Assignment 3 ON Quality Engineering

ASSIGNMENT 3
ON
QUALITY ENGINEERING
by
G. Gopinathan (10MF02)
S. Manimaran(10MF05)
V.S. Ravi Varma(10MF08)
S. Prince Dhinakar(10MF35)
BENCHMARKING
The benchmarking process:
1. Planning. The essential steps are those of any plan development: what, who and how.
 What is to be benchmarked? Every function of an organization has or delivers a

“product” or output. Benchmarking is appropriate for any output of a process or
function, whether it’s a physical good, a shipment, an invoice, a service or a report.
 To whom or what will we compare? Business-to-business, direct competitors are
certainly prime members to benchmark. But they are not the only targets.
Benchmarking must be conducted against the best companies and business
functions regardless of where they exist.
 How will the data be collected? There’s an infinite variety of ways to obtain required
data – and most of the data you’ll need are readily and publicly available. Recognize
that benchmarking is a process not only of deriving quantifiable goals and targets,
but more importantly, it’s the process of investigating and documenting the best
industry practices, which can help you achieve goals and targets.
2. Analysis. The analysis phase must involve a careful understanding of the current process
and practices, as well as those of the organizations being benchmarked. What is desired is
an understanding of internal performance on which to assess strengths and weaknesses.
Ask:
 Is this other organization better than we are?

 Why are they better?
 By how much?
 What best practices are being used now or can be anticipated?
 How can their practices be incorporated or adapted for use in our organization?
Answers to these questions will define the dimensions of any performance gap: negative,
positive or parity.
3. Integration. Integration is the process of using benchmark findings to set operational
targets for change. It involves careful planning to incorporate new practices in the operation
and to ensure benchmark findings are incorporated in all formal planning processes.
Steps include:
 Gain operational and management acceptance of benchmark findings.

 Develop action plans.
 Communicate findings to all organizational levels to obtain support, commitment
and ownership.
4. Action. Convert benchmark findings, and operational principles based on them, to specific
actions to be taken. Put in place a periodic measurement and assessment of achievement.
Use the creative talents of the people who actually perform work tasks to determine how
the findings can be incorporated into the work processes.
Present quality problems:
Sl.No. Problems Issues

1 Semi Skilled labours Lack of training to Workers
Less investment on training
Concentrate only on meeting the target without adequate

training
2 Lack of Team Work No appraisal
No Co-ordination between helpers
No specific person for a work
3 Unsafe Environment No proper working methods
Low facility management
4 Commitment No schedule for any project
De- motivational talk

Companies selected for Benchmarking:
Ace Automation
S F No 228/1, Sivanandhapuram, Mgr Street, Saravanampatti, Coimbatore – 641035
Canara Hydraulics Pvt. Ltd.

104/ 105, Ganapathi Nagar, 10th Cross, 4th Phase, Peenya Industrial Area, Bengaluru,
Karnataka - 560058 (India)
Pr otech Hydraulics
75/1, KunniNayakker Thottam, Chinnavedampatti, Coimbatore, Tamilnadu - 641006 (India)
Quality Assurance:
Their quality assurance is the integral part of manufacturing process, beginning with
the selection and development of best machinery and selection methods along with
inspection right from raw material to end product. They keep great emphasis on continuous
research and development of products, which makes enhancing performance and reliability
with complete customer satisfaction. Continuous inspection and monitoring is performed on
all manufacturing processes. They have a dedicated team of engineers to ensure the high of
quality of components and services provided by their suppliers.
Their commitments to quality assurance are total and continuous which has resulted
in high acceptance of hydraulic products in Indian and abroad market. Their periodically
checking of machines for faultless and trouble free operation of the components by the
quality department professionals allows them a overall customer satisfaction. Moreover
high level infrastructure and ethical policies attract their clients towards them.
CONCLUSION:
Thoroughly studying the QMS in these companies we’ll try to incorporate the same
in our company.

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ASSIGNMENT 3

V.S. Ravi Varma(10MF08)

The benchmarking process:

 What is to be benchmarked? Every function of an organization has or delivers a

 Is this other organization better than we are?

 Gain operational and management acceptance of benchmark findings.

Present quality problems:

Sl.No. Problems Issues

No Co-ordination between helpers

No specific person for a work

3 Unsafe Environment No proper working methods

Low facility management

4 Commitment No schedule for any project

De- motivational talk

Canara Hydraulics Pvt. Ltd.

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