Introduction To Quality

Management
 Dimensions of Quality
• Performance (Will the product do the
intended job?)
• Reliability (How often does the product
fail?)
• Durability (How long does the product
last?)
• Serviceability (How easy is it to repair the
product?)
 Dimensions of Quality
Continued…

• Aesthetics (How does the product look?)

• Features (What does the product do?)
• Perceived Quality (Reputation of the
Product or the Company)
• Conformance to Standards (Is the product
made as per specifications?)
 Quality – A Few Definitions
• Quality Control – Part of Quality
Management, focussed on fulfilling quality
requirements
• Quality Assurance – Part of quality
management focussing on providing
confidence that quality requirements will
be fulfilled.
Quality Management - Timeline
1700-1920 Quality largely determined by individual
craftsman
1920-1950 Development and use of control charts
1950-60 Development of TQM, Japanese techniques
for quality improvement
1960-80 Process Control, Design of Experiments,
Cost of Quality
1980 Quality Awards, International Standards, 6
onwards Sigma, etc.
 What does TQM mean?
Total Quality Management means that the
organization's culture is defined by and
supports the constant attainment of
customer satisfaction through an
integrated system of tools, techniques,
and training. This involves the continuous
improvement of organizational processes,
resulting in high quality products and
services.
 The TQM System
Objective Continuous
Improvement

Principles Customer Process Total

Focus Improvement Involvement

Leadership
Elements Education and Training Supportive structure
Communications Reward and recognition
Measurement

Total Quality Management

 Total Quality Management
• Quality as a Management Philosophy
– Employee Involvement
• Cultural Change
• Individual Development
• Teamwork
– Continuous Improvement (PDCA Cycle)
• Measure
• Develop
• Maintain
 Basic Tenets of TQM
• The customer makes the ultimate determination of
quality
• Top Management must provide leadership and support
for all quality initiatives
• Preventing variability is the key to producing high quality
• Quality goals are a moving target, thereby requiring a
commitment toward continuous improvement
• Improving quality requires the establishment of effective
metrics. We must speak with data and facts not just
opinions.
 Quality Throughout
• “A Customer’s impression of quality begins with
the initial contact with the company and
continues through the life of the product.”
– Customers look at the total package - sales, service
during the sale, packaging, deliver, and service after
the sale.
– Quality extends to how the receptionist answers the
phone, how managers treat subordinates, how
courteous sales and repair people are, and how the
product is serviced after the sale.
• “All departments of the company must strive to
improve the quality of their operations.”
 Deming, Juran, Crosby
• Edward Deming – 14 points
– Management Driven, Ongoing improvement
culture, participation of all employees
• Joseph Juran – Quality trilogy
– Quality Planning, Quality Control, Quality
Improvement
• Philip Crosby – Quality is free
– Aim of zero defect
International Quality Standards
• ISO
• Quality Awards
Practices to attain the goals of Philosophy
• Product/Process Design (Redesign) Methods
– Concurrent Engineering
– Value Engineering
– QFD
• Process Control Methods
– SPC
• Process Improvement Methods
– Cost of Quality
– Kaizen
– Method Study
– DOE
– Benchmarking
– BPR
 QFD – Quality Function
Deployment
• Originally developed by Yoji Akao in 1966
• Broad Steps
– Identify customer needs and wants as voice
of the customer (VOC)
– Identify the engineering characteristics of
products or services that meets VOC
– Set development targets and test methods
for the products or services
 QFD for a travel cup/mug
Quality attributes Materials
• Shape/Size/Aesthetics ?? • Steel
• Heat resistance • Glass
• Weight • Ceramic
• Strength • Plastic
• Durability • Paper
• Ease of holding/ handling • Styro-foam
• Ease of Storage
• Environment Friendly
• Ease of Disposal
Shape
• Conical / Cylindrical /
Rounded square
• With / Without handle
 QFD for a travel cup/mug
Q Req. Steel Glass Cerami Paper Plastic Styro-
Attribute c foam
Strength High High Medium Medium Low Low Low
Insulation High Low Medium High Medium Medium Medium
Weight Low Medium High High Low Low Low
Eco- Medium Medium Medium Medium High Low Low
Friendly
Ease of High Medium Medium Medium High Low Low
Disposal
QFD – Quality Function
Deployment

• http://www.webducate.net/qfd/q
fd.html
 Value Engineering
Value Engineering is the conscious,
systematic application of a set of
techniques that identify the needed
functions, establish values for them and
develop alternatives to perform these
functions at minimum cost.
 What is value?
VALUE = What we get out of something
What we put into it

VALUE = Quality, reliability, appeal, etc = Benefits

Cost, time, mass, energy, etc. Resources

VALUE = Worth = Performance

Cost Cost

Delivery of necessary product functions while achieving

best balance between product performance and
product costs.
• Value = Function
Cost

To Increase Value

F F F F
C C C C

REDUCE INCREASE MAINTAIN

 Functional Analysis
• Basic Function
• Secondary function
• Unnecessary function

Item Function Basic Secondary

Bulb Provide Light X
Cell Provide Energy X
Switch Switch off bulb when light not required
Mirror Focus Light X
Front Glass Protect Bulb X
Front cap Hold Glass X
Rear Cap Retain cells inside body X
Thread on Cap Permit Access X
Body Hold Cells and bulb X
 Standardization
Simplification
Specification

Can Design be changed to eliminate a

part ?
Can design be purchased at lower cost ?
Can standard Part be used ?
Would an altered standard part be
economical ?
 Benefits of VE
• Decreasing costs
• Increasing Sales Price
• Improving profits
• Enhancing quality
• Expanding market share
• Saving time
• Using resources more effectively
 KAIZEN
It literally means ‘Change for good’
Popularly it means

‘Continuous Improvement’
 PDCA Cycle

Plan – Product Planning

P
Do – Manufacture product
Check – Sales and
A D Customer feedback

Action – Address
complaints, analyze and
C improve
 PDCA Cycle in Mfg.

Plan – Define/Identify problem, Plan solution for

improvement.

Do – Implement solution.
Check – Confirm result.
Action – Standardize successful solution,
document and discard unsuccessful ones (in the next
PDCA round, one may find the cause of failure and modify
the solution).
 Kaizen – Participation by
everybody in the Organization
• Everybody should
– Acknowledge that problems exist in his/her
area and able to pinpoint them.
– Be Motivated to solve them.
– Be Equipped to solve them.
 How to identify problem
Manpower
Method
Time
• 3 MU approach
Facilities/Equipment
– Muda ( Waste) Tools
– Muri ( Strain) Material
– Mura ( Discrepancy) Production Volume
Inventory
Way of thinking
 Muda (Waste) - Ohno
• Overproduction
• Waste of time spent at machine
• Waste involved in transportation
• Waste in processing
• Waste in taking inventory
• Waste of motion
• Waste in form of defective units
 Methods for Generating Ideas for
Improvement
• Brainstorming
– Generate a free flow of idea in a group of
people
• Quality circles
– Group of workers who find ways of improving
• Interviewing:
• Benchmarking: Measure against best
• 5W2H
– what, why, where, when, who, how, how much
 Simple QC Tools
• Tools Developed for operators with little or
no training in SPC
• Tools based on observation and not
analysis
• Tools help identify major problems and
possibly causes of problems.
• Require Detailed analysis by expert to
eliminate root cause of problem
 Simple QC Tools
• Checksheet
• Defect Concentration Diagram (Location
Plot)
• Cause & Effect Diagram
• Pareto Diagram
• Histogram
• Scatter Plot
• Control Chart
 Check-sheet
• Simplify data collection and analysis
• Spots problem areas by frequency of
location, type or cause

Tensile Strength Extrusion Head

(grams) A1 A2 B1 B2

630-639 2
620-629 5 1 2
610-619 3 3 6
600-609 3 1 3
590-599 2 1 5
580-589 1 2
Total 10 10 10 10
 Location Plot
• Shows relationship between location & defects
• Helps identify causes which may otherwise are
difficult to detect

In this real life case from AT&T Bell Labs, one IC was at 90%
to other ICs on the PCB, it was the root cause for 75% of
soldering defects
 Cause & Effect Diagram
• All contributing factors and their relationship
is displayed
• Identifies problem areas for further action
 Pareto Diagram
• Identifies the most significant problems
• Typically 80% of the problems are caused by
20% of causes
Pareto Diagram

100
90
80
70
60
50 Freq
40
30
20
10
0
M K O J N G C E H L A F I D B
se se use se se use se se use se use use use se use
u u u u u u u
Ca
u
Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca Ca
 Histogram
• Shape shows distribution of data
• Central tendency and variation can be
easily seen
Histogram

6
5
4
Freq.

3
2
1
0
197 198 199 200 201 202 203 204 205
Avg Wt
 Scatter Diagram
• Identifies Relationship between two variables
• A positive or negative relationship can be easily
detected

Scatter Diagram

60

50

40
Errors

30 Errors/Week

20

10

0
0 5 10 15 20 25 30
Workers Supervised
 Cost of Quality
• Costs of avoiding failure
– Prevention Costs
– Appraisal Costs
• Costs of failure
– Internal Failure Costs
– External Failure Costs
 Prevention Costs
• Quality Planning and Engineering
• New Products Review
• Process / Product Design
• Process Control
• Training
• Quality Data Acquisition and Analysis
 Appraisal Costs
• Inspection and Testing of Incoming
Material
• Product Inspection and Testing
• Materials and Services Consumed.
• Cost of Test Equipments
• Maintenance of Test Equipments
 Internal Failure Costs
• Scrap
• Rework
• Retest
• Failure Analysis
• Downtime of Equipment
• Yield Losses
• Downgrading
 External Failure Costs
• Complaint Recording and Redressing
• Returned Material
• Warranty Charges
• Liability Costs
• Loss of Reputation, Future Business, etc.
 Management of Quality Costs
• Conscious Reduction in failure rate leads
to rise in Costs of preventing failure.
• However, the fall in Costs of failure more
than compensates the rise in Costs of
preventing failure.
• An organization has to focus on
prevention of failure rather than on
appraisal of quality.
 SPC - Basic Principles
• Causes of Quality Variation
– Chance / Natural Variation
– Assignable Causes
• Process Settings
• Material Defects
• Operator Mistakes
• Measurement of Variation
– Statistical Distribution of variation
– Representative Sample
• Reduction of Variation (assignable causes)