KALİTE YÖNETİMİ - Deneme Sınavı - 4

Types of Wastes

There are seven types of muda as explained below:

1. Overproduction – Producing items more than required at given point of time is the first type of waste. According to the Ohno, it is so important because it causes unnecessary movement and transport waste

2. Waiting – It is the easiest waste to detect. As it can be understood from the name, workers or products wait for raw material, the machine, information, etc.

3. Unnecessary Transport – This waste is about the material/human transportation from one place to another place. Damage risk should not be ignored in this context.

4. Over processing – Working on a product before the requirement is called over processing.

5. Excess Raw Material – Over processing waste is the reason of this kind of waste.

6. Unnecessary Movement – This waste is about ergonomic factors which affect the workers’ quality of working life.

7. Defects – According to the quality problems, this waste can occur. Some of the parts need to be reproduced or diminished.

The origin of statistical process control (SPC) dates back to 1931 and Dr. Walter Shewhart’s book The Economic Control of Quality of Manufactured Product. It can be applied not only in manufacturing but also in any process carried out in the workplace. SPC is a statistical method of separating variations resulting from special causes, e. g. environmental and the Five M’s, from variations resulting from natural causes in order to eliminate the special causes. The rationale for SPC is similar that of total quality in that it is based on the control of variations, continual improvement, predictability of processes, elimination of waste, and product inspection (Goetsch and Davis, 2016, pp. 298-299).

The Five M’s that affect a process are: manpower, machine, material, method, and measurements.

A process has five main features (Özay 2003, p. 19): 1. Definability: Determination of the main elements/ activities. 2. Measurability: It is the feature of the process to be monitored with performance criteria. 3. Repeatability: It is the ability of the output that is formed as a result of processing the inputs that activate the process to meet the customer needs and requirements continuously. 4. Controllability: It is the ability of the process managers who are always aware of the performance of the process and can take corrective actions when necessary. 5. Value added capability: It is an ability to have a positive effect on the quality of the output of the process and the satisfaction of the customer.

The seven major quality tools for detecting and reducing the variability of process are: 1. Histogram 2. Check sheet 3. Pareto chart 4. Cause-and-effect diagram 5. Box plot 6. Scatter diagram 7. Control chart

Histogram is the graphical presentation of distribution of data.

Lean and Total Quality Management (TQM) are both universally applicable approaches to improve the quality and the performance in an organization through continuous process improvement. Because lean and TQM are different terms, they have both similarities and differences. First of all, to increase customer satisfaction both of these focus on customer needs and emphasize continuous improvement. However, there are some differences concerning origin, methodologies, tools, and effects.

Advantages of experiments (Oehlert,2010): 1. Experiments allow us to set up a direct comparison between the treatments of interest. 2. We can design experiments to minimize any bias in the comparison. 3. We can design experiments so that the error in the comparison is small. 4. Most important, we are in control of experiments, and having that control allows us to make stronger inferences about the nature of differences that we see in the experiment. Specifically, we may make inferences about causation.

The practical benefits of implementing SPC are: • Catching the variability in a process and define the causes • Explaining the variation with statistical tools by using samples from the process • Using and understanding some statistical tools such as histogram, Pareto chart, cause and effect diagram, and Shewhart charts • Catching and analyzing the patterns on process with statistical tools and interfering with them.

The reasons for preferring individual charts are as follows: • Every unit can be measured by technologically; • Production rate is quite low since the number of production is low; • There is little variation in production; • The test method is destructive.

FMEA is a specific methodology to evaluate a system, design, process, or service for possible ways in which failures (problems, errors, risks, concerns) can occur (Stamatis, 2003). FMEA is the method that is used to determine the potential failures of product, process, service, and/or system. The main purpose of FMEA is to predict and prevent the known or potential problems based on the historical data of a similar product or process in the design stage. By definition, the FMEA becomes a systematic technique using engineering knowledge, reliability, and organizational development techniques; in other words, teams to optimize the system, design, process, product, and/or service.

The benefits of FMEA are given as follows (Stamatis, 2003): • Identifies and ranks the known or potential failures. Therefore, risks are determined and it is possible to eliminate the important risks of product, process, services, and systems; • Improves the quality, reliability, and safety of the products or service; • Improves the company’s image and competitiveness; • Helps increase customer satisfaction; • Reduces product development time and costs; • Helps select the optimal system design.

Lean Six Sigma is defined as “an emerging technology which is used to improve the performance, efficiency and customer satisfaction to sustain in competitive manufacturing and nonmanufacturing environment”

Companies started to implement LSS after the successful results of Motorola and Toyota in their continuous improvement program. Although the origin of both Lean and Six Sigma is the manufacturing sector, there is an increasing trend in the services industry. It is shown in the literature that LSS was implemented in finance, banking, IT, business process outsourcing, shared services, call centers, government operations, military, and higher educational institutions successfully. Singh and Rathi’s (2019) findings (near about 58% of articles are from service sector) show that LSS was implemented in service sector more than manufacturing. The definition of “defect” is important in the service sector.

According to the Meade, benchmarking
• improves practices, services or products;
• involves learning about ‘best practices’ from others;
• accelerates the rate of progress and improvement;
• contributes to continuous quality improvement;
• is an ongoing process;
• promotes fresh and innovative thinking about problems;
• provides hard data on performance;
• focuses not only on what is achieved but how it is achieved;
• involves the adaptation, not merely the adoption, of best practices; and
• results in the setting of specific targets

It should be Continuous Improvement

It should be 7

disintegration is not one of them

Individual work is not one of them