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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: sinmohit@gmail.com
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 Jos Tar& Vicente Sabater, 2004). 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 Identify constructs of TQM and develop scales for measuring these constructs Develop and test an instrument for use in TQM research 853 8 factors with 66 items 7 major dimensions with 48 items 8 factors with 66 items 10 factors with 32 items 12 factors with 50 items 7 exogenous factors with 39 items and 6 endogenous factors with 23
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)
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
Authors
Purpose
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 Jos Tar& Vicente Sabater, 2004]
The seven basic quality control tools Cause and effect diagram Check sheet Control chart Flow Chart Histogram 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
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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: SupplierCustomer 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]
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
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.
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
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. 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. 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. 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. 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. 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. 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. 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). 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. 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.
4.0 References:
1. G.S Dangayach, S.G Deshmukh (2003). Evidence of manufacturing strategies in Indian industry: a survey, International Journal of Production Economics. Vol. 83, No. 3, 279-298. 2. Papulova, E., Papulova Z. (2006), Competitive strategy and competitive advantages of small and midsized manufacturing enterprises in Slovakia, E-Leader, international leadership and networking conference, Slovakia. 3. Teresa Werner, Albert Weckenmann (2012). Sustainable quality assurance by assuring competence of employees, Measurement. Vol. 45, No. 6, Pages 1534-1539. 4. W. Geiger, Qualittslehre, Vieweg, Braunschweig, 1994. 5. P.B. Crosby (1979). Quality is Free, the Art of Making Quality Certain. Hodder & Stoughton, New York. 6. W.E. Deming (1982). Quality, Productivity and Competitive Position. MIT Center for Advanced Engineering, Cambridge, MA. 7. K. Ishikawa (1985). What is Total Quality Control? The Japanese Way. Prentice-Hall, London. 8. J.M. Juran (1988). On Planning for Quality. Collier Macmillan, London. 9. A.V. Feigenbaum (1991). Total Quality Control. McGraw-Hill, New York. 10. Juan Jos Tar, Vicente Sabater (2004). Quality tools and techniques: Are they necessary for quality management?, International Journal of Production Economics. Vol. 92, No. 3, 267-280. 11. R.E. McQuater, C.H. Scurr, B.G. Dale, P.G. Hillman (1995). Using quality tools and techniques successfully, The TQM Magazine. Vol. 7, No. 6, 3742. 12. J. McConnell (1989). The Seven Tools of TQC, 3rd edition. The Delaware Group, NSW. 13. M. Imai (1986). Kaizen, the Key to Japan's Competitive Success. McGraw-Hill, New York . 14. J.W. Dean, J.R. Evans. Total Quality, Management, Organization and Strategy. West Publishing Company, St. Paul, MN. 15. D.L. Goetsch, S.B. Davis (1997). Introduction to Total Quality, Quality Management for Production, Processing, and Services. Prentice-Hall, Englewood Cliffs, NJ. 16. B.G. Dale (1999). Managing Quality. Blackwell Publishers, Oxford. 17. J.R. Evans, W.M. Lindsay (1999). The Management and Control of Quality. South-Western College Publishing, Cincinnati, OH. 18. B.G. Dale, R. McQuater (1998). Managing Business Improvement & Quality Implementing Key Tools and Techniques. Blackwell Business, Oxford. 858
Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
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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