MODULE 5

Quality Management
Do the right things right the first time, every
time.

Quality is a Journey,
not a Destination

What is Quality?
The concept of quality is subjective and difficult
to define
Certain aspects of quality can be identified
Ultimately, the judgement of quality rests with
the customer
Quality is a products or services ability to
satisfy the needs and expectations of the
customer
Quality is fitness for use - Joseph Juran
Quality is conformance to requirements - Philip
Crosby

Dimensions Of Product
Quality
1. Performance
basic operating characteristics
2. Features
extra items added to basic
features
3. Reliability
probability product will operate over
time

Dimensions Of Product
Quality
4. Conformance
meeting pre-established standards
5. Durability
life span before replacement
6. Serviceability
ease of getting repairs, speed &
competence of repairs

Dimensions Of Product
Quality
7. Aesthetics
look, feel, sound, smell or taste
8. Safety
freedom from injury or harm
9. Other perceptions
subjective perceptions based on brand
name, advertising, etc

Differences between Quality

and Reliability
The difference between these two words is
Quality means - to measure the products without
any deficiencies which assure the customers &
Reliability means the products should be consistent
without any failure.
Quality is the standard of something as measured
against other things, while reliability is being
dependable and consistency.

 Quality means tosatisfy theconformance with

requirements and reliability is something which
related to the product cycle time,whether the
product is reliable & meets thecriteria to satisfy the
time line given by the customers. ( e.gWarranty time
/ hours / no of days in services).
Ex: Twowheeler (motorbikepiston head). The engine
piston has satisfied all the design specification & as
well as material requirements tofulfilthe needs yet
this product still need to conform whether this piston
will be able tosatisfy the extreme temperature inside
the engine ...? if not then we cannotrelyon
thispiston. This how reliability comes into pictures.

Differences between QA &

QC

Quality Assurance (Q.A.)

Quality Control (Q.C.)
A part of quality management focused on A part of quality management focused on
fulfilling quality requirements
providing confidence that quality requirements
will be fulfilled.
Quality Assurance is defined as All the planned Quality Control is defined as The operational
and systematic activities implemented within the techniques and activities used to fulfil
quality system that can be demonstrated to requirements for quality.
provide confidence that a product or service will
fulfil requirements for quality.

Quality Assurance is fundamentally focused on

planning and documenting those processes to
assure quality including things such as quality
plans and inspection and testing plans

Quality control on the other hand is the physical

verification that the product conforms to these
planned
arrangements
by
inspection,
measurement

Quality Assurance is a complete system to assure Quality Control just measures and determines the
the quality of products or services. It is not only a quality level of products or services. It is a
process, but a complete system including also process itself.
control. It is a way of management.

TOTAL QUALITY
MANAGEMENT (TQM)
TQM is a Management philosophy and company
practices that aim to harness the human and
material resources in most effective way to achieve
objectives of the organization
Total in Total Quality management means
All Interested parties are considered
All requirements are addressed
All activities of the organization are covered
All employees are involved

Quality Philosophers

Walter Shewhart
W. Edwards Deming
Joseph Juran
Philip Crosby
Armand Feigenbaum
Kaoru Ishikawa
Genichi Taguchi

Joseph M Juran
Joseph M. Juran made many contributions to the field of
quality management in his 70+ active working years.
His book, the Quality Control Handbook, is a classic
reference for quality engineers.
He revolutionized the Japanese philosophy on quality
management and in no small way worked to help shape
their economy into the industrial leader it is today.
Dr. Juran was the first to incorporate the human aspect
of quality management which is referred to as Total
Quality Management. Juran is well known for his Quality
Trilogy.

1. Quality
Planning
2. Quality
Improvement

3. Quality
Control

Jurans Quality Trilogy

Quality Planning

Identify who are the customers.

Determine the needs of those
customers.
Translate those needs into our
language.
Develop a product that can respond
to those needs.
Optimise the product features so as
to meet our needs and customer
needs.

Quality Improvement

Develop a process which is able to

produce the product.
Optimise the process.

Quality Control

Prove that the process can produce

the product under operating
conditions with minimal inspection.
Transfer the process to Operations.

Quality Costs
The costs of quality are the cost associated with
the prevention, discovery, and resolving of
defects in parts.
These costs can arise whether the product is in
the design stages, manufacturing plant, or in the
customer's hand.
It is important to identify the cost of quality so
that we can determine the expenses associated
with producing a quality product.
Joseph Juran divided the costs of quality into 4
categories. Using this system, we can better
understand where the money is being spent.

The 4 categories of quality

costs are:
Internal Failure Costs - These include the cost of
evaluating, disposing of, or other action on a
part that has failed inspection. Some examples
are;
rework,
scrap,
retesting,
and
troubleshooting.
External Failure Costs - These are all costs
associated with failure of parts after they are
shipped to the customer. They are usually a
result of not meeting the needs or specifications
of the user. Some examples are; recalls,
complaints, returns, and replacements.

Appraisal Costs - These are the cost of

evaluating a product or a service throughout the
process of design until the product is shipped.
The evaluation is to test conformance to set
standards. Some examples are part inspection,
testing, and audits.
Prevention Costs - Prevention cost are those
associated with preventing defect in products or
processes. Some examples are training and
quality planning.

Demings 14 Principles
1. Create constancy of purpose
2. Adopt philosophy of prevention
3. Cease mass inspection
4. Select a few suppliers based on quality
5. Constantly improve system and workers
6. Institute worker training

Demings 14 Principles
(continued)
7. Instil leadership among supervisors
8. Eliminate fear among employees
9. Eliminate barriers between
departments
10. Eliminate slogans
11. Remove numerical quotas
12. Enhance worker pride
13. Institute vigorous training & education
programs
14. Implement these 13 points

The Deming Wheel

(or P-D-C-A Cycle)
1. Plan
Identify problem
Develop plan for
improvement
4. Act
Institutionalize
improvement
Continue cycle

2. Do
Implement plan
on test basis

3. Study / Check
Is the plan working

Contribution of Philip Crosby

Philip Crosby is another major contributor to the
quality movement. In 1979, he left ITT
(International Telephone and Telegraph) and
wrote his book, Quality is Free, in which he
argues that dollars spent on quality and the
attention paid to it always return greater benefits
than the costs expended on them. Whereas
Deming and Juran emphasized the sacrifice
required for a quality commitment, Crosby takes
a less philosophical and more practical approach,
asserting instead that high quality is relatively
easy and inexpensive in the long run.

 Crosby is the only American quality expert without

a doctorate. He is responsible for the zero
defects program, which emphasizes doing it
right the first time, (DIRFT) with 100 percent
acceptable output. Unlike Deming and Juran,
Crosby argues that quality is always cost
effective. Like Deming and Juran, Crosby does not
place the blame on workers, but on management.
Crosby also developed a 14point program, which
is again more practical than philosophical. It
provides managers with actual concepts that can
help them manage productivity and quality.

 Crosby defined the Four Absolutes of Quality

Management:
- Quality is conformance to requirements
- Quality prevention is preferable to quality
inspection
- Zero defects is the quality performance standard
- Quality is measured in monetary terms the price
of non-conformance
According to Crosby, five characteristics of highly
successful organisations are:
- People routinely do things right first time
- Change is anticipated and used to advantage
Growth
is
consistent
and
profitable
- New products and services appear when needed
- Everyone is happy to work there

Quality Function Deployment

(QFD)

First conceptualized in 1966 as a method or

concept for new product development under the
umbrella of Total Quality Control, Hinshitsu tenkai
(quality deployment) was developed by Dr. Shigeru
Mizuno and Yoji Akao.
QFD is used to translate customer requirements to
engineering specifications.
It is a link between customers - design engineers competitors - manufacturing.
It provides an insight into the whole design and
manufacturing
operation
from
concept
to
manufacture and it can dramatically improve the
efficiency as production problems are resolved
early in the design phase.

QFD is:
Understanding Customer Requirements
Quality Systems Thinking + Psychology
+ Knowledge/Epistemology
Maximizing Positive Quality That Adds
Value
Comprehensive Quality System for
Customer Satisfaction
Strategy to Stay Ahead of The Game

Why is it
important?

It is very powerful as it incorporates the

voice of the customer in the designs hence it is likely that the final product will
be better designed to satisfy the
customer's needs.
Moreover, it provides an insight into the
whole
design
and
manufacturing
operation (from concept to manufacture)
and it can dramatically improve the
efficiency as production problems are
resolved early in the design phase.

Quality Circles
A quality circle is a volunteer group composed
of workers who meet together to discuss
workplace
improvement,
and
make
presentations to management with their ideas.
Typical topics are improving safety, improving
product
design,
and
improvement
in
manufacturing.

Quality Circles
Group of employees who meet regularly to solve
problems
Quality Circles are small groups of people who do
similar or related work and meet regularly to
identify, analyse,and solve product-quality and
production problems and to improve general
operations.
Trained in planning, problem solving, and
statistical methods
Often led by a facilitator
Very effective when done properly

QC Characteristics
Volunteers
Set Rules and Priorities
Decisions made by Consensus
Use of organized approaches to Problem-Solving
All members of a Circle need to receive training
Members need to be empowered
Members need to have the support of Senior
Management

The Quality Circle Process

Presentation
Implementation
Monitoring

Solution
Problem results

Organization
8-10 members
Same area
Moderator

Problem analysis
Cause & effect
Data collection &
analysis

Training
Group processes
Data collection
Problem analysis

Problem ID
List alternatives
Consensus
Brainstorming

Benefits of Quality Circles

Improved communication
Greater job satisfaction
Improved morale
Improved quality
Cost savings

Organization and Planning