Chapter8Quality

ManagementUnit

1QualityStandards

andQualityControlUnit2QualityManagementand

QualityCostUnit

1QualityStandardsand

Quality

Control□

1.Definitions

ofQuality□

2.Quality

in

Manufacturing□3.Quality

in

Service□4.ISO

9000

Series

Standards□5.Rules

of

Certification

to

QMS□

6.Steps

ofCertificationto

QMSUnit

1QualityStandardsand

Quality

Control□

7.Statistic

Quality

Control□

8.DefinitionofSix

SigmaMethodology□9.KeyElementsofSix

SigmaMethodology□

10.Six

SigmainBusiness□11.Six

SigmainEngineering

□12.Quality

Control

Tools1.DefinitionsofQuality□Theformaldefinitionof

quality,standardized

by

the

American

NationalStandards

Institute

(ANSI)andthe

American

SocietyforQuality

Control(ASQC)in

1978

is

"the

totality

offeatures

and

characteristics

of

a

product

orservice

that

bears

on

its

ability

to

satisfy

given

needs."□

Completequalityincludesthe2aspects:Fitness

foruseandconformanceto

specifications.2.Quality

in

Manufacturing□

In

manufacturing,quality

is

an

importantcomponentofallfunctions.□

Product

designers

must

take

care

toneither

overengineer(resulting

ininefficient

use

of

a

firm's

resources)norunderengineer

products(resulting

in

poorquality).3.Qualityin

ServiceThemostimportantdimensionsofservicequality:□

Time□

Timelines□

Completeness□

Courtesy□

Consistency□Accessibilityandconvenience□

Accuracy□Responsiveness4.ISO9000SeriesStandards□

TheISO9000

seriesof

qualitymanagementstandardswasdevelopedby

theISO

tosetinternationalrequirements

forqualitymanagementsystemsin

1979.□The

seriescontainsfoursystemstandards

of

varyingcomplexityandcompleteness

andthey

are:

ISO9001,ISO9002,ISO9003andISO9004.5.RulesofCertificationtoQMS□Certificationofa

QualityManagementSystem(QMS)to

the

generic

ISO9001:2000

standard

can

improve

the

ability

to

meetstrategic

objectives.The

following

rulesshouldbeobeyed:Makesureyoubegintheprocesswiththeright

attitude.Have

a

complete

understanding

ofthe

concept

set

forth

in

the

standard,and

use

the

standard

as

a

guidetemplatetodefineyourmanagementsystem.5.RulesofCertificationtoQMSKnow

what

application

and

implications

ofthestandardwillmeantoyour

company.Use

the

standard

as

a

tool

for

improvement.

Haveanunderstandingoftherisksandprocessesthataffectyourorganization'sability

to

realize

its

businessstrategy.Select

your

partner

(certification

body/registrar)carefully.6.StepsofCertificationtoQMS□

Obtaina

standard□Reviewliteratureandsoftware□Assembleateamanddefineyour

strategy□Determinetrainingneeds□Reviewconsultantoptions□Developamanagementsystemsmanual□

Developprocedures□Implementyourmanagementsystem□Considerapre-assessment□Selectacertificationbody/registrar7.StatisticQualityControl□Qualitycontrolinvolvesmakingaseries

of

planned

measurements

in

order

todetermineif

quality

standardsarebeingmet.□Qualitycontrol

activitymay

be

requiredat

timesor

in

places

where

supervisionand

control

personnel

are

not

present.8.Definition

of

SixSigma

Methodology□

SixSigmastands

for

Six

Standard

Deviationsfrom

mean.Six

Sigma

methodology

providesthe

techniques

and

tools

to

improve

thecapability

and

reduce

the

defects

in

any

process.□

Six

SigmausesamethodologyknownasDMAIC(Define

opportunities,Measureperformance,

Analyzeopportunity,Improveperformance,

Control

performance)9.Key

Elements

of

Six

Sigma

MethodologyThe

key

elements

of

Six

Sigma

are:□

Customer

Satisfaction□DefiningProcesses□DefiningMetricsandMeasuresforProcesses□Using

andUnderstandingDataand

Systems□

Setting

Goals

for

Improvement□TeamBuildingandInvolvingEmployees10.SixSigmain

BusinessBusinessesinvariousindustrysegmentssuch

as

Services

industry(Example:CallCenters,Insurance,Financial/InvestmentServices),E-commerce

industry,Educationcandefinitelyuse

Six

Sigmaprinciplestoachievehigher

quality.11.SixSigmainEngineering□A

Six

Sigma

Engineer

develops

efficientand

cost

effective

processes

to

improve

thequality

and

reduce

the

number

of

defectsper

million

parts

in

aManufacturing/Production

environment.□SixSigmaEngineers

determine

and

finetune

manufacturing

process.1.Missing

RingⅡ22.Print

Quality233.Misplace

PrintII44.Rough

EdgeⅢ35.Type

ErrorIIII66.Excess

FlashIIII!I137.Late

ShipmentIIII68.Bad

CountIIII412.QualityControlTools-ChecksheetsSampleChecksheetsDefectType

Totals1.AssemblyⅡ22.Print

Qualitylll133.Print

DetailII44.Edge

Flaw225.CosmeticIII5Figure8.1ChecksheetsCustomer

Complaints

Totals12.Quality

Control

Tools-Pareto

Chart%Defects50%Defect

TypeEdge

Print

Cosmetic

Print

AssemblyFlaw

Quality

DetailFigure

8.2

Pareto

Chart12.QualityControlTools-FlowchartMatl.StorageDockEndFigure8.3PlasticTagProductionFlowchartAddColoring

to

PlasticEngrave

TagsFeed

Plastic

into

MoldCcustomize×Mold

TagsStampTagsLoadontoConveyorTrimTagsAssemble

Tags-Package

TagsNoMethodsMixingSpeedBase

SpecsColor

Matl.MaterialsSupervisionBaseVariationTrainingMoraleOperators12.QualityControlTools-C/EDiagramMachinesTrimmingMoldingStampingFigure

8.4

Cause

and

Effect

Diagram

for

Edge

FlawsEdgeFlawsPre-cure

Period12.QualityControlTools-HistogramsFrequency

Histogram2328

33

38

4348CuretimeFigure

8.5

Histograms0.1.08-

.06

.04-

.02-%24

2836404412.QualityControlTools-ScatterDiagramScatterplotofDefectsvsCuretimeCuretimeFigure8.6ScatterDiagramDefects12.QualityControlTools-ControlChart×-barRFigure8.7ControlChartfor

StatisticalProcessUpperControlLimit:34.72713.535LowerControlLimit:26.0790.000CentralLine:X-bar

30.4035.931X-bar/RUnit2QualityManagementand

Quality

Cost□1.Definition

of

TQM□

2.Principles

of

TQM□3.The

Concept

of

ContinuousImprovementbyTQM□

4.Two

Implementation

Approaches

ofTQM□5.DefinitionandContentsofQualityCostsUnit2QualityManagementand

Quality

Cost□

6.Development

of

Quality

Costs□

7.Dark

Side

ofQuality

Cost

Analysis

□8.Quality

System

Inspection

Technique□

9.QSIT

Principles1.Definition

ofTQM□

TotalQualityManagement(TQM)is

amanagementphilosophy

that

seeks

to

integrateall

organizationalfunctions(marketing,finance,

design,engineering,and

production,customerservice,etc.)to

focus

on

meeting

customer

needsand

organizational

objectives.□TQMisa

methodbywhichmanagement

and

employees

can

become

involved

in

thecontinuous

improvement

of

the

production

ofgoods

and

services.2.PrinciplesofTQMThe

key

principles

of

TQM

are

as

following:□ManagementCommitment□Employee

Empowerment□FactBasedDecisionMaking□ContinuousImprovement□CustomerFocus3.TheConceptofContinuousImprovementbyTQM□TQMis

mainly

concerned

with

continuousimprovement

in

all

work,from

high

levelstrategic

planning

and

decision-making,todetailed

execution

of

work

elements

on

theshop

floor.□Continuous

improvementmust

deal

not

only

with

improving

results,but

moreimportantly

with

improving

capabilities

toproduce

better

results

in

the

future.4.TwoImplementationApproachesofTQM□

Apreliminarystepin

TQMimplementation

is

to

assess

theorganization's

current

reality.□

Anorganizationshouldbebasically

healthy

before

beginning

TQM.>Traditional

Management

ApproachIntegratedManagementApproach5.

DefinitionandContentsofQualityCosts□Quality

costs

are

the

costs

associated

withpreventing,finding,and

correcting

defectivework.□

Oneof

thekey

functions

ofa

QualityEngineer

isthereductionof

thetotalcost

ofqualityassociatedwithaproduct.□

Quality

Cost

is

generally

divided

into:>

Costsof

Control(including

PreventioncostsandAppraisal

costs)>

Costsof

Failureof

Control(includingInternal

defectcostsand

Externaldefectcosts).6.DevelopmentofQualityCosts□

In

the1960s,IBM

expanded

the

concept

to

fulfill

its

own

needs

andused

the

name

"Poor-QualityCost

(PQC)".□Duringthe1970s,IBM'sPoor-QualityCost

system

included

Direct

poor-quality

cost

and

Indirect

poor-quality

cost.□

In1994,lost-opportunitycostwasaddedas

a

new

element

ofindirect

poor-qualitycost.7.DarkSideofQualityCostAnalysis□Quality

Cost

Analysis

looks

at

the

company'scosts,notthe

customer's

costs.Themanufacturer

and

seller

are

definitely

not

theonly

people

who

suffer

quality-related

costs.The

customer

suffers

quality-related

costs

too.□The

external

failure

costs

are

borne

bycustomers,ratherthanbythecompany.□The

problem