quality

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Quality Protocals

Rajendran Ananda Krishnan


• Quality is the ability of a product or service to consistently meet or exceed customer expectations

• Degree to which performance of a product or service meets or exceeds customer expectation


Conformance to specificationsFulfilling Customer NeedsDefinition of quality focuses not merely on the manufacturing process but also on the process of arriving at the specifications. Ness

Fitness to use Zero defects


Dimensions of QualityPerformance - main characteristics of the product/service

Aesthetics - appearance, feel, smell, taste

Conformance - how well product/service conforms to customer’s expectations

Reliability - consistency of performance

Features- Additional attributes to enhance the quality

Durability- How long the product lasts before it requires the replacement

Serviceability- The ease with which the product can be serviced

Safety- Assurance to the customer that there are no hazards

Examples of Quality Dimensions

Dimension

1. Performance 2. Aesthetics 3. Special features

(Product) Automobile

Everything works, fit & finish Ride, handling, grade of materials used Interior design, soft touch Gauge/control placement Cellular phone, CD player

(Service) Auto Repair

All work done, at agreed price Friendliness, courtesy, Competency, quickness Clean work/waiting area Location, call when ready Computer diagnostics

Examples of Quality Dimensions (Cont’d)

Dimension

5. Reliability 6. Durability 7. Perceived quality 8. Serviceability

(Product) Automobile

Infrequency of breakdowns Useful life in miles, resistance to rust & corrosion Top-rated car Handling of complaints and/or requests for information

(Service) Auto Repair

Work done correctly, ready when promised Work holds up over time Award-winning service department Handling of complaints


Service Quality

• Tangibles• Convenience• Reliability• Responsiveness• Time• Assurance• Courtesy

Examples of Service Quality

Dimension Examples1. Tangibles Were the facilities clean, personnel neat?

2. Convenience Was the service center conveniently located?

3. Responsiveness Were customer service personnel willing and able to answer questions?

4. Time How long did the customer wait?

5. Assurance Did the customer service personnel seem knowledgeable about the repair?

6. Courtesy Were customer service personnel and the cashier friendly and courteous?

Table 9.4


Juran’s Quality trilogy (December 24, 1904 – February 28, 2008) Fitness for use Juran’s Trilogy Quality planning- The process of preparing to meet quality goals Quality control- to know when corrective action needed Quality improvement- better ways of doing the things Justifying the need for improvement Identifying specific projects and organizing support for projects Diagnosing causes and providing remedies Providing control mechanisms


Costs of Quality

Failure CostsControl Costs

ExternalInternalAppraisalPrevention

Quality Costs


Costs of Quality

• Failure Costs - costs incurred by defective parts/products or faulty services.

• Internal Failure Costs

– Costs incurred to fix problems that are detected before the product/service is delivered to the customer.

• External Failure Costs

– All costs incurred to fix problems that are detected after the product/service is delivered to the customer.


Costs of Quality (continued)

• Appraisal Costs– Costs of activities designed to ensure quality or

uncover defects• Prevention Costs

– All TQ training, TQ planning, customer assessment, process control, and quality improvement costs to prevent defects from occurring


The Cost of Quality: Sources of Costs

Prevention Preventing Defects from Happening

Appraisal Evaluating Materials and Performance

Internal Failures Defects that are Discovered In-House

External Failures Defects Discovered by the Customer Customer Complaints

Warranty Costs and Field Re-Work Damaged Image

Scrap (waste) Re-work Time spent analyzing failures Tests and re-tests

Incoming materials Inspection In-process Inspection Final End-item Inspection Maintenance of test Equipment Training

Training Verification of Design Plant and Equipment

Maintenance Qualifying Suppliers


The Cost of Quality Distribution of the Costs

(25.0%)(65.0%)

(10.0%)Prevention

Evaluation

failures

Internal and External

Reduce Quality Costs by Increasing Prevention Efforts


Deming’s 14 Points(October 14, 1900 – December 20, 1993)Lower price

PDCA Cycle

Process improvement and SPC

1. Create constancy of purpose

2. Adopt philosophy of prevention

3. Cease mass inspection

4. Select a few suppliers based on quality( avoid price tag)

5. Constantly improve system and workers

6. Institute worker training

7. Instil leadership among supervisors

8. Eliminate fear among employees

9. Eliminate barriers between departments, groups, staffs

10. Eliminate slogans or exhortation 11. Remove numerical quotas

12. Enhance worker pride

13. Institute vigorous training & education programs

14. Implement these 13 points


Basic Quality Tools( 7QC’s)1. Flowcharts

2. Check sheets

3. Histograms

4. Pareto Charts

5. Scatter diagrams

6. Control charts

7. Cause-and-effect diagrams


A Flowchart Catalog Cal

Yes

Yes No No

No

No

YesNo

Begin

Specify desired item

Customer places a call

Busy signal

Specify delivery instructions

Confirm order

End

Alternate selection Available

Call back

Lost sale

Lost sale

Indicate of payment method

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Pareto Analysis

80% of the problems may be attributed to 20% of thecauses.

80% of the problems may be attributed to 20% of thecauses.

Assy.Instruct.

Freq

uenc

y

Design Purch.Training

Other

80%


Cause & Effect Diagram( Fish Bone Diagram)

It is a line diagram that helps understand the causes of quality issues & effect of those causes. It is a simple tool which resembles the shape of a fish’s bone & therefore also called the fish bone diagram.

It helps in discovering all possible causes for a particular effect. The effect examined is some troublesome aspect of product or service quality.



COMMUNICATION

Transport

SKILLS

Procedures

Incorrect Deliveries



COMMUNICATION

Transport

SKILLS

Procedures

Incorrect Deliveries

Telephone orders not recorded

Packing slip not legible

Illiteracy

Knowledge

Inconsistency in manualIncorrect

database

Lack of vehicles


SCATTER DIAGRAM

• It is figure which helps to visualize the relation between two variables. It helps determine the correlation between two charateristics. The relationship is expressed in terms of scattered points. It only helps in establishing the co-relation eg: The larger the variable X results in lesser Y


Scatter Diagram

02468

1012

0 10 20 30

Hours of Training

Def

ects


CHECK SHEETS

The check sheets contains a number of cells corresponding to different data categories. The Data need not be necessarily be in numerical form. Check sheets may also contain drawings or design to check locations of failures.

The check sheet is a very simple tool that facilitates the conversion from data to useful information.


Day

Defect 1 2 3 4

A III IIIII I

B II I II III

C IIIII III II IIII


Control Charts

970

980

990

1000

1010

1020

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

LCL

UCL


HISTOGRAM

Histogram is generally used to chart frequency of occurrence. It is a graphic representation of variation in a set of data.

A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars.


HistogramFr

eque

ncy

Data Ranges


The PDSA Cycle

Plan

Do

Study

Act


The Deming Wheel (or P-D-C-A Cycle)

1. PlanIdentify problemDevelop plan for

improvement

2. DoImplement plan

on test basis

3. Study / CheckIs the plan working

4. ActInstitutionalize improvement

Continue cycle


Quality Circles

A group of employees whose assignment is to identify the problems , formulate solutions and present their results to the management with suggestions for implementation.

Support structure

Steering Committee

Facilitators

Circle member

Developing a QC Programme

1. Start-up

2. Initial problem solving

3. Approval of initial suggestions

4. Implementation

5. Expansion

Ex- BHEL, BEL,BFW, Kirloskar Electrical Co, L&T, Durgapuar Steel plant


Quality Function Deployment (QFD)

It is a method of developing a design quality aimed at satisfying the customer and then translating the customer ‘s demand into design targets and major quality assurance points to be used throughout the production phase

It is tool that helps organizations translate customer requirements into design, process planning and manufacturing specifications using four stage process

Links Customer Needs to

design attributes

Links Design attributes to actions firms

can take

Links actions to Implementation

decisions

Links implementation to process plans


Customer requirementsEnough space to sit and eat, less time during the peak hours, easy to

carry home& quick order processing Importance

less time during the peak hours Product characteristicsTemperature of cooked item, time taken to cook the item

Order processing time, Thickness of packaging material, numbers of service counters in peak time, no of tables

Relationship matrix Tradeoffs

++ Strong positive, -- strong negative, Benchmarks X Own company, A- Competitor, B- Competitor B Technical assessment and target values


Quality Management Systems• A QMS can be defined as:

“A set of co-ordinated activities to direct and control an organization in order to continually improve the effectiveness and efficiency of its performance.”

The benefits of a QMS• The customers’ requirements – confidence in the ability of the

organization to deliver the desired product and service consistently meeting their needs and expectations.

• The organization's requirements – both internally and externally, and at an optimum cost with efficient use of the available resources – materials, human, technology and information.


Quality Management Systems

A good QMS will:• Set direction and meet customers’ expectations• Improve process control• Reduce wastage• Lower costs• Increase market share• Facilitate training• Involve staff• Raise morale


ISO 9000

• ISO 9000– Set of international standards on quality

management and quality assurance, critical to international business


ISO 9000 Standards

Requirements

• System requirements

• Management

• Resource

• Realization

• Remedial


ISO 9000 StandardsEight Quality management principles

1. A customer Focus

2. Leadership

3. Involvement of people

4. A process approach

5. A system approach to management

6. Continuous improvement

7. Use factual approach to decision making

8. Mutually beneficial supplier relationships


Six SigmaA business process for improving quality, reducing costs, and

increasing customer satisfaction.

– Sigma” is a statistical term which defines the level of Error Free Performance in a process related to services and or product deliveries, in an absolute numbers.

– The higher the sigma value, a process will produce lesser and lesser defects.

• Statistically– Having no more than 3.4 defects per million

• Conceptually– Program designed to reduce defects– Requires the use of certain tools and techniques


• SIX SIGMA MEANS PRODUCING,DELIVERING PRODUCT AND SERVICES AT A YIELD RATE AND

CONFIDENCE LEVEL OF 99.9997%, Continuously.


Defects per YIELDMillion Oppotunities CONFIDENCE LEVEL

6 3.4 99.9997%5 233 99.977%4 6210 99.379%3 66807 93.32%2 308537 69.2%1 690000 31%

SIGMA LEVEL


Six Sigma Team

• Top management• Program champions• Master “black belts”• “Black belts”• “Green belts”


Six Sigma Process

• Define• Measure• Analyze• Improve• Control

ObjectivesReduce defects, costs, product and process

variability, delivery time, improve the quality

DMAIC


Quality Awards

Baldrige Award

Deming Prize


Quality Awards

• Instituted to create awareness and interest in quality.

• Award given annually to recognize firms that have integrated quality management in their operations.


The Deming Prize

• Honoring W. Edwards Deming

• Japan’s highly coveted award

• Main focus on statistical quality control• Deming prize established by the Japanese and awarded annually

to firms that distinguishes themselves with quality management programs

• Major focus on SQC


Deming PrizeWinners from India

• Five Companies belonging to TVS group• Three auto components companies• 1998: • Sundaram Clayton Ltd- Breaks Division


Baldrige Award

Baldrige Award annual award given by the U.S government to recognize quality achievements of US companies

National Institute of Standards and Technology

Purpose of the award to stimulate Efforts to improve quality To recognize quality achievements Publicize successful programs


Malcolm Baldrige National Quality Award

• 1.0 Leadership (125 points)

• 2.0 Strategic Planning (85 points)

• 3.0 Customer and Market Focus (85 points)

• 4.0 Information and Analysis (85 points)

• 5.0 Human Resource Focus (85 points)

• 6.0 Process Management (85 points)

• 7.0 Business Results (450 points)


Benefits of Baldrige Competition• Financial success• Winners share their knowledge• The process motivates employees• The process provides a well-designed quality system• The process requires obtaining data• The process provides feedback


Quality Awards• Malcom Balridge Award ( Only US companies)

• European quality award( Only European companies)

• Deming prize( No geographical restrictions)


European Quality Award• Prizes intended to identify role models

– Leadership– Customer focus– Corporate social responsibility– People development and involvement– Results orientation


Components of Product QualityControl

1. Careful consideration of product design specification.

2. Adequate inspection procedures for manufactured or assembled products.

3. Acceptance procedures for purchased raw materials & material parts.

4. Control practices to maintain quality levels in the process stage.


5.Commitment from all levels of management towards quality.

6.Formulation of quality assurance procedures


Objectives of Quality Control

1. Increase Sales Volume2. Increased profits3. Improving the company image4. Improving the production system5. Better procurement of materials6. Reduce the cost of inspection & losses

quality

Business

evaluationreduce quality

internal failure costs

customer warranty costs

quality goals quality

qualityimprovement costs

external failure costs

jurans quality trilogy

cost of quality distribution