4-6 Mark Questions

Q1) Internal customer satisfaction.

A. There are two distinct types of customers i.e. external and internal. Internal customers are within the company-the colleagues working together for delivering a service or product for the external customer. Pleasing internal customers is fundamental to satisfying the final external customers.

Customers here may include the internal user, the external customer or end-user, together with the other stakeholders, i.e. 1. Shareholders 2. Employees 3. Suppliers The most effective leadership style tends to give high importance to teams and employee participation. A summary of steps to improve Internal Customer Satisfaction is given below 1. Treat employees as you would treat your customers. 2. Share your vision. 3. Surpass their expectations. 4. Take feedback and suggestions. 5. Show appreciation for good work.

Q2) Jurans trilogy A. Joseph Juran (1904-2008) was of the belief that company-wide quality cannot be delegated. He wrote key books such as Juran on Planning for Quality, 1988. He pioneered the Company-Wide Quality Management (CWQM) Concept. Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible. Juran was one of the first to write about the cost of poor quality. This was illustrated by his "Juran trilogy", an approach to cross-functional management, which is composed of three managerial processes: quality planning, quality control and quality improvement.

Quality Planning

The process for designing products, services, and processes to meet new breakthrough goals;

Quality Control

The process for meeting goals during operations;

Quality Improvement The process for creating breakthroughs to unprecedented levels of performance.

Without change, there will be a constant waste, during change there will be increased costs, but after the improvement, margins will be higher and the increased costs get recouped.

Q3) Demings Quality Philosophy A. W Edwards Demings Quality Philosophy was based on the principle that the key to quality is reducing variation. He is regarded by the Japanese as the chief architect of their industrial success, post-World War II. His philosophy underlined the following key aspects All processes are vulnerable to loss of quality through variations. If the levels are managed, they can be decreased and quality can be raised. Quality is about people, not products. The core element is the management circle consisting of PDCA (Plan-Do-Check-Action). Emphasis on continuous improvement (Kaizen) based on teamwork and competence in problem solving. He coined the 14 points for TQM which is in practice across industries today.

Q4) Root Cause Analysis A. It implies finding out the Vital Few causes for any particular problem/ deficiency/ inefficiency. Can be deduced by asking 5 whys as a general convention. Objectives i. To determine, with reasonable confidence, what is creating problem/s in a process. ii. To develop focused and permanent solutions. When the root cause is not known, we use a Cause & Effect Diagram. It involves finding the root cause via i. ii. iii. Brainstorming and logically organizing possible causes for a specific problem. Help plan for the measurement and verification of potential causes & test for solutions. Involve groups of people in developing a common understanding of the causes for a specific problem.

Cause & Effect Diagram is a visual tool used initially in Measure phase of DMAIC. It does the following i. ii. iii. iv. Summarize potential causes Provide a visual display of it Stimulate identification of other potential causes Should be initiated in Measure phase and carried out throughout the project as appropriate. Methods

Measurement

Machinery POTENTIAL CAUSES (Xs) EFFECT (Ys)

Mother Nature/Environment Verification of Root Causes i. ii. iii.

People

Material s

Opinions of experts on potential causes Need to determine and confirm deeper causes with max impact resulting in the problem Develop solutions for the verified causes

Verification methods i. ii. iii. iv. v. Hypothesis testing Regression analysis Scatter diagram Plan to experiment and conduct tests Design of Experiment (DOE)

Finally, confirm and agree on vital few causes and proceed to corrective measures.

Q5) Poka-Yoke A. Poka-yoke is a Japanese term that means "mistake-proofing". A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. The concept was formalised, and the term adopted, by Shigeo Shingo as part of the Toyota Production System. More broadly, the term can refer to any behavior-shaping constraint designed into a process to prevent incorrect operation by the user. Poka-yoke can be implemented at any step of a manufacturing process where something can go wrong or an error can be made. Shigeo Shingo recognized three types of poka-yoke for detecting and preventing errors in a mass production system: 1. The contact method identifies product defects by testing the product's shape, size, color, or other physical attributes. 2. The fixed-value (or constant number) method alerts the operator if a certain number of movements are not made. 3. The motion-step (or sequence) method determines whether the prescribed steps of the process have been followed. Shingo argued that errors are inevitable in any manufacturing process, but that if appropriate pokayokes are implemented, then mistakes can be caught quickly and prevented from resulting in defects. By eliminating defects at the source, the cost of mistakes within a company is reduced.

Q6) JIT Currently known as Lean Production, this form of operation was first known as Just-In-Time (JIT). Its prime aspects 1. Emphasized on minimizing inventory and smoothing the flow of materials so that material arrived just as it was needed or just in time. 2. Focusing on fewer inventories, fewer workers and less space and was coined to describe the Toyota Production System. 3. JIT and Lean productions origin is accredited to Taichi Ohno. It needs several fundamentals to be in place steady production, flexible resources, high quality, reliable equipment & suppliers, quick setups and high discipline to maintain other elements.

In JIT, as in Lean Production (now), the key elements are 1) Eliminate Muda/Waste ( overproduction, waiting, transport, process, inventory, movement, defects) 2) Increase Flexibility (resources, cellular layouts) 3) Smooth the flow (pull system, kanbans, small lots, quick setups, uniform production) 4) Continuously improve (quality at source, TPM, supplier networks)

Q7) Describe the use and types of Statistical Process Control Charts. A. SPC Concepts were developed by Dr. Walter Shewart in the 1920s and were expanded upon by Dr. W. Edwards Deming. It is a chart with statistical upper and lower limits. If process stays between these limits over time, it is in control and problem does not exist. Features/key elements Means for measuring if process is doing what it is supposed to do. It involves monitoring a production or service process using statistical quality-control methods over time. (Draw a graph of Y [process to be checked] vs X [time]. Draw UCL, LCL, Average horizontal line, and slight variation between the UCL-LCL limits to show that process is under control) In SPC, two sources of variation are identified 1) Chance/common cause variation: inherent in process and stable over time. 2) Assignable/special cause variation: result of specific events and unstable over time. Explain Control Limits (upper and lower, and process mean. Give example.) Types of charts p and c chart, x bar, R charts etc.