Quality Control Assurance

and Reliability

BITS Pilani Department of Mechanical Engineering

BITS Pilani
Pilani Campus
 Chapter 3:
Quality management: practices, Tools, and Standards
BITS Pilani
Pilani Campus
 INTRODUCTION

•The road to quality organization is paved with the commitment of management. If

management is not totally behind this effort, the road will be filled potholes, and the
effort will drag to a halt.

•A keen sense of involvement is a prerequisite for the journey because, like any
journey of import, the company will sometimes find itself in uncharted territory.

•In this chapter we look at some of the quality management practices that enable a
company to achieve its goals.

•With an ever-watchful eye on the satisfaction of the customer, the entire work force
embarks on an intensive study of product design and process design.

•Company policies on vendor selection are discussed.

•Everything is examined through the lens of quality improvement.

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 MANAGEMENT COMMITMENT

•A company`s strategic plan is usually develop by top management;

they are, after all, responsible for the long –range direction of the
company.
•A good strategic plan addresses the need of the company`s
constituencies
•“The customer is king”, the customer wants a quality product or
service at the lowest possible cost, and meeting shareholders need is
also an objective.
•The top management has the difficult task of balancing these needs
and creating the long-term plan that will accomplish them.
This chapter is mainly deals with, “What management needs are
specific practices that enable them to install the quality program?”

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Continue…

•The term Total Quality Management (TQM) refers to a

comprehensive approach to improving quality.

•According to the U S department of Defense , TQM is

both a philosophy and a set of guiding principle that
comprise the foundation of a continuously improving
organization.

•The other synonymous to TQM are Continuous Quality

Improvement(CQI), Total Quality Control(TQC), Quality
Management(QM), and Companywide Quality
Assurance(CQA). BITS Pilani, Hyderabad Campus
 TOTAL QUALITY MANAGEMENT

•Total quality management revolves around three main themes: the customer, the
process, the people.
•In TQM model, at its core are the company vision and mission and management
commitment.
•They bind the customer, the process, and the people into an integrated whole.
•A company`s vision is quite simple what the company want to be.
•The mission lay out the company strategic focus.
•Management commitment is another core to succeed in implementing TQM.
•Satisfying customer needs and expectations is a major theme in TQM – in fact, it is
the driving force. Without satisfied customer, market share will not grow, and revenue
will not increase.
•A key principle in quality programs is that customers are both internal and external.

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 CONTINUE…

•Customer expectation can, to some extent, by managed by the organization.

•Factors such as the quality of products and services and warranty policies offered by
the competitor directly influence customer expectation.
•The company through truthful advertising can shape the public`s expectation.
•Customer surveys can help management determine discrepancies between
expectation and satisfaction. Taking measures to eliminate discrepancies is known as
gap analysis.
•The second theme in TQM is the process.
•Management is responsible for analyzing the process to continuously improve it. In
this frame work, vendors are part of the extended process, as advocated by Deming,
as discuss in previous chapter.
•The third theme deals with people.
•Human “capital” is an organization`s most important asset.
•Empowerment – involving employees in the decision making process so that they
take ownership of their work and of the process- is a key in TQM.

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 CONTINUE…

•Barriers restrict the flow of information. For instant, if marketing fails to talk to
product design, a key input on customer needs will not be incorporated into the
product.
• management must work with its human resources staff to empower people to break
down interdepartmental barriers.

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 VISION AND QUALITY POLICY

• The company`s vision is about its values and beliefs.

• their vision is what they want it to be, and it is a message that every employee
should not only hear, but also believe in.
•Visions are about future, effective ones are simple and inspirational.
•From the vision emanates a mission statement for the organization that is more
specific and goal oriented.
•A quality policy is framed by senior management, and is all about company`s road
map.
•It indicates what is to be done, and it differs from procedures and instructions, which
address how it is to be done, where and when it is to be done, and who is to do it.
•Major U.S. corporations like, XEROX corporation, Eastman chemical company and
many other corporations are rededicate itself to quality through a strategy called
Leadership through quality.

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 PERFORMANCE STANDARDS

• One intended outcome of a quality policy is a desirable

level of performance- that is a defect free product that meets
or exceeds customer needs.
•Even though current performance may satisfy customers,
organizations cannot afford to be complacent.
•Continuous improvement is the only way to stay abreast of
changing needs of the customer.
•The core components of quality assurance initiative are
standards, technology, training, measurements, recognition,
communication, and continuous improvement.(Buzanis
1993)
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Six Sigma

 A process for developing and delivering near

perfect products and services
 Measure of how much a process deviates from
perfection
 3.4 defects per million opportunities
 Champion
 an executive responsible for project success

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 SIX SIGMA QUALITY

•While a company may be striving towards an ultimate goal of zero defects,

numerical standards for performance measurement should be avoided.
•Setting numerical values that may or may not be achievalble can have an unintended
negative emotional impact.
•Not meeting standard, even though the company is making significant progress, can
be demoralizing for everyone.
•Numerical goals also shift the emphasis to the short term, as long term benefits are
sacrificed for short term gains.
•Quantitative goals do have their place, however, as Motorola, Inc. has shown with its
concept of six sigma quality.
•Sigma stands for the standard deviation, which is a measure of variation in the
process.
•Assuming that the process output is represented by a normal distribution.

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Six Sigma

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 Six Sigma: DMAIC
DEFINE MEASURE ANALYZE IMPROVE CONTROL

67,000 DPMO
cost = 25% of
sales 3.4 DPMO

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 QUALITY FUNCTION DEPLOYMENT(QFD)

•Quality function deployment is planning tool that focuses on designing quality into a
product or service by incorporating customer needs.
•It is a systems approach that involves cross-functional teams(whose members are not
necessarily from product design) that looks at the complete cycle of product
development.
•QFD is customer driven and translates customer needs into appropriate technical
requirements in products and services.
•It evaluates competitors from two perspectives- the customer`s perspective and a
technical perspective.
• QFD reduces the product development cycle time in each functional area- from
product inception and definition to production and sales.
•Companies use QFD to create training programs, select new employee, establish
supplier development criteria, and improve services.

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QFD PROCESS

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 INNOVATIVE ADAPTATION AND PERFORMANCE
EVALUATION

•The goal of continuous improvement forces an organization to look

for ways to improve operations.
•Be it a manufacturing or service organization, the organization must
be aware of the best practices in its industry and its relative position in
the industry, such information will set the priorities for areas that need
improvement.
•Organizations benefit from innovation.
•Innovation approaches cut costs, reduce lead time, improve
productivity, save capital and human resources, and ultimately lead to
increased revenue.
•Continuous improvement on other hand , leads to a slow but steady
increase in quality measure.

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 BENCH MARKING

•The practice of identifying best practices in industry and thereby setting goals to
emulate them is known as Benchmarking.
•Companies cannot stagnate; this guarantees a loss of market share to the
competition.
•Continuous improvement is a mandate for survival, and such fast –paced
improvement is facilitated by benchmarking.
•Specific steps for benchmarking vary from company to company, but the
fundamental approach is the same.
•One company`s benchmarking may not work for other company because other
operating concerns.
•A primary advantage of the benchmarking practice is that it promotes a thorough
understanding of the company`s own processes- the company`s current profile is well
understood.
•Intensive studies of existing practices often lead to identification of non-value added
activities and plans for process improvement.

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 CONTINUE….

•Secondly, benchmarking enables comparison of performance measures in different

dimensions, each with the best practices for that particular measure.

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 QUALITY AUDITING

•The effectiveness of management control program may be examined

through the practice known as quality auditing.
•One reason management control programs are implemented is to
prevent problems.
•In spite of such control. However, problems can and do occur. So,
Quality audits are undertaken to identify problems.
•Quality audits fulfill two major purposes.
•The first purpose, performed in the Suitability Quality Audit, deals
with an in-depth evaluation of the quality program against a reference
standard, usually predetermined by client.
•The second purpose, performed in the Conformity Quality Audit,
deals with a thorough evaluation of the operations and activities within
the quality system and the degree to which they conform to the
defined quality policies and procedures.
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 CONTINUE…

• Quality audit may categorized as one of three types.

•System Audit
This is most extensive and inclusive type. This entails an evaluation of the
quality program documentation with reference standard. It also includes an
evaluation of the activities and operations that are implemented to accoplish the
desired quality objectives.
•Process Audit
It is an in-depth evaluation of one or more processes in the organization. All
relevant elements of the identified process are examined and compared to
specified standards.
•Product Audit
It is an assessment of a final product or service on its ability to meet or exceed
customer expectation.
This audit involve conducting periodic tests on the product or obtaining
information from the customer on a particular service.
The objective of product audit is to determine the effectiveness of the
management control system. BITS Pilani, Hyderabad Campus
 VENDOR SELECTION AND CERTIFICATION
PROGRAMS

•The modern trend is to establish long- term relationships

with vendors.
•In an organization`s pursuit of continuous improvement, the
purchaser and vendor must be integrated in a quality system
that serves the strategic mission of both companies.
•Cultivating a partnership between purchaser and vendor has
several advantages.
•First, it is a win-win situation for both. To meet unique
customer requirements, a purchaser can then redesign
products or components collaboratively with the vendor.

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 Partnership between purchaser
and vendor
•Effective partnership is facilitated by open channels of communication
between the vendor and vendee(purchaser) and is based on mutual trust
and respect.
•The American Society of Quality Control(ASQC) Vender-Vendee
technical committee has developed an informal code of ethics for this
partnership, which are summarized as follow:

• Personal Behavior
• Objectivity
• Product definition
•Mutual understanding
• Quality evaluation
• Product quality
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 CONTINUE…

• Corrective action
• Technical aid
• Integrity
• Rewards
•Propriety information
•Safeguarding reputation.

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 Dimensions of Quality: Manufactured Products

 Performance
 basic operating characteristics of a product; how well a
car is handled or its gas mileage

 Features
 “extra” items added to basic features, such as a stereo
CD or a leather interior in a car

 Reliability
 probability that a product will operate properly within an
expected time frame; that is, a TV will work without repair
for about seven years

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Dimensions of Quality: Manufactured Products
(cont.)

 Conformance
 degree to which a product meets pre–established
standards

 Durability
 how long product lasts before replacement

 Serviceability
 ease of getting repairs, speed of repairs, courtesy and
competence of repair person

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Dimensions of Quality: Service

 Time and Timeliness

 How long must a customer wait for service, and is it
completed on time?
 Is an overnight package delivered overnight?
 Completeness:
 Is everything customer asked for provided?
 Is a mail order from a catalogue company complete
when delivered?

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 Seven Quality Control Tools

• Pareto Analysis • Scatter Diagram

• Flow Chart • SPC Chart
• Check Sheet • Cause-and-Effect Diagram
• Histogram

28
 Pareto Analysis

NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %

29
 70
(64)
60 Pareto Chart
Percent from each cause 50

40

30

20
(13)
(10)
10 (6)
(3) (2) (2)
0

Causes of poor quality

30
 Flow Chart
Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish

31
 Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |

32
 Histogram

20

15

10

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

33
 Scatter Diagram
Y

X
3-34
 Control Chart
24
UCL = 23.35
21
Number of defects

18 c = 12.67

15

12

6
LCL = 1.99
3
2 4 6 8 10 12 14 16
Sample number
3-35
 Cause-and-Effect Diagram
Measurement Human Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment Materials Process

3-36