Quality

Engineering
Lecture 4

Dr Yasir Ahmad
Recap
• Quality Management Systems
• ISO 9000 Family of Standards
• Customer Focus
• The American Customer Satisfaction Index
• Cost of Dissatisfied and Satisfied
Customers
• Kano Model
Workforce Focus
 Workforce Culture

“The person who figures out how to harness

the collective genius of the people in his or
her organization is going to blow the
competition away.”
Walter Wriston
Former CEO of Citibank
 Workforce Management

Workforce management (which has also been

widely known as human resource
management, or HRM) is the function
performed in organizations that facilitates the
most effective use of people (employees) to
achieve organizational and individual goals
High-performance Work
Culture
Performance simply means the extent to which
an individual contributes to achieving the
goals and objectives of an organization.

The design, organization, and management of

work and the work environment are crucial to
high performance.
High-performance Work
Culture
High-performance work refers to work
approaches used to systematically pursue
ever-higher levels of overall organizational
and human performance.
High-performance Work
Culture
A culture for high-performance work leads to
successful results.

Employees need to understand the importance

of customer satisfaction, to be given the training
and responsibilities to achieve it, and to feel that
they do indeed make a difference.

Creating such a culture begins with senior

leadership’s commitment to the workforce
High-performance Work
Culture
I love working at a place where people love
working. I love going around this organization
and talking to people and seeing them happy.
Our first strategic objective has always been to
meet the needs of our employees because
so much builds off of that.

Rulon Stacey
President and CEO of Poudre
Valley Health System
High-performance Work
Culture

At Google you can do your laundry; drop off your

dry cleaning; get an oil change, then have your
car washed; work out in the gym; attend
subsidized exercise classes; get a massage;
study Mandarin, Japanese, Spanish, and French;
and ask a personal concierge to arrange dinner
reservations. Naturally you can get haircuts
onsite. Want to buy a hybrid car? The company
will give you $5,000 toward that environmentally
friendly end.
Fortune
High-performance Work
Culture

CEO and co-founder Larry Page was asked in a

Fortune interview:

“How important are Google’s wonderful lifestyle

perks, from the free food to the massages, for the
employee experience you’re trying to design?”

Fortune
High-performance Work
Culture

His response (in part) was: “I don’t think it’s any

of those individual things. It’s important that the
company be a family, that people feel that they’re
part of the company, and the company is like a
family to them. When you treat people this
way, you get better productivity. Rather than
caring about what hours you worked, you care
about output. We should continue to innovate in
our relationship with our employees and figure out
the best things we can do for them.”
Fortune
Workforce Engagement

Workforce engagement refers to the extent of

workforce commitment, both emotional and
intellectual, to accomplishing the work, mission,
and vision of the organization
Workforce Engagement

Engagement means that workers find personal

meaning and motivation in their work, have a
strong emotional bond to their organization, are
actively involved in and committed to their work,
feel that their jobs are important, know that their
opinions and ideas have value, and often go
beyond their immediate job responsibilities for
the good of the organization.
Workforce Involvement

Engagement begins with involvement

Employee involvement (EI) refers to any

activity by which employees participate in
work-related decisions and improvement
activities, with the objectives of tapping the
creative energies of all employees and
improving their motivation.
Workforce Involvement

An employee suggestion system is a

management tool for the submission, evaluation,
and implementation of an employee’s idea to
save cost, increase quality, or improve other
elements of work such as safety.

At Toyota, for instance, employees generate

nearly three million ideas each year—an average
of 60 per employee—of which 85 percent are
implemented by management.
Motivation Theories
Work and Job Design
Work design refers to how employees are
organized in formal and informal units, such as
departments and teams.

Job design refers to responsibilities and tasks

assigned to individuals.
Work and Job Design
Job enlargement

Job rotation

Job enlargement
Work and Job Design
Job enlargement, in which workers’ jobs were
expanded to include several tasks rather than
one single, low-level task.
This approach reduced fragmentation of jobs and
generally resulted in lower production costs,
greater worker satisfaction, and higher quality,
but it required higher wage rates and the
purchase of more inspection equipment.
Work and Job Design
Job rotation is a technique by which individual
workers learn several tasks by rotating from one
to another. The purpose of job rotation is to
renew interest or motivation of the individual and
to increase his or her complement of skills.
Work and Job Design
Job enrichment entails “vertical job loading” in
which workers are given more authority,
responsibility, and autonomy rather than simply
more or different work to do.
Employee Quality Survey
Measuring Workforce
Engagement
Q12 Survey by Gallup
Measuring Workforce
Engagement
Process Focus
Process Focus

“Unless you change the process, why would you

expect the results to change?”

Office sign at President of Texas

Instruments Defense Systems &
Electronics Group Office
Process Focus

A process is a sequence of linked activities that

is intended to achieve some result, such as
producing a good or service for a customer
within or outside the organization.

Generally, processes involve combinations of

people, machines, tools, techniques, materials,
and improvements in a defined series of steps or
actions
Process versus Function
Process Focus

Process Management
involves planning and administering the activities
necessary to achieve a high level of performance
in key organizational processes, and identifying
opportunities for improving quality and
operational performance, and ultimately,
customer satisfaction
Process Focus

Cycle Time
Cycle time refers to the time it takes to
accomplish one cycle of a process (e.g., the time
from when a customer orders a product to the
time that it is delivered, or the total time needed
to introduce a new product).
Process Focus

Process Owners
Individuals or groups, known as process owners,
are accountable for process performance and
have the authority to control and improve their
process. Process owners may range from high-
level executives who manage cross-functional
processes to workers who run a manufacturing
cell or an assembly operation on the shop floor.
Process Design
The goal of process design is to develop an
efficient process that satisfies both internal and
external customer requirements and is capable of
achieving the requisite level of quality
and performance.
Mistake-proofing Processes
Preventing mistakes can be done in three ways:

1. Designing potential defects and errors out of

the process.

Clearly, this approach is the best because it

eliminates any possibility that the error or defect
will occur and will not result in rework, scrap, or
wasted time.
Mistake-proofing Processes

2. Identifying potential defects and errors and

stopping a process before they occur.

Although this approach prevents defects and

errors, it does result in some non-value-added
time.
Mistake-proofing Processes

3. Identifying defects and errors soon after

they occur and quickly correcting the process.

This can avoid large amounts of costly defects

and errors in the future, but does result
in some scrap, rework, and wasted resources.
 Poka Yoke
• ‘Poka’ means ‘Mistakes’ & ‘Yoke’ means ‘Avoid’.
It’s objective is to achieve Zero Defects.

• Poka-yoke is a quality assurance technique ,the aim

of poka-yoke is to eliminate defects in a product by
preventing or correcting mistakes as early as
possible.
 Poka Yoke
• Term adopted by Dr. Shigeo Shingo as part of the
Toyota Production System in 1960.

• It was originally described as “baka-yoke”, but this

name mean “Fool-Proofing” so the name was
changed to the Poka-yoke.
Defects and its Impact
• Defect free product is a necessity to compete in
the marketplace.
• Every Customers has a right to demand 100%
good product /service and every provider has an
obligation to provide the same.

• Bad products hurt both reputation and bottom

line (Scrap, rework, warranty….etc.,.)

• Defects have a direct impact on process yield

affecting speed and flow of the product to the
customer.
 Typical Errors
 Processing errors  Wrong parts

 Missing Operation  Damaged materials

 Inappropriate  Tools or equipment

procedures improperly prepared
or setup
 Missing parts
 Human Errors
 Missing information
How to Use Mistake Proofing?

• Identify the process which can fail

• Decide right poke yoke approach

• Use of checklist

• Trail the method

• Train the operator

Principles of Poka Yoke
Why is “zero defects” an
important concept?
Maintain Customer Satisfaction &
Loyalty
• Happy Customers mean more sales!

COSTS
There is always a cost associated with
manufacturing defects!
Some Mistake-proofing
Strategies
 Make it harder to create the error
 Make it possible to reverse the error
 Make it obvious that the error has occurred
 Detect deviations from procedures or fixed
values (e.g., Number of parts)
 Design:
 Design process so it tolerates the error and doesn’t
result in a defect
 Design process to decrease complexity
Approaches to Mistake Proofing
 Control approach
 Shuts down the process when an error occurs

 High capability of achieving zero defects (ie robust design

that can tolerate variation or eliminates variation or
assembly mistakes)
Approaches to Mistake Proofing
 Warning approach
 Signals the operator to stop the process and correct
problem or check for a problem (ie are parts still
ok, is oil level ok)

 Sometimes an automatic shutoff is not an option

 Dials, lights, and sounds to bring attention to the

problem
Mistake Proofing Devices
• Types of mistake proofing devices within control or
warning approach can be of:
• Contact type:
• The contact type makes contact with every product
or has a physical shape that inhibits mistakes.
• Example: Fixed diameter hole through which all
products must fall and an oversize product does
not fall through and a defect is registered.
• Fixed value type:
• The fixed value method is a design that makes it
clear when a part is missing or not used.
• Example: “Egg tray” used for supply of parts,
Mistake Proofing Devices

• Types of mistake proofing devices within control or

warning approach can be of:
• Motion step type:
• The motion step type automatically ensures that
the correct number of steps have been taken.
• Example: An operator is required to step on a
foot pedal every assembly cycle, Correct
sequence for switches that do not work unless
the order is correct.
Examples of Some Useful
Mistake-proofing Devices
• Guide pins, to assure that parts can only be
assembled in the correct way.
• Limit switches, that sense the presence or
absence of a part.
• Mistake-proofing jigs, detect defects
immediately upstream of the process ensuring
that only the correct part reach the process.
• Counters, that verify that the correct number
of parts or steps have been taken.
• Checklist, that reminds operators to do certain
actions.
Everyday Examples of Mistake
Proofing
• Home
• Automated shut-offs on electric coffee pots
• Child-Proof caps on mediations
• Ground fault circuit breakers for bathrooms or
outside electric circuits
• Office
• Spell check in word processing
• Question prompt “Do you want to delete?” after
pressing the “Delete” button on your computer.
• Retail
• Tamper-Proof packaging
• Bar coding at checkout.
Control Approach

Automobile controls have Electronic door locks can have

a mistake-proofing device three mistake-proofing devices:
to insure that the key is in • Insures that no door is left
the on position before unlocked.
allowing the driver to shift • Doors automatically lock when
out of park. The keys the car exceeds 18 miles an
cannot be removed until hour.
the car is in park. • Lock won't operate when door
is open and the engine is
running.
Control Approach

Manhole covers are round because if they were of any

other shape (Ex: Square) it would be possible to
accidentally drop one through the hole while removing it.
 Warning Approach

Warning lights alert the driver of potential problems.

These devices employ a warning method instead of a
control method.
(Seatbelts, High engine temperature, Low oil pressure)
Types of Sensing Devices
Sensing devices that are traditionally used in
poka-yoke systems can be divided into three
categories:
1. Physical contact devices
2. Energy sensing devices
3. Warning Sensors

Each category of sensors includes a broad range of

devices that can be used depending on the process.
 Physical Contact Sensors
These devices work by
physically touching
something.

This can be a machine part

or an actual piece being
manufactured.

In most cases these devices

send an electronic signal
when they are touched.

Depending on the process,

this signal can shut down
the operation or give an
operator a warning signal.
Touch Switch
Used to physically detect the presence or absence of
an object or item-prevents missing parts.
Used to physically detect the height of a part or
dimension.
Energy Sensors
These devices work by
using energy to detect
whether or not an
defect has occurred.
Fiber optic

Vibration Photoelectric
 Warning Sensors

• Warning sensors signal

the operator that there
is a problem.
• These sensors use
colors, alarms, lights to
get the workers
Lights Color Code
attention !
• These sensors may be
used in conjunction with
a contact or energy
Lights connected
sensor to get the
to Micro switches
operators attention. & timers
The seven guidelines to poka-
yoke attainment
1.) Quality Processes - Design “Robust” quality processes to
achieve zero defects.
2.) Utilize a Team Environment- leverage the teams
knowledge, experience to enhance the improvement efforts.
3.) Elimination of Errors -Utilize a robust problem solving
methodology to drive defects towards zero.
4.) Eliminate the “Root Cause” of The Errors
5.) Do It Right The First Time- Utilizing resources to perform
functions correctly the “first” time.
The seven guidelines to poka-
yoke attainment
6.) Eliminate Non-Value Added Decisions- Don’t make
excuses-just do it
7.) Implement an Incremental Continual Improvement
Approach-implement improvement actions immediately and
focus on incremental improvements; efforts do not have to
result in a 100% improvement immediately.
 Gemba

Gemba is a Japanese word meaning 'real place,'

where the real action takes place. In business,
Gemba is the ‘shopfloor’ or ‘production place’ where
the value-adding activities to satisfy the customer
are carried out.
5 Gemba Principles
1. Go to gemba

When a trouble (abnormality)

happens, go to gemba first.
 2. Check with gembutsu : machine,
tools, rejects

Gembutsu, another Japanese, means

some tangible things on which you can put
your hands. If a machine is down, the
machine itself is gembutsu. If a customer
is complaining, the customer is gembutsu.
 3. Take countermeasures on the spot

For instance, if the machine is down, you

have to get it started because the show must
go on. Sometimes you kick the machine to
get it started.
If a customer is angry, you will need to
apologize, or even give some gift to appease.
But these are only temporary measures and
do not address the real issue, which leads to
the next point.
4. Find out the root cause.

By repeating the question “why” several

times, you can find out the root cause of the
problem.
5. Standardize for prevention of
recurrence

Once you identify the root cause, and

come up with a countermeasure, you
should standardize such a
countermeasure so that the same
problem will not recur.
Merci