Generations of Quality: First Hand Experiences with Deming, Juran

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GENERATIONS OF QUALITY   First Hand Experiences
With Deming, Juran Taguchi A Few Indian
Examples By Prof C A Setty
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• COVERAGE
• Background
• International Quality Leaders Practitioners
• Evolution of In plant Training
• Taguchi Methods
• A System Oriented Case Study
• Discovery of Adbutha Shakthi
• Quality Revolution in Yuken India Vendors

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BACKGROUND   Prof. P. C. Mahalanobis, founder
of world famous Indian Statistical Institute and
Statistical Advisor to Government of India,
proposed to the Government to promote
Statistical Quality Control (SQC) Shewharts
visit to India in the 1940s, provided the
impetus.
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• Subsequently, from 1950s onwards, the Institute
  started SQC OR units one by one, at 11
  Industrial centers for
• Promotion
• Training and
• Advisory / Consultancy Services
• Under the leadership of Prof. Mahalanobis, the
  Institute invited from time to time, various
  world quality leaders and practitioners.
• The SQC OR units personnel, including myself,
  were provided opportunities for interaction with
  them (I had joined in Bangalore in 1954)

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INTERNATIONAL QUALITY LEADERS PRACTITIONERS
USA Dr. W.A. Shewhart Dr. J.M. Juran Dr.
W.E. Deming Dr. Ellis.R.Ott Dr. W.R. Pabst Mr.
A.L. Raich Dr. H.J. Harrington Dr. S. S.
Shapiro GERMANY Dr. Walter Masing
JAPAN Dr. K.Ishikawa Dr. G.Taguchi Mr.
Iku-o-Baba U K Mr. D. J. Desmond Mr.
Frank Nixon Dr. L. H. C. Tippett
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Demings Message to USA
On the eve of my visit to USA in 1985, Dr.
Deming addressed a letter to me (extract of
which is given below)
I thank you for your letter. My work is
transformation of Western Style of Management,
which is necessary for improvement of Quality
Productivity. I fear that QC Circles
are, in the western world, mainly Managements
hope for a lazy way to duck their own
responsibilities
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EVOLUTION OF INPLANT TRAINING
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During 1952, an UNTAA team led by Dr. Ellis R Ott
(Rutgers University) conducted two week
training programs on SQC at four metropolitan
centers in India.   Contents Frequency
distribution, Control charts, Sampling
plans Such courses were repeated by SQC OR
units with zero effect. Four senior executives
from Bhadravati Iron steel plant attended one
such course.
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Their report to Management SQC not at all
useful!  Thereafter, Mr. A. L. Raich (Chemical
Engineer from Colorado Iron Steel) and I
visited the plant for 3 days.  When
first taken to Blast Furnace department, I too
felt SQC was not applicable  When we went to
lab, we examined data on cross breaking strength
of cast iron Breaking strength varied from 16 to
36 tons as against requirement of 28 tons
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Engineers Opinion Variation in strength, due to
variation in silicon content.  Raich examined the
data, drew a rough scatter diagram showing poor
correlation-In fact, silicon variation could just
account for 4 per cent variation in strengths.
All the Engineers were stunned!  I then
suggested to management to allow our SQC OR
unit to conduct a three week course completely
orienting to their processes based on plant data,
for 28 Works Managers and Superintendents from 1
pm to 5 pm daily. At the end, there was an
unanimous consensus that SQC was very useful !
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Spurred by this outcome, many features were added
to this type of in-plant courses.  LHC Tippetts
report to common wealth  Indian method of
training has many unique
features, rarely known outside
India Juran, in 1968, in Bangalore, appreciated
this and later mentioned it in his
Handbook.  This type of in-plant program became
the role model for all SQC OR units in India.
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TAGUCHI METHODS
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•  
• Dr. Taguchi spent three months in early 1955 in
  our Bangalore SQC OR unit.
• He designed Orthogonal Array (OA) experiments in
  a dozen factories and left.
• The idea of varying all parameters simultaneously
  in a pre-determined order fired my imagination as
  a raw engineer. 
• We vigorously pursued the experiments - none gave
  any useful results !
• I became a staunch opponent of OA, in spite of
  periodical seminars by Dr.Taguchi

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• At the instance of Dr. G. Taguchi, Mr. Iku-O-Baba
  came to India in 1972 and did a few OA
  applications and again with no results
• He came again in 1975. A communication mentioned
  that he was a down to earth man with more than
  1000 case studies to his credit
• In this visit of his, a very challenging problem
  was posed to him and we decided to give OA one
  last try
•  

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• PROBLEM
• Leakage of oil in upper insulator used in 33 KV
  Circuit Breaker, for transmission lines
• High rejects
• Severe complaints from user Electricity
  Boards
• Managing Director, himself a technologist, got
  involved for 3 years but in vain 
• Accordingly, management had decided to give up
• this product line.
•  

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Mr. Iku-o-Baba was requested to concentrate only
on this problem and to go in depth.   Previous
practice was to take Dr. Taguchi and Mr. Baba to
as many plants as possible The outcome of
experimentation was that with the optimum
combination of factors  levels None of the
insulators leaked, even at 725 psi (the limit of
testing equipment), as against the specified 250
psi
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Being highly inspired, I made use of all
opportunities and forums to spread the message
applications to industries all over India.
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After 100 such successful case studies Dr.Taguchi
wrote to me   Indian industry is at present
suffering from poor conditions of machinery and
material, the type of which Japan had 30 years
ago. Therefore, your industry needs parameter
design Now, there are more than 10,000 success
stories.
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To my colleagues in SQC OR Units I became
Prof. O A Setty instead of Prof. C A Setty
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A SYSTEM ORIENTED CASE STUDY
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EXPORT OF HYDRAULIC PUMPS TO EUROPE (Initially a
system oriented case study, leading to OA
Study)   A company secured a huge order for a
large number of hydraulic pumps valid for several
years, subject to the condition Pumps to be
manufactured as per design of Sigmon Pulsometer
Pumps of England (SPP).
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• Quality policy decisions
•   We must project our quality image in Europe.
•   Even if we make a loss in the initial few
  years, it does not matter.
• Equipped with brand new machine shop and assembly
  shop as well as experienced supervisors and
  Engineers, still poor results.
• At testing stage only 20 were qualified for
  export

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• System elements in foundry
• QA of raw materials
• QC system for foundry equipment such as patterns,
  core boxes, etc.
• Control of process parameters at different stages
• Development of preventive maintenance system for
  foundry equipment
• QC system for fettling shop
• System to review castings rejections for
  initiating preventive action.(At this time,ISO
  9000 was not even in the air).

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Results
Manufacturing efficiency drastically improved by
cutting down wasteful and non-value added
operations
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• System elements were identified at various places
  like
• Ø                        Tool room
• Ø                        Drawing office
• Ø                        Machine shop
• Large scale process capability
• evaluations improvements
• System to review rejections rework

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QC systems were drawn up for Ø                  
      Instruments and gauges Ø                    
    Jigs and Fixtures Ø                       
Vendor development and QA of subcontracted
items   For finished products Ø                
        Quality rating Ø                       
Customer complaint analysis
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Results of system oriented study Acceptance at
testing stage 20 100 Monthly Production of
Pumps 1000 2000   A survey of 10,000 randomly
selected pumps in operation in Europe conducted
by SPP revealed only 4 failures, out of which 3
were attributed to wrong application by
customers.
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A bombshell from finance! Despite near
elimination of wastages in materials / operations
and doubling productivity of pump production
there was no margin of profit. This led to
discovery of a design problem, viz. Axial
Thrust of pump, calling for OA experimentation. A
xial Thrust 66 to 20 kgs
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O.A. Experimentation Results Cost of pump
reduced which translated into profit to
that extent Feedback from management More than
the profits, what impressed the management most
was that in this category of pumps, the factorys
pump was found to be the best in the Western
world  
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In all such projects the following emerged by
interactions with Deming, Juran Taguchi 1. Top
management involvement 2. Middle managements
realization of the above 3. Identifying
key process elements and their control
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4. Demings famous formula, as explained by
Frank Nixon of Rolls Royce Q? P?
C? Not Q ? P? C ? as commonly
assumed Published two articles a. A
Personal Tribute To Deming b. Test of Real
Quality Control is Q? P? C? 5. Quality
Engineering through OA
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• Our own initiatives
•  
• Formation of Quality team for each
• system element
• 2. Intensive in - plant training to team
• members

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DISCOVERY OF ADBHUTHA SHAKTI
(IN LOCAL LANGUAGE) i.e. TREMENDOUS
POTENTIAL HIDDEN IN THE WORK FORCE THIS TO BE
CONSIDERED AGAINST THE BACKDROP OF TAILOR SYSTEM
IN THE WEST
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 My first experience was in a small steel plant,
with rather poor yield of 78 per
cent.   Ø                    It was a
30-year-old German Plant.   Ø                   
There was no Impact, even when two German
technicians spent two months- they advised
scrapping the mill   Ø                    The
General Manager, himself a technocrat tried with
the help of all his engineers (except operators)
for one year but in vain.   Ø                   
Nevertheless, the problem was referred to us.
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• A dent could only be made with the suggestions
  of the work force.
• Differential rolling practice for ingots with
  different types of defects
• Even though there is no thermocouple at furnace,
  temperature can be controlled by judging the
  color of flame depending on carbon content of
  ingots
• Ø                    The yield went up
  from 78 percent to 91 percent, on
  implementation. 

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Very very very Astounded to hear!
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Ø                    The operators in this
mill had never gone to school even for a
day!  Ø                    This made me realize
the TREMENDOUS POTENTIAL HIDDEN IN THE WORK
FORCE
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Later, when metallurgists and engineers of
United Steel in Sheffield (England) heard the
story from me, they remarked You have
propounded a new phenomenon
to the whole world Dr. Ishikawa also
remarked to me No one is in better position to
improve quality than the operator who does that
job day after day
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Deming was also referring to the need for
transformation of the work force, in these
words  What is there at the heart of
transformation? It is the release of INTRINSIC
MOTIVATION. How? BY CREATING JOY, PRIDE AND
HAPPINESS IN WORK JOY AND PRIDE IN LEARNING. 
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This was further corroborated by Mr. Frank Nixon,
the then Director of Quality
Reliability, Rolls Royce Co. of England.  He
told me that his company managements core
thinking was simply  CONTROL OF QUALITY BY THE
OPERATOR, RATHER THAN CONTROLLING THE OPERATOR
FOR QUALITY
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Juran has likewise commented on the importance of
self-inspection   If an operator does not
examine quality himself, his creativity is not
brought on the job
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• T H U S
• There is remarkable global concurrence on matters
  relating to ability of the workforce to control
  and improve quality
• The rest of my talk will demonstrate how this is
  made use of, in a large scale, in Vendor quality
  upgradation

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QUALITY REVOLUTION IN YUKEN INDIA VENDORS
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• Currently , my colleague Prof. R. Anantha Rao and
  I are deeply involved in stepping up the quality
  of Yuken India products.
• Yuken India, a medium size plant in Bangalore,
  makes Hydraulic elements-Valves and pumps also
  assembles power packs.
• Following a seminar to top management, a two day
  program was given to the entire workforce, in
  batches.
• The program was in the local language Kannada.

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• It was on Quality attitudinal development,
  bringing forth Adbhutha Shakti, emphasizing
  self-inspection and data culture
• Along with the workforce, engineers too were
  present in each batch.
• Encouraged by the response, management
  constituted Quality Action Teams (QATs). Each
  team consisted of three engineers and three
  experienced operators (cross vertical cross
  functional) in relevant areas for the problems
  selected.
• These are neither QUALITY TEAMS
• nor QUALITY CIRCLES of Japan
• These QATs established that the bulk of testing
  rejections at the plant was due to high variation
  in quality of piece parts supplied by vendors.

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TARGET FOR EXPORT Mr. K. Gopalakrishna,
Vice-President, Customer Services Fixed
Six-Sigma Quality Cp gt 2.0, Cpk gt 1.67
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ROAD MAP For every selected Vendor unit, to
start with, a two day program on Quality
Attitudinal Development was given for all the
operators in the presence of the owner. VITAL
MESSAGE Every operator, regardless of
educational background possesses tremendous
potential, to be channelized by owners.  
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• Further steps originate from Jurans 3 questions
  concerning controllability
• Does the operator know what he is supposed to be
  doing ?
• 2. Does the operator know what he is doing ?
• 3. Can operator regulate the process ?

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• Ensuring required technical infrastructure
• Controls during production

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• Assessing requirements of measuring
  instruments on the basis of least count not
  exceeding one tenth of tolerance.
• Financial assistance to procure instruments
  not available
• Routine regular calibration
•  

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Controls during production

• Control of quality by the operator,
• rather than controlling the operator for quality

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• Operators themselves have to
• take measurements
• construct pre-control chart, put measurements
• on the chart
• know the significance of green, yellow and red
• zones for knowing when to take action
• calculate Cp, Cpk at the end of their
  shifts and
• plot on the Cp,Cpk trend charts.
• maintain the process average close to the Bulls
  
• Eye (Specification Mean) with correct
  setting
• procedure

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HOW CHARTS HAVE BROUGHT DOWN VARIATION  
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Item 538 Piston Dimension DIA 14(-10 to 15)
microns Instrument used ½ micron
Supramess
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TRAINING OPERATORS IN Cp, Cpk CALCULATIONS AS
EASY AS REACHING THE SUN !!!
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PRESENTATION BY 3 VENDORS TO Mr.
SAKAKIBARA MANAGING DIRECTOR YUKEN KOGYO COMPANY,
JAPAN
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Mr. Sakakibara visited one of these vendors,
where operators explained their work, including
calculation of Cp, Cpk. His Comments 1. Cp, Cpk
values achieved were much higher than what he
expected 2. Many of these values achieved were
higher than those achieved in YKC, Japan
(this was surprising and delightful for
us)
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Mr. Sakakibara finally exclaimed S H I B A R A
S H I I (Japanese word meaning incredibly
excellent) Much heartened that this exercise
added another testimony to Adbhutha Shakthi
through which world class standard could be
achieved. The plant is toying with the idea of
planning for Deming Prize
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Improving Vendor Quality
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PREMIER POSITION
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MUST APPRECIATE MY COLLEAGUES FOR CONTINOUSLY
MAINTAINING PREMIER POSITION IN TRAINING AND
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LARGE SCALE IN RUSSIA, GERMANY ASIAN COUNTRIES
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