Title - DEVELOPMENT OF QUALITY SYSTEM FOR ENGINE ASSEMBLY

What is QUALITY?
The various definition of Quality are as follows:1. Quality itself has been defined fundamentally relationally. Quality is ongoing process of building and sustaining relationships by assessing, anticipating and fulfilling stated and implemented. 2. Quality is customers perception of value of Suppliers work output 3. Quality is Fitness for use (Juran) 4. Quality means conformance to requirement (Crosby) 5. Quality is the system of means to economically produce goods & service which satisfy customer requirements (Japanese Industrial Standard Comittee) 6. Quality refers to the amount of upriced attributes contained in each unit of priced attribute (Leffler) (Webster) (American 7. Quality is degree of excellence

8. Quality is the totality of features and characteristics of product or service that bears on its ability to satisfy given needs. Society For Quality) 9. Quality, an inherent or distinguishing characteristics a degree of excellence (American Heritage Dictionary )

The most commonly used defination is Quality means conformance to requirement Today in the competitive world Quality means Customer Satisfaction. What is Quality Control? Quality Control (QC) is a system of routine technical activities, to measure and control the quality of the inventory as it is being developed. The QC system is designed to: (i) Provide routine and consistent checks to ensure data integrity, correctness, and completeness; (ii) Identify and address errors and omissions; (iii) Document and archive inventory material and record all QC activities. QC activities include general methods such as accuracy checks on data acquisition and calculations and the use of approved standardised procedures for emission calculations, measurements, estimating uncertainties, archiving information and reporting. Higher tier QC activities include technical reviews of source categories, activity and emission factor data, and methods. What is Quality Assurance? Quality assurance demands a degree of detail in order to be fully implemented at every step. For example, Planning could include investigation into the quality of the raw materials used in manufacturing, the actual assembly, or the inspection processes used. The Checking step could include customer feedback, surveys, or other marketing vehicles to

determine if customer needs are being exceeded and why they are or are not. Acting could mean a total revision in the manufacturing process in order to correct a technical or cosmetic flaw. Quality Assurance (QA) activities include a planned system of review procedures conducted by personnel not directly involved in the inventory compilation/development process. Reviews, preferably by independent third parties, should be performed upon a finalised inventory following the implementation of QC procedures. Reviews verify that data quality objectives were met, ensure that the inventory represents the best possible estimates of emissions and sinks given the current state of scientific knowledge and data available, and support the effectiveness of the QC programme. Quality assurance verifies that any customer offering, regardless if it is new or evolved, is produced and offered with the best possible materials, in the most comprehensive way, with the highest standards. The goal to exceed customer expectations in a measurable and accountable process is provided by quality assurance. What is Quality System ? Quality Management System can be defined as a set of policies processes and procedures required for Planning and execution (production/development/service) in the core business area of an organization Quality Management System Enables the organisation to identify, measure, control and improve the various core business process that will ultimately lead to improved business performance

 Steps in Development of Quality System for Engine Assembly Petrol Engine : Process Flow Diagram. Process Failure Mode and Effect Analysis. Development of Control Plans. Development of Audit Sheets(Check Sheets). Study of Customer Complaint. Analysis of customer complaint Explanation on Each Step of Quality System:1. Process Flow Diagram

2. Process FMEA:Failure Mode Effect Analysis History:The FMEA process was originally developed by the US military in 1949 to classify failures "according to their impact on mission success and personnel/equipment safety". FMEA has since been used on the 1960s Apollo space missions. In the 1980s it was used by Ford to reduce risks after one model of car, the Pinto, suffered a fault in several vehicles causing the fuel tank to rupture and it to subsequently burst into flames after crashes. What is FMEA? Failure Mode and Effects Analysis (FMEA) is a tool that examines potential product or process failures, evaluates risk priorities, and helps determine remedial actions to avoid identified problems. FMEA is a procedure for analysis of potential failure mode within a system for classification by severity or determination of failures effect upon the system. It is widely used in manufacturing industries in various phases of product life cycle. An FMEA is a form of Brainstorming that generally follows a Cause and Effect Analysis or Process mapping and it is usually followed by a Pareto Analysis. It is a granular analysis of a process, a system or a product design for the purpose of identifying possible deficiencies. It is generally conducted by a cross functional group with all the participants having a stake or knowledge about the process, system or product being assessed.

When to use it? Failure mode and effect analysis is primarily a quality-planning tool. It is useful in developing features and goals for both products and processes, in identifying critical product/process factors and designing countermeasures to potential problems, in establishing controls to prevent process errors, and in prioritizing process subunits to ensure reliability. Types of FMEA:1. Process Analysis of Manufacturing and Assembly process 2. Design Analysis of Product prior to production 3. Concept Analysis of Systems or Subsystems in the early design Concept Stages 4. Equipment Analysis of Machinery and Equipment Design before Purchase Salient Features of FMEA First Time Right Identifies inadequacies in the development of the product Test and trial may be limited to a few products Regulatory Reasons Continues Improvement Preventive (not Corrective) Approach Team Building Required by Procedures

FMEA Benefits The FMEA analysis procedure is a tool that has been adapted in many different ways for many different purposes. It can contribute to improved designs, products and processes, resulting in: Reducing the likelihood of customer complaints Reducing the likelihood of campaign changes Reducing maintenance and warranty cost Reducing the possibility of safety failure Reducing the possibility of extended life or reliability failure Reducing the likelihood of Product Liability claim 3. Development of Control Plan:The intent of a process control plan is to control the product characteristics and the associated process variables to ensure capability (around the identified target or nominal) and stability of the product over time. The Process Control Plan assures that the good improvements established by your project will not deteriorate once the improved process is returned to the process owners. Control plan is means of setting out practices, resources, and sequences of activities relevant to the quality control of a particular product, service, contract, or project. The process Failure Modes and Effects Analysis (FMEA) is a document to identify the risks associated with something potentially going wrong (creating a defect - out of specification) in the production of the product. The FMEA identifies what controls are placed in the production process to catch any defects at various stages on the processing.

 Development of System for Engine Assembly The system for Engine assembly is developed as follows:.We have studied the total process for petrol Engine. After that we studied different component their product and process characteristics, same component for different Petrol Engine. Torque for various component was taken, type of nuts, bolts, studs. The whole data was collected then started Process Flow Diagram. After process flow diagram was finished, we started FMEA. After FMEA ,we started Control Plans. After that we Started Control Plans, Check Sheets were completed.

Process flow Diagram

FMEA:.A process FMEA should begin with a Flow chart/ Process Flow Diagram of the general process. The Process FMEA Chart is explained as follow:1. Process Function Enter the simple description of the process or operation being analyzed. Indicate the purpose of process or operation of which is analyzed. The process where numerous operation are present , the operation must be list as separate operation. 2. Potential Failure Mode Potential Failure Mode is defined as the manner in which the process could potentially fail to meet the process requirements and design intent. It can be the cause associated with failure of previous operation. In preparing FMEA the assumption is made that incoming parts/materials are correct. The various failure modes are Bent, Binding, Burred, Handling Damaged, Cracked, Deformed, Dirty, Improper Set up. 3. Potential Effect of Failure:Potential Effects of Failure are defined as the effects of failure mode on the function perceived by customer. The effect of failure must be described what customer experience and it should be clearly mentioned the function could affect safety or noncompliance to regulations. The effect should be properly stated in specific system. The various types of potential effect of failure are Noise, Erratic operation, Poor Appearance, Unstable, Intermittent operation, Rough, Inoperative, Unpleasant odor.

4. Severity:Severity is an assessment of the seriousness of effect of potential failure mode to the next component, subsystem, system or customer if it occurs. Severity applies to the effect only. A reduction in Severity Ranking Index can be effected only through a design change. Severity should be estimated on a 1-10 scale. Evaluation Criteria:EFFECT Hazardous without warning Hazardous with warning Very High High Moderate Low Very low Minor Very minor None RANKING 10 9 8 7 6 5 4 3 2 1

5. Potential Mechanism of Failure:Potential Cause of Failure is defined as how the failure could occur, described in terms of something that can be corrected or can be controlled. The causes should be described so that remedial efforts can be aimed at those cause which are pertint. Failure causes may include Improper torque, Improper weld, Improper Heat treat, Part Missing. 6. Occurrence :-

Occurrence is how frequently Failure cause/ mechanism is projected to occur. The occurrence ranking has a meaning rather than a value. Probability of Failure Very High High Moderate Possible Failure Rates Ranking 1 in 2 1 in 3 1 in 8 1 in 20 1 in 80 1 in 400 1 in 2000 Low Very Low Remote 1 in 15000 1 in 150000 1 in 1500000 10 9 8 7 6 5 4 3 2 1

7. Current Process controls:Current process control are descriptions of the controls that either prevent to the extent possible the failure mode from occurring. The evaluation may occur at the subject operation. There are three types of process controls to consider 1. Prevent the cause or failure mode from occurring or reduce their rate of occurrence. 2. Detect the cause and lead to corrective actions 3. Detect the failure mode. 8. Detection:Detection is an assessment of the probability that the proposed type failure mode is detected. Do not assume that Detection

ranking is low because occurrence ranking is low. Random quality checks are unlikely to detect the existence of an defect and should not influence the detection ranking. Evaluation Criteria:Detection Almost Impossible Very Remote Remote Very Low Low Moderate Moderately High High Very High Almost Certain Ranking 10 9 8 7 6 5 4 3 2 1

10.Risk Priority Number (RPN):.The Risk Priority Number is the product of Severity, Occurrence and Detection Ranking. RPN = S*O*D. .The Range of value of RPN is 1-1000. Incase where the RPN is high then special attention is to be given. 11.Recommended Action:When the Failure modes have been rank ordered by RPN, corrective action should be first directed at the highest ranked concerns and critical items. The intent of any recommended action is to reduced Severity, Occurrence and Detection Ranking. 12.Action taken:After an action has been implemented, enter a brief description of action. 13. Resulting RPN:After corrective action has been taken, then Severity ,Occurrence and Detection again should be recorded. The RPN has to be calculated again.

4. Audit Sheets:- The following is the Check Sheet which can checks/assess the process and product characteristics.
Check Sheet Area :- Engine Assembly Sub Assembly-Block Sub Assembly Station:-MB Cap Tightening SR.NO Description Specification Tightening Torque should be 5.5 5% Kgm Malleting No Wear and Tear of Socket and No crack It is to be Calibrated after 15 Days Actual Remark

1 2 3 4

Tightening Torque Malleting of MB Caps before Tightening Socket Condition Calibration of Nut Runner

Critical To Quality
CTQs (Critical to Quality) are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer. They align improvement or design efforts with customer requirements. It is Specific, measurable characteristics of a product or process that are identified by customers as necessary for their satisfaction CTQs represent the product or service characteristics that are defined by the customer (internal or external). They may include the upper and lower specification limits or any other factors related to the product or service. A CTQ usually must be interpreted from a qualitative customer statement to an actionable, quantitative business specification. .There are 8 CTQ(Critical To Quality ) Stations in Engine Assembly which are as follows:1. MB Cap Tightening. 2. Conrod Tightening. 3. Cylinder Head Valve Leakage Testing. 4. Cylinder Head Tightening. 5. Idler Bolt Tightening. 6. Belt Tensioning. 7. Rocker Arm Setting. 8. Oil And Water Leakage Testing.

Seven Quality Control Tools for Problem Solving: Kaoru Ishikawa developed seven basic visual tools of quality so that the average person could analyze and interpret data. These tools have been used worldwide by companies, managers of all levels and employees. The Seven QC tools for Problem Solving are as follows:1. Pareto diagrams 2. Cause & Effect diagram Ishikawa diagram Fishbone diagram Check sheet 3. Stratification 4. Check sheets 5. Histogram & frequency distributions 6. Scatter diagrams (concept of correlations) 7. Graph & control charts 1. Pareto charts Definition: A bar graph used to arrange information in such a way that priorities for process improvement can be established. A Pareto chart is a special type of bar chart where the values being plotted are arranged in descending order. Purposes: 1. To display the relative importance of data. 2. To direct efforts to the biggest improvement opportunity by highlighting the vital few in contrast to the useful many.

Pareto diagrams are named after Vilfredo Pareto, an Italian sociologist and economist, who invented this method of information presentation toward the end of the 19th century. This method was made popular by Joseph Juran. The basic underlying rule behind Pareto's law is that in almost every case, 80% of the total problems incurred are caused by 20% of the problem cause types; such as people, machines, parts, processes, and other factors related to the production of the product. The Pareto diagram is a graphical overview of the process problems, in ranking order of the most frequent, down to the least frequent, in descending order from left to right. Thus, the Pareto diagram illustrates the frequency of fault types. Using a Pareto, you can decide which fault is the most serious or most frequent offender.

30 25 20 15 10 5 0

28

16 12 12 6 4

3
Material flaws

Loose Threads

Incorrect hemming

Stitching flaws

Trim Errors

Button Color problems mismatch

2. Ishikawa Diagram:Definition: A graphic tool used to explore and display opinion about sources of variation in a process. (Also called a Cause-and-Effect or Fishbone Diagram.) Purpose: To arrive at a few key sources that contribute most significantly to the problem being examined. These sources are then targeted for improvement. The diagram also illustrates the relationships among the wide variety of possible contributors to the effect. The basic concept in the Cause-and-Effect diagram is that the name of a basic problem of interest is entered at the right of the diagram at the end of the main "bone". The main possible causes of the problem (the effect) are drawn as bones off of the main backbone. The "Four-M" categories are typically used as a starting point: "Materials", "Machines", "Manpower", and "Methods". Different names can be chosen to suit the problem at hand, or these general categories can be revised. The key is to have three to six main categories that encompass all possible influences. Brainstorming is typically done to add possible causes to the main "bones" and more specific causes to the "bones" on the main "bones". This subdivision into ever increasing specificity continues as long as the problem areas can be further subdivided. The practical maximum depth of this tree is usually about four or five levels. When the fishbone is complete, one has a rather complete picture of all the possibilities about what could be the root cause for the designated problem

3. Stratification:A technique used to analyze/divide a universe of data into homogeneous groups (strata) often data collected about a problem or event represents multiple sources that need to treated separately. It involves looking at process data, splitting it into distinct layers (almost like rock is stratified) and doing analysis to possibly see a different process. Dividing the data up into different strata is called stratification Neither improvement nor control is possible without stratification Must for achieving control & for detecting problems Used for studying improvement measures Data stratification Different conditions Causes Locations Lots e.g. stratify by type of defect, raw material, day, shift, time, group, person, machine, process, operating method, weather, measuring instrument, jig, tool, etc 5. Check Sheet Description A check sheet is a structured, prepared form for collecting and analyzing data. This is a generic tool that can be adapted for a wide variety of purposes.

When to Use a Check Sheet

When data can be observed and collected repeatedly by the same person or at the same location. When collecting data on the frequency or patterns of events, problems, defects, defect location, defect causes, etc. When collecting data from a production process.

Check tick / tally Reliable data collection tool Simple format just ticks & no calculations