Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality Quality

1. Course Code MEPC-27/PRPC-29
Course Title Statistical Quality Control And Reliability
Number of Credits 4
Prerequisites (Course code) Production Technology-II (MEPC22)
Course Type EPR
COURSE LEARNING OBJECTIVES:
1.To understand the fundamentals of Quality, Economics of Quality and T.Q.M.
2. To understand the basic statistical concepts, decision preparatory of the control charts, their applications and Process Capability Behaviour.
3. To understand the concepts of Acceptance Sampling, Sampling Plans and their applications.
4. To understand the Reliability and its relationship with Availability and Maintainability.
COURSE CONTENTS:
UNIT-I
Introduction
Quality – Basic Concepts: Issues in Quality, factors affecting quality, creating quality by design, product development cycle, economics of quality,
Various definitions, ISO definition of quality and its meanings, and various phases till TQM and its meaning to industries, customers and employees,
contribution of quality gurus etc. towards quality concepts. Total Quality management: its scope application and implementation. Quality circle: its
objectives, structure and techniques, Variability concept in manufacturing –cycle, fishbone diagrams, charts in time philosophy. (8 hrs)
UNIT-II
Quality Control
Basic statistical concepts, various types of distributions, General theory X and R chart. Decision preparatory to the control charts. Trial control limits.
Selection of sub-groups. Charts with variable subgroups. Reject and Revoke, limits for average on X charts, modified control limits, specification
limits, practical limitations. Control charts for fraction defectives, calculation and plotting of control limits, sensitivity of p chart, applications, and
Control charts for Defects, difference between defect and defective, calculation and plotting of control limits, application. Pi charts and u charts,
plotting of charts. Tests for various control charts. Tests for various control charts, process capability- inherent and potential capability. (12 hrs)

2. UNIT- III
Acceptance Sampling
Purpose, Acceptance by Attributes, single sampling plans. O.C.curve selection of sampling plans, Acceptance number, Type A and Type B errors,
O.C. curves, Double sampling plan and its analysis, Multiple and sequential sampling , A.O.Q.L., Acceptance sampling plans under risk. Design of
various sampling plans, Dodge- Roming type system for acceptance sampling by attributes (use of various tables). Determination of process average,
Acceptance sampling by variables. (10 hrs)
UNIT- IV
Reliability
Concepts of Reliability, factors affecting Reliability, pattern of Failure, Mean Time to Failure, Fundamental of Statistical Concepts, consideration of
Reliability in Series and Parallel System, effect of Redundancy and Reliability, method of Reliability Evaluation, Reliability Optimization,
Availability and Maintainability, means to improve Reliability, Reliability Control during manufacture. (10 hrs)
Course Outcomes:
•Students will be able to understand the fundamentals of Quality, Economics of Quality and T.Q.M.
•Students will be able to understand the basic statistical concepts, decision preparatory of the control charts their applications and Process Capability
Behaviour.
•Students will be able to understand the concepts of Acceptance Sampling, Sampling Plans and their applications
•Students will be able to understand the Reliability and its relationship with Availability and Maintainability
Reference Books:
a)Statistical Quality Control by Grant and Leaven, McGraw-Hill.
b)Quality Control and Reliability by Mahajan, Dhanpat Rai.
c)Quality Control by Hansen, Prentice-Hall.
d)Statistical Quality Control, a modern introduction by Douglas C. Montgomery.
e)Elementary Statistical Quality Control, 2nd Edition - CRC Press Book By. John T. Burr.
f)Total Quality Management – An Integrated Approach Paperback – 2016 by DR. Kiran
g)Handbook of Reliability Engineering and Management Book by Clyde F. Coombs Jr. and William Grant Ireson.

3. QUALITY

5. ■ Quality, as it applies to an object (product, service, process),
is defined as the “degree to which a set of inherent
characteristics (attributes) of the object satisfies a set of
requirements.” Therefore, the quality of an object
is determined by comparing a predetermined set of
characteristics against a set.

10. Purpose of a quality
The purpose of a quality management system is to ensure every time a
process is performed, the same information, methods, skills and
controls are used and applied in a consistent manner. If there are
process issues or opportunities, this is then fed into the quality
management system to ensure continuous improvement.

14. Issues in Quality
1: The Culture of Managing by Departments.
2: Resistance to Technological Innovation.
3: Upper Management's Unwillingness to Provide Additional
Resources and Time.
4: Increasing Complexity of the Supply Chain.

15. Factors affecting
Quality
• Market: Because of technology advancement, we could see many new
products to satisfy customer wants.
• Money: The increased global competition necessitates huge outlays for new
equipment’s and process.
• Management: Because of the increased complex structure of business
organization, the quality related responsibilities lie with persons at different
levels in the organization.

16. • Men: The rapid growth in technical knowledge leads to development
of human resource with different specialization.
• Motivation: If we fix the responsibility of achieving quality with each
individual in the organization with proper motivation techniques, there
will not be any problem in producing the designed quality products.
• Materials: Selection of proper materials to meet the desired tolerance
limit is also an important consideration.

17. • Machines and mechanization: In order to have quality products which
will lead to higher productivity of any organization, we need to use
advanced machines and mechanize various operations.
• Modern information methods: The modern information methods help in
storing and retrieving needed data for manufacturing, marketing and
servicing.
• Mounting product requirements: Product diversification to meet
customers taste leads to intricacy in design, manufacturing and quality
standards. Hence, companies should plan adequate system to tackle all
these requirements.

18. A systematic approach to development that begins with
predefined objectives and emphasizes product and process
understanding and process control, based on sound science
and quality risk management .
Quality by Design

19.  Significance of Quality by
Design
• Quality by Design means –designing and developing
formulations and manufacturing processes to ensure a
predefined quality.
• Quality by Design requires – understanding how
formulation and manufacturing process variables influence
product quality.
• Quality by Design ensures – Product quality with effective
control strategy.

21. PRODUCT DEVELOPMENT CYCLE
The product development cycle is the process of taking a
product from an idea through its market release and
beyond. This cycle involves many departments in a company:
product managers, developers, designers and others.

22. • The product development cycle is a part of the product life
cycle.
 The product development cycle focuses on the planning, development
and evaluation of a product and the product life cycle looks at the
performance of the product in the market and its market share.
 The product development cycle consist of the following stages: Plan,
Develop, Evaluate, Launch, Assess, Iterate or Kill.

25. ADVANTAGES
• Product development cycle
a) Easy sales forecasting
b) Competitive Advantage
c) Defined Strategies
d) Decision Making
e) Marketing Target and Positioning

26. DISADVANTAGES
a) Varying Market Conditions
b) Inapplicable to Every Product
c) Fluctuation in Sales Data
d) Effect of Other Elements
e) Delay in Analytics

27. Economics of Quality
• The economics of quality include the fact that there are costs to
prevention, appraisal, as well as costs of failure. Ultimately the goal
is to be able to track the costs and benefits of each to determine the
most cost effective solution.

28.  Cost of poor
Quality
Cost of poor quality (COPQ) is defined as the costs associated with
providing poor quality products or services. Cost of quality is defined as
a methodology that allows an organization to determine the extent
to which its resources are used for activities that prevent poor
quality, that appraise the quality of the organization's products or
services and that result from internal and external failures.
There are three categories:

29. 1. Appraisal costs are costs incurred to determine the degree of
conformance to quality requirements.
2. Internal failure costs are costs associated with defects found
before the customer receives the product or service.
3. External failure costs are costs associated with defects found
after the customer receives the product or service.

30. International Organization for Standardization (ISO)
International Organization for standardization certification certifies that a
management system, manufacturing process, service, or documentation
procedure has all the requirements for standardization and quality
assurance. ISO (International Organization for Standardization) is an
independent, non-governmental, international organization that develops
standards to ensure the quality, safety and efficiency of products, services
and systems.

31. What is ISO 9001?
▪It’s a quality management system that can be adopted by any
kind of organization.
▪The system is focused towards the meeting of customer
requirements and enhancing of customer satisfaction.
Keywords:
1. Quality
2. Management system
3. Customer requirements

32. Need for ISO 9001
There are too many activities in any organization.
⮚ Easy to lose track of things and focus.
⮚Systemizing of activities is a natural phenomenon. We do it all
the time – privately, publicly or commercially.
⮚A business faces great risks – big investments, customer
expectations, jobs, credibility, etc.

33. Benefits of ISO 9001
• ISO 9001 requires you to:
– Plan what you want to do,
– Follow that plan,
– Monitor, measure and analyze your execution of the
plan,
– Improve the plan.

34. According to International Organization for Standards
(ISO)
• TQM is a management approach for an organization, centre on
quality, based on the participation of all its members and aiming
at long-term success through customer satisfaction and benefits
to all members of the organization and to the society.
• It uses strategy, data and effective communications to integrate
the quality discipline into the culture and activities of the
organization.

35. This system has 5 components or elements and they are applied within
your business management.
Five-phase guideline for implementing total quality management
1) Leadership
2) Planning
3) Support and operation
4) Performance evaluation
5) Improvement

38. QUALITY
MANAGEMENT
Total Quality Management

39. Quality management
⮚ Quality Management is focused not only on product quality, but also
the means to achieve it. Quality management therefore uses quality
assurance and control of processes as well as products to achieve more
consistent quality. Quality management has three main components:
• Quality control
• Quality assurance
• Quality improvement

41. Quality Assurance is the planned or systematic actions
necessary to provide enough confidence that a product or service
will satisfy the given requirements. Quality Assurance includes
regulation of the quality of raw materials, assemblies, products and
components; services related to production and management,
production and inspection processes.
.

42. Quality improvement (QI) is a systematic, formal approach to
the analysis of practice performance and efforts to improve performance.
Quality Improvement can be distinguished from Quality Control in that
Quality Improvement is the purposeful change of a process to improve
the reliability of achieving an outcome.

43. Total Quality Management
• TQM has been defined as an integrated organizational effort
designed to improve quality at every level.
• The process to produce a perfect product by a series of
measures requiring an organized effort by the entire company
to prevent or eliminate errors at every stage in production is
called Total Quality Management.

44. Customer
focus
Planning
process
Process
management
Process
improvement
Total
participation TQM
Model

45. Total quality management (TQM) describes a management system
wherein a company attains organizational advancement through a
commitment to customer requirements. A company meets those
requirements when it empowers every employee in every department to
maintain high standards and strive for continuous improvement.
Application: creating commitment on the part of the senior management
to the application of the TQM approach; designing a total quality strategy
(policy, identification of customers and their requirements, definition
of quality indexes, setting goals and targets for continual).
Application

46. Total Quality Management, TQM, is a method by which management and
employees can become involved in the continuous improvement of the
production of goods and services. It is a combination of quality and
management tools aimed at increasing business and reducing losses due to
wasteful practices.

47. Implementation of TQM
1. Focus on the Customer
2. Employee Involvement
3. Process-centered
4. Integrated System
5. Strategic and Systematic Approach
6. Continuous Improvement
7. Fact-based Decision Making
8. Communications

48. 1. Focus on the Customer:
 It is important to identify the organization’s customers.
 External customers consume the organization’s product or service.
 Internal customers are employees who receive the output of other employees.
2. Employee Involvement:
 Since quality is considered as the job of all employees, employees should be
involved in quality initiatives.
 Therefore, employees must have the authority to innovate and improve
quality.

49. 3. Process-centered:
A process is a series of steps that take inputs from suppliers (internal or
external) and transforms them into outputs that are delivered to customers
(either internal or external).
4. Integrated System:
Integrated system connects business improvement elements in an attempt
to continually improve and exceed the expectations of customers,
employees and other stakeholders.

50. 5. Strategic and Systematic Approach:
A critical part of the management quality is the strategic and systematic
approach to achieving an organization’s vision, mission and goals.
6. Continuous Improvement:
Continuous improvement means that small, incremental improvement that
occurs on a regular basis will eventually add to a vast improvement in
quality.

51. 7. Fact-based Decision Making:
 In order to know how well an organization is performing, data on
performance measures are necessary.
 TQM requires that an organization continually collect and analyses data
in order to improve decision making accuracy, achieving consensus, and
allow prediction based on past history.

52. 8. Communications:
 During times of organizational change, as well as part of day to day
operation, effective communications plays a large part in maintaining
morale and in motivating employees at all levels.
 Communications involve strategies, method and timelines.

53.  The 8 Elements of TQM
To be successful implementing TQM, an organization must
concentrate on the eight key elements:
• Ethics
• Integrity
• Trust
• Training
• Teamwork
• Leadership
• Recognition
• Communication

54. Quality circle
Quality circle is a small group to perform quality control activities
voluntarily within the small workshop.
The small group carries on continuously as a part of company wide quality
control activities for self development and mutual development and for
control and improvement within the workshop utilizing quality control
techniques with all the members participating.

59. Objectives
There are number of objectives that can accomplished in the
quality circle program. The following examples will give some
ideas of the accomplishments that work towards:
1. Self development
2. Mutual development
3. Improvement in quality
4. Improvement in communication and studies
5. waste reduction

60. 6. Job satisfaction
7. Cost reduction
8. Improvement in productivity
9. Safety improvement
10. problem solving opportunities
11. Team building
12. Link all levels of management and workers together to
achieve success
13. Get people more involvement and interest in their work
14. Improve participation
15. Reduce absenteeism and grievances

62. The fishbone diagram is also known as the Ishikawa diagram, as a
tribute to its creator. A fish-bone diagram is one of the seven quality
circles (QC) tools. It helps to visualize the potential causes in order to
find the root cause of a particular problem. It helps to identify, analyze
and improve quality issues.
Fishbone diagram, also called as 'cause-and-effect' diagram, is a tool
used to identify the root cause of problems which represents the
effect and the factors or causes influencing it.
Fishbone diagrams

63. Fishbone diagrams

64. THANK YOU