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Thesis submitted in accordance of with the requirement of the Universiti Teknikal Malaysia Melaka for the Degree of Bachelor of Engineering (Honours)
By
SURESH S/O VASU B050510019
ABSTRACT
This thesis has focused on the quality improvement of major defect injection moulding assembly line in the ALPS MALYSIA Sdn.Bhd. The objectives of this thesis were to identify current quality problem and to improve major quality problem in the 30 tone injection moulding operation department using Six-Sigma DMAIC methodology. In order to analyze the data some of Statistical Quality Control (SQC) tools were used such as pareto chart, histogram, cause and effect diagram and control chart. The main defects in the assembly line determined and proper tool is used to analyze the quality problem. Major defects were highlighted and analyzed. Root causes for the problems were determined and suggestions for improvement were suggested. After the improvement stage, suggestions for control the quality also were suggested.
ABSTRAK
Tesis ini bertujuan untuk memperbaiki kualiti pada produk yang di hasilkan melaui proses injection moulding di ALPS MALAYSIA Sdn.Bhd. Objektif tesis ini adalah, untuk mengenalpasti masalah kualiti yang dihadapi pada masa kini di kawasan kajian dan seterusnyamemperbaiki masalah tersebut dengan menggunakan metodologi enam-sigma(DMAIC). Untuk menganalisa data yang diperbaiki, beberapa komponen-komponen kawalan kualiti secara statistik (SQC) seperti rajah pareto, histogram, rajah sebeb dan akibat dan rajah kawalan. Masalah-masalah kualiti yang wujud pada produk yang dihasilkan dikesan. Daripada masalah-masalah ini masalah utama akan dikenalpasti dan dianalisis. Sebab-sebab utama masalah tersebut berlaku dan cadangan untuk memperbaiki masalah tersebut akan dicadangkan. Selepas itu, cadangan untuk mengawal kualiti pada produk siap juga akan dicadangkan.
CHAPTER 1
INTRODUCTION
1.1
Project Background
Quality has become one of the most important competitive strategic tools which many organizations have realized it as a key to develop products and services in supporting continuing success. Quality system is designed to set a clear view for organization to follow enabling understanding and involvement of employees proceeding towards common goal.
The aim of business is long term profitability. Over a considerable length of time, earning is achieved by pleasing customers with good products or services while keeping production cost at a minimum. The use of quality tools and technique provides long term dividends through lower costs and productivity improvements.
As competition increases and changes occur in the business world, one should need to have a better understanding of quality. Quality concerns affect the entire organization in every competitive environment. Consumer demands high quality level of product or services at reasonable prices to achieve value and customers satisfaction.
There is an increasing focus on quality throughout the world. With increased competition, companies have recognized the importance of quality system implementation in maintaining effectiveness in a volatile business environment. Specifically meeting the needs and desired of the customers is critical and must be done much better and efficiently than it has done in the past.
Total Quality Management (TQM) is one of the most common quality management practices in todays industrial environment. TQM refer to the broad set of management and control processes designed to focus an entire organization and all of its employees on providing products or services that do the best possible job of satisfying the customer. According to Sashkin and Kiser (1993), TQM means that the organizations culture is defined by, supports, the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational process, resulting in high quality products and services.
Thus, the TQM philosophy of management is customer-focused. TQM incorporates the concepts of product quality, process control, quality assurance, and quality improvement. Some advise that customer satisfaction is the driving force behind quality improvement; other suggest quality management is achieved by internal productivity or cost improvement programs; and still others consider TQM as mean to introduce participatory management. In general, the Japanese concentrate on customer satisfaction with a particular focus on understanding customer needs and expectations.
Besides TQM there are other quality system used to improve quality such as Lean and Six Sigma. These two are related, but distinct. Among the several quality management concepts that have been developed, the lean concept, as in lean manufacturing, lean production, etc. is one of the more wide-spread and successful attempts. Briefly, lean is about controlling the resources in accordance with the customers needs and to reduce unnecessary waste (including the waste of time). The concept was introduced at a larger scale by Toyota in the 1950s, but not labeled lean manufacturing until the now famous book about the automobile appeared in 1990 (Womack et al., 1990). While there are many formal definitions of the lean concept, it is generally understood to represent a systematic approach to identifying and eliminating elements not adding value to the process. Consequences of this are striving for perfection and a customer-driven pull of the process.
Meanwhile, most recent quality philosophy to be adopted by businesses around the world is known as Six Sigma. The founder of the Six Sigma philosophy is Mikel Harry (Harry and Schroeder, 2000). Mikel Harry developed and implemented his Six Sigma philosophy with the Motorola Corporation and the philosophy has had great success at the GE Corporation (Harry and Schroeder, 2000). Six sigma focuses on the reduction and removal of variation by the application of an extensive set of statistical tools and supporting software. This powerful business management strategy has been exploited by many world class organizations such as General Electric (GE), Motorola, Honeywell, Bombardier, ABB, Sony, to name a few from the long list. Six sigma applications in the service sector are still limited although it has been embraced by many big service oriented companies such as J P Morgan, American Express, Lloyds TSB, Egg, City Bank, Zurich Financial Services, BT, etc.
Six sigma today has evolved from merely a measurement of quality to an overall business improvement strategy for a large number of companies around the world. The concept of six sigma was introduced by Bill Smith in 1986, a senior engineer and scientist within Motorolas communication Division, in response to problems associated with high warranty claims. The success of the efforts at Motorola was not just achieving six sigma quality level rather the focus was on reducing defect rate in processes through the effective utilization of powerful and practical statistical tools and techniques. This would lead to improved productivity, improved customer satisfaction, enhanced quality of service, reduced cost of operations or costs of poor quality, and so on.
This thesis mainly focused on six sigma quality philosophy and other related philosophy that would be implemented in these studies in order to identify the current problem or rejection criteria facing by the company. The Six Sigma philosophy used because, it provides a step-by-step quality improvement methodology that uses statistical methods to quantify variation. An extensive on related literature reviews was carried in order to enhance more knowledge on the related study field.
1.2
Problem Statement
Currently in Alps Electric Parts Production Department which produce Plastic product for Electronic Component especially Remote Control as main business facing many rejection problem. The main defect cause this rejection is Black dot on the appearance of the product. There are also some other causes that lead to rejection such as part breakage, scratches, oily surface, white mark silver mark, parting burr and etc. In order to study the problem a research has carried out with help of an engineer by study the literature review on TQM, Six Sigma and PDCA philosophies and other reference for this analysis and research method.
1.3
Objectives
The objectives of this thesis are: To utilize six sigma methodology in performing the study. To study the black dot rejects utilizing QC tools at the identified assembly lines. To identify the root causes of the black dot rejects To recommend actions to improve the black dot rejects and sigma level.
1.4
Scope Of Project
The scope of the study is limited to part production 30 tone assembly lines only and the analysis is focused on major defect only. Six Sigma DMAIC methodologies will be used where DMA is applied and IC will be suggested to the company. The data will be collected for the assembly line for six month period from May 07 to October 07.
1.5
Report outline
Chapter 1 gives an introduction to the projects which are including objectives, scope, and background. In this chapter, it describes the background of quality problem as the case study of Company.
Chapter 2 presents the literature review on concepts of TQM, Six-Sigma Quality, and what the correlation about DMAIC with other Quality Improvement approaches (PDCA). It also presents some quality tools that incorporate with the study.
Chapter 3 describes the company background and the description of the methodology used in this project.
Chapter 4 presents the data analysis using Six-Sigma methodology. In this chapter the collected data from the case Study Company was analyzed stage by stage. First, the analysis starts with Define stage, which is continued with Measurement stage and then followed by Analyze stage. After analyze the problem based on the data collected, and then we go to the Improve stage and culminate with Control stage.
Chapter 5 presents the conclusions of the whole project and suggestions for future work.
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
Literature review includes study and research of published materials like journals, thesis, case studies, technical documents and online library. Generally, the purpose of a review is to analyze critically a segment of a published body of knowledge through summary, classification and comparison of prior research studies, reviews of literature, and theoretical articles. This chapter will describe topics that related to quality such as Total Quality Management, Quality Management Philosophies, SixSigma methodology, ISO 9000, Lean manufacturing, concept of quality, quality tools and other relevant quality topics. Emphasizes is more on six sigma methodology since the study conducted in a Six Sigma manner.
Besides that, this chapter also includes review on injection moulding process which currently applied by the studied company and the types of defects that frequently occurs in the production line.
2.2
Definitions of quality
In the Websters New World Dictionary, quality is defined as physical or nonphysical characteristic that constitutes the basic nature of a thing or is one of its distinguishing features.
Shewhart (1980), mention that there are two common aspects of quality; one of these has to do with the consideration of the quality of a thing as an objective reality independent of the existing of man. The other has to do with what we think, feel or sense as a result of the objective reality. This subjective side of quality is closely linked to value. It is convenient to think of all matters related to quality of manufactured product in terms of these three functions of specification, production and inspection. (Grant and Leavenworth, 1988).
Quality is fitness for use, (Juran, 1989). Quality is conformance to requirements (Crosby, 1986) and quality should be armed at the needs of the customer present and future (Deming, 1986).
Feigenbaum (1983) said that quality is the total composite product and service characteristics of marketing, engineering, manufacture and maintenance through which he product and service in use will meet the expectations of the customer. Mizuno (1988) mention that product quality encompasses those characteristics which the product most posses if it is to be used in the intended manner. Actually, quality can take many forms. All the definitions mentioned above can be classified into three types. They are quality of design, quality of conformance and quality of performance. Quality of design means that the product has been designed to successfully fill a consumer need, real or perceived. Quality of conformance refers to the manufacture of the product or the provision of the service that meets the specific requirements that set by customer. Finally, quality of performance brings out the definitions that the product or service performance its intended function as identified by the customer.
2.3
More managers than ever before are focusing on quality as a way of increasing productivity, reducing costs, and meeting customer needs. These managers are
beginning to understand the importance of continuously improving the quality of their services and products as a means of achieving these goals. Those who begin to learn about quality quickly become familiar with the names of Philip B. Crosby, W.Edwards Deming, and Joseph M. Juran--renowned quality experts--who have been carrying forth the message of quality for more than 30 years. At an age when most people have retired, Philip B. Crosby and Joseph M. Juran continue an untiring pace of work conducting seminars, consulting with clients, and writing new texts. They have devoted their lives to helping organizations improve the quality of their products and services. Their influence is now worldwide and their accomplishments are legendary in the discipline.
Deming focuses on the improvement of product and service conformance to specifications by reducing uncertainty and variability in the design and manufacturing process. In Deming's view, variation is the chief culprit of poor quality. In mechanical assemblies, for example, variations from specifications for part dimensions lead to inconsistent performance and premature wear and failure. Likewise, inconsistencies in service frustrate customers and hurt the reputation of the company. To achieve reduction of variation refines a never-ending cycle of product design, manufacture, test, and sales, followed by market surveys, then redesign, and
so forth. Deming claims that higher quality leads to higher productivity, which in turn leads to long-term competitive advantage. The Deming "chain reaction" theory summarizes this view; the theory states that process improvements lead to lower costs due to less rework, fewer mistakes, delays and snags, and more efficient use of materials. Lower costs, in turn, lead to productivity improvements. With better quality and lower prices, the firm can achieve a greater or larger market share and remain competitive and provide more meaningful and rewarding jobs. Upper management needs to recognize the benefits of quality as a strategic factor and strive to create a culture that supports empowerment, continuous improvement and customer satisfactions. Deming stresses that top management has the overriding responsibility for quality improvement (Deming, 1986)
10. Eliminate exhortations for the work force 11. (a) Eliminate numerical quotas for production Instead learn and institute methods for improvement (b) Eliminate management by objectives (MBO). Instead, learn the capabilities of processes, and how to improve them.
12. Remove barriers that rob people of pride of workmanship. 13. Encourage education and self-improvement for everyone. 14. Take action to accomplish the transformation
The starting point is quality planning which involves creating a process that will be able to established goals. Once the process is turned over to the operating forces, their responsibility is to run the process at optimal effectiveness and take corrective action when the process or product does not conform to established specifications.
Finally, quality improvement is "the process for breaking through to unprecedented levels of performance. But quality improvement does not happen of its own accord. It results from purposeful action taken by upper management to introduce a new managerial approach throughout the organization of quality improvement process. This quality improvement process is super-imposed on the quality control process. It is implemented in addition to quality control, not instead of it. Juran's approach is essentially the same as Demings. Quality is a management responsibility that needs to be performed systematically to achieve continuous improvement over time.
This is the same basic idea behind the so-called PDCA cycle, known in Japan as the Deming wheel, which is considered to be the essence of the Japanese approach to total quality control: