This document provides an introduction to quality concepts, including ISO 9001 standards, processes, quality control, quality assurance, and total quality management. It discusses how focusing on quality can help businesses stay operational by exceeding customer expectations and maintaining continuous improvement. Key aspects that help ensure quality like process control and Deming's management obligations are also summarized. The document emphasizes that quality must be a priority from the planning stage and should engage all employees to best serve customers.

1. Quality an Introduction
• Quality concepts - history
• ISO 9001
• Processes
• QC QA TQM
• Staying in business
• An introduction to problem solving
• Process control - Deming
• Quality summary

2. Action
Co-operation
Courage
Determination
Discipline
Fun
Goals
Hard work
Knowledge
Learning
Method
Mistakes
Perseverance
Procedures
Skill
Support
Systems
Training
Trust
................
Quality an
Introduction

3. “if you always do what you
always did
you will always get what you
always got”

4. Quality, what is it?
• It’ll do?
• Goodness?
• Fit for purpose?
• Conformance to requirements?
• Exceeding customer expectations?
• Is neither mind nor matter but a third entity independent of the
two, it can not be defined but you know what it is?
• Ability of a set of inherent characteristics of a product
process or system to fulfil requirements of customers
and other interested parties
…………………………………………....ISO definition

5. ISO 9000
• ISO = International Standards Organisation: A world wide
federation of national standards bodies that sets standards in
various areas of work or activity
• History
– Military Allied Quality Assurance Publication
– 1970s a British Q.A. Standard, BS5750 evolved
– 1980s the ISO 9000 series developed
– ISO 9001
• process + continuous improvement
• universal acceptance that trying to do “better” must
become a way of life
• current version ISO 9001:2008

6. Processes
• Do things
• Are linked
• Depend on
– peoplepeople
– procedures
– equipment
– materials
• They are inherently variable
• Controlling and improving assembly processes is vital
for survival

7. Customers and Processes
Processes DO things but not always consistentlybut not always consistently
MATERIALS
EQUIPMENT
PEOPLE
KNOWLEDGE
PRODUCT(S)
BY-PRODUCTS
EMISSIONS
INPUTS
suppliers
OUPUTS
customers
ACTION
Problems:
• most processes are vvaaRRiiaablle
• most processes are NOT efficient

8. Good Quality is not an accident
• Up to 30% of everyone’s daily activities are wasteful
• Preventing this requires
– hard work
– team work
– method
• There is no rule of business that says that
organisations will or must survive, most go to the wall
– there are very very few firms in business today
that were trading 100 years ago - why?
– 10 -12% of firms go bust each year

9. Good Quality is not an accident
• Standing still does not work
• Your competitors will not be standing still
• Customers will have higher expectations
tomorrow than today
• The cycle
PLAN > DO > CHECK > ACT
drives continuous improvementdrives continuous improvement
• Lots of tools and techniques to help maintain
improve quality

10. QC vs. QA vs. TQM
increasing focus on prevention & organisation
No inspection is perfectNo inspection is perfect
QC QA TQM

11. Quality & Throughput
it is relatively easy to produce a small number
of widgets and regardless of cost to do it
properly
it is much more difficult to produce a large
number of widgets whilst containing the cost
and doing it properly

12. Staying in Business?
1
• Requires thought
• Work smarter not harder
• Don’t be busy fools

13. Staying in Business?
2
• Teams
• Systematic data recording: charts - graphs - tables -
logs etc
• Pareto principle or 80:20 rule
– a helpful rule of thumb
• 5 whys
– state the problem - ask why is this happening? -
then ask why is that? - repeat ? more times - very
often you have found a likely answer
• Fishbone diagram

14. THE GOAL:-
HIGHEST
QUALITY
LOWEST PRICE
QUALITY FROM
THE START
PRE PRODUCTION
POST PRODCUTION
To drive quality up, work done
before production starts is
more effective.Think of a see-
saw. The pre production side is
the longest side and work done
here has the greatest effect

15. Quality
EFFECTIVE
CUSTOMER
CARE
Customer ViewsCustomer Views
and Expectationsand Expectations
LeadershipLeadership
Processes andProcesses and
Systems InfrastructureSystems Infrastructure
Staff AttitudesStaff Attitudes
and Motivationand Motivation
TrainingTraining
Best PracticeBest Practice
Performance MeasurementPerformance Measurement
and Continuous Improvementand Continuous Improvement
Communication
= CUSTOMER CARE

16. Don’t forget
you have internalinternal customers as
well as the external ones
(who pay the bills)

17. Problem SolvingProblem Solving
• 8D
• Pareto
• 5 Why
• Brainstorming
• Cause and effect analysis
• Process flow
• Control plans
• FMEA
• Strategy
• Tornado
• .........................Etc

18. Basic Process Control

19. Process Control
• Objective: monitor key aspects of a process
• Why?
– To improve consistency
– To improve quality of units
– To reduce costs
– To make life less stressful
– To………………………..

20. Deming’s 14 Management Obligations
1 Constancy of purpose
2 The new philosophy: economic stability
3 Cease mass inspection
4 End “lowest tender” contracts
5 Constantly improve systems
6 Institute training
7 Institute leadership

21. Deming’s 14 Management Obligations
8 Drive out fear
9 Break down barriers
10 Eliminate exhortations
11 Eliminate arbitrary targets
12 Permit pride of workmanship
13 Encourage education
14 Top management commitment

22. Statistical Process Control - SPC
• Common language + set of tools to ensure processes
are:-
– set up
– run
– managed
• Asks three fundamental questions:
1 Is the process in control?
2 What is the performance of the process?
3 Is there evidence of improvement?
professionally

23. Process Variability
Key concepts:
1 Thingss varyy
2 Have a target to aim at
3 Reduce the scatter or variation around the
preferred target

24. Summary
Crosby: ‘quality is free’
• Any fool can lose money
• With the application of some tried and tested
guidelines it is possible to minimise business risk
• Put the customer at the heart of the business

25. Author’s Notes
• The author successfully ran several international quality programmes and was
instrumental in transforming his company and its manufacturing facility into the
dominant player in its field. You know you are on the right lines when Motorola (of 6-
sigma fame) asked to send their quality engineers so see how we did it!
• QUALITY is a sophisticated discipline, that is used and abused in roughly equal
measure. It is not a panacea but following some basic principles can help most
organisations; even if there is no formal accreditation.
• To drive a quality programme forward requires hard work and does not simply mean
documenting a set of procedures, although this is a good start.
• This presentation is an introduction to quality for the non specialist; it is not intended
to be a definitive guide, nor to set out how to do it.
• The author would be delighted to engage with anyone serious about learning to do
better.
Dr David Bloomfield
is now with the Peter Heath Consultancy www.phcmarketing.com
and can be contacted there. He spends his time helping clients including various 3rd
sector enterprises solve problems, understand their markets and try to do things
more efficiently and effectively.