MIE 473

System Reliability & Quality Control

Monowar Wadud Hridoy

Lecturer
Department of Mechatronics & Industrial Engineering

Chittagong University of Engineering & Technology (CUET)

Chottagram-4349, Bangladesh

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 TQM
What is TQM?
TQM is the integration of all functions and processes within
an organization in order to achieve continuous improvement
of the quality of goods and services.
Function of TQM
To improve the quality of all the people at all the functional
areas of the organization.
Main principles are:
Recognition of customers importance
The involvement of everyone in quality improvement
Viewing every business activity a process with potential for
improvement
The goal on continuous improvement
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Benefits of TQM
The results of adoption of TQM
Quality improvement, quality development and quality
maintenance.
Full customer satisfaction at economic levels, hence
market share improvement is possible.
Higher productivity and stock prices.
Reduced costs.
Improved certainty of organization.
Dedicated management.
Satisfied employees with sense of involvement.
Job satisfaction and employs satisfaction .

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Characteristics of TQM
1. Continual improvement: Never ending journey
2. Customer Focus: Customer satisfaction is the ultimate
driving force
3. Organization-wide activity: Opposed to the traditional
approach i.e. involvement of all in the organization is a
must.
4. Employee empowerment: Gives birth of Quality Circle
where instant decision making powers are imposed to the
authority who are closest to the job

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5. Team approach: Use of team for problem solving and
to achieve consensus and promotes a spirit of cooperation.
6. Competitive benchmarking: The Company need not
be in the same line of business.
7. Knowledge of tools: Training need identification is
necessary tools.
8. Internal and external customers: Satisfaction of
internal customer will increase the satisfaction of ultimate
customer
9. Long term relationship with suppliers: Eliminating
the need to inspect deliveries from other suppliers.

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7 Tools of Quality Control:
1. Check sheet
2. Histograms
3. Scatter diagram
4. Flow chart
5. Pareto chart
6. Cause & effect diagram
7. Control chart

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Basic objects of 7 tools of TQM
Type 5W2H Interpretation

Subject What
What do I need to investigate?
matter
Purpose Why What are reasons leading to generation of defects?

Location Where What is the source of defect?

Sequence When When does the problem occur?

People Who Who is responsible for defects, or quality problems?

Cost How much How much cost is involved in eliminating the errors?

Method How How can I identify problems and eliminating those?

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 Check Sheet:
Purpose:
Tool for collecting and organizing measured or counted data
Data collected can be used as input data for other quality
tools (histograms and Pareto charts)
To use when performing a thorough inspection
Benefits:
Collect data in a systematic and organized manner
To determine source of problem
To facilitate classification of data (stratification)

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Procedure of preparing a Check Sheet
1. Decide what event or problem will be observed.
Develop operational definitions.
2. Decide when data will be collected and for how long.
3. Design the form. Set it up so that data do not have to be
recopied for analysis.
4. Label all spaces on the form.
5. Test the check sheet for a short trial period to be sure it
collects the appropriate data and is easy to use.
6. Each time the targeted event or problem occurs, record
data on the check sheet in tally format.

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 Histogram
A histogram is a chart that shows the frequency distribution of
observed values of a variable. Distribution type (normal or
symmetrical) of a particular variable is possible to know from
the plot. It looks like a bar chart but there are important
differences between them.

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Construction
✓ Collect at least 50 consecutive data points from a
process.
✓ Determine the range of data in observations.
✓ Determine cell numbers and categories or class range
desired.
✓ Calculate the mid points of each cell or class. Usually
all cells are of equal width.
✓ Place each observation value in only one cell and no
two cells can overlap.
✓ Display the frequency of each cell in vertical bars.
Count type histograms with absolute number but
proportion type may also be prepared

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When to use
• When the data are numerical.
• When the organization wants to see the shape of the
data’s distribution, especially when determining
whether the output of a process is distributed
approximately normally.
• When analyzing whether a can meet the customer’s
requirements.
• When analyzing what the output from a supplier’s
process looks like.
• When seeing whether a process change has occurred
from one time period to another.
• When determining whether the outputs of two or more
processes are different.
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 Scatter Diagram:
When to use
When paired numerical data need to be compared.
When trying to determine whether 2 variables are related, such as
when trying to identify potential root causes of problems.
When dependent variable may have multiple values for each value
of independent variable.
When determining whether two effects those appear to be related
both occur with same cause.
When identification or trend for a variable is necessary.

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For example, whether there exist any relationship and strength
between-
Temperature and hardness
Carbon content with hardness
Study time with examination results expenditure behind
advertisement and sales volume
Examples of when Scatter diagrams can be used to determine if
there is a relationship: prevention costs and conformance; overtime
hours versus days absent; determining if a particular defect is due to
run-size.

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Scatter Diagrams are graphs that show how to variables are related
to one another.
➢ Particularly useful in detecting the amount of correlation, or the
degree of linear relationship, between two variables.
➢ For example, increased production speed and number of defects
could be correlated positively, as production speed increases, so
does the number of defects.
➢ Two variables could also be correlated negatively, so that an
increase in one of the variables is associated with a decrease in the
other.

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 Pareto Chart:
A technique used to identify quality problems based on
their degree of importance.
Pareto chart, named after Vilfredo Pareto, is a type of chart
that contains both bars and a line graph, where individual
values are represented in descending order by bars, and the
cumulative total is represented by the line. Mr. Pareto
suggested that 80% of the problems are due to only 20% of
the causes. Bar chart arranged in descending order of
height from left to right indicating that the bars on left
relatively more important than those on right.

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Why we Use a Pareto Chart?
Helps to organize data to show major factors
Breaks big problems into smaller pieces
Displays data in the order of importance hence identifies
most significant factors
Shows where to focus efforts
Allows better use of limited resources

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 Flowcharts
• Tools used for continuous improvement
• Visual illustration of the sequence of operations
required to complete a task
Purpose:
Schematic drawing of the process to measure or
improve.
Starting point for process improvement
Potential weakness in the process are made visual.
Picture of process as it should be.

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Benefits:
Simplest of all flowcharts showing what actually
happens at each step in the process
Identify process improvements Understanding the
process
Used for planning new processes or examining existing
one
Clarify working relationships between people and
organizations
Target specific steps in the process for improvement.

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How is it done?
• First, familiarize the participants with the flow chart
symbols.
• List major steps
• Write the process step inside each symbol
• List sub-steps under each in order they occur
• Connect the Symbols with arrows showing the direction
of flow

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 Control Charts
Control charts, also known as process-behavior charts, in SPC are
tools to examine the behavior of a variable over time.
To do so
A chart is created from data collected for a certain period of time
Dots plotted on the chart are examined to see how they are
distributed.
If they are within the established control limit, some actions are
taken to control and standardize various factors,
This method is also used to examine if a process is stabilized by
these actions, and if so, to keep the process in a stable state.

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There are two purpose uses of control charts:
1. For managerial purposes
2. For analytical purposes.
A control chart is used to identify dots that are outside the control
limit, which indicate some anomalies in a process.
In addition, seven consecutive dots showing values that are below or
above the mean (central) value, or an increment or a decline
represented by seven consecutive dots also indicate “a problem in a
process.” We need to examine what has caused such a tendency or
an increment/decline.

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Fishbone Diagram

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What is ISO 9000?
• The ISO 9000 series of standards differ from other ISO standards.
• ISO 9000 does not define the standards for a particular product or
process.
• Instead ISO 9000 defines a method for Quality Management
System (QMS).
• It is a generic rather than a specific standard

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KAIZEN:
• Kai-change and Zen-good (for the better)
• Japanese term for “continuous improvement”
• Principle behind is that “a very large number of small improvements are more
effective in an organizational environment than a few improvements of large
value”
• It focuses on elimination of wastes on non-value activities throughout the
organization, increasing the efficiency of the work process, maintaining a safe
work environment and constantly improving the product quality.
• A means of continuing in personal life, home life, social life and working life.
At the workplace, Kaizen means continuing improvements involving
everyone−managers and workers alike. The Kaizen business strategy involves
everyone in an organization working together to make improvements without
large capital investments.

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Kaizen Methodology
“3M”
MURA (Unevenness): Any variation leading to unbalanced situations. In short:
UNEVENNES, inconsistent, irregular. Mura exists when workflow is out of balance and
workload is inconsistent and not incompliance with the standard.

MURI(overburden): Unreasonable, impossible, overdoing and overburdened. Any activity

asking unreasonable stress or effort from personnel, material or equipment. In short:
OVERBURDEN. For people, Muri means: a too heavy mental or physical burden. For
machinery Muri means: expecting a machine to do more than it is capable of or has been
designed to do.

MUDA (WASTE): any activity in your process that does not add value. MUDA is not
creating value for the customers.
4M: Man, Machine, Material, Method.

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Quality Circle (Better use of human resources)
Belief is that every organization has vast store of untapped talent,
brains, abilities and ideas.
Volunteer group involved in same work area or performing similar
functions who meet together on a regular basis to discuss workplace
improvement, problem elimination and make presentations to
management with their ideas.
Quality circle characteristics
Voluntary groups of 6-8 members
Quality circle teams are semi-permanent
Teams are from single functional department
Members have equal status and select their own project
Minimum pressure to solve problems with a set time frame

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Objective or philosophy of Quality Circle:
o Reduce errors and enhance quality and productivity
o Inspire more effective teamwork
o Promote job involvement and participation
o Increase employee motivation
o Create problem solving capability
o Build an attitude of ‘problem prevention’
o Improve communication in the organization
o Develop harmonious manager- worker relationship
o Promote personal and leadership development
o Develop a greater safety awareness
o Promote cost reduction
o Catalysis attitudinal changes for greater cohesiveness and
teamwork

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JIT (Just in time i.e. supply the materials as and when needed)
• JIT helps achieve quality because it is a philosophy that seeks to constantly
improve production processes and methods by keeping the inventory at zero
level or as low as possible. If the inventory is kept low then the problems can
be detected.
• In process inventories are drastically reduced by cutting lot sizes.
• Suppliers of materials, under JIT system, supply materials of perfect quality.
Many companies do even inspect suppliers’ deliveries of materials; rather,
the emphasis is on working with suppliers to produce perfect parts and
materials.
• JIT system also envisages the use of intensive preventive maintenance
programmers in order to prevent any machine breakdown. This results in
machines producing parts of perfect quality.
• Workers are responsible for producing parts of perfect quality or with zero
defects before they are passed on to the next production operation.
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Poka-Yoke (is used in Japan for mistake-proofing)
Created by Shigeo Shingo, one of the industrial engineers of Toyota.
Shingo writes, “The causes of defects lie in worker errors, and
defects are the results of neglecting those errors. It follows that
mistake will not turn into defects if worker errors are
discovered and eliminated beforehand.”

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Quality Function Development (QFD):
A TQM tool that translates customer desires into specific
designable features to both determining what will satisfy the
customer and translating those customers desires into the target
design.
Its is used for planning technique in japan as a strategy for
assuring that quality is built into new processes or systems design.
It helps organization to take the voice of the customer and factor
their wants and needs into organization product and process
planning.

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Benchmarking
An idea to develop a target for quality at which to shoot and then
develop (idol) against which to compare the company’s product
quality. It involves selecting the very best performance of process
using the following steps:
Determine what to benchmark
Form a benchmark team
Identify benchmarking partners
Collect and analyze benchmarking information
Take action to match or exceed the benchmark

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Thank you so much
for your attention

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