WHAT IS QUALITY ?

LET US UNDERSTAND
 UNDERSTANDING QUALITY

• Dr.Juran defined Quality as FITNESS FOR USE

• Another dimension to Quality states
FITNESS FOR PURPOSE
• Philip Crosby defined Quality as
CONFORMANCE TO REQUIREMENT
• Quality as ability TO MEET STATED & IMPLIED
NEEDS OF THE CUSTOMER
• Quality as ability to provide TOTAL SATISFACTION
TO THE CUSTOMER
 Deming’s 14 Point Approach

• Ensure Top Mgmt. Commitment to Quality improvement

• Cease dependence on mass inspection.

• Improve supervision

• Use statistical techniques to identify the source of fault

• Eliminate unnecessary requirements in work standards

• Drive out fear
 Deming’s 14 Point Approach

• Create constancy of purpose for quality improvement

• Break communication barriers at all levels.
• Remove obstacles between people & their pride of work
• Eliminate posters & slogans, instead show ‘How to do’
• End the practice of awarding business only on lowest price
• Improve on the job training.
• Establish regular re-training to update knowledge/skills
• Adopt the new philosophy: Unlearn, Learn and Re-learn
Deming’s
Deming’s
wheel
wheel
(P.D.C.A.)
(P.D.C.A.) PLAN DO

ACT CHECK Continual

Improvement
 Cost Of Quality
Four major components of the Cost of Quality are:-

 Preventive Cost

 Appraisal Cost

 Internal Failure Cost

 External Failure Cost

 Total Cost of Quality is the sigma of the four costs:

(Prevention Cost + Appraisal Cost)

Plus
(Internal Failure Cost + External Failure Cost)

Total Cost of Quality = Cost of Good Quality

+ Cost of Poor Quality
 
DISTRIBUTION OF QUALITY COST
 Different Quality Costs

Q C3
Total Cost
SAVED
U
A External failure cost
C2
L TOTAL
COST
I WITH-OUT
T Internal failure cost TOTAL USING
COST QUALITY
Y SYSTEM
USING
C QUALITY
O Appraisal Cost SYSTEM
S
T
Prevention Cost
C1
TIME
CONCEPT OF TOTAL QUALITY MANAGEMENT

• Total Quality Management is the integration

of all functions and processes within an
organization for achieving continuous
improvement in quality of products and
services to meet customer satisfaction
 Seven Quality Tools
• Check sheets
• Pareto diagram
• Cause and effects diagram/ Ishikawa diagram/
Fish-bone diagram
• Histogram
• Flow charts
• Control charts
• Scatter plot
Let us discuss them one-by-one
 Check Sheet
• It facilitates systematic record keeping & data
collection which may be used for identification of
the problem.
• Record of Break Downs occurring in four
machines of a workshop was maintained during
four shifts ( A: General, B: Morning, C: Evening
& D: Night )
• Check Sheet shows that the majority of break
downs are occurring in
Night Shift ‘D’.
 EXAMPLE:

Shifts Occurrence of
Breakdown on Machines Total

1 2 3 4
A 8
B 13
C 9
D 17
 Pareto Diagram

Alfredo Pareto(1848-1923) Italian Economist

found that wealth is concentrated to a few
people. This led him to formulate the Pareto
Principle, popularly known as 80-20 rule.
According to Pareto Principle 80% of problems
are created by 20% of causes”. By similar
interpretation of 80-20 Rule, it is presumed that
20% Efforts can produce 80% Results.
This helps a company in identifying main causes
responsible for most of the outcome in a
given situation and also in prudent allocation of
resources,
 Production Loss occurring due to
various Plant Problems
Problem % of Cumulative % Annual
Type Occurrence Occurrence Loss
A 44 44 20
B 33 77 10
C 10 87 3
D 6 93 2.5
E 4 97 2
F 2 99 1.5
G 1 100 1
 Pareto Diagram
100
95

75
Total % Of
Occurrence
45

35 A
B C D E F G
Problem Type
 Cause & effect Diagram
• Kaoru Ishikawa borrowed the concept of
Total Quality Control and adapted it for the
Japanese.
• He propounded the idea of Cause & Effect
Analysis to explore possible causes of an
Effect (Problem) and discover the root cause.
• This is also known as ‘Root Cause Analysis’
‘Ishikawa Diagram’ or ‘Fishbone Diagram’
 Cause & Effect Diagram
Fish Bone or ISHIKAWA Diagram

Causes Causes
Causes Effect

Method
Method Material
Material Men
Men

Problem
Problem

Machine
Machine Money
Money Management
Management
 Histogram
• It displays large amount of data that are
difficult to interpret in their raw form.
Histogram provides visual summary of
data, indicating degree of variation of data
with respect to the central target value.
Histogram helps to identify the range of
variation for initiating corrective action.
 Histogram
Thickness of Tube Specification
10.0 + - 0.2

Frequencies
60

15 15

5 5
9.0 9.2 9.4 9.6 9.8 10.0 10.2 10.4
Thickness of Tube
 Control Charts
• It is a tool used to distinguish a special
cause of variation from common causes of
variation.
• A typical control chart plots a selected
quality characteristics, found from a sub
group of observations, as a function of
sample number (E.g. Sample Avg.,
Sample Range, etc.)
Control Chart

UCL

CL

LCL
 Scatter Plot
• It shows the relationship between two
variables. They are often used as follow-
ups to Cause-and-Effect analysis to
determine whether a stated cause truly
does impact the quality characteristic.
• The plot shows that sale increases as the
Advertising Expenditure Increases.
 Scatter Plot

Sales
….….
……
…….
…….

Advertising Expenditure
 Flow Chart
• It shows the sequence
START of events in a process.
• They are used for
manufacturing and
service operations.
PROCESS STAGE
• They can identify
bottlenecks, redundant
steps & non-value
DECISION
added activities.
• Flow Chart helps in
BPR

END
 SMALL GROUP ACTIVITIES FOR
PRODUCTIVITY AND QUALITY
IIMPROVEMENTS

• KAIZEN GROUPS FOR CONTINUOUS IMPROVEMENTS IN

QUALITY & PRODUCTIVITY
• QUALITY CIRCLES FOR WORK PLACE IMPROVEMENTS
• 5-S TEAMS FOR GOOD HOUSE KEEPING
• TPM FACILITATORS FOR
TOTAL PRODUCTIVE MAINTENANCE
 KAIZEN GROUPS
• SMALL CROSS FUNCTIONAL GROUP WHICH
IDENTIFIES AREAS FOR IMPROVEMENT AT THE
WORKPLACE AND UNDERTAKES ACTION FOR
SMALL BUT CONTINUOUS IMPROVEMENTS
• KAIZEN GROUP DEPLOYS 3-M APPROACH FOR
IDENTIFYING AREAS FOR IMPROVEMENTS
• THE 3-M APPROACH COMPRISES;
- MURI - MURA - MUDA
 MURI
Unnecessary ( Anavashyak ) :
Eliminate unnecessary process or a thing
which is beyond normal requirement or
expectation
They could be:
• Extra
• Unreasonable
• Irrational
• Undue
VIDEO : MODERN CHAIRS
 MURA
• Inconsistent ( Aniymit ) :

Any thing that is Irregular or Inconsistent.

It may be due to some Bottleneck or constraints
in the system.
Identify the Bottleneck or Constraints in respect of any
of the following:

MEN, MACHINE, MATERIALS & METHOD

 MUDA
WASTEFUL ( Upvyaykari ) :
Any thing that does not add Value
• Overdoing
• Undesirable Features & Specifications
• Waiting Time
• Unnecessary Movement
• Excess Inventory
• Re-work on Rejects
• Defects
• Loss of Opportunity
QUALITY CIRCLES
 What is a 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
 How do quality circles work

• 7- BROAD STEPS:

1. IDENTIFY PROJECTS FOR QUALITY IMPROVEMENT

IN THEIR OWN AREA OF WORK
2. ANALYSE THE QUALITY PROBLEM USING ROOT CAUSE
ANALYSIS TECHNIQUE
3. UNDERTAKE PARETO ANALYSIS FOR IDENTIFYING MOST
EFFECTIVE SOLUTION
4. SEEK MANAGEMENT APPROVAL FOR IMPLEMENTATION
OF IDENTIFIED SOLUTION
5. ORGANISE RESOURCES FOR IMPLEMENTATION
6. IMPLEMENT SOLUTION & MEASURE IMPROVEMENTS
7. MOVE ON TO NEXT PROJECT FOR QUALITY IMPROVEMENT
 Benefits of quality circle
• Team spirit development
• Change in the attitude
• Self development
• Improves organizational culture
• Other benefits
 Problems with quality circles
• Inadequate Training
• Unsure of Purpose
• Not truly Voluntary
• Lack of Management Interest
• Quality Circles are not really empowered
to make decisions.
 5- S
5-S is a technique used to establish and maintain
good housekeeping in an organization.
5-S is derived from the first letters of 5 Japanese
words. The 5-S stands for
• Seiri
• Seiton
• Seiso
• Seiketsu
• Shitsuke
 5 “S”
SEIRI SORT

SEITONE ARRANGE

SEISO CLEAN

SEIKETSU MAINTAIN

SHITSUKE TRAIN
 Seiri (Sorting-Out)
• Discard unwanted & Retain only wanted
Implementation:--
• Eliminate unwanted things like empty boxes,
cans, unserviceable tools & equipments etc.
• Generate space for wanted & Usable items
 Seiton (Arranging)
• A Place for Everything & Everything in its Place
• IMPLEMENTATION:--
• Organize space (based on function and
frequency of usage) & Re-arrange things in such
a manner that they can be identified easily
without confusion.
• Display signage with names ,tags , labels etc
for easy identification
 Seiso (Cleaning)
• Clean workplace thoroughly & introduce
system for periodical cleaning.
IMPLEMENTATION:--
• Involve team members in cleaning their
respective work places.
• Develop a system for routine cleaning as well
as thorough cleaning at regular interval
• Ensure dust free & spill proof environment
 Seiketsu (Standardizing)
• Set standards for good Housekeeping & ensure
their maintenance by all.
IMPLEMENTATION:--
• Issue specific policy guidelines for Housekeeping.
• Develop standard work procedures
• Develop checklists.
• Standardize the storage places.
 Shitsuke (Training)
• Train & Discipline people to maintain
Housekeeping standards

IMPLEMENTATION:--
• Organize refresher training periodically
• Conduct Surprise-Checks & 5-S Audits
 What is Six Sigma?

• Six Sigma is a statistical control limit giving to the

process of execution of a job or assignment, in part or in
whole, a confidence level of 99.9997%.
• Means chance for the process failure is only 3.4 part per
million.

Institutionalize Improvement
Control Deployment
Quantify Financial Results
Present Final Project Results
Close Project
6 DMAIC Process
Develop Charter and Business Case
Map Existing Process
Collect Voice of the Customer
and Lessons Learned Specify CTQs / Requirements

Control Define

Improve Measure
Measure CTQs / Requirements
Select Solution (Including Trade Studies, Determine Process Stability
Cost/Benefit Analysis) Analyze Determine Process Capability
Design Solution Calculate Baseline Sigma
Pilot Solution Refine Problem Statement
Implement Solution

Identify Root Causes

Quantify Root Causes
Verify Root Causes

DMAIC = Define, Measure, Analyze, Improve and Control