Quality

Engineering
Lecture 5

Dr Yasir Ahmad
Recap
• Workforce Focus
• Work and Job Design
• Process Focus
• Mistake-proofing Processes
• Gemba
Gemba walks
A management practice to grasp the
situation before taking action
Gemba walks

Where?
What?
Why?
How?
Who?
When?
Where?
• On the gemba: The place where value is
created; where value-creating work is
done:
• Primary:
✓Engineering
✓Operations
✓Customer support
• Support (incidental work):
✓Line management
What?
• A horizontal journey along a value stream (a
value creating process) across departments,
functions, and organizations to facilitate:
✓A transformational leap in performance.
✓Sustainable improvement through PDCA.
✓Coaching the next generation of line managers
and improvement staffs.
Why?
• Organizations are vertical & complex, but value
flows horizontally across organizations to
customers.
• Managers look up toward the top (the CEO) for
direction, but all value is created at the bottom
where the actual work is done.
• A gemba walk helps managers see and
reconcile the horizontal with the vertical.
 How?
• The unit of observation is a value creating
process – a product family value stream.
• A process is simply a sequence of actions that
must be taken correctly in the correct order at
the correct time to create value for some
customer.
• All horizontal processes flow through vertical
processes in a value creating system: Action,
process, system.
How?
• Select a value stream. (Any primary or support
stream will do.)
• Gather everyone touching the value stream and
talk a walk together.
• Ask about:
✓Purpose (solve the customer’s problem)
✓Process (how it actually works)
✓People (how they are engaged in creating,
sustaining & improving the process)
How?
• The objective of a gemba walk is not to draw a
map, or to solve a specific problem, or to Plan or
Do or Check or Act.
• It is to grasp the situation by involving everyone
touching the process to understand purpose,
process, and people.
• Once the situation is understood improvement is
possible and more likely to succeed.
Who? (The hard part)
• Ideally, the CEO and COO with the function heads,
customers, suppliers, and value stream leader!
• More realistically, the value stream leader and
those directly touching the stream.
Who? (The hard part)
But today…
• The CEO and COO usually lack both knowledge
and courage.
• There is no person responsible for the
performance of most value streams – a value
stream leader.
Who?
• How about you?
✓The operations manager for a facility.
✓The product line manager.
✓The head of the improvement team.
✓The purchasing manager looking up stream.
✓The sales manager looking down stream.
When?
• Before commencing a lean transformation in
a value stream.
• Multiple times a year for each value stream to
refresh gemba knowledge and keep the
management team focused on cross-
functional problems.
• Weekly or daily to grasp the changing
situation in real time.
Kaizen

.
What is 'Kaizen’?
Kaizen translated literally means 'Change for Good'.
Kai – to take apart; to change
Zen – ‘good’
Kaizen: to take apart and change for good
It is a planned and controlled change to achieve the
next step in continual improvement
It moves you from the existing current state toward
the defined future state you have established as
your goal.
Key Elements of Kaizen
• Quality
• Effort
• Involvement of all employees
• Willingness to change
• Communication
Benefits of Kaizen
• Empowers employees, enriches the work experience and
brings out the best in every person.
• Promotes personal growth of employees and the
company.
• Improves quality, safety, cost structures, delivery,
environments, throughput and customer service.
• Provides guidance from employees and serves as a
barometer for leadership.
Foundations of Kaizen

The foundation of the KAIZEN method

consists of 5 founding elements
1. Teamwork
2. Personal discipline
3. Improve morale
4. Quality circles
5. Suggestions for improvement
Kaizen 5s framework for good
housekeeping
1. Seiri (Sort) – Sorting Out
2. Seiton (Set) – Systematic
Arrangement
3. Seiso (Shine) – Spic and Span
4. Seiketsu (Standardize) – Standardizing
5. Shitsuke (Sustain) – Self-discipline,
Audit, Follow-up
Principle of 5s

• The 5S are pre-requisites for any improvement

program.
• 5 S Philosophy focuses on effective workplace
organization, simplifies work environment, reduces
waste while improving quality and safety.
• Efficient work and quality require clean environment,
safety and discipline. 5S are simple and effective
rules for tidiness.
What are these 5s?
• Seiri
• Sorting, keep the necessary in work area, dispose or
place in a distant storge items that are not in use and
throw away unneeded items.
• Seiton
• Systematic arrangement for the most efficient and
effective retrieval.
“ A place for everything and everything on its place”
• Seiso
• Cleaning. After the thorough cleaning during the 5S
implementation. A daily follow-up cleaning is necessary
in order to sustain this.
What are these 5s?

• Seiketsu
• Standardizing. Having successfully implemented the
first three S. An easy-to-follow standard must be made
to support this improvement.
• Shitsuke
• To keep these 4 S alive. It is necessary to educate
employees in maintaining these standards.
Constantly eliminating “muda”
which means waste
• The word “MUDA” carries a deeper connotation. Any non-
value adding activities are considered “MUDA”.
• “MUDA” results in direct loss of money or at least failure to
increase efficiency and achieve customer satisfaction.
• Turning loss into profit by “MUDA” elimination is one of the
easiest ways for a company to improve its operations.
• To eliminate waste, it is important to understand exactly
what waste is and where it exists.
The eight wastes (muda)
1. Overproduction
• Produce items that are not yet needed.
2. Waiting
• Wrong set-up or equipment breakdown. Failure to synchronize system.
3. Transporting
• Poor timing. Excessive movement and handling which can damage and chance
for quality to deteriorate.
4. Inappropriate Processing
• Process which leads ro inefficiency and/or unnecessary tasks.
5. Unnecessary Inventory
• Work In Progress is a direct result of overproduction and waiting. Purchased of
items not immediately needed.
6. Unnecessary/Excess Motion
• This waste is related to ergonomics. Unnecessary movement and energy used to
perform tasks.
7. Defects
• Defective products which require repair or scraping.
8. Underutilization of Employees
• It is only by capitalizing on employee’s creativity that organizations can
eliminate the other seven wastes and continuously improve their performance.
The eight wastes (muda)

TIMWOODS
Go to “gemba”, observe, recognize
“muda” and take steps to eliminate it
Kaizen Activities can be Conducted in
Several Ways

➢ First and most common is to change employee’s

operations to make his/her job more productive, less
tiring, more efficient or safer.

➢ Second way is to improve equipment, like installing fool-

proof devices (POKA-YOKE) and/or changing the machine
lay-out.

➢ Third is to improve procedures.

Kaizen Process

• The employee identifies a problem, waste, or an

opportunity for improvement and writes it down.
• The employee develops an improvement idea and discuss
it with his or her manager.
• The manager reviews the idea within 24 hours and
encourages immediate action.
• The employee implements the idea. If a larger
improvement idea is approved, the employee should take
leadership to implement the idea.
• The idea is written up on a simple form in less than three
minutes.
• Manager posts the form to share with and stimulate others
and recognizes the accomplishment.
Important to Remember
• When defining “KAIZEN” action plan, go to “GEMBA” first.
Get a sense of reality at gemba and talk with gemba
people.
• “You can’t do “KAIZEN” just once or twice and expect
immediate results. You have to be in it for the long haul.”
• The only companies that will survive into the next
millennium will be the ones that have the flexibility to
produce according to fluctuating demand.
• The competition for quality and cost is intensifying. Thus,
improving quality while reducing costs is the only option
for survival.
 Kaizen and Productivity

Every Kaizen should have a positive Productivity impact:

Doing more; Using less.

When a Kaizen is finished, you should be able to point to
something real and say:
• This is what I am doing today that I couldn't do yesterday
(doing more).
• Alternatively, you should be able to identify a resource that
you don't use today but that you thought you needed
yesterday (using less).
The kaizen philosophy is just one of the
many management concepts for total
quality control (TQC)

KAIZEN sounds like a war call and concentrates in

this single word the dynamism of ongoing
improvement. Global competition requires innovation,
cost control, quality improvement and fast delivery.
Statistical Methods in Quality
Management
Quality and Statistics

• The importance of statistical concepts in

quality management cannot be
overemphasized.
• Statistics is essential in implementing a
continuous improvement philosophy
• The mass production of products that the
reproducibility of the size or shape of a
product became a quality issue.

34
Statistical Quality Control
(SQC)
• Statistical quality control (SQC) is the
use of modern statistical methods
towards the end of assessing and
improving a process.

• The father of SQC is Walter A. Shewhart.

The most widely used tool in quality
control is named after him: the
Shewhart chart.
Statistical Quality Control
(SQC)
Descriptive statistics
are used to describe quality characteristics
and relationships. Included are statistics
such as the mean, standard deviation, the
range, and a measure of the distribution
of data
Statistical Quality Control
(SQC)
Statistical Process Control (SPC)
involves inspecting a random sample of
the output from a process and deciding
whether the process is producing products
with characteristics that fall within a
predetermined range. SPC answers the
question of whether the process is
functioning properly or not.
Process Variability
• The concept of process variability forms the
heart of Statistical Process Control (SPC).
• With SPC, the process is monitored through
sampling.
• Considering the results of the sample,
adjustments are made to the process.
Process Variability
• For example, if a basketball player shot free
throws in practice, and the player shot 100
free throws every day, the player would not
get exactly the same number of baskets
each day. Some days the player would get
84 of 100, some days 67 of 100, and so on.
• All processes have this kind of variation or
variability.
Statistical Process Control
(SPC)
• SPC is a methodology for charting the
process and quickly determining when a
process is “out of control”.
• (e.g., a special cause variation is present
because something unusual is occurring in the
process).
• The process is then investigated to
determine the root cause of the "out of
control" condition.
• When the root cause of the problem is
determined, a strategy is identified to
correct it.
Statistical Quality Control
(SQC)
Acceptance sampling
is the process of randomly inspecting a
sample of goods and deciding whether to
accept the entire lot based on the results.
Acceptance sampling determines whether
a batch of goods should be accepted or
rejected.
Walter A. Shewhart
• Developed concepts in quality control
based on his work at Bell Laboratories in
the 1920’s.
• Basic idea: NO TWO THINGS ARE
ALIKE.
• Two items could be different solely
because of “chance causes.”
• But also, two items could be different
because of “assignable causes.”
Variability

• Random • Non-Random
• common causes • special causes
• inherent in a • due to
process identifiable
• can be factors
eliminated only • can be modified
through through
improvements in operator or
the system management
action
 Sources of Variation
Inputs Processes Outputs

Materials Operators Measurement/

instruments
Tools Machines Human inspection
performance
Methods

Environment

Complex interaction cannot be easily understood!

Variation
Operational Problems of Variation

• Increases unpredictability
• Reduces capacity utilization
• Contributes to bullwhip effect
• Makes it difficult to find root cause
• Makes it difficult to detect potential
problems
Applying SPC to Manufacturing
• Machining
• Grinding
• Milling
• …..
• …..
• …..
 Applying SPC to Service
• Nature of defect is different in services
• Service defect is a failure to meet
customer requirements
• Monitor times, customer satisfaction
The Basics
• Don’t inspect the product, inspect the
process.

• You can’t inspect it in, you’ve got to

build it in.

• If you can’t measure it, you can’t

manage it.
“The statistical approach focuses on
problem-solving by providing a rational
rather than emotional basis for decision-
making. It provides the basis for on
going improvement.”

Dr. W.E. Deming

Statistical Thinking
Statistics thinking is a philosophy of
learning and practicing following principles:

• All work occurs in a system of

interconnected processes.
• Variation exists in all the processes.
• Understanding and reducing variation are
key to successes.
 Accuracy and Precision

• “Precision” is the closeness of repeated

measurements to each other.
• Accuracy is the closeness of measurements
to the true value.
• Quality Control monitors both precision
and the accuracy in order to provide
reliable results.
Imprecise and Inaccurate
Precise and Inaccurate
Precise and Accurate
Accuracy vs. Precision
Merci