KYAMBOGO UNIVERSITY

FACULTY OF ENGINEERING
DEPARTMENT OF MECHANICAL AND PRODUCTION ENGINEERING
RELIABILITY MAINTENANCE(TMME4205)

Group assignment (QUESTION 8)

S/n Name Registration Number

1 Amaniyo Mildred 17/U/8753/EME/PE

2 Kizito Enock 18/U/EME/17726/PE

3 Kiconco Moreen 17/U/8765/EME/PE
4 Khaukha Richard 18/U/EMD/21453/PD
5 Ssebunya Alafat 18/U/EME/17680/PE
6 Nturanabo Elisa 18/U/EME/17696/PE

BY LECTURER: Eng. SSEMPEBWA RONARD

Submission date 23. Feb. 2022

 a) QUALITY, QUALITY MANAGEMENT AND QUALITY MANAGEMENT SYSTEMS

Definition of key terms

Term Meaning
Quality Conformance to requirements
Quality management Management activities and functions involved in
determination of quality policy and its implementation
through means such as quality planning, quality assurance
and quality control.

Quality management systems QMS is a set of coordinated activities to direct and control
an organization in order to continually improve the
effectiveness and efficiency of its performance.

1) QUALITY

it is compliance to best known standards, processes and specifications. The major

determinants of quality are design, easy to use, conformance to design and service.

Quality can be quantified as follows: Q = P / E

where Q = quality, P = performance and E = expectations

Examples of quality dimensions as applied to automobile industry.

s/n Dimension Product(Automobile) Service(Auto repair)

1 Performance Everything works, fit & All works done at agreed
finish. Ride, handling and price. Friendliness,
grade of material used. courtesy, competence,
quickness.
2 Special feature: Antilock brakes Separate waiting area
Safety Air bags Clean work/waiting area
Aesthetics Interior design, soft touch Location
 Convenience Control placement When ready
High technology Cellular phone, CD player Computer diagnostics
3 Reliability Infrequency of breakdown Work done correctly, ready
when promised
4 Durability Useful life in mile, resistance Work holds up over time
to rust & corrosion
5 Perceived quality Top rated car Award winning service
department
6 Service after sales Handling of complaints and or Handling of complaints
request for information

2) Quality management(TQM)

Total-Made up of the whole.

Quality-Degree of excellence a product or service provides.

Management-Act, art, or manner of handling, controlling, directing etc.

Therefore, Quality management is the act of overseeing all activities and tasks needed to
maintain a desired level of excellence.

The objective of Quality management is to ensure superior quality products and services

Key Takeaways

o Quality management includes the determination of a quality policy, creating and

implementing quality planning and assurance, and quality control and quality improvement.

o TQM requires that all stakeholders in a business work together to improve processes,
products, services and the culture of the company itself.
The Concept of Quality Management

A Quality Management System in its basic concept is quite simple. It seeks to,

o Recognize interested party requirements including Licenses to Trade, guidelines, customer

requirements, and the chosen management system standard(s).
o Ensure that all requirements have been met.
o Confirm that employees receive applicable training in the quality system requirements.
o Determine processes, their interaction, inputs and outputs.
o Produce records or evidence that system requirements have been met.
o Measure, monitor and report the performance of the QMS.
o Plan changes to the QMS and take actions to address risks and opportunities as a result of
changes.
o Perform internal audits to analyze the QMS and correct nonconformities.
o Continually improve the QMS.

Why quality management?

o Quality management ensures high quality products and services by eliminating defects and
incorporating continuous changes and improvements in the system.
o It ensures that a company delivers products as per promises made to the customers through
various modes of promotions. Quality management tools help an organization to design and
create a product which the customer actually wants and desires.
o Quality Management ensures increased revenues and higher productivity for the
organization. Implementing Quality management tools ensure high customer loyalty, thus
better business, increased cash flow, satisfied employees, healthy workplace and so on.
Quality management processes make the organization a better place to work.
o Removes unnecessary processes which merely waste employee’s time and do not contribute
much to the organization’s productivity. Quality management enables employees to deliver
more work in less time.
o Quality management helps organizations to reduce waste and inventory. It enables employees
to work closely with suppliers and incorporate “Just in Time” Philosophy.
o Quality management ensures close coordination between employees of an organization. It
inculcates a strong feeling of team work in the employees
3) Quality management system(QMS)

Quality: degree to which customer requirements have been met.

Management: coordinated activities to direct and control an organization

System: set of interrelated or interacting elements.

Therefore, QMS is a system to direct and control an organization with the regard to quality.

The objective a quality management system is to ensure every time a process is performed, the
same information, methods, skills and controls are used and applied in a consistent manner. If
there are process issues or opportunities, this is then fed into the quality management system to
ensure continuous improvement.

Example QMS include ISO 9000 series are set of generic, internationally recognized standards
for quality management. They are used for both manufacturing and service industries.

ISO 9001 Family of Standards

o ISO 9001:2008 Quality management systems- requirements

o 1SO 9000:2005 Fundamentals and vocabulary
o ISO 19011:2011 Guidelines for auditing management systems

ISO 9004:2009 Managing for the sustained success of the organization- a quality management
approach

Quality management systems focus on:

o Being centered on the customer or consumer of the good or service, actively providing that
customer with the best value possible.

o Some type of continuous improvement program, which implies that there is not a “perfect”
state, all processes can be continually improved upon.

o An efficiency imperative that says waste must be reduced and all resources maximized.

o Top management is to support and provide adequate resources to achieve goals.

o It aids or facilitates a clear understanding of expectations between all participants.

o Measurement and accurate data collection are incorporated to support data-driven decision
making.

o Documentation of QMS processes is maintained and controlled

b) Benefits of Quality Management System to an organization.

o Implementing a quality management system, such as the ISO 9001:2008 standard provides
managers with a tool that is designed to continually improve their business performance.

o Improves efficiency and productivity.

o Reduces variation, waste, inefficiencies and defects

o Improves process consistency and stability

o Improves supplier performance

o Improves profitability

o Improves customer confidence and satisfaction

o Improves conformity to quality requirements

o Increases competitive edge and market share

o Makes financial sense, which appeals to top management

o Improved communications and support

o Appropriate training

o Better understanding of the job and importance

o Encouragement to report problems

o Improved morale and commitment

c) Quality Control and Quality Assurance, Control processes, Sampling

S/n Quality Assurance Quality control

Definition QA is activities that determines the QC is the set of activities that
procedures and standards to develop are carried out to verify the
a product. developed product meets the
required standards.
Target QA focuses on the improvement of QC focuses on the
processes and methodologies used to improvement of the product by
develop products identifying the bugs and issues
orientation It is process oriented It is product oriented
Nature of process QA is preventive process as it QC is corrective process as it
establishes the methods which focuses on identifying the bugs
prevent bugs and getting them fixed
Verification and It is a verification activity that It is a validation activity that
validation verifies you are doing the right thing validates the product against
in the right manner the requirements.
Who All the persons involved in the It is the responsibility of
project starting from the requirement quality control inspector or
testing team that finds the
issue
Tools and Defining processes, quality audits, Defining processes, quality
techniques selection of tools, training audits, selection of tools,
training
Examples Examples of quality assurance Examples of quality control
activities Process checklist, process activities include inspection,
standards, process documentation deliverable peer reviews and
and project audit software testing reviews.
Control processes

The control process is the careful collection of information about a system, process, person, or
group of people which is required to make necessary decisions about each of the departments in
the process.

Sampling is a technique of selecting individual members or a subset of the population to make.

d) quality theories(theorists)

 Joseph Juran theory

His approach to quality is customer based, top-down management and technical methods.

Juran’s definition of quality is seen in two ways;

o Quality means those features of products which meet customer needs and thereby provide
customer satisfaction (fitness for use).
o Quality means freedom from deficiencies. Freedom from errors that require doing work over
again(rework) or that result into field failure, customer dissatisfaction, customer claims and
so on. In this sense, the meaning of quality is oriented to costs, and higher quality usually
costs less.

How to manage for quality: The Juran tribology.

o To attain quality, begin by establishing the “vision” for the organization, along with policies
and goals.
o Makes use of three managerial processes; quality planning, quality control and quality
improvement.

Quality control Quality planning Quality improvement

o Establish quality goals o Evaluate actual o Prove the need and
o Identify who the customers performance. establish the infrastructure.
are? o Compare actual o Identify the improvement
o Determine the needs of performance with quality project.
customers goals. o Establish the project teams.
o Act on the difference
 o Develop product features that o Provide the teams with
respond to customer’s needs resources, training and
o Develop processes able to motivation.
produce the product features. o Diagnose the causes
o Establish process controls, stimulate remedies.
transfer the plans to the o Establish the controls to
operating forces. hold the gains.

 Edwards Deming

“we have learned to live in a world of mistakes and defective products as they were necessary for
life. It is time to adopt a new philosophy in America”, said W Edwards Deming. All his theories
are based on the simple concept that continual improvement can help increase quality while
decreasing costs, or what we can call total quality management.

 Philip Crosby.
Quality, Crosby emphasized, is neither intangible nor immeasurable. It is a strategic imperative
that can be quantified and put back to work to improve the bottom line. Acceptable quality or
defect levels and traditional quality control measures represent evidence of failure rather than
assurance of success. The emphasis, for Crosby, is on prevention, not inspection and cure. The
goal is to meet requirements on time, first time and every time. He believes that the prime
responsibility for poor quality lies with management, and that management sets the tone for the
quality initiative from the top.
Crosby's approach to quality is unambiguous. In his view, good, bad, high and low quality are
meaningless concepts, and the meaning of quality is conformance to requirements. Non-
conforming products are ones that management has failed to specify or control. The cost of non-
conformance equals the cost of not doing it right first time, and not rooting out any defects in
processes. Zero defects doesn’t mean that people never make mistakes, but that companies
should not begin with allowances or sub-standard targets with mistakes as an in-built
expectation. Instead, work should be seen as a series of activities or processes, defined by clear
requirements, carried out to produce identified outcomes.
Systems that allow things to go wrong - so that those things have to be done again - can cost
organizations between 20% and 35% of their revenues, in Crosby's estimation.

e) Quality circles

is a small group of 6 to 12 employees doing similar work who voluntarily meet together on a
regular basis to identify improvements in their respective work areas using various techniques
for analyzing and solving work related problems coming in the way of achieving and sustaining
excellence leading to mutual upliftment of employees as well as organization.

Characteristics of quality circle

a) Quality circle are small primary groups of employees whose lower limit is 3 and upper limit
twelve.
b) The membership of the quality circle is most voluntary.
c) Each circle is led by area supervisor.
d) The member meet regularly every week or according to an agreed schedule.
e) The circle members are specially trained in techniques of analysis and problem solving.
f) The basic role of the quality circle is to identify and solve work related problems for
improving quality and productivity.
g) Quality circle enables their members to exercise their hidden talents for tackling challenging
tasks.

Objectives

The objectives of quality circles are multi-faced.

a) Change in attitude; from “from I don’t care” to “I do care”. Continuous improvement in the
quality of work life through humanization of work.
b) Self-development; bring out ‘hidden potential’ of people. Employee get to learn additional
skill.
c) Development of team spirit; this eliminates inter departmental conflict.
d) Improved organizational culture; it creates positive working environment and higher
motivational levels.
 Note: QC Circles can only flourish in the right environment. CE0s, middle managers,
promotional staff members, and personnel managers, must gain a good understanding of QC
Circle activities, and of their own roles in supporting them.

Taguchi & Ishakawa (Fishbone)

The fishbone diagram or Ishakawa diagram is a cause and effect diagram that helps managers to
track down the reasons for imperfection, variations, defects, or failure (Moreno et al,2015).

The diagram looks just like a fish’s skeleton with problems at its head and the causes for the
problem feeling into the spine. Once all the causes that underlie the problem have been
identified, managers can start looking for solutions to ensure that the problem does not become a
recurring one.

Importance of fishbone diagram;

o Product development; it strives to pinpoint everything that is wrong with the current market
offering so that one can develop an innovation that does not have these problems.
o It is a great way to look and prevent quality problems before they ever arise.

An illustrative application of fishbone effect why the car can’t start.

 PRACTICAL WORK

Company visited: Liberty ICD Namanve

Date visited:10th Feb 2022 10:00 am
Machines available
1. 45 tonne Terex crane
2. Hyster forklift
3. 16 bar compressor
4. Workshop pick up vigo
Tools
1.Angel grinders
2.Washing machine
3.Trolleys
4.Welding machine
5.Hydraulic press machine
6.Light/heavy duty operation tools
7.Special tools

WORKSHOP TECHNICIAN 5. tom

PERSONNEL 6. enock
1. drake
7. peter
FOREMAN 2. derrick
8. welder Kisembo
3. Suzan
Eng.Otim Paul 9. electrician john
4. Arafat

ACTIVITIES DONE/TO BE DONE INLINE WITH ESTIMATED BUDGET

INSPECTIO ACTIVITY COSTINGS
EQUIPMEN DONE PROCEDURE TASK TIME TECHNI TOOLS
T/ N,
TAK CIAN USED
DIAGNOSIS
MACHINE EN/H ALOCA
OF FAULTS
TED
Leaking Repair and Close the main hydraulic tank 2 Derrick 300,000
replace tom
hydrauli cylinders seals Raise and support the Supports
c cylinders 42
1. HYSTER FORKLIFT

cylinder Remove old seals and replace spanner

C17
s with new seals C19
Open the tank and test the
machine
UAT 320U

General Poor Drain oil 1/2 arafat Filter 200,000

performance
service due Remove fuel, oil and air remover
cleaners/filters C24
Oil can
Replace with new oils and
 parts

Play in Check Replace worn out bushes 1/2 suzan C12 100,000
steering steering rack C10
wheel bushes and C16
gears

Worn out Slippy Loosen nuts and Jack up the 3 Enock Jack 800,000
operation forklift drake Air tool
rear tyres 17 Remove and replace with new WD40
rim size tyres and rims if necessary

Cargo Fabricate Measure the required length of 1 ENOCK NIL 500,000

handling extensions DRAKE
problem extension forks Fit for cargo handling

Operation Check control Replace seat faulty sensor 1 ELECTRI Diagnosis 200,000
control off CIAN tool kit
sensors C17
C14
Telescopic Replace Close hydraulic tank 4 Derrick Special 1,000,000
Remove the boom arafat tools
boom seals Open the seals cage and replace Supports
2. 45 TONNE TEREX PPM CRANE

With new Hd19

cylinder Hd24
leaking
Service due Do service as Remove old oil filter 1/4 Enock HD27 2,000,000
and and replace with new
lubrication per job card Arafat OIL CAN
and lubrication
Noisy and Replace Jack up and 1 Drake Electri 200,000
Add the missing studs s27 n27
shaky tyre missing derrick c multi
meter
UAF 719B

hubs studs
Locking Computer Do OBD11 diagnosis 1 electric Diagno 500,000
sensors not diagnosis Erase errors ian sis kit
functional and replace Replace faults/sensors
lock sensors Test the machine
Service Do periodic Drain oil and refill with 1/4 drake C14 120,000
16 BAR AIR COMPRESSOR

due service new parts and lubricants C18

Drain water in the tank Hd19

Leaking Replace with Lock the pressure valve 1/8 Arafat pliers 50,000
hoses new hoses Remove the old hose and
replace with new ones
Tyre cage Fabricated Measure the required size 2 welder Weldin 250,000
required sizeable tyre Weld channels g rods
cage Weldin
3.

g
 machin
e

Body repair Panel Prepare for panel beating 4 Panel Spray 2,000,000
beating -remove headlamps and beater pump
required covers peter Compr
Do panel beating essor
Reput the cover and lights feeler
Test body quality
Noise in Repair Remove tyres 1 Peter 250,000
differential broken gears Jack up car and support it derrick Jack
axle and replace Open the differential and Light
4.WORKSHOP PICK HILLUX VIGO

cones replace the gears and cones tools

Poor idling Service fuel Cut off the fuel 4 Toyota Nozzle 2,000,000
pump supply/primer -CFAO tester
Remove the fuel pump and Light
service the pump tools

Service Perform Drain oil 1/2 Drake Filter 300,000

due general Remove and replace old enock remove
service and parts with new ones r
UAM 480Y

maintenance Light
tools
Olis
parts
GRAND TOTAL 10,770,000

ACTIVITY SCHEDULE

MACHINE MONTHS

FEB MAR APRL MAY JUN JUL AUG SEPT OCT NOV DEC

FORKLIFT T S ST SM

CRANE SM T R R S R

COMPRESSOR SM R

PICK UP R R SM T PB
KEY
ST steering repair
SM service and maintenance
R repair
S seals
PB panel beating