chapter 11 – part i total quality management cob 300 busing
TRANSCRIPT
Chapter 11 – Part IChapter 11 – Part ITotal Quality ManagementTotal Quality Management
COB 300COB 300
BusingBusing
Simplifying the Process
• Plant layout
• Group technology
• U-shaped layout
• Reducing setup time
• Total preventive maintenance
Simplified
Process
Strategy and JIT
• Quality and reliability
• Flexibility
– product
– volume
• Dependability
• Asset utilization
• People utilization
• Cost minimization
Internally OrientedInternally OrientedDefinitions of QualityDefinitions of Quality
Quality is the degree to which a specific product conforms to a design or specification
Differences in quality amount to differences in the quantity of some desired ingredient or attribute
Externally OrientedDefinitions of Quality
• Quality is fitness for use• Quality consists of the capacity to satisfy wants
A Definition of Quality Used by Many Companies
Quality is consistently meeting or exceeding the customer’s needs and expectations.
Dimensions of Quality for Goods
• Performance• Features• Reliability• Conformance
• Durability• Serviceability• Aesthetics• Perceived Quality
Costs of Quality
• Prevention– Planning
– Procedures
– Training
• Appraisal– Testing
– Inspection
– Audits
• Failure– Internal
• Scrap and rework
• Retests
• Down time
– External• Returns
• Warranty work
• Goodwill lost
• Lost sales
The Background of TQM
• W. Edwards Deming– System causes most
defects
• Joseph M. Juran– Quality planning,
quality control, quality improvement
• Philip Crosby– Quality is free, zero
defects
• Genichi Taguchi– Taguchi methods,
robust design
Components of TQM
• Focus on the customer
• Everyone responsible for quality
• Team problem solving
• Employee training
• Fact-based management
• Philosophy of continuous improvement
Components ofContinuous Improvement
• Standardize and document procedures
• Assign teams to identify areas for improvement
• Use methods analysis and problem-solving tools
• Use the Plan-Do-Check-Act cycle
• Document improved procedures
Baldridge Award
• Baldridge Award Criteria for 00
ISO 9000 Standards
9000-1: Guidelines9001: Design through installation and
testing9002: Production through installation
and testing9003: Distributors9004-1: Model of quality management
system
Comparing Baldrige,ISO 9000 and TQM
• Baldrige
– U.S. Quality Award
– Focus on outcomes
• ISO 9000
– International standards
– Focus on documentation of processes
• TQM
– Organizational quality philosophy
– Foundation of Baldrige criteria
Chapter 11 – Part IIChapter 11 – Part IIQuality Control Quality Control
COB 300 C - The Operations DimensionCOB 300 C - The Operations Dimension
BusingBusing
Causes of Variation
• Random Causes
– difficult or expensive to control
– e.g., outside humidity, line voltage
• Assignable Causes
– easier to correct
– e.g., employee error, new materials
Control Charts• Variables - concentrates on mean for some
measurable characteristic.– diameter
– length
• Attribute - data is based on counts or the number of times we observe a particular event.– proportion defective/non-defective
– go/no go
– proportion pass/fail
Control Limits - Variables Charts
X-Bar Chart
R Chart
UCLx x 3
LCLx x 3
X A R2
UCL D RR 4
LCL D RR 3
X A R2
Variables Control Chart Examples: Compute the 3 control charts for X and R from 15 samples of
size n=3. Plot the control limits and the Xand R values and comment about the underlying process.
Sample OBSERVED DIMENSIONS (cm)1 4.843 4.863 4.8592 4.925 4.882 4.8913 4.866 4.914 4.8734 4.852 4.883 4.885 4.92 4.884 4.8216 4.915 4.902 4.8987 4.887 4.892 4.8588 4.868 4.888 4.8429 4.904 4.863 4.86610 4.921 4.92 4.89411 4.914 4.884 4.89912 4.892 4.896 4.88713 4.866 4.829 4.8814 4.85 4.875 4.87215 4.867 4.9 4.885
Variables Control Chart Examples: Compute the 3 control charts for X and R from 15 samples of size n=3. Plot the control limits and the
Xand R values and comment about the underlying process.
Sample OBSERVED DIMENSIONS (cm) mean range1 4.843 4.863 4.859 4.855 0.0202 4.925 4.882 4.891 4.899 0.0433 4.866 4.914 4.873 4.884 0.0484 4.852 4.883 4.88 4.872 0.0315 4.92 4.884 4.821 4.875 0.0996 4.915 4.902 4.898 4.905 0.0177 4.887 4.892 4.858 4.879 0.0348 4.868 4.888 4.842 4.866 0.0469 4.904 4.863 4.866 4.878 0.041
10 4.921 4.92 4.894 4.912 0.02711 4.914 4.884 4.899 4.899 0.03012 4.892 4.896 4.887 4.892 0.00913 4.866 4.829 4.88 4.858 0.05114 4.85 4.875 4.872 4.866 0.02515 4.867 4.9 4.885 4.884 0.033
4.882 0.037
Factors for Control Limits(Slide 1 of 2)
23456789
10
1.8801.0230.7290.5770.4830.4190.3730.3370.308
000000.0760.1360.1840.223
3.2682.5742.2822.1142.0041.9241.8641.8161.777
n A2 D3 D4
Sample of Size
Six Sigma Control Chart (x-bar)
4.840
4.850
4.860
4.870
4.880
4.890
4.900
4.910
4.920
4.930
0 2 4 6 8 10 12 14 16
Observation
cm
Sample Mean
Upper Control Limit
Lower Control Limit
Center Line
Range Example
0
0.02
0.04
0.06
0.08
0.1
0.12
0 2 4 6 8 10 12 14 16
Sample Number
ran
ge
(cm
) Upper Control Limit
Center Line
Lower Control Limit
Sample Range
Warning Conditions
• Two successive points near limit
• Run of five above or below mean
• Trend
• Erratic behavior
Process Control for AttributesProportion defective:
Number of defects per unit:
pp p
n
( )1
UCL p
LCL p
p p
p p
3
3
UCL cc c 3LCL cc c 3
c c
P-Chart
0
0.02
0.04
0.06
0.08
0.1
0.12
0.14
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
observation
pro
po
rtio
n d
efe
cti
ve
observation proportion defective
lower control limit
center line
upper control limit