An Introduction to Quality Induction -Sample

Together Everyone Achieves More

An Introduction to Quality
Presented by: Richard Jones,
Quality Manager

Housekeeping:
• Please keep phones turned off, or at least on
silent.
• Question Policy- Please don’t wait for a break,
ask questions when they come up for the good
and benefit of the group.
• Timings- The session is approximately an hour
with a short break. Please do return to the
course on time, as detailed by the presenter.
• Interruptions- Are we expecting any?
• Course resources- You will receive a copy of the
slides after the session.

Introductions
• What is your name?
• What do you do (job title)?
• What do you want to get from this
training?

There is an African
proverb:
“It takes a village to raise
a child”
Therefore, in that context I can
safely say that it takes a whole
business for Quality to work.

Quality Learning Objectives
Engage People
• Build quality
awareness
• Align quality objectives
within all activities
• Develop expertise in
terms of quality
methodology and tools
• Train and coach
internal resources
Comply & Standardise
• Formalise and
standardise processes
Support Change
Management
• Deploy a
comprehensive change
management strategy
to overcome
organisational
weaknesses
• Contribute to process
improvement and
execution
• Develop and sustain a
Quality Lean
community
Measure and Manage
• Contribute to
performance
assessments
• Help to establish
metrics
• Build and deploy
quality roadmap
aligned with our goals
and addressing short
term needs
• Efficiency monitoring

Foundations based on Quality understanding
Quality shall be strategic Quality shall be an investment
Quality shall be embedded Quality shall be an attitude

The first time
Right
The right thing
Doing
These shall be the foundations of Quality In Daily Work (QIDW) and they shall be supported
by the key management functions of people, processes, and systems in the organisation.
“Doing the right thing right the firth time”
Everyone's
business
Quality culture &
product safety
Methodology
Constructive
feedback
Sticking with foundations…

Quality Awareness, Getting Onboard
There is a widespread belief that major cultural changes
will not be successful without a culture of good
teamwork and cooperation at all levels in a business.
Therefore, building this Quality Awareness shall:
1. Answer to the current needs of our functional organisation (Processes)
2. Involve everyone (People)
3. benefit the interlocking processes (Systems)

…Quality Awareness starts today
Quality Awareness shall be built into our daily work and processes to
minimise bad practices that might develop over time or already exist.
i.e.:
• Firefighting, reactive behaviour
• Workforce not understanding the processes
• Each department working only for itself, silo mentality
The most dangerous phrase in the English language is:
“We’ve always done it this way.”
Rear Admiral Grace Hopper

“Quality is not an act; it
is a habit.”
Aristotle

What is Quality?
?
The term “Quality” means different
things to different people.
• Customer: fitness for use,
meeting the customers'
expectations or even exceeding
them.
• Manufacturing: conforming to
design, specification, or
requirement.

8 Dimensions of Product Quality
Performance – main characteristics of the product or service.
Reliability – consistency of performance/predictable similarity each time.
Durability – useful life of the product before deterioration, and option for repairs.
Conformance – how well the product or service conforms to customer expectations.
Features – additional added features giving a better user experience.
Aesthetics – how a product looks, feels, sounds, smells, or tastes (appearance & impression).
Serviceability – ease and speed of repair, resolution of problems and complaints.
Perceived Quality – how a product fares against subjective perceptions or reputation.

Which one is better Quality?

Which one would you choose?

What does the word“Quality”mean to us?
Q
U
A
L
I
T
Y
Quest for excellence
Understanding the customer's needs
Action to achieve customer appreciation
Leadership, to be a market leader
Involving everyone
Team spirit, everyone working towards a common goal
Yard stick to measure progress

Quality means staying
in business.

“A bad system will beat a
good person every time.”
W. Edwards Deming

The Process
Process
Inputs Outputs

1. Paper cup-board 2. Printing machine 3. Printed board 4. Blanking 5. Blank
7. Finished cup
6. Cup conversion
Bottom punch &
forming
Folding & side
sealing
Bottom pre-heat Bottom curling Bottom knurling Brim rolling Discharge
2a. Slit paper
1a. Slitting machine

How?
Quality Management
System
Quality
Assurance
Quality
Control
Product Focus –
verify that product meet requirements
Process Focus –
managing and planning for quality
Performance Focus –
organisational processes to ensure quality

Quality Management System (QMS)
Why?
Who?
When?
Where?
How?
Evidence
Level 1 – Policy
Level 2 – Quality Manual
Level 4 - Work Instructions
Level 5 - Records/ Forms
Level 3 – Procedures

SAY WHAT YOU DO,
AND DO WHAT YOU SAY
…PROVE IT AND
IMPROVE IT.

QA vs QC: The Path to Quality Excellence
In a world of QA and QC, so intertwined,
The quest for quality, we must define.
QA prevents, it’s the hero we seek,
While QC finds faults, never meek.
But relying on QC alone, oh what a plight,
Too late, too costly, not quite right!
For true quality, a lesson to learn,
Comes from improvement, a constant churn.
Join me dear friend, let’s together see,
How prevention, not detection sets quality free!
In this journey of excellence, we’ll surely find,
QA and QC, harmoniously aligned.

Quality Assurance vs Quality Control
Comparison
Definition
Goal
Quality Assurance (QA) Quality Control (QC)
QA is the systematic approach for
ensuring products and services
meet decided statndards.
Responsibility
Example
QC is a set of processes, tools,
and techniques used to ensure
defect free products or services.
The primary goal os QA is to
prevent defects.
The primary goal of QC is to
identify defects.
All team members are responsible
for QA.
Dedicated inspectors or testers
are responsible for QC.
Verification is an example of
Quality Assurance.
Validation or Testing is an example
of Quality Control.

Quality Assurance vs Quality Control (continued)
Comparison
Tool
Time Required
Quality Assurance (QA) Quality Control (QC)
Quality Assurance is a Managerial
tool.
Technique
Nature
Quality Control is an Operational
tool.
QA is a less time-consuming
activity because it is implemented
at process level.
QC is a more time-consuming
activity because it requires
inspection and testing.
QA is the technique of managing
the quality of the product or
service.
QC is the technique to verify the
quality of the product or service.
QA is proactive and preventive in
nature.
QC is reactive and corrective in
nature.

Modern Quality Management
PREVENTION,
NOT DETECTION
OR CORRECTION
QUALITY IS
EVERYONE'S
CONCERN
SUPPLIERS AS
PARTNERS
CONTINUAL
IMPROVEMENT
MANAGEMENT
HAS THE
ULTIMATE
RESPONSIBILITY
FOR QUALITY

The Standards

Quality
Standards
Customer
Focus
Leadership
Engagement
of People
Process
Approach
Improvement
Evidence-
based
Decision-
making
Relationship
Management

When Quality Goes Wrong! (Reactive)

• Product does not meet
established quality
standards.
• Nonconformity can occur as
the result of both the
process and the product.
• Nonconformities shall be
identified and controlled in a
way as to prevent it being
used or delivered to the
customer.
What is a Nonconformance?

“Quality is free. It's not a
gift, but it's free. The
‘unquality’ things are what
cost money.”
Philp B. Crosby

Consequence of poor Quality
LOSS OF
BUSINESS
REPUTATION
AND IMAGE
LIABILITY LOST
PRODUCTIVITY
INCREASED
COSTS

COPQ Overview
Cost of poor quality are the costs that would disappear if
systems, processes, and products were perfect, and we
didn’t produce defective product.
The direct costs are easy to identify e.g., labour, rework,
and scrap costs. However, the indirect costs can also
significantly impact the businesses profitability.

Traditional Cost of Poor Quality
(4-5% of Sales)
When businesses initially determine quality costs, the
categories included are the obvious ones shown in the
iceberg.

As a business develops a better understanding of what poor
quality means to them, the hidden portion of the icebergs
becomes clearer.
COPQ ranges
form 15-25%
of Sales.
Hidden COPQ: the
costs incurred
dealing with these
chronic
problems.

• Education / Training
• Specifications
• Housekeeping
• Job Descriptions
• Preventive
Maintenance
• Process Capability
Studies
Cost of Poor
Quality
Cost of Good
Quality
Categories of Cost of Quality
External Failure
Prevention Internal Failure
Appraisal Costs
• Inspection / Testing
• Process Controls
• Auditing
• Customer Satisfaction
• Employee Surveys
• Supplier Certification
• Equipment Downtime
• Scrap or Rework
• Reinspection
• Retest / Validation
• Substandard Product
• Supplier Problems
• Accidents, Injuries
• Product Recall
• Late Payments and
Bad Debts
• Customer Service
caused by Errors
• Warranties
Problem / Cause
Preventative Action
Problem / Cause
Detection
Problem Solving /
Corrective Action
Problem Solving /
Corrective Action

Cost of Poor Quality
Poor quality makes it difficult to compete,
causing your market share to shrink over time.
Lost Revenue
When quality falls short, customer trust erodes,
leading to the loss of current and future
customers.
Lost Customers
Fixing errors, reworking products, or
addressing customer complaints due to poor
quality can results in additional costs for a
business.
Increased Costs
Word of mouth spreads fast, and bad reviews
can have a long-lasting negative effect on your
brands reputation.
Damaged Reputation
Poor quality processes or tools can lead to
ineffiencies, rework, and delays reducing
overall productivity and increasing costs.
Lost Productivity
The cost of correcting mistakes, product
recalls, and compensation can be financially
crippling for an organisation.
“Quality Gap”: High Cost of Failure Poor Quality = Increased Business Risk
Lower Profits

Cost of poor Quality
Defect
Found at:
Cost to the
Business:
Impact to
the
Business:
£1 £10 £100 £1,000 £10,000
First
Process
Next
Process
Minor
Delay
End of
Line
Reschedule
of Work
Rework
Final
Inspection
Delay in
Delivery
Significant
Rework
Additional
Inspection
Customer
Compensation,
Credit
Admin. Cost
Reputation
Loss of Market
Share

So, what causes defects?
Process variation can be the rest of:
1.Poor procedures or standards.
2.Machinery.
3.Nonconforming material.
4.Worn tooling.
5.Human error.
Apart from human error, all the other conditions can or should be
predicted and corrective action implemented to eliminate the
cause of the defect.
WARNING: if you do decide the problem is because of human
error don’t stop there, you must continue digging.

Build quality into the processes
Cost of defects is very high
Does it cost more to make the processes better? NO
Making the processes better leads to reductions in:
Defects
Rework
Scrap
Waste

Root cause analysis is a method of
problem solving used for identifying root
causes of faults or problems.
• There are many tools and techniques
for RCA, but some of the most
common are 5 Whys, fishbone
diagram, pareto chart, and fault tree
analysis.
• If we are unable to identify the actual
root cause of the problem the same
problem will keep happening.

• A corrective action is the action to
eliminate the cause of a detected
nonconformance to prevent
recurrence.

• A preventive action is the action
taken to prevent the occurrence of
nonconformities, generally as a
result of a risk analysis.

Error Prevention is better than Defect Detection
Errors are the Cause
Defects are the Result
• Errors are prevented from happening
• Errors are discovered and corrected
Defects are Prevented if:

How can we stop
Quality going wrong!
(Proactive)

Collection and Analysis of Data
• Data is used to demonstrate the suitability and effectiveness of the
quality management system and to identify where improvements of
the effectiveness of the system can be made.
• The analysis shall provide information relating to:
• Customer satisfaction
• Suppliers / subcontractors
• Process trends e.g., customer complaints, internal rejects,
rework, downtime, repair rates

Quality Risk Management
• Good Manufacturing Practices (GMP) is the part of
quality assurance that ensures that products are
produced and controlled consistently and reliably.
• This can only be achieved by having clear
descriptions of the way work will be done.
• GMP specifically addresses risks that cannot be
fully controlled by testing of the final product such as
cross-contamination or mixed products.
• These risks can only be controlled by having a
properly managed system of working that takes the
risks into account.

• Risk management isn’t anything new, it is something we do
without thinking all the time.
• From the point of view of GMP we are only interested in risks
associated with quality, safety, and efficacy.
Product Safety

Ensuring
compliance
with
regulatory
requirements
Ensuring
processes for
operational
efficiency
Improving
quality
standards
Finding
deviations
within
products,
services, and
processes
Improving
customer
satisfaction
and brand
loyalty
Establishing a
culture of
continuous
improvement
Quality auditing is a procedure for
monitoring and improving all parts of the
quality management system based on
an independent and systemic
investigation, review, and evaluation of
the businesses quality management
system (QMS).

REMEMBER, the auditor is reviewing the
process and not the workforce, unless you
are doing something stupid…

What we need from you
See
something
See Say
something
Say Sort it
Sort
If something doesn’t look right, let someone know.

NEVER SAY“That’s not my job.”
• It comes across as arrogant
and lazy. We need everyone to
be a part of the team and help
with what needs to be done,
even if it is not their
responsibility. Do what needs
to be done or just help
someone find the solution.
• It isn’t difficult.
• And do it right, even when
nobody is watching.

Quality is more than just the finished products; it is everything that is
behind that product such as:
• The processes from purchasing , goods inwards to despatch and
everything in between.
• The systems e.g., policy, procedures, work instructions, and
records, ensuring that they are fit for use and not duplicated.
• And finally, the people and making sure that they get the training,
development, and equipment they need to carry out the job and
build a culture to be proud of.
And finally…

An Introduction to Quality Induction -Sample

An Introduction to Quality Induction -Sample

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