What is the difference Between QA and QC?

Quality assurance and quality control personnel and their responsibilities overlap, which
lends itself to confusion that could affect the total quality system. This is why it is
important for decision makers, managers, and those in the field to understand the
differences between the two and more importantly, how they work together.
Defining Quality
According to ISO 9000, “Quality is the degree to which a set of inherent, existing
characteristics of an object fulfils requirements.” Simply stated, the final product meet
the customer’s specified requirements. ISO 9000 notes “Quality Management” can
include establishing quality policies and quality objectives and processes to achieve
these quality objectives through quality planning, quality assurance, quality control, and
quality improvement.
Boil this down and we end up with the understanding that a Quality Management
System (QMS) is a set of interrelated or interacting elements that establish policies,
objectives, and processes to achieve those objectives. Objectives are stated in the
project specification by establishing acceptance criteria. The testing process by which
we determine if the product is acceptable may be referenced in the standard, or may be
called out in the specification if there is more than one test procedure.
 
So who is responsible for determining whether the work is acceptable? The answer is
both QC and QA personnel. According to Merriam-Webster, control is defined as “to
check, test, or verify by evidence or experiments” and assurance is defined as
“confidence of mind or manner.”
This is the difference

1. QC personnel perform the testing and compare the results to the specification
requirements. They are contractually (contained in, arising from, or in the form of a
formal or legally binding agreement) responsible for controlling the quality of the
work performed. But unless they have authority, as well as first-hand knowledge of
the specification requirements and testing procedures, they cannot control quality.
2. QA personnel check the test procedures used by quality control personnel and
verify the accuracy of the data in order to provide confidence in the results. They are
ultimately responsible for assuring the quality of the work performed. But unless they
have first-hand knowledge of the specification requirements and testing procedures
they cannot assure quality. They may or may not have authority depending on
whether they are the owner or a third party.
In conclusion, it is better understood that the QC role is to conduct tests and verify by
evidence that the product meets the specified requirements.
The QA role is to verify the QC tests are conducted in accordance with the appropriate
standard. This procedure-based approach is critical to ensure the tests results are
reliable and meaningful. We cannot expect reliable or consistent results without proper
controls and consistent testing. This is achieved by performing the tests using accepted
methods and procedures.
 
The Role of Quality Control in Production Management
Quality control is a process through which a business seeks to ensure that product
quality is maintained or improved and manufacturing errors are reduced or eliminated. It
requires the business to create an environment in which both management and
employees strive for perfection.
A major aspect of quality control is the establishment of well-defined controls. These
controls help standardize both production and reactions to quality issues. Limiting room
for error by specifying which production activities are to be completed by which
personnel reduces the chance that employees will be involved in tasks for which they do
not have adequate training

 Characteristics of Quality Control

1. The process adopted to deliver a quality product to the clients at the best cost.
2. A goal is to learn from other organizations so that quality would be better each
time.
3. To avoid making errors by proper planning and execution with the correct review
process.
Quality Control is used in all phases of business but is extremely relevant in engineering
and manufacturing in developing systems to ensure products or services. Quality
control is used to meet customer requirements and is vital in the manufacturing part of
businesses.

Methods of Quality Control

1. Quality Assurance:this method covers activities such as development, design,

production, servicing, and production Quality assurance can also cover areas of
management production, inspection, materials, assembly, services and other areas
related to the quality of the product or service.
2. Failure Testing: This method involves testing a product until it fails. It can be
placed under different stages such as humidity, vibration, temperature, etc. This
method will expose the weaknesses of the product in question.
3. Statistical Control:almost all manufacturing companies use statistical control.
This process involves randomly sampling and testing a portion of the output.
4. Company Quality:With management leading the quality improvement process
and other departments following, a successful product or service will emerge.
5. Total Quality Control:The measures used in cases where sales decrease
despite the implementation of statistical quality control techniques or quality
improvements.
 
While the process approach is by no means a new requirement, anecdotal
evidence suggests that it is poorly understood
The process approach was first introduced in ISO 9001:2000. And while the concept of
a process-based quality management system has not changed, the requirements in the
latest version of the standard, ISO 9001:2015, have become more specific and less
ambiguous. 
So, what is actually a process approach? Why is it important? How can you get your
employees to apply it?  
 
What is a process approach? 
‘Consistent and predictable results are achieved more effectively and efficiently
when activities are understood and managed as interrelated processes that
function as a coherent system’
Introduction of ISO 9001:2015.
The process approach is a management strategy which incorporates the plan-do-check-
act cycle and risk-based thinking. It means that processes are managed and controlled.
It also means that we not only understand what the core processes are, but we also
consider how they fit together. 
 
Key changes from ISO 9001:2008 - ISO 9001:2015
The requirement for a process-based quality management system is nothing new. The
requirement to "establish, implement, maintain and continually improve" is familiar from
both ISO 9001:2000 and ISO 9001:2008. The key changes are:

1. For organisations already adopting ISO 9001:2008, a key factor in transitioning to

ISO 9001:2015 is the extent to which the process approach has been adopted. 
2. Clause 4.4 of ISO 9001:2015 sets out specific requirements for the adoption of a
process approach e.g. organisations must monitor, measure and use related
performance indicators to determine effective operation and controls. 
3. Top management must promote, engage and support employees to follow a
process approach.  
 
How to engage your employees to follow a process approach
Why a process approach is so important
Organisations are typically structured into departments which are managed by a
department head. The head is responsible for what comes out of the department. 
Most departmental heads never interact with the external customer, only internal ones.
As such, they are divorced from how the customer really feels. 
If key performance indicators are set by departments this compounds the problems.
Heads try to maximize the performance of their departments to the possible detriment of
other departments further down the line. 
The process approach introduces horizontal management, controlling processes which
flow across departmental boundaries. Someone is accountable from start to finish. They
see the whole picture from process initiation to process completion. They understand
what the stakeholders in the process want and have delegated authority to act to realize
this. An employees first loyalty is to their assigned projects, products or services - rather
than their own departments. 
 
Using a process approach in a quality management system facilitates: 

1. Understanding and consistency in meeting requirements,

2. Viewing processes in terms of value-add,
3. Achieving effective process performance, 
4. Improving process performance based on analysis and evaluation of the data
and information. 
 
Implementing a Process Approach (Step By Step)
ISO 9001:2015 employs the process approach, which incorporates the Plan-Do-Check-
Act (PDCA) cycle and risk-based thinking. This means the organisation needs to:

1. Determine required process inputs and expected outputs,

2. Assign responsibilities and authorities for processes,
3. Identify risks and opportunities for processes, and plan to address these. 
 
1) Define your quality management system processes 
ISO 9001 does not provide you with a list of core quality management system
processes you need to include. Your organisation must determine these for themselves.
So, what should you include? 
Simply, "focus on your core processes - the ones that keep you awake all night" and
may not include things like, "raising an expenses claim" or "booking a meeting room."
Some example processes

1. Internal training, leadership and performance evaluation.

2. Development, manufacturing, design, distribution, service, delivering and
assembly management.
3. Revenue assurance / business outsourcing.
4. New customer management.
5. Equipment management.
6. Supplier approval and re-evaluation.
 

7. Risk identification and management.

 

8. Contract change or revenue assurance management.

 

9. Complaint handling.
 

10. Information management.

 

11. Audit and inspections.

 

12. Other requirements.

 
Ask: 

1. How are we constantly providing products and services which meet customer
and applicable statutory and regulatory requirements?
2. How are we enhancing customer satisfaction? 
These are the processes which need to be controlled. Your organisation must then map
out the inter-relationships between your core processes. 
 
2) Assign responsibilities and authorities for processes
Your organisation then needs to work out who is responsible for what process. Rather
than focusing on functions, focus on the process across the department. Pay particular
attention to the inter-dependencies and the interactions. It can also help to:

1. Involve employees in building the process-based quality management system. 

2. Train individuals so they understand their roles and accountabilities in respect of
the core processes to ensure they see their processes end-to-end.
3. Restructure the audit program around processes not functions
4. Train auditors to follow processes across departments, paying particular attention
to inter-dependencies and interactions. 
5. Provide documented information to support the operation of processes and
ensure you have confidence that the processes are being carried out as planned. 
6. Give procedures and work instructions another name.
 
3) Identify risks and opportunities, and plan to address these
Risk-based thinking is an extension of preventive action. It requires organisations to
determine risks and opportunities to processes, products and services, as well as the
quality management system. And the organisation must take proportionate steps to
address these actions. It means, monitoring and measuring the performance of
processes.