PRODUCTION AND

OPERATIONS
MANAGEMENT
Nefshida Shanid
 MODULE V

• Quality control - Organization for quality control – Quality

control techniques – Statistical Quality Control – Types of control
charts – Total Quality Management – Quality Circles.
QUALITY CONTROL

ASWINI KK
ROLL NO :26
 MEANING

• Quality refers to some of attributes or properties that describe a product

these generally expressed in terms of specific product characteristics such as
length,width,colour and the like.
Quality control is a procedure or set of procedure intended to
ensure that a manufactured product or performed service adheres to a
defined set of quality criteria or meet the requirements of the client or
customer.
 BENEFITS OF QUALITY CONTROL
• Minimum scrap due to reduced defectives.
• Reduced cost of labor and material as a result of reduced
defectives.
• Uniform quality
• Reduced customer complaints
• Increased quality consciousness among employees
• Higher operating efficiency
• Better utilization of resources
• Better customer satisfaction and employee satisfaction
QUALITY CONTROL
TECHNIQUES
AISHWARYA A KUMAR
 QUALITY CONTROL

It is a process through which a business seeks to

ensure that product quality is maintained or
improved with either reduced or zero errors
 TECHNIQUES
Various techniques of quality control have been developed. More prominent of them
are: Just-In-Time, quality at the source, quality circles, inspection, statistical quality
control and total quality management. A brief explanation of each, is as follows.

1. Just-In-Time (JIT)
2. Quality at the source
3. Inspection
 JUST-IN-TIME (JIT)

• It is a philosophy that focus on eliminating waste by purchasing or

manufacturing just enough of the right items just in time.
• Also known as hand to mouth approach
Specifically, JIT contributes to high product quality in the following ways:
• Production is highly standardized
• In-process inventories are drastically reduced by cutting lot-sizes
• Suppliers of materials, under the JIT system supply materials of perfect
quality
• Use of sophisticated machines will ensure high product quality
 OBJECTIVES

• Customer want
• Quickly
• Perfect quality
• Min possible lead time
• No wastage of laborer , material and equipment
 FUNCTIONS OF JIT

• Involves keeping stock levels at a minimum

• Stock arrives just in time to be used in production
• Works best where there is a close relationship between manufacturer
and suppliers
• Goods not produced unless firm has an order from a customer
• Aims to get highest volume of output at the lowest unit cost
•JIT system wherein McDonald’ doesn’t
begin to cook its orders until a customer has
placed a specific order
•Reduce of wastage
 QUALITY AT THE SOURCE

• When workers are made responsible to produce

parts of perfect quality before they are passed on to
the next operation , the concept of quality at source
emerges
The principles underlying quality at the source are:
• Every workers job becomes a quality control station..
• Statistical quality control techniques are used to monitor the quality
of parts produced at each work station, and easy-to-understand
charts and graphs are used to communicate progress to workers and
managers.
• Each worker is given the right to stop the production line to avoid
producing defective parts.
• Workers and managers are organized into quality circles
 INSPECTION

Inspection is defined as process used for controlling and checking the quality
of a product to the laid quality standards.
When to inspect :
• Finished products and parts to know that, correct parts are to be assembled
or products are right when shipped.
• Before an expensive processing.
• The output of automatic machine periodically, so that, possible errors are
confined to small quantities, and
THANK YOU
TOTAL QUALITY
MANAGEMENT(TQM)
Anitta Paulson
Akshara k v
Roll. No:21
Roll.no: 20
-
MEANING

Total Quality Management is defined as a customer-oriented

process and aims for continuous improvement of business operations. It
ensures that all allied works (particularly work of employees) are toward
the common goals of improving product quality or service quality, as
well as enhancing the production process or process of rendering of
services. However, the emphasis is put on fact-based decision making,
with the use of performance metrics to monitor progress.
BENEFITS OF TOTAL QUALITY MANAGEMENT
• The benefits arising from the implementation of a Total Quality Management in an organization
are: This will increase the awareness of quality culture within the organization.
• A special emphasis on teamwork will be achieved.
• TQM will lead to a commitment towards continuous improvement.
 CONCEPTS OF TQM

1. Top management commitment and support

2. Continuous improvement(kaizen)
3. Focus on customer
4. Employee involvement
5. Treating supplier's as partners
6. Establish performance measures for the process.
 TOP MANAGEMENT COMMITMENT AND
SUPPORT
quality improvement must be everyone job in the organization. An apparent commitment from
the top management, breaking down the barriers for continuous quality improvement and steps
required to provide an environment for changing attitude must be provided. Training and support
for this should be extended.
 FOCUS ON CUSTOMER

when using TQM it is of crucial importance to remember that only customer determine the
level of quality. Whatever efforts are made with respect to training employees or improving
process only customers determine, for example through satisfaction measurement whether your
efforts have contribute to the continuous improvement product quality and services.
 EMPLOYEE INVOLVEMENT

employees are organization internal customers. Employee involvement in the development of

products or service of an organization largely determine the quality of these product or services.
 CONTINUOUS IMPROVEMENT

recognize improvement is continuous and not merely a one off programme. Such quality
improvement results in greater productivity and enhance the ability of an organization to remain
vital, employee people and serve customers. A focus on continuous quality improvement helps a
organization to do things right.
 TREATING SUPPLIERS AS PARTNERS

On the average 40% of the sales is purchase of product or service, therefore, the supplier quality
must be outstanding. A partnering relationship rather than adversarial one must be developed. both
partners have as much
To gain or loss based on the success or failure of the product or services. the focus should be on
quality and life cycle cost rather than price.
ESTABLISH PERFORMANCE MEASURES FOR
THE PROCESS
Performance measures such as up time ,person non performing absenteeism and customer
satisfaction should be determined for each functional area. these measures should be posted for
everyone to see quantitative data are necessary to measure the continuous improvement activity.
 ESSENTIAL REQUIREMENT FOR
SUCCESSFUL IMPLEMENTATION OF TQM
1.Commitment
quality improvement must be every ones job in the organization. And apparent commitment
from the top management, breaking down the barriers for continuous quality improvement and
steeps required to provide an environment for changing attitude must be provided.
2. Culture
there should be proper training to effect the changes in attitude and
culture.
3.Continuous improvement
recognize improvement as continuous process and not merely a one off
program.
4. Customer focus
perfection in service with zero defective and full satisfaction to end user
whether its internal or external.
Control
ensure monitoring and control checks for any deviation from the
intended course of implementation.
1.Plan
2.Do
3.Check
4.Act
Planning phase
this phase is the most important phase of TQM.under this phase,
employees have to come up with there respective queries and problems which
need to be addressed.
Doing phase
A solution for the identified problems in the doing phase is developed
by employees.
Strategies are devised and implemented to crack down the challenges faced by
employees.
Checking Phase
under this phase comparison analysis before and after is done in order to
assess the effectiveness of the process and measure the
Results.
Acting Phase
this is the last phase of the cycle,in this phase employees document their
results and prepare themselves to address other problems.
WELCOME
LAVANYA
 QUALITY CIRCLE

A quality circle or quality control circle is a group of workers who do the same or
similar work, who meet regularly to identify, analyze and solve work-related
problems.

Normally small in size, the group is usually led by a supervisor or manager and
presents its solutions to management; where possible, workers implement the
solutions themselves in order to improve the performance of the organization and
motivate employees
 CHARECTERISTICS OF EFFECTIVE QUALITY
CIRCLE
1. The atmosphere should be informal, comfortable and relaxed. The members should feel
involved and interested.
2. Everyone should participate.
3. The objectives should be clear to the members.
4. The members should listen to each other.
5. The group should feel comfortable even when there are disagreements.
6. The decisions should generally be taken by a kind of consensus and voting should be
minimum.
7. When an action is required to be taken, clear assignments should be made and ac­cepted by all
the members.
8. The leader should not dominate the group. The main idea should not be as to who controls but
how to get the job done.
9. Until a final solution is found and results are attained feedback is necessary.
 OBJECTIVES OF QUALITY CIRCLE
Some of the broad objectives of the Quality Circle are:
(i) To improve quality, productivity, safety and cost reduction
(ii) To give chance to the employees to use their wisdom and creativity.
(iii) To encourage team spirit, cohesive culture among different levels
and sections of the employees.
(iv) To promote self and mutual development including leadership
quality,
(v) To fulfill the self-esteem and motivational needs of employees.
(vi)To improve the quality of work life of people.
 BENEFITS OF QUALITY CIRCLE
1. Through the forum of Q.C. the chronic problems-of organizations which really create hurdles in work get resolved
by the grass root employees of organization, whose knowl­edge and experience otherwise is not fully utilized.
2. With such a capable work force, any organization can easily undertake more difficult and challenging assignments
for its growth and profit.
3. Cost reduction.
4. Increased productivity.
5. Improved quality.
6. Better communication.
7. Better house-keeping.
8. Increased team work.
9. Smooth working.
10. Better mutual trust.
11. Greater sense of belongingness.
12. Increased safety.
13. Better human relations.
 THANK YOU

SUBMITTED TO NEFSHIDHA MA’AM SUBMITTED BY LAVANYA A K

SUB:PRODUCTION AND OPERATION SECOND SEMESTER MBA
MANAGEMENT ROLL NO:39