relationships between total quality management …umpir.ump.edu.my/10694/1/relationships between...
TRANSCRIPT
Relationships between Total Quality
Management Critical Techniques in Automotive
Industry
Amir Azizi Faculty of Manufacturing Engineering, Universiti Malaysia
Pahang, 26600 Pekan, Pahang Darul Makmur,Malaysia
Abstract—The concept of Total Quality Management
(TQM) was introduced in Japan and United States. Most of
researchers have focused on soft TQM (principles and
concepts) while some of them have concentrated on hard TQM
(tools and techniques). More attention to TQM techniques has
recently been applied in the manufacturing sector especially in
automotive industry. This study proposes nine critical
techniques as hard TQM for automotive industry. The purpose
of this study was to identify the relationships between nine
critical techniques of TQM. The relationships have been
identified using opinions evaluation of 30 quality experts at 10
automotive factories in Malaysia through questionnaires and
statistical analyses. Among the TQM critical techniques, SPC
with FMEA, QFD with APQP, and QFD with FMEA have
highest relationship degree. This study strongly recommends
implementing the soft TQM along with the hard TQM using
the results of this paper based on the importance and
relationship level of nine critical techniques in order to have a
more effective and efficient quality system.
Keyword—Total Quality Management; QFD; SPC;
FMEA; Automotive Industry
I. INTRODUCTION
TQM is a philosophy that involves everyone in an organization and in a continual effort to improve quality and achieve customer satisfaction [1]. Reference [2] defined the TQM process as a total corporate focus on meeting and exceeding customers' expectations and significantly reducing costs resulting from poor quality by adopting a new management system and corporate culture. In other word, TQM is a customer-oriented approach, which uses statistical tools and techniques, the Plan-Do-Check-Act (PDCA) scheme to continuously improve the procedures. The implementation of TQM usually consists of philosophy from Deming’s 14 points, Juran’s 10 steps, and Crosby’s 14 steps as soft TQM and the current tools and techniques as hard TQM [3]. The elements of TQM may be grouped into two dimensions: the management system (leadership, planning, human resources) and the technical system (TQM tools and techniques) [4]; or into the soft and hard parts [5]. The hard part of TQM, in fact, has a profound impact on organizational performance. For instance, the
implementation of hard TQM resulted to increase product quality and to reduce the process cost at companies such as DuPont, Ford, Motorola, Xerox and General Motors. Other examples include the impact of six sigma in Motorola, Quality Function Deployment (QFD) in Toyota, seven simple tools in Honda, Statistical Process Control (SPC) in Motorola, and Taguchi methods in Mazda and Ford [6, 7].
The experience has shown that some firms fail when they
implement TQM [8] because the implementation of TQM
cannot be successful without the use of suitable quality
management methods and techniques [9]. Reference [10] also concluded that TQM cannot be ensured without the
application of the appropriate tools. Using the wrong ad
redundant technique it causes to waste time, cost, and to be
unsatisfied. Most researches focused on soft TQM [11]. Few
studies have investigated on analyzing the relationships
between the implementation of different elements of TQM
and their performance [3, 12]. For example, Reference [13]
examined the effect of organizational environment on TQM
performance.
Although TQM techniques have been recognized useful
but practically there are many difficulties in compelling
people to implement it effectively. There are lots of studies
upon TQM tools and techniques but only individually or
separately on one or two techniques [14].
Quality Management cannot be effectively practiced
without using a set of tools and techniques. Some tools and
techniques are essential and critical to be implemented for a
specific industry. Hence, the type of industry should be
considered and analyzed too. Whereas it is not economical for any industry to apply
all TQM techniques and there is no effective study on relationship between the TQM techniques, this study focuses on the critical TQM techniques and identifies the relationship of these techniques. This study proposes the implementation of nine TQM techniques that have highest relationship/interaction using a survey and statistical analysis in automotive industries. Implementation of the TQM techniques considering their interaction and interrelationship can make quality management system a more value. It attains a higher quality, revenue and customer satisfaction.
Proceedings of the 2015 International Conference on Industrial Engineering and Operations Management
Dubai, United Arab Emirates (UAE), March 3 – 5, 2015
II. LITERATURE REVIEW
References [15] highlighted that the usage and selection
of quality management tools and techniques are vital to
support and develop the quality improvement process.
Implementation of TQM needs to apply the critical TQM
tools and technique [16].
Reference [17] revealed that the most important issues
for a successful TQM implementation are:
1. Managerial understanding and commitment to the
techniques and tools
2. Training that should be undertaken just in time and
given in such a way to the employees that can
practice in a step-by-step manner
3. Using a planned approach for the application of
tools and techniques. Reference [15] presented some of difficulties for usage of
TQM tools as shown in Table І. For example, the encountered difficulties with the SPC are related to understanding, terminology, and resources.
TABLE І. ENCOUNTERED DIFFICULTIES OF USE OF TOOLS AND TECHNIQUES
Difficulty
Tools
Tim
e
Understa
ndin
g
Ter
min
ology
Res
ourc
es
Flexibility
Accu
racy
Cause and effect � �
Pareto
SPC � � �
Quality costing � �
Departmental purpose analysis �
Flow chart � �
FMEA � �
QFD � �
Check sheet
Histogram �
Scatter �
Graphs � �
ISO 9000 is the foundation of TQM implementation.
QS-9000 is an essential quality management system for suppliers of production parts, materials and services to the automotive industry. ISO/TS 16949 is the automotive ISO technical specification that applies the ISO 9001 standard to an automotive supplier. In addition to all the ISO 9001:2000 requirements, it also needs to meet additional automotive supplier tools such as Production Part Approval Process (PPAP) and Measurement Systems Analysis (MSA) [18].
A. Tools and Techniques for Quality Improvement
Reference [19] proposed SPC to identify the factors that caused the convexity defect during the firing process. The convexity defect contributed 50% of the total number planarity defects or 27000m2 of tiles per year. Design of experiment was also implemented by constructing the 23 factorial designs. The result presented that the convexity defect was reduced from 530m2 per week to 315m2.
Reference [20] applied SPC to study shocker seals defect in an automotive industry. Before SPC implementation, the rejection level of the shocker seal was 9.1%. Fish bone
diagram was used to identify the root causes defect in shocker seal. X and R charts were applied to study the diameters of shocker seals. Finally, he showed that the level of production rejection has been reduced from 9.1% to 5% and achieved 0.953 of process capability.
A systematic and structured QM with the aid of relevant tools and techniques must be in action with regard to continuous improvement [10], because the tools and techniques play a key role in a company-wide approach to continuous improvement. Reference [15] founded that the implemented quality management tools and techniques at different times, which are presented in Table ІІ.
TABLE ІІ. HISTORY OF APPLICATION OF QUALITY
MANAGEMENT TOOLS
Year
Tools 1987
1988
1989
1990
1992
1993
Cause and effect �
Pareto �
SPC �
Quality costing �
Departmental
purpose analysis
�
Flow chart �
FMEA �
QFD �
Check sheet �
Histogram �
Scatter �
Graphs �
Reference [21] has mentioned the most widely used tools
and techniques by firms as shown in Table ІІІ.
TABLE ІІІ. COMMONLY USED TOOLS AND TECHNIQUES
The seven basic
control tools
The seven
management tools
Techniques
Cause and effect Affinity diagram Benchmarking
Check sheet Arrow diagram Departmental purpose analysis
Control chart Matrix diagram Design of experiments
Graph Matrix data analysis FMEA
Histogram Process decision Fault tree analysis
Pareto diagram Program chart Poka yoka
Scatter diagram Relations diagram Problem solving
Systematic diagram Quality costing
QFD
Quality improvement teams
SPC
Reference [10] pointed out a large number of statistical
tools and methods that were applied such as seven QC tools including Pareto diagram, histogram, scatter diagram, control charts, cause-and-effect diagrams (fishbone or Ishikawa diagrams), check sheets, and graphs. Seven MP tools should perhaps be called “supplemental seven QC tools” [22]. Nowadays, seven QC tools and seven MP tools are being implemented in many industries for instance, automotive, semiconductor, and industrial equipment [23]. Reference [21] showed that the selected firms with a higher level of
implementation of critical factors use the TQM tools and techniques for a higher extent, which has a positive influence on TQM results. Reference [24] stated that the number of TQM tools is mostly 100 and come in various forms such as brainstorming, focus groups, check lists, charts and graphs, and diagrams.
Reference [25] proposed SPC to apply in a glass bottle manufacturing company to decrease process variations. Pareto chart was used to identify the defect, which occurred frequently. The major visual defect was blister defect while the physical defect was pressure failure. The fish bone diagram and action plan tools were constructed for each of the defects. The pressure failure and blister defect were reduced to 572 and 11 bottles respectively.
Reference [15] identified the use of quality management tools and techniques with various functions in Table ІV.
TABLE ІV. ANALYSIS OF TOOLS AND TECHNIQUES USED WITHIN EACH
FUNCTION
Function
Tools
Purc
hasi
ng
Pro
duct
ion
Sale
s Cust
om
er
Ser
vice
s M
ark
etin
g E
ngin
eeri
ng
Com
pany
wid
e
Cause and effect � � �
Pareto analysis � �
SPC � �
Quality costing �
Departmental
purpose analysis
� �
� �
Flowcharting � � �
FMEA � �
QFD �
Check sheet � � � �
Histogram �
Scatter plot �
Graphs � � � � �
Reference [26] introduced the most common TQM tools as shown in Table V.
TABLE V. TQM TOOLS
TQM Tools Pie Charts and Bar Graphs
Histograms
Run Chart
Pareto Charts
Force Field Analysis
Cause and Effect, Ishikawa or Fishbone Diagrams
Focus Groups
Brainstorming and Affinity Diagrams
Tree Diagram
Flowcharts and Modeling Diagrams
Scatter Diagram
Relations Diagram
PDCA
Reference [27] applied SPC in Oil and Gas Company to monitor the difference between the targeted and measured energy consumption. Reference [28] implemented SPC in a tiles manufacturing company to reduce the defect rate of the ceramic tile. The applied Pareto chart showed that the crack was the defect with highest frequency indicated by 60.9%.
Reference [29] listed out 12 tools and techniques as shown in Table VІ.
TABLE VІ. TWELVE TOOLS AND TECHNIQUES FOR TQM
Twelve TQM Tools
Failure Mode and Effects Analysis (FMEA)
Statistical Process Control (SPC)
Graphs
Histograms
Problem-Solving Methodology
Pareto Diagrams
Cause and Effect Diagrams
Quality Costs
Internal Audits
Flowcharts
Scatter Diagram
Benchmarking
B. Quality Tools and Techniques in PDCA
Reference [23] studied on the organizational levels and complexity of QC tools in two types. Type I processes that are independent and static are the proven world of QC circles while type II processes are moderately complex and have static interactions. Tree diagram and matrix data analysis form the basis of QFD and Voice of Customer (VOC) are presented in Fig. 1.
Fig.1. Complexity of 7 QC and 7 M Tools [23]
The PDCA cycle is analyzed using seven-step method and 5W’s + 1H including: what, why, when, where, and who + how as shown in Fig. 2 [23].
Deming’s PDCA is an excellent technique in monitoring and problem solving for continuous quality improvement where any brilliant ideas of individuals can be accommodated. In fact, any tool or technique should not be taken in isolation for use without a strategic disposition.
Q.C. Circles
7 Q.C Tools
Q.I.P. Teams
7 Q.C Tools
7 Mgmt.
Tools
Executive
Upper Mgmt.
Mid Mgmt.
Supervisor
Worker
Organizational Level
tree
matrix
Q.F.D.
V.O.C.
Complexity
type I type II
Fig. 3
different operational stages by Deming’s PDCA cycle [10]
assigned to Plan section in PDCA check sheets, graphs and diagrasections:
C.
core techniques of TQM that are used in conjunction with ISO/TS 16949 as shown in
1. Define problem (what,
priority)
2. Analyze problem & set
objectives (where, when,
extent)
Locate causes (why)
3. Determine
performance measures
4. Explore alternate
solution
5. Analyze & find best
solution
10. Further improvement
(CI
problems and repeat)
9. Standardize solutions
Fig. 3 illustrates
different operational stages by Deming’s PDCA cycle [10]
Fig. 3.
For exampleassigned to Plan section in PDCA check sheets, graphs and diagrasections: Plan and Check.
C. Five Core techniques
All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with ISO/TS 16949 as shown in
Data Collection and
Analysis
Identification of theme
Solution Planning and
Implementation
Causal Analysis
Reflection and Next
Problem
Standardization
Evaluation of Results
1
3
2
4
7
6
5
1. Define problem (what,
priority)
2. Analyze problem & set
objectives (where, when,
extent)
Locate causes (why)
3. Determine
performance measures
4. Explore alternate
solution
5. Analyze & find best
solution
10. Further improvement
(CI- kaizen) (define new
problems and repeat)
9. Standardize solutions
Fig. 2. PDCA and Seven Steps
illustrates the systematic use of various tools in
different operational stages by Deming’s PDCA cycle [10]
Fig. 3. Tools and Techniques in PDCA
example, brainstorming andassigned to Plan section in PDCA check sheets, graphs and diagra
Plan and Check.
techniques of TQM
All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with ISO/TS 16949 as shown in Table
Data Collection and
Analysis
Identification of theme
Solution Planning and
Implementation
Causal Analysis
Reflection and Next
Problem
Standardization
Evaluation of Results
Tools Brainstorming, Pareto analysis, customer mapping,
employee inputs, Why
Check sheets/lists, scatter diagrams, control charts, run
charts, forced Tools
ACTDO
PLAN
PDCA and Seven Steps
the systematic use of various tools in
different operational stages by Deming’s PDCA cycle [10]
Tools and Techniques in PDCA
, brainstorming and Pareto analysis are assigned to Plan section in PDCA whilecheck sheets, graphs and diagrams are applied in both
of TQM
All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with
Table VІІ [29].
Why
Who
When
Where
How
What
Plan
Do
Check
Action
8. Mark improvement or obstacles
Control charts, run
charts, scatter diagrams,
histograms, time series
graphs, check sheets,
Pareto charts
Brainstorming, Pareto analysis, customer mapping,
inputs, Why-why diagrams
Check sheets/lists, scatter diagrams, control charts, run
charts, forced-field analysis cause-and-effect diagrams
6. Plan & apply solutions
DO
CHECK
the systematic use of various tools in
different operational stages by Deming’s PDCA cycle [10]
Tools and Techniques in PDCA
areto analysis are while control charts,
ms are applied in both
All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with
Plan
Do
Check
Action
8. Mark improvement or obstacles
Control charts, run
charts, scatter diagrams,
histograms, time series
graphs, check sheets,
Pareto charts
7. Evaluate
performance
Tools
Brainstorming, Pareto analysis, customer mapping,
Check sheets/lists, scatter diagrams, control charts, run
effect diagrams
6. Plan & apply solutions
the systematic use of various tools in
different operational stages by Deming’s PDCA cycle [10].
areto analysis are control charts,
ms are applied in both
All automotive firms should be familiar with the five core techniques of TQM that are used in conjunction with
for boring operation. X and R chart analyze operation.
are related to ISO
D.
QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industriesThese ncore and according to techniquesidentify the customer needsdesigning and planning tools
aerospace industry in the midthe QFD began in the midaddressperceived functions of the product or serviceFMEA have been introduced as techniques in new product design and development process [31
planning, analyzing, problem solving, controlling and
TABLE
APQP
PPAP
FMEA
Reference [30]
for boring operation. X and R chart analyze and assess the statistical stability of the boring operation.
Fig 4. presentsare related to ISO
Fig. 4. Five Core
D. Introduction
Nine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industriesThese nine TQM critical techniques are comprised from; five core techniquesand two lean manufacturing according to Toyota Production System (TPS)techniques that are QFD and MP. identify the customer needsdesigning and planning tools
FMEA has evolved gradually since its inception in the aerospace industry in the midthe QFD began in the midaddress customer reperceived functions of the product or serviceFMEA have been introduced as techniques in new product design and development process [31].
The TQM criticalplanning, analyzing, problem solving, controlling and
Advanced
Product
Quality
Planning and
Control Plan
Measurement
System
Analysis
TABLE VІІ. F
Five Core
APQP - Advanced Product Quality Planning
PPAP - Production Part Approval Process
SPC - Statistical Process Control
MSA - Measurement System Analysis
FMEA - Failure Modes Effects Analysis
Reference [30] conducted a process capability analysis for boring operation. X and R chart
and assess the statistical stability of the boring
Fig 4. presents that how the five coreare related to ISO-9001 and QS
Five Core Techniques of TQM are related to ISO
Introduction to TQM critical techniques
ine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industries
ine TQM critical techniques are comprised from; five techniques including APQP, PPAP, SPC, MSA, FMEAtwo lean manufacturing
Toyota Production System (TPS)that are QFD and MP.
identify the customer needsdesigning and planning tools
FMEA has evolved gradually since its inception in the aerospace industry in the midthe QFD began in the mid
customer requirements in terms of actual and perceived functions of the product or serviceFMEA have been introduced as techniques in new product design and development process
TQM critical techniques planning, analyzing, problem solving, controlling and
ISO-9001
QS-9000
Failure
Mode and Effects
Analysis
FIVE CORE TECHNIQUES
Five Core Techniques
Advanced Product Quality Planning
Production Part Approval Process
Statistical Process Control
Measurement System Analysis
Failure Modes Effects Analysis
conducted a process capability analysis for boring operation. X and R chart were
and assess the statistical stability of the boring
the five core techniques of TQM 9001 and QS-9000 standards
Techniques of TQM are related to ISO
9000
TQM critical techniques
ine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirementsliterature review and survey on the automotive industries
ine TQM critical techniques are comprised from; five APQP, PPAP, SPC, MSA, FMEA
two lean manufacturing techniquesToyota Production System (TPS)
that are QFD and MP. QFD is a powerful tool to identify the customer needs, and MP designing and planning tools as a modern quality tool.
FMEA has evolved gradually since its inception in the aerospace industry in the mid-1960s. Like FMEA, the root of the QFD began in the mid-1960s. Both
quirements in terms of actual and perceived functions of the product or serviceFMEA have been introduced as the specialist and critical techniques in new product design and development process
techniques are useful for designing, planning, analyzing, problem solving, controlling and
9001
9000
Failure
Mode and Effects
Analysis
Production Part
Approval Process
Statistical
Control
IVE CORE TECHNIQUES
Advanced Product Quality Planning
Production Part Approval Process
Statistical Process Control
Measurement System Analysis
Failure Modes Effects Analysis
conducted a process capability analysis were constructed to
and assess the statistical stability of the boring
techniques of TQM 9000 standards [31].
Techniques of TQM are related to ISO-9001 and QS
TQM critical techniques
ine TQM critical techniques are selected considering QS9000 and ISO TS16949:2002 requirements through literature review and survey on the automotive industries
ine TQM critical techniques are comprised from; five APQP, PPAP, SPC, MSA, FMEA
techniques: 5S and Kaizen Toyota Production System (TPS), and two other
s a powerful tool to includes a set of
as a modern quality tool.
FMEA has evolved gradually since its inception in the 1960s. Like FMEA, the root of
Both QFD and FMEA quirements in terms of actual and
perceived functions of the product or service. QFD and specialist and critical
techniques in new product design and development process
are useful for designing, planning, analyzing, problem solving, controlling and
Production Part
Approval Process
Statistical
Process
Control
conducted a process capability analysis constructed to
and assess the statistical stability of the boring
techniques of TQM
9001 and QS-
ine TQM critical techniques are selected considering through
literature review and survey on the automotive industries. ine TQM critical techniques are comprised from; five
APQP, PPAP, SPC, MSA, FMEA, 5S and Kaizen
, and two other s a powerful tool to
a set of
FMEA has evolved gradually since its inception in the 1960s. Like FMEA, the root of
QFD and FMEA quirements in terms of actual and
. QFD and specialist and critical
techniques in new product design and development process
are useful for designing, planning, analyzing, problem solving, controlling and
continuous improvement. In this study, SPC includeseven quality control toolsManagement toolswith fault tree
Malaysian SMresults reveal that the basic SPC tools and techniques are sign
weaknesses.understandableshould be investigated to ways at the right times.
interviews by 30 quality ISO
assurance manager, qualityimprovement personnel, and other related team such as industrial engineering, quality auditing, quality trainingThese quality experts play an active role in the quality strategy and the questionnaire through
managers of the selected companies. A cover letincluded in explainingthe questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was completed with a pieliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experience in TQM impleme
continuous improvement. In this study, SPC includeseven quality control toolsManagement toolswith the introduction of new products are QFD, FMEA, and fault tree analysis tool
Reference [1Malaysian SMEresults reveal that the basic SPC tools and techniques are significantly understood and applied in the Malaysian firms.
TABLE VІІІ.
SPC tools
Check sheet
Process flow
diagram
Cause and
effect
diagram
Histogram
Pareto chart
X-bar chart
R-chart
P-chart
C-chart
Scatter
diagram
Typically, every tool has its own strengthweaknesses. The effects understandable should be investigated to ways at the right times.
This study gained data through interviews by 30 quality ISO-certified firms in Malaysia automotive industry.
The quality experts as decision makers include quality assurance manager, qualityimprovement personnel, and other related team such as industrial engineering, quality auditing, quality training
hese quality experts play an active role in the quality strategy and possess the knowledge the questionnaire through
The questionnaires were mailed directly to quality managers of the selected companies. A cover letincluded in explainingthe questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was completed with a pieliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experience in TQM impleme
continuous improvement. In this study, SPC includeseven quality control tools, and Management tools. The techniques that have direct linkage
the introduction of new products are QFD, FMEA, and analysis tool [32].
Reference [10] showed usage rate of basic SPC tools in Es in Table VІІІ
results reveal that the basic SPC tools and techniques are ificantly understood and applied in the Malaysian firms.
USE OF BASIC SPC
Mean
rank
Mean
(STD)
9.06 4.89 (0.32)
7.33 4 (1.28)
7.03 3.89 (1.23)
6.06 3.33 (1.61)
5.44 2.72 (1.27)
4.61 2.44 (1.34)
4.53 2.17(1.25)
4.36 2.17 (1.25)
2.75 1.39
3.83 1.94 (1.11)
Typically, every tool has its own strengthhe effects and si to succeed, then
should be investigated to combine the right tools in the right ways at the right times.
III. METHODOGY
This study gained data through interviews by 30 quality experts of 10 selected companies in
ms in Malaysia automotive industry.
The quality experts as decision makers include quality assurance manager, qualityimprovement personnel, and other related team such as industrial engineering, quality auditing, quality training
hese quality experts play an active role in the quality possess the knowledge
the questionnaire through training
The questionnaires were mailed directly to quality managers of the selected companies. A cover letincluded in explaining the purpose of the study, along with the questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was completed with a pilot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experience in TQM implementation. Experts were consulted
continuous improvement. In this study, SPC includeand MP tools
. The techniques that have direct linkage the introduction of new products are QFD, FMEA, and
showed usage rate of basic SPC tools in VІІІ that implement TQM. These
results reveal that the basic SPC tools and techniques are ificantly understood and applied in the Malaysian firms.
SPC TOOLS IN MALAYSIAN FIRMS
Mean
(STD)
Median
4.89 (0.32) 5
4 (1.28) 4
3.89 (1.23) 4
3.33 (1.61) 4
2.72 (1.27) 2.50
2.44 (1.34) 2
2.17(1.25) 2
2.17 (1.25) 2
1.39 (0.98) 1
1.94 (1.11) 1.50
Typically, every tool has its own strengthand side-effects of each tool
, then the integration of tools combine the right tools in the right
METHODOGY
This study gained data through E-mails, fax, posts and experts of 10 selected companies in
ms in Malaysia automotive industry.
The quality experts as decision makers include quality assurance manager, quality control engineer, quality improvement personnel, and other related team such as industrial engineering, quality auditing, quality training
hese quality experts play an active role in the quality possess the knowledge that is requir
training.
The questionnaires were mailed directly to quality managers of the selected companies. A cover let
the purpose of the study, along with the questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was
lot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting with academic lecturers and quality experts who had
ntation. Experts were consulted
continuous improvement. In this study, SPC includes ools comprise seven
. The techniques that have direct linkage the introduction of new products are QFD, FMEA, and
showed usage rate of basic SPC tools in that implement TQM. These
results reveal that the basic SPC tools and techniques are ificantly understood and applied in the Malaysian firms.
ALAYSIAN FIRMS
Median
X2 value
10.89 (1)
6
8.11 (4)
3.11 (4)
2.50 2.56 (4)
3.67 (4)
6
6.44 (4)
16.33 (2)
1.50 6.44 (3)
Typically, every tool has its own strengths and effects of each tool must be
the integration of tools combine the right tools in the right
mails, fax, posts and experts of 10 selected companies in
ms in Malaysia automotive industry.
The quality experts as decision makers include quality control engineer, quality
improvement personnel, and other related team such as industrial engineering, quality auditing, quality training
hese quality experts play an active role in the quality required to answer
The questionnaires were mailed directly to quality managers of the selected companies. A cover letter was
the purpose of the study, along with the questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was
lot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting
experts who had ntation. Experts were consulted
the seven
. The techniques that have direct linkage the introduction of new products are QFD, FMEA, and
showed usage rate of basic SPC tools in that implement TQM. These
results reveal that the basic SPC tools and techniques are ificantly understood and applied in the Malaysian firms.
s and must be
the integration of tools combine the right tools in the right
mails, fax, posts and experts of 10 selected companies in
The quality experts as decision makers include quality control engineer, quality
improvement personnel, and other related team such as industrial engineering, quality auditing, quality training.
hese quality experts play an active role in the quality ed to answer
The questionnaires were mailed directly to quality ter was
the purpose of the study, along with the questionnaire and a stamped return envelope. The questionnaire was designed with respect to the objectives of study. The process of developing the questionnaire was
lot study which it was used to modify and eliminate the number of techniques of TQM and the criteria as decision parameters to find the critical techniques and significant parameters in automotive industry by consulting
experts who had ntation. Experts were consulted
to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand the
This studycompcommon usage of tools, executives’ satisfaction with those toolinterrelationship of these tools and techniques.
finding the relationship and interaction between TQM
critical
experts in each automotive company. experts especiallymanager, quality control
A
presents that 70% were large and 30% were as Small and Medium Enter
rest
to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand the respective items.
The steps of doing this reseThis study employed questionnaire including thecomparison matricescommon usage of tools, executives’ satisfaction with those tools that they use, and the suitable interaction and interrelationship of these tools and techniques.
This study used
finding the relationship and interaction between TQM
critical techniques.
Very Unimportant
Very Important
The questionnaires were answered by three quality skill experts in each automotive company. experts especiallymanager, quality control
A Data Analysis
The categories of automotive factories under this study presents that 70% were large and 30% were as Small and Medium Enterprises (SMEs) as shown
Fig 7 presents that 70% of companies were local and
rest were foreign as shown in Fig.
to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand
respective items.
The steps of doing this reseemployed questionnaire including the
arison matrices. This survey asked about companies’ common usage of tools, executives’ satisfaction with those
s that they use, and the suitable interaction and interrelationship of these tools and techniques.
Fig. 5. Research Flowchart
This study used five-point
finding the relationship and interaction between TQM
techniques.
TABLE ІX.
Very Unimportant
Unimportant
Neutral
Important
Very Important
IV. RESULTS
The questionnaires were answered by three quality skill experts in each automotive company. experts especially for interview were quality assurance manager, quality control engineer, and quality auditor.
Data Analysis
categories of automotive factories under this study presents that 70% were large and 30% were as Small and
prises (SMEs) as shown
Fig. 6. Categories of Companies
presents that 70% of companies were local and
were foreign as shown in Fig.
to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand
The steps of doing this research are illustrated in Fig.employed questionnaire including the
. This survey asked about companies’ common usage of tools, executives’ satisfaction with those
s that they use, and the suitable interaction and interrelationship of these tools and techniques.
Research Flowchart
point scale as shown in Table
finding the relationship and interaction between TQM
FIVE-POINTS SCALE
RESULTS
The questionnaires were answered by three quality skill experts in each automotive company. Most of
for interview were quality assurance engineer, and quality auditor.
categories of automotive factories under this study presents that 70% were large and 30% were as Small and
prises (SMEs) as shown in Fi
Categories of Companies
presents that 70% of companies were local and
were foreign as shown in Fig. 7.
to ensure that the questions were properly phrased. Then tTQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand
are illustrated in Fig.employed questionnaire including the pairwise
. This survey asked about companies’ common usage of tools, executives’ satisfaction with those
s that they use, and the suitable interaction and interrelationship of these tools and techniques.
scale as shown in Table ІX
finding the relationship and interaction between TQM
POINTS SCALE
1
2
3
4
5
The questionnaires were answered by three quality skill ost of the selected
for interview were quality assurance engineer, and quality auditor.
categories of automotive factories under this study presents that 70% were large and 30% were as Small and
in Fig. 6.
.
Categories of Companies
presents that 70% of companies were local and
to ensure that the questions were properly phrased. Then the TQM critical techniques were defined briefly in glossary section of questionnaire to help the respondent to understand
are illustrated in Fig. 5. pairwise
. This survey asked about companies’ common usage of tools, executives’ satisfaction with those
s that they use, and the suitable interaction and
ІX for
finding the relationship and interaction between TQM
The questionnaires were answered by three quality skill selected
for interview were quality assurance
categories of automotive factories under this study presents that 70% were large and 30% were as Small and
presents that 70% of companies were local and the
because their idea were interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) tdesignation
this study. It reveals20% 13%
The majority of experts by 30%.
level as shown in
The experts’ features were significant for this study because their idea were interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) tdesignation.
Fig. 8 presented the distribution percentage ofthis study. It reveals20% to quality auditing, 20% 13% to quality training.
The expert’s experience pThe majority of experts by 30%.
Fortunately 83% of experts were educated level as shown in
Fig. 7. Types of Companies
The experts’ features were significant for this study because their idea were too critical to find the priority and interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) t
presented the distribution percentage ofthis study. It reveals that 47%
quality auditing, 20% quality training.
Fig. 8. Category of Teams
The expert’s experience pThe majority of experts had 5
Fig. 9. Experts’ Experience
ortunately 83% of experts were educated level as shown in Fig. 10.
Types of Companies
The experts’ features were significant for this study critical to find the priority and
interrelationship of TQM critical techniques. Tfeatures are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3) expert’s education percentage; (4) types of
presented the distribution percentage ofthat 47% was related to qual
quality auditing, 20% to industrial engineering, and
Category of Teams
The expert’s experience percentage is 5-7 years’ experience
Experts’ Experience
ortunately 83% of experts were educated
The experts’ features were significant for this study critical to find the priority and
interrelationship of TQM critical techniques. Thus, these features are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3)
ypes of experts
presented the distribution percentage of teams related to quality team
industrial engineering, and
ercentage is shown in Figyears’ experience, indicated
ortunately 83% of experts were educated with degree
The experts’ features were significant for this study critical to find the priority and
these features are analyzed through four categories: (1) involved teams’ percentage; (2) expert’s experience percentage; (3)
experts’
teams in ity team,
industrial engineering, and
shown in Fig. 9. indicated
degree
quality assurance manager, 20% engineer, 20% quality assurance executive, 10% and
with
B
expert techniques. completed
interrelationship between each tool with other TQM critical techniques. For exampleainterrelationsh
Fig. 11 presentsquality assurance manager, 20% engineer, 20% quality assurance executive, 10% and 7% as quality improvement member.
Most of experts with degree level
B. Interrelationship between each tool with other tools of
TQM critical techniques
36 pairwise comparisons expert to find the relationship between techniques. Hence,completed thro
The findings from this survey have shown interrelationship between each tool with other TQM critical techniques. For exampleand others is exhibited in Figinterrelationship
Fig. 12. Interrelationship QFD with other TQM critical techniques
3.533
1
1.5
2
2.5
3
3.5
4
4.5
5
SPC
Rel
atio
nsh
ip D
egre
e
Fig. 10. Experts’ Education
presents the designation types of expertsquality assurance manager, 20% engineer, 20% as senior quality assurance engineer, 17% quality assurance executive, 10%
quality improvement member.
ost of experts in quality team degree level as quality assurance manager.
Fig. 11. Experts’ Designation
Interrelationship between each tool with other tools of
TQM critical techniques
36 pairwise comparisons to find the relationship between
Hence, 1080 pairthrough 30 experts
findings from this survey have shown interrelationship between each tool with other TQM critical techniques. For example, the interrelationship between QFD nd others is exhibited in Fig
ip with APQP.
Interrelationship QFD with other TQM critical techniques
Relationship QFD with Others
4.466
2.6
FMEA 5S Kaizen
Experts’ Education
the designation types of expertsquality assurance manager, 20% for
senior quality assurance engineer, 17% quality assurance executive, 10% as quality control engineer,
quality improvement member.
quality team had 5-7 quality assurance manager.
Experts’ Designation
Interrelationship between each tool with other tools of
TQM critical techniques
36 pairwise comparisons have been conductedto find the relationship between
1080 pairwise comparisons are ugh 30 experts.
findings from this survey have shown interrelationship between each tool with other TQM critical
the interrelationship between QFD nd others is exhibited in Fig. 12. It shows QFD has highest
with APQP.
Interrelationship QFD with other TQM critical techniques
Relationship QFD with Others
3.633
3.367
4.433
Kaizen MSA PPAP
the designation types of experts; 26% for quality assurance
senior quality assurance engineer, 17% quality control engineer,
7 years’ experiencequality assurance manager.
Experts’ Designation
Interrelationship between each tool with other tools of
conducted from each to find the relationship between nine TQM critical
wise comparisons are
findings from this survey have shown interrelationship between each tool with other TQM critical
the interrelationship between QFD It shows QFD has highest
Interrelationship QFD with other TQM critical techniques
4.634
4.1
APQP MP
26% for quality assurance
senior quality assurance engineer, 17% as quality control engineer,
years’ experience
Interrelationship between each tool with other tools of
from each TQM critical
wise comparisons are
findings from this survey have shown the interrelationship between each tool with other TQM critical
the interrelationship between QFD It shows QFD has highest
Interrelationship QFD with other TQM critical techniques
C. Highest relationship between TQM critical techniques
The highest levels of relationship between nine TQM critical techniques are presented in Fig. 13.
Fig. 13. Highest Relationship between TQM Techniques
For example, SPC with FMEA, QFD with APQP, and
QFD with FMEA have the highest degree of relationship
rather than other techniques.
V. CONCLUSION AND RECOMMENDATION
This study identified nine critical techniques of total quality management in automotive factories as a means of increasing awareness of implementation of total quality management’s tools and techniques. The results have displayed that the degree of interaction and relationship of these TQM techniques for implementing together. The relationship between TQM critical techniques has a significant role for increasing productivity and reducing costs. The integration of them can generate a sustainable competitive advantage. It helps making a higher performance of quality management system. This study recommended implementing all nine TQM critical techniques as an integrated model based on their relationship to have more effective implementation. This is the efficient way for achieving a higher value and surviving in World class competitive markets. Thus, top quality manager can make an appropriate strategy for successfully implementing the TQM Techniques with respect their relationship in order to reduce cost and increase productivity.
REFERENCES
[1] W. J. Stevenson, Operations Management. McGraw-Hill, New York, 2005.
[2] T. H. Berry, Managing the Total Quality Transformation. McGraw-Hill, New York, 1991.
[3] F. Huarng, and Y. T. Chen, “Relationships of TQM philosophy, methods and performance: A survey in Taiwan,ˮ Industrial Management + Data Systems. Vol. 102 (3/4), pp. 226, 2002.
[4] J. R. Evans, and W. M. Lindsay, The Management and Control of Quality. South-Western College Publishing, Cincinnati, OH, 1999.
[5] A. Wilkinson, T. Redman, E. Snape, and M. Marching ton, Managing With Total Quality Management: Theory and Practice. MacMillan, London, 1998.
[6] Smithers Quality assessments, http://www.smithersregistrar.com/qs9000/page qs9000.shtml. September 2006.
[7] Automotive Industry Action Group. http://www.aiag.org/committees/index.cfm?committeeid=CQSC. October 2006.
[8] B. Spector, and M. Beer, “Beyond TQM programmes,ˮ Journal of Organizational Change Management. vol. 7 (2), pp. 63–70, 1994.
[9] Z. Zhang, “Developing a model for quality management methods and evaluating their effects on business performance,” Total Quality Management. Vol. 11(1), pp. 129–137, 2000.
[10] A. Shamsuddin, and H. Masjuki, “Survey and case investigations on application of quality management tools and techniques in SMIs,ˮ International Journal of Quality & Reliability Management. Vol. 20(7), pp. 795-826, 2003.
[11] D. Samson, and M. Terziovski, “The relationship between total quality management practices and operational performance,” Journal of Operations Management. Vol 17 (4), pp. 393-409, 1999.
[12] H. Kaynak, “The relationship between total quality management practices and their effects on firm performance,” Journal of Operations Management. Vol. 21 (4), pp. 405-435, 2003.
[13] M. Fuentes, C. A. Albacete-Sáez, andF. J. Loren’s-Montes, “The impact of environmental characteristics on TQM principles and organizational performance,ˮ Omega, Vol. 32 (6),pp. 425-442, 2004.
[14] Y. Akao, International Symposium on QFD ’97 – Linköping, 1997.
[15] H. S. Bunney, and B. G. Dale, “The implementation of quality management tools and techniques: A study,” The TQM Magazine, Vol. 9 (3), pp. 183–189, 1997.
[16] M. k. Antonie, “Total Quality Management Decision Making,ˮ IEEE, pp. 18-23, 1994.
[17] B. G. Dale, R. J. Boaden, M. Wilcox, and R. E. Mc Quater, “The use of quality management techniques and tools: an examination of some key issues,” International Journal of Technology Management. Vol. 16 (4/5/6), pp. 305-325, 1998.
[18] C, Celestica, http://www. celestica.com/capabilities/Excellence.asp, September 2006.
[19] F. Dweiri, “Managing the firing process of ceramics tiles to reduce convexity defect: design of experiment approach,ˮ Int. J. Intelligent Enterprise, Vol. 2(1),pp. 46-63, 2013.
[20] D. R. Prajapati, “Implementation of SPC Techniques in Automotive Industry: A Case Study,ˮ International Journal of Emerging Technology and Advanced Engineering, Vol. 2, pp. 227-241, 2012.
[21] J. J. Tarí, and S. Vicente, “Quality tools and techniques: Are they necessary for quality management,” International Journal of Production Economics, vol. 92 (3), pp. 267-280, 2004.
[22] American Society for Quality (ASQ), http://www.asq.org/learn-about-quality/new management-planning-tools/overview/overview.html. May 2006.
[23] M. S. Arthur, “Are There Limits to Total Quality Management tools?,ˮ Cambridge, Mass: Wright-Allen Press, 1998, pp. 35-45.
[24] ReVelle, TQM tools & tool kits. http://www.qualityamerica.com/ knowledge cente/articles/revelletqmtools.htm. September 2006.
[25] Y. M. Awaj, A. P. Singh, and W. Y. Amedia, “Quality improvement using statistical process control tools in glass bottles manufacturing company,ˮ International Journal for Quality Research, Vol. 7(1), pp. 107–126, 2013.
[26] P. Cara, “Total Quality Management (TQM) Tools,” pp. 1-7, 2004.
[27] T. Kulcsar, P. Koncz, Miklos Balation, L. Nagy, and J. Abonyi, “Statistical Process Control based Energy Monitoring of Chemical Processes,ˮ Proceedings of the 24th European Symposium on Computer Aided Process Engineering, 2014.
[28] A. Mostafaeipour, A. Sedaghat, A. Hazrati, and M. Vahdatzad, “The use of statistical process control technique in the ceramic tile
Important Relationship
4.664.63
4.46 4.464.43 4.43
4.36
4.234.2
4.164.1 4.1
4.03 4.03
3
3.5
4
4.5
5
SPC,
FMEA
QFD,
APQP
QFD,
FMEA
5S,
Kaizen
SPC,
MSA
QFD,
PPAP
SPC,
MP
MSA,
APQP
PPAP,
APQP
FMEA,
MP
FMEA,
APQP
QFD,
MP
SPC,
APQP
SPC,
PPAP
manufacturing: a case study,ˮ International Journal of Applied Information Systems, Vol. 2(5), pp. 14-19 ,2012.
[29] R. Sousa, and A. C. Voss, “Quality management re-visited: a reflective review and agenda for future research,ˮ Journal of Operations Management, Vol. 289, pp.1-19, 2002.
[30] Y. Wooluru, “The process capability analysisi- A tool for process performance measures and metrics- a case study,ˮ International Journal for Quality Research, Vol. 8(3), pp. 399-416, 2014.
[31] Chrysler Corporation, Ford Motor Company, and General Motors Corporation Copyright, Advanced Product Quality Planning (APQP) and Control Plan, Reference Manual, 1995.
[32] C. W. Thia, K. H. Chai, J. Bauly, and Y, Xin, “An exploratory study of the use of quality tools and techniques in product development,” The TQM Magazine. Vol. 17 (5), pp. 406-424, 2005.
BIOGRAPHY
Amir Azizi is a senior lecturer at Universiti Malaysia
Pahang. He received BSc. degree from Iran in 2005,
MSc. from Universiti Putra Malaysia in 2007, and
Ph.D. in industrial engineering from Universiti Sains
Malaysia. He has published journal and conference
papers more than 40. He has the industrial working
experiences since 2002. He is a member of editorial and
advisory board of five international journals and he also
is a reviewer of some international journals. He was the
chairperson of several international conferences too.
His research interests are on lean production system,
total quality management, supply chain management,
operation management, project management and
manufacturing systems for modelling under
uncertainties of production environments. He gained
ASME award for the best paper at international student
conference in 2006, and doctorate fellowship award in
2008. He is a member of ASME, IIE, and IAENG, IE-
OR, and international society on multiple criteria
decision making.