Contemporary trends in quality engineering and management

Presented byShah kushal sanjaybhai(130670119596)

index1. Just in time

2. Lean manufacturing

3. Agile manufacturing

4. World class manufacturing

5. Total productive maintenance

6. Benchmarking

7. Business process re-engineering

8. Six sigma

Just in time(jit)Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota Production System (TPS), is a methodology aimed primarily at reducing flow times within production system as well as response times from suppliers and to customers. Following its origin and development at the British Motor Corporation (Australia) plant in Sydney in the mid-1950s (though the term JIT was not used at that time), it was also adopted in Japan, largely in the 1960s and 1970s and particularly at Toyota.

Just in time(jit)The philosophy of just in time is based on concept of ideal production.it focuses on the elimination of waste in the whole manufacturing environment ,from raw materials till the shipping of the products.

JIT defined as “the production of the minimum number of different units,in the smallest possible quantities,at the latest possible time,thereby eliminating the need for inventory”

JIT focuses on adoption of value addition activities and removal of non-additional activities.

Lean manufacturing Henry Ford was one of the first people to develop the ideas behind Lean Manufacturing. He used the idea of "continuous flow" on the assembly line for his Model T automobile, where he kept production standards extremely tight, so each stage of the process fitted together with each other stage, perfectly. This resulted in little waste.

Lean manufacturing The Lean approach is based on finding efficiencies and removing wasteful steps that don't add value to the end product. There's no need to reduce quality with lean manufacturing – the cuts are a result of finding better, more efficient ways of accomplishing the same tasks.

Waste is anything that doesn't add value to the end product. There are eight categories* of waste that you should monitor:

Lean manufacturing Waste is anything that doesn't add value to the end product. There are eight categories* of waste that you should monitor:

1. Overproduction – Are you producing more than consumers demand?

2. Waiting – How much lag time is there between production steps?3. Inventory (work in progress) – Are your supply levels and work in progress inventories too high?4. Transportation – Do you move materials efficiently?5. Over-processing – Do you work on the product too many times, or otherwise work inefficiently?6. Motion – Do people and equipment move between tasks efficiently?7. Defects – How much time do you spend finding and fixing production mistakes?8. Workforce – Do you use workers efficiently?

Lean manufacturing But Ford's process wasn't flexible. His assembly lines produced the same thing, again and again, and the process didn't easily allow for any modifications or changes to the end product – a Model T assembly line produced only the Model T. It was also a "push" process, where Ford set the level of production, instead of a "pull" process led by consumer demand. This led to large inventories of unsold automobiles, ultimately resulting in lots of wasted money.

Agile manufacturingAgile manufacturing is a term applied to an organization that has created the processes, tools, and training to enable it to respond quickly to customer needs and market changes while still controlling costs and quality.

An enabling factor in becoming an agile manufacturer has been the development of manufacturing support technology that allows the marketers, the designers and the production personnel to share a common database of parts and products, to share data on production capacities and problems — particularly where small initial problems may have larger downstream effects. It is a general proposition of manufacturing that the cost of correcting quality issues increases as the problem moves downstream, so that it is cheaper to correct quality problems at the earliest possible point in the process.

Agile manufacturingAgile manufacturing is seen as the next step after Lean manufacturing in the evolution of production methodology.[citation needed] The key difference between the two is like between a thin and an athletic person, agile being the latter. One can be neither, one or both. In manufacturing theory, being both is often referred to as leagile. According to Martin Christopher, when companies have to decide what to be, they have to look at the Customer Order Cycle (COC) (the time the customers are willing to wait) and the leadtime for getting supplies. If the supplier has a short lead time, lean production is possible. If the COC is short, agile production is beneficial.

World class manufacturingBecoming a World class manufacturing (WCM) company serves also now a days as a suitable goal for manufacturing companies. For some of them, this term could mean being the best in the world in its particular manufacturing sector, or for others it could mean to gain a level of performance that.provides the company with the ability to succeed and survive into the future.

World class manufacturing● deliver on the shortest lead time

● always on time

● a product with better features than those offered by the competition

● made perfectly,to any design the customer wants

● in any volume he wants

● be the cheapest in the business

WHAT IS TPM?TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to achieve perfect production:

No BreakdownsNo Small Stops or Slow RunningNo Defects

In addition it values a safe working environment:No Accidents

TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment. It blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering operators to help maintain their equipment.The implementation of a TPM program creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle times, and eliminating defects).

TPMTPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment. It blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering operators to help maintain their equipment.The implementation of a TPM program creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle times, and eliminating defects).

BENCHMARKINGBenchmarking is a way of discovering what is the best performance being achieved – whether in a particular company, by a competitor or by an entirely different industry. This information can then be used to identify gaps in an organization’s processes in order to achieve a competitive advantage. Thus it is important for Six Sigma practitioners to:

Understand fully the purpose and use of benchmarking.Understand the difference between benchmarking and competitor research.Gain insight to ensure that benchmarking is in alignment with the company’s

management objectives.

Three Primary Classifications of Benchmarking1. INTERNAL BENCHMARKING

2. COMPETITIVE BENCHMARKING

3. STRATEGIC BENCHMARKING

INTERNAL BENCHMARKINGInternal benchmarking is used when a company already has established and proven best practices and they simply need to share them. Again, depending on the size of the company, it may be large enough to represent a broad range of performance (i.e., cycle time for opening new accounts in branches coast to coast). Internal benchmarking also may be necessary if comparable industries are not readily available

COMPETITIVE BENCHMARKINGCompetitive benchmarking is used when a company wants to evaluate its position within its industry. In addition, competitive benchmarking is used when a company needs to identify industry leadership performance targets.

STRATEGIC BENCHMARKINGStrategic benchmarking is used when identifying and analyzing world-class performance. This form of benchmarking is used most when a company needs to go outside of its own industry. Six Sigma often uses Hoshin to ensure that all employees are knowledgeable about the strategic direction for the company. Within a company’s Hoshin plan, goals are established relative to benchmarks set by world-class organizations. Often, these benchmarks are obtained from outside industries.

Business process reengineeringBusiness process reengineering (BPR) is the analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes and automate non-value-added tasks.The concept of BPR was first introduced in the late Michael Hammer's 1990 Harvard Business Review article and received increased attention a few years later, when Hammer and James Champy published their best-selling book, Reengineering the Corporation. The authors promoted the idea that sometimes-radical redesign and reorganization of an enterprise is necessary to lower costs and increase quality of service and that information technology is the key enabler for that radical change.

Business process reengineering

Six sigmaSix Sigma at many organizations simply means a

measure of quality that strives for near perfection.

Six Sigma is a disciplined, data-driven approach and

methodology for eliminating defects (driving toward

six standard deviations between the mean and the

nearest specification limit) in any process – from

manufacturing to transactional and from product to

service.

Six sigmaThe statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is then the total quantity of chances for a defect. Process sigma can easily be calculated using a Six Sigma calculator.

Six sigmaThe fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma DMAIC process (define, measure, analyze, improve, control) is an improvement system for existing processes falling below specification and looking for incremental improvement. The Six Sigma DMADV process (define, measure, analyze, design, verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.

Six sigma

“ Six Sigma is a quality program that, when all is said and done,

improves your customer’s experience, lowers your costs, and

builds better leaders. ”

- jack welch

If you want to know more about this then search onA. http://www.slideshare.net/RABIASgh/six-sigma-the-best-ppt

B. http://www.slideshare.net/vivekvs370/agile-manufacturing1

C. http://www.slideshare.net/ravindra2109/just-in-time-manufacturing

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