Tqm ch 06

1 THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Chapter 6Chapter 6

Management Of Process Quality

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Management Of Process Quality

The Management of Process Quality Category examines the systematic process the company uses to pursue ever-higher quality and company operation performance. The key elements of process management are examined, including research and development, design, management of process quality for all work units and suppliers, systematic quality improvement and quality assessment.a

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Control

Quality Assurance

InputPeople Materials Energy Equipment Methods

Money

Process

Cross functional

output

Product

Or service

Customer

External and internal

Continuous Improvement

ContinuousImprovement

Management System

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History of Quality Control (1 of 2)History of Quality Control (1 of 2)

• Skilled craftsmanship during Middle Ages

• Industrial Revolution: rise of inspection and separate quality departments

• Statistical methods at Bell System

• Quality control during World War II

• Quality management in Japan

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History of Quality Control (2 of 2)History of Quality Control (2 of 2)

• Quality awareness in U.S. manufacturing industry during 1980s: “Total Quality Management”

• Malcolm Baldrige National Quality Award (1987)

• Quality in service industries, government, health care, and education

• Current and future challenge: keep progress in quality management alive

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Product Inspection/Testing Points• Receiving inspection

– Spot check procedures– 100 percent inspection– Acceptance sampling

• In-process inspection(1) Lot received for inspection, (2) Sample selected and analyzed (3)Results compared with acceptance criteria (4) Accept the lot or Reject the lot (5) Send to production or to customer or Decide on disposition

• Final inspection• What to inspect?

– Key quality characteristics that are related to cost or quality (customer requirements)

• Where to inspect?– Key processes, especially high-cost and value-added

• How much to inspect?– All, nothing, or a sample

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Process Control• Control – the activity of ensuring conformance to requirements and

taking corrective action when necessary to correct problems

• Importance

– Daily management of processes

– Prerequisite to longer-term improvements

• Quality Policy and Quality Manual– Contract management, design control and purchasing

– Process control, inspection and testing

– Corrective action and continual improvement

– Controlling inspection, measuring and test equipment (metrology, measurement system analysis and calibration)

– Records, documentation and audits

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Moving From Inspection To Process Control

Process control now become problem solving for continuous improvement, moving from inspection to process control take place in step or phases:

• Process characterization (definition, requirement and identification)

• Develop standard and measures of out put• Monitor compliance to standards and review control • Identify and remove causes of defects or variations• Achievement of process control with improved

stability and reduced variation

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Statistical Process Control (SPC)• A methodology for monitoring a process to

identify special causes of variation and signal the need to take corrective action when appropriate

• SPC relies on control charts

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Basic Approach To Statistical Quality Control

Identifying any deviation between what “should be” and what “is” that is important enough to need correcting. The activity associated with changing the state of what “is” to what “should be” contains the following steps:

• Awareness that a problem exists.• Determine the specific problem to be solved• Diagnose the causes of the problem• Determine and implement remedies to solve problem• Implement control to hold the gains achieved by

solution

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Tools for statistical Quality Control The basic techniques are (1) Data Collection

Establish Metric of statistical control,Monitor a process and signal when it goes out of control, Determine process capability

(2) Data Display :(After data are collected, they can be converted into a variety

of form for display and analysis) (3) Problem analysis:

(The cause-and-effect diagram, sometime know as the “fishbone”or Ishikawa diagram, it is an excellent tool for organizing and documenting potential causes of problem in all area and at all level in the organization. As a brainstorming device, it is a good way to stimulate ideas during problem solving meeting.)

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Pareto Analysis

Any cause that result from a multiplicity of effects is primarily the result of the impact of minor percentage of all causes. this technique is similar to the “80-20” rule.

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Manufacturing To Specification vs. Manufacturing To Reduce Variations

Common causes of variation include:

1. Material balance disturbances

2. Energy balance changes

3. Process instabilities

4. Equipment failure and wear

5. Poor control loop performance

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Process Control In Service Industries

The service process is more difficult to control because quality is typically measured at the customer interface, final inspection will always be a part of the process; the customer serves as the inspector.

SPC can be used to measure consistency of service and determine causes of deterioration the from prescribed standards and the causes of variation.

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Process Control For Internal Services

• The general manager was committed to internal as well as external quality. In support of this commitment, the following policy was adopted, widely disseminated, and implemented through excellent plus groups: excellence Plus Commitment

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marketing Design Production Usage

Marketing

R & D

Planning

Design

Trial Production

Inspection

Planning

Purchase

Production

Inspection

Shipping

Usage

Service

Quality Function Deployment

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House of Quality

7. Technical requirements

1.Voice of the customer

5.Relationship matrix

8.Technical requirement priorities

Customerrequirement priorities

Competitive evaluation

Interrelationships

3

4

2. Prioritize and

weight

6

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Quality Function Deployment

technicalrequirements

componentcharacteristics

processoperations quality plan

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Market ResearchMarket Research

Competitive EvaluationCompetitive Evaluation

Parts characteristicsParts characteristics

Process FlowsProcess Flows

Production planning Production planning

Customer characteristicsCustomer characteristics

Customer matchCustomer match

Engineering characteristicsEngineering characteristics

Design processDesign process

Process operationProcess operation

ProductionProduction

ProductProduct

team Feedback

Quality Function

Deployment

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Benefits of Just-In-Time• Reduction of direct and indirect labor by eliminating

extraneous activities• Reduction of floor space and warehouse space per unit of

output• Reduction of setup time and schedule delays as the factory

becomes a continuous production process• Reduction of waste, rejects, and rework by detecting errors at

the source• Reduction of lead time due to small lot sizes, so that

downstream work centers provide feedback on quality problems

• Better utilization of machines and facilities• Better relations with suppliers• Better plant layout• Better integration of and communication between functions

such as marketing, purchasing, design, and production• Quality control built into the process

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The Human Side Of Process Control

Attention to the human resource dimension provides a basis for signification improvement in job development, job satisfaction, training, and morale. Suggested actions to improve the change include:

• Like all major change, top management support is essential.

• Change the focus from production volume to quality, from speed to flow, from execution to task design, from performing to learning.

• Invest in training, a necessary prerequisite.