<br>

2020
MSBTE

TY.
Diploma

Scheme

Strictly as per new revised 'I Scheme

w.e.f. academic year 2019-2020

INDUSTRIAL ENGINEERING
ANDQUALITY CONTROL
Semester VI- Mechanical Engineering Group (ME) (Code : 22657)

Same Subject, Same Authors with New Publication

N. S. Salunke Dr. S. B. Ingole

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Solved Latest MSBTE Question Papers upto Summer 2019.
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Industriai Engineering and

Quality Control
:
(Code 22657)

THIRD YEAR DIPLOMA tioy

Maharashtra State Board ofTechnicaEducation (MSBTE)

Semester VI - Mechanical Engineering Group (ME)

Sirictly as per new revised " Scheme w.e.f. academic year 2019-2020

N. S. Salunke Dr. S. B. Ingole

M.E. (Mechanical) Principal, Dr. D. Y. Patil College of Engg. and
Lecturer in Department of Mechanical Innovation,
Engineering Varale Campus, Purne.
Sinhgad Technical Fducation Society's
Formeriy, Lecturer, Department of Mechanical
SVC Polytechnic, Pune. Engineerig.
Maharashra, India. Y. B. Patil Polytechnic, Akurdi, Pune.

Price 195/
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Publications
1ok Code : MDE66A)
<br>

Work Study (Method Study and Work

Measurement)
UNIT I

Syllabus

1.1 Industrial Engineering : Definition, Need, Objectives and Scope.

1.2 Work study: Method study (Motion Study) and Time study (Work Measurement).
1.3 Method study : Definition, Objetives, Procedure, Selection of work.
1.4 Recording Techniques : Process Charts Outline process chart, Flow process chart, Two handed
process char/Simo Chart, Multiple activity chart, Flow diagram, String
iagram, Therbligs, Travel chart.
1. Work Measurement:Objectives, Procedure, Time Study, Time Study Equipment. Stopwatch Time
Study,
Allowances, Calculation of Standard Time.

1.1 Industrial Engineering

1.1.1 Definition

According to the Institute of Industrial Engincers (IE) Industrial Engineering is concerned

with the design,
development and installation of integrated systens of people, material, cquipment and energy".

It draws upon specializzd knowlcdge and skill in the mathematical, plysiçal and the social science togeher with the
principles and methods of engincering analysis and design to specify, predict and evaluate the results to be obtained
from such systems.
Industrial Engineering can be defined as the planning, scheduling and control of the activities that transform
inputs into
finished goods and services.

1.1.2 Need

Industrial Engincering supports services for the workers supervisors, staff and management.

It helps the company to be competitive in the market.

Industrial Eingineering helps to lower costs for producing a quality product.

Industrial Engincering helps in planning and producing a beter product.

It helps to stabilize company in the business.

Because of Industrial Engincering, company is in position to satisfy customer and stakeholders need.

1.1.3 Objectives and Scope

The primary objcctives of Industrial Engincering are

:

To inerease productivity by optimum utilization of input esources.

To opimize, complex processes and systems by climinating wastage of production time.

To improve methods of operation.

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Work Study (Method Study

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Work Measurererf,
Industrial Engineening and Quality Control (MSBTE) 1-2

To control production costs.

To develop various methods of cost control and value addition.

To develop cfficient and effective operation work cycle.

1.2 Work Study- NMethod Study (Motion Study) and Time Study (VWork Measurernent)

Work study is a generic term for techniques used for dhe czamination of hurman vork and systermatic itvestiztin of ali
the factors which aflect the efliciency of the proces, in order to seck inprovements.
Work study investigates the work done in an organization and aims at finding the best and the most efficiert vay
utilizng the available resources (men, material, money and machinery) to achieve hest possible quality
t
wrk vhich
involves least possible time and causes lcast possible fatigue to the worker.

According to the lLO (nternational Labour Organization), "Work Study is a tern used to ernbrace the tectiques t
method study and work measurement, which are employed to ensure the best possible use of hurran ard raterial
resources in carrying out a specified
activity".
Work study has two closely related techniques, method study, an examination of the ways of doing work.

Work measurement, which is the assessment of the time, which a job should take. Both are carried out systetratically
and follow very similar patterns.

Work Study

(a) Method Study

(b) Work Measurement

Fig. 1.2.1
Table 1.2.1 Difference in procedures
Sr. No.
Method Study Work Measuretent
1 Select task/work to be studicd.
Select task/work to be studicd.
2. Record the facts.
Record the facts.
3. Examine the facts.
Analyze the facts.
4. Develop and define the new
method. Measure the task.
5. Install the new method.
Compile the standard
time.
6
Maintain the new method.
Define method and
its related time.
1.3 Method Study

Define method
study. MSBTE:VWA418,545
Method study investigates
the work done in an (14, W48, 9-19)
using available resources, organization and
i.e., men, it aims at finding the best
material, money and most ellicierit
and machinery. y

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Industrial Engineering and Quality

Control (MSBTE)
1-3 Work Study(MethodStudy & Wotk Measuement)
It aims at finding the best possible manufacturing
proccdure, which involves least tinme and does not cause
workers. In brief method study aims latigue fo Uhe
at finding the best way of doing a job.
Definition

Method study may be defined as the systematic investigation

of the existing mcthod of doing a job in order to develop
and install an casy, rapid, effective and eflicient
proccdure for doing the same job and at lower costs.
This is generally achieved by climinating unnccesary motions involved
in a certain procedure or by clanging the
sequence of operation the process itself.
of

1.3.1 Objectives of Method Study

MSBTE: W44,16,18,S-16.19

What are the objectives of method study

? (W-14,W-16, S-16, W-18, S-19)
Method study has the following objectives
(scope) :
Improvemcnt in process and procedures.

To find the best way of doing job.

Better workplace layout and bctter working conditions.

Less fatigue to operators.

Better product quality.

Improvement in the Use of materials, machines and manpower.

Efficient and fast material handling.

Greater job satisfaction, higher standards of safely and health.

Reduction in waste and scrap.

Smooth and streamtined flow of

production and proesses.

1.3.2. Method Study Procedure

MSBTE:S.14.17,W-17

State the basic procedure of workstudy (S-14)

procadure for carying out method study

State basic (s-17)

QWite down basic steps in method study (W-17)

Method study can be perfomed in the following steps :

Select : The work to be studied under the light of cconomic, technical and human factors.
()
() Record :
Áll the relevant facts about present or proposed method by observations or analysis.

(i) Examine : The recorded facts critically and question each detail ofjob considering in turn the purpose of the activity,
the place where it is performed, the soquence in which it is done, the persoa who is doing it and the means

by which it is done.
(iv) Develop : The most practical, economical and effective method considering all the circumstances.
(v) Define : The new method so that it can always be identified.

(vi) Install : The new method as standard practice.

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Industrial Engineering and Quality Control (MSBTE) 1-4 Work Study(Method

Study&Work
Measuremeng

(vij) Maintain : The standard practice by regular routine checks. The methodstudy procedure is shown
ninFig. 1.3.1.
SELECT
Work which can be studied with economic advantage

RECORD
ALL facts about the jobloperation

EXAMINE
The facts critically (purpose, place sequence, person)
seek altematives, simplify, eliminate, combine or chanige

DEVELOP
Arecord of an improved method under prevailing conditions.
Reexamine and select best method

DEFINE
Method, procedure, layout, equiprment working conditions,
R-materials, quality instruciorts

INSTALL
Theimproved metihod,
plann
altago implement

MAINTAIN
Verilty at regular intervals that the improved
method is in use

Fig. 1.3.1: Method study procedure

1.3.3 Selection of Work for Method

Study
Method study means a change for
the better. Any change is normally resisted
by people. This resistance may be from all
levels right from the töp. It is necessary to
combine the employees and get their
whole hearted co-operation method study to
succecd. The effeciveness
of method study can be proved by improving some if is
inconvenient from the point of view unpopular jobs which are unsafe, dirty ar
of employees. That job under study should be viewed
in perspective with the related
Components.

In the choice of a job to be studied, the following

factors should be kept in mind.

Factors for selection of

work for method study

(a) Economic considerations

(b) Technical considerations

(c) Human reactions

Fig. 1.3.2:Factors for selection of workfor method

study
(a) Economic considerations : Cost is the usual
basis for the selection of iobs for method
out the study if the economic study. It is waste of time to c
importance of the job is small or the
if job is likely to be discontinued or modified n
future. The time and money spent in conducting a
long investigation should be justified by
the savings resulting tro

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Industrial Engineering
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1-5 Work Study (Method Study & Work Measurenmen)
(b) Technical considerations
: As regards technical
technical knowledge aspect, method
is available to carry out study engineer should make sure that adequate
the study and to overcome
(C) Human reactions : manufacturing difficultes.
It is quite difficult to predict emplovee
investigations and changes method attitudes. since mental and
emotional rea
of should be anticipated. Ifthe study a
unrest or fecling, leave it alone even of particular job appears to be
il
positive about worker's physical
though it is cconomical. Method study
engineers make sure that selecteu ju
leau.
and mental conditions.

14 Recording Techniques

Ihe success of whole procedure depends upon the accuracy with which the facts are
recorded because thcy will provia
the basis of both the critical examination and the development
of the improved method. All (he facts relating to selectea av
recorded in forms, charts and diagrams.
jou

They comprise :

(a) Charts : Indicating process sequence

() Outline process chart

(ii) Flow process chat
1. Man type
2.: Material type
3. Equipment type

(b) Charts : Using a time scale

) Multiple activity chart

(i) Simo chart

(C) Models and diagrams : Indicating movement

) Flow diagram

() String diagram
(iii) Cycle-graph

(iv) Chrono cycle graph

(v) Two-three dimensional models

14.1 . Process Chart

MSBTE:W14,S-1518
the process charts usedin data recording
OList aethe importance of each chart with
süitabe eramnie

(W-14,s-15)
Explain the symbols Used in process,chait.
(S18)
a diagram, a picture or a graph which gives an overall view
A chart may be of the process. A chart representing
s he calleda process chart. process a
A chart records graphically or diagrammatically,
in sequence the
process.
operations connected with a
oenerally represented by symbols.
symbois proauce a beter picture and quick
e charts
understanding of the facts
ises the following five basic symbols to record different types of activites:

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Industrial Engineering and Quality Control (MSBTE) 1-6 Work Study (Method Study & Work Measurement

Process chart symbols are given in the Table 1.4.1.

Table 1.4.1
Symbols Activity Meaning
Operation It indicatesmain steps in a process, method or procedure.
Üsually the part
material, or product concerned is modified or changed
during operation
e.g. Cuttinga bar on a power hacksaw,
filing, facing etc.
Inspecion |Inspection is an act of checking for correctness of the quantityy or
quality of the
|items. e.g. Gauging piston pin or checking the hardness of a mild steel piece etc.

Transport This indicates a movement of workers,

materials, or equipmént from place to
place. e.g. M.S. bar being sent from stores to
machine shop, Gear blank from lathe
to milling machine etc.
Delay |Delay occurs when something stops the process and product
(Temporary storages) waits for next event
(operation). e.g. Power failure, machine
breakdown etc.
Storage It indicates when any object is intentionally retainecd a
in state or location and
|Temoval of the object requires proper
authorization.
e.g. Milling cutters
lyingin tool store, finished goods ready
In addition to the basic symbols discussed for sell etc.
above, there are symbols
outer symbol. for combined activities also.
The important event has the
Operation-cum-Transportation
Example : Articles are being painted as
the chain conveyor transports
them.
|Inspection-cum-Operation
Example : A powder milk
tin is being weighed (inspection) as
the events occur simultaneously. it is filled. Both

1. Outline process chart

Definition
«Somctimes in the initial
stages of the study an
overall view of the
the key operations and inspections job under study can be obtained
without going into all by recording only
movements and storages" the operations and inspections and
sucha chart is known as an Outline other activities like delays,
Process Chart.
The outline process chart gives
the overall picture
material enters into of the process. It is a graphic
the process and of the sequence representation the
of points at whica
of all operations and inspections
The general flow of the process associated with the process.
is indicated by vertical lines
while horizontal lines
introduced. indicate the material being
The chart does not show where
work takes place or who
inspection. Hence only two of five symbols are performs it. It is only
concerned vith operations ano
used in this type of chart.
Eallowing examples shows construction
of an outline process chart for manufacturing an
axle and castle nut assembly.
Example 1 : Manufacturing an axle and castle nut assembly

Axle Castte nut

Spilt-pin

Fig. 1.4.1

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Work Study (Method Study
Industrial Engineeringand Quality Control (MSBTE) 1-7

Outline process chart

Chart starts: Machining of axle

Chart ends: Inspection of component

Chart: Prescentproposed

Outline ProcessChart (Present Proposed)

nut assembly
Task Manufacturing an axle and castle
Chart begins: Machiníng of axle

Chart ends: Inspection of component

Datea Charted by :
Castle
AXle nut.Spit-pir
(Raw mate, 55 x 12) (M10) (Readymade
available)
Tuming dia.(1) Facing(1)

Inspection: 1|) Turring(2)

Machining head 2) Inspecton

1
Ihspecton Threacing(3)
2
Drillhole for split
threading (3) pin(4)

Chamtering4) Chamtering
(5)

Final assembiy 10)

Final inspection

Symbol
Summay
Frequency 10 4

Fig. 1.4.2:Outline process chart

MSBTE S18
process
ADaw.an outline chartto changethe SIMGARD Of a möbile phone. (Similar to
Example 2)S8

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Industrial Engineering and Quality Control (MSBTE) 1-8 Work Study (Method Study & Work Measuremena

Example 2 :Task of changing the refill of a ballpoint pen

Task: Changlng refill of a ballpolnt pen

Chart begíns : Unscrew cap.

Chart ends : Screw the cap

Date: Charted by:

(1)Unscrew cap;

Unscrew neck

Remove the old refill

(4) Assemble the spring on new refill

(5) Platethe refill in the barrel

(6) Screw the neck

1:Checkif the bal pen writes

(7) Screw thecap

Symbol.

Summary
Frequency 7 1

Fig. 1.4.3:Outiine process chart

Another example of Outline process
chart is as shown in Fig. 1.4.3.
It is prepared for the task of changing the
ballipoint pen. rehl

W
MSBTE:
QPrepare outline process chart for replacement of battery in a car. (Similar toExample 3) W-181

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Industrial Engineering and Quality Control (MSBTE) & Work Measurement)

1-9 Work Study (Method Study

Example 3:Outline process chart for replacement of punctured tyre from a car

Outline Process Chart

ask To replace punctured tyre of car

Chart begins: Remove tyre nuts

Chart ends : Tightens tyre nuts

Charted by :
Daten
(1) Remove punctured tyre by loosening nuts

2)
Remve tube from tyre

1
Inspect punctúre and put amark on it

(3) Puncture repairing

2Inspect the foreign material is

removedfrom
tha tyre
(4) Fit tube in thetyre

6) Fillairintherepaired tyre

Fit the tyre to the car by ightening he. nuts

Symbol
Summary

Frequency 6

Fig. 1.4.4: Outline process chart

2. Flow process chart

A flow process chart is a detailed version of outline process chart and it records all the events.
Definition
Flow process chart is defined as a graphie representation of all operations, inspections, transportation, delays and stornges
occuring during a process or procedure which includes information such as time required, quantity and distance moved etc.

Types
There are three types offlow process charts, namely :

Types of Flow process

chart

1. Man type

2. Material type

3. Machine or Equipment type

Fig. 1.4.5 :Types of

flowprocess charts

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& Work
Work Study (Method Study Measurete
Quality Control (MSBTE) 1-10
BE Industrial Engineering and
does.
1. Man type : It records what the worker
material.
2. Material type : It records what happens to the
3. Equipment type : It records how the cquipment is uscd.

ig. 14.5 shows different types of low proccss charts mentioncd above.

1. Man type

Example 1: Inspection of component

Flow Process Chart (Man Type)

Task: Inspection of component

Chart begins : Man in inspection Dept.

Chart ends : Man in inspection Dept

Date:: Charted by....

To goods receiving

Locate component

Pickout component

To inspection department

Set the component to bench

Visual inspection

Measure and record lenght

(5) Put inspection seal

To stores
6
Enter in stock

Return to inspection department

O
Symbol
SummaryY

Frequency 6 4 1

Fig. 14.6 : Flow process chart (Man type)

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E Industrial Engineering
and Quality Control (MSBTE) & VWork Measurement)
1-11 Work Study (Method Study
Example
2:
Outline a flow process
chart for 2. Material type
Checking diameter of 50 mm
of shaft
C
Flow Process Chart (Material type)
Flöw Process Chart

Task; Watering the garden

Task: Checking diameter of
$0 mm of shaft : Hose lying in the cupboard
Chart beglns
Chart begins : Inspector goes to store for materiäl
Chart ends :Hose lying in the cupboard
Chart ends : Store the shaft in store Charted by
Date...
Date: Charted by
Lying in cupboard !
1oofooof To goods receving
V
Locate component
(1) Lifted

2 Pickout component 3 Meter To Top

To inspection department
2) Flxed to Top
Set the component to bench
Used for watering
3)

1Visual inspection
(4) Removed from top
(4)a Measure and record diameter.

Put inspection seal 1Meter 2To Cupboard

3 To stores
(5) Replaced in cupboard
Store the material in stores
Lying
in cupboard
Summary
Symbol Symbol Frequency Time
Distance
Summary

Frequency

2 4 Meter
Fig. 1.4.7: Flow process chart(Man type)
2

Fig. 1.4.8 :Flow process chart

(Materialtype)

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Work Study (Method

EF Industrial Engineering and Quality Control (MSBTE) 1-12 Study & VWork
Measure

3. Machine or Equipment type

Machine type chart

Task : Machine of component

Chart begins :
Machine idle

Chart ends :Machine idle.

Date : Charted by

1 Machine idle

Job loaded on machine

2 Machine starts for operation

3 Machine stops, job unloaded

Machine idle, job

inspected

Machine setting checked

Machine setting chânged

3 Machine idle, wait fot next

job

Summary
Symbol

Frequency
DO
4 3 1

Fig. 14.9:Flow process

The flowW process chart is chart (Machine
useful: type)
To reduce the distance
travelledby men or
material.
To avoid waiting time and unnecessary
delays.
To reduce cycle time
by combining or eliminating
operations:
.Tofix up the sequence of operations.
To relocate the inspection stages.

1.4.2 Two Handed Process

Chart

Construct two handed

pocess chart for MSBTE..W.16.5-18
Construct: two
the assembly of Nut
handed process chart and Bolt with summany
Fig. 1.4.10) for assembly of
nut, bolt
and washer. (Similar
Shown
Draw the two handed process chart
for an activity of
to Examp
replacing the
old battery of
mobile
handset.

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Industrial Engineering and Quality Control (MSBTE) 1-13 Work Study (Method Study

worker's hand are recorded in their relationship to onë

The Two Handed process chart is chart in which the activities of
another.

It is commonly uscd for repctitive and short operations.

are examincd with a view to eliminate wasteful, nnecessarY,
Once the activitics have bccn recorded, they
uneconomical and non-cssential motions.
Remaining motions are simplificd and sequenced to achieve bctter performance and
operator comfort.

The amplification of this charts are

:

(a) To visualize the complete sequence of activitics in a repetitive task

(b) To study the work station layout

The two handed process chart is shown in Fig. 1.4.10.

Example 1 : Assembly of nut with bolt

TWo Hand Process Chart

Task/Job:Assembly of nut with bolt

Date Charted by

Symbols
S
Left Hand Right Hand
LHRH
Pick up bolt 1 Idle

Hold 1 Pick Up nut

Hold To left hand

Hold 2 Assemble
screw up)

Symböl

Summary LH Frequency
3

RH Frequency

Fig. 1.4.10:Two handed process

chart

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Work Study (Method | Study Work MeasureTe
1-14
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Quality Control
Industrial Engineering|and

mobile handset
Example 2: Replacement of old battery of
Right hand
Symbols
Left hand

1 Idle
Move to handset

Tdle
Pick up the handset

Hold the handset Remove back cover

Hold the handset Remove old battery

Hold the handset D>1 Move to table to put old battery

Hold the handset 3 Pick up new battery

Hold the handset 2 Move to left hand

Hold the handset Place the battery in the handset

4

Hold the handset Move to take cover

Hold the handset 5 Pick up cover

Hold the handset 4

Move to left hand

Hold the handset

Put the cover on

Fig. 1.4.11:Two handed process

chart
1. Multiple activity chart

MSBTE:S-14
Q.Explain the multiple activity
chart with proper example.
(S-49
Where a number of workers work
in a group or an individual operator
have to be co-ordinated activitis
for getting proper results. handles two or more machines, their
A
multiple activity chart
records simultaneously
and shows interrelations between the activities of all
the workers and machines sca
them. on a common time
By using separate
vertical columns
to represent the activities of ineo
either man or machine during different operators or
the process. machines on a Commoni

Objectives
To detect idle time
of the machines and workers
during the process.
To determine number
of machines which an operator
should be able to
To decide number of workers in a group. look afer.

To balance the work teams.

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BIndustrial Engineering and Quality Control (MSBTE) 1-15 Work Study (Method Study & Work Measurement)

The activities and their times are recorded in their respective columns. ie. activities performed by the man are entered into
man column and those performed by the machine are shown in machine column.

Only two symbols are uscd in multiple activity chart, these are :

Working
Idle
Fig.1.4.12

Applications

A niultiple activity chart finds applications in:

) Plant repair and maintenance

() Construction jobs
(iü) Planning team work

Man-machine Chart-Present Method

JobOne operator operating two machines
Operator
Activity MCI MIC I Symbol
Charted by:
Loading1 min 1 min

Date Machining 8 min

5min
Unloading1 min. .min
Time.
(min) Operator MCI M/C IT

3
r4
5
Idle
6
7
8

10
11

12

Idle

Fig. 1.4.13: Multiple activity chart

Hg 14.13hows a multiple activity chart. An example of man-machine chart is shown in Fig. 14.13. Here one operator
Operäles two semi-automatic machines simultaneously. The activities of the operator are recorded in a separate verical
columns. The activities of the two machines are recorded in two separate vertical columns. The different açtivities ike loading.
machining and unloading arce represented by diflerent symbols. Blank space shows the idle time.

2. SIMO Chart

Simultancous Motion Cycle Chart (SIMO chart) is a recording technique for micro moion study.

It is an extremely detailed left and right hand operation chart.

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Industrial Engineering and Quality Control (MSBTE) 1-16

It shows on a common time scale the simultaneous minute movements (therbligs) pertormed by the two hands

operator.

The time scale is measured in winks.

Simo chart is used for micro motion analysis of:
(0) Short cycle repetitive jobs
(ii) High order skilljobs

It finds applications in
jobs like:

() Packaging
(ii) Repetitive use of jigs and fixtures
(i) Inspection ett.

It permits very accurate and detailed analysis.

However, the technique is limited because of the high cost of flming and analysis.

A simo chart for assembly of nut and bolt is shown in Table 1.4.2.

Table 1.4.2: SIMO chart

peration Nut to bolt Film No.

Operator: Operator No,

Part Name Date

Method: Present/Pröposed Charted by

Left hand Symbol Time(Wink)Total Right hand
Time (Wink)Symbol

To bolt TE 12 12 12 TE To nut
Grasp bolt G 10 22 10 G Grasp nut
Move to TL 10* 32 10 TL Move to assembly
assembly position
Hold bolt H
8 42 10 P Position nut over
bolt

3. MTM (Method Time Measurement)

W
MSBTE

(W-16)
OExplain MTM(MethodTime
Measürement) in context of workstudy
a
A work measurement technique whereby times established build up the time for
for basic human motions are used to
job at a defined level of performance. One such technique is MTM
ie. Method Time Measurement.
In this method, standard time is calculated on the basis
of MTM data.
MTM data consists of time values
of all motions and appropriate allowances.
MTM analyses the task into the basic human movements.
Some ofthe basic movements are given uo
() Reach-R (iü) Move - M
(ii) Turn -T (iv) Grasp-G

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Industrial Engineering and Quality Control (MSBTE) 1-17 Work Study (Method Study & Work Measurement)

1.4.3 Models and Diagrams

MSBTEST6
sketch
string diagram with (s-16)
|Q.Explain
1. Flow diagram
necessary for performing the specified work. It does
Bow nrocess chart only shows the scquence of various acivities
men and materials s from one location to another. The path of movement can
notshow clearly the
path of movement of
diagram, string diagrams or models.
be better visualized by flow
machines, storage
to scale. It shows the relative position of production
A fow diagram is a diagram which is drawn
diagram.
men or materials is marked on to flow
-area, gangways etc. and the path followed by
are :
Steps in.drawing flow diagram
area as per:scale.
) Draw the plan of work etc.
benches, store, racks, inspection points
tools,
() Mark the relative positions of machin
direction ofmovement.
workman or material on the diagram and indicate the
(iüi) Draw the path followed by
movements.
different colors are used to denote different types of
(iv) Serial numbers and
on to the diagram.
Process symbols may also be added
()
Fig. 1.4.14 shows a simple flow
diagram.
Method
Flow Diagran Present

material from store machined

Job: Raw
and finished components stockedin stores

Diagram prepared by Date:

Scale

Dri
Mill

Shaper Grind

Lathe Inspection

Material Finished
stores store

Fig. 1.4.14: Flow diagram

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2. String diagram
the paths are many and repctitive,
When
a
flow diagram becomes congested and it is diffcult to trace
it
understand, under such conditions string diagram is preferred.
String dingram is a scale plane the shop in which every machine or facility is marked and in which: a thread
of

trace and measure the path of material or worker while performing particular operation.

Steps in drawing string diagram:

() Draw the scale plan of workplace on soft wooden board.

(i0) Mark the work stations like machinery, stores, work benches etc.

(ii) Fix the pins on the markings and also at the turning points of routes.
(iv) A continuous coloured string or thread taken from the first to last
pin is wound to mark the path followed wor

or materials.

() The thread when measured gives approximately the total distance travelled by a worker or
the material,
Fig. 1.4.15 shows a string diagram.

string Diagram
Job: Study of movement of a machinist

Prepared by : xyz Date

Scale

Machine
Machine
Machine
Nearby
Nearby

(Inspection OToilet
Tool
room

Stores Supervisor

Fig. 1.4.15 : String

diagram
Uses
(i) Useful where complex movements are
involved in plant layout.
Useful to indicate back tracking, congestion,
(i) bottlenecks, owner
and underutilized paths on the shop floor.
(i) Measre the distances involved and prints out whether a
workstation is suitably located.

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(iv) Useful to decide the most economical routes to do a particular operation from the pattern of movements.

3. Cycle graph
movements which are
These are photographic techniques introduced by Gilbreth. These are used especially for those
details.
too fast to be traced by human eye. Thesc mcthods are very accurate and record minor

Definition
A
cycle graph is a record of path of movement by hands
or any other body part of an operator while he is
source of light on a photograph.
performing an operation, traced by a continuous
Continuous path

Fig. 1.4.16: Cycle graph-record

A small lectric bulb is attached to hand, fingeror other part of the body of theperator performing the operation.
A photograph is taken by stil camera and the light source shows the path of motion and the path of photograph is
called "cycle graph".

4. Chrono cycle graph

Cycle graph has a limitation. It will not show the direction or the speed of movement. This limitation is overcome by
chronocycle graph.
Pear shaped
dots

Fig. 1.4.17 : Chrono cycle graph-record

Definition

The chronocycle graph is a special fon of cycle graph in which the light source is interupted suitably from 10 to
30 times per second. It records the path of movements in the form of pear shaped dots on the photographic plate.

The pointed end of the pear shaped dots shows the direction of movement and the shape and spacing these dots
of
indicate whether the speed of working is increasing or dereasing.
Knowing the rate at which the light source is being ínterrupted, the speed of movement can be easily determined.

5. Tefmplates and models

Unlike flow diagrams or string diagrams, templates (Two - dimensional model) and three dimensional models
present more realistic picture of the workplace.
Templates are two dimensional cutouts of card board or colored paper. Different colored templates may be used to
indicate various facilities like machinery, storage racks, benches, equipmeats and the building

These templates show the actual floor space útilization.

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Advantages

() They are less costly.

options.
(i) They can be moved on layout plan, thus providing various layout
can be made.
(ii) Duplicate copies
Disadvantages

() Overhead facilitics cannot be visualized.

() Itis dificult to tunderstand for non technical person.

6. Three dimensional models

Three dimensional models are the scale models of facilities similar to the actual facilities. Besides length and wit,
they show the height of a facility also.
These models are made up of wood or plastic.

They show minor details and can be mounted on a thick plastic sheet acting as a floor
plan.
Models are used mainly to develop floor plans and elevations.

They are especially very useful when multi-storey plant layout

is to be designed.
Advantages

0) For layout person it is easier to understand.

ü) Overhead facilities can be shown,
(iü) Models can be casily shifted.
(iv) They present more or less a
eal situation.
Disadvantages

) They require more storage area.

() They are expensive.

7. Travel chart
Though the string diagram is very
effective way of recording movements
preparation of string diagram takes a long of the workers or equipmen,
time.
Secondly, when many complex movements
along complex paths are involved,
complicated. the string diagram becou
Therefore, when the movement
patterns are complex,
A
the travel chart is a quicker and more manageable technique.
travel chart is a chart or
record of the amount of macchineto
travel by the worker or material
machine or from one while ggoiing from
department to another.

1.4.4 Micro Motion Study

S-14.W-1
MSBTE:

aWhat ismicto-motion study:? (S-14

QState, the lechnlques of imicro motion studý:
Micro motion study means
the study of small motions
known as Therbligs.
Each human activity is supposed
to be divided into these small movements.

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effort, less time
involves less
of such study is to fnd for a
worker one best patterm of movements which
The purpose
complete a task.
and Iess fatigue to an operator with
performed by
Micro motion study involves taking motion pictures of
an activity by camera while being1

timing device.
carried out.
Later on, the film
is studied by running it slowly through a projector and frame-by-frame analysis is

1.4.4.1 Steps
camera. The range of speed is 1 to 64 frames per second.
) Filming the job being performed with a l6 mm movie

) Micro chronometer or wink counter is the timing device kept in the field of view while filming.

The time can be read in winks i.e.

1 1: a minute.
wink = 2000 of

(i) Analysis of the data from the film which includes selecting a typical work cycle from ainong the flmed cycles.
or frequently to identify the motions called therbligs.
Film is run at a very low speed and is usually stopped reversed

(iv) Recording of a data is done using simo chart.

1.4.4.2 Therbligs W-15

MSBTE:

in context study. (W45

the Therbligs tems
of work
Q. Explain

movements or fundamental hand motions of the-workcycle.

Therbligs are used to describe the basic elements of
Frank B. Gilberth founder of method study süggested these therbligs.
and name (Letter or word).
Every therblig is presented by a symbol, a definite coloir
Table 1.4.3.
There are 18 therbligs, as shown in the
at workplace and to mental activities associated with them.
Therbligs refers primarily to motions of human body
Table 1.4.3:Therbligs

Synmbol Coloar Definition

Thethlig:

Putting objects together

#
Assemble A Violet
1.

Light violet Separating different parts of an assembled unit

Disassemble DA
2

Lemon A delay within operator's control

Avoidable delay AD
3. :
yellow

Yellow A delay on which operator has no control.

Unavoidable delay UD
4.
Moving an article from one place to another
TL Green
Transport loaded
5.
Olive groen Moving (a body member, say hand) empty
TE
Transport empty
6. Hunting for an object
SH Black
7 Search
Mental reaction before action
PN Brown
8. Plan
An allowance, idlene or pause to overcome fatigue incumed during
R Orange
Rest previous work.
9.

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Definition
Sr. Therblig Symbol Colour
No.

Turning to line up, orient or change position

10.
Position
9 P Blue

11. F .Gray Mental reaction at enid of search

Find

12. Bumt ochreExamining an object for its quality

Inspect

13. Preposition PP Pale blue Locating an article in predetermined

position so that
tis ready for 1e
14. Grasp G Red Taking hold of something

1s. Use U Purple Manipulating or causing a tool to do its function

16. Hold H Gold ochreRetention

(after grasp)

17. Select Light gray

ST Choosing one object from amongst many
18. Release load RL Carmine
red| Releasing an object

1.4.4.3 Critical Examination

Definition

By applying set of questions to

the recorded data for a selected method
is known as critical examination.
The objective of this test is to analyze
facts and information critically to provide possible
development of improved alternatives for selection an
method.
The critical examination has five
W's and one Hie. what, why, how, when,
where and who.
The governing factors can be purpose,
place, sequence, person and means.
The critical examination
is achieved by means of two sets
of detailed questions :
(a) Primary questions to find out
the facts and reasons behind
them.
(b) Secondary questions
to determine possible alternatives
the current for place, sequence, person or means
method. for improvement oke
The set of primary and secondary
questions is shown in the
Table 1.4.4.

Table 1.4.4
Questions
Primary Qestions
Secondary Questions
Purpose What is done?
What else might
Why is it done? be done?
What should be done?
Place Where is it done?
Where else might
Why is it done there? it be done?
Where should
Sequence When is it done?
it be done?
When else could
Why is it done at it be done?
that time?
When should
Person Who does it?
it be done?
Why does that person Who else could do
it?
do it?
Who should do it?

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Ouestions Primary Questions Secondary Questions

Mcans How is it donc? How else could it be done?
Why is it done that way?
How should it be done?
Thesc questions, in the above scquence are asked systematically every time when
method study is conducted.

1.4.5 Principles of Motion Economy

There are number of principles concerning the economy of movements which have been dévelopcd as a result
of
expericnce and which form the basis for the development improved
of methods at the workplace.
There are 26 basic principles of motion cconomy.
Although all these are not applied to every operation but form a basis for
improving the efficiency and reducing fatigue
in manual work.
The principles are grouped into three headings.

(A) Use of human body

B) Arrángement of workplace

(C) Design of tools and equipments

(A) Use ofhman body

1. Both bands should start as well as complete their motions at the same time.
2. Both hands should not be idle at the same time except during rest period.
3. Use both hands simultaneously and use best motion sequence.

4. Hand motions should be made to the lowest possible classification in order to reduce fatigue.
5. Smooth contimuous motions of the hands are preferable than zigzag or variable motion.
6. Ballistic (Free swinging) movements are faster, easier and more acurate than controlled movements.
7. Rhythm is essential to the automatic performance or repetitive operations.
8. Work should be arranged so that eye movements are confined to'a comfortable area.

9. Hands should be free from all work that can be done by feet.

(B) Arrangement of workplace

1. All tools and materials should be placed at a definite and fixed place within easy reach.
2. ols, materials and actuating devices should be placed in front of the operator at a distance as near as posible.
All

3. Provide gravity feed bins and use gravity conveyors to transport material.

4. Use gravity chute or a conveyor to drop the finished parts near to point of assembly so that operator does not have
to use his hands to dispose of finished parts.

5. Material handling equipments should be so arranged that to deliver the material as close to the point of use as
possible.
6. Materials and tools should be arranged to permit the best sequence
of motions.
7. Provide adequate lighting for beter visual perception.

8. Provide proper tables, chairs etc. whenever possible to

pernit good posture.
9. The height of workplace and chair should be such that worker can sit or stand comfortably.
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10. Keepthe shop in good order, neat and clean.

(C) Design of tools and equipments

work and keep the hands
power tools as possible to reduce manual
1. Use jigs, fixtures, stops, foot pcdals, operatcd
frec as possible.
cnergy.
spccd of work and requirs less
Z. Reduccd noise levcl definitcly incrcases the

3. Two or more tools should be combincd where posiblc. operations.

way that reduce search, find and select
and materials should be located in such a
4. Tools scrapper etc
like screw driver, plier,
maximum surfacc contact between the tool handle and hand,
3. More should be as per the nomal
load distribution on to each finger should be
out by fingers, the
6. Where the work is carried
capacity of the finger. operator can operate with the
cross bars and hand wheels etc. should be so decided that
7. The location of levers, advantage".
position and with best "Mechanical
least change in the body

1.4.6 Workplace Layout

MSBTE WA3

W-15)
a plant layout.
Give the considerations for designing
workers moe
are closely related to cach other. A comfortable workplace keeps
productivity
Good workplace layout and
in poor productivity.
satisfied. Bad working conditions always result
consideration, These
layout general principles and workplace layout should be taken into
Therefore, while designing the

are: area and as close and in front of the operator e

the normal working
1. Materials and tools should be located within
possible.
working area.
Fig. 14.18 shows the normal and maximum

Maximum working
Maximum working
area (Left hand) area (Right hand)

Normal Normal
working area working area

Fig. 1.4.18: Operators working area

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2. Anything kept beyond the maximum working arca will make movement
of the trunk and increase fatigue.
3. Materials and tools should be located in the
order in which they are used in assembly.
4. Workplace must be clean and well pointed.
As cleanliness effects worker's efficiency.
5. Workplace must be properly illuminated
s0 as to avoid eye strain.
6. Try to minimize the intensity
of noise as possible because reduction in noise results in the increase
of efiiciency.
7. Height of the chair and the work
bench should be arranged in a way that
permits comfortable work posture.
8 From design point of view, man-machine must
be considered as a single unit. so that man can
handle the machine witn
casiness and maximum
comfort.
9. Worker should be able to operate
levers and handles wvithout changing
body position.
10. Workplace should be free
from the presence of harmful elements like heat, smoke, dust, excess
humidity, vibrations
el.
1.5 Work Measurement

1.5.1 Introduction

Work measurement is also called

by the nme "Time study Work measurement
do ajob or method. involves assessment of time taken to

Work measurement technique finds the time

required to do a job by a qualified operator
working at a standard pace and
using standard method.
The time thus calculated is known as standard
time.
The method to do the job is normally standardized
by using mthod study procedure before carrying out
work
measurement.
Definition
Work measurement is defined as the application
of techniques designed to establish the time for a qualified worker to carry out
a specified job at a defined level of performance.

1.5.2 Objectives

1. To determine the standard time for various operations this helps in fixing wages
and incentives.
2. To estimate cost of product accurátely.
3. Planning and production control.

4. To achieve the delivery dates by assessment of accurate time for completion of order.
5. To find out how many machines an operator can run with the help of man machince chart.
6. To balance the work among the group of workers with the help of multiple activity chart.

7. To identify standard wrket.

To train new employees.

1.5.3 Basic Procedure for Work Measurement

Steps in taking time study are :

:
) Select The work to be studied and determine the objectives of the study.

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operator and the
job,the
(ii) Record : All the information available about the
effective method and
into clements. cnsurc that most motions
detailed breakdon critically to
(iii) Examine : The recordcd data and I the
are bcing uscd. measurement technique andcalculate
suitable work
clement using the
(iv) Measure : The time required to completc cach known as basic time.
cycle which is
the time requircd
to complete the work allowancesto
compensate for
fatigue,
or work cycle.
Add the suitable
The standardI time for
tlhe operation
(V) Compile :
complied and
personal nceds ctc. time has been issue
of operation for which the
of activitics and method
(vi) Define : Preciscly the serics specified.
the activities and methods
the time standard for
mcasurement are shown in Fig. I.5.1
The basic steps in ork STEPS IN TIME
STUDY

SELECT
The job to be timed

OBTAIN and RECORD

Details regarding method, operator, job and
working conditions

DEFINE
job into elements
The elements, break the
convenient for iming

MEASURE
assess the
Time duration for each element and
rating

EXTEND
time)
Observed tine into normal time (Basic

DETERMINE
Relaxation and personal allowances

COMPUTE
Standard time for the operation for defined ijob

or operation

Fig. 1.5.1 : Work measurement procedure

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MSBTE:S19
1.5.4 Time Study
(s-19)

study.
Q.Slate the significance of time
Definition or its elements
times of performing a certain specific job
mcasurement technique for recording the
Iime study is a work necessary for an operator to
analyzing the data so as to obtain the time
conditions, and for
Carned out under specificd
carry it out at a defincd rate of performance.
a limited number of operations, the tme
determining as accurately as possible from
Iime study is a technique for
necessary to carry out a given activity at a defined standard of performance.

The following are the steps in making a time study :

1. Find the observed time for given task.
2. Apply a rating factor and find the normal time.
3. Add allowances for rest etc., and find the compiled time or standard time.
a it may sound
In pertorming a time study, industrial engineers time the effort required perform defined task. While
to

simple, this is a complex process that requires special training and experience.

Time study is the aplication of work measurement technique to establish time for a qualified worker to cary out a
specifed task under specified conditions and at the defined a level of performance.

Uses of time study

1. Determining schedules and planning work.
2. Determining standard costs and as an aid in preparing budgets.
3. Estimating the cost òf a product before manufacturing it.
4. Determining machine effectiveness, the number of machines which one person can operate.

5. Determining time standards to be used as a basis for the payment of a wage incentive to direct labor and indirect labor.
6. Determining time standards to be used as a basis for labor cost control.

Procedure
Procedure for conducting the time study is as follows:
1. Secure and record information about the operation and operator being studied.

2. Divide the operation into elements and record a complete description of the method.

3 Observe and record the time taken by the operator.

4. Determine the number of
cycles to be timed.

5. Rate the operator's performance.

6, Checkto make certain that a sufficient number of cycles have been timed.

7. Determine the allowances.

8. Determine the time standard for the operation.

Reasons for element breakdown

1. One of the best ways to describe an operation is to break it down into definite and measurable elements and describe
each of these separately.

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Such element time standards make
2. Standard time valucs
may determincd for the clcments of the job.
be
it possiblet
an opcration.
determinc the total standard time for
to perform certain elements of the job.
3
A time study may show that cxcessive time is being taken

4 An oncrator may not work at the same tempo throughout the cycle. A time study permits
separate performance mt

to be applicd to cach clement.

Rules for element breakdown

All
a
manual work may be divided into therblies wbich are too short in duration be timed with stopwatch.
to A nnt
of them must be grouped together into elements of suficient length.
The clements should be as short in duration as can be accurately timed.

Handling time should be separated from machine time.

Constant clements should be separated from variable clemcnts.

1.5.5 Time Study Equipments

MSBTE:W:14.18,S3

W-14,W18)
List the time study equipments and its uses

QWhat are the different time study equipments used to perfom time study? (S-19)

Basic time study equipment required to make the time study

are:

Time study equipment

1. A stopwatch
2 A study board

3 Time study forms

Tools of stopwatch time study

The tools of stopwatch time study are important to know before we get into the technique itself.
1. Stopwaiches

(a) Continunous:

) Snapback

(c) Three-watch

(d) Methods time measurement

(e) Digital

() Computer
2. Boards for holding watches and paper

3. Videotape recorders
4. Forms

1. Stopwatches
Stopwatch is the instrument used to measure the time of elements. Two types
of stopwatches commonly used tor us
study are :

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Tools of stopwatch time study

0) Cumulative stopwatch

() Flyback decimal minute stopwatch

(i) Continuous mechanical stopwatch

(iv) Snapback mechanical stopwatch

(v) Three-watch time study

(vi) Methods time measurement stopwatch

(vi) Digital stopwatches and electronic

timers

Fig. 1.5.2:Types of stopwatches

) Cumulative stopwatch

The watch is started by presing the

winding
knob located on the head
winding knob second time. Pressing of the watch and is stopped by pressing
winding knob third time'snaps the
required number of cycles the hands back to zero. Once started will run
have been timed. it until

() Flyback decirael minute stopwatch

This is most commonly used watch.
In this type of watch the movement started
winding knob causes both the hands to is and stopped by slide Pressing
flyback to zero without stopping A
move forward immediately. the mechanisn. From zero point again
To stop the hands at any point, slide they
Fig. 1.5.3.
is used. The flyback stopwatch is shown
in

25

2010

Fig. 1.5.3 : Flyback stopwatch

The six types of stopwatches are still in use today, but new time study
people will select a digital watch if they are
given a choice.

The time study techniques can use mechanical watches, digital watches, or computers as
stopwatches, but the
accuracy increases with digital watches
and even more so with computers.
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(Gü) Continuous mechanical stopwateh

study technique. This technique can be

The continuous stopwatch is uscd in
the application of the continuous time
designed for
stopwatch is spccifically this purpose,.
accomplishcd using any type ofstopwatch, butthe continuous
a part
operator finishes and allowing
stopwatch when the
The continuoUs time study technique calls forstarting the

the stopwatch to run continually until the study is complete.

of every clement and | records this
person reads the watch
at
the end time
While the watch is running, the time study
on the continuous time study form.

(iv) Snapback mechanical stopwateh an

element ends,
continuous time study. Each time the
and casier than
The snapback time study technique is faster restarts automatically timing the
zero, and the watch
immediately snaps it back to
technologist reads the watch and

clement.

(v) Three-watch time study

and the snapback technigues n
time study technique is the best of both the continuous
• The three-watch is a watch in cach stage.
When
on one board. On the three-watch board, there
continuous stopwatches are used &

a common switch that presses down all

time study technician pulls
operator finishes an clement of work, the

crowns.
can be made, the second watch is restarted and is timing the
current element.
One watch is stopped so a reading
next element.
watch is reset to zero and is waiting time the
to
thethird

(vi) Methods time measurement stopwatch

The Methods Time Measurement (MTM) time study technique is used where the predetermined time standard svstem.
-
MIM. The MTM stopwatch measures time in one hundred thousandths of an hour (0.00001), or one TM

(Time-Measured-Unit).

(vi) Digital stopwatches and electronic timers

Digital stopwatches and electronic stopwatches come in every style and type, and most of them have multiple tim
study technique abilities.

Meylan Corporation's Model 19 is a nine-memory decimal timer with the ability to time in seconds, mintes at
bours. The Model 795 MC has both a continuous display and a snapback time.

2. Time study board

The study board is simply a flat board, usually of plywood or

of suitable plastic sheet, needed for placing the time study
forms.

Time study boards change from cheap clipboards

to multi watch digital boards, and they
have one goal to bol
equipment for ease of use. If a simple clipboard
is used, the watch must be held the same
in hand.

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Holding
-Stopwatch
paper clip

Stopwatch
holding device

Fig. 1.5.4 : Time study

Continuous and snapback boards
time study boards will haye one
reversible for left-handed watch holder and a clip for paperwork.
technicians. The watca noIuet is
Three-watch boards are designed
same time. Digital to hold the three watches and a common
handle for depressing all
boards usually have the
watches built in. three crowns at ue
Tme study board is simply a flat board,
usually of plywood or any suitable
hold a stopwatch and time of plastic sheet and it should have
study forms. fittings to
The use of board provides support
and resting face while writing
free to write and operate stopwatch. observations on the shop
floor and makes the hands
The time study board is shown
in Fig. 1.5.4.
3. Time study form
Täking a time study requires
the recording of substantial amounts
element codes or descriptions, ratings of data. These data are in a regular
and element durations. form consisting of
It is more convenient to use pre-printed forms which ensure
that each study is of the same consistent
relevant data are recorded more reliably. format, that all

There are numerous designs of forms; most

work study practitioners have their own
ideas on the ideal layout.
The principal forms used in time study
fall into two groups, those used at the point
the study, and those which are used after of observation while actually making
the study, as part of the analysis process, in
the study office.
A sample time study form is shown in Fig. 1.5.5.

me Study Forn:
Study Person Name: PartName
Date Operatiön
NoK
Operation Description
No. of cycles say4
Standard time
Elemenf DescriptionfObserved time Observed Rating
factor| Nomal Time[Allowances Standard tìme
11
2134time
average

Fig. 1.5.5 : Time study form

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Work Study (Method Study Work Measuremeent)

(MSBTE) 1-32
Industrial Engineering and Quality Control

4. Motion picture camera

can
of several ranges. Because of
constant speed, time taken by cach ilm k
The camcra is driven at constant spccd

calculated.
clerment the exact time can be found.
Thus, by knowing the number
films covered by one operational
of

cov
minutes and if an operation element
camera was sct at 600 flms per minute i.e, cach film takes 0.0166
For c.g. if x 100= 1.66 minute.
operational element would be 0.0166
100 films then time required for this
mcthods.
This method is very accurate but expensive than other

5. Videotape recorder
videotape recorder
method and time standard is the
for studying and recording the
One of the newest and best tools
methods analysis and methods improvement,
Another use of videotape is to tape an operation and
reviewthe tape for

This is called micromotion study.

The tape can be slowed, speeded, and
frozen. It can be replayed to watch
one hand at a time. The videotape is
a
o
methods improvement tool.
to use it as a stopwatch. Many recorders have time
recorders built into them n
The use of videotape recording is also
ending time, and an element or cycle time results.
beginning time can be subtracted from the

6. Time study machine

paper tape is graduated in suehe
In this machine there is a paper tape which rotates on two rollers at uniform speed. The
of a minute.
way that it records timing in fraction

Reading can be scen and recorded throngh a slit provided in the casing of equipment. Here work study man observe be
operation continuously instead of short elements. The tape has to be read at the end of the study.

1.5.6 Applications of Time Study

) For checking time standards obtained by other mcthods.

(i) For timing repetitive operations.

(ü) For planing and scheduling work.

(iv) For determining standard costs which helps in preparing budgets.

() To estimate cost of product before manufacturing it.

(vi) To determine effectiveness of machine.

(vii) To determine time standards which
is used as a basis for the wage payment.
(vii) To deternine time standards to be used as a basis
for labour cost control.

1.5.7 Standard Time

MSBTE:S-14
Q.What is standatd time2. Howit usedto calculate
other parameters of work
measurement? (S-14)
Definition of Standard
time
Standard time
is the timc allowed to an operator
defined level to carry out a specified
of performance. task under specified conditions
and a
Standard time or
allowed time is
the total time
sum
of normal time (basic in which a job should be
time) and allowances. completed at standard performarce. Itist
Policy allowance
is not included.
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Industrial Engineering and Quality Control (MSBTE) Work Study (Method Study & Work Measurement)
1-33

Definition of Basic time

asi meor nomal timc is the time taken by an opcrator of standard performance (rating of 100). An operator, whose
work is observed, may be a slow or a fast worker. His rating may be less than 100 or above 100. The standard rating 1s
taken as 100.

Kating is the mcasure of cfficiency of a worker. Rating factor is determined by comparing actual speed of worker with
the specd of a qualificd worker.

Rating factor Rating of the observed worker

Rating of qualified worker (Slandard rating)
Normal time (Basic time) = Observed time x
Rating factor

Normal time (Basic time) = Observed Operator rating

time x
Standard rating
The basic constituents standard
of time therefore are :
) Normal time or basic time
(ü) Compensation for the difference in operative pace
of performance and standard pertomance
(ii) Relaxation allowance
(iv) Interfereice and contingency
allowance
().Policy allowance
A time study engineer observes and calculates time for the operation considering
various allowanices. This is nothing
but standard time. Once the standard time is known the total production time can
be calculated. Also the performance
rating of the worker is calculated. This helps in deciding the productivity and
hence, for improving the productivity.

1.5.8 Calculation of Standard Time

The standard time for an operation will be the sum of the standard times for all the elements of which
it is made up.
The standard time is expressed in standard minutes or standard hours.
Standard time is the total time in which a job should be completed at standard perfomance.
Standard time = Basic time + Allowances
Observed time x Obscrved rating
Where, Basic time =
Standard rating

The Fig. 1.5.6 may help to clarify the way in which standard time is calculated.
R.F. P F. D 0.A.

Basic Time Allowances

:
Fig. 1.5.6 Standard time

R.F. - Rating factor

P Personal allowance
F Fatigue allowance

D Delay allowance

0.A. - Other allowances

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Industrial Engineering and Quality Control (MSBTE) 1-34

1.5.9 Alowances
MSBTE:S-15W1511

(S-45,W-m
Why allowances are considered while calculating standard time ?

while estimating the standard time.

Explain in brief the allowances to be considered

Definition
umavoidable delayss and fatigue
Allowance is an amountIof time added to the normal time to provide personal needs, of
the opcrator.
results in standard time.
Allowances when added to the normal time.
it
due to ws
continuously. They stop working entirely
typical cight hour workday people do not work
During the
causes such as:

Attending to personal nceds

Resting to overcome fatigue

Talking to supervisors or managenment

etc.
Taking meal breaks, snacks

Waiting for supervisor's assistance

so on
Waiting for instructions, parts, materials, equipments
:
Different types of
allowances are explained below

1. Personal allowance (P factor)

This allovwance is present in any work environment. Ih order to satisty personal needs, the allowance provided is knonm
personal allowance. 5% addition to basic time are used to allow for personal needs.

eg. Getting glass of water, washing hands, going to toilets etc.

2. Relaxation or fatigueallowance (Ror F factor)

Fatigue, rest or relaxation allowance is given toa worker to overcome fatigue incurred
by the worker because excessi
fatigue affects badly the performance ofa worker.

Fatigue is the result of :

Unhealthy working conditions
o Physical exertion
Inconvenient positions while working

Concentration etc.

Generally, fatigue allowance added

from 5% to 50% to the normal time
for light to heavy tasks
3. Delay allowance (D factor)

Throughout the workday, many

interruptions to the work
cycle occur, such as:
Waiting for parts, materials or
tools
Receiving instructions
from supervisors
Waiting for a crane
to clear work area
Answering co-worker's
questions (work-related)
These are the
delays which may
not be compensated
The D factorranges in any way orrfor
which management can
from I to 5% to be held responsible.
the basic time,

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Industrial
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(MSBTE) & Work Measurement)
4. Other allowances 1-35 Work Study (Method Study

Sometimes,
it is necessary to
include additional
personal necds, percentage compensate
fatigue and unavoidable allowances over and above those used to
delays. There are :
(a) Contingency
allowances
There are often
uscd to cover short
periods of extra
task such as: work thattare largely unpredictable and not a part tof measured
Correcting the
material that are
not to specification.
Additional checking
or inspection.
Additional work
caused by
the malfunction of equipment. This allowance should never be more than 5%.
(b) Policy allowances

A
policy allowance
is an increment other than bonus increment
caming for a specified appliedto standardtime to provide a satisfactory level of
level ofperformance.

tis an addition to standardtimeoften used to modify earning

opportunities within
It is allowed as a percentage incentive progiis.
of standard time.
(c) Machine interference
allowances

Sometimes an operator is assigned

to attend to two or more machines are
that running simultaneously. Sooner or
or more machines will later one
be idle while the operator attends to
another machine. This will
normally covered by other produce a delay that is not
allowances (which are discussed
above).
This will cause the operator to appear
to work below standard performance.
To compensate for this, a
machin interference allowance may
be applied as a percentage of standard
time.
1.6 Solved Examples

Ex. 1.6.1:The workers in a company are

expected to work for 410 minutes in a shit and 8 hours.
allowed for personal needs etc. The remaining time is
Deternine the standard time per
piec of a job whose normal time is 3 minutes.
Soln.:
Calculate the Standard time per
piece
Normal time per piece = 3 minutes

Allowances in a shift = 480–410=70 minutes

The allowances of 70 minutes are
converted into percentage.
x 100
70
% Allowances
410
= 17.07% ofnormal time

Standard ime per piece =

3+|3
I100
= 3.51 minutes
...Ans.
Ex. 1.6.2:A particular activity on the shop floor consists of
three elements. Calculate the standard time for the activity. The
various allowances are given as percentage of
the normal time.

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Work Study (Method Study Work NMeasuremert

(MSBTE) 1-36
Quality Control
Industrial Engineering and

Elarnents
1.10 0.20 0.50
Observed time (min.)

90 85
Rating factor (%) 80

Allowances (%)
11 12
10
Relaxation

4 3 2
Delay
6
5
Personal

Soln. :
elenment.
Calculate the standard time of each

() For element
x Rating
Observed time
=
Basic time 100

1.10 x 80 =0.8S minutes

100
allowance - Personal
allowance)
allowance + Delay
Total allowance= (Relax
= 10+4+5
= 19% of normal time

19 x0.88 =0.1672 minutes

Total allowance= 100
allowance
Standard time = Basic time + Total
= 0.88 +0.1672
= 1.0472 minutes

(ii) For element Il

Observed time x Rating
Basic time =
100

0.20 × 90
100

= 0.18 minute

Total allowance = (Relax allowance + Delay allowance + Personal allowance)

= 11+3+8
= 22% of normal tine

22 x 0.18
Total aliowance =
100
= 0.0396 minute

Standard time = Basic time - Total allowarce

= 0.18+0.0396

= 0.2196
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u YUIN ITICU
tYICUIUU JIUuy
VYUIN UUuy
(ii) For element
l
Observed time x

Basic time Rating 0.50 ×

85
100
100
= 0.425
min.

Total allowance= (Relax

allowance + Delay allowance + Personal allowance)
= 12
+2+6=20
= 20% of normal
time
x
Total allowance= 20 0.425
100 =0.085 minutes

Standard time = Basic time+Total

allowance
= 0425+0.085

=0.51 minute
Finally, the standard time for the activity
is the addition of standard elements I,
1, L.
1.e Standard time' = Standard
time for elements ((+i1+1)
1.0472 + 0.2196+ 0.51

= 1.7768 minutes ...Ans.

EX. 1.6.3 A paricular activity on the shop foor consists of three elements. Calculate the standard time for the activity. The
vanous allowances are given as percentage of the normal time. Calculate the standard time of each element.

Elements a

Observed time (min.)|1.0

1.5 2.0

Rating factor (%) 125 120 110

Allowances (%) 20 15 20
Soln.:
() For element 'a'
Observed time x Rating
Basic time
100

1.0 x 125
100

= 1.25 minutes

Total allowance = 20 % of normal time

20 x 1.25
Total allowance = =0.25 minutes
100
. Standard time = Basic time + Total allovance

= 1.25 +0.25

Standard time fora' element = 1.5 minutes

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Work Study (Method
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Industrial Engineering and Qualiy Control (MSBTE)

(ii) For element 'b

Obscrved time x Rating
Basic time
100
x
1.5 120
-1.8 minute
100

Total allowance= 15% of normaltime

15 x 1.8
i.c. -0.27 minute
100
= Basic time + Total allowance
Standard time
= 1.8 +0.27
clement= 2.07 minutes
Standard time for b
(ii) For element c'
Observed time x Rating
Basic time 100
x
2.0 110
=2.2 min.
100

Total allowance= 20% of normal time

20 x 2.2
i.e. =0.44 minutes
100

Standard time = Basic time + Total allowance

= 2.2 +0.44=2.64 minute

Standard time for e lement =2.64 minutes

Finally the standard time for the activity is the addition of standard elements a, b, c

ie, Standard tme Standard time for elements (a +b+c) for the activity
= 15+2.07 + 2.64
= 6.21 minutes

Ex. 1.6.4: A worker takes 15 minutes as a standard time for a job in which total allowance is 20%
of nornal time. lfthe ratrn
of
worker is 105% find the actual time required by the worker.

Soln. :

Given :

Standard time = 15 minutes -

Rating factor = 105 %

Allowance = 20% of normal time

Suppose Normal
tim = NT
Standard time =
Normal time + Total allowance
15 = NT+ 20 NT
100
15. = NT(+02)
NT
5
13-12.5 minutes

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Measurement)
Work
(Method Study &
Industrial Engineering
and Quality Control (MSBTE) Work Study
1-39
ie. Basic time = 12.5 minutes
We know that

Observed time x Rating

Basic time =
100
Observed time x 105
12.5 =
100
...Ans.
12.5 x 100
..Observed time =11.90 minutes
105
. Actual time required by the worker to complete the job is 11.90 minutes.
Compute the
standard time
Ex. 1.6.5: The
observedtimes and the performance ratings for the five elements are given.
assuming personal allowance as 15% and contingency allowance as 2% of basic time.

Element 234
Observed time (minutes)0.4 1.6 1 2.4

Rating 85 8090 85

Soln. :
The basic (normal) time is computed from the observed time as shown in the Table P. 1.6.5.

Table P. 1.6.5

Element OsETed time Rating Nornmal time (minutes)

1 0.4 85 0.4 x 85/100 =0.34

2
3

4
- 1.6
1

2.4
80
90
85
1.6 x 0,80

1x0.90=0.90
=1.28

2.4 x 0.85 =2.04

Total 4.56 min.
Basic time per piec =4.56 minutes
Personal allowance =0.15 x 4.56:

=0.684 minutes

Contingency allowance = 0.02 x 4.56

= 0.091 minutes

Standard time per picce (Basic time + Personal allowance + Contingency allowance)

= 4.56+ 0.684+0.091
= 5.335 minutes ...Ans.

Calculate the standard time for the activity The various allowances
E1.6.6A shop floor actyity:consistsof three eements 8
|MSBTE:W-16, Marks.
are givenas percentage of nonmaßime

Elemens B
Observed time (min.) 1.25 1.22.85
Rating factor (6) 90 115| 85
Relaxation allowance (%) 12 13 8

Delay allowance(%) 3 6 5
Personal allowance (%) 8 6 4
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Study Work
Work Study (Method Measuremen
Quality Control (MSBTE) 1-40
Industrial Engineering and

Soln.:
(i) For element 'A
Observed time x Rating
Basic time 100

1.25
100 X 90

= 1.125 mnutes

Total allowance= 23%

of
normal time

Total allowance=
23.x 1.125 =0.259 minutes

+ Total allowance
Standard time = Basic time

= 1.125 +0.259
element=1.38 minutes
Standard time for A'

(iü) For clement B'

Observed time x Rating
Basic time 100

115 = 1.38 minutes

100

of normal time
Total allowance= 25 %
25 x 1.38
=(0.35 minutes
Total allowance= 100

Standard time = Basic time + Total alloyance

= 1.38 +0.35

Standard time for

B
' element= 1.725 minutes

(iü) For element 'C"

Observed time x Rating
Basic time 100

2.85 x
85 =2.42 minutes
100

Total allowance= 17% of normal time

17 x2.42
Total allowance= 0.41 minutes
100

Standard time = Basic time + Total allowance

=242+0.41
Standard time forC' element =2.83 minutes
Finally the standard time for the activity is the addition
of standard elements A,B,C.

(iv) Standard time

Standard time = Standard time for clements

(A+ B+C) for the activity
- 138+ 1.725 + 2.83
- 5,935 minutes

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B Industrial Engineering
and Quality Control (MSBTE) Work Study
(Method Study

:
Ex. 1.6.7 :The elemental
1-41
stopwatch as
below :
time in minutes of a using
work cycle of an operalion are noted by

Element Cycle 1 Cycle 4 Cycle 5

Cycle 2 Cycle 3

1 1.51 1.40 1.42

1.51 1.38
2 2.68 2.62 2.58
2.70 2.49
3.32 3.40 3.36
3.28 3.40
4 1.22 1.22 1.22 1.19
1.18
5 0.55 0.49 0.59
0.52 0.51
The various
the standard time of operation
Calculate if operator is rated at 120%.
all the elements are manual ones. One
allowances to be given are as follows:
(0
Relaxation allowance -5%
Contingency allowance-3%
(iü) Special and other allowance - 8%.
:
Soln.
Basic time for element [1]

Average time for cyclex Rating factor

= 1.44x 0.12 =1.728 minutes

Similarly, basic time for other elements are calculatcd as shown in theTable P. 1.6.7.

Table P. 1.6.7
Bastc time
Element Average time
1.44 1.728

2 2.61 3.132

3 3.35 4.02

>4 1.21 1452

5 0.53 0.636

Total of average time=9.14 10.968

(a) Basic time per piece = 10.968 minutes

b) Allowances given are

:

Relaxation allowance = 5%

Contingency allowance = 3%

Special and other allowance 8%

Total allowance = 16% of basic time

16 minutes
100 × 10.968

= 1.754 minutes

= Basic time + Total allowance

Standard time of operation
= 10.968 + 1.754

= 12.72 ninutes ...Ans.

20% of nomal time. lf the rating

as time for a job in which total allowance is
Ex.1.6.8 :A worker takes 15 minutes 'a standard Matks
by the worker.
MSBTESW66
of worker is 100% find the actual time required

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Work MeasUrea
Work Study (Method Study
Industrial Engineering and Quality Control (MSBTE) 142
E
Soln.:
Standard time = 15 min

Allowance = 20% of normal time

Rating = 100%

Normal time = NT

Standard time = Nomal time + Allowance

15
20
= NT+100(N)

NT = 12.5 min
.:. Basic time = 12.5 min

Actual time x Rating

=
But, Basic time 100

Actual time x 100

12.5 = 100

Actual time = 12.5 min

the acta
Calculate stardad tme for
three elements
shop fioor consists of
particular activity on the MSBTE:S16,8Mard
Ex 1.6.9: A
allowances are given as
percentage of nomal.
Elements

Observed time (min.) 1.200.500.80

Rating factor (%) 80 90 75

Total Allowances (%) 22 19 20

Soln. :

1. Forl element
Observed time x Rating factor
Basic time
100
1.20 x 80
=0.96 min.
100

Allowance = 22% of basic time

22
100x0.96 =0.2112 min.

Standard time = Basic time + Allowance

= 0.96 +0.2112 = 1.1712 min.

2. For ll element

Normal time (Basic time) Observed time x Rating factor

100
0.50 x 90
100
=0,45 min.

Allowance = 19% of normal

time
19
100 X0.45 =0.0855 min.

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Industrial Engineering
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1-43 Work Study (Method Study & Work Measurement)
Standard time
Normal time + Allowance

0.45 +0.0855 =0.5355

min.
3. For ll element

Normal time = Observed time x Rating

factor
100
0.80 × 75
100 0.6 min.
Allowance = 20% normal
of time
20
100 X 0.6=0.12 min.
Standard time =
Normal time +
Allowance
0.6+0.12=0.72 min.
Standard time for
activity = Standard
time for activities +
I
= 1.1712+0.5355 I+I
+0.72
= 2.4267 min.
...Ans.
Review Questions

2 Marks Questions

Q.1 Define industrial engineering.

State its need. (Sections 1.1.1
and 1.1.2)
Q.2 List the objecives of industrial
engineering. (Section 1.1.3)
@.3 Define method study and work
measurement. (Section 1.3 and 1.5.1)
Q.4 Define work study .state its types.
(Section 1.2)
Q.5 State the objectives of method study. (Section
1.3.1)
Q. 6 State the Principles of Motion Economy. (Section 1.4.5)
Q.7 State the objectives of Work measurement. (Section 1.5.2)

4 Marks Questions

Q.1 State basic procedure for carrying out method study. (Section 1.3.2)

Q.2 List recording devices in method study (Section 1.4)

Q.3 Draw the symbols used in process charts. (Section 1.4.1)

Q.4 Draw an outline process chart to change the SIM CARD of a mobile phone. (Section 1.4.1 Example 2)

Q.5 Prepare outine process chart for replacement of battery in a car. (Section 1.4.1 Example 3)

6 Marks Questions

Q.1 List the time study equipments. Explain any two of them. (Section 1.5.5)

Q.2 Explain in detail the procedure for calculation of standad time. (Section 1.5.8)

Q.3 Draw man type flow process chart and material type fiow chart with suitable example. (Section 1.4.1(2)

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Study Work Meeasuremenn
Work Study(Method
(MSBTE) 1-44
Industrial Engineering and Qualily Control

example. (Section 1.4.2(1 ))

Prepare multiple activity chart with suitable
1.4.4.2)
Q.5 Draw any six Therbligs and state their meaning. (Section

1.7 MSBTE Questions and Answers

Summer 2014 -Total Marks 22

(4Marks
.1 State the basic procedure of work study. (Section 1.3.2)
(4Matis)
Q. 2 What is micro-motion study 2(Section 1.4.4)
parameters of work measurement? (Section 1.5.7)(5
What is standard time ? How it usedI tto calculate
other tarks
Q.3
with proper example. (Section 1.4.2(1) (3Matksj
Q. 4 Explain the multiple activity chart

Winter 2014-Total Marks 24

activity which consists

of
three elerments. The various allowances are ghven
Q.5 Calculate the standard time for the

percentage of the normal time. (Similar to Example

1.6.6) (8Maris)
Element
Observed time (min)|1.20 0.30 0.60

Rating Factor (%) 80 92 86

Allowances (%)
Relaxation 12 14 16

Delay 5 4
Personal 69 7

Q.6 Define method study and state objectives of method study. (Sections 1.3 and 1.3.1) (4Marks

Q.7 State the techniques of micro motion study. (Section 1.4.4)

(4 Marks)
Q. 8 List the time study equipments and its uses.(Section 1.5.5)
(4 Marks)
Prepare two handed process chat for the process of "filling up ink a
in fountain pen'.
(Similar to Fig. 1.4.10)
(4 Marksj

Summer 2015-Total Marks 18

Q. 10 Why allowances are considered

while calculating standard time ? (Section 1.5.9)
(4 Narts)
Q.11 A worker takes 15 minutes as a standard
time for a job in which total
allowances is 20% of normal time. If retrg
of worker is 100%. Find the
the actual time required by
worker. (Similar to
Example 1.6.8) (5 Marts)
Q.12 List the process charts
used in data recording.
State the importance
(Section 1.4.1) of each chart with suitable
example.

(3 lMarts

Winter 2015-Total
harks 24
Q.13 Give the considerations
for designing a
plant layout.
(Section 1.4.6)
(6 Mads

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Industrial Engineering
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1-45 Work Study (Method Study & Work Measurement)
0. 14 Explain the following
terms in context of
work study. (4 Marks)
(0 Therbligs (Section
14.4.2)
(0) MTM (Method time measurement) (Section 1.4.2(3)

d. l0 WOIKer takes 15 minutes as a standard time for a inh in

which total allowance is 20% of normal time. If the fratng o
worker is 100% find
the actual time required by the worker.
(Example 1.6.8) (6 Marks)
Q. 16, Explain in brief the allowances
to be considered while
estimating
th standard time. (Section 1.0.) (8 Marks)

Summer 2016-Total iiarks 22

Q. 17 Wite any four objectives
of method study.
(Section 1.3.1)
Q. 18 (4 Marks)
Draw the two handed process
chart for an activity of replacing
the old battery of mobile
(Section 1.4.2) hanasel.

(6 Marks)
Q. 19 Explain string diagram
with sketch. (Section
1.4.3)
(4 Marks)
Q. 20 A particular activity on the
shop floor consists of three elements.
Calculate standard time
allowances are given as for the acivity. Total
percentage of normal.
(Example 1.6.9)
(8 Marks)
Elements

Observed time (min.)1.20

0.50 | 0.80
Rating factor (%) 80 90 75
Total Allowances(%)
22 19 20

Winter 2016 Toial. Marks 18

Q. 21 What are the objectives of method study

? (Section 1.3.1)
(4 Marks)
Q. 22 Construct two handed process chart for the assembly
of nut and bolt with sunmay.
(Section 1.4.2)
(6 Marks)
Q. 23 A shop floor activity consists of
three elements. Calculate the standard time for the activity.
The various allowance
are given as percentages of normal time. (Example 1.6.6)
(8 Marks)

Elements A B
C

Observed time (min) 1.251.2 2.85

Rating factor (%) 90 11585
Relaxation allowançes (h) 12 13 8

Delay. allowance
() 3 6 5

Personal allowance (%) 8 6 4

18
Summer 2017Total Marks

(4 Marks)
Q. 24 Why allowances are considered while calculating standard time? Explain. (Section 1.5.9)
(4 Marks)
Q. 25 State basic procedure for carrying out method study. (Section 1.3.2)
Tech Knauledgë

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Study (Method
Study &Work
Work
MeasurerTe
(MSBTE) 1-46
IndustrialIEngineering and Quality Control
are expresSed as perdenaga
The allowances
consists of three elements. data.
Q.
26 A
particular activity of
shop floor activity from
following
ofthe
time for each
normal time. Calculate standard
(Similar to Example 1.6.3)
b
Sr. Element
No. 2.1 1.8
1.5
Observed time in min.
1.
90 100
125
Rating factor
2
15% 10%
20%
Allowances
3
1.4.2)
for assembly of nut, bott
and washer. (Section (4Mat
handed process chart
Q.27 Construct two
14
Winter 2017 Total Marks

method study. (Section 1.3.2)

Q. 28 Write down basic steps in

calculating standard time? (Section 1.5.9) (4Maty

Q. 29 Why allowances are considered while

three elements. Find the standard time for the activity. The allowances
Q.30 Ashop floor activity consists of are
ea
as % of basic time. (Similar to Example 1.6.6) (6Marta
Observed time Allowance
Elements Rating
(min
1 100 % 20 %

2 110 % 15 %

3 120 % 10 %

Summer 2018 Total Marks. 12

Q.31 Draw an outline process
chat to change the SIM CARD of a moble phone. (Section 1.4.1(1)
(4Mats
Q.32 Explain the symbols used in process chart. (Section 1.4.1)
(8Marts
Winter 2018Total Marks 14

Q.33 Define method study. State

tis objectives. (Sections 1.3
and 1.3.1)
Q. 34 List the time study equipments (4 Maril
and its uses. (Section 1.5.5)
Q. 35 Prepare outine process (4 Maty
chart for replacement of
battery in a car. (Section
1.4.1(1)
(6 Matd

Summer2019 Total
Marks 10
Q.36 Define method
study. State
its objectives. (Sections
1.3 and 1.3.1)
a.37 State the significance (4 Mat
of time study. What are
(Sections 1.5.4 the different time
and 1.5.5) study equipments
used to periorm
e(6 Marts

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Industrial Engineeing and Quality Control

{MSBTE) Table of Contents

Chapter
2: Process Engineering
2-1 to 2-26
Syllabus:
2.1Production :Concept, Factors of production, Supply Chain Management.
22 Process Engineering : Functions, Preliminary part print analysis, Selecting and.planning manufacturing process; Determining
manufacturing sequence.
2.3. Line Balancing: Heuristic approach of line
balancing.
2.4 Critical Path Method (CPM) and its application related Projecd
to completin
2.1 Production:
2-1
2.1.1 Concept.
.2-1
2.1.2 Factors of Production.
..2-2
2.1.3 Supply Chain Management
23
2.2 Process Engineering.
..24
2.2.1 Functions.. ....2-5
2.2.2 Preliminary Part Print Analysis.
-..2-6
2.2.3 -Factors Affecting Process Planning.
.2-6
22.4 Selecting and Planníng Manufactuing Process -.....28
22.5 Determining Manufaduing Sequence
..2-8
2.26 Operation Sheet.. ...2-10
22.6.1 Operation Sheet to Produce A Heagonal Nt. .2-12
on
2.2.6.2 Examples Operaion Sheet. .2-12
-22.7 Combined Operations. .2-14

23 Line Balancing - Heuristic Approach of Line Balarcing. .2-16

2.4 Critical Path Method (CPM) and its Application Related fo Project Compleion .2-17

24.1 Objectives of CPM and PERT. .2-17

2.4.2 Terms used in CPM and PERT. .2-17

2.4.3 Rules for Network Construction 2-19

25 Solved Examples .2-19

2.6 MSBTE Questions and Answers. .2-23
<br>

Process Engineering

UNIT II

Syllabus

2.1 Production: Concept, Factors of production, Supply Chain Management.

2.2 Process Engineering : Functions, Preliminary part print analysis, Selecting and planning
manufacturing process; Determining manufacturing sequence.
2.3 Line Balancing: Heuristic approach of line balancing.
2.4 Critical Path Method (CPM) and its application related to Project
completion.

2.1 Production

MSBTE :S-14
Q. Deine Produchion
(S14)
Production is a process whereby raw material is converted into finished products and thereby adds to
the value of utility
of products, which can be measured as the difference between the value of inputs and value
of output.
Production is a process by which raw material is converted into useful product.
It can also be defined as the process by which goods and services are created.
Production is conversion of set of
inps like raw material into somé kind of output. The output of producion is either
Products' like automobile, washing machine etc. or services like service stations, hospitals, hotels etc.

2.1.1 Concept

Production is a value addition process. It is the central activity in a manufacturing firm.

AIl other activities revolve
around production activity.
Basically, production means conversion of set of inputs like raw material into some kind
of output. The output of
production is either Products' like automobile, washing machine etc. or services like service stations,
hospitals, hotels
etc.

Production process is achieved by bringing people, materials and machines together in order to deliver the output. So
production docs not mean the making of only goods but in general it includes services also.
Quantitatively, the word 'Production' means quantity of goods and services produced.

Since, producion is the process of changing inputs into output, every industy therefore can be considered as a
producion system. Production system is the framework within which the production actiities of an enterprise take
place. Manufacturing process is the convesion process through which inputs are converted înto output. An appropriate
design of production system ensures the coordination of various producton operations. There is no single patern of
production system which is universally applicable to all types of production system. Somewhat it varies from one
enterprise to another.

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Process Engineering
Industial Engineering and Qualitiy Control (MSBTE) 2-2 production is given in
example of
Fig. 2.1.1 and an
A gencral block diagram of production system IS Shown in

the Table 2.1.I. Conversion Outputs

process

Land
building Goods
machines services
labour capital
management
material

other Contral

ciagram
Production
system block
Fig. 2.1.1:
of
production system
Examples Output
Table 2.1.1: Transformation
Inputs Educated
knowledge and skills|
System |Imparting
Books, student
Students, Teachers,
Education
castinpe
Classrooms processes|Finished
Casting and finishing
Labour, Moulds
Metal, Furnace, related
Completed
Foundry and other
Labour, Land Construction
Cement, Bricks,
Steel,
building
Building construction
|processes
Repaired vehicle
Servicing and repair
Technicians, equipments
Vehicle repair shop

Production
2.1.2 Factors of a business. Factors of
provide goods or services to customers in
any resources needed to may he
of production refer to productive resources
The factors
a product in a production system. These
resources used to produce factor
as
production are defined set of resources are also called inputs. The
entrepreneurship ofentrepreneur, etc. These factors or
raw materials, labors, capital,
are traditionally classified
as:
of production
1. Land

2. Labour

3. Capilal

4. Enterprise

1. Land
earth
In broader sense, land comprises all natural
resources vhich can be used for generation of goods. It includes
resource which can be utilized for creation of goods or
sunlight, water, air, minerals, coal, forests, river, lake etc. Any natural
services is termed as land. Land stands for all natural resources, which yield an income or have an exchange value.

2. Labour

Any human efort i.e. mental and physical takes place for producing goods and services and bringing then to make

tened as labour.
Human efforts in production is labour. Labor is a unique type of force in a production enterprise. In any economic s,stats
growth is determined by the size and quality
of labour force available.

Puilati

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Industrial Engineering and Quality Control (MSBTE) Process Engineering

2-3

3. Capital

A wealth generated by people in the form

Ca
teeS to amade asscts uscd to produce other poods and services. ic.
of goods ancd services further uscd by them to produce more yealih. it can be termed as capital, It exists in two forms capital
goots amd eapial finds. Tools, cquipments, machincs, buildings, raw malerials are examples of capilal goods. Whereas capital
fund includes cash available in
enterprise for investment.

4. Enterprise
Enterprise s factor of production that combines all otber factors of nroduction for producion of goods and serVIces to
make pront. It can also be termed as cntrepreneurship or entrepreneurs
cconomic value. Entreprencurs organizes factors production.
of
without it, all other factors of producton are ot
au
seeks busineSs oDDortunity, undertake the responsibility 1or
rsk associated with success or failure the the
of busines:
2.1.3 Supply Chain Management

The concept of supply chain management

is originated from logistic research. focuses on improvement of flow of
material and information between suppliers
and customers at the lowest cost and highest
speed. The ultimate objective of a
supply chain is customer satisfacion.
Networking, linkage, matetial and information
flows are the central concepts of supply
chain management in the global
market today.
In simple words, supply chain management takes care
of movement of goods right from its suppliers to the consumers by.
creating a network of all business processes
and activities involving procurement
distribution, management of finished goods. of raw materials, manufacturing and
It is well known that supply chain management
businesses and is essential to company success is an integral part of most
and customer satisfaction.
A supply chain is a network of facilities and distribution
options that performs the functions procurement
conversion of these materials into finished goods
of of materials,
and distribution of these finished items to customers.
organizations directly linked by one or more upstream or A supply chain is a set of
of downstream flow of products, services, finance,
and information
from source to customer. Managing a supply
chain is supply chain management.

Definition of supply chain management

Supply chain management can be defined as the manágement

of flow of products and services, which begins rom the
origin of products and ends with the product consumption at the consumr.
Supply Chain Management (SCM) is also called the art
of management of providing the right product, at the right time,
-right place and at the right cost to the customer.

It also refers the management of the physical and information flow materials
of and finished goods in a supply chain.
Supply chain management is the process of efficiently planning, implementing and controlling
the operations of supply
chain.

Company
Supplier Consumer
or Business

Fig. 2.1.2 : Basic Supply Chain

Suppliers Wholesale,
Marufacturing-| End user
and retailers

Material and information flow

Fig. 2.1.3 : Supply chain management

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Process
Control (MSBTE) 2-4 Engneernn
Industrial Engineering and Quality

management
Objectives of supply chain
generated.
To Improve or maximize overallvalue
given demand.
To minimize total chain cost to mect fixed and

To reduces pre and post production inventory levels.

reduction etc.
means of activities like standardization, variety
To minimize variance by
space eficiency.
To achieve greater labour efficiency, cquipment and
information, product or funds.
Appropriate management of the flow of

Functions of SCM
proper movement of material,
concerned with supplies and
is primarily
Supply Chain Management (SCM) customer satisfaction Some of
areas which are crucial for lheTrA
to those
organization. It also gives equal weightage

funcions of SCMare as follows:

1. Inventory management

2. Distribution and return management

management
3. Customer service and relationship

4. Transportation management

5. Payment and financial management

6. Warehouse management

2.2 Process Engineering

MSBTE S K15 618.19 WA

do you mean by process planning? State its signifcane. (S-4

QWhat
process planning ?
What is process planníng? Explain the steps in
Q
(S-16,$-18,W-18,S-19
Define process planning.s
State theinformation required to do process planning. (S-5|

Definition
Process planning is defined as the systematic determination of melhods by which aproduct is to be manufactr!

economically and competitively.

Significance

Process planing has following benefits :

1. Process rationalization and standardization

2. Productivity improvement

3. Product cost reduction

4. Reduction in time

5. Faster response to engineering changes

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Industrial Engineering
and Quality Control (MSBTE)
2-5 Process Engineering
Necessary information
for process planning
1. Working drawings
and assembly drawings
with specifications.
2. Number of parts per production
run.
3. Bill of materials.

4. Accuracy and surface

finish required in product.
5. Material and machine
specifications.
6. Data regarding cutting
tools, feed, speed required.

2.2.1 Functions

MSBTE : S-151719, W-151618

Q.Explainthestepsin process
planing?
QEplain varioUs steps forplanning aprocess
for:aproductfrom raw
S15 WI8)
material tofinishedproductinan
ndusu
OW-15)
Explainin brief steps involvedi process
in planning
(W-16)
Wite stepwise procedurefor.convertingrawmaternalínto
finished product s-17
Qistdown eightimportant steps for planning a process
industry
raw mateiattofinished producin an
fora product from

Slate process planningfunctions.

(s191
Process planning generally starts after completion
S-19)
of prouct design. Process-engineer receives drawings and other
specifications of part (which is to be manufactured)
from design department. Then the team process
of engineer develops detail
plan to manufacture a product. This plan consists
of:
) Selection of machines.

(ü) Determining sequence of operation.

(i) Combining operations wherever possible.

(iv) Specifying inspection stages.

(v) Specifying tools, jigs, fixtures required for process.

Process planning consists of the following steps :

1. Study ofpart drawings and its specifications (Part priat analysis).
2. To decide about make or buy about the part under planning. This decision is called make or buy decision.

3. Selection of most appropriate process which is competitive and economical.

4. Deciding the sequence of operations which comprises the selected process. Operations are combined wherever posible.

5. Determination of blanik size of raw material and list of material is prepared.

6. As per the capacity and capability, the suitable machines with accessories are selected.

7. Determination of inspection points or stages on product manufacturing line.

8. Selection of labour, tools, measuring and inspection devices.

9. Estimation of process and manufacturing cost of product.

10. Preparation of route and operation sheet which is also called as process sheet.

Tehlauledgi

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Industrial Engineering and Quality Control (MSBTE) 2-6 Process

EF Engineeing

2.2.2 Preliminary Part Print Analysis

MSBTES16

working drawing ?
What is (S-15)
Preliminary part print analysis is the first step in process planning. The product design is conveyed by design departine
process engincer in the fom of part print. It is also called as part drawings or blue prints. The part drawing consists of a
of information which helps in planning the process.
vt
The detailed study or interpretation of part drawing under consideration for the manufacturing of the part is called as n
print analysis. Part print consists of following information:

Part geometry
Dimensions and associated tolerances

Geometrical tolerances
Surface finish specifications
Material specifications
Quantity of parts requircd

Preliminary analysis is done in order to get a general visualization of the complete manufacturing of the part.

General characteristics of the workpiece

The process engineering department tries to determine following requirements from the detailed
study of part print. Theg
are:
1. The general description of the part.

2. The general configuration of part.

3. The material from which the part is made.

4. Originating operation of part.

5. Recording of changes in design.

6. Protection of workpiece during manufacture.

Working drawing

Working drawing is referred to

all those drawings are reference drawings from which,
the parts are manufactured.
These drawings includes part drawings
of individual component and sub assembly drawing
and final assembly dramt
Working drawing consists
of conventions of process, tolerances, surface
finish, machining symbols etc.
Working drawings are also referred as
production drawings. The drawings represents
details of product, its si:,
material, processes, tools equipment.

The operator is completely guided

by the working drawings during
the manufacturing of the product.
legal and authentic documents
of the company. 1e
2.2.3 Factors Affecting
Process Planning
W44,1516,18,$-161
MSBTE
State and explain the various factors (W-15,W-16|M
affecting process planníng.

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Engineering
Industrial Engineering and Quality Process
Control (MSBTE) 2-7
EXplain the effect (w-14)
of the following factor on process planning
1) Tolerance and surface finish
2) Choce of layout
Q
State different factors affecting process ($.16,5-17)
planning.
Q. Staté the factors affecting process (s-18)
planning and explain
t
Factors affecting process planning

) Völune of production

() Delivey dates of components or products

Process capability of the machines;

(iv) Skill of manpower

(VW Material

(V) Surface finish

(vi) Accuracy required(tolerances)

(Vvil) Type
of layout

Fig. 2.2.1:Factors affecting Process

Planning
() Volume of production
Volume of production affects the
inantfacturing process. High quantity
machines. Medium quantity requires of production generally requires special purpose
batch production on general purpose machine
with special tools. Smaller quantities
require job type production on general purpose machines with standard
tools.

() Delivery dates of components or products

Short time period of delivery generally
do not allow process engineer to select most
economic production. Due to insuficient time, economical process and tool
for
he may use less efficient machine and tool on
longer delivery schedule give process hand. On ofber ond.
engineer suthcient tme to go details
of each aspect to select most economical
process.

() Process capability of the machines

Becanse of reasons like wear and
tear of tools, poor mantenance, variation
is obtained for the jobs done
capability changes with time. Process engincer must be aware
about such variations for selection of right machines Pro
(iv) Skill of manpower

Skill of available manpower must be known to determine the nced for added operations to avoid
defectien.
workmanship.

TehKnevalad

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Industial Engineering and Quality Control (MSBTE) 2-8

() Material
For c.g SOme materiale
proper sclection ofmachines. tools, speeds and feeds.
enables with
Material from which part is made loaded on machines high
machining and hence must be
etc. requires high speed
like aluminium alloys, brass
spindle speeds.
(8t-3)
(vi) Surface finish
when parts requira
method to be used. Additional operations are required
manufacturing
Surface finish largely decides
fine finishing

(vi) Accuracy required (Tolerances)

less accuracy, machine pik
machine with less variation should be used. If job is with
When high accuracy is required,
are needed for close tolerances.
wider variation can be used. Special operations

(vii) Type of layout

process. Product layout prefers the specialized machines
and
Type of layout also influences choice of
manufacturing
processes.
associated processes while process layout prefers the
generalized machines and related

2.2.4 Selecting and Planning Manufacturing Process

The manufacturing process selected must be an economical balance of materials, manpower, product design, tooling

and equipment, plant space, and many other factors influencing cost and process.

The process must be selected in such a way that the produced product will be acceptable to the consumer function wis,
economically and aesthetic wise.
Criteria for the selection and Planning of aManufacturing Process is as follows:

1. The process must asure a product that meets all design requirements of quality, function
and reliability.
2. Day wise production requirement must be met.
3. The machine and its tooling should be utilized to
its fullest capacity.
4. Time for Idle operator and idle machine must
be reduced to minimum.
5. The selected process must provide the
maximum utilization of the minimum
amount of material.
6. The prOcess should be flexible enough
to accomzodate reasonable changes
in design.
7. The process should be designed to eliminate
any unnecessary
operations which are
practically and economically feasible. and combine as many operations

8. The process must be designed

with the safety of both the operator as
well as the work piece under
9. The process should be developed such that consideratio
overall asa
cost of manufacturing
whole. of product should optimum to the fim
be
2.2.5 Determining Manufacturing
Sequence
During proces planning, manufacturing sequence be
should
is
established; variety
of manufacturing operations
understood by the procesS engineer. In
planning the other
Sequence of operations, relation with
its classification and
operations must be clearly defined.
For e.g. some operations casting befo
are performed others ie.
machining, machining before finishing or heat treatment ahead of
etc.

Operations are classified as shown in Fig. 2.2.2.

Tarha

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Process Engineering
Control (MSBTE) 2-9
and Quality
Industrial Engineering
E
Operation Classification

) Basic operations
(Ü) Principle operations

(ii) Major operations

(iv) Auxiliary operations

(V) Supporting operations

Fig. 2.2.2 : Classification of

operations

() Basic operations
raw material which are called basic
planning the process, there are certain operations which give initial shape to
Before

operations. For example forgings, castings, bar

stock, sheet stock etc.

() Principle operations

These are the group of operations which is carried out to convert the shape of
material into finished product.

They are :
1. Machining

2. Hot and cold forming

3. Casting and moulding

4. Assembly

(ii) Major operations

These are the operations perforned within the principle operation. For exaimple when machining is principle operation,
then cuting, facing, turning, threading, etc. are the major operationis.

(iv) Auziliary operations

These are the operations which are performed to ensure continuity and completion of principle operations. Some
important auxáliary operations are welding, heat treatment, cleaning, finishing, etc.

() Supporting operations
are
Inese are the operations which are necessary to the successful completion of the product. The supporting operations
shipping and receiving, Inspection and quality control handling and packaging etc.
properly so as to get the product of right quality and at
A process includes number of operations which must be planned
the lowest possible cost.
sequence of these operations in a
to produce a part or product and establishing
Dciing set of operations required
systematic way is called as operation planing.

Factors to be considered for deciding operation sequence..

Following factor decides the operation sequence :

1. Type of plant layout available.
TedhKled
Pubiltations

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Industrial Engineering and Quality Control (MSBTE) 2-10 Process Engineering

2. Type of machinery and cquipments available.

3. Material flow patterm and handling equipments.

4. Identification of main operations.
5. Identification of supporting operations.

6. Type of labour skill available.

7. Process capabilitics and degree of automation.

2.2.6 Operation Sheet

MSBTEW-1416,17.18S-1415,18.19
Explainthe
the proces$ operationsheet and its contents
W-14
Explain the tmportanceof operation
sheet. How it will help to improye process planning ? (S-14,S15,S19)
How inspection stages are
determined 2.State the significance of
operation sheet.
Prepare operation process sheet and sequence W16)
of opefation by taking suitable
parameters.
example Assumesuitable cting
SOAS-1B,W-18)|
Taper

.50 mm
angle 3
30mm

-30 mm-+ 50 mm 20 mmk

Fig. 2.2.3
Definition
Process sheet is a detail
record of different operations
analysis sheet, instrucion needed to produce a part
sheet, operation sheet or process in a tabular form. This is also koNu
design sheet.
The example of process sheet
is given in the Table 2.2.1.
The data clearly indicate The sheet gives information on
the sequence of operations what is to be done and Wuy
The form of and time required for each
such sheets may vary operation.
for different production
the scale of production conditions. The nature mainly o
and degree of importance of process sheet depends
A process operation shcet an
of the product being produced.
is expression of complete process
The nature of process used to manufacture a
sheet varies from company product.
produat
complexities, etc. to company,
according to production conditions,
Contents of process operation
sheet
Generally, process sheet contents
following information :
1. Workpiece specifications
like name, drawing, quantity
ete.
2. Details of blank like size of stock etc.
3. List of operations with scquence.
4. Machines required to process the product.
5. List of tools, jigs, fixtures and necessary
equipments.
6. Inspection and checking devices.

itstl
Publi

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2-11 Process Engineering

Industrial Engineering and Quality Control (MSBTE)

7. Standard time of operation i.c. setup and operation timc.

Process shecet is also called route sheet, operation planning sheet, ctc.
process operation sheet is shown in the Table 2.2.1.
A typical format of
Table 2.2.1 Process operation sheet

Part Name Material Code

Part Drawing Standard Time
Part No.
Pa tQuantity

OperationDcscription of Machine Tools Jigs GaugesSetup Operation

Operation FExturestime time

Taper
angle 3°
50 mm - 30 % m

K-30 mm 50 mm 20 mmk
Fig. 2.24: Component drawing
Process operation sheetis prepared forthe component as shown in Fig. 2.24.

Table 2.2.2: Operation sheet

PartName IMiteaiaGode M:S

PartNo Part DrHng parameters

Cutting
Part Onantity Blank Se653 105,mm

perationt ADescription Machines ToolsJig GAuges Fced

of
Cuting
NO Operation rixturesamm/rey Speed

Clamp the job in chuck projected All geared centre 3-jaw

105 mm outside Lathe chuck

2 ITurn dia. 50 mm for 100 mm length All geared centre HSS 3-jaw Vernier 0.2 40
Lathe |Turning chuck caliper| (Approx.) (Approx.)
Tool
3 Turn dia. 30 mm for 70 mm length |All geared centre HSS 3-jaw Vernier 0.2 40
Lathe Turning chuckcaliper (Approx.) (Approx.)
Tool
4 Taper Turn 3° for 20 mm length All geared centre Taper 3-jaw Taper 0.2, 40
Lathe tool chuck gauge (Approx.) (Approx.)
5 Finish tapered face All geared centre Facing 3-jaw Vernier 0.02 40
Lathe tool chuckcaliper (Approx.)'| (Approx.)

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Industrial Engineering and Quality Control (MSBTE) 2-12 Process Engineerino

2.2.6.1 Operation Sheet to Produce A Hexagonal Nut

Table 2.2.3

Part: Hexagonal nut

Matl. : Mild steel
Part No.:49595

Blank size : 25 mm
Side Hexagon Blank 15 mm thick
Quantity :xyz

Part drawing
Operation Description ofMachineToolFixture/GaugesOperation
operationused Stime in

Clamp the blank| Center HSS Turning tool|2 min.

in chuck and| Lathe |3 jaw chuck
face one side

2 Reverse the|Center HSS Turning tool|2 min.

blank in the Lathe |3 jaw chuck
chuck and face
other side made
up to 12 mm

3 Drill hole 10Center Drill 9.5 mm

4 min.
|by drill in tail Lathe
stock spindle
3 jaw chuck
4
Internal Center Boring bar/thread|3 min.
threading
Lathe gauge
M10 x 1.5

5 Chamfer Center HSS Turming tooll 1 min.

0.5 x 45°
Lathe 3 jaw chuck

Reverse job and| Center

HSS Turning tool|1 min.
Chamfer
Lathe 3 jaw chuck
|for 0.5 x4s°

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Process Engineering
Control (MSBTE) 2-13
Industrial Engineering and Quality
B
2.2.6.2 Examples on Operation Sheet
P
2,2.1. Assume
Ring Nut showin in Fig.
process sheet and sequence of.operation for the
Ex. 2.2.1 Prepare operation
× 10D mm blank of carbon steel. Refer Fig. P.2.2:1:
suitable cutting parameters and raw material 50
MSBTE W-15,8Marks

4 slots
5x2 deep

1.5
%
M30

0.5x45°
Chamfer
Z5
Fig. P. 2.2.1

Soln.:
Process opration sheet is prepared for the component as shown in Fig. P. 2.2.1.

Table P. 2.2.1:Operation sheet

Part name : Ring Nut Blank size - 50 x 10 mm

Cuting
Parameter:
Operation Machine ToolJigsArixtures
NO. Cutting peed Feed Depth ofcut
1. Facing on both Centre Lathe Facing tool .1000rpm 100 mm/min I mm
sides by 1 mm

2 Drilling of hole Centre Lathe Drilling tool of 1200 rpm

27 mm dia.
mm
27
throughout

3. Thrcading on dia. Centre Lathe Threading Tool 600 rpm

mm
27
4 Tuming dia. To 1000 rpm 80 mm/min 0.5-1 mm
Centre Lathe Turning tool
45 mm
5 Chamfering by Centre Lathe Chamfering tool 1200 rpm
0.5 x 45° on both
sides
mm
I

6. Slot milling to Column/knee Side milling cutter of 800 rpm

make 4 slots by horizontal miling width 5 mm

5x2 mmdeep machine

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2-14 Process Engineering

Industrial Engineering and Quality Control (MSBTE)
P

Ex. 2:2.2: Prepare operation process sheet and decide sequence of operation for the component showin Fig 222
MSBTE S-16, 8 Marks
AsSume suitable material and cuting corditions

50 10| 6 25 35

20 50
Fig. P. 2.2.2
Soln.:
Operation process sheet
Material - Mild steel

Blank size-A bar of

50diameter

Table P. 2.2.2: Operation sheet

Operation MachinesToolssfituresCutting Parameters

Speed FeedDepth
mmminof cut
1. Cutting the blank for a length of 72 mm Power hacksaw Hack saw blade 10
2 Facing on both sides by lmm Centre lathe HSS single point 20
cutting tool
3. Turning dia. to 35 mm for length of Centre lathe
50 mm
4. Drilling throughout of mm hole
diameter
l0 Centre lathe

5. Drilling of
25 diameter hole for Centre lathe
5 mm
length
6. Knurling on dia. mm for a length
50 of Centre lathe
20mm

2.2.7 Combined Operations

MSBTE: S-15.
W.
(61
State and,explain hoW:the
diferent operations can be W-16)
combined?
State
the advantages and disadvantagesofcombined operatons. s15)
How. 0perationsare (W-17)
combined ExplainSwith example.
Definition: Adding more than one
operation in a practical operations For a
selectod process, here and economical way is known as combining
is always scope for combining operations.
Methods of combining
operation
By two methods operations
operations can be combined. basic
The purpose
which have been already of combining operations is to combine the
deternined and put them
in a best sequence.
ubiltatHis

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Industrial Enginering and Quality Control (MSBTE) 2-15

Process Engineering
There is always scope for combining more than one operation in a practical and economical way.

Operations can be combined in two ways :

Method of combining
operations

) Simulation method

() Integration method

Fig. 2.2.5 : Methods of combining operations

(0 Simulation method
This method involves performing two or more operations at the same time and in one setting of job ie. without
changing job seting.

Itis method in which two or more elements of operation or two or more operations are performed at the same time, in
one seting of the job. For example drilling a series of holes simultaneously using multiple spindle drill head, Gang
miling, turning with roller steady box tool on turret or capstan lathe, etc.
Examples
Gang milling operation, stradle milling operation, slot making operations on CNC machining centers, etc.
(1) Integration'method

When a set of operations selected for a process arranged so as to perform one after other, not simultancously is the
method of integration. Here operations are carried out in succesion without disturbing setups.

Arangement of group of operations one after another not simultaneously is called method of integration. Here several
operations are combined in succession. Operations can be combined to follow a sequence
without requiring loading and
unloading or additional setups.

Examples
Operations on turet lathe, multi spindle automats, transfer machines,
CNC operation, etc.
Advantages of combined operations
1. Reduction in operation cycle time.
2. Reduction in setup labour cost as the less number of setups
required.
.3. Goods 'are dispatched to customer in time delivery dates can met
i. be in time.
4. Rate of output increases, results in increase in profit margin.
5. Reduction in in-process inspection.
6. Improvement in accuracy.
7. Reduction in labour cost.
8. Reduction in fixed capital.
9. Les tooling required.
10. Les handling required.
Limitations of combined operations
1. Higher setup and tooling cost.
2. Special purpose machine are required.
3. Higher labour skill needed.

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Process Engineering
(MSBTE) 2-16
RF Industrial Engineering and Quality Control
- Line Balancing
2.3 Line Balancing Heuristic Approach of
MSBTES:15,1619,W-16

with example. (S-15)

Explain the concept of line balancing

neessary? (S-16)
What is line balancing? Why it is
objectives. W-16,5-19)
Explain the concept of line balancing. State itsimportace and

The line balancing is the arrangement of the individual processing and assembly tasks
at the workstations so that sk
same and flow of production will be smooth.
total time required at cach workstation is approximately the

Line balancing means balancing the line, for example balancing the production line or an assembly line.

The main objective of line alancing is to distribute tasks evenly over the workstations so that idle time of man anl
machines is minimized.
Line balancing aims of grouping the facilites or tasks and workers in an eficient pattern in order to obtain an optimm
or mast promising balance of the capacities and flow of production on assembly processes.
Tasks are grouped so that their total time is preferably equal to or a
little lesser than the time available at each
workstation. This will help to reduce the idle time.
In most practical situations it is very difficult to achieve
perfect balance. When workstation times are unequal, the
slowest station determines the overall production
rate of the line. This can
be explained with the help of following
example.

Suppose, there are three machines

(workstations) A, B and C, which can process
respectively and the pieces flow 5, 10 and 15 pieces per unit time
from A to B to C (precedence constraint).
Since A has minimum capacity,
i.e. of processing only 5 pieces per
unit time naturally, workstation
remain idle for 50% ofits
time and machine C for 66.60% (or machine) B will
of its time. It shows that the line is unbalanced.
One way to partially balance
the line is to have3 machines of type A, 2 type
Another approach to balance of B with every machine of type C
the line will beto give some
other task to machines,
idle. B and C so that they do not remain

Fig. 2.3.1 : Line

Procedure for balancing
balancing the
line
1. Identify the
work, job, or task.
2. Break down
the work into
elements or steps.
shaper. oo
For example, gearteeth
making a slot on milling, or
3. List the various cutting
tasks identified
4. withtheir immediate
Draw precedence predecessor
diagram to demonstrate and uration.
5. Determine
thecycletime available
a relationship
between workstations.
6. at each
Assign workstation,
tasks to workstations, this isthelongest
time andwithout here number time: allowed at each station. cyce
disturbing of tasks can exceed
their precedence be combined
7. Calculateefficiency constraint.
so that their total time does not
ofthe line.

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Industrial Engineering and Quality Control (MSBTE) 2-17

EF Process Engineering
A
Critical Path Method (CPM) and its Application Related to Project Completion

ciical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are the scheduling techniques, which
are used to plan, schedule and control a project consisting of number interrelated activities.
of
2.4.1 Objectives of CPM and PERT

To plan, schedule and control the project consisting of number of interelated acivities.

To define and integrate the tasks in a logical sequence.

These techniques show the precedence relationship ie. they show the activities which are dependent.

Management can deçide which operation should be done afler completing a particular operaion.

To focus management attention on he most critical activities which affect the duration of project to a great extent
(ie. completion time).
To know the progress of the work as related to the scheduling timing.

To plan the best possible use of resources to achieve a given target within overall time and cost limitations.

It provides the basis for determining manpower, material and capital requirement.
Should complete the project economically in minimm available time with the available resources.

2.4.2 Terms used in CPM and PERT

1. Network
.
It is the graphic presentation of the project. It consists of series of activities arranged in a logical sequence and shows
the interrelationship between the activities.

2. Event
Aevent is a specific instant of time which indicates
the beginning or end of the activity. It is a epresented by a circle
and the event number is written within the circle.
Event does not consume any time or resources.
3. Activity

Every project consits of number

of job operations or tasks which are called activities. An activity
resource consuming part the project is any time or
of which has definite start and finish:
Tail event Head event
2
A
Start Finish
Fig. 2.4.1: Activity
An activity is represented by an arrow in the network
diagram. It begins in start event which is
also kiown as Tail event
and ends in completion
is Head event.
An actvity is normally given a name like A, B, C, etc. which is marked
below the arow and estimated time to complete
the activity.is marked above arrow.
the
Example i.) Startmachine- An event

() Machining - An activity
(ü) Stop machine/end of
machining-An event critical activities.

Ina network diagram critical activities are those which if consume more than their estimated time, the project will be
delayed.

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Industrial Engineering and Quality Control (MSBTE) 2-18 Process Engineering

The expected completion dates cannot be met, even if one of the critical activity is delayed, that's why more attention
should be paid to these activities.
These activities are marked by thick arrow or double line arrow.

) Non critical activities

These are activitics, even consumeaspecified time over and above the estimated time, the project will not ha
if

delayed. These activities have a provision of float or slack.

(i) Dummy activities

When two activities start at the same instant of time, their head events are joined
by dotted arrows, this is known ae
dummy activity.
C

Dummy acivity

Fig. 24.2 : Dummy activity

4. Preoperations
Preoperations are the operations which precede
the operation under consideration e.g. finishing can
casting is completed. In this case casting only be done after
is the preoperation of finishing.

Casting Finishing

Fig. 2.4.3
5. Post operations
Post operations are the operations which succeed
the operation unde consideration. In the previous example, finishing
is the post operation of the casting.

6. Concurrent operations
These are the operations which can be started simultaneously.
In Fig. 24.2 activitiesA and B shows the conCun
operations.

7. Earliest Start Time (EST)

It is the earliest possible time at which an can event inthe
activity start and is estimated to last
network diagram. i.e. forward movement. by moving from first

8. Earliest Finish Time (EFT)

It is the earliest possible time at which an activity can finish.
EFT = EST + Activity duration

9. Latest Start Time (LST)

It
is the latest possible time by which an activity can start without date of project
delaying the completion
LST = LFT -Acivity
duration

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<br>

Quality Control (MSBTE)

2-19
Industrial Engineering and

(LFT)
10. Latest Finish Time so that the scheduled date for the
completion of the
must be complcted
which the activity
It is the latest time by
delayed.
projcct may not be backward movcment.
last cvent to first event of the nctwork diagram i.c.
It is calculated by moving from

11. Float or slack activity can consume

over and above its duration which non-critical
a
means a margin of cxtra time
Float or slack
without delaying the date of completion of the projcct.
completion-Time nccessary for activity completion
Float or Slack = Time available for activity

Float or Slack = LST-EST OR LFT-EFT

refers to activity and is used with CPM but in general
Slack refers to events and used with PERT while float
practice they may be used interchangeably.

12. Critical path

• A path along the network in which Earliest Start Time and Latest Finish Time are equal is known as critical path. It
is the longest path and consumes maximum time.
• Critical path is formed by critical activities and has zero float. The critical path i shown by double or thick arrow
line to identify it clearly.

2.4.3 Rules for Network Construction

1. The length of arrowdoes not indicate the time which the activity consumes.

2. The direction of the arow indicates the direction

of work flow. It shows dependencies and sequence
of activities.
3. Time flows from left to right, arrows pointing
in apposite direction should be avoided.
4. No twO events will be directly connected
by more than one activity.
5. Anevent cannot occur until all activities
leading to it are completed.
6. No activity can begin until its imimediate
preceding event has occurred.

2.5 Solved Examples.

E. 25.1 :Draw the network diagram fortheproject

in which pre-operation
and post operation are shown below:
Operation Pro-oparation Postoparatbps

B
D
C A

E C,D
Soln,:
The CPM network diagram as
shown in Fig. P. 2.5.1.

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EF Industrial Engineering and Quality Control (MSBTE) 2-20 Process Engineering

Dummy
activity

Fig. P. 2.5.1: Network diagram

Ex. 2.5.2 : From the activities given below :

Construct the network.
Find out the critical path.

Calculate project duration.

Oper atton
nPre-operationDuration (days)
A
2

B A
3

C A 3

D B 4

F E, D
: 4
Soln.
Here in Fig.P.2.5.2
possible paths to complete
projects are:
Duration

). ABDFl=3 days

() ACE-FI = days 2

3
2
A 4
3 F
Fig. P. 2.5.2:
Here maximum Network diagram
time taken is 13 days so
A
Ex. 2.5.3:A project consists
BDFisa critical path
and project duration 13
is days.
of seven activities
given below:
Draw the network
and calculate EST, LST,
EFT, LFT and floats.
Mark the citical nath
and fnal total proje

Activity Post Activity

Duratlon in days

A B, C
8
B D
10

12
PUDlcatIg93

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Process Engineering
(MSBTE) 2-21
Industrial Engineering and Quality Controt

Activity | Post- Activity| Duration in days

D F 6

G 4

F G 3

G 2

Soln. :
A network diagram is shown in
Fig. P. 2.5.3.

18(8 s 2424 3
27222929
D8B310
A

E
2023

Fig. P. 2.5.3 : Network diagram

Activity PeriodESTI EST EET: CET Eloat Remark

A. 8 & Critical:
B 10 8: 18: 18 Critical

12 11 20 23 Non-critical
6 18
D I8 24 24 Criticat
4. 20 23 24 27 3.
Non-criticai
F
3 24 24 27 27 Critical
G 2 27 27 29 29 0 Critical

f) Calculation of EST and EFT

ESTis calculated by proceeding
in the forward direction from the firstevent to
last event.
·EST is calcutated fromevent L.e.
(1) activity A which starts at 0
.EST of Aiszero

Now EFT af A
activity= EST ofAcivity A +
Duration of A
= 0+8=8
Similarly, EST and EFT
of other activities is calculated,
Also for Gactivity we get
two values of EST
ie.
The path
1-2-3-5-6 gives
EST ofG = EST ofF + Duration
ofF
- 24+3=27 days
And
thepath -2-44-6 gives
Teckkaudedgi
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(MSBTE) 2-22
Controt
Engineering and Quality
ndustrial ESTofE+Duration ofE
EST ofG =
= 20+4 =24 days started unless bot
G activity cannot be
days because
value is selected i.e. 27
always bigger
In this situation
completcd.
and F arc
LFT Le. from Jast
(ii)
Calculation of LST and proceeding backward in the
network event
manner as EST but by
in similar
LFT is calculated
first cvent.
project duration.
29 days i.e. total
LT of G activity is
Here
EFT ofG = LFT ofG

Next LST for G

= LFT of G-Durationof G

= 29-2=27 days
calculated.
Similarly, ILFT and LST for other activities is

Here also we get two values ofLFT for A

activity.

Le. LFT ofA along the path

-6-5-3-2 is
LFT ofA = LFT ofB-Duration ofB
= 18-10=8 days
And LFT of A = LFT ofC-Duration of C
= 23-12=11 days

Here thé smaller valne is selected i.e. 8 days, so as to complete the project within shortest possible time.

Total float is calculated by the relation.

-
Float=LST EST OR LFT - EFT
Forexampletatal float for activity
Cis ll-& OR23-20=3 days

Critical path for the above projectis 1

-2-3-5-6-7
Total project duration is 29 days.

LReview Questions
2 Marks Questions

.1 Define 'producion". (Section 2.1)

Q2 Define process planning.

(Section 2.2)
Q.3 Define Supply chain management.
(Section 2.1.3)
Q.4 Define: () Event (i) Activity
(Section 2.4.2)

4 Marks Questions

Q.1 Enist various steps in process

planning. (Section
2.2.1)
Q.2. State the objective of
Supply chain management.
(Section 21.3)

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Process Engineering
(MSBTE) 2-23
Quality Controt
Industrial Engineering and
management. (Section 2.1.3)
Supply chain
Explain the concept
of

a.3 examples. ( Section 2.1.1)

diagram. Also give two
Explain production system with block
Q.4 (Section 21.2)
production? Explain any two
factors of productlon.
State the factors of
Q.5
6 Marks Questions
(Section 21.3)
Supply chain management
Q.1 State the functions of
production (Section 2.1.2)
State and explain the factors of
Q.2
analysis. (Section 2.22)
Explain Preliminary part print 2.22)
0.3
from part print analysis. (Section
State the general characteristics of the workpiece detemnined
o

Q.4
find total project duration.
(Similar to Example 2.5.2)
Q.5 Draw nehwork, mark citical path and 7-8
3-6 46 5-7 6-8
2-4 3-5
ACtivity 1-2 13 10
20 20 10
10 20 10
10 10

Dummy activity () Critical path (vi) Network

diagram (vi) Float.
Q.6 Define ) Event (i9 Activity (i) Critical activity (iv)
(Section 242)

2.6 MSBTE Questions and Answers

10
Summer 2014Total Marks

Q.t Define 'poduction. (Section 2.1): (2 Marks)

Q2 What da you mean by process planging? State its signifcance, (Section 2:2) (4 Marks)

Q.3 Explain the importance of operatiort sheet. Hoe it vill help tt inprove process planning7.
(Section.22.6) (4 Marks)

Winter 2014 Total arks:8

Q.4. Explain the efect of thefollowing factor on process planting (Sectlon2.2.3) (4 Marks)
1) Tolerance and surface finish
2) Chaice of layout

Q.5 Eplainthe processoperation sheet and its contents.(Section 2.2.6} (4 Marks}.:

arks 16:
Summer 2015-Ioa
(8 Marts)
What is process planning? Expain the: steps in process planning ? (Sections 22 and 221)
(4 Marks)
Q.7 State the advantages and disadvantages of combined operations. (Section 2.27).
d

Marks
ofoperation sheet. How help to improve process planning (Section2.2.6} (4
it wilI
eExplan the importance
20
Winter Maks
2015ota
(4 Marks)
Q9. Explain the factors affecting process planning. (Sectian 223) Techkeakad
PubItcatlons
C

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Process Engineering
Control (MSBTE) 2-24
Industrial Engineering and Quality
evd..
sequence of operation for the Ring Nut shown in Fig. 1-Q. 10. Assume
Q. 10 Prepare operation process sheet and
parameters and raw material 50 x 10 mm blank of carbon
steel. Refer Fig. 1-Q. 10.
cutting

(Example 2.2.1) (8Nlarks)

4 slots

5x2 deep

0.5x45
Chamnier

75
Fig. 1-Q, 10

a.11 Explain various steps for planring a process for a

product from raw material to finished product in an industry.
(Section 2.2.1)
(8 Marks)

Summer 2016-Totat Marks 18:

Q. 12 State the information required to do process

planning. Whatis working drawing?
(Sections 22 and 2.22)
(6 Marts)

Q.13 Prepare operation process sheet

anddecide sequence of operation for the component
Assume suitable material shown in F9.
and cuting conditions. (Example
2.2.2) (8 Marks)

50 410 lo25 35

20
50
Fig. 1-Q.13
o. 14 Define process planning. Enlist (4Marks)
various steps in process
planning.(Sections 2.2 and
22.1)
aGWinter 2016
Tatat Marks
State and explain the various
303 Madts!
O. 15 fadors affecting process planning. (8
(Section 2.2.3)
Marks
Q. 16 Explain in brief steps invoved in process (4
planning (Section 2.2.1)

Pebiltyti

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Industrial Engineering and Qualty Control (MSBTE) 2-25 Process Engineering

o.17 State and explain how the different operations can be combined? (Section 2.2.7) (4 Marks)

o.18 How inspection stages are determined ? State the sianifcance of operation sheet (Section 2.2.6) (3 Marks)

o. 19 Explain the concept of line balancing. State its importance and objectives. (Section 2.3) (6 Marks)

Summer 2017Total Marks 20

a. 20 Write stepwise procedure for converting raw matertal into finished product. (Section 2.2.1) (8 Marks)

Q.21 Prepare operation process sheet and sequence of operation for component sftown in Fig. 1-Q.21.
Assume suitable cutting parameters. (Example 2.2.2) (8 Marks)

40 16 30

-25 20
Fig. 1-Q 2f

Q. 22 State different factörs affecting'procëss planñing. (Section 2.2.3) (4 Marks)

Winter 2017-Totat Marks 12

o. 23 Write stewise procedure of process planring from raw materia ta fnisted pruduct. (Section 2.2.1F (8 Marks)

Q. 24 How operations
are combined? Explair wit example. (Section 2.2.7) (4 Marks)

Summer 2018Total Marks 16

process planning and explain it.

Q. 25 Define process planning. State the factors affecting
(Sections 2.2 and 2.2.3) (8 Marks)

sequence of operations for the component showm in

0.26 Redraw the sketch, prepare operation sheet and
parameters. (Section 2:2.5) (8 Marks)
Fig. 1-0.26. Assume suitable cutting
-Taper
angle 3°

50 mm 30mm

mm
*30 mm-50 mm20
Flg. 1-Q. 26
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ProcessEngineering
Industrial Engineering and Quality Control (MSBTE) 2-26

Winter 2018Tötal Marks 20

o.27 Define process plarning and explain the steps in process lanning. (Sections 2.2 and 2.2.1) (8Marks)

a. 28 Explain the factor affectirng process planning. (Section 2.2.3) (4Marks)

Q. 29 Prepare operaion shet and sequence of operation for the component to be manufactured on. lathe. Shoun
Fig. 1-Q.29. Assume sutable cutting parameter. (Section 2.26) (8Mars)
Taper

angle 3
506 mm 30 mim

+30
mm-t50mm 20 mm

Fig. 1-Q. 29

Summer 2019 Total Marks 28

Q 30 State the importace of operation sheet How will it help you to -improve process
planning?
"(Section 2.2.6)
(8 Marks)
Q31 List down eight important steps for planning a pracess
for a product from raw material
to finished produc nn
industry. (Section 2:2.1)
(8 Marks)
Q 32 Define process planning and state
ts functions. (Sections 2.2 and 2.2.1) (4 Marks)
Q. 33 Explain the concept of line balancing.
State its importance and objecives
(Secion 2.3) (8 Marks)

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2-23
UNIT III
Chapter 3: Ergononics

Syllabus : 3-1 to 3-14

31 Ergonomics : Concegt,
Need Marn-trache
3.2 Ergonomic
relaionship, Anthropometric,
in design of control and functional anatomy
members :Push data
3.3 Erganomic considerabans btor, Kncb, Lives, Cranks, Hand wheel.
appied to tps and Location
34 Corpatiblity in the design of tspay
of control members
3.1 Definition
3.11 Concept.
3.1.2 Need of Ergonomics
3,1,3 Goas of Egononis
31

3-2

Tabie Cortets
yControt (MSBTE)
Inkistrial Engineering and Quaity
33
Ergonaic Considerations.
Conporents ol Ergonics
1
ar-machine Systerm (Huan Machine Systen)
Anttvopametry
Anthroponetry
35
of
171 Types
Pnnciples In the Appication o Aithopometric Data,
3-1
Steps to Apply Anthropometric Data
Design al Contros
2
3 Desgn af Displays
Types af displays. 39
4 Campatibiliy in the Design a Contnol Members 312
<br>

Ergonomics

UNIT II

Svllabus

3.1 Ergonomics :Concept, Need, Mar-imächinerefatiönstip. Aitropormetri arnd funcional anatorty data.
3.2 Ergonomic in design of control members :Push biutton, Knob, Levers, Cranks, Hand wheéel.
3.3 Ergonomtc considerations applied to types and Location of display.

3.4 Compatibility in thie desin of coitfof members.

3.f Definition

The scienceon howto fit the task and working envirónment to the worker using scientitficata.

A derivative of the Greek terms:Ergon and Nomos

ERGON +. NOMOS=ERGONOMICS
(Wark and Etort) + (Lawor Surrounding)
As
pet Interiatinal Ergonomics Association Executive Counicil, August 2000; the latest foriá definition of
Ergonomics is -
Ergonomics (or
humn factors) is he scieniic discipline conderned with the understanding of the interactions amöng
hunan and other'elements ofa.systen, and the profession that appliestheory. principles, data anid metbods to design in order to
opimise humânt wel-beinga
gand overäl' systens përiörmanicE:

34.4 Concept

Ergonomics is the science of workwhichremoves barirs to 'quality, productivity and safe hütnanperformance by iting
products, fasks man
and his working
and environments 40, people. It is
the science the relationship befween
which deals with
encompasses two correlatet
E. t takes care of factors goverring the physical and mental strains: In other words, it
Uanches, industrial or physical ergonotmics
and second one human factors.
Puysical rgonomics toncentrates on the öysical asbects of work and hunan capabilfities such as oros, posture and
fepeition. Human as ental loadíng and decision making
factors.aare drecled towards psychological. aspects of work such
The task ar
etgonamics th
sis to degelop such cotditionsfor workers, which are necessary
1. Toreduce
plysical workload
2 To inprove
workingposture
3. Totacçitate
equipment
handling
mproves the
quality Workingof life, reduces fatigue
S.
Tomaximise
eficiency offproduction operators
6, Tominimise
humanerrors
Ergonomics
helpsto study .
the effect of working environiment on health and safety and in turn on productivity

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#Industrial Engineering and Quality Control (MSBTE) 3-2 ErgonomicS

Human factor Task design

Ergonomics

Machine design Work environment

Fig. 3.4.1 : Concept of Ergonomics

3.1.2 Need of Ergonomics

Why are some machincs are

fustrating items to operate?
Why do some car seats eave you aching
Why do some computer workstations after a long jourmev
confer eyestrain and muscle fatigue?
Such human irritaions
and inconveniences arc not inevitalble.
capabilities at the focus Ergonorics is an aproach
of designing technological systems. which puts human needs and
The aim is to ensure that humans
Ergonomics has a wide
application to everyday and characteristics.
domestic situations,
efficiency, productivity, but there are even more significant
safety and health implications for
in work settings. For exarmple
computers, so that designing equipment and systems inducing
they are easier to use
stress and safety-critical
and less likely to lead to errors
operations such as control rooms. in operations particularly important in high
The overall approach used
is to obtain an effective
match between the workers
1. Work efficiency and work system to optimise.
2. Health and safety
3. Comfort and ease for use
4. Job satisfaction

3.1.3 Goals of Ergonomics

Ergonomics aims to ensure

all man made tools, devices,
of safety and health, well equipment, machines
and environment should advance
being and performance
It
ist involve a user-cantered
approach.
of fhumans. s
Fundamental goal
is to generate :
1. "Tolerable" working
conditions : Work
conditions that are
2, "Acceptable" working not hazardous to
conditions human health.
according : Work conditions upon
to current
scientific knowiedge which the people involved can voluntarly agret
and under given arganizaionl
circumstances. sociological, technological and
3.
4Optimal" working
conditions : Working
capabilities and desires any conditions characteristis
physical, mental and is design and well adapted to hunan
social well-being achievable
by majority of peopie.

Tolerable"

"Acceptable"

"Opimar
Fig. 3.1.2:The steps to
attain working conditions
using ergonomic approac
FuDiitlh

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Industrial
Engineering and Quality Control (MSBTE) 3-3 Ergonomnics
s

Considerations
Ergonomic
3.14
.
considered
important elements be
to
Four
Physical capability and limiting factors
Workercapacity
Psychological factors ie. strength, gender, skill, handedness, age, physical work capacity

Body dimensions, body capabilities, physiological

processes
'Biologicalfactors
Task demands depend on the nature of work.
Work Eactors
Vary accordingly
posture, ibration, frequency
ie. accuracy, complexity, force required, duration,
place where the workers perforin
their operatiot
Working environment The
Environmental factorsie.noise, temperture, air flow

Ergonomics
34.5 Components of
sciences.
It consists offou major applied

1. Anthropometry

Biomechanics
2
3. Physiology
4. Industrial psychology

L Anthropometry
The measuring and descipion of the physical dimensions of the human body.

2 Biomechanics
Dscribing the physicai behaviour of the body in inecharical terins.

3. Piysiology
Applying phýsiological knowcdge measuring techniques of tlhe body at work."
4. Industrial pisychology

Observing workers attitude and behaviour

'at work.

eof Ergonpmics

Fig.3:1.3: Pillars of Ergonomics

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 EigonoTICS
<br>

Control
(MSBTE) 34
Quality
Engineering and
Industrial
following
study of the
Ergonomics includes the

1. Work environment moving objects)

Lifting objects,
(1) Physical demands (E: words per minute)
demands (Ex. : Typing at 110
Skill
2) Running on an ice
pavement)
3) Risk emands (Ex.: of sernester)
finish all ofithe work by the end
demands (Ex. : Trying to
(4) Time

2. Psychosocial environment
Social(Ex.:Working in
teams)
(1)

: Pace of life is different in different countries)

(2) Caltural (Ex.
countries)
(3) Lifestyle (Ex. Work V/s leisure
: time, and quality of life issues differ between

3. Physical environment
(I) Physical agents (Ex: : Heat, noise, vibration)

(2) Chemical agents (Ex. : Air pollutants)

9) Biological agents (Ex, : Airtborne disease)

4. Technology

(1) Product design (Ex. : Desigring product dímensions using anthropometrics, biomechanics data)

(2) Hardware interface design (Ex. : Designing control and displays to meet user
expectations)
(3) Software interface design (Ex.: Designing icons and commands
to meet user expectations)

3.1.6 Man-machine System (Human

Machine System)
The concept of a system is fundamental
and centra to Fuman Factors. This concepts
ways "A system is an entity
has been described in sever
that exists ta cary out some purpose"
(Bailey, 1982), OR “A system an organized of
complex whole an assemblage or is
combination of things or parts a forming comples, unitary whole"
1935). (Von Bertalany

Human machine system

is a commbination one or more
interacting to bring about,
of human beings and one or more
from given inputs, some physical comyou
desired outputs. A machine can
enviroment. be a prouduct, equipmeni, de

Ergonomics

Human Machine

Workenvironment

Fig. 3.1.4: Man-machine

system

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Quality
tndustrial Engineering and Control (MSBTE)
3-5
Ergonomics
man-
Depending upon size and compexity, machine systems are of
following three types:

1. Manual
system
.directed systen. It consists of hand toos and other aids which are coupled by a human operator who controls
Operators use their Own physical energy as a' power source e.g. filing a
the operation. workpiece.

Mechanical system
2.
dem is semiautomatic. It consists of powered nachine toois. Here power provided by machines. Dperator's
is
Lcion is mainly of control by the use of controling devices.An example of mechanical system is a man operating
milling machine:

3 Automatic system
An attouatic system is a still more compex systen.in.which all functions are carriet out automatically withoiut help of.
omeritor. Machine does the' functions of sensing, införmátion proessing. ecision making and zcion while man oes
the tasks of install,programming maintenanice and unkeep. Fully autoatic washing machin, CNC machining cente
are am ekample of autormatic systerti:

Three Aspècts of Man-imachine Systém

Three aspects of
man-machine system are,
@ Design ofinformation diplays

(0) Design of controls

(m) Envirohmentál factots or working cóndiions

3.4.1.Anthropometry

Antropometyis the study of human body dimensions. Aso body vofumes, masses ofbody segments, centre of gravity

andintemal pröperties.

ATtiroponetry is the masiurement of the diemensions of the body and.othet physica characteristics

antopomety is apliedto the desgn of consumerproducts, wofkand other places and equipiment:
3:17.3 Types
of Anthropometry

() Static(Siructural)anthroporhetry
le measurements take
nciudingsome
while the body
ås in'aI'static position It measures he distance of bones between joint centres
soitiissue measures
(a Skeletat
in contöur dimensiöns.
dnensions-
Jointtojoint
(6 Maxiium Imeasiurement
boywidti
(e Data
availabe
ot MOstchaacteristics
Frstmeasurements ofthe body
betez weretdone
fitüng by a Belgiar He was asked to develop
uniforns nathematicianr Napoleon
for F{Quetelet) who worked for
thetoops. He ieasured
4 Dymamic
(Funcional) t cheststo get. an idea of standard sizes:
anthropometry
Distarces
ody engaged re measured
is when the
body is
insomekind in moion or engaged
In a physical activity.
Measurements are taken while the
ofacivity
-

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Industrial Engineering and Quality Control (MSBTE) 3-6 ErgonomiCs

Examples :
(a) Driving a car

(b) Working at a desk

3.1.7.2 Principles in the Application of Anthropomietric Data

1. Design for extremes of individuals (or the population)

(a) Maximum : Automobile interiors, escape

hatches, doorway
(b) Minimum : Applicd force, rcach distances.

(c) Most design cover 5" through

95" percentile
2. Design with an adjustable range

(a) Design should "fit"

Involves a trade off

s through 95 percentile of relevant population
with cost/
complexity
3. Design for the average
Vs. Design for the extreme
(scat height, counter tops,
letter height)
4. Variability of population
Anthropomorphic measurements
are a function
of age, gender, nationality, user
Applications of type and several
design Principles other factors.
(A) Bittner taking
13 dimensions
between
(B) Body dimensions are
S and 95 percentile excluded 52% of the
not perfectly related population.
short legs with a
(C) Physical modelling : long torso in automobile
design.
Computer programs
to model human movement.
(ü) Dummies are used
to represent specific
percentiles.

10 mm
|10.15mm
40 mm
80mm

140 mm
175mm

Fig.3.1.5:
Hand Capacities

ec

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(MSBTE)
Iodustrial Engineering and Quality Control 3-7 Ergonomics

Fig.3.1.5 shows standard hand caacities measures.

Evaluation
General Approach for Design
A Determine the hody dimensions, which
are important in the use of the system.
population.
(B) Define the relevant (tser)
principle will he used?
(C Which design
population it is to be designed for?
(D) Whet percentage of the
anthropomorphic tables.
Determine the relevant value from the
E)
special situations.
Add npypropriate allowances for
)
weather.
1)
Bully clothing worn in cold
personnel.
(2) Protective clothing worn by hazardous duty

(G) Designing for motion:

conditions.
Adiut measured body conditions to real
Select appropriate motion
postures, shoes, clothing, hand tool reach, forward bend, etc.
EL: Relaved standing/sitting
ranges in the body joints, e-g, knce angle between 60-105 degrees,
or as a motion envelope.

Avoid twisting. forward bending, prolonged static

postures, and holding the arms raised.

3.1.7.3 Stops to Apply Anthropometric Data

a seat.
Idetify ingportant dimensions, Ex. : Hip breadth for chair
etc.
Identify tser popuiation, Ex.: Children, women, U.S. population, worid popuiation,

Determine principles to use (Ex.: Extremes, average, adjustable).

Select the range to accommodate, Ex.; Any %, 90%, 95%.

Find the relevant data, Ex.: From anthropometric data tables.

Make modifications, Ex.: Adult heavy clothing adds 4-6 linear inches.

Test critical dimenstions with a mock-up, user testing, or a virtuat model (Sanders and McCormick 1993).

32 Design ofControls

A coutrolisa device which transmits information to some mechanism, machine or system. A control is selected based
upon
te ty panre of
infornatin desired to be transnitted.
. Contoling evices are the ane throngh which action is initiated by an operator.
Diffacut types of
controls are as follows:

1. Hand wheels

tovides coatralling tarque via both hands, are also multi rotational. The rim diameter is less than 5 cm to tacilhate casy
gip. Haod whols shoud be coded for the direction movement
of
2. Hand levers

s quick control for large force, levers may be spring loadcd or of rigid control type, levers can provide:
elhient ONOFF or step by step control e.g. Gear shifters,
throttle control, Joysticks.

echKaoudedea
PobIcatto0s:

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ErgonomicS
3-8
Quality Control (MSBTE)
Industrial Engineering and

Cranks is desired
3.
is large and speedy Movement Cranks are
and knobs if the distance
Cranks are preferred over hand wheels control.
are used for fast
by one had, smaller cranks
intended to provide torque

4. Knobs thumb. Knobs

may be
circular or
can be operated by gripping between the fingers and bar
Knobs are rotary control, and or with whole lhand. Generaly,
either fingers knobs
are recommended for light load with are.
shaped ctc. Rotating knobs
used on instrument control panel.

5. Pedals
or
Pedals are used for fast action with medium heavy loads. Apedal
is reciprocating control operatcd by fogt one
art
as as while sitting. They lack aceuracy and range which
independent, pedals are operated in standing position well
be obtained with hand controls.

6. Push button and toggle switches

These are used for light load and are operated by one thumb and, one finger. A push button may be push-on or push of

type. Toggle switch has two positions ON and OFF or may have even three or more positions.

Environment factors
Working conditions are those which surround the worker as he performs his task.

Working conditions affect his physical well being and therefore his efficiency towards work.

Some of the working conditions are discused below :

1. Factory/Building premises
Whenever possible workplace should be above the ground level
and equipped with sufficient mumber of windows. There
should be proper ceiling height, sufficient floor space etc.

2. Lighting / llumination
Most of the time man depends upon sunlight as a natural source
of light. But sometimesit becomes insufficient becauISS
of weatherconditions and in nights.

When shop activities are carried out indoors or

at night, it is necessary to provide artificial light.
Visibility depends on size and colour
of product, its distance from eyes, intensity of light, contrast colour
these factors must be studied precisely case of e.
in of accurate works, wórk in
dangerous environment or in case
working conditions. OTy
The lighting system should provide :
1. Sufficient brightness

2. .Uniform illumination
3. A contrast between brightness
of the job and of background
4. No direct or reflected glare
3. Noise

Noise is defined as
unwanted sound onhums
and it has been shown
performance. to have both short and long Ierm efiects
Noise
is the cause of various
problems
like fatigue,iritation, reduced
productivityy and accidents.

PuoitratIns

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ndustrial Engineering and Quality Control (MSBTE)

3-9 Ergonomics
Toreduce the noise :
1. Control the noise at source.

2 By proper machine lubrication maintenance,

padding and by providing noise mufflers.
3. Using noise absorbers.

4. Provision of ear plugs.

5. Improved workplace layout.

4. Vibrations

nwanted irequencies resuted from unbalanced forces are termed as vibrations. Vibratin is undesirable for several

Teasons.

yibratioS can cause structural damage or eventual failure of mechanical systems.

Vibrations cause annoyance,and disturbance.

Vibration results in soundradiation and airborme noise.

The vibrations may be minimised by,

1. Dynamic balancing of machines

2: Separating machine foundations from adjoining loors

3. By use of vibration absorbersand impact dampers, etc.

for vibrations
4. By esigning machine foundations using accepted criteria

5. Thermal conditions
stresses in the
air flow. Poor heat and humid conditions produce. thermal
It indludes the femperature, humidity and
dexterity of their members ofbody.
worker which affect their efficiency, concentration and
of work. Humidity and heat
as
Working temperature of 60-65° F is considered nornal
but it varies according to nature
body to heat.
are related to each other both affect comfort and tolerance of the
providing local ventilation by
shielding, isolating heat sources,by installing and
The effect of heat can be minimised.by
pauses în cool or extreme hot conditions.
permitting breaks or Test

3.3 Design ofDisplays

can be
information presented by displays
device.that presents the infornation about
the state of system
Display isa
considered static or dynami.
changes with
input to a cOmputer: Dynamic information continously
Ex-t A voltage stabilizer shows the static voltage
station etc.
time e.g, trafic signals, charts, isplays at an airport, railway

3.3.1 Types ofdisplays

L Visual displays
2. Auditory displays

TechKnouledgi
Pubtte ations

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Industrial Engineeringand Quality Control (MSBTE) 3-10 Ergoncrirs

1. Visual displays
Visual displays constitute a mechanism such that the desircdinformation can be read directly fromthe
display.
Vistd
displays arc the most common means of providing information to the human operators.
Visual displays can be of the following types :

(a) Quantitative displays

These displays provide informationabout a numeric value or

quantitative value of somevariable.
Thevariable
be either dymamie or static. Such displays again may be diided into two classes.
) Analog displays

(ii).Digital displays

(0) Analog displays : For which the position of pointer along the scale is analogous to
the value. Jt renre
associated variable.

These are :

i) Fixed scale with moving pointers, e.g. voltmeter, pressure gauge,

automobile speedoneter, etc.
() Moving scale with fixed pointer. Here pointer
is fixed at one point and scale moves to show numerie
for e-g. weight machine. t
() Digital displays : Digital display is more
suitable for making quick and precise
numerical readings. It shoe
numeric value directly. For e.g. digital petrol meter,
digital weightmeter, digital thermometer etc.

b) Qualitative displays

The display is used to read an approximate

value or to show qualitative information hike
change in direction, nte of
change.

They provide information about a limited number

of discrete states of some variable.
Exampes : 1.Onloff warning lights,

2. Increase and ecrease in temperature,

t

3. Acceptance or rejection ofproduct

2. Auditory displays

These are based upon human sense

of hearing. As compared to visual displays,
performance superior. So these devices are auditory displays can monitt
suitable as warning devices.
• Auditory displays are prcferred wben,

) The information is simple, short.

(ii) The information is based on events

depending on the time and immediate
action is required.
(ii) No proper location for visual display.
(iv) The operator cannot stand in
front of display panel all the time.
Ex.: Some of
the common auditory displays are : Horns, whistle, siren.,
buzzer, bell, oscillators.

Pubiitatenh

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Industrial Engineering and Quality Controt

(MSBTE) 3-1t Ergonomics

Decrease Increase
Decrease 4Inctease
50
40
80 201 70

70
20

90
(a) Circular scale

Negative Positive Decrease Increase

20 +201 8
30
10.

(b) Circulkar scale fc) Semi-circulat or Curved scale

with
positve and negative
vafües:

Tnöre

Decrese

010 2030
mntintankantuhi
Decrease Iacrease

() Vertical scale (e) Horizontal scale

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Ergonotics
Industrial Engineering and Quality Control (MSBTE) 312
F
Fixed pointer

50
40

30

20

70

(ü) Open window scale

() Circular scale

D10 20 30
10

Decrease Increase

(ii) Vertical scale (iv) Horizontal scale

Digital display

Fig. 3.3.1 : Types of displays

3.4 Compatibility in the Design. of Control Members

Compatibility is a state of confination between environmental inputs to the individual and

the responses resutina
Compatibility in the design of displaysand controls facititates performance and reduces human errors
that may oceur as a rest
ofa mismatch between the expectations ofthe operators and the relationship between the displays and controls. Compatibltys
a central concept in the study of displays and controls and it refers to the relationships between display signals, contr!
responses and the expectations
of the operators.
According to the interaction between the display and the controller
in the human machine interface, the cornatibity ce
be divided into several categories. The most common two categories are as
follows.
|1. Spatial compatibility
2. Movement compatibility

1. Spatial compatibility
Spatial compatibility refers
to the corelationamongthe physical arrangement tisplysin
of controls and associatedi
space. It refers to interfae t
the physical stimuus and response elements on a dispay to
a product
panel..Specifie
stimulus is the actual operation of the
controller, and the response is the
display result of the display.
Examples of spatial compatibility are
:
The layout relationship between
the control switch and the cook top on
the gas stove.
( Operation panel of CNC machine.

RTechLl

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Industrial Engineering and Quality Control (MSBTE) 3-13

Ergonomics

(i) Cookpit control room of aircrafl.

(iv) Control room of atomated factory.

(V) Elevator operation panel and floor number

(vi) Controls on velicle dashboard.

Spatial compatibility is also known as product space compatibility. Design of controlsusing
spatial cormpatibility resus
casy, simple and clear/mode of operation.

2. Movement compatibility

Movement compatibility rcfers to fhe relationship between control motions

and the movement of display indicators. Whlie
operating the contols psople alvays have crtain expertztions abont the relationstip betreen the movement of controis and the
mOVement of display indicators, examigle clockwise rotation of controt knob for
fr fn is espected toprodce an increase in the
speod of far., In large nunber, of systems, the diroction of movement may controls associated
of is with particular mOVemeHs
ofthe system. The most common are as shown in the Table 34.1.

Table 3:4.1
Moyemments of controlsSMovement ofdisplay indicators

Open, On, Start, High Speed, Increase

: Dewn Stop, Low Speed, Decrease, Close
O,
Clockwise On and Increase, Turn Right, Move Right
Anticlockwise Offand Decrease, Tuim Left, Move left

When accelerator pedalis pushed its coresponding speedometer pointer moves to

the ight or moves forward clockwise,
fhen the pedal-speedometer relation is,compatible otherwise it is not compatible
with the digital display, the digital mumber wilt
increase or decrease as the related parameter being controlledincreases or
decreases.
Accardingtomost people's mental model, the upward direction
of a moving dispiay suggests that the vatues go up.But in
fixed pointer moving scale indicator, when indicator moves
down, its vatue is intended to increase, thus the conflict with
common mental expectations arises:

Reviev/ UESons

2 Marks Questions

Q1 Define ergonomics and state its impartanca.

(Sections 3.1 and 3.1.1)
Stata theimportant ergonomic considerations. (Section
3,t4).:
Q.3 Stata the components of ergonomics. (Section
3.1.5)
Q:4 State the ergonomics principles related ta
design of contrals. (Section 3.21
Q.5 State the types of displays. (Section
3.3.1;
a.6 State the types of controjs.
(Section 3.2)
Q.7 Define Man-machine system:
State the aspecis of
man-machine system.
(Section 3.t.6}
Q.8 List the examples
of spatial compatibility. (Section
34)

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Control (MSBTE) 3-14 ErgonoTi

Industrial Engineering and Quality
8
4 Marks Questions
3.1.7.1)
Define anthropometry and
explain its types. (Sections 3.1.7 and
Q.1
3.1.1)
Q.2 Explain the concept of ergonomics. (Section

Explain the steps to apply anthropometric

data. (Section 3.1.7.3)
Q.3

Q.4 Explain Man-machine system. (Section 3.1.6)

Q.5 Explain types of controls. (Section 3.2)

Q.6 Explain types of displays. (Section 3.3:1)

6 Marks Questions

Q.1 Explain the components of ergonamics. (Section 3.1.5)

Q.2 List the types of displays and draw sketch of any four. (Section 3.3.1)

Q.3 Explain principles in application of anthropometric data. (Section 3.1.72)

Q.4 Explain the compatibility in the design of display and controls. (Section 3.4)

Q.5 Explain environmental factors while designing controls. (Section 3.2)

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UNIT IV
4-1 to 4-53
Chapter 4: Quality Control and Inspecticn

Sylabus
Quity df
Quality characteristics, Cuality ot design, Qualty of conforrnance,
a1 Meaning of quaity of produce and services,
perdormance, Concept of relability. Cost, Ouality
assurance, Cost of rework and repair, Quaity and Inspection, Guality Circle
Stx sigma Biack Bet concept
Total Quality Management; Slx sigma Statistical mearing and methodology.
:
42
4.3 KAIZEN, POKA-YOKE, 5S Techriques

44 introduction of iSO 9000, ISO-14000.

of quality appraisel, prevonion,
45 Quaity Economics Cast of quality. Value of qualily, Ecoonics of qualty confimatior, Cost
:

areas of applcatlon
xtemal and internal failure cost Quality lunction depioymend: Basic conceptrand
or Ishikawa diagram), Check sheet, Hstogram, Pareto chat and
46
Various Q-C tools : Cause-and-etfect diagram (Fishbone

Scater diagram
471 Inspection Defnition and meaning, Dilfesrence between Inspection and uality conuol, Classficabon ot Irspection -0 Process
Raw Materlal (nishedserni-finished) Inspection (iw) Tool and Gauge Inspection Role of
Inspechon (0) Final Inspection ()
Quaíty Control nspectasSupenisor.

41 Indroduction.

1H41.1 Defintions
4-1

4-1
412 Meaning of Quality of Produce and Servces.
Quality Spechcations. 42
41.3
4.14 Quaity Characteristics .*.43
Quality Control. 43
415
Quslity 44
416 of
Desgn..
417 Quality of Contomance.

4171 Cost ofQuality ot Contorrnance.

418 Quality ol Pedomance ..

Concept of Relability 45
419
41 10 Quality Assurance
4111 Cost t Rerwok and Repair...
41.12 Quality Crcle
4-6
41.121 Working ol
Quaity Cirde/Operatlon.
ot
4-9
41.122 Characteristic Quality Circle

4123 ,Ccle
41124 Avantagesuary Crcie
o Qualty Ccle
41,125 Lmtafions
41126 Basc Piobiem Soling Technigues
41.127 Falure d Qualtly
Cae 41
4113 Quality ednets
Qually Auctt +2
4114
4,1.15 Vendor Quty Rating (VOR). 44
41.18 Vendor Rating (VR
42 Tatal Qualty Managenert (TQM). 415
421 Concept of TOM

422 Objecthves TOM 418

Prinapies TOM
423 d
424 importance of TOM
4-19
425 TOM linplemeation / PCA
Advantages TOM 419
428
Sox Sigrna
42.7
4275 Defnition Moaring snd Prnciple. 20
42.72 Signticnoe 20
4273 Sutstical teaning ot 60 4-21

o
4274 Avantages 60 Precess 4-22
4275 nplementaticon 6 of
A22
4.2.76 Befts used in So Signa
423
<br>

TOM Toois.
43
431 Concapt o Malzen 424
432 Concept of
Poka yokr,.

433 5S Concept 21
44 iSC 9000
429
441 Introduction
4-29
4.42 ISD 9001:2008
4-29
443 Stepase Prcedare to lrmplerient 1S0 9000
444 Eght Qualy Managernent Principles of
iSO.
445 IS0 14000 4-31

4S Cost 4-32
451 Concept
d Qualty Cot 4-33
452 Value of Cuality.
4-33
45.3 Quaity Fution Deploymerts
(QFU).
SOC Tools
481 Frequency Histogram-SOC
Toct
452 Bar Chart-S0C Tocl
443 Curaslative
FrequercyDistrnbutin 4-39
484 Cause and
(ogie)-soc Tool 4-39
Efecd Disgraim-SOC
Too.
465 Check Sheet-S0G
Tooi 440
468 Pareto Analysis-3CTool 441
4-42

442
atnit Engineoring and uality Cortrol (MSSTE) Tati oAEE
3

Scatee Daga-50C Todi

Cuaity and niapectior

Roie of Quality Control irspectoupervisor, 444

Comparaon betonrn irspecion and Quity Control
Corpason behi in tacess inspedion ant Cenralced inepection. 448
05 Campasnon tebear Atributn Inopection and Vaiablen lisgecion 448
MSETE uetkrs and Ansaers 461
<br>

Quality Control and Inspection

UNIT IV

Syllabus

Meaning of quality of produce and services. Quality characteristics. Duality, o design, Quality
of
4.1

conformance, Quality of performance, Concept of refiät lity, Cost. Quality

assurance, Cost of rewofk arid
repair, Quality ard Inspection, Quality Circte.
4.2 Total Quaity Mariagement; Six sigma : Statistical meaning and methodology, Six sigma Black Bet.
conicept.
KAIZEN, POKA-YOKE, 5S Technques.
43
44 Introduction of ISO 9000, ISO-14000.

4.5 Quality Economics : Cost of quality, Value of quality, Economics of quality confirmation, Cost of quaity
Appraisal, Prevention, External and internal failure cost. Quallty function deploymert Basic concept
:

and Areas ofapplicatian.

4.6 Various Q-C tools Cause-andeffect diagram (Fishbone or 'shikawä diagram),Check. shéet,
Histogram, Pareto chat ánd Scatter diagram.
inspecion Defniton and maning, Difference between Inspecion and quality controi, Classifcation of
47
Inspection-) Process Inspectiön () Final. Inspection(i) Raw Mäteriaf (finistied/semi-finíshed
tnspection (iv) Tool and Gauge inspection. Role of Quality Control Irspectorl Supervisor.

4.1 Introduction:

41.1- Definitions

i defined as thedegree of excellence which a thing possesses.

Qualitytyis

Quality is detined as the features that make something what it is

Crosby defines quality as conförmance to the requirements.

Juran defines quality as fitness for USe.

Quality is customer satisfaction.

ASQC defines quality as the totality of features and characteristics of a product or. service that bear on its ability to
satisfy given needs.

Quality of product is related to features of the product of its usefulness.

It depends on characteristics of the produet.
Quality of some sectors of businss like schools, banks, transport, insurance, etc. is called quality of service.
It depends
on how excellent one'serves
the public.

4.1.2 Meaning of Quality of

Produce and Services
Quality is defined as 'usefulness of
projects andservices with satistaction of
customers-byIshikawa.

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Quality Control
tndustrial Engineering nndQuality Control (MSBTE) 4-2 andlnse

Extemal supplier

Vendor
Supplier,
Supplier Purchase
Customer
Producion
Customer
Supplier
Supplier Quality Corntrat

Customer
Customer Sales
buyerluser
Supplier

Customer Edetal custamer

Fig. 4.1.1 :Quality and customer
chain
out, it can be concluded
as wbo is
the customer 7
If carefully analysis is carried
The basic questions arises
every organisatiort.
of suppliers and customiers is avalable in
as a supplier.
One who is supplying goods to a customer, also acting
shop.
For exampe, Fig. 4.1.lshows a supplier customer chain in anormal
customers.
It is shown in Fig. 4.1.1 hat there can be internal as well as external
terans.
Every customer and supplier has its own demands and satisfaction
care of its own custoumers then, there is full satisfaction in the link of above custtr
For this onty, if everyone takes
Supplier..

4.1.3 Quality Specifications

The concept of designing a component means finalizing the dimensions of given jobs by considering stress calaláis

When after calculation, the design conclsions are explained on paper, called as Quality specification'.

The specification contains the list of essential characteristics and their tolerances.

The 'Quality specification' may include material specifications (Cast iron, 50, S.s, Copper etc.), process speritant

(milling, grinding, cuting etc,), Method of testing (NDT, digial inspecion etc.), Criteria for acceptanct and
(free from blow holes etc.), Method of use (use on ground floor, handling instructions).

One specification may or may not be sufficient to describe the product.

The specifications are cassified as :

standardization
(a) The standard specifications : The standard bodies formulate the specification for
components, e.g. specification by BIS.
(b) Consumer specifications: When BIS available or
Dot
S
(Bureau of Indian Standards) specification are not
for the particular customer need,
then consumer specifications are caleds
sed. specifications,
(c) Company specifications : When a company which manufacture produces to own
its
company specifications.

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industrial Engineering and Quality Control (MSBTE)

4-3 Quality Control and Inspettion
414 Quality Characteristics
EL For the refrigerator, it is described by
using colour body. capacity the refrigerator,
aranty, service conditions, ctc. These are called as of of brand of the compress
'quality characteristics'
The quality characteristics are gròuped as :

l Structural type ength, height, diameter, viscosity etc.

Looktype:Test, colour, texture, appearance
A etc.
(e Time oriented : Safety, reliability, service, failures, etc.
i Commercial : Cost, discount, warranty,
packing etc.
Samie characteristics are used as for juality of service?

E:For service sectors like bnking, postal services, tiansportation,

bu sérvices; hospital services, etc.
EL: In banking : satistaction of consuners, trànisaction accuracy., promot time
to time service, telephoic internet
hanking, carity. in transaction space,
infrastructute of bank, ATM Services, 'opening
hours of banks, interestloan
Aciity, reliability ie. accuräcy of services,
image, honesty, responsiveness of banketc.

4.1.5 Quality Control

Definition :

Ouality contröl means observing and measuring, actial performance, comparing

with standard and taking control
acian ifrequired.

Quality controlis an effective system

of integrating quality development, quality maintenance, quality improvement
the various'gtöups in an organisation with the of
coimön goat
Quality Controi Eoop

QualityCotrol :uality control is the process thrvugh whict we meastue

the actual quality performance, compare
with théstandards and take corrective action there is adeviation.
if it
• Quality control foopsteps:

(a) Set the quality' standard.

) Pan fofahievingrequired quality.

(c} Plan fer inspection
and checking.
(a Measure actnal performance:

(e) Gethe difference between measured

andstandard.
) Take necessary action
ifrequired.
Fig. 4.12shows
the block diagrarn
for QCloop.

Procass
Standard fgoal)

Compare
Feedback
Error
(control)
No eror

Continge

Fig. 4.1.2:Quality controlfoop

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Industrial Engineering and Quality Control (MSBTE) Qualty Control

44 and lhspectin

Objectives of Quality Control

MSBTESA1A9

State thevaribus objectives öf

th quality contöl lany eghh.
List objectives of quaity control.

Objectives of Qualitycontrol are as follows:

1. To reduce cost of manufacturing.

2. To increase the organisation's income.

3. To achicve interchangeability of manufacturing.
4. To satisfy the customers.
5. To produce optimum quality.
6. To devetop good relaion between vendor and vendee.
7. Develop quality consciousness, etc.

4.1.6 Quality of Design

MSBTE: S16,1713W-47

Sate the meaningof Quaity of Design! S-16W-175A3

State the various factors controling the quality of:design
(5-17,5-g|
The quality of design of a product is concerned with the tightness
of fhe specifications for manufacturing of the pradud
The good quality of design must ensure consistent performance, overload capacity, efficiency etc.

It sioutd also consider all types of failures like stress, wear, shocks, vibration etc.

4.1.7 Quality of Conformance

MSBTE SA5,16,16,W

What is quality of confomance ?List the factors controling qualiy:of

confomance $-15,548)
QSate themeaningofQuality of Confomarnce
$-16313)
Q.
Explairí quality of conformance &state factors afecing quality afproduct

The quality of conformance is concerned with how well the manufactured product
confirms to the quality of desg
When a design has been established, it is necessary to obtain a
high levet of quality of confornity.
Factors controlling quality of conformance are : Instruments used, Inspection types, Frequency of

Accuracy of inspection, Tools of quality control used, Inspectors atitude, Calibration of instrument,
Enmu
conditions, etc.

4.1.7.1 Cost of Quality of Conformance

design
Quality of o conformance is concerned with how well the manufactured product confirms the quality
of
to
To confirm this, we need to use various testingfinspection tools.
confirmmtionrquir
For a job we can use various inspection itools and for an assembly we can use test set up Ior Insectis
standards.
To get good quality of conformance, we have to invest in various items like laboratory
revewds
maintenance,
Labour Training, set ups for inspection, Quality audits, Calibration, outside endorsement,
inspection, softwares, etc. Petlitat

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Industrial Engineering and Quality Control(MSBTE) Inspection

4-5 Quality Control and
it will
Jndirectly it is cost of appraisal. cost of appraisal gets
1f increased up to certain level, it will be accepted. But
affect on reduction in cost of failure and increase customers
in satisfaction.

4.1.8 Quality of Perfomance

MSBTE W16,17

(W-16)
Q.Eplain quality of
pefomance:
W17
OSlaletheieanngotauality ofPeromarice
It is linked with how well the produced product gives its perfomance
related to stated accept.
It is to be influenced by two factors viz.
1. Quality of
desigi

2. Quality of conformance.

Quality of design +
uality of conformanee Quality of performance
The best desigr can be pössible, but the poor perförmancecontrol can cauše poor perfafmance, conversely the best
conformance control can not make the product function corectly, if the design not
is coect.
4.1.9 Concept of Reliability
MSBTEW14,S18
Definëreliabilty: State the factorsto be consicered tor achieving areliable desic w14,5-18)

1. Reliability -Definition

Design of any component should be such that, the product shóuld have long. service life with few failues As
product design bécomés Tnore and more complex, failure chances are more and more.

To compensate above onditions ie. to prevent fuiturés, a branch of enginering – Reliability engineering is
generated.
Definition Reliablity can be the ability offa product to perform a required funictiot under stated conditions for a
stated period of fime without failure'.

2. Reliability Goals
Reliability can be impoved
b using varióustechniqies at the
tine of designing the product.
• For this only, the ains to be achieved by the product are finalized, which are
called as reliability goals.
Reliability goals çan befixed by referring various
conditions of products. Three examples are given below:
(a) Fixing mean time between failure
(MTBF):(e.g. failure of a clutch wire for a2 wheeler can occur after
every 10,000 km).

(D) Fiing mean life to first faifure: fe.g: ,00,000 Hrs. can be the mean life to the
frst failre of electricbub.
(C) Fixingwear-out time for a produet:(e.g. wear-out timë
for a tyre can be after every 30000 km)
3. Finalising Reliability
Goafs
Reliability goals can
be finalized by using
three phase proedure :
1. Budgeing
. 2. Predictin
1. Badgeting 3. Analysis

p abigher:level product.inchdes allocattnggreiability objectives among various elements

Budgeting
which are collectively make

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Industrial Engineeting and Quality Control (MSBTE) 46 Quality Contral and Inspection

2. Prediction : This includes use of prior performance data, mathematics, probability theory, for calculating expectcA
failure rates for various systems ofa assembly.

3. Analysis : At the time of this phase, analysis of stronger and weaker section is done and they are identificd' for desia
improvement if necessary.

4. Methods of Improving Reliability

Methods of improving relíability during design

Review the customers nced to see if the function of the unreliable part is really necessary to ser.
f not them elimin
that particular part from the system
Design the system in such a way that some.parts must fail before system lailure ie. provid purposely weaker secins
eg key, valves to pressure cooker, fuse in electric circuit.
Ensure that stresses aplied to the parts are lower than design consišerations by using proper factor of safety.
To face environmental problems, the product can be made more stronget.
Specify replacement schedule of some parts from assembly, so that they can be replaced before failurerepaired.

4.1.10 Quality Assurance

Definition :
"Quality Assurance Engineering deals with question of assuring the desired quality, reliability, service and otbr
accepts in the mamufactured product, through scientific techniques.
The job of evaluating the company's activities with respect to quality, reporting the results of evaluating o all
concened for information and necessary action and the subsequent action taken is called as QA function'.

Stages of Quality Assurance

There are three stages of"QA function':
1. Design štage
2. Manufacturing stage
3. Field observations

1. Design stage : In design stage, it is ensured that the quality of design is according to the need of the customers.
2. Manufacturing stage : To check whether the quality of products manufactured conforms to design specifications.
3. Field observations : It is related with reliability and performance analysis
of product. Observing the performance in
actual field, study and analysis of the performance, maintenance, life
of product etc.

Quality
assurance
-Deslgn stage!

o
Qualily

design
Manutacturing staga

Cuality of manufacturing
conioming
4
Field obsevaior

Qualityof
perfomanoe

Fig. 4.1.3
Advantages of Quality Assurance
(a) Fewer defects
(b) Less scrap
(c) Higher efficiency rejects
(d) Less inspection
(e) Fewer complaints
() Better quality
(g) Higher productivity relations
(h) Good customer
Putitati

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Engineeningand1Quality Control (MSBTE)

4-7
Quality Control and Inspection
htstial
of Conformance and Quality of Performance
between Quality
Conparison
Table 4.1.1

Ouality of conformance Quality of performance

No
1.
It is related with how wellIt is related with how well

manufactured product can foms product performance while uscd

to quality of design. in the field.

2. Ttis related with design. It is telated with field and fields

complaints, customers, etc.

It is checked in quality control t is checked by customer care

departmént. department.

Control land Quality Assurance

Companison ibetween Quality
Table 4.1.2

Ouality Contro! Ouality Assurance

N
is guarantee ófjobs
1. tisaprocéss ofinspection oft
jobs and arialysis of sane. manufactured.

These are efforts before

2tis postproduction.
production, during production and

afer production:

3.Quality Control is Quality Assurance is (Design

quality + Qrality of conformance
(nspecton + Analysis)
+Quality of performance)

Related with inspectörs, and Related with outside inspection

prodicion departneut. Quality control, constitant, top

management and customers.

A1.11 Cost
of Rework and Repair
Basially,

Namber
t isthe 'costoffailure.
offimes
sjobs are produced with errorS, may be positiveeor negative.
• lfemors are
negative,
hejjobs areto be thrown as a scrap.
Tibs are positive
or the errors
Sinilaty, car be rectified, the lot will be given for rework The cost required is cost of rework.
itcanbe possible that defectsof
the job car: be repaired by some method. This is called as cost of repair.
Ateostscomes under "cost of
quality.

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Quality Control (MSBTE) Qualty Control

Industrial Engineering and 4-8 and Inspecion

4.1.12 Quality Circle

Concept of Quality Circle

Quality cirele is a way of capturing the creative and innovative power that lics within the work force.
It can be also defined as a small groups of people doing similar work who, together with their supervisors voluntev.
meet for an hour a sweek to study and solve work related problermns which affect them.

Quality circle is a participative management system in which workers make suggestions and improvements fr a.
betterment of an organisation, by solving problems.

The philosophy
The philosophical base of quality circle is use of human resources in the best way as possitble.
One of the concept is that people wili take pride and interest in their work if they experience autonomy and comhel

over the decisions that affect fhem.

The sense of belongingness can be increascd because of quality, circle.

Recognition of the importance of development of human resources.
any performance of the organisation.
A willingness to allow people to volunteer their time and effort for

An involved and respected employee is a productive emplayee whose work is of the highest quality.

4.1.12.1 Working of Quality Circle I Operation

qualitycircle invoves a set of sequential steps as follows

:
The operation of

1. Problem identification

2. Problem selection
3. Problem analysis
4 Generation of alternative solution
5. Select the most appropriate solution
6. Prepare action plan
7. Presenting solution of management
8. Implementation of solution

1. Problem identification : The members has to identify various probiems that are to be sotved.
2. Problem selection : The members hen decides the priority and selects the problem that they vwould like o sohe
3. Problem analysis : Then the problem is classified and analyzed by basic problem solving techniqus hi

storming, Pareto analysis etc.

generate
Varions atee
4. Generation of alternative solution By knowing various causes, it could be possible to
solutions.
relatedto
ast
5. Select the most appropriate solution : The members goes for analysis of the various solutions

possibility of implementation etc. inplermtaci

place of
6. Prepare action plan: Members prepare action plan related to the solution implemented like|
date, time etc.
approval.
management forimpleementatig i
7. Presenting solution of management : The circle members presents solution to the
before
done
8. Implementation of solution : Management evaluate the solution and testing can be

possible. Refer Fig. 4.1.4. PubIitati

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Inspection
Quality Control and
Industrial Engineering and Quality Control (MSBTE) 4-9
S
Problem Problam Problem Generate
dentification selection analysis aternative solution:

Present Select best

Implemont the Prepare plan
solution solution to of
action Ssolution
management

Fig. 4.1.4

44.12.2 Characteristics of Quality Circle

The characteristics of quality circles as management tool may be listed as. below:

Quality circles are small prinmary groups of

employees.

Lower limit of members is three and upper limit twelve.

The memberships of quality circles are most voluntary.

Each circle is led by the area supervisor and coordinated by a 'Facilitator.

The members mect regulaly every week or according to schedule.

The members are specially traincd in techniques of analysis and problem solving.

Circles works for identify and solve work related problems.

Quality circles enable their members to exercise their hidden talents, creative skills.

• talso promotes co-operafive participation.

. talso contributes to job safisfaction of their members.
. Members get with opportunities for receiving
public recogition from the company's management.
The members receive recognition
in the form of mementos, certificates and privileges.
. ialso benefits for their self confidence.

4.1.12.3 Objectives of Quality Circle

Objectives which contribute:

tothe improvement are
To improve
he quality and productivity.
To theimprovements
and development of the enterprise.
* To redacethecost
of products orservices by waste
ednction.
To identify an solve work related proberns
Tolocatethecreative
that
interfere with production.
intelligence
Tomake use ofthepersons,
fill ofitshuman resources.
To deyelop and use
greater amount
Motiyate
themtoapply ofknowledge and
forchallenging skl.
Toimprove tasks.
comrunication
Toincrease withinthe organisation.
employees
loyalty.
To develop
humanity
• To enrichhuman and generate a happy
capability, bright work
place. eavironment.
• Tosatisty confidence.
thelhiuman
needsto
sefdevelopment.

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Quality Control and

Industrial Engineering and Quality Control (MSBTE) 410 Inspecin

4.1.12.4 Advantages of Quality Circle

Following are advantages by establishing quality circles :

1. Promote high level of productivity.

2. Quality mindedness.
3. Creating team spirit.

4. Increased motivation, job satisfaction.

s. Develoing sense of
belongingness.

6. Waste reduction and cost reduction.

7. Increased utilization of human resource.
8. Enbancement in consciousness and moral of employces.

9. Leadersthip development.

10. Trained staff

output.
11. Identifies work related problems and solves them with good

4.1.12.5 Limitations of Quality Circle

undergoing training.
1. Members may turn from their daily work to the task of organising themselves and
new.
2. Time and money is required for a concept that is essentially
3. Over-expectation of some employees may turn to disappointment.
4. Quality circles may threaten traditional mthority structure.
5. Some persons may likely to resist and non-cooperate.
6. Employes who depend n their supervisors may fel umcomfortable with quality circles.
1. People cxperiment with new idoas, new skills and new roles.
8. Changes in system andcontrol may required.

4.4.12.6 Basic Problem Solving Techniques

Following are the techniques used for problem solving in quality circle:

Data collection
Brain storming

Pareto anatysis

Cause and effect diagram

Data analysis (using SQC tools).

Out of these cause and effect' analysis and steps involved in cause
and effect analysis are given beio
1. ldentify theeffect (problem).

2. Note the main caunse types as man,

machine, materia and method.
3. Fill up causes at proper position in diagram.
4. Identify most likely causes
with probable causes.
5. Verify the causes.

Refer Fig. 4.1.5

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EIndustrial Engineering and Quality Control

(MSBTE)
411 Quality Control and Inspection

Man
Machine

CEfect(problem
Method
Material

Causes
Effect
Fig. 4.1.5:Cause
and Effect diagram
44.12.7 Failure of Quality Circle

Oality circle fäils because of following problems:.

L.
Lack ofgood publicity.
2.
Frequent absent members.
3. Lack of management interest.
4. Poliics in the organisation.
5.. Wrong selection ofmembers.
6. Lack of leader.
7. Eack oftraining to members.

4.1.13 Quality Mindness

Concept and Theories

Various factors are affecting onquality ofproducts like men, material,market, money etc,
Out of these factórs "man' is of supreme importance, as other factors are entirely controlled by a human being.
The ternQuality mindaess' means attitude ofa human being towards quality.
To, inprove,or maintain quality,
it is necessary to, stress the,iiportance of quality in the minds of variöus persons
workíing în the organisaion.
By considering the fact that quality mindaess of the personal in the industry in an index of the firms quality, two
theories of motivationare eveloped.

(A) Jndifference fieory : According to this tbeory, it isassumed that, workers are lazy, spoiled, Imcooperativë and
interested in money only.
(B) Crafsanship theory : According to this theory, industrial workers contain an, internal drive for work and get

satisfaction byproducing work.

Methods followed for improving Quality Mindness

Following methods can be used for generating quality mindness in the minds of workers.

I With the help of slogan displayed in all the departments, it couid be possible to attract attention of workers towards
"Quaity.

2 Letters witten to employees homes can generate quality consciousness through family members.

3, Highest quality wotkmanship awards can be announced.

4. Quality circles can be
förmed.
Suggestion schemes can be useful for awareness generation.
O Working environment can also affect on such factors.
1. Well
Iplanned education, training programme can be useful from induction phase itself

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4-12 Quality Control and lnspect

Industrial Engineering and Quality Control (MSBTE)
E
4.1.14 Quality Audit
MSBTE:S15:W3E

Q.WhatisQuality Audit27
audi MA5)
Explain
inbrief the concept afquafity
Concept
the
or activities to verify their accuray, usually by Someone other than
Quality audit is examination of records
responsible for them.
nceded to measure which will inform to
management regardng efei
Once system of quality is established, it is
things are not getting completed.
Audit is the measure of systems, without which, the
:
Purpose of audit is
1. To check whether the system is working properly.

2. To know are there non-conformities (defects) in the

system.

3. To know whether identified problems have been corrected.

4. To make focus on potential problems.
component of the total system is included ike ml
total, critical examination is carried act in organization. Every
In
etc.
policy, attitudes, training, process, design features
quality system ofan entire plant.
The 'quality audit' is the surveylan appraisal of the

In account audit, checking of books, book keeper and accounting system

are carried out. Similarly, quality mt
quality.
evaluates the product, the inspector and the system for achieving product
functions,
It inquires about the adcquacy of the entire system which handels quality

• According to ISO 8402, quality audit is defiped

as a systematic and independent examination to determine stethe
arrangements and whether these arrangemeats Ze
quality activities and related results comply with planned
implementcd effectively and are suitable to achieve objectives.

Quality audit includes:

(1) To examine whether:

o The design meets the requirements?

Design specifications are properly noted ?

Design is strong / weak enough ?

o Proper material selecion, fit sclection etc. is done?

(2) To examine whether :

o Manufacturing machine specification are noted ?

Manufacturing tools are used properly ?

o Mamufacturing process is selected as per the need and standard ?
:

(3) To examine

o The inspection method.

o The inspection tools.

o Use of control charts and such techniques.

o Inspection polices,mindness etc.

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Quality Control and
Quality Control (MSBTE) 413
Engineering and
BE Industrial
exAmine :
(4) To
Customers complaints.
Corrective action taken
on them.
o:
(5) To examine:.
persons working.
o Atitude of the
organisation.
Relations betwoen various levels in
worker.
o Extent of motivation amongst the

o Level of satisfaction of workers:

Types of Quality
Audits MSBTE:S-17

(S-1T

the Various types

ot quaity audit
0Explain
are:
Types of Quality andits
as management audit)
1. The adequacy audit (also calied

2. Acompliance audit

3. An extecnal audit

4.
An extrinsic audit

5. Intema audit

Quality Audit Objectives

MSBTE:W18
W-18)
State the inpartance ofQualty audit

Quality audits are intended to achieve the following kinds of objectives:

1. To determine to what extent your quality system:

Achieves its objectives.

Conforms to your requirements.
Complies with regulatory requirements.

Meets Cistomer's contractua requirements:

Canforms to arecognized quality standard.

2. To improve the efficiency and effectiveness af you quality management system,
3. To list yor quaity systen in registry ofan independent agency.

4. To verify hat your quality system coatinues to meet requiremnts.

Conduct of Audit/ Procedure

MSBTE:5-15
Statethe'step by steppröcedure in quaiity audit toimplemehttin
manuactuing organzaton
S-5
Anditors must beliave in aprofessionai maner. Auditors must:

I. Have integrity and

be independent and objective.
2 Have the authority they
needta do a proper job.
Avoid compromising the audit
by discussing audit details with auditees
during the audit.

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Industrial Engineering and Quality Control (MSBTE) 4-14
.
management. This meeting should
having an opening mecting with the auditees" senior
Start the audit by audit will be caried
o

audit team, Clarify scope, objectives, and schedule, cxplain how the
Introduce the
process.
Confirm that thc auditce is rcady and to support the audit

1. Collect evidence

2. List nonconformitics

3. Draw conclusions

4. Discuss results manuals, Studyng records, Analv-t

Reading documents, Reviewing
. Collect evidence : by
Interviewing personnel,

data, Observing acivities ctc.

.

key noncontormities. They

: must study their observations and make a list of
Auditors
L. List nonconformities
ensure that nonconformities are supported by the evidence. a
system is applying its policies
: Auditors must draw conctusions about how well the quality
3. Draw conclasions
achieving its objectives. recommendations and nonconforte
discuss evidence, observations, conclusions,
should
4. Discuss results : Auditors
report.
with auditee senior
managers before they prepare a final audit

:
An auditor's job is to
1. Evaluate the quality system.

2. Carry out assigned audit tasks.

3. Comply with audit requirements.

4. Respect all confidentiality requirements.

5. Collect evidence about fhe quality system.

6. Document audit observations and conclusions.

reports.
7. Safeguard audit documents, records and
8. Determine whether quality policy is being applied.

9. Find out if the quality objectives are being achieved.

are being followed.
10. See whether quality procedures

4.1.15 Vendor Quality Rating (VQR)

on the quality of the raw material, tools, etc. purcasd
Since the quality of the products manufactured largely depends
from the vendor.
can be made. This prokiaa
For solving above difficulty, the vendors are evaluated and purchasing decisions
quantitativé measure of vendor quality.

The VQR provides basis for :

1. Measuring how well each vendor is performing quality wise.

2. Comparing various vendors with others.

3. Noting the progress of each vendor.

4. Eliminating the vendors.

The quality rating depends on various inputs with its own unit measurement.

Ex. 1. The lot quality (rejected lots)

2. The percentage defectives

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Quality Control and Inspection
3. The characteristics like length, weight

4. Costs expresscd in rupees etc.

:
Following formulas can be useful
=
Number of lotsaccepted
. Rating percent oflotss accepted
Number of lotsinspectcd
Desired cost of
inspection
2 VQR= Actual cost of inspection

1. Bendix VQR system gives;.

vQR =
70+-70)Na
N = Number of lots submitted

P= Percentage defective in a sample

percent
P'= AQL

n Sample size

and LR = 70-10 P-P).

VP(100-P) /n

41.16 Vendor Rating (VR)

. as the base for selection of vendor.
In VQR, the quality of the product supplied by vendor is taken
factors are also to be considered like,
Number oftimes it is observed that, with quality of vendor, various other

1. Delivery promises 2. Service promises:

3. Past history of vendor
4.
Cost of products.
6. Transportation method etc.
5. Discount given /ofered
a 'vendor ating", scheme is developed.
:

To add allabove subpoints at the time of selection.of vendo,

Following plans can be sed for VR

:
conclude as good, bad
system in: which customers can discuss and
L Categorical plan: This is a non quautitative
etc. scores the weight whict can
a scale 0- 100. EBvery vendor
n of

2. Weighted point plan:Various factors are rated

be useful for VR.
purpose.
uses vendors on the total cost in terms of money for a specific
3. Cost ratio plan:This plan

4.2 Total Quality Management (TQM)

4.2.1 Concept of TQM

MSBTEW-14,15,17

W4, W.15, W-17)

Q Defne TOM

the businesses.
Total Quality Management is the method to refining the usefulness of
reated from starting to end of activities,
cach and
ot ony related to any one department, but also everything,
uS
every department and actions of human beings in the organisation:
every department, every actian, every single. being
Sundamentally a method of forming and involving the business,
at every level.

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RF Industrial Engineering and Quality Control (MSBTE) 4-16 Control and lnspecie

For an business to be really cffective, each department, person, section must be arranged together properly,
understanding their activity.
can be applied throughout the organization, which,are equally useful to imance, sale
Methods uscd in TM
manufacturing, devclopment etc.
on customers satisfaction and cnds withthecostomer,
TM is defincd as,the busincss process s and philosophy founded
services delivered through the participaton
TQM is an approach for continuously-improving the quality of goods and
of all levels and functions of the organization.
on quality, based on the participation
As per ISo, TQM means a management approach of an organization centered of
benefits to the members
customer satisfactions and
all its members, of aiming at long term sucoess through of
te
organization and society.
a collection of all the thing that
One of TQM's most profound Guru, Dr. Juran says that TQM is reatly we must
do th

have the quality leadership'.

goods and services delivered
throughathe participain
quality of

TQM is
approach for continuously improving the
an f
all the levels and functions of the organisation.
on
a management approach of an organisation centered on the quality, based the participation of al is
TOM is
members of the organisation and to socicty.
amd
are able to fulfill their buman potential
TM is a type of management in which all the employees
worthwhile as shown in Fig. 4.2.1.

+ContinuoUS improvement
*Company wise program
+Management as leader

TOP managemen

Participation of everyone TOM Fac and standards

• zdf Voluntary involvement .Use of tools and techrniques

*Ideas like quality cicle Culture for quality
Team work Improvement
*Self decision making Development
*Use of capabilities. Maintenance
Customers satisfaction

There is always a better way of doing things

Fig.4.2.1:TQM concept

4.2.2 Objectives of TQM

1. Meeting the customer's requirements

(Customer delight).

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Industrial Engineering and Quality Control (MSBTE)

4-17 Quality Control and Inspection

Continuous improvement of quality at the every

2. level at every stage and at every place.
1. Participative probleis solving process.

i4 Bring about a total cultural change.

5. Focused and continuouscost reduction.

6 Interlink and integrate various subsystem of the organization.

7. To use following "tools of TQM" efectively :

• Quality circle

Employee involvement.
Suggestion scheme

• Pareto analysis
Cause and effect diagram
SQC- control charts

SQC- sampling

ISO certificatioi
Quality awards

Employee satisfaction, etc.

4.2.3 Principles ot TQM

MSBTEWA44547.SÁ6
any
oDesctibe 3pinciple elettients of
TeM
0State the pinciplesof TQM S6)
1. Quality policy and implemertation
2. Team work and participation

3. Prablem solving tools

4 Siandardization ofprocess

5. Quality systemis
6. Quality costs and measurements
7. Process control
Customers satisfachion

9. Training and its need

10. Quality audit
and improvement.
Above are the basic guidelines and principles
of TOM mission. Mainly these can be divided into four subgroups as
shown inFig. 4.2.2.

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Industrial Engineering and Quality Control (MSBTE) 4-18

Top Customer
management focus
Comnitrnent

TOM

Continuous Employee
improvement Empowerment

Fig. 4.2.2

(A) Top management commitment

needed
in systems and siructure of
movement in the organization, complete change fa
For starting the TQM management. Because
workers and even top level of
organization. To 'change', it is always
resistance by thix

management should support the mission of TQM.

Suggested that first top

(B) Customer focus

a
of customer. Does he need high guality
It is alwavs preferted in TOM mission tó think about need
suggest to take case of every departments next customer andtry tosatcty
optimum quality, cost benefits etc. Even it is

them.

(C) Continuous improvement

participate in the TOM
Every one from top to lowest level of organization should change their attitude and
etc. This
Participation can be in different forms like quality circle, suggestion schemes, teamwork improvement ci
can also be used.
continuous improvements for this PDCA circle

(D) Employed empowerment

lt can be achieved by using various latest techníques of automation. It is also important to give tiem job stsfizáahy
quality mindness involved in their work. Use of good facilities, working conditions payment, honou, rsgect îirb

work etc. can create empowerment.

4.2.4 Imporíance of TQM

Explain the importance of TOM.

1. tis important for supplier as well as customer.
2. It involves employers.

3. It deals with customers satisfaction.

4. It will improve business and profit.

5. It deals with new setting of culture.

6. It is important for growth in totality including reputation.

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Industrial Engineering and Quality Control (MSBTE) 4-19

Quality Control and Inspection

4.2.5 TQM Implementation / PDCA

One of the Guru of the quality "WE Deming' cxplaincd PDCA cycle (Plan-Do-Check and Act) for implementation of
the TQM in any of the organisation.

Fig. 4.2.3 shows PDCA cycie and the steps followed are as follows
:

Plan : 1. Lay down and Plan Policies and the objectives of TQM.
2 Plan method to achieve the objectives of the organisation.

Do :
3. Provide education and training to workes and managers to achieve objectives.
4. Implements TQM by întroduction newer things.
Check: 5. Check the esults by observing them and find cause ofthe non conformance.
6. Analyze the resufts.

Act: 7. Try t act for the preventing undesiredeffects.

8. Measure the improvements and design for the future.

P D
Plar Do

An Check

Fig. 4.2.3 :PDCA circle

4.2.6 Advantages of TQM

:
Advantages to the customers
1. Less problems with the product/ service.

2 Better customer's care.

3. Customer satisfaction to upper level.

Advantages to thé organísation:

I. Better prodact quality.

2. Staff ae more motivated.

3..Reduced quality costs.

4. Higher problem solving capability.

5. Increased market.

Advantages to staff :
1. Empowerment

2. Higherjob interest
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3. High satisfaction level

4 Better commnication
5. More recognition

6. Redueed employee grievances.

4.2.7 Six Sigma MSBTES73NE

Explain the methodology of six sigma.

sigma. State vatious certifications Used in
systemimprovement using six six'sian
the methodalogy
of
Q. Explain

sigma.improvement and explain any

one of them
State the methodology.of six

4.2.7.1 Defintion, Meaning and Principle

MSBTE
WA

What is six sigma statistica concept?

all critical prOCeSsEs
Six sigma management technique is the techmique to reduce
variation in to achieve continzons

improvement that impact the organization and increases customers satisfaction.

Six sigma is an organizational initiative designed to create manufacturing, service etc., which produces improvemeats
in both defect reduction and cycle time.

Number of manufacturing and service industries used six sígma techniques and found be more usefal for their
business.
The advantages of six sigma are there with not only organization but also for stakeholders.

4.2.7.2 Significanc

1. The term six sigma refer to a particular goal of reducing defects to near zero.

2. Six sigma generates quick, demonstrable results linked to a ambitious goa of reducing defects and cost to ner zao b
a target data.

3. Six sigma is the way of reaching to the "zero defect' concept by using statistical quality contol method.

4., Six sigma means the try for achieving “near perfection" in quality.

5. Six sigma is a well-organized, statistics driven approach technique.

6. Itis cforts to motivating towards six 'standard deviations' betveen the mean and the adjacent roquúrement init.
1. tsapplicable for all ypes of -
processstarting fom making of product quality check - and servicing

The data shows how the process shows performance

during any of such activity.
8.
through thea
Theimportant aim of Six sigma methodology This is used
is
to reduce variationsin products /servies.
of twoSix sigma methods as DMAIC
and DMADV.
In the Six sigma DMAIC means - Define, Measure,
Analyze, Improve, Control. lokig i
and
It will be used for enhancement
in method for current methods subsiding below
requirement

incremental enhancement.

The Six sigma DMADV means - Define,

Measure, Analyze, Design, Vernty.
YPlItat

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Industrial Engineering and Quality Control (MSBTE) 4-21 Quality Control and Inspection

It can be used for developing new systems for new processes or products, using Six sigma quality levels.
Both Six sigma processes re implemented by Six sigma Green Beits and Six sigma Black Belts.

A2.7.3 Statistical Meaning of 6o

MSBTES19
Explain six sigma with suitable example. S19)1
To understand statistical meaning us take an cxample of time taken by a bus in on month to travel fom Pune
of 6o, let

to Mumbai.
Some of the day in a month, bus will take les time or more time depending upon various factors.

If hedata is plotted on a graph taking time on X-axis and frequency on y-axis, following type of graph is obtained.ta,
smooth curve is rawn, its shape is bell shape ie. normal distribution curve as shown in Fig. 42.4.

Sooth curve
Ecodotooood Marking of time
on every day
(totat 30)

Frequency

160 170 18 190 200

Tine (rmin.)
Fig. 4.24
Please note that it is the curve that carn be obtained for almast all types ofmanufacturing as well as natural process

Ifn this example, the transport company has to promise to their travelers that bus willreach within 180 minutes, they
can ase methiod.
6
use to represent the standard derivafion of the process/population:
s(sigma) is the Greck letter
The a (sigmayStandardt Deviation (SD.) telts that how muck variability thete: is: within. & group of
readings/observations. The nore variation, the bigger is standard deviation.

and S.D.Le. o.
The process s defined by central tendency i.e. X
We already know that Nornal Distribution (N.D) Curve, the interval ereated by X * 2a contains 95.44% of data values,
ie. 45,600 ata valuesper 10lakh (million) are autside of the' ares created by two lines (X+ 26, X-20) and mder ND

Curve.

100%-95.44% = 456% (Outside)

1000000 x 456% = 45600 (Qüantity outside)
Similarly, in ND curve interval
X+36 contain's 99.73% ofdata i.e. 2700 defects per million observations.
100%–99,73% = 0.27% (Defects)

027% x 1000000 = 2700 (Defect quantity)

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2 values per billion are outside the area ceted
IfX+ 6s are the limits, then it contains 99.9999993% of data i.e. only
very less defects
curve, this is called as Six Sigma technique to achieve
by X +
6a, X- 6a and under ND

4.2.7.4 Advantages of 6s Process

MSBTE
WA
Q. Enlist Six sigma benefits.
:
Six signna management leads to following advantages

1. Improved process flows.

2 Reduced total defects.

benefits.
3. Improved ability to convert improvements into

4. Faster delivery to customers.

5. Improved communication within the organization.

6. Reduced cycle time of a product.

7. Enhanced knowledge and its use.

Higher satisfaction of customer.

9. Employee satisfaction.

10. Higher productivity.

1. Less work in process inventory.

s
12. Improved capacity of plan and production.

13. High quality output with higher reliability.

14. Low unit cost for mamufacturing.

15. Shareholders of
the organization receive more profit.

16. Delighted services to customers.

17. High morale and joy at work.

18. Suppliers also enjoy secure source of business.

4.2.7.5 Implementation of 6s
an organization.
Following are important critical ingredients needed to achieve six sigma capabilities in

1. Focus on the customers 2. Fact driven system

3. Focus on process 4. Proactive management

5. Smash the bariers 6. Drive for perfection

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Quality Control and. Inspection

4 Focus on the customers

Custorners focus is the top priority in six sigma. Performance mcasurement begins
and ends with the voice of the
are failurces
customers. "Defects" to meet measurable customer
requirements. Six sigma improvements are defined by

customer satisfaction and

their impact on the value they add tothe customer.
2. Fact driven system

Six sigma
includes collect the data as
it is and analyze to understand key variables and process drivers. This step
generates data, regarding daily work, how work should be expected etc.

process
3. Focus on

Six sigma foCUSeS on the. proces as the key means to meeting customer requirements. It is important to convince to
leading managers that measuring and improving is step to build advantages by delivering real value to customers.

4, Proactive management

Tobe proactive means to act ahead of event; the oppösite of being reactive, which means to be behind the curve. The
exact meaning is setting and tracking, ambitious goals, set priorities, rewards étc. It is considered as the slim margin for

eror is always there.

5. Smash the batriers

This indicates the boundary less collaboration that smash the barriers that block the flow of ideas and action up and

äovn and acrossthe örganization: Six signa requires incréased colaborafion as people learn about their roles in the big
process picture and their relationship to exterial customers.

6. Drive for perfection

Itis important to drive for perfection and making sustainable results happen within a useful business time frame. Not

changing a process méans work will go on'as it always has and your tesults will not get better.

4.2.7.6 Belts used in Six Sigma

works on the basic
• Use of.Six Sigria techniques. in the plant will generate best advantages in totality. Basically, it
principle of"Minimization of defects/defective"or "Zero errors".
The team is to be created for implementation of Six Sigma program in the organization. The responsibilities are stated

cleariy.

The team must consist

of:
1: Quality Leader/Manager (QL/QM)

2. Master Black Belt (MBB)

3. Process Owner (PO)

4. BlackBelt(BB)

5. Green Belt (GB)

1.
Qhality LeaderManager (QL/QM) : The quality leader's acountability is to characterize the requirements of the
cient and
to progress theoperating efficiency.

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Industrial Engineering and Quality Control (MSBTE) 4-24 Quality Control and Inspection

2.. Master Black Belt (MBB) : Master Black Belts are naturally allocated to an exact part of business. MBBs effort are
with the heads of the area of business, for ensuring that quality objectives.

1 Process Owner (PO): Process owners are the authorized and the accountable persons for an exact
procedure Eoe
example VP of Legal, marketing officer, chief financial officer, ctc. Depends on the activities business,
of POs cam ke
defined.

4. Black Belt (BB) : Black Belts take efforts full time

ill they complete the project. BBs are considered as mastermind of
actual work of Six Sigma.

5. Green Belt (GB) : Green Belts are staffs skilled in Six sigma who devote a part
of thei time in implementatiom nf
projects. They also work as per regular employee
and also complete other regular tasks. As per regular workload
allocated to them, they can devote 10% to 50% their
of time on their project. Slowly they will use major of Six Siema
principles in their regular work.

4.3 TQM Tools

4.3.1 Concept of Kaizen

Kai' means 'change" and 'zen' means 'good". Kaizen indicates change
for good.
Kaizen has philosophy to improve in smaller steps
always consistently at all place, by all people ivolved with smallest
or zero investment.
It iivolves highest level to lowest level
of management. Everyone at all fevels are motivated
to give suggestions.
Kaizen activity will be thiroughout year
the activity and regularly used to receive
maximum possible suggestions pet
enploye.
Kaizen indicates people oriented approach.
Kaizen has following principles
:
1. Small improvemets

2 Start with your own issue

3. Start with daily issue

4. Start to take group advice

5. Do not reject any idea immediately

6. Do not hide issues

Responsibility and role
of various levels of management are as
follows :
1. Workers : To suggestions
through small group or activities.
2. Supervisors: Follow Kaizen
in functional role.
3. Middie management : Deploy and execute
Kaizen goals as decided by top
maiag
4. Top management : Set
Kaizen as
the corporate policy implementation.
by deciding strategies for
ledeub
Poatitatait

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hdustrial Engineening and 4-25 Quality Control and Inspeclion

Team, Improve
more oten.
existing proCess

Approach Methad
EVeryone From

Involvement.,
Idea conventional work
generation
Kaizen
Change Imrestment
TContit
iunuous
terit
Iimpact Maintenanc&
Speed of
Hmprvent
Long tem
B

Smalf sten's

Fig. 4.3.1
Süccessful execution of Kaizen
FolJowing tips to
be followed for successful implementation of Kaizen :
1 Exuployee training and discussion:

2 Staff at higher level

of management should motivate ohers..
3. Quality tools to be used.

4. Trained staff about quality tools is important.

5. Team work in organization is key to success.

6 Creative thnking, out ofbox

thinking is an important approach:
7. Decision making tools to be use.
&. Assure steadiness in Kaizenprocess.

Benefits. of Kaizen

L Improved Quality 2. Improyed safety

3. Lowet cost Job satisfacion in enployees,
4.
5. High morale
6. Lower wastage in employees
1.Reduoes TOWOrk, sCrap, etc. Faster time cycle
8.
9. Immediate reflection of improvement
10 Overallimprovement
1. Satisfied customers

Tools used in Kaizen

Tools Ised duringKaizen are as

below.:
1. PDCA
2. 5 wtiy

3. Rearrange method
4. ADD
S. Paka-yoke
6 Kanban;
1. 7Wastes Checklist 7-QC tools
8.
9. 5W&1H
10. 4M

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Control (MSBTE) 4-26
Industrial Engineering and Quality
B
Kaizen execution steps
FDevelop Training
Fix zoné
Form policy kaizen to start
and area. StructUre

DesignA
kaizer
documents
Train Launchs Design
employees programs: reward system
on kaizen

Sart kaizer
as continuity
Fig. 4.3.2
as shown in Fig. 4.3.2.
To execute Kaizen, following steps to be followed
1 Form Kaizen policy.
2 Fix and locate areazone for all levels.

Develop Kaizen structure as

:
3.

(a) Identify problem

(b) Analyze using tools

(c) Get idea/suggestions

(d) Get presented and agreement

(e) Implement suggestion

() Document Kaizen

(g Review

4. Training to start about all activity to be given.

5. Design Kaizen documents/format sheets.

6. Decide appreciation and reward system.

7. Launch programme.
8. Give training to all employees about Kaizen policy decisionprocedure.

9. Start Kaizen as continuity in process.

4.3.2 Concept of Poka-yoke

proofng' of parts to be suppue

Poka-yoke is one of the Japanese techniques with objective of 'ETOr

Poka'. means errors and yoke' means proofing.

zero defect with aim of absolute elimination o lt
e
entie
It is a tool to get acceptance of minimally the
may reject
customer hurrnan
A single defect
in a lot supplied may createbad reputaion of the organization and Poka-yoke
using
products, by
This system uses sensors and instruments that uses to find disorders in

machine errors can be minimized.

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Enginering and Quality
ndistrial

Shingo
Fivepillars
by source of errors.
at resources, as it is observed that it
could be main
inspection
Use
L. parameters.
Usehundred percentage of
finspection for attribute inspection
h
2. in case of problem found.
to be carried out
comective action
3. Fast
devices Iikee transducers, switches, ctc.
use proper
4. Fixand

Consider workers as human

being as thcy are not machines.
t
pokäyoke pillárs

inspeçtion
deviçes
corrective

Resource
as
Speuo WorkerS
human
action

Propar

Fast
100

Fig. 4.3.3

Steps to apply Poka-yoke.,

1. Decide the process based on analysis.

2. By using 5W, find próbable reasons of failures.

3. Decide proper Poka-yoke device, which might be electrical, electronics, pneumatic, visual, human
type, etc.

4. Prepare checklist to assure that all activities are covered under Pokayoke.

5. Take trial of system and confirm.

6. Give training to operator about addition of the new system,

7. Review performance using new system and modify if necded.

Advantages of Pokayoke.

1. Less wastage

2. Fast productionprocess

3.. Less defects/defectives

4. Better quálity production

s. Interchangeability achieved

6. Increase in profit

1. Workers efort reduced.

4.3.3 5-S Concept

Japanese industries used this concept first time to create quality environment.
a way.
ltis typical approach of workplaçe keeping methods in systematic
proper places, clean places to make it as habbit.
Itis related with keeping workplace clean, items sorted,

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Industrial Engineering and Quality Control (MSBTE) 428
E
Seini,
(sorting)

Shitsuke. Seiton
(suslain) 1(6et in order)

Seiketsu Seiso
(standardize) (shine).

Fig. 4,3.4
- Indicates sorting, the items kept near workplace be sorted in to useful and nom useful types. The
IS: Seiri
uncounted items to be removed.

28 : Seiton - Seiton means setting in proper sequence. The workplace items to be arranged in proper way at their places
so that ît would be easy to locate then.
3S : Seiso - Indicating cleaning the work place to make it sbine using normal cleaning finction. This is to be way af

regular work.
: Seiketsu - The standardization to
4S be done about cleanliness drive proper labeling to be done for places and
i
should become practice.
5S : Shitsuke - Indicates discipline to followed in every work to be perforned, the conditions to be created; so fhat 5-S
te be regular practice for everyone. Itrelates with sustain the 5-S culture.

6-5: Steps to be used for Implementation

1. Gettop management approval.
2. Prepare plan for shop/workplace.

3. Start campaign for 5-8 nse.

4. Start 5-S training.

5. Make records of allactivities.

6. Evaluate and make changes if needed.

Advantages of 5-S
1. Builds culture

2. Cleanlines maintained
3. Habbit in staff

4. Forces everyone to work

5. Systematic work

6. Reduced wastage time

7. Environment care

8 Increase efficiency

9. Discipline maintained

10. Motivate everyone.

Peuiattas

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Industrial 4-29 .Quality Control and Inspecion

IS09000
44
Introduction
441
JSO (International, Organization for Standardization)
Startedin l946.
at
consists of
approximately!90 member countries
andthis number ris'expected to grow.
prsent
9000 series standards have been adopted by 145 countries and
The ISO
its equivalent t standard in the Indian context is
Lndian Standards (BIS) 14000 series. In
the Bureau of the United States, the series is known as the ANSI/ASQC Q9000
series.

The ISO 9000 series standards provide the requirements to 1organizations desirgus of certification must conform.
which

Oe very inportant aspect of the standards is that they were- very generic in nature and ingemity is required
interureting the standards applicability to the industry or
wle
fim in question.

442 ISO 9001:2008.

Presently ISO 9000 family have following components
and substandards.:

PSO9000 famil

ISO 9001l:2008 Set the requirements.of aqualityianagement system.

IS0.9000:2005 Covers the basic concept and Janguage

ISO 9004: 2009 Focus is on how o make QM system inore effective.

ISO9011:2011 Sets the înstructions for internal and external audits.
. IS0.9001:2008 isthe.only standard from ISO family
fr certification.
Any organization can opt this certificate, it may be small or arge.
Almost one million indastries/arganizations in 170 countries worldwide are sing this standard.

The eigit QMprinciples (Refer 4.4.4) are same for 2000 as well as
2008.
SO 900T standards are reviewed after generally 5 years, for updating requirements of indastries.

The Benefits and Limitations

of Registration
MSBTEW-16,18
Epáin headyantages & imitations of ISO9OO0

Mite advantages and Jimitatons of ISO.9000 (FoE

each), (W:18)
Is1SO certilication shouid not be séen as a panacea to al quaity-related probiems. In fact, it is only a base ine modet
ur quality assurance, which can and should be upgraded continuously.
It representssadocumented:
a system for quality assurance and the real benefit:
It oflers the confidence
thetthird party dealing with the registered unit.
of Le
Ihere is indeed a facelifî
inthe organization's corparae mage.
Lhere are other technical
benefits of registration as weltl.

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Control (MSBTE) 4-30 Quality Control. and Inspedion

Industrial Engineering and Quality

Certification
Advantages of IS0-9000
excellence in quality. It heips to enhance must.
1. It motivates the employees and develops pride in them for achieving
image of the company.
a company. It specifies the right cmponents, processes, tools ani
2. It helps the organisation to define clearly the need of
in quality.
equipments for the job. It provides a framework for continuous improvement
It establishes and maintains a sound quality assurance system. results in improvement in production and efficiency
3.
and reduction in waste, down time and scrap and rework.

It reduces time and money spent

on other inspection ofthe products for the conformance.
4.
5. It improves the customer relations and confidence, that is capable of delivering the products or services of desirot

quality.
can compete in the international market.
6. It enhance foreign exchange and the organisation
elimination of panic and hassle and employees confidence
7. Internal benefits such as job satisfaction, less confusion,
more attractive and more productive.
8. The work atmosphere is much happier,
premium, inspection and testing etc.
9. It reduces administrative erors, delivery failures, claims insurance

Limitations of ISO-9000 certification

The limitations ofISO-9000 certification include:

1. ISO-9000 does not provide any guidelines for defining an appropriate process.

2. ISO-9000 certification process is not foolproof and no international accrediting

agency exists.

3. IS0-9000 does not automatically lead to continuous proces improvement ie, it does not automatically lead to TQM.

4.4.3 Stepwise Procedure to Implement ISO 9000

Implementing ISO 9001 :2000 quality management system.

1. Find the objecives you want to attain

Examples of goals may be like geting more profit, be more eficient, meet client wants, Achieve customer satistictin,
Rise share of busincss, Decrease expenses.

2., Detect vhat other anticipate of you

These are prospects of attentive groups like Customers and end user, Employees, Supliers
3. Get facts about the 1S0 9000 family
For the more detail information, see ISO 9000: 2000 and ISO 9004: 2000,
4. Apply the ISO 9000 family of standards in your management
system
Choose you are conformance
if looking for certification that your quality management system is in
ISO 9001 :2000.

5. Obtain guidance on specific topics within

the quality management system
These topics-specific standards are :
ISO 10006 for project management.
ISO 10007 for configuration
management.
ISO 10012 for measuring
systems.

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wwwu
,yg auwudlly 0IIVOI IVIODICI
Quality Control and Inspection
ISO/TR 10014 management the cconomics
of quality.
ISO 10015 for training.

ISO/TS 16949 for automotive suppliers.

ISO 19011 for auditing.

6. Establish your current status, determine

the gaps between your quality management system
requirement of 1SO 9001 :2000 and he
You may use one or more of
the following:
Self assessment.
Assessment by an extermal
organisation.
7. Decide the progression
that are needed to supply products to our
clientele
Examine the necessities
pf the IS0 9001 :2000 section
related to :
Design and
lor evelopment
Purchasing and service
operations:
Control of measurement
and monitoing
evices,.
8. Cultivate a strategy remove.
to the deficiencies:
Thedeficienciesbetyeen steps and to develop processes
6 the in step.7 are to be minimized. Find the activities
to close the gaps, asign resourcesto complete required
these activities, allocate tasks and launch a
essential movements. agenda to complete the

9. Move outwith plan

Continue to implement
therecognized activities and tracks process to your
agenda.
10. Undertake constant internal
assessment
The client can use ISO 19011 for
getting the information about audit, auditor
qualification and als0 to know how to
manage audit programs.

11. Proving the conformance

If it is
required to provide confomance, go
to- Undergo independent audit. If it is nof needed; go to Continue to
improve your business.

12. Undertake self-determining assessment

Inyolve an accredited registration/certification
organization to implement an assessment and prove
meets ISO 9001: 2000 basic requirement. that the organization

13. Remain with efforts for progress of business

Review the eficiency and appropriateness of qualitymanagement system. (SO 9004

:2000 provides a methodology for
the improvement of the same.

44.4 Eight Quality Management Principles of

ISO
Following are the eight quality management principle listed în standard.
1. Customer focus

2 Leadership

3. Involvement of people.

RG Techknouledga
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Ouality Controland Inspection

(MSBTE) 4-32
Quality Control
Industrial Engineering and
B
Process approach
4.
management.
5. Syste approach to
Continual improvement.
6
making.
7. Factual approach to decision

8. Mutually beneficial supplier relationship.

are explained below.
Management Principles, first two
Out of above eight Quality

Principle 1: Customer focus

One should take care of customer needs,
and their satisfaction.
The success of any business depcnds on their customer,

and work hard to mcet customer requirements.

:
Key benefits of the following above principle is

Improved income

Great market cut

Growth in efficiency

Improve client fulfillment.

Better client loyally

Chances of repeat business.

Communicating client needs and ópportunities to all

Gauging customers' fulfillment

Principle 2:Leadership
for developing dedicated employe,
Leaders institute unity of direction in the organization. Leaders should take effort
for geting work done from them.
Everyone must know goal and objectives of an organization. Direct and indirect motivational
palices must work.

Communication between different teams/departments is to be improved, which result best outcome.

Leader must take care of different requirements from consumers, suppliers, employes and employer.

Leader must take care needs of environment as well as society. Leader must develop proper vision and msiuu

growth of an organization.

He also mast set inspiring goals and objectives:

The leadership must prove ta be most ethical, and develop trust in all sectors ofbusincss.

The leader must act as a resource person and arrange for various development and training needs

4.4.5 IS0 14000 MSBTE:$-19

QState the impartance of.Qs 14000 standard :Enviomentl

ISO 14000 is series of standards, and guideline Teference
a cover the following
documents, which Environmental
Management Systems, Environmental Auditing,
Eco Labeling, Life Cyce Assessment,
Product Standards, Environmental intendedr
Performance Evaluation.
because it is
One of these standards in particular, ISO 14001, bas assumed additional importance,
Tegistration by a
third party.
The significance of standard is,

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and Quality Control (MSBTE) Quality Controland nspection.

fhdustrial Engineeing 4-33

a competitive edge in-

IncreasedI'auareness of sustainable development gives environmentally credible companies
intermationalI' markets. A
certified Environmental Mamagenent your business taking
is
national'and System proves that
your responsibilities.
active steps to fulhll
implement
standard requires otganizations to identify al enviröamental inpäcts and associated aspects and then
#
The
processes in prioritized areas with
actionsto improve significant aspects.
forth a best practice for proactive marnagemeat of your organization.
(SO14001 lays thé environiental inpact of
an ISO114001 certified Envirorimental Management. mere compliance. Your
When you have System you go beyond
focus becomes continual improvement:

Elements of the standard :t contains the core:elements for at effective Ervironmental Managerient System. It can be
anolied to both service 'and'manufacturing sectors. The štandarä teauites a combany to efine environneaat
objectives atd targets and the management system necessary to .atiain thesë targets. Furtherinore, the standaru tequ
.
that the company adheres to that system's processés, procedures and activities. The main eienents of tie standard are
1. Eavirommental policy

2 Planring

3. Implemetntatin and operátion

4. Checking and corrective äction

$. Management review

The international ISO I4001:2004 evironmental management standard' applicable any type
to of organization

4.5 Cost

4.5.1 Concept of Quality Cost

MSE
EWT6S19
QExoain Cost of oualty WA6,S-19)
The cost of carying out the company's quality fmctions ie. mecting the qualitiy needs of the customers are known às
'cost ef quality'.

Thése inclades:

I. Marketresearch cost
2. The prouct R. and D
costs.
3. Cost of inspection and test.

4 Cost defectsptevention.

5. Costofscrap, quality failures.

6: Cost of
QA(QualiyAsurance):
7. Costoffeld service.
8. Designcosts.
As per ASQC(Americai Society for Quality Control) the quality costs can be divided into three categories :

1. Cost offprevention

2 Cost efappraisal
3. Cost offailure (Internal and External)

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Industrial Engineering and Quality Control (MSBTE) 4-34 Quality Control

andInspection

Approximate quality cost

distribution
Faiture cost65-35 %
:Cost of Cost of
Appraisal. 30- 20 % prevention appraisal
DOst

Prevention 10-5
%

ot
cost Cast of Cost
internal external
fallure failüre

Fig. 4.5.1(a): Cost of quality

Quality costs

Cost of Cost of Cost of

failures Appraisal Prevention

Correction
Scrap Incoming
inspection ost
Inside Control
100%
repairs COst
inspection
Outside
Outgoing' Analysis,
repairs .

inspection cast
Service
Audit cost Investigation
Delays, loss Calibration cost
-Trainingcost
Fig. 4.5.1(b)

1. Cost of prevention
it consists of the costs associated with personal engaged in designing and maintaining the quality system.
These costs spend for reducing the failure and appraisal costs.
This includes`cost of quality planning, cost of documenting, process control cost, cost of training, coss
preventing recuring defects, costs of investigation and analysis, cost of consciousness programne etc.

2. Cost of appraisal
with quity
These costs associated with the measuring, evaluating and auditing of products to assure conformance
standards ie. the cost for identifying non-conforming parts and assemblies is called as cost of appraisa.
testing
inspection and
These includes cost of receiving inspection, laboratory testing, checking up for
labour, set
inspection and test material, quality audits, calibration etc.

3. Cost of failure
(a)) Cost of internal failure requremes
requ
quality
The cost associated with defective products, components and materials that fail to mect
and result in loss is called as internal failure cost.
Techkeuledg
o These includes cost of failure, scrap, rework repair, e-inspection, review costs ete.
PuDtitatt

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Industrial Engineering and Quality Control (MSBTE)

4-35 Quality Control and lnspection

(b) Cost of external failure

o This cost includes the costs of transporting
defective jobs to the customers.
o This includes cost of proccssing complaints from
the customers. cost of service to the customers, cost O

inspection and repair of defective item

returned from customers.

Optimum Cost
As quality ofjob increases, cost of prevention decrease whereas cost
of failure increases.
The addition of these can be made and total minimum costs can
be idetifed as shown in Fig.4.5.2.

Total cost
Minimum -.cost.. Faiture and
appraisal cost

Costof product
in Rupees

Prèvention Góst

High +Eow
Optimum
Quafty of product.
Cast:
Fig. 4.5.2:Cost and Quality

4.52 Value of Quality.

MSBTE W46,S-19

QExoain Value df Quatity W-16,S-19)

By using best quality of product, one cn get maximum share in
profit and enjoy the marketconditions.
Vaue of quality can be defined as the retun direct or indirect gained by the manfacturer due t missionof Quality
Contro.
Value of quality is combination of:
1. Value inherent in the design.
2. Value inherent in he conformance to design.

As arule higher quality of design means higher cost, it may also indicate higher values.

Optimum Quality /Economics of Quality Confirmation

MSBTEW14,15,17,18,S-15.16
Enlain cost of
quality and value of quality with the help of graph. W.14)W.45,S-16,W-17,W-18

QExplain the meaning of aptimurm quality, ofdesig with

the help of graph. (S-15)

Aim of every organization is to generate proft.

I may not
be alvays possible to go for ligher and higher (100% quality) products becans of
their higher costs.
For this the aim of any manufacturing firm can be to improve quality at lower costs, called as optimum quality.

Fig 453 represents the graph of quality of design Vs cost. Two curves are also showing valic of quality and cost of
quality.
value of
If we want to improve the quality of design from (1) to (2), the cast of quality will increase by P, whereas the
more income (Q> P).
quality will be by Q and therefore improvement in quality from (1)-(2) will give

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QualityControl and Ihspection

Quality Control (MSBTE) 4-36
Industrial Engineering and
from Fig. 4.5.3 (S
< R)i.e. increasei
ein value of quality
However if the quality is to be
improved from (2) to(3), islesser
thanincrease in cost of quality. Value of quality

(S> R)
COSt

Cost of quality

Quality of design

Fig. 4.5.3:Optimum Quality of Design

This indicates that point (2) is of optimum quality of design as shown in Fig. 4.53.

4.5.3 Quality Function Deployments (QFD)

Concept of QFD
The general design logic can be presentcd by Quality Function Deployments method.
QFD can be used vertically and horizontally in the organization throughout all the epartments in products/service.
QFD is matrix in series which interconnects customers requirements of process/ product/service characteristics.

Matrix can be used to note some of tihe additional information about products.
The six steps are presented by Juran for building house of quality.
1. Customers requiremenit
2. Competitive calculations
3. Engineers requirements
4. State co-relations

5. Compare technically
6. Business remarks

Business remarks

Engineers
requirement

Customer Corelations Competitive

requirement
calculations

Compare
technical

Fig. 4.5.4

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B industrial Engineering and Quality Control (NMSBTE)

4-37
Quality Control and Inspecion
Advantages of QFD
1. QFD establishes quality.

2. QFD stabilizes quality.

2 OFD uses customers' requirement as base

4. Prompt actionss can be takenagainst poor

quality.
5. Competitive analysis is possible.
Reduces rework cost.
6.
Steps to Build House of Quality
1.
List what customers needslexpectations
for a product/service.
2 Convert into priority wisecategory.
3. List technical / parameter descriptors,;as each of
these effects on
tecnical parameters. quality ie, convert -customer expectations in to
4, Comparecustofners need and desciotors
5 Generate and prepareTelations
between descriptors.
6 Do customers compeitive asseSSment to identify
met requirements and futiure
product in matket). development. It also
gives stand of

Go fortechnical compeitive assessnent

forobjective of covering gaps
8.: List priority of customers need. in judgement.
Find priority technica
escriptors gives custömers priority requiremeit
or fniprovemert.
Example of House of Quality
Following is one of the exámples
of Hoase of Quality.

(Wats

cm) factpr
(tm) product
pgwer

(Voluma,
(Cm) welghit
welght
lze tuning B
|mpovement

tuning aBandwidth.
Sompetitat points
etitor Competitor
hickness
nTer Proposed
NEEAboluia
Opel Relative
Digital
Dual Hang +Size Sales

AM andFM tuning 10 1.010 172

Easy to tune 42 t084 .145

Good soundat high vo t4 1.5 14.7 253

Good locking 23 1.4 |12 118|203

Carry tn one hand 344 1.0t.0 6 103

Small s23 1012|72124

Absolte Importance 1s262:a2.slos}1.3jo.51.2(0.91.a|

Relative lmportance. 10|.1:16.16.06)..a3,08,06|.13 Strong (9)

Medium (3)
Curent product
Competitor A
O Week (1)

Competitor B

Fig. 4.5.5
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(MSBTE) 4-38 Quality Control

Industrial Engineering and Quality Control and Insne

Quality Function Deployment Areas of Applications

:

QFDis applied in a wide variety of applications

1. Product design
2. Manufacturing
3. Production
4. Engineering
S. Research and Development (R & D)
6
Information Technology ((T)
7. Suppot
8. Testing,
9. Phases in hardware, software,
10. Service,
11. System organizations.

4.6 SQC Tools

MSBTE WS41

aDefine different
Freqüency distribüton.
(WA4
aState SQctools. (W-16)

SC tools are given below:

1. Control chart 2. ND curve

3. Bar chart 4. Ogive curve

5. Pareto analysis, 6. Cause and effect diagram

7. Sampling plans 8. Scatter diagram

9. Check sheet
Frequency distribution
Itis tabulation of data obtained from measurement arranged in ascending or descending
order of size.
Use of frequency distribution
For predicting entire lots character from sample.
For deternining process capabilities.

For comparing inspection results for two machines.

For analysis of effectof tool wear.

Frequency distribution table

|DimensionTally bar Frequency

20.5 2
20.6 6 dimensions
For small number of observations above individual
type oftable can be used, which gives frequency of
For large arnount of variable
data it may be grouped into cells.
It is useful for: prv
Siudyof
1. New design control
2. Incoming material control
3.
ct
Peptith

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4-39 Quality Control and

If large amount of highly variable data is available, the data summery.

may
be groupediintod cells to provide better
Example :
Cell intervals Cell boundariesMidpoints
25.40-25.4125.395 -25415 25.405
Cell limits : The extreme
liits are called as
cell limits e.g. lower and upper.
Lower cell boundaries =Lower cell limits -0.005
Upper ccll boundaries =Upper cell limit +0.005.

4.6.1 Frequency Histogram -sQC Too!

On X axis class intervals and on Y axis frequency is to be plotted. Height of column represents class ITequeny
shown in Fig. 4.6.1.
Itis most simple in construction and interpretation:

Frequency

Frquenoy

1
2 4 5 6 7
3
8
Cell midpolnts Cell midpoints
Fig. 4.6.1: Histogram Fig. 4.6.2: Bar chart

4.6.2 Bar Chart-SQC Toof

Bar chart is a gaphical representation of frequency distribution in which the bars are centred at mid point of cells.
Height of bar represents the frequency of particular cell.
Uscd for large cells as shown in Fig. 4.6.2..

Frequency Polygon/ Rectilinear Chart

It is series of straight lines joining the points which are plotted at cell mid points with a height properies to cell
frequericy.
Itean be easily used for comparison of two properties. (Set A and B) shown in Fig. 4.6.3:

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Industrial Engineering and Quality Control (MSBTE) Quality Control and Inspection
440

-Set 'A'

Frequency

-Set 8

Cell midpoints
Fig.4.6.3: Polygon

4.6.3 Cumulative Frequency Distribution (Ogive)- sac Tooi

Less than ogive mast be plotted against upper class boundary and not agzinst class mid poit.

Greater tharn ogive must be plotted against lower class. boundary e.g. as shown in Fig. 4.6.4.

Table 4.6.1

SrNO:BoundaeS Frequency Greater thanLess thán

1. O2540-2341* 3. 20
3*
2. 25.41-25.42 5 17 8

3. 25.42--2343 7 12 15

4. 2543-2544 3 18

5. 25.44-25.45 2 2 20

20
Less than

Frequercy
12

Greater thar

25.40 25.41 25.42 25.43 25.44 25.45

Median
Cell boundaries
Fig. 4.6.4 :Ogive cuve
aticat

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IUUSIa I engineering and Quality Control (MSBTE) 441 Quality Control and Inspection
-
4.6.4 Cause and Effect Diagram SQC Tool
MSBTE W-16
any one SQCtool
FoExpain M-16

The main for customer complaints and dissatisfaction can be of poor

cause process of this effect
quality Supply and the
can be analysed by using´cause and effect diagram.

ealled as 1shikawa cause and effect diagram as

• Itis also it
is suggested by Prof. Ishikawa from Tokyo Board.

tanalysed tasic four factors to be responsible for poor/good quality as man, machine, material, method.

These four factors to be analyzed in details to get real cause

ofa particular effect (especially poor quality)
tisalso called fish-bone iagratm, as tepresented in fhe form of bones of fish,and Joks ike in Fig. 4.6.5 in general.
Man CMethod

Roor Qualty

Materia! Machine

Causes Efect

Fig.4.6.5
good- platform to analysis key.causes of problem from the
• fcause and effect diagram is prepared. carefülly, it provides
factors that appears on diagram,
be identified for which diagrams tobe prepared and then following steps to be followed:
Fist reasonleffect to
1.
Start.with four major causes as shoyn in Fig 4.6.6.

2. Oher causes to be listed and segregated in to main types.

3. Brainstorming can be one to identifyplace for
everycause and can be modifed ifrequired.

4. Reviëw the cause; which is responsible for efect out of all and indentify it.
more analysis to be performed by using another
5. Fix the major causelcauses to affect after discussion, ifrequired
quality tools.
washer bending is as
Exanple, Cause and eiect diagram for washer production prOcess which is creating defect of
shown in Fig, 46.6.

EMan Method

Operator Measurement dig used

Education trairing.
too. Tool used
of
-Shit time Used
operaor
Eflec

Thickness
Dld MIC Washer
bending
FMaterial
Maintenance in a machine
Machine: Material

Fig. 46.6

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(MSBTE) 4-42
Industrial Engineering and Quality Control Ouality Control and inspecUon
E
4.6.5 Check Sheet-SQc Tool
collection tool.
Check sheet is considered as one of the cffective data
Check sheet can be uscd for various purposes in quality control system/analysis techniques.
so that
Use of check sheet is to prescnt data in most cffective/graphical form. In addition, it is used to present data
proper further analysis can be performed.

Use of check sheet is to

:

1. Collect data.
2. Represent data graphically.

3. Compare data.

Example,the product is defective because of following factors :.

Table 4.6.2

Defective assembly

a
day
ReasonsShift in

(detect) Total
1
23
Loose fittings 10

No wires 9

No washers 8

No fuse 12

No colour 8

Scratches 6

Total 16 19 18

4.6.6 Pareto Analysis- SQC Tool

(1897).
The basic principle of 20% of problems causes 80% of effect, is uised in Pareto analysis

This rule is applicable in general everywhere

as 80% of profit is earned by 20% of the products developed; also
2
the inventory of stores covers 80% of store space, etc.
because of 20% reasons on waien
Like this, it can be possible to analysis of probable causs of 80% unsatisfaction
can focus and try to solve.
of
histogram
ISe
figures in terms percentage. In addition,
is always better to put of
To carry out Pareto analysis, it

better representation of problems.

Following is an example of: Space used in stores by different industrial components.

Table 4.6.3:Stores space analysis

space used Cumulative %

Sr, No.8 Item%
Tyres 44 44

2 Bumpers 32 76
Techk

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Inspection
Quality Controt and
Engineering and Quality Control(MSBTE) 443
Industrial
B

Sr. No.
Item 1%s
6space used Cumuative %

3 Stering 10. 86
4. Electrical Fits.
93

5. Head lamps
97

6 Washers
99

7 Nut bolts 100

Above data obained can be converted into histogram to get clear visual analysis of same data.

Obiective is to identify the productitems that occupy almost 809% of space in stores. so that these items can be focused

and taken care.

80

% of.
Space

Tyres Bumpers Steering. Electricat Head Washer Nút bolts

fitings lamp
be
Parameterto focused

Fig, 4.6.7

Process
1. Draw bar character/Histograrm for the given items
on perentage basis.

2. Mark cumulative percentage points and join them by a line.

curve (as in Fig. 4.6.7), to reprojecton X-axis.
3. Identify 80% mark (in present case Space used) to be projected on
of space nse reduction in stoes.
4. This gives 20% the parameters to be föcused for futher analysis

4.6.7 Scatter Diagram -sQc Tool

-
two parameters as X Yplot on the graph.
The scatter diagram is the plots of
can be used:
are to be studied for their relations, the scatter diagram
Specifically if two types of variables
parameters can be established or not.
It gives indication about the relation between their
two examples showing relationshipfnot.
Example, the Fig. 4.6.8 gives

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Industriel Engineering and Quality Control (MSBTE) 4-44 Quality Control

and Inspection

X
Relationship No Relationship

Fig. 4.6.8
Steps ta bc followed for plotting the scatter diagram :
1. Fix two variables to be plotted.
2. Data to be collected for individual set of experimental/field
reading.

Read. No.

10 1 20
2 20 32

3 11
3
4 I1

5 4 | 12

3 Generally, causes to be taken on X-axis and effect to be considered on Y-axis.

4. Plotevery relationreadings as intersection of X
and Y reading.

5. Data on scatter diagranm can be interpreted by observation.

C The interpretation can be positive, negative cTrections, relatinship available, not availabls, trends can be sea, ec
Example as shown in Fi. 4.6.9.

Positive
co-relation

No
Negative Corelation
Corelation

Fig. 4.6.9

Also strong and weak co-relations to be identified as shown in Fig, 4.6.10.

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Industrial Engineering and Quaity Control (MSBTE) 44S Quality Control and Inspection

Weak

Strong

Fig. 4.6.10
4.7 Quality and Inspection
Inspection is inherent part of quality.

Definitiorr

Inspection is checking of material,products or

components of product at
various stages in manufactuing
-The inspection act involves

(1y The înterpretation of a specification:

(2) Measurement of the product.

(3) Comparison of above two.
Objectives of inspection.

Inspection of incoming materials and parts.

Inspection of raw i materials as it undergoes pocessing from one machine

to another..:
Final inspction is also required for supplying good products
to the customers
To maintain better relations with
the customers by ensuring no.defective jobs are delivered.
Inspection is required for mäking decision on salvage
ie. defective ats. They can reworked and used apan.
4.7.1 Types of Inspection,

Inspectiön can beclassified into following types

lineinspection : is perforned at different placef other than the ímanufacturing process

I Of

R has advantages
of:
1. High-tech equipments can be used.
2. No problem of ust/dirt etc.
3:. No errors of temperature variation etc.
4. Better analysis can be possible.
Disadvantages can be :
1. Material handling cost is high.
2. Chances of breaking etc. are more.
3. Direct feedback are not to be given to workers.

SE Techknouledga
PuDIEAtio as

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Engineering and Quality Control (MSBTE) 446 Quality Control and Inspection
SIndustrial
2. On line inspection / process inspection :It is carried out while production is goingon.
It has advantages of:
1. Immediate feedback is given to workers.
2 Results of inspcction arc quick.
3. Cost of inspection is less.
4. No material handling is required.
5. Gencrally followed for 100 % inspection.

Disadvantages are :

1. It may disturb the operator.

2. High precise equipments can't be used.
3. Effectof vibration/dirt, etc. can problematic.

3. On-line post process inspection : it can be also called as final inspection. At the end of assembly, such inspection can
be provided.
Advantages are:

1. Defective jobs are restricted inshop onty.

2. Testing is done and errors can be etected.

3. SQCmethods can be used.

4. Final inspection : ndicates inspection of jobs assemblies when they are ready in all respects, before disyatcjh /

delivery to next customers.

5. Raw material (finished/semi-finished) inspectian: Once the process of manufacturing is planned, the first physical
step is to decide raw material., is expected hat it is to be inspected before. start of production, as it works as base of
t
good quality output.

The raw material can be of two types, one can be finished raw material which cam be directly used for pzoducin.
Semi-finisbed raw material which is to be worked upon to make it ready for production. Both these types will be

inspected.

6. Tool and gauge inspection: Various tools and gauges are also used during manufacturing process. These will gct

damaged or settings may get changed during their uses: They alsa need inspection and calibration.

4.7.2 Role of Quality Control Inspector/Supervisor

MSeZESI7A318

O.Explain the need of inspecion (S-i7, S-18,S-19

in industries
Following functions are taken care by quality control
supervisor or inspector :
1 To inspect raw material.

2, To inspect semi-finished raw material.

3. To inspect in process jobs.

4.
To verify instruments used.

5. To calibrate cquipment.
6
To select equipment as per need of process.
7. To go for final inspection.
PubiHtat

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Inspection
Industrial Engineering and Quality Control Quality Control
and
R
(MSBTE)
447
8 To use quality control tools.
0 To LSe control charts as per product specification.

10. To finalize quality specifications.

11. To rework on defective jobs.

12. To identify deföcts.

13. To analyse causes of defect.

14. To sclect samplng plan and execute same.

15. To prepare reports and submit:

A73 Comparison befween Inspection and Quality Controf

MSBTE W14,15

Q.Compare nspection and quakty controk

(W15)
N

Qhspecton sa patof qualit, controlJisity

Table 4.7..

Inspection uaity contro

Inpection is a part of quality controL: Quality contro is a broad ten, it irvolves

inspection: at particular stages; buf more
inspection does not mean quality control.

2. Tnspection
products at
i anact ofstages
cheçking components Quality contro is, at effective system for
vaions in mamufacturing itegrating quafty eyelopment, quality
and sorting out the defective items rom thaintenancë and -quality -improvement
good items. eforts of various groupsin an organization
to enable the prodaction to be caried out at
most ,ecanomical levet. and to achieve
- satisfaction
of customers.?

3. fnspection uses. preçision measuring Quality control: uses devices such as

instruments. such as: verniet callipers, statistics, contol charts, acceptance.
microaetersete. profile projector etc. saaping, process capability study, V.QR,
VR., quality audits, field complaints etc.

4. Inspection is concerned with.quality of part.:Quality control concerned with.quality of

production to judge.conformance andfuture production, For example, take a
sorting out defective items from good itens. sample, inspect it, ifit is defective find out

the reasans. and take corrective action so

that such type of defects will not occur in

future.
What is learned from inspection is used as a

TechKnauledga
Pahiie

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Industrial Engineering and Quality Control (MSBTE) 4-48 Oualíty Conttol

EF andInspecion
St. Inspection Quality control.
No.
basis to as certain whether the quality
of
products to be produced wil meet the
specifications or it is necessary to make

changes in production process.

5. Inspection is mainly the responsibility of Everybody working in an örganization is

the inspectors. responsible for quality of. products

produced.

4.74 Comparison between In Process Inspection and Centralised Inspection

Table 4.7.2

Sr. ln processinspection Centralised inspection

No

1. Inspection is carried out while process is After manufacturing process is completed,

going on. jobs are taken for inspection.

2. General instruments / gauges are used. Special instruments can be used.

3. Carried out at shop floor. Carried out in laboratory.

4. No need of materiat handling. Material handling may be required

5. Failure cost is less. Internal failure may be more.

6. Immediate feedback is given for correction Such things may not possible.
in process.

4.7.5 Comparison between Attribute Inspection and Variables Inspection

Table 4.7.3
Attributes Inspection Variables Isspection
No
instrument, it
1. Since it involves use of
GO/NOGO gauges, Measurement is carried out by

cost is lovw. is costy.

calculafions 01
2. No calculations involves.
It may involve some
readings/records.
are tested.
3. Regular items of mass production are tested. Items which are costy
and
readings
values of
4. It does not furnish any other information than
It will give accurate
generated.
accepted/rejected. other inferences can be
measutedat a
be
5. Many characteristics can be considered at a Only one characteristic is to
time to classify an item as defective or time.

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Quality Control and nspection

Engineering and Quality Control (MSBTE) 449
FIndustrial i
Atributes nspection Variables Inspection
Sr,
No.
non defective.

Inspection is subjective. nspection is objective.

6.

Less complicated. More complicated.

1.
Needs less time, faster work. Needs more time, andspeed is limited.,
8.

9.
Unskilled workers can inspect. Skilled workers ar needed only.

ReviewQuestions

Questions
2 Marks

State Objectives of Quality. Control. (Section

4.A5)

State methods of Improving Reliability.

(Section4.1.9)
0.2
of Pertomance. (Section4110)
o3 Compate between Quality of Contorimance and Quality

State objectivës of Quality Circle. (Section 4.1.12.3)

Q.4

State advantages of Quality Cirde. (Section 41.124)

0.5
4.1.12.5):
Q.6 What äre limitations of Quality Circle. (Section

Q7 State Types of inspection. (Section 4.74)

4 Marks Questions
Services. (Sections 4.1.f and 4.1.2)
Q.f Definition Qüalty and explainr mearing of Qüality of Produce and

0.2 What are Quality Specifcations? te meaning of Quaity

Also state Characteristics. (Section 4.1.3)

Q.3 Define Quality Control. What is QC loop? (Section 4.1.5)

Q.4 Explin Quality of Design,Quality of Confomance, Quality of Perforrmnce. (Sections 4.1.6, 41.7and 4.1.8)

Q5 Explain Concept of Reliabilty with an exarmple. (Section 4:1.9)

What is Quality Assurance? State Advantages of Quality Assurance. (Section

4.110)

Q7. Compare between Quality Control and Quality Assurance. (Secion 4.1.10)

.8. Wite note on:Cost otRewotk and Repair. (Section 4.t.11)

Explain Concept of Quality Circle and its operation. (Sections 4.1.12 anid 4.1.12.1)
4
210 State characteristics of Quality Ciicle. (Section 4.1.12.2)

1 Nhy Falire of Quality Circle takes place?{Section 4.1.12.1)

Q.12 4.1.16)
What is
VendorrQuality Rating (VOR) and Vendor Rating (VR). (Sections 4.1.15 and

0.13 State Objecives of TOM. (Section 4.2.2)

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Industrial Engineering and Quality Control (MSBTE) Quality Control and Inspection
4-50

4.14 How TQM is Important? Explain TOMImplementation / PDCA. (Sections 4.2.4 and 4.2.5}

Q. 15 State Advantages of TQM. (Section 4.2.6}

Q. 16 What is Six Sigma - Definition and Meaning? State igniíficance of six sigma. (Sections 4,2.7.1 and 4.2.7.2)

Q. 17 Explain frequency polygon as a SQC tool. (Section

4.6.2)

Q. 18 State the Benefits and Limitations of Registration of ISO. (Section 44.2)

Q. 19 State importance of IS0 14000. (Section 4.4.5)

Q. 20 Explain 'cost of quality' and 'value of qulity' with the help of graph. (Section 4.5.2)

Q.21 State QualityFunction Deployment:Areas of Applications.

(Section 4.5.3)
Q. 22 Define Inspection, state objectives of inspection.
(Section 4.7)}
Q. 23 wite comparison between Inspection and Quality Controt. (Section 4.7.3)}
Q. 24- Compare befween In process Inspecionand Centralised
inspection.(Section 4.74)
Q. 25 Compare between Attribute Inspection and Variables Inspecüon.
(Section 4.7.5)
8 Marks Questions

Q.1 Explain basic ProblemSolving Techniques in Quality

circle. (Section 4.1.12.6)

Q.2 What is Quality Mindness? State methods followed for Improving

Quality Mindness. (Section 4.1.13)

Q3 Explain concept of Quality Audit. State Quality Audit Objectives.

{Section 4.1.14)
Q.4 Explain process of Conduct of Audit. (Section 4.14).

Q.5 Explain concept of Tatal Quality Management (TQM).

(Section 4.2.1)
Q.& State Principles of TQM and explain any one. (Section 4.2.3)

Explain Statisticat Meaning of 6a.(Section 4.2.7.3)

Q.8 State advantages of 6s Process. How it is implemented?

(Sections 4.2.74 and 4.2.7.5)

Q.9 Which Belts are used in Six Sigma? What

is its meaning? (Section 4.2.7.6)
Q.
10 Explain Concept of
Kaizen, its principles. On which factor: (Section 41)
successful Execution of Kaizen depends.
0.11 State benefits of Kaizen, list tools used in Kaizen. (Section
4.3.1)
a. 12 Draw flow chart explaining Kaizen Execution
Steps. (Section 4.3.1)
a. 13 State concept of Poka-yoke. Which are Five Pillars by
Shingo? (Section 4.3.2)

Q.14 What are Steps to Apply Poka-yoke? State Advantages, of Poka-yoke. (Section 4.3.2)

Q. 15 Explain 5-S Concept with block diagram. (Section 4.3.3)

a. 16 What are steps to be used for Implementation of 5-S7 State advantages

of 5-S.(Section #

Q. 17 Explain ISO 9001 :2008 (Section 4.4.2)

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Quality Control (MSBTE)

IEngineering and
Bndustrial
4-51 Quality Cohtrol and Inspection

Explain stepwise Proceduret o Implement 1S0 9000.(Section 44.3)

Q 18
any two quality management principle used in ISO 9000: 2000.
Explain (Section4.44}
Q 19
Quality Cost andits types.
Explain concept of (Sectioni 4.5.1)}
0.20

Explain concept of : 1) Optimum Cost 2) Value of Quality.(Sections 4:51 and

a21
4.52)
meaning of
optimum quality of design with
Explain the the help
pofgraph.{Section 4.5.2)
a.22
Quatity: Function Deployments (QFD)? State:
Q. 23
What is atvantagesof QFD. (Section 4.5.3)

to Buitd House of Cuality Explain exaimple of House of

State steps Quality. (Section 4.5.3)
0.24
y
Whät is frequency distribution? Explain with an examiple. (Section 4.6)
Q. 25

n% Explain Frequerncy Histogram - SaC tool, "Bar chart, Freuency Povdon Rectlinear Chart, Cumulative.
Freguency Distribution (Ogive), Causé and Eiect Diegram, Check Sheei Páreto Analysis, Scatter Diagam.
(Sections 4.6.1 to 4.6.7)

a7 Enhistrole and duties ofQuality tontrol inspectortsupervisor. (Section 4.7.2)

4:8. MSBTE Questions and Answers

21
inor 2014Total Marks

Q.t.Compare inspection and quaity controk (Section 4.7.3) 4 Marks)

graph(Secttan4.5.2) ($ Marks)
Q2 Explain 'cast of quality and'vaue of quality wit the help of
(Section 4.t.g! (4 Markst
Define reliabilty: State tfie factorsto be considered fof achieving areliatble design:
0.3
ot TQM:.
Defrie"Totaí Quality Managemeit". Deseribë any 3 principle elements
0.4
(8 Marks)
(Sections 4:2.4 and 4.2.3)
(1 Marks)
Q5 Defin: Frequency distribution. (Section 4.6)

Sumner 2015-Total Marks i7

of conforiance. (Section 4.1.7) (3 Marks)

What is quality of contormarice
? List the factors controlling quality
Q6.
design with the help of graph. (Section 4.5.2) (6 Marks)
Q7 Explain themeaning of optimuri quality öf
organisation
Audit? and state the step by step procedure to implementit in manufacturing
Q.8. What is Qualty
(8 Marks)
(Section 4.14)

24R
Winter:2015otak Mark824
suitable graph. (Section 45.2) (6 Marks)
cost of qualityand value.of quality byusing
Q.9 Explain the concept
of

(Section-4.7.3) (6 Marks)
Q.10
"Inspection is a part of quality contral."Justify.

"guality audit". (Section 4.1.14) 6 Marks)

Cplain in brieftheconcept of
Q.11
4.2:1 and 4.2.3) (6 Marks)
elements uf TQM. (Sections
Q12 Defne TOM. Describe any 3 principte TechKnauledgi
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Quality Control and Inspection

S7 Industrial Engineering and Quality Control (MSBTE) 4-52

Summer 2016Tötal Marks 16

(4 Marks)
Q. 13 State the principles of TOM. (Section 4.2.3)

Q. 14 Explain 'Costof Quality'and Value

of
Quality' with the helpof graph. (Section 4.5.2) (4Marks)

Confommancel. (Sections 4.1.6 and 4.1.7) (4 Marks)

Q. 15 State the meaning of 'Quality of Design' and "Qualty of

Q. 16 State the importance of 'Quality audit!. (Section 4.1.14) (4 Mlarks)

Winter Z016 Tötal Marks 26

Q. 17 Explain 'cost of quality& 'value ofquality. (Sections 4.5.1 and 4.5.2) (4 MMarks)

Q. 18 Explain the advantages & limitations of 1S0 9000. (Section 4.4.2) (6 Marks)

Q. 19 Explain qualty of confomance & quality of perfomance & state factors afecting quality of product.

(Sections 4.1.7 and 4.1.8) (8 Marks)

Q. 20 State different SQC tools & explain anyone. {Sections 4.6 and 4.6.4) (4 Marks)

Summer 2017 Total Marks 20

Q. 21 State the various needs of the inspection. (Section 4.7.2); (4 Marks)

Q. 22 Explain the various types of

quality audit. (Section 4.1.14). (4 Marks)

Q. 23 State the various factors controlling the quality of design. (Section 4.f.6) (4 EEarks)

Q. 24 State the various objectives of thie quality control (ary eight). (Section 4.1.5) (4 NMarks)
Q. 25 Explain the methodology ofsix sigma. (Section 4.2.7) (4 Marks)

Winter 2017 Total Marks 20

Q.26 Explain the concept of cost of qualty and value of quality by using suitable graph. (Section 4.5.2) (6 Marks)

Q 27 Define TOM. Describe any 3 principle elements of TQM. (Sections 4.2.1 and 4.2.3) (G Marks)

Marks)
Q. 28 State the meaning of "Quality of Design' and "Quality of performançe". (Sections 4.1.6 and 4:15) (4

Marks)
Q. 29. What is six sigma statistical concept? Enlist its benefits. (Sections 4.2.7.1 (4
and 4.2.7.4)

Summer 2018Total, Marks 22

Marks)
(4
Q. 30 Explain the need of inspection in industries.
(Section 4.7.2)
desjyn
qualiy of
Q.31 Explain themeaning of quality of design and quality of conformance. State the factors controlfing the Marks)
(6
and quality of conformance. (Sections 4.1.6 4.1.7) and sgma

Q. 32 certification
usedin siMarks)
Explainthe methodology of system improvement using six various
sigma. State (8
(Section 4.2.7) Marks
(4
Q. 33 State the factors to be considered for achieving a reliable
design. (Section 4.1.-)
PuDIICatlans

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BIndustrial IEngineeringand Quality Control (MSBTE) 4-53 Quality Control and Inspection

Winter 2018
TötatEMärks 20
1
Explain relation hetween'cost of quallty' and
o.34 'value of quality with graph. (Section 4.5.2) (4 Marks)
the help of
methodology of six sigma
. 35 State the improvemenit
and explain any oe of them. (Section 4.27) (4 Marks)

State the importance of

"Quality audit'. (Section
Q. 36
4:1.14) (4 Marks)
Wite advantages and liritations of
Q 37 IS0 900D (Four each).
(Section 4.4.2) (8 Marks)

Summer 2019Total Marks Z4

Q.38 Explain the needIof inspection in .industries.

(Section 4.7.2) (4 Marks)

Q.39 Explain costof qualityrand'value of quality. (Sections 4.5.1and 45.2) (4 Marks)

o0 Exolain the importance of TQM. (Section 4.2.4) (4 Marks)

o1 Explain six sigma with suitable example. (Section 4.2.7.3)

(4 Marks)

0.42 State importance of Qs 14000 standard. (Section 44:5) (4 Marks)

a.43, List o
objecives quality control. (Section 4.1.5) (4 Marks)

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UNIT V

Chapler 5: Statistical Quality Control 54 to 5-75

Sylatus
Bics Sastcal cono Maring and inpotsnce
df S0Cc
S
tor
42 Varate and atibute Merureent Corti art-rort andanigrle soutes dvarlalon Cortol chart sorsies-XadR
duts Cartil charta or ars
P. np
Coats
$3 Prrcess capcy a mine(so ara 6oj Cnd Ccaicor
curve
B4
Acono Sarging Carcegt Compian wtr 1% npecdion, Cpeating charcecs
56 Dfert tyis df saping pans Sarping metho
S6 Merts and deerdacngtrce sarrçing

S1 Stuticat Cualty Contol (SOc)

Advantages f S0C $1
S12 Asignable Cautes and Chance Causes 52
S13 Chanca Cane and Asignle Caces
Camparisan betaer C 52
Variabie arg Atribute Meanureran 52
521 Tyoes of Data 53
522 Cereri Tendancy 53
523 Dspersion 54
324 Urivese
53 Noiral Ditribution Cuve 55
531 NomalDistrbution Curve sketch -55
532 Sgicarce d ND Cure 56
533 Churcteatics of NO Cure 56
and Useot ND Cunve
$34 SetD
54 Control Charts 57
541 Ininducion 57
542 Câsccatcn
543 Eamples of Chats 58
s431 XR Chat 58
5432 Pand ng Chart 511
S433 Uchat and Cchat $-13
544 Treads efConiral Charts S14
S44 Conparson beween Cuntoi Chart to Atribtn ad Conb Chant t Vartie S16
Conparson biteen Pnd Cht 517
547 Campain tbewoen Atibute and Variabie lnspeci 517
548 Ganpsian betenen Deled and Delectivg 518
$5 Schved Exingles S18
Table of Content

66 Proces Cir shility fa tMactine

Definition
56 S40
582 Method sb Find Process Capabilty
S8.3 Dilferent Possbies cl Prpcess Capabilty
Gand Cgc Meaning Calcuations
564 ad 561
57 Acceptance Sampling 562
Concap,
5.72 Need of Sampling
57.3 Singie Sapling Plan 563
5.74 Oouble Sampling Plan 563
57.5 Malkiple Sampling Plan 564
576 Merits and Demerits of Samplng oer 100% inspecion 565
577 Sampling Methods
578 Cariparison betwen Aceptance Sunpling and 1DD% Inspectin 5-85
579 Cornparison behwsen Single and Double Sanplng Plan,
57.10. Comparison between Singie anid Mualtiple Samping Plan 567
571 Comparison betwnen Sngle, Doctle and Mulple Sumpling Plen 567
Operating Characterstics Curve (0,c Cunve 567
581 ldeal OC Curve 5-87
582 Actual OC Curve. ,5-68
583 Risks af 0C Cuve 5-69
584 ADQL and AOQ 5-70

59 MSBTE Cuestions ad Answes 5-73

Time Management Shet for Wrtsg Ansoe
T1
Modet Question Papers
Q-1 to Q4
<br>

Statistical Quality Control

5
UNIT V

Syllapus

5.1 Basics of Statisticaf concepts, Meaning and importance of SQC.

5.2 Variable and attribute Measurement, Control. charts - Inherent and assignable. sources
of variation. Conkn

charts for variables -X and R charts, Control charts for attributes P, np, C charts.
5.3 Process capablity of machine (+3a or t6o), Cp and Cok Calculations.
54 Acceptance Sampling Concept, Comparisan with 10% inspection, Operating characteristics curve.
5.5 Different types of sampling plans, Sampling methods.
5.6 Merits and demerits of acceptance sampling

5.f Statistical Quality Controf (SQc

Concept
MSBTE S15.15,W-46

QWhat is statisticalquality control 2 845,S-18,WAG1

SQCis the collection, analysis and interpretation.ofinspectíon data to solve the problems related to quality contol
Itis always desired to use SQC methods in iass production. Because it will try to eliminate variations of process Butit

is impossible to achieve exact repeatability within a process due to random/chance variations.

SQC investigate process and locates and sepárate these types of variations in order to take action as (Qualty contril
Ifinherent variaions are present in process, we say that prOcess is within control.
Ifwe are abie to remove assignable causes, quality of product is witin Tequired timit.

Objectives and fmportance

1. Better specification achievement.

2 Improvement in customer relations.

3. Better inspection metods.

4. Less scrap/rework generation:

5. Most eficient uilization of equipments/machines.

6. Development of uniformity of quality.

5.1.4 Advantages of SQC MSBTES-1516.W-15

(S-155-16W-6

OState the benefits af statistical quality control_

1. Better quality level.

2. Unifornity of quality.
3. Avoid wastage of material.

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tndustrial Engineering and dualíty Control (MSBTE) 52

Statisticat QualityControl
equipment.
Proper use of
4
Reduction in scrap and
rework.
K

k Improvement in satistaction of customer.

workers.
1 Inprovement morale of
standard.
Improvement in inspection
'
5.1.2 Assignable Causes and Chance Causes
MSBTE:S-17,18

actoS IeSponsible torthe varjation due to assicnable causes s47):

State the vari0us

Defne assignable causes and chance, causes of

variatons.Give two catses far each of
them

Assígnable Causes Asigrable cause is an identifiable, specific cause of variatiori iîr a

given process ör measarement

Ex: Major variationin dimensions, materiat defect, etc.

Factors responsšible for assignable variations are: Faulty ràw material, unskilled labour, faulty measuring system,

change of shift without reporting, etc.

hence Causes: The chance causes are an inherent part ofthe process, which are minor in evel.
Ex.:Minor variation în size, minor variation in tool finish etc.

51.3 Comparison between Chance Causes and Assignable Causes

Table 5.1.1

Chince cause (irnerent Assignable ause

Less in magitude. Assignable causes are greater.

1.

Chancë causes results in minute afnount of variations. Itresülts in large anount of variations.

Ex:Small variation in lot of ràw material,; smállj Ex:

A
batch of defective raw' naterial, falty set up,
variation in machine. new operator etc.

Chance variations cannot be eliminated from processThese cause can: be detected and action for the
3
and they are dificultto detect elimination cánr be takei.

4 Chance causes follows the statistical laws Itwill not follow law of statisticat variation:

5:2
Variable and Attribute Measürement

Variation

The concept of variation states that na two štenis will be

perfectly identica evem if extreme care is taken.

Variatiön is the fact of atute.

Variation is bound to occur at the time of manufacturing.

E 25 shats of 10 mm size are to be manufactured then variationare definitely present in it.

Types ofvariations

(a) Variation within

the part itseli.
Shaft has two dimensions at two ends due to out of roundness.

TechKawledgë
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5-3 Statistical Quaity Control

Industrial Engineering and
Quality Control (MSBTE)

among parts produced during

same period of time.
(b) Variation
variation of sizes is present.
Ex. In a mass production,
of time.
Variation among parts produced
at diflerent periods
(c)
at start and end of shift.
Ex. Variation ofjobs produced

Reasons for variations

1. Tool wear

2 Loose bearings

3. Faulty jig / fixture

4. Carelesness of operator
5. Poor maintenance

6. Vibrations
7. Play between mating parts

8. Raw materials quality

9. Change in work condition etc.

5.2.1 Types of Data

1. Variable data (Continuous data)

2.. Attribute data (Discrete data)

1.
Variable data (Continuous data)
as dimension in um, the quality is sid to be im
When a recordis made of an actual measured quality characteristic, such
variables.
mm
Examples : (1) A dimensions 25.219

(2) 62 rockwell hardngss

(3) 273° Ktemperature
(4) 59.5 kg

2. Attribute data (Discrete data) e

said to
any specified requirements, it is
When a
record shows only the number of articles failing to conform to

attribute data.

This method simply notes the presence or absènce of a quality characteristics.

This data gives characteristics in terms of integer value.

...
Examples : (1) Casing having efect 2, 0, 5, 10

(2) Cracks in sheet

(3) Assembly defect of PCB

(4) Number of defects in samples of shift.

MSBTE:W418S-15
5.2.2 Central
Tendency

Defne: Central tendency.

Define: Median, mode,
range

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ndustrial.Engineering and Quality. Control (MSBTE)

54 Statistical Quality Control

of the salient characteristics

Definition: One of the distribution ofthe sample observations tend
datais that most of the
concentratein the centre ofddistribution known as central tendency.
to
ways for expressing central tendency :
t
There are three

Arithnetic mean

Median
2
Mode
3
. Arithmetic mean(Average vaue) :It is the average ofall the values
,X
of
sample.
are observations
IfX, Xy

2 Median (Middle value) : When all the observations are aranged în ascending or descending oder, then fhe median is
the magnitude midde case.
of

Forn-od: ( value and if,

th th
n-even;

Value is median where, n -Nunber ofobservations

3. -Mode : It is the value that occurs most frequently.

Et2,3,2,3, ,3, 1,9

2 and 3 ocurs3 tines
Modes are 2 and 3 (.:. bimodal data)

52.3: Dispersion:

MSBTEW418,515
QDefine Dispersion and W147
Väriatce::
Defne: Standard deviaion (S-15W18)
The extent to. whichthe data is scattered about the zone of central tendency is known as dispersion.

•Measure of
dispersion:

1. Rngé (R)
2 Standard deviation (o)
3 Variance
rr
1 Range(R)

• tis simptest measure of dispersion în a sample.

observed value.
ltis ifference between largest observed value and smallest

Largest yalueSmallest value

Range7DABo
2. Standard deviation (o):

Itis the most usefal mèasure of dispesion.

It is the r.ms. value for the observed data.
observations and mean.
the root mean squre
of the difference between the
Ls
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5-5
Statistical Quality Control
Industrial Engineering and Quality Control (MSBTE)

IrX,, X, ..X, are n observations.

X,
+X, + X, . X

Then, -g=
1/-x+X,-X' +(X,-X}..
process capability.
It is used when a more precisc measurement is desired, It is also used in control charts,

If data variation is larger, S.D. is desired.

3. Variance
This is sum of squares of deviations from the arithmetic
mean divided by number of observations.

ie. it is square of standard deviation (5).

Variance

5.2.4 Universe
to construct a frequency distribution we ormally take a small proportion ot sample to tepresent the enire
In otder
collection.
Definition : The universe is the collection of measurement values of entire jobs.

It may be infinite (*o) or almost o; like number of jobs produced in a year.

5.3 Normal Distribution Curve

5.3.1, Nomal Distribution Curve-sketch

In a feguency distribution if number of observation are increased and the points are joined with a smooh cue,
indicates frequency curve as shown in Fig, 5.3.1,

The ND curve is as below:

99.73%

95.46%.

68.26%

kouenbel

-3g -26-G X 2o 3o

Character

Fig. 5.3.1 : Normal Distribution curve

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 Industrial Engineering
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and Quality Control (MSBTE)

5-6
5.3.2 Significance of ND Curve Statistical Quality Controt

The requency curve

will give us distrithution
of data, which are inspccted.
By observing curve, the variation
inrecorded measurements can
DrOcess will be considered 1o be considered to causes, and then the
be"in control". be due to chance
In such cases 99,73 %of valuesarc expected in 43o,
limits.
curve or distribution obtained
The ideal
by plotting frequency curve
also be noted by width (spread) ofND curve. is ND curye. variations are wider or smaller, can

Itis also followed by nature, hence called as Nature's curve.

5.3.3 Characteristics of ND Cuve

MSETE: S16

Q State charactenstCs of
normaldistributon; (S-16)

1. is symmetrical about its mean.

2.
tis bel shaped.
3.. tis defined by X,and g.
4. Theoreticalty goes to to.
S. Butpractically X43a,
as
6. Liits and Area can be tabülated below::

XI06750 50%:

68,26%
Xto
X±2a. 95.46%.

99:73 %

100%

of NDCurve
D.3.4 Skewed ND and Use
MSBTE :S16
S16)
aEtioncue
Statetheapplicationsofnomal
is s useful for finding proportion or % of distribution laying between
mean and S.D..1, it
The standard ND curve with.0
any two values..
positively skewed, negatively skewed, Bimodal curve etc. as shown in.
There are. many other, curyes lik,
Fig, 5.3.2(a), (6), (C).
mean but same standard deviation.
Fig. 5.3.2(d) curve with difierence
shows: normal

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5-7 Statistical
Control (MSBTE) Quality
Engineering and Quality Control
EIndustrial mean.
deviation but same
normal curve with different standard
Fig. 5.3.2c) shows

(C) Bimodal
(b) Negatively
(a) Positively skewed skewed
skewed

(e) Different S.D. and

mean and
(d) Different Same mean
same S.D.
ND curve
Fig. 5.3.2:Various

Applications of ND Curve specification limi

of
jobs lalling in particular
curve is used to find out percentage / actual number
Normal distribution
specific limit.
above specific limit and below
Also useful for finding jobs

5.4 Control Charts

5.4.1 Introduction
RSBTE WA6

W-16)
Q. DefneControl charts

Statistically capable and incapable process

Control chart gives graphical representation of the collected infomation.

They are useful for detecting 'assignable causes'.
Control chart is a method which specifies the state of statistical control, it is device for attaining statistical control and
device to judge whether statistical control have been attained or not.

In other words, the proces is statistically capable of meeting the requirements within limits, is confirmed using contro
chart tool of SQC.

5.4.2. Classification
MBTEW-16,16.18

aClassily the "Qualty Contro Charts" (W-15,W-16, W-18)

The charts are classified as shown in Fig.

5.4.1.

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(MSBTE) Statistical Quality Contro

Industrial Engineering and Quality Control 5-8

Control charts

Xiochart C- chart P- chart

X-R chart (defective) (defective)

[For measurable [For attribute data)

quality
characteristics,
variables]
Fig. 5.4.1

5.4.3 Examples of Charts. MSBTE :S-15

(S-15)
suitable exampleofX-R chart:
FoConstder
1. X-Rchart
2. P-chart

3.. Cchart
bearing, length of pins, length of nut.
1. KRchart: Diameter of ball.of ball
inspection o screws.
2. Pchait :Inispection ofrings, a
PCB and their defects in casting.
Cchart:Defects in shirts, defects in 2 wheeler's assembly,
3.

54.3.1 X-R Chart

EMSETERS15,W-16

(S15,W-16)
andRCharts. X

the various stepsin constructing

QWite
X
and R
chart are as follows :
The various steps in constructing
average. value and range is
range for each sub group, of given data, i.c. for each sample
I.. Calculate average X and R
calculated.
X
... then,
whose sizes.are, X, X,X, Xy,
Eor c.g. ifsample contains 5 items
X,+X,+X +X,+X
Sample average(X)

Highest value-Smallest value

Range=
2.
Calculate average of average X and average range R.
Itis obtained asfollows :.

N
Where, N Number of samples

Similarly,
R = ZR

VUServation as shown in the Table 5.4.1.

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Statistical Quaity Control

Quality Control (MSBTE) 5-9
RIndustrial Engineering and
Table 5.4.1

Sample NumberReadings

X,|X, X, XX XXR

by relation.
3. Calçulation of 3s limits for X is given

Upper control limit

UCL=X+ A,R

Lower control limit LCL-X-A,R

R-chart.
4 Calculate 3o control limit for

UCL = D,R

LCL = D,R
(n) is, they are given below.
are standard for particular sample sizes
In addition, values A, D,, D,

5. Plot X and R chart

as solid horizontal line at X.
centre line on X chart should be drawn
While plotting X chart the
are shown by dotted lines.
The upper and lower limit
are shown by otted horizontal lines.
line indicates R and limits
Similarly for R chart, the central

UCL

-*Xchart
-- LCL
X

Sample number

(a)

UCL

-RR-chart
LCL
R
Sample number

(b)

Fig. 5.4.2: X-R chart

6. Drawing preliminary conclusion from control chart:

When all points fall inside limit it means process is in control.

. If they fall outside; process is out of control.
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5-10
Statistical Quality Control

Note:
Xochart are:
control limits for
The

UCL-X = X+3 a
LCL-X = X-30 o.is standard deviation ofexpected frequency distribution)
To find a.
R
We know that, (ais SD. of universe)

and

3R

Control limits for Xchartbecomes;

3R
UCL-X=

LCL-X=RR

5.4.2,
and ready values
are available as shown in the Table

For casy calcülations, tem

3
A,=F isconsidered as Az

Table 5.4.2

D
SamplesDe AD,
3.27 1.128
1.88
2
2,57 1.693
1.02
3
2:28 2.059
4
0.73
2.11 2.326
0.58 0
5
0 2.00 2.534
0.48

1.92 2.704
0.42 0.08
7
0.14 1.86 2.847
0.37
8
1.82 2.970
0.34 0.18
9
0.22 1.78 3.078
031
10

PubsitationS

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Statistical Quality Control

5-11
Control (MSBTE)
Engineering and Quality
Industrial

P and
np Chart
5.4.3.2 MSBTE:S-17,W8

(S-17, W-48)
for P-chart.
Explain the procedure

defective chart
Procedure for percentage
Table 5.4.3.
1. Record the observation
Table 5.4.3
Defective (d)
Sample Jobs (n)
inspected found
Number

2. Find percentage defective for each sample.

d
%
defective =.x 100

3. Find P,
Total number of defective
:100
rLTotal number of jobs inspected
4. Find control limits,

UCL for P = x 100

LCL for P = :100;

Where, n =Sample size

5. Plot graph as shown în Fig 5.4.3 and conclude.

UCL

LCL

Sample number

Fig. 54.3 :P chart

Note: For varíable sample
size, find average of sarmple size.

np-chart

np-chart is an attributes control

chart used with data collected
in subgroups that are of the same stz
np-chart also shows;
howthe process, measured over time.
The process characteristic by the number of nonconforming items it produces, changes
is always described in yes/no
form.

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IndustrialIEngineering and Quality Control(MSBTE) Statistical Quality Control

5-12

np-chart is used if:

) Ifone need to assess system stability.
Ifdata is the number of nonconforming items per subgroup.
(3) Subgroups are of same size.

(A There should be only two out come to any given check.

In np-chart, we plot mumber of defectives found in cach sample instead of calculating the fraction defective or
percentage defective as P-chart.

Construction of np-chart is similar to P-chart.

Procedure
1. Fill up observation Table
5.44.

Table 5.44

Ne,
Sample Lot sze(nyc Defectives
fnp)

N
(Same n för all
samples)

2.Calcufation (P) center line by using,

Total defectfves
Total sample.

Z(1p)
N

3. Calculate P

Total defectives
P Total jobs inspected

E
(p)

4. Calculate control limits using,

=
UCL

LCL =
as
-V,-), 5.4:4.
lotgraph and conclude shown.in Fig.
Kais: Samplé number
Y-ais: Number of defectives

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statisical Qualíty Control

Quality Control (MSBTE) 5-13

Industrial Engineering and

UCL

Number of
defectives

Sample nurmber->
Fig.54.4

5.4.3.3 U-chart and C-chart

Uchart
per job.
In Cchart, we use number of defects
are noted for :
at one single unit of product. Defects
We also fix a sample size

Exauples :
rope is tested.
I.. 100 mof
are tested.
2. One ozen of containers
scooter is tested.
3. An aSsembly of of product.
size is fixed number of units
are analysed by using C-chart, sample
Above type of defects
used.
If subgroup consists of n' units, U-chart is
C and U=2C
where,

Limits are UCL-Uchart

dhart= D2VU
and LCL.-U

Graph

UCL-U
Number of
defects

LCL-U

Sample number

Fig. 54.5
CorU chart willbe heipful for defect analysis leading to decide quality rating.
typs of
observed in an assembyjob. Every defect may not have Lmportance. we account all
Various defects may be
If
defect, it may mislead the quality rating.

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Industial Engineering
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(MSBTE) 5-14 Statistical Quality Control

are classified as.

le such case, defects
- Very serious
Class A defects

- Serious
Class B defects

Class C defects
-Moderately serious

seridus defects
Cass D defects -Minor -not

Example
Class B defect.
pefect of job appearance' isin Class D, headlamp wire is not fixed by an opetator during assembly is

Procedure
observation Table 5.45.
L. Fill up the
Table 5.4.5.

SampleNo Numberof defects found (d)

E.

2.
3

N= Total =d
2 Ga Jå andc
Total numbér of defects found

CTotal mumber ofjobs inspected.

3. Calculate cortrol limits

Control limits-€
as shown în Fig. 3.4.6.
4 Plot graph and conclude

UCL

LCL

Sample nuriber
Fig.5.4.6:Cchart

544 Trends of Control Charts

MSBTE: W{4

Explain follbing trends of Xcontrol-Chart

0Extreme variatons Shift

) Erraic fluctuations v) Indication of trend (W-14)

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Industrial Engineering and Quality Control (MSBTE) 5-15 Statistical Quality

Control
1. Extreme variations
2 Indication of trend
3
Shift
4. Erratic fuctuations

1. Extreme variations
Extreme variation is recogniscd
by the points falling outside the upper
and lower limits.
When the points fall outside
these limits, on X-R or P-chart, means some
and corrective action is necessary. it assignable causes of error are mras

Following can be reasons for extreme

variations:
(1) Error in calculations
(2) Error in measurement
(3) Sample selection eror
(4) Wrong sctting of machine tool

UCL

LCL

Sample number

Fig. 5.4.7
2. Indication of trend

If the consecutive points of X or R chart are taking slope towards UCL or LCL called as a trend.
Afler some time, it is necessary to take care of process otherwise it will go out control.
of
Causes of trends are tool wear, wear of threads on clamping device, effect temperature.
of
A decreasing trend in R chart, P-chart shows better performance proces.
of

UCL
Upward trend.

LCL

X
Sample number
UCL

Downward trend

LCL

Sarmple number

PusiItatis
Fig. 5.4.8

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Quality Control
Industrial Engineering and (MSBTE)
5-16
Statistical Quality Cortrol
Shift
3 series of consccutive points
When a falls on any one
side an suddenly process i9
generated. changes the side, shift in
assumcdI that, if 7 points changes dic,
It is thenshift is observed.
Cause of shift
could be change
, in malerial, operator inspector,
carclesstness sof operator, loosening/tightening offixtures inspection cquipment setting, new operator
etc.

UCL

LCL

Sample number -

Fig. 5.4.9
4 Eratic fluctuations

Itis charactèrised by ups and downs as shown in graph.

It would be difficult to ideatify the canse
of erratic fluctuations.
Causes can be frequent adjustments,
changes in operators etc:

UCL

-LCL

Sample number
Fig. 5.4.10

54.5- Comparison between Control Chart for Attribute and Control Chart for Variable
MSBTE : S-15,16,W45

UIstunguish between Variable charts and Aftribute charts (S-15, W-15,5-16)

Table 5.4.6

Sr, No. Cóntroj chart for attributes Control chart for variables

These consider variable data.

1. They takes attribute data into consideration.

2.
Data can be used to drawP-chart, C-chart. Data can be ased to draw X chart and R chart.

so on. of ball is 24.36 mm and so on

3. Ex.: Number of defects in a bottle are 2 and Ex: Size

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Stale
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FIndustrial Engineering and Quality
5.4.6 Comparison between P and C-chart
Table 5.4.7
C-chart
Sr. P-chart
No..
defects.
It is chart for
1. It is chart of defectivc. checked at a time.
One sample is
2. Ata time number ofjobs are checked.
vCL-T+3Ve
3.
UCL -P+31/P(l-P)

4.
LCL --3VG
LCL =P-31
only.
Control limits are function of C
5. n
Control limits are fnction of P and cotton
Ex. : Number of defects in a 2 wheeler assembly,
6. Ex.: Number of defective is magnets, bottles etc.
etc.
shirt, casting, PCB

Inspection
5.4.7 Comparison between Attribute and Variable
MSBTE WAT

measurement
variable measurement and:attribute
QCömpare
Table 5.4.8

Attribute inspection Variable inspection:

St
No.
for
are needed for inspection. Precision measuring instrument is needed
1: Fixed gauges or comparators
inspection.

Cost of inspection is low. Cost of inspection is high.

2.
is high.
Cost of instrument used for inspection is low. Cost of instrument used for inspection
3.
Result of measurements are exact sze 01j0u.
4
Results of measurements are in the form of good / bad.
accepted or rejected.

Unskilled operators can be used. Skilled operators are needed.

5.
slow.
Speed of inspection is fast. Speed of inspection is
6. Vermie
are :
of instruments nsed
Examples of instruments used are : GO-NOGO Examples
7.
gauges, Comparators Micrometer.

Control charts used are P, C chart are X, R chart.

8. Control charts used
mm, 3.95 gm
Ex.: G0, NOGO,Acepted, Rejected. Ex. : 27.395
9.

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'Industial 518 Statistical Quality

Comparison between Defect and Deiective

64.8
Table 5.7.9
Defect Defeciv
Sr. No
A defect is a quaily characteristics that does not A
defective plart is one that is not usable because it has
confirm to the
specifications.
one or more defectg.
C-chart.
This term is used in This tern is used in P-chart.
2
bearing obtained from vendor ete.
3 E: Defects in airerafts number of holes in glass
botles, mumber ofimperfections in a unit cloth.
Ex.: Lot of

55.Solved Examples

For a sample
of
50 subgroups, 5 each, the specific requirement and
X
is 124, o
found to be 5.
EL.
5.5.: is 11910
characteristc' is nomally distributed, ? 1f not, what is percentage of
Assunirg quality will the process meets specifications
limit ?
defective products above upper specific

Given area of ND
Curve,

Area

G0:.00
+1 0:8413
+1.1 .8643
Sofn::
129
Given X
Xn109
2
. Proces capability
=66-6x$30
3.

129

124

10

Fig. P. 5.5.1
4. Process will not meet specifications.

S,
ZX-X 129-124

From given table, arca is 0.8413.

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(MSBTE) 5-19 Statistical Quality Control

Industrlal Engineering and Quality Control
7
arc,
Defective parts found above Xmy
= |-0.8413 =15.87%
Ex. 5.5.2: Find central tendency of
fllowing data 2,3,4, 5,2, 3,4, 5,4, 5.

Soln.:
1. Mean

Mean =
2+3+4+5+2+3+4+5+4+5_5
10

2. Mode

Number Frequency

2
3 2

5 3*

10 total

It is cbserved that 4 and 5 each occurs 3 times, mode is 4 and5. It is bimodal data.

3. Median

Terms can be arranged as 2, 2, 3, 3,4,4,4, 5,5, 5

Asnis even,
(10)4 termis 4
term =

= 6h ierm is 4
(5+1
Average of4 and 4 is 4 :. Median is 4

is 4. Afer 20
Ex. 5.5.3: Contral chart for X is to be prepared for a certain dimensiont of component. The subgroup size

Subgroups,
are
limits for X chart. (Take d, = 2.059). If speciicatons
2X=825.6 mm and ZR=5.6 mm. Calçulate central ine and control
mm and the process is in control and normally distributed,
will it meet specifications ?
41+0.4
Soln. :
1. n = 4, N=20, 2X-825.6

SR = 5.6, d,=2.059

2. X = XN
825.6
20
=41.28

ŽR_ 56
R =N =0.23
3 3
3. A, = E=0.728
d,yn 2.059 x4
4
UCL-X = X+A,.R= 41.28 +0.72 x 0.28
TedKaeuielg
= 41.48 Puallcali

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Industrial Engineering and Quality Control

(MSBTE) 5-20
Statistica! Quality Control
LCL-X = X-A:R= 41.28–0.72 x 0.28
41.07

Given 41 t0.4 mm
i.e. Xmm = 41.4 Xmin41.07

3g = 3R 3 x0.28
d, 2.059 0.135 x3 =0.407
=
X+36 4128+0.407=41.68
K-36 - 41.28-0.407 =
40.87

Rejections

41:4 max.

41.0
min
-40:8

Fig. P. 5.5.3
6 Conclusion : Process will'not meet speciftcations.

EL. S5.4:
Inacapability study of filling bottles up to 23.75+1 m, a
sample of 6 pieces was taken each day for 8 days.
Given:

X
=190.15

ŽR =0.536
Az =048
D,
=2
D, 0
= 2.534
Wl the process meet
specifications?
Soln.:

1. Given. 23.75 ± 1 ml

Xmiy24.75
Xmin
=22,75

2X 19015
3.76
N
R = N =0.067
8
3

3g =
3xR

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Industrial Engineering and Quality Control (MSBTE) 5-21 Statistical Quality Control
B
3x 0.067

2.534 =0.079

X+36 = 23.839

X-36 = 23.680

4.

24.75 max
K
.124
23.83
X+36
23.76

23.68

-22.75
Xmin

22||

Fig. P. 5.5.4
5. Conciusion : Process meets specifications.

Ex. 5.5.5:Eight samples of size 5

each have been collected with following observations,

Sr. No.
yR
1.
2.008 0.027

2. | 1.99& 0.011

3. 1.993 0.017

4. 2.002 0.009

5: 2.001 0.014
6. 1.995 0.020

7. 20040.024
8. 1.9990.018
Given A, = 0.577, D, =0 and D, = 2.114

Draw proper control chart and concude.

Soln.:
1. X-R chart is to be drawn
2.

R = 0.14
=0.0175
N8
3 UCL-X = X+A,.R
= 2+0.577 x 0.0175
TedKaasletp
= 2.01 PuaLitatled5

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Control
Engineeringa and Quality Control(MSBTE) Statistical Quality
ndustrial
5-22

LCL- X = X-A,.R
2-0.577x 0.0175
= 1.9899
x 0.0175- 0.037
1C.-R = D,xR=2.114
=o
4
LCL-R = D,xR=0 x 0.0175
Graph

X chart

-UCL 2.01

X
L¢L198

8
0 1. 2 4 5 6
Serial number
Rchat UCL=0.037
o:36
o.¢27
0.018 0R017
0.09
-LCL0
1:1! 2 3. 4

Seríal number.

Fig. P. 5.5.5.
may fall on LCL line.
Concinsion : Process is in control,
more care is taken for X, number ofthem
6

process following observations are recorded.

EL 5.5.6:In a manufacturing

Sample No.Defective found out

of 50

1
.
2

4 3

5 5

6
UaN appropriate control chart and conclude.

Soln.:
L The problem
is of P-chart

B TechKaouledgë
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Industrial Engineering and Quality Control (MSBTE) 5-23 Statistical Quality Control

2.

Sr.
Nunber of jobs inspected (n) Defective (d) %defective(x100
No.
1
50 3
S0

3., 50
4. 50 3 6
50 10
6. 50 2
Total Zn=300 Si=14

P 14
3.
-10= 300 × 100 =4.6%

4.

= 0.046 (1 -0.046)
0.046+3x1
50
= 0.1361
x100=13.61%

5. LCL
-P = P-31\P(1-P
n

= 0.046 (1 -0.046)
0.046-3x1
50
-0.0420
6

14
12 UCL13.6
10

defective
8
6
4 -P 4.6

%
2

LCL'=0-
3 4
2
Sample number
56LL
Fig. P. 5.5.6

7. Conclusion : Process is within

control.

EX.D.0.7: 10 samples of 20 parts each have been collected.

In one samole there are no detectve jou
samples their was one defective. were threa
In five. samples their were two defectives each. In one sample there
detectives. State name of control chart that can
be drawn and find control limits and central line.
Soln.:
1. Defective indicates-P
chart

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ati

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QualityCotrol
Statistical
Engineering and Quality Control(MSBTE) 524
Hstrial
(1 x0)+3x1) +(5 x 2)
+(1 x3)
P (10 x 20)
= 0.08 = 8%

UCL
-P - P+31/P-P
0.08(1-0.08)
= 0.08 +3
x 20
= 0.262

LCL-P = P-3x1Pl-P)
n
4.
J0.08 (1-0.08)
=
0.08-3x 20

conclude.
6.5.8:Following are the inspection results of magnets for 5 observations. Draw proper, control chart and
E.
Week numbe 1
23 4 5
Numberöf maghets inspected 724 728 724 720 730
Defectives
found48 83 70 80 58

Soln. :
1. P-chart is to be drawn

2
Number Jobs inspected (n) Defcctives (d) %defectivex100
1 724 48 .* 6.6

2 728 83 11.4

3 .
724 70 9.6
. 120 80 11.1
4
730 58 79
Total Zn=3626 Žd=339

3. P = A 339
3626
=0.093

= 9.3%

UCL-P =
o.093 (1 -O.093)
o.093 +3
725.2

= 0.125=12.5%
[: n=25.21

LCL-p = P-11/P-)
n
0.093 (1-0.093)
=
0.093-3^/ 725.2

= Tech Kaemledge
6.1%
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Quality Control (MSBTE) 5-25 Statistical Quality

B Industrial Engineering and Control

6.

11

defectlve -9 P9.3

6 --LCL'= 6!1

Week number

Fig. P. 5.5.8

7. Conclusion: Process is in control.

Ex. 5.5.9 : Number of defects found in a inspection

of 10 assemblies are 2, 3, 2, 5,
2,3, 5, 3, 0, 1 respecively, Drw
appropriate control chart and conclude.
Soln.:
1. It is C- chart

2
C-2426 2.6
n 10
3. UCL-C - C+3c
= 2.6+3
x2.6 =743
4. LCL-C =
= 2.6–3
x2.6 =-22 =0
5.

UCL=743

.--G+25

23 4 5
6 7 8 9 10
Sample number

Fig. P. 5.5.9
6. Conclusion : Process
is in control.
EX 5.5.10 :Following observations are
recorded during an inspection, for a sri

imeReading
8.00 3.2 3.3 3.33.3| Given
n
For =4
10.00 3.33.2 3.33.2
PHlItatlss

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IndustrialEEnginieering and Quality Control

(MSBTE) 5-26
Statistical Quality Control
Time
Reading
12.003.23.2 3.13.2 A,=0.73
14.00 3.3 3.1 3.2 3.3| D,=0
16.00 3.13.3 3.33.3 D, =
2.28
conclude
Daw X-R chart
and

Soln. :
Time Sr No.
1
X(0=4) R
8.00 3.275 0.1
10.00 2 3.250 0.1
12.00 3
3.175 0.1
14.00 4 3.225 0.2
16.00 3.250 0.2
X 3.275 +3,250 +3.175+3,225 +3,250 16.175
2 X=N 5 =3,235

0.1+0.1+0.1+0.2+0.2
R= N
5 =0.14

4 UCL = X+A,R =3.235 +0.73 x 0.14 = 3.337

LCL =
X-A,R =3.235-0,73 x 0.14=3.132
S. UCL = D,R= 228 x 0.14 =0.3192

LCL = D,R= 0

iXchart
3.37
3:35 UCL3.33
4330
S254
X323
-20
LGL3.13

Serialoumbe

R chart
0.31--4 UCL031
-0.3

A 2
R=014
0.1
+LCE=0
0
Serial number
Fig. P. 5.5.10
Conclusion : Process
is within control.

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Industrial Engineering and Quality Control (MSBTE) 5-27 Statistical Quality Control

Ex. 5.5.11 : ln a machine producing pin rods, following ten observations are recorded. Find out

1. Mean

2 Process capability
If the specification
3
imits are 25+1 mm will be process be able to meet specifications.
25.1, 25.3, 24.6, 25.4, 24.2
26.1, 25,9, 25.7, 24.5, 24.8
Soln. :

1. Mean = X =

251.6
=25.16 mm
10

2. S.D. = G=
n-1
(251.6
V[630.01 +.. 61.5.14 ]- 10
=0,40
10-1
3. Proces capability = 6g
= 6x0.40 =24
Note3al2
4. X+3a = 26.36 mm

X-3s = 23.96 mm
This indicates limits of ND curve.
S. Now, let us compar with specification limits.
USL = 25+1=26 mm
LSL = 25-1=24 mm

26.36

USL 26

25.16

LSL 24
23.96

Delectives
Fig. P. 5.5.11

6. Conclusion : Process will not meet specifications.

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IndustrialEngineering and Quality Control (MSBTE)

5-28 Control
Statistical Quality
a control chart for
Construc G, L.e., of
number of defects from the following number
55.12 :: data pertaining to the
B an nieces of cloth of
imperfections in equal lengtnin a
certain make and infer whether the process state of control.
a s
is in
4, 5, 6 10, 4, 6, 5, 7,4,9, 7,3
234122 3,
Soln. :
.C=
Se. = 2+3+8+12+2+3+4+5+6+ 10+4+6+5+7+4+9
+7+3
= 100

100
C = 20 =5

UCL =
= 5+6.70 = 11.70
Š+3\5=
JCL =
3
- 5-345= 5-6.70 =-1.7or0
, Conclusion :Since, none of the points is falling outside the upper and lower control limits, the process is in a state ot
control.

E513 : The table given below shows the number of defectives found in inspection of a lot for 100 plugs each. Draw
nooer control chart and state whether the process is in control.

1
5 6 7 8
10
co
NumberOf 6 3 1 4 3 11 5 2 3
defcctives
Fracion detective 0.06| 0.03 0.01
0.040.030.000.11| o.050.02 0.03

Soln.:

L Find out fraction defectives.

Average fraction defective

2 Find P = Total number of jobs inspected

38
P=0.038
100 x 10

3
UCL, P1-D
J0.038(1-0.038)
0.038 +31
100.
0.0954

LCLp. P-31/P0-P
1

0.038(1-0.038)
=
0.038-3/ 100

Sincetis =-0.01930 zero.

nevet the lower limit is taken as
possible to obtain aa negative population of defectives,

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(MSBTE) 5-29 Statistical Quality Control

Industrial Engineering and Quality Control

-o.11
-010
-UCL=0.09
-0.09
-o.08
-o.o7+
-0.06
-o.05
-o04
-o03-+ -P=d03!
-0,02
-o,01+

Lot number

Fig. P. 5.5.13
6. Conclusion : After comparing the reading it is found that one
lot (number 7 whose fraction defective is 0.11) Flle
outside the upper control limit hence the process is out control.
of
Ex. 5.5.14 : In flling process, 500 gms of certain liquid was to
be filled in bags. The permissible variation is ± 5 gms. For
investigating the process capability, 5 bags were taken at random from
each batch for 10 successive batches and resuts
were as follows:
Batch 2 3 4 5 6 8
9 10
ean 501 498 500 503 501 500 497 502 503 49
Bgms

Raniga3 4 2 4 35 4 |2 l6
Establish control chart limits for X and R charts. Plot the charts and interpret the meaning.

Tale A, =0.58, D, =0, D, =2:11. Willprocess be able to meet the specificaions ?

Soln.:
1
SO1+498+500+503+501+500+497+502+503+496
=
10

=500.1

2. R= 3+4+2+4+3+5+4+2+6+4
10
-3.7

3. UCL = X+ A,R= 500.1 +[0.58 x 3.7 ]= S02.246

4. LCL X-A,R= s00.1 -[0.58 x 3.7 ] =497.954

5.
UCL = D,R=2.11 x 3.7-7.807
R

6. LCL = D,R=0
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Engineering and Quality Control

ndustial (MSBTE) Control
530 Statistical Quality
UCL X+36
502.24 = 500.1 +3oX
2.14_0.133
03

0.7133

6= 1596
=
s Process
capability 6g=6x 1.596=9.5703
USL = 500 +5= 505 gms
.
LSL = 500-5 =495 gms
USL-LSL = 10 gms
10 As USL-LSL > 6G value
10 > 9.5

-504
-503
S02
yCL 50225

-=500-1
499
198
LCL=497,954
497

-496

Batch

Fig. P. 5.5.14(a)

Batch

OR

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Industrial Engineering and Quality Control (MSBTE) 531 Statistical Quality Control

UCL=78

6
-54

R
HR=3T
-2

Batch -
Fig. P. 5.5.14(b)
As the specification limit value is greater as compared to control limit value.
. Though two points are going away from control limit, process is in contro.
-USL'

Process capability
=66 =9.5 X= 10= Specified tolerance
(Natural tolerance)

-LSL
Fig. P. 5.5.14(c)

Ex. 5.5.15: The following are the inspection resuts of 20 lots of magnets, each lot having 750 magnets. Numnber of defecive
magnets in each lot are 48, 83, 70, 85, 45, 56,48, 67, 37, 52,47, 50, 47, 57, 53, 34, 29 and 30.
Calculate the average fraction defective and the control limits for P chart.
Soln.:
Average fraction defective,
Total number of defectives
1. P = Total number inspected
48+83+70+85+45+56t48+67+37+52+47 +50+47+57+53+34+29+30
750 x 20
= 0.06253

= P+31/P(1-P)
2. UCL,

J0.06253(1-0.06253)
= 0.06253
+31/ 20

0.06253 +0.1624

= 0.2249

3. LCL, =

0.06253 (1 -0.06253)
.0.06253-31
20

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Quality
Engineering and Control(MSBTE) 5-32
hdstial Statistical Quality Control
= 0.06253-0.1624

= 0

The tallowing are the inspeclon resSuits of 20 lots of magnets. Each lot having 750 magnets. No. of defective
65.16: are. 47.84, 70, 85, 45, 56, 48,
29 and 30. Calculate the average
67, 37, 52, 47, 50, 47, 57.
E
in each lot 53. 34,
Manets control limits for P charts.
defective and the
fachion

Soln. :
Giren : .. use P chart
N = 20, n= 750 (Sample size is same

Total number of defectives

P= Total jobs inspected

47+84 + 70+85+ 45 +56+ 48 +67+ 37+52 +47-+50 + 47 +57+ 53+34+ 29 +30

750 x 20
938
=0.06253=6.25%
15000

UCL-P chart
=
1
0.06253 (1-0.06253)
= 0.06253
+31/ 750

= 0.06253 +0.02652

0.0890=8.9%

4 LCL-Pchart =

= 0.06253 (1-0.06253)
0.06253-31| 750
= 0.06253-0.02652

= 0.0360 =3.6%

S nspected n) Defectives d S No,

nspected (n) Detectives (a)
%
100 100
n

6.2 11. 750 47 6.2

750 41
750 84 11.2 12. 750 50 6.6

750 70 9.3 13. 750 47 6.2

150 85 11.3 14. 750 57 7.6

5,
150 6 15 750 53
45
6. 750. .
150 7.4 16. 34 4.5
56
1. 750 29 3.8
750 48 6.4 17.
4
750 67 8.9 18. 750 30
9.
750 37 4.9
0 750 52 6.9

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Industrial Engineering and Quality Control (MSBTE) 5-33 Statistical Quality Control

11
10
9
---f-- UCL=8.9
-8
defective

P62
5
%

-4
LCL=3.6

4 6 7 8 9 10 f1 12 13 14 15 16 17 18
Sample number
Fig. P. 5.5.16
5. Conclusion: Process is out of control.

Ex. 5.5.17: The following are the inspection results

of 20 lots of magnets each lot having 750 magnets. Number of defeciyve
magnets in each lot are 48, 83, 70, 85,45, 56,48, 67, 37, 52,47, 50, 47,57, 51,71, 53, 34,29,30.
Calculate the average fraction defective and three sigma control limits for P chart.
Soln.;
Given :
Total defectives
1. P = Total jobs inspected

P = 48+83+ 70+ 85+ 45 + 56 +-48+ 67 +37 + 52+ 47+ 50 +47+ 57+51 +71 +53+34+29+30
750 x 20
1060
=0.070 =7%
750 x 20

2 UCL-P chart =
P+31/P0
Given, n = 750
0.07 (1-0.07)
= 0.07+31
750
= 0.0979 =9.7%

3. LCL-P chart =
P-3
P(l-P)

0.07 (1 -0.07)
0.07-31 750
= 0.042=4.2%
standard
and
Ex. 5.5.18: The design specifications average is 99.9
for a Component are 100 + 0.5 mm, whereas procesS
deviation is 0.18.
Find : (a) Process capability
and (b) Conclude
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Control
IEngineering and Quality Control (MSBTE) 5-34 Statistical Quality
ndustial
R

Soln. :
Gien: 100+05 100.5 mm
Upper limit 100-0.5 99.5 mm
L.
Lower limit

X = 99.,9
G= 0.18
KymXanih mm
1
As

x0.18 = 99.9 +0.54 = 100.44 mm

I X+3a =99.9 +3
99.9-3 x 0.18 99.9-0.54= 99.36 mm
( X-36=
6 +100.5 mm

X+36 -100,44 mm

X=99.9

-99.5 mm
Xrin
-3a 99.36 mm
Defectives
Fig. P. 5.5.18

1 Conclusion : Defectives will be there

as shown in Fig. P. 5.5.18.
and Rvalues for the Length
10subgroups X-bar and
sUbgroup is of5 pieces and for
EL 5.519inthe lut of50 pieces, each

Piecess as unide
Sr No.XbarR Given data

212 O.03 A0.57

T99 0.01 D-0A
1800.02 D211
d
2362)
2.000.04
199VO02
0.01
62.45
A85 0.05

70 0,04
063
9980 003
0.230
interpretation af chart MSBTE:S-18, 8 Marks
LUSng general fomúae, prevareX bat and R-chart and write the
Soln. :

From chart
given:

1
X = X_ 20.18
10=2.018
N

2
R= ŽR 031 =0.031
N 10

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Industrial Engineering and Quality Control (MSBTE)

5-35 Statistical Quality Control
E
3.
UCL-X = X+A,R
= 2.018 +0.577 (0.03
1)
- 2.0358

4. LCL-X = X-A,R=2.018– 0.577 (0.031)

= 2.000113

5.
UCL-R = D,R=2.11 x
0.031=0.065

6. LCL-R D,R=0

7. K-R chart

Xchrt
3.5
3
2.5 UCL=2.03
RKE2018
5

LCL= 2.00

0.54

1234567 89 1o

Serial number
Rchåt
-o07+ UCL=0.0T

-0,06
o05

LRo.03+ R0.031

-LCL=0
o i 2 3 4
5678
9
10
Serial number

Fig. P. 5.5.19

8. Comment :
This indicates
control limits,
In X
chart major points are out of UCL and LCL lines, but for
R
chart all points are within

process is out of control.

following table,
In the
(data in hours).
Ex. 5.5.20 : A certain product is given 100% inspection as it is manufactured that are
indicate the values
limits and
16 hours of data are recorded. Calculate the control limits using 3-sigma control

out-of- control.
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and Quality Control (MSBTE)

Industrial Engineering
t 5-36
Statistical Quality Control

HoursNo, of Units No: of Fraction

inspected Defective units defective

1
48 5 0.104
2 36 5 0.139
3 -50 0.000

47 5 0.106
5 48 0 0.000

6 54 3 0.0555

7 50 0.000

42 1 .0239
32 5 0.156

10 40 2 0.050

11 47 2 0.0425

12 47 4 0.085

13 46 1 0.0217

14 46 0.000

15 48 3 0.0625

16 39 0.000

Total N=720 Ld=36

Soln.:

Žd 36 =0.05
1 P= N
720
720
2 =45
16

= P+31
PI-P)
3 UCL -P n
0.05 (1 -0.05)
= 0.05 +3
45

= 0.05 +0.0974

= 0.1474

4.
LCL-P. =

0.05 (1 -0.05)
0.05-31/ 45

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Industrial Engineering and CQuality Control (MSBTE) 5-37 Statistical Quality Control
E
= 0.05-0.0974
0
5. Graph can be plotted as shown in Fig. P. 5.5.20.

-046
-o14- -UCt=0.14
Fraction
defective

-0:10
-0,08
-og6
-oo4+
--Å=0.05
-0.02

8 9 10 11 12 13 14 15 16

Serial nurmber
Fig. P. 5.5.20
Ex. 5.5.21:The following X and R values of 10 samples of 5 each.

Sample No

1. 57.8 1.50

2. 58.8| 1.75

3. 58.82.00
4
59.8 2.25

5
59.8 2.25

6
60.0 2.00

7
60.3 1.00

8. 60.4 1.50

60.9 2.00

10 61.8 1.75

The specification limits for the component are 59 +3.5. Establish the control limits for X and R chart wll the prodleue
to meet its specification? Given A, = 0.577,D,
e
=0,D,=2.11
Soln.:

1. X_ 598.4=59.84
10

2.
R = 2R
N
18
10 1.8
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Industrial Engineering and Quality Control

B (MSBTEY
5-38
UCL-X X+A,R=59.84 + Statistical Quality Control
+0.577
= 60.87 (18)

LCL-X = X-A,R
4
- 59.84-0.577 (1.8)
= 59.50

LCL-R = D,R=0
5.

UCL-R = D,R=2.11
6 x 1.8=3.798

1
A, = 3

0.5777= 3
d,'= 2.32

8 3g = 3R _3(1.8)
d 2.32 =2.32
9. X+3a = 59.84+2.32
=62.16
X-36 = 59.84-2.32 =57.52
10. Specified limits :

59+3.5 = 62.5
59-3,5 = 55.5

254
X+3o..„L.. 6213

-59.8

57.5
Amin 55.54

Fig. P. 5.5.21:Process meet specifications

Ex. 5.5.22 :The following are the results of 20 Lots. Each lot contains
750 objects, number of defective objecs in each ot
are as follows.

44,03,.70, 85,90, 56, 51, 71,36, 50, 29, 51, 29, 31,37, 80,70,48, 67, 57.
Analyse the data on the base of appropriate control chart. Calculate control init and state whether the proce is in control.

Soln.:
1
N = 20, n = 150

1139 =0.0759 =7.59%

2
-P = 750 × 20
nxN
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Quality Control (MSBTE) 5-39 Statistical Quality Control

BE Industrial Engineering and

3.
UCL-P P+3/ P(-P)
0.075(1-0.075)
0.075 + 34/
750
= 0.085 =8.5%

4.

o.075(1–0.075)
= 0.075-34
750

= 6.5%

5
Sr.No: Defective (d)

x100
1. 48 6.4

2. 83 11

3. 70 9.3

4. 85 11.3

5. 90 12

6 56 7.4

7. 51 6.8

8 71 9.4

9. 36 4.8

10. 50 6.6

11. 29 3.8

12. 51 6.8

13. 29 3.8

14. 31 4.1

15. 37 4.9

16 80 10.6

17. 70 9.3

18. 48 6.4

19. 67 8.9

20 57 7.6

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Quality
hndustrial.Engineering and Control (MSBTE)
B 540
Graph to be drawn: Statistical Quality Control

H2
15
41

t05
10
9:5

-B-5
8

75f
detective 759

6.5

%
4CL-65

9 10 (1 12 13 14 15 16 17 18 19 20
Serial number
Fig. P. 5.5,.22
1 Conclusion : Some points are out
of control limits, process is out of control.

E 6523: The folloving are X, R values of 20 subgroups of 5 readings.

34.031.6 30.8 33.035.033.2 33.0 32.6
33.837.8
35.8 35.4 34.0 35.0 33.8 31.633.0 28.2 31.8 35.6
3 5 2 5 13 19 6
4 14 4 7 5 5 3 9 6
The specificaion
limits for the components
are:
40.37+0.10.

Delerine:

)Control imitsfor X
and R charts.
Drawthe
X and
Rcharts.
Soln.:

Givea:

A,=0.58, D,-0, D, =2.11

N N=20)
669
20 =33.45

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(MSBTE) 5-41 Statistical Quality Control

Industrial Engineering and Quality Control

N (N=
20)
2 R=
124
6.2
20

:
3. Control limits
= X+ A,-R
X
chart: UCL
- 33.45 +0.58 (6.2) =37.046

LCL = X-A,R
= 33.45-0.58 (6.2) =29.854

4. Rchart : UCL = D;R

= 2.11 x 6.2=13.08

LCL = D,R=0

38
that
37 -UCL37.04
96

-334 *=4345

3+
30 LCL29.85
-29

28

2 3 4 5 6 8 9 10 (1 12 13 t4 15 16 17 18 19 20
Serial number

Rchart
20

H6+

UCL= 13.08
42
2 10

8 R62
6

-44

LCL0
10 11 12 13 14 15 16
17 18 19 20
Serial number
Fig. P. 5.5.23 Publicatises

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Engineering and Quality Control(MSBTE)

5-42
Statistical Quality Control
From eraph, sample number
Conclusion: limite
10 and 18 are beyond UCL
and LCL of sample number
crossing control
X
chart. For R
chart
(9.13 are
In a manufacturing processthe númber of
5524 defectiyes found in
EL the Anspection of 10 lots of 400 terms each
are given below:

Lot no.
of Defecves
12 3

567 89 10
No.
2014
np charttand state
1 18
60 316
tna
Deleminethe
control limits for
whether the
RCeSS IS in contro MSBTEW-14,8 Marks

Soln. :
Lots = 10

Sarmple size = 400 items

1.

SrNo Lot size (n) Defectives np)

1.
400
33|333|38|3

2 400

3. 400 14

4 400 3

5. 400 1

6. 400 18

7. 400 6
8. 400 0

9. 400 3

10. 400 6

Total : 10 samples 4000 jobs 53 defectives

Total defectives 53
2 P. = Total sample 10
O-53
1 Calculation ofP:

Total defectives 53
0.0132
Total jobs 4000

4
UCL =

- S3+3\53(|-0.0132)
= 53+6.86 =
12.160

- $3-3\53(|-0.0132)

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Control (MSBTE) 543 Statistical Quality Control

Industrial Engineering and Quality

18
H6

14 UCL126
12

Defectlves

6
tP53

89 10

Serial number>
Fig. P. 5.5.24

limit. This indicatesthat process is not in control.

Conclusion: Sample no. 3 and 6are out
of
6.

sübgrous-20/11s of

325 Deemiathe control himits of

iX=357.50and2R 3.90, Nümber
Xand Rcharts
Draw control charts and wite your concusions Alsofind tha
gven hatA 018D041 Dt59andd335 MSBTE W-14.8 Marks
process capability.

Soln. :

Given:
=
X
357.5 ZR 9.90

N= 20 A, = 0.18

D, = 0.41 D, = 159

d, = 3.735

1. =17.87

ŽR_ 990
2.
R= N=0.495
= X+A,R= 1787 + 0.18 (0.495) = 17.959
3. UCL-Ž

4. LCL-X = X-A,=17.87-0.18 (0.495)= 17.780

5. UCL-R = D,R=1.59 x 0.495 =0.787

6. LCL-R = D,R=0.41x 0.495 =0.202

7. Process capability =6a

3R 3x0.495
3a = d, 3.735
=0.397

6g = 0.795

E5.28,1The folowing lable gives the no.o eors in alignmert observed at the final inspecion of a certain model of an

eronane, peparea Cdhartand comment on

i

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Industrial | Engineering and Quality

Control (MSBTE)
544
Statistical Quality Control
Aeroplane Number

No. ofallgnment defect

7
7
12
Aeroplane 14

No, of alignment defect

9 51647n02 T
7232425
Daternine the trial oonttol limits for np 5413
ciart and state
Whetierthe ptocess
Soln. : isincorito MSBTE S15 8 Marks

1.

Serial Number
1
2 3 5 6 8
No. of aligument defect
() 7
10 11 12 13
6 7 4 7 8 12
SerialNurmber 9 8 5 5
14 15 16 17 18 19 20 21
NO, oFgnment defect(d) 22 23 24 25
15 6 4 13 7 15 6 6 10
N= 25
Za = 200

3
UCL
-C - C+3\ =š+348 = 16485
LCL-C =
4.
-3V =8-348 --0.485s0.
5.

20
18
16
UCL16.485
14
Defects

0 1 2 3 4.5 6 78 9 10 11 12 13 14-15 16 17 18 19 20 21 22 28 24
25tE=
Serial number
Fig. P. 5.5.26

0. Conclusion : Process is in control.

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Industrial Engineering and Quality Control(MSBTE) 545 Statistical Quality Control

Ex. 5.5.27: 10 samples of size 5 have been collected with following observations

Sf. No. 1
2 5 6 10
e

X 2.0112.0082.0012.003 1.9981.995 1.997 1.9972.0022.003

R. 0.0110.017:0.0090.026|0.02710.021|0.014 0.0170.023 0.,015

Given A,0.571, D,=0, D,=2114
Draw the appropriate control dhart and explain whether
the process is jin statistical cóntrolör,not MSBTEW:15,8 Marks
Soln.:
1.

Sr.No. R

1. 2.011 0.011

2. 2.008 0.017

3. 2.001 0.009

4. 2.003 0.026

5. 1.998 0.027

6. 1.995 0.021

1. 1.997 0.014

8. 1.997 0.017

9. 2.002 0.023

10. 2.003 0.015

Total 2X =20.01522R=0.18
2. A,= 0.577, n= 5
0,
D, D, = 2.114

N= 10

3. X
ZX_ 20.015
N 10
=2,00

4 ZR 0.18
R= N 10
=0.018

5. UCL-X = X+ A,R=2+0.577 x 0.018 =2.01

6. LCL-X = X-A,R=2-0.577 x 0.018 =1.99

7. UCL-R = D,R=2.114 x 0.018=0.04

8.
LCL-R = D,R=0x 0.018 =0

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Engineering and Quality Control (MSBTE)

Industrial 5-46
a Statistical Quality Control

ychar
2.015
-2l01
-ÚCL=201
X 2.005
2 X=2.00
1.g95

H99 -LCL-1.99
1:985

}2-3 4 56 1
8-9 10
Serial number>
R chart

-UCL=0.044

o:025
to.02 E0.0T8

ofot
O.005
LGL=0

Serial number

Fig. P. 5.5.27

10. Conclusion : Process is in control.

EL55.28 Following are the inspection results of magnets for:10 observations, Draw apptopiate controlchjart and Wite

your conclusion:

Day 3456 9 10

No. of defective 58 83 7080 72

583P64 7880
magnets
Magnets inspected 121 728 72073072070010700 710740
Gny 058D0,DA211
process isin statistçal controlor not FMSBTEW-15, 8 Marks
Urawtheapproprate contro chartand eplain whether the
Soln.

1.

Jöbs inspected (n)Defective

d
Sr No. Kraction
defective

58 0.080
1. 721
83 0.114
2. 728
70 0.097
3. 720

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R
Industrial Engineering and Quality Control (MSBTE)
Statistical Quality Control
54T

Sr.No. Jobsinspected
(n Deteciive.oraction defectiveR

4. 730 80 0.110

5. 720 12 0.100

6. 700 0.083

1. 710 64 0.090

8 700 78 0.111
9 710 80 0.113
10.
740 84 0.114
Total
Žn=1179 Zd=727
2.
N = 10,
n =
179
3.
P= 27
7179 =0.101
2
4.
UCL-P =

= 0.101 +3n D101 (1–0.101)

717.9
= 0.135 19
5.
LCL-P

- 0.101-37 o.101 (1- 0.101)

717.9
=0.067
6.

0.150
-UCLE0.135
o.tho

o.070
---LCL0.067

23 4 5 6 7 8 9 10
erial number >
Fig. P. 5.5.28
7. Conclusion : Process is in control.

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Control
IEngineening and Quality Control(MSBTE) 5-48 Statistical Quality
hdustral

are he inspection
.6529:Following results ofsoldered
PCB boards for.6.days. Draw proper contol chartconcude
Day
6
No.
of PCRBcheclked 20
25
Defects found'
22 202524
3

MSBTE: W-16.8 Marks

Soln.
PCB to be calculated.
Defects given per It is to be performed
1. data given
acordingly. if also defects are not in fraction, but

2
SrNG
PCB checked Defects
1.
0.2
20 4
2.1 0.1
25 3
3.
2
4. 0.2
20 3
5.
02 25 4
6. 0.1 :

24 2
Total
a=09
3. N= 6

4 09 =0.15
N6 .

5. UCL-C = C+3\c-0.15+3\015 =1312.

LCL-C
6. -C-3V -0.15-3\0.15 =-0.964 =0
7

HUCL=1.312

47

C0.(5
0
Serial
number
Fig. P. 5.5.29

8. Conclusion : Process in control.

is

Ex.
5.5,30n a cabability stüdy. of a fathe use in tuminga shat to diamete oz375 0.1 mm asample oF R:

wastaken each da for-8daysThe diameter olthese shais are glven below

secttive pieces

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Industrial Engineering and Quality Control (MSBTE) 5-49 Statistical Quality Control

st day 2nd day 3 day 4" day 5th day 6" day zth day Bth
day
23.77 23.80 23.77 23.79 23.75 23.78 23.76 23.76

23.80 23.78 23.78 23.76 23.78 23.76 23.78 23.79

23.78 23.76 23.77

. 23.77
23.79 23.78 23.73 23.75.
23.73 23.70 23.77 23.74 23.77 23.76 23.76 23.72

23.76 23.81 23.80 23.82 23.76 23.74 23.81 23.78

23.75 23.77 .23.74 23.76. 23.79 23.78 23.80 23.78

Construct the X and R chart and find out the process capability for the machine. Take A, 0.48, D, =0, D=2 and
d, =2.534.
MSBTES17,8 Marks

Soln.:
1. Average diameter for the first day
+X,+X,+X,+X, + X¢
X, = 6
23.77 + 23.80 + 23.78 + 23.73 + 23.76 + 23.75
6
142.59
= 23.765
6
are tabulated as below:
Similarly, the averages for each day are calculated and the results

23.7716 23.7767 23.7717 23.7583 23.7767 23.7667

23.765 23.77

X=
2x_ 190.1567 23.7696
2. Now, N 8

3. Ranges

R R R, R Rr
6 R

0.06 0.08 0.04 0.05 '0.06 0.07

0.07 0.11

4. R = R 0.54-0.0675
8

5. For K-chart
+ x 0.0675 =23.802
UCL, = X+A,-R=23.7696 0.48

= X-A,R=23.7696– 0.48 x 0.0675 = 23.7322

LCL,

6. For R chart
= 0.135
UCL, = D,R=2 x 0.0675
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Engineering and Quality Control (MSBTE) 5-50 Statistical Quality Control

hdustrial

D,R=0x 0.0675 =0
LCL,.=
eapability
Process
z R 6x0.0675
0.15982
6o'= 6*d, 2.534

0.2 mm from data

AlImanufactured products will meet specifications as long asthe process stays

Conclusion: in control.
missing rivets noted at aircratt final inspection
5531Thef folowing table gives the numbers of

E
No. of missing No. of missing No. of
missing
Airplane Airplane Airplane

rivets No, rivets No. rivets

No.
113
8 10 12 19:

16 11 23 20
10
14 12 6 21
22
13 9 22
19

14. 25 23
28.
15 15 15 24
6
16 25

21 18

sSubsequent pernod?
C:VWhat values ofC would you suggest for the
compute tral controflmits andplot controlchart for BMarks
Fad C
MSBIESF

Soln.

Žc 351
N =-14.04
2 14.04 +3/14.04

= 14.04 + 11.24 =
25.28

14.04–3y14.04

= 14.04- 11.24 =2.80

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Industrial Engineering and Quality Control (MSBTE) 5-51

B Statistical Quality Control

28
26
ctc
25,28
22
20
SleteBujsse 18+
16

14

E
C14b4
12
o'ON 10

-
8
6
4

2 Clc2.8
012 3 4 5 6 7 89 100 11 12 13 14 15 16 17 18 19 20 21
22 23 24 25

Aiplane number

Fig. P. 5.5.31
5. Now, the number of missingrivets of airplanenumber
24=28 which falls above the upper control limit. Therefore to
suggest value of C for subsequent period we have to revise the limits by removing this reading.
For Now, C= C=51-28
24
=13.458

6. Now, UCL = =13.458 +3-13.458

= 13.458 +11.005 =24.463

C-3vc=134S8-3N/13458
7. LCL =
= 13.458-11.005 =2.453

Now, again the reading for airplane number 14 =25 goes out of control.

8. Therefore, we have to revise the control limits again.

-323-25
=12.956
23

9. UCL = 12.956 +312.956= 23.754

10. LCL = 12.956 –3\12.956=2.158
11. Value of C' suggested for subsequent
period.

C = C= 12.956
you
wite
e control chart and
E 5.5.32 Followiog are the inspecion resuits of
catrngs for a shiftDraw appropnate
Concusion
Given A
d0,
0.58,
d211 TechKaomledg

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Industrial Engineering and Quality Control (MSBTE) 5-52

Statistical Quality Control

Tme
antoA 8 am to 9am toA0 am
(Hs) am 9am. A0am
to1am to12pn to 1 pm to 2pm to
11am 12 pmpn2 pm3pim
08 07
No of 08 04 05
052
pafective

Castngs
3509
300 AO0
Casting 400 350 375
350320
MSBTEW17.8 Marks

Soln. :
1.

S
NoJobs mspected
(n)efertive (d)Erction defectivc
n
1. 300 8 0.027

2. 350 .7 0.020

3. 400 9 0.023

4. 400 6 0.015

5. 350 4 0.011

6.. 375 5 0.013

7. 350 4 0.011

320 6 0.019
8

Total En=2845 Za=49

2 N= 8

Zn =355.625
3.
n= 8
Žd 49
4. P =0.017
2845

(1 -0.017)
UCL
-P =
P+31 PA-D-0o7+\0.017355.625 0.038

(1-0.017)
J0.017
6
LCL-P
P-PD- 0017-3 355.625
=0.003=0

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Control (MSBTE) 5-53

EE Industrial Enginecring and Quality Statistical Quality Control

7.

o.040
UCLF0.g38
o.o35

defective 0.030
0.025
0.020
Fractlor
0.015 P0.017

0.005

0 1 2 3 4 5 6 -LCL-0
78
Serialnumber

Fig. P. 5.5.32
8. Conclusion : Process is in control.

Ex. 5.5.33Calculate the mean, mode andmedian for following observation

data. MSBTE W-17,4Marks
Obs. No. 5
7 8

Observations
10
411 4.18 4.19 4.22
4.254.15 416 4.18 4184.20
Soln.:
1. Mean

4.11+4.18 +4.19 +
4.22 + 4.25+4.15+4.16+4.18
Mean = Average = +4.18 + 4.20
10 =4.182
2. Mode

Number Frequency

4.11 1

4.15

4.16 1

4.18 3 Highest Value

4.19 1

4.20 1

4.22 1

4.25

Mode is 4.18
3. Median

Terms can be arranged as, 4.11, 4.15,4.16,4.18, 4.18,4.18, 4.19,4.20, 4.22, 42)

Qty. = N= 10, Even

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htstriaaEngineening 5-54
Statistical Quality Control

Hence, th
th
term
2

10 - 5 and 6" term

Avemge of 2
+4.18
418 = 4.18
2
Draw a P-chart and comment onit.
25 samples af 100 items Were
einspected, they are as follows
MSBTEW17,8Marks
SarpleNo.
12345 678
defectives
142225 15.20 14 12 24
A of

Sarple
No. 9101112 13 14 1516 17

defectves 10 17 35,36 16 2314 6

7
No of

No 181920 21 2223 24 25
Sarple

Na. df
defectives 3317.3411625 36:18
500
Ta No.of defectves

Solh.:

SrNo. Jobs inspected (n) Dcfective

(d)racion defective

1. 100 14 0.140
2. 100 22
aaa*|aa 0.220
3. 100 25 0.250
4. 100 15 0.150
5. 100 20 0.200
6. 100 14 0.140
7. 100 12 0.220
8. 100 24 0.240
9. 100 :10 0.100
10. 100 -17 0.170
11. 100 35 0.350
12. 100 36 0.360
13. 100 16 0.160
14. 100 23 0.230
15. 100 14 0.140
16. .100 6 0.060
17. 100 7' 0.070
18. 100 33 0.330

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(MSBTE) 5-55 Statistical Quality Control

Industrial Engineering and Quality Control
E
Sr. No.Jobsinspected (n)Delective()Fraction defective

19 100 17 0.170

20 100 34 0.340
21. 100 11 0.110

22. 100 16 0.160

23. 100 25 0.250
24. 100 36 0.360
25
100 18 0.180

Total Zn =2500 Zd=500

2. N= 25
3. n = 100

d s00
4. P =
2500 =0.2

0.2(1 -0.2)
5. UCL-P = 100
= 0.320

0.2(1-0.2)
6. LCL-P = 100 =0.080

7.

0.350
0.325 HUCLE 01320

0.300
0.275
0.250

0.225
0.200
0.175
0.150
0.125
L 0.100
LCL + 0.80
0.075

0.050
0.025

25
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
O1
Serial number
Fig. P. 5.5.34
8. Conclusion : Process is not
in control.

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Industrial IEngineering 5-56 Statistical .Quality Control
57
5.5.35:h a manufacturing process.tollowing
observations are ecorded contró!
, chartsand
E Draw appropriate
MSBTE WI8 81Matks

Sample Defective
No found 'out
eDf 50

Soln.:

S
NasJols inspeted fn Defective fd)
defective
Traction

50 4. 0.080

50 5.: 0.100.
2
3. S0 0.000

4 50. 3. 0.060.

50 2 0.040
5.
30 0.100
6.
50. 1 ..0.020O
7.
0.120
8.
50 6:*
Total En=400. d-26
N = 8
2n. 400.
=50.

2d 26 -0:065
400:

J0:065 (1-0.065)
UCL-P = =0.170
50

Jo.065(1-0,065)
6 LCL-p =p-3 P(-P-0065–-3 50 =-0.040=0

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RE Industrial Engineering and Quality Control (MSBTE) 5-57

Statistical Quality Control

7.

0.180
0.160 --UCL0.170
-o-Fractioh deiective
0.140

defective
0.120
0.100

Q0.080
Fractloni
0.0G0 P÷0.065
0.040
0.020

-LCL=o
123 4 5
6 7
8
Serial number -

Fig. P. 5.5.35
8. Concusion : Process is in control.

Ex: 5,536: The values of

2X"and R
for a process for 20 subgroüps of
5 samples are 35962 arid 196 respecvely
Specification limits for processes arg 171
Determine the control limits for X
and R
charts
(Take A, 0.5T7 D
0, D,211) MSBTEW-18, 8 Marks
Soln.:
x 3596.2
1.
N 20 =179.8

196
R = 209.8
3. UCL-Ž = X+ A,R= 179.8 +0.57 x9.8= 185A

4. LCL-X = X-A,R= 179.8-0.577 x9.8=174.15

5. UCL = D,R=2.11 x9.8=20.67

6
LCL = D,-R=0x 9.8 =-0

Exi5.5.37The following are

the results of 20 lots each lot contains:750
objects Aumber of defective objectsi eacir o
are as follows
48, 83, 70, 85, 90, 56, 71,
54 36; 49, 29, 51, 28, 33, 37, 80, 70, 48, 67, 57,

Halyze the data:onhe base of apptopriate conttol chart Calcfate controt limit and state whether the process s inconUahi
Marks
MSBTES-19,8
Soln. :
1.

Sr. No.Jöbs inspected (n) Defective (d)|Fraction defective

1.
750 48 0.064

2 0.111
750 83
TeckKsoaledg

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Quality Control Contral

Engineening and (MSBTE) 5-58 Statistical Quality
#ntistia

Sr. Na. Jobs inspected (n)Defective

(d):
Fraction defective

3. 750
70 0.093
4. 750
85 0.113
5. 750
90 0.120

6 750 56.
0.075.

750:
0.072

8 750
7 O.095

9. 750 36 0,048

40. 750 49 0.965

11. 750 29 0.039

12: 750:
.068
13
750 28 D.037:

14. 750 33 0.044

15. 750 0:049

16. 750 80. 0.107

17. 750: 70.:. 0.093.

18. 750 48 0:.064

19 750 67 0.089

20. 750 57 0.076

Total Žn=15000 Za=1142.

N= 20:

3. Zn 15000
=750
N. 20

Zd. 1142 =0.07613

P * I5000

0.076(1-0.076)
6076+31 750

0.076(1-0.076)
6. =0.047
LCL-P
-P-1 n
750

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Statistical Quality Control

F Industrial Engineering and Quality Control (MSBTE) 559

.0.140+
0.120 -Fraction defecttve
defective
UCL 0.1os
0.100
0.080
P+0.076
Fraction
0.060
LCL+0.047
0.040
0.020

0 1 2 3 4 5
6 7 8 9
10.11 12 13 14 15 16 17 18 19 20

Serial number

8. Conclusion : Process Fig P. 55.37.

is out of control.
Ex. 5.5.38
Fiidmeantnode and median of föllotAng
data MSBTE:S-19.8 Marks
3A523045458
Soln.:
1. Mean

Mean = 2+3+4+5+2+3+4+5+4+)-1
Z. Mode

Number

3 2

4 3+

5 3+

10 total
It is observed that 4 and5 each occurs3 times,
modeis 4 and 5.It is bimodal
data,
3, Median
Terms can be arranged as
2,2,3,3,4,4,4,5, 5,5
Asnis even,

term =
I9-stem
(2/
is4

G+1 term = (5+1) -6 terms is 4

Average of4 and 4 is 4 ..Median is 4

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Quality Control(MSBTE)
Industrial Engineering and 5-60 Statistical Quality Control
F
a. Machine
Process Capability of
56
Definition
56.1
MSBTEWI516.18,S-17
Dafiae procoss capabilty and state how it is achieved. (W-15,W-161
procešs capability 84S17,W1B
oExplain
isdefined as the minimum spread of
Process capability a specific measurement variation which will include 99.7% of

the measurement of given process.

Tht is, the process capability =6a. The process capability is also called as natural tolerance'.

8Rrocess capábility6g
Process capatility study is caricd out to measure the ability of theprocess to meet the specified tolerance.

. Process capability achieves as follows:

1.
Determination of centering ofprocess.

2 Deternination of position of processcompared to tolerance.

3. Find piece to piece variations.

4. Measurement of actual variability.

5, Reducion ofwastage of production.

6. Sayes money and time.

56.2 Method ta Find Process Capability

Procedre to calculate prOçess capability :

1. Calcnlate average X and range R for each sample. (Refer section 5.43.1)..

2 Calculate the grand average X. (This measures centering of process).

3. Calculate control limits and plot X-R chart. (This measures stability of process).

Calculate processcapability 6a. (This measures job-to-job ariability ofthe process).

4,

353 Different Possibilities of ProcessCapability

aX)> Ga ie. specified tolerance is greater than natural tolerance:

The graphs shows various possible situations.

With any position, practiçally all the products manuiactured will met speificafions as long as the process stays in
controL.

Knas.

-Xnin.
Fig. 5.6.1

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FIndustrial Engineering and Quality Control (MSBTE) 5-61 Statistical Quality Controt

:
(i) (m-Xmin) <6o

Graph shows the various possibilities that can possible.

In this case defective parts will always be there.

Hatched part shows the defectiveltejected articles.

The remcdy can be increase the tolerance or to reduce dispersion by making fundamental changes in production
methods, machines used, cte. as shown in Fig. 5.6.2.

Ama.

Amin.
Rejection
Rejection

Fig. 5.6.2

(ii) X,ar-Xmi, =6G:

Graph shows the various curves related to above condition.

Itis very important to maintain centering of the process.

It is suggested to increase tolerance because, the process can shift anywhere with small changes.

Otherwise the dispersion can be reduced but it should be economical solution.

Xmax.

-Xmin.

Fig. 5.6.3

5.6.4 C, and Cak: Meaning and Calculations

These are process capability indices.

a to meet two sided specification limits (UCL,
C, is 'Process capability index'. It is used to summarize systems ability

LCL). It shows systems potential to meet specification.

However it ignores the process average and focuses on spread.

IfC, alone is used, the system is not centered, will not meet customer needs.
Tolerance spread
C 60

C is the calculations use estimated sigma and they shows the systems potential to met specificatons.
process does not need to be centered on targer vaua
Since it takes the location of the process average into account. the
for this index.

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Coritrol
.actrial Engineering and Quality Control (MSBTE) 5-62 Statistical Quality

system is producing 99.73% variations one

IfC is the
1,
its output of
within specifications. The larger Cpir the lesser

will find between the proces output and specifications.

IfG, is between 0 and 1, process will not meet :specifications.

centered on its target value, Ca

should be used in conjunction
Ifsystemiis with C

difference
C and C wžll be equal when the process is centered on its target value. If they are nnot equal, the smaller the

Lotaeen these indices, the more cetered the process is.

and C, can be shownm as below:

The relation between C

EC<1|Variation in process should

be reduced. Not possible (Calculation eror)

continuousty.
process should be centered within specifications: Fine tune and improve
the process
C>1The

5.7 Acceptance Sampling

5.7.1 Cöncept
lot from all sides on random basis
and
an act of drawing the samples rom
a
is
Acceptance SamplingiSampling
or non,
purpose of acceptance or rejection of the lot.on the.basis of confirning
evaluating a.
sarnple in a lot for the
confirming to quality specification.

Sarmpling inspection is based on the laws

ofprobability.
some of the defectives must appear in the sample then
Ifa given lot contain Some defectives then there are chances that
sampling after
desired these Tots may accepted, rejected or need a felond chance of
according to level of quality b
climinafing defectives from the earlier

572 Need of Sampling MSBTE: S15WAZA8

(WA8)
State differenttypes.of sarnpling plan
(S-15, W-17D

Enlist the types of sampling plans

Sampling is required for

acceptance or rejection of the
(cconömic method of taking decision regarding
Sampling is
the most practical, quick and
purchased or manufacture iteis.
on the basis of
the decision for acceptance
or rejection is taken oly
In šampling, instead of inspecting all the items
Sampling
pressure on the quality improvement, since, the
Ihe most importance of sampling is that is exerts more cfiective
Tejection of éntire lot on the basis of sample.
tConomic inspection and lower number of inspectors are required.
Ihere less darmage in inspection, uring inspection.
to inspector.
aactually does not involves sorting hence less fatigue the
Yarying quality levels can be achieved by varying the sampling procedure.

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Control (MSBTE) 5-63 Statistical Quality Cotrol

tndustrial Engineering and Quality
B
:
Following are different sampling plans
Single sampling
Double sampling
()
(ii) Multiple sampling

5.7.3 Single Sampling Plan

Name of this sampling plan itsclf indicates that, sample is taken once only during this sampling.

First sample ofn jobs to be selected and inspected.

Decision is taken epends on number of defectives found.

Decision is of lot acceptance or lot rejection and depends on c*, wbich is aceptance number.
FIrgpect a sample of n piects

t number of defectives

Ercseds
Does not exceed 'c;

Accopt thelot size Reject the lot

SN-Lot
n-Sample size
C-Acceptance nitimber

Fig. 5.7.1

5.7.4 Double Satnpling Plan

MSETE SH519,W-17.18

CASWA8S19)
(S15,
OBoain double safnpling plan.
W-17)
double sampling plan with suitable example.
QExplain
Double sampling is the extension of single sampling plan.

First step is to, inspect sanple taken from a lot, sample size is of n,.

If defectives do not exceed c, lot is to be accepted.

If defectives exceed c, the lot is to be rejected.

If defectivesS are between c, and c,, then another sample of n, size is be sclected.
to

combined are not exceeding c, lot is accepted, otherwise rejcetet.

lf number of defectives in first and second sample

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Industrial Engineering and Quality Control

E (MSBTE)
5-64 Control
Statistical Quality
Inspectn pieces

If theriumber
of defectives

Does not exceed c

C< defective <
C Exceeds Cg

Accept the lot

Takesecond sarmple
ot n, pieces Reject the lot

Number of defecives
inthe irst
second samples combined, and
ie. jn (nj+ng

Does notexceed ca
Exceeds oz

Accept the lot

FRejectthe fot:

Fig. 5.7.2.
Where,

D,= Number of pieces in first sample

, Acceptance riumber for first sample

=Number of piecesinsecond sample

t,Number of pieces in two samples combined
4, Acceptance nunber fortwo samplecs combined
Kerits of Double sampling plans
I. Oaly samiples are to be ispected.

2 The fist sample sie is aboüt hai that of single sinpling. ie. Less ost as compared to multiple'sanpling plan.
3. Inspectiont load is less, if quality of lot is very good or very bad.

4. Average record keeping.

S. Itgives one addiional chance to Supplier.

Demerits of Double sampling

plans
. More time is needed as compäred to single sampling plan.

2 More record keeping than single sampling plan.

After two samples, no chance will be given to supplier.

575 Multiple Sampling Plan

a single sampling plan.

In muliplee
sampling, ,operation is started withlike
next sample will be : selected.
Then acceptance orrejection, thei
if decision could not be taken about
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5.66 Statistical Quality Control

Quality Control (MSBTE)
Engineering and
Industrial
BE more than two times, and every time acceptance and rejection number will be
selected
samples will be
Like this 5.7.1.
different as shown
in the Table
Table 5.7.1
Combined samples
Sample Samplesize
Acceptance number Rejection number
Size

n
First

Second
n, +g
n, +n, +n,
Third
n, +n,+n, +n, C
Fourth
n, +n, t n, tn, +n, C+1
Fifth n
Limitations of Sampling Inspection

There are chances

of making wrong decisions.
1.
to 100% inspection.
information in sampling inspection compared
2. Generaly, sample provides lesser

over 100% Inspection

5.7.6 Merits and Demerits of Sampling
MSBTE:W45,S-19

State limitations of acceptance sampling.

(19)
(W-15)
Q.State merits and demerits of acceptfartce sampling

Merits
I. The cost required is less, compare to 100% inspection.
2. The time required for sampling inspection is less,

3. The items which are subjected to destructive test must be inspected using sampling inspection..

4. Problem of inspection fatigue is reduced.

5. Less staff for inspection is required.

6. Less damage to products because lesser handling.

7. It develops more effective pressure on quality improvement.

Demerits
1. Risks are involved during sampling.

2. It may be possible that good lots are rjected and bad lots are accepted.

3. May be dependent upon inspectors skil.

4. Selecting sample is important parameter of sampling inspection.

5. Selection of sampling plan may affect on conclusion
of inspection.

5.7.7 Sampling Methods

MSBTES-17|
State various types of sampling methods:
Explain any one ín detail. (S-17
1. Simple random sampling : By the simple random
sampling method, each job is having equal
chance of being
as a sample. si

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Quality Control (MSBTE)

Engineering and 5-66
Statistical Quality Control
In systematic sample jobs selected
: will be
Systematic.sampling
fromthe population at equal space/number
... are:selected as sample. /time, etc.
vumber 1, 11, 21, 31
1
egjob stratified sampling method the subgroups
Stratiied
sample. : In of population are made
called 'strata'
production is one strata. Then from them samples are selected in equal numbers and give weight to
day's
4 cach
eg
them. Population is divided into cluster and then a random sample is selected from
Custer.
sampling :
represents whole population.
these clusters.

4 Inividralcluster
When a lot is submitted for inspection, one sample. is selectedat random (primary units) and in
sampling :
stage are selected from primary.
seconIstage,required items
the Simple rändom Two stage
sanpling sarmpling
Sampling
methods

Systernatic Cluster
sampling
sampling

Stratitied
sampling

Fig: 5.7.3

Acceptance Sampling and 100% Inspection

678 Comparison between MSBTE: W-17,S-18

inspection. W17)
Compare acceptance
sampling withh 100%
inspectioRa (S18)
EO
sampling
Compare-100% Tnspection.with

Table 5.7.2

100 % inspectiön
RaAceptance sampling

are tested.
All samples from a lot
L Sarples are selected froma lot and tested.

Deisionofaceptance or rejection of lotwill be taken from

Décision of acceptance or rejection will be taken
2

samples.
per item.

3. Statistical methods are used. No need to use such methods:

4 KISk are involved by which decisions taken will be wrong. No question of

such isks at all.

5 Less time is needed

for such sarmpling. Time consuming process.
Iismandatory for destructive
items to go for sarnpling. Not possible for destructive items.
Used
for mass production.
Used for critical jobs.

Comparison
between Single and Double
Sampling Plan
MSBTE: S-16

OTIpare
singleand
doublee sampling (S-16)
plan

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5-67
Control(MSBTE)
Quality
Engineeringand
Industrial
Staistical
Table 5.7.3 CQuuaity
Contto
Single
Parameter sampling plan
Double
inspected Largest sampling
St N. numbecr of
pieces
Inbetween pan
Average
single
andmultiple
perlot. plans.
administration. Lowest
Cost of Inbetween
single
2. regarding Largest andmnuliple
Information
available | Inbetweensingle
plans.
3. level. andmultiple
prevailingquality plans.
Less (gives only one
Aceptability to prodncers. chance| Most acceptable.
4. of passing the lot

5.7.10 Comparison
between Single and Rtultiple Sampling Plan

Table 5.7.4

Parameter Single sampling plan

Mutiplesampling
NO plan
per lot.
1: Average number of pieces inspected Largest.
Lowest
2. Cost of administration.
Lowest
Largest
1.Lnfornation available regarding prevailingquality level. Largest
Least
4 Aceptability to producers.
Les (gives only one Indecision is continued for
chance of passing the
lot) a long tem
5.7.11 Gomparison between
Single, Double and Multiple Sampling Plan
Table 5.7.5

St.NO. Rarameters Single sampling plan Double samping

AAPH Multple sampling pian.
. Samples
One Two Many
2. |Jobs inspected per lot
Iligh Average Low
3 Cosing
Low Average High
4. |information of quality levels
High Average Low
5. Acceptance to producer
Low Most acceptable Indecision

58 OperatingCharacteristics
Curve (0. C. Gurve)
5.8.1 ldeal
0C Curve
MSBTE S5,19WA5,16,18
Q.What is 1.C. cuve
? Draw ideal O.C.curves. (S-15, W-15, W-16, W-18, S-19)
0C curve for an
attribute sampling
plan is aa graph of fraction defective against probability of aceptance.
s an ideal OC (operating characteristics) curve for a case where, it is necded to sccept al lots of 3%
defectives.

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Engineering and Quality Control (MSBTE) 5-68

ndustrial. Statistical Quality Control
B

100%
Acceptance line

Probability
of acceptance

12 3 4 5
Incoming % defective

Fig. 5.8.1f:ldeal 0Ccurve

zero otherwise it is 100%
defectiyesaare with probability of acceptance of
above. 3%
Alllots
with some risks that
sampling plan exits with such condition. They always works rejection of good lots
practice,no actual 0CC curve).
In Jots. (This is explained in
acceptance of bad
and

0Ceurve is that:
Sienificance ofan
quality:leveis of submitted products.
rperformance
p over a range of possible
compares heir
It
evaluatingthe sampling plan.
providesmeans of
t condition of incoming
materials.
tdepicts the varying
productquality.
a sarmpling plan at each level of
Resolains therisks inherent in

58.2 Actual 0CCuve MSBTELS-15,16,17,18,19,W-15,16,17 18

S15, W16,W-17,S-19)
0Drawactual.O.C:CUnve
(W-15,S-17)
significance.pfimportantpoints on 00 curves
the meaning and
DState (s-46)
proceduralstepsofconstruction of0.C:Cuve
Draya reat labeledsketch ofO.C.cuNe. Satethe
Q (S-18)
tegions and explain the meaningof faur regions.
ODrax a neat sketchof 0.C.curNe show the different
(WA6)
actualO:C cUrve showing all parameters onit and define them
oSketch
Point:P
Poiat P indicates defectives are 100% and probabilitiy
of acceptance is zero percent
Point :Q

Similarty point Qindicates for zero percentage efectives, probability of acceptance is 100%.

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Statistical Quality Control

(MSBTE) 5-69
Quality Control
Engineering and
Industrial
Producer's risk =
Probability
100% O lots
of rejecting good

Acceptable zone
accaptance

Indifferent zone

Rajecton
Zone
of
Probability

P
LTPD
Consumer's risk
AQL
defectives/10Ounits -probability of
Process average,
accepting bad lots

curve
Fig. 5.8.2:Actual OC

AQL consumer accents.

of detectives that Prohaite.
AOL s acceptable, Quality level, it indicates maximum number
as shown in Fig. 5.8.2.
acceptance for AQL is higher

LTPD/RQL/LQ
as Rejectable Quality Level (RQL), which is, defectives uhick
LTPD (Lot Tolerance Percent Defective) is also called
as LQ (Limitine Onatih
customer finds definitely unacceptable. The probability for LTPD is lower. Itis also called

IQL
IQL (Indifference Quality Level) is the level between AQL and RQL, it is with probability of around 50%.

Zones of 0C Curve.

1. Acceptable zone

Acceptable zone is that zone in which the lot is accepted by the customer.

2. Rejection zone

It is that zone in which the lot is rejected by the customer as the number of defective jobs may be more than the
acceptance number.

3. Indiflerent zone

Itis that zone in which the lot may be accepted or rejected depending upon sample and their inspecton

5.8.3 Risks of 0C Curve

MSBTE:s-15,16,W-1617

wi (S-15, W-16, W-17

iain producer's fisk and consimere rie hsuitable examples.
betwezn helo
(S16)|
QDistinguish s"Producer's risk and "Consumer's risk."

Risk1:Producers-risk
which has
Producers risk that quality of
is probability for a given a
lot will not be accepted, the
sampling plan that
designated nunerical value representing a
level which it is general designed
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Industrial I Engineering and Quality Control

(MSBTE)
5-70
designated valuc is generally AQL
The (Accepted Quality Statistical Quality Control
percenlage. Levcl), For
the plan producers risk is expressed
ina
producersrisk:
Sample of
words it is 'Rejccting good
Inother lot.
spark plug manufacturer have worked
A
E: honestly with excellent
jobs to be supplied. As per sampling plan,
=5. consumer
N=100,
n
a-3 selected five jobs. Assume acceptance
number is 3. S
defectives, then obviously, lot will be rejected. This Ifby chance Consumer selected all
is risk to Producer.
risk
Risk 2:Consumers

• Consumers
risk is that probability for a
given sampling plan, that a lot will has a designated numerical value
more defectives ie..LTPD. Simply, probability be which
of
of accepting bad lots.
consumersrisk:
Erample of

In other words 'accepting bad lots".

.E: If thesupplier have made worst lot of 100 washers. Assume 50 out
of 100 are defective. Logically speakng tIS
Jarge number(50 Yo).means the
lot is to be, rejected But by assuming above sampling plan (N= 100, n=5, a=3),
al
-samples selectd (= ) are of good (By chance) quality. The lot accepted. This is.
is risk to consumer as he will get to.
know about same after somé.time.

584.AOQL and AOQ

MSBEW13. S-11
Q Distinguish between: AQIL
and AOQE S11)

QDefine following terms ih rèlation to samplng:

Average Outgong Quality Lirits (AOQL (W13)

• A00:Represents the average quality in the outgoing prodücts including all accepted and all rejccted lots which have
been 100%inspected and defectives replaced by
non defectivs.

A0QL: ADQL is maximum average percent defective in the outgoing products.

When sejected lots are 100% inspected A0Q irstincreases with increasing perçentage defectives in incoming products.
AOQ again increases.
Asit increases too much, the rcjected pårts are replaced by good parts and

|Without inspection
Maximum AOQL=1-12
I tejected lots
AOQL
AOQ-1 are screened

0
1 1.5
Incorming quality

Fig. 5.8.3 :A0QL

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Statistical Quality
(MSBTE) 5-71 Control
Quality Control
Engineering and A0Or.
ndustrial information about
E curve will not give this
important
may be
of any quality
The O.C ensures himthat the submitted lots but he will
not
interested A0QL in it because,
Customers arc
worse than AOQL
as shown in ig. 5.8.3.
getquality

Review Questions

Marks Questions
2

variation cannot avoided ?

(Section 5.2)
Define: Variation. Why
Q.1
Dispersion. (Sections 5.2.2 and 5.2.3)
Define central Tendency and
Q.2
Define: Universe. (Section 5.2.4)
Q3
curve ? (Section 5.3.4)
What is skewed Nomal Distribution
Q.4
Classify control chart for attributes. (Section 5.4.2)
Q.5
Classify control chart for variables. (Section
5.4.2)
Q.6
5.4.3.1)
State control limits for 'X-bar chart. (Sectian
a7
How control limnits for R chart is calculated ? (Section 5.4.3.1)
Q.8
State control limits of P-chart. (Section 5.4.3.2)
a.9
Q.10 State control limits of C-chart. (Section 5.4.3.3)

Q.11 Define: Sampling inspection and 100% inspection. (Section 5.7.1)

. 12 State limitations of sampling inspection. (Section 5.7.5)

Q. 13 Draw an ideal 0.C. curves. (Section 5.8.1)

Q14 Define process capability. (Section 5.6.1)

O. 15 Define: Defect and Defective. (Section 5.4.8)

4 Marks Questions

What is variable and attibute data ? (Section 5.2.1).

Q.2 How central tendency is to be measured ? (Section 5.2.2)

Q.3 What are measures of dispersion ? (Section 5.2.3)

0. 4 State significance of
dispersion in SQC. (Section 5.2.3)

Q5 Draw nomal distibution curve and state its characters. (Sections 5.3. and 5.3.3)

a6 Define control chart. How it is classified ? (Section 5.4.1)

0.7 Compare single and double sampling plan. (Section 5.7.9)

Q.8 Compare chance and assignable causes of variation. (Section 5.1.2)

Q.9 How control inits of X chart are derived ? (Section 5.4.3.1)

Q.10 Explain proceduretodraw P-chart. (Section 5.4.3.2)
Q.11 HoW np-chart is
drawn using given data ? (Section 5.4.3.2)

a.12 Describe the process of drawing C-chart in SQC.

(Section 5.4.3.3)
Q.13 What is erratic fluctuations in X chart
? (Section 5.4.4)
Q.14 What is need of sampling inspection
? (Section 5.7.2)
Q. 15 State advantages of sampling over 100% sampling.
(Section 5.7.6)

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Quality Control
Engineering and (MSBTE) 5-72
ndtustia Statistical Quality Control
sampling plan with an example.
Describe single (Section 5.7.3)

double sampling plan. (Section 5.7.4)

Explain
on 0.C. curve. (Section 5.8.2)
different Zones
Sate
218 producer's and consumer's risk ? (Section 5.8,3)
What is
AOQL 7(Section 5.8.4)
What
is
to
process capability is be calculated ? (Section 5.6.1)
Howp
a21 Cpk (ptocess capability index) ? (Section 5.6.4)
What is( Cp and
a2 Compare P and C chart, (Section 5.4.6)
023
Questions
8Marks
Capability with different cases. (Section 5.6.3)
Justiy use procesS
21 curve and explain any four terms ön
Draw 0C it (Section 5.8.2)
a2
s
Explaín multiple samplng plan. Compare with double samping plan. (Sections 5.7.5 and 5.7.11)
0.3

Expllain following trends of

Xand R
control chart. (Section 5.4.4)
Q4
(a) Extreme variations (b) Shift

as State procedure to plot A-R chart using given data table shows number of defective magnet
out of 200 inspected
eveny day
ina week. Draw proper contral chart and conclude. (Sirnilar to Example 5.5.6)

Day 1
2'3 4567
Defective:| 23 15| 13 102019 17
proper
O6. Following diameters are recorded for a ball manufacturing unit, in a day. Draw

R
Lme
9am 20.010.01

.10am 20.020.01
11 am- 20.010.02
D.01
12 noon 20.01

pm 19.99

19.98 0.01
2 pm
3 pm 19.97|0.01

4 pm 19.97

Control chat and conclude aiven (A;=0.73, D =0.28 D,=0). (Similar to Example 5.5.10)

rve sample are taken for fling up bottles

up to 23.75 ±2ml, every day for a week (7 days)

Observations are EX =190.15 ER =0.536

Az = 0.58 D, =0
D =2.11 d, =2.326

ne process meet spacifications ? (Similar to Example 5.5.4)

8 Number of a two wheeler during assembiy are given in the table. Draw
found in inspection 20 samples
of defects of

5.5.9)
per control
chart and conclude fhe trend. (Similar to Example

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