the case of the sudanese ammunition and elmizab factories a thesis submitted in fullfilment of the

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THE NEXUS OF OPTIMUM QUALITY CONTROL
AND EFFICIENCY IN PRODUCTION:
THE CASE OF THE SUDANESE AMMUNITION AND
ELMIZAB FACTORIES

A THESIS SUBMITTED IN FULLFILMENT OF
THE REQUIREMENTS OF THE DEGREE OF
Ph. D. IN MECHANICAL ENGINEERING

UNIVERSITY OF KHARTOUM
FACULTY OF ENGINEERING AND ARCHITECTURE
DEPARTMENT OF MECHANICAL ENGINEERING

BY
MUSTAFA ABDEL-MAGIED SALIH

SUPERVISED BY
Dr. ELAMIN ABDEL GALIL MAHMOUD
FACULTY OF ENGINEERING AND ARCHITECTURE
UNIVERSITY OF KHARTOUM

NOVEMBER 2005

أ
ABSTRACT
This study introduced the quality control from a historical perspective,
emphasizing the importance of the globalization process as a main driving force
for quality convergence of product. In this context, developed countries,
particularly the USA, harmonized the concept of quality and its application in
other countries. Moreover, Sudan as a typical developing country has been
given prominence in this study, by selecting a sample of two industries: the
Ammunition Factory and El Mizab Factory. The choice of the sample is based
on availability of data and other related information. These factories were faced
with a number of bottlenecks affecting their performance. These are related to
identifying vision and mission, input supply, improved quality, and reliability
and reduced overall cost. Before indulging in assessing quality control in
Sudan, it is paramount to define the quality concept itself, its strategic
orientation and the framework upon which this concept can be delineated. The
study defined the concept of quality process from a strategic perspective with a
vision, policies and goals. Such a management process is consistent with the
well-known “Juran Trilogy”: Planning, control, and improvement. To apply
such an approach to the two case studies from Sudan, an empirical framework
has been adopted in this study, with particular emphasis on benchmarking and
ISO 9000 family of international standards.
This study also suggests some implementable policy recommendations for
further improvements. These recommendations were deduced from a scientific
methodology that depicts quantitative techniques, control charts and control
statistics. Furthermore, these recommendations could easily be generalized to
be implemented in other industries, with appropriate adjustments (incorporating
structural, organizational and institutional characteristics).
i
ARABIC ABSTRACT

-: ﺙﺤﺒﻟﺍ ﺹﺨﻠﻤ
ﻰـﻠﻋ ﺔﻤﻟﻭﻌﻟﺍ ﺕﺎﻴﻋﺍﺩﺘ ﺕﺩﻜﺃ ﻡﺜ ﻲﺨﻴﺭﺎﺘ ﺭﻭﻅﻨﻤ ﻥﻤ ﺓﺩﻭﺠﻟﺍ ﻁﺒﻀ ﺔﺴﺍﺭﺩﻟﺍ ﺕﻤﺩﻗ
ﺓﺩـﺤﺘﻤﻟﺍ ﺕﺎﻴﻻﻭﻟﺍ ﺹﺨﻷﺎﺒﻭ ﺔﻤﺩﻘﺘﻤﻟﺍ ﻥﺍﺩﻠﺒﻟﺍ ﺕﻘﻓﺍﻭﺘ ﻕﺎﻴﺴﻟﺍ ﺍﺫﻫ ﻲﻓﻭ . ﺝﺎﺘﻨﻹﺍ ﺓﺩﻭﺠ ﻡﺎﻅﻨ
ﻩﺫـﻫ ﻥﻴﺒ ﻥﻤ. ﻡﻟﺎﻌﻟﺍ لﻭﺩ ﻲﻗﺎﺒ ﻙﻟﺫ ﻲﻓ ﻡﻬﺘﻌﺒﺘﻭ ﺓﺩﻭﺠﻟﺍ ﻡﺎﻅﻨ ﻕﻴﺒﻁﺘﻭ ﻡﻭﻬﻔﻤ ﺭﻴﻁﺄﺘ ﻰﻠﻋ
ﻕﻠﻁﻨﻤﻟﺍ ﺍﺫﻫ ﻥﻤﻭ . ﺓﺩﻭﺠﻟﺍ ﻡﺎﻅﻨ ﻕﻴﺒﻁﺘ ﺔﺴﺭﺎﻤﻤ ﻲﻓ ﻥﺍﺩﻭﺴﻟﺍ ﺭﻭﺩ ﺔﺴﺍﺭﺩﻟﺍ ﺕﺯﺭﺒﺃ لﻭﺩﻟﺍ
ﺔـﺴﺍﺭﺩﻟ , ﺔﻠﺼﻟﺍ ﺕﺍ ﺫ ﺕ ﺎﻤﻭﻠﻌﻤﻟﺍ ﺭﻓﻭﺘ ﺱﺎﺴﺃ ﻰﻠﻋ ﻥﺍﺩﻭﺴﻟﺎﺒ ﻥﻴﺭﻴﻬﺸ ﻥ ﻴﻌﻨﺼﻤ ﺭﺎﻴﺘﺨﺍ ﻡﺘ
ﻥﺤﺎﻁﻤ ﻭ ، ﺓﺭﺠﺸﻟﺎﺒ " ﺓﺭﻴﺨﺫﻟﺍ" ﻊﻨﺼﻤ ﺎﻤﻫ ﻥﺎﻌﻨﺼﻤﻟﺍ ﻥﺍﺫﻫ . ﻪﺘﺩﻭﺠﻭ ﺝﺎﺘﻨﻹﺍ ﻡﺎﻅﻨ ﺕﻻﺎﺤ
. ﻱﺭﺤﺒﺒ " ﺏﺍﺯﻴﻤﻟﺍ " لﻼﻐﻠﻟ ﺩﻴﺴﻟﺍ "
ﺭﻭﺼـﻘﻟﺍ ﻪﺠﻭﺃ ﻥﻤ ﺩﻴﺩﻌﻟﺍ ﻙﺎﻨﻫﻭ ﺕﺎﺒﻘﻌﻟﺍ ﻥﻤ ﺭﻴﺜﻜﻟﺍ ﺀﺍﺩﻸﻟ ﺔﺒﺴﻨﻟﺎﺒ ﻥﺎﻌﻨﺼﻤﻟﺍ ﻥﺍﺫﻫ ﻪﺠﺍﻭ
: ﻲـﻓ ﺹﺨﻠﺘﺘ ﻲـﻫﻭ ﺎﻫﺩﻴﺩﺤﺘ ﻥﻜﻤﺃ ﻲﺘﻟﺍ ﺕﺎﻴﺒﻠﺴﻟﺍﻭ
1
. ﺔﻴﺅﺭﻟﺍ ﺡﻭﻀﻭ ﻡﺩﻋ ( )
2
. ﺝﺎﺘﻨﻹﺍ ﺕﻼﺨﺩﻤ ( )
3
. ﺝﺎﺘﻨﻺﻟ ﺔﻴﻠﻜﻟﺍ ﺔﻔﻠﻜﺘﻟﺍ ﺽﻴﻔﺨﺘ ﻊﻤ ﺎﹰﻔﻴﻜ ﻭ ﺎﹰﻤﻜ ﺀﺍﺩﻷﺎﺒ ﺀﺎﻘﺘﺭﻹﺍ ﻡﺩﻋ ( )
ﺔﺴﺍﺭﺩﻟﺍ ﺕﻟﻭﺎﺤ ﻡﺜ ﻥﻤﻭ , ﺓﺩﻭﺠﻟﺍ ﻡﻭﻬﻔﻤ ﻑﻴﺭﻌﺘ ﻻﹰ ﻭﺃ ﻡﺘ ﻥﺍﺩﻭﺴﻟﺎﺒ ﺓﺩﻭﺠﻟﺍ ﺭﻴﻁﺄﺘﻭ ﺱﻴﺴﺄﺘﻟ
ﺔﻴﻤﻠﻌﻟﺍ ﻡﻴﻫﺎﻔﻤﻟﺍ ﻕﻴﺒﻁﺘﻭ ﺭﻴﻁﺄﺘ ﺎﻬﺌﻭﻀ ﻲﻠﻋ ﻥﻜﻤﻴ , ﻯﺩﻤﻟﺍ ﺓﺩﻴﻌﺒ ﺔﻴﺠﻴﺘﺍﺭﺘﺴﺇ ﻁﺎﺒﻨﺘﺴﺍ
ﺔﻔﻠﺘﺨﻤ لﺎﻤﻋﺃ ﻥﻤ ﻙﻟﺫ ﺏﺤﺼﻴ ﺎﻤﻭ ﺞﺘﻨﻤﻟﺍ ﺓﺩﻭﺠ ﻥﻴﺴﺤﺘﻭ ﻁﺒﻀﻭ ﻁﻴﻁـﺨﺘ ﻲﻓ ﺔﻌﺒﺘﻤﻟﺍ
لﺌﻻﺩﻠﻟ ﺎﻘﻓﻭ "ﻥﺍﺭﻭﺠ ﺙﻠﺜﻤ" ﺔﻤﺀﻼﻤﺒ ﻲﺴﺎﻴﻗ ﺝﺫﻭﻤﻨ لﻴﻠﺤﺘ ﻡﺘ ﻲﻤﻠﻌﻟﺍ ﺭﺎﻁﻹﺃ ﺍﺫﻫ ﻲﻓﻭ
ﻡﺌﺎﻘﻟﺍ ﺝﺎﺘﻨﻹﺍ ﻡﺎﻅﻨ لﻴﻠﺤﺘﻭ ﺭﻴﻁﺄﺘ ﻲﻟﺇ ﻱﺩﺅﻴ ﻩﺭﻭﺩﺒ ﺍﺫﻫﻭ .ﺔﺤﺎﺘﻤﻟﺍ ﺕﺎﻤﻭﻠﻌﻤﻟﺍﻭ ﺔﻴﺌﺎﺼﺤﻹﺍ
ﺓﺩﺩﺤﻤ ﺕﺎﺤﺍﺭﺘﻗﺎﺒ ﺝﻭﺭﺨﻠﻟ ,ﻩﺭﻴﻭﻁﺘ ﻕﻴﺭﻁ ﻲﻓ ﻑﻘﺘ ﻲﺘﻟﺍ ﺕﺎﻴﺒﻠﺴﻠﻟ ﺢﻤﻼﻤﻟﺍ ﻡﻫﺃ ﺯﺍﺭﺒﺇﻭ
. ﺫﻴﻔﻨﺘﻟﺍ ﺔﻨﻜﻤﻤ ﻪﻴﻌﻗﺍﻭ ﺕﺎﺴﺎﻴﺴ ﻲﻨﺒﺘﻟ
ii
DEDICATION

To all faithfuls

To my wife Fatma Digna, my children Reem, Nazar, Nadir, Rana and my
grandchildren Aseel and Ahmed Hisham.

iii
ACKNOWLEDGMENTS

The author is particularly indebted to Dr. El-Amin Abdel – Galil Mohamoud
who had made the task immeasurably easier and more pleasant by undertaking
the most unpleasant and tedious work of reading and fetching the thesis and
through his own wisdom and knowledge had suggested invaluable ideas.

The author gratefully acknowledges the financial support provided by
University of Juba, which enabled him to carry out this research. It is difficult to
select names from among a large number of colleagues and friends. But any list
would have to include the factory staff and mangers of Ammunition and El
Mizab Factories, Dr. Siddig A. Salih and Eng. Rania Abdel Rahman.
Finally, my thanks for typing this work go to my sons Eng. Nazar Mustafa,
Eng.Mohammed Musa and Mustafa Abuzade.
iv
LIST OF CONTENTS
ABSTRACT i
ARABIC ABSTRACT ii
DEDICATION iii
ACKNOWLEDGMENTS iv
LIST OF CONTENTS v
LIST OF TABLES ix
LIST OF FIGURES x
GLOSSARY xi
1. CHAPTER ONE 1
INTRODUCTION 1
1.1. Background 1
1.1.1 Quality and the natural culture 2
1.1.2 Quality in developing countries 2
1.1.3 Quality in developed countries 3
1.1.4 Quality in Sudan 5
1.2. Objectives of Study 8
1.3. Methodology 8
2. CHAPTER TWO 11
MANAGING FOR QUALITY 11
2.1. Introduction 11
2.2. Definition of Quality 14
2.3. Strategic deployment 16
2.3.1 Strategic deployment definition 17
2.3.2 The need for S.D "The benefits" 17
2.3.3 The strategic deployment process 18
2.3.4 The elements of strategic deployment 19
2.4. Benchmarking 22
2.5. The ISO 9000 family of International Standards 24
2.5.1 Requirements of the ISO 9000 27
2.5.2 Legal Requirement 27
2.5.3 Contractual Requirements: 27
2.5.4 Subcontractor Registration 27
2.5.5 Reducing Multiple Assessments 28
2.5.6 Liability Concerns 28
2.5.7 The Marketplace 28
2.5.8 Internal Improvement 29
2.5.9 The impact of national and international quality awards on total quality
management 29
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3. CHAPTER THREE 33
QUALITY PLANNING PROCESS 33
3.1. The quality planning solution 35
3.2. Step 1: To establish the project 35
3.2.1 Establish the Project 36
3.2.2 Establish Team 37
3.2.3 Guidelines for Team Selection 38
3.3. Step 2: Identify the customers 38
3.3.1 Types of External Customers 38
3.3.2 Internal Customers 41
3.4. Step 3: Discover Customer Needs: 42
3.4.1 Human Safety 43
3.4.2 Promptness of service 44
3.5. Step 4 & 5: Develop product and process 44
3.6. Step 6: Develop process controls 45
4. CHAPTER FOUR 48
THE QUALITY CONTROL PROCESS 48
4.1. Introduction 48
4.2. The Use of the feedback Loop 49
4.3. Disposition of unfit product 50
4.4. Quality campaign and control through the reward system 50
4.5. Motivation, Recognition, Reward 51
4.6. Quality campaigns 52
5. CHAPTER FIVE 54
QUALITY IMPROVEMENT 54
5.1. Introduction 54
5.2. Quality improvement: The basic concepts 56
5.2.1 Mobilizing for quality improvement 56
5.2.2 The quality council 57
5.2.3 Membership of the council 57
5.2.4 The project team and membership 57
5.2.5 Team organization 59
5.2.6 Responsibilities 61
5.2.7 Lessons learned 62
5.2.8 Deployment of quality improvement goals 63
5.2.9 The project concept 65
5.2.10 Project screening and selection 66
5.2.11 Purpose of mission statements 67
5.3. The universal sequence for quality improvement 68
5.3.1 The “diagnostic journey” 68
5.3.1.1 Formulations of theories 69
5.3.1.2 Arranging Theories 70
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5.3.1.3 Choosing tools to be tested 71
5.3.1.4 Responsibility for Diagnosis 71
5.3.1.5 Retrospective analysis and lesson learned 74
5.3.2 The “remedial Journey” 74
5.3.2.1 Control at the new level: holding the gains 75
5.3.2.2 Human error: diagnosis and remedy 75
5.3.2.3 Species of work force error 76
5.3.2.4 Error–proof operation 78
5.3.2.5 Resistance to change 80
5.4. Institutionalizing quality improvement 83
5.4.1 The nondelegable roles of upper management 84
5.4.2 Man-power recognition 86
5.4.3 Man-power rewards 87
5.4.4 Man-power training 88
5.4.4.1 Extensive leadership 88
5.4.5 Training methods 89
5.4.5.1 Conventional training 89
5.4.5.2 External versus internal sourcing 90
5.4.5.3 Training builds capability 90
5.4.6 Retention 91
6. CHAPTER SIX 94
THE SELECTED FACTORIES PRACTICE TOWARDS QUALITY 94
6A El Shagara Ammunition Factory 94
6A.1 Organizational Structure 95
6A.2 The Existing Quality Planning Control System 97
6A.3 Discovering Ammunition factory's customer needs. 100
6A.4 The Existing Factory Practice Towards Incoming Material Control (i.m.c.) 100
6A.5 A new Proposed i.m.c. 101
6A.6 Record keeping and follow – up 104
6A.7 Maintaining friendly business relationship 104
6A.8 The Existing Practice towards Product control 105
6A.9 Process capability study 107
6A.10 Method of calculation 115
6A.11 A proposed procedure for product control 116
6A.12 Setting up a machine for a production run 118
6A.13 Pre – control 118
6A.14 In process control 119
6A.15 Final Inspection 121
6A.16 Quality audit and verification inspection 122
6A.17 Product conformance: fitness for use:- 123
6A.18 Disposal of non-conforming parts 125
6A.19 Control of quality in packing and transport 126
6A.20 Complaint Analysis 126
6A.21 The Existing and Proposed Quality Improvement System 128
6B Al Sayed flour mills (El Mizab) 131
vi i
6B.1 Organizational Structure 131
6B.1.1 factory manager 132
6B.1.2 Administration department manager 133
6B.1.3 purchasing department 133
6B.1.4 Financial Department 133
6B.1.5 Production Department 134
6B.1.6 Quality Control Department 134
6B.2 Proposed mission for Flour Mill 135
6B.3 Discovering El Mizab mill customer needs. 140
6B.4 Review of Progress 140
6B.4.1 Quality Planning 140
6B.4.2 Quality Control 141
6B.4.3 Quality Improvement 142
7. CHAPTER SEVEN 151
CONCLUSION & RECOMMENDATIONS 151
7.1. Conclusions 151
7.2. Recommendations 152
REFERENCES AND BIBLIOGRAPHY 154
REFERENCES 155
APPENDICES 158
APPENDIX A: DRAWINGS & DIAGRAMS 159
APPENDIX B: AMMUNITION SPECIFICATIONS 166
Section 1: General 166
Section 2: Components & Materials 167
Section 3: Assembly 170
Section 4: Proof 171
Section 5: Delivery 175
Section 6: Inspection 175
Section 7: Airtightness Test 176
Section 8: Mercurous Nitrate Test 177
APPENDIX C: WHEAT & FLOUR SPECIFICATIONS 178
Section 1: Introduction 178
Section 2: Criteria Of Wheat Quality 179
Section 3: Botanical Characteristics 180
Section 4: Physical Characteristics 182
Section 5: Chemical Characteristics 182
Section 6: The Origin And Development Of The Miller's Trade 189
Section 7: Units 192
Section 8: Methods Of Removing The Impurities From Cereals 193
Section 9: Examination And Evaluation Of Cereals 196
Section 10: The Drawing Of Samples 197
Section 11: Determination Of Dockage/ Screenings 198
APPENDIX D: CONTROL CHARTS 202
APPENDIX E: IMPLEMENTATION OF THE STUDY 209
vi ii
LIST OF TABLES
TABLE (2-1): THE THREE UNIVERSAL PROCESSES OF MANAGING FOR QUALITY
12
TABLE (2-2): THE MEANINGS OF QUALITY 15
TABLE (2-3): THE ISO 9000 FAMILY OF INTERNATIONAL STANDARDS 25
TABLE (2-4): INTERNATIONAL STANDARD ISO 9001: 1994 (E) 26
TABLE (2-5): MALCOLM BALDRIGE NATIONAL QUALITY AWARD 30
TABLE (5-1): MOBILIZING FOR QUALITY IMPROVEMENT 57
TABLE (5-2): CONTRAST, QUALITY CIRCLES, AND MULTIFUNCTIONAL TEAMS
59
TABLE (5-3): INTERRELATIONSHIP AMONG HUMAN ERROR (19) 77
TABLE (5-4): SUMMARY OF ERROR–PROOFING PRINCIPLES 78
TABLE (5-5): RESPONSIBILITY FOR QUALITY IMPROVEMENT 92
TABLE (6-1): PROCESS CAPABILITY STUDY CONDUCTED IN JANUARY 2004 FOR
PRODUCTION LINE "A" 109
TABLE (6.2): QUALITY DATA SHEET NO.(1) 110
TABLE (6-3): QUALITY DATA SHEET NO. (2) 111
TABLE (6-4): THE RHEOLOGICAL OPTIMUM 138
TABLE (6.5) RESPONSE MATRIX 144
TABLE (C-1): PROTEIN REQUIREMENTS OF WHEAT PRODUCTS 185
TABLE (C-2): THE MOST IMPORTANT MACHINES USED IN THE CLEANING
PROCESS 195

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