All entries for Thursday 22 November 2012

November 22, 2012

Quality Management System/ Reliability / Maintenance ( QRM ) Jainwit Tongbai 1255321

Writing about web page Quality Reliability



Ready Set Go !

As far as I am concerned the Quality System is compulsory for today's business regardless of public, private or even service sector. One need look no further than Electronics and Automotive Manufacturing – which I have been working for many years ( IBM and couple more). Quality-led product is always the order winner acquiring the majority of market share and returns the high profit to the company. Therefore, exploiting Quality is worthwhile and more increasingly if one wants to survive the business.

At first, I thought I would share further quality experiences how the companies , IBM and some other have practically deployed the quality system in their organisations as well as how they dealt with the quality issues and customer feedback which some cases are extremely serious to stop shipment or stop orders, but it turns out that what I have learnt from the QRM class is the differing aspects –which I find it interestingly ‘new’.

Case Study : GreenWay Garage & Triangle Consultancy

After discussing with team, we have found a numbers of non-systematic works and the problems of people. We have observed that :


Observations :

1). Physical Environment /: Untidiness of workplace , unsafe and destroy customer’s first impression. on-hygiene such as toilet and canteen which could be exposed the smoke when people smoke.

2). People : They’re not customer-friendly, working for themselves without any interaction with relevant departments. This likely brings the isolation amongst the organisation.


3). System :

- No system at all for operation flow, quality records, documented. No filing system and

- No motivation for employee. Most of the benefits/bonus always go to only few group of people who the owner thought it should be. This leads to demoralising the remainders in Greenway.

- No computer-based system to handle the job order , stock, wip, inventory or even scrap and wastage of materials. These all are the loss of company.

However, GreenWay has profited from running their business, showing that they are somehow capable to handle the problems and fix the issue for customer. However, a number of complaints/returns of the car is increasing – which might not be a good sign in a long term. Therefore, there should be the huge improvement all over the organisation to sustain GreenWay’s business growth.

Suggestions:

1). Systemise the operation including the role, responsibilities of employee, setting the performance measurement method, periodically doing a management review.

2). Communicate the change to people.

3). Adopt Deming’s philosophy, that is to adopt a new philosophy of working, the company should design quality in, adopt 5s and continuous improvement.

4). Implement computer-based system to facilitate the job such as order receiving , generating the work order to the mechanics , visualising the stock / inventory or consumable parts.

5). Performance measurement/ Award systems

Caution : Timing is very important and timeline is needed to take into consideration. Because it is inevitable NOT to deal with day-to-day issue while way moving forward is also needed. So , we cannot change the organisation overnight , we need the proper timeline to implement and deploy along with the effective monitoring system whether or not the plan is in place. Continuous improvement and customer feedback is always mandatory to put in the process ( Voice of customer).


--> Now, it's a lecture mode ! in-class.

  • Quality Management Evolution :

Customer focus :

Deming : 14 points concept : In fact, what I have learnt is that it’s all down to ‘change’ and continuous improvement.

Ishikawa : Widely accepted as the powerful tools ( Statistics ) to use to control the quality in manufacturing.

ISO 9000 : Emphasising on documented system and ensuring the operation of producing products or service follow the system. Process approach is the concept.

TQM : Focusing on supplier-customer interface both internal and external. Managing for the future and far wider than just assuring the products. Key to success is people, communication and system.

Six Sigma : The sophisticated approach of applying statistics to analyse the process, to fix the problem and control /maintain. It needs management commitment and the participation from everyone in organisation.

Lean : Reduce wastes , remove non-value added tasks, shorten time of producing works which could lead to reducing work space, staffs ( and then allocate to other value added work area). This will lead to increase the profit . Drawback, however, it indeed needs to maintain and a good rapport leader to conduct the project.

  • Policy Deployment :

- Vision/Mission need to define , specifically and clearly what to do and what to be.

- Deploy strategic plan to daily working. – Need timeline and monitoring plan.

- Involvement of employee is required. -

- Measuring business results by application of self-assessment. – Suggested to do this periodically and benchmarking the result amongst competitors in the same market.


  • Economics of Quality : Scrap / Rework / Warranty Cost / Use these data drive the organisation.Do it right first time is to achieve the Economics of Quality.
  • Qualiy Function Deployment : Requires management commitment. Success is determined by the accuracy of customer requirement. Always start small. And involve the right people. Matrix analysis.



  • Reliability : Failure In Time RCM – Reliability Centred Maintenance : This is to ensure the long-term functionality of the product and increasingly required by the high end ( of course high margin ) product. Automotive is mandatory as it concerns safety to drivers.


  • SPC – It is the well-proven tool used for monitoring or anticipating the process. SPC is always asked by a customer to see how the trend of critical parameters look like .
  • Process Capabilities – How well the process behave. People are usually confuse with ‘capacity’. Process Capabilities tells us ‘how good/how well the process is or produce the parts’ while ‘capacity’ tells us how many pcs they can generate. However, they both are related each other.



In reality, the quality world , tools/techniques keep continually improved in order to be able to deal with the even more complex issues and problems. This is absolutely in line with Deming’s philosophy back in a century ago , that a continuous improvement must be embraced if we want to survie. Defining quality is to specify what customers ‘ pay for’ as they do not in fact buy the products, but the benefits they expect to enjoy. Working across organisation as well as collaborating with the lower level of the supply chain like suppliers are today’s company business to enhance the quality of work. In a bottom message, no absolute solution for a success of business, but keeping momentum on continuous improvement would be entirely justified .


To be continued.... ( Continous Improvement )

Cheers, Jainwit Tongbai 1255321: MSc EBM


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