4. Process of repairing a faulty vacuum cleaner Repair of item – Written instructions required ? Training and experience of repairer Defined sequence of actions Control of purchase orders Confirmation that correct component arrives When will the item be repaired ? Test item. Receipt of item Identification of item Note fault as reported Knowledge of repairer Sequence of actions New part required ? – P.O. Tools and equipment Identify item as being ok
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16. Failure Mode and Effects Analysis Page 1 of Subsystem/Name: DC motor Final Design: 31/5/2000 Model Year/Vehicle(s): 2000/DC motor Prepared by: Reviewed by: Chris FMEA Date (Org.): 27/4/2000 (Rev.) 31/5/2000) 1 = very low or none 2 = low or minor 3 = moderate or significant 4 = high 5 = very high or catastrophic Replace faulty wire. Q.C checked. Intensive training for operators. 8 48 1 3 4 4 2 4 Motor fails to move Position controller breakdown in a long-run Wear and tear Operator error Loose cable connection Incorrect demand signal Receive a demand position Position Controller 1 R D O S Actions Taken Recommended Corrective Actions R.P.N. Current Control Effects Of Failure Mechanism & Causes of Failure Failure Mode Function Part Name Part No. No.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30. 4.2.2 Flowchart (1/2) Receiving Goods In Inspect Process A Process B Process C Packing F. G. store Dispatch Inspect Inspect Inspect Inspect Inspect OK OK OK OK OK OK NOK NOK NOK NOK NOK NOK
Cover the basics of Quality and to use the ISO standard as a tool to implement, manage, and improve the Quality Management System in your organisation. Using the standard does not mean you have to apply for the standard – it’s just a framework to help us navigate through the areas that affect Quality.
Divide into groups. Exercise : An electrical repair shop repairing a faulty vacuum cleaner. (A clothes/shoe shop; a table manufacturer)
An electrical repair shop – we tend to think of it as I leave in the faulty vacuum cleaner, and a week later, I collect it. (The reality is often, I leave in the faulty vacuum cleaner, I call back a week later an it hasn’t been touched. The repairer says they will do it tomorrow and to call back on Friday. I do this and it’s still not done. Eventually, having called in 5 times, it is ready. Then I am charged a small fortune – for fixing a wire). But for us to define the process, there are many more steps : 1 : Repairer receives faulty vacuum cleaner. 2 : Repairer must put identification on vacuum cleaner and give ticket to customer – there must be a cross reference on the 2 pieces of identification 3 : Repairer notes what is the fault, as reported by customer (this can save a lot of time later) 4 : Before the repairer tackles the fault, they must know something about vacuum cleaners, and basic electricity, etc. So they must have some training and competence. They also need tools. 5 : The repairer makes a decision as to which items they will do first (are they a friend of theirs, has the person already been waiting a month, how much can be charged for the repair…) – though I doubt if we should include this a s part of the process – or should we ? It is up to us to decide. 6 : Work starts on the vacuum cleaner. Within this step there are several steps. There will often be a sequence to what is checked, to eliminate certain possible causes. Do we need to define each step ? A lot depends on the skill of the repair person – if they have a qualification in electrical repairs, then maybe not. Eventually the cause is found. But maybe a part needs to be ordered – this again is another process. The repairer must specify the type and model number of the machine. Now we have lead time and price to consider. So a purchase order is raised and sent off. When it comes in, it should be checked that it is the correct item. The repair is carried out. 7 : The item should be checked to ensure that the fault no longer exists, so a test process is required. 8 : The item must be marked to show that it HAS been successfully repaired. 9 : Customer collects and pays for the vacuum cleaner. Why can’t repair shops let you know how much something is going to cost and when it has been repaired ? (In my opinion, lack of competition – their margins are very high on each repair).
Awards for best small service, best large service, best small mfg, best large mfg. Plus an overall winner. Previous winners include Golden Pages, British Telecom, BUPA Ireland, Dairygold and GlaxoSmithKline. 2002’s re-developed Q-Mark puts a renewed emphasis on understanding the process that will enable your business to work more effectively, and so improve efficiency, profitability and focus. By systematically mapping what your organisation does you can: • Identify the priority areas for your business • Identify the key steps in each of your main activities • Identify activities that are failing to add value to your performance • Measure your firm’s most important activities (by applying key performance indicators) • Focus your efforts and resources • Compare all aspects of your performance with other businesses (through benchmarking) • Ensure your business is improving
Benchmarking – maybe you process orders on line, so you could compare yourself with Amazon.
This is probably the key to the whole standard. If you can get your head around this, you are well on the way to understanding the standard. The customers’ needs are one of the main driving forces for a organisation. The outsourced processes must be identified in the QMS. An organisation must be managed systematically. An organisation also needs to improve its efficiency, as well as its effectiveness. Top management should promote those activities that lead to improved performance. Use self assessment and management reviews to review data and plan for improvements. Case history report : Processes needed for the Quality management system and their application throughout the organization were not identified. QUESTION : has your organisation got a QMS ? Are there flowcharts or documentation showing the sequence and interaction of each process ? Are processes monitored ? Are the results analysed ? Is the analysis acted upon and reviewed ? How are customer requirements determined ?
Process approach – looking at where inputs are converted into outputs and looking at the inter relation of the processes – the output from one can be the input to another. How are these controlled and reviewed for continual improvement ?
Process function : coil diameter Potential failure mode : diameter too small Potential effects of failure : weak motor Potential cause / mechanism of failure : wire wound too tight Current process controls : measure with gauge Severity : 6 – seriousness of failure Occurrence : 8 - probability Detection : 3 – likelihood that fault will reach the customer RPN : 144 Recommended action : Develop tool to control tension Responsibility : Target completion date : Results of action Action taken : Tool developed, tested, and implemented Severity : 6 Occurrence : 3 Detection : 3 RPN : 54
Examples of a process : ordering components, clothes, stationary; designing a product; making something…
High performance organisations are moving away from managing people and their activities to managing processes.
Can delegate authority but not responsibility.
Quality plans are mainly used for new processes or project-based organisations. May be generated as a result of a specific customer request. Quality plans can be a good way of conveying how a particularly complex or unusual project is to be managed.
Documentation comprises that which is necessary to control and verify the achievement of process output in accordance with requirements.
![Product and Service Quality ,[object Object],[object Object]](https://image.slidesharecdn.com/qualitycourse1-12801733971967-phpapp01/85/Quality-Course-1-1-320.jpg)
![Course Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)