tqm & product development 18 06 2013

8/13/2019 TQM & Product Development 18 06 2013

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TQM 1Quality Management Best Practice

ل ا ب إ ي ق ف و ت ا م

EMPC02 - Product, Service and Process Development

Dr. ttia !omaa

"ndustrial Engineering Pro#essor $ Consultant

Engineering and Science Services - merican %niversity in Cairo

20&'

Plan

Check

Do Act PDC

DM "CDM "C

((




*it to use %p to standards Minimum Cost

The degree to which a product or service meets specified requirements.

Customer Satis#action

+ igts Scope o# /or 1Specs, Quality, Quantity, 3ime, Price4

5at is Quality6

The totality of features and

characteristics of a product or

service that bear on its ability to

satisfy stated or implied needs .

ISO 840 ! ISO "000




7ong 3erm Continuous "mprovements

Quality "mprovements E##iciency "mprovements

Min. De#ects Min. 5asters 8 7osses

Si9 Sigma pproac 7ean pproac

7ean-Si9-Sigma pproacSi9 Sigma PlusSi9 Sigma Plus

5at is 3QM6




Discuss :rie#ly, te #ollo/ing ;uality

management tools, using a guide e9ample<

Discuss :rie#ly, te #ollo/ing ;uality

management tools, using a guide e9ample<Main Points:

Sel# Study) '0=4

-Product elia:ility

->?@P Study

*inal E9am '0=4

ProAect 0=4

&. Product 8 Process 8 Service De#ine

2. Quality Dimensions

'. Process Plan

. Quality ssurance vs. Quality Control

+. Q8QC Cec 7ist

. Seven QC tools

. Process Capa:ility nalysis

. elia:ility nalysis

F. oot Cause nalysis

&0. Cause $ E##ect Diagram

&&. *ailure Mode E##ect nalysis

&2. >?@P Study

&'. Quality *unction Deployment

&. "mprovement 3ools

&+. Gey Per#ormance "ndicators GP"4

&. 7ong 3erm Continuous "mprovement

&. Product 8 Process 8 Service De#ine

2. Quality Dimensions

'. Process Plan. Quality ssurance vs. Quality Control

+. Q8QC Cec 7ist

. Seven QC tools


. elia:ility nalysis

F. oot Cause nalysis

&0. Cause $ E##ect Diagram

&&. *ailure Mode E##ect nalysis

&2. >?@P Study

&'. Quality *unction Deployment

&. "mprovement 3ools

&+. Gey Per#ormance "ndicators GP"4

&. 7ong 3erm Continuous "mprovement




Quality Management


http://slidepdf.com/reader/full/tqm-product-development-18-06-2013 7/154TQM 7Quality Management Best Practice

*it to use %p to standards Minimum Cost

The degree to which a product or service meets specified requirements.


+ igts Scope o# /or 1Specs, Quality, Quantity, 3ime, Price4

5at is Quality6

The totality of features and

characteristics of a product or

service that bear on its ability to

satisfy stated or implied needs .

ISO 840 ! ISO "000



5at is Quality6

Meeting customer e9pectation

Doing igt 3ing igt *irst 3ime and every 3ime


+ igts Scope o# /or, Quality, Quantity, 3ime, Price4



'imensions o( Quality Customer Satis#action

>o/6

Balance

Bencmaring6



'imensions o( Quality

Garvin’s Eight Dimensions of !a"it#

Performan$e %% &rimar# o&erating $hara$teristi$s

'eat!res %% "itt"e e(tras

)e"ia*i"it# %% &ro*a*i"it# of s!$$essf!" o&eration +non%fai"!re,-ithin a given time s&an

.onforman$e %% meeting &re%esta*"ishe/ stan/ar/s

D!ra*i"it# %% "ength of !sef!"ness e$onomi$a""# an/ te$hni$a""#

ervi$ea*i"it# %% s&ee/ $o!rtes# $om&eten$e an/ ease of re&air

estheti$s %% &"easing to the senses

Per$eive/ !a"it# %% in/ire$t eva"!ations of !a"it# +eg re&!tation,



Process Description

Manpo/er

Materials

Metods

Macines

Money Cost 4

Process

esources6 *inal Product 6

Management 3ools6 Customers6 Suppliers6

Quality *it to use 4

Delivery 3ime Due date 4

Price

Scope o# /or Specs 4

Process 8 Product 8 ProAect 8 Service, H etc .

Quantity Iolume 4

@:Aectives6 Constraints6



Quality Management

Systematic pproac To Achieve Certain Quality at Low Cost

Systematic pproac *or 7ong 3erm Continuous "mprovements

Process ctivities



Site

o&

Mi//"e

&erationa"

Planning

Control

Quality

Policy Quality

Policy

"nspection

*eed:ac "nspection

*eed:ac

!a"it# Management #stem

ho"e%#stem Process Approach to Quality



Q8QC *orm

!a"it#

ss!ran$e

!a"it# P"anning

!a"it# .ontro"

Planning

Control

Quality

Policy Quality

Policy

"nspection

*eed:ac "nspection

*eed:ac

!a"it# Management #stem

ho"e%#stem Process Approach to Quality




1) Quality Inspe"tion *QI+

2) Quality Control *QC+

,) Quality -lanning *Q-+

.) Quality !ssuran"e *Q!+

#hat is the difference between

rainstorming:




Quality Control

"nspection

Quality Planning

Quality ssurance




Quality Management

"nspection

Quality

Control

Quality

ssurance

3QM

Salvage, sorting, grading, blending, corrective actions,

identify sources of non-conformance

Develop quality manual, process performance data, self-

inspection, product testing, basic quality planning, use of

basic statistics, paperwor control!

Quality systems development, advanced quality planning,

comprehensive quality manuals, use of quality costs,

involvement of non-production operations, failure mode

and effects analysis, SP"!

Policy deployment, involve supplier # customers, involve

all operations, process management, performance

measurement, teamwor, employee involvement!




QM

Inspection!

Testing

Inspection!

Testing

eactive

5at >appened nalysis4

Proactive

5at "# nalysis64

Blameorientated

Empo/erment




1) Quality /it To se p To Stan&ar& *'imensions o( Quality+

2) Inspe"tion !"tual -er(orman"e Measure *Tools !""epte& 3e4e"te&+

,) QC Control o( !"tual -er(orman"e !"tion *Corre"tive -roa"tive+

.) Q- Stan&ar& In(ormation Quality -lans (or Spe"i(i" -ro4e"t

5) Q! Stan&ar& In(ormation6 Quality -lans6 Quality -oli"y /or long term

7) QMS Common Quality System Strategy

) ISO 9001 International Stan&ar& (or QMS

8) TQM %ong Term Continuous Improvement :

Quality System System Quality

Quality Management Management Quality

#hat is the difference between

rainstorming:




$%

$& $'

$(S

ISO"00)

T$(

$*I

M i P i t




Main Points:

&. Product 8 ProAect 8 Process 8 Service De#ine

2. Pro:lem Statement $ Main @:Aectives

'. Quality Dimensions

. Process Plan

+. Quality ssurance vs. Quality Control

. Q8QC Cec 7ist

. Seven QC tools


F. elia:ility nalysis

&0. oot Cause nalysis

&&. Cause $ E##ect Diagram

&2. *ailure Mode E##ect nalysis

&'. >?@P Study

&. Quality *unction Deployment

&+. "mprovement 3ools

&. Gey Per#ormance "ndicators GP"4

&. Product 8 ProAect 8 Process 8 Service De#ine

2. Pro:lem Statement $ Main @:Aectives

'. Quality Dimensions

. Process Plan

+. Quality ssurance vs. Quality Control

. Q8QC Cec 7ist

. Seven QC tools


F. elia:ility nalysis

&0. oot Cause nalysis

&&. Cause $ E##ect Diagram

&2. *ailure Mode E##ect nalysis

&'. >?@P Study

&. Quality *unction Deployment

&+. "mprovement 3ools

&. Gey Per#ormance "ndicators GP"4

&. G"?EJ pproac

2. Si9 Sigma pproac

'. 7ean pproac

. 7ean Si9 Sigma pproac

+. 3PM pproac

&. G"?EJ pproac

2. Si9 Sigma pproac

'. 7ean pproac

. 7ean Si9 Sigma pproac

+. 3PM pproac

Continuous "mprovement

A 8 P D #i




-rolem Statement:

pply Si+ Sigma problem solving methodology to insure that the welding process

is achieving Si+ Sigma quality levels of less than ,.4 defects per million for all

critical welding parts.

(ain Ob-ectives

&roduce welding parts that meet the customer requirements and ma+imi/e the

resource utili/ation.

ST'1'21S ! %O13S

P" &&0, 5elding o# pipelines and related #acilities.

&ro-ect as &ipe 5ine 6 0 inch 6 )0 7m rom Site 9 to Site :

&rocess 3lectric 'rc #elding

Aect 8 Process De#ine




Quality Concept)

$he degree to which a product or service meets specified requirements!

%&it to use ' &it to standard ' at minimum cost(

Quality Concept)

$he degree to which a product or service meets specified requirements!

%&it to use ' &it to standard ' at minimum cost(

Quality Dimensions)

Quality dimensions are the parameters and specifications for customer

requirements # needs!

Quality Dimensions)

Quality dimensions are the parameters and specifications for customer

requirements # needs!

!antitative Dimensions !a"itative Dimensions tan/ar/s .o/es

• $hicness

• )ield strength

• $oughness

• *elding profile AP+ .

"n arc /elding #or e9ample<

Process Plan)

Process Plan)




P. ; Meas!rement nstr!ments &rocess (ap

S " P @ C

e;uirements e;uirements

Measures Measures

Suppliers "nputs @utputs Customers

Input Boundary Output Boundary

Process

Measures

e;uirements

Process Plan)

Process plan defines the ey steps # stages which must be taes to achieve

the target process!

Process Plan)

Process plan defines the ey steps # stages which must be taes to achieve

the target process!




&rocess (ap

%ustomersOutputs &rocess Inputs Suppliers

&rocess %hart

Pro$ess .hart




Pro$ess .hart

@perations

"nspection

3ransportation

Delay

Storage

#m*o"s:

!&&"ier .!tting

8.1 hr

e"/ing

52.0 hr

)a-

Materia"s

Finishing

20.4 hr

Painting

25.3 hr

'ina"

Pro/!$ts

ll dimensions are in mm4

500

500

500

Product Description) /elded /ater tan

open on one side.

3 /a#

r/er

/!e /ate

21 /a#

+20

seets

+2

plates &02

tan

&0&

tan

&00

tan

5elding &+& rods

'2 g

P M +P. .h t,




Suppliers "nputs Process Customers@utputs

• ProductionPlanning

Department

• *or /rder

• Process Sheet

• Drawings

• 0aw 1aterials

• $ools

• Products

• 0ight Quantity

• 0ight Quality

• 0ight $ime

• Storage

• 1aret

• "ustomer

Pro$ess ma&

+f"o- $hart,

0eceive

*2/ #

Drawings

Drawings

"hecing

Preparation of

Shop drawings

Quantity

Survey

Submittal to

the 3ngineer

for Approval

Detailed

Planning

Procurement of

0esources 34ecution

of *ors

Q u a l i t y " o n t r o l

"ompletion of

the *2o3lements

Pro$ess Ma& +P. .hart,

!a"it# ss!ran$e vs !a"it# .ontro"




!a"it# ss!ran$e vs !a"it# .ontro"

Quality ssuranceQuality ssurance

n overall management

plan to guarantee te

integrity o# data

3e 1system4

Quality Control Quality Control

• !a"it# ss!ran$e +, #stem oriente/

• !a"it# .ontro" +., Pro/!$t oriente/

series o# analytical

measurements used to assess

te ;uality o# te analytical data

3e 1tools4

Q and QC are po/er#ul tecni;ues

Q8QC Cec 7ist)

Q8QC Cec 7ist)




Q8QC Cec 7ist)

Quality Assurance 2 Quality "ontrol checlist is used to ensure the quality of a

product 2 process! +t defines set of tass # inspections to be performed in

different stages of the product2process!

Q8QC Cec 7ist)

Quality Assurance 2 Quality "ontrol checlist is used to ensure the quality of a

product 2 process! +t defines set of tass # inspections to be performed in

different stages of the product2process!

Q 8 QC Ceclist #or rc 5elding Process)

Phase tem tat!s 3esponsiility

eforee"/ing

"hec 1etal Sheets %type, si5e, defects, etc(

"hec *elding 3lectrode %type, grade, humidity, etc(

"hec *elding 1achine # $ools

"hec *elding "onditions %angle, amp, temp!, area, etc("hec Process %cleaning, area, safety, etc!(

D!ringe"/ing

"hec *elding Procedure

"hec *elding Positions

"hec *orer 3fficiency %sills, safety, etc(

ftere"/ing

6isual +nspection %profile, si5e, surface defects, etc(

+nspect *elding Quality&inal +nspection

Quality Documentation

Comments)

Q lit C t l S t




Continuous

improvement

Quality Control System

Be#ore During #ter

QC 3rougout Production Systems




QC 3rougout Production Systems

Inputs %onversion Outputs

2aw (aterials,

&arts* and

Supplies

&roduction

&rocesses

&roducts and

Services

%ontrol %harts

and

'cceptance Tests

%ontrol %harts

and

'cceptance Tests

%ontrol %harts

$uality of

Inputs

$uality of

Outputs

$uality of

&artially %ompleted

&roducts

Statistical Process Control SPC4




Statistical Process Control SPC4

! met#o&ology (or monitoring a pro"ess to i&enti(y spe"ial "auses o(

variation an& signal t#e nee& to tae "orre"tive a"tion)

• Seven QC tools:

1 '"o-$hart

2 .he$< sheet

3 =istogram

4 Pareto .hart

5 $atter /iagram

6 .ontro" $hart

7 .a!se%an/%effe$t /iagram

• /o"us: Quality "ontrol

7 asi$ too"s of !a"it# .ontro" 2- Cec seet De#ect *re;uency4




7 asi$ too"s of !a"it# .ontro"

&- *lo/cart Process seet4

'- >istogram

- Scatter diagram

2 Cec seet De#ect *re;uency4

- Pareto Cart Sorting4

+- Cause-and-e##ect diagram - Control cart

5elding Process ates) De#ect *re;uency)




5elding Process ates)

;ee <

Total=oints

>umer o(3e4e"te&

1

2

,

.

5

7

8

9

10

))

)

),

Total

De#ect *re;uency)

< 'e(e"t

'es"ription

'e(e"t

/re?uen"y

!Incomplete Joint

@Improper Fusion

COverlap

'

Insufficient Penetration

APits

/Porosity

BVertical Crack

Under Bead Crack

IIrregular Weld

; Oters

!a"it# .ontro" oo"s:




!a"it# .ontro" oo"s:

3e ;uality in#ormation #or pipe line /elding is as #ollo/s)

#ee7 <

Total =oints

umber of 2e-ected

#ee7 <

Total =oints

umber of 2e-ected

2 2

2 2 2 2

3 3 2

4 2 4 3 2

5 5 5 3 2

6 6 3 2

7 7 4 3

8 8 4 3

9 2 9 5 4

2 5 4

Based on this information, discuss the following:

1 !re"uency Analysis # Control Chart

$ %igma &e'el ( %ummary report

;ee -ro&u"tion 3e4e"te& 3 D Comment

5elding Process




;ee -ro&u"tion 3e4e"te& 3 D Comment

1 1000 120 12)0 Ma$)

2 1100 110 10)0

, 1000 100 10)0

. 1200 110 9)1

5 1100 105 9)55

7 1000 100 10)0

1100 100 9)09

8 1000 110 11)0

9 1000 120 12)0

10 1100 110 10)0

11 1100 120 10)9

12 1200 120 10)0

1, 1200 100 8),, Min)

1. 1,00 120 9)2,

15 1,00 120 9)2,

17 1,00 120 9)2,

1 1.00 1,0 9)29

18 1.00 1,0 9)29

19 1500 1.0 9),,

20 1500 1.0 9),,

EF 1190 117)25 9)8.

S 17.)012 12)1, 0)9.,

Min 1000 100 8),

Ma$ 1500 1.0 12)0

5elding Process

eAected ratio

.'' K &2.00=

verage L F. =

ange L &2-.'' L '.

Standard Dev. L 0.F'

eAected ratio

.'' K &2.00=

verage L F. =

ange L &2-.'' L '.

Standard Dev. L 0.F'

Production rate

&000 K &+00

oint8/ee

verage L &&0

Production rate

&000 K &+00

oint8/ee

verage L &&0

Quality ate L &00 K F.+

L F0.&+ =

& S .2=

N F0.&+

2 S F+.+=

' S FF. '=

Sigma 7evel O &.&

/itout &.+ S Si#t4

Sigma 7evel O 2.0

/it &.+ S Si#t4

Quality ate L &00 K F.+

L F0.&+ =

& S .2=

N F0.&+

2 S F+.+=

' S FF. '=

Sigma 7evel O &.&

/itout &.+ S Si#t4

Sigma 7evel O 2.0

/it &.+ S Si#t4

're!en$# na"#sis




"lass 7imit &requency

8!9-9!:

9!:-;!< <

;!<-;!; 9

;!;-!= :

!=-!> <

!>-<! <

$otal ? <

're!en$# na"#sis




0

5

10

15

20

9 10 11 12

're!en$#

Rejected %

n

x∑=Mean L F.+

!

"# $

−

−= ∑

n

xmean

σ Standard deviation L 0.F&

efor

e

Impro

vemen

t

N L F. SL0.F'




Upper Control Liit ean ! 3 stde"

Lo#er Control Liit ean ! 3 stde"

$ean

Rejected %

ee&

%C7 L 9 ' S L &2. %C7 L 9 - ' S L .0

Comment) All the points are within the control limits!Comment) All the points are within the control limits!




>

' ( c

e l l e n t)er* good

+ood

Fair

!t of $hart

)e?e$te/ @

ee<

GP" eport K @ne Page Management





ea<ness Points:

1%

2%

3%

4%

5%

$t!a"

Performan$e

%%% @

Aosses

%%% @

trength Points:

1%2%

3%

4%

5%

)e$ommen/ations:

1%2%

3%

4%

5%

Gey Per#ormance "ndicators #or decision maing processGey Per#ormance "ndicators #or decision maing process

&ro-ect &5 6 0 inch 6 )0 7m rom Site 9 to Site : &rocess 3lectric 'rc #elding

$uality 2ate &rocess %apability Sigma 5evel

Process Capa:ility atios




Process Capa:ility atios

Desired Per#ormance4 8 ctual Per#ormance 4

Ioice o# Customer

Ioice o# Process

3is curve is te

distri:ution o# data

#rom te process

3e saded areas

represent te

percentage o# o##-spec

production

Process per#ormance is

not necessarily centered:et/een te spec limits

T#e "apaility in&e$ is &e(ine& as:

Cp G *allowale range+7 GT *Toleran"e+ 7 G *S% H %S%+7

Process Capa:ility)

Process Capa:ility)




C p R &.0

C p L &.0

C p &.0

N

N

N

7S7 %S7

7S7 %S7

Jot capa:le(4

Capa:le4

>ig Capa:le4

Process capa:ility is te a:ility o# te process to meet te desired ;uality

p y

+t is a method of measure used to determine if the process is capable to

produce the required quality level # customer specifications or not!

p y

+t is a method of measure used to determine if the process is capable to

produce the required quality level # customer specifications or not!

Process Capa:ility $ Si9 SigmaProcess Capa:ility $ Si9 Sigma




Process Capa:ility $ Si9 Sigmap y g

Ao-er

s&e$ifi$ation MeanB&&er

s&e$ifi$ation

i( sigma

'o!r sigma

hree sigma

Comina"

va"!e

.&< 1 @ot "apable

.&< 1 "apable at >σ

.&< 133 "apable at .σ

.&< 167 "apable at :σ

Cp L 2 Capa:le at σ

ProcessProcessCapa:ility $Capa:ility $

Design *or

Sigma

!estion:




$he upper and lower specification limits for a component are !: cm! and !< cm!,

with a process target of !>: cm! $he process standard deviation is !. cm! and the

process average is !>9 cm!

Dis$!ss the &ro$ess $a&a*i"it# in/e(

$he upper and lower specification limits for a component are !: cm! and !< cm!,

with a process target of !>: cm! $he process standard deviation is !. cm! and the

process average is !>9 cm!

Dis$!ss the &ro$ess $a&a*i"it# in/e(

"ustomer S7 ? !: 7S7? !< $arget 1ean ? 1 ? !>:

Process S ? !. 1ean ? 4B ? !>9 %C E 1, the process mean is shifted(

"p ? %S7 F 7S7( 2 = S ? %!:-!<(2=G!. ? !<: E

"pu ? %S7 F 1( 2 > S ? %!: F !>:(2>G!. ? ?

"pl ? %1 -7S7( 2 > S ? %!>:-!<(2>G!. ? !: E

"pl E "pu, since the process mean is not centered!

"ustomer S7 ? !: 7S7? !< $arget 1ean ? 1 ? !>:

Process S ? !. 1ean ? 4B ? !>9 %C E 1, the process mean is shifted(

"p ? %S7 F 7S7( 2 = S ? %!:-!<(2=G!. ? !<: E

"pu ? %S7 F 1( 2 > S ? %!: F !>:(2>G!. ? ?

"pl ? %1 -7S7( 2 > S ? %!>:-!<(2>G!. ? !: E

"pl E "pu, since the process mean is not centered!

Pro$ess $a&a*i"it# in/e( F Ao-er va"!e +.& .&! .&", F 1

his means the &ro$ess is *are"# $a&a*"e to a$hieve the /esire/

Pro$ess $a&a*i"it# in/e( F Ao-er va"!e +.& .&! .&", F 1

his means the &ro$ess is *are"# $a&a*"e to a$hieve the /esire/

=o- to im&rove the &ro$ess $a&a*i"it#

• m&rove the maintenan$e &rogram

• m&rove the mista<e &roofing +Po<a%Ho<e,

• m&rove the man&o-er s<i""s thro!gh a/van$e/ training &"an

=o- to im&rove the &ro$ess $a&a*i"it#







5idt o# landingstrip &82 5idt

o# landing

strip

"# pilot al/ays lands

/itin &82 te landing strip

/idt, /e say tat e as

Si9-sigma capa:ility.

&00

+0

2+

2+

)e"ia*i"it# I .riti$a" to !a"it#




)e"ia*i"it# .riti$a" to !a"it#

• Probability of 5ero failure

• Probability that the product, service or part will function as

e4pectedSystem elia:ility nalysis

Parallel structure) s L & K&-&4T &-24T &-'4 T ..H

Series or cain structure) s L & T 2 T ' T H..

s L

0.F+T0.+T0.F0

L 0. L 0=

& L 0.F+

2 L 0.+

' L 0.F0

2

0.+

'

0.F0

&

0.F+

s L

&- &-0.F+4 T

&-0.+4 T &-0.F04

L 0.FFF2+ L FF.F2+=

!estion :




&our subsystems have the following reliabilitiesH

0A ? 0I ? !; and 0" ? 0D ? !;:!

$he four subsystems are connected as shown!

Dis$!ss the s#stem re"ia*i"it#

&our subsystems have the following reliabilitiesH

0A ? 0I ? !; and 0" ? 0D ? !;:!

$he four subsystems are connected as shown!

Dis$!ss the s#stem re"ia*i"it#

Since A # I are parallel, 0%AI( ? F J %-0a( G %-0b(K ? !;; ? ;; L

Since " # D are parallel, 0%"D( ? F J %-0c( G %-0d(K ? !;;8: ? ;;!8:L

Since AI # "D are series, 0%AI"D( ? 0%AI(G0%"D( ? !;98:<: ? ;9!8:L

Since A # I are parallel, 0%AI( ? F J %-0a( G %-0b(K ? !;; ? ;; L

Since " # D are parallel, 0%"D( ? F J %-0c( G %-0d(K ? !;;8: ? ;;!8:L

Since AI # "D are series, 0%AI"D( ? 0%AI(G0%"D( ? !;98:<: ? ;9!8:L

#stem re"ia*i"it# +-hi$h means the &ro*a*i"it# of Jero fai"!re, F 9875@

his means

#stem re"ia*i"it# +-hi$h means the &ro*a*i"it# of Jero fai"!re, F 9875@

his means

=o- to im&rove the s#stem re"i*i"it#




=o- to im&rove the s#stem re"i*i"it#




5at is oot Cause nalysis C46




oot Cause nalysis is a systematic approach to get to the true

root causes of the problems!

5at is oot Cause nalysis C46

#>:?#>: T3%>I$@3

Pro:lem

+ 5yUs

oot CauseVou Can

Control

oot Cause nalysis)

oot Cause nalysis)




oot Cause nalysis C4

Manpo/erSills

Material

Environmental

5oringConditions

Macine $3ools

Metod o#

5or

+t is a method based on why-why technique to find the root cause of a

problem, and then define the remedy to prevent this problem in future!

M*hat happened analysisNO

+t is a method based on why-why technique to find the root cause of a

problem, and then define the remedy to prevent this problem in future!

M*hat happened analysisNO

Cause $ E##ect Diagram C$E4) 1"sia/a Diagram or *is:one diagram

Cause $ E##ect Diagram C$E4) 1"sia/a Diagram or *is:one diagram




;el&ing

'e(e"t

;el&ing

'e(e"t

Manpower Sills

Ma"#ine

Met#o&

Materials

;oring Con&itions

Anvironmental

g 4 g g

+t is used to present the priorities of root causes for a certain problem2defect!

Cause $ E##ect Diagram C$E4) "sia/a Diagram or *is:one diagram

+t is used to present the priorities of root causes for a certain problem2defect!

.a!se%an/%Effe$t Diagram or 'ish*one /iagram




Method Manpower

Material Machinery

DrillDrillOvertimeOvertime

SteelSteel

WoodWood

Not MaintainedNot Maintained

Too many

defects

Too manydefects

TiredTired

OldOld

SlowSlow

g g

E##ect Cause

/ailure Mo&e A((e"t !nalysis */MA!+




Pro:lem

*ailure

Mode

Cause E##ect

Ishi7awa

y * +

;#at I( tool used to evaluate

potential #ailure modes and teir causes.

*ailure Mode E##ect Cause

Proactive ction is Plan4

5at "#

nalysis6

*ailure Mode E##ect nalysis)

*ailure Mode E##ect nalysis)




+t is a method based on ris assessment to predict the different failure modes

for the process, and then define the remedy to prevent this modes in future!

M*hat +f analysisNO

+t is a method based on ris assessment to predict the different failure modes

for the process, and then define the remedy to prevent this modes in future!

M*hat +f analysisNO

*ailure Mode E##ect Cause Proactive ctionQ8QC4

Slow Speed /verlap -

-

igh Speed +ncomplete oint -

-

+nconstantSpeed

+rregular weld --

*ME #or 5elding Process

!a"it# '!n$tion De&"o#ment +'D,




'D is a strategi$ !a"it# &"anning too" to trans"ate the

$!stomer re!irements to /esign in/i$ators ; target !a"it#

&"an Design #or Sigma4 - &F0

! te"#ni?ue (or i&enti(ying "ustomer re?uirements an& mat"#ing

t#em wit# engineering &esign an& per(orman"e parameters

Q&D is a planning tool used to fulfill customer e4pectations! +t can

be applied to manufacturing and service industries!Q&D is a planning tool used to fulfill customer e4pectations! +t can

be applied to manufacturing and service industries!

More tan &000 "nternational Company)

• 3oyota, &F *ord, &F

• "BM, &F2 Boeing, &F'

• Joia, &F

Q*D) Quality *unction Deployment

Q*D) Quality *unction Deployment




+t is a tool used to translate the customer requirements to design indicators #

target quality planR as Mstrategic quality planning toolO+t is a tool used to translate the customer requirements to design indicators #

target quality planR as Mstrategic quality planning toolO

CUSTOMERS

NEEDS

C U S T O M E R S

PRODUCT

FEATURES

C U

S T O M E R S

N E E D S

PROCESS

FEATURES

P R O D U

C T

F E A T U R E S

SMART

Quality Plan

P R O C E S S

F E A T U R E S

= f "it E "




)ouve been assignedtemporarily to a Q&D team!

$he goal of the team is to

develop a new cameradesign!

Iuild a ouse of Quality!

;9.-;;. $21aer "o!

=o!se of !a"it# E(am&"e

Customer Jeeds)




< Customer >ee&s Importan"e

! %igt &eigt '()

$ *asy to use +()

, -elia.le $/)

+ *asy to old steady $()

/ 0o dou.le e1posures $()

' Color correction !/)

2 -educe 3i4e !/)

5 Improve Po&er *ff6 !()

7 %o& Cost !()

!( Product Colors /)

!! Product 8ssem.ly /)

!$ Oters ,)

*ocus on


e#erence, Bencmaring, Standards

Engineering .hara$teristi$s +Pro/!$t Design, I )!"e 8020




< Customer

>ee&s

Importan"e ow Class

!

$

,

%igt &eigt

*asy to use

-elia.le

,

$

!

9 8luminum Parts

9 8uto Focus

9 8uto *1posure#flas"

9 8uto Film advance

9 8uto Potograp9 *rgonomic design

#-edesign 3tructure"

8

B

BC

C

C

.!stomer )e!irements ; m&ortan$e +)!"e 8020,




=% =igh re"ationshi&K M% Me/i!m re"ationshi& A% Ao- )e"ationshi&

CustomerRequirements

CustomerImportance

Taret !alues

Light weight

Easy to use

Reliable

3

2

1

Engineering .hara$teristi$s +Pro/!$t Design, I )!"e 8020





CustomerRequirements CustomerImportance

Taret !alues

Light weight

Easy to use

Reliable

AluminumParts

AutoFocus AutoExposure

3

2

1

)e"ationshi& Matri(






CustomerImportance

Taret !alues

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

Focus

Auto

Exposure

3

2

1

Relationship betweencustomer attributes &

engineering characteristics

(‘rooms’)

)e"ationshi&




)e"ationshi&

"# "ih relationship M# Medium relationship $# $ow Relationship


CustomerImportance

Taret !alues

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

Focus

Auto

Exposure

3

2

1

"

arget La"!es +Priorit# #stem, + . D,




B u

d g e t * l e 9 i :

i l i

&00 &0

0 +0 &00

3ecnical *le9i:ility =

+0

0

C

D

B

arget La"!es +Priorit# #stem,




arget La"!es +Priorit# #stem,



CustomerImportance

Taret !alues

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

Focus

Auto

Exposure

3

2

1A B B

Target values for engineeringcharacteristics (‘basement’);

key output "

+ S, apanese 3ool, &F0




&.

Sort

+S 2.

Set in order

'.

Sine

.

StandardiWe

+.

Sustain

! Systemati" !pproa"# (or Jisual Control ;orpla"e

Organiation in or&er to improve sa(ety6 ?uality an& pro&u"tivity

! Systemati" !pproa"# (or Jisual Control ;orpla"e

Organiation in or&er to improve sa(ety6 ?uality an& pro&u"tivity

+ Pillars o# Iisual Control $ 5orplace @rganiWation

1Productivity "mprovement 3ool

hats 5hats 5




ometimes $a""e/ 5 N 1 or O6ometimes $a""e/ 5 N 1 or O6

Sa#ety *irst ( Sa#ety *irst ( in everyting /e do(4

efore fter




efore fter




Po<a%Ho<e +Mista<e%Proofing,higeo hingo




+ g,

An approach for mistae-proofing processes

using automatic devices or methods to avoid

simple human or machine error!

• Defect warning system

• 1ae it impossible to mae mistaes

• +nitial term was baa-yoe, which means

Tfool-proofing• +mprove quality and reliability

• "an eliminate both human and mechanicalerrors

A %trategy for

Performance)*cellence

5or to acieve de#ect prevention

not de#ect detection

Po<a%Ho<e E(am&"es:




Pro$ess for Mista<e Proofing




Descri:e De#ect and De#ect ate

Determine De#ect 7ocation

Study te Process *lo/

@:serve te Process

"denti#y Errors and Determine Cause

Determine Prevention Metod

3est8e-test in E9treme Conditions

Qi/o<a E(am&"es:




)i,ration -lar

eperat/re-lar

&

Qi/o<a E(am&"es:




&

GaiWen Continuous "mprovement

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GaiWen is a tool originally used :y 3oyota to #oster continued

improvement /itin its 3oyota Production System.

"t :egan as XQuality Circles,X a means o# #actory sop #loor employeessolving ;uality issues /itin a structured team #rame/or,

using speci#ic ne/ tools.

"t is a process :ased on improving Sa#ety, Quality, and Delivery, :y teelimination o# /aste muda4 in its many #orms.

"t is no/ used around te /orld :y many companies and as :een

adapted to suit teir individual needs and customs.

Philosophy that sees to mae never-

ending improvements to the process

of converting inputs into outputs!

Gai Cange

?en Better

Cange #or Better

.ontin!o!s Pro$ess m&rovement +.P,

http://images.google.co.in/imgres?imgurl=http://martonhouse.files.wordpress.com/2007/02/kaizen.jpg&imgrefurl=http://martonhouse.wordpress.com/2007/02/09/are-you-a-kaizen-chief/&h=353&w=200&sz=30&hl=en&start=18&tbnid=tc4J7g5O7-lchM:&tbnh=121&tbnw=69&prev=/images%3Fq%3Dkaizen%26gbv%3D2%26hl%3Den




RaiJen Aean i( igma

Qa&anese -or/for $ontin!o!s

im&rovement

aste re/!$tion .#$"e time re/!$tion

nventor# re/!$tion

Lariation )e/!$tion Defe$t Prevention

Data%/riven De$isions

hat is i( igma

t ti h t i i i / f t




Improve Quality!

Customer Company/Supplier

s#stemati$ a&&roa$h to minimiJe /efe$tsS

Cear Tero Defe$ts O34 PPMDe#ects

he Bse f i( igma

# i/entif#ing fa$tors -hi$h are $riti$a" to !a"it# -e $an:

• )e/!$e &ro$ess variationS

• m&rove $a&a*i"itiesS

• n$rease sta*i"it#S

• or< to-ar/s TE) DE'E.

&F Motorolaintroduced Quality

Program no/ no/nas Si9 Sigma.

Most current metodologies operate at ' to sigma, allo/ing Z 2+= losso# revenue :ecause o# #ailure rates due to de#ects




@pper Specification 5imit

A@S5B

5ower Specification 5imit

A5S5B

Y ' Sigma

Y Sigma

'. PPM

*or any process, variation is te main reason #or poor per#ormance...

Iariation is a driver o# de#ects

Iariation is te ey #ocus o# Si9 Sigma

hat is i( igma [ L Jear Per#ection(




-#ilosop#y % management strateg# to ma(imiJe the !a"it# rate% .riti$a" o !a"it# +., .riteria% Pro$ess 'or .ontin!o!s m&rovement

-rogram Statisti"ally ase& Quality -rogram

Culture %ea&ers#ip6 Teamwor 6 C#ange management6%ong term "ontinuous improvement

Boal goa" of near &erfe$tion in meeting $!stomer re!irements

*,). 'e(e"ts per Million Opportunities+

Origin 198 Motorola

!pproa"# -roa"tive approa"#'M!IC 'e(ine 6 Measure6 !nalye6 Improve 6 Control

Tools Statisti"al ?uality tools Quality improvement tools

Critical-3o-Quality C3Q4) "s a measure o# /at is important to a

customer.

Si9 Sigma pproac or DM"C4)

+t is a systematic problem solving approach to minimi5e the defects

Si9 Sigma pproac or DM"C4)

+t is a systematic problem solving approach to minimi5e the defects




+t is a systematic problem solving approach, to minimi5e the defects!

%Define F 1easure F Analysis F +mprove F "ontrol(

+t is a systematic problem solving approach, to minimi5e the defects!

%Define F 1easure F Analysis F +mprove F "ontrol(

DM. Pro$essDM. Pro$ess %% *ive Pase "mprovement Process

hat is Aean• A systematic approach to minimi5e the waste in process




Eliminate the Gap!

Customer Company/Supplier

Lean

• A systematic approach to minimi5e the waste in process

• 7ean is about understanding what is important to the customer

7ean is all a:out continuous

/aste elimination

7ean) principle driven, tool :ased pilosopy tat #ocuses on

eliminating /aste so tat all activities8steps add value

#rom te customers perspective.

7ean pproac)

+t is a systematic problem solving approach to minimi5e the wasters

7ean pproac)

+t is a systematic problem solving approach to minimi5e the wasters




+t is a systematic problem solving approach, to minimi5e the wasters!

+t based on eliminating of the main seven waters %@on-value-Added Activities(!

+t is a systematic problem solving approach, to minimi5e the wasters!

+t based on eliminating of the main seven waters %@on-value-Added Activities(!

11

66

77

55 44

33

22

ver&ro/!$tion

rans&ortation

aiting

:nventor#ver%&ro$essing

Bnne$essar#

movement

)e-or<

EE

11

66

77

55 44

33

22

Aean i( igma

• 7ean tools and techniques are used to standardi5e wor and remove




7ean tools and techniques are used to standardi5e wor and remove

waste and non value-added activities!

• Si4 Sigma tools and techniques are used to attac the variation present inprocesses!

Si$ Sigma:

• -emove variation from processes

• :esign more capa.le processes

• Focus on parts pro"ess

%ean:

• -emove &aste; re&ork; inventory

• Improve flo&; velocity

• Focus on system

i( igma Ls Aean

"ntegration Management $ 7eader $ 3eam/or

7ean Si9 Sigma Drivers7ean Si9 Sigma Drivers

.#at is Lean Si, Sigma/




LEAN

Understanding of processflow and points of waste

Value Stream Mapping activitiesand Lean events to reduce waste

“Quick Hit improvements

Speed and efficienc! focused

Standardi"ation

1Eliminate 5aste

Variation reduction

Structured met#od for ongoingimprovements$ %&ontrol 'lan(

Use of continuous data and

metrics to drive improvement

S)* S)+MA

1Eliminate Iariation

L E A N S ) *

S ) + M A

Lean Si, Sigma addresses t#e following ke! areas-

.#o is !our customer/

)s !our service improving/

How do !ou measure improvement/

S#ow me t#e data0

.om&aring i( igma Aean .




Program i( igma Aean hin<ing heor# of .onstraints

heor# )e/!$e

variation

)emove

-aste

Manage

$onstraints

ApplicationUuidelines

Define

1easure

Analy5e

+mprove"ontrol

+dentify value

+dentify value stream

&low

PullPerfect

+dentify constraint

34ploit constraint

Subordinate constraint

3levate constraint0epeat cycle

&ocus Pro*"em

'o$!se/

'"o-

'o$!se/

#stem

.onstraints

ota" Pro/!$tive Maintenan$e Qa&anese $on$e&t 1951




PM Goa"s: Tero Aosses

TE) *rea</o-ns

TE) /efe$ts

TE) s&ee/ "osses

TE) a$$i/ents

Iision) 3otal li#e cycle

e;uipment management

PM is a Aean too" to o&timiJe the effe$tiveness of

man!fa$t!ring e!i&ment an/ too"ing

PM is a Aean too" for !a"it# an/ Pro/!$tivit#

PM in three -or/s

ota" All individuals in the organi5ation woring together!

Pro/!$tive Production of products that meet or e4ceed

customers e4pectations!

Maintenan$e Veeping equipment and plant in good condition

at all times!

Aean Enter&riseAean Enter&rise

Lita" Ain<s: Aean i( igma an/ .hange Management




Lita" Ain<s: Aean i( igma an/ .hange Management

CCQuality

7ean

Cange

Management

σ Speed

CP

Sa#ety

Sa#ety *irst (

Proactive

5or#orce

Sa#ety and +S togeter

integrated and aligned

people and processes .




Quality Management System

*or 1rc 5elding Process

Case Study

.

Si$ Sigma Improvement Met#o&ology




DM. Pro$essDM. Pro$ess %% *ive Pase "mprovement Process

Si$HSigma Improvement Met#o&ology 3oa& MapISO 9001 *8+ Measurement6 !nalysis6 an& Improvement




Define Meas!re na"#Je m&rove .ontro"

Pro<ect = Product

Process = Operations-rolem Statement>ain O.<ectives3tandards = Codes

%ea&er Teamwor

Process Overvie&Brainstorming

Voice of te Customer

Bencmark = ?oals>ain @argetsAuality CirclesProcess >ap #3IPOC"

:efect %ist

Brainstorming-C8

'ata /orms

'ata Colle"tion:

Production -ates

:efect Freuency

Pareto 8nalysis #8;B;C"

3ule 8020 Class !

Brainstorming

-C8

F>*8

Cause *ffect

:iagramFreuency 8nalysis

Control Carts

Process Capa.ility

3igma %evel; D etc6

Con"lusion:

3trengt PointsWeakness Points

3e"ommen&ations

Improvement -lan:

/ 3J38>etod of 3tatementA8 = AC CecklistA8=AC :oc63afety Plan@raining Plan

*!"tual

-lanne&+

K-Is:Auality -ate

Process Cap6

3igma %evel

Pro?e$t Came:

Si$ Sigma -ro4e"t




• Iusiness "ase Statement

• Problem Statement

• Uoal Statement

• Scope of *or

Pro?e$t Came:

Mi"estones

Define 22

1easure 22

Analy5e 22

+mprove 22

"ontrol 22

$eam 1embersH

ProcessH

$eam 7eaderH

$eam 1embersH

'e(ine Stage : * &rocess 1escriptionB

ProWect 2 Product

ProWect 2 Product




Process 2 /perations

Pro*"em tatement

1ain /bWectives

Standards 2 "odes

7eader # $eamwor

Process /verviewIrainstorming

6oice of the "ustomer

Ienchmar

1ain $argets

Quality "ircles

Process 1ap %S+P/"(

Process 2 /perations

Pro*"em tatement

1ain /bWectives

Standards 2 "odes

7eader # $eamwor

Process /verviewIrainstorming

6oice of the "ustomer

Ienchmar

1ain $argets

Quality "ircles

Process 1ap %S+P/"(

Iy the end of Define, you should be able to

describe for your "hampionH

F *hat ey process is involved %including its

Suppliers, +nputs, /utputs, and"ustomers(

F *hat about the process output is

important to customers

F *hat customers currently thin of the

process and its output F *hy this proWect is important to your

organi5ation and what business goals the

proWect must achieve to be considered

successful

F *ho the players are on the proWect

%sponsors, advisors, team leader, teammembers(

F *hat limitations %budget, time, resources(

have been placed on this proWect





-rolem Statement:

pply Si+ Sigma problem solving methodology to insure that the welding process is

achieving Si+ Sigma quality levels of less than ,.4 defects per million for all critical

welding parts.

(ain Ob-ectives

&roduce welding parts that meet the customer requirements and ma+imi/e the

resource utili/ation.

ST'1'21S ! %O13S

P" &&0, 5elding o# pipelines and related #acilities.


#elding $uality Teamwor7 *Quality !ssuran"e Team+

5eader#elding 5eader S7ills %ertified #elding




Teamwor7 #elding 3ngineers* $uality 3ngineer* 1esign 3ngineer* D etc.

(eeting requency #ee7ly* Two hours

#elding

3ng.

1esign

3ng.

$uality

3ng.

7eader

@rganiWation Structure

Quality

Manager

"nspection

Engineer

QC

Engineer

Q

Engineer

Design

Manager

5elding

Manager

ProAect

Manager

%urrent Situation A0)0B

'verage $uality 2ate E "F.G H 1efect 2atio E .GH

%urrent Situation A0)0B

'verage $uality 2ate E "F G H 1efect 2atio E GH




'verage $uality 2ate "F.G H 1efect 2atio .GH 'verage $uality 2ate "F.G H 1efect 2atio .GH

enchmar7ing

>istory 'nalysis Internal enchmar7 $uality 2ate E "8.G H

International Survey 3+ternal enchmar7 $uality 2ate E ""." H

enchmar7ing

>istory 'nalysis Internal enchmar7 $uality 2ate E "8.G H

International Survey 3+ternal enchmar7 $uality 2ate E ""." H

Targets

(edium term Ane+t yearB from "F.G to "8.G H 5ong term Ane+t , yearsB from "F.G to ""." H

Targets

(edium term Ane+t yearB from "F.G to "8.G H 5ong term Ane+t , yearsB from "F.G to ""." H

%hange (anagement #hy J >ow to be proactiveK

Importance of $ualityK %ost of $ualityK %onsequenceK

%hange (anagement #hy J >ow to be proactiveK

Importance of $ualityK %ost of $ualityK %onsequenceK

Strategic Ob-ectives AS('2TB

:ear 0)) 0) 0), 0)4

$uality 2ate H L "8.G L "".0 L "".G L "".""

Strategic Ob-ectives AS('2TB

:ear 0)) 0) 0), 0)4

$uality 2ate H L "8.G L "".0 L "".G L "".""

RP +Primar# Metri$,




*elding Defect 0atio*elding Defect 0atio

LL

LL

<L<L

>L>L

.L.L

:L:L

=L=L

8L8L

A u g - ; ;

S e p - ; ;

/ c t - ; ;

@ o v - ; ;

D e c - ; ;

a n -

& e b -

1 a r -

A p r -

1 a y -

u n -

u l -

A u g -

S e p -

/ c t -

@ o v -

D e c -

1 e f e

c t 2 a t i o H

IaselineIaseline

Actual Actual

/bWective/bWective

&rocess Overview

& El t i 5 ldi




&rocess Electric rc 5elding

(ain Ob-ective Improve the quality rates of the welding process

$he mar of a good welder is the ability to identify weld defects

and adWust the welding parameters to eliminate them!

A pool of molten metal is formed near electrode tip and as electrode is moved

r$ e"/ing




A pool of molten metal is formed near electrode tip, and as electrode is moved

along Woint, molten weld pool solidifies in its wae

asi$ $onfig!ration of an ar$ -e"/ing &ro$ess

Pro$ess e!en$ePro$ess e

!en$e::




Preparation of the

welding area

Preheating

oining and

"ooling

e"/ing Positions




*73 *73

>@"?@J37>@"?@J37

IE3"C7IE3"C7

@IE>ED@IE>ED

"JCES"J! D"**"C%73V

'ive #&es of Qoints

Corner




Butt

7ap

3 Edge

Sa#e Practices




5elders need protection #rom)

F rcs rays

F 5elding #umes

F Spars

F Contact /it ot metal

Di"!tion Lenti"ation




• "ontaminantshould travel

away from

breathing

5one!

• 7ocal e4haust

ventilation

may be moreeffective!

Poor *air

!ood Best

Pro$ess Ma& +P. .hart,




Suppliers "nputs Process Customers@utputs

• Production

PlanningDepartment

• *or /rder

• Process Sheet

• Drawings

• 0aw 1aterials

• $ools

• Products

• 0ight Quantity

• 0ight Quality

• 0ight $ime

• Storage

• 1aret

• "ustomer

Pro$ess ma&

+f"o- $hart,

0eceive

*2/ #

Drawings

Drawings

"hecing

Preparation of

Shop drawings

Quantity

Survey

Submittal to

the 3ngineer

for Approval

Detailed

Planning

Procurement of

0esources 34ecution

of *ors

Q u a l i t y " o n t r o l

"ompletion of

the *2o

3lements

Pro$ess .hart

)a-

M t i "

+20

seets

+2

plates &02

tan




@perations

"nspection

3ransportation

Delay

Storage

#m*o"s:

!&&"ier .!tting

8.1 hr

e"/ing

52.0 hr

Materia"s

Finishing

20.4 hr

Painting

25.3 hr

'ina"

Pro/!$ts

ll dimensions are in mm4

500

500

500

Product Description)

/elded /ater tanopen on one side.

3 /a#

r/er

/!e /ate

21 /a#

&0&

tan

&00

tan

5elding

&+& rods '2 g

adiograpy o# /eld Aointsns&e$tion ; estingLis!a" ins&e$tion

6i ll i i th ld f f d f t




6isually e4amining the weld for surface defects

Con/estr!$tive eva"!ation

ses various methods that do not damage thespecimen

Destr!$tive testing

1ethods in which the weld is destroyed duringthe test or to prepare the specimen

• AS13 I>!> # I>!. design standards

• AP+ :8 inspection standards

• @A"3 0P=;-<< standard for

cathodic protection



.: .he$<"ist for !a"it# an/ .ontro"




. .he$<"istU

• CD)D.DE

• EADCG E.=CBE

• EADCG P).EDB)E

• EADE)’ BA'.C E

Meas!rement tage

A&rocess InformationBD f t 7i t

D f t 7i t




A&rocess InformationBDefect 7ist

0oot "ause Analysis

Data &orms

Data .o""e$tion:

• Production 0ates

• Defect &requency

Defect 7ist

0oot "ause Analysis

Data &orms

Data .o""e$tion:

• Production 0ates

• Defect &requency

Main De#ects)

V Defe$t Des$ri&tion )oot .a!se




&

!

@

C

'

A

/

B

I

Main De#ects)




D

Main De#ects)




B

C

D

E

*

!

>

"

Main De#ects)

V Defe$t Des$ri&tion )oot .a!se




&

!+ncomplete oint

@+mproper &usion

C/verlap

'+nsufficient Penetration

APits

/Porosity

B6ertical "rac

nder Iead "rac

I+rregular *eld

t 3oot Causes

oot Cause nalysis




$he depth of the weld is lessthan specifications!

)*cessi'e heat)*cessi'e speed+

he weld metal is not

completely fused to -asemetal or passes are not

completely fused+

Description .oot Cause

Incorrect angle

Incorrect manipulation

Insufficient heat

/eld material flows o'er, -ut

is not fused with the -ase

metal+

%low speed

B

C

t 3oot Causes





*eld bead does not e4tendto the desired depth!

&ow heat

&ong arc

Incorrect 0oint design

%mall indentions in the

surface of the weld

%mall 'oids throughout the

weld material+

)*cessi'e gas in the

weld one+

2oisture

.ust

Dirt Accelerated cooling

D

E

*

t 3oot Causes





sually visible cracs onthe surface or through the

weld

Accelerated cooling Constrained 0oint

%mall weld 'olume

Cracks in the transition

one -etween the weld

and -ase metal

Induced hydrogen

Incompati-le electrode or

wire

Accelerated cooling

2isshapen and3or

une'en ripples

Inconstant speed

Incorrect manipulation

Incorrect welder settings

!

>

"

De#ect oot Cause nalysis

V Defe$t )oot .a!ses )eme/#




!Incomplete Joint

@Improper Fusion

COverlap

'Insufficient Penetration

A Pits

/Porosity

BVertical Crack

Under Bead Crack

IIrregular Weld

De#ect oot Cause nalysis

V Defe$t Dete$tion &&roa$h .omment




!Incomplete Joint

@Improper Fusion

COverlap


A Pits

/Porosity

BVertical Crack

Under Bead Crack

IIrregular Weld

5elding Process ates)

;ee <

Total=oints

>umer o(3e4e"te&

De#ect *re;uency)< 'e(e"t

'es"ription

'e(e"t

/re?uen"y




< =oints 3e4e"te&

1

2,

.

5

7

8

9

10

))

)

),

Total

'es"ription /re?uen"y

!Incomplete Joint

@Improper Fusion

COverlap


APits

/Porosity

BVertical Crack

Under Bead Crack

IIrregular Weld

; Oters

5elding Process

;ee Total >umer o( ;ee Total >umer o( 'e(e"t 'e(e"t




;ee <

Total=oints

>umer o(3e4e"te&

;ee <

Total=oints

>umer o(3e4e"te&

1 1000 108 11 1,00 1,0

2 1500 1.5 12 1000 10

, 1200 125 1, 1000 108

. 1000 10 1. 1.00 1.0

5 1,00 125 15 1,00 1,5

7 1.00 1,5 17 1500 155

1000 125 1 1000 10

8 1100 115 18 1000 109

9 1100 115 19 1200 125

10 1200 125 20 1100 110

'e(e"tCo&e

'e(e"t/re?uen"y

! 100

@ .0

C 10

' 70

A 100

/ 1200

B .0

522

I 2.

K 20

Total ))M

Total ,M00 =oint

na"#sis tage

*Quality Control Tools+

Pareto Analysis

0ule 92<

Pareto Analysis

0ule 92<




0oot "ause Analysis

"ause # 3ffect Diagram

&13A

&requency Analysis

"ontrol "hart

Process "apability

Process Sigma 7evel

.on$"!sion:

• Strength Points

• *eaness Points

• 0ecommendations

0oot "ause Analysis

"ause # 3ffect Diagram

&13A

&requency Analysis

"ontrol "hart

Process "apability

Process Sigma 7evel

.on$"!sion:

• Strength Points

• *eaness Points

• 0ecommendations

5elding Process

;ee Total >umer o( ;ee Total >umer o( 'e(e"t 'e(e"t




< =oints 3e4e"te& < =oints 3e4e"te&

1 1000 108 11 1,00 1,0

2 1500 1.5 12 1000 10

, 1200 125 1, 1000 108

. 1000 10 1. 1.00 1.0

5 1,00 125 15 1,00 1,5

7 1.00 1,5 17 1500 155

1000 125 1 1000 10

8 1100 115 18 1000 109

9 1100 115 19 1200 125

10 1200 125 20 1100 110

Co&e /re?uen"y

! 100

@ .0

C 10

' 70

A 100

/ 120

B .0

52

I 2.

K 20

Total GMM

Total ,M00 =oint

'e(e"tCo&e

'e(e"t/re?uen"y

Sorting 'e(e"tCo&e

'e(e"t/re?)

3atioD

Cumulative3atio D

'e(e"t %evel

-!3ATO !>!%SIS




Co&e ? y

! 100

@ .0C 10

' 70

A 100

/ 120B .0

52

I 2.

K 20

Total 577

Co&e ?

/ 120 <!< <!<

! 100 8!8 >9!98A 100 8!8 :=!:.

' 70 != =8!.

52 ;!< 8=!>9

@ .0 8! 9>!.>B .0 8! ;!:>

I 2. .!< ;.!8>

K 20 >!: ;9!<>

C 10 !9 ;;!;;

Total 577 !(( E !(()

'e(e"tCo&e

'e(e"t/re?uen"y

Sorting 'e(e"tCo&e

'e(e"t/re?)

3atioD

Cumulative3atio D

'e(e"t %evel

-!3ATO !>!%SIS




Co&e ? y

! 100

@ .0C 10

' 70

A 100

/ 120B .0

52

I 2.

K 20

Total 577

Co&e ?

/ 120 <!< <!< !1

! 100 8!8 >9!98 !2A 100 8!8 :=!:. !,

' 70 != =8!. !.

52 ;!< 8=!>9 !5

@ .0 8! 9>!.> @1

B .0 8! ;!:> @2

I 2. .!< ;.!8> @,

K 20 >!: ;9!<> C.

.C 10 !9 ;;!;; C5

Total 577 !(( E !(()

-!3ATO !>!%SIS




'e(e"t

/

! E

'

@ B

K I

C

<!<

8!8 8!8

!=

;!<

8! 8!

.!<>!:

!9

C

Class BK

-!3ATO !>!%SIS




'e(e"t

/

Class

Class C

!

E

D

> B

B

"

'e(e"t 'es"ription 'e(e"t 3atio Cumulative 3oot Causes

3oot Causes /or Top /ailures




e e"Co&e

p/re?) D 3atio D

/ Porosity 120 <!< <!< 34cessive gas

Accelerated cooling

! +ncompleteoint

100 8!8 >9!98 34cessive heat

34cessive speed

A Pits 100 8!8 :=!:. 34cessive gas

Accelerated cooling' +nsufficient

Penetration70 != =8!. 7ow heat

7ong arc

nder bead"rac

52 ;!< 8=!>9 +ncompatible electrode

Accelerated cooling

%evel 1 %evel 2 %evel , %evel . %evel 5 %evel 7 %evel

Brain Storming

!roup SiWe ' to + 5y-5y6




;el&ing

'e(e"t

+',Porosit#

+,n$om&"ete

Qoint

+E,Pits

+D,ns!ffi$ientPenetration

+=,Bn/er *ea/

.ra$<

t C l i C4




oot Cause nalysis C4

Manpo/erSills

Material

Environmental

5oring

Conditions

Macine $3ools

Metod o#

5or


Brain Storming

!roup SiWe ' to +




;el&ing

'e(e"t

;el&ing'e(e"t

Manpower Sills

Ma"#ine

Met#o&

Materials

;oring Con&itions

Anvironmental

.a!se an/ Effe$t Diagram'ish*one Diagram





tool used to evaluate




Pro:lem

*ailure

Mode

Cause E##ect

Ishi7awa

potential #ailure modes and teir causes.

*ailure Mode E##ect Cause

Proactive ction is Plan4

5at "#

nalysis6

*ailure Mode E##ect Cause Proactive ctionis Plan4





is Plan4

Slow Speed /verlap -

-

igh Speed +ncomplete oint -

-

+nconstantSpeed

+rregular weld -

-


Brain Storming

!roup SiWe ' to +




;el&ing

'e(e"t

;el&ing'e(e"t

Manpower Sills

Ma"#ine

Met#o&

Materials

;oring Con&itions

Anvironmental

;ee -ro&u"tion 3e4e"te& 3 D %omment

1 1000 108 10680

2 1500 1.5 967

, 1200 125 10 .2

5elding Process

Production rate

&000 &+00

Production rate

&000 &+00




, 1200 125 106.2

. 1000 10 1060

5 1,00 125 9672 (in.7 1.00 1,5 967.

1000 125 12650 (a+.

8 1100 115 106.5

9 1100 115 106.5

10 1200 125 106.2

11 1,00 1,0 1060012 1000 10 1060

1, 1000 108 10680

1. 1.00 1.0 10600

15 1,00 1,5 106,8

17 1500 155 106,,

1 1000 10 1060

18 1000 109 10690

19 1200 125 106.2

20 1100 110 10600

eAected ratio

F.2 K &2.+0=

verage L &0.+ =

eAected ratio

F.2 K &2.+0=

verage L &0.+ =

&000 K &+00

oint8/ee

verage L &&0

&000 K &+00

oint8/ee

verage L &&0

Quality ate F.+ =

& S .2=

2 S F+.+=

' S FF.2=

Sigma 7evel O &. S

Quality ate F.+ =

& S .2=

2 S F+.+=

' S FF.2=

Sigma 7evel O &. S

're!en$# e

fore

rovem

ent




0

5

10

15

20

9 10 11 12

#

Rejected %

n

x∑=Mean L &0.+

!

"# $

−

−= ∑

n

xmean

σ Standard deviation L 0.

Imp

A t d =

efor

e

Impro

vemen

t




8

9

10

11

1213

0 5 10 15 20 25

5ee

eAected =

Rejected %

efor

e

Impr

ovem

ent





Lo#er Control Liit ean 3 stde"

$ean

ee&

Data a#ter

deleting point

;ee -ro&u"tion 3e4e"te& 3e4e"te& 3atio1 1000 108 10680

2 1500 1.5 967

, 1200 125 106.2




ratio &2.+=4, 00 5 06

. 1000 10 1060

5 1,00 125 9672

7 1.00 1,5 967.

F 1000 125 12650

8 1100 115 106.5

9 1100 115 106.5

10 1200 125 106.2

11 1,00 1,0 10600

12 1000 10 1060

1, 1000 108 10680

1. 1.00 1.0 10600

15 1,00 1,5 106,8

17 1500 155 106,,1 1000 10 1060

18 1000 109 10690

19 1200 125 106.2

20 1100 110 10600





Lo#er Control Liit ean ! 3 stde"

$ean

Rejected %

ee&




>

' (

c e l l e n t

)er* good+ood

Fair

!t of $hart

)e?e$te/ @

ee<


Gey Per#ormance "ndicators #or decision maing process

GP" eport K @ne Page Management Gey Per#ormance "ndicators #or decision maing process

&ro-ect &5 6 0 inch 6 )0 7m rom Site 9 to Site : &rocess 3lectric 'rc #elding




ea<ness Points:

1%

2%

3%

4%5%

$t!a"

Performan$e

%%% @

Aosses

%%% @

trength Points:

1%

2%

3%

4%

5%

)e$ommen/ations:

1%

2%

3%

4%

5%

$uality 2ate &rocess %apability Sigma 5evel

m&rove tageQuality "mprovement 3ools4




m&rovement P"an:

: S %6isual "ontrol(

SA %ob Safety Analysis(

1ethod of Statement

QA 2 Q" "heclist

Safety Plan

$raining Plan

m&rovement P"an:

: S %6isual "ontrol(

SA %ob Safety Analysis(

1ethod of Statement

QA 2 Q" "heclist

Safety Plan

$raining Plan

Q 8 QC Ceclist #or rc 5elding Process)Phase tem tat!s 3esponsiility

"hec 1etal Sheets %type, si5e, defects, etc(

@ur Quality !oal) ?ero De#ect




efore

e"/ing

"hec *elding 3lectrode %type, grade, humidity, etc(

"hec *elding 1achine # $ools

"hec *elding "onditions %angle, amp, temp!, area, etc(

"hec Process %cleaning, area, safety, etc!(

D!ringe"/ing

"hec *elding Procedure

"hec *elding Positions

"hec *orer 3fficiency %sills, safety, etc(

ftere"/ing

6isual +nspection %profile, si5e, surface defects, etc(

+nspect *elding Quality

&inal +nspection

Quality Documentation

Comments)

500

500

500

500

500

500

.ontro" tage*Key -er(orman"e In&i"ators+




;&I 'ctual &lanned enchmar7 ap H %omment

'e(e"t 3atio-ro"ess Capaility

Sigma %evel

)e$ommen/ations:

1%

2%3%

4%

5%

*elding Defect 0atio*elding Defect 0atio

RP +Primar# Metri$,




gg

LL

LL

<L<L

>L>L

.L.L

:L:L

=L=L

8L8L

A u g - ; ;

S e p - ; ;

/ c t - ; ;

@ o v - ; ;

D e c - ; ;

a n -

& e b -

1 a r -

A p r -

1 a y -

u n -

u l -

A u g -

S e p -

/ c t -

@ o v -

D e c -

1 e f e c t 2 a t i o H

IaselineIaseline

Actual Actual

/bWective/bWective

Study 3argets)

eAected =

eAected =

7ong




B.AF 115

A.AF 90

A.AF 25A.AF 40

B.AF 45B.AF 70

Pro$ess not $entere/

an/ not sta*"e

Pro$ess $entere/

an/ sta*"e

//itiona" im&rovements

ma/e to the &ro$ess

R ' =R =

&0.+=

Current

&00

&00

&&0

Production rate

oint8day

Production rate

oint8day

R0.&=

&00

g

3erm

raining P"an

Advanced training including testing are required for critical processes and




special techniques such asH

@raining Course Budget :uration 3tart Finis -esponsi.le

Pipe %ine Welding

Welding 3tandards=Codes

Welding >etrology

0:@ for Pipe %ine

Welding

*here can + learn more about 7ean Si4 Sigma N

$hese > boos are quic readsX

2eferencesDD




Aeaning into i( igmaAeaning into i( igma

+&a&er*a$<,+&a&er*a$<,

byby Barbara WheatBarbara Wheat,,

Chuck MillsChuck Mills,,

Mike CarnellMike Carnell

3e !old Mine3e !old Mine

- -y !reddy Ball4 and 2ichael Ball4-y !reddy Ball4 and 2ichael Ball4

- he 5old 2ine: a 6o'el of &eanhe 5old 2ine: a 6o'el of &ean

urnaround deftly wea'es together the technicalurnaround deftly wea'es together the technical

and human pieces of implementing leanand human pieces of implementing lean

manufacturing in an engaging story that readersmanufacturing in an engaging story that readers

will find -oth compelling and instructi'e+will find -oth compelling and instructi'e+

eed m ore information6

2eferencesDD

http://www.amazon.com/exec/obidos/search-handle-url/index=books&field-author-exact=Barbara%20%20Wheat/104-3975617-0164763


http://www.amazon.com/exec/obidos/search-handle-url/index=books&field-author-exact=Chuck%20%20Mills/104-3975617-0164763


http://www.amazon.com/exec/obidos/search-handle-url/index=books&field-author-exact=Mike%20%20Carnell/104-3975617-0164763








&+&

2eferencesDD

• Ueorge, 1ichael! %<<(! 7ean Si4 SigmaH "ombining Si4 Sigma Quality with 7ean

Speed, @ew )orH 1cUraw-ill!

• 0other 1 and Shoo %<>( 7earning to SeeH 6alue Stream 1apping to




'lso...you might consider

• www.M?sigma.com

• www.si+sigma.co.u7

• www.si+sigmasystems.com

• www.isi+sigma.com

0other, 1! and Shoo, ! %<>(! 7earning to SeeH 6alue Stream 1apping to

"reate 6alue and 3liminate 1uda, Irrooline, 1AH $he 7ean +nstitute!

• Pande, P, @euman,0!P!, and "avanagh,0!0! %<(! $he Si4 Sigma *ay, @ew)orH1cUraw ill!

• Iossert , ames! % uly <>( M7ean and Si4 Sigma--Synergy 1ade in eavenO

Quality Progress!

• Uoldratt, 3liyahu 1!, %;;.(! $he UoalH A Process of /ngoing +mprovement, second

edition! Ureat Iarrington, 1AH @orth 0iver Press!

• *omac, ames P! and Daniel $! ones! %<>(! 7ean $hiningH Ianish *aste and

"reate *ealth in )our "orporation! @ew )orH Simon # Schuster!




Made in Egypt - ص م ي ف ع ن م ر ص م ظ ح إ ه ل إ Kم إ ه ل إ ء و س !

hank you for your attention



$ ( ) ' & $ % $ ن $ # ا" لو إ $ ما ا ن $ل $ $ ' )* إ) , $+" س' . $ - ا$ , $+" " / * - $ لإ " * 0 $ إل 2إ, $ 1

7 إل . قر 5 6إ34 32سو67 8

!ggestions

!estions

.omments

Dr+ Attia 9ussien 5omaaCopyrigts $ More "n#ormation, Please contact :

@seful %cience !or the%ake of Allah

tqm & product development 18 06 2013

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