Quality

Some of the definition of quality are as follows;

1. Juran: Quality is fitness for use
2. Crosby: Quality is conformance to the requirements.
3. As per Japanese theory: Quality is providing
extraordinary customer satisfaction.
Quality can be quantified as follows:
Q=P/E
Where, Q = quality
P = performance
E = expectations
Evolution of Quality
SHEWHART - Control chart theory
- PDCA Cycle
 DEMING - Statistical Process Control
 JURAN - Concepts of SHEWHART
- Return on Investment (ROI)
 FEIGANBAUM - Total Quality Control
- Management involvement
- Employee involvement
- Company wide quality control
 ISHIKAWA - Cause and Effect Diagram
- Quality Circle concept
 CROSBY - “Quality is Free”
- Conformance to requirements
 TAGUCHI - Loss Function concept
- Design of Experiments
Dimensions of Quality
a) Performance: Primary product characteristics, such as the
brightness of the picture
b) Features : Secondary characteristics, added features, such as remote
control
c) Conformance: Meeting specifications or industry standards,
workmanship
d) Reliability: Consistency of performance over time, average time for
the unit to fail
e) Durability: Useful life, includes repair
f) Serviceability: Resolution of problems and complaints, ease of
repair
g) Response: Human-to-human interface, such as the courtesy of the
dealer
h) Aesthetics: Sensory characteristics, such as exterior finish
i) Reputation: Past performance and other intangibles, such as being
Types of Quality
1. Quality of Design
2. Quality of Conformance
3. Quality of Performance
Cost of Poor Quality
1. Cost of Control ( Cost of Conformance)
2. Cost of Failure of Control (Cost of Non-
conformance)
3. Waste (Waiting, Correction, Over Production,
Processing, Conveyance, Inventory, Motion etc.)
Deming’s View of Quality
 Deming’s philosophy of quality can be described by following 14 points;
1. Create and Publish the Aims and Purposes of the Organization
2. Learn the New Philosophy
3. Understand the Purpose of Inspection
4. Stop Awarding Business Based on Price Alone
5. Improve Constantly and Forever the System
6. Institute Training
7. Teach and Institute Leadership
8. Drive Out Fear, Create Trust, and Create a Climate for Innovation
9. Optimize the Efforts of Teams, Groups, and Staff Areas
10. Eliminate Exhortations for the Work Force
11. Eliminate Numerical Quotas for the Work Force
12. Eliminate Management by Objective
13. Encourage Education and Self-Improvement for Everyone
14. Take Action to Accomplish the Transformation
Juran’s View of Quality/ Juran’s Trilogy
Juran views quality as fitness for use.
Juran Trilogy is designed to reduce the cost of quality
over time.
It includes 1. QUALITY PLANNING 2. QUALITY
CONTROL 3. QUALITY IMPROVEMENT
Quality Management
It is a process that ensures the quality of the product
throughout its life cycle.
Components of Quality Management
1. Quality Planning
Quality Planning is the first component of quality
management process.
Steps in quality planning are;
1. Determine internal & external customers.
2. Their needs are discovered.
3. Develop product / service features.
4. Develop the processes able to produce the product /
service features.
5. Transfer plans to operations.
2. Quality Control
Quality control is needed to review the quality of the
product or service. Inspection and testing is necessary to
identify problems and defects that need correction.
Quality control focused on fulfilling quality requirements.
It consists of the following steps
1. Determine items to be controlled.
2. Set goals for the controls.
3. Measure actual performance.
4. Compare actual performance to goals.
5. Act on the difference.
3. Quality Assurance
Companies need to assure defects and mistakes are
avoided in the manufacturing of good or the delivery
of service and quality assurance guarantees consistent
results.
Quality control vs Quality Assurance
Stages of Quality Assurance
1. Understand the customer needs
2. Define the objectives
3. Designing the product
4. Prototyping
5. Quality testing
6. Customer approval
7. Product pilot test
8. Quality test
9. Customer feedback
10. Manufacturing
11. Follow up customer feedback
4. Quality Improvement
Aims to attain levels of performance that are higher
than current levels.
It consists of the following steps
1. Establishment of quality council.
2. Identify the improvement projects.
3. Establish the project teams with a project leader.
4. Provide the team with the resources.
Total Quality Management
Art of managing the whole to achieve excellence.
Total - Made up of the whole
Quality - Degree of Excellence a Product or Service
provides.
Management - Art of handling, controlling, directing etc.
TQM is the application of quantitative methods and
human resources to improve all the processes within
an organization and exceed CUSTOMER NEEDS
now and in the future
Characteristics of TQM
The following are the characteristics of TQM :
1. TQM is a customer oriented.
2. TQM required a long term commitment for continuous
improvement of all processes.
3. TQM is teamwork.
4. TQM requires the leadership of top management and
continuous involvement.
5. TQM is a strategy for continuous improving
performance at all levels and in all areas of
responsibility.
Elements of TQM
Benefits of TQM
Improved quality
Employee participation
Team work
Working relationships
Customer satisfaction
Employee satisfaction
Productivity
Communication
Profitability
Market share
Quality Circle
A quality circle is a group of workers who do the
similar work, who meet regularly to identify, analyze
and solve work related problems.
Properties:-
1. Participative management technique within the
framework of company.
2. Teams of 6 to 12 employees voluntarily
3. Define and solve a quality or performance related
problem.
Quality Circle Process
1. Team collects information
2. Team Selects problems to be solved
3. Team gathers data and analyzes problems
4. Team recommends solutions
5. Decision by Top Management.
Objective of Quality Circle
To Improve quality, productivity, safety and reduce
cost.
To give opportunity to the employees to use their
wisdom and creativity.
To promote team spirit, cohesive culture among
different levels of the employees.
To fulfill the self esteem and motivation needs of
employees.
To develop the quality of work life of employees.
PDCA/PDSA (Deming Wheel)
It is an effective continuous improvement technique.
PDCA- Plan, Do, Check, Act or PDSA-Plan, Do,
Study, Act
5S Model
It is an Japanese technique. 5S is defined as a
methodology that results in a workplace that is clean,
uncluttered, safe, and well organized to help reduce
waste and optimize productivity.
8D technique
 The 8D problem solving process is a detailed, team oriented approach
to solving critical problems in the production process. The goals of this
method are to find the root cause of a problem, develop containment
actions to protect customers and take corrective action to prevent
similar problems in the future.
SIX Sigma(6σ) Method
The objective of six sigma principle is to achieve zero
defects products/process. It allows 3.4 defects per million
opportunities. It is proposed by Philip Crosby.
Six sigma methodology provides the techniques and tools to
improve the capability and reduce the defects in any process.
Six sigma strives for perfection. It allows for only 3.4
defects per million opportunities (or 99.999666 percent
accuracy).
Six sigma improves the process performance, decrease
variation and maintains consistent quality of the process
output. This leads to defect reduction and improvements in
profits, product quality and customer satisfaction.
Six Sigma Methodology
DMAIC – It is used for improving existing
processes/products.
DMADV – It is applied to a new processes/products.
DMAIC Technique
DMADV Technique
KAIZEN
Kai- means (Change), Zen- means (Good)
Kaizen is a Japanese word for the philosophy that defines management’s roles in
continuously encouraging and implementing small improvements involving everyone. It
is a continuous improvement approach.
It focuses on simplification by breaking down complex progress into their sub –
processes and then improving them.
The Kaizen improvement focuses on the use of :
I. Value – added and non – value work activities.
II. Muda, which refers to the seven classes of waste – over-production, delay,
transportation, processing, inventory, wasted motion, and defective parts.
III. Principles of motion study and the use of cell technology.
IV. Principles of materials handling and use of one – piece flow.
V. Documentation of standard operating procedures.
VI. The five S’s for workplace organization.
VII. Visual management.
VIII. Just – in – time principles.
IX. Poka – Yoke.
X. Team dynamics.
Lean Manufacturing
Lean manufacturing is a production theory that
emphasizes the elimination of waste in all forms.
When waste elimination is the goal, the results are an
improvement in customer service, efficiency and the
quality of the products.
Steps involved in lean manufacturing are;
1. Customer Focus and Continuous Improvement
2. Waste Identification
3. Root Cause Analysis
4. Implement a Solution
Poka Yoke ( Mistake/Error Proofing)
Poka Yoke is a japanese term that means “ mistake proofing”. A
Poka Yoke is any mechanism in lean manufacturing process that
helps an equipment, operator avoid mistakes.
The use of process or design features to prevent the manufacture
of nonconforming product.
Seven rules of Poka Yoke
I. Quality Processes
II. Utilize a team environment
III. Elimination of Errors
IV. Eliminate the root cause of the errors
V. Do it right the first time
VI. Eliminate the non value added decisions
VII. Implement a continuous improvement approach.
Poka Yoke contd.
Error Proofing Triangle:
1. Physical Error proofing: involves installing
components such as fixtures or sensors to eliminate
conditions that may lead to an error.
2. Operational Error proofing: involves making
modifications or installing devices that reinforce the
correct procedure sequence.
3. Philosophical Error proofing: involves identifying
situations that cause defects and doing something
about it-empowerment of workforce.
Ishikawa Diagram/ Cause and Effect
Diagram
Cause and effect diagrams (Ishikawa Diagram) are
used for understanding organizational or business
problem causes. Cause and effect diagrams exercise is
usually a teamwork.
All the main components of a problem area are listed
and possible causes from each area is listed. Then,
most likely causes of the problems are identified to
carry out further analysis.
Figure.
Pareto Analysis
 Joseph Juran observed that most of
the quality problems are generally
created by only a few causes.
 For example, 80% of all internal
failures are due to one (or) two
manufacturing problems i.e. 20% of
factors.
 Identifying these “vital few” and
ignoring the “trivial many” will
make the corrective action give a
high return for a low money input.
ISO 9000
The term ISO 9000 refers to a set of quality management standards. It is
an International Standard for quality management.
The objective of this series of standards is to aid supplier quality
assurance and to provide common accepted standard by which to evaluate
and compare the potential of firms to meet acceptable levels of quality
and relaibilty.
ISO 9001
Design, Development, Production, Installation & Servicing
ISO 9002
Production, Installation & Servicing kinds of areas.
ISO 9003
Inspection & Testing
ISO 9004
Provides guidelines on the technical, administrative and human factors
affecting the product or services.
Benefits of ISO 9000
Achievement of international standard of quality.
 Value for money
Customer satisfaction.
Higher productivity.
Increased profitability
Improved corporate image
Access to global market
Growth of the organization
Higher morale of employees
ISO 14000
Focuses on environmental management system that will
ensure all operational processes are consistent and effective
and will achieve environmental objectives of the organization.
A company should review and continually improve its
environmental management system, with the objective of
improving its overall environmental performance
ISO 14001 defines an environmental management system as
"the part of the overall management system that includes
organizational structure, planning activities, responsibilities,
practices, procedures, processes, and resources for developing,
implementing, achieving, reviewing, and maintaining the
environmental policy.
ISO 27001
ISO/IEC 27001:2013 (also known as ISO27001)  is the international
standard for information security. It sets out the specification for
an information security management system (ISMS).
The information security management system standard’s best-
practice approach helps organizations manage their
information security by addressing people, processes and
technology.
Certification to the ISO 27001 Standard is recognized worldwide as
an indication that your ISMS is aligned with information security
best practice.
Part of the ISO 27000 series of information security standards, ISO
27001 is a framework that helps organizations “establish,
implement, operate, monitor, review, maintain and continually
improve an ISMS”.