Afolawemi Afolabi
IE 673-001
Pack ID IE673-Fall 2008-70-18
Assignment A5
TITLE: APPLICATION OF RFID & QUALITY AUDIT
CONTENTS:
INTRODUCTION AND OBJECTIVES OF THE PROJECT:
FOLA QUALITY PLASTIC TOYS along with its collaborating companies will manufacture reliable and durable PLASTIC TOYS in the United States. The company will thrive for 100% quality in the product and 100% customer satisfaction. Total Quality Management (TQM) methods will be utilized to optimize the performance of the company’s primary business driver. Within these companies, a high level of automation will be utilized to maintain good productivity and maintain good customer satisfaction. The use of latest and innovative technologies helps the company realize a cost savings. These cost savings can then be passed on to the customer. In addition to cost, customers will also be interested in the accuracy and proper functioning of their products. Here, accuracy is defined as the ability to provide our customers with good quality products, while timeliness is defined as the ability to finish all the processes in time.
The objective of this assignment is two-fold. First, Radio Frequency Identification (RFID) technology will be incorporated at Fola Quality Plastic Toys, in order to increase the traceability of order components and completed orders. As a result, order accuracy and delivery time will be improved, to further benefit our customers. Then, in part two, a Quality Audit will be conducted on the related dealers and retailers of our company, to ensure that we're following ISO 9001:2000 standards in the way we conduct our business.
BRIEF DESCRIPTION OF THE METHODOLOGIES APPLIED:
The following are the methods that will guide companies to implement RFID technology by concentrating on TQM methodology:
1. A modular, object-oriented TQM process model based on International Quality Standard with the purpose of guiding companies from the early stages of the design process of a product or a service.
2. Based on Total Quality Management and Concurrent Engineering techniques, the CIMpgr, CORA model helps companies concentrate on Process Controls and Process improvement as a way to meet customer requirements. After the customer requirements are analyzed according to their Engineering solutions, the model provides a benchmark model that helps companies measure their performance against other companies in the market. Moreover, the CORA model provides control charts where important information regarding customer requirements and engineering solutions helps the company concentrate on the aspects of the operation that may need improvement.
3. Variable and Attribute control charts are an important tool for any company that wants to measure Quality Performance.
4. Radio Frequency Identification technology provides a tracking solution designed to increase accuracy and significantly reduce the amount of time associated with tracking, inventorying, and auditing the location of fixed assets.
The methodologies used in Part 1 of this assignment (RFID) were presented in previous assignments. In Part 2 of this assignment (Quality Audit), ISO 9001:2000 standards will be utilized to improve the performance of a company.
The revised International Organization for Standardization (ISO) 9001:2000 Series Quality Management System Standards are based on the following eight (8) principles:
1: Customer Focus: Organizations depend on their customers, and should therefore understand their current and future needs, as well as meet their requirements, while striving to exceed customer expectations.
2: Leadership: Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.
3: Involvement of People: People (or in other words, "knowledge workers") at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
4: Process Approach: A desired result is achieved more efficiently when activities and related resources are managed as a process.
5: Systems Approach to Management: Identifying, understanding, and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
6: Continual Improvement: The continual improvement of the organization's overall performance should be a permanent objective of the organization.
7: Factual Approach to Decision Making: Effective decisions are based on the analysis of data and information (where information is data about data).
8: Mutually Beneficial Supplier Relationships: Even if an organization and its suppliers are interdependent, a mutually beneficial relationship enhances their ability to create value.
MAIN BODY OF THE PROJECT:
PART 1:
RFID:
In an effort to continuously improve the performance of the Fola Quality Plastic Toys, Radio Frequency Identification (RFID) technology will be incorporated into the process, which will increase the traceability of order components and completed orders. As a result, order accuracy and delivery time will be improved, to the benefit of our customers. Specifically, RFID tags will be utilized in the following areas:
Package Labeling: The blank labels used previously for pasting will be replaced by blank labels that contain embedded RFID tags. Everything else about the labels will stay the same (e.g. size, finish, adhesive, etc.). These labels will then be used in the system, without making use of the RFID tags, just to make sure that no issues arise with label performance. Once it has been confirmed that label performance is acceptable, the current printers will be replaced with printers that contain RFID technology, which will be used to assign an ID to each label that is placed on a product. Visually, the information that is printed on each product label will look the same as it did before (e.g. product Name, product description, safety steps , etc.). However, using the embedded RFID tags, the location of each product in the warehouse can be determined more readily. This will help reduce wait times associated with "in progress" orders that need to be expedited, since order components must be found before an order can be expedited. More importantly, the accuracy of product orders will be improved, since finished order contents can be double-checked automatically, unlike the current process, where finished order contents aren't double-checked due to the time, expense, and error-rate associated with opening packages to check their contents.
Component Labeling: The blank component labels used previously will be replaced by blank component labels that contain embedded RFID tags. Everything else about the labels will stay the same (e.g. size, finish, adhesive, etc.). These labels will then be used in the system, without making use of the RFID tags, just to make sure that no issues arise with label performance. Once it has been confirmed that label performance is acceptable, the current printers will be replaced with printers that contain RFID technology, which will be used to assign an ID to each label that is placed on a package. Visually, the information that is printed on each package will look the same as it did before (e.g. components Name part number part specification, etc.). However, using the embedded RFID tags, the location of each component in the warehouse can be determined more readily. This will help reduce wait times associated with "in progress" orders that need to be expedited, since orders must be found before they can be expedited.
Finished Order Containers: Currently, finished order packages are automatically sorted into groups, based on their destination (i.e. ZIP code). Each group of packages is contained in a mail sack, and mail sacks associated with the same delivery service (e.g. FedEx, UPS, or USPS) are placed into large containers, which will be unloaded onto delivery trucks. Currently, each container's location, contents, and age (i.e. when the container was filled) cannot be identified electronically. Therefore, permanent RFID tags will be affixed to each container, which can be used to identify their location (via the use of a static ID), contents (via the use of dynamic data), and age (via the use of a dynamic time stamp). As a result, more intelligent decisions can be made regarding how to load the delivery trucks (i.e. ship out the oldest containers that include the highest priority orders first, to help satisfy delivery time goals). Also, if an order must be retrieved before it is shipped out, due to a cancellation, recall, or quality issue, this can be done more readily with the RFID system in place.
CIMpgr DIAGRAMS:
CIMpgr method which is a well tested set of integrated methods and interfaced/ integrated tools and technologies for the purpose of analyzing, specifying, designing, implementing/ integrating, operating, maintaining/ supporting and project managing systems, including large scale Total Quality Management, software systems, Computer Integrated Manufacturing Enterprise (CIME), lean Manufacturing, and Concurrent Engineering developments.
It identifies the dataflow, classified into: Inputs, or Outputs, or Resources, or Controls entering and leaving the processes. The diagrams are often arranged in a layered, tree-like fashion, illustrating a parent-child relationship, which together can be thought of as a collection of carefully coordinated objects, describing a system under investigation, or design. Following the layered approach of decomposing/ identifying objects in a complex system, at the top of the tree there is a very high-level description of the entire system and further down the tree one goes, so the descriptions of the individual parts (objects) of the system become more detailed.
FOLA QUALITY PLASTIC TOYS has redeveloped its CIMpgr process modelling with RFID Technology
The first process layer, Process Layer A0, is the parent layer and encompasses all processes and activities for the project.
The second layer is the layer that shows the requirements of the customers, the Design analysis of the system, the Manufacturing process, the testing part of the process and Marketing process.
The third layer of the process explains the Design phase with the help of the Design and Production Engineers, Various design software that are required to build the prototype
CORA MODEL:
Customer Oriented Requirement Analysis (CORA) method. To review, CORA specializes in benchmarking customer requirements and engineering solutions that correlate with their inputs. By cold hard data, this analytical method gauges not only on how well FOLA QUALITY PLASTIC TOYS meets the customer’s needs, but also gauges how well the competition meets those needs as well. RFID will be a newly implemented engineering solution introduced to meet an existing customer need. The RFID feature doesn’t meet any critical requirements that customer has. The customer rating for RFID will be maximum “2” for the customers. The RFID is an expensive feature and it does go against one of our critical requirements of low consumer cost. This will make our company look different than competitors.
PFRA MODEL:
Process Failure Risk Analysis (PFRA) is a systematic, rule-based, quantitative, and open-source computational method developed to identify and minimize potential failure risks, or failures of processes in general, including disassembled sub-assemblies, objects and components, and their effects on the customer. PFRA is applied during the planning stages of a process, and then updated on a regular basis to document changes. It addresses negative quality, and is primarily concerned with potential events that can make any process, including a service, a disassembly process, or the harvested components, fail.
PFRA helps a TQM-focused team understand the problems that process planning engineers, line managers, and process operators face. It then allows them to see the solutions they have come up with, and apply their learned problem solving skills to new challenges, by considering some of the following questions:
What could go wrong with the product or processes involved when disassembling the product?
What could go wrong with the product or processes involved when executing the process, like assembling the product, or one or more of its components?
How badly might it go wrong, and what could the financial loss be? Which are the highest risk processes/operations when working on the product?
What needs to be done to prevent failures? What tools/fixtures are required to prevent failures, and reduce the risk?
What education is needed for line management and operators to reduce, or prevent failures?
CONTRIBUTION OF COLLABORATING COMPANIES:
Our collaborating companies contributed to the RFID implementation in the following ways:
Russ Berrie and Company, Inc is a leader in the infant, juvenile, and gift industries, and its wholly-owned subsidiaries design, develop, and distribute a variety of innovative gift, infant, and juvenile products to specialty and mass market retailers worldwide..
Russ Berrie and Company, Inc will service my company by providing the information system required for plastic toys.This will give my product the edge in today's competitive market.
They are employing the RFID technology for labeling their manufactured products which in turn will be easily detected from their warehouse.
AKRO-MILS® Buckhorn™- helps my company in managing the inventory. The AKRO-MILS® Inventory Management System is specifically designed to manage tools, MRO, indirect materials and other mobile assets. The proper management of tools, spare parts, MRO items, PPE inventory, Haz-Mat material and other types of indirect material can provide an immediate and long-term cost savings by using software, vending or RFID. AKRO-MILS® solutions all begin with the most powerful software application available for managing indirect material.. RFID technology, which allows them to identify each machine's location, and specifications. As a result, more intelligent decisions can now be made regarding how to transport them by verifying them.
Rockwell Automation- is the leading global provider of industrial automation power, will service my company by providing the new information solutions in making Plastic toys. They are designed for excellent reliability, easy maintenance, and energy efficiency. The AS units feature Rockwell Automation- superior "split cooling air flow" design that significantly improves cooling and reduces noise levels. A new space-saving cabinet reduces overall footprint and provides easy access to service points. Convenient maintenance features include automatic belt tension and quick fluid change devices.
They use this RFID technology by affixing them in their products so that with the help of that technology they will be able to finish their quality check process.
Somero Matson Group LLC- this is leading company that is a expansion joint manufacturer for concrete slab flooring will service my company in designing the plastic toys to make it more attractive and also for promoting my product into the hi-tech market place by using the latest technology. It will also help me in processing of attractive Stickers which will be pasted in thee outer cover as well as in the Discs. They use the RFID technology in affixing them in all their products which in turn will enable them to check all the products.
Part 2: Quality Audit
The objective of this section is to determine how the learned TQM methods and tools can be used to improve my company. For the most part, this objective has been satisfied previously, through the use of CIMpgr Process Modeling in assignment 1, Component Oriented Requirements Analysis (CORA) in assignment 2, Control Charts in Assignment 3, and Process Failure Risk Analysis (PFRA) in Assignment 4. However, the use of ISO 9001:2000 Standards to guide the business has not been discussed previously. Therefore, a quality audit was conducted on the Fola Quality Plastic Toys, to ensure that they're following these principles. If not, suggestions for improvement were recommended, where applicable. The audit team consisted of members from Fola Quality Plastic Toys, and its four (4) collaborating companies (Russ Berrie and Company, Inc, AKRO-MILS® Buckhorn™- , Rockwell Automation, Somero Matson Group LLC-). The results of their audit are presented below.
Purchase Controls:
Fola Quality Plastic Toys are selected based on a minimum of three competitive
bids. Contracts are awarded to the supplier that provides the best combination
of cost, service, and quality, with cost being used as the tiebreaker if all
other dimensions are equal. Suppliers don't have to be ISO 9001:2000 certified,
although it does help their chances of winning a bid if they are. Suppliers
aren’t required to follow any specific procedures to be considered for a bid, or
after a contract have been awarded.
Recommendation: The competitive bidding policy
is sound, and should be continued in the future. However, suppliers should be
ISO 9001:2000 certified to warrant consideration, since those who are not are
likely to supply poor quality products/services at some point in the future.
Suppliers should also be required to follow the same procedures that FOLA
QUALITY PLASTIC TOYS follows to ensure that their products/services are of high
quality (i.e. Process Modeling, Requirements Analysis, Control Charts, Risk
Analysis, etc.). This can and should be a collaborative effort between both
parties.
Audits:
On-site supplier audits are conducted during the competitive bidding process,
and if significant quality issues arise after a supplier has been awarded a
contract.
Recommendation: On-site supplier audits should
be conducted during the competitive bidding process, as they are now, but
regular audits should be conducted after a contract has been awarded, regardless
of the supplier's performance. The frequency of these regularly scheduled audits
will vary, based on the importance of products/services provided. This will help
ensure that a Mutually Beneficial Supplier Relationship (ISO 9001:2000 )
develops over time.
Incoming Inventory
Inspections:
All incoming materials are inspected by the Quality Assurance staff. If
materials are purchased in bulk, sampling techniques are used to determine
whether or not a lot should be accepted or rejected. Materials are accepted
without the supplier’s certificate of analyses or conformance (COA/COC).
Recommendation: Incoming materials should continue to be inspected as
they are today. However, materials should not be accepted without the supplier's
certificate of analyses or conformance (COA/COC), as this may give them to
leeway to cut corners during their inspection process, if they so choose.
Non-conformance:
If incoming materials are
rejected, they're simply sent back to the supplier in return for materials that
are of good quality. From the customer's perspective, no attempt is made to
determine the root cause of the problem that resulted in rejected materials.
That evaluation is solely based on the discretion of the supplier.
Non-conformances associated with in-process order components and finished orders
that have not yet been shipped are rectified at Quality Assurance stations.
Non-conformances associated with finished orders that have reached the customer
are rectified by sending replacement order components and/or invoice
adjustments. A root-cause analysis is then conducted to determine the cause of
the error, so that corrective measures can be taken to prevent similar errors
from occurring in the future.
Recommendation: If incoming materials are rejected, representatives from
Direct Rx should assist the supplier in determining the root cause of the
problem, if possible. This will foster collaboration between both parties, and
expose Direct Rx employees to the supplier's process, which will help them
identify/resolve future problems more expeditiously. The current handling of
in-process orders and finished orders is appropriate, and should be continued,
since it fosters an environment of Customer Focus (ISO 9001:2000) and Continual
Improvement (ISO 9001:2000).
Traceability:
Logically, all order components can be traced from cradle to grave, via the use
of barcode technology. However, physically they cannot, which may cause issues
with order accuracy and delivery time, as described in Part 1 of this
assignment.
Recommendation: Incorporate the use of RFID Technology into the process,
which will allow order components to be traced physically as well as logically.
As described in Part 1 of this assignment, this recommendation was subsequently
implemented, resulting in improved order accuracy and delivery time.
Controls of Production
Documents:
All production documents are controlled by the Quality Assurance department, and
stored in locked cabinets if they're paper-based. Documents must be checked in
and out of storage (which can be electronic or physical), just like a library,
in order to keep track of them. They are reviewed by a committee, which consists
of designated members of the staff, who have been deemed experts in certain
areas of the business (e.g. Engineering, Maintenance, Operations, Pharmacy
Practice, etc.). Changes cannot be made to these documents without approval of
the Quality Assurance staff, and changes do not take effect until the review
committee signs off on them.
Recommendation: No changes to the document control process are necessary,
since it is tightly controlled. However, going forward, an effort should be made
to replace all paper-based forms of documentation with electronic forms, which
will save space and money, and contribute to a healthier environment.
Controls of Production
Equipment:
All production equipment is validated using guidelines provided by the Food and
Drug Administration (FDA). This includes Factory Acceptance Testing,
Installation Qualification, Operational Qualification, Integration Testing, and
Production Qualification. As such, the equipment is confirmed to perform
according to specifications before the end product is delivered to customers
After the validation process is complete, a Maintenance Scheduling System, in
conjunction with Standard Operating Procedures (SOPs), is used to ensure that
certain equipment is calibrated regularly, and properly. Also, Statistical
Process Control (SPC) tools are used to monitor the performance of the
equipment, so that any deviations from the specifications can be identified and
resolved quickly.
Recommendation:
No changes to the production equipment control process are necessary, since the current system is robust, and helps to ensure that each piece of equipment performs within specifications over its useful life.
Product Release: Within
the company, the Quality Assurance (QA) department issues the final product
release, following procedures/criteria defined in the Production Qualification
document. This document must be approved by members of a Validation Steering
Committee prior to execution. As mentioned above, this committee consists of
staff members who have been deemed experts in certain areas of the business
(e.g. Engineering, Maintenance, Operations, Pharmacy Practice, etc.). Therefore,
representatives from each business unit effectively release the product, once
all criteria have been satisfied, even though QA has the final say. Once QA has
released the final product, approval must be granted from the Board of Pharmacy
in the state that the pharmacy resides, before shipments can be made to
customers.
Recommendation: No changes to the product release process are necessary, since the current system is robust, well-documented, and includes input/approval from each business unit (via the Validation Steering Committee), as well as the customer (in the form of the State Board of Pharmacy).
CAPA or PAR/CAR: Corrective
Action/Preventive Action (CAPA) is handled in two (2) ways. First, for problems
that have not yet occurred, but are likely to occur in the future, Process
Failure Risk Analysis (PFRA) is utilized to identify risks, and the corrective
actions that should be taken to mitigate/eliminate those risks. For problems
that have already occurred, root-cause analysis is conducted to identify the
cause of the error, so that corrective actions can be taken to prevent similar
problems from occurring in the future. In both cases, corrective actions must be
approved by a Change Control Committee, which is similar to the Validation
Steering Committee (discussed above), in terms of its members. That way, all
changes to the system are discussed, approved, documented, and controlled, which
minimizes the likelihood of creating additional problems associated with the
implementation of a poor solution.
Recommendation: No changes to the CAPA process are necessary, since the
current system is robust, well-documented, and includes input/approval from each
business unit (via the Change Control Committee).
Product Realization: Direct
Rx strives to meet customer requirements via the use of Component Oriented
Requirements Analysis (CORA). Initially, all customer requirements, and the
engineering solutions designed to satisfy them, are documented. Then, after the
solutions have been implemented, customer feedback is acquired, regarding the
performance of our products and services, compared to our competitors (if
applicable). If deficiencies are identified, they are reflected in the updated
CORA matrix, which serves as a living document. This process is then repeated
until all customer requirements have been satisfied. When changes must be
implemented to satisfy customer requirements, they must be reviewed and approved
by a Change Control Committee, as mentioned above.
Recommendation: No changes to the product realization process are
necessary, since a closed-loop system already exists, which includes
participation from the customer, and representatives from each business unit
within the company. While no system is perfect, this one ensures that the voice
of the customer is heard on an ongoing basis, and that solutions to deficiencies
are developed and implemented quickly and successfully.
Customer Service:
Most customer
service representatives are members of outsourcing agencies, in an effort to
conserve costs. While most calls are handled properly, due to the use of
procedures that describe how each situation should be handled, differences in
accents can sometimes cause communication issues. As a result, the customer may
not be completely satisfied with the results of their call, despite the best
efforts of the customer service representative.
Recommendation: Provide additional training to customer service
representatives, to help familiarize them with the accents and word usage
differences associated with certain areas of the country. Also, improve the
system so that it directs calls from certain areas of the country to customer
service representatives that are most familiar with that area. As a result,
communication issues can be mitigated, if not eliminated altogether.
Customer Satisfaction: As
mentioned previously, Direct Rx strives to meet customer requirements via the
use of Component Oriented Requirements Analysis (CORA). The CORA matrix serves
as a living document, which is updated continuously to reflect new requirements
and customer feedback. Complaints and recalls are handled with the highest
priority, to ensure that any issue with a customer's order is rectified as
quickly as possible. Then, as a follow-up, solutions are developed in an effort
to prevent similar problems from occurring in the future. As a result, customer
satisfaction is high.
Recommendation:
No changes to the customer satisfaction process are necessary, since Direct Rx understands that the customer is the most important aspect of the business, and treats them as such, in compliance with ISO 9001:2000 (Customer Focus).
Recalls:
Most recalls aren't caused by wrongdoing
on the part of Fola Quality Plastic Toys. Rather, They're associated with the
drugs that Direct Rx purchases from manufacturers and then packages for
distribution to our customers. Nevertheless, Fola Quality Plastic Toys has
procedures in place to alert our customers as soon as a problem is discovered,
to ensure that they remain healthy and safe. These procedures stipulate that
each customer affected by the recall must be contained via telephone, and
further alerted via e-mail (if possible), regular mail, and information posted
on the Fola Quality Plastic Toys website. Once contact has been made with the
customer, arrangements to replace the recalled product will be made, even if it
means that an equivalent drug must be substituted for the recalled drug.
Recommendation:
No changes to the recall process are necessary, since the current process is robust. However, since Fola Quality Plastic Toys knows how to identify and mitigate risks in a process, via their use of Process Failure Risk Analysis (PFRA), they should work with their suppliers to make use of the same techniques, for the benefit of all parties. As a result, recalls are less likely to be experienced in the future.
Continuous Improvement:
Fola Quality Plastic Toys is committed
to continuous improvement of its processes. A Six Sigma department is
responsible for training and certifying employees as Green Belts and Black
Belts. These employees will then participate as members (Green Belts) and
leaders (Black Belts) of continuous improvement teams. These teams focus on
every aspect of the business, with most of the resources dedicated to the areas
of greatest need. Even though these teams have specific goals, and a limited
amount of time to achieve these goals, the end of a project does not signify the
end of the improvement cycle. Rather, improvement is expected to continue
throughout the lifetime of a process, and new projects are initiated to pick up
where previous projects left off.
Recommendation:
While the Six Sigma teams are generally able to improve each process that they focus on, the amount of improvement is sometimes limited by a lack of process knowledge on the project team. In other words, while the team members are always familiar with the continuous improvement tools that need to be used, they're sometimes unable to apply them successfully, since they don't have expert knowledge about the process that they're studying. Therefore, going forward, a concerted effort needs to be made to include process experts on the Six Sigma teams, so that each team's results won't be diminished.
Eco-friendliness, lean and green sustainability and carbon footprint audit:
Fola Quality Plastic Toys Is Eco-Friendly and also has lean and green sustainability. We recycle used product and plastics in order to make plastic toys for our essentials. The carbon production from FQPT is either reduced to zero or does not reach zero.
Recommendation:
We try to reduce our carbon footprint, by reducing pollution from power plants making Plastic toys. Right away, we should put existing technologies for building cleaner Plastic Toys and more modern electricity generators into widespread use. We can increase our reliance on renewable energy sources such as wind, sun and geothermal. And we can manufacture more efficient appliances and conserve energy.
SUMMARY:
In this assignment, we have shown how Radio Frequency Identification (RFID) technology could be used in Fola Quality Plastic Toys to improve their performance. This improvement was demonstrated through updates to the following TQM tools: CIMpgr Process Models, Component Oriented Requirements Analysis (CORA) matrix, and the Process Failure Risk Analysis (PFRA) spreadsheet. Also, a quality audit was conducted on the Fola Quality Plastic Toys to determine whether or not International Organization for Standardization (ISO) 9001:2000 Principles were being applied to their business functions. For the most part, they were, but where deviations were identified, the auditing team made recommendations that should be applied to improve the company's performance even further in the future.
FURTHER WORK NEEDED/PROPOSED:
As mentioned above, the recommendations made by the auditing team should be applied to Fola Quality Plastic Toys so that all business functions adhere to the principles described in the ISO 9001:2000 standards. Doing so will help our company continue down its path towards becoming a world-class organization, which focuses on quality, as demonstrated in previous assignments.
6. Data dictionary:
· · TQM - Total Quality Management is a concept that involves incorporating quality into every aspect of the business.
· · FMEA - Failure Mode Effect Analysis is is a method (first developed for systems engineering) that examines potential failures in products or processes.
· · PFRA - is a Team Oriented Problem Solving (TOPS) method, aimed at minimizing dissatisfaction, and financial loss for process related failure risks.
· · CIMpgr - a graphical method of modeling a system.
· · RFID- Radio Frequency Identification is used for product identification and tagging.
· · Control Charts- Also known as the 'Shewhart chart' or 'process-behavior chart' is a statistical tool intended to help assess the nature of variation in a process and to facilitate forecasting and management. A control chart is a more specific kind of a run chart.
· · Audit- It is a systematic, independent and documented process
REFERENCES:
Total Quality Management e-material by Paul.G.Ranky
