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Made by : Nihal Mishra Roll No. 101303105

TQM-Prevention is better than cure

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Page 1: TQM-Prevention is better than cure

Made by : Nihal Mishra

Roll No. 101303105

Page 2: TQM-Prevention is better than cure

First things first – What is TQM?

Total quality management

- popular "quality management" concept

- Much more than just assuring productor service quality

- Aims to ensure complete customersatisfaction at every stage

- Often associated with the phrase -"doing the right things right, firsttime"

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Page 3: TQM-Prevention is better than cure

Main principles of TQM

- Prevention

- Zero defects

- Getting things right first time

- Involving everyone

- Continuous Improvement

- Employee involvement

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The real deal – Prevention over Cure

A number of preventive techniques are available forincorporating into your normal working practices on a regularplanned basis – say monthly or quarterly – or at key stages ofprojects; make them part of the way you do business. Thetechniques include:

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- FMEA- Risk Analysis- SPC Trend Analysis- Customer Satisfaction

Trend Analysis

- HALT- Design Reviews- Design for

Manufacture- Poka-Yoke

Page 5: TQM-Prevention is better than cure

Failure Mode & Effect Analysis

• Pre-work robustness analysis frominterface matrices, boundary diagrams, andparameter diagrams

• Description of system and function,simplified through a block diagram, thatoffers an overview of the majorcomponents or process steps that containlogical relation.

• Detailed consideration on possible failureof each component and impact of suchfailure on system operation

• FMEA is more time-consuming andrequires more sophisticated technical inputthan traditional risk analysis.

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Risk Analysis / Risk Reviews

• Identifying the various steps of aproject

• Identifying potential threats such ashuman, operational, procedural,financial, technical, natural, political,etc.

• Estimating the level of risk or thelikelihood of such threats andpreparing contingencies for each of therisks.

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SPC Trend Analysis

• At its heart lies the Process Chart,data that shows the variation inparameters and enables you to getprocesses under control.

• SPC helps to spot trends in data thataren’t causing current problems but,if left unchecked, could lead tofuture problems.

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Customer satisfaction trend analysis

• Helps in spotting emergingdiscontent in customers beforeit needs a knee-jerk reaction.

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HALT

• ‘Highly Accelerated Life Testing’.

• Works on the basis that highstresses applied for a short timewill cause the same failures as lowstresses over a long time.

• By applying increasing amounts ofstress to a product you can revealhidden shortcomings in the designwhich you can iteratively improveuntil they are no longerweaknesses.

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Design Reviews

• It is a milestone within a productdevelopment process wherebya design is evaluated againstits requirements in order to verify theoutcomes of previous activities andidentify issues before committing to -and if need to be reprioritize - furtherwork.

• A review must include persons who areexternal to the design team.

• In simple term it is asking peer to judgeyour design.

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Design for Manufacture

• DFM aims to optimize a product’smanufacturability.

• It emphasizes to start by optimizingthe production and test processesthat are repeated hundreds orthousands of times then make thedesign (which you only do once) fitwith them.

• Production Tolerancing is one of thebest known but, too often, least wellapplied parts of DFM.

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Poke-Yoke

• Developed:1986

• By Shigeo Shingo

POKA-YOKE to avoid (yokeru) unintentional errors (poka)

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Poke-Yoke

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• Method of “Mistake Proofing” or “Idiot-Proofing”.

• A process so simple that it cannot beimplemented incorrectly through lackof skill or concentration or randomerror.

• E.g. Making materials which can onlybe fitted in one possible way such assafety interlocking doors so they cutpower when a door is opened.

• Its is a fail safe technique.

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TATA NANO CASE STUDY

• A car at the price of 2-wheelers.

• Huge sensation in India. More than 2 lakhs pre-booking for 1 lakh cars.

• Expected sales predicted to be 20000 cars/month.

• Suddenly a huge crisis. Sale dropped to 509cars/month.

• Lack of safety in cars.

• Cars bursting in flames.

• Rising fuel cost.

• Sudden increase in prices.

• Profit of TATA gone down by approximately 57%.

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