Design for Quality and Reliability

Dr. Vipindas K.
Assistant Professor
Mechanical Engineering Department
IIITDM Kurnool
Course Contents
• Concepts of Product Quality, Quality Function Deployment / House of Quality, Six
Sigma (8)
• Concepts of Reliability, Basic concepts of repairable and non-repairable systems,
Reliability, Availability and Maintainability (8)
• Failure data analysis, Fitting discrete and continuous distributions to failure data
sets, Weibull analysis, estimation of important reliability parameters (10)
• Calculation of System Reliability from Component reliabilities, Markov modeling
of repairable and non-repairable systems, Reliability Logic Diagrams, Fault-tree
analysis (10)
• Preventive and Predictive maintenance, Failure Modes and Effects Analysis. (6)
Reference Books
1. Louis Cohen, Joseph P. Ficalora, "Quality Function Deployment and Six Sigma: A QFD
Handbook," Second Edition, Prentice Hall, 2009.

2. V. N. A. Naikan, "Reliability Engineering and Life Testing," PHI Learning, 2010.

3. Singiresu S. Rao, "Reliability Engineering," PearsonEducation,2014.

4. Patrick O Connor, "Practical Reliability Engineering," John Wiley,2009.

5. B. L. Hansen and P. M. Ghare, "Quality Control and Applications," Prentice Hall, 1997.

6. Douglas C. Montgomery, “Introduction to Statistical Quality Control,” Wiley

Course Objectives

The objectives of the course are to help engineering students understand the
concepts of quality & reliability and also evaluate the overall reliability of a system
from component reliability.
Course Evaluation

Description Weightage of Marks

Minor – 1 15%
Minor – 2 15%
Project/Assignments/Case Study 10%
Class Test/Seminar/etc. 5%
Attendance 5%
End Semester Exam 50%
Total 100%
Design
for
Quality and Reliability
Introduction
Quality
• Is a decision factor in selection of products/services from competing sets
• Concept of quality is improvement in the level of product / service
• Improving quality leads to business success, growth and competitiveness
• Can be defined as possession of one or more desirable characteristics for a
product/service
• ISO 9000 Definition – a degree to which a set of inherent characteristics that
fulfils a need or expectation of the customer that is stated, generally implied or is
obligatory
Introduction
Dimensions of Quality
• Performance – will the product do the intended job
• Reliability – how often does the product fail
• Durability – how long does the product last
• Serviceability – how easy it is to repair the product
• Aesthetics – what does the product look like
• Features- what does the product do
• Perceived quality – what is the reputation of the company or its products
• Conformance to Standards – is the product made exactly as the designer
intended
Introduction
Definition of Quality
• How good or how fit it is to be used
• Fitness of a product/service consists of two aspects
• Quality of design
• Quality of conformance
• Quality of design
• How good or bad the design of the product is
• All automobiles have the same basic objectives of providing transportation yet they are different in
terms of size, shape, performance etc.
• Quality of conformance
• How well the product conforms to the specification required by the design.
• Depends on choice of manufacturing process, training and supervision of work force, types of
process control, inspection activities etc.
Introduction
Definition of Quality
• From customer point of view
• “Quality is inversely proportional to variability”
• Better the quality of the product is lesser the variability of the product
• If variability of an important characteristics of a product decreases, the quality of the
product increases
• Variability here means unwanted variability
Introduction
Meaning of Quality
• Consumer’s perspective: Price

• Producer’s perspective: Cost

• In general consumer’s view must dominate

Example
• An automobile company in US receives
transmissions parts from two different
suppliers
• From a domestic plant
• From a Japanese supplier
• Analysis of warranty claims and repair costs
for parts produced in US and Japan is
shown in Fig. 1
• There is s huge difference in costs between
the two supplier
Fig. 1. Warranty costs for transmission
• To identify the reasons for this difference, parts
company selected random samples from
plants, disassembled them and measured
Critical to Quality Characteristics
Example
• The units manufactured in US took up
around 75% of the width of the
specification while those manufactured in
Japan took up around 25%
• Considerable less variability in Japanese
products
• Customer does not see the mean, they look
at the variability around the target that is
Fig. 2. Distribution of critical dimensions for
not removed – Jack Welch transmissions
Quality Improvement

• Why and How did Japanese do it?

• Why

• Reduced variability leads to lower costs (Refer Fig. 1)

• Japanese gears (products) ran more smoothly with less noise and hence had a higher

perceived quality in minds of the customers

• Fewer repairs and warranty claims → less rework → reduction in wasted time, effort,

money
Quality Improvement

• How

• Quality improvement – Reduction of variability in processes and products

• Reduction of waste

• Specially pertinent to the service industry – improving service process leads to less effort

and time in correction

Quality Characteristics
• Quality characteristics – Elements that describe what consumer perceives as
quality

• Often referred to as Critical-To-Quality Characteristics

• Physical – length, weight, viscosity, etc.
• Sensory – taste, appearance, color, etc.
• Time orientation – reliability, durability, serviceability, etc.

• Quality engineering – set of operational, managerial and engineering activities

that the quality characteristics of a product are at a nominal or required levels
and the variability around the desired levels is minimum
Quality Characteristics
• No two products are ever identical – variability
• The thickness of blades of a fan/between two fans will be different
• Customer may not accept product if the variability is large
• Sources of variability include difference in materials, difference in the performance and
operation of the manufacturing unit etc.

• Specification
• Desired measurement of the characteristics

• A value of measurement that corresponds to the desired value for the quality
characteristics is called the nominal or target value
Some Important Terminologies
• The largest allowable value for a quality characteristic is called the Upper
Specification Limit (USL)

• The smallest allowable value for a quality characteristic is called the Lower
Specification Limit (LSL)

• Nonconforming products – which do not meet one or more of it’s specifications

• A nonconforming product is called defective as it has one or more defects

• A defect is the non-conformance to the specification
Example
• Consider a blade of fan
• Let length and thickness be two quality characteristics
• For length
• Target length: 30 cm
• USL: 32 cm
• LSL: 28 cm
• A blade having length between 28 cm and 32 cm is acceptable

• For thickness
• Target value: 10 mm
• USL: 12 mm
• LSL: 8 mm
• A blade having thickness between 8 mm and 12 mm is acceptable
Example (cont.)
• If a blade has length 32 cm and thickness 6 mm then it is said to be non-conforming/defective

and has 1 defect (ie. For the thickness)

• If a blade has length 33 cm and thickness 9 mm then it is said to be non-conforming/defective

and has 1 defect (ie. For the length)

• If a blade has length 34 cm and thickness 6 mm then it is said to be non-conforming/defective

and has 2 defects (ie. For both the thickness and the length)

• If a blade has length 32 cm and thickness 8 mm then it is said to be conforming and has no

defect.
Brief History of Quality Control and Improvement
Year Event

1875 Frederick W. Taylor introduces “Scientific Management” principles to divide

work into smaller, more easily accomplished units—the first approach to
dealing with more complex products and processes. The focus was on
productivity. Later contributors were Frank Gilbreth and Henry Gantt.

1900 - 1930 Henry Ford—the assembly line—further refinement of work methods to

improve productivity and quality; Ford developed mistake-proof assembly
concepts, self-checking, and in-process inspection.

1907 - 1908 AT&T begins systematic inspection and testing of products and materials.

1908 W. S. Gosset (writing as “Student”) introduces the t-distribution—results from

his work on quality control at Guinness Brewery.
Brief History of Quality Control and Improvement
Year Event

1915 - 1919 WWI—British government begins a supplier certification program

1920s AT&T Bell Laboratories forms a quality department—emphasizing quality,

inspection and test, and product reliability.

B. P. Dudding at General Electric in England uses statistical methods to control

the quality of electric lamps.

1924 W. A. Shewhart introduces the control chart concept in a Bell Laboratories

technical memorandum.

1928 Acceptance sampling methodology is developed and refined by H. F. Dodge and

H. G. Romig at Bell Labs
Brief History of Quality Control and Improvement
Year Event
1931 W. A. Shewhart publishes Economic Control of Quality of Manufactured
Product—outlining statistical methods for use in production and control chart
methods
1946 The American Society for Quality Control (ASQC) is formed as the merger of
various quality societies. The International Standards Organization (ISO) is
founded.

Deming is invited to Japan by the Economic and Scientific Services Section of

the U.S. War Department to help occupation forces in rebuilding Japanese
industry.

The Japanese Union of Scientists and Engineers (JUSE) is formed.

1948 G. Taguchi begins study and application of experimental design.
1950 Deming begins education of Japanese industrial managers; statistical quality
control methods begin to be widely taught in Japan. K. Ishikawa introduces the
cause-and-effect diagram.
Brief History of Quality Control and Improvement
Year Event

1987 ISO publishes the first quality systems standard. Motorola’s six-sigma initiative
begins.

2000 ISO 9000:2000 standard is issued. Supply-chain management and supplier

quality become even more critical factors in business success.

Quality improvement activities expand beyond the traditional industrial setting

into many other areas including financial services, health care, insurance, and
utilities.
Management Aspects of Quality Improvement
• Quality planning

• A strategic activity without which enormous amount of time and effort may

be wasted in dealing with faulty designs, manufacturing defects, customer

complaints, etc.

• It involves identifying the internal and external customers and listening to

their needs (listening to the Voice of the Customer (VoC))

• Helps in developing products or services that exceed customer expectations

Management Aspects of Quality Improvement
• Quality Assurance – it is the set of activities that ensure the quality levels of

products and services are properly maintained and that supplier and customer

quality issues are properly resolved

• Documentation of quality system – policy, procedures, work instructions and specifications

and records

• Policy → what is to be done

• Procedures → methods and personnel

• Work instructions and specification → product/department oriented

Management Aspects of Quality Improvement
• Quality Control and Improvement
• The set of activities used to ensure that the products and services
meet requirements and are improved on a continuous basis

• Since variability is a major source of poor quality, this involves use of

statistical techniques such as Statistical Process Control and Design
of Experiments to understand the variability

• Often done in a project by project basis

Quality Philosophy and Management Strategies – W.
Edwards Deming
• 14 point frame work for quality and productivity
improvement
1.Create a constancy of purpose focused on the improvement of
products and services

2.Adopt a new philosophy that recognizes we are in a different

economic era.

3.Do not rely on mass inspection to “control” quality

Quality Philosophy and Management Strategies – W.
Edwards Deming
4. Do not award business to suppliers on the basis of price alone, but
also consider quality

5.Focus on continuous improvement

6.Practice modern training methods and invest in on-the-job training

for all employees.

7.Improve leadership, and practice modern supervision methods.

8.Drive out fear

Quality Philosophy and Management Strategies – W.
Edwards Deming
9. Break down the barriers between functional areas of the business

10.Eliminate targets, slogans, and numerical goals for the workforce

11.Eliminate numerical quotas and work standards

12.Remove the barriers that discourage employees from doing their jobs

13.Institute an ongoing program of education for all employees

14.Create a structure in top management that will vigorously advocate the

first 13
Seven Deadly Diseases of Management – W. Edwards
Deming
1. Lack of constancy of purpose

2. Emphasis on short-term profits

3. Evaluation of performance, merit rating, and annual reviews of performance

4. Mobility of top management

5. Running a company on visible figures alone

6. Excessive medical costs

7. Excessive legal damage awards

Quality Philosophy and Management Strategies – W.
Edwards Deming
• Recommended model for

improvement

• Plan-Do-Check-Act, are often

called as PDCA cycle

• The check step is sometimes

called “Study”
Fig. 3. The Shewhart cycle
• Then the cycle becomes PDSA
Quality Management Philosophy – Joseph M Juran
• Three components
• Juran Trilogy of planning, control and improvement
• Planning
• Identifying external customers and determining their needs
• Planning for quality improvement on a regular basis
• Control
• Statistical process control
• Improvement
• Project-by-project improvement
• Higher quality than current levels
• Breakthrough and incremental improvement
Total Quality Management
• “A management philosophy and company practices that aim to harness the human and material

resources of an organization in the most effective way to achieve the objectives of the organization.”

• Formal definition of TQM as given by British Standards Institution

• Main targets of TQM

• Customer satisfaction

• Continuous operational improvement

• Continuous cost reduction

• A “want to” culture instead of “have to” culture

• Highly skilled workforce

Quality Cycle
Organization
8-10 members
Same area
Supervisor/moderator
Presentation
Training
Implementation
Group processes
Monitoring
Data collection
Problem analysis

Solution
Problem Identification
Problem results Problem analysis
List alternatives
Cause and effect
Brainstorming
Data collection and
analysis
Reasons for limited success
• Ineffective training and lack of proper impact measurement

• Major focus was on customer and integrating quality goals with business goals

• Inadequate use of statistical methods and insufficient recognition of variability reduction as a

prime objective

• General as opposed to specific business-result-oriented objectives

• Too much emphasis on widespread training as opposed to focused technical education

• Wrapping around ineffective programs like Zero defects, quality is free, etc.