© 2012 INSTITUTE OF TECHNOLOGY PETRONAS SDN BHDAll rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means (electronic,mechanical, photocopying, recording or otherwise) without the permission of the copyright owner.

Universiti Teknologi PETRONASFaculty of EngineeringChemical Engineering Department

byIr Dr Abdul Halim Shah Maulud

Chemical Engineering DepartmentEmail : halims@petronas.com.my Room : 05-03-06

Introduction to Quality Control ‐ Part I

Engineers in Society VBB4043May semester, 2014

Objectives

To realize what quality means (definition of quality).

To know the most important quality pioneers and 

theories for quality. 

Quality??

• What quality means to you?

What is Quality?

Quality is “fitness for use” (Joseph Juran)

Quality is “conformance to requirements”(Philip B. Crosby)

Quality is a dynamic state associated with products,services, people, process and environment that meet orexceed customer expectation.

Motivation (Cost of Quality)

• Deming is perhaps the best-known quality pioneer.• His approach to quality was statistically based.• 1940, he worked at US Census Bureau.• During World War II, he worked with U.S. defense industries.• After World War II, Deming went to Japan under government

sponsorship to assist with a population census.

Quality Pioneers

W. Edwards Deming

The Deming Cycle

• Plan. Recognize an opportunity and plan a change.

• Do. Test the change. Carry out a small-scale study.

• Check. Review the test, analyze the results and identify what you’ve learned.

• Act. Take action based on what you learned in the checkstep: If the change did not work, go through the cycle againwith a different plan. If you were successful, incorporatewhat you learned from the test into wider changes. Use whatyou learned to plan new improvements, beginning the cycleagain.

• W Edwards Deming 14 points for Management:1. Create constancy of purpose2. Adopt a new philosophy3. Create mass inspection4. End awarding business on the basis price tag5. Constantly improve the system6. Institute training on the job7. Improve leadership8. Drive out fear9. Break down barriers between departments10. Eliminate slogan11. Eliminate work standards12. Remove barriers to pride13. Institute education and self-improvement14. Put everybody to work

Quality Theory

DEMING`s “7 Deadly Diseases” for Management

1. Lack of constancy of purpose.2. Emphasis on short term profits only.3. Evaluation of performance, merit rating or annual 

review.4. Mobility of management.5. Running a company on visible figures alone.6. Excessive medical costs for employee health care.7. Excessive costs of warrantees.

• Based on threeprocesses.

• Control versusbreakthrough

• Project‐by‐projectimprovement

Joseph M Juran

Pareto Law

Crosby’s Concept of Zero Defect

1. Quality begins with education and ends with education2. The first step in quality is to know the requirements of the

customer3. The ideal state of quality control is when inspections is no longer

necessary4. Remove the root causes, not the symptoms5. Quality control is the responsibility of all workers and all divisions6. Do not confuse the means with the objectives7. Put quality first and set your sights on long-term objectives8. Marketing is the entrance and exit of quality9. Top management must not show anger when facts are presented to

subordinates10. 95% of the problems in a company can be solved by the 7 tools of

quality11. Data without dispersion information are false data.

Kouru Ishikawa * Basic tool of quality

13

Cause and Effect, Ishikawa or Fishbone Diagrams (designed by Kauro Ishikawa)

• Illustrates multiple levels of potential causes (inputs), and ultimate effects (outputs), of problems or issues that may arise in the course of business.

• May be confusing if too many inputs and outputs are identified.

• An alternative would be a tree diagram, which is much easier to follow.

WHAT’S 6 SIGMA?

• Understanding Six Sigma does not require any great skill or background in statistics. In fact, “What is Six Sigma” can be answered in various ways. In this chapter, we’ll concentrate on defining Six Sigma as

1. A statistical measure of the performance of a process or a product

2. A goal that reaches near perfection for performanceimprovement

3. A system of management to achieve lasting business leadership and world-class performance In exploring these definitions, we’ll provide some insights intowhy Six Sigma is such a powerful movement.

WHAT EXACTLY IS SIX SIGMA?

• Six Sigma is a smarter way to manage a business or a department.

• Six Sigma puts the customer first and uses facts and data to drive better solutions.

• Six Sigma efforts target three main areas:• Improving customer satisfaction• Reducing cycle time• Reducing defects

Six Sigma ConceptTools are integrated into a standard methodology designated by the acronym “DMAIC” for define, measure, analyze, improve, and control:

Define customers and requirementsMeasure things critical to qualityAnalyze baseline, opportunities, 

objectives, and root  causesImprove the processControl the process

WHAT’S NEW ABOUT SIX SIGMA?

1. Six Sigma is customer focused.

2. Six Sigma projects produce major returns on investment.

3. Six Sigma changes how management operates.

Levels of Sigma Performance

'Long Term Yield' (basically the percentage of successful outputs or operations)%

Defects Per Million Opportunities (DPMO)

'ProcesssSigma'

99.99966 3.4 699.98 233 599.4 6,210 493.3 66,807 369.1 308,538 230.9 691,462 1

Example

Design limits of the process

Equipment specifications

Engineering Definition of Quality

The Transmission Example

Quality Improvement

• The transmission example illustrates the utility of this definition

• An equivalent definition is that quality improvement is the elimination of waste. This is useful in service or transactional businesses.

*International trade known no boundary but subject to customers choice and demand plus other factors like political matter. 

* Customers groups set their own quality of product that meet their need. Customers in Europe and in Asia request different quality and different specification

Quality and Global Competitiveness

Organization for International Standard (ISO)

• ISO 9000 certification is well implemented by multinational corporation.

• Well known in Europe and worldwide for continuous improvement in quality products

• ISO 9000 provide documentation for quality system in a series of manual to facilitate trade through supplier conformance 

• 70,000 firms achieve ISO registration by 1996

Comparison of international competitors

* Japan is the champion in global competitiveness‐ Japan> German > Switzerland > Denmark > US* Japan has highest standard of living (first indicatorof competitive status) as well as highest investmentrate (Japan=29%, US 22%) and highest schooldays in a year among industrialized countries(Japan=240 day, US=178 day)* Other indicators of national competitive status are,manufacturing productivity, investment and trade* Keypoint is that Japan spend more on education

Q&A© 2012 INSTITUTE OF TECHNOLOGY PETRONAS SDN BHDAll rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means (electronic,mechanical, photocopying, recording or otherwise) without the permission of the copyright owner.

Class activity (Workshop)

• How we can improve the quality of a project (from your area of study)? e.g. CO2 capture process.

• What is the most important element critical to quality?