basic concepts of quality.ppt

7/23/2019 Basic Concepts of Quality.ppt

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BASIC CONCEPTSOF QUALITY

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Learning Objectives

QUALITY

QUALITY CONTROL

QUALITY ASSURANCE

QUALITY MANAGEMNT

TOTAL QUALITY MANAGEMENT

Little q vs Big Q

ISO SYSTEM

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QUALITY

A subjective term for which each person

has his or her own definition.

Characteristics of a product that bears onits ability to satisfy the stated or implied

needs.( ASQ)

(ASQ)Note:

American Society for Quality ASQ

American Society for Quality Control.(ASQC)

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QUALITY

Features of products which meet customer

needs and thereby provide customer

satisfaction.

In this sense the meaning of quality is

oriented to income

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QUALITY

A product or service free of deficiencies.

Freedom from errors that require doing workover again (rework) or that may results in field of

failures, customer dissatisfaction, customer

claims and so on.

In this sense quality is oriented to cost and

higher quality means Costs Less

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QUALITYProduct features meet

customer needs Higher quality enables

companies to: Increase customer satisfaction

Make products salable

Meet competition

Increase market share

Provide sales income

Secure premium prices

The major effect is on

sales

Usually higher quality

costs more.

Freedom from deficiences

Freedom from

deficiencies Reduce error rates

Reduce rework, waste

Reduce failure

Warranty charges

Reduce customer dissatisfaction

Reduce inspection, test

Shorten time to put new products in the

market

Increase yields, capicity

Improve delivery performance

Major effect is on cost

Usually, higher quality

costs less

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What is Quality?

User-based: In the eyes of the beholder

Manufacturing-based: Right the first

time

Product-based: Precise measurement

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Accuracy Vs

Precision

AccuracyThe accuracy of a

measurement describes

how close it is to the

'real' value.

Precision

The ability of a

measurement to be

consistently reproduced

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Dimensions of Product Quality

Performance

Aesthetics

Special features: convenience, high tech Safety

Reliability

Durability

Perceived Quality

Service after sale

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Dimension 1: Performance

Does the product or serv ice do what it is

supposed to do , wi th in i ts def inedtolerances?

Performance is often a source of

contention(conflict) between customers and

suppliers, particularly when deliverables are not

adequately defined within specifications.

The performance of a product often influences

profitability or reputation of the end-user. Assuch, many contracts or specifications include

damages related to inadequate performance.

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Dimension 2: Features Does the produc t or serv ices possess al l of

the features specif ied, o r requ ired for i ts

intended (future planned) purpose?

While this dimension may seem obvious,performance specifications rarely define the

features required in a product. Thus, its

important that suppliers designing product or

services from performance specifications arefamiliar with its intended uses, and maintain

close relationships with the end-users.

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Dimension 3: Reliability

Will the product consis tent ly perform wi th in

speci f icat ions?

Reliability may be closely related to

performance. For instance, a productspecification may define parameters for up-time,

or acceptable failure rates.

Reliability is a major contributor to brand or

company image, and is considered a

fundamental dimension of quality by most end-

users.

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Dimension 4: Conformance

Does the product or serv ice conform to

the speci f icat ion?

If its developed based on a performance

specification, does it perform as specified?

If its developed based on a design

specification, does it possess all of the

features defined?

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Dimension 5: Durability

How long w i ll the product perform or last ,

and under what condi t ions?

Durability is closely related to warranty.

Requirements for product durability are oftenincluded within procurement contracts and

specifications.

For instance, fighter aircraft procured to operate

from aircraft carriers include design criteria

intended to improve their durability in the

demanding naval environment.

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Dimension 6: Serviceability

Is the produc t relat ively easy to

maintain and repair?

As end users become more focused on

Total Cost of Ownership than simple

procurement costs, serviceability (as well

as reliability) is becoming an increasingly

important dimension of quality and criteriafor product selection.

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Dimension 7: Aesthetics

The way a product looks is important to

end-users. The aesthetic properties of a

product contribute to a companys or

brands identity. Faults or defects in aproduct that diminish its aesthetic

properties, even those that do not reduce

or alter other dimensions of quality, areoften cause for rejection.

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Dimension 8: Perception

Percept ion is real i ty . The p roduc t o r serv ice

may possess adequate or even superior

dimens ions of quali ty , bu t st i l l fal l v ict im to

negat ive cus tomer or pub l ic percept ions.

As an example, a high quality product may getthe reputation for being low quality based on

poor service by installation or field technicians. If

the product is not installed or maintained

properly, and fails as a result, the failure is oftenassociated with the products quality rather than

the quality of the service it receives.

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Dimensions of service Quality

1. Time & Timeliness

customer waiting time, completed on

time

2. Completeness

customer gets all they asked for

3. Courtesytreatment by employees

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Dimensions of service Quality

4. Consistency

same level of service for all customers

5. Accessibility & Convenience

ease of obtaining service

6. Accuracy

performed right every time

7. Responsiveness

reactions to unusual situations

--reaction time of the service.

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Two Aspects of Quality

Quali ty of designmeasures how closely

the characteristics of products or services

meet the needs and wants of customers.

Conform ance quali tyrefers to the

performance of a product or service

according to design and product

specifications.

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GRADE ?

Category or rank given to different quality

requirements for products, processes, or

systems having the same functional use

( ISO 9001:2000)

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Importance of Quality

Lower costs (less labor, rework, scrap)

Motivated employees

Market Share Reputation

International competitiveness

Revenues generation increased (ultimategoal)

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INSPECTION

It is the sorting / segregation of Non

conforming items from the conforming

items

Means separation of Defective items from

the right items

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QUALITY CONTROL

Quality control: The observation,

technical techniques and activities that

are used to fulfill requirements for quality.

OR

Quality Control (QC) is a system of routine

technical activities, to measure and control

the qualityof the inventory as it is being

developed.27


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QUALITY CONTROL

The QC system is designed to:

(i) Provide routine and consistent checks to ensure

data integrity, correctness, and completeness;

(ii) Identify and address errors and omissions;

(iii) Document and archive inventory material and

record all QC activities.

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QUALITY ASSURANCE

is all systematic and planned actions

which are necessary to provide

adequate confidence that a product orservice will satisfy the given

requirement for quality.

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QUALITY MANAGEMENT

is a systematic set of operatingprocedures which is company wide,

documented, implemented andmaintained while ensuring the growthof business in a consistent manner

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QM Vs QAThe Prime Focus of

Quality Management Quality Assurance

Achieving results that satisfy the

requirements for quality.

Demonstrating that the requirements for

quality have been (and can be) achieved.

Motivated by stakeholders internal to theorganization, especially the organizations

management

Motivated by stakeholders, especiallycustomers, external to the organization

Goal is to satisfy all stakeholders Goal is to satisfy all customers.

Effective, efficient, and continually

improving, overall quality-related

performance is the intended result.

Confidence in the organizations products

is the intended result

Scope covers all activities that affect the

total quality-related business results of the

organization

Scope of demonstration coves activities

that directly affect quality-related process

and product results37


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THE LATEST APPROACH

The comprehensive approach towardsquality management system

It is the process of individual &organizational development the purpose ofwhich is to increase the level of satisfaction

of all the stakeholders

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HIERARCHIAL STRUCTURE


QUALITY MANAGEMENT

QUALITY ASSURANCE

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HIERARCHIAL STRUCTURE

QUALITY ASSUR. (GMP+Original prod. design &development)

GOOD MFG. PRACTICE

QUALITY CONTROL

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HISTORICAL BACKGROUND

THE OLDEST TERM QUALITY

QUALITY CONTROL

QUALITY ASSURANCE (1970s)

QUALITY MANAGEMENT

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HISTORICAL BACKGROUND


CURRENTLY ENTERPRISES ARE RUSHING TO

1. SIX SIGMA

2. DEMING AWARD

3. MALCOLM BALDRIDGE NATIONAL QUALITYAWARD (MBNQA)

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Quality Statements

There are three types of quality statements:

1. Vision statement2. Mission statement3. Quality policy statement

The utilization of these statements varies from

organization to organization. Small organizationmay use only the quality policy statement

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Vision Statement

A vision statement is sometimes called a picture

of your company in the future but its so muchmore than that. Your vision statement is your

inspiration, the framework for all your strategicplanning.

A vision statement may apply to an entirecompany or to a single division of that company.

Whether for all or part of an organization, thevision statement answers the question, Where dowe want to go?

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Example

Institute of Quality & TechnologyManagement (IQTM) will be a dynamiccontributor of the professionals to the local,

regional, national, and internationalmanufacturing and services organizations inthe field of Industrial Engineering & Quality

Management.

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Mission Statement

A mission statement concerns what an organization is allabout. The statement answers the questions such as: whowe are, who are our customers, what do we do and howdo we do it. This statement is usually one paragraph or

less in length, easy to understand, and describes thefunction of the organization. It provides clear statement ofpurpose for employees, customers, and suppliers.

Mission statements describe the overall purpose ofan organization: what you do, who you do it for,and how and why you do

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Example

The IQTM has 3 fold educational missions:

1. The teaching mission is to provide high qualityundergraduate and postgraduate courses in the field

of Industrial Engineering and quality management.2. The research mission is to advance knowledge in the

area of Industrial Engineering & Quality Managementto strengthen and support manufacturing and service

sectors3. The service mission is to participate in the faculty

governance, in the broader community of theengineering profession, and in the mission of the

university.50

Difference between a mission


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Difference between a missionstatement and a vision statement

a mission statement focuses on a

companys present statewhile

a vision statement focuses on acompanys future.

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Quality Policy Statement

The quality policy is a guide for everyone inthe organization as to how they shouldprovide products and services to the

customers. It should be written by the CEOwith feedback from the workforce and beapproved by the quality council. A quality

policy is a requirement of ISO 9000.

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QUALITY POLICY

It is the mission statement of theorganization which is consistent with otherorganizational policies, and is understood,

implemented, and reviewed at all level ofthe organizations.

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Quality Policy Example

Institute of Quality and Technology Management,University of the Punjab is committed to provide efficientand cost effective education/training in QualityManagement for Manufacturing and Service sectors. We

are dedicated to provide trained professionals who shall beinstrumental in our continuous quality improvement inmanufacturing and services sectors of Pakistan. We shallachieve our aims by fulfilling our objectives, training of our

faculty members and assuring a continual qualityimprovement in our working system.

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QUALITY OBJECTIVES

Quality Objectives are measurable goalspertaining to quality, fitness for use,performance, safety, and dependability

which is consistent with the quality policyand which reflect the satisfaction ofcustomers requirements.

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QUALITY MANUAL

The main document used to demonstrate ordescribe a documented quality system.

A sign-post or map of a quality system.

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QUALITY PROCEDURES

Quality Procedures are elements,requirements and descriptions of processadopted by an Organization for its quality

system, which are documented in an orderlyand understandable manner.

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QUALITY RECORDS

Quality Records All evidence in anyform (whether on paper, magnetic disks,software or other form of recordings) which

demonstrate conformance to specifiedrequirements, and the effective operation ofthe quality system.

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QUALITY COSTS

Quality Costs All corrective, preventive,inspecting, and opportunities lost as a resultof not meeting customer requirements.

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BIG Q Vs LITTLE q

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BIG Q Vs LITTLE q

Expression that contrasts the differencebetween striving for quality in all of thefirm'sproducts and processes (the big 'Q')and striving for quality in a limited or

specific area (the little 'q').

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GLP -----Goods laboratory practices

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TQM V ISO SYSTEM (1)


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TQM Vs ISO SYSTEM (1)

ISO 9000 TQMNOT NECESSARILY

CUSTOMER

FOCUSED

DEFINITELY

CUSTOMER FOCUSED

TECHNICAL SYSTEM

& PROCEDURES

FOCUSED

PHILOSPHY,

CONCEPTS, TOOLS

&TECHNIQUES

FOCUSEDEMPLOYEE

INVOLVEMENT NOT

NECESSARY

EMPLOYEE

INVOLVEMENT

NECESSARY64

TQM V ISO SYSTEM (2)


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TQM Vs ISO SYSTEM (2)

ISO 9000 TQMLESS OR NO FOCUS

ON CQI (Continuous

Quality Improvement)

CQI &TQM ARE

SYNONYM

CAN BE

DEPATMENTALLY

FOCUSED

ORGANIZATION WIDE

QUALITYDEPARTMENT

RESPONSIBLE FOR

QUALITY

EVERYONERESPONSIBLE FOR

QUALITY

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