Productivity Improvement
Total Quality Management or TQM tools
Total Quality Management or TQM is a variety of statistical tools developed to help manage quality in the emerging mass production industries. It is used to describe both about quality in the organization, tools and approaches which can enable and sustain it. The author trusts its tools could help the management to identify where and what sample to be used to ensure a better chance of stopping the defective components from leaving the manufacturing department. However, they did not address the underlying problems of preventing the problems occurring or systematically eliminating causes through improved product and process design.
TQM can be seen as a mixture of the following:
· Quality culture — ensuring the management and employees understand and act to build quality in and to take responsibility for fixing problems at source rather than passing them on, etc.
· Quality strategy — a clear direction for quality improvement and sustainability, accompanied by measures and effective policy deployment
· Quality improvement — effectively making use of all the capabilities within the company to review and strive for continuous improvement in quality
· Quality tools — which help support the above activities.
For the company management information, the following consist of the basic set of Total Quality Management tools:
· Pareto Principle
· Scatter Plots
· Control Charts
· Flow Charts
· Cause and Effect , Fishbone, Ishikawa Diagram
· Histogram or Bar Graph
· Check Lists
· Check Sheets
1. Pareto Principle
The usage of the Pareto principle would suggest to the company that most effects come from relatively few causes. If we look through the quantitative terms where 80% of the problems come from 20% of the causes such as machines, raw materials, operators etc. and 80% of the wealth is owned by 20% of the people etc.
Therefore, the company’s effort should be aimed at the 20% which can solve 80% of the problems occurred. The company also can use the Double or back to back Pareto charts to compare 'before and after' situations to determine the scenario occurred at that moment. The Pareto Principle can used to reach the decision of apply an ample effort for maximum effect.
2. Scatter Plots
The management can also apply the scatter plot which is effectively a line graph with no line where - the point intersections between the two data sets are plotted but no attempt is made to physically draw a line. The Y axis is conventionally used for the characteristic whose behaviour we would like to predict. This plot can be used to define the area of relationship between two variables.
However, the management should bear in mind that there may appear to be a relationship on the plot when in reality there is none, or both variables actually relate independently to a third variable.
3. Control Charts
The company can use the Control charts which are a method of Statistical Process Control, SPC. They enable the control of distribution of variation rather than attempting to control each individual variation. Upper and lower control and tolerance limits are calculated for a process and sampled measures are regularly plotted about a central line between the two sets of limits. The plotted line corresponds to the stability/trend of the process. Action can be taken based on trend rather than on individual variation. This prevents over-correction/compensation for random variation, which would lead to many rejects.
4. Flow Charts
The company can implement the Flow Chart tool where all pictures, symbols or text coupled with lines, arrows on lines will indicate the flow direction. This chart will enable the model of processes such as problems, opportunities and decision points etc. The chart will develop a common understanding of a process for all involvement. However, no particular standardisation of symbology in the flow chart process will require considerable time for a proper communication to a different audience.
5. Cause and Effect, Fishbone, Ishikawa Diagram
The cause-and-effect diagram is a method of analysing process dispersion which will relate causes and effects. There are three basic types which involved in the process:
1- Dispersion analysis,
2- Process classification,
3- Cause enumeration.
The Effect is equivalent to problem to be resolved, opportunity to be grasped and result to be achieved. It also provides an excellent for capturing team brainstorming output and helps to organize, relate factors, providing a sequential view and deals only with time direction but not quantity. Sometimes, this fishbone can become very complex, difficult to identify or to demonstrate interrelationships.
6. Histogram or Bar Graph
A Histogram is a graphic summary of variation in a set of data. It enables the management to see patterns that are difficult to see in a simple table of numbers. It is also can be analysed to draw conclusions about the data set.
A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars as above. It is recommended to analyse or identify any problems using some form of graphics.
7. Check Sheets
The management can also focus on using a Check Sheet which is a data recording form that has been designed to readily interpret results from the form itself. It is used for the collection of quantitative or qualitative repetitive data.
The check sheets are adaptable to different data gathering situations and minimal interpretation of results required. It is easy and quick to use in operation and also no control for various forms of bias for example exclusion, interaction, perception, operational and estimation.
8. Check Lists
The management can consider the use of a Checklist which contains items that are important or relevant to a specific issue or situation. This lists which is for guiding operations can be used under operational conditions to ensure that all important steps or actions have been taken into account before action or decision making. They are simple and effective.
Six Sigma
The management can also implement the Six Sigma in the manufacturing department where it is a set of practices developed systematically to improve processes by eliminating defects. In Six Sigma term, a defect is defined as nonconformity of a product or service to its specifications. The Six Sigma is heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six Sigma asserts the following:
· Continuous efforts to reduce variation in process outputs
· Measure, analyse, improve and control all the manufacturing and business processes
· Commitment from the company top –level management is required to succeed in achieving sustained quality improvement
The Six Sigma itself carries the ability of highly capable processes to produce output within the specification requirement. Its implicit goal is to improve all processes to that level of quality or better for the management and be accomplished by using two of its sub-methodologies:
1. DMAIC (define, measure, analyze, improve, control) - an improvement system for existing processes falling below specification and looking for incremental improvement.
2. DMADV (define, measure, analyze, design, verify) - an improvement system used to develop new processes or products at Six Sigma quality levels.
Generally, Six Sigma identifies several key roles for its successful implementation.
· Executive Leadership - The company’s top management team members must participate and responsible for setting up a vision for Six Sigma implementation.
· Champions - responsible for the Six Sigma implementation across the manufacturing plant in an integrated manner.
· Master Black Belts - identified by champions, act as in-house expert coaches for the company on Six Sigma. They devote 100% of their time to Six Sigma.
· Experts - Experts work across company boundaries, improving services, processes, and products for their suppliers, and for their customers.
· Black Belts - operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma.
· Green Belts - are the employees who take up Six Sigma implementation along with their other job responsibilities under the guidance of Black Belts.
· Yellow Belts - are employees who have been trained in Six Sigma techniques.
Statistical Process Control or SPC
Statistical Process Control or SPC is a family of tools use to monitor, control and improve processes and systems. The management should be aware that the employees do not require any advanced knowledge to understand and use SPC in their daily operation. In fact, almost similar basic tools with TQM, the seven basic tools of quality and formalized body of techniques involve tabulating, depicting, and describing data sets. Once the system is visible, the describing and identifying appropriate actions to improve the processes and systems are generally self-evident.
The Seven Basic Tools of Quality include:
2.3.1 Checklist - A simple data-recording device.
2.3.2 Pareto chart - A graphical tool for ranking causes from most significant to least significant.
2.3.3 Flowchart/process map - Graphical tools that show the major steps in a process.
2.3.4 Cause-effect diagram - A tool for analyzing and illustrating a process by showing the main causes and sub causes leading to an effect.
2.3.5 Histogram - A graphic summary of a set of data that reveals the amount of variation that a process has within it.
2.3.6 Scatter diagrams - A graphical technique to analyze the relationship between two variables.
2.3.7 Control chart - A run chart with upper and lower control limits on which values of some statistical measure for a series of samples or subgroups are plotted.
2.3 – Specifications & Standards
The author has also noticed that the manufacturing department runs the operation without following or adhering to any standards or specifications. They are completely relying on the customer’s guidelines and the procedures created by the General Manager and Quality Manager whom believed to have inadequate knowledge on standards requirement.
Therefore, the author suggests that the company management should comply and adhere to any trusted sources for technical standards for materials, products, systems, and services.
For example, the management can refer and comply with the following Standards Organizations:
2.3.1 ASTM (American Society for Testing and Materials) International - is one of the largest voluntary standards development organizations, known for their high technical quality and market relevancy and has an important role in the information infrastructure that guides design, manufacturing and trade in the global economy.
2.3.2 BSI (British Standards Institutions) - BSI British Standards works with manufacturing and service industries, businesses, governments and consumers to facilitate the production of British, European and international standards.
It merely important for the company not only to flow with the advances in technology but the need for standards is paramount to maintain the product quality and also the health and safety considerations.
It is vital that the company management to ensure that the manufacturing team and operators of machinery are aware of all the relevant issues surrounding machine safety. Regular automated tests are carried out to ensure the equipment functions correctly and will not fail in an emergency.
It is essential for the company to comply with regulations and procedures to facilitate entry into new markets and to avoid product recalls. All these standards and publications provide you with all the information you need to achieve compliance.
2.3.3 Quality Management Certification
Since the company has yet to be certified for any Quality Management System, the author would recommend that the management to proceed with a Quality Management System (QMS) such as ISO 9001 which provide a management framework that gives the company all the necessary controls to address risks and monitor and measure performance in the business. It can also help to enhance image, reputation and enable to look for improvements through internal, external communications. It would also help the company to succeed through improved customer satisfaction, staff motivation and continual improvement.
He believes that it is the only way the Company’s business can survive and prosper is by offering a commitment to quality where a system gives the framework the company needs to monitor and improve performance in any chosen areas.
The ISO 9001 series of standards consist of:
· ISO 9000 – Fundamentals and Vocabulary
· ISO 9001 – Requirements
· ISO 9004 – Guidelines for performance improvement
In addition, ISO 9001 is designed to be compatible with other management systems standards and specifications, such as OHSAS 18001 Occupational Health and Safety and ISO 14001 Environment. They share many principles so choosing an integrated management system can offer excellent value for money.
Adapted from 'Productivity Improvement Proposal' by Capt Muhd Ismail Mohd Noor
Total Quality Management or TQM is a variety of statistical tools developed to help manage quality in the emerging mass production industries. It is used to describe both about quality in the organization, tools and approaches which can enable and sustain it. The author trusts its tools could help the management to identify where and what sample to be used to ensure a better chance of stopping the defective components from leaving the manufacturing department. However, they did not address the underlying problems of preventing the problems occurring or systematically eliminating causes through improved product and process design.
TQM can be seen as a mixture of the following:
· Quality culture — ensuring the management and employees understand and act to build quality in and to take responsibility for fixing problems at source rather than passing them on, etc.
· Quality strategy — a clear direction for quality improvement and sustainability, accompanied by measures and effective policy deployment
· Quality improvement — effectively making use of all the capabilities within the company to review and strive for continuous improvement in quality
· Quality tools — which help support the above activities.
For the company management information, the following consist of the basic set of Total Quality Management tools:
· Pareto Principle
· Scatter Plots
· Control Charts
· Flow Charts
· Cause and Effect , Fishbone, Ishikawa Diagram
· Histogram or Bar Graph
· Check Lists
· Check Sheets
1. Pareto Principle
The usage of the Pareto principle would suggest to the company that most effects come from relatively few causes. If we look through the quantitative terms where 80% of the problems come from 20% of the causes such as machines, raw materials, operators etc. and 80% of the wealth is owned by 20% of the people etc.
Therefore, the company’s effort should be aimed at the 20% which can solve 80% of the problems occurred. The company also can use the Double or back to back Pareto charts to compare 'before and after' situations to determine the scenario occurred at that moment. The Pareto Principle can used to reach the decision of apply an ample effort for maximum effect.
2. Scatter Plots
The management can also apply the scatter plot which is effectively a line graph with no line where - the point intersections between the two data sets are plotted but no attempt is made to physically draw a line. The Y axis is conventionally used for the characteristic whose behaviour we would like to predict. This plot can be used to define the area of relationship between two variables.
However, the management should bear in mind that there may appear to be a relationship on the plot when in reality there is none, or both variables actually relate independently to a third variable.
3. Control Charts
The company can use the Control charts which are a method of Statistical Process Control, SPC. They enable the control of distribution of variation rather than attempting to control each individual variation. Upper and lower control and tolerance limits are calculated for a process and sampled measures are regularly plotted about a central line between the two sets of limits. The plotted line corresponds to the stability/trend of the process. Action can be taken based on trend rather than on individual variation. This prevents over-correction/compensation for random variation, which would lead to many rejects.
4. Flow Charts
The company can implement the Flow Chart tool where all pictures, symbols or text coupled with lines, arrows on lines will indicate the flow direction. This chart will enable the model of processes such as problems, opportunities and decision points etc. The chart will develop a common understanding of a process for all involvement. However, no particular standardisation of symbology in the flow chart process will require considerable time for a proper communication to a different audience.
5. Cause and Effect, Fishbone, Ishikawa Diagram
The cause-and-effect diagram is a method of analysing process dispersion which will relate causes and effects. There are three basic types which involved in the process:
1- Dispersion analysis,
2- Process classification,
3- Cause enumeration.
The Effect is equivalent to problem to be resolved, opportunity to be grasped and result to be achieved. It also provides an excellent for capturing team brainstorming output and helps to organize, relate factors, providing a sequential view and deals only with time direction but not quantity. Sometimes, this fishbone can become very complex, difficult to identify or to demonstrate interrelationships.
6. Histogram or Bar Graph
A Histogram is a graphic summary of variation in a set of data. It enables the management to see patterns that are difficult to see in a simple table of numbers. It is also can be analysed to draw conclusions about the data set.
A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars as above. It is recommended to analyse or identify any problems using some form of graphics.
7. Check Sheets
The management can also focus on using a Check Sheet which is a data recording form that has been designed to readily interpret results from the form itself. It is used for the collection of quantitative or qualitative repetitive data.
The check sheets are adaptable to different data gathering situations and minimal interpretation of results required. It is easy and quick to use in operation and also no control for various forms of bias for example exclusion, interaction, perception, operational and estimation.
8. Check Lists
The management can consider the use of a Checklist which contains items that are important or relevant to a specific issue or situation. This lists which is for guiding operations can be used under operational conditions to ensure that all important steps or actions have been taken into account before action or decision making. They are simple and effective.
Six Sigma
The management can also implement the Six Sigma in the manufacturing department where it is a set of practices developed systematically to improve processes by eliminating defects. In Six Sigma term, a defect is defined as nonconformity of a product or service to its specifications. The Six Sigma is heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six Sigma asserts the following:
· Continuous efforts to reduce variation in process outputs
· Measure, analyse, improve and control all the manufacturing and business processes
· Commitment from the company top –level management is required to succeed in achieving sustained quality improvement
The Six Sigma itself carries the ability of highly capable processes to produce output within the specification requirement. Its implicit goal is to improve all processes to that level of quality or better for the management and be accomplished by using two of its sub-methodologies:
1. DMAIC (define, measure, analyze, improve, control) - an improvement system for existing processes falling below specification and looking for incremental improvement.
2. DMADV (define, measure, analyze, design, verify) - an improvement system used to develop new processes or products at Six Sigma quality levels.
Generally, Six Sigma identifies several key roles for its successful implementation.
· Executive Leadership - The company’s top management team members must participate and responsible for setting up a vision for Six Sigma implementation.
· Champions - responsible for the Six Sigma implementation across the manufacturing plant in an integrated manner.
· Master Black Belts - identified by champions, act as in-house expert coaches for the company on Six Sigma. They devote 100% of their time to Six Sigma.
· Experts - Experts work across company boundaries, improving services, processes, and products for their suppliers, and for their customers.
· Black Belts - operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma.
· Green Belts - are the employees who take up Six Sigma implementation along with their other job responsibilities under the guidance of Black Belts.
· Yellow Belts - are employees who have been trained in Six Sigma techniques.
Statistical Process Control or SPC
Statistical Process Control or SPC is a family of tools use to monitor, control and improve processes and systems. The management should be aware that the employees do not require any advanced knowledge to understand and use SPC in their daily operation. In fact, almost similar basic tools with TQM, the seven basic tools of quality and formalized body of techniques involve tabulating, depicting, and describing data sets. Once the system is visible, the describing and identifying appropriate actions to improve the processes and systems are generally self-evident.
The Seven Basic Tools of Quality include:
2.3.1 Checklist - A simple data-recording device.
2.3.2 Pareto chart - A graphical tool for ranking causes from most significant to least significant.
2.3.3 Flowchart/process map - Graphical tools that show the major steps in a process.
2.3.4 Cause-effect diagram - A tool for analyzing and illustrating a process by showing the main causes and sub causes leading to an effect.
2.3.5 Histogram - A graphic summary of a set of data that reveals the amount of variation that a process has within it.
2.3.6 Scatter diagrams - A graphical technique to analyze the relationship between two variables.
2.3.7 Control chart - A run chart with upper and lower control limits on which values of some statistical measure for a series of samples or subgroups are plotted.
2.3 – Specifications & Standards
The author has also noticed that the manufacturing department runs the operation without following or adhering to any standards or specifications. They are completely relying on the customer’s guidelines and the procedures created by the General Manager and Quality Manager whom believed to have inadequate knowledge on standards requirement.
Therefore, the author suggests that the company management should comply and adhere to any trusted sources for technical standards for materials, products, systems, and services.
For example, the management can refer and comply with the following Standards Organizations:
2.3.1 ASTM (American Society for Testing and Materials) International - is one of the largest voluntary standards development organizations, known for their high technical quality and market relevancy and has an important role in the information infrastructure that guides design, manufacturing and trade in the global economy.
2.3.2 BSI (British Standards Institutions) - BSI British Standards works with manufacturing and service industries, businesses, governments and consumers to facilitate the production of British, European and international standards.
It merely important for the company not only to flow with the advances in technology but the need for standards is paramount to maintain the product quality and also the health and safety considerations.
It is vital that the company management to ensure that the manufacturing team and operators of machinery are aware of all the relevant issues surrounding machine safety. Regular automated tests are carried out to ensure the equipment functions correctly and will not fail in an emergency.
It is essential for the company to comply with regulations and procedures to facilitate entry into new markets and to avoid product recalls. All these standards and publications provide you with all the information you need to achieve compliance.
2.3.3 Quality Management Certification
Since the company has yet to be certified for any Quality Management System, the author would recommend that the management to proceed with a Quality Management System (QMS) such as ISO 9001 which provide a management framework that gives the company all the necessary controls to address risks and monitor and measure performance in the business. It can also help to enhance image, reputation and enable to look for improvements through internal, external communications. It would also help the company to succeed through improved customer satisfaction, staff motivation and continual improvement.
He believes that it is the only way the Company’s business can survive and prosper is by offering a commitment to quality where a system gives the framework the company needs to monitor and improve performance in any chosen areas.
The ISO 9001 series of standards consist of:
· ISO 9000 – Fundamentals and Vocabulary
· ISO 9001 – Requirements
· ISO 9004 – Guidelines for performance improvement
In addition, ISO 9001 is designed to be compatible with other management systems standards and specifications, such as OHSAS 18001 Occupational Health and Safety and ISO 14001 Environment. They share many principles so choosing an integrated management system can offer excellent value for money.
Adapted from 'Productivity Improvement Proposal' by Capt Muhd Ismail Mohd Noor
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