Kalite çemberleri ve konfeksiyonda uygulamaları

Abstract

Kısaca, kullanıma uygunluk olarak tanımlanan kalite, zamanla niteliğinde ve sayılarında değişme olabilen kullanım parametreleri ile bir anlam ifade etmekte olup, bu parametreler aracılığıyla tasarlanabilmekte, standartlaştırılabilmekte, ölçülebilme, denetlenebilmekte ve geliştirilebilmektedir ve tüm bunlar genel bazda kalite sisteminin birer alt sistem kümesini teşkil etmektedirler. Bir kuruluşun verimlilik, kalite gibi sorunlarım görüşmek, tartışmak ve kendine özgü tekniklerle çözüme ulaşmak amacı ile oluşturulan küçük çalışma kümeleri (Kalite Çemberleri), kalitenin geliştirilmesi ve Toplam Kalite Yönetimi felsefesini kuruluşa yerleştirmede önemli araçlardan biridir. Kalite Çemberleri, kuruluşun kalite ve yaratıcılık potansiyelini arttırmakta ve dolayısı ile kuruluşun rekabet gücüne olumlu yönde etki etmektedir. Toplam Kalite Yönetimi felsefesi sayesinde, müşteri ilişkileri yoluyla kalite parametrelerinin belirlenmesinden başlayıp, ürünün müşterinin kullanımına sunumuna kadarki tüm aşamalarda ilgili departmanların kendi fonksiyonel görevlerinin yanında kalite ile ilgili yükümlülükleri de yerine getirmeleri mümkün kılınmakta ve de globelleşen piyasada koşullarında en üst düzeyde rekabet için kuruluşların bu felsefeyi benimsemelerinin gerekliliği ortaya çıkmaktadır. Yine bu felsefeye göre asıl hedef müşteri tatmini olduğundan, onların tatminkarlıklarının maksimum düzeyde tutmak amacıyla kalitenin güvence altına alınmasına yönelik sistematik faaliyetlerin gerçekleştirilmesi gerekmektedir. Bu faaliyetlerden en başta geleni, Toplam Kalite Yönetimi felsefesini bir norm olarak kabul eden ve üretilen mal veya hizmetlerin üretimi aşamasında doğru yapmayı hedef alan bir yönetim sisteminin kuruluşlarda benimsenmesi ve uygulanması çalışmalarıdır. Bu normlar sayesinde kalite güvencesinin sağlandığına dair firmanın kendi yönetimine ve müşterilere güvence verme olgusu gerçekleşmektedir. Yine bu amaçla denetim mekanizmaları oluşturulmalı ve işletilmelidir. Zira, denetlemek kalitesizliği önlemenin önemli kriterlerinden biridir. Kalitesizliğin maliyeti ise kuruluşun yaşamına etki eden önemli faktörlerden biridir. Bu maliyetlerin ortadan kaldırılması için kalite maliyeti mekanizmaları iyi bir şekilde işlemelidir. Kuruluşlar, müşterilerini tatmin edebilmek için bir kalite sistemi kurmak ve işletmek durumundadırlar. Böyle bir sistemde kalite planlanmalı, kontrol edilmeli ve geliştirilmeli ve bu konularda gerekli eğitim tüm kuruluş çalışanlarına ve fonksiyonel düzeylerine göre verilmelidir.

Quality is a thought that resides in every executive's mind. Participative management is vehicle that puts it in the mind of every employee in an organization. Without attention to quality, sooner or later any organization will fail. Quality is defined as the weighted characterities of a product (or service) which in their totality add up to the consumer's satisfaction. The higher the degree of satisfaction the higher the quality. Definition could be represented by the simple equation S WjC, where w the weight (importance), c ; a particular characteristic, and n number of the relevant characteristics of the product (or service). This definition of quality shows that the quality shows that the quality is measured. Based on the above definition, quality has been given the short and most popular definition of "fitness for use". To achieve quality requires a clear definition of function, performance objectives and design environmental and service condition, translation of those requirements into working documents, such as spesificitions, drawings, procedures, and instructions, identification of the working documents in construction and manufactoring process control documents, performance of quality effecting activities in accordance with requirements have been met. For a company to be able to provide a product (or service) numerous activities have to be carried out through a set of functions. This function is vital to the company as its survival depends on its ability to sell its products, which quality function could be defined as the set of activities in the firm through which fitness for use can be achieved. Control of quality is the measurement of the characteristics of an item or process to determine its confermance to specified requirements and, the taking of action when non conformance exists. TQC (Total Quality Control) is an efficient management system providing entegration of the various groups of the firm that they works on achieving quality for making activities of marketing, engineering, production or service in economically and for satisfaction of the customer. Main principles of the TQC are at the following ; - The main preventive approach - Measurement and istatistics - Working in groups - Continuity in improvements (KAIZEN). Circle of PDC Co (Planing-Doing-Checking-Correcting). Zero defect - Management model According to TQC the quality functions includes the sequence of activities in the firm. Through marketing research activities, the company could determine what characteristics are most desired by the users. The research and the development engineers can than create a product concept which can meet these characters. Design engineer can proceed the specifications which incorparate the characters. Production capacity in their turn decide on the process and the instruments necessary to manufacture and measure the characteristics. There are other necessaries activities which complete the cycle, such as purchasing the raw materials (and/or components) prossesing the right qualities training the personel to use the equipments and instruments and the salesman are made aware of the distinguishing features that make the product fit for the use. Consumers having using the product might come with suggestions for modifications or improvements which together with the collection and service performance to start the cycle. When computers are used in design (CAD), production (CAM), calculations (CAE) and like that, and they are used correctively in their using areas, their effects on quality will be always positive. Customers can be internal or external. All the departments, functions, activities and workers in the firm take place in teh systems consisting of processes effected each other. Each process is the customer of the former one, and is the producer of the latter one. A quaity circle (QC) is a small group of employees the average number is 8- who volunter to meet regularly to undertake work-related projects designed to advance the company, improve working conditions, and spur mutual self- development, all by using quality techniques, and there are five elements of QC. These are ; - Administrative commitee, - Coordinator, - Guide, - Leader and, - Members. QC is encouraged by Japanese companies and receive substantial training in quality concepts and techniques. These gropus tend to select their own projects for investigation and can generally count on the support of management in implementing their recommendations. A quality circle is away of capturing the creative and innotive power that lies within the work force. A group of workers from the same area who usually meet for an hour each week to discuss their problems, investigate causes, recommend solutions, and take corrective actions when authority is in their purview. The growth of QC(Quality Control) in Japan can be attributed to the promotional activities of the Union of Japanese Scientists and Engineers known as JUSE is a non-profit organization, much like any other professional organization. One of the boosters of QC circles within the JUSE was Dr.Kaoru Ishikawa, who was an engineer professor at the University of Tokyo. He has been instrumental in building training courses and materials for the JUSE organization. [24] QC's successes require creaction a participate environment and an understanding of small group dynamics, design-making, process and structured- problem solving techniques, such as data gathering and sampling, brain- VI storming, control charts, histograms, pareto analysis and cause and effect analysis. The types of the projects are varied and extented beyond quality to such areas as productivity, tool design, safety, maintanance and enviromental protection. Quality control activities are; I. Contributes to the improvement and development of the enterprise, II. Respect humanity and build a worthwhile to live and happy bright workshop, III. Display human capacities fully and eventually draw out infinite possibilities. Membership in QC is voluntery and there are no direct cash incontives. Members give the principal reasons for belonging to the groups as personel satisfaction from achivement and from recognition given at regional and national meetings. Finally, QC is an effective tool to gain employee involment in problem identification and solving and have resulted in increased motivation of employees to attain quality. Quality Assurance is the activity of providing the evidence needed to establish confidence, among all concerned, that the quality function is being effectively performed. Quality Assurance often means the title of a broad-based department which is concerned with many quality-related activities, such as quality planning, quality control, quality improvement, quality audit, and reliability. Quality Assurance (QA) has become accepted to mean planned and systematic actions to provide confidence that specified requirements are met and that items, systems, and structures will perform satisfactorily in service. It will not improve quality when requirements are inadequately specified or design is inadequate. QA consantrates on preventing problems in addition to identifying and correcting them. QA includes both the functions of attaining quality and verifying quality, and extends from the top executive to the workers and typically encompasses activities of marketing, engineering, procurement, production control, material control, manufacturing, fabrication, inspection, testing, handling, storage, receiving, erection, installation, operation, maintenance, repair, and modification. The nature and extend of actions is depented upon the quality-affecting activities performed or contracted. Quality Assurance (QA) programme activates with following requirements; - Quality policy - Organization - Quality program documentation - Personnel selection and qualification - Document control - Measuring and test equipment - Records - Performance feedback - Quality costs - Corrective action - Marketing activities - Design assurance - Purchases and subcontracts Vll - Manufacturing activities - Material identification and control - Examination, inspection, nad test - Nonconformances - Special processes - Handling, storage, and shipping - Deliverable software - Installation and service - Audits - Performance improvement. The principle of the multi-stage quality assurance scheme outlined here is applicable and neccessary for all stages of the "textile pipeline". The aim in evolving quality assurance system is thus to permit technical and organizational monitoring and control of the entire procesing cycle. For this purpose the development of a quality loop model is necessary in order to characterize the "system behaviour" and make possible the management of the cycle. Activities needed to establish the QA system to the company are shortly as follow; - Performing the companywide quality education. - Establishing quality clubs for meeting about improving quality. - Establishing QA system. - Determing the quality policies and objectives. - Determing the quality organization plan. - Establishing the communication and knowledge orders. - Determing the organizational responsibilities and personel relevant. - Determing the standarts and specifications needed. - Making the technique preparations propped up the system. - Determing the control equipments. - Establishing the computer system. - Organization of the activities controlling and propping the up the system. - Determing the control points. - Determing the equipment and methods used in the system. - Determing the evaluation criterias. - Establishing reporting and analysing methods of the results. - Preparing the manuals (QA manuals, QA procedures, QA instuctions). - Taking into the practice the system. - Certifacting the system. A quality audit is an independent review conducted to compare some aspect of quality performance with a standart for that performance. Quality audits are used mainly by companies to evaluate their own quality performance and the performance of their suppliers, licensees, agents, and others and by regulatory agencies to evaluate the performance of organizations which they are assigned to regulate. that: The usual purposes of quality audits are to provide independent assurance Plans for attaining quality are such that, if followed, the intended quality will, in fact, be attained Products are fit for use and safe for the user Laws and regulations are being followed There is conformance to specifications Procedures are adequate and are being followed vııı The data system provides accurate and adequate information on quality to all concerned Deficiencies are identified and corrective action is taken Opportunities for improvement are identified and the appropriate personnel alerted The term "quality costs" means the cost of poor quality. These costs are summarized into four groups as; - Internal failure costs - External failure costs - Appraisal costs - Prevention costs Quality costs are used to measure the effectiveness of quality programs and to control the effects of all departments. Their use involves determing quality-related costs and their trends and action to reduce the costs improve quality. Quality cost reports are a financial documents which should be issused to the top management by acconting on a montly or quarterly basis. The basis concept is that investments in preventation and appraisal reduce internal and external failures, resulting in lower costs and less work.