1. Introduction to Quality Control
Unit 1
Introduction to Quality Control

2. Quality Defined
Q = P/E
Q = Quality
P = Performance
E = Expectations

3. Quality Defined Quality is conformance to specifications
Quality is innate excellence

4. Quality Can be Expressed in Charts

5. Quality Is: Performance Extra features Conformance Reliability
Durability
Availability
Aesthetics
Reputation

6. Dimensions of Quality Performance Features Conformance Reliability
Durability
Service
Response
Aesthetics
Reputation

7. Quality
Is determined by the intended users, clients or customers, not by society in general

8. The Way To Quality
Quality is designed into both the product and the manufacturing processes by:
Blueprint/design or drawing with specs
Materials selection for the product
Manufacturing processes employed
The level of technology available
The workers and level of know-how

9. Some Measurements in quality
Dimensional Volume Ages
Temperatures Sound Rate
Voltage Numbers Angles
Resistance Brightness Time
Hardness Roundness Distance
Speed Roughness Humidity
Weight Thickness Height

10. Areas Responsible for Quality Include:
Customer
Marketing
Design engineering
Procurement
Process design
Production
Inspection and test
Packaging and storage
Product service

11. Quality Control
Process employed to ensure a certain level of quality in a product or service

12. Quality Assurance, or QA
A program for the systematic monitoring and evaluation of the various aspects of a project, service, or facility to ensure that standards of quality are being met

13. The most popular tool used to determine quality assurance is Shewhart Cycle

14. Three Main Components of Quality Management
Quality control
Quality assurance
Quality improvement

15. Quality Improvement Tools
Failure mode analysis (FMEA)
Quality function deployment
ISO 9000 and 14000
Benchmarking
Total productive maintenance
Quality by design
Products liability
Information technology

16. Lean Fundamentals Types and categories of waste:
Overproduction
Waiting
Transportation
Defects
Inventory
Motion
Extra processing
Workplace organization
Concept of flow
Inventory control
Visual management
Kaizen
Value stream

17. Statistical Process Control (SPC)
A method of monitoring a process through the use of control charts
Control charts enable the use of objective criteria for distinguishing variation from events based on statistical techniques

18. ISO 9000 & 14000
Families of standards for quality management systems maintained by ISO, the International Organization for Standardization
ISO 9000 is the international standard for qality management system
ISO is the international standard for environmental management system
Is administered by accreditation and certification bodies

19. The Concept of Six Sigma
3 sigma = 99.73% conformance
6 sigma = % conformance

20. Computers and Quality Control
Data collection
Data analysis, reduction, and reporting
Statistical analysis
Process control
Automated test and inspection
System design

21. SIX REQUIREMENTS OF TQM
NUMBER 1
A COMMITTED AND INVOLVED MANAGEMENT TO PROVIDE LONG-TERM TOP-TO-BOTTOM ORGANIZATIONAL SUPPORT

22. AN UNWAVERING FOCUS ON THE CUSTOMER, BOTH INTERNALLY AND EXTERNALLY
NUMBER 2
AN UNWAVERING FOCUS ON THE CUSTOMER, BOTH INTERNALLY AND EXTERNALLY

23. EFFECTIVE INVOLVEMENT AND UTILIZATION OF THE ENTIRE WORK FORCE
NUMBER 3
EFFECTIVE INVOLVEMENT AND UTILIZATION OF THE ENTIRE WORK FORCE

24. CONTINUOUS IMPROVEMENT OF THE BUSINESS AND PRODUCTION PROCESSES
NUMBER 4
CONTINUOUS IMPROVEMENT OF THE BUSINESS AND PRODUCTION PROCESSES

25. TREATING SUPPLIERS AS PARTNERS
NUMBER 5
TREATING SUPPLIERS AS PARTNERS

26. ESTABLISHING PERFORMANCE MEASURES FOR THE PROCESSES
NUMBER 6
ESTABLISHING PERFORMANCE MEASURES FOR THE PROCESSES

27. Leadership Annual quality improvement program CEO commitment
Implementation
Quality council
Core values (see values for Malcolm Baldrige national quality award)
Quality statements
Seven steps to strategic planning:
Customer needs
Customer positioning
Predict the future
Gap analysis
Closing the gap
Alignment
Annual quality improvement program
CEO commitment

28. Customer satisfaction
Who is the customer?
Customer feedback
Customer complaints
Service after sale

30. Employee Involvement Project teams Education and training
Suggestion system

31. PROBLEM-SOLVING METHOD1
IDENTIFY THE OPPORTUNITY

32. ANALYZE THE CURRENT PROCESS2
ANALYZE THE CURRENT PROCESS

33. DEVELOP THE OPTIMAL SOLUTION(S)3
DEVELOP THE OPTIMAL SOLUTION(S)

34. 4
IMPLEMENT CHANGES

35. 5
STUDY THE RESULTS

36. STANDARDIZE THE SOLUTION6
STANDARDIZE THE SOLUTION

37. 7
PLAN FOR THE FUTURE

38. COST OF POOR QUALITY
THOSE COSTS ASSOCIATED WITH THE NONACHIEVEMENT OF PRODUCT OR SERVICE QUALITY AS DEFINED BY THE REQUIREMENTS ESTABLISHED BY THE ORGANIZATION AND ITS CONTRACTS WITH CUSTOMERS AND SOCIETY

39. COST OF POOR QUALITY CATEGORIES
PREVENTIVE COST CATEGORY
APPRAISAL COST CATEGORY
INTERNAL FAILURE COST CATEGORY
EXTERNAL FAILURE COST CATEGORY

40. Malcolm Baldrige National Quality Award Criteria for Excellence

41. Dr. W. Edwards Deming

42. Dr. W. Edwards Deming
Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. He passed on in 1993.
Trained as a statistician, his expertise was used during World War II to assist the United States in its effort to improve the quality of war materials.
He was invited to Japan at the end of World War II by Japanese industrial leaders and engineers. They asked Dr. Deming how long it would take to shift the perception of the world from the existing paradigm that Japan produced cheap, shoddy imitations to one of producing innovative quality products.

43. Deming’s 14 Points:
Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.

44. Deming’s 14 Points:
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.

45. Deming’s 14 Points:
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production that may be encountered with the product or service.

46. Deming’s 14 Points:
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11A. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
11B. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

47. Deming’s 14 Points:
12A. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
12B. Remove barriers that rob people in management and in engineering of their right to pride of workmanship.
13. Institute a vigorous program of education and self- improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

48. Drug Maker Johnson & Johnson Cited on Quality Issues
Reasons for Citation:
Distribution of drugs that failed quality requirements
Failure to identify product defects during routine testing
Failure to detect incorrect expiration dates on drug labels
Failure to adequately investigate product problems
Failure to follow laboratory controls and inadequate training of lab staff