bangalore, makes Hydraulic elements-Valves and pumps; also assembles power packs.

Following a seminar to top management, a two day program was given to the entire workforce, in batches.

The program was in the local language Kannada.

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It was on Quality attitudinal development, bringing forth Adbhutha Shakti, emphasizing self-inspection and data culture

Along with the workforce, engineers too were present in each batch.

Encouraged by the response, management constituted Quality Action Teams (QAT’s). Each team consisted of three engineers and three experienced operators (cross vertical & cross functional) in relevant areas for the problems selected.

These are neither QUALITY TEAMS nor QUALITY CIRCLES of Japan

These QAT’s established that the bulk of testing rejections at the plant was due to high variation in quality of piece parts supplied by vendors.

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TARGET FOR EXPORT

Mr. K. Gopalakrishna,

Vice-President,

Customer Services

Fixed Six-Sigma Quality

Cp > 2.0, Cpk > 1.67

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ROAD MAP

For every selected Vendor unit, to start with, a two day program on Quality Attitudinal Development was given for all the operators in the presence of the owner.

VITAL MESSAGE

Every operator, regardless of educational background possesses “tremendous potential”, to be channelized by owners.

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Further steps originate from Juran’s 3 questions concerning controllability

1. Does the operator know what he is supposed to be doing ?

2. Does the operator know what he is doing ?

3. Can operator regulate the process ?

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Ensuring required technical infrastructure

Controls during production

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Assessing requirements of measuring instruments on the basis of least count not exceeding one tenth of tolerance.

Financial assistance to procure instruments not available

Routine regular calibration

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Controls during production

“Control of quality by the operator,

rather than controlling the operator for quality”

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Operators themselves have to:

take measurements

construct pre-control chart, put measurements

on the chart

know the significance of green, yellow and red

zones for knowing when to take action

calculate Cp, Cpk at the end of their shifts and

plot on the Cp,Cpk trend charts.

maintain the process average close to the “Bulls

Eye” (Specification Mean) with correct setting

procedure

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HOW CHARTS HAVE

BROUGHT DOWN

VARIATION 

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Item : 538 Piston Dimension: DIA 14(-10 to –15) micronsInstrument used: ½ micron = Supramess

Operator Rejns %

Cp Cpk

Dayalan

Before 14.50 0.80 0.50

After 0 2.24 2.20

Ganesh

Before 3.94 0.90 0.80

After 0 2.09 2.04

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TRAINING OPERATORS IN

Cp, Cpk CALCULATIONS

AS EASY AS

REACHING THE SUN !!!

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PRESENTATION BY 3 VENDORS TO

Mr. SAKAKIBARAMANAGING DIRECTOR

YUKEN KOGYO COMPANY, JAPAN

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Mr. Sakakibara visited one of these vendors, where

operators explained their work, including calculation

of Cp, Cpk.

His Comments

1. Cp, Cpk values achieved were much higher than what he

expected

2. Many of these values achieved were higher than those

achieved in YKC, Japan

(this was surprising and delightful for us)

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Mr. Sakakibara finally exclaimed

S H I B A R A S H I I

(Japanese word meaning incredibly excellent)

Much heartened that this exercise added another testimony to ‘Adbhutha Shakthi’ through which

world class standard could be achieved.

The plant is toying with the idea of planning for Deming Prize

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Improving Vendor Quality

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PREMIER POSITION

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MUST APPRECIATE MY COLLEAGUES FOR CONTINOUSLY MAINTAINING

PREMIER POSITION

IN TRAINING AND CONSULTANCY ON

SIX SIGMA, LEAN etc. etc.

ON A LARGE SCALE

IN RUSSIA, GERMANY & ASIAN COUNTRIES

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CURRENT TERMSFOR TRAINING

25 BLACK BELTS (For 20 Days) &

75 GREEN BELTS (For 10 Days)+

HANDHOLDING OF 20 PROJECTS

IN 80 MAN DAYS SPREAD OVER 7-8 MONTHS

$ 175,000 + Hotel Expenses(A nominal amount being a Government Concern)

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For Training and Consultancy

e-mail:

[email protected]

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