General understanding of Quality control with Deming's 14 points. Quality Assurance,quality control tools,quality management principles and quality standards.

1. “The Secret of Success is Constancy to Purpose.”
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VIVEK KUMAR PATEL
153667

2. CONTENT
1. Introduction to Quality
2. Garvin’s five approaches toward the achievement of
quality
3. Quality control
4. Deming’s 14 Points
5. Quality control tool
6. Quality Assurance
7. Quality management principles
8. ISO:9000 Standard
9. conclusion
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3. QUALITY
“Uncontrolled Variation is the enemy of Quality”.
……..W. Edward Deming
Quality= “Degree or Standard of Excellence”
“You know it when you see it.”
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4. Garvin’s five approaches toward the achievement of quality:
 The transcendent approach : Quality is something we can
recognize through experiences but not define.
 Product-based approach : Quality is tied to inherent product
characteristics.
 Manufacturing-based approach : Quality is conformance to
specification.
 Value-based approach : Quality depends on the amount the
customer is willing to pay for it.
 User-based approach : Quality is fitness for purpose.
QUALITY
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5. QUALITY CONTROL
Dr. Ishikawa`s definition of quality control:
“Quality control is to develop, design, produce and service a
quality product which is most economical, most useful and always
satisfactory to the consumer. To meet this goal, everyone in the
company must participate in and promote quality”.
When problems occur:
1. Look into each area
2. Look into each aspect
Key aspects to check:
• Workers’ skill level
• Working environment
• Equipment
• Machines
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http://www.process-improvement-japan.com/total-quality-control.html

6. QUALITY CONTROL
The Total Quality Control Process
Plan-Do-Control-Action
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7. DEMING’S 14 POINTS
Deming’s Quality chain
reaction
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https://www.stat.auckland.ac.nz/~mullins/quality/Deming.pdf

8. 1: Create Constancy of purpose toward
improvement of product and service, with the aim
to become competitive, stay in business.
Purpose:-They must have clarity on the questions;
what are we doing, and why are we doing it?
To stay in business requires….
• innovation, research and education
• And constantly improve the design
Deming’s 14 points
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9. 2:Adopt the new philosophy:
Why?
• The customer demands and tastes change very fast,
We have to accept new philosophies according to
the market trends and technology revolutions.
Deming’s 14 points
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10. 3:Cease dependence on inspection to achieve quality.
Eliminate the need for inspection on a mass basis by
building quality into the product in the first place.
Quality doesn’t come from inspection,
• from improvement of the process. Improve the process
so that defects aren’t produced in the first place.
• This eliminates the need for inspection on a mass
basis.
You can not save money
if you are more worried about
money, than you are about quality.
Deming’s 14 points
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11. 4. End lowest tender contracts:
End the practice of awarding business on the basis of
price tag alone.
• Instead, minimise total cost.
• Move toward a single supplier for any one item,
• on a long-term relationship of loyalty and trust.
Deming’s 14 points
Price has no meaning without
measure of the
quality purchased.
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12. 5. Improve every process:
Improve constantly system of production and service,
to improve quality and productivity, and thus
constantly decrease costs.
• Finding what’s wrong is not improvement.
• Don’t look at outcomes or defects, instead look at
what produces the defects.
Deming’s 14 points
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13. 6.Institute modern methods of training on the job
• When training, need to understand what the job is
and why it is being done.
• Training must be done on the job, Learning by doing;
• Going into the work and experimenting with work
methods and new ideas, Studying the results, and
striving for perfection.
• New skills are required to keep up with changes in
tools, methods, techniques, product and service design.
Deming’s 14 points
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14. 7. Institute leadership:
The aim of management should be to help people to do a
better job.
• Leadership is required not supervision.
• The emphasis of management must be changed from
sheer numbers to quality. Improvement of quality will
automatically improve productivity.
Deming’s 14 points
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15. 8. Drive out fear:
Drive out fear so that everyone may work effectively for
the company.
• People are afraid of change, any attempt to make
things better
• Many organisations are run by fear(Like : bonus,
annual ratings)
• To achieve better quality people need to feel
secure
Deming’s 14 points
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16. 9. Break down barriers:
Break down barriers between departments. People in
research, design, sales, technology and production
must work as a team.
“everybody wins if the system wins”
Deming’s 14 points
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17. 10. Eliminate exhortations:
Eliminate the use of slogans and exhortations for the work
force asking for zero defects and new levels of productivity.
• Ensure you substitute work standards and quotas with
effective leadership and effective methods.
• Substitute effective leadership.
Deming’s 14 points
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18. 11. Eliminate arbitrary numerical targets:
• Focus on quality rather than quantity of product.
• Remove obstacles from work.
• Substitute aids and helpful leadership for improvement
• The focus is ”not on how many you make, it is on how
well you make them”.
Deming’s 14 points
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19. 12. Permit pride of workmanship:
• Remove the obstacles and barriers that deprive workers,
and people in management
• Abolition of the annual merit rating (appraisal of
performance) which creates conflict and competition
• Involve employees, at all levels, in the process of
improvement.
Deming’s 14 points
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20. 13. Encourage education:
Institute a vigorous programme of education and self-
improvement.
• What an organisation needs is not just good people; it
needs people that are improving with education.
Deming’s 14 points
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21. 14. Put everybody in the company to work to accomplish
the transformation. The transformation is everybody’s job.
• Develop a critical mass that will bring about the change; a
critical mass including top management.
• Create a structure in management who spend time in the
work reinforcing and the organisation’s commitment to it’s
customers and to quality.
• Without such a structure no viable long-term benefits will
be achieved.
Deming’s 14 points
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22. SUMMARY:
• They are one philosophy, not a menu you can pick
and choose from
• The 14 points apply anywhere.
• “The 14 points all have one aim, make it possible
for people to work with joy and pride”.
Deming’s 14 points
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23. QUALITY CONTROLTOOLS
1.Checksheet:-
2.Histogram:-
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Defect Type No. of defects Total
Broken zipper √√√ 3
Ripped material √√√√√√√√ 8
Missing buttons √√√ 3
Faded colours √√ 2

24. QUALITY CONTROLTOOLS
3.Pareto
Analysis:-
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Cause No. of defects Percentage
1.Poor design 90 60
2.Wrong part dimension 30 20
3.Defective parts 15 10
4.Incorrect machine setup 12 8
5.Operator error 3 2
TOTAL 150 100
100
90
80
70
60
50
40
30
20
10
P 1 2 3 4 5C

25. QUALITY CONTROLTOOLS
4.Flowchart:-
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START Operation Decision
Operation
Decision
Finish
Feedback

26. QUALITY CONTROLTOOLS
5.Scatter diagram:-
6.Statitical process
control chart:-
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27. QUALITY CONTROLTOOLS
7.Cause and effect diagram:-
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28. QUALITY ASSURANCE (QA)
“Way of preventing mistakes or defects and focused on
providing confidence”.
Two principles in quality assurance are:
• "Fit for purpose" (suitable for the intended purpose)
• "right first time" (mistakes should be eliminated)
QA includes
management
of
Quality of Raw
materials
Assemblies,
Products and
Components
Services
related to
Production
management,
production
and inspection
processes
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29. QUALITY MANAGEMENT
PRINCIPLES
The seven quality management principles are:
QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management
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http://www.iso.org/iso/pub100080.pdf

30. ISO:9000 STANDARD
The standards provide guidance and tools to ensure that
• Products and services consistently meet customer’s
requirements, and
• Quality is consistently improved.
Design/
Development
Procurement Production Installation Servicing
ISO 9001
ISO 9002
ISO 9003
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31. CONCLUSION OF QC
• Important part of quality management system.
• Goal is to identify errors and eliminate them
before reporting patient results.
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