1. 1
Introduction toIntroduction to
QualityQuality Chapter One
•What is Quality?
•Example : A customer expects a different
performance from original and counterfeit
product.
•When a product/service satisfy or surpasses
customer’s expectations we consider Quality

2. 2
Defining QualityDefining Quality
• The word “quality” is broadly used in many fields and
carries numerous definitions
• To a layman, what is meant by quality is probably
associated with grade, luxury, or degree of “goodness”
of a product or service provided.
• From a production perspective, many practitioners,
academicians and experts believe that quality is ‘fitness
for purpose’ or “fulfilling the purpose intended”. Which
means matching design specifications to function and
ensuring that output conforms to specifications, making
sure that products are safe to use and appropriate for
purpose (Garvin, 1988; Juran, 1988; Besterfield et al.,
Dahlgaard et al., 1998)

3. • From a customer’s perspective, quality id defined as
“conformance” to customers’ requirements, not
elegance, and doing it right the first time (Crosby,
1980; Feigenbaum, 1986; Besterfield et al., 1995)
• In addition, “Quality in the eyes of the customer is
always much more than just the quality of the product
or the basic service offered.
• In other words, QUALITY concerns, reliability,
consistency, speed of delivery, accuracy, reliability
courtesy of telephone answering, value of information
given, reputation of the company, and etc.”
(Oakland,1993).
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Defining Quality…Defining Quality…

4. Modern Quality DefinitionModern Quality Definition
• “Quality is inversely proportional to variability”
• This definition acknowledges that variability is present in
all processes. Sources of variability include:
I. Process variability : raw materials, machines, operators,
environmental conditions
II. Measurement variability
III. Sampling variability
• Given that quality is inversely proportional to variability,
ensuring quality is containing variability and improving
quality is reducing variability
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5. Essence of Quality DefinitionsEssence of Quality Definitions
• Assuring and ensuring that all products and services will
ultimately be able to satisfy the needs of customers.
• Thus, vital for everyone in the organization to
understand the role of quality for the survival of the
organization and embed it in his/her work culture
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6. MEM 650 Quality Control
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Stout’s ViewStout’s View
Modern Quality DefinitionModern Quality Definition
Quality =
where: Q= quality ; P=performance; and E=expectations
• If Q>1.0 then the customer has a good feeling about the
product/service
• P & E are determined based on perception
• P is determined by the organization & E by the
customers
• Customer expectations are becoming more demanding
from day-to-day.
Performance
Expectation

7. The Dimensions of Quality (Garvin. 1988)The Dimensions of Quality (Garvin. 1988)
Dimension Meaning and example
Performance Primary product characteristics, such as brightness of the
picture
Features Secondary characteristics (i.e. added features), such as
remote control
Conformance Meeting specifications or industry standards, workmanship
Reliability Consistence performance over time, average time for the
product/unit to fail
Durability Useful life, includes repair
service Resolution of problems and complaints, ease of repair
Response Human-to-human interface, such as courtesy of the dealer
Aesthetics Sensory characteristics, such as exterior finish
reputation Past performance and other intangibles, such as being
ranked first/best
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8. The Dimensions of Quality…The Dimensions of Quality…
• These 9 dimensions are independent, therefore a
product may be excellent in one dimension and average
or poor in another.
• Very few products excel in all 9 dimensions
• Example : in 1970s, the Japanese were cited for high
quality cars based only on the dimensions of
RELIABILITY, CONFORMANCE and AESTHETICS.
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9. Quality Control-Quality Control- use of following techniquesuse of following techniques
and activities to achieve, to sustain and toand activities to achieve, to sustain and to
improve qualityimprove quality
I. Specifications of what is needed
II. Product/service design to meet specifications
III. Productions/installation to meet specifications
IV. Inspection to determine conformance to
specifications
V. Review of usege to provide information for the
revision of specification if needed
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10. Statistical quality control (SQC)Statistical quality control (SQC)
• A branch of quality control (QC)
• It is the collection, analysis & interpretation of data for
use in QC activities
• SQC comprise of 2 major components:
I. Statistical process control
II. Acceptance sampling
Quality Assurance (QA)
• All planned/systematic actions necessary to provide
adequate confidence to the customers/users that a
product/service will satisfy their requirements for quality
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11. Historical review of QualityHistorical review of Quality
1875 Frederick W.Taylor
1920s Walter Shewhart at bell Labs
1920s Harold F.Dodge and Harry G.Romig also at bell Labs
1940s-50s (After WW II) W.Edwards Deming
1940s-50s Joseph M. Juran
1946 American Society for Quality Control (ASQC) formed
1950s-60s Quality revolution I Japan
1951 Armeand V.Feigenbaum
1960 Halpin- Zero defects
1979s P.Crosby- Quality is free
In Japan:
1960s Kaoru Ishikawa
Genechi Taguchi
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12. • Middle Ages – quality controlled by long period of
training to instilled pride in workers for quality of a
product.
• Industrial revolution – introduce concept of
specialization.
• Taylor (1875) – Pioneered division of labour. Workers
have narrow view of the product (i.e. component).
Initially created increases in productivity, but eventually
led to losses in pride of workmanship (and hence
quality) and, as a consequence, the need to improve
productivity.
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Historical review of QualityHistorical review of Quality

13. Historical review of QualityHistorical review of Quality
• Shewhart (1924) at bell labs – developed a statistical
chart (SQC) for controlling product variables
• He noted the positive relationship between consistency
and quality
• Detect a “lack of control’ in progress through continual
monitoring of variability
• Work standard hindered adoption of Shewhart’s ideas:
focus of work standard was productivity; process
assumed acceptable (“in control”) if the work standard
was being met; work standard moved “quality’ outside
the process job of production was to meet quotas,
someone else had to look after quality
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14. • Dodge and Romig (1920s) also at Bell Labs
• Developed acceptance sampling ideas: making
inferences about the whole lot (batch) based on a
sample.
• Tended to emphasize detection and containment of
defective items, which led to “scrap” being an
acceptance part of production.
• Widely adopted during WW II. “ reject and return ” policy
little investigation as to why a lot was not acceptable
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Historical review of QualityHistorical review of Quality

15. • Deming (1950)- helped in the reconstruction of
Japanese industry; found willing listeners in Japan.
• Deming – teach Japanese engineers SQC techniques
and quality responsibility to Japanese CEO.
• Keys of deming’s 14 points:
1. Continual improvement
2. No work standards
3. Cannot inspect quality into a product
4. Statistical techniques
5. Involvement of top management essential
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Historical review of QualityHistorical review of Quality

16. • Juran (1940s-50s)- emphasized the role of top
management for achieving quality
• According to Juran-organizational change, need
management participation- “managerial breakthrough”
• Feigenbaum (1951)- Total Quality Control- Company-
wide involvement
• Halpin (1960s)- Zero Defects – emphasized prevention
of defects, but focus on improving the workforce rather
than on management.
• Crosby(1979) – quality is Free. He argued that quality
programs save money (see for quality and costs-
prevention costs, appraisal costs, internal costs &
external costs)
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Historical review of QualityHistorical review of Quality

17. • Ishikawa (1960s) – professor of engineering at Univ. of
Tokyo. Quality circles(QC): participative management ;
a team of workers forms and brainstorms on problems
of productivity and quality. Use simple tools including:
histograms, pie charts, Pareto diagrams, cause-and-
effect diagrams.
• Taguchi (1960s)- Emphasize offline QC, quality of
design of processes and product. Don’t wait until
production to do QC. Idea: design product to withstand
variations in quality of materials, labour, environment,
etc. Find out what factors are critical (experimental
design) and change design so that the product ismore
tolerant minimize the transmission of variance
throughout the process (also called robust design).
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Historical review of QualityHistorical review of Quality

18. 18
Responsibility for QualityResponsibility for Quality
Customer
Marketing
Design Engineering
Procurement
Process Design
Production
Inspection and
Test
Packaging and
Storage
Product
Service
Quality
Product
Figure 1

19. • Evaluate level of product quality that the customer
wants, needs and willing to pay.
• Provide the product-quality data and helps to determine
quality requirements.
• Info on satisfaction-customer complaints, sales
representative reports, product service and product
liability cases, etc.
• Marketing evaluates all the data and determine the
quality requirements for the product.
• Essential to have an information-monitoring and
feedback system to collect data on a continuing basis
• Marketing provide the company with product brief.
Translates customer requirements into a set of
preliminary specifications.
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1.Marketing1.Marketing

20. • Among product brief elements are:
I. Performance characteristics, such as environmental,
usage and reliability considerations
II. Sensory characteristics, such as style, colour, taste and
smell.
III. Installation, configuration, or fit.
IV. Applicable standards and statutory regulations
V. Packaging, and
VI. Quality verification
• Marketing is the liaison with the customer and a vital
link to the development of a product that surpasses
customer expectations.
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1.Marketing…1.Marketing…

21. • Translates the customer’s quality requirement into
operating characteristics, exact specification, etc.
• Early involvement of marketing, production, quality,
procurement and the customer is essential to prevent
problems before they occur (i.e. concurrent
engineering)
• Whenever possible, design engineering should utilize
proven designs and standard components.
• Tolerance is the permissible variation in the size of the
quality characteristics. Selection of tolerances has a
dual effect on quality. In general, tolerances are set
using standard dimensioning and tolerance systems.
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2.Design Engineering2.Design Engineering

22. • Designer determines the materials to be used in the
product
• Material quality is based on written specifications(i.e.
physical characteristics, reliability, acceptance criteria,
and packaging)
• A quality product can be: use safely, repaired or
maintained easily
• In the product development stage. Design reviews are
conducted at appropriate phases.
• Purposes: to identify and anticipate problems areas and
inadequacies, and initiate corrective action to ensure
that the final design and supporting data meet customer
requirements.
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2.Design Engineering…2.Design Engineering…

23. • Responsible of procuring quality materials and
components.
• Quality requirements will vary with respect on the
category of the purchase.
• Conduct a supplier quality survey by visiting the
supplier’s plant to determine their capability in providing
quality materials and components
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3. Procurement3. Procurement

24. • Methods to obtain proof of conformance to quality
standards:
I. Small quantities-inspection of incoming materials and
components from the supplier.
II. Large quantities- inspection is conducted in the
supplier’s plant. Method-statistical evidence of quality
using process control charts and process capability.
III. 2 way communication between the supplier and
procurement is a necessity to improve the quality of
purchased materials and components. Both positive
and negative feedback should be given to the supplier.
IV. Procurement should be concerned with the total cost
and not price
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3. Procurement…3. Procurement…

25. • Responsible of developing processes and procedures
that will produce a quality product.
• It can be achieved through, for example: process
selection and development, production planning and
support activities.
• When process capability information indicates that a
tolerance is too tight for satisfactory manufacturability,
there are 5 options; purchase new equipment, revise
the tolerance, improve the process, revise the design,
or sort out the defective product during production.
• Process selection and development is concerned with
cost, quality, implementation time, and efficiency.
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4.Process Design4.Process Design

26. • Conduct process capability study to determine the
ability of a process to meet specifications.
• Process capability information provides data make-or-
buy decision, equipment purchases and selection of
process routes.
• Sequence of operations is developed to minimize
quality difficulties (e.g. location of precision operation in
the sequence)
• Additional responsibilities, includes design of
equipment, design of inspection devices and
maintenance of the production equipment.
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4.Process Design…4.Process Design…

27. • Responsible to produce quality product. Note: quality
cannot be inspected into a product; it must built into the
product.
• First – line supervisor is the key to manufacture of a
quality product (i.e. represent management).
• First – line supervisor must be able to convey quality
expectations, good employee relations, and providing
motivation to employees to build quality into each and
every part and, thus into the final unit.
• Training sessions should be provided periodically to
discuss sources of quality variation, develop an attitude
of “ quality mindedness” and methods of improving
quality.
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5.Production5.Production

28. • Everybody must not only do their jobs but search for
ways to improve them.
• Deming-15% of quality problems can be attributed to
operating personnel; 85% to be rest of the system
• Statistical process control effectively controls quality
and is an invaluable tool for quality improvement.
• Operating personnel should be trained to perform their
own statistical process control
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5.Production…5.Production…

29. • Responsible to appraise the quality of purchased and
manufactured items and to report the results.
• When needed, these reports can be used by other
departments to take corrective actions
• Inspection and test may be an area by itself, part of
production, or part of quality assurance or both.
• In order to perform the inspection activity, accurate
measuring equipment is needed.
• Inspection and test should concentrate the majority of
its efforts on statistical quality control in improving
quality.
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6.Inspection and Test6.Inspection and Test

30. • Responsible to preserve and protect the quality of the
product
• Control of the product quality must extend beyond
production to the distribution, installation, and use of the
product.
• A dissatisfied customer is not concerned with where the
nonconforming condition occurred.
• Quality specifications are needed for the protection of
the product during transit by all types of common
carrier. E.g. truck, rail, air
• Also in handling the product during loading and
unloading and warehousing
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7.Packaging and Storage7.Packaging and Storage

31. • Specifications includes vibrations, shock, and
environmental conditions (e.g. temperature, dust and
moisture) on the product
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7.Packaging and Storage…7.Packaging and Storage…

32. • Responsible to provide the customer with the means for
fully realizing the intended function off the product
during its expected life.
• Responsibility includes: sales and distribution,
installation, technical assistance, maintenance and
disposal after use.
• Product should be serviced quickly whenever they are
improperly installed or fail during the warranty period.
Prompt service can change a dissatisfied customer into
a satisfied one.
• Product service and marketing work closely with each
other to determine the quality then customer wants,
needs, and obtains.
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8.Product Service8.Product Service

33. • It does not have direct responsibility for quality.
Therefore it is not shown in Figure 1
• It assists/supports the other areas as they carry out
their quality control responsibilities.
• It is directly responsible to continually evaluate the
effectiveness of the quality system.
• It determine the effectiveness of the system, appraises
the current quality, determine quality problems areas or
potential areas, and assists in the correction or
minimization of these problem areas.
• Overall objective: Improvement of the product quality in
cooperation with the responsible departments.
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Quality AssuranceQuality Assurance

34. • Responsible for each of the areas in the closed loop of
Figure 1 and quality assurance area (i.e. ultimate
responsibility for quality)
• Therefore, he/she must be involved directly in the
quality effort.
• Direct involvement requires the creation of the quality
council, participation in meetings, being a member of
quality improvement project team, participating in
recognition ceremonies, developing a mission
statement, having a quarterly employee meeting, writing
a column in the monthly newsletter.
• Practice Management-By-Walking-Around (MBWA).
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Chief Executive OfficerChief Executive Officer
(CEO)(CEO)

35. CEO…CEO…
• Ceo’s quality performance can be effectively measured
by a proportion (%nonconforming) chart that covers that
area of responsibility
• If the percent of nonconforming is increasing or is
constant (i.e. CEO’s performance is poor)
• If the percent of nonconforming is decreasing (i.e.
CEO’s performance is good)
• This concept, measured of quality performance can be
adapted for all managers, departments and operating
personnel
• MBNQA criteria can also be used as a performance
measure. Approx.35% of the CEO’s time should be
allocated on quality matters.
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36. SummarySummary
Learned about the:
• Introduction to quality
• Quality definitions
• Dimensions of quality
• Quality Control (QC)
• Historical review of quality
• Quality Control (QC) TOOLS
• Areas responsible for quality
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