» Defects – nonconformities that may

seriously affect the safe or effective use of

the product

HISTORY OF QUALITY CONTROL &

IMPROVEMENT
STATISTICAL QUALITY × Competition from foreign industries (Japan) increases
during the 1970s and 1980s
CONTROL × Statistical methods for quality improvement use
QUALITY increases in the US during 1980s
× One or more desirable characteristics that a product or × Total quality management (TQM) emerges during
service should possess 1970s and into the 1980s as an important management
× One of the most important consumer decision factors tool to implement statistical methods
in the selection among competing products and × Malcolm Baldridge National Quality Award is
services established in 1988
× Inversely proportional to variability × ISO 9000 certification activities increase in US
» Modern definition industry in the 1990s
× Fitness for use (quality of design, quality of × Motorola’s six-sigma initiative begins in the 1990s
conformance)
» Traditional definition STATISTICAL METHODS FOR QUALITY CONTROL
AND IMPROVEMENT
DIMENSIONS OF QUALITY 1. Statistical Process Control (SPC)
× Quality expected in the service and transactional × Control charts are used for process monitoring and
business organization variability reduction
» Responsiveness × An on-line quality control tool
» Professionalism
» attentiveness
× quality improvement
» reduction of variability in processes and
products
» waste reduction

CHARACTERISTICS OF QUALITY
× physical – length, weight, voltage, viscosity
× sensory – taste, appearance, color 2. Design of Experiments (DOX)
× time orientation – reliability, durability, serviceability × Experimental design is an approach to systematically
varying the controllable input factors in the process
QUALITY ENGINEERING and determining the effect these factors have on the
× A set of operational, managerial and engineering output response
activities that a company uses to ensure that the × Experimental designs are off-line quality tools
quality characteristics of a product are at the nominal × Crucial for variability reduction
or required levels
× Attributes data – discrete data, often in the form of
counts
× Variables data – continuous measurements such as
length, weight
× Quality characteristics being measures are often
compared to standards or specifications
» Nominal or target value
» Upper specification limit (USL)
» Lower specification limit (LSL)
× Nonconforming – when a component or product does 3. Acceptance Sampling
not meet specifications × Inspection and classification of a sample of the
» Nonconforming products are considered product selected at random from a larger batch or lot
defective if it has one or more defects and the ultimate decision about disposition of the lot
» × Outgoing inspection – follows production
× Incoming inspection – before use in production
 plan, the marketing plan, and the pans for the
utilization of human resources
× Quality assurance – set of activities that ensures the
quality levels of products and services are properly
maintained and that supplier and customer issues are
properly resolved
× Quality control and improvement – set of activities
used to ensure that the products are services meet
requirements and are improved on a continuous basis
» Since variability is often a major source of
poor quality, statistical techniques,
TOTAL QUALITY CONTROL MANAGEMENT (TQM)
including SPC and designed experiments,
× Managerial framework to accomplish quality
are the major tools for quality control and
improvement
improvement
× Other names:
» Company-Wide Quality Control (CWQC)
W. EDWARDS DEMING
» Total Quality Assurance (TQA)
× Taught engineering, physics in the 1920s, finished
» Six-Sigma
PhD in 1928
× Met Walter Shewhart at Western Electric
OTHER ASPECTS OF QUALITY CONTROL AND
× Long career in government statistics, USDA, Bureau
IMPROVEMENT
of the Census
× Quality Philosophy and Management Strategies
× During WWII, he worked with US defense
× The Link Between Quality and Productivity
contractors, deploying statistical methods
× Quality Costs
× Sent to Japan after WWII to work on the census
× Legal Aspects of Quality
× Was asked by JUSE to lecture on statistical quality
× Implementing Quality Improvement
control to management
× Japanese adopted many aspects of Deming’s
QUALITY PHILOSOPHY AND MANAGEMENT
management philosophy
STRATEGIES
× Deming stressed “continual never-ending
× W. Edwards Deming
improvement”
» Emphasis on statistical methods in quality
× Deming lectured widely in North America during the
improvement
1980s
× Joseph Juran
× Died December 24, 1993
» Emphasis on managerial role in quality
implementation
DEMING’S 14 POINTS
× Armand V. Feigenbaum
1. Create constancy of purpose toward improvement
» Emphasis on organizational structure
2. Adopt a new philosophy, and recognize that we are in
× TQM
a time of change, a new economic age
× Quality standards and registration – ISO 9000
3. Cease reliance on mass inspection to improve quality
× Six Sigma
4. End the practice of awarding business on the basis of
× Just-In-Time, Lean Manufacturing, Poka-Yoke, etc.
price alone
5. Improve constantly and forever the system of
production and service
6. Institute training
7. Improve leadership, recognize that the aim for
supervision is help people and equipment to do better
job
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans and target for the workforce such as
zero defects
MANAGEMENT ASPECTS OF QUALITY
11. Eliminate work standards
IMPROVEMENT
12. Remove barriers that rob workers of the right to pride
× Effective management of quality requires the
in the quality of their work
execution of three activities
13. Institute a vigorous program of education and self-
» Quality planning
improvement
» Quality assurance
14. Put everyone to work to accomplish the
» Quality control and improvement
transformation
× Quality planning – is a strategic activity, and it is just
as vital to an organization’s long-term business
success as the product development plan, the financial
 ISO 9001:2000 STANDARDS CLAUSES
1. Scope
2. Normative references
3. Definitions
4. Quality management systems
5. Management responsibility
6. Resource management
7. Product /Service realization
Shewhart Cycle^ 8. Measurement, analysis and improvement
× Clauses 4 to 8 are the most important
JOSEPH M. JURAN × Company must select a registrar and prepare for a
× Born in Romania (1904-2008), immigrated to the US certification audit by this registrar to become certified
× Worked at Western Electric, influenced by Walter under the ISO standard
Shewhart × No single independent authority that licenses,
× Emphasized a more strategic and planning oriented regulates, monitors, or qualifies registrars
approach to quality than does Deming » Problem with the ISO system
× Juran Institute is still an active organization promoting × The ISO certification process focuses heavily on
the Juran philosophy and quality improvement quality assurance, without sufficient weight given to
practices quality planning and quality control and improvement
× Juran Trilogy
MALCOLM BALDRIGE NATIONAL QUALITY
1. Planning
AWARD (MBNQA)
2. Control
× Created by US Congress in 1987
3. Improvement
× Given annually to recognize US corporations for
» These three processes
performance excellence
are interrelated
× Five categories of awards
» Control versus breakthrough
» Manufacturing
» Project-by-project improvement
» Service
» Small business
KAORU ISHIKAWA
» Health care
× Son of the founder of JUSE
» education
× Promoted widespread use of basic tools
× three awards may be given each year in each category
× award is administered by National Bureau of
ARMAND FEIGENBAUM
Standards and Technology (NIST)
× Author to total quality control
× MBNQA performance excellence criteria
× Promoted overall organizational involvement in
quality
× Three-step approach emphasized quality leadership,
quality technology, and organizational commitment

INTERNATIONAL STANDARDS ORGANIZATION

(ISO)
× Founded in 1946 in Geneva, Switzerland
× Developed a series of standards for quality systems
× First standards were issued in 1987
× Current version of the standard in known as the ISO
9000 series
» it is a generic standard, broadly applicable
to any type of organization, and it is often
used to demonstrate a supplier’s ability to
control its porcesses SIX SIGMA
× three standards of ISO 9000 are: × Use of statistics and other analytical tools has grown
» ISO 9000:2000 Quality Management steadily for over 80 years
System – Fundamentals and Vocabulary » 1920 / WWII /1950s: statistical quality
» ISO 9001:2000 Quality Management control
System – Requirements » 1940s: operations research
» ISO 9004:2000 Quality Management » 1980s: TQM
System – Guidelines for Performance » Late 1980s: Reengineering of business
Improvement processes
» 1987, 1990s to present: six-sigma
× Motorola Six-Sigma concept
SIX SIGMA FOCUS
× Initially in manufacturing
× Commercial applications
» Banking
» Finance
» Public sector
» Services
× DFSS – Design for Six Sigma
» Only so much improvement can be wrung
out of an existing system
» New process design
» New product design (engineering)
× A disciplines and analytical approach to process and
product improvement
× Specialized roles for people; champions, master black
belts, black belts, green belts
× Top down driven (champions from each business)
× BBs and MBBs have responsibility
» Project definition, leadership,
training/mentoring, team facilitation
× Involves a five-step process (DMAIC)
» Define
» Measure
» Analyze
» Improve
» control
what makes it work???
× successful implementations characterized by
» committed leadership
» use of top talent
» supporting infrastructure
 formal project selection process
 formal project review process
 dedicated resources
 financial system integration
× project-by-project improvement strategy (like Juran’s)
× structure of a six-sigma organization
DMAIC SOLVES PROBLEMS BY USING SIX SIGMA
TOOLS
× DMAIC is a problem solving methodology
× Closely related to the Shewhart cycle
× Use this method to solve problems:
» Define problems in processes
» Measure performance
» Analyze causes of problems
» Improve processes (remove variations and
non-value-added activities)
» Control processes so problems do no recur
LINK BETWEEN QUALITY AND PRODUCTIVITY
× Effective quality improvement can be instrumental in
increasing productivity and reducing cost
× Cost of achieving quality improvements and increased
productivity is often negligible
QUALITY COSTS
× Those categories of costs that are associated with
producing, identifying, avoiding, or repairing products
that do not meet requirements
× These costs are:
» Prevention costs
» Appraisal costs
» Internal failure costs
» External failure costs
× Prevention costs – associated with efforts in design
and manufacturing that are directed toward the
prevention of nonconformance
» E.g. quality planning and engineering, new
product review, product/process design,
process control, burn-in, training, and
quality data acquisition and analysis
× Appraisal costs – associated with measuring,
evaluating, or auditing products, components, and
purchased materials to ensure conformance to the
standards that have been imposed
» E.g. inspections and test of incoming
material, product inspection and test,
materials and services consumed,
maintaining accuracy of test equipment
× Internal failure costs – incurred when products,
components, materials and services fail to meet
quality requirements, and this failure is discovered
prior to delivery of the product to the customer
» E.g. scrap, rework, retest, failure analysis,
downtime, yield losses, downgrading (off-
specing)
× External Failure costs – occur when the product does
not perform satisfactorily after it is delivered to the
customer
» E.g. complaint adjustment, return
product/material, warrant charges, liability
costs, indirect costs
LEGAL ASPECTS OF QUALITY
× The re-emergence of quality assurance as an
important business strategy is in part a result of
1. Consumerism
2. Product liability
IMPLEMENTING QUALITY IMPROVEMENT
× Strategic management of quality
× Almost all successful efforts have been management-
driven
× Too much emphasis on registration and certification
programs (ISO, QS)
» Insufficient focus on quality planning and
design, quality improvement, overemphasis
on quality assurance
» Poor use of available resources
TOTAL QUALITY
MANAGEMENT
× Planned continuing process of building quality into all
aspects of an organization
TQM FUNDAMENTALS
EVOLUTION OF TQM IN THE US
× Industrial revolution
× Taylor System
» Scientific management
» Quality control/quality assurance
» Achievement of quality was the
responsibility
of QC
JAPANESE QUALITY
REVOLUTION
× Strategies adopted
» Upper managers took charge of leading the
revolution
» All levels and functions trained for
management for quality
» Quality improvement was undertaken at a
continuing, revolutionary pace
HIGHLIGHTS OF THE QUALITY REVOLUTION
× Japanese products increase their share in the US
markets
× There was a massive export of Japanese goods
× US economy was damaged by resulting unfavorable
trade balance
× US blocked imports by filing civil lawsuits on
grounds of unfair trade practice
× Consumers were urged to ‘buy american’
× Upper managers recognized importance of quality
× Implication: Company wide Quality Management
QUALITY GURUS
× W. Edwards Deming (1900-1993)
× Joseph Juran (1904-2008)
× Philip Crosby (1926-2001)
× Armand Feignbaum (1922-2014)
× Walter Shewhart (1891-1967)
× Kaoru Ishikawa (1915-1989)
× Shigeo Shingo (1909-1990)
× Genichi Taguchi (1924-2012)
W. EDWARDS DEMING
× Statistician who sees statistical methods as a system
of service and science to the industry
× Deserves the credit for the Japanese success
× Most prestigious and coveted award in Japan bears his
name
× General principles
» Business must create a focus on quality and
it must be seen as a strategic weapon
» Constant attention to improving product
quality will lead to higher market share
» Everything varies. No two products and
processes are alike
» Understand variation and how to reduce it
JOSEPH JURAN
× One to the world’s pioneering experts in the field of
quality planning
× Realized that product quality does not happen
accidentally
× Revealed the secrets of quality management
× Juran’s Quality Trilogy
ARMAND FEIGNEBAUM
× Argues that total quality control is necessary to
achieve productivity, market penetration, and
competitive advantage
× Some of his quality principles are genuine
management involvement, employee involvement,
first-line supervision leadership, and company-wide
quality control

WALTER SHEWHART
× Spent his professional career at Western Electric and
Bell Telephone Laboratories
× Developed control chart theory with control limits,
assignable and chance causes of variation and rational
subgroups
× Authored Economic Control of Quality of
Manufactured Product, which is regarded a a
complete and thorough work of basic principles of
quality control
KAORU ISHIKAWA
× Best known for the cause-and-effect diagram
× Developed the quality circle concept in Japan,
whereby work groups, including their supervisor,
were trained in SPC concepts
» The groups meet to identify and solve
quality problems in their work environment
SHIGEO SHINGO
× Japanese industrial engineer considered as on of the
world’s leading experts on manufacturing practices
and the Toyota Production System
× Added two words to the Japanese and English
languages
» Poka-yoke: mistake proofing
» Single-minute exchange of dies (SMED)
× Author of Revolution in Manufacturing: The SMED
System; Zero Quality Control: Source Inspection and
the Poka-yoke System; etc.
PHILIP CROSBY
× Argued that “doing it right the first time” is less
expensive than the costs of detecting and correcting
nonconformities
× quality is conformance to requirements
× prevention of nonconformance is the objective not
appraisal
× the performance standard is zero defects not “that’s
close enough”
× the measurement of quality is the cost of
nonconformance
GENICHI TAGUCHI
× The quality of product is the (minimum) loss imparted
by the products to the society from the time it is
shipped
× Quality losses must be defined as deviation from
target, not conformance to arbitrary specification
PRODUCTIVITY AND QUALITY
Quality and productivity are closely interrelated
and mutually reinforcing, “as quality foes up so
does productivity, as productivity goes up so
costs come down”
-W.E. Deming
QUALITY
× Anticipating, meeting, and exceeding customer
requirements and desires
× Doing the service right the first time
× Conformance to specifications and fitness for use
× Quality is a degree of excellence
× Not just product- or service- related but also applies to
everything we do
× It is doing the right thing right the first time every
time
» Quality in fact
× Meeting customer needs and expectations
» Quality in perception
ELEMENTS OF QUALITY
× Quality in fact
» Doing the right thing
» Doing it the right way
» Doing it right the first time
» Doing it on time
× Quality in perception
» Delivering the right product
» Satisfying customer needs
» Meeting customer expectations
» Treating every customer with integrity,
respect, and courtesy
The totality of features and characteristics of a product or
service that bears on its ability to satisfy a given need
(ASQC)
CUSTOMER
× Anyone who uses your output
× Two types:
» External: the ultimate recipient of your
output
» Internal: anyone who uses your output in
helping you meet the requirements of your
external customers
ORGANIZING A QUALITY SYSTEM
× Statement of a quality policy by top management
× Rationalization of the quality system
× Establishment of a system of cooperation and
commitment
× Adoption of a more scientific approach by
management (education and training)
WRITTEN QUALITY POLICY
× Communicated formally and constantly
× Articulated by the chief executive officer with the
quality department and all key managers
× Parts: the need for quality policy, the policy statement
itself, the implementation of the policy statement and
the commitment
BASIC COMPONENTS OF QMS
× Driver or QMS champion
» Comes from top management and creates
the values, goals, and system for the whole
program
× Goal: delight customers
× System: well-defined and well-designed processes
× Measures of progress
5S+1 Movement
× A TQM-related activity that focuses on the discipline × Willing to listen and participate in group discussions
in the workplace × willing to express opinion and decide on issues and
× Part of the Japanese visual management ideas being discussed
× Takes its name from the initials of 5 Japanese words
» Seiri CIRCLE MEETING GUIDELINES
» Seiton × come on time
» Seiso × come prepared
» Seiketsu × leaders to recognize speaker
» Shitsuke × refrain from criticizing one another
× do not hesitate to question ideas
× give suggestion for improvement
× invite “experts” to join meeting
× give credit to good ideas
× follow agenda
× record proceedings

CONDUCT OF CIRCLE MEETINGS

× start meeting with “unfreezing” session
× appoint a secretary
× review minutes of the last meeting
× report status of work assignments
× take up each item on the agenda
OBJECTIVES OF THE GOOD HOUSEKEEPING × summarize discussion
PROGRAM × end meeting by announcing details of next meeting
× To contribute to the safe and healthy working
conditions per company standards INITIATING QUALITY CIRCLES
× To inculcate among employees the habit of personal × insure a positive, supportive environment
cleanliness and hygiene × give employees time to participate
× To improve morale and productivity of employees × provide the necessary resources
× To safeguard the quality and integrity of the × take steps to overcome employee fears
company’s products × provide employees with the necessary skills to
participate productively
QUALITY CONTROL CIRCLES × be sure the quality circles address well-defined
× Small group of people problems
× Doing similar work × establish an apparatus so your transition to a QC
× Membership is voluntary program will be smooth
× Meeting regularly
× To identify, analyze, and solve problems within their TOPICS NOT FOR DISCUSSION DURING CIRCLE
work area MEETINGS
× To implement solutions × salaries and benefits
× disciplinary actions
BENEFITS OF QCCs × promotions
× Increased morale and reduce turnover × personal matters
× Higher quality workmanship × union activities
× Leader development × politics
× Better technical skills and improve work attitudes × company policies
× Increased productivity × rumors/gossips
× Better products or services × religions

QCC PROCESS/QC STORY

× problem identification
SIZE OF THE QCC × problem prioritization
× Membership small for maximum development of × problem analysis
members × solution formulation
× Low of 3 to a high of 10 × pilot implementation
× Ideally 7 or 8 × evaluation standardization

QCC MEMBER CONTINUOUS IMPROVEMENT THROUGH PDCA

× Volunteer × Plan
× Willing to assist other members in completing their » Determine goals and targets
assignments » Determine methods for reaching goals
× Willing to commit to QC activities × Do
 » Educate and train
» Implement solutions
× Check
» Check effects of implementation
× Act
» Take appropriate action

QC STORY VS PDCA CYCLE

× Plan
» Problem identification
» Problem prioritization
» Problem analysis
» Solution formulation
× Do
» Pilot implementation
× Check
» Evaluation
× Act
» standardization