TOTAL QUALITY MANAGEMENT AND RELIABLITY
DIGITAL ASSIGNMENT – 1
NAME :- MARUTI SRIRAM
REG NO :- 17BME0993
SLO T :- F2 +TF2
Q3)
Teams :- A team is defined as a group of people who perform interdependent tasks to work toward
accomplishing a common mission or specific objective.
Some teams have a limited life: for example, a design team developing a new product, or a continuous
process improvement team organized to solve a particular problem. Others are ongoing, such as a
department team that meets regularly to review goals, activities, and performance.
An organization with many teams requires careful alignment. As teams and individuals link with other
teams, the principles of developing understanding and trust will apply, but the structure will get more
complex (Figure 1). Understanding the many interrelationships that exist between organizational units and
processes, and the impact of these relationships on quality, productivity, and cost, makes the value of
teams apparent.
Perfomance :- The accomplishment of a given task measured against preset known standards of
accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of
an obligation, in a manner that releases the performer from all liabilities under the contract.
Reward :-It is a payment or reward often offered by a group as an incentive for the accomplishment of
a task by someone usually not associated with the group. Bounties are most commonly issued for the
capture or retrieval of a person or object. They are typically in the form of money
Motivation :- Motivation is the word derived from the word ’motive’ which means needs, desires,
wants or drives within the individuals. It is the process of stimulating people to actions to accomplish
the goals. In the work goal context the psychological factors stimulating the people’s behaviour can
be -
• desire for money
• success
• recognition
• job-satisfaction
• team work, etc
One of the most important functions of management is to create willingness amongst the employees to
perform in the best of their abilities.
Q4)
Gainsharing :- It is describes as the system of management in which an organisation seeks higher
performance through the involvement and participation of its people . As performance improves,
employees share financially in the gain . It is a team approach , generally all the employees at a site or
operations are included .
Gains and resulting payouts are self-funded based on savings generated by improved
performance.
Gainsharing commonly applies to a single site, or stand-alone organization.
Many plans often have a year-end reserve fund to account for deficit periods.
Employees often are involved with the design process.
A supporting employee involvement system is part of the plan in order to drive improvement
initiatives.
Performance Appraisal :- A performance appraisal is a regular review of an employee's job
performance and overall contribution to a company. Also known as an annual review, performance
review or evaluation, or employee appraisal, a performance appraisal evaluates an employee’s skills,
achievements, and growth--or lack thereof. Companies use performance appraisals to give employees
big-picture feedback on their work and to justify pay increases and bonuses,
A performance appraisal is a regular review of an employee's job performance and contribution to a
company.
Companies use performance appraisals to determine which employees have contributed the most to
the company’s growth, review progress, and reward high-achieving workers.
While there are many different kinds of performance reviews, the most common is a top-down review
in which a manager reviews his or her direct report.
Q2) According to Deeming Philosophy its about leading rather managing according to this
philosophy that basically it says that it is important that short vision shouldn’t computed there is
always a need of long vision .
Plan for long term quality rather than short term because if the quality is longer then the customer
satisfaction will increase and will have strong foundation of it
Eliminate mass inspection because it doesn’t serve the purpose of quality check and problem
detection Plan for quality in the long term.Resist reacting with short-term solutions.Don't just do
the same things better – find better things to do Predict and prepare for future challenges, and
always have the goal of getting better .Embrace quality throughout the organization.Put your
customers' needs first, rather than react to competitive pressure – and design products and
services to meet those needs.Be prepared for a major change in the way business is done.
It's about leading, not simply managing. Quality relies on consistency – the less variation you
have in the input, the less variation you'll have in the output.
• Look at suppliers as your partners in quality. Encourage them to spend time improving their
own quality – they shouldn't compete for your business based on price alone.
• Analyze the total cost to you, not just the initial cost of the product.
• Use quality statistics to ensure that suppliers meet your quality standards.
Eg :- The Honeywell-managed Kansas City National Security Campus (KCNSC) employs more than
4,500 people and is a significant force in manufacturing and supplying critical parts to the Department
of Energy National Nuclear Security Administration. In the mid-2010s, the company applied
Deming's principles of management by implementing a productivity improvement program. The
effort was so successful that in 2009, the company won the Malcolm Baldrige National Quality
Award for excellence in quality and performance.
Results placed the facility at the highest levels of business achievement. cost savings from improved
performance and implemented innovations ranged from $23.5 million to $27 million annually.
Customer satisfaction over the same period was at or above 95 percent, much higher than the
commercial best-in-class range of 78-85 percent.
Disruptive technology is an innovation that significantly alters the way that consumers,
industries, or businesses operate. A disruptive technology sweeps away the systems or habits
it replaces because it has attributes that are recognizably superior.
Recent disruptive technology examples include e-commerce, online news sites, ride-sharing
apps, and GPS systems.
In their own times, the automobile, electricity service, and television were disruptive
technologies.
A disruptive technology supersedes an older process, product, or habit.
It usually has superior attributes that are immediately obvious, at least to early
adopters.
Upstarts rather than established companies are the usual source of disruptive
technologies.
disruptive innovation is an innovation that creates a new market and value network and eventually
disrupts an existing market and value network, displacing established market-leading firms, products,
and alliances.
The term was defined and first analyzed by the American scholar Clayton M. Christensen and his
collaborators beginning in 1995, and has been called the most influential business idea of the early
21st century
Disruption is a process, not a product or service, that occurs from the fringe to
mainstream
Originate in low-end (less demanding customers) or new market (where none existed)
footholds
New firms don't catch on with mainstream customers until quality catches up with their
standards
Success is not a requirement and some business can be disruptive but fail
New firm's business model differs significantly from incumbent
Q1)
Failure modes and effects analysis (FMEA) is a step-by-step approach for identifying all possible
failures in a design, a manufacturing or assembly process, or a product or service. It is a
common process analysis tool.
• "Failure modes" means the ways, or modes, in which something might fail. Failures are any errors
or defects, especially ones that affect the customer, and can be potential or actual.
• "Effects analysis" refers to studying the consequences of those failures.
Failures are prioritized according to how serious their consequences are, how frequently they occur,
and how easily they can be detected. The purpose of the FMEA is to take actions to eliminate or
reduce failures, starting with the highest-priority ones.
Failure modes and effects analysis also documents current knowledge and actions about the risks of
failures, for use in continuous improvement. FMEA is used during design to prevent failures. Later
it’s used for control, before and during ongoing operation of the process. Ideally, FMEA begins
during the earliest conceptual stages of design and continues throughout the life of the product or
service.
As an Operations Manager I will guide the team about FMEA in the manner of steps ;-
Review the process components and the intended function or functions of those components.
• Use of a detailed flowchart of the process or a traveler (or router) is a good starting point for
reviewing the process.
There are several reasons for reviewing the process
• First, the review helps assure that all team members are familiar with the process. This is
especially important if you have team members who do not work on the process on a daily basis.
• The second reason for reviewing the process is to identify each of the main components of the
process and determine the function or functions of each of those components.
• Finally, this review step will help assure that you are studying all components of the process with
the PFMEA.
Using the process flowchart, label each component with a sequential reference number.
• These reference numbers will be used throughout the FMEA process.
• The marked-up flowchart will give you a powerful visual to refer to throughout the PFMEA.
• With the process flowchart in hand, the PFMEA team members should familiarize themselves
with the process by physically walking through the process. This is the time to assure everyone on
the team understands the basic process flow and the workings of the process components.
For each component, list its intended function or functions.
• The function of the component is the value-adding role that component performs or provides.
• Many components have more than one function.
Step 2 | Brainstorm potential failure modes
Review existing documentation and data for clues.
Consider the potential failure modes for each component and its corresponding function.
• A potential failure mode represents any manner in which the component or process step could fail
to perform its intended function or functions.
Using the list of components and related functions generated in Step 1, as a team, brainstorm the
potential failure modes for each function.
• Don’t take shortcuts here; this is the time to be thorough.
Prepare for the brainstorming session.
• Before you begin the brainstorming session, review documentation for clues about potential
failure modes.
Step 3 | List potential effects of failure
There may be more than one for each failure.
Determine the effects associated with each failure mode.
• The effect is related directly to the ability of that specific component to perform its intended
function.
• An effect is the impact a failure could make if it occurred.
• Some failures will have an effect on the customers and others on the environment, the facility, and
even the process itself.
As with failure modes, use descriptive and detailed terms to define effects.
• The effect should be stated in terms meaningful to product or system performance.
• If the effects are defined in general terms, it will be difficult to identify (and reduce) true potential
risks.
Step 4 | Assign Severity rankings
Severity rankings are based on the severity of the consequences of failure.
Assign a severity ranking to each effect that has been identified.
• The severity ranking is an estimate of how serious an effect would be should it occur.
• To determine the severity, consider the impact the effect would have on the customer, on
downstream operations, or on the employees operating the process.
The severity ranking is based on a relative scale ranging from 1 to 10.
• A “10” means the effect has a dangerously high severity leading to a hazard without warning.
• Conversely, a severity ranking of “1” means the severity is extremely low.
Applying FMEA Strategy :-
By successfully implementing the four-step barrier-removal process, organizations can begin to use
FMEA as a business-improvement tool. Both short- and long-term field measures for FMEA problem
prevention will be improved. Almost immediately, plant rework and scrap will be reduced. As a
result, production costs will fall. Organizations will also catch problems earlier in the supply chain,
thereby reducing cost. Figure 2 demonstrates how identifying a faulty part early in the supply chain is
much less costly than if the defective part were to propagate itself through several links in the supply
chain and perhaps end up in the customer's hands. The detrimental effect of defective part propagation
is known as the shadow effect.
Figure 2: The Shadow Effect
If cross-functional FMEA teams measure and track problem prevention as a result of effective FMEA
activity, the organization will realize significantly lower warranty costs, life-cycle costs and increased
customer satisfaction ratings over the long run. Profitability and market share will also improve.
Figure 3 illustrates how FMEA activity affects enterprise value.
Figure 3: Effective FMEA Activity vs. Enterprise Value
There is a new calling in the manufacturing industry for fundamental change in the way FMEAs are
delivered and valued in the enterprise. A new, highly accountable, coordinated management system is
needed to bring about substantial improvements in manufacturing quality. Without a simple yet
comprehensive multi-step management plan to give FMEAs a shot in the arm, FMEA reports will
continue to be worthy of the attention they currently receive--none.
