What Is Quality …..

National Workshop on “Enabling MSME to be Competitive through Quality Tools”

WHAT IS QUALITY …... WORD OF MOUTH COMMUNICATIONS

PERSONAL NEEDS

PAST EXPERIENCE

EXPECTED QUALITY

MSIL approach for supplier upgradation through cluster activity

GAP * PERCEIVED QUALITY

- By Dr. K. Kumar CUSTOMER

EXTERNAL COMMUNICATION TO CUSTOMER

DELIVERED QUALITY

PROVIDER

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WHAT IS QUALITY …...

Quality is meeting or exceeding customer’s perceived needs.

What is Quality ?

To some people Quality means that they have met whole range of internal specifications, rules and standards. Any definition of Quality must include the customer, the voice of authority. The voice above all other voices must be the voice of customer.

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Kano Model

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TOTAL QUALITY MANAGEMENT TQM IS BOTH A PHILOSOPHY AND A SET OF GUIDING PRINCIPLES THAT FORM THE FOUNDATION FOR A

CHANGING

&

CONTINUOUSLY IMPROVING ORGANISATION 6 Training

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

Principle of total quality

ELEMENTS OF CUSTOMER SATISFACTION

Principle 1 • Proactively and systematically understand current and

PRODUCT DESIGN

QUALITY

CONFORMANCE

COST EFFECTIVE

COST

WORLD CLASS QUALITY FOR CORPORATE SURVIVAL

PRICE EFFECTIVE RIGHT PLACE RIGHT TIME

DELIVERY

RIGHT AMOUNT

ASSURANCE OF QUALITY

SERVICE

FULL CUSTOMER SATISFACTION / DELIGHT

Proactively Companies must anticipate customer’s needs.

•

IN USE

SAFETY

future customer needs (External and Internal) • Customer complaints analysis is critical, it can only be done after the complaint is resolved.

IN PRODUCTION

MORALE

EVERYONE CARES

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Living Our CI Values

Principle 2

My input My Supplier

I Am Responsible for Quality

As a Good Customer Requirement And feedback

I will

2)

3)

Agree on and document my requirements with my supplier Return defective inputs to my supplier promptly and tactfully Feed back input quality data to my supplier

My output My Customer

As a Good Process Owner or User

As a Good Supplier

I Will: 1)

1)

Systematically it must be ensured that the process used to resolve the complaints is valid, objective and statistically reliable.

2)

3)

Learn and apply the tools of quality and teach others. Continuously improve my process-reduce defects, cycle time and know benchmarks Document and display my process, defect levels, and CI projects

I Will: 1)

2)

3)

Requirement And feedback

 Proactively and systematically measure the customer’s perception of how well your organization and your direct competitors satisfy these needs.  Robert Galvin, former chairman and CEO of Motorola cited, “Only by measuring something it can be truly known.” In order to be useful, customer satisfaction measurements must be both objective and reliable. To ensure objectivity, a number of companies use a third party to assess customer satisfaction. Reliability means that for any situation the measurement process will yield the same, or nearly the same result.

Understand my customer requirements and agree on and document my deliverables Reduce defects and variations in my output Measure my output quality from my customer’s perspective

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

Principle 3

Focus efforts on improving the processes or methods that satisfy customer needs. Better financial results such as cost reduction and higher profits are the outcome of process improvements.  Total Quality approach would be to improve the process by streamlining it, reducing errors, shortening process, cycle time and eliminating activities that don’t affect Customer Satisfaction.  To improve quality, reduce process variation.  Variation is present in all activities and processes. Although they might be made or delivered according to the same design, there will be differences in parts, products and services. In many instances, variation is within an acceptable tolerance band.

Principles of Quality

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

Principle 5

Variation

•Develop robust design for products and processes. •Robust design are not sensitive to variations of production processes, components, raw materials, and customer usage. •The traditional engineering approach is to design a target (target value, target function, target region) then reduce variation around the target. •The new approach developed by Genichi Taguchi, is to design for robust function, then adjust the target. 13

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Taguchi Loss Function

Principle 4 causes of process variation are ever present and vary randomly within some statistical distribution. Process is stable when common causes are present. •Special causes of variation are those outside the common causes that are ever present. The variation is due to specific assignable causes that are non random occurrences. Special causes are sporadic and not predictable.

LSL

USL

A

L = k (y – T)2 0

y

T-

L

Loss ($)

•Common

Loss ($)

L

T

Step function

T+ USL

LSL

T = Target k = Quality Loss Function y

T-

A stable process in control (Natural or common cause) Upper process limit

Customer Satisfaction

T

T+

Quadratic function 17

Principle 6

Variation Mean Lower process limit

Time

An unstable process out of control(Special Cause) Upper process limit

Customer Satisfaction

y = Performance Characteristic

A

0

14

L = Cost Incurred as quality Deviates from the target

Mean Lower process limit

•Use the scientific method for solving problems and improving processes. •This means that organizations must manage by fact and not by assertion. Dr. W. Edwards Deming has said “In God we trust, but from all others we demand data.” •Managing by fact really means applying the scientific process, which is described very clearly by the Plan-Do-Check-Act (PDCA) Cycle

Time

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

PDCA Cycle Objective

Data

Cont.

Inside & Outside Company

 Never pass on known or suspected bad quality

Abroad Method

the next person in the process.

Education

 Follow 3-NAI activity

Implementation

to

 Do not receive

Consumer

 Do not make

Checking

 Do not send defects to the next process

Corrective action

Product 19

22

Principle 7

 When there are problems, and expectations haven’t been met, look to the system. Don’t blame people.  Instead of finger pointing, management should focus on the system. Instead of asking “Who did it?” or “Who didn’t do it.?” Management should ask “What is wrong with the system?” Paradoxically the whole system is controlled by management and not by people who work inside the system. Emphasize prevention instead of detection. Inspection does not add value and it doesn’t improve quality. It only helps to ensure that what goes to the customers is okay.

Biggest Challenge •How to Maintain the Market Share & How many varieties of products are introduced in the Market every Year? •To improve the Quality of the Products in terms of Quality, Cost & Delivery.

For improving Quality what should we do?

20 Training

Principle 8

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QC 7 Step Solving approach



The ultimate way to ensure quality, however, is to design processes so that regardless of variation of process control parameters the output is optimal or nearly optimal. Such processes are said to be robust designs. A related concept is the principle of Fool Proofing, or poka - yoke in Japanese.

 QC 7 steps Procedure is the basic procedure for solving problems scientifically, rationally & effectively.  It is the fundamental Problem solving strategy which allows to solve the problems rationally & scientifically.  If we want to achieve EFFECTIVE improvement we have

 Put Quality ahead of quantity.

to know the rules of the game i.e. QC 7 Steps

It means:- Consistent Quality standards

Procedure.  The secret of our problem solving is to know the 21

Procedure & act in accordance with it. Training

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

QC 7 Step Problem Solving Formula

QC 7 Step Formulae  The conventional method is based on trial & error. Figure‐1

a.

b.

Table‐1 Cont. Step No.

Basic Steps

Action Item

Expose Problem

Expose Problem

•Grasp Problem •Set Target •Identify gap between existing situation & Target

Experience, Intuition, nerve, Inspiration

Analyze Causes

•Investigate Causes

6

Check Results

•Check results of Countermeasures •Compare results with Target •Identify Tangible & Intangible benefits

Implement CounterMeasure

•Plan Countermeasures •Implement Countermeasure •Institutionalize

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Implement CounterMeasure

Standardize & Establish Control

Standardize •Establish new standards & revise old ones. •Decide methods of control Establish Control •Familiarize relevant people with the methods. •Educate those responsible. •Verify that benefits are being maintained.

Conventional Problem  Solving approach Training

QC Problem Solving  approach Support

5

Consider & Implement Countermeasures

Consider Countermeasures •Propose the ideas for Countermeasures •Discuss how put Countermeasures into effect. •Check details of the Countermeasures Implement Countermeasures •Plan how to implement Counter Measures •Implement Countermeasures

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Procedure for Problem Solving

QC Problem Solving approach 

Figure‐2

 In the QC Seven Step Procedure the following points are important: 1.

Problem arises

Identify its Causes

Act against the Causes

Understand the situation & set targets: This would mean analyzing data on the existing & past situation & then decide the target. Fig. 3 shows the procedure to calculate the targets

Figure‐3

Symptom Disappears

Problem Solved

In case of QC Problem Solving approach, the problem really has been Solved; this is true Problem Solving Training

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Baseline

117642

Entitlement

86013

Difference

31629

70% of Diff.

22140

Target @70% of Entitlement

95502

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QC 7 Step Problem Solving Formula

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Procedure for Problem Solving

Table‐1

Step No.

2.

Basic Steps

Analysis of the causes : Late Dr. Kaoru Ishikawa,

Action Item

the father of Japanese Quality Control, wanted it to

1

Select Topic

•Identify Problem •Decide Topic

2

Understand the situation & Select Target.

Understanding Situation •Collect Data •Decide characteristic to attack •Decide Target

3

Plan Activities.

•Decide what to do •Decide Schedule, division of responsibility etc.

4

Analyze Causes

•Check present values of Characteristic •List Possible Causes •Analyze Causes •Decide items to tackle.

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be renamed as “analyze the process”. But ultimately

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in JUSE 7 step procedure analyze the causes was retained & is widely used. 3.

Countermeasures: After the analysis of the Causes, the team proceeds to take the countermeasures to prevent the occurrence of the defects.

Cont…

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

Procedure for Problem Solving

Basic 7 QC Tools Checksheet

Run Chart

Pareto Chart

4. Standardize & Establish the Control : In the Past this step was known as “Apply the Brakes” i.e. prevent any back sliding & establish the permanent Countermeasure. Failing to check the effect of

Control Chart

Countermeasure is like omitting the touch up after Histogram

Painting. This would need establishing the new standards or revising the old standards. Familiarize

Scatter Plot

Fishbone Diagram

people with the new standards & verify that the benefits are being maintained. Training

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Figure‐4

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Why-Why Analysis

Procedure for Problem Solving 5. Target Control: While fixing the targets & the time limits for the achievements following key points are important.  What control Characteristic are to be taken up for study.  By When the study will be completed.  By How much such as reduce the defect at the Quality gate by 30%.

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 Originally developed by Sakichi Toyoda.  Later

used

within

Toyota

Motor

Corporation during the evolution of their manufacturing methodologies.  The architect of the Toyota Production System, Taiichi Ohno, described the 5 whys method as "the basis of Toyota's scientific approach by repeating why five

Taiichi Ohno

times, the nature of the problem as well as its solution becomes clear Training

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Problem Solving: 5 Whys

TOOLS & TECHNIQUES USED FOR PROBLEM SOLVING AT MACE

This method of problem solving simply involves asking “Why” a number of times (typically five times is enough) until the root cause of a problem is determined . 36

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

Shainin Techniques for Problem Solving

Why -Why Analysis at Toyota

Why 2?

Why 3?

Why 4?

Why 5?

Why there is a puddle of oil on the Shop Floor? • Because Machine is Leaking Oil

Product Process Search

Why the Machine is Leaking oil? • Because Gasket has deteriorated Why Gasket has deteriorated? • Because we bought the Gasket made of inferior Material. Why did we buy a Gasket of Inferior Material? Because we got a Fair deal on those Gaskets

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Snorkel Position

Disassembly/Asse mbly

X-BOB

X-WOW

Parameter Range

0to 1/2"

Initial

113

86

Bag no. 1 2 3

1/2 B 1/2 B 1/2 B

Ist

115

84

4 5 6 7 8 9 10 11

1/2 B 1/2 B 1/4 B 1/4 B 1/4 B 0G 0G 0G

12 13 14

0G 0G 0G

15 16 End Counts

0G 0G 8+ 8 = 16

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Range

4

2

D( Diff of Medians

= ( 113 -85 ) = 28

d ( Avg. of Ranges )

= ( 4+2 )/2 = 3

219 217 C

212 210

-40

-30

-20

-10

0 Sequence

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Attributes for World Class

Dorian Shainin

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85

-50

Training

S.NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Training

85

113

223

20

Shainin Techniques for Problem Solving  Dorian Shainin (September 26, 1914 – January 7, 2000) was an influential American quality consultant, aeronautics engineer, author  Known for his contributions in the fields of industrial problem solving, product reliability, and quality engineering, particularly the creation and development of the “Red X” concept

111

225 B

10

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IInd Median

B Vs C

Component Search

Why we purchased the Material at Fair Price when the Quality of the Gasket was not Good ? a) Because the Purchasing agent gets evaluated on short term Cost Savings Training

Modified Component Search

Process Parameter

Temp

Why 1?

ITEM Safety : 5 S – Score Quality : Supply to Customer Customer Line Stops Inventory Turns: Change over time OEE (Overall Equipment Efficiency) VA to Employee cost VSM : Value stream mapping Cost Absenteeism (Unauthorized) Direct to Indirect manpower Kaizens / employee New Product Development Training Hours / Emp / Year Training

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TARGET Zero Accidents 90% min. 3.4 ppm 2 hourly basis Zero Min 50 < 10 min. 85 - 90 % 5 25% 50% less 0% 60 : 40 24/emp/year At 50% less time and Cost > 5 % of working hrs

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Shainin Techniques for Problem Solving Component Search Disassembly/Asse mbly

X-BOB

X-WOW

Initial

113

86

Paired Comparison S.No.

Surface Finish

Status Of the Pump

1

65

Bad

Ist

115

84

2

64

Bad

IInd

111

85

3

61

Bad

Median

113

85

4

58

Bad

4

2

Range D( Diff of Medians d ( Avg. of Ranges )

5

51

Bad

= ( 113 -85 ) = 28

6

48

Bad

= ( 4+2 )/2 = 3

7

47

Bad

8

45

Bad

Component Search -50

-40

9

32

Good

10

32

Good

11

28

Good

12

24

Good

13

22

Good

14

22

Good

15

21

Good

16

19

Good

CLUSTER APPROACH AT MACE

-30

Temp

-20

-10

0 Sequence 10

20

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

•TPM Cluster •Certified Quality Engineer •Six Sigma Black Belts. •Benchmarking Visits. •Horizontal Deployment of Cluster Activity through Tier-2.

MODEL F

R

WORLD CLASS

•Complete 5-S •Up-gradation through advance Quality Tools •Hoshin-Kanri (MFO). •Autonomous Maintenance; OEE •Yield Improvement •Implementation of 8 Pillars Check sheet •Training on advance tools like DOE, DMAIC & OEE

Phase 3

•TEI through SSQC activities. •Single Piece Flow using Model Line; identifying Lean Manufacturing Projects (MPS) based on Customer Requirements. •Inventory Turns Ratio Management •Energy Consumption Management •Cost of Poor Quality •Initial Supply Control •Value added per employee cost (VAPCO) •Training on SSQC, MPS, EMS, QMS, NPD. •Capturing Customer Voice •1-S,2-S and Visualization •Customer Concern (QCD) through why-why Analysis. •Red Bin Analysis using basic QC Tools •Daily Work Management for Target Monitoring. •Monthly Performance Review at Gemba & Collaborative Learning •5 New Kaizen/month/vendor. •Training on 5S, VUD, 7 QC tools, CAPA

Phase 4

PHASE 2

CLUSTER MEETING IN PROGRESS

PHASE 1

Training



undergo a common training session and get hand held experience. Individual attention is given to all cluster members & all queries during the session are answered.

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EXACTNESS

Concept of Cluster

 A group of 5 to 10 vendors ( non-competing) get together to

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The first step in the improvement journey is Exactness. This involves three parameters:  Exactness of Process: The vendor must ensure that the process is being followed exactly as per the standards, as per written down instructions. To achieve this the vendor must employ check points in Daily Work management.

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Advantages of Cluster

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EXACTNESS

 Exactness of Measurement: This image cannot currently be display ed.

       

Lower Cost. Group discussions & sharing of ideas. Competitiveness. Learning from one another. Exposure to best practices. Learning in a team. Exposure to benchmarking. Improved motivation.

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Any process is as good as its measurement. The vendor must ensure that there is a control plan for all the instruments & measuring gauges; periodic calibrations are carried out as per the plan & all instruments /gauges are kept in good working condition.

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

Practical Problem Solving Process

TEAM ORIENTED PROBLEM SOLVING [ TOPS ] Kaizen Competition at CII – Confederation of Indian Industries

1. Initial Problem Perception (Large , Vague, Complicated Problem)

2. Clarify the Problem

Grasp the Situation

3. The “ Real “ Problem Basic Cause and Effect Investigation

4. POC Direct Cause Cause Cause Cause Cause

Why ? Why ?

5 Why ?Investigation Of Root Cause

Funnel Approach

Why ? Why ? Why ?

Root Cause 5. Countermeasure 6. Evaluate Training

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7. Standardize

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Training

  

Manufacturing activities . Every Year a competition amongst the Tier – 2 vendors is held at MSIL where each vendors make a presentation about the QC & Lean Manufacturing activities [ MPS ]. In order to motivate the vendors, awards are given through MSIL, the parent organization . We also encourage our Tier – 2 vendors to participate in National Competitions to understand the best practices.

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Total no. of Tier 2 clusters Total no. of Tier 2 vendors covered

: :

19 150

Measure

2004 - 05

2010 - 11

2011 – 12

Improvement

Rejection ppm

10933

2695

1617

85 %

No. of defects per month

432

263

159

63 %

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MPS for Tier-2 vendors Implementation status

TEAM ORIENTED PROBLEM SOLVING [ TOPS ] Quality Circle Competition in progress

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Result of Cluster approach initiated by MACE

TEAM ORIENTED PROBLEM SOLVING [ TOPS ]

 We encourage Tier – 2 vendors in Quality Circle & Lean

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

QC Activity for Tier-2 vendors

MACE Quality Circle Convention

QC Projects completed in 2011-12 till Oct’11

As a part of Quality month celebration,Tier-2 Quality circle competition was organized at MACE on 26th Nov’11. Each of the cluster member held the competition at their end to select the best QC Circle at their end for Competition in MACE. A Total of 12 Quality Circles from 12 Tier-2 Clusters participated in this competition. The results of competition were as follow: Winner

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: Superfine

: Lumax Cluster

1st runner up : Aar Aar Industries

: Pricol Cluster

2nd runner up :

: Subros Cluster

NRB Bearing

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MACE Kaizen Meet

MACE conducted Kaizen Meet for MSIL Vendors. Total of 200 Tier-1 & 400 Tier-2 vendors participated in this competition. The results were as follow: Tier-1 AWARD

VENDOR NAME

Winner

M/s KML Seat-1

Mr. Prateek Mandal

1st Runner Up

M/s Bright Autoplast

Mr. Himnashu Sharma

2nd Runner Up

M/s Tenneco

Mr. Sagar Vashisht

Tier-2 AWARD

VENDOR NAME

Winner

M/s Premier Pin

COUNSELLOR

CLUSTER

COUNSELLOR

Minda Cluster Mr. Amit Chauhan Mr. O.P.Uttareja 1st Runner Up M/s Bhamra Fabricators Subros Cluster Sona Cluster Mr. R.P.Bhatti 2nd Runner Up M/s Lakhani Training

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M/S Bhambra Fabricator receiving the Best Kaizen Award in T-2 Category Training

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Lumax T-2- Superfine receiving the winner Award of Quality Circle Competition Training

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M/S Precision Pin, Tier-2 of Minda receiving the Zero ppm Certificate Training

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National Workshop on “Enabling MSME to be Competitive through Quality Tools”

M/S Subros receiving the Trophy for Best VSA Score in 2011-12 Training

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CII conducts annual Cluster summit in month of September in which various clusters working with CII, ACMA & MACE are invited to participate by giving their Kaizens & Case Studies on Problem Solving using 7 QC tools, Why-Why analysis & Six Sigma. In year 2011-12, 47 vendors of MSIL participated in this event where the best Kaizen & the Case studies were adjudged by the Jury consisting of eminent people from the industry. A total of 285 Kaizens & 120 Case studies were received by CII for evaluation. We are happy to inform that the following awards out of the total awards were bagged by MSIL’s Tier-1 & 2 vendors:

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CII Cluster Championship Award Winners Stream MSME Manufacturing Excellence

Cost Competitiveness Energy Efficiency

Total Employee Involvement Vox Populi

Name of Company Award

Auto Décor Pvt. Ltd.

1st

Horizon Industrial Products Pvt. Ltd. Shivai Enterprises Pvt. Ltd.

2nd

Bhambra Fabricators

1st

3rd

USV Ltd.

1st

Promed Export Pvt. Ltd.

2nd

Eastman Cast & Forge Ltd.

1st

Rakheja Engineers Pvt. Ltd.

2nd

Large

Award

Godrej & Boyce Mfg. Co. Ltd. Mohali Minda Industries Limited

1st

Sona Koyo Stering Systems Ltd. Godrej & Boyce Mfg. Co. Ltd. Shirwal Mahindra & Mahindra Godrej & Boyce Mfg. Co. Ltd. Shirwal Mahindra & Mahindra Tata Motors Ltd. Godrej & Boyce Mfg. Co. Ltd. Mohali

2nd 3rd 1st 1st 1st 2nd 3rd 1st

Godrej & Boyce. Mohali for Manufacturing Excellence

CII Kaizen Award Winners Award 1st Award 2nd Award 3rd Award

Company Suman Auto Parts Ltd. Raunaq Automotive Components Ltd. Krishna Maruti Limited

MSIL Vendors. The Case studies were based on completed MPS Projects.

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