This document provides an introduction to quality concepts. It begins with definitions of quality, including meeting customer expectations and conforming to requirements. It discusses dimensions of quality like performance, reliability, and aesthetics. It then covers quality in different areas like healthcare, food service, and manufacturing. Major quality thinkers like Deming, Taguchi, and the importance of techniques like statistical process control, PDCA cycles, control charts are summarized. The document stresses the importance of quality for customers and business. It provides an outline of quality management components and improvement tools.

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QA DepartmentQA Department

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INTRODUCTION TO QUALITY
(Training for the beginners)
Zahid Ahmed Khan
QA/QC Engineer at Haier
zeekhanmmd@gmail.com
Zahid.khan@haier.com.pk

3. Into to Quality
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 What does the word “Quality” mean to you?
 What is Quality?
 Definitions of Quality
 Dimensions of Quality
 Quality in different areas of society
 Importance of Quality in modern era
 Customer expectations
 Deming’s 14 Points & Cycle
 Taguchi’s Contributions And Philosophy
 Quality Management & its Components
 A Few Quality Improvement Techniques
 when to Take actions
 Costs related to quality
 Internal and External Benefits of Quality
 Quality at all stages
Outline

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 Think about your past experiences visiting various Restaurants. What
about the experience made it a “Quality” experience for you?
 Think about a product you bought. How can you define its “Quality”?
What does the word “Quality” mean to you?
“It is the customer that defines the Quality”

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 The totality of features and characteristics of a product or service that bear on its
ability to satisfy stated needs.
 Fitness for use/purpose.
 Conformance to requirements/specifications.
 A predictable degree of uniformity and dependability, at low cost and suited to the
market. (Degree of excellence)
 Synonymous with customer needs and expectations.
 Meeting the (stated) requirements of the customer- now and in the future.
 Performance exceeding expectations (Q = P/E)
What is Quality?

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 Excellence
 Quantities of product attributes
 Fitness for intended use; meeting or exceeding user expectations
 Quality vs price
 Conformance to specifications
 Essential or distinguishing characteristic
 Good moral, mental or aesthetic characteristic
 Virtue – degree of goodness or value - Excellence
Definitions of Quality

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Dimension Explanation
Performance Will the product/service do the intended job?
Features What does the product do/service give?
(Primary characteristics)
Conformance to
standards
Is the product/service made exactly as the designer/standard
intended?
Reliability How often does the product/service fail?
Durability How long does the product/service last?
Serviceability How easy to repair the product / to solve the problems in
service?
Aesthetics What does the product/service look/smell/sound/feel like?
(Sensory characteristics)
Perceived
Quality/Reputation
What is the reputation of the company or its
products/services? (Past performance)
Dimensions of Quality
Dimension
Performance
Features
Conformance to
standards
Aesthetics
Serviceability
Reliability
Durability
Perceived
Quality/Reputation
Explanation

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Area Examples
Airlines On-time, comfortable, low-cost service
Health Care
Correct diagnosis, minimum wait time, lower
cost, security
Food Services Good product, fast delivery, good environment
Postal Services fast delivery, correct delivery, fair cost
Academia
Proper preparation for future, on-time
knowledge delivery
Consumer Products Properly made, defect-free, cost effective
Insurance Payoff on time, reasonable cost
Automotive Defect-free, Comfortable
Communications Clearer, faster, cheaper service
Quality in different areas of society

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“The first job we have is to turn out quality merchandise
that consumers will buy and keep on buying. If we
produce it efficiently and economically, we will earn a
profit.”
- William Cooper Procter
Importance of Quality in modern era

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This is where Quality programs begin:
 Marketing has defined the customer expectations.
 Product development has created a product that meets those expectations.
 Engineering has designed a process to make the desired product.
 Now, all QA must do is design a control system that verifies that
everything is working as designed.
To meet customer expectations

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 What does the customer actually want?
 Identify, understand and agree
 How are you going to meet those requirements?
 Plan to achieve them
Quality does not occur by accident

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Statistical
Quality
Control
Quality
Assurance
Quality
Management
History of Quality Methodology

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1. “Create Constancy of Purpose”
 Define the problems of today and the future
 Allocate resources for long-term planning
 Allocate resources for research and education
 Constantly improve design of product and service
2. “Adopt A New Philosophy”
 Quality costs less not more
 Tremendous/Superstitious learning
 The call for major change
 Stop looking at your competition and look at your customer instead
3. “Cease Dependence On Inspection For Quality”
 Quality does not come from inspection
 Mass inspection is unreliable, costly, and ineffective
 Inspectors fail to agree with each other
 Inspection should be used to collect data for process control
Deming’s 14 Points.

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4. “End Proactive Awarding Of Business Based On Price Alone”
 Price alone has no meaning
 Change focus from lowest inital cost to lowest cost
 Work toward a single source and long term relationship
 Establish a mutual confidence and aid between purchaser and vendor
5. “Improve Every Process Constantly / Forever”
 Quality starts with the intend of management
 Teamwork in design is fundamental
 Forever continue to reduce waste and continue to improve
 Putting out fires is not improvement of the process
6. “Institute Training”
 Management must provide the setting where workers can be
succesful
 Management must remove the inhibitors to good work
 Management needs an appreciation of variation
 This is management’s new role
Deming’s 14 Points (cont…)

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7. “Adopt And Institute Leadership”
 Remove barriers to pride of workmanship
 Know the work they supervise
 Know the difference between special and common cause of variation
8. “Drive Out Fear”
 The common denominator of fear:
 Fear of knowledge
 Performance appraisals
 Management by fear or numbers
9. “Break Barriers Between Staff Areas”
 Know your internal suppliers and customers
 Promote team work
10. “Eliminate Slogans, Exhortations And Targets”
 They generate frustration and resentment
 Use posters that explain what management is doing to improve the
work environment
Deming’s 14 Points (cont…)

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11. “Eliminate Numerical Quotas”
 They impede quality
 They reduce production
 The person’s job becomes meeting a quota
12. “Remove Barriers That Rob Pride Of Workmanship”
 Performance appraisal systems
 Production rates
 Financial management systems
 Allow people to take pride in their workmanship
13. “Institute Programs For Education And Self Improvement”
 Commitment to lifelong employment
 Work with higher education needs
 Develop team building skills
14. “Put Everybody In The Company To Work For This Transformation”
 Struggle over the 14 points
 Take pride in new philosophy
 Include the critical mass of people in the change
Deming’s 14 Points (cont…)

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Act
A
P
D
C
Plan
Do
Check
A
P
D
C
Plan
Do
Check
A
P
D
C
What are we trying to
accomplish?
How will we know that a
change is an improvement?
AIM
MEASURE
What change can we make that
will result in improvement?
Selecting Change
Deming’s Cycle

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Continual improvement
 Plan: Establish the objectives and
processes necessary to deliver
results in accordance with the
organization´s environmental
policy
 Do: Implement processes
 Check: monitor and measure
processes against objectives and
targets
 Act: take actions to continually
improve performance
Plan – Do – Check – Act (PDCA)

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 In the early 1980s, Prof. Genechi Taguchi introduced his approach to
using experimental design for
1) Designing products or processes so that they are robust to
environmental conditions.
2) Designing/developing products so that they are robust to component
variation.
3) Minimizing variation around a target value.
 By robust, we mean that the product or process performs consistently on
target and is relatively insensitive to factors that are difficult to control.
Taguchi’s Contribution

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 3 stages in a product’s / process’s development:
1) System design: uses scientific and engineering principles to
determine the basic configuration.
2) Parameter design: specific values for the system parameters
are determined.
3) Tolerance design: determine the best tolerances for the
parameters.
Taguchi’s Philosophy

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 Recommends: statistical experimental design methods have to be
used for quality improvement, particularly during parameter and
tolerance design phases.
 Key component: reduce the variability around the target (nominal)
value.
Taguchi’s Philosophy

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 Combination of “Quality of Management” & “Management of Quality”
 Philosophy and a set of guiding principles
 Foundation of continuously improving organization
 Philosophy to achieve excellence
 Process in set of interrelated activities using specific inputs to
produce/deliver specific outputs
 Process = business and production
 Customers refers to external and internal
 Suppliers also both external and internal
 Customer-supplier chains
 Doing the right things in the right way
Total Quality Management (TQM)

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Quality
Management
Quality
Planning
Criteria driven
Quality
Assurance
Prevention
driven
Quality
Control
Inspection
driven
Quality Management System: Management system to direct and control an
organization with regard to quality – ISO
Quality Management

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 Quality Planning
 It identifies the standards and determines how to satisfy those standards.
 It lays out the roles and responsibilities, resources, procedures, and processes to
be utilized for quality control and quality assurance.
 Quality Assurance
 It is the review to ensure aligning with the quality standards. An assessment will
be provided here.
 Planned and systematic quality activities.
 Provide the confidence that the standards will be met.
 Quality Control
 It addresses the assessment conducted during Quality Assurance for corrective
actions.
 Measure specific results to determine that they match the standards.
 Use of Statistical Process Control (SPC) (a methodology for monitoring a process
to identify special causes of variation and signal the need to take corrective action
when appropriate).
 SPC relies on control charts.
Quality Management Components

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 All those planned or systematic actions necessary to provide adequate
confidence that a product or service will satisfy given requirements for quality
 Need systems and procedures to ensure consistency in methods for producing
products
 Assists and supports other areas/departments to assure quality
 Determines effectiveness/efficiency of the system
 Appraise current quality level
 Determines quality problems/potential and assists in correction of problem
 Improve quality with cooperation from other departments
Quality Assurance
ACTIVITY
QUALITY
ASSESSOR
Input Output
Bad
Good

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QC – the use of techniques and activities to achieve, sustain and improve
quality of products or service. It integrates these related techniques and
activities:
1. Specifications of what is needed
2. Design of the products/service to meet specs.
3. Production or installation to meet full intent of specs.
4. Inspection to determine conformance to specifications
5. Review usage to provide information for revision of specs. – if needed
The aim should be towards quality improvement
Quality Control
ACTIVITY
QUALITY
ASSESSOR
Input Output
Good
Bad

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Marketing
Design Engineering
Procurement (Purchasing)
Product Service
Packing & Storage
Inspection & Test
Production Process Design
Customer
Responsibility for Quality
Quality
Product /
Service

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 Control Chart
 Pareto Chart
 Cause and Effect
Diagram
 Flow Diagram
 Nominal Group
Technique
 Brainstorming
A Few Quality Improvement Techniques

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 A control chart is a presentation of data in which the control values are
plotted against time.
 Control charts have a central line, upper and lower warning limits, and
upper and lower action limits.
 Immediate visualisation of problems.
0 10 20 30 40 50 60 70 80 90 100
0.8
0.9
1.0
1.1
1.2
1.3
X-chart Copper
Warning limit
Action limit
Central line
Control value
Control Chart

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 One point plots outside the Action Limits.
 Two/three consecutive points plots between the Warning and Action Limits
 When an unusual or nonrandom pattern is observed
-4
-3
-2
-1
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Month
-4
-3
-2
-1
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Month
-4
-3
-2
-1
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Month
When to Take Action?

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 Build a common
understanding of a
whole process
 Develop process
thinking
 Improve a process
 Standardize a process
Why is flow diagramming helpful?
Week4_4
Flow Diagrams

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Brainstorming
Flow Diagram
Nominal Group
Technique
Cause & Effect
Quality Improvement Tools

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 Everyone participates
 Go round robin and only one person
speaks at a time
 There is no such thing as a dumb idea
 Pass when necessary
 Use “BIG” yellow sticky notes and
write only 1 idea per sticky note
 For a complicated issue, the session
could last 30-45 minutes…or longer!
Brainstorming

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Nominal group technique (NGT) is a structured variation of a small-group
discussion to reach consensus.
NGT gathers information by asking individuals to respond to questions posed by a
moderator.
And then asking participants to prioritize the ideas or suggestions of all group
members.
Use a Nominal Group Technique to focus brainstorming results
Nominal Group Technique

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Understand the root causes of
a problem BEFORE you
put a “solution” into place
5-Why’s Analysis
Investigate the Root Causes

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Why
Why
Why
Why
Problem Description
Why
5 Whys Analysis

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 Identify and display
many different
possible causes for a
problem
 See the relationships
between the many
causes
 Helps determine
which data to collect
Why are cause and effect diagrams helpful?
Cause & Effect Diagrams

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•Clearly define the focused problem
•Use brainstorming to identify possible causes
•Sort causes into reasonable clusters (no less than 3, not more than 6)
•Label the clusters (consider people, policies, procedures, materials if
you have not already identified labels)
•Develop and arrange bones in each cluster
•Check the logical validity of each causal chain
How To Construct Cause & Effect Diagrams

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Problem
Machine (M2)
Man (M1)Method (M3)
Material (M4)
 Bones should not include solutions
 Bones should not include lists of process steps
 Bones include the possible causes
Results of Brainstorming used in building of a Cause
& Effect Diagram

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 Chart consistencies of most frequent defects
 Used to locate Major sources of problems
 Able to use with Count and Categorical Data
Count
Percent
sample1
Count
17.6 6.5 1.9
Cum % 49.1 74.1 91.7 98.1 100.0
53 27 19 7 2
Percent 49.1 25.0
Otheryellowgreenbluered
120
100
80
60
40
20
0
100
80
60
40
20
0
Example Pareto Chart
Pareto Chart

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 Prevention costs:
 activities to keep unacceptable products from being generated and to keep
track of the process
 Appraisal costs:
 activities to maintain control of the system
 Correction costs:
 activities to correct conditions out of control, including errors
Quality-related costs

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 Quality planning and
engineering
 New products review
 Product/process design
 Process control
 Training
 Quality data acquisition
and analysis
 Inspection and test of
incoming material
 Product inspection and
test
 Materials and services
consumed
 Maintaining accuracy
of test equipment
1. Internal Failure Costs:
 Scrap
 Rework
 Retest
 Failure analysis
 Downtime
 Yield losses
2. External Failure Costs:
 Complaint adjustment
 Returned
product/material
 Warranty charges
 Liability costs
 Indirect costs
Prevention costs Appraisal costs Correction costs

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a. Reduces costs
b. Increases dependability
c. Increases speed
d. Boosts moral
e. Increases profit
a. Customer gets correct product
or service
a. Correct specifications
b. Customer satisfaction
c. Customer retention
Internal Benefits External Benefits
Internal and External Benefits of Quality

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Marketing &
Market Research
Requirements &
Specification
Design &
Development
Procurement
Process Planning &
Development
Production
Inspection, testing &
Examination
Packaging &
Storage
Sales &
Distribution
Installation&
operation
Technical Assistance &
Maintenance
Disposal
Quality must be consider at all stages in the life cycle, as
shown below, of a product

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