MODELING AND CONTROL OF MANUFACTURING SYSTEM

Dr. Eng. Khairi Yusuf

Lab. Rekabentuk dan Pembuatan Universiti Malaya 2009

Introduction

Competitiveness

highest quality goods

Manufacturing process

The need to remain competitive in international commerce forces all nations to control manufacturing processes so that only the highest quality goods are produced. This involves the improvement of the entire production system. The customer must be the most important part of the production line, and quality.

Management

Improvement

People

The key to quality improvement rests with management. Management must drive the quality system and match its behavior to the objectives of the organization sending people to the right quality training seminars but that alone does not work. Quality must spread throughout everything a company does, at all levels of the organization. You cannot buy a solution to all quality problems, nor is there a single, right approach to excellence.

Dr. W. Edwars
Deming

Dr. Joseph Juran

Japan

The two key people largely responsible for the move toward quality manufacturing were Dr. W. Edwards Deming and Dr. Joseph Juran. Their work in Japan in the 1950s had a great influence on Japan becoming a leading manufacturing nation.

Prevent Quality
Dr. W. Edwards Deming concept after-the-fact repair

Dr. W. Edwards Deming stresses simple, straightforward, quantitative methods that prevent quality slippage rather than after-the-fact repair. Although simple in concept, his process control statistics have the potential to revolutionize the management of any process, not just manufacturing and assembly operations. Central to Deming's message is that competitive quality cannot he obtained with traditional inspection methods. He regards statistics as abstracted models of how all systems should function and feels that this theoretical base is essential for quality improvement.

management

intention

shop floor

Deming also believes strongly that "quality on the shop floor can be no better than the intent of management which is made in the board room,", and maintains that until executives and managers actively adopt quality methods into their own decision making, in effect model the correct attitudes and actions, a quality effort will not work.

high quality

standards

able to be manufactured

product designs

Dr. Joseph Juran. whose concepts are very similar to Deming's, uses technical approaches instead of statistics. He focuses on product designs that are both high in quality and able to be manufactured to consistently high quality standards.

All parts of organization

engineering and manufacturing,

Juran feels it is critical to have participation not only in engineering and manufacturing, but in all parts of the organization. Managerial review systems set up to measure performance against quality goals, and on-site top management involvement in implementing a quality program are crucial

Raise quality level at least the levels of competitors

unacceptable

Quality is priority number one

Juran insists that quality goals be specific. The statement, "Quality is priority number one," is unacceptable. Instead, a properly specified goal would be ''to raise quality levels to at least the levels of competitors" by a certain date, or to "cut costs of poor quality by 50 percent in five years."

OBJECTIVES After completing this unit, you should be able to: List the factors that determine the quality of 8 manufactured product. Compare quality control in traditional and progressive manufacturing processes. Explain the principles of statistical process control. Understand the use of X-bar charts, R-charts, and histograms used in quality control.

KEY TERMS
histogram quality control statistical control chart statistical process control

QUALITY CONTROL
Statistical process control can be used to evaluate the stability and predictability of a process, and then use this information as a means to improve the process. The three

major steps in a sound quality control process involve:

1. The specification of what is wanted. 2. The production of things to meet the specifications.

3. The inspection of things produced to see that they have met the specifications, The purpose of a quality-control program is to examine manufactured products with the following objectives;

1. The level of quality must meet customer satisfaction

(design performance), 2. The part must be within the boundaries of design limitation (production quality). 3. The cost of the manufactured part must be competitive on the world marketplace cost reduction).

A good quality-control program must be set on a foundation of building blocks that would include planning, sampling, inspection, and correction. Fig. 57-1.

 All the steps are necessary, and since the quality-control program requires all of them working together, no one part can be eliminated. Since a company is judged by its performance in relation to quality, volume output, cost and delivery, all the steps must be repeated until acceptable products are made. As quality improves, a chain reaction occurs resulting in the benefits shown in Fig. 57-2. Poor-quality goods result in short-term and long-term costs such as warranty repairs, legal liabilities, product recalls, lost sales, and even bankruptcy. A quality-control program does not cost money, it lowers manufacture costs since for every dollar spent on eliminating defects, a saving of five to ten dollars results.

Fig. 57-4 shows a comparison of the cost of poor quality in relation to the reduction of waste as a result of quality improvement. Industry soon realized that there must not be a separation between manufacturing and quality control It

was felt that by the time production got to quality, especially in the final inspection stage, it was too late. It was necessary to catch the defects during the manufacturing cycle and not in quality control, since quality, or the lack of it, occurs in the manufacturing cycle. Quality control could not make the part good or bad; all it could do was to accept or reject the part.

QUALITY ASSURANCE
Manufacturing control requires quality assurance to make sure the decisions manufacturing control makes are correct. They must determine whether the equipment is capable of producing the required accuracy, if it is being used properly, and whether the correct statistical tool is being used.

TOTAL QUALITY CONTROL

The purpose of total quality control is to produce high quality

products, at low cost, so they may reach the market place at

the right time and meet customer satisfaction. A number, of factors determine the quality of the product manufactured,

such as:

1. PRODUCT DESIGNThe design process should

involve the customer who should be able to provide valuable information about the product and its eventual

use. This will assure that the final product will satisfy the
needs of the customer and at the same time make best use of the company's facilities.

2. MATERIALThe raw material must be of suitable

quality to produce the quality of product required. Using poor raw material usually results in a poor product.

3. PROCESS DESIGNThis step in the planning

sequence is to develop the best process, system, procedures, etc., for producing the product to specifications

and within cost restraints.

4. MANUFACTURING METHODThe manufacturing

process must be error-free, otherwise product error will result. 5. MANUFACTURING EQUIPMENT The equipment must be dependable and produce the quality product

required. Old, worn machines breaking down constantly

cannot be expected to produce top quality products.

6. WORKFORCE SKILLThe workforce must be

properly trained to handle new machine tools and manufacturing processes.

The quality of a manufactured product depends on all factors working together through a well-planned, coordinated effort by management and everyone in the company. All departments must work toward a common goal for total quality control to be effective. * Workers should be quality-oriented and understand how they can affect customer satisfaction. Every department should understand the role it plays in producing a quality part, and how to work effectively to achieve customer satisfaction. Departments should work together in a cooperative spirit and assist any department that is having difficulty.

 Quality must begin with management and must be translated by engineers and others into plans, specifications, tests, and production. They are responsible for the material, components, methods of processing, and the method of inspection. In the traditional manufacturing process, Fig. 57-5A, suppliers brought raw materials, components, and subassemblies to a receiving inspection area where they had to he checked for quality. This took up someone's time sorting the good from the bad, and also tied up inventory, The quality control function, primarily an offline inspection, inspected a few parts after they were machined, while the manufacturing process continued.

 By the time the results of the inspection were known, it was quite possible that other bad parts were made and mixed with good parts. This meant that the final inspection had to separate the good from those that could be salvaged "by rework, and the rest were scrapped. This was very costly from the standpoint of time, material, and rework and resulted in poor quality products. Note : The real goal must he to manufacture quality into each product. For this to happen, inspection must be on integral part of the manufacturing process, and each person mast be responsible for the quality of the part he or she produces.

 The progressive manufacturing process. Fig. 57-5D, requires suppliers to use Statistical methods to ensure that top quality raw materials, sub-assemblies, and parts are being supplied. In the manufacturing processinspection information is collected in statistical form by those actually operating the equipment. Should there be a variation in the statistics, it is important to identify and correct all special causes before production resumes. The operator must be aware of changes in part quality and when tools should be changed or adjusted. As can be seen by the process in Fig, 57-5B, the chances of a bad or defective product reaching a customer are greatly reduced.

 To assure that company standards are met and maintained, regular meetings must be scheduled by an appointed committee to oversee the obligations of tltn different departments and personnel. The committee must be assigned the responsibility to recommend, modify, or change procedures that are not effective,

STATISTICAL METHODS
Line graphs, control diagrams, and checklists are used in industry to check the quality of the parts being produced, as well as those already produced. The data collected should be in statistical form so everyone can analyze it. DR. Juran coined the phrase, the Pareto Principle, named after an economist, Vilfredo Pareto, who studied the normal distribution of wealth in Italy. What Pareto discovered many years ago was that a relatively small member of the population accounted for a majority of the wealth. That wealth was concentrated in its distribution indicates that it is not normally distributed. Juran concluded that the same principle of common distribution applied to many things.

 Under the Pareto analysis, a work piece, cell, or operation, can be divided into many small classes and examined to see what effect each has on part quality and cost. In Fig. 57-6, the assembly being manufactured showed five problem classes which kept occurring and affected the operation of the engine. Out of the 59 defects found, 47 were in categories 1 and 2; therefore, to improve product quality and reduce costs, improvement efforts should be directed to these areas first. For many years, Dr. W. Edwards Deming, a quality expert, claimed that only 15% of the problem a company may have are directly related to the workers on the shop floor. He also stated that most of these could be handled by the worker if he or she were given the proper tools, such as training, equipment, and improved processes.

 The remaining 85% of the problems are re lated to management, because these can only be solved by actions they can take. This may involve changes in scheduling and processes, more and better training programs, and the purchase of new tools and equipment. These decisions can only be made by a well-informed management that is fully aware of problems through the use of statistical process control data analysis.

STATISTICAL PROCESS CONTROL (SPC)

To understand how SPC works it may be wise to examine how production lots were examined before the use of SPC.

For example, if a company had to produce one hundred pieces, a sampling of 13 might have been inspected. If a defective part was found in the sampling and it was established to accept on zero, or reject on a 1 criteria for 13 samples, that was a 1 point AQL (acceptable quality level). A part not meeting specifications was disposed of in a number of ways: scrap, sort, rework, return to supplier, or sell at a discount.

 SPC uses data from measuring-instruments recorded on. a graph or chart. To he of value in analyzing the date, it is important that it be accurate and as current as possible. When arriving defects are in statistical control, the only choices are 0% or 100% acceptance inspection, Fig, 57-7-If measurements start running near the high or low quality limit, the process must be changed quickly before the product quality is unacceptable. SPC looks at the statistical differences of the part or process and does not accept or reject a product. Analysis alone cannot improve a process. It is when SPC Is used actively to

build process knowledge, with integrated action based on

that knowledge, that process improvement results.

SPC takes data supplied by measuring instruments and records it an control charts, that help to identify problem areas. SPC can provide data that can result in corrective action to bring the problem into statistical control.

THE STATISTICAL CONTROL CHART

The statistical control chart provides an operational definition of the state of statistical control of a process. The chart contains points plotted in time sequence; the points are either individual measurements or summary values obtained from process data.

A center line and control limits derived from process data are drawn on the chart in order to detect signals of the existence of special causes from the pattern of plotted points. The control chart provides a means: to study and assess variation, to judge its state of statistical control, to maintain a continual record of the process so (hat the results of changes to the process or its inputs can be seen, to receive signals of change from the process, and to reveal through patterns of variation, coupled to various data collection and subgrouping strategies, information about causes of variation.

X- BAR AND R- CHART

The kind of control chart to be used in a given situation depends upon the kind of data to be studied. X-bar and Rcharts are used to analyze variable data organized into subgroups of two or more measurements. There should be some rational basis for organizing the data into subgroups. The X-bar chart must be considered together with the R-chart because transitional control limits for the X-bar chart cannot be compared unless the R-chart is in statistical control. Use of a control chart does not depend on a process being in statistical control, it is the method by which it may be achieved, and by which one may see whether a process is in statistical control.

Using the data in the X-bar control chart m Fig. 57-8, let us examine the included data: 1. There were 25 subgroups (measurement) over the time period covered by the data. 2. The center line (X) on the X-bar chart is the average reported value of the master using this measurement 3. The average reported value is not equal to the accepted value assigned by a standard method. 4. Since this method of measurement results in a different average, the measurement process is said to be biased. 5. The amount of bias, or systematic error, would be X (double bar) accepted value.

 When studying a process and learning about the variations of that process over a period of time, it is important to understand the reason for the variations. A point outside the control limits is a signal of special

cause. There are supplemental rules such as eight (8)

points above or below the center line may indicate other special causes. In any case, action on the

process needs sound diagnosis of the cause.

HISTOGRAM
The histogram is a quality descriptive con trol tool,
normally used as a final inspection for lot-size parts with the purpose of seeing what the lot looks like. Histograms

show the shape and spread, created when a number of

measurements are stacked on a measurement scale. Histograms indicate when a process is holding

tolerance, and where it lies in relation to the minimum

maximum limits, Fig. 57-9A. They can also show the variation of product beyond the minimum and maximum

limits, Fig. 57-9B.

Histograms generally have a three-part focus 1. The centering of the histogram defines the aim of the process. 2. The width of the histogram defines the variability about the aim. 3. The shape of the histogram shows the deviations from

the normal pattern.

Histograms can indicate several reasons why same processes are not capable of holding tolerances;

1. The variability of the process is too large.

2. The process is misdirected and adjustments should be made to the process,

3. The instrumentation is inadequate. 4. There is a process drift that may require a resetting of the process. 5. There are cyclical changes in the process that must be identified and corrected.. 6. The process is erratic and appropriate action must

be taken.

ADVANTAGES
The advantages of a good SPC program are: 1. The process has an identity, its performance is predictable, and it has measurable qualities. 2. Costs are predictable. 3. Production output is regular.

4. Productivity is at a maximum and costs are at a

minimum. 5. Vendor relationships are in statistical control and

costs are at a minimum.

6. The effects of changes in the system can be measured quickly and accurately.

 Every company must set an acceptable level for its product or service. This quality level must agree with what the customer defines as an acceptable level of quality. Once the quality level has been set, it must become a company-wide policy. At this time, tha cost of quality is

set, and the only choice management must make is how

and when it is to be incurred. Supervisors must decide if they want to incur

preventative costs to assure quality now, or pay the price

later for costs to repair defects and satisfy customers.

Knowledge Review
1. Name two people whose work had a great influence on Japanese manufacturing in the 1950s. Quality Control 2. List the three major steps in a quality control process.

3. What are three objectives of a quality control

program? 4. Name five short-term and long-term costs of producing

poor-quality goods.
2. List the three major steps in a quality control process. 3. What are three objectives of a quality control

program?

4. Name five short-term and long-term costs of

producing poor-quality goods. Total Quality Control

5. What is the purpose of total quality control?

6. Why must the supply of caw materials be of good quality?

7. Who collects the statistical inspection in-fonnetion

in the progressive manufacturing process? 8. What is used to provide an operational definition of

the state of statistical control of a process?

Histogram 9. For what purpose is a histogram used?