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Learning Objectives
Understand total quality management. Understand the cost of quality. Understand how processes are monitored with control charts. Calculate the capability of a process. Understand six sigma philosophy. Understand the lean manufacturing philosophy.
Quality Specifications
Design quality: inherent value of the product in the marketplace Conformance quality: degree to which the product or service design specifications are met
Quality at the source: the person who does the work takes responsibility for making sure it meets specifications
The later a defect is detected, the more costly the defect is
Minor delay
Rework Delay
Significant Warranty rework cost Delay in Administrative delivery cost Additional Reputation inspection Loss of market share
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Cost of Quality
Basic cost assumptions
Failures are caused Prevention is cheaper Performance can be measured
Cost of quality
Appraisal cost Prevention cost Internal failure cost External failure cost
Control charts are used to check continuously whether the process is running properly
Differentiate two types of variations
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Common variation
Variation that is inherent in the process
The distinction between common variation and assignable variation is NOT a universal truth
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Value
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Sample No.
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Sample Size
Control charts are plotted based on samples taken from the process Sample size: the number of units (data points) included in a sample
Make the sample size large enough to expect to count the attribute twice in each sample
If the defect rate were about 1%, an appropriate sample size would be 200 units
Sample sizes for variable control charts are much smaller, typically from 2 to 10. Larger sample sizes may be necessary for detecting finer variations of a process
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UCLp p zs p
LCLp p zs p , or 0, whichever is larger
z=3 (for 99.7% confidence) z=2.58 (for 99% confidence)
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Example: p Chart
Facing intense competitions, the manager of Cheesy Pizza is thinking of implementing a 30-minute delivery policy which promises a customer a free pizza if the delivery time exceeds 30 minutes. Before publicizing the policy, the manager sets up a pchart based on 6 samples of 50 deliveries. (z=3) Is the delivery process in control or out of control? SAMPLE #1 #2 #3 #4 #5 #6 Number of belated deliveries 4 9 4 5 2 6 Fraction of belated deliveries
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Example: p Chart
0.25 0.2 0.15 0.1 0.05 0 1 2 3 4 5 6 p-bar UCL LCL p value
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R chart The x-axis corresponds to sample numbers The y-axis corresponds to the range of each sample
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X : the average of
#3 #4 #5
#6
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6.3 6.2 6.1 6.0 5.9 5.8 5.7 5.6 5.5 5.4 1 2 3 4 5 6 average UCL LCL X-bar
1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.0 1 2 3 4 5 6 average UCL LCL Range
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Process Capability
In control vs. meet quality requirement Running properly vs. making good products A design specification includes
An upper tolerance level (UTL) A lower tolerance level (LTL)
A process is capable if it can produce output according to the design specifications Measure: Process Capability Index Cpk
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Example
We are the maker of this cereal. Consumer reports has just published an article that shows that we frequently have less than 16 ounces of cereal in a box. Lets assume that the government says that we must be within 5 percent of the weight advertised on the box.
We examine 1,000 boxes of cereal and find that they weight an average of 15.875 ounces with a standard deviation of 0.529 ounces. Cpk = _____
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Interpretations
An index that shows how well the units being produced fit within the specification limits The greater the Cpk is, the more capable the process is in terms of producing quality products Threshold Cpk = 1.3 Six-sigma companies want 2.0!
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Six Sigma
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Six Sigma
Six Sigma is a business management strategy, initially implemented by Motorola, that today enjoys widespread application in many sectors of industry (Source:Wikipedia.org) Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and variability in manufacturing and business processes
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If, for some reason, the process mean is shifted off the center by 1.5 sigma, there are 3.4 defects per million If the process goes out of control (adjustment) it might be identified before bad units are produced
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DMAIC Methodology
Define -- Identify customers and their priorities; Identify a project; Identify critical-to-quality characteristics Measure -- Determine how to measure the process; Identify key internal processes Analyze -- Determine most likely causes of defects; Understand why key defects are generated Improve -- Identify means to remove causes of defects; Confirm the key variables; Identify the maximum acceptance ranges; Modify process to stay within acceptable range Control -- Determine how to maintain improvements; Put tools in place to track key variables
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Final Assembly
Final Assembly