Master Ingineria și Managementul Calității UTCN

Facultatea de INGINERIE INDUSTRIALĂ, ROBOTICĂ ȘI MANAGEMENTUL PRODUCȚIEI - MASTER — Admitere Universitatea Tehnică din Cluj-Napoca Admitere ONLINE — Facultatea de INGINERIE INDUSTRIALĂ, ROBOTICĂ ȘI MANAGEMENTUL PRODUCȚIEI - MASTER

Master Ingineria și Managementul Calității UTCN

Pentru detalii, vă rugăm să ne contactați la adresa și numărul de telefon indicate în anunț 🤗

New KPI

Without order something is lacking.

📢 🇺🇸 Comisia Fulbright Româno-Americană lansează competiția „𝐅𝐮𝐥𝐛𝐫𝐢𝐠𝐡𝐭 𝐒𝐭𝐮𝐝𝐞𝐧𝐭 𝐀𝐰𝐚𝐫𝐝” pentru burse de masterat sau de cercetare doctorală la universități din Statele Unite ale Americii, în anul academic 2025-2026. 🎓✨

👉 Bursele vizează toate disciplinele, cu excepția celor clinice, și se adresează studenților în an final de licență, absolvenților, masteranzilor și doctoranzilor români.

⏰ Termenul limită pentru depunerea candidaturilor online este 𝟏𝟒 𝐦𝐚𝐢 𝟐𝟎𝟐𝟒.

👉 Mai multe detalii sunt disponibile urmând linkul: https://bit.ly/3HS46Wj

Nu uita să evaluezi cadrele didactice.

SWOT

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update! Our occupational data visualization tool is now enriched with new features:

🤕 Data on serious non-fatal accidents (more than 6 months of leave or permanent disability)

📊 Bar charts for physical risks like noise, temperature, and exposure to hazardous substances

⭐️ Special, ready-made EU27 report

Check it out: https://osha.europa.eu/en/oshnews/discover-new-indicator-serious-non-fatal-accidents-enriched-osh-barometer-tool?pk_campaign=sm_

PDCA Cycle

👉Full article : https://youtu.be/wMX9ILzNI2k

❇️Lean Manufactoring Tools
https://youtu.be/1JbDR8F4U34
Lean manufacturing is a production method aimed primarily at reducing times within the production system as well as response times from suppliers and to customers. It is closely related to another concept called just-in-time manufacturing (JIT manufacturing in short). Just-in-time manufacturing tries to match production to demand by only supplying goods which have been ordered and focuses on efficiency, productivity (with a commitment to continuous improvement) and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing cycle, flow and throughput times by further eliminating activities which do not add any value for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in marketing and customer service.

Lean manufacturing is particularly related to the operational model implemented in the post-war 1950s and 1960s by the Japanese automobile company Toyota called "The Toyota Way" or the Toyota Production System (TPS). Toyota's system was erected on the two pillars of just-in-time inventory management and automated quality control. The seven "wastes" (muda in Japanese), first formulated by Toyota engineer Shigeo Shingo, are the waste of superfluous inventory of raw material and finished goods, the waste of overproduction (producing more than what is needed now), the waste of over-processing (processing or making parts beyond the standard expected by customer), the waste of transportation (unnecessary movement of people and goods inside the system), the waste of motion (mechanizing or automating before improving the method), the waste of waiting (inactive working periods due to job queues), and the waste of making defective products (reworking to fix avoidable defects in products and processes).

The term Lean was coined in 1988 by American businessman John Krafcik in his article "Triumph of the Lean Production System", and defined in 1996 by American researchers James Womack and Daniel Jones to consist of five key principles: "Precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let customer pull value from the producer, and pursue perfection."
Companies employ the strategy to increase efficiency. By receiving goods only as they need them for the production process, it reduces inventory costs and wastage, and increases productivity and profit. The downside is that it requires producers to forecast demand accurately as the benefits can be nullified by minor delays in the supply chain. It may also impact negatively on workers due to added stress and inflexible conditions. A successful operation depends on a company having regular outputs, high-quality processes, and reliable suppliers.

Control chart - out of control rules
https://youtu.be/woDb5ehcreE

💥 Six Sigma vs DFSS

https://youtu.be/eVfq092qDig
✅ While both Six Sigma and DFSS focus on improving quality and reducing defects, their approaches are different. Six Sigma is a reactive approach that aims to improve existing processes by
reducing variation and eliminating defects. DFSS is a proactive
approach that focuses on designing and developing new processes that meet customer requirements and minimize
variability.
✅Six Sigma uses statistical tools to analyze data and identify root causes of problems, and employs the DMAIC methodology
(Define, Measure, Analyze, Improve, Control) to guide the
improvement process. DFSS, on the other hand, uses design
tools such as Failure Mode and Effects Analysis (FMEA), Quality
Function Deployment (QFD), and Theory of Inventive Problem
Solving (TRIZ) to design new processes that meet customer
requirements and minimize variability, and employs the DMADV
methodology (Define, Measure, Analyze, Design, Verify) to quide the development process.
✅Both Six Sigma and DFSS place a strong emphasis on customer focus, but DFSS places even greater emphasis on understanding and meeting customer requirements. In addition, while Six Sigma primarily relies on statistical and quality experts to drive improvement efforts, DFSS requires the involvement of cross-functional teams and subject matter experts to ensure that the new processes meet all necessary requirements.
✅Overall, Six Sigma is well-suited for improving existing processes, while DFSS is better suited for designing and developing new processes.