presentation of quality control

Overview of Total Quality Management (TQM)

Total Quality Management - By DoMS, IIT Madras

Reviewed by Gaurav Dutta 32

Total Quality Management

Introduction

• What is quality?

Dictionary has many definitions: “Essential characteristic,” “Superior,” etc.

Some definitions that have gained wide acceptance in various organizations: “ Quality is customer satisfaction ,” “ Quality is Fitness for Use .”

• The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) define quality as:

“ The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. ”

• What is TQM?

A comprehensive, organization-wide effort to improve the quality of products and services, applicable to all organizations.

• What is a customer?

Anyone who is impacted by the product or process delivered by an organization.

External customer : The end user as well as intermediate processors. Other external customers may not be purchasers but may have some connection with the product.

Internal customer : Other divisions of the company that receive the processed product.

• What is a product?

The output of the process carried out by the organization. It may be goods (e.g. automobiles, missile), software (e.g. a computer code, a report) or service (e.g. banking, insurance)

• How is customer satisfaction achieved?

Two dimensions: Product features and Freedom from deficiencies.

• Product features – Refers to quality of design .

Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use, Esthetics etc.

Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.

• Freedom from deficiencies – Refers to quality of conformance .

Higher conformance means fewer complaints and increased customer satisfaction.

Why Quality?

Reasons for quality becoming a cardinal priority for most organizations:

• Competition – Today’s market demand high quality products at low cost. Having `high quality’ reputation is not enough! Internal cost of maintaining the reputation should be less.

• Changing customer – The new customer is not only commanding priority based on volume but is more demanding about the “quality system.”

• Changing product mix – The shift from low volume, high price to high volume, low price have resulted in a need to reduce the internal cost of poor quality.

• Product complexity – As systems have become more complex, the reliability requirements for suppliers of components have become more stringent.

• Higher levels of customer satisfaction – Higher customers expectations are getting spawned by increasing competition.

Relatively simpler approaches to quality viz. product inspection for quality control and incorporation of internal cost of poor quality into the selling price, might not work for today’s complex market environment.

Quality perspectives

Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:

1. Perfection

2. Consistency

3. Eliminating waste

4. Speed of delivery

5. Compliance with policies and procedures

6. Doing it right the first time

7. Delighting or pleasing customers

8. Total customer satisfaction and service

Judgmental perspective

• “goodness of a product.”

• Shewhart’s transcendental definition of quality – “absolute and universally recognizable, a mark of uncompromising standards and high achievement.”

• Examples of products attributing to this image: Rolex watches, Lexus cars.

Product-based perspective

• “function of a specific, measurable variable and that differences in quality reflect differences in quantity of some product attributes.”

• Example: Quality and price perceived relationship.

User-based perspective

• “fitness for intended use.”

• Individuals have different needs and wants, and hence different quality standards.

• Example – Nissan offering ‘dud’ models in US markets under the brand name Datson which the US customer didn’t prefer.

Value-based perspective

• “quality product is the one that is as useful as competing products and is sold at a lesser price.”

• US auto market – Incentives offered by the Big Three are perceived to be compensation for lower quality.

Manufacturing-based perspective

• “the desirable outcome of a engineering and manufacturing practice, or conformance to specification.”

• Engineering specifications are the key!

• Example: Coca-cola – “quality is about manufacturing a product that people can depend on every time they reach for it.”

Quality levels

At organizational level , we need to ask following questions:

• Which products and services meet your expectations?

• Which products and services you need that you are not currently receiving?

At process level , we need to ask:

• What products and services are most important to the external customer?

• What processes produce those products and services?

• What are the key inputs to those processes?

• Which processes have most significant effects on the organization’s performance standards?

At the individual job level , we should ask:

• What is required by the customer?

• How can the requirements be measured?

• What is the specific standard for each measure?

History of quality management

…To know the future, know the past!

• Before Industrial Revolution, skilled craftsmen served both as manufacturers and inspectors, building quality into their products through their considerable pride in their workmanship .

• Industrial Revolution changed this basic concept to interchangeable parts . Likes of Thomas Jefferson and F. W. Taylor (“scientific management” fame) emphasized on production efficiency and decomposed jobs into smaller work tasks. Holistic nature of manufacturing rejected!

• Statistical approaches to quality control started at Western Electric with the separation of inspection division. Pioneers like Walter Shewhart, George Edwards, W. Edwards Deming and Joseph M. Juran were all employees of Western Electric.

• After World War II, under General MacArthur's Japan rebuilding plan, Deming and Juran went to Japan.

• Deming and Juran introduced statistical quality control theory to Japanese industry.

• The difference between approaches to quality in USA and Japan: Deming and Juran were able to convince the top managers the importance of quality .

• Next 20 odd years, when top managers in USA focused on marketing, production quantity and financial performance, Japanese managers improved quality at an unprecedented rate.

• Market started preferring Japanese products and American companies suffered immensely.

• America woke up to the quality revolution in early 1980s. Ford Motor Company consulted Dr. Deming to help transform its operations.

(By then, 80-year-old Deming was virtually unknown in USA. Whereas Japanese government had instituted The Deming Prize for Quality in 1950.)

• Managers started to realize that “quality of management” is more important than “management of quality.” Birth of the term Total Quality Management (TQM) .

• TQM – Integration of quality principles into organization’s management systems .

• Early 1990s: Quality management principles started finding their way in service industry . FedEx, The Ritz-Carton Hotel Company were the quality leaders.

• TQM recognized worldwide : Countries like Korea, India, Spain and Brazil are mounting efforts to increase quality awareness.

• The Deming Philosophy

Definition of quality, “A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market.”

Improve Quality

Decrease cost because of less rework,fewer mistakes

Productivity improves

capture the market with better quality and reduced costs

Stay in business

Long term competitive strength

The Deming philosophy

14 points for management:

1. Create and publish to all employees a statement of the aims and purposes of the company. The management must demonstrate their commitment to this statement.

2. Learn the new philosophy.

3. Understand the purpose of inspection – to reduce the cost and improve the processes.

4. End the practice of awarding business on the basis of price tag alone.

5. Improve constantly and forever the system of production and service.

6. Institute training

7. Teach and institute leadership .

8. Drive out fear. Create an environment of innovation .

9. Optimize the team efforts towards the aims and purposes of the company.

10. Eliminate exhortations for the workforce.

11. Eliminate numerical quotas for production.

12. Remove the barriers that rob pride of workmanship .

13. Encourage learning and self-improvement .

14. Take action to accomplish the transformation.

• “A System of Profound Knowledge”

1. Appreciation for a system - A system is a set of functions or activities within an organization that work together to achieve organizational goals. Management’s job is to optimize the system . (not parts of system, but the whole!). System requires co-operation .

2. Psychology – The designers and implementers of decisions are people . Hence understanding their psychology is important.

3. Understanding process variation – A production process contains many sources of variation. Reduction in variation improves quality . Two types of variations- common causes and special causes . Focus on the special causes. Common causes can be reduced only by change of technology.

4. Theory of knowledge – Management decisions should be driven by facts, data and justifiable theories . Don’t follow the managements fads!

The Juran philosophy

• Pursue quality on two levels:

1. The mission of the firm as a whole is to achieve high product quality .

2. The mission of each individual department is to achieve high production quality .

• Quality should be talked about in a language senior management understands: money (cost of poor quality) .

• At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods.

Quality Trilogy –

1. Quality planning : Process of preparing to meet quality goals. Involves understanding customer needs and developing product features.

2. Quality control : Process of meeting quality goals during operations. Control parameters. Measuring the deviation and taking action.

3. Quality improvement : Process for breaking through to unprecedented levels of performance. Identify areas of improvement and get the right people to bring about the change.

The Crosby philosophy

Absolute’s of Management

• Quality means conformance to requirements not elegance.

• There is no such thing as quality problem .

• There is no such thing as economics of quality: it is always cheaper to do the job right the first time .

• The only performance measurement is the cost of quality : the cost of non-conformance.

Basic Elements of Improvement

• Determination (commitment by the top management)

• Education (of the employees towards Zero Defects (ZD))

• Implementation (of the organizational processes towards ZD)

TQM for Middle Management

Process Management

Statistical Process Control (SPC)

Process management

• Planning and administering the activities necessary to achieve high quality in business processes ; and also identifying opportunities for improving quality and operational performance – ultimately, customer satisfaction .

• Process simplification reduces opportunities for errors and rework.

• Processes are of two types – value-added processes and support processes.

• Value-added processes – those essential for running the business and achieving and maintaining competitive advantage. (Design process, Production/Delivery process)

• Support processes – Those that are important to an organization’s value-creation processes, employees and daily operations.

• Value creation processes are driven by external customer needs while support processes are driven by internal needs.

• To apply the techniques of process management, a process must be repeatable and measurable .

• Process owners are responsible for process performance and should have authority to manage the process. Owners could range from high-level executive to workers who run a cell.

• Assigning owners ensures accountability .

Process control

• Control is the activity of ensuring the conformance to the requirements and taking corrective action when necessary.

• Two reasons for controlling the process

1. Process control methods are the basis of effective daily management of processes .

2. Long-term improvements can not be made to a process unless the process is first brought under control.

• Short-term corrective action should be taken by the process owners. Long-term remedial action should be the responsibility of the management.

Effective quality control systems include

1. Documented procedures for all key processes

2. A clear understanding of the appropriate equipment and working environment

3. Methods of monitoring and controlling critical quality characteristics

4. Approval processes for equipment

5. Criteria for workmanship: written standards, samples etc.

6. Maintenance activities

Process improvement

• Customer loyalty is driven by delivered value.

• Delivered value is created by business processes.

• Sustained success in competitive markets require a business to continuously improve delivered value.

• To continuously improve value creation ability, a business must continuously improve its value creation processes.

• Continuous process improvement is an old management concept dating back to 1895. However, those approaches were mainly productivity related .

• More recently (1951) Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement!

Process improvement: Kaizen

• Japanese for gradual and orderly continuous improvement over a long period of time with minimum financial investment, and with participation by everyone in the organization .

• Improvement in all areas of business serves to enhance quality of the firm.

• Three things required for successful kaizen program: operating practices, total involvement, and training.

• Operating practices expose opportunities for improvement. JIT reveals waste and inefficiency as well as poor quality.

• Every employee strives for improvement. Top management views improvement as part of strategy and supports it. Middle management can implement top management’s improvement goals by establishing, maintaining, and upgrading operating standards. Workers can engage through suggestions, small group activity.

• Middle management can help create conducive environment for improvement by improving cooperation amongst departments , and by making employees conscious of their responsibilities for improvement.

• Supervisors can direct their attention more on improvement than supervision, which will facilitate communication.

Kaizen: Implementation

• The Deming cycle : Originally developed by Walter Shewart, but renamed in 1950s because Deming promoted it extensively.

• Plan – Study the current system; identifying problems; testing theories of causes; and developing solutions.

• Do – Plan is implemented on a trial basis. Data collected and documented.

• Study – Determine whether the trial plan is working correctly by evaluating the results.

• Act – Improvements are standardized and final plan is implemented.

• Variation of PDSA cycle: FADE – Focus, Analyze, Develop, Execute cycle !

Juran’s breakthrough sequence:

1. Proof of the need

2. Project identification

3. Organization for breakthrough – two paths identified: symptom to cause (diagnostic) and cause to remedy (remedial) paths.

4. Diagnostic journey

5. Remedial journey

6. Holding the gains.

Process improvement tools

Seven QC Tools

1. Flow charts

2. Check sheets

3. Histograms

4. Pareto diagrams

5. Cause-and-effect diagrams

6. Scatter diagrams

7. Control charts

TQM for the Workforce

Kaizen teams

Quality Circles

Quality circles

• Teams of workers and supervisors that meet regularly to address work-related problems involving quality and productivity.

• Developed by Kaoru Ishikawa at University of Tokyo.

• Became immediately popular in Japan as well as USA.

• Lockheed Missiles and Space Division was the leader in implementing Quality circles in USA in 1973 (after their visit to Japan to study the same).

• Typically small day-to-day problems are given to quality circles. Since workers are most familiar with the routine tasks, they are asked to identify, analyze and solve quality problems in the routine processes.

Additional process improvement tools

Kaizen blitz

• An intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short period of time.

• Short time “burst” rather than long range simmer- hence the name.

• Blitz teams usually comprise of employees from all areas involved in the process who understand it and can implement the changes on the spot .

Poka-Yoke (Mistake proofing)

• Approach for mistake-proofing processes using automatic devises or methods to avoid simple human error.

• Developed and refined in the 1960s by the late Shigeo Shingo, a Japanese manufacturing engineer who developed the Toyota production system.

• Focused on two aspects:

1. Prediction – Recognizing that a defect is about to occur and provide a warning.

2. Detection – Recognizing that a defect has occurred and stop the process.

TQM for Top Management

Strategic Quality Management (SQM)

Competitive Advantage

SQM: Hoshin planning

• Hoshin kanri : Japanese for management cycle build around Plan, Do, Check, Act. Elements of this cycle include –

ü Quality policies

ü Quality goals

ü Deployment of goals

ü Plans to meet goals

ü Organizational structure

ü Resources

ü Measurement feedback

ü Review of progress

SQM: Vision/Mission statement

• Developed by taking everyone in confidence. Guide for the Quality journey . Ties quality to overall business goals.

• Vision Statement : Collection of quality policies. A vision statement outlines what a company wants to be. It focuses on tomorrow; it is inspirational ; it provides clear decision-making criteria ; and it is timeless . A vision needs to address three areas: people, culture (or values) and product or service .

• Mission statement : A mission statement outlines what the company is now. It focuses on today ; it identifies the customers; it identifies the critical processes; and it states the level of performance .

• It has been said that a vision is something to be pursued , while a mission is something to be accomplished .

• Mission is what you do best every day, and vision is what the future looks like because you do that mission so exceedingly well.

• For vision – Think leading with inspiration and courage, obsessed with future possibility.

• For mission – Think managing with greatness and untamed strength, improving everything daily.

• Famous vision statement – “ By the end of the decade, we will put a man on the moon. ” JFK.

• Famous mission statement – “ CRUSH REEBOK. ” Nike

SQM: Quality policies

• Prepared to provide guidelines for planning the overall quality program; and defining the action to be taken in situation for which personnel had requested guidelines.

• Policies state: a) a principle to be followed; b) what is to be done .

• Examples of quality policy – For a computer manufacturer: “In selecting suppliers, decision makers are responsible for choosing the best source even if this means internal sources are not selected.”

SQM: Deploying quality goals

• A goal (or objective) is a statement of the desired result to be achieved within a specified period – an aimed-at target .

• These goals then become basis for detailed planning of activities.

• Tactical goals are short range (up to 1 year), whereas strategic goals are long range (say, 5 years).

• Examples of corporate quality goals – For a health product company, the quality goals over the next year could be: “The average leakage rate for …. product shall be reduced to …”

• Note that quality goal statements include quantified data .

Typically Pareto analysis is used to develop the quality goals

Broad goals don’t lead to results. First they have to be deployed as follows:

• Division and subdivision of the goal until specific deeds to be done are identified.

• Allocation of responsibility of doing these deeds.

• Provision for the needed resource.

SQM: Caveats

Reasons of failure of SQM could be

• Lack of leadership by upper management.

• Lack of infrastructure for quality.

• Failure to understand the skepticism about the “new quality program.”

• Management assumption that the exhortation approach will work.

• Failure to start small and learn from pilot programs.

• Reliance on specific techniques as the primary means.

• Underestimating the time and resource required.

Total Quality Management

What do you think of this template.

Product details

Total quality management is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.

Total quality management was developed by William Deming, a management consultant whose work had a great impact on Japanese manufacturing. While Total quality management shares much in common with the Six Sigma improvement process, it is not the same as Six Sigma. Total quality management focuses on ensuring that internal guidelines and process standards reduce errors, while Six Sigma looks to reduce defects.

The focus of the process is to improve the quality of an organization’s outputs, including goods and services, through continual improvement of internal practices. The standards set as part of the Total quality management approach can reflect both internal priorities and any industry standards currently in place.

Industry standards can be defined at multiple levels and may include adherence to various laws and regulations governing the operation of the particular business. Industry standards can also include the production of items to an understood norm, even if the norm is not backed by official regulations.

Total quality management is considered a customer-focused process and aims for continual improvement of business operations. It strives to ensure all associated employees work toward the common goals of improving product or service quality, as well as improving the procedures that are in place for production.

Inspire your company’s staff to be committed to high standards. Total Quality Management is a management framework based on the belief that a company can build long-term success by having all its members, from low-level workers to its highest-ranking executives. It focuses on quality improvement and thus delivering customer satisfaction.  This Total Quality Management template models all the facets of Total Quality Management.

The infographics in the first and second slides can be used to highlight different aspects of Total Quality management. Show hierarchy of the components of Total Quality Management with the pyramid in the third slide. The user can come to a good presentation close with the last slide as it summarizes what each alphabet in the TQM acronym really means. It is a fully editable and customizable TQM template for PowerPoint presentations. Users can change colors, texts, and icons to meet requirements.

This template can be used by quality managers when preparing instructions for improving product quality. You can describe in detail what actions need to be taken to improve quality control and what resources and time frame you will need for this.

Product managers can use this template when preparing a report on necessary changes to improve product quality. Marketers and salespeople can use the slides in this template to discuss the competitive advantages of your product and plan actions to improve the quality of the products they produce. Manufacturing managers can use the slides in this template when preparing guidelines for quality control and continuous improvement of work processes in the company.

Extensively used across all industries.  The Total Quality Template is great for presentation on management. Ideal for use by management professionals, quality auditors, quality assurance teams, quality controllers, strategic planners, business analysts,  project managers, etc… Give the best Total Quality Management presentation and impress your audiences on end with our Total Quality Management template for PowerPoint template.

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Introduction to Quality Control

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Quality Control

Mar 30, 2019

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Quality Control. The word ‘quality control’ comprises of two words i.e . ‘Quality’ & ‘Control’ Quality is the reflection of your commitment to your customer. It is the sum of various characteristics of the product such as : Shape Dimension Composition

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• uniform application
• product efficiency
• certain quality limits
• detecting deviations
• high scrapping rate
• danger signal

Presentation Transcript

The word ‘quality control’ comprises of two words i.e. • ‘Quality’ & ‘Control’ • Quality isthe reflection of your commitment to your customer. It is the sum of various characteristics of the product such as: • Shape • Dimension • Composition • Strength and durability • Finish and colour etc. Meaning of Quality Control

Control • It is theprocess of ensuring that everything happens in conformity of: • Plan adopted • Instructions issued and • Principles established • The aim is to detect any error or deviation from the set standards, take corrective actions and prevent recurrence. • It applies on everything- • Men • Things • Actions

“Quality control means the recognition and removal of identifiable causes and defects and variables from the set standards.” - J.A. Shubin “Quality control includes techniques and systems for the achievement of the required quality in the articles produced and for the elimination of the sub-standard goods” - Tome, Simen, and H.C.Gill Definitions

Establishing Quality Standards • Smooth Production Process • Detecting Deviations in Production Process • Ascertaining Reasons for Low Quality • Segregation of Defective Products Objects of Quality Control

Clear-cut standards should be fixed. • Responsibility for quality of product manufactured be fixed. • Routine checks on uniform application of measures. • Control should be applied at every stage. • Unanimity among workers and management • Maintaining proper records of quality. Principles of Quality Control System

Fixing Standards of Quality • Control over Raw Material • Control over Production Operations • Inspection of Machinery and Equipment • Promptness in Inspecting Quality • Quality Consciousness • Application of Statistical Methods of Quality Control How to Exercise Quality Control

Cost of Production • Requirements of Customers • Equipment and Tools Used • Utility of Product • Attitude of Workers • Scale of Operations Factors Affecting Quality Control

MEANING Quality control is a system of inspection ,analysis , and action applied to a manufacturing process so that, by inspecting a small portion of the product currently produced, an analysis of its quality can be made to determine what action is required on the operation in order to achieve and maintain the desired level of quality. - JOSEPH MANUEB According to Manueb , quality control is the system whereby it is determined by inspection whether the product conform to the quality standards or not.If the desired quality standard is not achieved then corrective action is also taken in this system.

FUNCTIONS OF QUALITY CONTROL DETERMINING STANDARDS: Every firm has its own requirements for quality standards. Neither high quality nor low quality is good for a firm’s product. Standards can be set up so that the requirements of the product can be discussed properly through quality control. KEEPING RECORD: All the records of various quality standards and inspection reports should be kept so that proper controls can be maintained and improved when required. DETERMINING SAMPLING LIMITS: Because its at times difficult for the firm to maintain the usual standard, thus, certain quality limits are fixed and goods complying to those limits are accepted and others are rejected. DEVELOPMENT OF BETTER QUALITY DEVICES: Through quality control, management gets to develop better quality control systems so that there is product efficiency and product economy.

ADVANTAGES OF QUALITY CONTROL PRODUCERS QUALITY CONTROL HELPS CONSUMERS

(i) Reductions in costs: Since only a fraction of output is inspected ,costs of inspection are greatly reduced. Also, it minimizes the wastage leading to better utilization of resources.(ii) Greater efficiency: Not only there is reduction in costs but the efficiency also goes up because much of the boredom is avoided, the work of inspection being considerably reduced.(iii) Easy to apply:An excellent feature of quality control is that it is easy to apply. Once the system is established, it can be operated by persons who have not had extensive specialized training or a highly mathematical background. It may appear difficult only because the statistical principle on which it is based is unrecognized or unknown, however, as these principles are actually based on common sense, the quality control method finds wide application.(iv) Early detection of faults: Quality control ensures an early detection of faults and hence a minimum waste of reject production. The moment a sample point falls outside the control limits, it is taken to be a danger signal and necessary corrective action is taken. On the other hand with 100 per cent inspection unwanted variations in quality may be detected at a stage when a large amount of faulty products have already been produced. Thus there would be a big wastage. Control chart, on the other hand provides a graphic picture of how the production is proceeding and to tell management where to look for trouble.

(v) Adherence to specifications: Quality control enables a process to be brought into and held in a state of statistical control, a state in which variability is the result of chance causes alone so long as a statistical control continues. Specifications can be accurately predicted for the future, which even 100 per cent inspection cannot guarantee. Consequently, it is possible to assess whether the production processes are capable of turning out precuts which will comply with the given set of specification.(vi) In certain cases 100% inspection cannot be carried out without destroying all the products inspected; for example, while testing breaking strength of chalks, proofing of ammunition, etc. in such cases if 100% inspection methods are followed then all the items inspected will be destroyed. Hence sampling must be resorted to . (vii) To determine the effect of change in process: With the help of control charts one can easily detect whether or not a change in the production process results in a significant change in quality.(viii) Statistical quality control ensures overall coordination. Statistical quality control provides a basis upon which the difference arising among the various interests in an organization can be resolved. In some instances. For example, production engineers may set specifications that are so tight that the operating staff cannot meet them economically and consequently there is an unnecessary high scrapping rate. In other instances the specifications may be too loose and product

quality will be sacrificed unnecessarily. In either type of case the control recurs provide a valuable lad in solving the problem of getting the standing information on plant capabilities and customer requirements must also be considered in relation to the quality and the sale value of the product. QC has a special role to play in a country like India because of the wide variations encountered in raw materials and in machines. The importance of applying SQC has become greater in our industries in the context of the need for earning foreign exchange by supplying quality goods to successfully compete in the world markets. In fact, one of the most serious problems faced by Indian business community is to supply quality products and services at competitive rates.It is heartening to note that the Government of India is conscious of the quality standard for different products .To the satisfaction of the customers Indian standards institute (ISI) Bahadur Shah ZafarMarg, New Delhi, set up by the Government of India is playing a very important role in maintaining quality standards in the country. After rigorous testing of the quality of the products, the institute grants ISI label to those products which come up to certain prescribed standards and a continuous watch is kept to see that these standards are adhered to and a continuous watch is kept to see that there is another label for standard quality products. Customers are becoming conscious and often insist on buying products bearing ISI or Agmark label. 

Some other advantages are: • Consumer satisfaction • Better industrial relations(cordial relations among employees) • Better methods of production • Increased sales • job satisfaction • Goodwill • Facilitates price fixation • Effective advertising

LIMITATIONS:Despite the great significance of quality control , ‘it should be remembered that it is not a panacea for all quality evils.’ They should be matched to the process being studied. The applications of standard procedures without adequate study of the process is extremely dangerous, and applied on a production process are only an information service, and as such used as part of a general quality awareness, they may only lead to a files with the manager in charge of the process and not with the statistician. The charts do not reduce the manger’s responsibility.

METHODS OF QUALITY CONTROL

INSPECTION Inspection is the most common method of attaining standardization, uniformity and quality of workmanship. It is the cost art of controlling the product quality after comparison with the established standards and specifications. It is the function of quality control. • If the said item does not fall within the zone of acceptability it will be rejected and corrective measure will be applied to see that the items in future conform to specified standards. • Inspection is an indispensable tool of modern manufacturing process. It helps to : = control quality, = reduces manufacturing costs, = eliminate scrap losses and assignable causes of defective work.

OBJECTIVES OF INSPECTION = To collect information regarding the performance of the product with established standards for the use of engineering production, purchasing and quality control etc. = To sort out poor quality of manufactured product and thus to maintain standards. = Detect source of weakness and failure in the finished products and thus check the work of designer. = To establish and increase the reputation by protecting customers from receiving poor quality products by having quality control techniques.

PURPOSE OF INSPECTION = To distinguish good lots from bad lots = To distinguish good pieces from bad pieces. = To determine if the process is changing. = To determine if the process is approaching the specification limits. = To rate quality of product. = To rate accuracy of inspectors. = To measure the precision of the measuring instrument. = To secure products – design information. = To measure process capability.

METHODS OF INSPECTION The inspection may be undertaken in any of the following ways : • Remedial and Preventive Inspection • Centralised and Floor Inspection

Remedial and Preventive Inspection: Inspection allows the separation of good quality products from those of low quality. The goods are compared with the standards set for them. • If the goods and services are according to the predecided standards then these are accepted and if theydo not confirm to the standards or do not fall within the prescribed limits then they are rejected. • This method of inspection is known as remedial inspection.

Preventive inspection, on the other hand is concerned mainly to avoid rejections in the future. • The causes of low quality are studied properly and then steps are taken so that this is avoided in future. • Preventive inspection is very useful because the causes of rejection are found and corrective measures are taken.

CENTRALISED AND FLOOR INSPECTION • Under centralised inspection system all the inspection work is centralised. All goods and materials are taken to Inspection department and then returned to the departments if they conform to the standards. • Thus, when materials, parts, products, components etc. are sent to the inspection department for inspection, it is called central inspection. It is so because inspection is carried out at one central place only.

Central inspection saves time of inspectors, because they don’t need to move out in various departments for their work, but they receive in the inspection department, what they have to inspect. They don’t have to wait for the jobs to inspect. Moreover, the inspectors can work freely without any pressure from the people, whose work they inspect. It makes possible the use of special inspection and testing machines and equipment. • The records of the rejected items and their scrap are also kept at the central place. The employing of less inspectors, will be required when the work is undertaken at a centralised place.

Floor inspection: Inspection at the job place is also used to resolve the problems It is known as floor or patrolling or roving or first piece inspection. • Here the inspectors move from one place to another place, or from one department to another department, or from one machine to another machine or from one process to another process etc. to inspect materials, parts, components, tools, equipment, products during the various stages of production and the finished goods. • They get the machines set right before production starts and also they catch defective work before a large quantity has been produced.

Corrective action is immediately taken to set the machines right. • This method ensures timely and prompt inspection and avoid delays. • Floor inspection keeps the quantity of scrap at the minimum because the inspector can locate the fault and suggest rectification. • It also create direct link between the inspectors and the work and this helps in proper communication between the two.

STATISTICAL QUALITY CONTROL (SQC) • Statistical quality control has assumed tremendous importance in industrial technology in recent past. Highly industrialised countries are making maximum use of this device. • Walter S. Schewhart and Harold F. Dodge of Bell laboratories U.S.A introduced SQC shortly after world war I.

This method is based upon the law of probability and may be described as the system for controlling the quality of production within specified limits. • The application f these techniques of manufacturing gained momentum during world war II. • The armed services in U.S.A. successfully applied these techniques in procurement divisions for establishing quality specification. • This technique makes use of statistical methods and principles which aim to assess not only the magnitude of “Chance Cause Variation” but also detect assignable cause variations.

Since assignable cause variations may be detected, it becomes easy for an individual undertaking to install statistical control at various stages in the production or manufacture of a product. • Before the introduction of SQC only inspection method was used to determine the quality of products. • Because inspection is possible only when production has already taken place only the quality may be determined. • When the goods are already produced then poor quality products will also mean loss.

In statistical quality control, the quality is checked at every level of production and necessary corrective measures may be taken at the earliest.

TOOLS OF STATISTICAL QUALITY CONTROL • These are two important tools of statistical quality control: • Quality Control Charts. • Acceptance sampling.

QUALITY CONTROL CHARTS • This is one of the important methods of SQC . A control chart is the graphic representation of expected variations in quality. There are two lines on each graph which indicate the tolerance limits within which the variations of quality will be permitted. In all production processes, we need to monitor the extent to which our products meet specifications. In the most general terms, there are two "enemies" of product quality: • deviations from target specifications • excessive variability around target specifications • During the earlier stages of developing the production process, designed experiments are often used to optimize these two quality characteristics; the methods provided in Quality Control are on-line or in-process quality control procedures to monitor an on-going production process.

Out line known as average line is drawn on chart. Two lines, one called upper control limit (UCL) and the other called low control limit, (LCL) are drawn above and below the average line respectively. A sample is selected from every lot. The actual measure merits of the sample are plotted on the chart. If analysis of the control chart indicates that the process is currently under control (i.e., is stable, with variation only coming from sources common to the process), or the dots remain within the two lines i.e., UCL and LCL then no corrections or changes to process control parameters are needed or desired . • In addition, data from the process can be used to predict the future performance of the process. • If the chart indicates that the monitored process is not in control (i.e., the dots fall outside the tolerance lines) analysis of the chart can help determine the sources of variation, as this will result in degraded process performance.[1]

If the sample is rejected then assignable cause is determined and immediate action is taken to improve the quality. • The causes of production process going out of control may be due to poor materials, negligence of machine operator or defects in machine. • A process that is stable but operating outside of desired limits (e.g., scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process.[2]

This will enables the manufacturer to take corrective measures. Control charts are excellent means of determining quality limits which allows immediate rectifying measures.

OUTLINE OF A CONTROL CHART 10 9 1 2 3 4 5 6 7 8 Quality scale Out of control UCL Average LCL Out of control Sample number

As per the information plotted in control chart, one dot is going beyond the upper control limit and one dot is going beyond the lower control limit which shows that the quality of the sample is not under control. • If all the dots are between UCL and LCL then the sample’s quality will be under control and variations from average line are only due to chance.

ACCEPTANCE SAMPLING • Acceptance sampling uses statistical sampling to determine whether to accept or reject a production lot of material. It has been a common quality controltechnique used in industry and particularly the military for contracts and procurement. It is usually done as products leave the factory, or in some cases even within the factory. Most often a producer supplies a consumer a number of items and decision to accept or reject the lot is made by determining the number of defective items in a sample from the lot. The lot is accepted if the number of defects falls below where the acceptance number or otherwise the lot is rejected.[1]

This is one of the important techniques of statistical quality control. This method is used to inspect quality just after the product is manufactured or are in the final stage of production. • A sample is taken from the manufactured products and quality of these products is inspected. • If the quality of sample conforms to the pre-determined standards then it is presumed that the quality of the whole lot is good. • This method is used on the presumption that the sample includes products of varying qualities from the lot and it represents the lot properly. • This method is also referred as ‘Sampling Inspection Plan’.

There is a probability that the sample may not have defective products but the lot may have or vice-versa . • The chances are that the sample is accepted but the quality of the lot is good. • To avoid this thing we can inspect more than one sample and then take a decision about the acceptance or rejection of a lot.

1) Acceptable Quality Level(AQL)i.e. the lowest percentage of defectives that the seller expects to supply and the buyer expects to receive, AQL involves producer’s risk or the risk that a lot with an acceptable quality will be rejected on the basis of a sample Lot percentage Tolerance Defective (LPTD)i.e. a limit at which the buyer, or consumer, wants to be quite certain that the lot will not be passed. a) On the other hand, LPTD involves consumers’ risk or the risk that a buyer takes in accepting a lot of the quality which does not conform to the accepted standards. There are two limiting levels of quality in an Acceptance Sampling Plan.

Role of Acceptance Sampling. Acceptance sampling is widely used due to the following reasons : • Acceptance sampling is much less expensive than 100 per cent inspection. • Acceptance sampling also gives good results as compared to 100 per cent inspection. It is generally agreed that 100% inspection will remove only between 85% to 95% of defective material while a very good 100% inspection will remove 99% of defective items. Moreover, 100% inspection involves fatigue also. Acceptance sampling will be much better in controlling quality. • Sometimes quality of a product is tested by destroying an item, as in determining the strength of glass containers. In such a case 100% inspection is not possible and acceptance sampling will have to be used.

4) In modern manufacturing concerns acceptance sampling is used for evaluating incoming raw materials, parts at various stages of manufacturing and final inspection of finished goods.

Advantages of statistical quality control Some of the important advantages of SQC are discussed as follows: • This method is based on inspecting a sample instead of the whole lot. This involves lesser cost of inspection and it reduces production costs too. • SQC results in increasing profits too. This method minimises rejections which means lesser cost. The rejected products increase cost of other products. So this method helps in increasing profits by keeping control on defective products. • It helps in simplifying quality control. The tolerance limits are decided and the products going beyond the tolerance limits are rejected. This method is scientific in nature and allows proper and simple quality control.

4) It helps in creating quality consciousness among employees. The quality of products is tested immediately after their production, so the employees remain conscious about quality. This helps in improving quality of products and rejections are greatly reduced. 5) This helps in improving the goodwill of products among consumers. If the consumers regularly get good quality products from a particular business house then the reputation of that concern is enhanced. The consumers will start patronising the products and will help the company in increasing sales.

6) It also helps in smooth and unrestricted production. The defects in products are detected at the earliest and this helps in taking corrective measures.

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10 Best Quality Assurance Templates For A Flawless Product Delivery

Malvika Varma

‘To err is human’ - but a few errors can cost a company a fortune. 

Failure of brake mechanisms in self-driving cars or a bug in banking software can cause severe damage to the company and the client. Loss due to litigation and unsatisfied regulatory bodies are a few of the financial losses that a company may have to face for not adhering to the quality standards. Also, the brand reputation built after years of service is also tarnished due to a defect or fault in the product. 

A sound quality assurance system can save the company from such consequences and provide a benchmark of trust to the client.

What is quality assurance (QA)?

Quality refers to the fitness of a product or service for users regarding design, durability, functionality, and price. Quality assurance is the declaration of ensuring the quality of the development process and the deliverables by preventing defects. 

It is a proactive approach to dismiss the defects before they come to the end-user. It includes systematic monitoring of different aspects of services or products. QA gives confidence to the customer that the product will function as per the expectations or requirements.

Note: Often used interchangeably, there is a difference between quality control and quality assurance. While quality control is concerned with the fulfillment of quality requirements, quality assurance keeps tabs on quality control methods to ensure its smooth functioning. 

Quality assurance ensures that quality is built-in from the production process rather than inspecting the quality of the finished product. Quality control focuses on identifying defects in a product, whereas quality assurance emphasizes preventing defects at every stage of the process.

Why is quality assurance required?

When done right, quality assurance makes the brand highly competitive in the market. Following are a few advantages of having a quality assurance mechanism in the company.

• Standardization of the process is achieved by the company as quality is maintained and repeated without any deviation.
• Optimization of resources and efforts is possible as defects are checked at each stage. The cost of reworking, replacing, and reselling the product is significantly reduced on practicing quality assurance. It also prevents any lawsuits against the company and, hence, saves money.
• It prevents corporate emergencies such as communication failure and system blackouts. Quality assurance practices minimize the scope of error.
• It boosts the customer’s confidence and gives a reason to continue using services in the future. It also offers a sense of safety while making a purchase decision. Thus, a company that provides quality assurance of its products and services is more likely to be bought. 
• Quality assurance promotes efficiency and productivity due to seamless integration and monitoring at each step and a high-performing team. 
• Enhanced user experience and client satisfaction are delivered as the product is checked at various stages. The possibility of a defect or bug is very low, which pleases the client. A happy client becomes a brand advocate fast.

10 best quality assurance templates to download

The zero-defect approach of quality assurance is a must for every company to excel and beat its competition. SlideTeam has curated the 10 best quality assurance templates to discuss the various aspects of maintaining high-standard products and services for the clients. Download these attention-grabbing templates and customize them as per your business demands.

Download Quality Assurance Template

Discuss the quality chart report and its trend chart with your team members by downloading this quality assurance template. Comprising 30 pre-designed PowerPoint slides, this complete deck is all you need to define the goals and objectives for attaining high-quality standards for your firm.

Download Quality Assurance Roadmap Template

Give a brief overview of the objectives of the quality assurance plan by introducing this roadmap template . Mention the details and the stipulated time of each task of the quality assurance process with the help of this ready-made template. 

Download Quality Assurance Activities And Processes Template

Quality assurance templates are a great tool to keep track of the activities and processes in a lucid manner. Download this professionally-designed template to discuss the principles of quality management and its advantages. Highlight the various aspects of quality assurance using this complete deck consisting of 61 customizable slides.

Download Quality Assurance Tools Template

Managers can explain the critical role of quality assurance in an enterprise and its advantages with the help of this complete deck. Demonstrate practical tools such as a Pareto chart and fishbone diagram to assess the standard of products using this template.

Download Quality Assurance Plan Analysis And Management Template

Conduct an in-depth analysis of quality management and assurance with your colleagues by incorporating this editable complete deck. Download this quality assurance template to showcase the evolution of quality management and its components in an elaborate manner.

Download Project Quality Assurance And Control Management Plan Template

Analyze the critical concerns of the company and the proposed solutions by downloading this quality assurance template. Emphasize the various quality assurance initiatives and the reporting plan for smooth implementation by introducing this comprehensively-researched PowerPoint template.

Download QA Strategy Assessment Template

Demonstrate the quality assurance strategies to your team by employing this ready-made complete deck. Mention the qualifying criteria of suppliers and the steps of execution using this quality assurance template.

Download Project Quality Assurance And Control Plan Template

Elucidate the quality standards and the plan to meet the requirements with the assistance of this well-researched quality assurance template. This complete deck covers a variety of topics such as quality assurance initiatives, reporting plans, checklists, and product quality issues in a detailed manner. Download this versatile template now.

Download Five Wheel Process For Quality Assurance Template

The significance of a flawless quality assurance system cannot be undermined for the success of a brand. Download this template to discuss the key features of quality assurance. Management students can employ this professionally-designed template for seminars and conferences. 

Template 10

Download Scope For Quality Assurance Program Template

Quality assurance is a concept that is useful in various fields such as process management. Showcase the scope of quality assurance by downloading this template. The high-quality icons used in this template instantly grab the attention of the audience. 

The quality of a product plays a huge role in getting a positive response from the market, and quality assurance helps in achieving it. Highlight quality assurance and its importance by employing our contemporary templates. These templates are all you need to meet the clients’ changing demands, keep up with their expectations without failure, showcase your skills, and become the leader in your niche.

P.S: Quality assurance is a distinct subset of quality management, which is crucial for long-term business growth. Check out our top picks for quality management templates in this blog .

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