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Role of qa&qc in manufacturing presentation

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  • 1. Growing a diversifiedglobal business
  • 2. Contents Quality Assurance Activities Quality Control Activities Quality – an overview Quality Control – Goal/Implementation Quality Assurance – Goal/Implementation Quality Improvement – Concept
  • 3. Learning Objectives  Quality Control – Concept & Implementation  Quality Assurance – Concept & Implementation  Quality Improvement - Concept
  • 4. QA&QC Activities in Manufacturing Quality Assurance  Implementation of QMS.  Control, update and revision of QMS documents .  Conduct internal Audit and coordinates with ISO certified body for certification.  Coordinate with client for external / third party audits  Maintain and control the Manual and SOP/MS/Written Practices.  Control and monitoring of NCR’s / CARs.  Second party audit of vendors and subcontractors.
  • 5. QA&QC Activities in Manufacturing Quality Assurance  Preparation of documentation and Quality related procedures  Conducts Quality Review Meeting.  Review and analyze customer complaints and other re-occurring problems in the process.
  • 6. QA&QC Activities in Manufacturing Quality Control  To carry out stage and final Inspections & preparation of associated reports.  Client and Customer cordination and handling.  Material inspection during receiving and before issuance to fabrication.  Welding control and monitoring of repair rates  Supervision of non-destructive testing.
  • 7. QA&QC Activities in Manufacturing Inspections  Incoming goods inspection.  Marking & layout inspection.  Fit up inspection .  Weld visual inspection.  NDT Review ,Witness & Clearance.  Hydro test witness  Surface preparation & painting inspection  Packing & Shipment inspection
  • 8. QA&QC - Improvement areas Concepts????  Thinking that Quality is expensive; it lowers productivity  Thinking that Quality is intangible; it cannot be managed  Thinking that Poor quality means poor workers  Thinking that Quality is the responsibility of quality department only  Thinking that Quality is a Department  Thinking that Quality is role specific  Thinking that Quality is someone else’s job  Thinking that Quality is not a major issue; it has little impact on the company
  • 9. QA&QC - Improvement areas Where should we go from here? We must go back to the past………. Back to the basics Basics …………..Which Quality leaders have been advocating from many years
  • 10. Overview
  • 11. Overview
  • 12. Overview NDE Spool Erection Welding visual & Welding inspection Pressure Testing Bevel, Fit-up, Alignment etc DESCON
  • 13. Quality Control Concept  Process of making sure that products or services are made to consistently high standards  It is product oriented  It coordinates the links between the following activities:  Specifications of what is required.  Components, elements of the product  Inspection of the product to determine conformance to customer specification.
  • 14. Quality Control
  • 15. Quality Control
  • 16. Quality Control Traditional QC Problems:  Not a value-added activity Too late Costly Human factor in inspections Inspection of products and services takes place during and at the end of the manufacturing process
  • 17. Quality Control Example – Pressure Vessel ProductionRaw material Final Product  Quality Control, only, is not enough  Inspections for defects – too late
  • 18. Quality Control
  • 19. Quality Assurance Concept  A set of activities designed to ensure that the development and maintenance process is adequate to ensure a system will meet its objectives.  A process of verifying or determining whether products or services meet or exceed customer expectations.  A process driven approach with specific steps to help define and attain goals.  Quality assurance defines the quality policy and in turn, how to follow the policies in better way to avoid any issues/defects thus saving time effort and money in the production of product but also providing the customer with exactly what they require.
  • 20. Quality Assurance  HOW SURE ARE YOU??” :: focus on the process involves, and make sure you do the right thing.  To ensure that the products/services meet the customer’s requirements at the highest standard. :: customer requirement/needs may change in time.  Determine if the steps/process implemented to produce the product/service are appropriate with the time and conditions.
  • 21. Quality Assurance Internal audit / First party audit:: a systematic, independent and documented process, conducted by members within the organization and obtain evidence and evaluate it to determine where requirements are fulfilled. External audit / Second or Third party audit:: similar to internal audit, but conducted by members not within the organization.
  • 22. Quality Assurance :: PDCA analyzes existing conditions and methods used to provide the product or service to customer.
  • 23. QC vs QA  Quality control emphasizes testing and blocking the release of defective products,  Quality assurance is about improving and stabilizing associated processes to avoid or at least minimize issues that led to the defects in the first place.  However, QA does not necessarily eliminate the need for QC: some product parameters are so critical that testing is still necessary just in case QA fails
  • 24. Quality in an Organization
  • 25. Overview
  • 26. Quality Improvement  Keyword : IMPROVEMENT  The continuous study and improvement of a process, system, or organization  A continuous process that identifies problems, examines solutions to those problems, and regularly monitors the solution implemented for improvement.  Example in manufacturing / industry : reduce product failures or work related injuries.  Example in administration / service : increase efficiency or reducing re-work.
  • 27. Quality Improvement  It is aimed at improvement - measuring where you are, and figuring out ways to make things better. It specifically attempts to create systems to prevent errors from happening.  QI activities can be very helpful in improving how things work. Trying to find where the “defect” in the system is, and figuring out new ways to do things can be challenging and fun. It’s a great opportunity to “think outside the box.”
  • 28. Quality Improvement Five (05) crucial activities to Quality Improvement
  • 29. Quality Improvement An example: FADEE Model
  • 30. Quality Improvement Ordinary Company QI* Company Quality is expensive. Quality leads to lower costs. Inspection is too late. Workers should Inspection is the key to quality. produce defect-free goods, right at first time Defects are caused by workers. Most defects are caused by the system Rewarding the best performers and Most variation is caused by the systems that punishing the worst will lead to judge, punish, destroy teamwork. greater productivity and creativity Profits are made by keeping Profits are generated by loyal customers. revenue high and costs down.
  • 31. Quality Improvement
  • 32. Quality Improvement How can you make the difference? Be a quality professional – Who is quality professional? Starting point for improvement - recognize the need Be an agent for change in your organization Show people how to prevent problems, not just identify them Promote quality’s image - Inside & outside Constantly learn more about quality Educate, train, and support those who do the work