Unit No. 04 - Quality Control and Inspection

QUALITY CONTROL &
INSPECTION
Prepared By :-
Prof.N.B.Chaudhari
#Education with values Department of Mechanical Engineering MAEER’S MIT Polytechnic, Pune
Introduction
• Quality is defined as the degree of excellence which a thing

possesses.
• Quality is defined as the features that make something what it is.
• Quality is the conformance to the requirements.
• Quality is the fitness for use.
• Quality is customer satisfaction.
• Quality is the totality of features and characteristics of a product
or service that bear on its ability to satisfy given needs.
Quality Specification
• When after calculation, the design conclusions are explained on
paper then it is called as “quality specification”.
• The specification contains the list of essential characteristics and
their tolerances.
• One specification may or may not be sufficient to describe the
product
• The quality specification may include material specification,
process specification, method of testing, criteria for acceptance
and rejection (free from blow holes etc.) and method of use (use
on ground, handling instructions).
Classification of
specification
A) Standard Specification:-
The standard bodies formulate the specification for standardization
of the components. e.g. specification by BIS
B) Consumer specification :-
When BIS specification are not available or not suitable for the
particular customer need, then consumer specifications are used.
C) Company specification:-
When a company which manufacture produces to its own
specifications, it is called as company specifications.
Quality Characteristics
(i) Quality of Design –
 The design must meet all the requirements of the customer.
 The designer has to take into account the question of
appearance, reliability, maintainability of the product.
 The designer should aim at a design which fulfils all the
qualities or almost all qualities desired by the customer.
 He should also aim to make a product which would become
competitive.
• The designer should be fully aware as to what the
requirements of the customer are, what characteristics are
to be put in to make the product acceptable to the
customer, what are the service conditions, etc.
• He should be able to translate all these into clear
specifications and drawings.
• There should be no ambiguity in the information he
supplies to shop, etc.
(ii) Quality of Conformance –
 The degree or extent to which a product actually conforms to in
accordance with the specification and drawings is called the “quality
of conformance.”
(iii) Availability –
 This includes such characteristics as reliability, maintainability and
length of life.
 All these indicate as to what extent the product will be available for
use.
 Reliability of a product may be taken as the extent to which it can give
continuous service.
 If a product breaks down frequently it is not reliable as you are not
getting its service continuously as you want.
much.
• A product should also be maintainable.
• It should lend itself to easy maintenance within the least possible
time.
• If a product is such that to take off an external assembly, one has
to dismantle the whole machine then this is not an easily
maintainable product.
• If a machine was supposed to have lasted for 20 years, but it had
to be scrapped in 10 years, the life of the machine is less and its
availability has come down very fast.
(iv) Customer Service –
 This indicates the extent to which the customer can get
assistance from the manufacture or to keep the product in
continuous use.
 This service is an after-sale function.
• Replacement of defective components, conveying sufficient
technical know how to customer for maintenance through
maintenance manuals, leaflets, etc., deputing experts to
customers place for commissioning and attending to
breakdowns, training the customers staff for proper maintenance
of the product, etc. are some of the services given by the
manufacturer.
Quality Control
• Quality control means observing and measuring actual
performance, comparing with standard and taking control action
if required.
• Quality control means an effective system of integrating quality
development, quality maintenance, quality improvement of the
various groups in an organization with the common goal.
Quality Control Loop
Process Inspection Standard (Goal)
Compare
Continue
Quality Control Loop Steps
• Set a quality standard.
• Plan for achieving required quality.
• Plan for inspection and checking.
• Measure actual performance.
• Get the difference between measured and standard.
• Take necessary action if required.
Objectives of Quality Control
• To reduce cost of manufacturing.
• To improve the company’s income.
• To achieve interchangeability of manufacturing.
• To improve optimum quality.
• To develop good relation between vendor and vendee.
• Develop quality consciousness etc.
Quality Of Design
• The quality of design of a product is concerned with the
tightness of the specifications for manufacturing of the product.
• The good quality of design must ensure consistent performance,
overload capacity, efficiency, etc
• It should also consider all types of failures like stress, wear,
shocks, vibrations etc.
Quality Of Conformance
• The quality of conformance is concerned with how well the
manufactured product confirms to the quality of design.
• When a design has been established, it is necessary to obtain a
high level of quality of conformity.
Cost of Quality of Conformance
• Quality of conformance is concerned with how well the manufactured
product confirms to the quality of design.
• To confirm this, we need to use various inspection tools.
• To get good quality of conformance, we have to invest in various items
like laboratory, standards, inspection tools, labour training, set ups for
inspection, quality audits, calibration, outside endorsement, maintenance
review data of inspection, software, etc.
• Indirectly it is cost of appraisal. If cost of appraisal gets increased up to
certain level, it will be accepted. But it will affect on reduction in cost of
failure and increase in customer satisfaction.
Quality Of Performance
• It is related with how well the manufactured product gives its
performance.
• It depends on quality of design and quality of conformance.
Quality of design + Quality of conformance = Quality of performance
The best design can possible, but the poor Performance control can cause
poor performance, conversely the best conformance control can’t make the
product function correctly, if the design is not correct.
Quality of Conformance Quality of Performance
It is related with how well manufactured It is related with how well product
product can forms to quality of design. performance while used in the field.
It is related with design It is related with field and fields
complaints, customers, etc.
It is checked in quality control department It is checked by customer care
department
Reliability
• Reliability can be the ability of a product to perform a
required function under stated conditions for a stated
period of time without failure.
Reliability Goals
• Reliability can be improved by using various techniques at the time of designing
the product.
• For this only, the aims to be achieved by the product are finalized, which are called
as “reliability goals”.
• Reliability goals can be fixed by referring various conditions of products. Three
examples are given below:
a) Fixing mean time between failure.(e.g. failure of a clutch wire for a 2 wheeler can
occur after every 10,000 KM)
b) Fixing mean life to first failure.(e.g. 1,00,000 Hrs.can be the mean life to the first
failure of electric bulb).
c) Fixing wear-out for a product.(e.g. wear-out time for a tyre can be after every
30,000 KM).
Finalizing Reliability Goals
• Reliability goals can be finalized by using three phase procedure.
1) Budgeting :-
Budgeting includes allocating reliability objectives among various elements which
are collectively make up a higher level product.
2) Predication :-
this includes use of prior performance data, mathematics, probability theory for
calculating expected failure rates for various systems of a assembly.
3) Analysis :-
At the time of this phase, analysis of stronger and weaker section is done and they
are identified for design improvement if necessary.
Methods of improving reliability during design
• Review the customers need to see if the function of the unreliable part is
really necessary to user. If not then eliminate that particular part from the
system.
• Design the system in such a way that some parts must fail before system
failure
• Ensure that stresses applied to the parts are lower than design
considerations by using proper factor of safety.
• To face environmental problems, the product can made more stronger.
• Specify replacement schedule of some parts from assembly, so that they
can be replaced before failure or repaired.
Quality Assurance (QA)
• Quality Assurance Engineering deals with question of assuring
the desired quality, reliability, service and other accepts in the
manufactured products, through scientific techniques.
• The job of evaluating the company’s activities with respect to
quality, reporting the results of evaluating to all concerned for
information and necessary action and the subsequent action taken
is called as ‘QA function’.
Stages Of Quality Assurance
1) Design Stage : In design stage, it is ensured that the quality of
design is according to the need of the customers.
2) Manufacturing Stage : To check whether the quality of
products manufactured conforms to design specifications.
3) Field Observations : It is related with reliability and
performance analysis of product, observing the performance
in actual field, study and analysis of the performance,
maintenance, life of product, etc.
Field
Design Stage Mfg. Stage
Observations
Quality = Quality of Quality of Mfg. Quality of

+ Conforming + Performance
Assurance Design
Advantages Of Q. A.
1) Lower Defects.
2) Less Scrap.
3) Higher Efficiency.
4) Less Inspection rejects.
5) Lower Complaints.
6) Better Quality.
7) Higher Productivity.
8) Good Customer Relations.
Sr. Quality Control Quality Assurance
No.
1 It is a process on inspection of jobs It is guarantee of jobs manufactured.
and analysis of same.
2 It is post production These are efforts before production,
during production and after production.
3 Quality control is inspection and Quality assurance is design quality,
analysis quality of conformance & quality of
performance
4 Related with inspectors and Related with outside inspection, quality
production department. control, consultant, top management and
customers.
7) Cost of field service
8) Design cost
As per ASQC (American Society for Quality Control) the
quality costs can be divided into three categories.
A)Cost of Prevention
B)Cost of Appraisal
C)Cost of Failure ( Internal & External)
Cost of Rework and Repair
• Basically it is the ‘cost of failure’.
• Number of times jobs are produced with errors, may be positive or
negative.
• If errors are negative, the jobs are to be thrown as a scrap.
• If errors are positive, the jobs will be given for rework.
• The cost required is cost of rework.
• Similarly, it can be possible that defects of the job can be repaired by
some method.
• This is called as cost of repair.
• All these costs comes under cost of quality.
Quality Circle
• It is a way of capturing the creative and innovative
power that lies within the work force.
• It is a participative management system in which
workers make suggestions and improvements for
the betterment of an organization by solving
problems.
Working or operation of Quality Circle
Problem Problem Problem Generate

Identification Selection Analysis Alternative
Solution
Present Prepare Plan of Select

Implement the
Solution to Action Best
Solution
management Solution
Characteristics of Quality Circle
1) Quality circles are small primary group of employees.
2) Lower limit of members is three and upper limit is twelve.
3) The membership is most voluntary
4) The members meet regularly every week or according to
schedule.
5) The members are specially trained in techniques of analysis
and problem solving.
6) Circle works for identify and solve work related problems.
7) It enable their members to exercise their hidden talents &
creative skill.
8) It also promotes co-operative participation.
9) It also promotes job satisfaction of their members.
10) It also benefits for their self confidence.
Objectives of Quality Circle
• To improve the quality & productivity.
• To improve and develop the firm.
• To reduce the cost of product and services.
• To identify & solve work related problems.
• To make full use of its human resources.
• To develop & use greater amount of knowledge & skill.
• To improve communication within the firm.
• To increase employee loyalty.
• To satisfy the human needs to self development.
Advantages of Quality Circle
• Promote high level of productivity.
• Quality mindness.
• Creating team spirit.
• Increased motivation & job satisfaction.
• Waste & cost reduction.
• Increased utilization of human resource.
• Leadership development.
• Trained staff.
• Identified work related problems & solve them with good output.
Limitations of Quality Circle
• Members may turn from their daily work to the task of
organization and undergoing training.
• Time & money is required
• Over expectation of some employees may turn disappointment.
• Some persons may likely to resist & non cooperative
Basic Problem Solving Techniques
• Following are the techniques used for problem solving in quality
circle –
1)Data collection
2)Brain storming
3)Pareto analysis
4)Cause and effect diagram
5)Data analysis using SQC tools.
• Out of these cause and effect analysis is used and steps involved
in cause and effect analysis are given below.
1)Indentify the problem (effect)
2)Note the main cause type like man, machine, material and
method.
3)Fill up cause at proper position in diagram
4)Identify most likely causes with probable cause.
5)Verify the causes.
MAN MACHINE
EFFECT
(Problem)
METHOD MATERIAL
CAUSE AND EFFECT DIAGRAM

Failure of Quality Circle
• Lack of good publicity.
• Frequent absent members.
• Lack of management interest.
• Politics in the organization.
• Wrong selection of members.
• Lack of leader.
• Lack of training to members.
Quality Mindness
• Various factors are affecting on quality of products like men,
material, market, money, etc.
• Out of these factors ‘man’ is of supreme importance as other
factors are entirely controlled by a human being.
• The term ‘Quality Mindness’ means attitude of a human being
towards quality.
• To improve or to maintain quality, it is necessary to stress the
importance of quality in the minds of various persons working
in the organization.
Methods used for improving Quality Mindness
1) With the help of slogan displayed in all the departments, it
could be possible to attract attention of workers towards
“Quality”.
2) Letters written to employees homes can generate quality
consciousness through family members.
3) Highest quality workmanship awards can be announced.
4) Quality circles can be formed.
Quality Audit
• The quality audit is the survey of the quality system of an entire
plant.
• Quality audit evaluates the product, the inspector, system,
books, book keeper and accounting system for achieving
product quality.
• According to ISO 8402, quality audit is defined as a systematic
and independent examination to determine whether quality
activities and related results comply with planned arrangements
and whether these arrangements are implemented effectively
and are suitable to achieve objectives.
Purpose of Audit
1) To check whether the system is working properly.
2) To know are there non-conformities in the systems.
3) To know whether identified problems have been
corrected.
Quality audit includes
1) To examine whether
• The design meets the requirements ?
• Design specifications are properly noted ?
• Design is strong/weak enough?
• Proper material selection, fit selection, etc is
done?
2) To examine whether
• Manufacturing machine specification are noted?
• Manufacturing tools are used properly?
• Manufacturing process is selected as per the need and
standard?
3) To examine
• Customer complaints
• Corrective action taken on them.
4) To examine
• The inspection method.
• The inspection tools.
• Use of control charts and such techniques.
• Inspection policies, mindness, etc.
5) To examine
• Attitude of the persons working.
• Relations between various levels in organization.
• Extent of motivation among the worker.
• Level of satisfaction of workers.
Types of Quality Audits
1) The adequacy audit or management audit
2) A compliance audit
3) An external audit
4) An extrinsic audit
5) Internal audit
Objectives of Quality Audits
1) To determine to what extent your quality system
2) To improve the efficiency & effectiveness of your
quality management system.
3) To list your quality system in registry of an
independent agency.
4) To verify that your quality system continues to meet
requirements.
Conduct of Audit
• Start the audit by having an opening meeting with the auditees &
senior management. In this meeting, introduce the audit team,
clarify scope, objectives and schedule, explain how the audit will
be carried out.
• Collect evidence by interviewing persons, reading documents,
Reviewing manuals studying records, analyzing data, observing
activities, etc.
• List nonconformities : Auditor must study their observations
and make list of key nonconformities. They must ensure that
nonconformities are supported by evidence.
• Draw conclusions : Auditor must draw conclusions about how
well the quality system is applying its policies and achieving its
objectives.
• Discuss result : auditor should discuss evidence, observations,
conclusions, recommendations and nonconformities with
auditees, senior managers before they prepare a final audit
report.
Vendor Quality Rating (VQR)
• Since the quality of the products manufactured largely depends
on the quality of the raw material, tools, etc. purchased from
vendor.
• For solving above difficulty, the vendors are evaluated and
purchasing decisions can be made.
• This provides quantitative measures of vendor quality.
The VQR provides basis for
1. Measuring how well each vendor is performing quality wise.
2. Comparing various vendors with others.
3. Noting the progress of each vendors.
4. Eliminating the vendors.
• The quality rating depends on various inputs with its own unit
measurements.
1.The lot quality (rejected lots)
2.The percentage defectives.
3.The characteristics like length, weight, etc.
4.Cost expressed in rupees.
Following formulas can be useful
No. of lots accepted
1. Rating percent of lots accepted 
No. of lots inspected
Desired cos t of inspection
2.VQR 
Actual cos t of inspection
3. BendixVQR system gives
ELR
VQR  70  (  70)  n
N
Where N  No. of lots submitted
P  Percentage defective in a sample.
P  AQL percent
n  Sample size
P  P
and LR  70  10(
P(100  P) / n
Vendor Rating (VR)
• In VQR, the quality of the product supplied by vendor is taken
as the base for selection of vendor.
• Number of times it is observed that, with quality of vendor,
various other factors are also to be considered like
1.Delivery promises 2. Service promises
3. Past history of vendor 4. Cost of product
5. Discount given 6. Transportation method
• To add all above sub points at the time of selection of vendor, a
vendor rating scheme is developed.
• Following plans can be used for VR
1.Categorical plan – This is non quantitative system in which
customers can discuss and conclude as good, bad, etc.
2.Weighted Plan – Various factors are rated in a scale of 0-100.
every vendor scores the weight which can be useful for VR.
3.Cost ratio Plan – This plan uses vendors on the total cost in
items of money for a specific purpose.
What is TQM ?
• TQM is an approach to improving the effectiveness and
flexibility of the business as a whole.
• It is essentially a way of organizing and involving the
organization, every department, every action, every single
person at every level.
• Methods used in TQM can be applied throughout the
organization, which are equally useful to finance, sales,
manufacturing, development, etc.
• TQM is defined as the business process and philosophy founded on
customers satisfaction and ends with the customer.
• TQM is an approach for continuously improving the quality of
goods and services delivered through the participation of all levels
and functions of the organization.
• As per TQM, TQM means a management approach of an
organization centered on quality, based on the participation of all its
members of aiming at long term success through customer
satisfaction and benefits to the members of organization and society.
Concept of TQM
• It is an approach to improving the effectiveness & flexibility of
the business as a whole.
• It is an approach for continuously improving the quality of
goods & services delivered through the participation of all
levels and functions of organization.
• TQM is a management approach of an organization centered on
the quality, based on the participation of all its members of the
organization and to society.
Objectives of TQM
• Meeting the customers requirement
• Continuous improvement of quality at every level.
• Participative problems solving process.
• Bring about a total cultural change.
• Focused and continuous cost reduction.
• Interlink and integrate various subsystem of the organization.
Tools of TQM
• Quality circle
• Employee involvement.
• Suggestion scheme.
• Pareto analysis.
• Cause and Effect diagram.
• SQC – Control charts.
• SQC – Sampling.
• ISO Certification.
• Quality awards.
• Employee Satisfaction.
Principles of TQM
• Quality policy and implementation.
• Team work and participation.
• Problem solving tools.
• Standardization of process.
• Quality system.
• Quality costs and measurements.
• Process control.
• Customer satisfaction.
• Training and its needs.
• Quality audit and improvement.
Principles of TQM is divided into four groups
Top Customer
management
commitment
Focus
TQM
Continuous
Improvement Employee
Empowerment
A) Top management Commitment –
•For starting the TQM movement in the firm, complete change is
needed in systems & structure of the firm.
•To change, it is always resistance by workers and even top level
management.
•Because of this, it is suggested that first top management should
support the mission of TQM.
B) Customer Focus-
*It is always preferred in TQM mission to think about need of
customer.
•Does he need high quality, low quality, optimum quality, cost
benefits, etc.
•Even it is suggest to take care of every departments next
customer and try to satisfy them.
C) Continuous Improvement –
•Every one from top to low level management of
organization should change their attitude and participate in
the TQM mission.
•Participation can be in different forms like quality circle,
suggestion schemes, team work improvement etc.
•This gives continuous improvements.
•For this PDCA circle can also be used.
D) Employee Empowerment –
•It can be achieved by using various latest techniques of
automation.
•It is also important to give them job satisfaction by
quality mindness involved in their work.
•Use of good facilities, working conditions, payment,
honour, respect for their work can create empowerment.
Importance of TQM
1. It is important for supplier as well as customer.
2. It involves employers.
3. It deals with customer satisfaction.
4. It will improve business and profit.
5. It deals with new setting of culture.
6. It is important for growth in totality including reputation.
TQM Implementation / PDCA
P D
Plan Do
A
C
Act
Check
#Education with values PDCA Engineering

Department of Mechanical Circle MAEER’S MIT Polytechnic, Pune
Continue
Plan : 1) Lay down & plan policies & objectives of TQM
2) Plan method to achieve the objectives of the
organization.
Do : 1) Provide education & training to workers &
managers to achieve objectives.
2) Implements TQM by introducing newer things.
Check : 1) Check the results by observing them & find cause
of the non conformance.
2) Analyze the results.
Act : 1) try to act for the preventing undesired effects.
2) Measure the improvements & design for future.
Advantages of TQM
• Benefits to the customer –
1)Less problems with the product or service.
2)Better customer’s care.
3)Customer satisfaction to upper level.
 Benefits to the Organization –
1)Better product quality.
2)Staff are more motivated.
3)Reduced quality cists.
4)Higher problem solving capabilities.
5)Increased market.
• Benefits to the Staff –
1)Empowerment.
2)Higher job interest.
3)High Satisfaction level.
4)Better communication.
5)More recognition.
6)Reduced employee grievances.
SIX Sigma
• Six sigma management technique is the technique to reduce variation in
all critical processes to achieve continuous improvement that impact the
organization and increases customers satisfaction.
• Six sigma is an organizational initiative designed to create
manufacturing, service, etc. which produces improvements in both defect
reduction and cycle time.
• Number of manufacturing and service industries used six sigma
techniques and founds to be more useful for their business.
• The advantages of six sigma are there with not only organization but also
for the stakeholders.
Significance of Six Sigma
1. The term six sigma refer to a particular goal of reducing defects to
near zero.
2. Six sigma generates quick, demonstrable results linked to a
ambitious goal of reducing defects and cost near to zero by a target
data.
3. Six sigma is the way of reaching to the zero defect concept by
using SQC methods
4. Six sigma means the try for achieving near perfection in quality.
5. Six sigma is well organized, statistics driven approach technique.
6. It is efforts to motivating towards six ‘standard deviations’
between the mean and the adjacent requirement limit.
7. It is applicable for all types of process starting from making
of product, quality check and servicing.
8. The important aim of six sigma methodology is to reduce
variation in products / services. This is used through the use of
two six sigma methods as DMAIC and DMADV
• DMAIC – Define, Measure, Analyze, Improve, Control. It will
be used for enhancement in method for current methods
subsiding below requirement and looking for incremental
enhancement.
• DMADV – Define, Measure, Analyze, Design, Verify. It can be
used for developing new systems for new processes or new
products using six sigma quality levels.
• Both six sigma processes are implemented by six sigma Green
belt and Black belt
Advantages of Six Sigma
1. Improved process flow.
2. Reduced total defects.
3. Improved ability to convert improvements into benefits.
4. Faster delivery to customers.
5. Improved communication within the organization.
6. Reduced cycle time of a product.
7. Enhanced knowledge and its use.
8. Higher satisfaction of customer.
9. Employee satisfaction.
10. Higher productivity.
11. Less work in process inventory.
12. Improved capacity of plant & production.
13. High quality o/p with higher reliability.
14. Low unit cost for manufacturing.
15. Shareholders of the organization receive more profit.
16. Delighted services to customers.
17. High morale and joy at work.
18. Suppliers also enjoy secure source of business.
Implementation of Six Sigma
• Following are important critical ingredients needed to achieve
six sigma capabilities in an organization
1)Focus on the customers
2)Fact driven system
3)Focus on process
4)Proactive management
5)Smash the barriers
6)Drive for perfection.
1. Focus on the customers
• Customers focus is the top priority in six sigma.
• Performance measurement begins and ends with the voice
of the customers.
• Defects are failures to meet measurable customer
requirement. Six sigma improvements are defined by their
impact on customer satisfaction and the value they added to
the customer.
2. Fact driven System
• Six sigma includes collect the data as it is and
analyze to understand key variables and
process drivers.
• This step generates data regarding daily work,
how work should be expected etc.
3. Focus on process
• Six sigma focuses on the process as the key means
to meeting customer requirements.
• It is important to convince to leading managers
that measuring and improving is step to build
advantages by delivering real value to customers.
4. Proactive Management
• To be proactive means to act ahead of event, the
opposite of being reactive, which means to be behind the
curve.
• The exact meaning is setting and tracking ambitious
goals, set priorities, rewards, etc.
• It is considered as the slip margin for error is always
there.
5. Smash the Barriers
• This indicates the boundary less collaboration that
smash the barriers that block the flow of ideas and
action up and down and across the organization.
• Six sigma requires increased collaboration as people
learn about their roles in the big process picture and
their relationship to external customers.
6. Drive for Perfection
• It is important to drive for perfection and making
sustainable results happen within a useful business
time frame.
• Not changing a process means work will go on as
it always has and your results will not get better.
Belts used in Six Sigma
1. Quality Leader / manager –
•It includes the CEO and other members of top
management. They are responsible for setting up a vision
for Six Sigma implementation. They also empower the
other role holders with the freedom and resources to
explore new ideas for breakthrough improvements.
2. Master Black Belts –
•It identified by champions, act as in-house coaches on Six
Sigma. They devote 100% of their time to Six Sigma. They
assist champions and guide Black Belts and Green Belts.
•Apart from statistical tasks, they spend their time on ensuring
consistent application of Six Sigma across various functions and
departments.
3. Process Owner –
•Champions take responsibility for Six Sigma
implementation across the organization in an integrated
manner.
•The Executive Leadership draws them from upper
management. Champions also act as mentors to Black
Belts.
•Ex – VP of legal, marketing officer, chief financial
officer, etc.
4. Black Belts -
•It operate under Master Black Belts to apply Six Sigma
methodology to specific projects. They devote 100% of
their time to Six Sigma.
•They primarily focus on Six Sigma project execution,
whereas Champions and Master Black Belts focus on
identifying projects/functions for Six Sigma.
5. Green Belts -
•These are the employees who take up Six Sigma
implementation along with their other job responsibilities,
operating under the guidance of Black Belts.
•Some organizations use additional belt colours, such as
Yellow Belts, for employees that have basic training in Six
Sigma tools.
TQM Tools
• Concept of Kaizen –
• Kai means change and zen means good. Kaizen indicates change for
good.
• Kaizen has philosophy to improve in smaller steps always
consistently at all place, by all people involved with smallest or zero
investment.
• It involves highest level to lowest level of management.
• Everyone at all levels are motivated to give suggestions.
Principles of Kaizen
1. Small improvements.
2. Start with your own issue.
3. Start with daily issue.
4. Start to take group advice.
5. Do not reject any idea
immediately.
6. Do not hide issues.
Responsibilities & Role of Various levels of management
1. Worker – To suggest through small group or activities.
2. Supervisors – Follow Kaizen in functional role.
3. Middle Mgt. – Deploy and execute Kaizen goals as
decided by top management.
4. Tip Mgt. – Set Kaizen as the corporate policy by
deciding strategies for implementation.
Tips for Successful implementation of Kaizen
1. Employee training and discussion.
2. Staff at higher level of mgt. should motivate others.
3. Quality tools to be used.
4. Trained staff about quality tools is important.
5. Team work in organization is key to success.
6. Creative thinking is important approach.
7. Decision making tools to be used.
8. Assure steadiness in Kaizen process.
Benefits of Kaizen
1. Improved quality & safety.
2. Lower cost.
3. Job satisfaction in employees.
4. High morale.
5. Lower wastage in employees.
6. Reduce rework & scrap.
7. Faster time cycle.
8. Immediate reflection of improvement.
9. Overall improvement.
10. Satisfied customers.
Tools used in Kaizen
1. PDCA
2. 5 why
3. Rearrange method
4. ADD
5. Poka-yoke
6. Kanban
7. 7 waste checklist
8. 7 QC tools
9. 5W & 1 H
10. 4 M
Execution steps in Kaizen
Form Fix Zone Develop Training
Policy & Area Kaizen to
structure start
Design Kaizen
documents
Start Train Launch Design

Kaizen Employees Programs Reward
On Kaizen system
Steps to execute Kaizen
1. Form Kaizen policy.
2. Fix and locate area or zone for all levels.
3. Develop Kaizen structure
a) Identify problem
b) Analyze using tools
c) Get idea or suggestions
d) Get presented and agreement
e) Implement suggestions
f) Document Kaizen
g) Review
4. Training to start about all activity to be given.
5. Design Kaizen documents or format sheet.
6. Decide appreciation and reward system.
7. Launch Programme.
8. Give training to all employees about Kaizen policy
decision & procedure.
9. Start Kaizen as continuity in process.
Concept of Poka-yoke
• Poka-yoke is one of the Japanese techniques with objective of
‘Error proofing’ of parts to be supplied.
• Poka means errors and yoke means proofing.
• It is a tool to get acceptance of minimally zero defect with aim
of absolute elimination of errors.
• A single defect in a lot supplied may create bad reputation of
the organization and customer may reject the entire lot.
• This system uses sensors and instruments that uses to find out
disorders in products, by using poka-yoke, human and
machine errors can be minimized.
Five Pillars of Poka-yoke by Shingo
1. Use inspection at resources as it is observed that it could be
main source of error.
2. Use hundred percentage of inspection for attribute inspection
parameters.
3. Fast corrective action to be carried out in case of problem
found.
4. Fix and use proper devices like transducers, switches, etc.
5. Consider workers as human being as they are not machines.
Steps to apply Poka-yoke
1. Decide the process based on analysis.
2. By using 5W, find probable reasons of failure.
3. Decide proper poka-yoke device, which might be electrical, pneumatic,
visual, human type, etc.
4. Prepare checklist to assure that all activities are covered under poka-
yoke.
5. Take trial of system and confirm.
6. Give training to operator about addition of the new system.
7. Review performance using new system and modify if needed.
Advantages of Poka-yoke
1. Less wastage.
2. Fast production.
3. Less defects or defectives.
4. Better quality production.
5. Interchangeability achieved.
6. Increase in profit.
7. Workers effort reduced.
5S Concept
• Japanese industries used this concept first time to create quality
environment.
• It is typical approach of workplace keeping methods in a
systematic way.
• It is related with keeping workplace clean, items stored, proper
places, clean places to make it as habit.
• 1S:Seiri – Indicates sorting, the items kept near workplace to
be stored in to useful and non useful types. The uncounted
items to be removed.
• 2S:Seiton – Seiton means setting in proper sequence. The
workplace items to be arranged in proper way at their places so
that it would be easy to locate them.
• 3S:Seiso – Indicating cleaning the work place to make it shine
using normal cleaning function. This is to be way of regular
work.
• 4S:Seiketsu – The standardization to be done about
cleanliness drive proper labeling to be done for places and it
should become practice.
• 5S: Shitsuke – Indicates discipline to followed in every work
to be performed, the conditions to be created so that 5S to be
regular practice for everyone. It relates with sustain the 5S
culture.
5S implementation steps
1. Get top management approval.
2. Prepare plan for shop or workshop.
3. Start campaign for 5S.
4. Start 5S training.
5. Make records of all activities.
6. Evaluate and make changes if needed.
Advantages of 5S
• Builds culture.
• Cleanliness maintained.
• Habits in staff.
• Forces everyone to work.
• Systematic work.
• Reduced wastage time.
• Environment care.
• Increase efficiency.
• Discipline maintained.
• Motivate everyone.
ISO 9000
• Started in 1946, ISO (international organization for
standardization) consists of approximately 90 member
countries at present and this number is expected to grow.
• The ISO 9000 series standards have been adopted by 145
countries and its equivalent standard in the Indian context is the
Bureau of Indian standard (BIS) 14000 series.
• In the US, the series is known as ANSI/ASQC Q9000 series.
• The ISO 9000 series standards provide the requirements to
which organizations desirous of certification must conform.
• One very important aspect of the standards is that they were
very generic in nature and ingenuity is required while
interpreting the standards applicability to the industry.
ISO 9001:2008
• ISO 9001:2008 – Set the requirements of a quality
management system.
• ISO 9000:2005 – Covers the basic concept and language.
• ISO 9000:2009 – Focus is on how to make QM system more
effective.
• ISO 9011:2011 – Sets the instructions for internal and external
audits.
• ISO 9000:2008 is the only standard from ISO family for
certification.
• Any organization can get this certificate, it may be small or
large.
• Almost one million industries in 170 countries worldwide are
using this standard.
• The eight QM principles are same for 2000 as well as 2008.
• ISO 9001 standards are reviewed after generally 5 years, for
updating requirements of industries.
Advantages of ISO 9000 certification
1. It motivates the employees and develops pride in them for
achieving excellence in quality.
2. It helps the organization to define clearly the need of a
company.
3. It specifies the right components, processes, tools and
equipment's for the job.
4. It provides a framework for continuous improvement in
quality.
5. It results in improvement in production and efficiency and reduction in waste,
down time and scrap and rework.
6. It reduces time and money spent on other inspection of the products for the
conformance.
7. It improves customer relations.
8. It enhance foreign exchange and the organization can compete in the international
market.
9. Internal benefits such as job satisfaction, less confusion, elimination of stress on
employees.
10. The work atmosphere is much happier, more attractive and more productive.
11. It reduces administrative errors, delivery failures, claims insurance premium,
inspection and testing.
Limitations of ISO 9000 Certification
1. ISO-9000 does not provide any guidelines for defining an
appropriate process.
2. ISO-9000 certification process is not foolproof and no
international accrediting agency exists.
3. ISO-9000 does not automatically lead to continuous process
improvement, i.e. it does not automatically lead to TQM.
ISO 14000
• ISO 14000 is a family of standards related to environmental
management that exists to help organizations
(a)minimize how their operations (processes etc.) negatively
affect the environment (i.e. cause adverse changes to air, water,
or land);
(b) comply with applicable laws, regulations, and other
environmentally oriented requirements, and
(c) continually improve in the above.
Stepwise procedure to implement ISO 9000:2000
1. Find the objectives you want to attain – Examples of goals
may be like getting more profit, be more efficient, meet
client wants, achieve customer satisfaction, rise share of
business, decrease expenses.
2. Detect what other anticipate of you – These are prospects
of attentive groups like customers and end users, employees,
suppliers.
3. Get facts about the ISO 9000 family – For the more detail
information, see ISO 9000:2000 and ISO 9004:2000
4. Apply the ISO 9000 family standards in your management
system – Choose if you are looking for certification that your
quality management system is in conformance with ISO
9001:2000
5. Obtain guidance on specific topics within the quality management
system – These topics-specific standards are
i)ISO 10006 for project management
ii)ISO 10007 for configuration management.
iii)ISO 10012 for measuring systems.
iv)ISO/TR 10014 management the economics of quality.
v)ISO 10015 for training
vi)ISO/TS 16949 for automotive suppliers.
vii)ISO 19011 for auditing.
6. Establish your current status, determine the gaps between QMS
and the requirement of ISO 9001:2000 – You may use one or more of
the following
i)Self assessment
ii)Assessment by an external organization.
7. Decide the progression that are needed to supply products to our
client –Examine the necessities of the ISO 9001:2000 section related to
i)Design and or development.
ii)Purchasing and service operations.
iii)Control of measurement and monitoring devices.
8. Cultivate a strategy to remove the deficiencies – The
deficiencies between step 6 and to develop the processes in step
7 are to be minimized. Find the activities required to close the
gaps, assign resources to complete these activities, allocate tasks
and launch a agenda to complete the essential movements.
9. Move out with plan – Continue to implement the recognized
activities and tracks process to your agenda.
10. Undertake constant internal assessment – The client can
use ISO 19011 for getting the information about audit, auditor
qualification and also to know how to manage audit programs.
11. Proving the conformance - If it is required to provide
conformance, go to undergo independent audit. If it is not needed, go
to continue to improve your business.
12. Undertake self-determining assessment – Involve an accredited
registration / certification organization to implement an assessment
and prove that the organization meets ISO 9001:2000 basic
requirements.
13. Remain with efforts for progress of business – Review the
efficiency and appropriateness of quality management system. ISO
9004:2000 provides a methodology for the improvement of the same.
Eight Quality Management Principles of ISO
1. Customer focus
2. Leadership
3. Involvement of people.
4. Process approach
5. System approach to management
6. Continual improvement.
7. Factual approach to decision making.
8. Mutually beneficial supplier relationship .
Principle 1: Customer focus
• Organizations depend on their customers and therefore should
understand current and future customer needs, should meet
customer requirements and strive to exceed customer
expectations.
• Key benefits:
• Increased revenue and market share obtained through flexible
and fast responses to market opportunities.
• Increased effectiveness in the use of the organization's
resources to enhance customer satisfaction.
• Improved customer loyalty leading to repeat business.
• Applying the principle of customer focus typically leads to:
• Researching and understanding customer needs and expectations.
• Ensuring that the objectives of the organization are linked to customer needs
and expectations.
• Communicating customer needs and expectations throughout the organization.
• Measuring customer satisfaction and acting on the results.
• Systematically managing customer relationships.
• Ensuring a balanced approach between satisfying customers and other
interested parties (such as owners, employees, suppliers, financiers, local
communities and society as a whole).
Principle 2: Leadership
• Leaders establish unity of purpose and direction of the organization. They
should create and maintain the internal environment in which people can
become fully involved in
achieving the organization's objectives.
• Key benefits:
• People will understand and be motivated towards the organization's goals and
objectives.
• Activities are evaluated, aligned and implemented in a unified way.
• Miscommunication between levels of an organization will be minimized.
• Applying the principle of leadership typically leads to:
• Considering the needs of all interested parties including customers,
owners, employees,
suppliers, financiers, local communities and society as a whole.
• Establishing a clear vision of the organization's future.
• Setting challenging goals and targets.
• Creating and sustaining shared values, fairness and ethical role models at
all levels of the organization.
• Establishing trust and eliminating fear.
Principle 3: Involvement of people
• People at all levels are the essence of an organization and their full
involvement enables
their abilities to be used for the organization's benefit.
• Key benefits:
• Motivated, committed and involved people within the organization.
• Innovation and creativity in furthering the organization's objectives.
• People being accountable for their own performance.
• People eager to participate in and contribute to continual improvement.
• Applying the principle of involvement of people typically leads to:
• People understanding the importance of their contribution and role in the
organization.
• People identifying constraints to their performance.
• People accepting ownership of problems and their responsibility for solving them.
• People evaluating their performance against their personal goals and objectives.
• People actively seeking opportunities to enhance their competence, knowledge and
experience.
• People freely sharing knowledge and experience.
• People openly discussing problems and issues.
Principle 4: Process approach
• A desired result is achieved more efficiently when activities and related
resources are
managed as a process.
• Key benefits:
• Lower costs and shorter cycle times through effective use of resources.
• Improved, consistent and predictable results.
• Focused and prioritized improvement opportunities.
• Applying the principle of process approach typically leads to:
• Systematically defining the activities necessary to obtain a desired result.
• Establishing clear responsibility and accountability for managing key activities.
• Analyzing and measuring of the capability of key activities.
• Identifying the interfaces of key activities within and between the functions of the
organization.
• Focusing on the factors such as resources, methods, and materials that will improve key
activities of the organization.
• Evaluating risks, consequences and impacts of activities on customers, suppliers and
other interested parties.
Principle 5: System approach to management
• Identifying, understanding and managing interrelated processes as a
system contributes
to the organization's effectiveness and efficiency in achieving its
objectives.
• Key benefits:
• Integration and alignment of the processes that will best achieve the
desired results.
• Ability to focus effort on the key processes.
• Providing confidence to interested parties as to the consistency,
effectiveness and efficiency of the organization.
• Applying the principle of system approach to management typically leads to:
• Structuring a system to achieve the organization's objectives in the most effective and
efficient way.
• Understanding the interdependencies between the processes of the system.
• Structured approaches that harmonize and integrate processes.
• Providing a better understanding of the roles and responsibilities necessary for
achieving common objectives and thereby reducing cross-functional barriers.
• Understanding organizational capabilities and establishing resource constraints prior to
action.
• Targeting and defining how specific activities within a system should operate.
• Continually improving the system through measurement and evaluation.
Principle 6: Continual Improvement
• Continual improvement of the organization's overall performance should
be a permanent
objective of the organization.
• Key benefits:
• Performance advantage through improved organizational capabilities.
• Alignment of improvement activities at all levels to an organization's
strategic intent.
• Flexibility to react quickly to opportunities.
• Applying the principle of continual improvement typically leads to:
• Employing a consistent organization-wide approach to continual improvement
of the
organization's performance.
• Providing people with training in the methods and tools of continual
improvement.
• Making continual improvement of products, processes and systems an
objective for every individual in the organization.
• Establishing goals to guide, and measures to track, continual improvement.
• Recognizing and acknowledging improvements.
Principle 7: Factual approach to decision making
• Effective decisions are based on the analysis of data and information
• Key benefits:
• Informed decisions.
• An increased ability to demonstrate the effectiveness of past decisions
through
reference to factual records.
• Increased ability to review, challenge and change opinions and decisions.
• Applying the principle of factual approach to decision
making typically leads to:
• Ensuring that data and information are sufficiently accurate and
reliable.
• Making data accessible to those who need it.
• Analyzing data and information using valid methods.
• Making decisions and taking action based on factual analysis,
balanced with experience and intuition.
Principle 8: Mutually beneficial supplier relationships
• An organization and its suppliers are interdependent and a mutually
beneficial
relationship enhances the ability of both to create value
• Key benefits:
• Increased ability to create value for both parties.
• Flexibility and speed of joint responses to changing market or
customer needs and expectations.
• Optimization of costs and resources.
• Applying the principles of mutually beneficial supplier relationships
typically leads to:
• Establishing relationships that balance short-term gains with long-term
considerations.
• Pooling of expertise and resources with partners.
• Identifying and selecting key suppliers.
• Clear and open communication.
• Sharing information and future plans.
• Establishing joint development and improvement activities.
• Inspiring, encouraging and recognizing improvements and achievements by
suppliers.
• ISO 14000 is similar to ISO 9000 quality management in that
both pertain to the process of how a product is produced, rather
than to the product itself.
• As with ISO 9000, certification is performed by third-party
organizations rather than being awarded by ISO directly.
• The ISO 19011 audit standard applies when auditing for both
9000 and 14000 compliance at once.
Cost of Quality
• The cost carrying out the company’s quality function i.e. meeting the quality
needs of the customers are known as cost of quality.
• These includes
1)Market research cost
2)R & D cost 7) Cost of field service
3)Cost of inspection & test 8) Design Cost.
4)Defect prevention cost
5)Cost of scrap, quality failures
6)Cost of quality assurance.
Types of Quality Cost
1) Cost of Prevention-
• It consists of the cost associated with personal engaged in
designing and maintaining the quality system.
• These costs are spend for reducing the failure and appraisal
cost.
• This includes cost of planning, cost of documenting, cost of
investigation & analysis etc.
2) Cost of Appraisal –
• These costs are associated with the measuring, evaluating and
auditing of products to assure conformance with quality
standards.
• i.e. the cost for identifying non-conforming parts and assemblies
is called as cost of appraisal.
• These includes cost of receiving inspection, laboratory testing,
checking labour, set up for inspection & testing, quality audits,
calibration etc.
3) Cost of Internal Failure –
• The cost associated with defective product, components and
materials that fail to meet quality requirements and results in loss
is called as internal failure cost.
• These includes cost of failure, scrap, rework repair, re-inspection,
review cost, etc.
4) Cost of External Failure –
• These cost includes the cost of transporting defectives jobs to the
customers.
• These includes cost of processing complaints from the
customers, cost of service to the customers, cost of inspection &
repairs of defective items returned from customers.
Optimum Cost
Optimum Cost –
As quality of job increases,
cost of prevention decreases
whereas cost of failure
increases.
The addition of these can be
made and total minimum cost
can be identified i.e.
optimum cost.
Value of Quality
• By using best quality of product, one can get maximum share in
profit and enjoy the market conditions.
• Value of quality can be defined as the return direct or indirect
gained by the manufacturer due to mission of QC.
• Value of quality is the combination of ---
1)Value inherent in the design.
2)Value inherent in the conformance to design.
Balance between Cost & Value of Quality (Optimum quality of
Design)
• Aim of every organization is to
generate profit.
• It may not be possible to go for
higher and higher (100%
quality) products because of
their higher costs.
• For this aim of any
manufacturing firm can be to
improve quality at lower costs,
called as optimum quality.
• Figure represents the graph of quality of design from 1 to 2, the
cost of quality will increase by P, whereas the value of quality
will be increase by Q and therefore improvement in quality from
1 to 2 will give more income (Q>P).
• However if the quality is to improved from 2 to 3 (S<R) i.e.
increase in value of quality is lesser than increase in cost of
quality.
• This indicates that point 2 is of optimum quality of design.
Quality Function Deployments
• The general design logic can be presented by quality function
deployment method.
• QFD can be used vertically and horizontally in the organization
throughout all the departments in product or service.
• QFD is matrix in series which interconnects customers
requirements of process / product / service characteristics.
• Matrix can be used to note some of the additional information
about product.
• The six steps are presented by
Juran for building house of quality
1.Customers requirement.
2.Competitive calculations.
3.Engineers requirements.
4.State co-relations.
5.Compare technically.
6.Business remarks.
Advantages of QFD
1. QFD establishes quality.
2. QFD stabilizes quality.
3. QFD uses customers requirement as base.
4. Prompt action can be taken against poor quality.
5. Competitive analysis is possible.
6. Reduces rework cost.
Steps to build up House of Quality
1. List what customers need for product.
2. Convert into priority wise category.
3. List technical/parameter descriptors as each of these effects on
quality, i.e. concert customer expectations in to technical
parameters.
4. Compare customers need and description.
5. Generate and prepare relations between descriptors.
6. Do customers competitive assessment to identify met
requirements and future development. It also gives stand of
product in market.
7. Go for technical competitive assessment for objective of
covering gaps in judgment.
8. List priority of customers need.
9. Find priority technical descriptors gives customers priority
requirement or improvement.
Areas of Application of QFD
1. Product design
2. Manufacturing
3. Production
4. Engineering
5. R&D
6. Information technology
7. Support
8. Testing
9. Phases in hardware, software
10. Service
11. System organizations.
SQC Tools
1. Control charts
2. ND curve
3. Bar chart
4. Ogive curve
5. Pareto analysis
6. Cause & effect diagram
7. Sampling plans
8. Scatter diagram
9. Check sheet
Frequency Distribution
• It is tabulation of data obtained from measurement arranged in
ascending or descending order of size.
• Use of frequency distribution –
• For predicting entire lots character from sample.
• For determining process capabilities.
• For comparing inspection results for two machines.
• For analysis of effect of tool wear.
• For small number of observations following table can be used, which
gives frequency of individual dimension.
Dimension Tally Bar Frequency
20.5 II 02
20.6 IIII I 06
20.7 IIII 04
20.8 IIII III 08
• For large amount of variable data it may be grouped into cells.
• It is useful for new design control, incoming material control, study of
process.
• If large amount of highly variable data is available, the data may be
grouped into cells to provide better summery. E.g.
Cell Interval Cell Boundaries Mid Points

25.40 – 25.41 25.395 – 25.415 25.405
• Cell limits – The extreme limit are called as cell limits
e.g. lower and upper.
• Lower cell boundaries = lower cell limit – 0.005
• Upper cell boundaries = upper cell limit + 0.005
SQC Tools
1) Frequency Histogram –
• It is one of the diagrams especially suited to represent frequency
distribution.
• The X-axis is divided into class intervals and on them the vertical bars are
erected with heights proportional to the class frequency.
• Histogram is thus represented by a system of continuous rectangles in
which the area of a rectangle represents the frequency.
• Outgoing quality evaluation of component dimensions, pattern of variation
of chemical and physical properties of castings can well be brought under
the purview of this.
• The histogram showing the distribution of Green compression strength in
Kg/cm2 is given in Fig.
2. Bar Chart
• It consists of vertical or sometimes horizontal bars of width and of height proportional to the
magnitudes of the variable for the different items. Bars are centered at mid point of cell.
• They all stand on the same bar line and are separated from each other by equal intervals.
Height represents the frequency of particular cell.
• A scale parallel to the bars is provided with graduations to read the magnitudes easily.
• Below each bar, the period or details to what it stands for, is written.
• Causes of scrap or rework, reasons for non-utilization of machine, etc., are represented along
the X axis, and Y axis gives the magnitudes.
• If the data are classified by two characteristics, bars are drawn with heights adjusted according
to one characteristic and each bar may be divided into sections according to other
classification.
• The details of quantity supplied and the number rejected for 7 suppliers are presented in the
chart in Fig.
Frequency polygon or Rectilinear chart
• This is very useful to gauge the increase or decrease of average
number of exposures per casting, sales to inventory ratio,
production, machine utilization, etc.
• Usually, X-axis represents month, date and shift, machine
number etc.
• The production figures, utilization particulars of scrap or
rework percentage, etc. are plotted as dots on the X-axis.
 They are joined
together by straight
lines to form a line
chart.
 Monthly production,
reworks, utilization of
different work
centers, group
efficiency, etc., can
be plotted on such
graphs.
Cumulative Frequency Distribution (Ogive Curve)
• Less than ogive curve must be plotted against upper class boundary and not
against class mid point.
• Greater than ogive curve must be plotted against lower class boundary.
Sr. Boundaries Frequency Cumulative Frequency

No. Less than Greater than
1 # 25.40 – 25.41 * 3 3* 20 #
2 25.41 – 25.42 5 8 17
3 25.42 – 25.43 7 15 12
4 25.43 – 25.44 3 18 5
5 25.44 – 25.45 2 20 2
Cause & Effect Diagram
• The main cause for customer complaints & dissatisfaction can be of
poor quality supply and the process of this effect can be analyzed by
using ‘cause & effect diagram’.
• It is also called as ‘Ishikawa cause & effect diagram of fish bone
diagram’.
• It analyzed basic four factors to be responsible for poor or good
quality as man, machine, material, method.
• These four factors to be analyzed in detail to get real cause of
particular effect.
• If cause & effect diagram is prepared carefully, it provides good platform to analysis
key causes of problem from the factors that appears on diagram.
• First reason/effect to be identified for which diagram to be prepared and then
following steps are to be followed.
1.Start with four major causes.
2.Other causes to be listed and segregated into main types.
3.Brainstorming can be done to identify place for every cause and can be modified if
required.
4.Review the cause, which is responsible for effect, out of all and identify it.
5.Fix the major cause/causes to affect after discussion, if required more analysis to be
performed by using another quality tools.
Cause & Effect diagram for blow holes in Casting
Check Sheet
• Check sheet is considered as one of the effective data collection
tool.
• Check sheet can be used for various purposes in quality control
system/analysis techniques.
• Use of check sheet is to present data in most effective/graphical
form. In addition, it is used to present data so that proper further
analysis can be performed.
• Use of check sheet is to
1.Collect data
2.Represent data graphically
3.Compare data
Defectively Assembly
Reasons (Defect) Shift in a day
1 2 3 Total
Loose Fittings
• Example, the product is defective because of following factors.
Defectively Assembly
Reasons (Defect) Shift in a day
1 2 3 Total
Loose Fittings III IIII II 10
No wires II II IIII 9
No washers I II IIII 8
No fuse IIII IIII II 12
No colour II III III 8
Scratches III II I 6
Total 16 19 18
Pareto Analysis
• The basic principle of 20% of problems cause 80% of effect is used in
Pareto analysis (1897).
• This rule is applicable in general everywhere as 80% of profit is earned by
20% of the products developed, also 20% of the inventory of stores covers
80% of store space.
• Like this, it can be possible to analysis of probable cause of 80% un-
satisfaction because of 20% reasons on which one can focus and try to
solve.
• To carry out Pareto analysis, it is always better to put figures in terms of
percentage.
• In addition, use of histogram gives better representation of problem.
• Example – Space used in stores by different industrial components.
Sr. No. Item % space used Cumulative %
1. Tyres 44 44
2. Bumpers 32 76
3. Steering 10 86
4. Electrical fits 7 93
5. Head Lamps 4 97
6. Washers 2 99
7. Nut Bolts 1 100
Above data obtained can be converted into histogram to get clear visual
analysis of the same data.
Objective is to identify the
product/item that occupy almost
80% of space in stores, so that
these items can be focused and
taken care.
• Process
1.Draw bar character/Histogram for the given items on percentage
basis.
2.Mark cumulative percentage points and join them by a line.
3.Identify 80% mark to be projected n curve, to re-project on X-
axis.
4.This gives 20% the parameters to be focused for further analysis
of space use reduction in stores.
Scatter Diagram
• The scatter diagram is the plots of two parameters as X-Y plot n the
graph.
• Specifically if two types of variables are to be studied for their relations,
the scatter diagram can be used.
• It gives indication abut the relation between their parameters can be
established or not.
Steps for plotting Scatter Diagram
1. Fix two variables to be plotted.
2. Data to be collected for individual set of experimental/field reading.
Reading No. X Y
1 10 20
2 20 32
3 11 3
4 5 11
5 4 12
3. Generally, causes t be taken on X-axis and effect to be
considered on Y-axis.
4. Plot every relation/readings as intersection on X and Y reading.
5. Data on scatter diagram can be interpreted by observation.
The interpretation can be positive, negative corrections,
relationship available, not available, trends can be seen, etc .
Inspection
• Inspection is checking of material, products or components of
products at various stages in manufacturing.
• The inspection act involves-
1) The interpretation of a specification.
2) Measurement of the product.
3) Comparison of above two.
Objectives of Inspection
• Inspection of incoming materials and parts.
• Inspection of raw materials as it undergoes
processing from one machine to another.
• Final inspection is also required for supplying good
products to the customers.
• To maintain better relations with the customers by
ensuring no defective jobs are delivered.
• Inspection is required for making decision on salvage
i. e. defective parts.
Types of Inspection
1. Off line Inspection :-
It is performed away from the manufacturing process.
Advantages :-
A) High-tech equipments can be used.
B) No problem of dust or dirt etc.
C) Better analysis can be possible.
Disadvantages :-
A) Material handling cost is high.
B) Chances of breaking etc.are more.
C) Direct feedback are not to be given to workers.
2) On Line Inspection/Process inspection :-
It is carried out while production is going on.
Advantages :-
A) Immediate feedback is given to workers.
B) Results of inspection are quick.
C) Cost of inspection is less.
D) No material handling is required.
E) Generally followed for 100% inspection.
Disadvantages :-
A) It may disturb the operator.
B) High precise equipments can not be used.
C) Effect of vibration or dirt etc.can problematic.
3) On-line post process inspection :-
It can be also called as final inspection. At the end of
assembly, such inspection can be provided.
Advantages :-
A) Defective jobs are restricted in shop only.
B) Testing is done and errors can be detected.
C) SQC methods can be used.
4. Final inspection – Indicates inspection of jobs / assemblies when they
are ready in all respects, before dispatch / delivery to next customers.
5. Raw material inspection – once the process of manufacturing is
planned, the first physical step is to decide raw material. It is expected that
it is to be inspected before start f production, as it works as base f good
quality output.
6. Tool & gauge inspection – Various tools & gauges are also used during
manufacturing process. These will get damaged or settings mat get changed
during their uses. They are also need inspection and calibration.
Role of Quality control inspector / supervisor
1. To inspect raw material.
2. To inspect semi-finished raw material.
3. To inspect in-process jobs.
4. To verify instruments used.
5. To calibrate equipment's.
6. T select equipment's as per need of process.
7. To go for final inspection.
8. To use quality control tools.
9. To use control charts as per product specification.
10. To finalize quality specifications.
11. To rework on defective jobs.
12. To identify defects.
13. To analyze causes of defects.
14. To select sampling plan and execute same.
15. T prepare reports and submit.
Sr. In Process Inspection Centralized Inspection
No.
01 Inspection is carried out while process is going on. After manufacturing, job is carried out for inspection.
02 General instrument or gauges are used. Special instruments can be used.
03 Carried out at shop floor. Carried out in laboratory.
04 No need of material handling. Material handling may be required.
05 Failure cost is less. Internal failure may be more.
06 Immediate feedback is given for correction in Such things may not possible.
process.
Sr. No. Inspection Quality Control
01 It is a part of quality control. It is a broad term, it involves inspection at particular

stages but more inspection does not mean quality
control
02 It is an act of checking components at various It is an effective system for integrating quality
stages in manufacturing and sorting out the development,, quality maintenance and quality
defective items from good items. improvement.
03 It uses precision measuring instruments such It uses devices such as control charts, acceptance
as vernier, profile projector., etc. sampling, process capability study, field complaints,
etc.
04 It is concerned with quality of part production It is concerned with quality of future production
to judge conformance and sorting out
defective items from good items.
05 It is mainly the responsibility of the inspectors. Everybody working in an organization is responsible
for quality of products produced.
Sr. No. Attributes Inspection Variables Inspection
01 It involves use of Go No-Go gauges, cost is less. Measurement is carried out by instrument, it is
costly.
02 No calculations involves. It involves some calculations.
03 Regular items of mass production are tested. Items which are costly are tested.
04 It does not furnish any other information than It will give accurate values of readings and
accepted or rejected. other information.
05 Many characteristics can be considered at a time Only one characteristic is to be measured at a
to classify an item as defective or non defective. time.
06 Inspective is subjective. Inspective is objective.
07 Less complicated. More complicated.
08 Needs less time, faster work. Needs more time and speed is limited.
09 Unskilled workers can inspect. Skilled workers are needed only.

Unit No. 04 - Quality Control and Inspection

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Unit No. 04 - Quality Control and Inspection

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QUALITY CONTROL &

• Quality is defined as the degree of excellence which a thing

Process Inspection Standard (Goal)

Quality = Quality of Quality of Mfg. Quality of

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Present Prepare Plan of Select

CAUSE AND EFFECT DIAGRAM

#Education with values PDCA Engineering

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Cell Interval Cell Boundaries Mid Points

Sr. Boundaries Frequency Cumulative Frequency

02 General instrument or gauges are used. Special instruments can be used.

03 Carried out at shop floor. Carried out in laboratory.

04 No need of material handling. Material handling may be required.

05 Failure cost is less. Internal failure may be more.

01 It is a part of quality control. It is a broad term, it involves inspection at particular

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