Unit No:-4

Introduction to Quality & Quality Tools

Define Quality?
Demings 14-point Management Philosophy
Deming's PDCA,PDSA cycle, Jurans Trilogy, Quality Statement ,Cost
of quality, Value of quality.
Seven Quality Tools:-
1. Check sheet
2.Histogram
3.Pareto Diagram
4. Scatter diagram
5.Flow chart
6.Control chart
7.Cause and Effect Diagram
Brain Storming, Quality Circle, Concurrent Engineering,Malcom
Baldridge National Quality Award
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Define Quality?

1.A distinguishing characteristic, property, or attribute.
2. The basic character or nature of something.
3. A trait or feature of personality.
4. Degree or standard of excellence.
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Demings Background
Phd in mathematics-1930
Sent by US govt. to Japan after WWII to advise on Japanese census-
1947
Main architect for introducing Total Quality into Japan-1951.
Awarded japans Order of the Sacred Treasure, Second Class-1961
Professor of mathematics till 1993 in Newyork Business School.
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Demings 14-point Management Philosophy
1.Create constancy of purpose for continual improvement of
products and services.
Create constancy of purpose for improvement of systems, products
and services, with the aim to become excellent, satisfy customers,
and provide jobs. Reduced defects and cost of development.


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Demings 14-point Management Philosophy
2. Adopt news philosophy.
Constantly and forever improve the system development
processes, to improve quality and productivity, and thus constantly
decrease the time and cost of systems. Improving quality is not a
one time effort.


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Demings 14-point Management Philosophy
3.Cease dependence on mass inspection.
Quality has to be designed and built in ,it cannot be inspected into it
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Demings 14-point Management Philosophy
4.End the practice of awarding business on price tag.
Move towards quality of product, reliability of delivery and
willingness to cooperate and improve. Build partnerships.
Minimize total cost. Move towards a single supplier for any one item
or service, making them a partner in a long-term relationship of
loyalty and trust.

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Demings 14-point Management Philosophy
5.Improvement is not confined to products and their direct
processes but to all supporting services and activities
Improvement is not one time effort. All functions in an organization
need to become quality conscious to deliver a quality product.
Use of PDCA or PDSA cycle


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Demings 14-point Management Philosophy
6.Institute training on the job.
Everyone must be trained, as knowledge is essential for improvement.
It enable the employee s to understand their responsibilities in meeting
customers need.

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Demings 14-point Management Philosophy
7.Institute leadership.
Supervision must change from chasing, to coaching and support. Train
the supervisor. It is mangers job to help their people and their systems
do a better job.
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Demings 14-point Management Philosophy
8.Drive out fear and encourage two-way communication.
Drive out fear, so that everyone may work effectively. Management
should be held responsible for the faults of the organization and
environment.

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Demings 14-point Management Philosophy
9.Remove barriers between departments.
Break down barriers between areas. People must work as a team.They
must foresee and prevent problems during systems development and
use.









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Demings 14-point Management Philosophy
10. Eliminate slogans aimed solely at work force.
Eliminate slogans, exhortations, and targets that ask for zero
defects, and new levels of productivity. Slogans do not build quality
systems.


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Demings 14-point Management Philosophy
11.Eliminate quotas and numerical targets
Eliminate numerical quotas and goals. Substitute it with leadership.
Quotas and goals (such as schedule) address numbers not quality
and methods.

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Demings 14-point Management Philosophy
12.Remove barriers that prevent employees having pride in
the work that they perform.
Too, often misguided supervisor, faulty equipment and defective
material stand in the way of good performance. Remove barriers to
pride of workmanship. The responsibility of project managers must
change from schedules to quality.

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Demings 14-point Management Philosophy
13.Encourage education and self-improvement for everyone.
Institute and vigorous program of education and self-improvement
for everyone. There must be a continuing commitment to training, It
can lead to motivated employees, updated knowledge, job loyalty.

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Demings 14-point Management Philosophy.
14.Take action to accomplish the transformation.
Publish top managements permanent commitment to continuous
improvement of quality and productivity.
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Deming's PDCA Cycle
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P- Opportunities for improvement are recognized and
defined.
D- the course of action is develop& tested on a small
scale.
C- result in testing phase are analyzed using statistical
method.
A- decision made regarding implementation of the
proposed plan.
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Jurans Triology
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Quality
Planning
Identify who are the customers.
Determine the needs of those customers.
Translate those needs into our language.
Develop a product that can respond to those
needs.
Optimize the product features so as to meet our
needs and customer needs.
Quality
Improvement

Develop a process which is able to produce the
product.
Optimize the process.
Quality Control

Prove that the process can produce the product
under operating conditions with minimal
inspection.
Transfer the process to Operations.
Quality Trilogy:
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Cost of Quality
Cost of Failure
Internal Failure Costs
External Failure Costs
Cost of Avoiding Failure
Appraisal Costs
Prevention Costs
Internal Failure Costs
Scrap,Rework
Retest,Downtime
Yield Loss,Disposition
External Failure Costs
Complaints
Returned material
Warranty Charges
Allowances
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Seven Quality Tools
The Seven Basic Tools of Quality is a designation given to
a fixed set of graphical techniques identified as being most
helpful in troubleshooting issues related to quality. They are
called basic because they are suitable for people with little
formal training in statistics and because they can be used
to solve the vast majority of quality-related issues


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Quality Control Tools
Seven Quality Tools:-
1.Check sheet
2.Histogram
3.Pareto Diagram
4. Scatter diagram
5. Flow chart
6.Control chart
7.Cause and Effect Diagram

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1.Check Sheet
A check sheet is a structured, prepared form for collecting and
analyzing data. This is a generic tool that can be adapted for a wide
variety of purposes.
When to Use a Check Sheet
When data can be observed and collected repeatedly by the same
person or at the same location.
When collecting data on the frequency or patterns of events, problems,
defects, defect location, defect causes, etc.
When collecting data from a production process.

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Check Sheet
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2.Histogram
Histogram is a graphical display of
tabulated frequencies of a sample of
data.
Histogram allows you to:
1. Evaluate the mean of a distribution
2. Evaluate the standard deviation of a
distribution
3. Make decisions about a process,
product, or procedure, and
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3.Pareto Chart
Pareto Principle which states that 20 percent of the problems have
80 percent of the impact. The 20 percent of the problems are the vital
few and the remaining problems are the trivial many.
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Pareto chart
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4.Scatter Diagram
A scatter diagram is a tool for analyzing relationships between two variables. The scatter diagram
graphs pairs of numerical data, with one variable on each axis, to look for a relationship between
them.
If the variables are correlated, the points will fall along a line or curve. The better the correlation, the
tighter the points will hug the line.
Strong Positive Correlation The value of Y clearly increases as the value of X increases.
Strong Negative Correlation The value of Y clearly decreases as the value of X increases.
Weak Positive Correlation The value of Y increases slightly as the value of X increases.
Weak Negative Correlation The value of Y decreases slightly as the value of X increases.
Complex Correlation The value of Y seems to be related to the value of X, but the
relationship is not easily determined.
No Correlation There is no demonstrated connection between the two variables .
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5.Flowcharts
Flowcharts
Graphical description of how work is done.
Used to describe processes that are to be improved.
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Process Chart Symbols
Operations
Inspection
Transportation
Delay
Storage
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Flowchart
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Process Chart
S
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O
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T
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I
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D
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S
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D
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(
f
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T
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(
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Description
of
process
1
2
3
4
5
6
7
8
9
10
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Unload apples from truck
Move to inspection station
Weigh, inspect, sort
Move to storage
Wait until needed
Move to peeler
Apples peeled and cored
Soak in water until needed
Place in conveyor
Move to mixing area
Weigh, inspect, sort
Total Page 1 0f 3 480
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5
20
15
360
30
20
190 ft
20 ft
20 ft
50 ft
100 ft
Date: 9-30-00
Analyst: TLR
Location: Graves Mountain
Process: Apple Sauce
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6.Control Chart:-
It is to ensure control of process and monitor variation on continuous
basis.
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12
6
3
9
15
21
24
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2 4 6 8 10 12 14 16
Sample number
N
u
m
b
e
r

o
f

d
e
f
e
c
t
s

UCL = 23.35
LCL = 1.99
c = 12.67
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Benefits of Control charts
Control charts identify variation
Chance causes - common cause
inherent to the process or random and not controllable
if only common cause present, the process is considered stable
or in control
Inappropriate procedures ,Poor design ,Poor maintenance of machines,
Lack of clearly defined standard operating procedures,
Poor working conditions, e.g. lighting, noise, dirt, temperature, ventilation
Assignable causes - special cause
variation due to outside influences
if present, the process is out of control
Poor adjustment of equipment, Operator falls asleep
Faulty controllers, Machine malfunction,
Computer crash
Poor batch of raw material Power surges
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7.Cause-and-Effect Diagrams
Show the relationships between a problem and its possible
causes.
Developed by Kaoru Ishikawa (1953)
Also known as
Fishbone diagrams
Ishikawa diagrams
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Cause and Effect Skeleton
To construct the skeleton, remember:

For manufacturing - the 4 Ms

man, method, machine, material

For service applications

equipment, policies, procedures, people

Quality
Problem
Materials
Equipment People
Procedures
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Fishbone Diagram
Quality
Problem
Machines Measurement Human
Process Environment Materials
Faulty testing equipment
Incorrect specifications
Improper methods
Poor supervision
Lack of concentration
Inadequate training
Out of adjustment
Tooling problems
Old / worn
Defective from vendor
Not to specifications
Material-
handling problems
Deficiencies
in product
design
Ineffective quality
management
Poor process
design
Inaccurate
temperature
control
Dust and
Dirt
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Cause and effect diagram
Advantages
making the diagram is educational in itself
diagram demonstrates knowledge of problem solving team
diagram results in active searches for causes
diagram is a guide for data collection

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Brain Storming
Brainstorming combines a relaxed, informal approach to problem
solving with lateral thinking. It encourages people to come up with
thoughts and ideas that can, at first, seem a bit crazy. Some of these
ideas can be crafted into original, creative solutions to a problem,
while others can spark even more ideas. This helps to get people
unstuck by "jolting" them out of their normal ways of thinking.
Therefore, during brainstorming sessions, people should avoid
criticizing or rewarding ideas. You're trying to open up possibilities and
break down incorrect assumptions about the problem's limits.
Judgment and analysis at this stage stunts idea generation and limit
creativity.
Evaluate ideas at the end of the brainstorming session this is the
time to explore solutions further, using conventional approaches.


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Present the problem or opportunity for which brainstorming is being applied
Allocate 3-5 minutes to write on the post-it notes as many ideas as possible
one idea per note
Each person quickly writes their thoughts onto the post-it notes regardless of
how impractical, outrageous, extreme, crazy they may be (do not filter the
ideas)
Review the ideas by cluster. For each type of idea ask the group How could
we make this work? Discuss each variation of the idea and refine to develop
a possible solution.
Write up a summary of each type of idea/solution presented.
Determine an action plan for working through the ideas.
The action plan may be to test or further research the alternatives identified
to select a shortlist of the most suitable solutions for further evaluation.



A brainstorming technique
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Quality Circle
A quality circle is a volunteer group composed of workers , usually
under the leadership of their supervisor (or an elected team leader),
who are trained to identify, analyze and solve work-related problems
and present their solutions to management in order to improve the
performance of the organization, and motivate and enrich the work of
employees. When matured, true quality circles become self-
managing, having gained the confidence of management
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Concurrent Engineering is a systematic approach to the
integrate design of products and their related, processes, including
manufacture and support.

Traditional
Approach
CE
Approach
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The Malcolm Baldrige National Quality Award (MBNQA)
It is presented annually by the President of the United States to
organizations that demonstrate quality and performance excellence.
Three awards may be given annually in each of six categories:

Manufacturing
Service company
Small business
Education
Healthcare
Nonprofit

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Criteria for Performance Excellence
Leadership: How upper management leads the organization, and how the
organization leads within the community.
Strategic planning: How the organization establishes and plans to implement
strategic directions.
Customer and market focus: How the organization builds and maintains
strong, lasting relationships with customers.
Measurement, analysis, and knowledge management: How the
organization uses data to support key processes and manage performance.
Human resource focus: How the organization empowers and involves its
workforce.
Process management: How the organization designs, manages and
improves key processes.
Business/organizational performance results: How the organization
performs in terms of customer satisfaction, finances, human resources,
supplier and partner performance, operations, governance and social
responsibility, and how the organization compares to its competitors.

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