Chapter 1 Introduction to Statistical Quality Control, 7th Edition by Douglas C. Montgomery.

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Chapter 1 Introduction to Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 2
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 Learning Objectives

Chapter 1 Introduction to Statistical Quality Control, 7th Edition by Douglas C. Montgomery. 3

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 1.1 Definitions – Meaning of Quality and
Quality Improvement
1.1.1 The Eight Dimensions of Quality

1. Performance
2. Reliability
3. Durability
4. Serviceability
5. Aesthetics
6. Features
7. Perceived Quality
8. Conformance to Standards

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 •This is a traditional definition
•Quality of design
•Quality of conformance

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 This is a modern definition of quality

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 The Transmission Example

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 • 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.

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 1-1.2 Terminology

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 Terminology cont’d
• Specifications
– Lower specification limit
– Upper specification limit
– Target or nominal values
• Defective or nonconforming product
• Defect or nonconformity
• Not all products containing a defect are
necessarily defective

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 1.2. History of Quality Improvement

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 1.3 Statistical Methods for Quality
Control and Improvement

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 Statistical Methods
• Statistical process control (SPC)
– Control charts, plus other problem-solving tools
– Useful in monitoring processes, reducing variability
through elimination of assignable causes
– On-line technique
• Designed experiments (DOX)
– Discovering the key factors that influence process
performance
– Process optimization
– Off-line technique
• Acceptance Sampling
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Walter A. Shewart (1891-1967)
• Trained in engineering and physics
• Long career at Bell Labs
• Developed the first control chart
about 1924

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 1.4 Management Aspects of Quality
Improvement
Effective management of quality requires the
execution of three activities:
1. Quality Planning
2. Quality Assurance
3. Quality Control and Improvement

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1.4.1 Quality Philosophy and Management Strategy

W. Edwards Deming

• Taught engineering, physics in the

1920s, finished PhD in 1928
• Met Walter Shewhart at Western
Electric
• Long career in government
statistics, USDA, Bureau of the
Census
• During WWII, he worked with
US defense contractors, deploying
statistical methods
• Sent to Japan after WWII to work
on the census

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 Deming
• Deming was asked by JUSE to lecture on
statistical quality control to management
• Japanese adopted many aspects of Deming’s
management philosophy
• Deming stressed “continual never-ending
improvement”
• Deming lectured widely in North America
during the 1980s; he died 24 December 1993

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 Deming’s 14 Points
1. Create constancy of purpose toward improvement
2. Adopt a new philosophy, recognize that we are in a time of
change, a new economic age
3. Cease reliance on mass inspection to improve quality
4. End the practice of awarding business on the basis of price
alone
5. Improve constantly and forever the system of production and
service
6. Institute training
7. Improve leadership, recognize that the aim of supervision is
help people and equipment to do a better job
8. Drive out fear
9. Break down barriers between departments

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 14 Points cont’d
10. Eliminate slogans and targets for the workforce such as zero
defects
11. Eliminate work standards
12. Remove barriers that rob workers of the right to pride in the
quality of their work
13. Institute a vigorous program of education and self-
improvement
14. Put everyone to work to accomplish the transformation

Note that the 14 points are about change

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 Deming’s Deadly Diseases
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Performance evaluation, merit rating, annual
reviews
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

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 Deming’s Obstacles to Success

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 Joseph M. Juran
• Born in Romania (1904-
2008), immigrated to the US
• Worked at Western Electric,
influenced by Walter
Shewhart
• Emphasizes a more strategic
and planning oriented
approach to quality than
does Deming
• Juran Institute is still an
active organization
promoting the Juran
philosophy and quality
improvement practices

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 The Juran Trilogy
1. Planning
2. Control
3. Improvement

• These three processes are interrelated

• Control versus breakthrough
• Project-by-project improvement

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 Some of the Other “Gurus”
• Kaoru Ishikawa
– Son of the founder of JUSE, promoted widespread use of
basic tools
• Armand Feigenbaum
– Author of Total Quality Control, promoted overall
organizational involvement in quality,
– Three-step approach emphasized quality leadership, quality
technology, and organizational commitment

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 Total Quality Management (TQM)
• Started in the early 1980s, Deming/Juran
philosophy as the focal point
• Emphasis on widespread training, quality
awareness
• Training often turned over to HR function
• Not enough emphasis on quality control and
improvement tools, poor follow-through, no
project-by-project implementation strategy
• TQM was largely unsuccessful
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 Total Quality Management (TQM)
• TQM is “just another program”
• Value engineering
• Zero defects
• “Quality is free”

Recipes for Ineffectiveness and maybe Disaster

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 Quality Systems and Standards

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 Quality Costs

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 Legal Aspects of Quality
• Product liability exposure

• Concept of strict liability

1. Responsibility of both manufacturer and
seller/distributor
2. Advertising must be supported by valid data

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 Implementing Quality Improvement
•A strategic management process, focused along the
eight dimension of quality

•Suppliers and supply chain management must be

involved
•Must focus on all three components: Quality Planning,
Quality Assurance, and Quality Control and Improvement

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