Quality Control

Definition of Quality
 Quality is fitness for use -------Joseph Puran
Quality of a product or service is the fitness of
that product or service for meeting its
intended use required by customer.
 Quality is conformance to requirement -----
Edward Deming
 Quality is conformance to specification -------
Philip Crosby
 Quality is what the customer says, it is ------A.V
Feigenbaum
 Definition of Quality
 The totality of features and characteristics of a
product or services that bear on its ability to satisfy
direct or indirect/implied needs of the customers.
 A quality system is the agreed on company wise
and plant wise operating work structure (effective,
integrated, technical and managerial procedures)
for guiding the co-coordinated actions of people,
the machines or the information of company in the
best and most practical ways to assume customer
quality satisfaction and economical costs of quality.
 Quality is inversely proportional to variations.
 Dimensions of Quality

Performance

Safety Reliability

Customer Dimensions
Durability
Service of Quality

Features Service Ability

Aesthetic
(Appearance)
Performance:
How well does the product perform with respect to its intended use? For
example good picture and sound quality of a TV
Reliability:
What is the probability of breakdowns, needs for adjustment
of parts etc. in the product? For example, a TV performing
well every time it is switched on
Durability:
How long can the product last before needing any repair or
replacement? For example, a TV giving 10 years performance
without any repair.
Service Ability:
How easily, cheaply and speedily can the product be repaired
or serviced? For example, a company giving on the spot
Aesthetic:
What does the product look to touch, taste, smell, sounds? For
example, a very flat good looking TV which can be hang on wall
like a picture on wall
Feature:
What special feature does the product have? For example, sound
system of high watt, good picture quality in a TV
Customer Service:
How is the behavior and treatment of sellers before, during and
after sales of the product? For example, pleasant treatment by
sales staffs prompted a customer to buy another TV of the same
brand from same dealer.
Safety:
How much care has the company given to make the product safe
for users before, during or after use? For example, a TV having
 Quality in Different Applications

Area Examples
College Quality education, Infrastructure, Competent faculties
Airlines On time, Comfortable, Low cost service
Banks Fast service, Co-operative staffs, Good environment
Hospital Correct diagnosis, Minimum waiting time, healthy
environment
Hotel Healthy food, Fast delivery, Neat and clean
Communication Clearer, faster, cheaper service
Products Properly made, defect free, cost friendly
Automobile Less breakdown, fuel efficiency, low cost
maintenance, abundant service center, easily
availability of parts
 Importance of Good Quality:

• Customer who purchase a product on quality have greater

loyal than those who purchase based on price
• Actually poor quality is more expensive than good quality.
The methods to increase quality simultaneously improve the
productivity, reduce material uses and reduce cost.
• If defective product cause injuries or death to users or if they
don’t perform adequately, the firms can be exposed to
considerable financial loss as well as good will loss.
 Total Quality Management (TQM):
• Total : Make up of the whole
• Quality: Degree of excellence that a product or
service provides
• Management: Act, art or manner of planning,
controlling, managing……
Therefore
TQM is the art of managing the whole to achieve
excellence
 Definitions: TQM
TQM can be seen as a process, used to manage the
change in environment that will ensure that company
reaches the goal of TCI.
• Total: Involves everybody in an organization.
• Continuous: Forever or Always
• Improvement: Elimination of fault/ wastage,
reduction of variability, Focus always on innovation
 Definitions: TQM
“TQM is a management approach of an organization,
centered on the participation of all its members and
aiming at long term success through customer
satisfaction and benefits to the members of
organization and society”
 What is the goal of TQM

“Do the right things right, the first time and every
time”
 Commitmen
t

Control Culture

6 Cs of
TQM
Customer Continuous
Focus Improvement

Cooperation
 Productivity and TQM
Traditional View:
- Quality can not be improved without
significant losses in productivity.
TQM View:
- Improved quality leads to improved
productivity.
 Basic principles of TQM
1. The customer makes the ultimate determination of
quality.
2. Top management must provide leadership and support
of all quality initiatives.
3. Preventing variability is the key to producing high
quality.
4. Quality goals are a moving target, thereby requiring a
commitment toward continuous improvement.
5. Improving quality requires the establishment of
effective metrics. We must speak with data and facts
not just opinions or feelings.
 Tools for TQM
# Pareto Analysis
# Control Charts
 Pareto Analysis
• Pareto analysis is a statistical technique in decision making that is
used for selection of a limited number of tasks that produce
significant overall effect. It uses the Pareto principle that by doing
20% of work, 80% of the advantage of doing the entire job can be
generated. Or in terms of quality improvement, a large majority of
problems (80%) are produced by a few key causes (20%). Pareto
analysis is a creative way of looking at causes of problems because it
helps stimulate thinking and organize thoughts. It focuses on leverage
effect for total quality management.
• The Pareto principle suggests that most effects come from relatively
few causes. In quantitative terms: 80% of the problems come from
20% of the causes (machines, raw materials, operators etc.); 80% of
the wealth is owned by 20% of the people etc. Therefore effort aimed
at the right 20% can solve 80% of the problems. Double (back to
back) Pareto charts can be used to compare 'before and after'
situations. It is general used, to decide where to apply initial effort for
Control Chart
 Cost of Quality

Cost of Cost of Cost of Cost of

Prevention Appraisal Internal Failure External Failure
Different Control Charts
Mean Chart
Range Chart
Proportion of Defective Chart
Number of Defects Chart
 Mean and Range Chart
Control Limits for Mean () Chart
Central Line (CL) =
Lower Control Limit (LCL) = - A2 ×
Upper Control Limit (UCL) = + A2 ×
Control Limits for Range (R) Chart
Central Line (CL) =
Lower Control Limit (LCL) = D3 ×
Upper Control Limit (UCL) = D4 ×
Where = and = & =
n = sample size (no. of units in the sample)
k = no. of samples taken for study
k samples of n items.
Control Limits for Proportion of
Defective (P) Chart
Central Line (CL) =
Lower Control Limit (LCL) = - 3 ×
Upper Control Limit (UCL) = + 3 ×
Where = and P = , D = number of defectives
Example: Construct P chart for the following data
SN 1 2 3 4 5
Sample Size 50 50 50 50 50
No. of defective 4 12 18 5 1

Solution: We have
No. of sample (k) = 5
Sample size (n) = 50
SN Sample Size(n) No. of defective (d) Proportion(P
= d/n)
1 50 4 0.08
2 50 12 0.24
3 50 18 0.36
4 50 5 0.10
5 50 1 0.02
0.80
Mean of proportion ( = = = 0.16
Control limit for P chart
Central Line (CL) = = 0.16
Lower Control Limit (LCL) = - 3 ×
= 0.16 – 3 x
= 0.0045 ≅ 0.00
Upper Control Limit (UCL) = + 3 ×
= 0.16 + 3 x
= 0.32
Control limit for P chart
Central Line (CL) = = 0.16
Lower Control Limit (LCL) = - 3 ×
= 0.16 – 3 x
= 0.0045 ≅ 0.00
Upper Control Limit (UCL) = + 3 ×
= 0.16 + 3 x
= 0.32