Quality insepction

1. Prepared & Presented By-
Mausam kumar
15STUHH0257
FINAL PRESENTATION

2. Introduction to
the Companies

4. QUALITY CONTROL
Quality Control Is A Process Through Which A Business Seeks To Ensure
That Product Quality Is Maintained Or Improved And Manufacturing Errors
Are Reduced Or Eliminated. Quality Control Requires The Business To
Create An Environment In Which Both Management And Employees Strive
For Perfection. This Is Done By Training Personnel, Creating Benchmarks
For Product Quality, And Testing Products To Check For Significant
Variations.

5. QUALITY ASSURANCE
Assurance Is Nothing But A Positive Declaration On A
Product Or Service, Which Gives Confidence. It Is
Certainty Of A Product Or A Service, Which It Will Work
Well. It Provides A Guarantee That The Product Will
Work Without Any Problems As Per The Expectations Or
Requirements.

6. A Process Failure Mode Effects Analysis (PFMEA) is a structured analytical tool used by an
organization, business unit, or cross-functional team to identify and evaluate the potential
failures of a process. PFMEA helps to establish the impact of the failure, and identify and
prioritize the action items with the goal of alleviating risk. It is a living document that should
be initiated prior to process of production and maintained through the life cycle of the
product.
PFMEA evaluates each process step and assigns a score on a scale of 1 to 10 for the following
variables:
Severity — Assesses the impact of the failure mode (the error in the process), with 1
representing the least safety concern and 10 representing the most dangerous safety
concern.
Occurrence — Assesses the chance of a failure happening, with 1 representing the lowest
occurrence and 10 representing the highest occurrence Detection — Assesses the chance of a
failure being detected, with 1 representing the highest chance of detection and 10
representing the lowest chance of detection.
RPN — Risk priority number = severity X occurrence X detection. By rule of thumb, any RPN
value exceeding 80 requires a corrective action. The corrective action ideally leads to a
lower RPN number.
FMEA

7. PROCESS RPN<100 & Severiry RPN>100 & Severity
<5 5-7 8-10 <5 5-7 8-10
TURNING 0 81 26 0 19 24
JIG BORING 40 42 36 0 4 36
GRINDING 45 188 64 0 14 6
BLACKENING 0 137 0 0 51 0
DISCPACK 0 36 16 0 16 2
BOLTS 20 432 0 0 29 0
NUTS 20 577 0 0 33 0
LABELING 30 74 18 0 3 0
PACKAGING 7 238 64 0 30 2
TOTAL 162 1805 224 0 199 70

8. SOP
A Standard Operating Procedure, Or SOP, Is A Set Of Step-by-step Instructions Compiled
By An Organization To Help Workers Carry Out Complex Routine Operations. Sops Aim
To Achieve Efficiency, Quality Output And Uniformity Of Performance, While Reducing
Miscommunication And Failure To Comply With Industry Regulations.

9. 1. A pre-production inspection
2. A during production inspection
3. The final random inspection
4. The container loading inspection
The four types of quality inspection services:

10. Forging is a manufacturing process involving the shaping of metal using localized
compressive forces. The blows are delivered with a hammer or a die.
There are basically three methods (or processes) to make a forged part.
1.Impression Die Forging
2.Cold Forging
3.Open Die Forging
4.Seamless Rolled Ring Forging
FORGING

11. FORGING

12. INTRODUCTION TO LEAN METHODS
“It is a business process that allows companies to drastically improve
their bottom line by designing and monitoring everyday business
activities in ways that minimize waste and resources while
increasing customer satisfaction”.

14. Goals of Lean Process Improvement
 Improve Quality
 Eliminate Waste
 Reduce Lead Time
 Reduce Total Costs

15. Basic –Principle of Lean

16. Seven Types Of Manufacturing Waste Targeted By
Lean Methods:
1. Defects
2. Waiting
3. Overproduction
4. Movement
5. Inventory
6. Complexity
7. Unusual creativity

17. Basic Lean Manufacturing Tools
1.Kaizen
2.5S
3.Value stream mapping

18. Kaizen Methodology
 KAI + ZEN = KAIZEN
 To break apart Think Change for better
 To modify Make Good Continuous
 To change Make Better Improvement

19. KAIZEN PRINCIPLE

21.  The Japanese word kaizen means "change for better", with
inherent meaning of either "continuous" or "philosophy" in
Japanese dictionaries and in everyday use. The word refers to
any improvement, one-time or continuous, large or small, in the
same sense as the English word "improvement". However, given
the common practice in Japan of labeling industrial or business
improvement techniques with the word "kaizen", particularly the
practices spearheaded by Toyota, the word "kaizen" in English is
typically applied to measures for implementing continuous
improvement, especially those with a "Japanese philosophy". The
discussion below focuses on such interpretations of the word, as
frequently used in the context of modern management
discussions. Two kaizen approaches have been distinguished:
 Flow kaizen
 Process kaizen

22.  Kaizen is a daily process, the purpose of which goes beyond
simple productivity improvement. It is also a process that, when
done correctly, humanizes the workplace, eliminates overly hard
work (muri), and teaches people how to perform experiments on
their work using the scientific method and how to learn to spot
and eliminate waste in business processes. In all, the process
suggests a humanized approach to workers and to increasing
productivity: "The idea is to nurture the company's people as
much as it is to praise and encourage participation in kaizen
activities." Successful implementation requires "the participation
of workers in the improvement.

23. 5S+ Methodology

26. Goals
 Reduce time loss looking for an item by reducing the number
of items.
 Reduce the chance of distraction by unnecessary items.
 Simplify inspection.
 Increase the amount of available, useful space.
 Increase safety by eliminating obstacles.

27. Advantages of 5s+
 Reduces wasted Time and Materials.
 Improves Shift Start-up time. Improves Shift Start-up time.
 Reduces maintenance and downtime.
 Improves efficiency and morale of workers.
 Simplifies the work environment. Simplifies the work environment.
 Improves profits, quality and safety.
 On Time delivery guarantee.

28. Application Of Kaizen In Our Company

29. Kitting Irregularities
Parts Are Stored not In Sequence

30. BEFORE KAIZEN

KITTING STORAGE
Trolleys are maintained for separate storage of
components.

31. 1.2)Color Coding of the Files
 The files are selected as per the color coding criteria
 Red / Pink – Hot Orders & Global Strategic Customer
 Yellow – For the orders with delivery date till next 15 days (
Ex: Today’s Date : 12-Feb, yellow Color selection to be done
till orders with 27-Feb the delivery date)
 Blue – For the orders with delivery date greater than 15
days ( Ex: Today’s Date : 12-Feb,Blue Color selection to be
done after 27-Feb the delivery date i.e. from 28-Feb)
Fig Color coding
AFTER KAIZEN
1)Assembly file Creation
1.1) Empty File Launch

33. 1.3 Assembly Documents Preparation
 At the start of every shift the Assembly Supervisor should check the Visual
Management Board (VMB) for newly launched empty files and backlog’s if any
from previously launched.
 He has to arrange to print all the assembly documents with ref to the list of
documents given in the file and highlight the Circle marked as “Assembly
doc” with green Color as shown below.


34. What is a Value Stream?
A value stream includes all of the process steps (both value added and non-
value added) that are required to complete a product or service
What is a Value Stream Map?
VSM is a method that visually shows the material and information flows
that help complete the product or service
Value Stream Mapping

35. What VSM Does
VSM helps point out
waste in a value stream,
and then identifies the
Kaizen events and
projects that can
eliminate the waste.

36. Product Family
Current-state map
Future-state map
Kaizen Action plan
Implementation 1-1/2 to
2 days

37. Value Stream Mapping
Value Stream: The Material/ Informational Flow Of The System That Creates
Value For Customer
 In Addition To Decision Support , Web Based Technology Can Be Involved
Directly In A Value Stream
 Facilitates The Information Flow
 Visualize The Production Flow
 Monitors And Track The Performances
 Identifies The Waste And Improvement Opportunities

38. Benefits Of Value Stream Mapping Are
Follows:
 It Helps You Visualize More That The Single Process Level In Production.
You Can See The Entire Flow.
 Mapping Help You Not Only See Your Waste But Its Source In The Value Stream.
 It Provide The Common Language For Talking About Manufacturing Process.
 It Forms The Basis For An Implementation Plan. By Helping You Design How
The Whole Door To Door Flow Should Operate A Missing Peace In So Many Lean
Effort Value Stream Maps Become A Blueprint For Lean Implementation.

39. conclusion
 It Is Clear That Lean Manufacturing Is A Powerful Tool That When Adopted Can
Create Superior Financial And Operational Results.
 In Order To Adapt Lean Manufacturing Tool To The Manufacturing Industry, One
Need To Thoroughly Examine Different Characteristics Of The Same And
Develop A Systematic Approach To Best Utilize These Techniques At A Process
Facility.

40.  THANK YOU