QUALITY CONTRO L

It is a relative term, used with reference to the end use of the product.
The word Quality have variety of meanings:

Fitness of purpose Grade Degree of preference Degree of excellence Fulfillment of the promise

Quality of design

Quality

Quality of conformance

Quality of performance

 Concerned with the tightness of specification for the manufacture of

the product.
Factors controlling the quality of design:

Type of customers in the market Intended life, environmental conditions, reliability, importance of continuity of services. Profit considerations Special requirement of the product such as strength, fatigue resistance, life, etc. Economic considerations and feasibility.

 Concerned with how well the manufactured product conforms to quality

of design.
Important factors:

Adequate quality and proper maintenance of raw material, machines, tools, measuring instruments. Selection of proper process and there should be adequate process control during manufacturing. Operators should be well trained and experienced Proper care for shipment and storage of finished goods Properly planned inspection programme.

QUALITY OF PERFORMANCE
Concerned how well the manufactured product gives its performance.
It depends upon:Quality of Design Quality of Conformance.

 It is a systematic control of various factors that affect the quality of

the product like material, tools, labor, working conditions, etc.

The entire collection of activities which ensures that the operation

will produce the optimum quality of product at minimum cost.

As the tools, devices or skills through which qualities activities are

carried out.
Its a name of the department which devotes itself full time to quality

functions.
System, plan or method to solve quality problems.

 Give assurance the only good quality products are sent to the

customers.
Standardizations of products according to quality specifications.
Try to curtail the effective over all cost by controlling the process and

reducing waste and scraps.

To bring hidden costs (idleness) to picture.

To bring the concept of interchangeability in the products.

To rehabilitate the rejected products, if possible. Determine a way-out of manufacturing difficulties.

 It is a graphical representation of the collected information.

Information may be pertain to measured characteristics.

It detects the variation in processing and warns if there is any departure

from the specified tolerance limits.

In others words, control chart is:A device which specifies the state of statistical control A device for attaining statistical control, and A device to judge whether statistical control is attained or not.

Control chart for variables Control charts Control chart for attributes

X chart, R chart, O Chart P chart, nP chart, C chart and U chart

 X bar and R or X bar and Sigma charts are used in combination for the

control process. X bar chart shows the centering of the process i.e. it shows the average of the samples. R chart shows the uniformity or consistency of the process i.e. it shows the variations in the ranges of the samples. Sigma chart shows the variation in the process. Control charts are used to determine whether a given process can meet the existing specifications without a fundamental change in production process. To secure information to be used in establishing or changing production process. To secure information when it is necessary to widen the tolerance. To secure information to be used in establishing or changing inspection procedure or acceptance procedure or both. To provide the basis for current decisions on acceptance or rejection of manufactured or purchased part.

1)

Calculate the average X and range R for each sub group:X = X1+X2+X3+X4+X5/5

R = Highest Value Smallest Value

2) Calculate the grand average X and average range R . X = X / N ( X = Average of averages)

R = R/N
3) Calculation of 3 Sigma limits on control chart X chart. Upper control Limit X = X + 3 X

Lower control Limit X = X 3 X

where,
X = standard deviation of the averages = / n n = sample size = standard deviation of the universe

 Calculate 3 Sigma control limits for R Chart:-

UCL R = D4R or D2

LCL R = D3R or D1
Plot the X and R chart :X chart, the central line should be solid horizontal line. The upper and lower limits line should horizontal dotted lines at the computed values. In R chart central line will indicate R control limits will be shown by dotted horizontal lines at computed values

X-BAR AND R CONTROL CHARTS

 Control chart for the fraction defective is called as P chart.

Fraction Defective : Ratio of the number of defective articles in any

inspection to the total number of articles actually inspected.

Fraction defective is always expressed as a decimal fraction.

P-chart may be applied to quality characteristics.

Central Line for P chart, P = Number of defective articles/Total number of articles inspected. Control Limits for P chart are:-

 Record the date for each sub group on number inspected and numbers

defectives.
Compute p ( Fraction defective) for each subgroup.

p= Number of defective in subgroup = np/n Total number inspected in subgroup

Compute p, the average fraction defective.

p = Total number of defectives during a period

Total number inspected during period

Compute trial control limits.

Central line = p
Plot each point as obtained, plot trial control limits as soon as

calculated.

 If subgroup size is constant, the chart for actual number of defectives,

known as np chart is used.

When subgroup size is constant, np chart preferred over p chart:Saves one calculation for each subgroup, the division of number of defectives by sub grouping size to get fraction defective p. Some people may understand the np chart more readily.

Control limits:

p = np/n

 Applies to the number of defects in a sub-group of constant size.

C = Total number of defects/ Number of sub-groups

 When the subgroup size varies from sample to sample.

The control line of the u chart will however vary.

The larger the number of units in a sample, narrower the limits.

U= C/n= Number of defects in a sample/Number of units in a sample.

VARIABLE CHARTS 1. 2. 3. 4.
Examples: X, R , charts

ATTRIBUTES CHARTS
P, np, C, u charts

Type of data required:- Variables data ( Attribute data ( Using Go-No-Go gauges) Measured values of characteristics) Field of Applications: Control of individual Control of proportion of defectives or number characteristics of defects or number of defects per unit. Advantages:a). Provides maximum utilization of information available from data. b). Provides detail information on process average and variation for control of individual dimensions. Disadvantages:a). Not easily understood till training is not provided. b). Can cause confusion between control limits and specification limits. c). Cannot be used with go-on-go type gauge inspection. a). Data required are often already available from inspection records. b). Easily understood by all persons. As more easier den X bar and R charts. c). It provides over all picture of quality history. a). They do not provide detail information for control of individual characteristics. b). They do no recognize different degrees of defectiveness. ( weightage of defects).

5.

 If all the points in a chart lie within UCL and LCL , then the process

is said to be in control indicating presence of chance causes only.

If one or more points lie beyond UCL and LCL, then the process is

said to be out of control showing the presence of assignable caused and necessity of some remedial measures.
If points lie predominantly on one side of the central line then it

is not safe to derive any conclusion about the process control.

 In coming materials ( Attributes or variable charts)

For studying tool wear ( Variables charts)

Manufacture components like pistons, shafts, spindles, balls,

pins, holes, slots, etc. ( Variable charts)

Final assemblies like automobiles, televisions, etc. ( attributes

charts)
Bullets and shells ( attributes charts)

Defects in components made of glass ( attributes chart)

Range and complex products like bomber engine, turbines, etc.

( attributes charts).
Punch press works, forming, spot welding, etc. ( attributes charts)

 Its a process of evaluating a portion of the product/material in a

lot for the purpose of accepting or rejecting the lot as either conforming or not conforming to a quality specifications.
2 ways in which inspections is carried out:100 % inspection Sampling inspection

100 % inspection all the parts or products are subjected to inspection

Sampling inspection only a sample is drawn from the lot and

inspected, if the sample is good enough the lot is accepted otherwise entire lot is rejected.
Sampling inspection is more practical, quick and economical.

 The cost and time required for sampling inspection is quite less.
Problem of inspection fatigue which occurs in 100% inspection is

eliminated.
Smaller inspection staff is sufficient.

Less damage to the products as only few items are subjected to

handling during inspection.

The problem of monotony and inspector error are minimized.
The lot is disposed of in shorter time so that scheduling and delivery

are improved.
It exerts more effective pressure on quality improvement. Since, the

rejection of entire lot on the basis of sample.

 May not always represent the exact picture as only part is inspected.
Likelihood of making wrong decision in 2 ways :A really good lot may be rejected because of sample drawn may be bad. A really bad lot may be accepted because sample drawn may be good.

In the first case producer has to suffer the risk, associated risk is called

as producer risk.
In the latter case, consumer runs a risk of accepting bad lots, associated

risk is called as consumers risk.

Success of sampling scheme depends upon:

Randomness of samples. Sample size Quality characteristic to be tested. Acceptance criteria Lot size.

 For an attribute sampling plan is a graph of fraction defective in a lot

against the probability of acceptance.

For a fraction defective p in a submitted lot, the OC curve shows the

probability Pa that such a lot will be accepted by the sampling plan.

There are 3 parameters :N= Lot size from which the samples are drawn n= Sample size C = Acceptance number

Producers risk

Consumers risk

 Sampling plans may be grouped in 3 categories:Single sampling plans Double sampling plans Multiple sampling plans

In Single sampling plan 3 numbers are specified:N = lot size from which the sample is drawn n = sample size c = acceptance number

Eg. N = 50, n = 5, c = 1

Take a sample of 5 items from a lot of 50, if the sample contains more than 1 defective reject the lot, otherwise accept the lot.

Inspect the sample of n pieces

If the number of defectives

Does not exceed c

Exceed c

Accept the lot

Reject the lot

 Double sampling plan:The decision of acceptance or rejection of lot is based on 2 samples. A lot may be accepted at once if the first sample is good enough or rejected at once if the first sample is bad enough. If the first sample is neither good nor bad enough, the decision is based on the evidence of the first sample and second sample combined.

Parameters:-

n1= Number of pieces in the first sample

c1= acceptance number of the first sample n2 = number of pieces in the second sample

n1+ n2=

number of pieces in the two samples combined

c2= acceptance number for the 2 samples combined.

Inspect the n1 pieces

If the no. of defectives

Doesnt exceed C1

C1<def.<= C2

Exceeds C2

Accept the lot

Take second sample of n2 pieces

Reject the lot

No. of defectives in the first and second samples combined together ( n1 + n2)

Doesnt exceed C2

Exceeds C2

Accept the lot

Reject the lot

 Multiple Sampling Plan:It is generally used when three or more samples of stated size are permitted and when the decision on acceptance or rejection must be reached after a stated number of samples. Phrase sequential sampling is generally used when a decision is possible after each item is inspected and when there is no specified limit on total number of units to be inspected.

COMBINED SAMPLES Sample Sample size Size Acceptanc Rejection e number number
c1 c2 r1 r2

First Second

n1 n2

n1 n1+n2

Third
Fourth

n3
n4

n1+n2+n3
n1+ n2+n3+n4

c3
c4

r3
r4

Fifth

n5

n1+n2+n3+n4+n5

c5

r5

 Total quality control:Effective system of integrating quality maintenance and quality improvement efforts of the various groups in the organization, so as to enable production and services at the most economical levels, which allow full customers satisfaction. Stress on prevention of defects rather than setting it right by rectification. Total quality can be achieved only through total Employee Improvement.

Total quality function includes:

Development of product specifications based on needs of users and economical considerations. Interaction with product design Reliability and development testing Process capability studies Quality planning for control of production process Quality control for incoming material Vendor quality control and vendor development Interaction with service engineering Training of staff and customers Quality audit, etc.

COMPREHENSION

CONTINUANCE

COMMITMENT

CORRECTION

COMPETENCE

COMMUNICATION

 Challenges faced by business in todays time:Increase in product complexity and size of operations Stiff competition at national and international levels.

Survival of the fittest is the slogan now the company follow to stay

in business.
3 main pillars :Consumer awareness National and international legislations To strive for excellence and grow in business responsibility for product quality has shifted from operator to foreman to inspector to quality control deptt. and later on to Quality Management.

Can survive the fierce competition if it paid attention to plan, achieve,

maintain and improve quality constantly to meet new challenges.

Environmen tal concern

Customer satisfaction

National and internation al eco.

National and internation al legislations

Cost of manageme nt

Business

Interest of shareholder s National and internation al competition

Technical innovations

Staff expectation s

 TQM is an integrated organizational approach in delighting customers

(both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
TO DELIVER HIGHEST VALUE AT LOWEST COST is the main

objective of TQM
It was first released in Japan.
It is a organization wide quality focused culture.

It is a system approach to quality management and a journey to achieve

excellence in all aspects of organizations activity.

The launching of ISO : 9000 series standards is an attempt to help the

industrial organizations in adopting TQM

 Total - The responsibility for achieving Quality rests with everyone a

business no matter what their function. It recognises the necessity to develop processes across the business, that together lead to the reliable delivery of exact, agreed customer requirements. This will achieve the most competitive cost position and a higher return on investment.
Quality - The prime task of any business is to understand the needs of

the customer, then deliver the product or service at the agreed time, place and price, on every occasion. This will retain current customers, assist in acquiring new ones and lead to a subsequent increase in market share.
Management - Top management lead the drive to achieve quality for

customers, by communicating the business vision and values to all employees; ensuring the right business processes are in place; introducing and maintaining a continuous improvement culture.

 As per Prof. Leopald S. Vasin, TQM is the control of all

transformation processes of an organization to best satisfy customers needs in the most economical manner.
TQM is a management approach of organization, centered on quality,

based on the participation of all its members and aiming at long term success through customer satisfaction and benefits to the members of organization and society. (ISO : 8402/IS 13999)
As per Sashkin and Kiser, TQM may be defined as creating an

organizational culture committed to the continuous improvement of skills, teamwork, processes, product and service quality and customer satisfaction.
As per Atkinson,

As a strategic approach to produce the best product and services possible though constant innovation.

 Objective:- Continuous quality improvement at every stage, at every

place and at every level.

Approach:- management involvement and leadership, empowering

staff, team work and action research.

Scale:- every one working in the organization is involved including

suppliers and customers.

Standard :- Do it Right First Time Every Time.
Measure:- Customers satisfaction internal and external.

Philosophy:- Prevention of defects not detection and then correction

Tools:-

Commitment, participation, motivation, education and training, organization development, quality system.

 Customer Satisfaction (Internal and External):- TQM aims at

satisfying the customers requirement which never remain constant but keep on changing with the change in times, environmental circumstances, needs, fashions, standard of living, etc.
Suitability (Fitness for use)
Reliability ( It should give efficient and consistent performance) Durability, the life aspect of quality Safe and foolproof workability Maintainability

Aesthetic look
Good packaging Versatility ( Can serve number of purposes) Variety in products and services After sales service and support to customer

- Affordability - value of money spent by customers - Good image and customer confidence

Customer information and demonstration

Speed of service ( quick response time)

 Do it right first time:

TQM adopts the zero defect policy. Rigorous application of EPDCA approach i.e. Evaluate

Plan Do Check

Act

Continuous Improvement:

Organization has to cope up with the changing requirements of the customers. TQM strives for ever better quality, cost reduction to face competition and for the survival of the organization.

Employee Involvement:All employees working in the organization should be involved in TQM operation. Requires every member of the organization to accept quality as his major area of responsibility. A positive attitude towards customer and constant enhancement of quality must be ingrained in the minds of employees.

Empowering the Staff:Assist to accomplish optimal business results through team work. Empowerment occurs when employees are adequately trained, with relevant information and best possible tools and are fairly rewarded for best results. Result of empowerment, creativity, productivity, motivation, commitment and customer service.

 Bench Marking:Its the practice of identifying, studying and building upon the best practices in the industry or the world. Companies keeps on updating themselves regarding external environment to compare their process, products and services with best industry practices. Establish quality targets which enhances the competitive strength.

Feedback Mechanism:Customer feedback and employee feedback, to create customer oriented quality culture Provide an accurate evaluation of operations of the company, internal and external. Information can be collected through questionnaire surveys, interviews, use of focus groups and field complaints , suggestion systems etc.

 W.E. Deming, father of TQM, suggested PLAN-DO-CHECK-ACT cycle

for the implementation of the TQM in any organization.

Unique Advantages of TQM Benefits Company

A.

Customers

Staff

Advantages unique to TQM:a) b)

c)
d)

It makes the company a leader not the follower. Creates goal directed connection between customer, management and workers. Makes company more sensitive to customer needs. Makes company adopts more readily to change. Fewer problems with product or services. Better customer care. Greater satisfaction

B.

Benefits to Customers:a)

b)
c)

C. Benefits to the Company:a) b) c) d) e) f) g) h)

Better product quality Staff more motivated and quality conscious Product improvement Reduced quality costs. Increased market. Increased competitive position of the firm, improved profitability. Good public image Improved human relation and work area morale

D.

Benefits to Staff:a) b) c) d) e)

Empowerment Enhancement of job interest and security More training and improvement in skills More recognition Reduced employee grievances.