IE673104 TQM ASSIGNMENT 4

Submitted by: Tejas A Gaonkar

1.

Date: 3/29/2015

Discuss the eight principles of the ISO 9000 standard

The Eight Principles: ISO 9000s Basis
The ISO 9000 QMS is based on eight principles from total quality management (TQM):
1. Customer Focus: Understand the customers needs, meet the customers requirements, and strive to
exceed the customers expectations.
2. Leadership: Establish unity of purpose and organizational direction and provide an environment that
promotes employee involvement and achievement of objectives.
3. Involvement of People:
benefit of the organization.

Take advantage of fully involved employees, using all their abilities for the

4. Process Approach: Recognize that things accomplished are the results of processes and that processes
along with related activities and resources must be managed.
5.
System Approach to Management:
The multiple interrelated processes that contribute to the
organizations effectiveness are a system and should be managed as a system.
6. Continual Improvement:
Continual improvement should be a permanent objective applied to the
organization and to its people, processes, systems, and products.
7. Factual Approach to Decision Making:
and reliable data and information.

Decisions must be based on the analysis of accurate, relevant,

8. Mutually Beneficial Supplier Relationships: Both the organization and the supplier benefiting from
one anothers resources and knowledge results in value for all.
These eight principles will be recognized from your study of TQM and from Dr. Demings Fourteen Points.
They represent the total quality philosophy to which the organization must adhere in order to develop the
cultural environment necessary for an effective, conforming QMS.
2.

Discuss Pareto Charts

He had the insight to recognize that in the real world a minority of causes lead to the majority of problems.
This is known as the Pareto Principle. Pick a category, and the Pareto Principle will usually hold. For
example, in a factory you will find that of all the kinds of problems you can name, only about 20% of them
will produce 80% of the product defects: Eighty percent of the cost associated with the defects will be
assignable to only about 20% of the total number of defect types occurring. 2 Examining the elements of
this cost will reveal that once again 80% of the total defect cost will spring from only about 20% of the cost
elements.

All of us have limited resources. That point applies to you and to me, and to all enterpriseseven to giant
corporations and to the government. This means that our resources (time, energy, and money) need to be
applied where they will do the most good. The purpose of the Pareto chart is to show you where to apply
your resources by distinguishing the significant few from the trivial many. It helps us establish priorities.
3.

Discuss fishbone diagrams

In his book Guide to Quality Control , Ishikawa explains the benefits of using cause-and-effect diagrams as
follows:

Creating the diagram itself is an enlightening, instructive process.

Such diagrams focus a group, thereby reducing irrelevant discussion.
Such diagrams separate causes from symptoms and force the issue of data collection.
Such diagrams can be used with any problem.

The cause-and-effect diagram is the only tool of the seven tools that is not based on statistics. This chart is
simply a means of visualizing how the various factors associated with a process affect the processs output.

The same data could be tabulated in a list, but the human mind would have a much more difficult time trying
to associate the factors with each other and with the total outcome of the process under investigation. The
cause-and-effect diagram provides a graphic view of the entire process that is easily interpreted by the brain.
4.

Discuss histograms
Histograms are used to chart frequency of occurrence. How often does something happen? Any discussion
of histograms must begin with an understanding of the two kinds of data commonly associated with
processes: attributes and variables data. Although they were not introduced as such, both kinds of data have
been used in the illustrations of this chapter. An attribute is something that the output product of the process
either has or does not have. From one of the examples (Figure 6), either an electronic assembly had wiring
errors or it did not. Another example (Figure 30) shows that either an assembly had broken screws or it did
not. These are attributes. The example of making shafts of a specified length (Figures 11 and 12) was
concerned with measured data. That example used shaft length measured in thousandths of an inch, but any
scale of measurement can be used, as appropriate for the process under scrutiny. A process used in making
electrical resistors would use the scale of electrical resistance in ohms, another process might use a weight
scale, and so on. Variables data are something that results from measurement. Using the shaft example
again, an all-too-common scenario in manufacturing plants would have been to place a GoNo Go screen at
the end of the process, accepting all shafts between the specification limits of 1.120 and 1.130 in. and
discarding the rest. Data might have been recorded to keep track of the number of shafts that had to be
scrapped. Such a record might have looked like Figure14, based on the original data.

Figure 14 would tell us what we wanted to know if we were interested only in the number of shafts accepted
versus the number rejected. Looking at the shaft process in this way, we are using attributes data : either they
passed or they failed the screening. This reveals only that we are scrapping between 3 and 4% of all the shafts
made. It does not tell us anything about the process adjustment that may be contributing to the scrap rate.
Nor does it tell us anything about how robust the process ismight some slight change push the process over
the edge? For that kind of insight, we need variables data . One can gain much more information about a
process when variables data are available. The check sheet of Figure 12 shows that both of the rejects
(out-of-limits shafts) were on the low side of the specified tolerance. The peak of the histogram seems to
occur between 1.123 and 1.124 in. If the machine were adjusted to bring the peak up to 1.125 in., some of
the low-end rejects might be eliminated without causing any new rejects at the top end. The frequency
distribution also suggests that the process as it stands now will always have occasional rejectsprobably in
the 2 to 3% range at best.

5.

Discuss control charts for variables

Control charts are the appropriate tool to monitor processes. The properly used control chart will immediately
alert the operator to any change in the process. The appropriate response to that alert is to stop the process at
once, preventing the production of defective product. Only after the special cause of the problem has been
identified and corrected should the process be restarted. Having eliminated a problems root cause, that
problem should never recur. (Anything less, however, and it is sure to return eventually.) Control charts also
enable continual improvement of processes. When a change is introduced to a process that is operated under
statistical process control charts, the effect of the change will be immediately seen. You know when you have
made an improvement. You also know when the change is ineffective or even detrimental. This validates
effective improvements, which you will retain. This is enormously difficult when the process is not in
statistical control because the process instability masks the results, good or bad, of any changes deliberately
made.

In evaluating problems and finding solutions for them, it is important to distinguish between special causes
and common causes. Figure 27 shows a typical control chart. Data are plotted over time, just as with a
run chart; the difference is that the data stay between the upper control limit (UCL) and the lower control
limit (LCL) while varying about the centerline or average only so long as the variation is the result of
common causes (i.e., statistical variation) . Whenever a special cause (nonstatistical cause) impacts the
process, one of two things will happen: Either a plot point will penetrate UCL or LCL, or there will be a
run of several points in a row above or below the average line. When a penetration or a lengthy run appears,
this is the control charts signal that something is wrong that requires immediate attention. A
6.

Discuss flowcharts and give a simple example

A flowchart is a graphic representation of a process. A necessary step in improving a process is to flowchart
it. In this way, all parties involved can begin with the same understanding of the process. It may be revealing
to start the flowcharting process by asking several different team members who know the process to flowchart
it independently. If their charts are not the same, one significant problem is revealed at the outset; there is
not a common understanding of the way the process works. Another strategy is to ask team members to chart
how the process actually works and then chart how they think it should work.

Comparing the two versions can be an effective way to identify causes of problems and to suggest
improvement possibilities. The most commonly used flowcharting method is to have the team, which is made
up of the people who work within the process and those who provide input to or take output from the process,
develop the chart. It is important to note that to be effective, the completed flowchart must accurately reflect
the way the process actually works, not how it should work. After a process has been flowcharted, it can be
studied to determine what aspects of it are problematic and where improvements can be made.

7.

Explain what is an FMEA

Failure mode and effects analysis (FMEA) tries to identify all possible potential failures of a product or
process, prioritize them according to their risk, and set in motion action to eliminate or reduce the probability
of their occurrence.

FMEA just tries to identify all the possible types (modes) of failures that could happen to a product or a
process before they happen. Once the possible failure modes have been identified, the effects analysis
kicks in and studies the potential consequences of those failures. Next, the consequences of each potential
failure are ranked by
Seriousness/Criticality to the customer
Probability of the faults occurrence
Probability of the faults detection by the systems responsible for defect prevention or detection Seriousness
of consequence, likelihood of occurrence, and difficulty of detection all work together to determine the
criticality of any specific failure mode. Comparing the criticality of all the identified potential failure modes
establishes the priority for corrective action. That is the objective of FMEA. FMEA tells the organization
where its resources should be applied, and this is very important because all possible failures are not equal
and the organization should always deploy its resources to correct the problems that are most critical.
There are several kinds of FMEA. Design FMEA is employed during the design phase of a product or service,
hopefully starting at the very beginning of the project. In this way, the designers will be able to develop a
design that has fewer potential failures, and those that cannot be avoided can be made less severe.
A second version is process FMEA. In this case, FMEA is looking at the potential failures (errors, miscues)
of a process. The process might be that of an accounting firm, a hospital, a factory, a governmental agency,
or any other entity.
8.

Provide an overview of the Toyota practical problem solving process

Toyotas 8 Step Practical Problem Solving Process
Some of the best problem solving methods are the simplest and one of those that continues to stand the test
of time is Toyotas 8 step method. This method also goes by the name of Practical Problem Solving or
PPS for short. In the diagram below not only can you see the steps for yourself but you can also see how
they relate to the four phases of PDCA (Plan, Do, Check, Act).
Imai published an almost identical 7 step process in his seminal book Kaizen. If you compare his model
and the Toyota model the difference that you will see is the insertion of Set a Target activity as step 3 in
the Toyota model.
Step 1: Clarify the problem
Step 2: Breakdown the problem
Step 3: Set a target
Step 4: Analyse the root cause
Step 5: Develop countermeasures
Step 6: See countermeasures through
Step 7: Monitor the process and results
Step 8: Standardise

9.

Explain a total quality decision making process

The decision-making process is a logically sequenced series of activities through which decisions are made.
Numerous decision-making models exist. Although they appear to have major differences, all involve the
various steps shown in Figure 4 and discussed next.

Identify or Anticipate the Situation

Anticipating the situation is like driving defensively; never assume anything. Look, listen, ask, and sense.
The better managers know their employees, technological systems, products, and processes, the better able
they will be to anticipate troublesome situations.
Gather the Facts
Consider Alternatives considering the alternatives involves two steps: (1) list all of the various alternatives
available and (2) evaluate each alternative in light of the facts. The number of alternatives identified in the
first step will be limited by several factors. Practical considerations, the managers range of authority, and
the cause of the situation will all limit a managers list of alternatives.
This manager might identify the problem as poor morale and begin trying to improve it. However, he or she
would do well to gather the facts first to be certain of what is behind the negative attitudes. The underlying
cause(s) could come from a wide range of possibilities: an unpopular management policy, dissatisfaction
with the team leader, a process that is ineffective, problems at home, and so on. Using the methods and tools
described earlier in this chapter and elsewhere
, the manager should separate causes from symptoms and
determine the root cause of the poor attitude. Only by doing so will the situation be permanently resolved.
The inclusion of this step makes possible management by facts a cornerstone of the total quality
philosophy.
Choose the Best Alternative, Implement, Monitor, and Adjust
Managers should avoid falling into the ownership trap. This happens when they invest so much ownership
in a given alternative that they refuse to change even when it becomes clear the idea is not working. This can
happen at any time but is more likely when a manager selects an alternative that runs counter to the advice
he or she has received, is unconventional, or is unpopular. The managers job is to optimize the situation.
Showing too much ownership in a given alternative can impede the ability to do so.
10. Explain why quality tools are important
Quality management includes planning, processes, and acceptable, organized outcomes. Quality management tools
and some useful steps to follow are:

Project Planning Here you should create a project checklist as well as a project control process. Team members
can use this planning phase to identify possible conflicts, changes, or risks associated with the project and, at this
stage, should write the project scope.

Pareto Charts A Pareto chart is an easy way to identify tasks within the project and prioritize their importance.
The final goal of the Pareto chart is to determine where to maximize efforts to obtain maximum results.
Fishbone Charts The fishbone chart identifies faults or problems in the process or project. It is often used as a
graphic demonstration to identify problems, their causes and effect.
Histogram This bar chart includes project variables and identifies root problems. It can also provide a glimpse
of where problems lie in relation to the entire project, or on how large scale they appear.
Charts and Graphs Visual components are often the best way to understand your quality management process
to see how well it functions initially and throughout the project, and to evaluate project outcomes.
If quality in any project is not considered or analyzed, outcomes could be problematic, inefficient or incorrect. By
using quality management tools, youll have better outcomes with fewer delays.