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University of Technology and Applied Sciences-Muscat
COLLEGE OF ENGINEERING AND TECHNOLOGY
Department of Engineering
Mechanical And Industrial Engineering
EGME 4264 Industrial
Engineering
Semester II AY 2024-2025
Dr. Pratheesh K
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Course Overview / Contents
Course Description
The course aims to impart the concepts of industrial engineering and
its application to solve real-time engineering problems.
Chapter 1 Work System Design
Chapter 2. Facilities Planning and Design
Chapter 3. Quality Control in Process and Product Control
Chapter 4. Inventory and Materials Management
Chapter 5. Project Management Strategies
Chapter 6. Supply Chain Management (SCM)
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Graduate Attributes
After successfully completing this course, students should be able to manifest the
following College Graduate Attributes (GAs) which are mapped against the learning
outcomes. Graduate Attributes Learning Outcomes
1, 2, 3 ,4 ,5,6
Communication skills
1, 2, 3 ,4 ,5,6
Teamwork and
leadership
1, 2, 3 ,4 ,5,6
Discipline knowledge
and skills
1, 2, 3 ,4 ,5,6
Creativity and innovation
1, 2, 3 ,4 ,5,6
Entrepreneurial skills
1, 2, 3 ,4 ,5,6
Lifelong learning
Technical and Digital competency 1, 2, 3 ,4 ,5,6
Critical thinking, analysis, and 1, 2, 3 ,4 ,5,6
problem solving
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Assessment Rubric Example
Assessment Plan
No. Assessment Activity Weight % Learning Outcomes Mapping
1 Test 1 15 1,2,5,6,7
2 Mid Exam 20 1,2,3,5,6,7,
3 Test 2 15 1
4 Final Exam 50 1,2,3,4,5,6,7
Total 100
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Chapter 3
Quality Control in Process and Product Control
Objectives Learning Outcome
1. Understand the Facilities To assess different types of plant
planning and design using Plant layouts (e.g., product, process,
layout and material handling cellular, and fixed-position layouts)
system and evaluate their suitability for
different production systems.
To select and design material
handling systems, understanding
their impact on plant efficiency,
workflow, and safety.
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Chapter 3 Overview / contents
Chapter 3
Plant layout
Types of Layouts
Materials Handling
References
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QUALITY
‘‘Quality of product as the degree in which it fulfils the requirement
of the customer. It is not absolute but it judged or realized by
comparing it with some standards’’.
• The word “Quality” has variety of meanings:
Fitness for purpose: (Juran)
• The component is said to possess good quality, if it works
well in the equipment.
Conformance to requirements: (Philip Crosby)
• A product is considered high quality if it meets the
defined specifications that align with customer
needs and the intended application.
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Dimensions of Quality
The Eight Dimensions of Quality
1.Performance – How well a product or service functions.
2.Features – Additional characteristics that enhance appeal.
3.Reliability – Consistency of performance over time.
4.Durability – Lifespan of the product before replacement.
5.Conformance – Adherence to specifications or standards.
6.Serviceability – Ease of maintenance and repairs.
7.Aesthetics – Appearance, design, and sensory appeal.
8.Perceived Quality – Customer perception and brand
reputation.
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QUALITY
• Thus quality can be explained as Q=
• Q = Quality ; P=Performance ; E=Expectations.
• If Q>1,then the customer is satisfied by the
product or service
FACTORS AFFECTING QUALITY
• Market: Because of technology advancement, we could see many
new products to satisfy customer wants.
• Money: The increased global competition necessitates huge
outlays for new equipment's and process.
• Management: Because of the increased complex structure of
business organization, the quality related responsibilities lie with
persons at different levels in the organization.
Quality Circles
• Quality Circle
• Small group of 6 to 12 employees
• Voluntary participation
• Purpose of Quality Circle
• Identify improvements in work areas
• Achieve and sustain excellence
• Team Composition
• Employees doing similar work
• Group dynamics for effective problem-solving
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• Key Activities
• Regular meetings to discuss work-related problems
• Application of proven techniques for analysis
• Benefits
• Problem-solving and continuous improvement
• Mutual upliftment of employees and the organization
• Role of Employees
• Active participation in brainstorming and idea generation
• Creativity and innovation from the workforce
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Concept of Quality circle
• Recognition of the value of the worker as a human being
• Acknowledges the worker's wisdom, intelligence,
experience, attitude, and feelings.
• Human resource management as a key factor
• Focuses on improving product quality and productivity
through employee involvement.
• Major attributes of Quality Circle concept
• Recognition of worker value, human resource management,
and product quality improvement.
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CONTRIBUTIONS OF MASAAKI IMAI
• Masaaki Imai & KAIZEN Institute
• Founder of KAIZEN Institute (KI) in Switzerland (1985)
• Helps companies introduce KAIZEN® concepts, systems, and tools
globally
• KI now known as KAIZEN Institute Consulting Group (KICG)
• Mr. Imai’s Contributions
• Lectures on KAIZEN, Lean, and related management subjects
• Consulted with global companies to introduce change and continual
improvement
• Integrating KAIZEN practices like Just-in-time, TQM, and TPM into
client company cultures
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• KAIZEN Institute’s Role
• Dispatches local and global consultants (corporate managers,
academics, experts)
• Sponsors KAIZEN Tours in Japan, Europe, and other locations to
showcase best practices
• Definition of Kaizen
• Continuous improvement: slow, incremental, but constant
• Optimistic philosophical view: "Everything can be made better,
even if it is not broke!"
• Focus on process, not just results, as good processes lead to good
results
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• Quality Circle Characteristics
• i. Participation Management
• Involves employees in decision-making for process
improvements
• ii. Human Resource Development Technique
• Develops employee skills through collaborative problem-
solving
• iii. Problem Solving Technique
• Addresses and solves workplace problems through
teamwork and analysis
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QUALITY CONTROL
• Quality control is the process through which we measure
the actual quality performance, compare it with the
standards and take corrective action if there is a deviation.
• It is a systematic control of various factors that affect the
quality of the product.
• It depends on: Material, Tools, Machines, type of
labour, working conditions, measuring instruments,
etc.
• Quality control can be defined as the entire collection of
activities which ensures that the operation will produce
the optimum quality products at minimum cost
Total Quality Control (TQC)
• Introduction to Total Quality Control (TQC)
• Definition:
• TQC is the organized Kaizen activities involving everyone in
the company (managers and workers) in a totally integrated
effort to improve performance at every level.
• Total Quality Control is a comprehensive approach to quality
management that involves everyone in the organization.
• Ultimate Goal:
• Increased customer satisfaction.
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• Origins of TQC
• Originated in the United States in the mid- to late 1950s.
• Roots:
• Based on mass production and Scientific Management concepts
• Key Influence:
• Ford Motor Company’s introduction of the moving assembly line.
• Purpose of TQC
• Primary Focus:
• Eliminate production defects in manufacturing.
• Core Idea:
• Integrate quality control into every stage of production and involve
all employees.
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PDCA Cycle Overview
The PDCA cycle is a four-step iterative method used for continuous
improvement in processes and products.
• Stages of the PDCA Cycle
• Plan:
Identify problems, set objectives, and develop a plan for improvement.
• Do:
Implement the plan on a small scale to test its effectiveness.
• Check:
Evaluate the results and compare them against the objectives.
• Act:
Standardize the successful changes or revise the plan for further
improvement.
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Why total quality control concept is adopted
• Reason 1 – Improve Corporate Health
• Key Point:
• TQC helps improve the overall health and character of the company.
• How?
• By focusing on quality, the company becomes stronger and more
competitive.
• Reason 2 – Teamwork and Participation
• Key Point:
• TQC encourages teamwork and involves all employees.
• How?
• Everyone works together to solve problems and improve processes.
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• Reason 3 – Build Customer Trust
• Key Point:
• TQC helps build a quality assurance system that earns customer trust.
• How?
• Consistent quality builds confidence in the company’s products and
services.
• Reason 4 – Develop World-Class Products
• Key Point:
• TQC focuses on creating the best quality products in the world.
• How?
• By continuously improving processes and meeting high standards.
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• Reason 5 – Secure Profits in Tough Times
• Key Point:
• TQC helps companies stay profitable even during recessions.
• How?
• By reducing waste, improving efficiency, and maintaining quality.
• Reason 6 – Respect Employees
• Key Point:
• TQC shows respect for employees by caring for their welfare.
• How?
• By involving them in decision-making and improving their work
environment.
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• Reason 7 – Use Statistical Techniques
• Key Point:
• TQC uses statistical tools to control and improve quality.
• How?
• Data-driven decisions help identify problems and find
solutions.
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TOOLS OF QUALITY CONTROL
SL NO TOOLS PROBLEM SOLVING STEPS
Cause and Effect diagram
1 Useful for generating idea
(Fish-bone diagram)
2 Process flow diagrams For understanding the mess
Useful for identifying
3 Pareto diagrams problems
4 Check Sheets Useful in finding facts
5 Histograms Useful for generating idea
6 Scatter diagram Useful for developing solution
7 Control Charts Useful for implementation
TOOLS OF QUALITY CONTROL
Cause & Effect diagram/Fish Bone diagram : Identifies
many possible causes for a problem and sorts ideas into useful
categories. the Cause-and-Effect Diagram:
Constructing
Step 1: Select the team members and a leader.
Step 2: Write the problem statement
Step 3: Brain-storming. The team members generate ideas as to
what is causing the effect.
Step 4: Identify, for each main cause, its related sub-causes that
might affect our quality concern or problem (our Effect).
Step 5: Focus on one or two causes for which an improvement
action(s) can be developed using other quality tools such as Pareto
charts, check sheets, and other gathering and analysis tools.
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TOOLS OF QUALITY CONTROL
Check Sheets/Tally Sheets : A Check Sheet is a simple and
effective quality control tool used to collect and organize data in
real-time. It helps identify patterns, frequencies, or occurrences of
specific issues, making it easier to analyse and address problems.
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TOOLS OF QUALITY CONTROL
• Control Chart -A Control Chart is a tool used in quality control to monitor
a process over time and check if it is stable or has problems. It helps detect
variations and prevent defects before they happen.
Key Components of a Control Chart:
• Central Line (CL): The average or mean of the data.
• Upper Control Limit (UCL): The threshold above which the process is
considered out of control.
• Lower Control Limit (LCL): The threshold below which the process is
considered out of control.
• Data Points: Individual measurements or subgroup averages plotted over
time.
• Example: Control Chart for Bottle Filling Process
A beverage company wants to ensure that each bottle is
filled with 500 ml of liquid. They take samples of 5
bottles every hour and measure the volume.
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TOOLS OF QUALITY CONTROL
• Pareto Diagram : A Pareto Diagram is a quality control tool
that helps identify and prioritize the most significant problems or
causes of defects in a process. It is based on the Pareto Principle,
which states that roughly 80% of problems come from 20% of
causes. The diagram is a combination of a bar chart and a line
graph:
• Bars represent the frequency or cost of each problem (in
descending order).
• Line shows the cumulative percentage of the total issues.
• The bars represent different categories of issues or causes.
• The bars are arranged in descending order, from the largest to
the smallest.
• A cumulative percentage line is plotted across the chart to
show how much each category contributes to the total.
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• Example: Identifying Major Defects in a Car Factory
• 📌 Problem: A car manufacturer finds that many vehicles
have quality issues during inspection.
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TOOLS OF QUALITY CONTROL
Scatter Diagram :
• A Scatter Diagram (also called a Scatter Plot) is a quality
control tool used to visualize the relationship between two
variables. It helps determine if there is a correlation (positive,
negative, or no correlation) between the variables. This tool is
useful for identifying potential cause-and-effect relationships.
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Total Quality Management (TQM)
Total means whole, entire, or complete;
Quality refers to excellence, class, or meeting expectations; and
Management is the act of organizing, administering, or the art of getting things
done.
• Definition of TQM
• TQM is both a philosophy and a set of guiding principles.
• It helps in continuous improvement of the organization.
• Focus of TQM
• Uses quantitative methods and human resources.
• Improves all processes within the organization.
• Aims to satisfies customer needs, now and in the future.
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TQM Basic Concepts
• Total Quality Management (TQM) is a management approach
focused on improving quality in all aspects of an organization.
1.Customer Focus:
2.Total Employee Involvement:
3.Process-Centered Approach:
4.Integrated System:
5.Continuous Improvement:
6.Data-Driven Decision Making:
7.Communication:
8.Supplier Quality Management:
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• The primary goal of TQM is to meet or exceed customer
expectations, with all quality improvement initiatives
centered on customer needs and satisfaction.
• total employee involvement, where every team member, from
top management to frontline workers, contributes to enhancing
processes and products.
• TQM adopts a process-centered approach, focusing on
optimizing and continuously improving processes to naturally
improve outcomes.
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• It operates through an integrated system where all
departments and functions are interconnected, working toward
a common goal of quality improvement.
• Continuous improvement, or Kaizen, is a key principle,
encouraging regular, incremental changes to enhance
processes, products, and services.
• TQM relies on data-driven and fact-based decision making,
using statistical tools and factual analysis rather than
assumptions.
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• Clear communication is essential for sharing knowledge,
feedback, and information across the organization.
• supplier quality management is vital, as maintaining high
standards for supplied materials and components is crucial to
ensuring final product quality.
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Five Pillars of TQM
• The five pillars of TQM are:
1.Product
2.Process
3.People
4.Leadership
5.Commitment
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• The product is at the heart of Total Quality Management
(TQM), with the primary goal being to ensure that products
meet or exceed customer expectations.
• This pillar emphasizes the importance of product design,
development, and the consistent delivery of high-quality
products that effectively satisfy customer needs.
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• Process is a systematic approach to managing and improving
processes is essential for Total Quality Management (TQM).
Processes should be efficient, standardized, and continually
evaluated for improvement opportunities to ensure that the end
product is of high quality and produced consistently.
• People are the backbone of any quality management system, and
engaging and empowering employees at all levels of the
organization to contribute to quality improvement is crucial.
Training, motivation, and communication are key aspects of this
pillar, fostering a culture where everyone is actively involved in
enhancing quality.
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• Leadership in Total Quality Management (TQM) is about guiding the
organization toward achieving quality objectives. Strong leadership
fosters a clear vision, sets goals, and creates an environment that
supports and encourages quality initiatives. Leaders must also
demonstrate a commitment to quality and actively engage employees
in the improvement process.
• Commitment refers to the dedication of everyone in the organization,
from leadership to staff, toward quality improvement. This includes a
commitment to continuous improvement, adherence to quality
standards, and a persistent focus on customer satisfaction. Without
commitment, Total Quality Management (TQM) would not be
successful.
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Six Sigma
• Six sigma is a quality improvement program with a
goal to reduce the number of defects .
• Six sigma seeks to identify and remove the causes of
defects and errors in manufacturing and business
process.
• The main goal is to improve quality, lower costs, and
make things run better by getting rid of errors or
defects in products or services.
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Development of Six Sigma
• Motorola and Birth of Six Sigma (1980s)
• Six Sigma was formally developed by Motorola in 1986.
• Bill Smith, a Motorola engineer, coined the term “Six
Sigma.”
• Popularization by General Electric (1990s)
• Jack Welch, CEO of General Electric (GE), adopted Six
Sigma in 1995 as a central business strategy.
• GE reported saving billions of dollars by implementing Six
Sigma across all departments.
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Six-Sigma Metrics –
Measuring Defect Rate
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k-Sigma Quality Levels
• Sigma (σ) = Standard deviation (a measure of variation in a
process).
• k-Sigma = How many standard deviations fit between
the process mean and the nearest specification
limit (customer requirement).
• Higher k → More robust process → Fewer defects.
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Defining Defects:
The aim is to reduce these defects to a minimal
level, ideally achieving fewer than 3.4 defects per million
opportunities (DPMO), which is considered a "Six Sigma" level
of performance.
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• Sig Sigma DMAIC Methodology:
The core framework of Six Sigma is based on the DMAIC
methodology, which stands for:
• Define: Define the problem, project goals, and customer
(internal and external) requirements.
• Measure: Measure the current performance and identify key
metrics and data related to the process.
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• Analyze: Analyze the data to identify the root causes of defects
or variations in the process.
• Improve: Improve the process by addressing the root causes and
implementing solutions that eliminate defects.
• Control: Control the improved process to maintain the gains and
ensure that improvements are sustained.
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• At a customer care centre of a service provider, one single line is
operated by an executive. When the executive is talking to a
customer the other customer has to wait on line. On average, the
executive attends about 12000 calls. The customers often
complain that it is taking too long time waiting to speak to
executive. The service provider has decided that waiting for more
than three minutes is ‘too long’. A study revealed that on average
360 calls are waiting too long. Determine the DPMO and the
Yield of this service. Also find the sigma level of the service.
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• Raju fuel filling station claims that they have achieved six-
sigma in providing the fuel with purity and correct quantity.
The purity is tested by a meter reading above the mark of 95
and quantity is tested by a liter jar. The impurity may be
because of adulteration only where as there is a possibility of
getting less quantity of fuel due to malfunctioning of pump,
losses in pipe, play in the knob of pouring gun and mischief of
the operator. There are 5 pumps available. The each filling of
fuel in a vehicle takes 3 minutes on average and the five
pumps registered the time of operations as 544, 510, 599, 579
and 624 minutes. On a testing day, 201 vehicles have got less
quantity of fuel and 2 vehicles have got impure fuel. Evaluate
the claim of Raju using the DPMO analysis and also find the
Yield of this service. If Six- Sigma is not achieved, determine
the maximum number of defects within which Mr. Raju should
target to achieve. step by step solutions
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• A builder has constructed a tower of 15 floors which has 10
apartments per floor. Each apartment has 12 windows and each
window has two shutters fitted with two hinges each to the frame.
A defective window may be because of defective hinge or
window shutter or a frame. If 26 defective windows are found,
determine the DPMO and the Yield of this tower. Also find the
sigma level of the builder. Also determine the maximum number
of defective window shutters permissible so that the builder can
claim six-sigma achievement. What is the sigma-level even if one
defective is present? step by step procedure
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Just In Time (JIT) Manufacturing
• Just In Time (JIT) is a lean manufacturing method where
materials and products are produced or acquired only when
needed, minimizing inventory costs and reducing waste.
• Just-in-time manufacturing was a concept
introduced to the United States by the Ford motor
company.
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Key Principles of JIT:
1.Produce only what is needed, when it is needed.
2.Minimize inventory levels—no extra stock is kept.
3.Focus on eliminating waste (time, materials, motion).
4.Continuous improvement of processes and systems.
5.Strong supplier relationships for timely deliveries.
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