APPAREL QUALITY

MANAGEMENT

TOOLS OF QUALITY AND QUALITY GURU

SUBMITTED BY:
IPSITA BAIDYA
KRITIKA SHARMA
MEHR GILL
STUTI PINGE
DFT- SEM V

SEVEN QUALITY TOOLS

This topic actually contains an assortment of tools, some developed by quality
engineers, and some adapted from other applications. They provide the means for
making quality management decisions
based on facts. No particular tool is
mandatory any one may be helpful, depending on circumstances. A number of
software programs are available as aids to the application of some of these tools.
Total Quality Management (TQM) and Total Quality Control (TQC) literature make
frequent mention of seven basic tools. Kaoru Ishikawa contends that 95% of a
company's problems can be solved using these seven tools. The tools are designed
for simplicity. Only one, control charts require any significant training. The tools are:
Flow Charts
Ishikawa Diagrams
Checklists
Pareto Charts
Histograms
Scatter grams
Control Charts

Flow Charts
A flow chart shows the steps in a process i.e., actions which transform an input to an
output for the next step. This is a significant help in analyzing a process but it must
reflect the actual process used rather than what the process owner thinks it is or
wants it to be. The differences between the actual and the intended process are
often surprising and provide many ideas for improvements. Figure 1 shows the flow
chart for a hypothetical technical report review process.
Measurements could be taken at each step to find the most significant causes of
delays these may then be flagged for improvement.

Ishikawa Diagrams
Ishikawa diagrams are named after their inventor, Kaoru Ishikawa. They are also
called fishbone charts, after their appearance, or cause and effect diagrams after
their function. Their function is to identify the factors that are causing an undesired
effect (e.g., defects) for improvement action,or to identify the factors needed to bring
about a desired result (e.g., a winning proposal). The factors are identified by people
familiar with the process involved. As a starting point, major factors could be
designated using the "four M's": Method, Manpower, Material, and Machinery; or the
"four P's": Policies, Procedures, People, and Plant. Factors can be subdivided, if
useful, and the identification of significant factors is often a prelude to the statistical
design of experiments.
Figure is a partially completed Ishikawa diagram attempting to identify potential
causes of defects in a wave solder process.

Checklists
Checklists are a simple way of gathering data so that decisions can be based on
facts, rather than anecdotal evidence. Figure 4 shows a checklist used to determine
the causes of defects in a hypothetical assembly process. It indicates that "not-toprint" is the biggest cause of defects, and hence, a good subject for improvement.
Checklist items should be selected to be mutually exclusive and to cover all
reasonable categories. If too many checks are made in the "other" category, a new
set of categories is needed.

It could also be used to relate the number of defects to the day of the week to see if
there is any significant difference in the number of defects between workdays. Other
possible column or row entries could be production line, shift, product type, machine
used, operator, etc. depending on what factors are considered useful to examine. So
long as each factor can be considered mutually exclusive, the chart can provide
useful data. An Ishikawa Diagram may be helpful in selecting factors to consider.
The data gathered in a checklist can be used as input to a Pareto chart for ease of
analysis. Note that the data does not directly provide solutions. Knowing that "not-toprint" is the biggest cause of defects only starts the search for the root cause of
"not-to-print" situations. (This is in contrast to the design of experiments which could
yield the optimal settings for controllable process settings such as temperature and
wave height.

Pareto Charts
Alfredo Pareto was an economist who noted that a few people controlled most of a
nation's wealth. "Pareto's Law" has also been applied to many other areas, including
defects, where a few causes are responsible for most of the problems. Separating
the "vital few" from the "trivial many" can be done using a diagram known as a
Pareto chart. It shows the data from the checklist organized into a Pareto chart.

Stratification is simply the creation of a set of Pareto charts for the same data, using
different possible causative factors. For example, Figure 7 plots defects against
three possible sets of potential causes. The figure shows that there is no significant
difference in defects between production lines or shifts, but product type three has
significantly more defects than do the others. Finding the reason for this difference in
number of defects could be worthwhile.

Histograms
Histograms are another form of bar chart in which measurements are grouped into
bins; in this case each bin representing a range of values of some parameter. For
example, in Figure, X could represent the length of a rod in inches. The figure shows
that most rods measure between 0.9 and 1.1 inches. If the target value is 1.0 inches,
this could be good news. However, the chart also shows a wide variance, with the
measured values falling between 0.5 and 1.5 inches.
This wide a range is generally a most unsatisfactory situation.

Scatter grams
Scatter grams are a graphical, rather than statistical, means of examining whether or
not two parameters are related to each other. It is simply the plotting of each point of
data on a chart with one parameter as the x-axis and the other as the y-axis. If the
points form a narrow "cloud" the parameters are closely related and one may be
used as a predictor of the other. A wide "cloud" indicates poor correlation. First figure
shows a plot of defect rate vs. temperature with a strong positive correlation, while
second figure shows a weak negative correlation.

Control Charts
Control charts are the most complicated of the seven basic tools of TQM, but are
based on simple principles. The charts are made by plotting in sequence the
measured values of samples taken from a process. For example, the mean length of
a sample of rods from a production line, the number of defects in a sample of a
product, the miles per gallon of automobiles tested sequentially in a model year, etc.
These measurements are expected to vary randomly about some mean with a
known variance. From the mean and variance, control limits can be established.
Control limits are values that sample measurements are not expected to exceed
unless some special cause changes the process. A sample measurement outside
the control limits therefore indicates that the process is no longer stable, and is
usually reason for corrective action.
Other causes for corrective action are non-random behaviour of the measurements
within the control limits. Control limits are established by statistical methods
depending on whether the measurements are of a parameter, attribute or rate.

APPLICATION OF 7QUALITY CONTROL TOOLS

These simple but effective "tools of improvement" are widely used as "graphical
problem-solving methods" and as general management tools in every process
between design and delivery. The challenge for the manufacturing and production
industry is for:"Everyone to understand and use the improvements tools in their
work". Some of the seven tools can be used in process identification and/or process
analysis.

One possible approach, proposed by J. G. Pimblott is presented where Pareto and

Cause and effect diagrams are common and essential in both processes
(identification and analysis). The current approach for using 7QC tools, according to
EOQ (European Organisation for Quality) , The process of data acquisitions
includes three tools (Check sheet, Histogram and Control chart), and the process of
analysis another four tools (Pareto diagram, Cause and effect diagram, Scatter plot,
There is a distinction between the two approaches represented in Figs. 1 and 2. The
approach in Fig. 1 is much older (1990) and therefore, there are some key
distinctions. Some tools which are now used only for analysis were at that time
considered as tools for identification or for both processes (identification and
analysis).But even then scientists were attempting to find appropriate utilizations of
each tool in different processes and methodologies of improvement. The tools must
meet the main purpose or reason for their application. No single tool is more
important in isolation, but could be most significant for a specific application.

COMPARISON OF OLD V/S NEW QUALITY TOOLS

However,manycustomerrequirementscannotalwaysbeadequatelyexpressedb
ynumericdataalone.Nevertheless,evenverbalstatementscanbe
expressionsoffacts,becauseitrepresentsfacts,weoughttouseverbaldata
aswellas numericaldatainmanagingquality.

New Tools
1.Relationsdiagram
2.Treediagram
3.Arrowdiagram
4.Affinitydiagram
5.Matrixdiagram
6.Matrixdataanalysisdiagram
7.Processdecisionprogramchart.(PDPC)

RelationshipDiagram
DecideEFFECTS
DecideIMMEDIATECAUSES
ConnectIMMEDIATECAUSEStoEffects
TakingImmediateCausesaseffecttofindCAUSESforthem
ExploreRELATIONSHIPofCausesandConnectthem
Findingmoreimportantcausesandprominentlinks
MakethelinkSHORT,makethediagramCOMPACT
Titleit

Applications
Explorecauseandeffectrelationships
Especiallyforcomplexsituationswherethecauses are likely to be mutually
related

AffinityDiagram
SUBJECTTOPICS
GenerateaLargeNumberofIDEAS
Decide#andTitle, createaCARD
Distributealltheideasamongthecards
Arrangethecardsaccordingtothe relationshipsbetweenthegroups

Applications
Breakupanycomplexproblemortaskinto smaller much manageable bits

TreeDiagram
IdentifyahighPRIORITYPROBLEMthatneedtobesolvedearliest.
ChooseFORM:TreeorCascade?
IdentifyPRIMARYMEANS
IdentifySECENDARYMEANSforprimarymeans
TERTIARYMEANS
Continuetheprocess@llthegroupfeelsthattheEND
ofthelinehasbeenreached
UseofPOSTITPAD
ConsensusofMEANS

Applications
Developasystematicstepbystepstrategytoachieveanobjective.
Devisesolutionforproblems

MatrixDiagram

Purpose:
Exploretheexistenceandtheextentofrelations
between
individual items in 2 sets offactors or features and characteristics
andexpress them in a symbolic form that is easy tounderstand.
Mostlyusedtounderstandtherelationsbetweenthe customer expectations
as expressed by thecustomers and product characteristics asdesigned,
manufactured and tested by themanufacturer.
Applications
Matrixdiagramcanbeusedtosolveproblemsbyarrangingdatainsucha
waythattherelationsbetweenrelevantfactorsarebroughtintosharpfocus.
Thereisnolimittotheuseofthetool.
Themostimportantapplicationofmatrixdiagramisinclarifyingrelations
between
individualfeaturesofcustomerrequirementsandindividualproduct
characteristics.

MatrixDataAnalysisDiagram
Purpose:Topresentnumericaldataabouttwosetsoffactorsinamatrixform
and
analyzeittogetnumericaloutput
Canbeappliedinunderstandingtheproductsandproductscharacteristics.
Procedure
1. Decidethetwofactorswhoserelationsaretobeanalyzed.
2. Checkthenumberofindividualitemsinthetwofactors.
3. Prepareamatrixtoaccommodatealltheitemsofthetwofactors.
4. Enternumericaldatainthematrix.
5. Givethediagramasuitabletitle.

DecisionProgramChart
PurposeToprepareforabnormaloccurrenceswithlowprobabilitywhichmay
otherwisebeoverlookedandtopresenttheoccurrencesaswellasthenecess
arycountermeasurestoguardagainstsuchoccurrencesintheformofavisual
chart.
Procedure
1. Prepareanormalflowchartwithallexpectedeventsinthechart.
2.Considerthepossibleoccurrencesthatwillaffecttheprocessand
demonstratethroughbranchingatappropriatelocations.
3.Considerhowtheabnormaloccurrenceswillinfluencetheprocessandfind
waystocounterthem.
4.Showthecountermeasuresconnectingtotheabnormaloccurrencesonone
sideandtheprocessofthegoalontheother.
Applications
Thistoolhasthewidestrangeofapplicationsfromthesimplesttothemost
complex.

Thetoolcanbeusedtopreventproblemsbyidentifyingopportunitiesforerror
anddevisingmeasurestoavoidfailure.
Itcanbeusedduringtheimplementationofsolutionsforpredictingresistance
andfor planningmeasurestoovercometheresistance.

ArrowDiagram
Purpose: Tocreateavisualpresentationofthestepsofaprocessortasks
necessarytocompleteaprojectwithspecialemphasisonthetimetakenfor
these activities.
Procedure
1.Listallthetasksoractivitiesneededtobeaccomplishedbeforetheprocess
oftheproject.
2.Decidewhichstepsareundertakeninseriesandwhichstepscanberunin
parallel.Arrangetheactivitiesinapropersequence.
3. PrepareEventNodesatthecompletionofstepsandnumberthem.

4.Writethedescriptionofthestepanddecidethetimerequiredforcompleting
eachstep.
5.Calculatetheearliest metoreachaneventnodeforthestartofthe
process.
6.Agerthemeforalleventnodesincludingthecompletionoftheprocessorth
eprojectisavailable,onecalculatesthelatestmebywhichaneventnode
mustbereached
Application
Thediagramisalsousefulinplanningandschedulingstepsincomplicated
processes, especiallyinplanningandschedulingprojectswhichinvolvealarge
numberofactivities

COST OF QUALITY
"The cost of quality."Its a term that's widely used and widely misunderstood.The
"cost of quality" isn't the price of creating a quality product or service. It's the cost of
NOT creating a quality product or service.Every time work is redone, the cost of
quality increases. Obvious examples include:The reworking of a manufactured
item.The retesting of an assembly.The rebuilding of a tool.The correction of a bank
statement.The reworking of a service, such as the reprocessing of a loan operation
or the replacement of a food order in a restaurant.In short, any cost that would not
have been expended if quality were perfect contributes to the cost of quality.

Total Quality Costs

As the figure below shows, quality costs are the total of the cost incurred
by:Investing in the prevention of nonconformance to requirements.Appraising a
product or service for conformance to requirements.Failing to meet requirements .

Quality Costsgeneral description

Prevention Costs
The costs of all activities specifically designed to prevent poor quality in products or
services.Examples are the costs of:New product review

Quality planning
Supplier capability surveys
Process capability evaluations
Quality improvement team meetings
Quality improvement projects
Quality education and training

Appraisal Costs

The costs associated with measuring, evaluating or auditing products or services to

assure conformance to quality standards and performance requirements. These
include the costs of:Incoming and source inspection/test of purchased material Inprocess and final inspection/test Product, process or service audits Calibration of
measuring and test equipment ssociated supplies and materials

Failure Costs
The costs resulting from products or services not conforming to requirements or
customer/user needs. Failure costs are divided into internal and external failure
categories.
Internal Failure Costs
Failure costs occurring prior to delivery or shipment of the product, or the furnishing
of a service, to the customer.Examples are the costs of:

Scrap
Rework
Re-inspection

Re-testing
Material review
Downgrading

External Failure Costs

Failure costs occurring after delivery or shipment of the product and during or
after furnishing of a service to the customer.Examples are the costs of:

Processing customer complaints

Customer returns
Warranty claims
Product recalls

Total Quality Costs:

The sum of the above costs. This represents the difference between the actual cost
of a product or service and what the reduced cost would be if there were no
possibility of substandard service, failure of products or defects in their manufacture.

The Six Sigma Philosophy of Cost of Quality

What is the relation between the cost of good quality and the cost of poor quality?
The traditional view would be to conclude that if a company wants to reduce defects
and by this reduce the cost of poor quality, the cost of good quality would have to be
increased, meaning higher investments in any kind of checking, testing, evaluation,
training of operators, etc. Following the Six Sigma philosophy, however, of building
quality into process, service and products and doing things right the first time, the
increase of the cost of good quality, while striving for zero defect performance, can
be smoothed if processes get better.
As Figure 3 shows, business processes with better process sigma will have
significantly lower prevention and appraisal costs. Although you will never fully
eliminate appraisal and prevention costs (as opposed to failure costs that in an ideal
zero defect world would also be zero), their reduction due to better process
performance will be significant.

Quality Guru: Joseph M. Juran

Joseph Moses Juran (December 24, 1904 February 28, 2008) was a Romanianborn American engineer and management consultant. He is principally remembered
as an evangelist for quality and quality management, having written several
influential books on those subjects. He was the brother of Academy
Award winner Nathan H. Juran.
He is principally remembered as an evangelist for quality and quality management,
having written several influential books on those subjects.
Contributions:
Pareto principle
In 1941, Juran stumbled across the work of Vilfredo Pareto and began to apply
the Pareto principle to quality issues.
This is also known as "the vital few and the trivial many". In later years, Juran
preferred "the vital few and the useful many" to signal the remaining 80% of the
causes should not be totally ignored
Juran Triology
Managing for quality makes extensive use of three managerial process:

Quality Planning

Quality Improvement

Quality Control

 Management theory

When he began his career in the 1920s, the principal focus in quality
management was on the quality of the end, or finished, product.

The tools used were from the Bell system ofacceptance sampling, inspection
plans, and control charts.

Juran is widely credited for adding the human dimension to quality

management.

He pushed for the education and training of managers. For Juran, human
relations problems were the ones to isolate and resistance to change was the
root cause of quality issues.

Juran proposes 10 steps to quality improvement

Build awareness of the need and opportunity to improve

Set goals for that improvement

Create plans to reach the goals

Provide training

Conduct projects to solve problems

Report on progress

Give recognition for success

Communicate results

Keep score

Maintain momentum

REFERENCES
http://en.wikipedia.org/wiki/Quality_costs
http://asq.org/learn-about-quality/cost-ofquality/overview/overview.html
http://www.slideshare.net/fmmirza/cfakepath7-qctools
http://www.qasigma.com/2008/12/juran-trilogy.html
http://wealthmbamgt.files.wordpress.com/2012/09/c
ost-of-quality.pdf