Module 1

Introduction to Quality Control

Prepared by:
Engr. Ezrha C. Godilano, CIE
ecgodilano@mcl.edu.ph
Objectives
 Define Quality, Quality Control and related terms
 Identify the different dimensions of quality and
illustrate examples
 Identify the techniques and activities related to
Quality Control
 Identify the different Quality Gurus
 Identify the areas responsible for Quality Control
 Identify the cost to quality
 Identify and differentiate the different Quality
Programs
What comes to your mind when you talk about . . .

QUALITY?
Quality defined ….
American Society for Quality (ASQ)
• It is a subjective term for which each
person or sector has his own definition. In
technical usage, quality can have two
meanings:
(1) the characteristics of a product or
service to bear in its ability to satisfy
stated or implied needs
(2) a product or service that is free
from deficiencies.
Dimensions of Quality
Primary product characteristics, such as the
Performance brightness of the picture

Secondary characteristics, added features such

Features as remote control

Meeting specifications or industry standards,

Conformance workmanship

Consistency of performance over time,

Reliability average time for the unit to fail

Durability Useful life, includes repair

Dimensions of Quality
Resolution of problems and complaints, ease
Serviceability of repair

Human-to-human interface, such as the

Response courtesy of the dealer

Aesthetics Sensory characteristics, such as interior finish

Past performance and other intangibles, such

Reputation as being ranked first
Quality Control
 Quality Control
• It is the use of techniques and
activities to achieve, sustain, and
improve the quality of a product or
service.
Techniques and Activities
1. Specifications of what is needed
2. Design of the product or service to meet the
specifications
3. Production or installation to meet the full intent
of the specifications
4. Inspection to determine conformance to
specifications
5. Review of usage to provide information for the
revision of specifications if needed
Activity 1
On a ½ crosswise yellow paper, list down 5
products and 5 services and give at least
three characteristics each of good quality.
What is a Guru?
A guru is…
 by definition, is a good person, a wise
person and a teacher.
 A quality guru should be all of these,
plus have a concept and approach to
quality within business that has made
a major and lasting impact.
Three groups of gurus
Americans who took the message of quality to
Early 1950s Japan

Japanese who developed new concepts in

Late 1950s response to Americans

Western gurus who followed the Japanese

1970s-1980s industrial success
The Americans
Dr. W. Edwards Deming

developed his complete philosophy of

management, which he encapsulated into his
“fourteen points” and the “seven deadly
diseases of management”. He advanced the
state of quality, originally based on work
done by Shewhart with his explanations of
variation, use of control charts, and his
theories on knowledge, psychology and
variation. Deming greatly helped to focus
the responsibility of quality on management
and popularized the PDCA cycle, which led to
it being referred to as the “Deming Cycle”. Oct. 14, 1900 – Dec. 20, 1993
The PDCA Cycle
The Americans
Dec. 24, 1904 – Feb. 28, 2008
Dr. Joseph M. Juran
developed the quality trilogy – quality
planning, quality control and quality
improvement. Good quality management
requires quality actions to be planned out,
improved and controlled. The process
achieves control at one level of quality
performance, then plans are made to
improve the performance on a project by
project basis, using tools and techniques
such as Pareto analysis.
This activity eventually achieves
breakthrough to an improved level, which is
again controlled, to prevent any
deterioration.
Juran’s Quality Trilogy

Holding the gains

Quality Control Quality Planning

Breakthrough Pareto Analysis

Quality Improvement

Project-by-project
The Americans
Armand V. Feigenbaum

He was the originator of “total quality control”,

often referred to as total quality.
He defined it as:
“An effective system for integrating quality
development, quality maintenance and quality
improvement efforts of the various groups
within an organisation, so as to enable
production and service at the most economical
levels that allow full customer satisfaction”.

1922 - present
The Japanese

Dr. Kaoru Ishikawa

He developed the Ishikawa

Diagram and was known for
popularizing the seven basic tools of
quality and the philosophy of total
quality.

July 13, 1915 – April 16, 1989

The Japanese
Dr. Genichi Taguchi

He developed the “Taguchi methodology” of

robust design, also known as “designing in
quality”, which focused on making the design
less sensitive to variation in the manufacturing
process instead of trying
to control manufacturing variation.
“Taguchi methodology” is fundamentally a
prototyping method that enables the designer
to identify the optimal settings to produce a
robust product that can survive manufacturing
time after time, piece after
piece, and provide what the customer wants.
January 1, 1924 – June 2, 2012
The Japanese
Shingeo Shingo

He developed lean concepts such as Single

Minute Exchange of Die (SMED) or reduced
set-up times instead of increased batch sizes
as well as Poka-Yoke (mistake proofing) to
eliminate obvious opportunities for
mistakes. He also worked with Taiichi Ohno
to refine Just-In-Time (JIT) manufacturing into
an integrated manufacturing strategy, which
is widely used to define the lean
manufacturing used in the Toyota production
system (TPS).

1909-1990
The Western Guru
Philip B. Crosby

He is known for the concepts of “Quality is

Free” and “Zero Defects”, and his quality
improvement process is based on his four
absolutes of quality:
• Quality is conformance to requirements
• The system of quality is prevention
• The performance standard is zero defect
• The measurement of quality is the price of
non-conformance

June 18, 1926 – August 18, 2001

Other Gurus

Dr. Walter A. Shewhart

developed the Plan, Do, Check, Act

(PDCA) cycle (known as “Plan-Do-Study-
Act” in some circles, as well as theories of
process control and the Shewhart
transformation process.

March 19, 1891 – March 11, 1967

Other Gurus

Taiichi Ohno

developed the seven wastes (muda),

which are used in lean to describe non-
value-added activity. He developed
various manufacturing improvements
with Shigeo Shingo that evolved into the
Toyota Production System.

Feb. 29, 1912 – May 28, 1990

Other Gurus
Dr. Eliyahu M. Goldratt

He developed the Theory of Constraints which

focuses on a single element in a process chain
as having the greatest leverage for
improvement (i.e., “1% can have a 99%
impact”). This compares to the Pareto
Principle which states that 20% of the factors
have an 80% effect on the process.

March 31, 1947 – June 11, 2011

Deming’s 14 points for
management
Create a constancy of purpose focused on the improvement of products
and services.

Adopt a new philosophy that recognizes that we are in a different

economic era.

Do not rely on mass inspection to “control” quality

Do not award business to suppliers on the basis of price alone, but also
consider quality.

Focus on continuous improvement.

Deming’s 14 points for
management
Practice modern training methods and invest in on-the-job training for all
employees.

Improve leadership, and practice modern supervision methods.

Drive out fear.

Break down the barriers between functional areas of business.

Eliminate targets, slogans, and numerical goals for the workforce.

Deming’s 14 points for
management
Eliminate numerical quotas and standards.

Remove the barriers that discourage employees from doing their jobs.

Institute an ongoing program of education of all employees.

Create a structure in top management that will vigorously advocate the

first 13 points.
Deming’s 7 deadly diseases
of management
Lack of constancy and purpose.

Emphasis on short-term profits.

Evaluation of performance, merit rating, and annual reviews of

performance.

Mobility of top management .

Deming’s 7 deadly diseases
of management

Excessive medical costs

Excessive legal damage awards

Running a company on visible figures alone.

Juran’s 10 steps to quality
improvement
Build awareness of the need and
Report progress
opportunity for improvement

Set goals for improvement Give recognition

Organize and reach the goals Communicate results

Keep score of improvements

Provide training
achieved

Carry out projects to solve

Maintain momentum
problems
Feigenbaum’s 3 steps to
quality

Quality Leadership

Modern Quality Technology

Organizational Commitment
Feigenbaum’s 3 steps to
quality

Quality Leadership

Modern Quality Technology

Organizational Commitment
Costs to Quality
Internal Failure Costs
Prevention Cost • these costs are incurred when
• Costs associated with efforts in products, components, materials,
design and manufacturing that and services fail to meet quality
are directed toward the requirements, and this failure is
prevention of non conformance. discovered prior to delivery of the
product to the customer.

Appraisal Cost External Failure Costs

• Costs associated with measuring,
• These occur when the product
evaluating, or auditing products,
does not perform satisfactorily
components, and purchased
materials to ensure conformance to after it is delivered to the
standards that have been imposed customer
Subcategories of costs
Prevention Cost Internal Failure Costs
•Quality Planning and Engineering • Scrap
•New Products Review • Rework
•Product/Process design • Retest
•Process Control • Failure analysis
•Burn-in • Downtime
•Training • Yield losses
•Quality data acquisition and analysis • Down-grading (off-specing)

Appraisal Cost External Failure Costs

• Inspection and test for incoming • Complaint adjustment
material • Returned product/material
• Product inspection and test • Warranty charges
• Materials and services consumed • Liability costs
• Maintaining accuracy of test equipment • Indirect costs
Management Aspects of Quality
Improvement

Quality Planning
•A strategic activity
•Vital on organization’s long-term business success as
the product development plan, the financial plan, the
marketing plan, and plans for the utilization of human
resources.
•Involves identifying customers, both external and
internal
•products and services that meet and exceed
expectations must be developed
Management Aspects of Quality
Improvement

Quality Assurance
• a set of activities that ensures the quality levels of
products and services are properly maintained and
supplier and customer quality issues are properly
resolved.
•Documentation of the quality system is an important
component; involves policy, procedures, work
instructions and specifications, and records.
•Development, maintenance and control of
documentation are important functions.
Management Aspects of Quality
Improvement

Quality control and improvement

•Involves the set of activities used to ensure that the
products and services meet requirements and are
improved on a continuous basis.
•Statistical techniques are the major tools used