Fin

• Quality Assurance


  Verifies and ensures that processes are performed in a manner acceptable to the standard requirement
• Quality Assurance Approaches


  • Can vary from least progressive into advanced
• Inspection Areas in Operation

  • Confirmation that the incoming resources passed the standards before they will undergo the transformation process
  • Objective is to provide information as to the extent to which the products comply with the criteria
• Issues Encountered in Inspection

  • Quantity and frequency of inspection
  • Areas in the process where inspection should occur
  • If inspection should be done in a centralized or on-site location
  • Whether to inspect by attributes or variables
• Fundamentals of Statistics


  • Data gathering, analysis, interpretation and delivery
  • A method for evaluating complex issues and drawing a conclusion with a high likelihood of precision
• Measure of Central Tendency

  • Frequency distribution
  • Mean (Arithmetic Mean)
  • Median (Midpoint)
  • Mode
• Measures of Dispersion


  • Range
  • Standard Deviation
  • Variance
• Characteristics of Normal Distribution Curve

  • The frequency of the mean value of the population μ is the highest
  • 68.26% of all values in the distribution will occur between plus or minus 1σ over the mean value
  • 95.45% of all values occur between μ ± 2σ
  • 99.73% of all values lie between μ ± 3σ
  • The curve never touches the x-axis. The curve extends between -α to + α
• Process Capability


  • A series of interdependent processes, operations or steps that consume resources and transform the inputs into outputs
  • Variation in a process cannot be removed, but it can be assessed, monitored, minimized and controlled
  • Process is said to be capable if the spread of the distribution curve is narrower than specification limits
• Process States


  • Ideal
  • Threshold
  • Brink of Chaos
  • Chaos
• Types of Control Charts

  • By Variables
  • By Attributes

  
• Kaizen


  • A gradual continuous improvement strategy introduced by the Japanese
  • Comprised of two activities: maintenance and improvement
• Basic Principles of Kaizen


  • Workplace effectiveness
  • Elimination of wastes, strain and discrepancy
  • Standardization
• Seven deadly wastes in the operation identified by Toyota

  • Waste from overproduction
  • Waste of waiting time
  • Transportation waste
  • Processing waste
  • Inventory waste
  • Waste of motion
  • Waste from product defect
• How organizations implement Kaizen


  • Gradual process improvements
  • Kaizen Blitz
• Goal of Kaizen


  • Kaizen is implemented not for profit but for quality
  • Success of Kaizen should be measurable through its impact on the customer satisfaction
  • Kaizen will be successful only when it is process oriented
  • Employees should be encouraged to admit when there is a problem
  • Suggestion system is an integral part of Kaizen
  • Kaizen should be prioritized based on the impact on the customers; Kaizen is customer-driven
  • Kaizen is a problem-solving tool based on cross functional team and collaborative approach
  • Kaizen is basically for improving the processes the organization
  • Collaboration between the cross-functional team, the process owners and the management is essential for success of Kaizen
  • Quality circles can become part of Kaizen since it is a group oriented suggestion system
• 5S


  • Seiri (Sort)
  • Seiton (Straighten)
  • Seiso (Scrub or Sweep)
  • Seiketsu (Systematize)
  • Shitsuke (Sustain)
• 5S


  A management tool on fostering and sustaining high quality housekeeping
• 5S


  1. Seiri (Sort)

  2. Seiton (Straighten)

  3. Seiso (Scrub or Sweep)

  4. Seiketsu (Systematize)

  5. Shitsuke (Standardize)
• Seiri (Sort)


  Aim is to sort and eliminate unnecessary things; organizing things based on low, medium or high usage, or low, medium or high cost
• Seiton (Straighten)


  Things to be arranged properly for fast and easy access
• Seiso (Scrub or Sweep)

  Keeping the machinery and the environment clean, to avoid harm to workers, machinery, materials/products, and output quality
• Seiketsu (Systematize)


  Make cleaning and checking a routine practice, using visual management techniques
• Shitsuke (Standardize)


  Make the four previous steps part of the daily routine and observe self-discipline through continuous practice
• Total Productive Maintenance (TPM)


  Involves every employee to upkeep the facilities and machinery, to minimize emergency and unscheduled breakdowns through planned and effective maintenance
• Preventive Maintenance


  A set of maintenance measures carried out by trained individuals to avoid equipment breakdown and prolong its life
• Types of Preventive Maintenance

  • Periodic Maintenance
  • Predictive Maintenance
  • Breakdown Maintenance
• Periodic Maintenance


  1. Daily Maintenance

  2. Weekly Maintenance

  3. Monthly Inspection

  4. Annual Maintenance
• Predictive Maintenance


  Service life of a critical component is predicted based on inspection or diagnosis, allowing the component to be used to the end of its useful life
• Breakdown Maintenance


  Operators or technicians wait until equipment breaks down before repairing it
• Targets of TPM


  • Production
  • Quality
  • Cost
  • Delivery
  • Safety
  • Manpower

  
• Overall Equipment Effectiveness (OEE)


  Computed based on Availability, Performance, and Quality
• ISO 9001


  Worldwide framework that defines the criteria for a quality control system (QMS), used by companies to show they can reliably offer goods and services that satisfy consumer and regulatory criteria
• ISO 9001


  • Set up a quality management system (QMS)
  • Manage, build customer satisfaction
  • Improve process continually
  • Saves Cost
• ISO 14001


  Global standard that lays out the requirements for a successful environmental management system (EMS)

  
• Benefits of ISO 14001:20015


  • Improve resource efficiency
  • Reduce waste
  • Drive down costs
  • Provide assurance that environmental impact is being measured
  • Gain competitive advantage in supply chain design
  • Increase new business opportunities
  • Meet legal obligations
  • Increase stakeholder and customer trust
  • Improve overall environmental impact
  • Manage environmental obligations with consistency
• OHSAS 18001


  Occupational health and safety framework that allows the organization to monitor risks and increase efficiency in the field of risk-control factors through the detection and evaluation of the probability and seriousness of hazards in the workplace
• Benefits of OSHAS 18001

  • Providing workers with a safe and stable working environment
  • Resource management that is both accurate and efficient
  • Demonstrated dedication to OH&S among stakeholders
  • Reducing the possibility of losing clients and investors
  • Increasing the amount of opportunities for growth
  • Costs associated with OH&S injuries are reduced
  • Compliance of all relevant laws and regulations at the local, regional, and international levels