Importance of Quality in Different Manufacturing Processes

| Importance of Quality in different manufacturing processes| | | | | | | | TERM PAPER ------------------------------------------------- ACKNOWLEDGEMENT This term paper would not be accomplished without the generous contributions of individuals and organizations. I am very much grateful to them for their unlimited help and support. Additionally, we thank our course instructor Fateh Pal Singh who believed that I could terminate this term paper on time. His moral guidelines, endless effort, and joyful encouragement made me successful in this paper.

Furthermore, I want to show our appreciation to the executives, to the librarians of LPU library, and to the lab-assistants of the computer labs, for their unlimited patience during the time of research writing. Moreover, I are also thankful to our classmates, and friends for their helps and supports. I would like to show our endless gratitude by specifying name of FATEH PAL SINGH  for her support in this term paper. …Mayank Sibal… ROLL NO. :RF4005B37 Contents: 1. Defination of Quality 2. Activities of Quality 3. Quality Control 4.

Quality Improvment 5. Steps of Quality Improved in Manufacturing Process 6. Taguchi’s Approach to quality Engineering 7. Robust Design 8. Adverse Performance Shaping Factors DEFINITION OF QUALITY How is quality defined? It is interesting to observe how its definition varies according to the particular emphasis of quality activities. Juran (1964) defines quality as fitness for use. Crosby (1979) describes quality in terms of conformance to requirements. Deming (1986) says that quality is concerned with the present and future needs of the customer.

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For Feigenbaum (1983) quality is to do with the combined product characteristics of engineering and manufacture that determine the degree to which the product will meet the expectations of the customer. Taguchi (1986) defines quality as the loss a product causes society once it has been shipped, apart from any losses caused by its intrinsic functions. According to ISO 8402 (International Organization for Standardization,1986), quality is the totality of features and characteristics of a product or service that have a bearing on its ability to satisfy stated or implied needs.

Recently, the most widely used definition is that of ISO 9001 (2000). It says that a quality is a characteristic that a product or service must have. For example, products much be reliable, useable, and repairable. These are some of the characteristics that a good quality product must have. Similarly, service should becourteous, efficient, and effective. These are some of the characteristics that a good quality service must have. In short, a quality is a desirable characteristic. However, not all qualities are equal. Some are more important than others. The most important qualities are the ones that customers want.

These are the qualities that products and services must have. So providing quality products and services is all about meeting customer requirements. ACTIVITIES OF QUALITY In the manufacturing industry, activities concerned with quality can be divided into six stages: 1. Product planning: planning for the function, price, life cycle, etc. of the product concerned. 2. Product design: designing the product to have the functions decided in product planning. 3. Process design: designing the manufacturing process to have the functions decided in the product design. 4.

Production: the process of actually making the product so that it is of the designed quality. 5. Sales: activities to sell the manufactured product. 6. After-sales service: customer service activities such as maintenance and product services. * Note that there are three different characteristics of quality in an overall quality system in the manufacturing industry: 1. Quality of design: quality of product planning, product designand process design. 2. Quality of conformance: quality of production. 3. Quality of service: quality of sales and after-sales services. Nowadays, these three aspects of quality are equally important in the manufacturing company. If any one of them is not up to the mark, then the overall quality system is unbalanced, and the company will face serious problems. Quality control Quality control is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects: 1. Elements such as controls, job management, defined and well managed processes performance and integrity criteria, and identification of records 2. Competence, such as knowledge, skills, experience, and qualifications 3.

Soft elements, such as, personnel integrity, confidence, organizational culture, motivation, team spirit and quality relationships. 4. The quality of the outputs is at risk if any of these three aspects is deficient in any way. Quality control emphasizes testing of products to uncover defects, and reporting to management who make the decision to allow or deny the release, whereas quality assurance attempts to improve and stabilize production, and associated processes, to avoid, or at least minimize, issues that led to the defects in the first place. ------------------------------------------------ Quality improvement There are many methods for quality improvement. These cover product improvement, process improvement and people based improvement. In the following list are methods of quality management and techniques that incorporate and drive quality improvement: 1. ISO 9004:2008 — guidelines for performance improvement. 2. ISO 15504-4: 2005 — information technology — process assessment — Part 4: Guidance on use for process improvement and process capability determination. 3.

QFD — quality function deployment, also known as the house of quality approach. 4. Kaizen — Japanese for change for the better; the common English term is continuous improvement. 5. Zero Defect Program — created by NEC Corporation of Japan, based upon statistical process control and one of the inputs for the inventors of Six Sigma. 6. Six Sigma — 6? , Six Sigma combines established methods such as statistical process control, design of experiments and FMEA in an overall framework. 7. PDCA — plan, do, check, act cycle for quality control purposes. Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this. ) 8. Quality circle — a group (people oriented) approach to improvement. 9. Taguchi methods — statistical oriented methods including quality robustness, quality loss function, and target specifications. 10. The Toyota Production System — reworked in the west into lean manufacturing. 11. Kansei Engineering — an approach that focuses on capturing customer emotional feedback about products to drive improvement. 12.

TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige National Quality Award and in Europe as the European Foundation for Quality Management award (each with their own variations). 13. TRIZ — meaning "theory of inventive problem solving" 14. BPR — business process reengineering, a management approach aiming at 'clean slate' improvements (That is, ignoring existing practices). 5. OQM — Object-oriented Quality Management, a model for quality management. Proponents of each approach have sought to improve them as well as apply them for small, medium and large gains. Simple one is Process Approach, which forms the basis of ISO 9001:2008 Quality Management System standard, duly driven from the 'Eight principles of Quality managagement', process approach being one of them. Thareja[4] writes about the mechanism and benefits: "The process (proficiency) may be limited in words, but not in its applicability.

While it fulfills the criteria of all-round gains: in terms of the competencies augmented by the participants; the organisation seeks newer directions to the business success, the individual brand image of both the people and the organisation, in turn, goes up. The competencies which were hitherto rated as being smaller, are better recognized and now acclaimed to be more potent and fruitful". [5] The more complex Quality improvement tools are tailored for enterprise types not originally targeted. For example, Six Sigma was designed for manufacturing but has spread to service enterprises.

Each of these approaches and methods has met with success but also with failures. Some of the common differentiators between success and failure include commitment, knowledge and expertise to guide improvement, scope of change/improvement desired (Big Bang type changes tend to fail more often compared to smaller changes) and adaption to enterprise cultures. For example, quality circles do not work well in every enterprise (and are even discouraged by some managers), and relatively few TQM-participating enterprises have won the national quality awards. There have been well publicized failures of BPR, as well as Six Sigma.

Enterprises therefore need to consider carefully which quality improvement methods to adopt, and certainly should not adopt all those listed here. It is important not to underestimate the people factors, such as culture, in selecting a quality improvement approach. Any improvement (change) takes time to implement, gain acceptance and stabilize as accepted practice. Improvement must allow pauses between implementing new changes so that the change is stabilized and assessed as a real improvement, before the next improvement is made (hence continual improvement, not continuous improvement).

Seven step quality manufacturing process improvement Improving quality manufacturing processes can result in decreased waste, better quality products, and an overall improvement in customer satisfaction. The following are tips for seven step quality manufacturing process improvement. Before you start, however, you will want to develop a committee that is in charge of overseeing the steps and making sure they come to fruition. It's best to involve the whole company if possible, but in the beginning a committee can help to ensure the steps are completed and taken from beginning to end.

Step one: The first step is to define the actual process. This is important as it provides a foundation for improving your processes. During this first step, you should name the process and its purpose, as well as its starting and ending points, inputs and outputs, and your overall requirements. It would also be a good idea to identify the customers and suppliers who will be affected by this process Step two: The next step involves identifying areas of improvement that are needed. This process is usually done by selecting a random sampling of a particular product that is being manufactured.

This product is then tested for a variety of things that will have an impact on the end user and consumer. This can include durability, materials, toxicity, and so forth. There are a number of ways to go about this in manufacturing. Some of the more common areas of improvement in manufacturing include disintegration of parts, loose fasteners, and so forth and should be a main focus. Step three: Identify potential solutions for the problems. Once the problems have been identified, it is important to then find solutions for them. Brainstorm ith the committee, or consult specialists or higher ups in the manufacturing plants that can help you to arrive at the best possible solution. Additionally, you will want to get feedback from those who work on or with the process on a daily basis. Step four: After you have identified problem areas and then brainstormed for improvements, step four involves developing a more detailed solution for each problem area. In detailing how to solve the problem, include a budget, determine what personnel are necessary for making the improvements, conduct a projected cost analysis, and a time frame for completing the overall improvements.

You will also need to determine how the rest of the manufacturing plant will be affected by this and whether it will slow production at any level. Step five: Put your plan into action. After a detailed plan has been made, it is time to implement it to improve your processes. Now is the time to involve everyone, from the highest levels of management in the manufacturing company down to the workers who utilize the process. Step six: Evaluate. Once you have put your plan into action and have achieved the results from it, you will need to evaluate your improvement process as a whole.

Ask yourselves if the process had its desired effect. Was the process successful? Did it fix the problem? Did it eliminate waste? Did you implement the improvements on time and within budget? All of these factors should be taken into consideration. Step seven: Continue to repeat steps two and six as often as necessary to achieve improvement within the manufacturing plant. The overall goal is to decrease the need for a committee, and instead have all members of the plant continually working to improve. TAGUCHI’S APPROACH TO QUALITY ENGINEERING

A product’s cost can be divided into two main parts: before sale and after sale to the customer. The costs incurred before sale are the manufacturing costs, and the costs incurred after sale are those due to quality loss. A defective product which is scrapped or reworked prior to shipment is viewed by Taguchi as a manufacturing cost to the company, but not a quality loss. Qualityengineering is an interdisciplinary science which is concerned with not only producing satisfactory products for customers but also reducing the total loss (manufacturing cost plus quality loss).

Hence, quality engineering involved engineering design, process operations, after-sales services, economics and statistics. Taguchi’s impact on the concept of quality control in the manufacturing industry has been far-reaching. His quality engineering system has been used successfully by many companies in Japan, the USA and elsewhere. Recently it is reported that several companies in Korea have used his methods with great success. He emphasizes the importance of designing quality control into the manufacturing processes.

Also, he stresses that quality variation is the main enemy of quality engineering and that every effort should be made to reduce the variation in quality characteristics. Taguchi extensively uses experimental design primarily as a tool to design products more robust (which means less sensitive) to noise factors. Robust design is an engineering methodology for optimizing the product and process conditions which are minimally sensitive to the various causes of variation, and which produce high-quality products with low development and manufacturing costs. Taguchi’s parameter design is an important tool for robust design.

His tolerance design can be also classified as a robust design. In a narrow sense robust design is identical to parameter design, but in a wider sense parameter design is a subset of robust design. Two major tools used in robust design are: * signal-to-noise ratio, which measures quality with emphasis on variation. * orthogonal arrays, which accommodate many design factors (parameters) simultaneously. References: 1. Internet: www. mitlecture. com www. wikipidia. com www. google. com/books 2. Books: 1. Kalpeak Jain 2. “Fundamental of Morden Manufacturing” By, Mp Grover

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