SurajMech - APQP, FMEA, SPC, MSA, PPAP, ISO 9000, IATF16949

Why minimum requirement of automotive company is ISO 9001:2015?

2024-06-24T22:24:00.003+05:30

ISO 9001:2015 is an international standard that sets out the criteria for a quality management system (QMS). Automotive companies, like many other industries, may have a minimum requirement for ISO 9001:2015 certification for several reasons:

1. Quality Assurance

- ISO 9001:2015 provides a framework for implementing a robust quality management system. For automotive companies, ensuring the quality of products and processes is critical to meet customer expectations and regulatory requirements.

2. Customer Satisfaction

- The standard places a strong emphasis on customer satisfaction. Automotive companies aim to deliver products that meet or exceed customer expectations. ISO 9001 helps in establishing processes that focus on customer needs and improving customer satisfaction.

3. Process Efficiency

- ISO 9001:2015 encourages the adoption of efficient and effective processes. In the automotive industry, where precision and efficiency are crucial, having well-defined and streamlined processes helps in optimizing operations and minimizing waste.

4. Risk Management

- ISO 9001:2015 introduces a risk-based thinking approach. Automotive companies deal with various risks, including supply chain disruptions, changes in regulations, and quality issues. ISO 9001 assists in identifying and managing these risks to ensure continuity and resilience.

5. Global Recognition

- ISO 9001 is an internationally recognized standard. For automotive companies engaged in global trade and supply chains, having ISO 9001 certification can serve as a passport to entering new markets and building trust with international partners.

6. Supplier Relationships

- Many automotive companies work with a network of suppliers. ISO 9001 certification is often a requirement for suppliers, ensuring that they meet certain quality standards. This helps in establishing and maintaining strong and reliable supplier relationships.

7. Legal and Regulatory Compliance

- ISO 9001:2015 emphasizes compliance with legal and regulatory requirements. In the automotive sector, compliance with safety and environmental regulations is paramount. ISO 9001 certification helps companies demonstrate their commitment to compliance.

8. Continuous Improvement

- The standard promotes a culture of continuous improvement. Automotive companies strive to enhance their processes, products, and services over time. ISO 9001 provides a systematic approach to continuous improvement, fostering innovation and adaptation to changing market conditions.

ISO 9001:2015 certification is a mark of quality and process excellence. For automotive companies, adhering to this standard is not only a requirement for certain contracts and partnerships but also a strategic decision to ensure they operate at the highest quality standards in a competitive industry.

Lean Manufacturing Quiz

2024-02-15T21:11:00.001+05:30

- This quiz typically includes questions related to concepts such as waste reduction, continuous improvement, value stream mapping, and other key elements of lean methodology. Participants are expected to demonstrate their familiarity with tools like 5S, Kanban, and JIT (Just-in-Time), as well as their understanding of how these principles contribute to increased efficiency, improved quality, and overall operational excellence within a manufacturing environment.

- The quiz may be used for educational purposes, employee training, or as a self-assessment tool to gauge proficiency in lean manufacturing concepts.

Loading…

What is Cp, Cpk, Pp and Ppk?

2023-11-30T22:10:00.000+05:30

- Cp, Cpk, Pp and Ppk are important tools for measuring process capability.

- They can be used to identify processes that need improvement, to monitor the performance of processes over time, and to compare the performance of different processes.

- By using these tools, you can help to ensure that your processes are capable of producing outputs that meet your customer's requirements.

- They are all calculated using the same formula, but they differ in how they account for the centering of the process.

What is Cp, Cpk, Pp and Ppk?

Let's see the one by one process and it's importance

Cp (Process Capability Index)

- Cp is a statistical measure that assesses the capability of a process to consistently produce products within specified tolerances.

- It evaluates the spread of data relative to the specification limits.

- Cp is calculated by dividing the tolerance width by six times the process standard deviation. In the Cp relationships, the standard deviation (σ) variable is to be "short term." Short term variability means average within the subgroup variability.

Importance of Cp

- Provides a numerical value to quantify process capability.

- Helps to identify if a process is capable of meeting customer requirements.

- Allows for easy comparison of different processes.

- Enables process improvement initiatives by identifying areas of improvement

Pp (Process Performance Index)

- Pp measures the potential capability of a process to meet specifications, but it does not account for process centering.

- Pp is calculated by dividing the tolerance width by six times the sample standard deviation.

- In the Pp relationships, the standard deviation (σ) variable is to be "long term." Total variability can be estimated from the entire data set.

Importance of Pp

- Provides a baseline assessment of process performance.

- Offers insights into the potential capability of the process without considering centering.

- Helps identify the potential variation range of the process.

A capable process

- The basic idea behind a capable process is very simple. You want your manufacturing process to be centered close to the nominal target value as designed and agreed upon by your customer

- If these conditions are met, you produce products that are (almost) perfect and have no waste as there is no single product off-spec.

Cpk (Process Capability Index with Centering)

- Cpk is an enhanced version of Cp that takes into account the process centering or alignment with the target value.

- It considers both the spread of data and the deviation from the target value.

- Cpk is calculated by taking the minimum of either the upper or lower Cpk value.

- In the Cpk relationships, the standard deviation (σ) variable is to be "short term." Short term variability means average within the subgroup variability.

Importance of Cpk

- Provides a more comprehensive evaluation of process capability by considering both spread and centering.

- Reflects how well the process is centered on the target value.

- Helps identify potential issues with process centering that could lead to increased variation or out-of-specification products.

Ppk (Process Performance Index with Centering)

- Ppk is similar to Cpk but focuses on process performance rather than capability.

- It considers both the spread of data and the deviation from the target value, like Cpk.

- Ppk is calculated by taking the minimum of either the upper or lower Ppk value.

- In the Ppk relationships, the standard deviation (σ) variable is to be "long term." Total variability can be estimated from the entire data set.

Importance of Ppk

- Reflects how well the process is performing in terms of both spread and centering.

- Provides a comprehensive view of process performance.

- Enables identification of potential issues affecting both variation and centering.

Centering and Spread

- Customers demand products that conform to their requirements.

- We want our processes to be as stable as possible, in order for our operation to be profitable.

- Let's visualize the meaning of the centering and spread so that its relevance gets crystal clear.

- A low spread alone is not enough as we see in the 3rd image of the diagram below. Although our process is very stable, we have many, many off-specs. This process will have a great Cp, but a dramatic Cpk.

- With a high spread, we produce garbage all the time. Regardless of our centering, we end up with lots of variation in our product quality and quite a number of off-specs as well. This process will have a similar Cp and Cpk, although quite low in absolute numbers.

- The best process is the 1st diagram, where we have a high centering and low spread. This is the holy grail we're all looking for! This process will have both a high Cp and Cpk.

Overall, Cp, Cpk, Pp, and Ppk are important statistical measures in quality management and process improvement. They help organizations assess and quantify the capability and performance of their processes. By understanding these indices and their advantages, businesses can identify areas for improvement, reduce variability, enhance customer satisfaction, and make data-driven decisions to achieve higher quality standards.

8 Wastes in Lean Manufacturing

2023-08-29T21:12:00.001+05:30

- In lean manufacturing, there are eight wastes, also known as "Muda," that can hinder efficiency and productivity within a process or organization.

- These wastes were originally identified by Toyota as part of the Toyota Production System (TPS).

- Here are the 8 wastes in lean manufacturing and explanations on how they occur and strategies to eliminate them:

1. Over production

- Overproduction refers to producing more than what is required by the customer or producing ahead of demand.

- This waste ties up resources, inventory, and space.

- Examples include excessive batch sizes, producing items in advance, or making products without confirmed orders.

Elimination strategy

- Implement a pull-based production system where products are manufactured based on customer demand.

- This approach minimizes inventory and ensures resources are used efficiently.

2. Waiting

- Waiting waste occurs when a product, information, or resource is not actively being processed, leading to idle time.

- This can be caused by inefficient processes, machine breakdowns, or waiting for approvals or inputs from others.

Elimination strategy

- Analyze the workflow and identify bottlenecks to streamline processes.

- Optimize machine maintenance schedules, improve communication channels, and establish standardized work procedures to minimize waiting times.

3. Transportation

- Transportation waste refers to unnecessary movement of materials or products between locations.

- Excessive material handling can lead to increased costs, potential damage, and longer lead times.

Elimination strategy

- Design layouts and workflows that minimize the distance and frequency of material movements.

- Group workstations strategically to reduce transportation requirements, implement just-in-time delivery systems, and optimize routes for material flow.

4. Inventory

- Inventory waste includes excess raw materials, work-in-progress (WIP), or finished goods that are not required immediately.

- Maintaining high inventory levels ties up capital, consumes space, and increases the risk of obsolescence or damage.

Elimination strategy

- Implement just-in-time production systems to synchronize production with customer demand.

- Use visual management techniques such as Kanban systems to regulate material flow and reduce inventory levels while ensuring a smooth workflow.

5. Motion

- Motion waste refers to unnecessary movement or motion of people within a process.

- Excessive walking, reaching, or searching for tools and equipment can lead to fatigue, errors, and inefficiency.

Elimination strategy

- Organize workstations ergonomically, keeping tools and materials within easy reach.

- Implement 5S practices (Sort, Set in Order, Shine, Standardize, Sustain) to maintain a clean and organized workplace that minimizes wasted motion.

6. Over processing / Extra processing

- Over processing waste occurs when more work is done than what is necessary to meet customer requirements.

- This can include redundant process steps, excessive inspections, or using higher-grade materials than needed.

Elimination strategy

- Analyze processes to identify unnecessary or redundant steps and eliminate them.

- Focus on value-added activities and ensure that process steps are aligned with customer expectations. Streamline quality control measures to avoid excessive inspections.

7. Defects

- Defects waste includes any errors or defects in products or processes that require rework, repair, or scrap.

- Defective products result in additional costs, customer dissatisfaction, and wastage of resources.

Elimination strategy

- Implement robust quality control measures throughout the production process.

- Train employees on quality standards and problem-solving techniques.

- Implement error-proofing (poka-yoke) mechanisms and foster a culture of continuous improvement to reduce defects.

8. Skills / Non utilized talent

- Underutilized skills waste occurs when the knowledge, skills, and ideas of employees are not effectively utilized or valued.

- This waste leads to reduced engagement, missed opportunities for improvement, and limits organizational growth.

Elimination strategy

- To train the employees.

- Arrange multiple programs like Kaizen, Best Employee etc. to motivate the employee

How to Identify Wastes?

- The first step to eliminating waste is to identify it.

- This can be done by using a variety of tools, such as value stream mapping, time studies, and root cause analysis.

- Value stream mapping is a visual tool that helps to identify the steps in a process and the value that each step adds.

- Time studies can be used to measure the amount of time spent on each step in a process.

- Root cause analysis can be used to identify the underlying causes of waste

How to Eliminate Waste

- Once waste has been identified, it can be eliminated by taking a number of steps, such as:

- Redesigning the process: This may involve changing the sequence of steps, eliminating unnecessary steps, or combining steps.

- Using better tools and equipment: This can help to reduce the amount of time and effort required to complete tasks.

- Training employees: Employees need to be trained on how to identify and eliminate waste.

- Changing the culture: A culture that values efficiency and waste reduction will be more likely to succeed in eliminating waste.

Benefits of Eliminating Waste

- Eliminating waste can lead to a number of benefits for businesses, including: Increased efficiency: Businesses can produce more products or services with the same amount of resources.

- Reduced costs: Businesses can save money on materials, labor, and overhead.

- Improved productivity: Businesses can get more work done in less time.

- Better customer satisfaction: Customers are more likely to be satisfied with products or services that are free of defects and delivered on time.

How to remember 8 Wastes?

1. DOWNTIME

D- Defect

O- Over Production

W- Waiting

N- Non Utilized Talent

T- Transportation

I= Inventory

M- Motion

E- Extra Processing

2. TIMWOODS

T- Transportation

I- Inventory

M- Motion

W- Waiting

O- Over Production

O- Over Processing

D- Defect

S- Skills

FMEA / Failure Mode and Effect Analysis / Types of FMEA

2023-07-04T21:26:00.005+05:30

Introduction of FMEA

- Failure Mode and Effect Analysis (FMEA), also known as “Potential Failure Modes and Effects Analysis” as well as “Failure Modes, Effects and Criticality Analysis (FMECA)” is a systematic method for identifying possible failures that pose the greatest overall risk for a process, product, or service which could include failures in design, manufacturing or assembly lines.

- The purpose of FMEA is an early estimation & elimination of failure mode involved in the product system, design, and manufacturing process. FMEA helps to deliver a quality product to customers on time.

- FMEA follows the principle of preventing failure instead of a after treating failure recognition and –correction (failure handling) through in time identification of potential failure causes at the development phase.

A process analysis tool, it depends on identifying:

- Failure mode: One of the ways in which a product can fail; one of its possible deficiencies or defects

- Effect of failure: The consequences of a particular mode of failure

- Cause of failure: One of the possible causes of an observed mode of failure

- Analysis of the failure mode: Its frequency, severity, and chance of detection

History of FMEA

- The first widely known use of FMEAs was by the US Military at the end of the 1940s. The military developed the technique to reduce sources of variation and corresponding potential failures in the production of munitions – and it proved a highly effective tool.

- Once it was recognized that project risk was reduced by the military’s use of FMEAs, NASA adopted the methodology as a crucial project planning technique as well. FMEAs proved to be vital to the success of the Apollo (and subsequent) NASA missions. FMEAs are widely used by the civil aviation industry to assess aircraft safety.

- The automotive industry was an early adoptee of FMEAs as well. The Ford Motor Company led the way as an internal response to their safety and public relations issues with the Ford Pinto model in the mid-1970s. Other automotive manufacturers in the US, Europe and UK soon followed Ford’s lead.

- AIAG was formed in 1982 to get fierce (US) auto industry competitors to collaborate and agree on standardized use of quality improvement tools and practices such as FMEAs, SPC (statistical process control), MSA (measurement system analysis) and related practices.

When to perform FMEA

There are several times at which it makes sense to perform a Failure Mode and Effects Analysis:

- A product is having its design updated or is getting a new design (includes new products altogether)

- A service is being transformed with additional, new, modified ways

- A process or a supply chain is being altered, changed and modified

- You are developing new or updated control plans.

- You are creating improvement goals.

- You are analyzing failures of existing processes, products or services.

- There are periodic checks during the life of a product, service or process.

Why FMEA

FMEA is one of many tools used to discover failure at its earliest possible point in product or process design. Early estimation and controlling of potential failure in design/process helps to

- to avoid product recall.

- to avoid customer dissatisfaction

- to avoid loss of market share

- to avoid loss of reputation

- to avoid legal action

- to mitigate risk (risk management)

Advantages of FMEA

- On-time delivery of the Quality product to a customer.

- Higher accuracy in designing & manufacturing of products.

- Better control of verification and validation of design.

- Better co-ordination between design, manufacturing engineering, supplier, quality team.

- Less rework in the design phase.

- No/very low risk of product failure in the market.

- Less rework and repair in the pre-production phase.

- Better customer satisfaction & better market reputation.

Types of FMEA

System FMEA - This type of FMEA mainly conducted to detect potential failure modes within the system due to the interaction of different components. This FMEA is commonly known as S-FMEA.

Eg. S-FMEA of a new car’s drive system to cross-check torque & speed rating

Design FMEA - Design FMEA (DFMEA) is a methodology used to analyze risks associated with a new, updated or modified product design and explores the possibility of product/design malfunctions, reduced product life, and safety and regulatory concerns/effects on the customer derived from: Material Properties, Geometry, Tolerances and Interfaces with other components and/or systems

Service FMEA - A service FMEA is a structured procedure for identifying and preventing service-related product failures, i.e., failures due to improper installation, operation, maintenance, or repair.

Software FMEA - Software FMEA is a type of Design FMEA that analyzes the software elements, focusing on potential software-related deficiencies, with emphasis on improving the software design and ensuring product operation is safe and reliable during useful life.

Process FMEA - Process FMEA (PFMEA) discovers failure that impacts product quality, reduced reliability of the process, customer dissatisfaction, and safety or environmental hazards derived from: Human Factors, Methods followed while processing, Materials used, Machines utilized, Measurement systems impact on acceptance, Environment Factors on process performance.

When should FMEA need to update?

- On-going engineering changes in the product

- Increased customer complaints

- Change in the manufacturing process

- Changes in the raw material, specification

- Localization of existing products in the new market and at a new manufacturing site.

- Changes in the product to meet statutory and regulatory requirements in the country of sale.

- Change in the manufacturing location

- Product recall

- To meet improved Quality goals / KPI.

- Migration from manual work to automation or vice versa.

Is FMEA is living document?

- Yes, FMEA is a live document.

- Whether it’s system, design, or process FMEA, FMEA will remain as a live document until the production & end of the life of the product.

- Once the product is phased out, FMEA documents are still retained as reference & legal documents.

10 Skills Those Entering the Manufacturing Industry Need

2023-05-27T12:09:00.001+05:30

The manufacturing industry plays a vital role in the global economy, and as technology advances, the demand for skilled workers in this sector continues to grow. While technical Knowledge and expertise are crucial for manufacturing success, for example, in hire laravel developer for your project, their technical skills will help you accomplish the task. So, Knowledge of skilled workers must aspiring professionals should possess several essential skills. This article will explore ten skills individuals entering the manufacturing industry need to thrive.

1. Strong Problem-Solving Abilities

Manufacturing environments often present complex challenges that require quick thinking and effective problem-solving skills. Employees must be adept at analyzing situations, identifying root causes, and implementing appropriate solutions. Problem-solving skills enable individuals to troubleshoot issues efficiently, reduce downtime, and improve overall productivity.

- Problem-solving skills are crucial in manufacturing environments.

- They help employees analyze complex challenges and identify root causes.

- Effective problem-solving leads to efficient troubleshooting and reduced downtime.

- It improves overall productivity in manufacturing operations.

- Problem-solving skills contribute to continuous improvement and adaptability.

- Employees with these skills make informed decisions and collaborate effectively.

- Training and development programs enhance problem-solving abilities in the workforce.

2. Attention to Detail

Attention to detail is a critical skill in manufacturing, as even minor errors can have significant consequences. Whether it's in quality control, assembly, or equipment maintenance, precision is crucial. Employees who possess keen attention to detail ensure that products meet specifications, reduce defects, and contribute to a culture of excellence in manufacturing processes.

- Attention to detail is crucial in manufacturing.

- It ensures accuracy and prevents errors with significant consequences.

- Quality control relies on attention to detail for meeting specifications and reducing defects.

- Precise assembly is vital to avoid product malfunction and safety risks.

- Equipment maintenance requires attention to detail to identify issues and optimize performance.

- Attention to detail improves productivity and efficiency by minimizing rework and waste.

- It fosters a culture of excellence, emphasizing accuracy and pride in workmanship.

- It contributes to continuous improvement efforts in manufacturing processes.

- Customer satisfaction relies on meticulous attention to detail in meeting expectations.

- Attention to detail ensures safety compliance and reduces risks in the manufacturing environment.

- Training programs can enhance employees' attention to detail skills.

3. Communication Skills

Effective communication is essential in any industry, and manufacturing is no exception. Clear and concise communication between team members, supervisors, and other departments is vital for maintaining workflow, coordinating tasks, and addressing challenges. Strong communication skills foster collaboration, efficiency, and a positive work environment.

- Effective communication is vital in manufacturing and all industries.

- It maintains workflow and coordination between team members.

- Communication facilitates task coordination and updates across departments.

- Clear communication helps address challenges and resolve issues promptly.

- Strong communication skills foster collaboration and effective problem-solving.

- It improves efficiency, productivity, and overall work performance.

- Good communication creates a positive work environment based on trust and respect.

- Safety protocols and risk-related information are effectively conveyed through communication.

- Customer satisfaction is enhanced through clear communication and addressing concerns.

- Communication enables adaptability to changes in production requirements or technology.

- It supports continuous improvement efforts by sharing insights and ideas.

4. Technical Competence

While this article focuses on non-technical skills, it's important to highlight that technical competence is a fundamental requirement in the manufacturing industry. Proficiency in operating machinery, understanding production processes, and using relevant software and tools are critical for success. Individuals entering the manufacturing field should acquire the necessary technical training and knowledge specific to their roles.

- Technical competence is fundamental in manufacturing.

- Proficiency in machinery operation and production processes is critical.

- Relevant software and tool knowledge is necessary for success.

- Acquiring role-specific technical training is essential.

- Technical competence complements non-technical skills in manufacturing.

5. Adaptability and Flexibility

The manufacturing industry is dynamic and subject to constant changes. Employees must possess adaptability and flexibility to adjust to new technologies, production methods, and market demands. Adaptable individuals are open to learning and embracing change, enabling them to stay ahead of the curve and contribute to the success of their organizations.

- The manufacturing industry is dynamic and constantly evolving.

- Adaptability and flexibility are crucial traits for employees in manufacturing.

- Employees need to adjust to new technologies, production methods, and market demands.

- Adaptable individuals are open to learning and embracing change.

- They stay ahead of the curve and contribute to the success of their organizations.

6. Time Management Skills

In a fast-paced manufacturing environment, time management is crucial. Employees must prioritize tasks, meet deadlines, and optimize workflow efficiency. Effective time management ensures that production processes are streamlined, reducing wastage and maximizing output. Individuals who can manage their time effectively contribute to overall productivity and organizational success.

- Time management is crucial in fast-paced manufacturing.

- Prioritizing tasks and meeting deadlines is essential.

- Effective time management streamlines production and reduces waste.

- It contributes to overall productivity and organizational success.

7. Teamwork and Collaboration

Manufacturing operations often involve teams working together towards a common goal. The ability to collaborate with colleagues, share ideas, and work collectively is essential. Strong teamwork skills foster a supportive work environment, enhance problem-solving capabilities, and improve overall efficiency. Individuals who value teamwork contribute to a harmonious and productive workplace.

- Manufacturing operations require teamwork and collaboration.

- Working together towards a common goal is crucial.

- Strong teamwork skills foster a supportive work environment.

- Collaboration enhances problem-solving capabilities.

- Teamwork improves overall efficiency in manufacturing.

- Valuing teamwork contributes to a harmonious workplace.

- Individuals who collaborate well enhance productivity in manufacturing.

8. Continuous Learning Mindset

The manufacturing industry evolves rapidly due to technological advancements and changing market trends. Aspiring professionals need to cultivate a mindset of continuous learning to stay relevant and adapt to new practices. Seeking opportunities for upskilling, attending training programs, and staying updated on industry developments will ensure long-term success in the manufacturing sector.

- The manufacturing industry evolves rapidly with technology and market trends.

- Continuous learning is essential for professionals in the manufacturing field.

- Cultivating a mindset of continuous learning is crucial for staying relevant.

- Seeking opportunities for upskilling and attending training programs is important.

- Staying updated on industry developments ensures long-term success.

- Adaptability and learning new practices are key in the manufacturing sector.

9. Quality Focus

Manufacturing organizations prioritize quality to deliver products that meet or exceed customer expectations. Employees entering this industry should have a strong focus on quality and take pride in their workmanship. Attention to detail, adherence to standards, and commitment to continuous improvement are crucial for maintaining high-quality standards throughout the production process.

- Quality is a top priority for manufacturing organizations.

- Employees should have a strong focus on quality and take pride in their workmanship.

- Attention to detail is essential for maintaining high-quality standards.

- Adherence to standards ensures consistency and customer satisfaction.

- Commitment to continuous improvement drives ongoing quality enhancements.

- Quality is upheld throughout the entire production process in manufacturing.

10. Safety Awareness

Safety is paramount in manufacturing environments, where potential hazards exist. Individuals must have a keen awareness of safety protocols, follow procedures diligently, and proactively identify and mitigate risks. Prioritizing safety ensures a secure work environment, reduces accidents, and safeguards the well-being of all employees.

- Safety is paramount in manufacturing environments.

- Keen awareness of safety protocols is essential.

- Following procedures diligently is crucial for maintaining safety.

- Proactively identifying and mitigating risks is necessary.

- Prioritizing safety creates a secure work environment.

- It reduces accidents and promotes employee well-being.

- Safety is a shared responsibility in manufacturing.

SIPOC Diagram / Supplier Input Process Output Customer

2023-01-01T21:39:00.002+05:30

- A SIPOC (suppliers, inputs, process, outputs, customers) diagram is a visual tool for documenting a business process from beginning to end prior to implementation. SIPOC (pronounced sigh-pock) diagrams are also referred to as high level process maps because they do not contain much detail.

What is the History of SIPOC Diagram?

- The SIPOC diagram origins late 1980s as a part of the total quality management (TQM) approach and the Six Sigma model to continuous process improvement.

- The technique is used during the DMAIC improvement cycle’s definition phase where project goals, challenges, scope, and time frames are clearly defined. SIPOC plays a complementary role in lean manufacturing and business process improvement programs.

SIPOC Elements

The focus is on capturing the set of inputs or outputs rather than the individual steps of the process.

1. Suppliers: Providers of inputs into a process.

2. Inputs: Resources, such as materials, needed to complete the process.

3. Process: Steps that convert inputs to outputs.

4. Outputs: Product or service created from the process.

5. Customers: Recipients of outputs.

Why Are SIPOC Diagram Important?

- SIPOC diagrams are an established quality-management technique utilized in Six Sigma project management as well as other process improvement models.

- The diagram is ideal to identify the causes of process variation. It can be used to measure and control these variations to arrive at a more stable and predictable process.

- SIPOC diagrams are excellent for analyzing and improving business processes. Thanks to their easy-to-use nature and application of less specific language, they are easy to understand and can be applied to any business context.

- They are equally useful for onboarding new team members, filling in newly added members to a project and stakeholders alike.

- SIPOC diagrams allow to define the specifications of the process inputs and determine who is expected to supply the said inputs so there are no misunderstandings.

- It also helps to identify the customers in the process along with their specific requirements.

How to create a SIPOC diagram

SIPOC diagrams are tables that document the inputs and outputs of a process. They can be created by following seven steps:

1. Choose a process: The first step is to choose a business process that would benefit from charting in a SIPOC diagram. A team can then be assembled around the key players of that process.

2. Define the process: The diagram starts with the “P” section, which is usually an overview of the business process in 4-5 high level steps that each consist of an action and a subject. This could include the starting and ending points for the process or a simple flowchart.

3. Identify the outputs: This section includes 3-4 outputs with little supporting information, typically neutral in tone and using nouns only. Inputs and outputs can be anything ranging from materials, products, services or information.

4. Identify the customers: These are the individuals that will receive the outputs or will benefit from the process. Customers are not always external consumers and could be coworkers, board members or other internal stakeholders.

5. Identify the inputs: This section includes the resources that are necessary for the process to function properly. Similar to outputs, only the important, overarching inputs should be listed.

6. Identify the suppliers: This section lists the suppliers associated with each of the inputs of the process. A supplier is anyone that has a direct impact on the outputs.

7. Share the diagram: Once the diagram is complete, it should be shared with any relevant stakeholders and validated before moving along with the process

Example of SIPOC

- Check the below example ice cream parlor.

When to use a SIPOC diagram

- Creating a SIPOC diagram can be beneficial in a variety of applications, the most popular being for continuous improvement.

- Since a finished SIPOC diagram provides a high level map of a process, it can be used for identifying problem areas, conducting process analysis and explaining business operations to an audience.

- Additionally, a SIPOC diagram can be helpful when parts of a process are unclear. It forces team members to identify and centralized information such as supplier contacts, project specifications and target customers.

Benefits of a SIPOC diagram

A few benefits of using a SIPOC diagram are:

- Increases transparency across an organization.

- Provides an overview of a project for stakeholders.

- Can be used as a training tool for newer employees.

- Helps with problem-solving initiatives.

- Creates a template that can be reused for various processes and projects.

- Ensures all team members are on the same page.

How Does SIPOC Help in a Six Sigma Project?

- Being one of the most widely applied sets of tools and techniques for process improvement, Six Sigma utilizes the SIPOC diagram during the definition phase of Six Sigma project management.

- The Six Sigma approach achieves improvement by identifying and removing the root causes of defects and minimizing variability in the process. This is where the two models intersect and complement one another.

- SIPOC diagrams are visual representations of business process mapping. They provide a clear and concise overview of the inputs and outputs of a process, defining the suppliers and customers. By visualizing on a diagram the root causes of variation in a business process, the SIPOC tool supports the key objective of Six Sigma – identifying and reducing variation.

- By mapping a process on a SIPOC diagram, you will gain a better understanding of how each item would impact the process benefits (outputs).

- By helping to identify the root causes of process variation, SIPOC diagrams can be beneficial to measure and control variations. Breaking down the sources of variation for each SIPOC category unlocks key insights into process impediments and improvement opportunities.

- As a result, due to reducing process variations, you will ultimately decrease the outputs’ variation and make your process more stable and predictable – one of the key Six Sigma assertions.

Quality of Design / Quality of Conformance / Quality of Market & Sales

2022-12-05T20:49:00.001+05:30

INTRODUCTION

- William Edwards Deming was an American statistician, professor, author, lecturer and consultant. He taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets) through various methods, including the application of statistical methods.

- Quality is a perceptual, conditional and somewhat subjective attribute and may be understood differently by different people. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace.

- Producers might measure the conformance quality, or degree to which the product/service was produced correctly. In Deming's view, the consumer is by necessity the most important part of the production system: without a consumer, there is no reason to produce.

- The question then becomes one of what the consumer needs (or what the consumer thinks he needs or wants). The consumer is not, as Deming points out, always the one who pays the final bill: one or more middlemen may exist between the producer and the person actually paying for the product or service.

- The consumer is simply the end user of whatever product or service is being supplied. Deming cites one important example of where this distinction is frequently lost in an anecdote regarding the review of elementary school readers produced by a publishing house.

According to Deming Quality can be broadly classified into;

1. Quality of Conformance,

2. Quality of Design and

3.Quality of market and sales.

QUALITY OF DESIGN

- It is the level of effectiveness of the design function in determining a product's operational requirement (and their incorporation into design) that can be converted into a finished product in a production process.

- Quality of Design is extremely important, and it is said that design is only 5% of the product cost, but has a 70% influence on quality, manufacturability, serviceability, and general acceptance in the market. Customer focused organizations must continuously work on improving the Quality of Design; and improving the quality of design will also have a positive impact on the Quality of Conformance.

- For example if the specifications of the mating dimensions and other parameters are not optimal, there is a high probability of not obtaining the desired final product parameters; so meeting the specified design itself becomes difficult.

Reasons for quality design

1. To be competitive by offering new products and services ahead of competitors.

2. Make business grow and increase profits.

3. Prevent defects that may occur during design process.

Design aspects

1. Increase emphasis on customer satisfaction and increase pressure to be competitive.

2. Increase emphasis on reducing the time needed to introduce a new product or service.

3. Greater attention to the capabilities of the organization to produce or deliver the item.

4. Increase emphasis on designing product and services that are user friendly.

5. Increase effort to use less material for product and less packaging.

DESIGN PROCESS

- This is a process that considers factors such as customer needs and expectation, new technologies, competition and government regulation. It must take into account its cost, target market and its expected function.

Diagram below shows the following design processes:

1. Conception or need identification-this includes the market needs, employee suggestions, designer's ideas and customer requirement(basic needs).

2. Feasibility study- here specification are shown to be achievable by mathematical calculations, preliminary drawing models or laboratory scale processes. New ideas are analyzed for feasibility and a question such as; will the product meet customers requirements? Is asked.

3. Execution of the design-implementation of the design is done here. Design reviews are frequently conducted to identify and eliminate possible causes of manufacturing and marketing problems.

4. Detailed engineering- Product is put in such a form that can be made within the organization and to the specification laid down.

5. Production process, design and development- qualities are produced sufficient to check the design equipment and specification.

6. Production evaluation and improvement- value analysis, value engineering and method study undertaken here.

7. Product used and commercialization- capacity planning, production planning and control also need to be addressed.

8. Market evaluation- after product has been commercialized; organization should undertake evaluation and follow-up so that any requisite changes can be addressed. This helps in continuous improvement.

QUALITY OF CONFORMANCE

- This is the level of effectiveness of the design and production function in effecting the product manufacturing requirement and process specification, while meeting process control limits, product tolerance and production targets.

- Typically organizations spend a lot of resources to ensure quality of conformance, which includes operational controls and inspection. Inspection and policing has become such a big activity because of noncompliance to systems and procedures.

- I think while poor design quality could be due to lack of knowledge and competence, quality of conformance is more to do with discipline and attitude. Hence policing has become a major activity to meet quality requirements.

- I also think that this becomes a habit which evolves into a culture of being used to be policed to ensure that rules, procedures and systems are followed. This is evident not just in factories manufacturing products, but in almost all walks of life including the roads.

- On Indian road we see such a large police force deployed just to ensure compliance to traffic rules; I am not sure if any other country spends so much of resource for this activity. The level of policing is so high that at each traffic signal point we sometimes see a couple of constables and an inspector; and this seems to be quite normal for us.

- There is already a pretty good system of signal lights to control traffic, still why do we have police controlling the traffic? This is a clear case of resource being wasted in inspection or patrolling. The resource used here can be put to better use; may be making improvement plans and better designs.

- There is no doubt that for growth and progress the quality of design has to improve, not just for purpose of customer delight, but also to focus on Design for Assembly, Manufacturability and Serviceability. But first we must ensure there is conformance, and this has to be met with improved techniques rather than utilizing human resource in excess inspection, patrolling and policing.

- In manufacturing for instance improved fixtures, computer controlled closed loop equipment, gauging and error- proofing is adopted as compared to inspection of finished goods.

- Even with good controls in place it is essential that there is adherence to systems and procedures and this calls for positive attitude and discipline. Following procedures with little intervention and policing brings in a disciplined culture and maturity to the system.

There must be a concentrated effort to bring about this change in the system and it is to do with human resource development.

The challenges are different depending on the nature of the business and the educational level of people being handled, for sure the most challenging is when the people involved is as vast and mixed as the public on the road; but every problem does have a solution.

I think several things can be done to improve the situation on the road. Some things that come to my mind are:

1. Public awareness campaigns.

2. Clear and attractive displays of rules at the junctions including in the local language.

3. Awareness drives at selected segments like educational institutes, offices, taxi and auto driver associations.

4. Collecting data and identifying the major offenders and focusing more on that group; for example if auto drivers are identified as the major rule breakers, then there must be specific awareness for that group.

5. Involving public in the awareness campaigns.

6. Display of accident data with photographs, if possible at specific junction.

7. Heavy fines for breaking rules must also be imposed, but this should be only to bring in discipline initially and not the only way of control.

The same logic can be applied to any system to improve quality of conformance, and utilize resources more effectively, for improvement and progress of system and society.

Quality of conformance is the degree to which the design specifications are followed during manufacturing. Again, the greater the degree of conformance, the higher the level of quality of conformance.

In software development, quality of design encompasses requirements, specifications and design of the system.

The requirements must be gathered formally and there should not be any ambiguity and must be complete in all respects. Specifications must be elaborated and defined formally. Design must follow the design and the resulting system meets its requirements and performance goals, conformance quality high.

QUALITY OF MARKET AND SALES

- Quality starts with marketing. Marketing establishes the true requirement for the product or service.

- These must be communicated properly throughout the organization in the form of specification.

- Deming's points apply to any type and size of business. Service companies need to control quality just as much as manufacturing companies. And the philosophy applies equally to large multinational corporations, different divisions or departments within a company, and one-man operations.

Sales process engineering

- Sales process engineering has been described as the systematic application of scientific and mathematical principles to achieve the practical goals of a particular sales process".

- Selden pointed out that in this context, sales referred to the output of a process involving a variety of functions across an organization, and not that of a sales department alone. Primary areas of application span functions including sales, marketing and customer service.

Quality Sales Culture

There are three parties (constituencies) that are affected by the culture you build.

1. Clients

- Your focus on making reasonable commitments and then driving over-delivery will pay offin a huge way. The Net Present Value of your client base is driven by retention rates and gross profitability.

- You can easily model the value of high customer satisfaction by raising your client retention rate by 5% and improving gross margins by 1%. This is the value of ensuring that your culture demands a high customer satisfaction rate.

- You can achieve much better benchmarks if drive customer satisfaction into your sales culture. It will not only make them believers but their closing ratio's will be dramatically better.

2. Shareholders

- This is the easiest constituency to satisfy or dissatisfy. If your Business Development Efforts focus on customer service delivery within a cross selling framework, and your sales efforts are highly disciplined around skill, will, execution and leadership it is nearly impossible to disappoint investors in your company.

3. Employees

- Why bother? Because clients and shareholders will never get the best possible outcomes if your employees are distracted.

- Sales people and account managers should get all the direction & support they need to create healthy, profitable client relationships.

- People who are distracted by poor leadership, non-existent training or poor customer service attitudes will never be able to deliver to their potential.

Non Conformance Quiz

2022-10-29T13:08:00.001+05:30

Loading…

PDCA Cycle / Plan Do Check Act / Deming Cycle

2022-05-14T20:40:00.005+05:30

What is PDCA Cycle?

- The Plan-Do-Check-Act (PDCA) Cycle, also known the Deming Cycle, it is a four-step approach to problem-solving that allows you to test various solutions to a problem to find the most effective solution before implementation. The cycle can be refined and repeated time and time again for Continual Process Improvement (CPI) and can be used by any department.

Step One: Plan

- Start by defining the problem and find the root cause using the 5 Whys, a technique developed in the 1930s by Sakichi Toyoda, founder of Toyota Industries that is still used by Toyota today. You may need to take a more in-depth approach (such as Fishbone Diagrams) to find root cause if the issue is overly complex.

Example how to use the 5 Whys:

Problem: Your customer received their order two-three weeks later than you promised.

Why? Production was delayed in Germany.

Why? The factory received the shafts they needed two-three weeks later than anticipated.

Why? The shaft supplier did not have the materials ready on time.

Why? They had trouble sourcing the steel needed to make the shafts.

Why? Their sourcing manager is new and inexperienced.

Counter-measure: You need to find a secondary shaft supplier that is reliable.

Remember to base everything on hard facts rather than on assumption. Set SMART goals for every plan. For the above example, your goal could be to qualify a secondary shaft supplier in the Berlin province of Germany within 30 days.

Step Two: Do

- Now that you have defined your problem and found the root cause, it is time to brainstorm to find potential solutions. Once you have your options laid out, determine which you believe will be most practical. Test it out on a small scale (do not fully implement). Think of the “do” phase as the “test” phase.

Example: Continuing the scenario above, you need to find a shaft supplier in Berlin, Germany in the next 30 days. Your office is located in the US. You have identified three options:

1) Find a supplier online,

2) Send your sourcing manager to Germany to find a supplier or

3) Hire a sourcing agent in Germany to find a supplier on your behalf.

You must weigh the costs and risks of each option.

What is your budget?

Which option will allow you to successfully qualify a new supplier in 30 days?

What are your criteria for qualifying the new supplier?

Who will draw up a contract?

Choose the best option for your company.

Step Three: Check

- This step may also be referred to as the “study” phase (as in the Deming Cycle). If you realize there is room for improvement, make necessary changes and repeat the “do” and “check” phases until you feel you have reached a comprehensive solution.

Example: You decided to hire a sourcing agent in Germany to locate and qualify a secondary shaft supplier on your behalf. You need to determine if this was the best option. Did the sourcing agent accomplish the task to your specifications?

Are you satisfied with the amount of money and time spent?

Did anything go wrong? What obstacles had to be overcome?

What factors could you change to improve the process?

Should you have sent your own sourcing manager instead? Would it have been worth the cost?

Perform an analysis to answer these questions.

Step Four: Act

- The final step is to fully implement your solution. If you are solving an isolated issue, congratulations! You are finished. If you are striving for continuous improvement, you should repeat the cycle from Step One: Plan to find additional opportunities for improvement. Lather, rinse, repeat.

Example: Based on your analysis, you have determined that if you need to quickly qualify a secondary supplier in the future, it could be worthwhile to send your sourcing manager to Germany instead of hiring a local agent.

Head back to Step One of the Cycle to re-map your new plan and use the knowledge you gained from your pilot test to make improvements. When the situation arises again, implement your new plan following the Cycle in its entirety. If that becomes your new standard process for qualifying suppliers in a pinch, work continuously to identify areas of weakness and room for improvement to perfect the process.

Download: PDCA Template

Benefits of Using PDCA

- Provides a standardized method to achieving continuous improvement that can be used by employees in any department to resolve new and recurring issues.

- Prevents wasted time implementing ineffective or inferior solutions.

- Fosters teamwork through brainstorming and problem-solving.

- Inexpensive – Overcome obstacles internally.

- PDCA methodology emphasizes minimizing errors and maximizing outcomes

Tips for Successfully Implementing PDCA

- Upper management must be on-board and treat the Cycle as a mandatory policy for change.

- Remember this is a circular plan, not a one-way plan.

- Implement in all departments of organization.

TQM / Total Quality Management

2022-05-07T20:08:00.007+05:30

- TQM-Total Quality Management concept focus on customer satisfaction through Total Employee Involvement-TEI and Continual Improvement in Product, Process and Services.

- All members of a organization / company engage / participate in improvement activities to achieve company’s goals / mission / objectives.

- TQM expresses about continuous improvement within the processes while Quality Control-QC is about maintaining the quality throughout the method / processes.

Definitions of TQM

- TQM can be defined as, “ The act or manner of handling, controlling made up by the whole system to achieve a degree of excellence that a product or service provides for the whole.

Total: – Made up by the whole for the whole.

Quality: – The degree of excellence a product or a service provides.

Management: – Act, art, or manner of handling and controlling something.

- According to Indian Statistical Institute: TQM is an integrated organizational technique in delighting customers by meeting their expectations and requirements continuously through everyone involved with the organization working on continuous improvement in all products, services, and processes with proper problem-solving methodology

- As per the Quality Forum of USA: – TQM is a people-focused management system that aims at continually increasing customer satisfaction at a continually lower cost. TQM is a total system approach and an fundamental part of high level strategy; it works horizontally across functions and departments involving all employees top to bottom and exceeds backward and forwards to include the supply chain and the customer chain.

- TQM as Philosophy and ISO-9000 quality system model: – TQM is a concept that goes beyond ISO 9000. It must be immediately made clear that TQM and ISO 9000 are not two different choices to be made. There is no contradiction between the two.

- According to CII (Confederation of Indian Industries): – TQM is an approach for effective management of business enterprise through the focus on its people and the process by a company-wide customer-driven relationship.

History of TQM

- There were many phases in the evolution of quality management. Several genius minds have been instrumental to develop the concepts of quality management system which are known today.

- Few of them are Walter A. Shewhart, W. Edwards Deming, Joseph M. Juran, Philip Crosby and Genichi Taguchi. Let’s have a brief overview of the evolution of quality management.

- During the 1920s, Walter A. Shewhart introduced statistical process control (SPC) to control product quality by using “Control chart”. His work was later forwarded by W. Edwards Deming.

- He successfully applied Shewhart’s methods of control chart during World War II to improve quality in the manufacture of weapons. After the war had ended, Deming and Joseph M. Juran introduced SPC & quality management methods to Japanese industry. It was implemented successfully for quality improvement goals. Later it was widely known as Total Quality Management (TQM).

- In 1980s, Total Quality Management gained a lot of popularity outside Japan. Various strategies were introduced to support TQM. These include Lean manufacturing and 6 – sigma.

- During the initial phase, quality was applicable only on industrial sector but now it has moved into areas like healthcare, financial institutions, academic, airlines and so forth.

Key elements of TQM: –

1. Foundation: – includes ethics, integrity, and trust.

2. Building bricks: – training, teamwork, and leadership.

3. Binding mortar: – includes communication.

4. Roof: – includes recognition.

Principles of Total Quality Management

TQM has 8 elements which are similar to ISO 9001 Quality Management Principles.

Principle 1. Customer Focus

- Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and try to exceed customer expectations. Being aware of and always satisfying customer requirements is an essential part of Total Quality Management.

Principle 2. Leadership

- Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives and goals.

- Communicate the mission, vision, strategy, policies and processes throughout the organization.

- Promote a culture of integrity and trust.

- Ensure that leaders at all sections are positive examples for the people in the organization.

- Providing the required resources, trainings and freedom to act with responsibility and authority.

Principle 3. Involvement of people

- Structures, systems and technologies themselves do not provide quality until the people running the organization fully exploit their capabilities to work for the progress and benefits of the organization.

- Until people understand what to do, how to do and get feedback on their performance, they cannot be encouraged to take responsibility for the quality of their work. More people’s participation will increase customer satisfaction.

Principle 4. Process Approach

- A result is achieved more efficiently when activities and related resources are managed as a process.

- Outline the objectives of the system and processes necessary to achieve them.

- Establish authority, responsibility and responsibilities for managing processes.

- Identifying the contact of key activities within and between the functions of the organization.

- Quality improvement is aimed at reducing the variations between different processes by eliminating the causes of variations and bringing the process under control.

Principle 5. Approach to System Management

- An organization should be seen as a system with a set of interrelated activities that connect the internal organizational environment to its external environment and help to achieve the goals efficiently in terms of quality products.

Principle 6. Continuous Improvement

- TQM is not an end. This is the path to achieving the end, improving quality. It is a continuous process of incremental change that aims to improve the operational efficiency of the organization according to the competitors’ policies and improvement in customer requirements.

Principle 7. Factual Approach to Decision Making

- Managers must know their current quality system to improve on them. The decision to reform depends on the available information and its dissemination to all concerned and, therefore, it is essential that managers have accurate and correct information available through effective information systems.

Principle 8. Mutually beneficial supplier relationship

- The organization and its suppliers must work to each other’s mutual benefit to provide value to the overall organizational activities.

Principles of TQM: –

TQM is based on the following principles:

1. The employees are not just the resources, they are for a purpose.

2. A company hires a total man with the body, mind, and intellect and not just the hands.

3. The problems are with the system not with the people.

4. The variance analysis focuses on what, how, why, and not who.

5. The aim is to utilize the full potential of all the employees.

6. The total employee’s involvement is essential for the customers’ satisfaction.

7. TQM is led by the top management.

8. The system is focused on satisfying customers.

9. Process approach to management.

10. Based on error/ failure prevention strategy.

11. Aimed at continual improvement.

12. Built on cooperative, trustful relationship to have a win-win situation.

13. Team working to ensure functioning as effective groups.

14. Fact-based management.

15. Largely aimed at long term goals.

16. Systematic and methodical.

17. Geared towards public responsibility.

18. A holistic approach.

TOTAL QUALITY MANAGEMENT 6 Cs

Characteristics of TQM : –

The essential characteristics of an effective TQM system are

1. Every company employee, from the CEO to the lowest level employee is focused on product or service quality. If management is not support the TQM, then it will fail.

2. Everyone must have the required training, skill level and be familiar with the necessary TQM techniques.

3. Anyone can suggest areas for improvement- as general operators will be more familiar with their workstation than anyone else is, valuable ideas for improvement at a production line level can, in many cases, come from line workers.

4. All departments are expected to focus on quality and productivity improvement and implement changes for their areas.

5. In addition, all departments communicate with each other to fix common problems in the product or process.

6. Collaboration on external issues (end-users defects for example) is expected from all departments (CFT Team).

7. Decisions made are based on the best possible solutions, not on hidden agendas for favoritism.

8. Quality becomes a governing part of operations, with decisions that affect on quality, rejected immediately, despite perceived price-savings involved.

Benefits / Advantages of Total Quality Management

- Improve Quality of products and services.

- Eliminate quality defects and waste in process

- Increase Customer satisfaction level.

- Reduced cost of poor quality-COPQ and Process Variations.

- Higher the Productivity and Profitability.

- Increased Employee Motivation and Morale.

- Fulfilled environmental and other government compliances / regulations.

- Enhanced market image among all Interested parties.

- Increased job security of employees.

- Improved processes to produce quality products/services.

Experts on Total Quality Management (TQM)

On Quality Management field, the major experts which had contributed a lot in the success of TQM are W. Edwards Deming, Joseph M. Juran and Philip Crosby. We will discuss a few of the popularly used concepts from their philosophies.

Deming’s 14 points of management

1. Create constancy of purpose toward improvement of product and service.

2. Learn and adopt a new philosophy.

3. Cease dependence on mass inspection to achieve quality.

4. End the practice of awarding business on the basis of price tag alone.

5. Improve constantly and forever the system of production and service.

6. Institute training on the job.

7. Institute leadership.

8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments.

10. Eliminate slogans, exhortations, and targets for the workforce.

11. Eliminate numerical quotas for the workforce and numerical goals for management.

12. Remove barriers that rob people of pride of workmanship. Eliminate the annual rating or merit system.

13. Encourage education, institute a vigorous program of education and self-improvement.

14. Top management commitment and action, put everybody in the company to work to accomplish the transformation.

Quality Trilogy by Joseph M. Juran

“Quality Trilogy” process starts with quality planning at the various level of an organization. It consists of

1. Quality planning – Here, strategic planning is done w.r.t customer needs, product design and specifications, features, etc. To understand the customer’s needs is always a high priority during the quality planning process.

2. Quality control – After the planning phase, quality control takes over. Here, we need to know whether our process is in control or not. To know we take the actual measurements and set a goal for it. If there is an occurrence of variation in a process, we will try to identify the causes behind it and initiate the remedial action to back the process in control.

3. Quality improvement – The next and final phase is quality improvement. Here on this stage, we will go for continuous improvement of the product and the process. It will reduce the cost of poor quality products by installing new and upgraded machines and equipment, redesigning the existing process and so on.

Four Absolutes of Quality Management by Philip Crosby

In order to achieve product quality goals, Crosby emphasized four absolutes of quality management –

1. Quality is defined as conformance to requirements.

2. Quality is achieved by prevention of causes, not an appraisal.

3. Quality has a performance standard.

4. Quality is a measurement of non-conformance.

Non-conformance in ISO 9001:2015 / What is Non-conformance?

2022-01-26T13:20:00.002+05:30

What is Non-conformance (NC) in ISO 9001?

- Non-conformance is defined as any instance where your organization fails to conform to the requirements of ISO 9001.

- ISO 9001 is a standard set by the worldwide organization for standardization, It outlines quality management system requirements to ensure that your products and services meet the expectations and needs of customers, regulators and legislation.

- Non-conformances can therefore occur on your products, products, or even inside the movements of your employees.

- Non-conformances are typically found during internal and external audits, as well throughout ordinary inspections.

- They can be anything from one-off errors that are easily amended to major mistakes that severely impact your conformance to ISO 9001.

What is difference between major and minor non-conformance?

1. Minor NC

- A minor-conformance refers to an incident that does not observe ISO 9001 requirements, but is a one-off occurrence this is not going to have a serious effect on your QMS and commercial enterprise operations.

- Minor nonconformities include a missing training record, a single unauthorized document alteration, or one machine past its calibration date.

- Anything that can easily be fixed by noting the violation is usually considered minor. The less time it takes to fix the issue, the more time can be spent operating efficiently and safely.

2. Major NC

- Major NC may be both a repeated minor incident or a greater serious single incident that does not agree to ISO 9001 requirements. It might have a excessive impact in your QMS, potentially disrupting whole commercial enterprise operations.

- These mistakes can result in loss of productivity and decrease in customer satisfaction.

Under ISO 9001, all non-conformances regardless of which category they fall under will need to be dealt with through corrective actions which stop the non-conformance from happening again.

ISO 9001 non-conformance examples

1. A failure to address a drop in quality.

2. A mistake made by personnel.

3. Ineffective risk assessment and management.

4. Material used in organization not defined clearly.

5. Process and procedures not monitoring and measuring properly.

6. product specifications not meeting customer requirements.

7. Failure to document corrective action

8. Missing documents like training records, skill matrix etc.

What are the results of non-conformance?

- If they are not found and are left undealt with, can potentially have a severe impact on your organization.

- E.g. not addressing a fall in the quality of your products may result in dissatisfied customers and a tarnished reputation.

- Repeated personnel actions that do not follow ISO 9001 requirements could also have a detrimental impact on the morale of your organization.

- Making sure you're complying with the requirements of ISO 9001, and correcting any instances where you do now not comply, is therefore essential.

- It will ensure that you maintain the satisfaction and trust of your customers, the smooth running of your systems and processes, and the quality of your products and services.

How to deal with non-conformance

- Once a non-conformance has been identified, either by yourself or an internal or external auditor, it is essential that you act quickly to control and amend the situation.

- The first step when dealing with a non-conformance is to fill out a Non-Conformance Report (NCR).

- In that report person responsible for non-conformance, what is non-conformance and where it is observed, How it will be corrected and prevented from happening in the future etc. details are included.

- After completing an NCR, you should follow the plan of action you have outlined to correct the non-conformance. It's also an amazing idea to evaluate how effective your corrective movements were at resolving the problem.

- By taking these actions, you may be better placed to make sure that your corporation is compliant with the necessities of ISO 9001.

Why Conformance to ISO 9001 is important?

- Successful conformance to ISO 9001 can lead to increased efficiency by reducing the likelihood of errors and saving you time.

- It can also create better consistency within your processes and systems, and help continuously improve your QMS.

- These benefits will in turn contribute to happier staff and happier customers.

What is 3M, 3K & 3G in Japanese Industries

2021-12-10T22:07:00.005+05:30

What is 3M, 3K, 3G

- These words are widely used in Japanese industries. Whenever you visit in any Japanese company you will definitely listen these words.

- Basically these are “Best in-house practices followed on shop floor while working in industries. By adopting these Japanese techniques we can sustain best manufacturing quality.

3M

- One of the most important goals of Lean manufacturing is the elimination of waste.

- Taiichi Ohno, father of the Toyota Production System (TPS), defined three categories of waste: Mura, Muri, and Muda. While Muda is the most widely known, Muri and Mura are equally important to understand.

1. Muda

- Muda refers to processes / activities that don’t add value. These type of wastes do not help your business or workers in any way.

- They increase the costs and make tasks take much longer than they should. Wastes are defined in TPS as follows:

Overproduction occurs when items are manufactured before they are required.

Over processing occurs when extra work is put into a product or service than is actually required.

- Finding and eliminating Muda is necessary if you want to reduce costs, improve efficiency, and increase profits. However, if you don’t also address Mura and Muri, these benefits will be inconsistent or may even fade over time.

2. Mura

- Mura is a type of waste caused by unevenness in production and services. It is also caused when standards are non-exist or are not followed.

- One common example is when companies ramp up production to meet targets, even when there is no customer demand. This forces the sales department to rush to try to fill orders and creates a burden as the shipping department rushes to ship products before the end of the month.

- The result? Defects are manufactured into components. Customers receive inconsistent products or services. The production floor struggles to complete the large orders and becomes idle as orders slow. Even more concerning is that Mura creates muri (overburden), which in turn undermines efforts to eliminate the seven wastes of Muda.

3. Muri

- The third category of waste is the result of tasks or processes that are overly difficult, or ones that overburden workers. For the most part, this is caused when workers:

Lack proper training

Have no standards to follow

Are given the wrong tools for the job

- When workers lack the right tools for the job, for example, tasks become much more difficult, taking more time and potentially damaging the product. For instance, working sheet metal with the wrong hammer tripling the time it takes to complete the task and requiring products to be reworked.

3K

KIMERAARETA KOTO GA – What has been decided

KIHON DORI – Exactly as per the standard

KICHIN TO MAMORU- Must be followed

- See Example of traffic rules, what if one person does not stop at the red light. There could be an accident involving 1 to 2 people. But what if no one stops at the red light, lot of people will meet with accidents throughout the day.

- Similarly if standards are not followed in a factory, There will be lot of defects. The product quality will be very poor. There will be accidents and lot of wastage due to rejections. However, the most important requirement is the system / standard.

A standard should be:

Correct

Clear & precise

Easily understandable for instance, if the worker does not understand English, a standard written in it of no use.

3G

- 3G (Gemba, Gembutsu & Gengitsu) is method used to gather fact about problems of gap. Whenever a problem occurs there are facts related with it, these facts are product on which problem occurs, place where problem is reported and when problem is reported.

- 3G (Gemba, Gembutsu & Gengitsu) is systematic way to gather fact about problem.

Gemba – Go to the spot
Gembutsu – Examine the object
Gengitsu – Check fact and figure

Gemba (Go to the spot)

- Gemba is Japanese term meaning “the actual place”, it is more often used to customer centric approach and one must visit customer’s Gemba to understand problem and opportunity, to gather and process data.

- In real sense, if one needs to understand the fact/information related to problem then visit problem location. i.e. Assembly station, Machine, Inspection location, customer location.

Gembutsu – Examine the object

- We have seen that visit Gemba would facilitate you, collection of facts about problem. Gembutsu means examine object, objects are product, part, process and system on which problem is reported.

- Fact about object would be actual size, material, Hardness, form, geometry these are physical attribute of objects. Object is also going to provide facts about failure mode, failure pattern.

- Various inspection methods (Dimensional, Metallurgical, etc.) can be utilized to examine object as against specification.

Gengitsu – Check fact and figure

- Gengitsu is Japanese term used for checking fact and figure about the problem. Facts about problem and be best collected when you personally witness failure on Gemba. Witnessing problem is not really easy to manage considering fact that many times location may not be close to you.

- However, if in case you are not able to visit Gemba at least try to get failure photos, failure video.

- Facts about problems can be listed as below.

When problem occurs?

Who was Operator?

Whether component meets Dimensional specification?

How it is leaking?

What type of noise?

What is nature of occurrence, periodic, non-regular, interval, etc.?

Conclusion

3G (Gemba, Gembutsu & Gengitsu) would support is understanding facts about problem, which in turn facilitate correct and concise problem definition.

Control Chart Interpretation, Rules and Patterns

2021-11-06T21:25:00.003+05:30

Control Chart Interpretation, Rules and Patterns

- This will help us to identify the special cause of variation from the process.

- By using this rule we can identify and eliminate the cause and make our process streamline.

- Control Chart in 7QC Tools check this article for complete understanding of control chart.

Zones in Control Chart

- There are total 6 zone. 3 from above center line and 3 are below from center line.

- One sigma is the distance between two zones.

- Please see the below picture for better understanding of Zones, UCL, LCL etc.

Eight Rules of Control Charts

1. One or more points beyond the control limits (UCL or LCL) (Either side)

2. 2 out of 3 consecutive points in Zone 1 or beyond (Either side).

3. 4 out of 5 consecutive points in Zone 2 or beyond (Either side).

4. 7 or more consecutive points on same side of the center line (Either side).

5. 7 consecutive points trending up or down.

6. 8 consecutive points with no points in Zone 3.

7. 15 consecutive points in Zone 3

8. 14 consecutive points alternating up and down.

1. One or more points beyond the control limits i.e. >3σ (UCL or LCL) (Either side)

- If any point beyond the UCL or LCL then special cause is available.

- Possible causes are - Wrong Setup, Measurement error, New operator, Power failure etc.

2. 2 out of 3 consecutive points in Zone 1 or beyond i.e. >2σ (Either side).

- This is also called as large shift from the average.

- If 2 out of 3 points present in Zone 1 or beyond then there is special cause available.

- Possible causes are - Wrong setup, Measurement Error, Power Failure, New Operator, Equipment breakdown.

3. 4 out of 5 consecutive points in Zone 2 or beyond i.e. >1σ (Either side).

- It is also called small shift from the average.

- If 4 out of 5 points present in Zone 2 or beyond then there is special cause available.

- Possible causes are - Change is work instruction, raw material change, Setup procedure change, Maintenance program change, Different shift, Person gain greater skill in doing job.

4. 7 or more consecutive points on same side of the center line (Either side).

- It is also called small shift from the average.

- If continuously 7 or more point fall on same side of center line then special cause present in the process.

- Possible causes are - Change is work instruction, raw material change, Setup procedure change, Maintenance program change, Different shift, Person gain greater skill in doing job.

5. 7 consecutive points trending up or down.

- It is called trend pattern.

- If 7 points are continuously in decreasing or increasing order then special cause is available in process.

- Possible causes are - Temperature (Cooling / Heating) Effect, Tooling Wear

6. 8 consecutive points with no points in Zone 3 i.e. 1σ.

- It is a mixture pattern.

- If 8 consecutive points are available in Zone 1 or 2 then special cause is available.

- Possible causes are - More than one process data mixed, mixed data of more than one machine or shift.

7. 15 consecutive points in Zone 3 i.e. 1σ

- This is called stratification pattern.

- If 15 consecutive point fall within Zone 3 then special cause is present in process.

- Possible causes are - More than one process data mixed, mixed data of more than one machine or shift.

8. 14 consecutive points alternating up and down.

- This is called over control pattern.

- If 14 consecutive points are up and down pattern then special cause is present in process.

- Possible causes are - Over adjustment, alternating raw material, Tempering by operator.

Summary

- Rule 1,2,3 and 4 are defined by Western Electric Co (1958) as the original 4 rules.

- It is not possible to list all special causes for each pattern,

- Some possible causes are mentioned below

Check- Control chart in 7 QC Tools

RISK-BASED THINKING IN ISO 9001:2015

2021-10-09T22:32:00.010+05:30

What is risk-based thinking?

- One of the main changes in the 2015 revision of ISO 9001 is to establish a systematic approach by considering risk, rather than treating “prevention” as a separate component of a quality management system.

- Risk is present in all aspects of a quality management system i.e. in all systems, processes and functions. Risk-based thinking ensures these risks are identified, considered and controlled throughout the design and use of the system.

- In previous editions of ISO 9001, a clause on preventive action was separated. By using risk-based thinking the consideration of risk is integral. It becomes proactive rather than reactive in preventing or reducing undesired effects through early identification and action. Preventive action is present when a management system is risk-based.

- Risk-based thinking is something we all do in everyday life.

Example: If I wish to cross a road I look for traffic before moving. I will not step in front of a moving car.

- Not all the processes of a QMS represent the same level of risk in terms of the organization’s ability to meet its objectives. Some need more careful and formal planning & controls than others.

Example: To cross the road I may go directly or I may use a nearby footbridge. Which process I choose will be determined by considering the risks factor.

- Risk is commonly understood to have only negative effect; however the effects of risk can be either negative or positive.

- In ISO 9001:2015 risks and opportunities are often mention together. Opportunity is not always positive side of risk. An opportunity is a set of circumstances which makes it possible to do something. Taking or not taking an opportunity then presents effect on risk.

Example:
Crossing the road directly gives me an opportunity to reach the other side in quick time, but if I take that opportunity there is high risk of injury from moving cars.

- Risk-based thinking considers both the current situation and the possibilities for change.

Where is risk addressed in ISO 9001:2015?

The concept of risk-based thinking is explained in the introduction of ISO 9001:2015 as an essential part of the process approach.

ISO 9001:2015 uses risk-based thinking in the following way:

1. Introduction

- The concept of risk-based thinking is explained

2. Clause 4

- The organization is required to determine its QMS processes and to address its risks and opportunities process wise.

3. Clause 5

Top management is required to

- Promote awareness of risk-based thinking

- Determine and address risks and opportunities that can affect product /service conformity

4. Clause 6

- The organization is required to identify risks and opportunities related to QMS performance and take appropriate actions to address them

5. Clause 7

- The organization is required to determine and provide necessary resources (risk is implicit whenever “suitable” or “appropriate” is mentioned)

6. Clause 8

- The organization is required to manage its operational processes (risk is implicit whenever “suitable” or “appropriate” is mentioned)

7. Clause 9

- The organization is required to monitor, measure, analyze and evaluate effectiveness of actions taken to address the risks and opportunities

8. Clause 10

- The organization is required to correct, prevent or reduce undesired effects and improve the QMS and update risks and opportunities

Why use risk-based thinking?

- By considering risk throughout the system and all processes the probability of achieving stated objectives is improved, output is more consistent and customers can be confident that they will receive the good product or service.

- Risk-based thinking:

• improves governance

• establishes a proactive culture of improvement

• assists with statutory and regulatory compliance

• assures consistency of quality of products and services

• improves customer confidence and satisfaction

Risk associated with internal factors

- Supplier

- Input

- Process

- Output

- Customer

- 6M

Risk associated with external factors

- Economical

- Social

- Political

- Environmental

- Legal

How do I do it?

- Use risk-based thinking in building your management system and processes.

Identify what your risks are

- it depends on context

Example:

If I cross a busy road with many fast-moving cars the risks are different if the road is small with very few moving cars. It is also necessary to consider such things like weather, visibility, personal mobility and specific personal objectives.

Understand your risks

- What is acceptable, what is unacceptable? What advantages or disadvantages are there to one process over another?

Example:

Objective: I need to cross a road safely to reach a meeting at a given time.

• It is UNACCEPTABLE to be injured.

• It is UNACCEPTABLE to be late.

- Reaching my goal more quickly must be balanced against the likelihood of injury. It is more important that I reach my meeting uninjured than to reach my meeting on time.

- It may be ACCEPTABLE to delay arriving at the other side of the road by using a footbridge if the likelihood of being injured by crossing the road directly is high.

Plan actions to address the risks

How can I avoid or eliminate the risk? How can I mitigate risks?

Example:

I could eliminate risk of injury caused by being hit by a vehicle if I use the footbridge but I have already decided that the risk involved in crossing the road is acceptable.

- I plan to cross at a time when there are no cars moving near me and so reduce the probability of an accident. I also plan to cross the road at a place where I have good visibility.

Implement the plan – take action

Example:

I move to the side of the road, check there are no barriers to crossing. I check there are no cars coming. I continue to look for cars while crossing the road.

Check the effectiveness of the action – does it work?

Example:

I arrive at the other side of the road without injury and on time: this plan worked and undesired effects have been avoided.

Learn from experience – improve

Example:

I repeat the plan over several days, at different times and in different weather conditions.

- This data used to understand that changing context (time, weather, quantity of cars) directly affects the effectiveness of the plan and increases the probability that I will not achieve my objectives (being on time and avoiding injury).

- Experience teaches me that crossing the road at certain times of day is very difficult because there are too many cars. To limit the risk I revise and improve my process by using the footbridge at these times.

- I continue to analyses the effectiveness of the processes and revise them when the context changes.

- I also continue to consider innovative opportunities:

• can I move the meeting place so that the road does not have to be crossed?

• can I change the time of the meeting so that I cross the road when it is quiet?

• can we meet electronically?

Conclusion

- Risk-based thinking:

• is not new

• is something you do already

• is on-going

• ensures greater knowledge of risks and improves preparedness

• increases the probability of reaching objectives

• reduces the probability of negative results

• makes prevention a habit

Control Chart in 7 QC Tools

2021-08-28T20:03:00.008+05:30

What is Control Chart?

- It is a graph used to study the process changes over time.

- It is a statistical tool measures variation and show it to you graphically.

- Control chart also called as Shewhart chart.

- Control chart used to distinguish between process variation resulting from common causes and variation resulting from special causes.

Purpose of Control Chart

- Control chart indicates whether a process is in control or out of control.

- It determines process variability and detects unusual variation taking place in a process.

- It provides information about the selection of process and setting of tolerance limits.

History of Control Chart

- Control chart was invented by Walter A. Shewhart in the '1920s.

- To reduce the frequency of failures and repairs in telephony transmission system, the engineers find the up-down variation in the process by using control chart.

- Action should be taken on the variation that have negative effect on business.

- Shewhart framed the problem in terms of common cause and special cause.

Types of Control Charts

- There are main 2 types of charts attribute and variable.

- Variable charts are used for measurable quantities. Attribute charts are used for attribute data like number of defects per unit or number of defective items.

- Variable chart contain XMR chart, Xbar R chart and Xbar S Chart.

- Attribute chart contain np chart, p chart, c chart and u chart.

- This classification depends on sub groups, recorded data is variable / attribute, defects (occurrence) and defectives (Pieces).

How to draw control chart?

1. Collect the data

- Record the readings and classify it into subgroups as per sampling plan.

2. Calculate subgroup average and overall average

- In this step we find the average of subgroup (X bar) and overall average i.e X double bar

3. Calculate Subgroup range and average of range

- First we find the individual subgroup range and then average range of all subgroups.

4. Calculate lower and upper control limits

- In this step we have to find the upper and lower control limits for X and R chart.

5. Plot the graph

- Draw the X axis, Y axis and center line.

- X axis shows subgroup number, Y axis shows X bar and R bar values. center line shows X double bar and R bar value.

- Draw control limits, upper and lower side of center line.

- Plot the points and join the point.

- Give name to the chart.

Benefits of Control Chart

- Simple graphical tool for process performance monitoring.

- They are designed to identify which type of variation exists within a process.

- Control chart highlight areas of performance that may require further investigation.

Click here:- Control Chart Interpretation, Rules and Patterns

What is SOP / Standard Operating Procedure

2021-07-26T13:39:00.003+05:30

What is SOPs?

- Standard Operating Procedures (SOPs) help your employees do their jobs in the best way possible.

- SOPs contain job instructions that explain in detail how to perform a certain work or series of tasks properly.

- Using SOPs, you know exactly which steps to take to achieve a given outcome. They also eliminate any doubt, uncertainty, or debate about a process, making them an ideal way to quickly and easily onboard new employee and make processes uniform.

Are SOPs effective for all businesses?

- SOPs are widely used within sectors where repeatability and controllability play important roles, for example in the manufacturing industries and pharmaceutical industries.

Examples

- Examples of SOPs in use on a daily basis include:

1. Conditions relating to ISO/IATF standards

2. Rules & regulations for different trials

3. Pre-takeoff checklists for pilots

The benefits of SOPs

Using SOPs has many benefits for a wide range of organizations:

1. Standardizing training programs

- Written instructions ensure everyone’s on the same page and allow you to onboard new staff more quickly.

2. Creating a brand identity & company DNA

- Style guides make it clear how to use your company’s colors, logos, and typefaces in graphical layouts and how to communicate in your brand’s tone of voice in all its written publications.

3. Reducing the number of errors

- Clear, concise guidelines explain how to prepare and perform tasks or processes.

4. Complying with legislation

- Clearly defined safety requirements and quality standards make it easier to comply with rules and regulations.

5. Providing transparency

- With a well-defined management structure, everyone knows who’s responsible for which processes and who’s authorized to approve completion of each stage.

6. Delegating tasks

- Clear job descriptions help temporary or permanent replacements learn what’s expected of them with minimal assistance from the person who’s fallen ill or about to retire.

Step of SOPs

But where should you start with SOPs? And what’s the best way to put them into practice?
Follow the steps below to get started!

Step 1 – Prioritize your SOPs

- Chances are you won’t have the time or resources to create and update dozens, if not hundreds of SOPs in one go. This is the reason why it’s a good idea to set your priorities. For example, it’s often advisable to focus on one or more of the following issues:

1. QHSE – to make sure your staff comply with company and statutory quality-, health-, safety- and environment-related rules, regulations, and standards

2. Production line operation – to make sure your production lines run smoothly and efficiently, make it easier for operators to resolve problems, and to streamline multiple production lines running in parallel

3. Instruction & training – to help individuals, teams, and departments perform at a higher level

Step 2 – Create your SOPs

- Once you’ve prioritized matters, it’s time to start creating the actual SOPs. Start by setting up an SOP design team made up of the relevant members, this would be a mix of operators, maintenance technicians, and process engineers. And if you’re not familiar with TWI (Training within Industry) principles, then these can provide you with a solid basis upon which to build clear, concise training instructions.

- Make sure that information and training sessions are clear, concise, and, above all, compact – think. Most people can digest visuals faster than they can text.

Step 3 – Publish & promote your SOPs

- It’s vital that your staff get to grips with the SOPs you’ve created. It really helps if you make them as accessible as possible, using clearly laid-out dashboards or portals.

- Highlight their importance and discuss the ‘how’ and ‘why’ behind the SOPs during work meetings.

Step 4 – Train & test your staff

- Next, it’s time to determine whether your staff are actually using and following the SOPs on a consistent basis. Completing a training course doesn’t automatically mean your staff are following your SOPs to do their work.

One of the best ways to instill this within your workforce is to use the ‘Tell me! Show me! Let me try!’ method:

1. Explain each of the steps you need to follow to successfully complete a task or procedure

2. Demonstrate each of the steps

3. Have your staff perform each of the steps themselves

The ‘what’, ‘how’, and ‘why’ underlying the SOPs then become much clearer. This method also highlights any points that need improvement.

Step 5 – Implement & maintain your SOPs

- Introducing SOPs and training your staff in their use is just the beginning. Naturally, you’ll want to check whether the SOPs are being used and proving effective.

- Make them part of your organizational routine and inquire regularly during your rounds on the shop floor whether employees are getting to grips okay with the SOPs. Are the SOPs being used on a daily basis? Do employee deviate from them every so often? If yes then, why? Are they having difficulties with specific bits of the SOPs? Do they have any suggestions for improvements?

Welcome these suggestions, process them, and then fine-tune your SOPs.

Types of SOPs

1. Fundamental SOP

2. Safety SOP

3. Methodic SOP

4. Reagent Procedure SOP

5. SOP for receiving samples and documenting it.

Contents of SOPs

1. Name & Address of the company.

2. SOP Number and Date, when the SOP was made/reviewed/updated.

3. Goals or Aim of SOP.

4. Scope of the SOP (which area covered by the SOP).

5. Process/Steps to be carried out according to the requirement in the SOP.

6. Whose responsibility to carry out the SOP.

7. And any other important information depending upon the company like facilities, strengths, etc.

8. Name and Signature the person who made this SOP and Reviewed the SOP along with the date.

Purpose of SOP

- SOP gives the instruction on regular activities that has to do in the company or specific department.

- SOP help to work consistently to perform well on the projects or products.

- SOP made for a specific organization. In that, the activities are described in detail to not get problems in the organization.

What should be there in SOP

- The SOP should have proper statements in detail about the organization’s process and procedure.

- SOP prepare in such a way that all internal structures of the organization should included for a better understanding of the organization.

- SOP is written in simple language in sufficient detail so that a normal person can also be understood.

- All the conditions should be written clearly with time management.

- The SOP includes two pages about motivation, goals, experiences and soon, but in personal SOP motivation, goals and experiences written on one page.

- The Head of the organization like the CEO and the process owner will approve the SOP because they are working in the particular field for a long time so they know what are the rules must be included to get benefits to the organization.

Make it visual

- Standard operating procedures are tools to help take your operational processes to the next level. And as with all tools, you’ll have to introduce them gradually in a well-thought-through fashion.

- Particularly SOPs are valuable when you visualize not only their content, but also their underlying principles.

- In this context, skills matrix is an ideal tool for the job! Skill matrices are a schematic overview of all your staff’s skills, competences, and qualifications. They prove highly valuable when designing and implementing SOPs because you can see at a glance who can do what and who can’t.

How cover letter can help you to get job?

2021-06-21T22:34:00.007+05:30

- Generally for any job opening position we apply with resume and cover letter, but mostly (around 85%) we follow resume to apply. e kalyan

- Sometime question arise how we can apply with cover letter? what should we written in that letter? So generally we write cover for considering our standing for opening position, and to request hiring manager for job interview for that position.

- Yes resume has also same purpose. But there is slight difference between resume and Cover letter.

- Resume is brief description about you; it contains your address, personal details, family details, your experience, your skills and knowledge, your education, your interest and hobbies, you responsibilities and future expectations and more. So it could be 2 page or 3 page bio data, depend your experience and work.

- While cover letter is short description about you. It contains your address and company, your current position and your expertise and exposure. So it is always 1 page only.

For more Career Guidance click here

How cover letter help to get job?

- It is becoming very difficult to get jobs in this competitive world. Understand that getting a job interview proposal is like getting a 50% job. So to attract the attention of the recruiter, we have to make our job request letter very attractive.

- The employer has a lot of offers, out of which it is difficult to call them all, so he only calls the best candidate. Best candidate explains his perfect introduction in fewer words. So the cover letter is also a short bio data which has an effective introduction in fewer words.

- Generally, people give their cover letter for a big post in a good company. There is also confusion about whether to send a resume or cover letter first, or first we send the cover letter and then the resume.

- So you can apply by anyone, whether it is cover letter or resume. Most of the people received interview call from cover letter then after that go to interview with a resume.

- So you can also follow this procedure, grab interview call with cover letter and then attend interview with Perfect resume.

What is a cover letter?

- Basically cover letter is like resume, short description of yours exposures. As we apply for any job with resume, same thing is with cover letter.

- It is possibility hiring company could ignore your resume, but will proceed with cover letter. So you have to give good time & effort to write effective cover letter also.

- So cover letter is like reviewing document, which include your detailed information (Apart from Resume) which explain your abilities and your quality, ultimately that document should attract employer attention to call you for interview.

- So employer decide your interview on the basis of cover letter, later he will review your resume.

Types of cover letter:-

Application letter- only use to apply for known jobs

Prospecting letter- Use to inquiry for possible job opening

Networking letter- Letter use for job searching (fresher)

- So I would like to say, if you’re professional, go for application letter & Prospecting letter. If you are fresher or new in career you should go with prospecting letter & networking letter.

- If you know any job opening in any company, you will write application letter. But if you don’t know, and want to join your dream company, you will write prospecting cover letter.

How cover letter is different from Resume?

- Well resume could be 2 or 3 page detailed information, which will cover your working experiences, your academics details, achievements, skills and knowledge and personal details.

- So when we write resume we include these details and it became tough to compress all details in 1 paper. If we do this, then resume become ignorable.

- While Cover letter is single page description. You have to write in such a way that your entire information reflects on that paper. Effective cover letters explain the reasons for your interest in the specific organization and identify your most relevant skills or experiences.

What to include in cover letter?

- So before writing cover letter you have to list-out all skills abilities which you will include in your letter.

- Along with this, you have to also keep in mind you don’t have to write about personal details, family details, salary and expectation in cover, if you write, they will not consider it as I have said it is it very short and professional letter.

- For every cover letter, you have to well customize it. Following are mostly used points in cover letter:-

1. Job position (For which job position you are applying)

2. Your exposure, key ability and knowledge

3. Specific explanation, why you want to join this company

4. Thank you line

- Every cover letter is customize in format of header, your contact information, Salutation [Dear Sir/Madam-Dear Hiring manager- Try to avoid write To Whom It May Concern] , Introduction (About job position), Body closing and signature.

How to write a cover letter?

- When it comes to writing a perfect cover letter, job seekers tend to have many questions. What should I put in my cover letter? How exactly should I say it? How much detail should I include?

Step 1: Put your contact details

- You have to add following contact details in your header.

Your Name & Last name

Your Email Id

Your Number

Your address

Your website or LinkedIn profile

After the contact details, give space of two lines, the write-

Date

Company Name

Company Address and Phone Number

Step 2:- Salutation and Intro-Address the Hiring Manager

- Make a great first impression by addressing your cover letter to a real person using their name. Do not write “Dear Sir/ Madam” or “to whom it may concern”.

- You can write with following salutations:-

Dear Tushar Roy

Dear Mr. Roy

Dear Hiring Manager

- Greet the hiring manager by name, then grab their attention by highlighting your relevant area of expertise, why the position appeal to you, and how you had be a great fit for the role.

Here is example:-

“Dear Hiring Manager

I am writing to apply for the position of engineering opening at Tata Motors Ltd. I have more than three years of experience in design and development. And my professional expertise aligns closely with the responsibilities outlined in your job applications.”

- So you have solitude the hiring manager as well as hook the hiring manager with strong introduction. In that intro you have highlighted following:-

Job position-For which you are applying

Company Name- For the company you are applying

Intention to apply- An announcement to manager- that you are applying for that position for which you better fit

- You can add more words in the paragraph written after salutation to hiring manager.

Like-“It’s been a long term dream of mine to become a Design Engineer for your company, which is why I’m so excited to apply for this open position.”

Step-3:- Body Paragraph

- Here you have to prove you are perfect candidate for this Job. Explain how you help the company to achieve its goals, showcasing your relevant experience, education and skills. Express your excitement to join the company and start doing excellent work.

- You can write all mention details of Step-4 in up to 2 paragraphs.

- In my role as an Engineer for Tata Motors Ltd, I prove to be an efficient, enthusiastic, and strong team member. My value quickly became apparent to company management after I individually handle the projects of company. My design and development skills in advance design software will be more helpful to finish the project on time without any quality issue.

- I believe Tata Motors ltd will be a great success for many years to come, and my extensive expertise will help ensure your establishment succeeds well into the future. My time spent in current company has prepared me for such an opportunity, and I sincerely hope I can contribute soon as a member of your company.

- So in step 4 of cover letter, you have written your interest and excitement to join the company.

Step-4:- Call to Action Paragraph

- In this step of cover letter you have to tell the hiring manager to send you invitation to attain a job interview. This will be your closing paragraph. Here you will add following points:-

Thank the hiring manager for reviewing your Cover letter

Politely ask them to send you an invitation to interview

- It will be a privilege to discuss your opening position of Engineer in more details. I am happy to come by whenever it’s most convenient for you. Thank you for your time, and I am looking forward to hearing from you.

- You can also finish like this:-

Thank you for spending time reviewing my application. I deeply believe that my skills and qualifications make me an ideal candidate for the Engineer position at Tata Motors Ltd. I’m extremely motivated to join your organization, and look forward to discussing my candidacy in an interview.

- While writing remember you don’t have to force the hiring manager for interview. In your writing you have act like you deserve an invitation.

Step-5:- Sign Off

- You have to sign off with a professional closing salutation. Add two line only, first-Salutation line and second- Your Name.

- For first line of salutation you can add- Sincerely, Regards, Best regards, Kind regards, Thank You and respectfully. And then end by your name.

Click here for Sample Cover Letter for reference only

Basic Concept of IATF 16949:2016

2021-05-20T11:34:00.004+05:30

What is IATF?

- IATF is International Automotive Task Force. It is group of automotive manufacturers and automotive trade associations.

- IATF-16949 is Automotive QMS standard. QMS stand here "Quality management System Standard".

- This Automotive QMS "IATF-16949" define fundamental quality management system Requirement for automotive production along with automotive customer specific requirement.

- Here IATF required QMS system for automotive production, that mean it will be applicable for those industries which are making components for Automobile manufacturer. Also applicable for Automobile companies (OEMs) by default.

- Note:- IATF-16949 is also related to ISO-9001:2015 & ISO-9000:2015, basically this QMS standard can not be considered a stand alone QMS standard but has to be comprehended as supplement to and used in conjunction with ISO 9001:2015. It complete ISO 9001 standard after conjunction.

What is ISO 9001:2015 audit and What is IATF-16949 audit?

- If we do ISO 9001:2015 audit at any industry, we are not doing audit of ISO 9001:2015, but also do IATF-16949 by default. So ISO 9001:2015 will cover audit points of IATF-16949.

- ISO 9001:2015 audit is done for automobile manufacturer (OEMs-like Tata Motors, Mahindra India, McDonalds's etc.) as well as for manufacturing & service companies (either automotive component or non-automotive product).

- But IATF 16949 is only applicable for those industries which are making Automobile component.

ISO/TS 16949:-

- It was developed in 1999 by IATF, aim was to harmonizing different assessment & certification system worldwide in supply chain for auto sectors. To bring continuous improvement by developing a QMS system (that time it was ISO/TS-16949).

- It was prepared by IATF and technical committee of ISO for development of QMS standard. ISO/TS 16949 introduce a common set of technique & methods for common products and process development for automotive manufacturing worldwide.

- The need of ISO/TS 16949 was developed when many suppliers were asked by car manufacturer to build and certified their own quality management system as per rule and regulation of their own country organization, like VDA was in Germany and ISO was in USA, so Daimler company made car in two countries- Germany and USA, so supplier in USA follow their QS 9000 standard and supplier in Germany will follow VDA6.3, rather supply is going for single company.

- So single company faced two different QMS standard. Same in Asia also Japanese auto maker followed their own standard. So to reduce these complexity harmonized standard required, so ISO/TS-16949 was developed.

Why ISO/TS 16949 was replaced by IATF-16949?

- ISO/TS 16949 was single standard but differently followed by different countries. So it was analyzed there should be single standard which will be applicable for all automotive manufacturer worldwide.

- In ISO/TS 16949, there were group of 5 trade associates VDA-Germany, AIAG-USA, AVSQ-Italy, FIEV-France and SMMT-UK. Here JAMA is an exception. There were no group of automobile manufacturer in ISO/TS-16949.

- Now IATF-16949 has group of more than 12 Automobile maker. This group will increase in future.

IATF-16949 Aim/Goals

- Aim is same as ISO/TS-16949, to develop automotive QMS which will do continuous improvement, emphasis defect prevention and reduce variation and waste throughout the supply chain.

- Here 4 words has used all come under lean manufacturing.

- Certification take place on the basis of certificate issue by IATF and this certificate is confirmed by certified IATF auditor (3rd party auditor) of IATF recognized certification body.

List of IATF certification bodies:

1. TÜV Rhineland (Germany)

2. BSI Group (UK)

3. Bureau Veritas (France)

4. DNV GL (Norway)

5. DQS (Germany)

6. EAGLE Certification Group (USA)

7. IFCE (NORTHERN IRELAND)

8. Indian Register Quality Systems

9. LRQA (UK)

10. SAI Global (Australia)

11. SGS S.A. (Switzerland)

12. TÜV NORD (Germany)

13. TÜV SÜD (Germany)

14. United Registrar of Systems (UK)

Types of Product Disposition

2021-05-17T14:01:00.006+05:30

- Disposition is about arrangement so when the product is found to be non-conforming the decision has to be taken on the 'action of dealing with things in a particular way'

- Disposition typically is defined, by most organizations, as an instruction that determines how a nonconforming material will be used.

- Customer may expect you to apply the requirements of clause 8.5.2 and carry out corrective action including action to prevent recurrence of the nonconformity by eliminating the cause.

Types of Disposition

1. Segregation

- Segregation means separate the Conforming and non-conforming products from the lot.

- Segregation is not the disposition method but it is the process that you must perform when a lot of material fails to meet acceptance criteria.

- If identifying non-conforming product requires an inspection method that is not typically performed, then the inspection plan needs to be corrected, or a corrective action plan is needed.

- New and unforeseen defects may indicate a process change, a change in the raw materials, or inadequate training of personnel at your company or your supplier and it is recommended to consider documenting this investigation as an internal CAPA or a Supplier Corrective Action Request.

Example

- Problem: After finishing the operation if we observed some variation in total length of product due to tool wear and tear.

- Action: Segregate the conforming and non-conforming parts by using gauge or any other measuring instruments.

2. Rework

- Rework means action taken on non-conforming product to make it conform as per requirement.

- Rework takes additional time and therefore increases manufacturing cost of the final product.

Example

- Problem: In the above example if the segregated parts having length variation in higher side and out of specification.

- Action: We have to rework by re-machining process to correct the non-conformity.

3. Repair

- Repair means action on non-conforming product to make it acceptable, i.e. product is not as per specification or drawing but after repair product is ready to use functionally.

- Repair process has higher risk than rework.

Example

- Problem: In the above example if the segregated parts having length variation in lower side and out of specification.

- Action: We repair the parts by applying welding and then re-machining process to make the product functionally and specification wise ok.

4. Deviation

- Deviation means anything that differs from the expected.

- If the product is undersize / oversize we used that by taking under deviation approval from customer (Functionally only as size is already out of specification)

- This deviation is temporary and apply to any defined requirement whether it be product or process related.

Example

- Problem: In the above example some products observed out of specification which can't be rework / repair.

- Action: We used that lot after taking under deviation approval from customer to reduce in-house COPQ.

5. Scrap

- The output of a production process that is not finished goods or WIP.

- Scrap usually costs money and time.

- Scrap is also defined as small amount of something, often left from something larger.

Example

- Problem: In the above example some what if the customer decline the under deviation request?

- Action: All the out of specification products are scrap.

What is Quality Circle? / Use of Quality Circle / Characteristics of Quality Circle

2021-05-13T16:02:00.008+05:30

- Concept of Quality Circle is to solve work related problems by using basic problem solving techniques.

- Quality circle is a group of employees doing similar work, who meet regularly under the leadership of their supervisor, to identify and discuss their work related problems

- Quality circle is a 'form of participative management', which assumes that, a group of individuals working together will invariably come up with better solution than one individual working alone.

- Quality circle is a 'problem-solving technique', which assumes that, suggestions for quality improvement should come from those, who have the greatest knowledge about the job.

- Quality circle is 'a human resource development technique', which includes the development of skills, capabilities, confidence and creativity of the people through education, training, work experience and participation.

History of Quality Circle

- Kaoru Ishikawa is the creator of Quality circle whos started in 1962 in Japan.

- In India quality circle is promoted by QCFI (Quality Circle Forum of India)

Characteristics of Quality Circle

- Quality circles are small primary groups of employees/workers. The group must be small (4 to 12 workers) lead by a supervisor, called as facilitator.

- Members of quality circle should be the workers doing similar work. The workers/employees interested in same area of work for improvement may come together to form a circle.

- Membership of quality circle is most voluntary. It is not at all made compulsory.

- The members meet regularly say once a week or according to an agreed and specified schedule.

- Quality circle members are specially trained in techniques of analysis and problem solving methods, so that, they can work and contribute more effectively, in quality improvement activities.

- Purpose of Quality Circle: 'To identify and solve work related problems and to improve quality and productivity'.

- Quality circle enables every member to use his/her hidden talents and creative skills to perform against the challenging tasks.

- Quality circle members get the benefit of self development, updates and competence amongst them.

- Quality circle members work for quality improvement, without affecting regular work. It creates a feeling of job, satisfaction and job security.

- Their successful contribution in company's goal of quality improvement create a feeling of proudness amongst them.

Functioning of Quality Circle

(a) Problem identification: To identify different problems to be solved related to work area.

(b) Problem selection: To decide the priority of problems on the basis of severity causing poor quality control and select the problem to be solved first.

(c) Problem analysis: Analyze the selected or chosen problem through basic problem solving technique.

(d) Generate alternative solutions: Identify and evaluate causes of problem. Discuss about the problem in the meeting and suggest possible solution to solve problem. Members may generate number of alternative solutions, due to difference in opinions.

(e) Select the most appropriate solution: Quality circle members discuss and evaluate all alternative solutions by comparison and select the best solution amongst all.

(f) Prepare plan of action: Quality circle members prepare plan of action to implement the best solution, agreed by all.

(g) Submit solution to management: Quality circle members submit the best solution to management for approval.

(h) Implementation of solution: Management takes the decision on implementation of solution. Initially, the solution is implemented on small scale, called as trial or pilot test. If pilot/trial test is successful in giving better results, then the solution can be implemented on full scale.

Objectives of Quality Circle

1. To improve the quality and productivity and to contribute in development of company.

2. To identify and solve work related problems.

3. To reduce cost of products and services by reduction of waste, effective utilization of resources, avoiding un-necessary errors and defects.

4. To develop and utilize the tremendous potential of workers.

5. To tap 'creative intelligence' of persons working in the organization and to make full use of available or existing human resources.

6. To authorize and allow the employees to develop and use greater amount of 'knowledge and skill'. Motivate them to face a wide range of challenging task.

7. To have 'Proper communication' in the organization.

8. To create 'Job satisfaction' among the workers.

9. To increase 'loyalty and commitment' of employees towards the organization and its desired achievements.

10. To satisfy the human needs of 'recognition', 'achievement' and 'self development'.

Limitations of Quality Circle

1. Employees working as Quality circle members may turn from their routine work to the task of organizing themselves, taking trainings, which sometimes may lead to undue wastage of man hours.

2. Time and money is required for implementation of new concept.

3. Sometimes, over expectations of employees may lead to disappointments.

4. Some employees may show non-willingness and may not co-operate the quality circle members.

5. Changes in existing system with appropriate control is required.

6. Resistance and non-operation of some employees.

Factors Leading to Failure of Quality Circle

1. Lack of interest and support from management.

2. Some members may not contribute to activities of quality circle and remain absent in many periodic meetings of Quality control.

3. Improper selection of team members.

4. The leader (facilitator) chosen may have lack of leadership qualities. It means, appointing him was the wrong decision.

5. Some members of Employee's Union create problems and feed others with negativity.

6. Lack of training to members.

7. Lack of sufficient awareness and knowledge among workers.

8. Bad practices of politics in organization.

Techniques used in a quality circle

1. Brainstorming

- This helps to stimulate the idea for decision making and stimulating creativity.

2. Cause and effect diagrams

- Members identify the cause of the problem and its effect on the problem

3. Sampling and charting method

- Members observe the events and charts the observations to get a clear idea of the problem.

Kanban System / What is Kanban?

2021-05-01T19:14:00.006+05:30

Definition & Origin of Kanban

- Kanban (signboard) is a Japanese manufacturing system in which the supply of components is regulated through the use of an instruction card sent along the production line invented by Taiichi Ohno in 1940, an industrial engineer at Toyota to improve manufacturing efficiency.

- It aims to help you visualize your work, maximize efficiency, and improve continuously.

- Its purpose is to ensure that you only produce what the customer is asking for and nothing more. It is a system of signals that is used through the value stream to pull product from customer demand back to raw materials.

Why we use Kanban?

1. Visually see work in progress

2. Increase efficiency and Reduce waste

3. Instantly understand impediments and take steps to remove them

4. Improve communication between yourself and your team

5. Empower teams to self-manage visual processes and workflows

6. Inspire team collaboration

Kanban Formula

1. Kanban = TRI / Bin Capacity

2. Total Required Inventory (TRI) = Weekly Part Usage X Lead-time X Number of locations for stock

Kanban Principles

1. Visualize Work

- By creating a visual model of your work and process, you can observe the flow of work moving through the Kanban system. Making the work visible, along with visual indications of blockers, bottlenecks, and queues, instantly leads to increased communication and collaboration.

2. Focus on flow

- Using work-in-process limits and team-driven policies, you can optimize your Kanban system to Improve the flow of work, Collect metrics to analyze flow, Get leading indicators of future problems

3. Limit work in process

- By limiting how much unfinished work is in process, you can reduce the time it takes an item to travel through the Kanban system. You can also avoid problems caused by task switching and reduce the need to constantly reprioritize items.

4. Continuous Improvement

- Once your Kanban system is in place, it becomes the cornerstone for a culture of continuous improvement. Teams measure their effectiveness by tracking flow, quality, throughput, lead times, and more.

Kanban Board Model - Kanban Flow

1. TODO: This column lists the tasks that are not yet started

2. DOING: Consists of the tasks list that are in progress.

3. DONE: Consists of the tasks list that has been completed.

Best Practices For Kanban Method

1. Visualize the flow of work

2. Make Process Policies Explicit

3. Implement Feedback Loops

4. Using the scientific method for improvement

5. Manage flow

6. Limit work in process(WIP)

Types of Kanban

1. Raw Material Kanban- Tells supplier when to send how much of a particular item to a particular place.

2. In-process Kanban- Determines the amount of WIP (Work In Process) that can be kept between any two operations in a process.

3. Finished goods Kanban- Determines the amount of a product to be kept on hand at any given time. Removal of material from the finished goods Kanban acts as a signal for more of that product to be manufactured.

Kanban vs. Scrum

1. Kanban best for projects with widely varying priorities but Scrum best for teams with stable priorities that may not change as much over time.

2. Kanban not having pre-defined roles for a team but Scrum has a pre-defined role for each team member.

3. Kanban is not based on duration. This thing is measured regarding cycle times but Scrum is duration based varies 2 weeks to 1 month.

4. Kanban recommends graphs to get an overview of the team's progress over time but Scrum recommends the collection of time measurements made during sprints.

5. Kanban relies on time-boxing and forecasts but Scrum no longer asks for a commitment from teams.

6. Commitment not necessary it is optional for teams in Kanban but in Scrum teams are required to commit a specific amount of work.

Software’s used for Kanban

- Kanban software takes the basic visual approach of a Kanban board and cards and digitizes it, so now workflow can be seen by the whole team.

- It makes organization easier and helps project managers and teams manage the workflow better. Therefore, the software fulfills the core practice to always be improving. Cutting waste and automating some aspects of the process through software features allows teams to focus on their activities.

- Some software's are

1. TRELLO

2. KANBANIZ

3. MONDAY.COM

4. JIRA

Industrial Revolution 4.0

2021-03-13T13:30:00.006+05:30

What is Industry 4.0?

- Industry 4.0 refers to the fourth industrial revolution, it is concerned with areas that are not usually classified as industry applications in their own right, such as smart cities.

- It is also knows as I4 or I4.0

- Industry 4.0 converges IT (Information Technology) and OT (Operational Technology), to create a cyber-physical environment.

- Industry 4.0 describes the growing trends towards automation and data exchange in technology and processes within the manufacturing industry.

- This automation creates a manufacturing system where machines in factories are augmented with wireless connectivity and sensors to monitor and visualize an entire production process and make autonomous decisions.

Types of Industrial Revolution

- The changes in manufacturing and transportation with the help of new technologies called Industrial Revolution.

1. First Industrial Revolution

- This revolution came with advent of mechanization, steam power and water power.

- This revolution happens between 1700s and 1800s.

- During this period manufacturing evolved from focusing on manual labor performed by people and aided by work animals through the use of water & steam powered engines and other types of machine tools.

2. Second Industrial Revolution

- In the early part of 20th century, second industrial revolution started with the introduction of steel and use of electricity in factories.

- Many technical things like telephone, electric bulb, phonograph developed during this period.

- The introduction of electricity enabled manufacturers to increase efficiency.

- During this phase mass production concept like assembly line were introduced to boost productivity.

3. Third Industrial Revolution

- 3rd Industrial revolution came with electronics, IT systems and automation.

- 3rd revolution started in 1980s and continuing, manufacturer began experiencing a shift that put less emphasis on analog electronic devices and mechanical devices and more on digital technology.

- It has potential to grow in the field of automated driving, 5G networks, renewable energy etc.

4. Fourth Industrial Revolution

- From past few years, fourth industrial revolution takes the emphasis on digital technology with the help of Internet of Things (IoT), Cycler system, access to real time data.

- It connects physical with digital and allows better collaboration between departments, partners, vendors, product and people.

- It helps to better control and understand every aspect of their operation, and allows to provide instant data to boost productivity, improve processes and drive growth.

Technologies Driving Industry 4.0

1. Internet of Things (IoT)

- IoT is a key component of smart factories.

- Machines are equipped with sensors that feature an IP address that allows the machines to connect with other web enabled devices.

- This help to collect, analyzed and exchanged large valuable data.

- This help to prevent the overstocking or understocking of inventory.

2. Cloud Computing

- Cloud computing offers a platform for users to store and process vast amount of data on remote servers.

- It allows to use computer resources without developing computing infrastructure in premises.

3. AI and Machine Learning

- Artificial Intelligence is a concept that refers to a computer’s ability to perform tasks and make decisions that would historically require some level of human intelligence.

- Machine Learning is a concept that computers have to learn and improve on their own through artificial intelligence.

- AI and machine learning can create insights providing visibility, predictability and automation of operations and business processes.

- This helps to perform predictive maintenance based on machine learning algorithms, resulting in more uptime and higher efficiency.

4. Edge Computing

- Edge means where the data is created.

- This minimize the time from when data is produced to when a response is required.

- It is a part of a distributed computing topology in which information processing is located close to the edge – where things and people produce or consume that information.

5. Cyber security

- As I4.0 provides increased connectivity and the use of standard communicating protocols cyber security is required which protects critical industrial systems and manufacturing lines from threats.

6. Digital Twin

- Digital twin means to create virtual replicas of processes, production lines, factories and supply chain.

- It can be created by pulling data from IoT sensors, PLCs and other objects connected to the internet.

- Digital Twin can be used to help increase productivity, improve workflows and to design new products.

7. Augmented Reality (AR)

- AR means creating virtual images or data on a physical object by using AR capable devices like smartphones, glasses etc.

- In the context of manufacturing, AR will used to provide virtual training i.e. AR could enable workers to speed up the assembly process and improve decision-making.

Industry 4.0 Design Principles

1. Interoperability

- Interoperability means ability of machines, sensors, devices and people to connect and communicate with each other via Internet of things.

2. Information Transparency

- The ability of system to create virtual copy of the physical world by enriching digital plant models with sensor data.

3. Technical Assistance

- The ability of system to support humans by aggregating and visualizing information for making informed decisions and solving problems in short period.

- The ability of system to support humans physically by conducting range of tasks that are unpleasant, unsafe and too exhausting for their human.

4. Decentralization of Decisions

- Ability of system to make decision on their own and to perform their tasks as autonomously as possible only in the case of exceptions, interferences tasks delegated to higher level.

Impact of Industry 4.0

- Continuous productivity

- Operators skills

- Machine safety

- Product lifecycle

- Remote Working

- IT Security

- Industry sales

Benefits of Industry 4.0

- Improved Productivity

- Improved Efficiency

- Increased knowledge sharing

- Makes compliance easier

- Reduced maintenance cost

- Better Customer Experience

- Ensuring quality

- Increased profitability

Histogram in 7 QC Tools

2021-02-06T21:59:00.008+05:30

- Histogram is a visual interpretation of numerical data showing the number of data points falling within a specified range of values.

- It is a frequency distribution tool for process improvement.

- We can used only one parameter in variable data to construct this chart.

- Histogram is similar to bar graph but histogram shows no gaps between the bars.

- Histogram is represented by a curve known as Frequency Distribution.

Parts of Histogram

1. Title

- Title describes the information included in histogram.

2. X-axis

- This axis shows the scale of values which the measurements fall under.

3. Y-axis

- This axis shows the number of times the values occurred within the set of interval of X-axis.

4. The Bars

- The height of bar shows the number o times that the values occurred within the interval and the width of bar shows the interval that is covered.

5. Legends

- Legend provides additional information like where the data came from and how the measurements were gathered.

What is a use of histogram?

- Summarize the data in graphical format.

- Analyze the variation in process.

- Assist in decision making.

How to Make Histogram?

1. Collection of Data and Compute the Range

- Here we take example of 50 records. Make a table of data and calculate the range by subtracting Largest and Smallest value.

2. Find the Number of intervals and interval width

- Here we have to find the number of intervals required and interval width.

3. Summary of data as per interval size and construct the graph

- Here we summarized the data as per interval width.

- Then we construct the graph. Y-axis shows frequency of data points and X-axis shows Interval width.

Types of Histogram Patterns

1. Normal Distribution Pattern

- It's a bell shaped curve where peak point is at center of the curve.

2. Skewed Distribution Pattern

- In this curve peak point is either at right side or left side of the curve and the tail stretches away from it. Right side peak called Right skewed distribution and left side peak called Left skewed distribution.

3. Double Peak Pattern

- In this curve two peak point observed like two humped camel.

- This curve shows combination of two process or records.

4. Multi Peak / Plateau pattern

- In this curve several process are combined.

- Range selection is not proper. Top distribution looks like plateau.

5. Edge Peak Pattern

- This curve is same as normal distribution except that it has a large peak at one tail.

- This cause by faulty construction of histogram or instrument error.

6. Truncated Pattern

- The curve looks like normal distribution with the tails cut off.

- The supplier might be supplying the parts which are within specified limit only by producing normal distribution at their end.

7. Dog Food Pattern

- The dog food pattern is like missing the results near the average values.

- This curve shows remaining / missing part of truncated pattern which was sorted by supplier to avoid rejection at customer end.

Benefits of Histogram

- Histogram allow to compare data easily.

- Equal interval allows easy data transfer from frequency to histogram.

- Helps focus on the general shape of the data.

Disadvantage of Histogram

- Cannot read exact values from histogram because data is grouped into categories

- Distribution shape affected by change in interval width

What is Audit?

2021-01-02T20:39:00.006+05:30

- Audit is on-site verification activity like inspection / examination of process to ensure compliance to requirements.

- Audit can apply to entire organization or specific process or production step.

- Some special purpose of audits are documents audit, risks / performance or following up on completed corrective actions.

Types of Audits

As per ISO 19011 audit is a systematic, independent and documented process to obtain the audit evidence (Records or other relevant information) & evaluate it objectively to determine the extent to which the audit criteria (procedures or requirements, policies) are fulfilled.

There are 3 types of Audit.

1)Product Audit

- Product audit is an examination of particular product to evaluate whether it conforms to requirements or not( Specification, customer requirement).

- The products need to be audited using CSR (customer-specific requirements) at appropriate stages of production and delivery. This allows an organization to verify conformity to their specified requirements. Where not defined by the customers, the organization itself needs to define an approach to be used during the product audit.

2)Process Audit

- This audit verifies that processes are working within specified limits.

- Examine the resources (equipment, materials, people) applied to transform the inputs into outputs, the environment, the methods (procedures, instructions) followed, and the measures collected to determine process performance.

- The organization needs to define the Audit Plan that refers to key processes.

- The auditors should use the checklist to make sure the audit is thoroughly conducted and have checked all of the required items.

- The manufacturing process audit includes a check to ensure effective implementation of process wise risk analysis (such as FMEA), control plan and associated documents.

3) System Audit (QMS)

- It can be described as a documented activity performed to verify, by examination and evaluation of objective evidence that are appropriate and effective, documented and implemented in accordance and in conjunction with specified requirements.

- The entire scope of the QMS (Quality Management System) must be covered within a three-year calendar period and an annual internal audit program should be developed.

An audit may also be classified as internal or external, depending on the interrelationships among participants. Internal audits are performed by employees of your organization. External audits are performed by an outside agent. Internal audits are known as first-party audits, while external audits can be either second-party or third-party.

A. First Party Audit

- This audit performed within organization to measure strength and weakness against its own procedure or methods.

- A first-party audit is an internal audit conducted by auditors who are employed by the organization being audited but who have no vested interest in the audit results of the area being audited.

B. Second Party Audit

- This is an external audit performed on supplier by a customer or by a contracted organization on behalf of a customer.

- Second party audits are subject to the rules of contract law as they are providing contractual direction to supplier from customer.

- Second-party audits tend to be more formal than first-party audits because audit results could influence the customer’s purchasing decisions.

C. Third Party Audit

- This audit performed by an audit organization independent of the customer - supplier relationship.

- Third-party audits may result in certification, registration, recognition, an award, license approval, a citation, a fine, or a penalty issued by the third-party organization or an interested party.

Phases of Audit Cycle

1. Audit Planning & Preparation

- Developing an audit program, or audit schedule, and sharing it with the process owners.

- Audit preparation consists of planning everything that is done in advance by interested parties, such as the auditor, the lead auditor, the client, and the audit program manager, to ensure that the audit complies with the client’s objective

2. Plan the Process Audit

- In this phase auditor need to discuss with process owners and confirm the best time to review each process.

- The auditor should look back at past audits to determine if he needs to follow up on any concerns or issues, and the process owner can point out any areas he would like the auditor to focus on.

3. Audit Execution

- It is a data collecting section which covers the time period from arrival at audit location to the exit meeting.

- It consists of multiple activities including on-site audit management, meeting with the auditee, understanding the process and system controls and verifying that these controls work, communicating among team members, and communicating with the auditee.

4. Audit Reporting

- Purpose of audit report is to communicate the result of investigations to auditee.

- The report should provide correct and clear data that will be effective in addressing important organizational issues.

5. Audit follow-up and Closure

- The audit is completed when all the planned audit activities have been carried out, or agreed with the audit client.

- The audit process end when the report is issued by the lead auditor or after follow-up actions are completed.