Subject: Production and Operations Management

Module Number:4

Module Name: Basic concepts of quality

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Production and Operations Management

AIM:

To equip students with an understanding of the Project planning and quality management and help

them in solving practical problems faced by the business managers related to quality planning

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Learning Objectives

1. To study the different dimensions of quality in production

2. Analyzing how established companies often view quality planning as an irrational

investment and dedicate their resources to assess and improve their quality.

3. Finding out the different quality management techniques employed by organizations.

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Learning Outcome

1. It helps in understanding the concept of Quality Management and its application in business practices

2. It provides the reasons and solutions to overcome issues of quality planning with the introduction of new

technology in the market

3. It will equip the students and managers in assessing the different methods of quality assesment which will

help in improvement of business

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Syllabus

• Dimensions of quality

• Juran’s quality trilogy

• Deming’s 14 principles

• Quality circles

• KAIZEN and BPR

• Poka – Yokes

• Zero Defects

• Bird’s view of SPC

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Contents

Dimensions of quality
Juran’s quality trilogy
Deming’s 14 principles
Quality circles
KAIZEN and BPR
Poka – Yokes
Zero Defects
Bird’s view of SPC
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Definition of Quality

Quality is defined as the degree of responsiveness of products and services to meet customer
expectations. Quality is mainly concerned with developing the products and delivering them and
providing quality of service, improving process, improving the quality of systems, quality of
delivery, quality of people which includes workers , engineers, managers, and executives.

Quality is used by organizations as a way of assessing its products and services and compare it with
its competitors.
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Definition of quality

• Transcendent definition: Quality is something which can only be perceived but can’t be
communicated like smartness, beauty.

• Product based definition: Quality is the features and attributes of the product.

• User based definition: If a user is satisfied by a product, the product has quality.

• Manufacturing based definition: If a product has not design fault, then the product has quality.

• Value based definition: If the product delivers high value when compared with the price paid, then
the product has quality.
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Dimensions of Quality
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Dimensions of quality
Garwin has given 8 dimensions of quality:

• Performance: Performance is concerned with the primary operating features of the

product. It is concerned with the attributes of the product. Like in case of car performance
is measured by its acceleration, balance etc.

• Features: Features are concerned with the secondary attributes or features of the car. Like in
case of hospital it includes its parking space, ambience, machinery etc.

• Conformance: Conformance is concerned with analyzing the product with its pre
specified standards or specifications. Example: If a part is right is per the standards.
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Dimensions of Quality
• Durability: Durability is concerned with the product life

• Reliability: Reliability is concerned with the number of times a product fails to

deliver its
operations. Eg: In case of airline how often is the flight on time.

• Serviceability: It is concerned with how easily can the product be repaired. It refers to the
speed and how competent is the product which is repaired.

• Appearance: It is concerned with the aesthetics and look and finishing of the product.

• Image: It refers to how does the consumer perceive the product and the brand image.
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Juran’s quality trilogy
Juran trilogy is a practice used to manage quality in organizations around the world. Quality management has
three basic processes:

• Quality Planning

• Quality control

• Quality Improvement
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Juran’s Quality Trilogy

• The first part of Julan trilogy is ‘quality by design’ and focuses on developing something new. While
developing a new product, there can be some defects which can only be cured by reworking. As we can
see in the diagram, more than 20 percent of the work needs to be done due to defects. This cost is called
‘cost of poor quality’.

• Going ahead, the operation team keep working on removing defects. The managers try in controlling the
quality of the project and try that the product does not gets worse. As we can see in this figure there is a
sudden rise of 40 percent in failure level. This is mainly due to factors like power failure, machinery
breakdown or human mistake.
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Juran’s Quality Trilogy

• This phase is called Quality Control phase and managers take corrective action to bring back the
error level back to the planned chronic level of 20%.

• The third phase is called quality improvement phase and error level in this phase is brought down
to below than chronic level of 20%. Special strategies like six sigma are used here to bring error
level much down and improvement in the product.
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Deming’s 14 principles

Every organization is now planning to improve its quality and reduce down its defects in manufacturing.
This trend was brought in by Dr. Deming and Japanese manufacturers were the first to use Deming’s
principles in their operations. Companies like Toyota and Sony achieved great success in terms of improved
quality and reduction in costs.

14 principles are:

➢ Create a constant purpose toward improvement

• Plan for quality in the long term.

• Don't just do the same things better – find better things to do.

• Predict and prepare for future challenges, and always have the goal of getting better.
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Deming’s 14 principles
➢ Adopt the new philosophy.

• Embrace quality throughout the organization.

• Put your customers' needs first, rather than react to competitive pressure – and design products and
services to meet those needs.

➢ Stop depending on inspections.

• Inspections are costly and unreliable – and they don't improve quality, they merely find a lack of
quality

• Build quality into the process from start to finish

• Don't just find what you did wrong – eliminate the "wrongs" altogether
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Deming’s 14 principles
➢ Use a single supplier for any one item.

• Quality relies on consistency – the less variation you have in the input, the less variation you'll
have in the output.
• Look at suppliers as your partners in quality. Encourage them to spend time improving their own
quality.

• Analyze the total cost and not just the initial cost of the product.

• Use quality statistics to ensure that suppliers meet your quality standards.

• Improve constantly and forever.

• Continuously improve your systems and processes.

• Emphasize training and education so everyone can do their jobs better. 18
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Deming’s 14 principles

➢ Use training on the job.

➢ Implement Leadership

➢ Remove fear

➢ Reduce barriers between departments

➢ Get rid of unclear slogans.

• Let people know exactly what you want

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Deming’s 14 principles

➢ Eliminate management by objectives.

• Look at how the process is carried out, not just numerical targets. Deming said that production
targets encourage high output and low quality.

• Provide support and resources so that production levels and quality are high and achievable.

• Measure the process rather than the people behind the process.
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Quality Circles
• Quality circle is a group of workers who work on similar tasks, and who meet often to discuss and
analyze all work related issues. It is an employee participation method where they meet voluntarily.

• It is team-building philosphy which helps in improving work environment, development of team spirit
and improvement in work culture.

• QC is used by many industries in India like Reliance, TATA, Kirloskar brothers etc.

• QC helps to build trust and mutual understanding between the members of the team which leads to
increased dedication towards the work and thus leads to increased productivity.
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Kaizen
• Kaizen is a Japanese term which refers to continuous improvement in business process. It engages all
the employees and helps in making working more productive and job more safe.

• Kaizen focuses on changing for the better. The objectives of kaizen quality control, just-in-time
delivery, standardized work, the use of efficient equipment, and the elimination of waste.

• Kaizen works on improving the operations in the company. Kaizen believes that every employee has
stake in company’s success and thus each should try to bring betterment to the business.
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Five S of Kaizen
• SEIRI - SEIRI means Sorting Out. Employees should sort out the operations and process in the
organization as “Necessary”, ”Critical”, ”Most Important”, “Not needed now”, “Useless and so on.
Teams should then focus on the most essential items instantly and pospone the less important tasks.

• SEITION - Seition means organizing the items and documents at their own place so that no time is
wasted in searching for the items.

• SEISO - The word “SEISO” means shining the workplace and keeping it clean.

• SEIKETSU-SEIKETSU refers to Standardization.

• SHITSUKE- Employees need to respect organization’s policies and adhere to rules and regulations.
Self discipline is essential.
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Poka Yokes

• Poka Yoke is a work standardization technique which is mostly used by manufacturing and service
industries. It is used to prevent errors and eliminate defects at the first stage. This technique helps to
improve efficiency in industries.

• Poka Yoke means mistake correction or avoiding defects in the process as early as possible. Poka Yoke
is a part of Lean manufacturing which is used to avoid mistakes. It is used to eliminate defects by
preventing, making corrections and bringing into focus human errors while they keep occurring.

• It is used as shaping behavior of employees to stop incorrect operations.

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Examples of Poka Yokes

• A car driver is adviced to press the clutch pedal (a process step – Poka-Yoke) before starting the
engine. This process is utilized to cure any unintended movement of the car.

• Another example is a car with an automatic transmission, which has a switch that requires the vehicle
to be in “Park” or “Neutral” before it can be started.

These serve as behavior-shaping constraints as there are actions that must be performed before the car is
allowed to start. This way, over time, the driver’s behavior is adjusted to the requirements by repetition
and habit.
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Zero defect

• Zero defect is a management tool used in organizations for defect prevention. It continuously motivates
the employees in developing the habit of not making mistakes with a desire to do the job perfectly at
the first time.

• It is based on the philosophy that workers take up the responsibility of controlling the quality and
preventing defects and gain zero defect.

• Adopting zero defect philosophy in an organization can sometimes prove to be expensive if it is not
adopted with care as it can raise costs in continuous inspection and handling of products.
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Components of Zero defect
The philosophy of ZDQ functions by combining four elementary components:

• Point of Origin Inspection: Only Point of Origin Inspection helps to eliminate defects. It examines
the process conditions before processing is done and errors can be eliminated with instant feedback.
Corrections are made before defects occur. It differs from traditional inspections as it catches errors,
gives feedback before processing & hence, there is no risk of making more defective products.

• 100% Audit Checks: It is Point of Origin Inspection on every piece. It does not rely on sampling. It
does not assume that defects will statistically occur & hence prevents defects.
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Components of Zero defect
• Immediate Feedback: ZDQ sends the operator a signal and alarms the person that an error has
happened! ZDQ Inspections is equal to immediate feedback. It minimizes the time it takes to carry out
corrective action when abnormalities appear.

• Poka-Yoke: Uses the devices to ensure that error is prevented.

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Statistical Process Control
It involves use of statistical techniques to control the quality in process or production. SPC tools help to
monitor process behavior, internal process system, and finding solutions for issues which comes in
production.

SPC involves use of statistical techniques to control the variations in quality which can arise during
production.

A process is said to be in statistical control when all special causes of variation have been eliminated and
only natural (or common) cause variation remains. On a control chart, this is illustrated by data that falls
within control limits and by the absence of non-random patterns or trends.
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Summary
• Operations management deals with approaching day-to-day as well as strategic business issues
systematically. Project management deals with planning, organizing, motivating, and controlling
resources to achieve specific goals.

• The purpose of this module is to describe the variety of options available for quality control in
manufacturing, based on the inputs of technologies and markets, which might be familiar,
completely new, or somewhere in between.

• This module focuses on the actions a firm needs to take while manufacturing to reduce down its
defects. The module introduces a number of issues concerned with the development and how to
increase productivity.
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Self Assessment Question

1) Traditional culture of quality requirements focuses on

A. product oriented
B. process oriented
C. customer oriented
D. supplier oriented

Answer: a
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Self Assessment Question

2) Quality Trilogy is the contributions of

A. walter shewhart
B. philip crosby
C. joseph m juran
D. w. edward deming

Answer: c
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Self Assessment Question

3) Dimensions of quality contains

A. performance
B. reliability
C. conformance
D. all the above

Answer: d
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Self Assessment Question

4) Kaizen refers to?

(a) Continuous improvement
(b) Intermittent improvement
(c) Stop improvement
(d) Discontinuous improvement

Answer: a
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Document Link:

Topic URL Notes

https://www.toolshero.com/quality-management/eight-
dimensions-of- Eight Dimensions of Quality
Dimensions of Quality quality/#:~:text=The%20eight%20dimensions%20are%20perfor
mance,%
2C%20aesthetics%2C%20and%20perceived%20quality.&text=
Performan
ce%20has%20to%20do%20with,of%20a%20product%20or%20s
ervice.

Juran’s Quality Trilogy https://www.juran.com/blog/the-juran- The Juran Trilogy: Quality Planning

trilogy-quality- planning/

Deming's 14-Point Philosophy

Deming’s 14 principles https://www.mindtools.com/pages/article/newSTR_ A Recipe for Total Quality
75.htm
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Document Link:

Topic URL Notes

Quality Circles (Q.C): Meaning,
https://www.businessmanagementideas.com/management/qualit
Quality circles Objectives and Benefits
y-circles/quality- circles-q-c-meaning-objectives-and-benefits/6302

What is Kaizen ? - Five S of Kaizen

Kaizen https://www.managementstudyguide.com/what-is-kaizen.htm

Poka-Yoke Technique explanantion

Poka Yoke https://kanbanize.com/lean-management/improvement/what-is-poka-
yoke
ZERO DEFECT MANUFACTURING -
https://www.industr.com/en/zero-defect-manufacturing-poka-
Zero defect POKA YOKE OVERVIEW
yoke-overview- 2371462

SPC http://www-naweb.iaea.org/nafa/aph/purine- Concept of Statistical Process Control (SPC)

cd/html/quality/html/09_6.htm
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Video Link
Topic Video URL
Notes
Juran’s quality trilogy https://www.youtube.com/watch?v=fsMU0JsF7gM Total Quality management – Juran quality
trilogy
Deming’s 14 principles, Quality https://www.youtube.com/watch?v=-tGsteslTTQ Deming’s 14 Points For Management -
circles Explained
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Video Link
Topic VideoURL Notes

KAIZEN and BPR https://www.youtube.com/watch?v=k3qi2zPlu WHAT IS KAIZEN ! WITH EXAMPLE !! TYPES OF

rI KAIZEN

Poka Yoke https://www.youtube.com/watch?v=LdptVhvI Poka Yoke (Error Proofing) - Meaning, Concept,

P5E Types,
Stages, & Implementation Explained