Quality Control

Glady slides

1. Quality control

2. Quality
•Quality refers to the sum of the attributes or
properties that describe a product
•These are generally expressed in terms of
specific product characteristics such as length,
width, colour, specific gravity and the like.
–Performance
•Conformity to performance standards

3. Definition
•ASQC – Quality means the totality of features
and characteristics of a product or service that
bear on its ability to satisfy given needs
•From customer’s perspective, quality of a good
or service is fitness for use of it
•Customer satisfaction for the price of the
product

4. •Quality is a blend of:
–Fitness of purpose, adequacy of functioning
and reliability, for the price paid
–Design and manufacturing characteristics
tailored to meet customer’s requirements
during service
–Availability when required

5. Quality control
•Quality control is a management system for
initiating and co ordinating:
–Quality development, quality maintenance and
quality improvement in the various departments of
design and manufacturing, for achieving the twin
objectives of:
Economical production and customer satisfaction

6. Objectives of Q C
•It is to provide products which are
dependable, satisfactory and economical
• To ensure economic production of
products of uniform quality acceptable to
the customer
• Aims at preventing the defects rather
than detecting the defects

7. Need for quality
•Increased productivity
•Reduced cost of repairs
•Increases loyal customer base
•Better profits

8. Quality creation
•Those activities involved in the selection of the
specific characteristics required to achieve the
desired quality and the processing or
fabrication of materials to conform to the
specific characteristics selected.
•Quality creation involves almost all
organisational elements of the enterprise and
is the basic objective towards which most
activity is directed

10. Quality control through Production systems
•Inputs – Raw materials – acceptance tests-
quality of inputs
•Conversion – production processes-control
charts- monitoring quality of partially
completed products
•Outputs- goods & services – acceptance tests-
quality of outputs

18. Quality control Techniques
•JIT
•Quality at source
•Inspection
•SQC
•QC
•TQM

19. JIT
•JIT helps achieve quality because it is a
philosophy that seeks to constantly improve
production processes and methods.
•JIT contributes to high product quality in the
following ways
–Production is highly standardised. Workers perform
standard tasks every day. They are familiar with
their tasks. Familiarity ensures high quality

20. –In process inventories are drastically reduced by
cutting lot sizes. Any interruption, therefore causes
production to stop until the problem has been
solved. In this way, JIT has been called a system of
enforced problem solving. Now, this stoppage in
production forces everybody to solve the quality
problem so that the defect will not repeat. Hence
high product quality is ensured.
–Suppliers of materials, under JIT system, supply
materials of perfect quality. Many companies do
not even inspect suppliers’ deliveries of materials;
rather, the emphasis is on working with suppliers
to produce perfect parts and materials.

21. –JIT system envisages the use of automated
equipment and robots in production processes. Use
of such sophisticated machines will ensure high
product quality.
–JIT system also envisages the use of intensive
preventive maintenance programmes in order to
prevent any machine breakdown. This results in
machines producing parts of perfect quality.
–Workers are responsible for producing parts of
perfect quality or with zero defects before they are
passed on to the next production operation.

22. Quality at the source
•The worker is put in the driver’s seat in controlling
product quality. The principles underlying quality
at the source are:
–Every worker’s job becomes a quality control station.
The worker is responsible for inspecting his own work,
identifying any defects and reworking them in to non-
defectives, and correcting any causes of defect.
–Statistical quality control techniques are used to
monitor the quality of parts produced at each work
station/ and easy-to-understand charts and graphs are
used to communicate progress to workers and
managers .

23. –Each worker is given the right to stop the
production line to avoid producing defective parts
–Workers and managers are organised into quality
circles- groupes of people who analyse quality
problems, work to solve the problems, and
implement programmes to improve product
quality.

24. Inspection
•The act of determining conformance or non-
conformance of the expected performance is
the function of inspection. By inspection, a
manager seeks to determine the acceptability
or non- acceptability of the parts, products or
services. The basis for inspection is usually a
specification which is called inspection
standard. Inspection is made by comparing the
quality of the product to the standard.

25. Frequency of inspection
•The challenge is to keep inspection costs
minimum, yet realise expected quality. In
certain cases every part is inspected, in which
case, it is called 100 percent inspection. When
it is less than 100 percent , it is called partial or
sampling inspection. Parts with high value and
those having tendency to run in to large
number of rejects are normally subject to
100% inspection.

26. When to inspect
•Inspection is desired at
–Finished products and parts to know that correct
parts are to be assembled or products are right
when shipped,
–Before an expensive processing,
–The out put of automatic machine periodically so
that possible errors are confined to small
quantities, and
–Before an operation that can’t be undone, for
example, in mixing paint.

27. Where to inspect
•Crib inspection
•On line inspection

28. Quality Circle
•It is a participative management concept
•Though it is in Japan that this was concretised
and demonstrated its potential, its
rudimentary origin is traced to USA, where
problem solving groups have existed since the
1930s.
•QC – Japan -1960s – Edward Deming & Joseph
Juran
•Dr. Ishikawa – Advisor with JUSE - 1962

29. Meaning & Nature
•QC is a voluntary group of people who meet
togethet on a regular basis to identify, analyse
and solve quality, productivity, cost reduction,
safety and other problems in their work area,
leading to improvement in their performance
and enrichment of their worklife.
•Ideal size of QC is around 10 memebers
•Employee problem solving groups

31. Objective or philosophy of QC
•Reduce errors and enhance quality and
productivity
•Inspire more effective teamwork
•Promote job involvement and participation
•Increase employee motivation
•Create problem solving capability
•Build an attitude of ‘problem prevention’
•Improve communication in the organisation

32. •Develop harmonious manager – worker
relationship
•Promote personla and leadership development
•Develop a greater safety awareness
•Promote cost reduction
•Catalyse attitudinal changes for greater
cohesiveness and teamwork

33. Process of QC
•Identification of problem
•Problem selection
•Problem analysis
•Recommendation to the Top management

34. Deming’s 14 points
•Consistency of purpose is a must for continual
improvement of a product. Manager‘s have to
ensure that the company’s vision of quality is
understood by all the employees and that they
move continuously towards it.
•Continuous change and innovation is a must for
survival. In today’s complex business situations,
it is impossible for a small group of mangers to
identify and sort out quality problems. Thus all
the employees have to be involved in this
process.

35. •Quality cannot be achieved only by inspection.
Inspection wastes valuable time and adds to
the products cost without any value addition.
Inspections may not be perfect, causing some
defects to be passed on to the customer.
Defects are symptoms removed by inspection,
while the disease (root cause) remains.
Inspections create a gap between the people
and processes that introduce defects and the
people and processes that detect defects

36. •Wastes should be eliminated in every
functional area, not just production. Even
processes in accounting, HRM, customer
service, and sales effect the quality of the
product and, thus, generate waste. Therefore,
the whole organisation should contribute
towards the enhancement of quality.

37. •The attitude of supervisors and managers
towards workers should be that of a facilitator.
Errors by workers should be treated by
supervisors as an opportunity to learn the
process and systems better. Teamwork should
be promoted and rewarded.

38. •The barriers between departments and
individuals should be removed. Problems
should not be handled within strict functional
limits and the concerns raised by related
functional areas should not be ignored.

39. •Posters and slogans should be eliminated.
These must not be used to tell the workers to
work harder. Instead, they should be provided
with tools and training so that they work
smarter leading to better quality.

40. •Remove obstacles in the good workmanship of
hourly workers to instill a sense of pride in
them.

41. •Vigorous programme of retraining and
education of employees are a must.
•Numerical targets and work standards may
affect quality. Reasonable numerical targets
make the workers complacent, while
excessively demanding ones may lead to a
compromise on quality in order to achieve the
targets. Such targets cannot be eliminated, but
can be set such that quality is not
compromised.

42. •Encourage workers to give quality
improvement ideas without fear. Workers
refrain from giving new ideas of change
because they may have to work with new and
unfamiliar methods in place of known and
comfortable, though inefficient, methods. They
also feel that if their ideas fail, it may affect
their performance appraisal, eventually leading
to job insecurity.

43. •Employees should be trained on the job.
Training on quality techniques should be
continual, as training never ends.

44. •The lowest price should not be the sole criteria
for selecting a supplier. Suppliers asking for
lowest prices often offer low quality products,
leading to an increase in the overall cost to the
buyer due to the increased expenses of
inspection, scrap, rework, and inventory to
replace defective items, etc. Thus, the supplier
offering the lowest total cost should be
selected.

45. •The top management’s commitment for ever
improving quality is a must.

46. ISO
•International Organisation for Standardisation
–Geneva
–140 members
–1979 – Genesis of ISO 9000

47. ISO 9000
•ISO 9000 standard represents an international
consensus on good management practices with
the aim of ensuring that the organisation can
time and again deliver the product or services
that meet the client’s quality requirements.
These good practices have been distilled into a
set of system, regardless of what the
organisation does, its size, or whether it is
private or public sector.

48. ISO
•Objective:
–To promote the development of standardiastion
and related activities in the world with a view to
facilitating international exchange of goods and
services, and to developing cooperation in the
spheres of intellectual, scientific, technological and
economic activity.

49. Principal concepts
•Demonstrate ability to consistently provide
product to meet customer and applicable
regulatory requirements
•Enhance customer satisfaction
•Improve the quality of its own operations
•Provide confidence to internal management
and interested parties that the requirements of
a quality management system are being
effectively implemented.

50. Benefits
•ISO 9000 certification has become the de facto
minimum requirement for entering into global
markets
•It provides an opportunity to increase value to
the activities of the organisation, by
streamlining quality management system.
•Improves the performance of processes/
activities continually thereby reducing the cost
of production

51. •It gives importance to customer satisfaction
•It helps to improve customer relations by
providing quality product or service
•It also acts as an incentive to develop
employee relations, employee empowerment
and organisational development