Total Quality Management(TQM).pptx

TOTAL QUALITY MANAGEMENT (TQM)
• Operation
• Reliability &
durability
• Conformance
• Serviceability
• Appearance
• Perceived quality
Md. Omar Faruq Shamim(MTO) Shahiduzzaman Shimul

What is Quality?
Transition of the Quality Concept
1950s Fitness to the standard
1960s Fitness to the use
1970s Fitness to the cost
1980s Fitness to the requirement
(e.g.: safety & reliability, customer satisfaction)
1990s Fitness to the latent requirements (customer delight)
2000s Fitness to the needs of all stakeholders
(e.g.. environmentally friendly) 7
Shahiduzzaman Shimul

Transition of the Quality Concept: The Case of Washing
Machines
Decade Determinant of
quality
Characteristics
1950s Standard Powered by an electric motor; washes clothes
according to the standard.
1960s Use More usable with automatic squeeze function.
1970s Cost Low-priced, low-energy machines

1980s
1990s
Requirement
(customer
satisfaction)
Latent
Requirement
(Customer
delight)
Noiseless operation
usable day and night
A shortening the washing time
- anti - mil de w/mol d
2000s All
Stakeholders
-det er gent-free washing
A environmentally friendly
-equipped for partial dryine

Evolution of Quality Concept
Inspection: Sorting, grading, blending, corrective actions, identify
sources of non-conformance
it
Quality Control: Develop quality manual, process performance
data, self inspection, product testing, basic quality planning, use of
basic statistics, paper work control
Quality Assurance: Quality system development, advance quality
planning, comprehensive quality manuals, use of quality costs,
involvement of non conformance operations, failure mode and effect
analysis, SPC
►
TQM: Policy development, involve suppier and customers, involve all
operations, process management, performance measurement, team work,
employee involvement

Evolution of Quality Concept
Detection
Finding & Fixing Mistakes Inspection Based Quality
Quality Control (QC)
Prevention _
Stop problems at
source, greater
design emphasis
Quality Assurance (QA)
Total Quality Management (TQM)
Six Sigma
Reactive |
Reactive
Proactive
Preventive
Zero Defect

Total Quality Management
TQM is a management philosophy, a paradigm, a continuous
improvement approach to doing business through a new
management model.
• TQM expands beyond statistical process control to embrace a
wider scope of management activities of how to manage people
and organizations by focusing on the entire process, not just
simple measurements.
• This involves the application of quality management principles,
these are: continuous improvement, customer focus, honesty,
sincerity and care to all aspects of the business, including
customers and suppliers.

WHAT IS TOTAL QUALITY MANAGEMENT (TQM)?
A core definition of total quality management (TQM) describes a
management approach to long-term success through customer
satisfaction. In a TQM effort, all members of an organization
participate in improving processes, products, services, and the culture
in which they work
TQM Means¬
TOTAL -The involvement & input of everyone
QUALITY - fully meeting customer requirement every time
MANAGEMENT-They way we act, operate, control & handle it
1. Primary elements of TQM
2. Benefits of TQM
3. Implementing TQM
4. History and evolution of TQM
5. Deming’s 14 Points for TQM
6. TQM resources © Md. Shahiduzzaman

PRIMARY ELEMENTS OF TQM
TQM can be summarized as a management system for a customer-focused
organization that involves all employees in continual improvement. It uses strategy,
data, and effective communications to integrate the quality discipline into the
culture and activities of the organization. Many of these concepts are present in
modern quality management systems, the successor to TQM.
Here are the 8 principles of total quality management:
1. Customer-focused
2. Total employee involvement
3. Process-centered
4. Integrated system
5. Strategic and systematic approach
6. Continual improvement
7. Fact-based decision making
8. Communications
E
E
© Md. Shahiduzzaman

BENEFITS OF TOTAL QUALITY MANAGEMENT
Total quality management (TQM) as a term to describe an organization's quality policy
and procedure has fallen out of favor as international standards for quality management
have been developed. Please see our series of pages on quality management systems for
more information.
Total quality management benefits and advantages
>
>
>
>
Strengthened competitive position
Adaptability to changing or emerging
market conditions and to environmental >
and other government regulations
Higher productivity Enhanced
market image Elimination of
defects and waste
Reduced costs and better cost management
>
>
>
>
Higher profitability
Improved customer focus and satisfaction
Increased customer loyalty and retention
Increased job security
Improved employee morale
Enhanced shareholder and stakeholder
value
Improved and innovative processes
>
>
>
>
© Md. Shahid

TOTAL QUALITY MANAGEMENT SYSTEM STRATEGIES
/ Lean
Six sigma L--..manufacturing;
TQM customer focus Product
design , SPC
/
MBNQA I
Total Quality Management (TQM) Implementation Strategies
Strategy 1: The TQM element approach
The TQM element approach takes key business processes and/or organizational units and
uses the tools of TQM to foster improvements. This method was widely used in the early
1980s as companies tried to implement parts of TQM as they learned them. Examples of this
approach include quality circles, statistical process control, Taguchi methods, and quality
function deployment.

Strategy 2: The guru approach
The guru approach uses the teachings and writings of one
or more of the leading quality thinkers as a guide against
which to determine where the organization has
deficiencies. The organization makes appropriate changes
to remedy those deficiencies. For example, managers
might study Deming’s 14 points or attend the Crosby
College. Afterward, they would work on implementing
the approach learned.
Strategy 3: The organization model approach
In this approach, individuals or teams visit
organizations that have taken a leadership role in
TQM and determine their processes and reasons for
success. They then integrate these ideas with their
own ideas to develop an organizational model
adapted for their specific organization. This method
was used widely in the late 1980s and is exemplified
by the initial recipients of the Malcolm Baldrige
National Quality Award.
Management
Organization
Technology! Services People
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c
B
o
3
<
T
3
Processes
Governance
Suppliers
cn
k

Strategy 4: The Japanese total quality approach
Organizations using the Japanese total quality
approach examine the detailed implementation
techniques and strategies employed by Deming
Prizewinning companies and use this experience to
develop a long-range master plan for in-house use.
This approach was used by Florida Power and Light—
among others—to implement TQM and to compete
for, and win, the Deming Prize.
Strategy 5: The award criteria approach
When using this model, an organization uses the
criteria of a quality award (e.g., the Deming Prize,
the European Quality Award, or the Malcolm
Baldrige National Quality Award), to identify areas
for improvement. Under this approach, TQM
implementation focuses on meeting specific
award criteria.
Japanese Customer=fpcused TQM

A philosophy that involves everyone in an
organization in a continual effort to improve
quality and achieve customer satisfaction.
T Q M
Continuous improving
Involvement of
everyone Customer
satisfaction

TQM & organizational Cultural Change
Traditional Approach
Lack of communication
Control of staff
Inspection & fire fighting
Internal focus on rule
Stability seeking
Adversarial relations
Allocating blame
TQM
Open communications
Empowerment Prevention
External focus on customer
Continuous improvement Co-
operative relations Solving
problems at their roots

TQM Principles
Customer focused organization
Leadership
Involvement of people
Process approach
System approach to
management
Continual Improvement
Factual approach to decision making
Mutually beneficial supplier
relationships

TQM IMPLEMENTATION AND SYSTEMS
Total quality management (TQM) as a term to describe an organization's quality policy
and procedure has fallen out of favor as international standards for quality management
have been developed.
When planning and implementing a total quality management system or quality
management strategy, there is no one solution for every situation or workplace. Each
organization is unique in terms of the culture, management practices, and the processes
used to create and deliver its products and services. Quality management strategy vary
from organization to organization; however, a set of primary elements should be present
in some format

GENERIC STRATEGY MODEL FOR IMPLEMENTING TQM SYSTEMS
1) Top management learns about and decides to commit to TQM. TQM is
identified as one of the organization’s strategies.
2) The organization assesses current culture, customer satisfaction, and
quality management systems.
3) Top management identifies core values and principles to be used, and
communicates them.
4) A TQM master plan is developed on the basis of steps 1, 2, and 3.
5) The organization identifies and prioritizes customer demands and
aligns products and services to meet those demands.
6) Management maps the critical processes through which the
organization meets its customers’ needs.

GENERIC STRATEGY MODEL FOR IMPLEMENTING TQM SYSTEMS
1) Management oversees the formation of teams for process
improvement efforts.
2) The momentum of the TQM effort is managed by the steering
committee.
3) Managers contribute individually to the effort through hoshin
planning, training, coaching, or other methods.
4) Daily process management and standardization take place.
5) Progress is evaluated and the plan is revised as needed.
6) Constant employee awareness and feedback on status are provided
and a reward/recognition process is established.

PILLARS OF TQM IMPLEMENTATION
I. Creation of Quality Management (QM) environment P1
II. Introduction of employees to total quality management
(TQM)
P2
III. Using of statistical control technique for measuring quality P3
IV. Identification of the appropriate starting place P4
V. Sharing information with everyone for decision taking P5
VI. Encouraging cooperation and teamwork P6
VII. Customer focus as an element of design P7
VIII. Modification of reward systems P8
IX. Selection of right raw materials P9
X. Benchmarking P10
XI. Building continuous impsweramanthtmue goal P11

Implementing TQM Pillars
Creation of Quality Management (QM) environment
- Trainings on basic knowledge of quality, safety issue, use of
safety devices etc for the employees.

Introduction of Employees with TQM
— Employees are trained with the tools and techniques that
are needed to upgrade the company's quality.
— Regular training programs on various knowledge tools are
required for building not only knowledge base, but also raise
the motivation levels of the employees.

Modification of reward systems
— Started the reward system to encourage teamwork and
innovation. Modified traditional pay plans which focus on
team incentives.
- Declared best employer & operator based on their
performance & Quality in each month.

Main concerns of Manufacturers and Customers
Manufacturer
Quality
Cost
Productivity
Customer
Quality
Price
Availability
• Concerns of manufacturer and customer are
generally not the same. Customer usually has no
concern for company productivity and cost.
• Quality is the only common concern

Who is our customer
The next person (individual or functional group) in the
workplace; the receiver of output and the next to act
on it. A customer may be either external or internal.
Example : Next in process customer
Marketing
Design
Manufacturing
Machine Shop
Assembly
Testing
Sales
Who is
—YOUR—
Design
Manufacturing
Sales
Assembly
Testing
Dispatch
Product user
Customer?
I _____
a

TQM Implementation
The process of TQM implementation varies largely, depending on factors such as the
size of the company, changes in business environment, and the mission of the
company. Yet, it is important to note that there is an overall flow of the implementation
process. Figure 25 shows common steps to be taken by management in those
processes and some of the key elements required when implementing TQM in a
company for the first time.

TQM Implementation
Stages Operation
1. Preparation Phase
’ Investigation on implementation of TQM methods
’ Seminars for top and middle management
’ Discussion on pros and cons of introducing
TQM
2. Introductory Phase
’ Decision on responsible department
’ Announcement by CEO that TQM will be introduced
’ Company-wide TQM implemented and members
appointed
’ QCC training provided
’ Individual departments and sections
commence improvement activities____________

TQM Implementation
3. Promotion Phase
’ Introduction of policy management and linking of
improvement activities to management policy
’ Standardization activities
’ Operation of cross-functional management
• Introduction of management quality audit
4. Consolidation Phase ’ Collection and analysis of market quality
’ New product development
’ Quality training
’ QC Circle activities

Obstacles to Implementing TQM
• Lack of management commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure
• Insufficient resources
• Ineffective measurement techniques
• Inadequate attention to customers
• Inappropriate conditions for implementation
• Inadequate use of teamwork
30

CtasitsWosta ©IF Sciocgcgcess'uW W
❖ Strive for owner/customer satisfaction and employee
satisfaction
❖ Strive for accident-free jobsites
❖ Recognize the need for measurement and fact-based decision
making
❖ Arrange for employees to become involved in helping the
company improve Train extensively
❖ Work hard at improving communication inside and outside the
company
❖ Use teams of employees to improve processes
❖ Place a strong emphasis on the right kind of leadership.
❖ Involve subcontractors and suppliers in continuous
improvement.
❖ Strive for continuous improvement

RESULT
1 Sl. Metric Before After Improvement
1 No. Implementation Implementation
Defects per Hundred Unit (DHU) 6.53 3.92 40%
1 (Sewing Section)
^^11 Reject/Scrap % (Sewing Section) 0.57 0.39 32%
Defects per Hundred Unit (DHU) 17 7.45 56%
1 (Finishing Section)
^9 Reject/Scrap % (Finishing Section) 1.04 0.60 42.31%
Efficiency % 44.2 57.5 | 30% |
1 Team Approach Not Strong Stronger than Improved
previous
—■—!—j J
| Reward System No Yes | Improved
1 TQM Knowledge of workers No Yes Improved

TOOLS OF TQM
Check sheet
Histogram Pareto
analysis Process flow
chart Cause-Effect
diagram Scatter
diagram Control
Chart

Check Sheet
A check sheet is a structured,
prepared form for collecting and
analyzing data. This is a generic
data collection and analysis tool
that can be adapted for a wide
variety of purposes and is
considered one of the seven
basic quality tools.

Shahiduzzaman
Shimul
D.H.U
Total
n 31 in $ LU
Q.
3 Q. n Hours
iLine
N
Uneven Top Stitch
0
bJ Slip Stitch
W
Broken Stitch
Buyer:
Skip Stitch
Ul Roping
01
Puckering
Item:
Pinching
00 Joint Out
SO
Wrong Label
Attachment
Fabric fault
Style
No
:
Wrong Embroidery /
Print
Stains
Fabric
Ty|
c Un-cut Thread
0
Others
Total Defects
Total Pieces Inspected
Examine
Total Defective Pieces
Total Passed Pieces
D. H. U.
Percentage Defective
Check
sheet
for
data
collection
at
End-line

Types of Check Sheet
Types Purpose Descriptions
Defect Check
Sheet
Data by type of
defects
At the end of the day total defects number & types
of defects can be calculated. Data can be
presented by percentage as well.
Defect
Location Check
Sheet
Data on position of
defects/ location of
defects on products
These ‘‘check sheets’’ are actually drawings,
photographs, layout diagrams or maps which show
where a particular problem occurs. The spatial
location is valuable in identifying root causes and
planning corrective action.
Stratified defect
check sheets
Stratify by period,
operator, machine
etc.
These check sheets stratify a particular defect type
according to logical criteria. By - operator,
machine, shift etc.
Cause and
effect diagram
check sheets
Data collect by cause
type (as defined in
cause -effect
diagram)
sheets. Once the diagram has been prepared, it is
posted in the work area and the appropriate arrow
is marked whenever that particular cause or
situation occurs.

Defect Location Check Sheet

Histogram
Histograms are graphs of a distribution of data designed to show
centering, dispersion (spread), and shape (relative frequency) of
the data.
I» They are used to understand how the output of a process relates to
customer expectations (targets and specifications), and help answer the
question: "Is the process capable of meeting customer requirements?"

When to Use a Histogram?
1. When you want to see the shape of data’s distribution
2. Whether the output of a process is distributed approximately
normally.
3. When analyzing whether a process can meet the customer’s
requirements.
4. When analyzing what the output from a supplier’s process looks
like.
5. When seeing whether a process change has occurred from one
time period to another.
6. When determining whether the outputs of two or more
processes are different.
7. When you wish to communicate the distribution of data quickly
and easily to others.

Histogram with Specifications
If there is specification, draw lines of specification limits on the
histogram to compare the distribution with the specification.
Then see if the histogram is located well within the limits.

Pareto Principle
Vilfredo Pareto
• Italian engineer, sociologist,
economist, philosopher
• 1906 Pareto principle
In empirical problems
usually about 20%
causes determine about
80% effects.

Pareto Analysis
• A statistical technique in decision making.
• Used for the selection of a limited number of tasks
that produce significant overall effect.
• It uses the Pareto Principle (also know as the 80/20
rule) the idea that by doing 20% of the work you can
generate 80% of the benefit of doing the whole job.

PARETO ANALYSIS-SEWING SECTION
Pareto chart (Sewing Defects)
Defect Q'ty Cumulative percentage of defect
Defect
Q'ty
Defect name
Defect name with code Defect Qty.
Oil Spot (324) 7571
Dirty Spot (305) 5609
Skip stitch (334) 7089
Pleat (326) 3009
Open seam (325) 1826
Point up down (327) 1441
Uncut thread (339) 1413
Uneven stitch (340) 250
Reverse (331) 1246
Broken stitch (301) 67
Tack missing (344) 20
Button attach(301) 495
Tension bad (336) 207
Raw edge (330) 977
Down stitch (307) 106
Dyeing spot (308) 59
Label missing (318) 80
Puckering (329) 58
Others 3359
Total Defects 34,890

PARETO ANALYSIS-FINISHING SECTION
Defect
Qty.
Pareto Chart (Finishing Defects)
Defect Qty M Cumulative % of Defect
Defects Name
Defects Name Quantity
Pleat 8224
Oil Spot 29523
Skip Stitch | 3215
Open Seam 634
Label missing | 350
Reverse 7986
Dirty Spot 1 22859
Uncut Thread 367
Broken Stitch | 4196
Iron Problem 16157
Total Defects 93,511
https://www.youtube.com/watch?v=hczZ52Ouyqs

Cause and Effect/Fishbone Diagram

Cause and Effect Diagram
Late for work
Late for
Work

Process Flow Chart
• Process flowchart is a graphical tool that shows the major steps in a proces
• Flowcharts are a useful tool for examining how various steps are
related to each other.
Raw Material & Consumables
• Visual Inspection
• Review' of T.C. & Co-relation of Heat
Number
• Dimension Inspection
Cutting: Flange, Web, Stiffeners & Gussets
• Punching of ID-number
• Review' of Cutting Log Book
• Punching of Heat No. & Co-relation w ith
MTC
• Dimension inspection at Messers, Tipo & Pug
Culling
I-Beam Welding, Fit-up & Drilling
• Corimpex Saw*
• Ficept Drilling & Saw ing
• Edge Preparation
• Fitment of Child part
• Orientation
• Beam Dimension

Process Flowchart - Symbols
Symbol Name Function
Start/end An oval represents a start or end point
Arrows
A line is a connector that shows
relationships be 1 ween the representative
shapes
________ / Input/Output A parallelogram represents input or output
Process A rectangle represents a process
Ei ecision A diamond indicates a decision

Process Flow Chart.....

PROCESS FLOW MODIFICATION-CUTTING
Before
After

PROCESS FLOW MODIFICATION-SEWING
Before Shahiduzzaman Shimul After

PROCESS FLOW MODIFICATION-FINISHING
Before
After

Scatter Diagram
The scatter diagram graphs pairs of numerical data,
with one variable on each axis, to look for a
relationship between them. If the variables are
correlated, the points will fall along a line or curve. The
better the correlation, the tighter the points will hug
the line.

WHEN TO USE A SCATTER DIAGRAM
When you have paired numerical data
When your dependent variable may have multiple
values for each value of your independent variable
When trying to determine whether the two variables
are related, such as:
— When trying to identify potential root causes of problems
— After brainstorming causes and effects using a fishbone
diagram to determine objectively whether a particular cause
and effect are related
— When determining whether two effects that appear to be
related both occur with the same cause
— When testing for autocorrelation before constructing a
control chart

Scatter Diagram

How create a scatter plot
You will need at least 50-100 paired samples of
data that you think might be related for a
scatter plot. Enter the data into a spreadsheet,
and plot the data points on a diagram (if you
have created your spreadsheet in MS Excel,
you can use the program to build a scatter plot
with your data).

Control Chart
What is a control chart?
• The control chart is a graph used to study how a process changes over time.
Data are plotted in time order.
• A control chart always has a central line for the average, an upper line for the
upper control limit and a lower line for the lower control limit.

Control Chart - Purpose
1. A control chart indicates whether a process is in control or out
of control.
2. It determines processes variability and detects unusual
variations taking place in a process.
3. It ensures product quality level.
4. It warns in time and if the process is rectified in time scrap
percentage can be reduced.
5. It provides information about the selection of process and
setting of tolerance limits.
6. Control charts build up the reputation of the organization
through customer’s satisfaction.

Control Chart ....
When to use a control chart?
- Controlling ongoing processes by finding and correcting problems
as they occur.
- Predicting the expected range of outcomes from a process.
- Determining whether a process is stable (in statistical control).
- Analyzing patterns of process variation from special causes
(nonroutine events) or common causes (built into the process).
- Determining whether the quality improvement project should aim
to prevent specific problems or to make fundamental changes to
the process.

TYPES & SELECTION OF CONTROL CHART

Table 6. Different Variable Charts with Different Variables
Sample Size Variable chart used
If sample size=1 IR and/or MR charts
If sample size=2 X-bar and/or X-bar/R charts
If sample size=3 X-bar and/or X-bar/X charts
Table?. Different Attribute Charts with Different Variables
Defects Defectives
Variable Sample Size U-Chart P- Chart
Constant Sample Size C-Chart NP-Charl

Applied variable control chart
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SIZE 39 42 44 40 42 36 SO 52 52 42 37 35 35 SO 36 40 54 52 42 38 42 44 48 46
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On the job training on trouser variable
job measurement

Applied attribute control chart

2. Control Chart for Variables
(i) Control chart for variables are X-bar( X )chart & R-chart.
The variables are controlled by measuring both the average
level and the spread. So control chart for variables comes in
pair, one for controlling average level (X-bar( X) ) and second for
controlling spread (R-chart).
The data are measured using X-chart and R-chart.
X-chart tracks the changes in the means of the sample and R-
chart tracks the changes in the variability.
The range is the difference between the highest and lowest
values in the sample.

X-chart and R-Chart
n
s xi
Where
X = tXj
j=1 m
X
X = Mean of the sample
i = Item number
n =Total number of items in the
sample
Where X = average of themea
of the sample

m
s Ri
m
And
R
Where
R =Average of differences R
j =sample number
m = total number of samples
To compute the upper and lower control limit both for
chart and R (Range)chart
Upper control limit forX = X + A2 R
Lower control limit for X = X - A2
R
Upper control limit for R = D4 R
Lower control limit for R =D3 R

Example
sample Sample Value (Tensile Strength) X R
1 75 78 85 81 79.75 10
2 83 84 76 80 80.75 8
3 81 82 79 74 79 8
4 77 81 89 79 81.5 12
5 79 76 82 78 78.75 6
6 83 77 85 85 82.5 8
7 87 79 83 75 81 12
8 80 85 76 76 79.25 9
9 86 79 82 80 81.75 7
10 74 82 80 84 80 10
11 80 74 75 81 77.5 7
12 76 81 79 78 78.5 5
13 77 86 77 84 81 9
14 83 78 72 86 79.75 14
15 79 85 75 78 79.25 10
16 81 84 82 81 82 3
17 80 84 81 81 81.5 4
18 80 77 83 77 79.25 6
19 78 75 74 85 78 11
20 79 78 79 80 79 2
21 88 77 81 72 79.5 16
22 79 74 82 80 78.75 8
23 84 79 84 81 82 5
24 75 78 80 77 77.5 5
25 79 85 82 85 82.75 6
X =80.02 R=8.04

Solution to Example
X = 80.02 and R 8.04
Upper control limit for
Lower control limit for
X +X2 R
= 80.02 +0.73 (8.04) = 85.89 =X
- A2 R
= 80.02 -0.73 (8.04) =74.16
Upper control limit for R = D4 R
= (2.28)8.04 =18.33
Lower control limit for R =D3 R
= (0)8.04 =0

Plotting the chart
X-bar Chart
Sample
Mean
xl
-xj
-xj
-xj
co
co
co
co
O-^CDOOOhO-^CD
1______________L____________1______________1______________L_i___________1_
_____________1_____________1_______
A 7 A A A /
-vV v yA
v^y
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1
1 1 1 1 1 1
1 3 5 7 9 11 13 15 17 19 21 23 25
Sample Number
UCL
=85.89
X
80.02
LCL
=74.15

R- Chart UCL
0
)
U
)
c
o
Q
.
=18.33
R
8.04
LCL
0.00
Sample number

Process Capability
• Process capability is a production process’
ability to produce products within the desired
expectations of customers.
• The process capability index (PCI) is a way of
measuring that ability.

Process Capability Index (PCI)
PCI = (UL - LL) / (6s)
UL = allowed upper limit of the product characteristic,
based on customer expect.
LL = allowed lower limit of the product characteristic,
based on customer expect.
s = standard deviation of the product characteristic from the
production process
PCI > 1.00 Process is capable of meeting customer
expectations.
PCI < 1.00 Process is not capable.

Process Capability Index (PCI)

Example: Process Capability
One of factory is producing shirt
product where body length 28”, % chest
18.5” and % hem 15.75”
The manufacturing process must be ensured within a limited range. The
lower limit is and the upper limit is 26” & upper limit 31” 3-machines
being considered are A, B, and C with standard deviations of sA = 1.50,
sB = 1.25, and sC = 0.75.
Which of these machines are capable of producing the part in
accordance with the requirements?

■ Example: Process Capability
PCIA = (31 - 26) / (6(1.50)) = 5/9 = 0.56
PCIB = (31 - 26) / (6(1.25)) = 5/7.5 = 0.67
PCIC = (31 - 26) / (6(0.75)) = 5/4.5 = 1.11
Machine A is not close to being capable, with a
PCI well below 1.00. Machine B falls slightly short
of being capable but Machine C is greater than
adequate with a PCI well above 1.00

Questions?

Total Quality Management(TQM).pptx

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