CHAPTER 1

1) QUALITYN DEFINITIONS
Used based If a customer is satisfied, the product had good quality.
Manufacturing If the products conform to design specification, it has good
based quality.
Product based Quality is found in the components and attributes of a product.
Value based If product is perceived as providing good value for the prices,
it has good quality
Customer based Quality is fitness to use

2) 8 PRODUCT QUALITY DIMENSIONS

Performance product achieves its intended purpose.
Features supplement the product’s basic performance.
Reliability perform consistently over its useful design life.
specifications typically are allowed to vary a small amount
Conformance
called tolerance.
Durability tolerates stress or trauma without failing
Serviceability the ease of repair for a product
are subjective sensory characteristics such as taste, feel, sound,
Aesthetics
look, and smell.
is based on customer opinion,brand image, brand recognition,
Perceived quality
amount of advertising, and word of mouth.

3) 5 SERVICE QUALITY DIMENSIONS

Tangibles physical appearance of the service facility.
ability of the service provider to perform the promised service
Service reliability
dependably and accurately.
Responsiveness willingness of the service provider to be helpful and prompt in
providing service.
 knowledge and courtesy of employees and their ability to
Assurance
inspire trust and confidence.
Customer desires caring, individualized attention from the
Empathy
service firm.

5 different: tangible, heterogeneous, co-worker with customer, present, not stored.

Heterogeneous: không đồng nhất. Homogenerous: đồng nhất

4) COST OF QUALITY - PAF Paradigm

Prevention costs (subjective) Training, planning, product design, customer

reduce the potential for defects, assessment, process control, Process engineering
prevnet defects from occuring Costs associated with ensuring quality beforehand
Lab testing, inspection, test equipment and materials,
Appraisal costs
destructive tests, and costs associated with
evaluate the products
assessments for ISO 9000 or quality awards
Internal failure costs
scrap, rework on the defective parts, process failure,
to fix problem before delivered
process downtime, price downgrading.
to the customer
External failure costs
customer complaints, product return, warranty,
to fix problem after delivered to
product liability, lost sales.
the customer

5) THE THREE SHPERES OF QUALITY

A corrective tool
Product-oriented
Quality control Reactive strategy
Detection of defects
Testing team's responsibility
Performed after the final product is ready
 A managing tool
Process-oriented
Proactive strategy
Quality assurance
Prevention of defects
Everyone's responsibility
Performed in parallel with a projects
Tie together the control and assurance
Quality management
activities make up quality management

CHAPTER 2

1) HISTORY OF QUALITY MANAGEMENT

Early 1900s Frederick Taylor, Frank and scientific management

Lillian Gilbreth
1920s Walter Shewhart and statistical process control
1930s Dodge and Romig introduce acceptance sampling
1940s Military standards introduced
1950s Deming and Juran introduce quality management to Japan
1960s Taguchi method and other tools developed
1970s United States Quality becomes strategic
1980s Schonberger, Shingo, and Lean
TQM and empowerment
Hall
Baldrige award
1990s Reengineering and Six Sigma
2000s Supply chain management and
improvement of supplier development;
lean Six Sigma, contingency theory
2010s Supply chain quality management
(SCQM) , along with supplier
development andcustomer relationship
management
2) LEADING CONTRIBUTORS TO THEORY

Shewart In 1920s, developed control charts

Introduced the term " quality assuance"
Deming 1. Create constancy of purpose toward improvement of product and service
with the aim to become competitive, stay in business, and provide jobs.
2. Adopt a new philosophy. We are in a new economic age.
World war II to teach 3. Cease dependence on mass inspection to improve quality. 4. End the
statistical quality practice of awarding business on the basis of price tag alone.
5. Improve constantly and forever the system of production and service to
control techniques to improve quality and productivity, and thus constantly decrease cost.
6. Institute training on the job. People must have the necessary training
engineers and knowledge
to perform their work.
Ater war, began 7. Improve leadership. The aim of supervision should be to help people,
machines, and
teaching statistical gadgets to do a better job.
8. Drive out fear so that everyone may work effectively for the company.
quality control to
9. Break down barriers between departments.
Japanese companies 10. Eliminate slogans, exhortations, and targets for the workforce that ask
for zero defects
and new levels of productivity.
11. Eliminate work standards on the factory floor.
12. Remove barriers that rob workers of their right to pride in the quality
of their work.
13. Institute a vigorous program of education and self improvement
14. Put everybody in the company to work to accomplish the
transformation.
PDCA Deming modified Plan - Do - Study - Act 1950s. His purpose was to
use PDCA with a continuous improvement process to help rebuild
Walter Shewhart:
Japanese economy.
disscussed cotinuous
PLAN : create an improvement plan of processes
improvement circle
DO: execute the improvement plan
(Plan - Do - Check -
CHECK: examine feedback and adjust improvement plan
Act) 1939.
ACT: implement improvement plan into the system
M. Juran PLANING: The purpose of quality is to provide the operating forces with
the means of producing products that can meet the customer’s needs.
CONTROL: Control is a process-related activity that ensures processes are
Followed Deming in stable and provides a relatively consistent outcome. Breakthrough
1954, focus on improvement implies that the process has been studied and that some major
 improvement has resulted in large nonrandom improvement to the process. It
strategic quality is important to understand that control and breakthrough–related activities
shouldoccur simultaneously.
planning IMPROVEMENT: Project-by-project improvement, Management:The
Language of Money, Workers: The Language of Things
Pareto’s law or the 80/20 rule, the majority of quality problems are the result
of relatively few
causes.
Armand V. Feigenbaum’s 19 Step
1. Total quality control is defined as a systemof improvement.
Feigenbaum 2. Big Q quality (company-wide commitmentto TQC) is more important than
little quality (improvements on the productionline).
1951, introduced 3. Control is a management tool with four steps.
4. Quality control requires integration of
concept on TQC and 5. Quality increases profits.
6. Quality is expected, not desired.
continuous quality 7. Humans affect quality.
improvement 8. TQC applies to all products and services.
9. Quality is a total life-cycle consideration.
10. Control the process.
11. A total quality system involves the
12. There are many operating and financial benefits of quality.
13. The costs of quality are a means for measuring quality control activities.
14. Organize for quality control.
15. Managers are quality facilitators,
16. Strive for continuous commitment.
17. Use statistical tools.
18. Automation is not a panacea.
19. Control quality at the source.
Philip Crosby 1979 : emphasized that costs of poor quality far outweigh the cost of
preventing poor quality
1984: defined absolutely of QM, conformance to requirements, prevention,
zero defects
Ishikawa Promoted use of quality circles ( Continuous improvement)
Develop " Fishbone" diagram
Emphasized importance of internal customer- Training
Statistical quality control
Basic seven tools of quality (B7).
Democratizing statistics
Emphasis on total involvement of the operating employees in improving
quality.
The term company-wide quality control in Japan.
Taguchi Taguchi definition of quality, the quality loss function (QLF), and the
concept of robust design. means that products and services should be
 designed so that they are inherently defect-free and of high quality.
Taguchi devised a three-stage process
1. A basis for determining the functional relationship between controllable
product or service
design factors and the outcomes of a process.
2. A method for adjusting the mean of a process by optimizing controllable
variables.
3. A procedure for examining the relationship between random noise in the
process and product
or service variability.
Robert C. Camp is the principal pioneer of benchmarking
Benchmarking
Dr. Covey His seven habits include these:
The 8 Habits 1. Be proactive. This is the ability to control one’s environment rather than
of Highly have it control you, as is so often the case. Managers need to control their
Effective People. own environment using self-determination, and to demonstrate the power to
respond to various circumstances.
2. Begin with the end in mind. This means that the manager needs to be
able to see the desired outcome and concentrate on activities that help to
achieve that end.
3. Put first things first. Managers need to personally manage themselves
and implement activities that aim to achieve the second habit—looking to the
desired outcome.
4. Think win-win. This is the most important aspect of interpersonal
leadership because most achievements are based on cooperative effort.
5.Seek first to understand and then to be understood. By developing and
maintaining positive relationships through good communications, the
manager can be understood and can understand subordinates.
6.Synergize. This is the habit of creative cooperation—the principle that
collaboration often achieves more than could be achieved by individuals
working independently.
7.Sharpen the saw. This involves learning from previous experience and
encouraging others to do the same. Covey sees development as one of the
most important aspects in being able to cope with challenges and aspire to
higher levels of ability.
Covey also published a book with an eighth habit:
8. Find your voice, and inspire others to find theirs. This invites the merging
of talent, passion, and conscience to achieve and to help others achieve. This
is implicit in a life of service.

Michael Hammer The underlying precept of reengineering is sound: Firms can become
and James Champy inflexible and resistant to change and must be able to change in order
to become competitive.
If there is a lesson to be learned from the reengineering failures,
 it is this: Some quality and performance improvement approaches are
brainchildren. Others have been observed to work in a number of
organizations, in a variety of cultures, and in a number of economic
sectors. Avoid the former until they become the latter.

30 CORE VARIABLES

CHAPTER 3
1) THE AMERICAN WAY - Malcolm Baldrige award.

SEVEN CATEROGIES
1. Leadership Senior leadership, governance and social
 responsibility
2. Strategic Planning Strategic development & Strategic deployment
3. Customer and market focus Customer and market knowledge, customer
relationship focus
4. Measurement, Analysis, and Measurement, ananlysis, review of organizational
Knowledge Management focus, information and knowledge management
5. Human resource focus Work system, employee learning and motivation,
employee well-being and satisfaction
6. Process management Value creation processes, support processes and
operational planning
7. Business result Customer focus result
Financial and market result
Human resource result
Organizational effectiveness results
Leadership and Social responsibility results
2) THE JAPANESE WAY- The Deming Prize
The Deming Prize is much more focused on processes than is the Baldrige

Policy Education and training

Organizationa and operation Quality assurance
Collecting useful information Quality effects
Analysis Stadardlization
Planning for the future Control

Japanese total Quality control (TQM)

This view asserts that anything in the process that does
not add value for the customer should be eliminated.
Lean Production a productive system whose focus is on optimizing processes through the philosophy of continual
improvement.
1. Waste of overproduction.
2. Waste of waiting.
Seven Wastes - Shigeo Shingo 3. Waste of transportation.
4. Waste of processing itself.
5. Waste of stocks.
6. Waste of motion.
7. Waste of making defective products.
In the Japanese approach to quality, problems must be
made visible before they can be addressed.
Visibility Another visibility technique the Japanese use is called andon, or warning lights. Whenevera defect
 occurs on the line, the line is stopped.
The lean process adds to visibility by stopping all the steps in the process when one step has a
problem. Theapproval to stop the line whenever there is a problem is called line-stop authority.
With in-process inspection, all work is inspected at each stage of the process, and the workers
inspect their own work.
In - Process inspection
If 5 or fewer defects, accept the lot.
If more than 5 defects, reject the lot.
N = 2 Technique The N = 2 technique involves developing and maintaining a close relationship with suppliers so that
it is known whether the supplier’s processes are in statistical control. Therefore, only a sample size
of 2 (the first and last pieces) is needed for acceptance inspection.
Horizontal deployment means that all departments are involved in quality. Vertical deployment
means that all levels of management and workers are actively involved in quality.
Total involvement of workfore
1. Seiri: Organizing by getting rid of the unnecessary. This may include old files, forms, tools, or
other materials that have not been used within the past two or three years.
The five S 2. Seiton: Neatness that is achieved by straightening offices and work areas.
3. Seiso: Cleaning plant and equipment to eliminate dirtiness that can hide or obscure problems.
4. Seiketsu: Standardizing locations for tools, files, equipment, and all other materials. This often
involves color coding and labeling areas so that materials are always found in a standard location.
5. Shetsuke: Discipline in maintaining the prior four S’s.

Preventive manintenance

3) THE EUROPEAN WAY - European quality award

The highest level is the EQA for the most accomplished applicant in a given year, and the
second level given is the European
Quality Prize for other firms that meet the award criteria.
The differences are found primarily in the categories of people, society results, and key
results.
The people category addresses the perceptions of employees concerning their employer.
Items in this category include working environment, perception of management style,
career planning and development, and job security.
Whereas the Baldrige criterion of workforce and development focuses more on those
things that lead to customer service and improved products, the EQA focuses more
on employee satisfaction as an outcome of the quality system. From this standpoint,
employee satisfaction becomes an indicator of satisfactory management.
The EQA criterion of impact on society asks the applicant to document how the company
is viewed by the society it affects. This includes the company’s approach to quality of
life, the environment, and the preservation of global resources. Therefore, charitable
activities, leisure-
related activities, and employment stability are all important aspects of the quality system
for the Europeans.
5) COMPARISON OF QULALITY AWARDS

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4) ISO 9001:2015
CHAPTER 4 STRATEGIC QUALITY PLANNING

1) DEFINITION

2) TWO ESSENTIAL PARTS

3) STRATEGY CONTENT

4) THE IMPORTANCE OF TIME

5) LEADERSHIP FOR QUALITY

6) DEVELOP A SQP

7) DEPLOYING QUALITY

8) DOES QUALITY LEAD TO BETTER BUSINESS RESULTS

CHAPTER 5

1) DIFFERENCES BETWEEN SERVICE AND MANUFACTURING

2) SERVQUAL

3) DESIGNING QUALITY SERVICES

CHAPTER 6

1) THE VALUE CHAIN

2) SUPPLIER ALLIANCES

3) A SUPPLIER DEVELOPMENT

4) A SUPPLIER DEVELOPMENT PROGRAM

5) BUILDING AN UNDERSTANDING OF SUPPLY CHAIN QUALITY
MANAGEMENT

CHAPTER 7
THE TOOLS OF QUALITY
1) PROCESS MAPS
A picture of the process.
- The first step of the process is to create a map of the process as it exists.
- Using simple symbols to describe the steps
- Develop a general process map and then add more of sub-flow diagrams
- Determine which steps add value to the process and which don't to simplify the
work

Diamon Rectangle
d

Parallelogram Rounded rectangle

Arrow
Circle

SIPOC Suppliers, Inputs, Processes, Outputs, and Customers.

This type of diagram is useful when it is not clear who your customers are, where
specifications for inputs exist, and when clarifying customer requirements. SIPOC
diagrams are often used in Six Sigma projects
2) CHECK SHEET
Tool for collecting data, Data collected can be used as input data for other quality tools,
Based on answering the question of What, Where, Who, How.
Benefits:
- Collect data in a systematic and organized manner.
- To determine source of problem.
- To facilitate classification of data (stratification).
- The check sheet is a simple and effective way to display data.
Setting up a check sheet step:
- Identify common defects occurring in the process.
- Draw a table with common defects in the left column and time period across
the tops of the columns to track the defects.
- The user of the check sheet then places check marks on the sheet whenever
the defect is encountered.
3) HISTOGRAM
Histograms are graph of a distribution of data designed to show the shape of the
data.
3.1) When to use
- To see shape of data's distribution.
- Analysing process can meet the customer's need.
- Seeing process change from one period to another.
- Determining the outputs of two or more processes are different.
- Communicate the distribution of data quickly and easily to others.
3.2) How to draw
- Step1: Find a range of distribution, largest - smallest value.
- Step 2: Choose the number of classes
- Step 3: Determine the width of classes and classes boundaries. Step1/Step2
- Step 4: Calculate the frequency (the number of occurrences for each class)
- Step 5: Draw a frequency histogram
log n
k≥
log 2
n: the number of raw data values
k: the number of classes
A good rule of thumb for the number of classes is given by the model
2 ≥ n≫ (k =√ n)
k
3.3) Different shapes of histogram

- Uniform → Data is evenly distributed.

- Right-skewed → Peak on the left, tail extends to the right.
- Left-skewed → Peak on the right, tail extends to the left.
- Bimodal → Two peaks, representing two groups of data.
- Bell-shaped → Symmetrical, shaped like a bell curve. → preferrable
 Narrow Bell-shaped : operates stably, defect rate small, ewer errors
and less variation → better
 Wide Bell-shaped: more variation, sometimes many defects, less
stable, making it harder to predict and control errors
3.4) Process capability
Benefits:
- Allow you to understand at a glance the variation that exits in a process
- Often, it will tell you to dig deeper for otherwise unseen cause of variation
- Used to determine the capability of a process
- Starting point for the improvement process
Purpose:
1. To determine whether a process consistently results in products that meet
specifications.
2. To determine whether a process is in need of monitoring through the use of
permanent process charts.
allowable process variation USL−LSL
C p= =
actual process variation 6σ

 Cp > 1: The process is performing well, with low variability, and most products fall
within the allowed limits.

 Cp = 1: The process just meets the requirements, with variability exactly matching the
specification limits.

 Cp < 1: The process is poor, with high variability, and many products fall outside the
limits.

Khi quy trình bị lệch, Cp sẽ không phản ánh đúng khả năng thực tế → Cần dùng thêm
Cpk để đo lường cả năng lực và độ lệch.

C pk =min {USL−μ
3σ
,
3σ }
μ−LSL

C pk ≥ 1.67 Perfect
1.67>C pk ≥ 1.33 Good, need to maintain this status
1.33>C pk ≥ 1.00 Standard, need some actions to make it higher
1.00 ¿ C pk ≥ 0.67 Not capable, need to be improved
Example: A manufacturing process produces a certain part with a mean diameter
(đường kính trung bình) of 2 inches and a standard deviation (độ lệch chuẩn) of 0.03
inches. The lower and upper engineering specification limits are 1.90 inches and
2.05 inches.
USL−LSL 2.05−1.90
C p= = = 0,833
6σ 6 x 0 , 03

C pk =min {USL−μ
3σ
,
μ−LSL
3σ } =min{
3 x 0.33 3 x 0.33 }
2 .05−2 2−1.90
, = 0,56

=> The process is not capable

Normal Distribution
Đây là đường cong hình chuông biểu thị
dữ liệu có phân phối chuẩn.
Trục ngang là số độ lệch chuẩn (σ) từ giá
trị trung bình (mean, μ).
68% dữ liệu nằm trong khoảng ±1σ từ
trung bình.
95% dữ liệu nằm trong khoảng ±2σ.
99.73% dữ liệu nằm trong khoảng ±3σ.
✨ Ý nghĩa: Phân phối chuẩn giúp dự đoán
khả năng dữ liệu rơi vào các khoảng khác
nhau quanh trung bình.
Ý nghĩa thực tế:
 Nếu đường cong nằm trọn trong
khoảng LSL và USL → Quy trình sản
xuất đạt yêu cầu chất lượng.
 Nếu đường cong bị lệch, chạm hoặc
vượt ra ngoài LSL/USL → Quy trình
cần cải thiện để giảm lỗi.
💡 Kết luận:
 Nếu quy trình đạt 6σ (Six Sigma) →
Tỷ lệ lỗi chỉ khoảng 3.4 lỗi trên 1
triệu sản phẩm — rất tối ưu.
 Nếu chỉ đạt 3σ → Tỷ lệ lỗi cao hơn,
cần cân nhắc cải tiến.

 Cp > 1: Quy trình hoạt động tốt, độ

biến động nhỏ, sản phẩm chủ yếu nằm
trong giới hạn cho phép.
 Cp = 1: Quy trình vừa đủ đạt yêu cầu,
biên độ biến động bằng đúng khoảng
giới hạn.
 Cp < 1: Quy trình kém, biến động
lớn, có nhiều sản phẩm ngoài giới
hạn.

📌 Lưu ý: Cp chỉ phản ánh năng lực tiềm

năng của quy trình nếu quy trình nằm đúng
trung tâm. Nó không tính đến việc quy trình
có bị lệch hay không.
Quy trình nằm đúng trung tâm (giữa LSL
và USL): Quy trình tốt, ít lỗi, phù hợp lý
tưởng của Cp.
Dịch chuyển sang phải (leak to the right):
Quy trình lệch, sản phẩm bị lỗi vượt quá
USL (giới hạn trên).
Dịch chuyển sang trái (leak to the left):
Quy trình lệch, sản phẩm lỗi dưới LSL (giới
 hạn dưới).

✨ Ý nghĩa thực tế:

 Trong sản xuất thực tế, quy trình hiếm

khi hoàn toàn ổn định ở trung tâm →
Phải tính đến độ lệch (shift), thường
là 1.5σ (Six Sigma quy ước).
 Khi quy trình bị lệch, Cp sẽ không
phản ánh đúng khả năng thực tế →
Cần dùng thêm Cpk để đo lường cả
năng lực và độ lệch.

4) SCATTER DIAGRAMS

5) CONTROL CHART
6) FISHBONE OR ISHIKAWA DIAGRAM
7) PARETO PRINCIPL
CHAPTER 8
1) WHY EMPLOYEE ENJOY TEAMS
2) LEADING TEAMS FOR QUALITY IMPROVEMENT
3) TYPES OF TEAM
4) IMPLEMENTING TEAMS
5) MANAGING AND CONTROLLING PROJECTS
CHAPTER 9
1) BUIDING BLOCKS FOR THE SYSTEM OF QUALITY IMPROVEMENT
2) INTERNAL VALIDATION
3) QUALITY AUDITS
4) EXTERNAL VALIDATING