147349034-Basic-Concepts-of-Quality-ppt.ppt

qc

1. BASIC CONCEPTS
OF QUALITY
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2. Learning Objectives
•QUALITY
•QUALITY CONTROL
•QUALITY ASSURANCE
•QUALITY MANAGEMNT
•TOTAL QUALITY MANAGEMENT
•Little q vs Big Q
•ISO SYSTEM
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3. QUALITY
A subjective term for which each person
has his or her own definition.
•Characteristics of a product that bears on
it’s ability to satisfy the stated or implied
needs.( ASQ)
(ASQ)
Note:
American Society for Quality ASQ
American Society for Quality Control.(ASQC)
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4. QUALITY
•Features of products which meet customer
needs and thereby provide customer
satisfaction.
•In this sense the meaning of quality is
oriented to income
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5. QUALITY
•A product or service free of deficiencies.
Freedom from errors that require doing work
over again (rework) or that may results in field of
failures, customer dissatisfaction, customer
claims and so on.
In this sense quality is oriented to cost and
higher quality means “ Costs Less”
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6. QUALITY
Product features meet customer
needs
•Higher quality enables
companies to:
•Increase customer satisfaction
•Make products salable
•Meet competition
•Increase market share
•Provide sales income
•Secure premium prices
•The major effect is on
sales
•Usually higher quality
costs more.
Freedom from deficiences
•Freedom from deficiencies
•Reduce error rates
•Reduce rework, waste
•Reduce failure
•Warranty charges
•Reduce customer dissatisfaction
•Reduce inspection, test
•Shorten time to put new products in the
market
•Increase yields, capicity
•Improve delivery performance
•Major effect is on cost
•Usually, higher quality
costs less
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7. What is Quality?
•User-based: “In the eyes of the beholder”
•Manufacturing-based: “Right the first
time”
•Product-based: Precise measurement
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8. Accuracy Vs
Precision
Accuracy
The accuracy of a
measurement describes
how close it is to the
'real' value.
Precision
The ability of a
measurement to be
consistently reproduced
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9. Dimensions of Product Quality
•Performance
•Aesthetics
•Special features: convenience, high tech
•Safety
•Reliability
•Durability
•Perceived Quality
•Service after sale
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10. Dimension 1: Performance
Does the product or service do what it is
supposed to do, within its defined
tolerances?
•Performance is often a source of
contention(conflict) between customers and
suppliers, particularly when deliverables are not
adequately defined within specifications.
•The performance of a product often influences
profitability or reputation of the end-user. As
such, many contracts or specifications include
damages related to inadequate performance.
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11. Dimension 2: Features
•Does the product or services possess all of
the features specified, or required for its
intended (future planned) purpose?
While this dimension may seem obvious,
performance specifications rarely define the
features required in a product. Thus, it’s
important that suppliers designing product or
services from performance specifications are
familiar with its intended uses, and maintain
close relationships with the end-users.
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12. Dimension 3: Reliability
•Will the product consistently perform within
specifications?
•Reliability may be closely related to performance.
For instance, a product specification may define
parameters for up-time, or acceptable failure
rates.
•Reliability is a major contributor to brand or
company image, and is considered a fundamental
dimension of quality by most end-users.
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13. Dimension 4: Conformance
•Does the product or service conform to
the specification?
•If it’s developed based on a performance
specification, does it perform as specified?
•If it’s developed based on a design
specification, does it possess all of the
features defined?
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14. Dimension 5: Durability
•How long will the product perform or last, and
under what conditions?
•Durability is closely related to warranty.
Requirements for product durability are often
included within procurement contracts and
specifications.
•For instance, fighter aircraft procured to operate
from aircraft carriers include design criteria
intended to improve their durability in the
demanding naval environment.
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15. Dimension 6: Serviceability
•Is the product relatively easy to
maintain and repair?
•As end users become more focused on
Total Cost of Ownership than simple
procurement costs, serviceability (as well
as reliability) is becoming an increasingly
important dimension of quality and criteria
for product selection.
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16. Dimension 7: Aesthetics
•The way a product looks is important to
end-users. The aesthetic properties of a
product contribute to a company’s or
brand’s identity. Faults or defects in a
product that diminish its aesthetic
properties, even those that do not reduce
or alter other dimensions of quality, are
often cause for rejection.
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17. Dimension 8: Perception
•Perception is reality. The product or service
may possess adequate or even superior
dimensions of quality, but still fall victim to
negative customer or public perceptions.
•As an example, a high quality product may get
the reputation for being low quality based on
poor service by installation or field technicians. If
the product is not installed or maintained
properly, and fails as a result, the failure is often
associated with the product’s quality rather than
the quality of the service it receives.
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18. Dimensions of service Quality
1.Time & Timeliness
–customer waiting time, completed on
time
2. Completeness
–customer gets all they asked for
3. Courtesy
–treatment by employees
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19. Dimensions of service Quality
4. Consistency
–same level of service for all customers
5. Accessibility & Convenience
–ease of obtaining service
6. Accuracy
–performed right every time
7. Responsiveness
–reactions to unusual situations
--reaction time of the service.
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20. Two Aspects of Quality
Quality of design measures how closely
the characteristics of products or services
meet the needs and wants of customers.
Conformance quality refers to the
performance of a product or service
according to design and product
specifications.
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21. 21

22. GRADE ?
Category or rank given to different quality
requirements for products, processes, or
systems having the same functional use
( ISO 9001:2000)
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23. Importance of Quality
•Lower costs (less labor, rework, scrap)
•Motivated employees
•Market Share
•Reputation
•International competitiveness
•Revenues generation increased (ultimate
goal)
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24. INSPECTION
•It is the sorting / segregation of Non
conforming items from the conforming
items
•Means separation of Defective items from
the right items
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25. 25

26. 26

27. QUALITY CONTROL

Quality control: The observation, technical
techniques and activities that are used to fulfill
requirements for quality.
OR
•Quality Control (QC) is a system of routine
technical activities, to measure and control the
quality of the inventory as it is being developed.

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28. QUALITY CONTROL
The QC system is designed to:
(i) Provide routine and consistent checks to ensure
data integrity, correctness, and completeness;
(ii) Identify and address errors and omissions;
(iii) Document and archive inventory material and
record all QC activities.
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29. 29

30. 30

31. QUALITY ASSURANCE
is all systematic and planned actions
which are necessary to provide
adequate confidence that a product or
service will satisfy the given
requirement for quality.
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32. 32

33. 33

34. QUALITY MANAGEMENTQUALITY MANAGEMENT
iis a systematic set of operating s a systematic set of operating
procedures which is company wide, procedures which is company wide,
documented, implemented and documented, implemented and
maintained while ensuring the maintained while ensuring the
growth of business in a consistent growth of business in a consistent
manner manner
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35. 35

36. 36

37. QM Vs QAQM Vs QA
The Prime Focus of
Quality Management Quality Assurance
Achieving results that satisfy the
requirements for quality.
Demonstrating that the requirements for
quality have been (and can be) achieved.
Motivated by stakeholders internal to the
organization, especially the organization’s
management
Motivated by stakeholders, especially
customers, external to the organization
Goal is to satisfy all stakeholders Goal is to satisfy all customers.
Effective, efficient, and continually
improving, overall quality-related
performance is the intended result.
Confidence in the organization’s products
is the intended result
Scope covers all activities that affect the
total quality-related business results of the
organization
Scope of demonstration coves activities
that directly affect quality-related process
and product results
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38. TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT
►THE LATEST APPROACHTHE LATEST APPROACH
►The comprehensive approach towards The comprehensive approach towards
quality management systemquality management system
►It is the process of individual & It is the process of individual &
organizational development the purpose organizational development the purpose
of which is to increase the level of of which is to increase the level of
satisfaction of all the stakeholderssatisfaction of all the stakeholders
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39. 39

40. 40

41. 41

42. HIERARCHIAL STRUCTUREHIERARCHIAL STRUCTURE
► TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT
QUALITY MANAGEMENTQUALITY MANAGEMENT
QUALITY ASSURANCE QUALITY ASSURANCE

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43. HIERARCHIAL STRUCTUREHIERARCHIAL STRUCTURE
►QUALITY ASSURQUALITY ASSUR. . (GMP+Original prod. design & (GMP+Original prod. design &
development) development)
GOOD MFG. PRACTICEGOOD MFG. PRACTICE
QUALITY CONTROL QUALITY CONTROL
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44. HISTORICAL BACKGROUNDHISTORICAL BACKGROUND
►THE OLDEST TERM QUALITYTHE OLDEST TERM QUALITY
►QUALITY CONTROLQUALITY CONTROL
►QUALITY ASSURANCE (1970s)QUALITY ASSURANCE (1970s)
►QUALITY MANAGEMENTQUALITY MANAGEMENT
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45. HISTORICAL BACKGROUNDHISTORICAL BACKGROUND
►TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT
CURRENTLY ENTERPRISES ARE RUSHING TOCURRENTLY ENTERPRISES ARE RUSHING TO
1.1.SIX SIGMASIX SIGMA
2.2.DEMING AWARDDEMING AWARD
3.3.MALCOLM BALDRIDGE NATIONAL QUALITY MALCOLM BALDRIDGE NATIONAL QUALITY
AWARD (MBNQA)AWARD (MBNQA)
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46. Quality StatementsQuality Statements
►There are three types of quality statements:There are three types of quality statements:
1.  Vision statement1.  Vision statement
2.  Mission statement2.  Mission statement
3.  Quality policy statement3.  Quality policy statement
The utilization of these statements varies from The utilization of these statements varies from
organization to organization. Small organization organization to organization. Small organization
may use only the quality policy statementmay use only the quality policy statement
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47. Vision StatementVision Statement
A vision statementA vision statement is sometimes called a is sometimes called a
picture of your company in the future but it’s so picture of your company in the future but it’s so
much more than that. Your vision statement is much more than that. Your vision statement is
your inspiration, the framework for all your your inspiration, the framework for all your
strategic planning.strategic planning.
A vision statement may apply to an entire A vision statement may apply to an entire
company or to a single division of that company or to a single division of that
company. Whether for all or part of an company. Whether for all or part of an
organization, organization, the vision statement answers the the vision statement answers the
question, “Where do we want to go?”question, “Where do we want to go?”
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48. ExampleExample
►Institute of Quality & Technology Institute of Quality & Technology
Management (IQTM) will be a dynamic Management (IQTM) will be a dynamic
contributor of the professionals to the contributor of the professionals to the
local, regional, national, and international local, regional, national, and international
manufacturing and services manufacturing and services
organizations in the field of Industrial organizations in the field of Industrial
Engineering & Quality Management.Engineering & Quality Management.
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49. Mission StatementMission Statement
►A mission statement concerns what an organization is all A mission statement concerns what an organization is all
about. The statement answers the questions such as: about. The statement answers the questions such as:
who we are, who are our customers, what do we do and who we are, who are our customers, what do we do and
how do we do it. This statement is usually one paragraph how do we do it. This statement is usually one paragraph
or less in length, easy to understand, and describes the or less in length, easy to understand, and describes the
function of the organization. It provides clear statement function of the organization. It provides clear statement
of purpose for employees, customers, and suppliers. of purpose for employees, customers, and suppliers.
Mission statements describe the overall purpose of Mission statements describe the overall purpose of
an organization: what you do, who you do it for, an organization: what you do, who you do it for,
and how and why you doand how and why you do
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50. ExampleExample
►The IQTM has 3 fold educational missions:The IQTM has 3 fold educational missions:
1.1.The teaching mission is to provide high quality The teaching mission is to provide high quality
undergraduate and postgraduate courses in the field of undergraduate and postgraduate courses in the field of
Industrial Engineering and quality management. Industrial Engineering and quality management.
2.2.The research mission is to advance knowledge in the area The research mission is to advance knowledge in the area
of Industrial Engineering & Quality Management to of Industrial Engineering & Quality Management to
strengthen and support manufacturing and service strengthen and support manufacturing and service
sectorssectors
3.3.The service mission is to participate in the faculty The service mission is to participate in the faculty
governance, in the broader community of the engineering governance, in the broader community of the engineering
profession, and in the mission of the universityprofession, and in the mission of the university..
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51. Difference between a mission Difference between a mission
statement and a vision statement and a vision
statementstatement
a mission statement focuses on a a mission statement focuses on a
company’s present state company’s present state
while while
a vision statement focuses on a a vision statement focuses on a
company’s future.company’s future.
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52. Quality Policy StatementQuality Policy Statement
►The quality policy is a guide for everyone The quality policy is a guide for everyone
in the organization as to how they should in the organization as to how they should
provide products and services to the provide products and services to the
customers. It should be written by the customers. It should be written by the
CEO with feedback from the workforce CEO with feedback from the workforce
and be approved by the quality council. A and be approved by the quality council. A
quality policy is a requirement of ISO quality policy is a requirement of ISO
9000.9000.
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53. QUALITY POLICYQUALITY POLICY
►It It is the mission statement of the is the mission statement of the
organization which is consistent with organization which is consistent with
other organizational policies, and is other organizational policies, and is
understood, implemented, and reviewed understood, implemented, and reviewed
at all level of the organizations. at all level of the organizations.
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54. Quality Policy ExampleQuality Policy Example
►Institute of Quality and Technology Management, Institute of Quality and Technology Management,
University of the Punjab is committed to provide University of the Punjab is committed to provide
efficient and cost effective education/training in Quality efficient and cost effective education/training in Quality
Management for Manufacturing and Service sectors. Management for Manufacturing and Service sectors.
We are dedicated to provide trained professionals who We are dedicated to provide trained professionals who
shall be instrumental in our continuous quality shall be instrumental in our continuous quality
improvement in manufacturing and services sectors of improvement in manufacturing and services sectors of
Pakistan. We shall achieve our aims by fulfilling our Pakistan. We shall achieve our aims by fulfilling our
objectives, training of our faculty members and objectives, training of our faculty members and
assuring a continual quality improvement in our assuring a continual quality improvement in our
working system.working system.
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55. QUALITY OBJECTIVESQUALITY OBJECTIVES
►Quality ObjectivesQuality Objectives are measurable goals are measurable goals
pertaining to quality, fitness for use, pertaining to quality, fitness for use,
performance, safety, and dependability performance, safety, and dependability
which is consistent with the quality policy which is consistent with the quality policy
and which reflect the satisfaction of and which reflect the satisfaction of
customers requirements. customers requirements.
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56. QUALITY MANUALQUALITY MANUAL
►The main document used to demonstrate The main document used to demonstrate
or describe a documented quality system.or describe a documented quality system.
►A sign-post or map of a quality system.A sign-post or map of a quality system.
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57. QUALITY PROCEDURESQUALITY PROCEDURES
►Quality ProceduresQuality Procedures are elements, are elements,
requirements and descriptions of process requirements and descriptions of process
adopted by an Organization for its quality adopted by an Organization for its quality
system, which are documented in an system, which are documented in an
orderly and understandable manner. orderly and understandable manner.
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58. QUALITY RECORDSQUALITY RECORDS
►Quality RecordsQuality Records – All evidence in any – All evidence in any
form (whether on paper, magnetic disks, form (whether on paper, magnetic disks,
software or other form of recordings) software or other form of recordings)
which demonstrate conformance to which demonstrate conformance to
specified requirements, and the effective specified requirements, and the effective
operation of the quality system. operation of the quality system.
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59. QUALITY COSTSQUALITY COSTS
►Quality CostsQuality Costs – All corrective, preventive, – All corrective, preventive,
inspecting, and opportunities lost as a inspecting, and opportunities lost as a
result of not meeting customer result of not meeting customer
requirements. requirements.
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60. ““BIG Q” Vs “LITTLE q”BIG Q” Vs “LITTLE q”
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61. ““BIG Q” Vs “LITTLE q”BIG Q” Vs “LITTLE q”
Expression that contrasts the difference Expression that contrasts the difference
between striving for between striving for quality in all of the in all of the
firm's products and processes (the big and processes (the big
'Q') and striving for quality in a 'Q') and striving for quality in a limited or or
specific area (the little 'q').specific area (the little 'q').
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62. 62

63. GLP -----Goods laboratory practicesGLP -----Goods laboratory practices
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64. TQM Vs ISO SYSTEM (1)
ISO 9000 TQM
NOT NECESSARILY
CUSTOMER
FOCUSED
DEFINITELY
CUSTOMER FOCUSED
TECHNICAL SYSTEM
& PROCEDURES
FOCUSED
PHILOSPHY,
CONCEPTS, TOOLS
&TECHNIQUES
FOCUSED
EMPLOYEE
INVOLVEMENT NOT
NECESSARY
EMPLOYEE
INVOLVEMENT
NECESSARY
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65. TQM Vs ISO SYSTEM (2)
ISO 9000 TQM
LESS OR NO FOCUS
ON CQI (Continuous
Quality Improvement)
CQI &TQM ARE
SYNONYM
CAN BE
DEPATMENTALLY
FOCUSED
ORGANIZATION WIDE
QUALITY
DEPARTMENT
RESPONSIBLE FOR
QUALITY
EVERYONE
RESPONSIBLE FOR
QUALITY
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