PRODUCTION PLANNING AND CONTROL CHAPTER 5: QUALITY

Quality management the process of redirecting organisation cultures towards superior product and service quality

5.1 Nature of quality

Quality is determined by customers The quality of a product or service is a customers perception of the degree to which the product or service meets his or her expectation Dimension of quality (Table 7.1) o Performance, features, reliability, serviceability, durability, appearance, customer service, safety World-class company in term of quality means that each product and service would be considered best-in-class by its customers Determinants of quality
Quality of Design Identify customer, and what they want from the products or services. Design the product/ service to meet customers expectations. Quality capability of production process Production process must be design to be capable of producing products with the required attributes. Quality of conformance Production to operate to produce product to meet the design and performance specifications. Quality of customer service All contacts between customer and company to be managed fairly and courteously customer needs are attended promptly with care and concern. Organisation quality culture The entire organisation need to have the attitude and culture to do what is necessary to meet customer expectations.

Cost of Quality There are cost associated with product and service quality Some costs are associated with preventing poor quality Some costs occur after poor quality occurs These costs includes: o Scrap and rework Product defect need to be repaired or scrapped Cost include to reproduce, repaired, rework, etc. o Defective products in the hands of customers Found defect after sold to customer Cost is very big inc. recall, loss of trust, etc. o Detecting defects To find defect before selling to customer Cost include inspection, testing, qc, etc o Preventing defects To prevent defect from happening Cost include training, revise design & process, etc. Traditional Quality Management To have a rigorous inspection system Figure 7.1 Modern Quality Management Quality Guru Deming o Deming 14 Points (Business snapshot 7.1) o PDCA cycle Philip B. Crosby o Zero defects Armand V. Feigenbaum o Total quality control Kaoru Ishikawa o Quality circles o Fishbone diagram (Figure 7.3) Joseph M. Juran Genichi Taguchi Quality drives the productivity machine Right first time produce products and services that are defect free, waste elimated and costs are reduced Eliminate defects quality of products and services is improved and at the same time, productivity also improves
2

JIT and lean manufacturing A system of enforced problem solving Only a few parts are in-process inventory if a quality problem does occur, fewer defective parts are produced before they are discovered Production is stopped until the problem is corrected Product standardisation Fewer product design and repetitive production Automated euipment Use of automated equipment to attain higher product quality Machines are more consistent and accurate Preventive mantenance Minimises machine repairs Machines would stay within the capability of producing quality parts

5.2 Quality Management Recognition

Malcolm Baldrige National Quality Award U.S award for imrpoved product and service quality Criteria Business Snapshot 7.2, page 275 The Deming Prize Awarded by Union of Japanese Scientist and Engineers To companies that have demonstrated succesfully quality improvement programs ISO 9000 Standards International Organisation for Standardisation, HQ in Geneva Guidelines for quality management Current version ISO 9000:2000 Provides guidelines for companies to better manage their quality, but does not provide any levels of quality that must be attained

5.3 Total Quality Management

The objectives of TQM program is to build an organisation that produces products and services that are considered best-in-class by its customers

The Element of TQM

1. Top management commitment and involvement Without top genuine top management support, TQM will not succeed 2. Customer involvement Need to involve customer into organisations. Focus group, a group of customers, can be formed to learn what customer wants before products and services are designed Market surveys, customer questionnaires, market research can provide valuable information Quality Function Deployment (QFD) concept of formalising customer input into product design 3. Designing products for quality Superior quality begins with design 3 aspects need to be considered o Design for robustness A robust design is on that will perform as intended even if undesirable conditions occur either in production or in field o Design for production DFMA to reduce sources of error and improve overall product quality o Design for reliability Component reliability the probability that a type of part will not fail in a given time period or number of trial under ordinary conditions of use System reliability the combined reliability of all components when they parts are combined into a product, SR = CR1 x CR2 x CR3 x CR4 x To increase reliability (1) Overdesign : enhancing a design to avoid a particular type of failure suitable for fairly simple product

 (2) Design simplification: the reduction of the number of interacting parts in a product, could also reduce cost (3) Redundant component: a backup is built into the system, if the first component fails, its backup is automatically substituted 4. Design and controlling production process production processes must be designed with customer in mind once production processes are in place, they must be operated so that produts conform to customer requirements 5. Developing supplier partnership to ensure that materials from suppliers are of the highest quality, suppliers must be brought into a companys TQM program suppliers would participate in new design, quality training program, etc. 6. Customer service, distribution and installation packaging, shipping, installation and customer service can be crucially important to customers perceptions of quality 7. Building teams of empowere employees making TQM work rest in the end with employees. they must be trained, organised, motivated, and empowered to produce and service produtcs and services of perfect quality 8. Benchmarking and continuous improvement the practice of establishing internal standards of performance by looking to how world-class companies run their businesses to measure progress and become the basis for long-term continuous improvement

IDENTIFYING QUALITY PROBLEMS AND CAUSES Using seven quality-control tools for identifying quality problem and their causes. Pareto Analysis A diagram for tallying the percentage of defects resulting from different causes to identify major quality problems

% A B C D E

Flow Chart
Step Process

A diagram of the steps in a process; helps focus on where in a process a quality problem might exist.

1 2 3 4 5

Check Sheet

A fact-finding tool for tallying the number of defects for a list of previously identified problem caused.

Items Dirt Old Temp Fault

Histogram
Frequency A B C D E

A diagram showing the frequency of data related to a quality problem.

Scatter Diagram A graph showing the relationship between two variables in a process; identifies a pattern that may cause a quality problem.

Statistical Process Control (SPC) Chart A chart with statistical upper and lower limits; if the process stays between these limits over time it is in control and a problem does not exists.
UCL

LCL

Cause-and-effect diagram Also called fishbone diagram; a graph of the causes of a quality problem divided intro categories.