OBJECTIVES
- Define quality from the customer's perspective Describe the principles of a Quality Management program (TQM: Total Quality Management) Identify the costs of poor quality Explain the purposes and applications of quality tools Present the model on which the Quality Awards are based
Quality as philosophy: principles
- Quality as a competitive priority Management responsibility Creation of an environment where quality problems are detected and solved
Customer-focused quality definitions
- Compliance with specifications
- time between failures delivery time delivery time
- price / profit ratio
- fulfillment of purpose
- appearance styling durability reliability
- service effectiveness warranty compliance unequivocal advertising
- atmosphere image aesthetic
Quality as a competitive weapon
- Difficulty achieving quality in all areas of the company Customer perceptions of quality are changing Changes in lifestyles and economic conditions dramatically alter perceptions of quality
Accuracy >>> Operation detection capabilities >>> Success expectations
Staff Participation
- Cultural change
- quality awareness motivation for improvement participation at all levels
- any person, group, company or organization that receives any result from the provider organization
- service network + internal products that are provided within the organization participate in the detection and correction of defects and errors
- training
- new methods current practices
- how deficiencies affect the progress of the process
- "Instruct the instructor"
- monetary incentives related to quality improvement economic rewards for suggestions on improvements in equipment and processes that are profitable responsibility to obtain the information, present it and implement it if it is approved non-economic incentives
- advertising improvement recognition
Continuous improvement
- Kaizen Philosophy: continually seek ways to improve operations Includes products and processes Involves the identification of models (benchmarks) Bases of Philosophy:
- Any aspect of an operation can be improved Those who are close to the operation are in a better position to suggest improvements
Implementation of continuous improvement
1.- Train personnel in statistical process control methods and improvement tools
2.- Make the methods become part of the operations
3.- Integrate work teams and encourage participation
4.- Use tools to solve problems
5.- Develop in operators the feeling of ownership of the processes
Troubleshooting process for problems ––Deming wheel
>>> Plan >>> Execute >>> Check >>> Act >>> Plan >>>
- To plan
- Selecting a process
- activity method operation of a machine implementation of a policy
- Run
- Ap licar the progress PlanObservar
- collect information measure progress
- Analysis of data from the Execute stage Observation of deviations from goals Detect limitations
- improve weaknesses strengthen strengths spread improvements
- Ap licar the progress PlanObservar
analysis of the value of operations as a contribution to the product and the service
Poor Quality Costs
- Caused by defective or unsatisfactory products They represent between 20 and 30% of gross sales Four categories
- prevention costs evaluation costs internal costs of a failure external costs
Prevention Costs
- Associated with early detection measures for defects
- new designs
- to eliminate defects to simplify production
- continuous improvement joint work with suppliers
- new designs
Assessment costs
- Associated with assessing the level reached by the system in operations When preventive measures improve quality, evaluation costs decrease
Internal costs of a failure
- Result of defects discovered during the elaboration of a product or service Main categories
- performance losses reprocessing costs
External costs of a failure
- They occur when the product or service has been delivered to the customer
- costs of replacing materials or items costs for withdrawing products from the market costs of customer loss cost for enforcement of warranties costs for lawsuits actions of consumer advocacy organizations negative advertising
TQM Quality Improvement - Benchmarking
- Continuous or systematic process to measure the quality of products, services and processes
comparing with industry leaders
- Seeking an understanding of how they achieve the results they are trying to emulate Different benchmarks
- Competitive Functional Internal
TQM Quality Improvement
Product and service design
- Balance between quality / competitiveness and times / costs Reliability = probability of a product working correctly The reliability of a product is equal to the multiplication of the reliabilities of all the sub-systems
- fT = f1 x f2x …….xFn
Process design
- Critical Influence Factor on Product and Service Outcomes Generating Features Concurrent Engineering Strengthens Capabilities
- improves quality and shortens development times
TQM Quality Improvement - QFD Quality Function Deployment
- Translate customer requirements into technical requirements for product and service development and development Try to answer six questions
- What do our customers need and want? How do customers see us compared to the competition? What technical aspects respond to customer needs? How do the customer's voice relate to that of the engineer? How do we technically compare with competition? what compromise solutions should i solve?
TQM Quality Improvement Purchase Considerations
- Buyer's approach
- cost and quality delivery time search for sources of supply
- clear and realistic capacity of the generating processes wide and open communication
Tools to improve quality
- Purpose: to organize and present the data to detect the areas whose quality and performance must be improved There are seven
- Checklists Histograms and bar charts Pareto charts Scatter charts Cause-effect charts Chart Control charts
1.-Checklists Checklists
- First step in analyzing quality problems This is a form used to record the frequency with which the characteristics of a product / service related to quality are presented.
2.-Histograms and bar graphs
- The histogram summarizes the measured data on a continuous scale. Shows the frequency distribution of a characteristic: mean and dispersion. The bar diagram represents the frequency with which the characteristics that are usually measured by a “yes” or “no” are presented.
3.-Pareto Charts
- Factors are plotted along the x-axis in decreasing order The frequency curve indicates the few vital factors that require attention
4.-Scatter diagrams Scatter diagrams
- It is a graphical representation of two variables that show how they relate to each other. It is used to confirm or deny suspicion.
5.-Cause diagrams Cause-effect diagrams
- It shows the links between a quality problem and its possible causes. Helps to trace the origin of nonconformities of products and services. The process begins by classifying the causes by the most important categories of influence:
- person equipment material methods
6.-Graphics
- Data representation in different visual formats
Data Collection
Step 1: defect checklist
Step 2: Pareto chart
Step 3: Diagram causes suspected effect due to lack of training
Step 4: Reports were reorganized in shifts and more defects are verified in the second shift
Step 5: further investigation revealed that proper procedures were not applied
ISO 9000 standards
Series of international standards for QUALITY management and assurance. Published in 1987 by ISO (International Organization for Standardization)
- Complement product standards Refers to what needs to be done, not the path or technology to achieve it
Objectives of ISO 9000 Standards
- Promote standardization to facilitate the exchange of goods and services worldwide to facilitate cooperation in economic, intellectual, scientific and technological activities.
Certification according to standards
An accredited Organization certifies that: »the Quality System, as it has been documented and implemented: satisfies the requirements of the ISO 9000 Standard that corresponds to its activity
ISO 9000: 2000 standards
- Standards are developed on a process model Emphasis is placed on the description of the system to develop effective processes Management level management is emphasized Customer emphasis is increased:
- understand your needs meet your requirements measure the level of satisfaction
BENEFITS OF YOUR APPLICATION
- Opportunity for new businesses Guide for the development of Quality Control of processes and reduction of costs related to the lack of Quality: scrap, waste, rework, guarantees and problems caused to clients Improvement of products and services Reduction of process times Base for the establishment of alliances
ISO 14000 - Environmental Management System
- Guidelines
- Environmental management system
- improvement plan for resource utilization and pollutant production
- energy efficient recyclable ozone safe
- lifetime environmental impact of manufacturing product use and disposal
- Environmental management system
National Quality Awards
- Quality practices are promoted Category awards are given
- Manufacturing services
- Established in 1992 by Law 24127 The PNC Foundation was created in 1993 The Prize began to be awarded in 1994
- "… promotion, development and dissemination of processes and systems aimed at continuous quality improvement in products and services that originate in the business sector and in the sphere of public administration, in order to support the modernization and competitiveness of these organizations. ” »Law 24127, art 2
- Be an instrument of progress and cultural change Become an effective self-diagnosis tool Represent a model and guide for the improvement of organizations
VALUES INCORPORATED IN THE BASES
- FOCUS ON THE CLIENT AND THE MARKETS
- Meeting needs and expectations Loyalty as a reward Customer as arbiter Monitoring of satisfaction Investigating best practices
- Contribute to the quality of life Environmental Protection Participate in the strengthening of community services
- Guarantee of your processes, products and servicesCertifications or express guarantees
Components of the Business Management Model
Statistical Process Control (SPC)
- goals
- Describe
- common causes and assignable causes variables and quality attributes
- Describe
Variation Sources
- Variations are present in every process Their causes should be investigated to minimize them Common causes of variation
- are random, not identifiable, impossible to avoid
- the factors that cause it can be identified
Distribution
- Graphical representation of the results of a process in a scatter diagram Distribution characteristics
- Mean: sum of observations divided by the number of observations Dispersion
- Range: difference between the largest observation of a sample and the smallest Standard deviation:
- symmetric asymmetric
- Mean: sum of observations divided by the number of observations Dispersion
Distribution Forms
- If the variability of a process comes only from common causes of variation, the typical assumption is that it is a symmetric distribution where most of the observations are located near the center.
Distribution Forms-Assignable Causes
- The actual average (red) is below the forecast (blue) The expected average coincides but the real dispersion is much greater There is a change in the distribution bias
Statistical processes control
- A process is said to be under control when the
- -location-form of distribution
The inspection process
- Variables
- characteristics of products / services that can be measured weight, length, time
- characteristics of products / services that can be counted errors, number of defects, number of delays
- when well designed it provides a degree of protection roughly a full inspection
- number of observations taken at random time between observations decision rules
Normal distribution
- Probability of a value falling within limits
- standard deviation
The inspection process
- Control Chart
- It is a diagram that is completed during the progress of the process The purpose is to detect the abnormality of the variations It has a central line that generally coincides with the objective of the process It is bounded by upper and lower limits
Capacity of a Process
- Capacity ratio of a process
Cp = Upper Specification - Lower Specification
6σ
σ = standard deviation
- If Cp is greater than 1, the tolerance range is greater than that of the process. Often companies set the value at 1.33 as the objective of reducing the variability of the process.
Relationship between specifications and process distribution
- Capable process Not capable process
Conclusions
- Quality management gives us
- the principles, tools and techniques to make the organization an effective instrument for achieving competitive priorities
