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Presented by:

Dr. Husam Arman

Quality management: Tools and Techniques

Outline

1. The 7 QC tools

2. Quality Function Deployment (QFD).

3. Concurrent Engineering (CE).

4. New quality tools

The Seven Management & Planning Tools The following are some of the most common

TQM tools in use today. Each is used for, and identifies, specific

information in a specific manner. It should be noted that tools should be used

in conjunction with other tools to understand the full scope of the issue being analyzed or illustrated.

Quality Control Tools

Pareto chartHistogram Process flow diagramCheck sheetScatter diagramControl chartCause and effect diagram

Pareto Principle

Vilfredo Pareto (1848-1923) Italian economist 20% of the population has 80% of the wealth

Juran used the term “vital few, trivial many”. He noted that 20% of the quality problems caused 80% of the dollar loss.

Pareto chart

28

16

12 12

64 3

0

5

10

15

20

25

30

LooseThreads

Incorrecthemming

Stitchingflaws

Trim Errors Buttonproblems

Colormismatch

Materialflaws

% C

om

pla

ints

Histogram

0

5

10

15

20

25F

req

uen

cy

Category

Flowcharts

Flowcharts Graphical description of how work is done. Used to describe processes that are to be

improved.

Flow charts

" Draw a flowchart for whatever you do. Until you do, you do not know what you are doing, you just have a job.”

-- Dr. W. Edwards Deming.

Flowchart

Flowcharts help problem solvers better understand the process so they can highlight quality problems.

Process Chart Symbols

Operations

Inspection

Transportation

Delay

Storage

Process ChartS

tep

Ope

ratio

nT

rans

port

Insp

ect

Del

ayS

tora

ge

Dis

tanc

e(f

eet)

Tim

e(m

in)Description

ofprocess

1

2

3

4

5

6

7

8

9

10

11

Unload apples from truck

Move to inspection station

Weigh, inspect, sort

Move to storage

Wait until needed

Move to peeler

Apples peeled and cored

Soak in water until needed

Place in conveyor

Move to mixing area

Weigh, inspect, sort

TotalPage 1 0f 3 480

30

5

20

15

360

30

20

190 ft

20 ft

20 ft

50 ft

100 ft

Date: 9-30-00

Analyst: TLR

Location: Graves Mountain

Process: Apple Sauce

Check Sheet

COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 1998REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||

Capacitors |||| |||| |||| |||| |||| ||

Resistors ||

Transformers ||||

CommandsCRT |

Fishbone Diagram

QualityProblem

MachinesMeasurement Human

ProcessEnvironment Materials

Faulty testing equipment

Incorrect specifications

Improper methods

Poor supervision

Lack of concentration

Inadequate training

Out of adjustment

Tooling problems

Old / worn

Defective from vendor

Not to specifications

Material-handling problems

Deficienciesin product design

Ineffective qualitymanagement

Poor process design

Inaccuratetemperature control

Dust and Dirt

Scatter Diagram

.

Control Chart

18

12

6

3

9

15

21

24

27

2 4 6 8 10 12 14 16

Sample number

UCL = 23.35

LCL = 1.99

c = 12.67

Check the book for examples

A series of examples is used to demonstrate all the tools …

10/06/2009Husam Arman

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Quality Function Deployment (QFD) A system to translate customer requirements

into appropriate company requirements at every stage, from research through design, manufacturing, distribution, marketing sales and services

The QFD Approach

The QFD Planning

House of Quality

This matrix serves to describe the basic process underlying QFD: the transition (based on a strategy of input–output) from a list of customer requirements, the “what,” through to a list of considerations as to “how” the requirements will be met (product characteristics).

The whats are the list of basic customer demands. These are generally rather vague requests, often expressed in imprecise terms requiring further detailed definitions.

An example of a what could be the typical wish expressed by a coffee drinker: “to have a really good cup of coffee.”

HOQ

HOQ: Example

The QFD organizational Structure

A teamwork must be established to develop an efficient QFD including the functions:

Marketing Design Quality Technology Production Logistics Suppliers

QFD tutorial

http://www.webducate.net/qfd/qfd.html Link to Summers file (Click here)

10/06/2009Husam Arman

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Concurrent Engineering (CE)

It is not a technology. It is a philosophy. It does not have to be an automated process.

There may be computers involved…but Concurrent Engineering not just about

shared data environments, communications etc.

We’ll start by looking at the alternative: Sequential Engineering…

Basic ConceptSequential Engineering

Design

Processplanning

Manufacture

time

acti

viti

es

Sequential Engineering

MarketingEngineering

/ designManufacture Test

Fullproduction

Main information flow

Errors, changes and corrections

Sequential Engineering

No activity starts until the one before it has been completed

If an error is detected the design goes back one or more steps for correction

Process is slow, but design control and tracking are easy

“Over the wall” syndrome

“The Wall”

Basic ConceptConcurrent Engineering

designthe product

design themanufacturing process

set up manufacturingsystem and run it

time

acti

viti

es

Work harder in the early stages. Get the design right, and reduce the incidence of manufacturing problems.

Overlaps show where people from different disciplines work together.

Manufacturing starts sooner than with sequential engineering

A Definition of Concurrent Engineering

Concurrent Engineering is a systematic approach to the integrated concurrent design of products and their related processes, manufacture and support... this approach intended to cause designers from the outset to consider all elements of the product life cycle from concept through to sales including quality, cost, schedule and user requirements.

 

“I will build a car for the great multitude… of the best materials by the best men… after the simplest designs that modern engineering can devise.”

- Henry Ford

Henry Ford

Next

New Quality Tools <Click here>