Quality Management in Engineering

TL 2220
DR. T G G UTHPALA
USJP/SLIIT/UOM

1
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Product design process

Process flow chart

Quality and Process improvement (kaizen, breakthrough

improvements)
Process
Improvements Tools for process improvement

Voice of customer

Voice of supplier

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 Pareto Charts

 A Pareto chart is essentially a bar chart showing how often different categories
of events/incidents take place.
 Most common is ordered to the left, and the least common is ordered to the
right.
 Includes a line showing the cumulative frequency.
 A Pareto chart follows the 80/20 principle developed by Vilfredo Pareto, an
Italian economist in the early 20th century.
 The 80/20 principle asserts that for many events, roughly 80% of the effects
come from 20% of the causes.
 Focus on where improvement projects are needed most and will have the
biggest impact.
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Question 4

An organization is analyzing customer complaints for a specific

product line. The complaints are categorized into different types,
including product defects, late deliveries, customer service issues,
billing errors and poor quality of raw materials.
Using a Pareto chart, identify the most significant complaint types that
should be prioritized for improvement efforts.

Product defects: 18 complaints

Late deliveries: 12 complaints
Customer service issues: 10 complaints
Billing errors: 6 complaints
poor quality of raw materials:4 complaints 4/8/2024
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Number of Cumulative Cumulative

Complaint Type Complaints Number Percentage
Product defects 18 18 36%
Late deliveries 12 30 60%
Customer service
10 40 80%
issues
Billing errors 6 46 92%
Poor quality of
4 50 100%
raw materials

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 Pareto Chart
50 100%

45 Vital few 92.0%

90%

40 80.0% 80%

35 70%
Number of Complaints

Cumulative frequency
30 60.0% 60%

25 50%

20 18 40%
36.0%
15 30%
12
10
10 20%
6
5 4 10%

0 0%
Product defects Late deliveries Customer service issues Billing errors Poor quality of raw
materials
Complaint Type
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 Question 7
In an automobile manufacturing company, various quality issues have been identified.
Using the data provided, create a Pareto chart to visually represent the frequency of
these quality issues.

Quality Issues and Frequency:

1. Suspension Defects - 10 occurrences
2. Engine Problems - 40 occurrences
3. Electrical Malfunctions - 30 occurrences
4. Brake System Failures - 20 occurrences
5. Interior Trim Flaws - 5 occurrences
6. Transmission Issues - 15 occurrences

(Note: The frequency values represent the number of occurrences or instances of

each quality issue.)

Based on the Pareto chart, what are the vital few issues that should be prioritized for
improvement?
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 Pareto Chart
120 100%
95.8%
90%
87.5%
100
80%
75.0%
70%
80
60%
58.3%
Frequency

60 50%

40%
40
40 33.3%
30%
30

20 20%
20 15
10 10%
5

0 0%
Engine Problems Electrical Brake System Transmission Issues Transmission Issues Interior Trim Flaws
Malfunctions Failures
Defect Type

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Tools for process improvement

4. Check Sheets 5. Control Charts 6. Histograms

Simple data collection forms Statistical tools used to monitor Graphical representations of
used to gather information process performance over data distribution.
on the frequency and time.
Provide insights into the
occurrence of problems or Helps to distinguish between frequency and variation of a
defects. common cause variation and process output, helping
Help identify patterns, special cause variation (due to identify potential issues and
trends, or areas requiring assignable causes). This opportunities for
improvement. enable proactive identification improvement.
of process changes or
interventions needed for
improvement.

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Check Sheets

Examples: defect tracking sheets, equipment maintenance logs, customer complaint

records, or safety observation checklists.
The specific design and format of a check sheet can vary.

Benefits of using Check Sheets:

1. Standardization: Provide uniform way of collecting data, information is captured in a

structured and organized manner.
2. Data organization: Organize data visually, making it easier to identify patterns, trends...
3. Real-time data collection: Enabling data to be recorded promptly and accurately.
4. Data analysis: Can be analyzed and interpreted to identify opportunities for improvement or
make data-driven decisions.

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Check Sheet

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Control Charts in QM

• Used to monitor and control process variation over time.

• Provide a visual representation of process performance and help determine if a process is
stable and within control limits.
• Purpose of is to differentiate between common cause variation and special cause
variation.

1.Common cause variation: Inherent variability that is present in a stable process. It is caused
by random and predictable factors that are part of the process. Common cause variation is
considered normal and expected.

2.Special cause variation: Refers to variations that are caused by identifiable factors outside of
the normal process variation. Special cause variation indicates that the process is out of control
and needs investigation and corrective action.
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Control Charts in QM

• By plotting data points on the control chart, any patterns, trends, or data
points falling outside the control limits can be identified.
• Some common patterns or signals that may indicate special cause variation
include:
•A single data point falling outside the control limits
•A run of consecutive data points trending upwards or downwards
•Cyclic or repetitive patterns
•Clusters or non-random distributions of data points
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 Control Chart
18

16
UCL 15.298

14

12
Number of defects per month

10

8
CL 7.231

0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Month

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Show the frequency of occurrences of a variable
in each data set.

Identify patterns and trends in data, potential

problems or areas for improvement.

Constructed by dividing the range of data into a

Histograms series of intervals or "bins," and then counting the
number of observations that fall into each bin.
Resulting plot shows the distribution of the data
and can provide insights into its shape, center,
and spread.
Commonly used in Six Sigma and visualize data
and guide decision-making.

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 Histogram
25 LSL 158.00
Mean 262.37
USL 366.80
17
Median 265.00
Mode 265.00
Cp 1.00
n 75
Cpk 1.00
20 CpU 1.00
CpL 1.00
Cpm 1.00
Cr 1.00
ZTarget/DZ 0.00
Pp 1.00
Ppk 1.00
15 PpU 1.00
PpL 1.00
Number

Skewness -0.14
Stdev 34.76
Min 176.00
Max 346.00
10 Range 170.00
Z Bench 2.79
% Defects 0.0%
PPM 0.00
Exp PPM ST 2634.06
Exp PPM LT 2667.37
5 Sigma 4.29

0
139.1 158 176.9 195.8 214.7 233.6 252.5 271.4 290.3 309.2 328.1 347 365.9 384.8 403.7

Values
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Tools for process improvement

7. Scatter Diagrams
8. 5 Whys Analysis
Help to determine if there is a
relationship between two Involves asking "why" 9. Statistical Process Control
variables. repeatedly to uncover the root (SPC)
cause(s) of a problem or SPC involves the use of statistical
Useful for identifying patterns, defect.
correlations, or cause-and-effect techniques to monitor and control
relationships, supporting process By delving deeper into each process variation.
improvement efforts. answer, the underlying Ensure that processes operate
causes can be identified and within specified limits and alerts to
addressed to prevent any deviations requiring corrective
recurrence. action.

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Scatter Diagrams
 Allow practitioners to visually analyze relationships between variables and
identify potential cause-and-effect relationships.
 Help in identifying factors that impact quality, detecting outliers, and suggesting areas
for further investigation or improvement.
 Main purpose of a scatter diagram is to examine whether there is a correlation or
relationship between the two variables. They reveal different patterns:
1. Positive correlation: data points form an upward trend or pattern, indicating a
positive correlation.
2. Negative correlation: data points form a downward trend or pattern, indicating a
negative correlation.
3. No correlation: data points do not show a clear trend or pattern, it indicates no
correlation.

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5 Whys Analysis is a problem-solving technique used

in QM to identify the root causes of a problem or
defect.

5 Whys Involves repeatedly asking "Why?" to dig deeper into

the underlying causes behind a specific issue.
Analysis

By asking "Why?" five times the goal is to uncover the

fundamental cause rather than merely addressing the
symptoms of the problem.

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 The 5 Whys 22

1. Identify the Problem: Start by clearly defining the problem. This could be a defect, an error,
a process failure/ any other quality-related problem.
2. Ask "Why?" for the First Time: Ask why the problem occurred. Identify the immediate
cause or reason for the problem and write it down.
3. Ask "Why?" Four More Times: For each answer obtained in the previous step, ask "Why?"
again to dig deeper into the underlying causes. Each subsequent "Why?" question should
address the previous answer until the root cause is identified. Continue this process for at
least five iterations or until the underlying cause is revealed.
4. Analyze and Validate the Root Cause: Once you have identified the root cause, analyze it
to ensure it is accurate and supported by evidence.
5. Develop and Implement Corrective Actions: With the root cause identified, develop
appropriate corrective actions to address the problem at its source. These actions should
be aimed at preventing the problem from recurring and improving the overall process or
system.

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1. Identifying Root Causes:

2. Preventing Recurrence: By addressing the root cause,

organizations can implement corrective actions.
Benefits of using 3. Continuous Improvement: Encouraging a deeper
the 5 Whys understanding of problems and their causes.
4. Cross-Functional Collaboration: Often conducted in a
team setting, involving individuals from different
departments. This fosters collaboration and brings
diverse perspectives to problem-solving.
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• Statistical process control (SPC) is a

methodology used in QM to monitor
and control processes to ensure they

Statistical
are stable, predictable, and producing
consistent results.

Process Control
• It involves the application of
statistical techniques to analyze
process data and make data-driven
decisions to maintain process quality
and reduce variation.

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 Control Charts
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• X-bar and R-chart
• Individuals and Moving Range (I-MR) chart
• P-chart, C-chart, U-chart
Histograms

Statistical Process Capability Analysis

Process • Cp, Cpk, Cpu Cpl

Scatter Diagrams
Control Cause-and-Effect Diagrams (Fishbone or Ishikawa diagrams)
(SPC) tools Check Sheets

Pareto Charts

Box-and-Whisker Plots

Regression Analysis

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Process Capability Analysis
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LSL UCL USL
LCL
Cp = VOC/VOP
=USL-LSL
6б
=Tolerance
6б

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Process capability indices

Capability index (Cp) is useful in determining whether a

process can consistently meet customer requirements or
not.
Process Capability Index (Cpk) reflects on the actual
process mean, presenting a more realistic image of the
process capability.

•Cp or Cpk < 1: Process is incapable and requires improvement.

•Cp > 1 or Cpk > 1.33: The process is conditionally capable.
However, improvements are likely necessary to ensure
consistency.
•Cp or Cpk > 1.33: The process is satisfactory.

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Process Capability

Q1.
A manufacturing process produces bolts with a nominal diameter of 10 mm. The upper
specification limit (USL) is 10.2 mm, and the lower specification limit (LSL) is 9.8 mm. A
sample of 50 bolts is taken, and their diameters are measured. The mean diameter is found
to be 10.1 mm, with a standard deviation of 0.05 mm. Calculate the process capability and
Cpk.
Cp = VOC/VOP
=USL-LSL
6б
=Tolerance
6б
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Nominal diameter or Target for a designed
specification (μ) = 10 mm
Cp = VOC/VOP
Upper Specification Limit (USL) = 10.2 mm
=USL-LSL
Lower Specification Limit (LSL) = 9.8 mm
Sample Size (n) = 50
6б
Mean Diameter (x̄) = 10.1 mm
=Tolerance
Standard Deviation (σ) = 0.05 mm 6б
First, let's calculate the Cp using the formula:
= 10.2-9.8
6x0.05

= 1.333

Since Cp= 1.33 this process is satisfactory

But we must check Cpk for a conclusion
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Nominal diameter (μ) = 10 mm
Upper Specification Limit (USL) = 10.2 mm
Lower Specification Limit (LSL) = 9.8 mm
Sample Size (n) = 50
Mean Diameter (x̄) = 10.1 mm
Standard Deviation (σ) = 0.05 mm
First, let's calculate the Cpk using the formula

Process capability index

(Cpk) for this manufacturing
process is 0.67. Since this
value is less than 1, it
indicates that the process is
not fully capable of
producing within the
specification limits. 4/8/2024 35
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Q2

 The specification limit for a notebook length is 8 cm and 10 cm. A process that
produces the product has a mean of 9.5 cm and a standard deviation of 0.2 cm.
 What is the process capability, Cp and Cpk?

• Upper Specification Limit (USL) = 10 cm

• Lower Specification Limit (LSL) = 8 cm
• Process Mean = 9.5 cm
• Process Standard Deviation (σ) = 0.2 cm

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 Cp is approximately 1.667and
Cpk)= 0.833.
 These values indicate that the
process can produce within the
specification limits, but it is not
perfectly centered within the limits.

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Q3

A manufacturing process produces sachet packets with a target weight of 50

grams. The upper specification limit (USL) is 52 grams, and the lower
specification limit (LSL) is 48 grams. A sample of 100 sachet packets is taken,
and their weights are measured. The mean weight is found to be 50.5 grams,
with a standard deviation of 0.3 grams.

Calculate the process capability (Cp) and process capability index considering
process centering (Cpk).

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Answer
• Upper Specification Limit (USL) = 52
grams
• Lower Specification Limit (LSL) = 48
grams
• Sample size (n) = 100
• Sample mean weight (Xˉ) = 50.5 grams
• Sample standard deviation (б) = 0.3
grams

Both Cp and Cpk are greater than 1.33, indicating a capable process that is well-centered within the specification
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limits.
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Tools for process improvement

10. Lean Tools

-Lean tools focus on eliminating waste, streamlining processes, and maximizing value.
-They help identify non-value-added activities, improve flow, and reduce cycle
times, leading to process improvement.

e.g., Value Stream Mapping, Kaizen, Kanban

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Value Stream Mapping (VSM) is a lean management
technique used in QM to visualize and analyze the flow of
materials, information, and activities required to deliver a
product or service to customers.
It helps identify areas of waste, inefficiency, and opportunities

Value for improvement within the value stream.

Stream The primary objective of VSM is to create a visual

representation of the current state and future state of the
Mapping value stream, highlighting areas where value is added and
areas that can be improved.

Holistic view of the entire process, allowing organizations to

identify and eliminate non-value-added activities, reduce
lead time, improve quality, and enhance overall process
performance.

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Value Stream Mapping (VSM)

 There are 3 types of value stream maps.

• Current
• Ideal
• Future
 VSM reviews the flow of process steps and information from
origin to delivery to the customer.
 As with other types of flowcharts, it uses a system of symbols
to depict various work activities and information flows.
 VSM is defined as a lean tool that employs a flowchart
documenting every step in the process.
 VSM is especially useful to find and eliminate waste.
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Consider the process of producing and distributing packaged spices in a
Sri Lankan spice company.

1. Current State Value Stream Map:

1. Start: Raw spices are sourced from local farmers or suppliers.
2. Sorting and Cleaning: Raw spices are received, sorted, and cleaned
to remove impurities.
3. Grinding and Mixing: Cleaned spices are processed through grinding
machines and mixed according to specific recipes.
4. Packaging: Spices are packaged into containers or sachets.
5. Quality Check: Random samples from each batch are tested for
quality and adherence to standards.
6. Inventory Management: Packaged spices are stored in warehouses.
7. Distribution: Packaged spices are delivered to wholesalers, retailers,
or exported to international markets.
8. End: Customers purchase the spices and use them for cooking or
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Consider the process of producing and distributing
packaged spices in a Sri Lankan spice company.

 2. Information Flow:
• Information on spice types, quantities, and quality requirements are communicated from the procurement team
to the production team.
• Recipe specifications are shared with the grinding and mixing team.
• Quality check results are reported to the production team.
• Inventory levels and orders are managed through communication between inventory management and
distribution teams.
3. Mapping Value-Adding and Non-Value-Adding Steps:
1. Value-Adding Steps: Sorting and cleaning, grinding and mixing, packaging, quality check, and distribution
are considered value-adding steps as they directly contribute to the production and delivery of high-quality
spices.
2. Non-Value-Adding Steps: Examples of waste could include excessive waiting times, unnecessary
movement of spices or equipment, overproduction leading to excess inventory, or delays in the distribution
process. 4/8/2024
 1. Transportation: Unnecessary movement of goods or materials,
such as excessive handling or relocation, which can lead to
delays, damage, and increased costs.
2. Inventory: Excess inventory beyond what is necessary for
immediate production, which ties up capital, occupies space.
3. Motion: Unnecessary movement of people/equipment within a
8 Types of workspace, resulting in wasted time, effort….

wastes 4. Waiting: Delays or idle time caused by inefficient processes,

lack of coordination in production flow, leading to wasted time
detected in and productivity.
Overproduction: Producing more than what is required by
Lean
5.
customer demand, which can lead to excess inventory,
increased costs, and potential waste if the products are not
Management utilized or sold.
6. Overprocessing: Performing excessive steps, operations, or
inspections that do not add value to the product or service.
7. Defects: Errors, defects/ customer dissatisfaction.
8. Skills and Talents: Underutilization of employee skills,
knowledge, and talents, which can result in untapped potential.
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Kanban

 Kanban is a visual workflow management method that

helps teams manage and improve their processes.
 Originating from lean manufacturing practices, Kanban has
been widely adopted in various industries, including
software development, project management, and
service delivery.
 Kanban relies on a visual board, often consisting of a
whiteboard or an electronic board, divided into columns
representing different stages of the workflow.
 Each column contains cards or sticky notes, known as
"Kanban cards," which represent individual work items or
tasks.
kan and ban = “signal card” 4/8/2024
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 Imagine a software development team using
Kanban to manage their workflow. The Kanban
board has columns representing different
stages of the development process, such as "To
Do," "In Progress," and "Done."
1. To Do: This column contains tasks that need to
be worked on. The team members do not start
working on any new tasks until they have the
capacity to take on more work.
2. In Progress: Once a team member has
completed their current task, they pull a new
task from the "To Do" column into the "In
Progress" column. This ensures that there is
always a balance between the workload and the
team's capacity.
3. Done: When a team member completes a task
in the "In Progress" column, they move it to the
"Done" column. This signals that they have
finished their work, creating an available space
in the "In Progress" column for another task to
be pulled in

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 By implementing Kanban in quality management,
organizations can achieve several benefits, including:
❑ Improved visibility and transparency of work
❑ Enhanced collaboration and communication among
team members
Benefits of ❑ Increased efficiency and reduced waste by optimizing
Kanban workflow
❑ Better control over work-in-progress and improved
Method prioritization
❑ Continuous process improvement through data-driven
decision-making
Overall, Kanban is a flexible and adaptable method that
helps teams manage their work effectively, maintain high-
quality standards, and continuously improve their
processes in a visual and collaborative manner.
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Voice of
Customer

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Voice of customer
 “Voice of the customer" refers to the feedback,
needs, requirements, and expectations expressed
by customers regarding a product or service.
 It is a critical concept in QM and continuous
improvement methodologies such as Six Sigma
and Lean.
 By actively listening to the VOC , organizations
can gain insights into customer preferences,
identify areas for improvement, and align their
processes to deliver products or services that
meet or exceed customer expectations.
 Customer-centric approach helps drive quality
improvements, enhance customer satisfaction,
and ultimately achieve business success.

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Imagine a company that
produces and distributes
frozen desserts to various
retail stores.

Receive feedback from their

customers, such as grocery
store owners, that the delivery
process often results in
products arriving partially
thawed or damaged, leading to
customer dissatisfaction and
potential revenue loss.

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 Temperature Control:
How to address this issue?? invest in temperature-
They conduct surveys, hold meetings with store Packaging
controlled vehicles &
Enhancement:
owners, and monitor customer complaints related to implement strict tem.
product quality and delivery. monitoring

Based on this feedback, they identify key areas for Route Optimization:
Staff Training:
importance of
improvement in their logistic management process. They utilize advanced
temperature control
Finally, Company takes several actions: logistics software to
and careful handling
optimize delivery
to maintain product
routes.
quality

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Voice of
supplier

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Voice of Supplier

 “Voice of the supplier" refers to the feedback, insights,

and suggestions provided by suppliers regarding the
quality of materials, components, or services they
provide to an organization.
 It involves actively seeking and incorporating the
perspective of suppliers to optimize processes,
enhance product quality, and strengthen the overall
supply chain.
 By actively listening to the voice of the supplier and
collaborating closely with them, organizations can
foster stronger relationships, drive mutual
improvement efforts, and create a more robust supply
chain ecosystem.

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 1. Supplier Performance Evaluation:. Helps in
selecting and retaining high-performing suppliers,
ultimately improving the quality and reliability of
the inputs.
2. Quality Improvement Collaboration: Their
insights can be valuable in identifying areas for
quality improvement, suggesting alternative
Voice of the materials or processes, and sharing best practices.
supplier can 3. Supply Chain Optimization: By understanding
their constraints and challenges, reduce lead
contribute times, enhance communication, and streamline the
overall supply chain operations.
valuable 4. Innovation and New Technologies: Suppliers
may have access to new technologies,
information…. innovations, or alternative materials that can
contribute to process improvements or product
enhancements. By actively seeking their input,
organizations can stay informed about emerging
trends, leverage new technologies, and drive
continuous innovation.

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Voice of the supplier

Apple Inc. and Foxconn: Nike and its suppliers:

Apple, a leading technology company, Nike, a global sportswear company, actively
works closely with its major supplier, engages with its suppliers to enhance product
Foxconn, to improve the quality and quality and sustainability. They collaborate on
manufacturing processes of its products. initiatives such as waste reduction, energy
Through regular communication, efficiency, and responsible sourcing of materials.
collaboration, and joint problem-solving,
they address issues related to product By involving suppliers in their sustainability
design, manufacturing efficiency, and goals
worker conditions.

P & G and its packaging suppliers: Toyota and its component suppliers:
P & G, a consumer goods company, Toyota maintains a strong partnership with its
works closely with its packaging component suppliers to drive quality and
suppliers to improve packaging design, process improvements. They collaborate on
materials, and sustainability. This various aspects, including design,
caused reduce packaging waste, manufacturing techniques, and delivery
increase recyclability, and optimize processes.
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supply chain efficiency.
Thank You!

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