The document discusses the concept of quality in products and services, defining it from various perspectives including consumer expectations and the standards set by quality experts. It details the dimensions and modern importance of quality, various cost categories related to quality, and the roles of different quality improvement processes and tools. Additionally, it highlights quality circles as a means to enhance teamwork and problem-solving while fostering a culture of continuous improvement.

1. Quality & Quality Tools
By
Prof N D Sadaphal
Assistant Professor
Sanjivani College of Engineering,
Kopargaon (Maharashtra State) 423601
Mechanical Engineering

2. 1
PROF N D SADAPHAL
MECHANICAL ENGINEERING DEPARTMENT
TE Mechanical
Metrology & Quality Control
Quality & Quality Tools
1
Quality?
 Think about a product you bought. How can you define
its “quality”?
 Quality has been defined in a number of ways. When
viewed from a consumer’s perspective, it means meeting
or exceeding customer expectations.
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3. 2
Dimensions of Quality
1. Performance:
 Will the product/service do the intended job?
2. Reliability:
 How often does the product/service fail?
3. Durability:
 How long does the product/service last?
4. Serviceability:
 How easy to repair the product / to solve the problems in service?
3
Dimensions of Quality (Conti…..)
5. Aesthetics:
 What does the product/service look/smell/sound/feel like?
6. Features:
 What does the product do/ service give?
7. Perceived Quality:
 What is the reputation of the company or its products/services?
8. Conformance to Standards:
 Is the product/service made exactly as the designer/standard
intended?
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4. 3
What is Quality?
 Definition of Quality: (by the quality guru’s)
1. Quality is fitness for use (comfort) _ _ _ Juran
2. Quality is conformance to requirements_ _ _ Crosby
3. Quality is a predictable degree of uniformity and dependability,
at low cost and suited to the market_ _ _ Deming
4. Quality as the totality of features and characteristics of a product
or service that bear on its ability to satisfy given need.
_ _ _ ASQC
5
What is Quality?
 “The degree to which a system, component, or process meets
(1) specified requirements, and
(2) customer or users needs or expectations” – IEEE
 The totality of features and characteristics of a product or service
that bears on its ability to satisfy stated or implied needs” –
ISO 8402
 Degree to which a set of inherent characteristics fulfils
requirements – ISO 9000:2000
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5. 4
Modern Importance of QualityModern Importance of Quality
7
“The first job we have is to turn out quality merchandise that
consumers will buy and keep on buying. If we produce it
efficiently and economically, we will earn a profit.”-
William Cooper Procter.
• Quality in service industries, government, health care, and education.
• Current and future challenge: keep progress in quality management
alive.
Statistical
Quality
Control
Quality
Assurance
Quality
Management
Quality Characteristics
•Quality of Design- design which fulfils all requirement of Customer.
(method of construction, material, safety, aesthetics/appearance, reliability etc)
•Quality of Conformance- degree/extent to which product conforms its
specification and drawing.
ability to maintain specified quality design.(i.e. control of good quality)
• Quality of Performance- how well manufactured product gives
performance. (Quality design + Quality conformance)
• Availability- available things in product like life, maintainability and
reliability.
• Customer Service- service after product has been delivered.
e.g. equipment installation, operational training, repair service,
replacement of defective component etc.
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6. 5
Cost of quality
Conformance Non-Conformance
Quality Costs
Appraisal costPrevention cost External failure
cost
Internal failure
cost
Cost
Report
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Cost of quality
Cost of quality = Cost of conformance + Cost of
non-conformance
 Cost of conformance is the cost of providing products or
services as per the required standards. This can be
termed as good amount spent. (Prevention & Appraisal
costs)
 Cost of non-conformance is the failure cost associated
with a process not being operated to the requirements. This
can be termed as unnecessary amount spent.( Internal
& External failure costs)
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7. 6
Prevention Costs
 Quality planning costs
 costs of developing and
implementing quality
management program
 Product-design costs
 costs of designing products
with quality characteristics
 Process costs
 costs expended to make
sure productive process
conforms to quality
specifications
 Training costs
 costs of developing and
putting on quality training
programs for employees
 Information costs
 costs of acquiring and
maintaining data related to
quality, and development of
reports on quality
performance
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Activities associated with
Prevention costs
 Market research
 Quality training programs.
 Contract review
 Design review
 Field trials
 Supplier evaluation
 Process capability review
 Design and manufacture of jigs and fixtures
 Preventive checks & maintenance
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8. 7
Examples of prevention Cost
 Equipment maintenance
& repair
 Fixture design and
fabrication
 Housekeeping
 Market analysis
 Procedure writing
 Safety reviews
 Quality training
 Salesperson evaluation
and selection
13
Appraisal Costs
 Inspection and testing
 costs of testing and inspecting materials, parts, and
product at various stages and at the end of a process.
 Cost of Power & material required for testing.
 Test equipment costs
 costs of maintaining equipment used in testing quality
characteristics of products (Calibration of instrument)
 Operator costs
 costs of time spent by operators to gather data for testing
product quality, to make equipment adjustments to
maintain quality, and to stop work to assess quality
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9. 8
Activities associated with
Appraisal costs
 Proto type testing
 Incoming material inspection
 Process inspection/control
 Final inspection
 Laboratory testing / measurement
 Quality audits.
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 Audit
 Document checking
 Diagram checking
 Equipment
calibration
 Final inspection
 In-process inspection
 Laboratory test
 Personnel testing
 Procedure testing
 Prototype inspection
 Receiving inspection
 Shipping inspection
Examples of appraisal cost
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10. 9
Internal Failure Costs
 Scrap costs
 costs of poor-quality products
that must be discarded.
(fault of manufacturer/vendor)
 Rework/repair costs
 costs of fixing defective products
to conform to quality
specifications.
 Extra payment made to operator
to obtain required level of
quality.
 Process failure costs
 costs of determining why
production process is producing
poor-quality products.
 Process down-time
costs
 costs of shutting down
productive process to fix
problem.
 Price-down grading
costs
 costs of discounting poor-
quality products—that is,
selling products as “seconds”.
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External Failure Costs
 Customer complaint costs
 costs of investigating and
satisfactorily responding to a
customer complaint resulting from a
poor-quality product.
 Product return costs
 costs of handling and replacing poor-
quality products returned by
customer.
 Warranty claims costs
 costs of complying with product
warranties.
 Product liability costs
 litigation costs resulting
from customer injury.
 Lost sales costs
 costs incurred because
customers are dissatisfied
with poor quality products
and do not make additional
purchases.
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11. 10
1-10-100 Rule
$
$
$
$
$
$
$
$
$
$
1
10
100
Prevention
Correction/ appraisal
(inspection/testing)
Failure
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The 1:10:100 rule
 Rs.1 spent on prevention, will save Rs.10 spent on appraisal
and Rs.100 on failure costs.
 “The earlier you detect and prevent a defect the more you
can save”
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12. 11
Cost of Quality Approach
21
Objective
Zero defects while minimizing all four quality cost
Relation Between cost/value Vs Quality
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13. 12
Deming’s Cycle
 Deming Chain Reaction
“Quality improvement is not a costly business option
but a strategic imperative that is essential to business
survival”
Quality Cost Productivity
The Deming Chain
Improve Quality
Decrease Costs
Improve Productivity
Decrease Price
Increase Market
Stay in Business
Provide More Jobs
Return on Investment
23
Deming’s Cycle
PDCA
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14. 13
25
Plan to improve your operations first by finding out what things are going wrong
(that is identify the problems faced), and come up with ideas for solving these
problems.
Do changes designed to solve the problems on a small or experimental scale first.
This minimizes disruption to routine activity while testing whether the changes will
work or not.
Check whether the small scale or experimental changes are achieving the desired
result or not.
Act to implement changes on a larger scale if the experiment is successful. This
means making the changes a routine part of your activity. Also Act to involve other
persons (other departments, suppliers, or customers) to implement them on a
larger scale.
Deming’s 14 Principles.
1. “Create Constancy of Purpose”
2. “Adopt A New Philosophy”
3. “Cease dependence On inspection For Quality”
4. “End lowest tender contracts ”
5. “Improve Every Process Constantly / Forever”
6. “Institute Training”
7. “Adopt An Institute Leadership”
8. “Drive Out Fear”
9. “Break Barriers Between Staff Areas”
10. “Eliminate Exhortations And Targets”
11. “Eliminate Numerical Quotas”
12. “remove the barrier that rob Pride Of workmanship”
13. “Encourage For education & Self Improvement”
14. “Put everybody In The company To work For This
transformation”
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15. 14
Juran’s Triology Approach
 Joseph Juran is one of the “Guru of Quality” like Deming.
 Juran defined quality as a “Fitness for purpose”
 If product meets all the specifications, it may not fit for use.
 Juran Trilogy consists of three basic quality-oriented processes:
 quality planning
 quality control
 quality improvement.
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Quality planning
 The role of quality planning is to design a process that will be
able to meet established goals under operating conditions.
 The subject of planning can be anything -- an engineering
process for designing new products, a production process
for making goods, or a service process for responding to
customer requests.
 Quality Planning involves
 Identifying customers.
 Determining their needs.
 Specifying the product features that satisfy those needs at minimum cost.
 Designing the processes that can reliably produce those features.
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16. 15
Quality control
 The role of quality control is to operate and correct the
process, so that it performs with optimal effectiveness.
 Measure actual performance of product
 Compare actual performance with goals set
 Do the action on difference
 The process of Quality Control involves:
 Establishing a measurement procedure
 Measuring
 Interpreting differences between measurement and goal.
 Taking action to correct significant differences
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Quality improvement
 The role of quality improvement is to take the
process to higher levels of performance.
 Assuming the process is under control, any waste
that occurs must be inherent in the design of the
process.
 The object of quality improvement is to reduce
waste to a much lower level.
 The steps in Quality Improvement:
 Identify specific area for improvement.
 Diagnose the causes.
 Provide remedies.
 Prove that the remedies are effective under operating
conditions.
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17. 16
Seven Quality Tools
 Cause and Effect Diagrams
 Flow Charts
 Check-sheets
 Histograms
 Pareto Charts
 Control Charts
 Scatter Diagrams
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Understand the root causes of a
problem BEFORE you put a
“solution” into place
Investigate the Root Causes
Cause and Effect Diagrams
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18. 17
Cause & Effect Diagrams
 Identify many different
possible causes for a
problem
 See the relationships
between the many causes
 Helps determine which
data to collect
Why are cause and effect
diagrams helpful?
Focused
problem
Root cause Root cause
Root cause Root cause
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Cause and Effect Diagrams/Fish bone diagram/Ishikawa
diagram

19. 18
35
36

20. 19
37
Cause and Effect Diagrams/Fish
bone diagram/Ishikawa diagram
Incorrect
shipping
documents
(Quality
Problem)
Manpower Materials
Methods Machine
Environment
Keyboard sticks
Wrong source info
Wrong purchase order
Types Source info incorrect
Didn’t follow proc.
Glare on
displayTemp.
No procedure
No communications
No training
Software problem
Corrupt
data
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21. 20
Makes
custom
er wait
Absent receiving
party
Working system of
operators
Customer Operator
Absent
Out of office
Not at desk
Lunchtime
Too many phone
calls
Absent
Not giving
receiving party’s
coordinates
Complaining
Leaving a
message
Lengthy talk
Does not know
organization
well
Takes too much time
to explain
Does not
understan
d customer
39
Flow Charts
Benefits
 Show what actually happens at each step in
the process
 Graphically display processes to identify
redundancies.
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22. 21
41
Start
Material Received
IS Material
of
Satisfactory
Quality?
Return to
Supplier
Transfer to store
No
Yes
Stop
Raw Material Purchase
Store
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23. 22
43
Check-sheets
Purpose:
 Tool for collecting and
organizing measured or counted
data
Benefits:
 Collect data in a systematic and
organized manner
 To determine source of problem
 To facilitate classification of data
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24. 23
45
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25. 24
47
Histograms
Purpose:
To determine the spread or variation of a
set of data points in a graphical form
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49
Consider this simple example. Below shows the exam results
collected from a 5 class of 50 individuals:
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51
Pareto Charts
 Small number of failures are responsible for the bulk of
quality costs, this phenomenon is called as “Pareto Principle”.
 This pattern is also called the ‘80/20 rule’ and shows itself in
many ways.
 For example:
• 80% of sales are generated by 20% of customers.
• 80% of defects are caused by 20% of the problems.
• 80% of salary is given to 20% of workers.
20% - The Vital Few
or
80% - The Trivial/ Important Many
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28. 27
Example of Pareto Chart
Daily
average
Total
number
A One operator (partner out of office) 14.3 172
B Receiving party not present 6.1 73
C No one present in the section receiving call 5.1 61
D Section and name of the party not given 1.6 19
E Inquiry about branch office locations 1.3 16
F Other reasons 0.8 10
29.2 351
Reasons why customers have to wait (12-day analysis with
check sheet)
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54
100%
B C A D E F
Frequency Percentage
0%
100
200
300
Improvement
Significant
few
Insignificant
many

29. 28
55
56
Significant few
Insignificant many

30. 29
Control Charts
 The control chart is a graph used to study how a process
changes over time. Data are plotted in time order.
 A control chart always has a central line for the average, an
upper line for the upper control limit and a lower line for the
lower control limit.
57
Scatter Diagrams
Purpose:
Relationship between two characteristic value are plotted and analyze as
to whether a correlation exists between the two set of data.
• To understand the behaviour of a process.
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31. 30
This is a scatter plot showing the amount of sleep needed per day by age.
As you can see, as you grow older, you need less sleep.
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Negative Correlation
60
This scatter plots show the average income for adults based on the number of
years of education completed.
Positive Correlation

32. 31
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33. 32
None Low High Perfect
Degrees of correlation:
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New Seven Quality Tools
 Affinity Diagram : Grouping of the idea of Brainstorming.
 Relation Diagram : Diagram of Why-why analysis.
 Tree Diagram : For Systematically Pursuing the Best Strategies for Attaining an
Objective
 Matrix Diagram : A matrix to express the strong-ness of relationship between two
things.
 Arrow Diagram : For Working Out Optimal Schedules and Controlling Them
Effectively
 Process Decision Program Chart (PDPC) : Used to plan various contingencies
Same to “Flow chart”
 Matrix Data Analysis : Consists of a two-dimensional array to determine location
and nature of problem
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Quality Circle
•Formation of quality circle is becoming imperative in today’s world
where the customer's expectations keep changing and it become
tougher day by day to get to the level of delighting the customer.
• Voluntary group of persons
• Meet on regular basis
• Work on similar tasks
• Share area of responsibility
• Solve problems related to work
•voluntarily meet regularly for about an hour every week to
identify, analyze and resolve work related problems, leading to
improvement, In their total performance and enrichment of their work
life."
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Objective/Function
 Change in attitude
 Effective team work
 Self development
 Job satisfaction
 Communication
 Leadership development
 Improved organizational culture
 Promote individuals self-development
 Create problem prevention attitudes.
 Improve customer relations and service delivery
 Encourage the flow of new ideas
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35. 34
Benefits of quality Circles
 Increased in quality
 self-development
 team work
 Improve over all company performance
and corporate image.
67
Organization structure
Non Qc - Members
Members
Leader
Facilitator
Co-ordinator
Steering
committee
Top
Management
Element of quality circle
•A steering committee
•Coordinator
•Facilitator
•leader
•members
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36. 35
Awards for Quality
 National individual awards
 Rajiv Gandhi National Quality Award
 IMC Ramakrishna Bajaj National
Quality Award
Integrated Marketing
Communication (IMC)
 Malcolm Baldrige National Quality
Award (MBNQA)
 International awards
 European Quality Award
 Canadian Quality Award
 Australian Business Excellence
Award
 Deming Prize from Japan
Criteria-
Leadership, Information and analysis,
Strategic planning, Human resource,
Business results, management,
Customer and market focus
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