Basic Concepts of Quality

UNIT I
 Defining Quality
• Think about a product you bought. How can
you define its “quality”?
 Perfection Fast Delivery

QUALITY
Usable Product Eliminating
Waste

Consistency Fitness to Use

Total customer service and satisfaction
 QUALITY
 Quality is a dynamic state associated with the products,
people, processes and environments that meets or exceeding
the expectations of the customers.
It is a ratio of performance to expectations of the customer

Quality (Q)= Performance (P)/ Expectations (E)

If
Q = 1, customer is satisfied.
Q ˂1, customer is not satisfied
Q ˃1, customer is delighted
• Conformance to specifications (British Defense Industries
Quality Assurance Panel)

• Conformance to requirements (Philip Crosby)

• Fitness for purpose or use (Juran)

• A predictable degree of uniformity and
dependability, at low cost and suited to the
market (Edward Deming)

• Synonymous with customer needs and

expectations (R J Mortiboys)

• Meeting the (stated) requirements of the

customer- now and in the future (Mike
Robinson)
 According to ASQ

Quality is totality of features and characteristics

of a product or services that bear on its ability
to satisfy a given need.
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 Quality
• A measure of excellence or a state of being free
from defects, deficiencies and significant
variations.

• ISO 8402-1986 standard defines quality as "the

totality of features and characteristics of a
product or service that bears its ability to satisfy
stated or implied needs.“
 What is Quality?

• There are so many definitions for Quality.

• Quality is…..
– Based on judgments by an individual or
organization
– Fitness for purpose
– Corresponds to a rating
– Based on acceptable performance
– Meeting goals
– Meeting requirements
Quality in different areas of society
Area Examples
Airlines
Health Care
Food Services
Postal Services
Academia
Consumer Products
Insurance
Automotive
Communications
 Quality: Different Areas
Area Examples
Airlines On-time, comfortable, low-cost service, safety
Correct diagnosis, minimum wait time, lower
Health Care
cost, security
Food Services Good food, fast delivery, good environment
Postal Services fast delivery, correct delivery, cost containment
Proper preparation for future, on-time
Academia
knowledge delivery
Consumer Products Properly made, defect-free, cost effective
Insurance Payoff on time, reasonable cost
Automotive Defect-free, comfort, highly reliable
Communications Clearer, faster, cheaper service
MODERN SAFETY/QUALITY CONCEPT
IN AVIATION
Detachable cabin
 MODERN SAFETY CONCEPT IN
AUTOMOBILE
Anti-lock Braking System (ABS) Airbag system

Cornering light system

LED screen mirror
 BRIEF HISTORY OF QUALITY
METHODOLOGY
It has taken place in four stages:

1) Quality Inspection (QI)

2) Quality Control (QC)
3) Quality Assurance (QA)
4) Total Quality Management (TQM)
5) Six Sigma
 BRIEF HISTORY OF QUALITY
METHODOLOGY
Quality Inspection (QI):

First stage started in 1910 s when Ford motor company’s popular

car made the ‘T’ model rolled off the product line

 Quality inspection is one of the main checkpoints that manufacturers rely
on to ensure quality control measures are being met. From
pre-production inspections to end-of-line inspections, quality engineers
have several opportunities to spot defects and address problems before
they impact the customer
 BRIEF HISTORY OF QUALITY
METHODOLOGY
Quality Control (QC): 1924
 With further industrial development came the second stage of
Quality development, when the quality was controlled by
supervised skill, written, specification, measurement and
standardization
1) Quality manual
2) Performance data
3) Self inspection
4) Product testing
5) Quality plan
6) Use of statistics
Quality Control: American
Society for
Quality

ASQ defines quality control as “part of quality management focused

on fulfilling quality requirements” or “the operational techniques and
activities used to fulfill requirements for quality.”
 BRIEF HISTORY OF QUALITY
METHODOLOGY
Quality Assurance (QA): 1950
Quality assurance (QA) is a way of preventing mistakes or defects
in manufactured products and avoiding problems when delivering
solutions or services to customers; which ISO 9000 defines as
"part of quality management focused on providing confidence
that quality requirements will be fulfilled". This defect
prevention in quality assurance differs subtly from defect
detection and rejection in quality control, and has been referred
to as a shift left as it focuses on quality earlier in the process.
The terms "quality assurance" and "quality control" are often
used interchangeably to refer to ways of ensuring the quality of a
service or product
History of Quality
Six Sigma

ALL TERM KNOW QMS

Taguchi

DOE

SPC

Inspection

TIME
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• Statistical Process Control :- What is SPC? SPC stands for
Statistical Process Control. In the manufacturing industry, a
poor product—defined as not meeting spec— is often the
result of a poor process. SPC is a statistical method of quality
control that collects and analyzes data from product and
process measurements.
• Design of experiments (DOE) is defined as a branch of applied
statistics that deals with planning, conducting, analyzing, and
interpreting controlled tests to evaluate the factors that control
the value of a parameter or group of parameters.
• The Taguchi method of quality control is an approach to
engineering that emphasizes the roles of research and
development (R&D), and product design and development in
reducing the occurrence of defects and failures in
manufactured goods.
 Dimensions of Quality

Performance
 Will the product/service do the intended job?
 Basic function

Mean time between

Reliability MTBF failures
 How often does the product/service fail?
Durability
 How long does the product/service last?

Serviceability
 How easy to repair the product to solve the
problems in service?
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Aesthetics
 What does the product/service
look/smell/sound/feel like?
Features
 What does the product do/ service give?

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Perceived Quality:
 What is the reputation of the company or its products/services?
Perceived Quality:
 What is the reputation of the company or its
products/services?

Conformance to Standards:
 Is the product/service made exactly as the
designer/standard intended?
Total Quality Management
 Total Quality Management

• The focus of the process is to improve the quality of

an organizations outputs, including goods and
services, through continual improvement of internal
practices.
• Total quality management is a management
approach of an organization centered 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 the society.
Elements of TQM
 QUALITY COSTS
Costs of quality or quality costs does not mean
the use of expensive or very highly quality
materials to manufacture a product.

The term refers to the costs that are incurred to

prevent, detect and remove defects from
products. Quality costs are categorized into four
main types. Theses are:
 Cost of Quality

• Broken down into two classifications and

four categories
– Conformance – confirming standards
• Prevention costs
• Appraisal costs
– Non conformance – Non conforming standards
• Internal failure costs
• External failure costs

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Prevention costs
 Appraisal costs
 Internal failure costs
 External failure costs
Prevention cost:

It is much better to prevent defects rather than finding and removing them from
products.

The costs incurred to avoid or minimize the number of defects at first place are
known as prevention costs.

Some examples of prevention costs are improvement of manufacturing processes,

workers training, quality engineering, statistical process control etc.
 Appraisal costs:
appraisal costs also known as inspection costs are
those cost that are incurred to identify defective
products before they are shipped to customers.

All costs associated with the activities that are

performed during manufacturing processes to ensure
required quality standards are also included in this
category.
Example:
 Test and inspection of incoming materials
 Final product testing and inspection
 Supplies used in testing and inspection
Internal failure costs :

internal failure costs are those costs that are incurred

to remove defects from the products before shipping
them to customers.

Examples of internal failure cost:

 Net cost of scrap

 Net cost of spoilage
 Rework labour and overhead
 Re-inspection of reworked products
External failure costs: costs associated with defects
found after the customer receives the product or
service
External failure costs include warranties,
replacements, lost sales because of bad reputation,
payment for damages arising from the use of
defective products etc.

The shipment of defective products can dissatisfy

customers, damage goodwill and reduce sales and
profits.
 Quality Circle

• QC is a form of participative management

• QC is Problem solving technique

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 Quality Circle

• Voluntary groups of employees who work

on similar tasks or share an area of
responsibility

• They agree to meet on a regular basis to

discuss & solve problems related to work.

• They operate on the principle that

employee participation in decision-making
and problem-solving improves the quality
of work

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 Scope of QC

• QCs are applicable, where there is scope

for group based solutions of work related
problems
• Scope of QCs is not limited to Industry or
manufacturing firms only but are relevant
for any other organizations, schools,
hospitals, Universities, Banks, Research
Institutes, Govt. Office, Homes etc..
• Not limited to the narrow definition of
Quality Check but is concerned with Total
Customer Satisfaction

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Objectives
a) Change in Attitude: From "I don’t care" to "I do care"
Continuous improvement in quality of work life through
humanization of work.

b) Self Development: Bring out ‘Hidden Potential’ of people (People

get to learn additional skills)

c) Development of Team Spirit: Eliminate inter departmental

conflicts.

d) Improved Organizational Culture: Positive working environment.

Total involvement of people at all levels.
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 Quality Circle: Basic steps

• Problem Identification
• Data collection & analysis
• Generate Alternative Solution
• Select the Best solution
• Prepare Plan of Action
• Present Solution to Management
• Implement & Monitor

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What is the best solution?
• Which does not involve cost or has the least cost
implications
• Which can be executed without dependency on other
unit or agency
• Which can be executed in the shortest possible duration
• Which can make use of some waste product or existing
data
• Which can fit in the existing rules & policies of the
organization

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Organizational hierarchy for quality
circle
• Top Management
• Facilitator
• Leader
• Members
• Recorder

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 Role of QC Facilitators

• Co-ordinate the work of multiple QC’s through leaders.

• Serve as a resource to QCs.
• Arrange for expertise from other groups/agencies.
• Keep QCs on track and enthusiastic.
• Arrange for training of QC members.
• Provide feed back to the Management and also QCs.
• Maintain budgets and keep cost records.
• Help QCs to make presentation before the management

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 Quality Circle Leader
• Keep the meeting focused, positive and ensure participation by all
members.
• Help in collecting data related to problems.
• Transmit QC suggestions to facilitator.
• Present solutions/suggestions to management.
• Maintain relevant records of meetings.
• Ensure implementation of solutions by the group.
• Keeping the circles informed about status of previously submitted
suggestions.
• Guiding members in group process, use of tools, techniques for
generating ideas/ solutions

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 QC Member
• Focus at all times on organizational problems/ objectives related to
the work.
• Do not press for inclusion of personal problems.
• Demonstrate mutual respect- no criticism.
• Offer views, opinions and ideas freely and voluntarily in problem
solving.
• Attend meeting regularly
• Contribute to finding solutions to problems & implementing
solutions.
• Attend training with a receptive attitude to acquire skills to
contribute to the problem solving activities of the QC

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 Quality Circle: Execution
• Expose middle level executives to the concept and ask them to identify
area under their purview where they think the climate is conducive to
start QC.
• Explain the concept to the employees in such identified areas and invite
them to volunteer as members of QC.
• Nominate Senior officers as facilitator for each area.
• Form a steering committee for directing, establishing the objectives,
policies, activities and composition of QCs. It may consist of a Chief
Executive as the chairman and the Departmental Heads as members
along with facilitators from each area
• Recognize results & spread

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 QC meetings

• QC meeting are fixed preferably for one hour but every week.
• In first meeting, Problem identification session is held
• Leader asks every member to state one problem at a time and goes on
sequentially
• Recorder writes it and reads to confirm, if the problem statement is recorded
correctly
• Each member has to state unique problem faced in the work area
• Second & third rounds are held in the similar manner
• May be 20 or more unique problems are recorded

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 Seven basic tools of QC
• There are seven basic tools of QC
– Flow chart
– Brainstorming
– Fishbone diagram
– Check sheet
– Pie chart
– Histogram
– Scatter diagram, etc

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Flow chart

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Brainstorming

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Fishbone diagram

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Fishbone diagram

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Fishbone diagram

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Check sheet

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Pie chart

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Pareto Chart

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Histogram

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Scatter diagram

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