(Download PDF) Quality engineering and management

Contemporary trends in quality engineering and management

Presented byShah kushal sanjaybhai(130670119596)

index1. Just in time

2. Lean manufacturing

3. Agile manufacturing

4. World class manufacturing

5. Total productive maintenance

6. Benchmarking

7. Business process re-engineering

8. Six sigma

Just in time(jit)Just-in-time (JIT) manufacturing, also known as
just-in-time production or the Toyota Production System (TPS), is a
methodology aimed primarily at reducing flow times within
production system as well as response times from suppliers and to
customers. Following its origin and development at the British
Motor Corporation (Australia) plant in Sydney in the mid-1950s
(though the term JIT was not used at that time), it was also
adopted in Japan, largely in the 1960s and 1970s and particularly
at Toyota.

https://en.wikipedia.org/wiki/Toyota_Production_Systemhttps://en.wikipedia.org/wiki/Japan

Just in time(jit)The philosophy of just in time is based on
concept of ideal production.it focuses on the elimination of waste
in the whole manufacturing environment ,from raw materials till the
shipping of the products.

JIT defined as the production of the minimum number of different
units,in the smallest possible quantities,at the latest possible
time,thereby eliminating the need for inventory

JIT focuses on adoption of value addition activities and removal
of non-additional activities.

Lean manufacturing Henry Ford was one of the first people to
develop the ideas behind Lean Manufacturing. He used the idea of
“continuous flow” on the assembly line for his Model T automobile,
where he kept production standards extremely tight, so each stage
of the process fitted together with each other stage, perfectly.
This resulted in little waste.

Lean manufacturing The Lean approach is based on finding
efficiencies and removing wasteful steps that don’t add value to
the end product. There’s no need to reduce quality with lean
manufacturing the cuts are a result of finding better, more
efficient ways of accomplishing the same tasks.

Waste is anything that doesn’t add value to the end product.
There are eight categories* of waste that you should monitor:

Lean manufacturing Waste is anything that doesn’t add value to
the end product. There are eight categories* of waste that you
should monitor:

1. Overproduction Are you producing more than consumers
demand?

2. Waiting How much lag time is there between production
steps?3. Inventory (work in progress) Are your supply levels and
work in progress inventories too high?4. Transportation Do you move
materials efficiently?5. Over-processing Do you work on the product
too many times, or otherwise work inefficiently?6. Motion Do people
and equipment move between tasks efficiently?7. Defects How much
time do you spend finding and fixing production mistakes?8.
Workforce Do you use workers efficiently?

Lean manufacturing But Ford’s process wasn’t flexible. His
assembly lines produced the same thing, again and again, and the
process didn’t easily allow for any modifications or changes to the
end product a Model T assembly line produced only the Model T. It
was also a “push” process, where Ford set the level of production,
instead of a “pull” process led by consumer demand. This led to
large inventories of unsold automobiles, ultimately resulting in
lots of wasted money.

Agile manufacturingAgile manufacturing is a term applied to an
organization that has created the processes, tools, and training to
enable it to respond quickly to customer needs and market changes
while still controlling costs and quality.

An enabling factor in becoming an agile manufacturer has been
the development of manufacturing support technology that allows the
marketers, the designers and the production personnel to share a
common database of parts and products, to share data on production
capacities and problems particularly where small initial problems
may have larger downstream effects. It is a general proposition of
manufacturing that the cost of correcting quality issues increases
as the problem moves downstream, so that it is cheaper to correct
quality problems at the earliest possible point in the process.

https://en.wikipedia.org/w/index.php?title=Enabling_factor&action=edit&redlink=1https://en.wikipedia.org/wiki/Downstream_%28manufacturing%29https://en.wikipedia.org/wiki/Downstream_%28manufacturing%29

Agile manufacturingAgile manufacturing is seen as the next step
after Lean manufacturing in the evolution of production
methodology.[citation needed] The key difference between the two is
like between a thin and an athletic person, agile being the latter.
One can be neither, one or both. In manufacturing theory, being
both is often referred to as leagile. According to Martin
Christopher, when companies have to decide what to be, they have to
look at the Customer Order Cycle (COC) (the time the customers are
willing to wait) and the leadtime for getting supplies. If the
supplier has a short lead time, lean production is possible. If the
COC is short, agile production is beneficial.

https://en.wikipedia.org/wiki/Lean_manufacturinghttps://en.wikipedia.org/wiki/Wikipedia:Citation_needed

World class manufacturingBecoming a World class manufacturing
(WCM) company serves also now a days as a suitable goal for
manufacturing companies. For some of them, this term could mean
being the best in the world in its particular manufacturing sector,
or for others it could mean to gain a level of performance
that.provides the company with the ability to succeed and survive
into the future.

World class manufacturing deliver on the shortest lead time

always on time

a product with better features than those offered by the
competition

made perfectly,to any design the customer wants

in any volume he wants

be the cheapest in the business

WHAT IS TPM?TPM (Total Productive Maintenance) is a holistic
approach to equipment maintenance that strives to achieve perfect
production:

No BreakdownsNo Small Stops or Slow RunningNo Defects

In addition it values a safe working environment:No
Accidents

TPM emphasizes proactive and preventative maintenance to
maximize the operational efficiency of equipment. It blurs the
distinction between the roles of production and maintenance by
placing a strong emphasis on empowering operators to help maintain
their equipment.The implementation of a TPM program creates a
shared responsibility for equipment that encourages greater
involvement by plant floor workers. In the right environment this
can be very effective in improving productivity (increasing up
time, reducing cycle times, and eliminating defects).

TPMTPM emphasizes proactive and preventative maintenance to
maximize the operational efficiency of equipment. It blurs the
distinction between the roles of production and maintenance by
placing a strong emphasis on empowering operators to help maintain
their equipment.The implementation of a TPM program creates a
shared responsibility for equipment that encourages greater
involvement by plant floor workers. In the right environment this
can be very effective in improving productivity (increasing up
time, reducing cycle times, and eliminating defects).

BENCHMARKINGBenchmarking is a way of discovering what is the
best performance being achieved whether in a particular company, by
a competitor or by an entirely different industry. This information
can then be used to identify gaps in an organizations processes in
order to achieve a competitive advantage. Thus it is important for
Six Sigma practitioners to:

Understand fully the purpose and use of benchmarking.Understand
the difference between benchmarking and competitor research.Gain
insight to ensure that benchmarking is in alignment with the
companys

management objectives.

Three Primary Classifications of Benchmarking1. INTERNAL
BENCHMARKING

2. COMPETITIVE BENCHMARKING

3. STRATEGIC BENCHMARKING

INTERNAL BENCHMARKINGInternal benchmarking is used when a
company already has established and proven best practices and they
simply need to share them. Again, depending on the size of the
company, it may be large enough to represent a broad range of
performance (i.e., cycle time for opening new accounts in branches
coast to coast). Internal benchmarking also may be necessary if
comparable industries are not readily available

COMPETITIVE BENCHMARKINGCompetitive benchmarking is used when a
company wants to evaluate its position within its industry. In
addition, competitive benchmarking is used when a company needs to
identify industry leadership performance targets.

STRATEGIC BENCHMARKINGStrategic benchmarking is used when
identifying and analyzing world-class performance. This form of
benchmarking is used most when a company needs to go outside of its
own industry. Six Sigma often uses Hoshin to ensure that all
employees are knowledgeable about the strategic direction for the
company. Within a companys Hoshin plan, goals are established
relative to benchmarks set by world-class organizations. Often,
these benchmarks are obtained from outside industries.

Business process reengineeringBusiness process reengineering
(BPR) is the analysis and redesign of workflows within and between
enterprises in order to optimize end-to-end processes and automate
non-value-added tasks.The concept of BPR was first introduced in
the late Michael Hammer’s 1990 Harvard Business Review article and
received increased attention a few years later, when Hammer and
James Champy published their best-selling book, Reengineering the
Corporation. The authors promoted the idea that sometimes-radical
redesign and reorganization of an enterprise is necessary to lower
costs and increase quality of service and that information
technology is the key enabler for that radical change.

http://searchcio.techtarget.com/definition/workflowhttp://searchcio.techtarget.com/definition/IT-organization-information-technology-organizationhttp://searchwinit.techtarget.com/definition/enterprise

Business process reengineering

Six sigmaSix Sigma at many organizations simply means a measure
of quality that strives for near perfection. Six Sigma is a
disciplined, data-driven approach and methodology for eliminating
defects (driving toward six standard deviations between the mean
and the nearest specification limit) in any process from
manufacturing to transactional and from product to service.

Six sigmaThe statistical representation of Six Sigma describes
quantitatively how a process is performing. To achieve Six Sigma, a
process must not produce more than 3.4 defects per million
opportunities. A Six Sigma defect is defined as anything outside of
customer specifications. A Six Sigma opportunity is then the total
quantity of chances for a defect. Process sigma can easily be
calculated using a Six Sigma calculator.

https://www.isixsigma.com/new-to-six-sigma/statistical-six-sigma-definition/https://www.isixsigma.com/process-sigma-calculator/

Six sigmaThe fundamental objective of the Six Sigma methodology
is the implementation of a measurement-based strategy that focuses
on process improvement and variation reduction through the
application of Six Sigma improvement projects. This is accomplished
through the use of two Six Sigma sub-methodologies: DMAIC and
DMADV. The Six Sigma DMAIC process (define, measure, analyze,
improve, control) is an improvement system for existing processes
falling below specification and looking for incremental
improvement. The Six Sigma DMADV process (define, measure, analyze,
design, verify) is an improvement system used to develop new
processes or products at Six Sigma quality levels. It can also be
employed if a current process requires more than just incremental
improvement. Both Six Sigma processes are executed by Six Sigma
Green Belts and Six Sigma Black Belts, and are overseen by Six
Sigma Master Black Belts.

https://www.isixsigma.com/implementation/project-selection-tracking/

Six sigma

Six Sigma is a quality program that, when all is said and done,
improves your customers experience, lowers your costs, and

builds better leaders.

– jack welch

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