Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
TOOLS AND TECHNIQUES FOR QUALITY MANAGEMENT IN MANUFACTURING INDUSTRIES Mohit Singh1, I.A. Khan2, Sandeep Grover3 1
Research Scholar, Dept. of Mech Engg., Faculty of Engg. & Tech., Jamia Millia Islamia, New Delhi, India Professor, Dept. of Mech. Engg., Faculty of Engg. & Tech., Jamia Millia Islamia, New Delhi, India. 3 Professor & Head, Chariman-Mech. Engg. Dept., YMCA University of Sci. & Tech., Faridabad (HR), India. e-mail:
[email protected] 2
Abstract: Globalization, intense competitive environment, customer awareness etc. forces the manufacturing industries to offer higher product quality which is the main requirement to gain global market share. Satisfying the customer with high quality products in the shortest time possible at lowest cost is the key to success of any organization in the market. To cope up and retain the position in this environment, it is a necessary requirement for any manufacturing industry to keep focusing on quality management. Managing well quality management within the industry is not possible without adequate knowledge of quality tool and techniques. The main aim of this paper is to highlight all major quality tools and techniques used for quality management in a manufacturing industry. The tools and techniques are segregated under four headings and explained briefly.
1. Introduction: Manufacturing Industries are under increasingly diverse and mounting pressures due to more sophisticated markets, changing customer choice and global competition. The market for products is becoming increasingly international (Dangayach and Deshmukh, 2003). They must understand how changes in their competitive environment are unfolding. Industries should actively look for opportunities to exploit their strategic abilities, adapt and seek improvements in every area of the business, building on awareness and understanding of current strategies and successes (Papulova & Papulova, 2006). Accordingly, measures of modern quality management aiming for sustainable success do not only mean to avoid the delivery of defective products to the customer but seek to establish maximum efficiency in the performance of all processes of the company. With such optimized procedures, products of high quality can be provided with minimum effort of time and costs (Werner & Weckenmann, 2012). To achieve a positive ranking and thus assure a high level of perceived quality, the company has to find a suitable position in the triangle of conflicting requirements on quality, costs and time (W. Geiger, 1994). Quality management theory has been influenced by the contributions made by quality leaders (Crosby, 1979; Deming, 1982; Ishikawa, 1985; Juran, 1988; Feigenbaum, 1991). Table 1 shows the empirical studies leading to a scale of Quality management (Juan José Tarı& ́ Vicente Sabater, 2004).
Authors Saraph et al. (1989) Flynn et al. (1994) Badri et al. (1995) Black and Porter (1995) Ahire et al. (1996) Grandzol and Gershon (1998)
Table 1. Empirical research of quality management Purpose Critical factors identified Develop an instrument for measuring critical factors of quality management Develop an instrument based on empirical and practitioner literature Additional assessment of instrument proposed by Saraph, Benson and Schroeder Identify a set of critical factors of TQM
8 factors with 66 items
Identify constructs of TQM and develop scales for measuring these constructs Develop and test an instrument for use in TQM research
12 factors with 50 items
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7 major dimensions with 48 items 8 factors with 66 items 10 factors with 32 items
7 exogenous factors with 39 items and 6 endogenous factors with 23
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
Authors
Quazi et al. (1998) Rao et al. (1999)
Purpose
Critical factors identified
items Corroborate the results of the study developed 16 factors with 78 items by Saraph, Benson and Schroeder Develop a valid instrument for key dimensions 13 factors with 62 items of quality management in the international context [source: Juan José Tarı& ́ Vicente Sabater, 2004]
2. Quality tools & techniques for quality management: A single tool is a device with a clear function, and is usually applied on its own, whereas a technique has a wider application and is understood as a set of tools (McQuater et al., 1995). Thus, Ishikawa (1985) and McConnell (1989)have identified a list of seven TQM tools: flow charts, cause and effect diagrams, Pareto charts, histograms, run charts and graphs, X bar and R control charts and scatter diagrams. Also, Imai (1986), Dean and Evans (1994), Goetsch and Davis (1997), Dale (1999), and Evans and Lindsay (1999) have offered a list of tools and techniques for quality improvement. For their part, Dale and McQuater (1998) have identified the tools and techniques most widely used by firms, as shown in Table 2.
The seven basic quality control tools
Table 2. Commonly used tools and techniques The seven Other tools management tools
Cause and effect diagram Check sheet
Affinity diagram Arrow diagram
Brainstorming Control plan
Control chart Flow Chart
Matrix diagram Matrix data analysis
Force field analysis Questionnaire
Histogram
Process decision program chart Relations diagram Systematic diagram
Sampling
Pareto diagram Scatter diagram
Techniques Benchmarking Departmental purpose analysis Design of experiments Failure mode and effects analysis Fault tree analysis Poka yoke Problem solving methodology Quality costing Quality function deployment Quality improvement teams Statistical process control
[source: Dale and McQuater, (1998)]
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Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
Ranking 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Top 20 Quality Tools & Techniques: Supplier–Customer Ranking SME (Supplier)a Large Firm (Customer)b 1-20 =Most to least used 1-20 =Most to least used Brainstorming Process capability Barcharts Just in Time Improve internal Process Productivity improvement Check sheet Lean ISO 9001:2000 Statistical process control Flow charts ISO 9001:2000 Lean Total Quality Management Process capability Self assessments Self assessments Material requirements planning Statistical process control Improve internal process Material requirements planning Kanban Plan, do, check, act, cycle Matrix data analysis Matrix data analysis Bar charts Just in time Plan, do, check, act, cycle Kanban Brainstorming Suggestion scheme Flowcharts Tally charts Suggestion schemes Productivity improvement Tally charts Tree diagrams Check sheets Total Quality Management Tree diagrams [source: Jones, Thomas & Thomas, 2007]
2.1 Seven basic quality tools •
Cause and effect diagram: A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. This type of diagram is sometimes called an "Ishikawa diagram" because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of the way it looks.
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Check Sheet: The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated. The document is typically a blank form that is designed for the quick, easy, and efficient recording of the desired information, which can be either quantitative or qualitative.
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Control Chart: A control chart is a statistical tool used to distinguish between variation in a process resulting from common causes and variation resulting from special causes. It presents a graphic display of process stability or instability over time.
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Flow chart: The Flow Chart provides a visual representation of the steps in a process or a diagram that uses graphic symbols to depict the nature and flow of the steps in a process.
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Histogram: One uses this graph to show frequency distributions. It looks very much like a bar chart. This chart graphs data distributions. If you have numerical, variable, continuous data you can use this chart. The chart organizes and sorts the data. It shows the data in a pictorial format.
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Pareto Diagram: A Pareto chart, named after Vilfredo Pareto, is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. A simple rule, pareto, 20 % issues causes 80 % results. This means, 80 % if problems come from 20 of reasons. 80 % of results come from 20% of work. 80% of cost comes from 20% of spent area...and so on. 855
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
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Scatter diagram: It is used to determine if there is a relationship or correlation between two variables. It is used to display what happens to one variable when another variable changes in order to test a theory that the two variables are related. The data displayed on the scatter diagram clearly show if there is a positive, negative or no relationship between the two variables.
2.2 The seven management tools •
Affinity diagram: An Affinity Diagram is a tool that gathers large amounts of language data (ideas, opinions, issues) and organizes them into groupings based on their natural relationships. The Affinity process is often used to group ideas generated by Brainstorming. It may be used in situations that are unknown or unexplored by a team, or in circumstances that seem confusing or disorganized, such as when people with diverse experiences form a new team, or when members have incomplete knowledge of the area of analysis.
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Arrow diagram: The arrow diagram shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions. The arrow diagram lets you calculate the “critical path” of the project. This is the flow of critical steps where delays will affect the timing of the entire project and where addition of resources can speed up the project.
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Matrix diagram: The matrix diagram shows the relationship between two, three or four groups of information. It also can give information about the relationship, such as its strength, the roles played by various individuals or measurements.
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Matrix data analysis: A complex mathematical technique for analyzing matrices, often replaced in this list by the similar prioritization matrix. One of the most rigorous, careful and time-consuming of decision-making tools, a prioritization matrix is an L-shaped matrix that uses pairwise comparisons of a list of options to a set of criteria in order to choose the best option(s).
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Process decision: The process decision program chart (PDCP) systematically identifies what might go wrong in a plan under development. Countermeasures are developed to prevent or offset those problems. By using PDPC, you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs.
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Relations Diagrams: These are drawn to show all the different relationships between factors, areas, or processes. Just as importantly, the process of creating a relations diagram helps a group analyze the natural links between different aspects of a complex situation.
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Systematic diagram: The tree diagram also known as systematic diagram starts with one item that branches into two or more, each of which branch into two or more, and so on. It looks like a tree, with trunk and multiple branches. It is used to break down broad categories into finer and finer levels of detail. Developing the tree diagram helps you move your thinking step by step from generalities to specifics.
2.3 Other tools •
Brainstorming: Brainstorming is a simple way for a group to generate multiple ideas such as possible solutions to a known problem. When you need as many ideas as possible. The classic method of round-the-table suggestions helps solve process improvement problems.
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Control Plan: It is a management tool to identify and monitor the activity required to control the critical inputs or key outputs for a process so the process will continually meet its product or service goals. Control plans are usually monitored at least by Quality Assurance, departments using inspection procedures and sometimes using quality function deployment methods. Control charts are typically used in a control plan to monitor items.
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Force Field Analysis: It is a useful decision-making technique. It helps us in making a decision by analyzing the forces for and against a change, and it helps you communicate the reasoning behind your decision. 856
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
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Questionnaire: It is a list of questions designed to collect specific information. A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed for statistical analysis of the responses, this is not always the case.
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Sampling: A process used in statistical analysis in which a predetermined number of observations will be taken from a larger population. The methodology used to sample from a larger population will depend on the type of analysis being performed, but will include simple random sampling, systematic sampling and observational sampling.
2.4 Techniques •
Benchmarking: Benchmarking is a self-improvement tool for organisations. It allows them to compare themselves with others, to identify their comparative strengths and weaknesses and learn how to improve. Benchmarking is a way of finding and adopting best practices.
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Departmental Purpose Analysis: Department purpose analysis (DPA) is a process for applying the concepts and principles of management in a practical way. It is designed to ensure that a department, team or group is achieving goals that contribute to the company's strategy and overall goals, and that the department's activities add value. A key step in the process is a clear focus on agreeing, measuring and meeting customer (internal and external) requirements.
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Design of Experiments: DOE is a systematic approach to investigation of a system or process. A series of structured tests are designed in which planned changes are made to the input variables of a process or system. The effects of these changes on a pre-defined output are then assessed. Failure Mode Effect Analysis: Failure Modes and Effects Analysis (FMEA) is a systematic, proactive method for evaluating a process to identify where and how it might fail and to assess the relative impact of different failures, in order to identify the parts of the process that are most in need of change.
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Fault Tree Analysis: Fault tree analysis (FTA) is a top down, deductive failure analysis in which an undesired state of a system is analyzed using Boolean logic to combine a series of lower-level events. This analysis method is mainly used in the field of safety engineering and Reliability engineering to determine the probability of a safety accident or a particular system level (functional) failure.
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Poka Yoke: Poka Yoke is any process that can stop mistakes being created, thereby ensuring that there are no defects within the production process. So if a machine is designed to stop or at least sound a warning signal if it is not aligned correctly then this is ‘Poka Yoke’ in action. The operator will be alerted to the fact that the machine has not been correctly aligned and instead of faulty goods being created, or the machine continuing and then perhaps breaking down the operator will take the necessary steps to ensure that the problem is resolved before the faulty goods are created or before the machine breaks down.
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Problem Solving Methodology: The process of working through details of a problem to reach a solution. Problem solving may include mathematical or systematic operations and can be a gauge of an individual's critical thinking skills.
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Quality Costing: Quality Costing provides pragmatic advice on how to set about introducing and developing a quality costing system and using the data that emerges. Quality costs help to show the importance of qualityrelated activities to management; they demonstrate the cost of nonquality to an organization; they track the causes and effects of the problem, enabling the working out of solutions using quality improvement teams, and then monitoring progress (Dale & Plunkett, 1999).
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Quality Function Deployment: Quality Function Deployment is a systematic approach to design based on a close awareness of customer desires, coupled with the integration of corporate functional groups. It consists in 857
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
translating customer desires (for example, the ease of writing for a pen) into design characteristics (pen ink viscosity, pressure on ball-point) for each stage of the product development (Rosenthal, 1992). •
Quality Improvement Teams: Quality improvement teams provide a mean of participation for employees in quality decision – making. They aids in employee development, leadership, problem solving skills and lead to quality awareness which is essential for organizational change.
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Statistical Process Control: Statistical Process Control is a scientific visual method used to monitor, control and improve processes by eliminating special cause variation from manufacturing, service and financial processes. SPC is a key continuous improvement tool.
3.0 conclusions The use of tools and techniques is a vital component of any successful improvement process. These tools and techniques can only be beneficial for any manufacturing industry after the proper training of their employees so that they understand these tools effectively. Therefore, the use of tools and techniques for quality improvement is necessary for quality improvement. The weakness of certified firms is a lack of support for and commitment towards the use of tools and techniques for quality improvement, mainly regarding the basic tools; on the other hand, it must also be admitted that there are some companies that have not benefited from and improved their performance by using these techniques and tools. The solution can be found in a higher managerial commitment, promoting their use among all the employees, together with a planning and training process covering teamwork methods and the use of these tools and practices. In other words, managers may encourage a higher number of employees to use these techniques in a way that benefits the whole firm. The paper describes all major quality tools and techniques necessary for quality management in manufacturing industry.
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19. Rowland-Jones R., Page-Thomas K., Thomas P.T. (2007). 'Quality Management' Tools & Techniques: Profiling SME use & Customer Expectations, International Journal of Quality and Standards. Vol. 1, No -1, 163 – 179. 20. Barrie G. Dale and J.J. Plunkett (1999). Quality Costing, Third Edition, Gower Publishers. 978-0-566-08260-3. 21. Rosenthal, Stephen R (1992). Effective product design and development, How to cut lead time and increase customer satisfaction, Business One Irwin, Homewood, Illinois 60430.
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