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part Chem- industrial quality management
- 2. Part 1 Ø Introduction Ø Quality and its dimensions Ø QA compared to QC Ø SPC vs SQC Ø SPC and its importance Ø Total Quality
- 4. What is QUALITY? • Definitions can come in many different forms – Difficult to define—different viewpoints, criteria, etc. – But in general terms: has something to do with meeting specific needs of user and customer satisfaction • Good quality makes product competitive, more demand, greater profit
- 5. Some attempts towards a definition http://blog.proqc.com/wp- content/uploads/2015/04/Definition-of- Quality.png
- 6. More formally… • According to Garvin (1987), quality can be viewed in terms of certain dimensions • These dimensions provide a more systematic view of the concept of quality
- 7. Dimensions of product quality What are these dimension s?
- 8. 8 dimensions of product quality
- 17. 8 dimensions of product quality
- 18. We’ve been talking about products! What about …
- 19. Dimensions of Service Quality • Reliability • Responsiveness • Competence • Courtesy • Communication • Credibility • Security
- 21. Course Outline 1. Introduction: a. quality and its dimensions b. quality control vs quality assurance c. international standards 2. Importance of statistical quality control (SQC) and statistical process control (SPC) 3. Essence of Total Quality Management (TQM) 4. Statistical thinking, causes of variation, and sampling 5. Statistical quality management: a. Construct/concept/variable, measures of central tendency/variability, depicting variability b. Variations and details about control charts 6. DMAIC—Road Map for Six Sigma 7. Quality management from a chemist’s point of view 1.The nature of quality 2.Quality assurance 3.Quality control 4.Statistical process control 5.Lean six sigma 6.Development and validation of methods for analyzing and producing products 7.Industry standards and practices 8.Quality improvement tools
- 22. Still talking about quality… Let’s now compare Quality Assurance and Quality Control prevention detection
- 23. • Many people think QA and QC are same and interchangeable but this is not true. Both are tightly linked and sometimes it is very difficult to identify the differences. Fact is both are related to each other but they are different in origins. QA and QC both are part of Quality Management however QA is focusing on preventing defect while QC is focusing on identifying the defect.
- 24. Key Points • In QA, processes are planned to prevent the defects. • In QC, focuses on the discovery of the defects and modifying the product. • QA detects weakness. • QC detects defects. • QA is process oriented • QC is product oriented. • QA is failure prevention system. • QC is failure detection system.
- 25. This brings us to SPC and SQC!
- 27. http://asq.org/learn-about-quality/statistical-process- control/overview/tutorial.html Statistical quality control (SQC) is the application of the 14 statistical and analytical tools (7–QC and 7–SUPP) to monitor process outputs (dependent variables). Statistical process control (SPC) is the application of the same 14 tools to control process inputs (independent variables). The figure below portrays these relationships.
- 28. • In 1974 Dr. Kaoru Ishikawa brought together a collection of process improvement tools in his text Guide to Quality Control. Known around the world as the seven quality control (7–QC) tools, they are: • Cause–and–effect analysis • Check sheets/tally sheets • Control charts • Graphs • Histograms • Pareto analysis • Scatter analysis
- 29. • In addition to the basic 7–QC tools, there are also some additional tools known as the seven supplemental (7–SUPP) tools: • Data stratification • Defect maps • Events logs • Process flowcharts/maps • Progress centers • Randomization • Sample size determination
- 35. WHERE DID SPC COME FROM? • In spite of SPC coming to the fore in western industries during the 1980’s, the origins of SPC lay in the twenties in America. • Walter Shewhart, Bell Telephone Laboratories, USA in 1924 developed statistical quality control methods for the improvement of manufacturing quality. • These methods were incorporated into a management philosophy by Dr. W.E. Deming (a younger colleague of Shewhart). Just prior to World War II American industrial management did not pay very much attention to Deming and his views on statistical techniques and open management style. https://www.datalyzer.com/knowledge/spc/
- 36. • However, Japan’s post-war efforts to increase production, and to compete with western industries, found Deming’s philosophy attractive. Top Japanese management concluded that they had to improve quality, and invited Deming to lecture in Japan in the early 1950’s. • The successful tour, lead to a few companies implementing the Deming methodologies and within a few month's their quality and productivity increased. This, in turn, led to a greater proliferation of these techniques in Japan. It was the commitment of top Japanese management, the realization of the rewards of SPC implementation plus the philosophies of Deming that are the basis of Japanese competitive advantage as we know it today.
- 37. • In 1981 Deming appeared in a documentary on American television named: “If Japan can, why can’t we?” • There was a considerable reaction and for the first time managers in America listened to his philosophy. It was quickly proven that SPC could also give beneficial results in western industries.
- 38. OBJECTIVES OF SPC • The overall objective of SPC is to continuously improve processes by reducing variation. Meeting the overall objective makes it possible to meet other related objectives, like: – increase customer satisfaction and fewer customer complaints; – reduce or eliminate the need for inspection in the supply chain; – establish a predictable and consistent level of quality; – decrease scrap, rework and inspection cost; – increase the motivation of operators; https://www.datalyzer.com/knowledge/spc/
- 39. OBJECTIVES OF SPC… • The overall objective of SPC is to continuously improve processes by reducing variation. Meeting the overall objective makes it possible to meet other related objectives, like: – more efficient data entry, analysis and reporting; – better communication between all levels in teh organization; – increase productivity; – lower investment because of process improvements;
- 40. Importance of SPC: major impacts
- 42. To realize impact of SPC, there is a need to connect to… Continuous improvement--based on a Japanese Concept called Kaizen, is the philosophy of continually seeking ways to improve operations. It involves identifying benchmarks of excellent practices and instilling a sense of employee ownership of the process. https://totalqualitymanagement.wordpress. com/tag/employee-involvement/
- 43. Steps involved … Instilling a philosophy of continuous improvement in an organization may be a lengthy process, and several steps are essential to its eventual success. 1.Train employees in the methods of statistical process control (SPC) and other tools for improvement quality. 2.Make SPC methods a normal aspect of daily operations. 3.Build work teams and employee involvement. 4.Utilize problem-solving techniques within work teams. 5.Develop a sense of operator ownership of the process.
- 44. Here employee involvement is central to the philosophy of continuous improvement. However, the last two steps are crucial if the philosophy is to be the part of everyday operations. A sense of operator ownership emerges when employees feel as if they own the processes and methods they use and take pride in the quality of product or service they produce. It comes from participation on work teams and in problem-solving activities, which instil in employees a feeling that they have some control over their workplace.
- 45. Here employee involvement is central to the philosophy of continuous improvement. However, the last two steps are crucial if the philosophy is to be the part of everyday operations. A sense of operator ownership emerges when employees feel as if they own the processes and methods they use and take pride in the quality of product or service they produce. It comes from participation on work teams and in problem-solving activities, which instil in employees a feeling that they have some control over their workplace. ownership empowerme nt involveme nt
- 46. Where is the place of TOTAL QUALITY MANAGEMENT?
- 49. • Inspection • To salvage • Sorting, grading, reblending • Corrective Actions • Identify Sources of Non-conformance
- 50. • Quality Control • Develop Quality Manual • Self-Inspection • Product Testing • Basic Quality Planning • Use of Basic Statistics • Paperwork Controls
- 51. • Quality Assurance • Advanced Quality Planning • Quality Systems Development • Focus on Design • Quality Costs • Failure Mode and Effects Analysis • Statistical Process Control
- 52. • Total Quality Management • Policy Deployment • Involve Suppliers and Customers • Involve all operations • Process Management • Performance Measurement • Teamwork • Employee involvement and development
- 53. TQM is composed of eight principles: 1. Customer focus: The customer ultimately determines the level of quality. 2. Employee involvement: All employees participate in working toward common goals. 3. Process-centered: A fundamental part of TQM is a focus on process thinking. 4. Integrated system: TQM integrates all aspects of the organization, from product design to customer service. 5. Systematic flow: Work flows smoothly and efficiently through the organization. 6. Continual efforts: TQM is a never-ending journey of improvement. 7. Fact-based decision-making: Decisions are made based on data and analysis, not gut instinct. 8. Relationship management: TQM emphasizes building strong relationships with suppliers, customers, and other stakeholders.
- 54. In summary . . . https://www.kbmanage.com/concept/total- quality-management
- 55. • "Total quality management derives from the Japanese business practices of the 1950s and 1960s, but owes much to the teachings of Edwards Deming and Joseph Juran (Hindle, 2008)."
- 57. Ronald D. Snee— Manager, Quality Systems and Technology, Project Engineering Division, E. I. du Pont de Nemours & Co.
- 60. Where the organization needs to direct its efforts in order to achieve total quality
- 61. Where the organization needs to direct its efforts in order to achieve total quality Systems that align the organization’s operational activities with its strategic direction
- 62. Where the organization needs to direct its efforts in order to achieve total quality Systems that align the organization’s operational activities with its strategic direction Specific activities an organization engages in to pursue total quality
- 64. key ingredients
- 68. key ingredients
- 69. Benefits of total quality management
- 70. Benefits of total quality management https://www.dialog.com.au/open-dialog/the-difference-between-quality- assurance-and-quality-control/
- 71. Benefits of total quality management https://www.dialog.com.au/open-dialog/the-difference-between-quality- assurance-and-quality-control/
- 72. Benefits of total quality management https://www.dialog.com.au/open-dialog/the-difference-between-quality- assurance-and-quality-control/
- 73. Benefits of total quality management https://www.dialog.com.au/open-dialog/the-difference-between-quality- assurance-and-quality-control/
- 74. Benefits of total quality management https://www.dialog.com.au/open-dialog/the-difference-between-quality- assurance-and-quality-control/
- 76. Abstract
- 78. aspects of quality that are important in TQM
- 79. Quality of design Quality of processing Quality of conformance Quality of performance