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Learning Objectives:
After this lesson, you should be able to
understand:
⬤ How to specify and manage quality and control
⬤ Testing and Inspection in quality management
⬤ Practical stages in manufacturing; and
⬤ Total Quality Management and continous improvement
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How to specify Quality?
QUALITY to most people, seems to mean “ high quality” or
“the more quality, the better”
But do people really want the highest possible
quality of everything?
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Quality is a hard concept to pin down. Yet
a factory has to make products of
specified quality. Why not always try to
make the best.
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Quality control is a method of checking manufacturing operations
to determine how well theses operation s adhere to blueprint
specifications on dimensions, tolerance, surface finish and the life,
as well as processing, testing, and manufacturing.
Reliability means the probability that a product will perform
without failure when operated under reasonable conditions
through its normal life.
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METHODS OF CHECKING PRODUCT QUALITY IN
MANUFACTURING
1. Inspection 2. Testing
a. Visual
b. Judgmental
c. Broad
Ex. Garments
d. Tasting
Ex. Food
e. Deals with properties termed
as attributes.
a. Specific
b. Quantifies
c. Involves physical and
chemical properties
d. Deals with properties termed
variables.
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TYPES OF MATERIALS CHECKED FOR QUALITY IN
MANUFACTURING
1.Raw or purchased materials
2.Work-in-process
3.Finished products
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Inspecting Purchased Items
As a rule, all purchased items should be inspected to see
that they are of the right kind and quantity and so damaged
or unsatisfactory items can be returned to the supplier.
Inspecting Work in Process
Regardless of the method used to inspect work in process,
the final inspection of the product should probably done by
an independent inspection department which does not
repost to production supervisors. Final inspection, unlike
most in process inspection, often includes a performance
test.
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PRACTICES STAGES IN MANUFACTURING AT WHICH IT IS BEST TO CHECK QUALITY
1. After a critical operation because that’s where trouble is bound to be encountered. Inspect after
operations which are likely to produce faulty items so that no more work will be done on bad items.
2. Inspect before a costly operation to prevent unnecessary cost on already defective inputs or so that these
costly operations will not be performed on already spoiled items.
3. Inspect before operations that will cover up defects because it will be difficult to see these defects after
covering up (such as electroplating, painting or assembly).
4. Inspect before assembly operations which cannot be undone (due to mistakes, defects) such as welding
parts or mixing paints.
5. Inspect before storage (including purchased items).
6. Inspect before operations where faulty materials/products may break/jam the machines.
7. Inspect finished parts/components.
8. Inspect and test finished products. Be sure that nothing is shipped out without inspection. From here on
the customer is the inspector, and he will give a company only one chance. If the product fails, he goes
elsewhere. Worse yet, he tells everybody that this company’s products are no good.
9. On automatic and semiautomatic machines, inspect first and last pieces of items, but only occasionally in
between pieces to ensure that first few items and last pieces are okay as well as those in-between.
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METHODS OF
DISPOSING
REJECTED
MATERIALS
1. Sell them as “seconds”. Ex. Slightly
defective textiles, tires
2. Salvage by reworking or re-
blending.
Ex. Batch types (petroleum)
Cannibalize into smaller good parts
1. Non-critical qualities are defective.
“accepted” or “passed”
2. Downgrade. Sell it as lower quality
product.
3. “Work away”
a. Dishonest method
b. Combine with good quality
ones, a little
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HOW MANY
SAMPLES TO
CHECK
1. Will depend on the economic
balance between
a. Costs of testing vs. risks
involved in taking less
samples than necessary
Ex. There are items which need
to be 100% tested like electric
wires.
2. Probability analysis is
important because in most
cases inspection can and
should be done only by
sampling.
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WHERE TO INSPECT
Inspection can take place
either at the job or in a
central inspection crib. If it
is done at the job, it is
called floor inspection.
1. Floor Inspection/At
the job
2. Central Inspection
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INSPECTION
SHORTCOMINGS
Judgement is involved in
almost all inspections, even
when mechanical devices
as micrometers, gauges, or
comparators are used,
because there are always
borderline cases. Often
inspector has to judge
whether a product passes it
or not.
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REDUCING
INSPECTION
ACTIVITY
1. Repetitive manual jobs, including
inspection, can often be merchandized.
Even the visual part of inspection can
sometimes be transferred to the machine.
2. Sometimes it is necessary to know a part’s
exact size but only that it is between two
limits and not beyond.
3. Improve machine or set them properly so
that it does not get out of adjustment.
4. Install a sense of pride of workmanship in
each worker and within reason, let them be
responsible for checking their own work and
reporting problems as they occur.
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SELECTIVE INSPECTION
PROCESS CONTROL
ONLINE AND ONLINE-
REAL-TIME QUALITY
MANAGEMENT
A different approach to the problem of
mechanized inspection is to build
machines which check their own work.
This is sorting inspected parts by size
so that over and undersize parts can
be matched.
Often, computers are used , and they
are “online,” and “online-real-time.”
Being “online-real-time” means that
operation is connected at all times to a
central computer or has “satellite” or
“distributed” mini or microcomputers
located at several key operations
which are tied to the central controlling
computer.
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THREE REASONS WHY THE EMPHASIS ON QUALITY
1. More satisfied customers--- customers are happy
2. Promotes repeat and increased business---
customers buy again
3. Contributes to firm’s profitability which translate to
job security and makes firm profitable (more
volumes and less wastage).
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BASIC QUALITY PROCESSES
1. QUALITY PLANNING
a. Identify the customers, both internal and external.
b. Determine customer needs.
c. Develop product features that respond to customer needs
(products include both goods and services).
d. Establish quality goals that meet the needs of customers and
suppliers alike and do so at a minimum combined costs.
e. Develop a process that can produce the needed product features.
f. Prove product capability--- prove that the process can meet the
quality goals under operating conditions.
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BASIC QUALITY PROCESSES
2. CONTROL
a. Choose control subjects--- what to control.
b. Choose units of measurement.
c. Establish measurement.
d. Establish standards of performance.
e. Interpret the difference (actual vs. standards).
f. Take action on the difference.
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BASIC QUALITY PROCESSES
3. IMPROVEMENT
a. Prove the need for improvement.
b. Identify specific projects for improvement.
c. Organize to guide the projects.
d. Organize for diagnosis---for discovery of causes.
e. Diagnose to find the causes.
f. Provide remedies.
g. Prove that the remedies are effective under operating conditions.
h. Provide for control to hold the gains.
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PRACTICAL APPROACHES RE-QUALITY SYSTEMS
Caution:
Imperfection of systems, how well they are
implemented and their suitability and
appropriateness. Exercise care since some quality
efforts may not be worth the efforts ( low return on
quality investments).
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1. People implementing and monitoring the Basic
Quality System (BQS) may not be reliable.
2. Fads
a. MBO (Management by Objectives)
b. QC (Quality Circles)
c. TQM (Total Quality Management)
d. Business re-engineering
e. ROQ (Return on Quality)
3. Do not be “fashion manager” (lacking ease of expression
such as resistance to change, “yes men”). Understand the
quality systems and see how applicable they are to the company
before adopting them.
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QUALITY CIRCLE
• Involvement of production workers in job improvement and quality
• A quality circle consists of a small group of production workers, who
meet regularly to identify a broad away of problems related to their
task and work toward developing ways to solve them.
1. SMALL GROUP
• A circle of 5 is most preferred to ensure active participation of all
members in all activities. However, circles may have 3 to 7
members.
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• If circle members work in the same unit or area, they are expected to
encounter problems common to them all
2. Same working unit or work area
3. Voluntarily identify and solve problem
4. Areas of responsibility
• It is the circle members themselves who will select and solve the
problem they have chosen at their own pace.
• Problems selected must be within their areas of responsibility to
avoid conflicts with employees from other units and to ensure
improvements are first done in “their backyard”
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HISTORY OF QUALITY CIRCLES
• Many years ago, Japanese- made products were always the cheapest
and the flimsiest of all. This is because of scarcity of natural resources.
Raw materials are usually imported from other countries and therefore
costly.
Dr. Kaoru Ishi Kawa
• Originated the fishbone diagram. It is cause and effect diagram which is
simple graphical tool for organizing a collection of ideas.
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OBJECTIVES OF QUALITY CIRCLES
1. Reduces errors and enhances quality
2. Inspires more effective teamwork
3. Promotes job involvement
4. Increase employee motivation
5. Creates problem solving capability
6. Build problem prevention attitude
7. Improves company communication
8. Develops harmonious manager-worker relationship
9. Promotes personal and leadership development
10.Develops greater safety awareness
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STEPS IN QUALITY CIRCLES OPERATIONS
1. Problem identification
2. Problem selection
3. Problem analysis
4. Management recommendations
ISO 9000
• Refers to a series of quality management and assurance
standards which define the elements needed to achieve a quality
system. One element would be the number of samples needed for
testing and inspection (SQC)
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What prompted ISO 9000
• Suppliers had a hard time to justify and explain how products
were manufactured to convince buyers. This is time
consuming experience.
Benefits of ISO 9000
1. Saves money
a. Does away with costly manufacturing through trial and error.
b. Makes production more efficient
2. Ensures satisfied customers
a. Psychological effect on customers that firm and its product are of
acceptable quality.
3. Reduces waste and time-consuming reworking of designs and procedures.
4. Motivates staff because it gives job satisfaction.
a. Efforts towards work simplification and efficiency makes worker
more satisfies. Workers know that they are doing their job
satisfactorily.
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QUALITY SYSTEMS ON SERVICES
• October 5, 2002 issue of the Manila Bulletin, there was an
interesting article, “New Methodologies, Systems Key to Improve
RP Education”
a. lack of classrooms
b. lack of facilities
c. lack of teachers
d. lack of faculty development program
e. inadequate pay for teachers and other personnel
f. a host of other inadequancies
According to Henry Tenedero, President of Center for Learning and
Teaching styles Philippines (CLTS), the poor quality of education in the
country goes beyond these shortcomings.
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TOTAL QUALITY MANAGEMENT
W. EDWARDS DEMING’S 14 Points for Implementing Quality Improvement
1. Create consistency of purpose.
2. Lead to promote change.
3. Build availability into the product, top depending on inspections to catch
problems.
4. Build a long-term relationships based on performance instead awarding
business on the basis of price.
5. Continuously improve product, quality and service.
6. Start training.
7. Emphasize leadership.
• Refers to quality emphasis that encompasses the entire
organizations, from supplier to customer.
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8. Drive out fear
9. Break down barriers between departments.
10. Stop haranguing (lecturing) workers.
11. Support, help, and improve.
12. Remove barriers to pride in work.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work on the transformation.
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SEVEN CONCEPTS OF EFFECTIVE TQM
1. CONTINUOUS IMPROVEMENT
-Walter Shewhart developed PLAN-DO-CHECK-ACT (PDCA) as his
version of continuous improvement
- Japanese used the word KAIZEN to describe the ongoing process of
unending improvement -the setting and achieving of ever-higher goals.
SIX SIGMA
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SEVEN CONCEPTS OF EFFECTIVE TQM
2. SIX SIGMA
A. In the statistical sense it describes a
process, product or service with an
extremely high capability (99.9997% or 3-4
ppm accuracy)
B. It is a program designed to reduce defects
to help lower costs, saves time and
improve customer satisfaction
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SEVEN CONCEPTS OF EFFECTIVE TQM
3. EMPLOYEE EMPOWERMENT
-Enlarging employee jobs so that the added responsibility is moved to the
lowest level possible in the organization.
a. Building communication networks that includes employees.
b. Developing open, supportive supervisors.
c. Moving responsibility from both managers and staff to
production employees.
d. BUILDINNG HIGH-MORAL ORGANIZATIONS.
e. Creating such formal organizational structures as teams and
quality circles.
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SEVEN CONCEPTS OF EFFECTIVE TQM
4. BENCHMARKING
-This involves selecting a demonstrated standard of products, services, costs or
products that represent the very best performance for processes or activities
very similar to your own.
The steps are:
a. Determine what to benchmark.
b. form a benchmark team.
c. Identify benchmarking partners.
d. Collect and analyze benchmarking information.
e. Take action to match or exceed the benchmark.
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SEVEN CONCEPTS OF EFFECTIVE TQM
5. JUST-IN-TIME (JIT)
-This system is designed to produce or deliver goods just as they
are needed. JIT related to quality in three ways;
a. JIT cuts cost of quality. Less inventory on hand, costs are lower.
b. b. JIT improves quality. It creates an early warning system for
problems, both within the firm and with vendors.
c. c. Better quality means less inventory and a better, easier-to-
employ JIT system.
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SEVEN CONCEPTS OF EFFECTIVE TQM
6. TAGUCHI CONCEPTS
-Geniche Taguchi has provided three concepts aimed at improving
both product and process quality.
a. Quality robustness
b. Quality loss function
c. Target-oriented Quality
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SEVEN CONCEPTS OF EFFECTIVE TQM
7.KNOWLEDGE OF TQM TOOLS
a. Check sheets
b. Scatter diagrams
c. Cause-and-Effect Diagrams
d. Pareto Charts
e. Flow charts
f. Histograms or Stem-and-Leaf Plot
g. Statistical Process Control (SPC)
