SEPTEMBER 20199to keep the production lines run-ning during peak season. It was fi-nally decided to double the number of inspectors at the end of the line and the number of samples picked up every hour. This would help quarantine defective output while the line kept on producing. It was a high-cost option, but we had de-cided to go-ahead with it to satisfy demand. This is a clear example of quality through control.As managers, we may believe that our company has a robust qual-ity assurance function but if the manufacturing process is out of sync, sometimes, we have no choice except stricter inspections.There are a few basic principle, many of which will be familiar to practitioners of Toyota Production Systems (TPS) and Total Productive Maintenance (TPM).1. It is difficult to bring under control a process producing very high level of defects due to chance causes. End of line inspection is required to manage the quality of products. This may be the first line of defence. AQL inspection or line quality control can help here.2. Use of SOPs and checklists by the operating personnel is im-portant. It is equally important to check the data collected through such checklists that will help in root cause and trend analysis.3. A separate team of inspectors helps in catching defectives but this removes accountability from the operator. Keep the line operators re-sponsible for defect control at their workstations. Provide necessary tools at the immediate workplace. For example, if weight is regularly out of tolerance, provide a weighing scale at the work-spot. The operator can check the weight regularly and make an on-the-spot adjustment.4. Use Andons (devices to sig-nal a problem) and control devices. For example, if air pressure falls below a set value, an alarm should ring. Even better, empower the op-erators to stop the lines when they detect defectives.5. Use poke-yokes (mis-take-proofing techniques). An ex-ample would be to stop the line automatically when crushed packs are being produced. This prevents a defect from occurring in the first place.6. Use the 7 QC tools (fishbone diagram, why-why, etc.) to identify root causes. This should be done through the operating personnel and small groups. Encourage Kai-zens - small improvements done on the shop floor to eliminate causes of defects.7. Most importantly, when faced with a problem - Go to Gemba (workplace) and look at the Gem-betsu (the relevant objects/peo-ple/machines/methods). There is a balance between quality control and quality assur-ance to achieve the level of quality you desire. For many manufactur-ing and quality personnel, the road to enjoying the fruits of assured quality products will be through a tough role of first becoming effec-tive quality inspectors. For many manufacturing and quality personnel, the road to enjoying the fruits of assured quality products will be through a tough role of first becoming effective quality inspectors
< Page 8 | Page 10 >