QM Pillar

(Quality Maintenance)
 Data for QM
Quality defects
in-house and at customer end.

For customer-end data, we have to get data on

o Customer end line rejection

o Field complaints.
 Data related to product
For In-house, we have to collect data related to product &
processes.

Data related to product may include:

• Product wise defects

• Severity of the defect and its contribution – major/minor Location
of the defect with reference to the layout
• Magnitude and frequency of its occurrence at each stage of
measurement
• Occurrence trend in beginning and the end of each
production/process/changes. (Like pattern change, Tundish
change, ladle/furnace lining etc.)
• Occurrence trend with respect to restoration of
breakdown/modifications/periodical replacement of quality
components.
 Data related to process
Data related to processes:

• The operating condition for individual sub-process related to men,

method, material and machine.

• The standard settings/conditions of the sub-process

• The actual record of the settings/conditions during the defect

occurrence. Data from first and last piece inspection report and
rejection analysis report are also means to collect data on quality
defects.
This data is usually compiled in a Quality loss format. For
every quality defect 6W and 3H conditions are captured. For
example,

• Which : machine no. (032304 – Lal 2B)

• What : (Defect phenomena) tool mark
• Where : Location (on bore dia)
• When : time (during running, tool change etc.)
• Who : Operator (Mr. X)
• How many : Quantity rejected
Data needs to be tracked for trends.
Therefore we need to categorize them into families, such as wheel
cylinders, torque plates, carriers, housings etc. and also process-wise to
know the relationships.
We must know which processes contribute to which product defects.
More than one process will contribute to more than one defect.
Therefore we need to go down to one more level of uncovering the
phenomena.
All process conditions and defects data are put on the computer. These
data should be retrievable at various locations to do different forms of
analysis at any time.
Based on the above data, 3M(Machine, material and Method) fuguai
are identified. Countermeasures are implemented to eliminate the
problem.
Why : root cause
How to do : Kaizen idea
Horizontal deployment : deploy in similar areas.
How to collect data on quality defects?

Data must be collected first by the teams working on the model machines, and
later by the JH circles. The data collection for defects must be comprehensive
for the following data: Type wise – product wise – process wise – cause wise –
machine wise.

Components individually or in combination cause quality defects. Machine and

components to be both checked when defect is generated. Standards related to
quality components are to be checked. Component wise phenomena have to
be understood and stratification of quality defects is to be done.

Then, machine components’ relation to quality characteristics/defect modes is

thereby established.
Facts must be confirmed after visiting ‘Gemba’ (work place) and
‘Genbutsu’ (Real things/defectives).

Operators and inspectors must be trained to observe defects and the

phenomena that create the defects. They must also be explained the
immediate countermeasures – phenomena-wise. (This can happen
when JH team observes very carefully ‘Why products are OK?’)

Then circle members are ready to start recording data and taking
immediate countermeasures. They must also record the
countermeasures taken so that analysis can be done by the KK, PM or
QM teams for taking permanent countermeasures.

Data collection must address both needs – for observing effects of quick
and long-term countermeasures.
There must be a daily collection of data that must get
compiled to observe trends over weeks and months.

Quality defect trends with phenomenon, cause &

kaizen idea along with implementation date can show a
full picture of how Quality losses are being eliminated.
How to make the Quality Matrix chart?

Quality Matrix is one of the means to achieve zero defects by identifying focus areas.
The purpose is to establish a relationship between process characteristics and quality
characteristics.

Quality matrix can be made fewer than three categories depending on your company:

• Process-wise
• Operation wise
• Machine wise The inputs to making this matrix come from:
• Product/process characteristics
• Types of defects o Process sequence
• Product/process history - types and frequency of problems occurred with
counter measures or corrective actions.
Machine manual.
o Past record of defect modes are anlaysed to investigate the
types of defects occurring in each process. Relation of product
quality characteristics with each defect mode is established.
Relation of defect modes with each process and sub-process is
established. Classification of defects can be by Safety Major
characteristic affecting performance of product Defect
generated in market A defect that will lead to customer
complaint A defect that will become apparent in following
process A defect from a previous process that becomes
apparent in the current process A team of people representing
the following functions must develop this matrix: o Quality o
Process planning o Maintenance engineers o Shop supervisors
o Operators
 How to make inspection standards to sustain zero defects?
Check points are defined in terms of conditions that don’t
produce defects. Such conditions are expressed in standard
values. Check points can be related to 3M conditions –
Method, machine & material. 1. Identify ‘3M’ conditions to
achieve zero defects 2. Assess 3M conditions 3. Identify fuguai
4. Set 3M conditions (through countermeasures/Kaizens)

5. Establish standards to sustain zero defects. These standards

should contain required value, frequency of check and how to
check. In case there is some special attention required for
checking then that must come up in an OPL. There must be also
a clear indication for ‘action if not OK’.
Optimal conditions should contain the following parameters for
each category of defects. E.g. ‘Bore undersize’ 1. Machine 2.
Work head spindle - Sizer Head alignment - Vibration -
Workhead spindle runout 3. Wheel head § Pilot bore run-out §
Vibration 4. Methods 5 .Face support § Bore run out §
B. Feeler § Diamond nose radius § Hole center to tip distance §
Width 6. Material 7. Stock 8. Bore radius 9. Track size variation
For each of the specifications frequency of checks and
responsibilities must be clearly indicated. Some items can be
checked by JH circles and others by PM, QM KK teams etc.
Review the inspection standards periodically for defect occur
Occurence (relation analysis of defect occurrence and
standard). Ensure the current situation and implement
improvement activities and calibration of equipment.
Continuously, based on feedback, revise the inspection
standard and implement. Develop operator’s skill on the
revised standards through one-point lessons, visual aids, DO’s
and DONOT displays to alert them. Continuously monitor
dimensions by auto-gauging for critical and significant
dimensions.
 Methodology of zero defects

1. From defect we need to go to phenomenon 2. Do a why-why analysis 3. Go

to root cause 4. Solution would be of two types: Poor design or human error.

For poor design of product/process we will need to strengthen the design.

For human error we will need to implement Poka Yoke.

Full inventory of Root cause to Kaizen ideas and Kaizen actions has to be built
up defect/phenomena wise. These need to be horizontally deployed.

Where problems are of Type B, why-why analysis may not be adequate to

achieve zero defects, in those cases, PM Analysis is advised.
 Exchange the ideas for elimination and for sustaining zero
defects.
o Monitor continuously the defect rate on daily, weekly and
monthly basis. Conduct circle meetings periodically to confirm
corrective actions and whether they are effective. o Establish
standards for machine, equipments, and monitor their
accuracy. Operate at controlled tolerance to the mean limit of
the tolerance. o Develop skill of operators to stop the machines
when defects are noticed. o Maintain machine and measuring
equipments to the basic condition to prevent deterioration. o
Continuously monitor the incoming product quality.
Poka Yoke and PM analysis are necessary. Many of the
companies, are putting in Poka Yoke for all processes which
impact safety of product or operation and where there are any
customer complaints. In addition to that the following
suggestions are made: o Poka Yoke working to be inspected.
This can be ensured through ha TBM calendar. o Kaizen
inspection sheets are prepared and key points are added as
Quality points in the JH check sheets. o Setting master’s usage
and first time right settings is done through education and
training.