quality in manufacturing for production & manufacturing

DELL, Penang 17 & 24 Jan 2016

The Importance of Quality in Manufacturing

Dell Asia Pacific Sdn. Bhd.Plot 76, Kawasan Perusahaan Bukit Tengah, 14000, Bukit Mertajam, Pulau Pinang, Malaysia. Tel 04-508 7119

International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up.

A multi skill Innovator with Mechanical background that adopts Green Living and rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Kapcai.

Founder of Tim’s Waterfuel, an alternative HHO gas supplement using Water that adds power, millage & reduce Co2 emission on automobiles.

An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia, an organization that respond to Crisis & Flood.

Timothy WooiAdd: 20C, Taman Bahagia, 06000, Jitra, [email protected]

Certified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience.

TRAINER’S PROFILE

Quality plays a major role in today’s manufacturing environment.

Understanding Customer needs and monitoring process behaviors and variation to safe guard Customer from receiving a defect is key in assuring Quality.

Superior Quality, reduce Cost and on-time Delivery (QCD)


Course ObjectiveThis 1 day training program focus on the on the “Soft” TQM Concepts to provide and equip Participants with a better understanding TQM and

its practices and to understand why TQM is so important as a mechanism to ensure Quality to Customer, as well as to comply to Quality procedures to ensure Quality being delivered to Customer.


continuously improve the organization’s processes,products and services.”

TQM involves ALL employees in using quantitative methods to……………..


Class outlines:The “Soft” Side of TQM resulted in the identification of nine (9) key principles most commonly found in Quality Management.

1) Total Employee Involvement2) Continuous Improvement3) Continuous Training4) Teamwork5) Empowerment6) Top-management Commitment and Support7) Democratic Management Style8) Customer/Citizen Satisfaction9) Culture Change


2. “Hard” TQM Practices in Quality Management covers: Techniques,

tools and systems; Statistical Process Control; ISO 9000 series; Pareto Analysis; Matrix Diagram; Histograms; Tree Decision Diagram; Critical Path Analysis; Fishbone or Ishakawa Diagram.Both are philosophy and sets of management

guiding principles for managing an organization.


Class outlines:TQM in Production Manufacturing focused on (5) key principles 1,2,4,8 & 9 from the overall (9) Quality management as below; .

1) Total Employee Involvement2) Continuous Improvement4) Teamwork8) Customer/Citizen Satisfaction9) Culture Change


23/5/1 9

I build it,You inspect

I inspect,You build

Quality is Everyone’s responsibility

BenefitsParticipants will gain the followings at the completion of the program: allows understanding of Customer needs and to be part of the team in a total organizational approach responsible for Quality and..

to equip Participants with importance of delivering a Quality Product in Manufacturing improve organization’s processes, products and services.


The Pencil Parable

Take 5!Relax & Watch!

What does the word ‘Quality’ means to you ?

Delighting .. 1st meet, then exceed and 3rd make you happy!


Meeting the required standards of Satisfaction

In 21st Century, Quality is everybody’s responsibility in “ Delighting the Customer ” through continuous Innovation improvement in meeting upon agreed specifications”

Craft Manufacturing • Late 1800’s• Car built on blocks in the barn as workers

walked around the car.• Built by craftsmen with pride• Components hand-crafted, hand-fitted• Excellent quality• Very expensive• Few produced

The Wasteful FactoryThe Wasteful Factory

Mass Manufacturing• Assembly line - Henry Ford 1920s• Low skilled labor, simplistic jobs, no pride in work• Interchangeable parts• Lower quality

• Affordably priced for the average family• Billions produced – all identical “ You can choose any

color as long as its Black ”

The Wasteful FactoryThe Wasteful Factory

• Cells or flexible assembly lines• Broader jobs, highly skilled workers, proud of product• Interchangeable parts,

even more variety

• Excellent quality mandatory• Costs being decreased through process improvements.• Global markets and competition.

The Lean FactoryThe Lean Factory

Lean Manufacturing

The Origin of Lean Manufacturing Pioneered by Taichi Ohno and Toyota Company in the 70’s.

New paradigm to simultaneously improve quality reduce cost and reduce delivery time (QCD) from start of order.

Coined “Lean Manufacturing ” in 1990 by James Womack and Daniel T. Jones in the book “The Machine that Changed the World”

Allowed Toyota to penetrate the American market by

delivering superior quality at an affordable price.Toyota Production System initiated a revolution in manufacturing strategy

Just in TimeWhat is neededWhen is needed

exactly right Amount

• Continuous Flow• Pull System• Level Production (Heijunka)

Jidoka“Built in Quality”

• Manual / Automatic Line Stop• Labor-Machine Efficiency• Error Proofing• Visual ControlFlexible, Capable,

Highly MotivatedPeople

Standardized WorkTotal Productive Maintenance

Robust Products & ProcessesSupplier InvolvementOperational

Stability

Lean Methodologies Lean Methodologies

TOYOTA PRODUCTION SYSTEM

Best Quality - Lowest Cost - Shortest Lead TimeShortening Production Flow by Eliminating Waste

5S’ WASTE elimination as Foundation of Lean

Best Quality - Lowest Cost - Shortest Lead TimeShortening Production Flow by Eliminating Waste

Just in TimeWhat is neededWhen is needed

exactly right Amount

• Continuous Flow• Pull System• Level Production (Heijunka)

Jidoka“Built in Quality”

• Manual / Automatic Line Stop• Labor-Machine Efficiency• Error Proofing• Visual ControlFlexible, Capable,

Highly MotivatedPeople

Standardized WorkTotal Productive Maintenance

Robust Products & ProcessesSupplier InvolvementOperational

Stability

Lean Methodologies Lean Methodologies

TOYOTA PRODUCTION SYSTEM

21st Century: Global Competition

The globalization of trade has exposes local industries to new Competitive pressures.

Old View: Cost + Profit = Price

New View: Price – Profit = Target Cost

Order Qualifiers in a Global Market: Superior Quality, Competitively Priced, Quick Delivery

Order Winners in a Global Market: Products and Services that are valued by the customer.

Characteristics of World Class Manufacturers

Delivery

CostQuality

Customer-Value Focused

Lean Production System

L e v e l P r o d u c t i o n

JIT

JIDO

KA

5S / V i s u a l M a n a g e m e n t

Relentless R e m o v a l o f W a s t e

LEAN PRODUCTION SYSTEM

Mechanic

Material

Machine

StandardWork Takt

Time

SWIP

OperationalAvailability

1 pieceFlow

Pullsystem

Kaizen Methodology

Cost + Profit = PricePrice – Profit = Target Cost

CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT = = KAIZEN KAIZEN

IMPROVEMENT IMPROVEMENT WITHOUT WITHOUT ENDINGENDING

In Japanese,KAI

ChangeZENGood

KAI ZEN= Change for

betterThe small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

Qualifiers of 21st Century & Skills

Why KaizenTo continuously eliminate waste without removing the value added activities in the process

Processing

Transportation

Waiting

Movement

MUDA

Take all

FOURI need ONE!

DefectsDefects Over Production

InventoryInventory


TQM is the mutual co-operation of everyone in an organization and its associated business to produce products and services, which meet and exceed the needs and expectations of customers.

Two important aspects that comprise TQM management are: 1. Soft TQM Concepts and2. Hard TQM Practices.


continuously improve the organization’s processes, products and services.”

TQM that involves ALL in using quantitative methods to:

Soft TQM Concepts

TQM is a long-term approach that views continuous improvement in an Organization and not as a short-term goal.

It aims to radically transform the organization through progressivechanges in the attitudes,practices, structures and systems.

Soft TQM Concepts

http://www.businessdictionary.com/definition/continuous-improvement.html

TQM transcends the product quality approach, involves everyone in the organization, and encompasses its every function:

administration,communications,distribution, manufacturing, marketing, planning, training,etc.

Soft TQM Concepts

Who wants what...

Customer Needs & Expectation Low Cost High Quality Availability

Company needs & expectation Profit Repeat Business Growth

Cash !!$

Value !!

The Money Business Now!The Money Business Now!

1. “Soft” TQM in Manufacturing focus on:

Total Employee Involvement; Continuous Improvement;

Teamwork;

Customer/Citizen Satisfaction;

Culture Change.


Employee Involvement

Employee involvement can be defined as: The direct participation of staff to help an organization fulfill its mission and meet its objectives by:

applying their own ideas expertise, and efforts towards solving problems and making decisions.


1) Total Employee Involvement

The “total” element of TQM implies that every organizational member is involved in quality improvement processes in the “distribution of intelligence” for resolving problems.

TQM, involves everyone in an organization.Increase employees’ participation in the overall quality strategy brings an increased flow of information and knowledge.

2) Continuous Improvement

Continuous improvement is a method for identifying opportunities for streamlining work and reducing waste.

The practice by the popularity of Lean / Kaizen in manufacturing and business. It is now being used by thousands of companies all over the world to identify savings opportunities.

To meet the 21st Century Business CHALENGEWe need to be able to do three things well, all at the same time!

“Cheaper” “Faster” “Better”

Cost QualityLead Time

Customer Price

Net Margin

Production Costs

2) Continuous ImprovementWhy Continuous Improvement?

35

Costs of Defects

Does it cost more to make processes better? NO

Making processes better leads to reducedDefect

Rework

Scrap

Wastes

Build Quality into Processes Build Quality into Processes

Continuous Improvement using Kaizen Methodology

Shop Floor Kaizen

Equipment and Facility Kaizen

System Kaizen

Prog

ress

ion

Radical Change – KaikakuKaizen WorkshopsDaily Improvements – Standard Work

People Based System


This approach does nothing to eliminate the source of defect although it may result in just high quality for the Customer.

““Traditional Inspection”Traditional Inspection”


Traditional manufacturing which relied on QA Inspection to detect defects before reaching the customer no longer can assure Quality.

These practices prevent defective items from continuing and assures Quality.

““Do it right the 1Do it right the 1stst time time””

Build Quality into Processes Build Quality into Processes 2) Continuous Improvement

In a Lean factory. Production is responsible to build Quality in its product.

Operators are required to perform their work to the Quality standards before passing on next process..

Total Quality Approach

““Stop the Line” AuthorityStop the Line” Authority


Operators are given ‘Stop line authority’ whenever abnormalities are detected in Production.

They then feedback the non conformance to the Engineering & QA group to come up with a countermeasure.

40

POKA-YOKE POKA-YOKE Ways of Preventing Mistakes

1. Shutdown the process2. Feedback to Engineering dept for countermeasure and to implement. 3. Ask for Mistake Proof devices in process to prevent Human error.

When an error is predicted or detected, Production can stop Defects by:



TQM Quality CirclesTQM Quality Circles


Quality Assurance work with Production in Quality Circles to understand root cause of defect and assist Production for countermeasures.

QA then use Quality tools to improve the system prevent the defect repeating. This assure that only Quality products leaves the Company.

Total Quality Approach 2) Continuous Improvement

QA with Production feedback to Engineering Dept. (ED) cause of Defect for early detection.

Jidoka - AutonomationJidoka - AutonomationED then study ways of incorporating ‘Human Intelligence’ into equipment to detect abnormalities and stop automatically whenever defects occur.


Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing


ED then study and design Mistake proofing devices to prevent Defects caused by ‘Human Error’ that requires human skills and ‘remembering of process steps’

Example: A cast part must have a hole drilled in it in order to be used in assembly.

A same L”shaped counterpart of the slot on the Part attached to the drill press table, allowed the Part to be loaded only with the correct orientation and accurate position.

The original jig required careful orientation of the part on the drill press table to ensure the location of the drill hole.


Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing

The focus is on planning, prevention, and anticipation.


PDCA Problem Solving Guide

TQM approach using Problem Solving Tools

Elimination of Defect- CAP Do

46

Do Implement Poka-Yoke & measure

results

CHECK What is the Defect?

ACT Find root

causes

Plan Poka-Yoke

KAIZEN Continuous

Improvement


Elimination of Defect using PDCA approach starts with Step iii) Check (use 4W +1H to assist)

1.What is the defect and What causes it?

2. Where does the Defect occur ?3. When the Defect occur? 4. Who causes the Defect5.How does the Defect Occur ?.


Step ii) Act: Analyze the defect to determine what cause it. Determine improvement to prevent such defects.

Choose from the possible improvement o implement that will prevent the defect


Step iii) PlanAfter defining the improvement points, Make a plan to implement them.

Questions to consider:What steps should be done to achieve the plan? When to finish this plan?

Once the plan is established, implement it with a completion time frame.


Step iii) PlanThis is again divided into 3 steps

1st Identifying the problems in the current process. Find a countermeasure to solving problems and not just finding the solutions.

This avoids future recurrence - the primary goal of Continuous Improvement.


Step iv) DoWhen the improvement actions are implemented successfully as well as the target is met, do the following-

Review the improvement activities learn lessons.Standardize the improvement in the process and follow.Update the Quality as well as the Standard Process documents.

Determine when and where to make changes in the next project.


Definition: cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.

to increase performance, employee unity and company culture.

Companies that must frequently develop new ideas or products using a project-based approach assemble teams in order to diffuse responsibility.

4) Teamwork


3) Teamwork

Teamwork an important outcome and a condition for continuous improvement are generally viewed as more powerful and effective work entities than individuals.

Teams should include employees from all the hierarchical levels, layers, and from all the departments of the enterprise to make work more flexibly and to develop mutual trust among members.

At Google, during a ‘Kaizen,’employees typically work in small teams of only three to six people. This gives productivity than with larger groups.’

Work in many small, diverse teams for projects.

3) Teamwork

The result is an empowered, flexible organization with small teams pursuing hundreds of projects, an approach that

…a frequently used marketing term is a measure of how products and services supplied by a company meet or exceeds Customer expectation.

….is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals

4) Customer/Citizen Satisfaction


Customer satisfaction … the driving force to improve performance to both Customers: external (clients, government regulatory bodies, the public) and internal (employees, different departments)

Both external and internal Customers have needs. TQM stresses the importance of satisfying those needs.



A happy (or satisfied) customer often doesn’t say anything or tells just a few friends, but an unhappy (or dissatisfied) customer tells many more people to warn them.

“A happy customer tells a friend; an unhappy customer tells the world”

The exact words (and number of people told) vary, but the adage became popular in the mid-1980s, when the American Management Association conducted a business study of the phenomenon.

Organizational culture affects and alters employees’ actions and perceptions of all aspects of their work in order to include quality.

Culture acts as a force for cohesion in organizations and therefore can support or inhibit the process of change towards TQM application.


5) Culture Change

5) Culture Change

Change… defined as making a difference in something compared to an earlier state, transforming or converting something, or simply becoming different.

Culture…. is a way of life of a group of people - the behaviors, beliefs, values, and symbols that they accept, generally without thinking that are passed along by communication and imitation from generation.

Culture Change…..modification of a society through innovation, invention, discovery, or contact with other societies

5) Culture Change

It is the transformation of pass down older beliefs, values, and symbols without much thought to those that work in current environment ,time and technological change.

Successful TQM implementation is dependent on the existence of a total quality culture among everyone.


Research indicates that, positive elements for example: common accepted vision, accepted responsibilities, customer‐focus and group cohesiveness,

much still needs to be done to pave the way for a total quality culture.

Attitude is Everything

Take 5!Relax & Watch!

What to Expect in the Future• Training• Communication• Elimination of Waste (NVA)• Continuous Improvement• Visual Factory• More efficient layouts• Roles & Responsibilities• More involvement / ownership• Long term GROWTH!!


& The Trainer

For further enquiries, please contact us:Iverson Associates Sdn BhdNo.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900 Bayan Lepas Penang. T: 04 641 2760, 638 3179 | F: 04 641 2761 E: [email protected] | W: www.iverson.com.my

This training course is facilitated by IVERSON & conducted by its Trainer Timothy Wooi, a LEAN Consultant and certified Kaizen Leader with 30 over years of Hand-On exposure driving Lean & Kaizen Improvement Projects. We provide Technical Consulting services on TPM, Kaizen, Quick Changeover, Cellular system set up, Production Line Balancing, Factory Layout Planning and Small Group Activities.We also conduct Team Building & Lean Production Training Course Series.