MODULE 5Quality ManagementDo the right things right the first time, every time.

Quality is a Journey, not a Destination

The concept of quality is subjective and difficult to defineCertain aspects of quality can be identifiedUltimately, the judgement of quality rests with the customerQuality is a products or services ability to satisfy the needs and expectations of the customerQuality is fitness for use - Joseph JuranQuality is conformance to requirements - Philip Crosby

What is Quality?

Performance basic operating characteristicsFeatures extra items added to basic featuresReliability probability product will operate over timeDimensions Of Product Quality

4. Conformance meeting pre-established standards5. Durability life span before replacement 6. Serviceability ease of getting repairs, speed & competence of repairsDimensions Of Product Quality

7. Aestheticslook, feel, sound, smell or taste8. Safetyfreedom from injury or harm9. Other perceptionssubjective perceptions based on brand name, advertising, etcDimensions Of Product Quality

The difference between these two words is Quality means - to measure the products without any deficiencies which assure the customers & Reliability means the products should be consistent without any failure. Quality is the standard of something as measured against other things, while reliability is being dependable and consistency.

Differences between Quality and Reliability

Quality means tosatisfy theconformance with requirements and reliability is something which related to the product cycle time,whether the product is reliable & meets thecriteria to satisfy the time line given by the customers. ( e.gWarranty time / hours / no of days in services).

Ex: Twowheeler (motorbikepiston head). The engine piston has satisfied all the design specification & as well as material requirements tofulfilthe needs yet this product still need to conform whether this piston will be able tosatisfy the extreme temperature inside the engine ...? if not then we cannotrelyon thispiston. This how reliability comes into pictures.

Differences between QA & QC

Quality Assurance (Q.A.)Quality Control (Q.C.)A part of quality management focused on fulfilling quality requirementsA part of quality management focused on providing confidence that quality requirements will be fulfilled.Quality Assurance is defined as All the planned and systematic activities implemented within the quality system that can be demonstrated to provide confidence that a product or service will fulfil requirements for quality.Quality Control is defined as The operational techniques and activities used to fulfil requirements for quality.Quality Assurance is fundamentally focused on planning and documenting those processes to assure quality including things such as quality plans and inspection and testing plansQuality control on the other hand is the physicalverification that the product conforms to these planned arrangements by inspection, measurementQuality Assurance is a complete system to assure the quality of products or services. It is not only a process, but a complete system including also control. It is a way of management.Quality Control just measures and determines the quality level of products or services. It is a process itself.

TQM is a Management philosophy and company practices that aim to harness the human and material resources in most effective way to achieve objectives of the organization Total in Total Quality management meansAll Interested parties are consideredAll requirements are addressedAll activities of the organization are coveredAll employees are involved

TOTAL QUALITY MANAGEMENT (TQM)

Quality PhilosophersWalter ShewhartW. Edwards DemingJoseph JuranPhilip CrosbyArmand FeigenbaumKaoru IshikawaGenichi Taguchi

Joseph M JuranJoseph M. Juran made many contributions to the field of quality management in his 70+ active working years. His book, the Quality Control Handbook, is a classic reference for quality engineers. He revolutionized the Japanese philosophy on quality management and in no small way worked to help shape their economy into the industrial leader it is today. Dr. Juran was the first to incorporate the human aspect of quality management which is referred to as Total Quality Management. Juran is well known for his Quality Trilogy.

1. Quality Planning3. Quality Control2. Quality Improvement

Jurans Quality Trilogy

Quality Planning Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimise the product features so as to meet our needs and customer needs. Quality Improvement Develop a process which is able to produce the product. Optimise the process. Quality Control Prove that the process can produce the product under operating conditions with minimal inspection. Transfer the process to Operations.

Quality CostsThe costs of quality are the cost associated with the prevention, discovery, and resolving of defects in parts. These costs can arise whether the product is in the design stages, manufacturing plant, or in the customer's hand.It is important to identify the cost of quality so that we can determine the expenses associated with producing a quality product.Joseph Juran divided the costs of quality into 4 categories. Using this system, we can better understand where the money is being spent.

The 4 categories of quality costs are:Internal Failure Costs - These include the cost of evaluating, disposing of, or other action on a part that has failed inspection. Some examples are; rework, scrap, retesting, and troubleshooting. External Failure Costs - These are all costs associated with failure of parts after they are shipped to the customer. They are usually a result of not meeting the needs or specifications of the user. Some examples are; recalls, complaints, returns, and replacements.

Appraisal Costs - These are the cost of evaluating a product or a service throughout the process of design until the product is shipped. The evaluation is to test conformance to set standards. Some examples are part inspection, testing, and audits.

Prevention Costs - Prevention cost are those associated with preventing defect in products or processes. Some examples are training and quality planning.

1. Create constancy of purpose2. Adopt philosophy of prevention3. Cease mass inspection4. Select a few suppliers based on quality5. Constantly improve system and workers6. Institute worker trainingDemings 14 Principles

7. Instil leadership among supervisors8. Eliminate fear among employees9. Eliminate barriers between departments10. Eliminate slogans11. Remove numerical quotas12. Enhance worker pride13. Institute vigorous training & education programs14. Implement these 13 pointsDemings 14 Principles (continued)

The Deming Wheel (or P-D-C-A Cycle)1. PlanIdentify problemDevelop plan forimprovement2. DoImplement planon test basis

3. Study / CheckIs the plan working4. ActInstitutionalize improvementContinue cycle

Philip Crosby is another major contributor to the quality movement. In 1979, he left ITT (International Telephone and Telegraph) and wrote his book, Quality is Free, in which he argues that dollars spent on quality and the attention paid to it always return greater benefits than the costs expended on them. Whereas Deming and Juran emphasized the sacrifice required for a quality commitment, Crosby takes a less philosophical and more practical approach, asserting instead that high quality is relatively easy and inexpensive in the long run. Contribution of Philip Crosby

Crosby is the only American quality expert without a doctorate. He is responsible for the zero defects program, which emphasizes doing it right the first time, (DIRFT) with 100 percent acceptable output. Unlike Deming and Juran, Crosby argues that quality is always cost effective. Like Deming and Juran, Crosby does not place the blame on workers, but on management. Crosby also developed a 14point program, which is again more practical than philosophical. It provides managers with actual concepts that can help them manage productivity and quality.

Crosby defined the Four Absolutes of Quality Management:- Quality is conformance to requirements - Quality prevention is preferable to quality inspection - Zero defects is the quality performance standard - Quality is measured in monetary terms the price of non-conformance

According to Crosby, five characteristics of highly successful organisations are:- People routinely do things right first time - Change is anticipated and used to advantage - Growth is consistent and profitable - New products and services appear when needed - Everyone is happy to work there

Quality Function Deployment (QFD)First conceptualized in 1966 as a method or concept for new product development under the umbrella of Total Quality Control, Hinshitsu tenkai (quality deployment) was developed by Dr. Shigeru Mizuno and Yoji Akao.QFD is used to translate customer requirements to engineering specifications. It is a link between customers - design engineers - competitors - manufacturing. It provides an insight into the whole design and manufacturing operation from concept to manufacture and it can dramatically improve the efficiency as production problems are resolved early in the design phase.

QFD is:Understanding Customer Requirements Quality Systems Thinking + Psychology + Knowledge/Epistemology Maximizing Positive Quality That Adds Value Comprehensive Quality System for Customer Satisfaction Strategy to Stay Ahead of The Game

Why is it important?It is very powerful as it incorporates the voice of the customer in the designs - hence it is likely that the final product will be better designed to satisfy the customer's needs. Moreover, it provides an insight into the whole design and manufacturing operation (from concept to manufacture) and it can dramatically improve the efficiency as production problems are resolved early in the design phase.

A quality circle is a volunteer group composed of workers who meet together to discuss workplace improvement, and make presentations to management with their ideas. Typical topics are improving safety, improving product design, and improvement in manufacturing.Quality Circles

Quality CirclesGroup of employees who meet regularly to solve problemsQuality Circles are small groups of people who do similar or related work and meet regularly to identify, analyse,and solve product-quality and production problems and to improve general operations.Trained in planning, problem solving, and statistical methodsOften led by a facilitatorVery effective when done properly

VolunteersSet Rules and PrioritiesDecisions made by ConsensusUse of organized approaches to Problem-SolvingAll members of a Circle need to receive trainingMembers need to be empoweredMembers need to have the support of Senior Management

QC Characteristics

The Quality Circle Process

Organization and PlanningBenefits of Quality CirclesImproved communicationGreater job satisfactionImproved moraleImproved qualityCost savings

Organization and Planning

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