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Basic Concepts of Quality

Dr. Ashwini Kumar Sharma

Introduction: Concept of Quality including need and evolution, Definition of Total

quality management and Quality Assurance, Basic concepts of TQM, Rationale for TQM,
key elements of TQM, Quality considerations in design, Contributions of Deming, Juran
and Crosby, Barriers to TQM
 Quality - Definition 2

• Juran (1974): Fitness for intended use

• Crosby (1979): Conformance to requirements or

specifications

• Mitra (2000)
• Is the fitness of the product or service for meeting or
exceeding its intended use as required by customer
Quality characteristics 3
• Are of two types
• Variables
• Measurable and expressed on numerical scale,
• Eg., Diameter, Resistance etc.
• Attributes
• If a characteristic is said to be conforming or non conforming
or that can not be measured

• Variable can be attribute, but attribute cannot be variable

• It results in economical measurement and time saving
How to define quality? 4

• Diameter
• Length
• Pressure
• Wall Thickness
How to define quality? – contd. 5

• Taste, Smell

• Price, Way of serving etc.

How to define quality? – contd. 6

Place B Place A 3.4 occurrences per

1000000 units

• Time
• Reliability
Some Terminologies 7

• Nonconformity • Nonconforming unit

• A quality • A unit that has one or
characteristic that more nonconformities
does not meet its such that the unit is
stipulated unable to meet the
specifications intended standards and
is unable to function as
• Eg. Thickness of required
plate: 5 +/- 0.1, but • Eg. A plate having both
if it is 5.2, then thickness and length
nonconformity failing to meet
specifications
Some Terminologies – contd.. 8
• Standard / specification
• Refers to a precise statement that formalizes the requirements of
the customer, it may relate to a product, process or a service

• Specification
• A set of conditions and requirements of specific and limited
application that provide a detailed description of the procedure,
process, material, product or service for use primarily in
procurement and manufacturing
Accuracy & Precision 9
Accuracy & Precision

10
 Aspects of Quality 11
• Quality of design

• Implies that the product or service must minimally possess to satisfy

the requirements of the customer

• Design must be simplest and least expensive too

• Influenced by such factors as the type of product, cost, profit policy,

demand, availability of parts and materials, product safety etc.

• Increase in designed quality level will lead to increase in cost at an

exponential rate
Aspects of Quality – contd. 12
Aspects of Quality – contd.. 13
• Quality of conformance
• Implies that the manufactured product or service rendered must meet the
standards selected in the design phase
• With respect to manufacturing, it is concerned with the degree to which
quality is controlled from the procurement of raw material to the shipment
of finished goods
• It consists of 3 broad areas:
• Defect Prevention: deals with means to prevent the occurrence of defects.
• Defect Finding: Done through inspection, test and statistical analysis of data from the
process
• Defect analysis and rectification
Aspects of Quality – contd.. 14

• Quality of performance
• Is concerned with how well the product functions or service
performs, when put to use
• It measures the degree to which the product or service satisfies
the customer
• It is a function of both quality of design and quality of
conformance
• If a product does not function well enough to meet the
expectation of a customer or standards, then adjustment need
to be done in the design or conformance phase
• Relation between QOD, QOC, QOP
Aspects of Quality – contd.. 15

Quality of
conformance

Quality of Quality of
design performance
 Aspects of Quality – contd.. 16

• Relation between QOD, QOC, QOP – contd..

• QOD has an impact on the QOC

• This result in constant exchange of information between QOC and QOD or

design and manufacturing phases for a feasible design to be achieved

• Only single line interaction between QOC and QOP, because, if QOD is
met in QOC phase, then the QOP will always be good and hence no
double line
Dimensions of Quality

Garvin describes eight “dimensions” of quality

• Performance: the products operating characteristics
• Reliability :the probability of the product surviving for at least a specified
time under normal operating conditions.
• Serviceability: The speed, accessibility and ease of repairing the item or
having it repairs.
• Conformance: the degree to which the product meets predetermined
standards.
cont’d

• Durability : The measure of the projected use available from

the product over its intended operating cycle before it
deteriorates.
• Features : Secondary characteristics which supplement the
products basic function.
• Aesthetics: Personal judgements of how a product looks,
feels, sounds, tastes or smells
• Perceived quality: closely identified with the reputation of
the producer.
Quality control 19
• It is defined as a system that is used to maintain a desired level
of quality in a product or service

• Can be achieved by planning, design, use of proper equipment

and procedures, inspection and taking corrective action in case
of deviation
TQM & QA 20

• Management approach to long-term success through customer satisfaction. In a

TQM effort, all members of an organization participate in improving processes,
products, services, and the culture in which they work.

• “System that ensures all procedures that have been designed and planned are
followed”
 Quality Assurance 21

• Quality is not the responsibility of one person in the organization

• Role and purpose of the quality assurance function is to have a “System that
ensures all procedures that have been designed and planned are followed”
• Objective of quality assurance is to have in place a formal system that
continually survey the effectiveness of the quality philosophy of the company
• Definition: “It refers to all those planned or systematic actions necessary to
provide confidence that a product or service will satisfy given needs”
• Quality assurance is conducted by carrying out a AUDIT to check whether the
given procedures are followed or not
Quality Improvement 22
Is a never ending process to reduce both the variability of process and the
production of nonconforming items
Process control deals with identification and elimination of special causes that
force a system to go out of control, while quality improvement relates to the
detection and elimination of common causes
• Common causes • Special causes
• Inherent to the system and • Not inherent to the system
are always present • Impact on the output is not
• Impact on the output may be uniform
uniform • Are controllable by the
• Needs the attention of operator
management • Are those for which an
• Accounts for at least 90% of identifiable reason can be
the quality problems determined like tool wear,
poor raw materials etc.
Quality Circle and Quality Improvement Team 23
• Quality circle • Quality Improvement
• Informal group of people . team
• Participation is voluntary • Formal group
• People from same area or • Participation is mandatory
dept.
• People from different
• Consists of operators, department
supervisors and managers
• Work towards improvement
• Work towards improvement of product or process from
of product, process or their quality perspective
personal well being
• Team gets dismantled after
• Team never gets completion of project
dismantled
• Productivity improvement
tool
PDCA Cycle 24
PDCA Cycle 25

• Plan

• Opportunities for improvement are recognised and

operationally defined

• Since customer satisfaction is important, degree of

difference between customer needs satisfaction
and process performance are analysed

• Goal is to reduce the difference and the possible

relationship between the variables in the process
and their effect are hypothesized
PDCA Cycle 26

• Do
• Cause of action developed in planning is put into
action

• If necessary trial runs or prototype are conducted

• Feedback is obtained from process and customer

PDCA Cycle 27

• Check
• Analysing the result
• Statistical methods will be used
• Act
• Decision is made regarding implementation if the
results of the check stage are positive and if
negative , alternative plans are developed
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 PRIMARY ELEMENTS OF TQM 29

TQM can be summarized as a management system for a customer-focused

organization that involves all employees in continual improvement.
• It uses strategy, data, and effective communications to integrate the quality discipline into the culture and
activities of the organization.
• Many of these concepts are present in modern quality management systems, the successor to TQM.
Here are the 8 principles of total quality management:

1. Customer-focused

• The customer ultimately determines the level of quality. No matter what an organization does
to foster quality improvement—training employees, integrating quality into the design process,
or upgrading computers or software—the customer determines whether the efforts were
worthwhile.
 PRIMARY ELEMENTS OF TQM 30

• All employees participate in working toward common goals. Total

employee commitment can only be obtained after fear has been
driven from the workplace, when empowerment has occurred, and
2. Total employee when management has provided the proper environment. High-
involvement
performance work systems integrate continuous
improvement efforts with normal business operations. Self-
managed work teams are one form of empowerment.
• A fundamental part of TQM is a focus on process thinking. A
process is a series of steps that take inputs from suppliers
(internal or external) and transforms them into outputs that are
3. Process Centered
delivered to customers (internal or external). The steps required to
carry out the process are defined, and performance measures are
continuously monitored in order to detect unexpected variation.
 PRIMARY ELEMENTS OF TQM 31
4.Integrated system: Although an organization may consist of many different functional specialties often
organized into vertically structured departments, it is the horizontal processes interconnecting these
functions that are the focus of TQM.
• Micro-processes add up to larger processes, and all processes aggregate into the business
processes required for defining and implementing strategy. Everyone must understand the
vision, mission, and guiding principles as well as the quality policies, objectives, and critical
processes of the organization. Business performance must be monitored and communicated
continuously.
• An integrated business system may be modeled after the Baldrige Award criteria and/or
incorporate the ISO 9000 standards. Every organization has a unique work culture, and it is
virtually impossible to achieve excellence in its products and services unless a good quality
culture has been fostered. Thus, an integrated system connects business improvement
elements in an attempt to continually improve and exceed the expectations of customers,
employees, and other stakeholders.
 PRIMARY ELEMENTS OF TQM
32

Strategic and systematic Fact-based decision

Continual improvement Communications
approach making

• A critical part of the • A large aspect of TQM • In order to know how well • During times of
management of quality is is continual process an organization is organizational change, as
the strategic and improvement. Continual performing, data on well as part of day-to-day
systematic approach to improvement drives an performance measures operation, effective
achieving an organization to be both are necessary. TQM communications plays a
organization’s vision, analytical and creative in requires that an large part in maintaining
mission, and goals. This finding ways to become organization continually morale and in motivating
process, called strategic more competitive and collect and analyze data employees at all levels.
planning or strategic more effective at in order to improve Communications involve
management, includes the meeting stakeholder expe decision making accuracy, strategies, method, and
formulation of a strategic ctations. achieve consensus, and timeliness.
plan that integrates quality allow prediction based on
as a core component. past history.
 W. EDWARDS DEMING’S 14 POINTS 33

End the practice of

awarding business on Improve constantly and
Create constancy of Cease dependence on
Adopt the new price alone; instead, forever every process for
purpose for improving inspection to achieve
philosophy. minimize total cost by planning, production and
products and services. quality.
working with a single service.
supplier.

Eliminate slogans,
Institute training on the Adopt and institute Break down barriers
Drive out fear. exhortations and targets
job. leadership. between staff areas.
for the workforce.

Remove barriers that rob

Eliminate numerical Institute a vigorous Put everybody in the
people of pride of
quotas for the workforce program of education company to work
workmanship, and
and numerical goals for and self-improvement for accomplishing the
eliminate the annual
management. everyone. transformation.
rating or merit system.
 TQM 34
• Total quality management(TQM) is the enhancement of
the traditional way of doing business.
• TOTAL–Made up of the whole
• QUALITY–Degree of excellence a product or services
A stands for accident cure
provides B stands for Breakdown
• MANAGEMENT–Art of handling, controlling , directing etc. C stands for Cost reduction
D stands for damage
• 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.
 Quality 35

• Quality is a judgment by customers or users of a product or service.

That is , quality is a customer determination or a manger’s
determination.
➢Quality does not mean an expensive product, on the contrary, it is fitness for the use of
customers. Quality can be quantified as follows
➢Q = P/E
➢Where, Q = Quality, P= Performance, E = Expectation
➢If Q>1.0 , then the customers has a good feeling about the product or service.
➢According to Deming “It is the predictable degree of uniformity at low cost and suited to the
market”
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 Keyword 37
• TYPE OF CUSTOMER
• External Customer:-The customers outside the company are • Customer satisfaction-It is a state of
external customers. For example-govt regulatory bodies and affairs in which customers feel that their
public. expectations have been met by the product
features
• Internal customers:-The customers inside the company
• Customer Dissatisfaction-It is a state of
example –members of the company like quality department
receives product from manufacturing department. affairs in which deficiencies ( in goods and
services) result in customer annoyance,
Stated and Implied needs complaints , claims and so on.
• The stated needs are the needs which the customers specifies for • Deficiencies –A product deficiency is a
procurement of the goods and services product failure that results in product
• The implied needs are associated functions the product is dissatisfaction. Deficiencies are stated in
supposed to perform irrespective of whether they are stated or different units, such as errors, defects ,
not failures etc
• Example-The state need for a customer while buying a pen may be certain
specification and price range, whereas implied need is that the pen should be
able to write clearly, smoothly till the time the ink gets exhausted.
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TQM Benefits 40

• Improved product quality • Improved customer satisfaction

• Improved productivity • Improved communication
• Reduced quality costs
• Enhancement of job interest
• Increased market and customers
• Better company image
• Increased Profitability
• Reduced employee grievances • Enhanced problem-solving capacity
• Improved employee participation
• Improved teamwork
• Improved working relationships
 TQM Barriers 41
The main barriers to TQM are as
follows : vi. Nature of organization
i. Lack of understanding of the TQM
vii. Lack of adequate education & training
concept
viii. Limited resources
ii. Absence of visible support from
senior & Top management
ix. Irregularity of the meetings
iii. Fear of change
x. Delay in implementation of the
recommendation
iv. Poor internal communication
xi. Difficulties in evaluation
v. Heavy work loads