A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
To download these slides please visit my site:
http://www.xubitech.com/
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
Quality Definition by Joseph Juran, Philip Crosby, William Stevenson, David Bentley, Characteristics of Quality, Performance,Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived Quality, Quality Control, Statistical Quality control (SQC), Sampling Inspection, Consumer’s Risk, Producer’s risk,
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Wei-Meng fi rst started the iPhone programming course in Singapore and it has since received
much positive feedback. His hands-on approach to iPhone programming makes understanding
the subject much easier than reading books, tutorials, and documentation from Apple.
Contact Wei-Meng at weimenglee@learn2develop.net.
Quality Definition by Joseph Juran, Philip Crosby, William Stevenson, David Bentley, Characteristics of Quality, Performance,Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived Quality, Quality Control, Statistical Quality control (SQC), Sampling Inspection, Consumer’s Risk, Producer’s risk,
A greater understanding of quality control, types of quality control, Quality inspection, Elements of quality inspection and Quality inspection planning
After this PPT you'll get idea about 'What is quality control? Why is Quality control Important? Types of Quality control, What is quality inspection? Tools of Quality inspection and Quality inspection loop.'
Quality Assurance and Quality Control - Areas of ImprovementImran Jamil
A brief presentation, focusing on the improvement areas of Quality Assurance and Quality Control in an organization. The presentation also discusses about some of the myths about quality.
Quality Assurance is of Tremendous Importance in Pharma and Health care sector.
A brief of that is try to explain here..
A Trust of the Customer on Product is solely based on the Effective QA
A greater understanding of quality control, types of quality control, Quality inspection, Elements of quality inspection and Quality inspection planning
After this PPT you'll get idea about 'What is quality control? Why is Quality control Important? Types of Quality control, What is quality inspection? Tools of Quality inspection and Quality inspection loop.'
Quality Assurance and Quality Control - Areas of ImprovementImran Jamil
A brief presentation, focusing on the improvement areas of Quality Assurance and Quality Control in an organization. The presentation also discusses about some of the myths about quality.
Quality Assurance is of Tremendous Importance in Pharma and Health care sector.
A brief of that is try to explain here..
A Trust of the Customer on Product is solely based on the Effective QA
This is a slide deck that starts to help those in the pharmaceutical research industry begin to understand the key differences between QC and QA. The presentation also delineates the different levels of QC and the types of QA audits. The presentation also touches on the do's and don't's of conduct during a FDA audit,
LocusPlay is a mobile lottery platform. With LocusPlay, lottery can be offered through mobile, web, SMS, USSD, Point-of-Sale (POS)terminals etc. It also provides mobile lottery, SMS betting and online gambling as well online lottery.
An brief introduction to the clinical data management process is described in this slides. These slides provides you the information regarding the data evaluation in the clinical trials , edit checks and data review finally data locking,then the data is submitted to the concerned regulatory body.
The chapter commences by providing a comprehensive overview of TQM, presenting it as a holistic approach to managing quality across all aspects of an organization. It elucidates how TQM encompasses various elements, including leadership commitment, customer focus, employee engagement, continuous improvement, and data-driven decision making. By integrating these components, TQM aims to create a culture of quality throughout the organization, fostering a relentless pursuit of excellence.
Next, the chapter explores the historical evolution of TQM, tracing its roots back to quality pioneers such as W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. It highlights their contributions to the development of TQM principles and philosophies, emphasizing the paradigm shift from a reactive, inspection-based approach to a proactive, preventive one.
Moreover, the chapter delves into the core principles of TQM, elucidating concepts such as customer satisfaction, continuous improvement, employee empowerment, and process optimization. It emphasizes the significance of customer-centricity, stressing that meeting and exceeding customer expectations is the cornerstone of TQM.
Furthermore, the chapter expounds upon the benefits of implementing TQM within an organization. It discusses how TQM can enhance product and service quality, increase customer loyalty, boost operational efficiency, reduce costs, and drive innovation. By adopting TQM principles, organizations can gain a competitive edge and position themselves as leaders in their respective industries.
Lastly, the chapter provides an overview of the implementation strategies for TQM. It outlines the steps involved in initiating a TQM program, including establishing a quality management system, conducting employee training, fostering a culture of continuous improvement, and measuring performance through key quality metrics. The chapter emphasizes the importance of top leadership commitment and employee involvement in successfully implementing TQM.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
MEANING OF QUALITY
DEFINITIONS OF QUIALITY
DIMENSIONS OF QUALITY
QUALITY AWARDS
ISO 9000 STANDARDS
ISO 14000 STANDARDS
TOTAL QUALITY MANAGEMENT (TQM)
SIX SIGMA
KAIZEN
STATISTICAL PROCESS CONTROL
QUALITY GURUS
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
NO1 Uk best vashikaran specialist in delhi vashikaran baba near me online vas...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
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Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Event Management System Vb Net Project Report.pdfKamal Acharya
In present era, the scopes of information technology growing with a very fast .We do not see any are untouched from this industry. The scope of information technology has become wider includes: Business and industry. Household Business, Communication, Education, Entertainment, Science, Medicine, Engineering, Distance Learning, Weather Forecasting. Carrier Searching and so on.
My project named “Event Management System” is software that store and maintained all events coordinated in college. It also helpful to print related reports. My project will help to record the events coordinated by faculties with their Name, Event subject, date & details in an efficient & effective ways.
In my system we have to make a system by which a user can record all events coordinated by a particular faculty. In our proposed system some more featured are added which differs it from the existing system such as security.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Vaccine management system project report documentation..pdfKamal Acharya
The Division of Vaccine and Immunization is facing increasing difficulty monitoring vaccines and other commodities distribution once they have been distributed from the national stores. With the introduction of new vaccines, more challenges have been anticipated with this additions posing serious threat to the already over strained vaccine supply chain system in Kenya.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Quality defects in TMT Bars, Possible causes and Potential Solutions.PrashantGoswami42
Maintaining high-quality standards in the production of TMT bars is crucial for ensuring structural integrity in construction. Addressing common defects through careful monitoring, standardized processes, and advanced technology can significantly improve the quality of TMT bars. Continuous training and adherence to quality control measures will also play a pivotal role in minimizing these defects.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
2. What is Quality?What is Quality?
The concept of quality is subjective and difficultThe concept of quality is subjective and difficult
to defineto define
Certain aspects of quality can be identifiedCertain aspects of quality can be identified
Ultimately, the judgement of quality rests withUltimately, the judgement of quality rests with
the customerthe customer
3. CUSTOMER-DRIVEN QUALITYCUSTOMER-DRIVEN QUALITY
A simpler, more powerful definition cameA simpler, more powerful definition came
up….up….
““ Quality is meeting or exceedingQuality is meeting or exceeding
customer expectations ”customer expectations ”
4. What is Quality?What is Quality?
The International Organization for StandardizationThe International Organization for Standardization
(ISO) defines quality as the totality of characteristics(ISO) defines quality as the totality of characteristics
of an entity that bear on its ability to satisfyof an entity that bear on its ability to satisfy statedstated
(confirmed) or(confirmed) or ImpliedImplied (indirect) needs.(indirect) needs.
Other experts define quality based on:Other experts define quality based on:
• conformance to requirements: meeting written specificationsconformance to requirements: meeting written specifications
• fitness for use: ensuring a product can be used as it was intendedfitness for use: ensuring a product can be used as it was intended
6. QualityQuality
is an ever-changing stateis an ever-changing state
(i.e., what is considered(i.e., what is considered
quality today may not be goodquality today may not be good
enough to be consideredenough to be considered
quality tomorrow!)quality tomorrow!)
7. QualityQuality
is a dynamic state associatedis a dynamic state associated
with products, services,with products, services,
people, processes andpeople, processes and
environments that meets orenvironments that meets or
exceeds customerexceeds customer
expectations.expectations.
8. DEFINING QUALITYDEFINING QUALITY
Quality can be confusing concept, partlyQuality can be confusing concept, partly
because people view quality in relation tobecause people view quality in relation to
differing criteriadiffering criteria
The meaning of quality continues to evolveThe meaning of quality continues to evolve
as the quality profession grows and maturesas the quality profession grows and matures
A study that asked managers of 86 firms inA study that asked managers of 86 firms in
the eastern U.S. to define quality producedthe eastern U.S. to define quality produced
several dozen different responses:several dozen different responses:
9. DEFINING QUALITYDEFINING QUALITY
PerfectionPerfection
ConsistencyConsistency
Eliminating wasteEliminating waste
Speed of deliverySpeed of delivery
Compliance with policies & proceduresCompliance with policies & procedures
Providing good, usable productsProviding good, usable products
Doing it right the first timeDoing it right the first time
Delighting or pleasing customersDelighting or pleasing customers
Total customer service & satisfactionTotal customer service & satisfaction
10. Elements of QualityElements of Quality
Basic elements of quality includeBasic elements of quality include
1.1. Quality characteristicsQuality characteristics
2.2. Quality of designQuality of design
3.3. Quality of conformanceQuality of conformance
11. Elements of QualityElements of Quality
Quality characteristicsQuality characteristics:-:-
The term quality characteristics is usedThe term quality characteristics is used
for one or more properties that define thefor one or more properties that define the
nature of a product for quality-controlnature of a product for quality-control
purpose. Quality characteristics includepurpose. Quality characteristics include
dimension, color, strength, temperature,dimension, color, strength, temperature,
etc.etc.
For example concrete, qualityFor example concrete, quality
characteristics of commonly specify andcharacteristics of commonly specify and
control concrete include compressivecontrol concrete include compressive
strength after a fixed curing time.strength after a fixed curing time.
12. Quality of design:-Quality of design:-
It is often specified not only theIt is often specified not only the
desired standard for thedesired standard for the
characteristics that define a productcharacteristics that define a product
such as a dimension or strength, butsuch as a dimension or strength, but
also tolerance or ranges foralso tolerance or ranges for
acceptable variation from theacceptable variation from the
standards.standards.
For example, reinforcing bar spacingFor example, reinforcing bar spacing
might be specified as 12cm or amight be specified as 12cm or a
concrete specification requesting aconcrete specification requesting a
compressing strength of 200 kg/cmcompressing strength of 200 kg/cm
sq.sq.
Elements of QualityElements of Quality
13. Elements of QualityElements of Quality
Quality of Conformance:-Quality of Conformance:-
The degree to which the physical workThe degree to which the physical work
produced conforms to this standard.produced conforms to this standard.
For example, a journeyman welderFor example, a journeyman welder
producing pipe welds with a reject rate ofproducing pipe welds with a reject rate of
only 3 per 100 has a much higher qualityonly 3 per 100 has a much higher quality
of conformance than an apprentice with aof conformance than an apprentice with a
reject rate of 17 per 100reject rate of 17 per 100 ..
14. Economics of QualityEconomics of Quality
Economics of quality must be consideredEconomics of quality must be considered
in both design and construction. Economicin both design and construction. Economic
concept applicable to each will beconcept applicable to each will be
introduced here,introduced here,
Quality economics in designQuality economics in design
Economics of quality of conformanceEconomics of quality of conformance
15. Economics of QualityEconomics of Quality
Quality economics in design:-Quality economics in design:-
In the simplest form, figure illustrates theIn the simplest form, figure illustrates the
relationship between the cost value of quality.relationship between the cost value of quality.
The horizontal axis relates to the quality ofThe horizontal axis relates to the quality of
design as reflected by quality characteristicsdesign as reflected by quality characteristics
chosen for the item concerned. As qualitychosen for the item concerned. As quality
increases, the vertical shows that both theincreases, the vertical shows that both the
cost and the value of the quality increases ascost and the value of the quality increases as
well, but in a different manner.well, but in a different manner.
17. Economics of QualityEconomics of Quality
Economics of quality of conformance:-Economics of quality of conformance:-
Simply stated, quality control costs money.Simply stated, quality control costs money.
There are two main ingredients to this costThere are two main ingredients to this cost
1.1. the cost of skilled labor, equipment, material,the cost of skilled labor, equipment, material,
methods and supervision to produce qualitymethods and supervision to produce quality
outputs.outputs.
2.2. The cost of monitoring and verifying theThe cost of monitoring and verifying the
quality of output and of correcting orquality of output and of correcting or
replacing defective work.replacing defective work.
20. Prevention costsPrevention costs
build it right the first timebuild it right the first time
Appraisal costsAppraisal costs
inspection and testinginspection and testing
Internal failure costsInternal failure costs
scrap and reworkscrap and rework
External failure costsExternal failure costs
warranty claims, recalls, lost businesswarranty claims, recalls, lost business
Cost of Poor Quality
21. Prevention costs:Prevention costs:
These are planned costs an organization incurs to ensure thatThese are planned costs an organization incurs to ensure that
errors are not made at any stage during theerrors are not made at any stage during the delivery processdelivery process ofof
that product orthat product or service to a customerservice to a customer ..
TheThe delivery processdelivery process may includemay include designdesign,, developmentdevelopment,,
productionproduction andand shippingshipping..
Examples: Quality planning costs, Information system costs,Examples: Quality planning costs, Information system costs,
education and training costs, quality administration staff costs,education and training costs, quality administration staff costs,
process control costs, market research costs, field testing costsprocess control costs, market research costs, field testing costs
and preventive maintenance costs.and preventive maintenance costs.
The costs of preventing mistakes are always much lesser thanThe costs of preventing mistakes are always much lesser than
the costs of inspection and correction.the costs of inspection and correction.
Cost of Poor QualityCost of Poor Quality
22. Appraisal costs:Appraisal costs:
These include the costs of verifying, checking orThese include the costs of verifying, checking or
evaluating a product or service during the deliveryevaluating a product or service during the delivery
process.process.
Examples: internal production audit costs, test andExamples: internal production audit costs, test and
inspection costs, instrument maintenance costs,inspection costs, instrument maintenance costs,
supplier evaluation costs, and audit report costs.supplier evaluation costs, and audit report costs.
Cost of Poor QualityCost of Poor Quality
23. Failure costs:Failure costs:
A company incurs these costs because the product orA company incurs these costs because the product or
service did not meet the requirements and had to beservice did not meet the requirements and had to be
fixed or replaced, or the service had to be repeated.fixed or replaced, or the service had to be repeated.
These failure costs can be further subdivided into twoThese failure costs can be further subdivided into two
groups:groups:
Internal Failures:Internal Failures:
Internal failures include all costs resulting from theInternal failures include all costs resulting from the
failures found before the product or service reachesfailures found before the product or service reaches
the customer.the customer.
Examples: scrap and rework costs, repair costs, andExamples: scrap and rework costs, repair costs, and
corrective action costs from nonconforming productcorrective action costs from nonconforming product
or service.or service.
Cost of Poor QualityCost of Poor Quality
24. External failures:External failures:
External failures occur when the customer finds theExternal failures occur when the customer finds the
failure.failure.
Examples: warranty claim costs, customer complaintExamples: warranty claim costs, customer complaint
costs, shipping costs, and customer follow-up costs.costs, shipping costs, and customer follow-up costs.
Cost of Poor QualityCost of Poor Quality
25. Total Quality cost, is a combination ofTotal Quality cost, is a combination of prevention,prevention,
appraisal & failureappraisal & failure. Reducing any of these reduces total.. Reducing any of these reduces total.
Key to minimum cost, is striking correct balance b/wKey to minimum cost, is striking correct balance b/w
three.three.
ClearlyClearly prevention reduces both appraisal and failureprevention reduces both appraisal and failure
costscosts, -eventually cost of prevention itself starts to, -eventually cost of prevention itself starts to
increase total cost & so must be controlled & set at anincrease total cost & so must be controlled & set at an
effective level.effective level.
Cost of Poor QualityCost of Poor Quality
27. ExampleExample
Trying to save a few project dollars by reducing
conformance costs could prove disastrous.
For example, an American company won a contract as
a supplier of Japanese parts. The initial contract called
for the delivery of 10,000 parts. During inspection and
testing at the customer’s (i.e., Japanese) facility, two
rejects were discovered. The Japanese returned all
10,000 components to the American supplier stating
that this batch was not acceptable. In this example, the
nonconformance cost could easily be an order of
magnitude greater than the conformance cost.
The moral is clear:
Build it right the first time.
30. Precision and AccuracyPrecision and Accuracy
In the fields of science, engineering, industry
and statistics, the accuracy of a measurement
system is the degree of closeness of
measurements of a quantity to that quantity's
actual (true) value. The precision of a
measurement system, also called reproducibility
or repeatability, is the degree to which repeated
measurements under unchanged conditions
show the same results. Although the two words
reproducibility and repeatability can be
synonymous in colloquial use, they are
deliberately contrasted in the context of the
scientific method.
31. Hierarchy of QualityHierarchy of Quality
Hierarchy of Quality follows the evolution of Quality
management from
Simple inspection
To
Total Quality Management system
32. Development of QualityDevelopment of Quality
Four Level modelFour Level model
1. Inspection1. Inspection
After-event-screening -After-event-screening - DetectionDetection basedbased
2. Quality Control2. Quality Control
Introduction of basic systems - stillIntroduction of basic systems - still DetectionDetection BasedBased
3. Quality Assurance3. Quality Assurance
Development of complex systems -Development of complex systems - PreventionPrevention basedbased
4. Total Quality Management4. Total Quality Management
Development of culture -Development of culture - PeoplePeople basedbased
33. InspectionInspection
(ISO8402)(ISO8402)
““Activity such as measuring, examining, testing,Activity such as measuring, examining, testing,
or gauging one or more characteristics of anor gauging one or more characteristics of an
entity and comparing the results with specifiedentity and comparing the results with specified
requirements in order to establish whetherrequirements in order to establish whether
conformity is achieved for each characteristic”conformity is achieved for each characteristic”
34. InspectionInspection
Lowest level of quality developmentLowest level of quality development
Key product characteristics examinedKey product characteristics examined
Compared to known standardCompared to known standard
After the eventAfter the event
Inspection will not provide any basis for processInspection will not provide any basis for process
improvementimprovement
35. Quality ControlQuality Control
Defined as (ISO8402)Defined as (ISO8402)
““Operational techniques and activities that are usedOperational techniques and activities that are used
to fulfill requirements for quality”to fulfill requirements for quality”
Developed from inspection of methods, systemsDeveloped from inspection of methods, systems
and tools & techniquesand tools & techniques
More emphasis on feedbackMore emphasis on feedback
Main mechanism still inspection basedMain mechanism still inspection based
Physical characteristics of productPhysical characteristics of product
36. Quality ControlQuality Control
The second level of quality developmentThe second level of quality development
It will not improve quality, just highlight when it is notIt will not improve quality, just highlight when it is not
presentpresent
In many cases QC does not identify the root cause ofIn many cases QC does not identify the root cause of
the non-conformancethe non-conformance
37. Quality ControlQuality Control
The second level of quality developmentThe second level of quality development
Development of inspection proceduresDevelopment of inspection procedures
Calibration, limited quality auditsCalibration, limited quality audits
Use of basic QC toolsUse of basic QC tools
Defect recording and analysisDefect recording and analysis
Quality costs still unknownQuality costs still unknown
Use of operator self inspectionUse of operator self inspection
Still largely based on goods inspectionStill largely based on goods inspection
Reliance on inspection to catch non-conforming workReliance on inspection to catch non-conforming work
It will not improve quality, just highlight when it is notIt will not improve quality, just highlight when it is not
presentpresent
In many cases QC does not identify the root cause ofIn many cases QC does not identify the root cause of
the non-conformancethe non-conformance
38. Quality AssuranceQuality Assurance
““Quality assurance includes “allQuality assurance includes “all
planned & systematic activitiesplanned & systematic activities
implemented within the qualityimplemented within the quality
system, & demonstrated assystem, & demonstrated as
needed, to provide adequateneeded, to provide adequate
confidence that an entity willconfidence that an entity will
fulfill requirements for quality”.fulfill requirements for quality”.
39. Quality AssuranceQuality Assurance
““Quality Assurance covers all activitiesQuality Assurance covers all activities
from design, development, production,from design, development, production,
installation, servicing andinstallation, servicing and
documentation, this introduced thedocumentation, this introduced the
rule “Fit for purpose” and “do it rightrule “Fit for purpose” and “do it right
first time”. It includes the regulation offirst time”. It includes the regulation of
the quality of raw materials,the quality of raw materials,
assemblies, products and components;assemblies, products and components;
services related to production; andservices related to production; and
management, production, andmanagement, production, and
inspection processes.“inspection processes.“
40. Quality AssuranceQuality Assurance
Defined as (ISO8402)Defined as (ISO8402)
““All the planned and systematic activitiesAll the planned and systematic activities
implemented within the quality system,implemented within the quality system,
and demonstrated as needed to provideand demonstrated as needed to provide
adequate confidence that an entity willadequate confidence that an entity will
fulfil requirements for qualityfulfil requirements for quality ””
Issues of progression from QC to QAIssues of progression from QC to QA
Change in emphasis from product to processChange in emphasis from product to process
41. Diff b/w QA and QCDiff b/w QA and QC
Quality AssuranceQuality Assurance Quality ControlQuality Control
Meant for developing,Meant for developing,
organizing the best qualityorganizing the best quality
process.process.
Meant for implementing theMeant for implementing the
process developed by formerprocess developed by former
team.team.
Is the process related.Is the process related. Is the actual testing of theIs the actual testing of the
system.system.
Focuses on building inFocuses on building in
quality....and hencequality....and hence
preventing defects.preventing defects.
Focuses on testing forFocuses on testing for
quality...and hence detectingquality...and hence detecting
defects.defects.
Deals with processDeals with process Deals with productDeals with product
42. Diff b/w QA and QCDiff b/w QA and QC
QualityQuality AssuranceAssurance Quality ControlQuality Control
Makes sure you areMakes sure you are
doing the right things,doing the right things,
the right way.the right way.
Makes sure the resultsMakes sure the results
of what you've done areof what you've done are
what you expected.what you expected.
Is preventive process.Is preventive process. Is corrective process.Is corrective process.
Activities ensure thatActivities ensure that
the process is definedthe process is defined
and appropriate.and appropriate.
Activities focus onActivities focus on
finding defects infinding defects in
specific deliverables -specific deliverables -
e.g., are the definede.g., are the defined
requirements the rightrequirements the right
43. What is Total QualityWhat is Total Quality
Total Quality means quality of work,
quality of service, quality of information,
quality of process, quality of organization,
quality of people, quality of company and
quality of objectives.
44. Total Quality ManagementTotal Quality Management
TQM a philosophy set of guidingTQM a philosophy set of guiding
principals that represent the foundation ofprincipals that represent the foundation of
a continuously improving organization.a continuously improving organization.
TQM is the application of quantitativeTQM is the application of quantitative
methods and human resources tomethods and human resources to
improve the material and servicesimprove the material and services
supplied to an organization, and all thesupplied to an organization, and all the
processes within an organization, andprocesses within an organization, and
degree to which needs of the customerdegree to which needs of the customer
are met, now and in the future.are met, now and in the future.
45. Total Quality ManagementTotal Quality Management
Represents the most advanced stage of qualityRepresents the most advanced stage of quality
developmentdevelopment
A Management philosophyA Management philosophy
Application of QM to all aspects of businessApplication of QM to all aspects of business
Focused on the requirements of the customerFocused on the requirements of the customer
Recognizes the importance of suppliersRecognizes the importance of suppliers
Company wide approachCompany wide approach
Continual improvementContinual improvement
Integration of all quality systems & proceduresIntegration of all quality systems & procedures
Development of organizational cultureDevelopment of organizational culture
46. DEFINITION OF TOTAL QUALITYDEFINITION OF TOTAL QUALITY
Total Quality describes the state of anTotal Quality describes the state of an
organization in which all the activities of allorganization in which all the activities of all
functions are designed and carried out infunctions are designed and carried out in
such a way thatsuch a way that
all external customer requirements are metall external customer requirements are met
while reducing internal time and cost,while reducing internal time and cost,
and enhancing the workplace climate.and enhancing the workplace climate.
47. The Profile of TQMThe Profile of TQM
TQM is a:TQM is a:
• ScientificScientific
• SystematicSystematic
• Company – WideCompany – Wide
Activity in whichActivity in which
A company is devoted to customers throughA company is devoted to customers through
its products and services.its products and services.
48. A TQM Approach To ManagementA TQM Approach To Management
A unique blending of :A unique blending of :
(a) Objective, practical, & quantitative aspects(a) Objective, practical, & quantitative aspects
of management, e.g. Focus on processes &of management, e.g. Focus on processes &
reliance on quantitative data & statisticalreliance on quantitative data & statistical
analysis for decision-making:analysis for decision-making:
(b) “soft” aspects of mgt, e.g. providing(b) “soft” aspects of mgt, e.g. providing
visionary leadership, promoting a spirit ofvisionary leadership, promoting a spirit of
cooperation teamwork, and practicingcooperation teamwork, and practicing
participative management.participative management.
Many organizations when deciding to undertakeMany organizations when deciding to undertake
a TQM effort focus on one or other of thesea TQM effort focus on one or other of these
general approaches.general approaches.
A fully successful effort requires balancedA fully successful effort requires balanced
attention to both.attention to both.
49. Quality ManagementQuality Management
All activities of the overallAll activities of the overall
management function thatmanagement function that
determine the quality policy,determine the quality policy,
objectives and responsibilities andobjectives and responsibilities and
implement planning, quality control,implement planning, quality control,
quality assurance and qualityquality assurance and quality
improvement within the qualityimprovement within the quality
system” (ISO 840)system” (ISO 840)
50. Quality policy sample 1Quality policy sample 1
Company XYZ provides quality management, co-Company XYZ provides quality management, co-
ordination, manufacture and installation servicesordination, manufacture and installation services
throughout the UK and sometimes abroad. The Companythroughout the UK and sometimes abroad. The Company
has developed its expertise since its establishment andhas developed its expertise since its establishment and
its aim is to achieve a high standard of construction andits aim is to achieve a high standard of construction and
service to its customers.service to its customers.
It is the policy of Company XYZ to provide the customerIt is the policy of Company XYZ to provide the customer
with goods and services to the agreed requirement inwith goods and services to the agreed requirement in
accordance with the details and price.accordance with the details and price.
The Directors, Management and Staff are responsible forThe Directors, Management and Staff are responsible for
Quality Control through the Quality Management SystemQuality Control through the Quality Management System
seeking improvement by constant review, with suppliersseeking improvement by constant review, with suppliers
and sub-contractors being encouraged to co-operate. Theand sub-contractors being encouraged to co-operate. The
Company is committed to achieving customer satisfactionCompany is committed to achieving customer satisfaction
by the use of quality procedures which will be operatedby the use of quality procedures which will be operated
to meet or exceed the requirements of ISO 9001.to meet or exceed the requirements of ISO 9001.
51. Quality policy sample 2Quality policy sample 2
Our Quality Policy is defined and strongly driven by the followingOur Quality Policy is defined and strongly driven by the following
management principles and behaviors:management principles and behaviors:
• Build a mutually profitable relationship with our customers, ensuring their• Build a mutually profitable relationship with our customers, ensuring their
long-term success, through the understanding of their needs and thelong-term success, through the understanding of their needs and the
needs of their customers as wellneeds of their customers as well
• Achieve our commitments for quality, cost, and schedule• Achieve our commitments for quality, cost, and schedule
• Enhance the systematic research and use of best preventive practices at• Enhance the systematic research and use of best preventive practices at
all levels and ensure reliable risk managementall levels and ensure reliable risk management
• Drive continual improvement and innovation based upon efficient• Drive continual improvement and innovation based upon efficient
business processes, well-defined measurements, best practices, andbusiness processes, well-defined measurements, best practices, and
customer surveyscustomer surveys
• Develop staff competencies, creativity, empowerment and accountability• Develop staff competencies, creativity, empowerment and accountability
through appropriate development programs and show strong managementthrough appropriate development programs and show strong management
involvement and commitmentinvolvement and commitment
Company XYZ strives to be the best provider of inspection services in theCompany XYZ strives to be the best provider of inspection services in the
industry. Through the use of these guiding principles, everyone inindustry. Through the use of these guiding principles, everyone in
Company XYZ is accountable for fully satisfying our customers by meetingCompany XYZ is accountable for fully satisfying our customers by meeting
or exceeding their needs and expectations with best-in-class solutions andor exceeding their needs and expectations with best-in-class solutions and
services. Our goal is 100% customer satisfaction 100% of the time.services. Our goal is 100% customer satisfaction 100% of the time.
52. Change ofChange of
The Name of QualityThe Name of Quality
ActivitiesActivities
QCQC :: Quality ControlQuality Control
At the beginning of 1910-20sAt the beginning of 1910-20s
SQCSQC :: Statistical Quality ControlStatistical Quality Control
At the beginning of 1950sAt the beginning of 1950s
TQCTQC :: Total Quality ControlTotal Quality Control
At the beginning of 1960sAt the beginning of 1960s
TQMTQM :: Total Quality ManagementTotal Quality Management
In the middle ofIn the middle of
1960s in Japan1960s in Japan
1980s in NA1980s in NA
1990s in others1990s in others
53. Quality Evolution in JapanQuality Evolution in Japan
Fitness to
Use
Fitness to
Cost
Fitness to Latent
Requirements
Fitness to
Standards
Determining the customer’s
needs before the customer
becomes aware of them
Obtain high quality & low cost
by effective designing of both
the product & processes.
To build a product
that meets the needs of
customer.
To build a product that meets
the specifications set by the
designer.
56. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• Performance:Performance:
• a product’s primary operatinga product’s primary operating
characteristics. Example: A car’scharacteristics. Example: A car’s
acceleration, braking distance,acceleration, braking distance,
steering and handlingsteering and handling
57. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• FeaturesFeatures::
• the “bells and whistles” of a product. Athe “bells and whistles” of a product. A
car may have power options, a tape orcar may have power options, a tape or
CD deck, antilock brakes, andCD deck, antilock brakes, and
reclining seatsreclining seats
58. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• Reliability:Reliability:
• the probability of a product’s survivingthe probability of a product’s surviving
over a specified period of time underover a specified period of time under
stated conditions of use. A car’s abilitystated conditions of use. A car’s ability
to start on cold days and frequency ofto start on cold days and frequency of
failures are reliability factorsfailures are reliability factors
59. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• ConformanceConformance::
• the degree to which physical andthe degree to which physical and
performance characteristics of aperformance characteristics of a
product match pre-establishedproduct match pre-established
standards.standards.
• car’s fit/finish, freedom from noisescar’s fit/finish, freedom from noises
can reflect this.can reflect this.
60. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• Durability:Durability:
• the amount of use one gets from athe amount of use one gets from a
product before it physicallyproduct before it physically
deteriorates or until replacement isdeteriorates or until replacement is
preferable.preferable.
• For car - corrosion resistance & longFor car - corrosion resistance & long
wear of upholstery fabricwear of upholstery fabric
61. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• Serviceability:Serviceability:
• speed, courtesy, competence ofspeed, courtesy, competence of
repair work.repair work.
• auto owner -access to spare parts.auto owner -access to spare parts.
62. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• Aesthetics:Aesthetics:
• how a product looks, feels, sounds,how a product looks, feels, sounds,
tastes, or smells.tastes, or smells.
• car’s color, instrument panel designcar’s color, instrument panel design
and “feel of road” –and “feel of road” –
• make aesthetically pleasingmake aesthetically pleasing
63. PRINCIPAL QUALITYPRINCIPAL QUALITY
DIMENSIONSDIMENSIONS
• Perceived Quality:Perceived Quality:
• Subjective assessment of qualitySubjective assessment of quality
resulting from image, advertising, orresulting from image, advertising, or
brand names.brand names.
• car, - shaped by magazine reviews-car, - shaped by magazine reviews-
manufacturers’ brochuresmanufacturers’ brochures
64. COMPETITIVE ADVANTAGECOMPETITIVE ADVANTAGE
Denotes firm’s ability to achieve marketDenotes firm’s ability to achieve market
superioritysuperiority
Driven by customer needs & wantsDriven by customer needs & wants
ProvidesProvides valuevalue to customers that competitorsto customers that competitors
do notdo not
Makes significant contribution to businessMakes significant contribution to business
successsuccess
Allows a firm to use its resources effectivelyAllows a firm to use its resources effectively
65. COMPETITIVE ADVANTAGECOMPETITIVE ADVANTAGE
cont….cont….
Durability & dependability – difficult forDurability & dependability – difficult for
others to copyothers to copy
Provides basis for further improvementProvides basis for further improvement
Provides direction &Provides direction & motivationmotivation to theto the
organizationorganization
66. CUSTOMER-DRIVENCUSTOMER-DRIVEN
QUALITY IN THE 1980sQUALITY IN THE 1980s
Quality was defined as…Quality was defined as…
““ The totality of features andThe totality of features and
characteristics of a product orcharacteristics of a product or
service that bears on its ability toservice that bears on its ability to
satisfy given needs ”satisfy given needs ”
67. CUSTOMER-DRIVENCUSTOMER-DRIVEN
QUALITY IN THE 1990sQUALITY IN THE 1990s
A simpler, more powerful definition cameA simpler, more powerful definition came
up….up….
““ Quality is meeting or exceedingQuality is meeting or exceeding
customer expectations ”customer expectations ”
68. WHAT GOOD CANWHAT GOOD CAN
QUALITY DO ?QUALITY DO ?
Provides competitive advantageProvides competitive advantage
Reduces costsReduces costs
Lesser returns, rework & scrapLesser returns, rework & scrap
Increases productivity & profitsIncreases productivity & profits
Generates satisfied customersGenerates satisfied customers
““ No Quality, no sales. No sales,No Quality, no sales. No sales,
no profit. No profits, no jobs.”no profit. No profits, no jobs.”
70. Deming’s Dreadful DiseasesDeming’s Dreadful Diseases
1.1. Looking elsewhere forLooking elsewhere for
examples, or concludingexamples, or concluding
that “our problems arethat “our problems are
different”.different”.
2.2. Creative accountingCreative accounting
rather than commitment.rather than commitment.
3.3. Management’s failure toManagement’s failure to
delegate responsibility.delegate responsibility.
4.4. That employees (orThat employees (or
unions)cause all theunions)cause all the
problems.problems.
5.5. Quality can be assured byQuality can be assured by
inspection.inspection.
6.6. False starts: noFalse starts: no
organization-wideorganization-wide
commitment.commitment.
71. Conventional WisdomConventional Wisdom
Quality is meetingQuality is meeting
conformance standards.conformance standards.
Quality is an intangible good.Quality is an intangible good.
Quality is meeting & exceedingQuality is meeting & exceeding
customer expectation.customer expectation.
Quality is defined by theQuality is defined by the
customer.customer.
Finding and Fixing problemsFinding and Fixing problems
results in improvements,results in improvements,
which may or may not bewhich may or may not be
sustainable.sustainable.
Making changes to the system toMaking changes to the system to
prevent problems results inprevent problems results in
sustainable improvements.sustainable improvements.
Effectiveness & efficiency areEffectiveness & efficiency are
achieved by meetingachieved by meeting
acceptable defect levels.acceptable defect levels.
Effectiveness & efficiency areEffectiveness & efficiency are
achieved by continuallyachieved by continually
improving.improving.
Crisis management is theCrisis management is the
dominant management mode.dominant management mode.
Preventative management.Preventative management.
Performance standards &Performance standards &
quotas improve productivity.quotas improve productivity.
Changes in the process improveChanges in the process improve
productivity.productivity.
Decisions are made byDecisions are made by
“superiors.”“superiors.”
Decisions are made throughDecisions are made through
collaboration between staff &collaboration between staff &
management.management.
Deming’s Approach
72. Top management evaluates theTop management evaluates the
organization on financialorganization on financial
performance.performance.
Top management focuses onTop management focuses on
process performance & customerprocess performance & customer
satisfaction as well as on financialsatisfaction as well as on financial
performance.performance.
Process improvement isProcess improvement is
expensive.expensive.
Process improvement leads toProcess improvement leads to
lower costs.lower costs.
Only managers are capable ofOnly managers are capable of
identifying & makingidentifying & making
Workers know the process best &Workers know the process best &
will suggest excellent ways towill suggest excellent ways to
improve it when given a chance.improve it when given a chance.
Managers command functions &Managers command functions &
are concerned with directing &are concerned with directing &
controlling.controlling.
Team leaders guide cross-Team leaders guide cross-
functional improvement teams &functional improvement teams &
are concerned with planning &are concerned with planning &
prevention.prevention.
Employees receive instruction &Employees receive instruction &
information from above, asinformation from above, as
deemed appropriate bydeemed appropriate by
management.management.
Management shares informationManagement shares information
with employees on a routine basiswith employees on a routine basis
& on request.& on request.
Leadership for an improvementLeadership for an improvement
effort can be delegated to outsideeffort can be delegated to outside
expert.expert.
Leadership for an improvementLeadership for an improvement
effort is provided by executiveseffort is provided by executives
within the org, who arewithin the org, who are
accountable for results.accountable for results.
Reviews are necessary only whenReviews are necessary only when
things go wrong.things go wrong.
Regularly scheduled performance-Regularly scheduled performance-
improvement reviews are a key toimprovement reviews are a key to
improved processes.
73. A Manager Who Fails To ProvideA Manager Who Fails To Provide
Resources And Time For PreventionResources And Time For Prevention
Activities Is Practicing FalseActivities Is Practicing False
EconomyEconomy
Concentrate on Prevention, Not CorrectionConcentrate on Prevention, Not Correction
Prevention has more leverage when improving quality
Prevention
Correction
Quality
74. QUALITY IS FREE !QUALITY IS FREE !
According to Crosby:According to Crosby:
Quality is not only free, it is profit makerQuality is not only free, it is profit maker
Increase of 5% -10% in profitability byIncrease of 5% -10% in profitability by
concentrating on qualityconcentrating on quality
Quality provides a lot of money for freeQuality provides a lot of money for free
75. ““Quality is never anQuality is never an
accident, it is alwaysaccident, it is always
the result of anthe result of an
intelligent effort”intelligent effort”
John RuskinJohn Ruskin