Lecture 1 ETZC434 1643542245618

Quality Control Assurance
and Reliability
Dr. C.Phaneendra Kiran
Ph.D
BITS Pilani Department of Mechanical Engineering
BITS Pilani Hyderabad Campus
Hyderabad Campus
Prescribed text book
Mitra Amitava, Fundamentals of Quality Control and Improvement, John Wiley & Sons,
3nd Edision., 1998(ref:
Indian lowprice edition is there which costs you around Rs.600

Reference Books
1. Gryna F.M., Chua, R. C. H. and Defeo, J. A., “Juran’s Quality Planning and
Analysis for Enterprise Quality”, Tata McGraw Hill, 5th Edition 2007.
2. Douglas C. Montgomery, “Introduction to Statistical Quality Control”, John Wiley &
Sons, 4th Edition, 2003.
BITS Pilani, Hyderabad Campus

Address
Dr. C.Phaneendra Kiran

Associate Professor
Room no: E 120, Mechanical Engineering Department
BITS-Pilani Hyderabad Campus
Jawahar Nagar
Shameerpet Mandal
Hyderabad-500078.
Office: +914066303629
Email: cpkiran@hyderabad.bits-pilani.ac.in
Home page: http://universe.bits-pilani.ac.in/hyderabad/chaganti/Profile

BITS Pilani
Hyderabad Campus
Introduction to QC and TQS

Chapter – 1
What is quality?

Quality
Vs
Vs
Vs
Vs
Vs

Few questions
➢ What is quality?
➢ How do you define it?
➢ Can we quantify it?
➢ How we can control it?
➢ How we can assure it?

What do you mean by
Quality?
Product or Service which meets

the needs and expectations of
the customer are called high
quality

Customer defines the quality
• Quality is about meeting

the needs and
expectations of customers

Some measures: Tangible &
Intangible
Tangible Intangible
Reliability Brand image
Functions & Features Exclusiveness
Support levels & Market reputation
standards
Cost of ownership (e.g.
repairs)

Importance of quality in
business
• Markets are highly competitive:
Customers are more
• Knowledgeable & Demanding
• Prepared to complain about poor quality
• Able to share information about poor quality
• If a business can develop a reputation for high

quality, then it may be able to create advantage
over its competitor

Benefits of greater quality
Customer Repeat
satisfaction orders
Increased Customer
customer recommen
loyalty dation
Reduced
marketing
cost

Quality and competitiveness
• Fewer businesses are competing solely on

price
• At similar price, the higher-quality product
is likely to win
• Quality can enable business to
differentiate its product from the
competition

Quality as a source of
competitive advantage

Quality is not just the product-it includes
whole customer experience
Product
Buying process
reliability
Quality
Cost of
After sale service
ownership

Quality is linked with customer
service
How do you judge a restaurant meal?
service Food Ambiance

Examples of businesses competing
using both low price and high quality

Evolution of Quality Control
Egyptians demonstrated a commitment to quality in the

construction of pyramids

Quality of Greek architecture of 5th century B.C was so

envied that it profoundly affected the subsequent
architectural constructions of Rome

Middle ages and up to

1900: Operator Quality
Control
– Production of goods and
services were predominantly
confined to single person or a
group
– Generally they are family
owned business and hence
responsibility of maintaining
quality was determined by
individual who is producing it

 Middle ages and up to 1900

– contd..
 Controlling the quality of the
product was thus embedded in
the philosophy of the worker
because pride in workmanship
was widespread
 Sculptures, Goldsmith etc.
 Early 1900 to about 1920:
Foreman Quality control
 Resulted in principle of
specialization of labour and
hence individual not
responsible for producing whole
product

Early 1900 to about 1920 – contd..
– Lacked in sense of accomplishment
in their work, but become skilled at
a particular accomplishment
– But people are grouped together,
where a supervisor who directed
that operation had the task of
ensuring that quality was achieved
1920 to 1940 : Inspection quality
control phase
– Products and process were
complicated and also the volume
increased
– Resulting in increase in number of
workers under a foreman and
hence prevents him from keeping
close watch
1920 to 1940 : Contd..
– Hence inspectors were designated to check quality of the product
after certain operations comparing it with standards. If any problem,
checked product is reworked or discarded
– Foundation of statistical aspects of quality control were developed

1940 to 1960 : Statistical quality
control
– Production requirements increased during
World war II and hence 100% inspection
was not feasible
– ASQC was formed in 1946 and developed
sampling inspection plans for military
purposes MIL-STD-105A
– E. Deming visited Japan and lectured on
importance of statistical quality control in
1950
– J.M. Juran visited Japan in 1954 and
impressed upon the strategic role that
management plays in achieving quality
program
– In 1959, Inspection and Quality control
handbook was updated with multi-level
continuos sampling plan as well as topics in
life testing and reliability
1960 to 1970 : Total quality control

– Gradual involvement of other
departments and management
personnel in quality control process
– Attitude of quality is responsibility of
inspection department started changing
– Concept of ‘zero defect’ which
emphasized productivity through worker
involvement emerged
– Use of Quality circles was started in
Japan, which is based on participative
style of management
1970 to present : Total quality control
Organization wide
– Involves participation of everyone in the
company from the operator to supervisor
to manager to CEO

1970 to present : contd..

– A quality system was evolved which is
• Agreed on companywide operating work structure
• Documentation of integrated technical and managerial
procedures
• Guiding the coordinated actions of men, machine and
information of the company
• To assure customer quality satisfaction and economical cost
of quality

1970 to present : contd..

– Top management saw the need for the marriage of quality philosophy to
production in all phases from determination of customer needs, product
design and customer service
– Training program in SQC methods for all workers
– With the wide use of computers, lot of quality control software came
and hence the emphasis on vendor quality control, product quality audit
were placed
– In this phase, customer will reign supreme as the determiner of
acceptable level of quality
– Industries need to adjust to this or lose market share

Quality - Definition
Juran (1974): Fitness for use
Design, conformance, availability, safety, field use
A Mercedes and a Ford are equally “fit for use,” but with
different design dimensions

Quality - Definition
 Crosby (1979): Conformance to requirements or
specifications, not as goodness or elegance
 Garvin (1984)
 Divides the definition of quality into 5 categories
 Transcendent
 Product-based
 User-based
 Manufacturing-based
 Value-based
 8 attributes can be used to define quality
 Performance Features Reliability
 Conformance Durability Serviceability
 Aesthetics Perceived Quality
 Mitra (2000)
 Is the fitness of the product or service for meeting or exceeding its
intended use as required by customer

Attributes of Garvin
Performance: basic operating characteristics of a product; how well a

car is handled or its gas mileage
Features: “extra” items added to basic features, such as a stereo CD
or a leather interior in a car
Reliability: probability that a product will operate properly within an
expected time frame; that is, a TV will work without repair for about
seven years
Conformance: degree to which a product meets pre–established
standards
Durability: how long product lasts before replacement
Serviceability: ease of getting repairs, speed of repairs, courtesy and
competence of repair person
Aesthetics: how a product looks, feels, sounds, smells, or tastes
Perceived quality: subjective perceptions based on brand name,
advertising, and the like
Quality characteristics
Defined as the elements that define the intended quality

level of the product or service
Can be categorised into
– Structural characteristics: Length, Viscosity, Strength
– Sensory characteristics: Taste, smell, etc.
– Time related characteristics: Warranty, reliability
– Ethical characteristics: Honesty, courtesy etc.
Are of two types
– Variables: Measurable and expressed on numerical
scale, Eg., Diameter, Resistance etc.
– Attributes: If a characteristic is said to be conforming
or non conforming or that cant be measured

Quality characteristics
 Nonconformity
 A quality characteristic that does not meet its stipulated
specifications
 Eg. Thickness of plate: 5 +/- 0.1, but if it is 5.2, then
nonconformity
 Nonconforming unit
 A unit that has one or more nonconformities such that the unit is
unable to meet the intended standards and is unable to function
as required
 Eg. A plate having both thickness and length failing to meet
specifications
 Attribute
 A quality characteristic is said to be attribute, if it is classified as
either conforming or nonconforming to a stipulated specification
 A characteristic that cannot be measured
 Variable can be attribute, but attribute cannot be variable
 It results in economical measurement and time saving
Some Terminologies
Defect
– Associated with quality characteristic that does not meet certain
standards
– Severity of one or more defects in a product may cause it to be
unacceptable (defective)
– According to ANSI, a defect is a departure of quality
characteristic from its intended level or state that occurs with a
severity sufficient to cause an associated product or service not
to satisfy intended normal or reasonable foreseeable usage
requirements

Some Terminologies
 Standard / specification
 Refers to a precise statement that formalizes the requirements of
the customer, it may relate to a product, process or a service
 Specification
 A set of conditions and requirements of specific and limited
application that provide a detailed description of the procedure,
process, material, product or service for use primarily in
procurement and manufacturing
 Standard
 A prescribed set of conditions or requirements of general or broad
application, established by authority or agreement, to be satisfied
by a material, product, process, procedure, test method etc
and/or the physical, functional, performance or conformance
characteristic thereof
 A physical embodiment of a unit of measurement (a caesium
block clock)

Aspects of Quality
Quality of design
– Implies that the product or service must minimally possess to
satisfy the requirements of the customer
– Design must be simplest and least expensive too
– Influenced by such factors as the type of product, cost, profit
policy, demand, availability of parts and materials, product safety
etc.
– Eg: Customer requirement for yield strength of a cable is
100kg/cm2
– The parameters that influence the yield strength would be
selected to minimally satisfy this requirement
– In practice, the product is over designed with a safety factor k =
1.25, so the cable will be designed for 125 kg/cm 2
– Increase in designed quality level will lead to increase in cost at
an exponential rate

Aspects of Quality
 Quality by design – Effect of increase
 Value of product increases at a decreasing rate, with the rate of
increase approaching zero beyond a certain quality level (c)
 Refer diagram. At point B, it maximizes the difference between
value and cost, given that minimum requirement ‘A’ is met.
 Quality of conformance
 Implies that the manufactured product or service rendered must
meet the standards selected in the design phase
 With respect to manufacturing, it is concerned with the degree to
which quality is controlled from the procurement of raw material to
the shipment of finished goods
 It consists of 3 broad areas:
 Defect Prevention: deals with means to prevent the occurrence of
defects and is usually achieved using SPC techniques
 Defect Finding: Done through inspection, test and statistical analysis
of data from the process
 Defect analysis and rectification
Aspects of Quality
Quality of performance
– Is concerned with how well the product functions or service performs,
when put to use
– It measures the degree to which the product or service satisfies the
customer
– It is a function of both quality of design and quality of conformance
– If a product does not function well enough to meet the expectation of a
customer or standards, then adjustment need to be done in the design
of conformance phase
Relation between QOD, QOC, QOP
– Refer diagram

Three aspects of quality

BITS Pilani
Hyderabad Campus
Quality control
Two main approaches of
quality management
Quality • Based on inspection

control • Takes defective parts out
Quality • Based on processes

assurance • Builds quality in

Definition of quality control
The process of
inspecting
products to
ensure that they
meet the
required quality
standards

QC overview
• Traditional way of managing quality

• Involves checking and reviewing output
• Mainly about detecting defective output-rather than
preventing it
• Usually requires sampling
• Spots and removes sub-standard output
• Can be very costly

Quality control and inspection
Three main points in operations when inspection is used in

quality control
• When raw material is received prior to entering
production
• Whilst products are going through the production
process
• When products are finished-takes place before products
are dispatched to customers

Business benefits of QC
• Substandard output
spotted before it reaches
the customer
• Minimize disruption to
production
• Applies a consistent
standard to quality

Some problems with quality
inspection
• Costly
• Often at the end of production process-i.e. potentially too
late
• Inconsistent inspections
• Often not compatible with modern production systems
• Done by inspectors rather than workers themselves

BITS Pilani
Hyderabad Campus
Quality assurance
Definition
The processes that ensures production

quality meets the requirements of
customers

Quality assurance
The aim: design the way a product of

service is produced or delivered to
minimize the chances that output will be
sub-standard
• Focus of quality assurance is on the
product design/development stage
• If the production process is well controlled-then quality will be
built-in
• If the production process is reliable-there is less need to inspect
production output

Quality assurance vs quality
control
Quality assurance Quality control
Focus on process Focus on outputs
Achieved by improving the production Achieved by sampling and checking
processes
Targeted at the whole business Targeted at production activities
Emphasise customer Emphasizes required standards
Quality is built into the product Defective products are inspected out

TQM-approach to Quality
assurance
A management philosophy committed to

focus on continuous improvements of
product and service with the involvement
of the entire workforce

Aspects of Quality
Relation between QOD, QOC, QOP – contd..

– QOD has an impact on the QOC
– Eg. If length of a shaft is 20 +/- 0.2mm, then the tools, equipment and
operations should be able to achieve this design specification , ie. QOC
should be capable of meeting QOD, if not QOD is affected
– This result in constant exchange of information between QOC and QOD
or design and manufacturing phases for a feasible design to be
achieved
– Only single line interaction between QOC and QOP, because, if QOD is
met in QOC phase, then the QOP will always be good and hence no
double line

Quality control
It is defined as a system that is used to maintain a

desired level of quality in a product or service
Can be achieved by planning, design, use of
proper equipment and procedures, inspection
and taking corrective action in case of deviation
3 main sub areas
– Off-line quality control
– Statistical process control
– Acceptance sampling plans

Quality control
Offline Quality Control

– Procedures dealing with measures to select and choose controllable
product and process parameters in such a way that the deviation
between the product or process output and the standard will be
minimized
– Design of products and processes within the constraints of resources
and environmental parameters, so that output of production meet the
standards
– Most of the product and process parameters are set before production
– Examples: Experimental design, Taguchi methods

Quality control
Statistical Process Control

– Involves comparing the output of a process or service with a standard
and taking remedial action in case of a discrepancy
– Also involves whether a process can produce a product that meets
desired specification
– Generally SPC are online control procedures
– The information is gathered about the product, process or service while
it is functional and when the output differs from a norm, corrective action
is taken during operation

Quality control
Statistical Process Control – contd..

– It is most desirable to corrective action on a real time basis, as it
minimizes the
• No. of unacceptable items produced
• Time over which undesirable services rendered
– Prevailing theme of quality control is that “Quality has to be designed
into the product or service; it cannot be inspected into it”
– Though offline quality control measures are taken, there may be a need
for online quality control, because variation in the manufacturing stage
of the product or the delivery of a service is inevitable
– A combination of offline and online quality control measures will lead to
a desirable level of operation

Quality control
Acceptance sampling plans

– Deals with inspection of product or service
– Used when 100% inspection is not possible
– Requires a decision on how many items should a sample contain?
– Sample is inspected
– Compared with acceptance number, i.e. no. of nonconforming items
allowed in a sample and if less, the whole batch is accepted
– Acceptance criteria is based on meeting certain stipulated conditions
(such as the risk of rejecting a good lot or accepting a bad lot)
– “A plan that determines the number of items to sample and the
acceptance criteria of the lot, based on meeting certain stipulated
conditions (such as the risk of rejecting a good lot or accepting a bad
lot), is known as acceptance sampling plan”

Quality Assurance
• Quality is not the responsibility of one person in the
organization
• Role and purpose of the quality assurance function is to
have a “System that ensures all procedures that have
been designed and planned are followed”
• Objective of quality assurance is to have in place a
formal system that continually survey the effectiveness
of the quality philosophy of the company
• Definition: “It refers to all those planned or systematic
actions necessary to provide confidence that a product
or service will satisfy given needs”
• Quality assurance is conducted by carrying out a AUDIT
to check whether the given procedures are followed or
not
Quality Circle and Quality
Improvement Team
Quality circle Quality Improvement team
– Informal group – Formal group
– Participation is voluntary – Participation is mandatory
– People from same area or – People from different
dept. department
– Consists of operators, – Work towards improvement
supervisors and managers of product or process from
– Work towards improvement quality perspective
of product, process or their – Team gets dismantled after
personal well being completion of project
– Team never gets
dismantled
– Productivity improvement
tool

Benefits of Quality Control
• Cannot be realized immediately, but on long-term

perspective
• Benefits
– System is continually evaluated and modified to meet the
changing needs of customers and hence a mechanism exists to
rapidly modify product or process
– QC improves productivity as it reduces the scrap and rework
– QC reduces cost in the long run and helps productivity and cost
reduction go hand in hand
– Improved delivery dates, due to reduction in lead time for
producing parts and S/A are reduced
– Helps to stay competitive

Responsibility for Quality
• All department right from top management to

each worker should have responsibility
• For a high product quality, the functions of
organization like
– Marketing and product planning
– Product design and development
– Manufacturing Engineering
– Purchasing
– Manufacturing
– Inspection and testing
– Packaging and storing
– Customer service

Total Quality System
• System approach integrates the various functions and

responsibilities of different units and provides a mechanism to
ensure that org. goals are met through proper coordination of other
departments
• Elements of total quality system (ANSI/ASQC STD Z1.15)
– Policy, planning organization and administration
• A quality policy is developed inline with org. goals
• Quality manuals are created, which gives the detailed procedure
and costs

• Elements of total quality system

– Product design assurance, specification, development and control
• Product design based on customer requirements
• Tolerances, number of product characteristics based on
manufacturing capabilities is developed
– Control of purchased materials and component parts
• Procedures to evaluate the capability and performance of
vendors
• Setting of specifications for the incoming materials
• Inspection and checking procedure for incoming materials to
be followed

Material specification

Elements of total quality system
– Production quality control
• Having preventive maintenance and feed forward control, where
when changes are made in product or processes, the information
is conveyed to those who deal with subsequent operations, with
emphasis on concurrent control during the transformation process
• Developing product quality audits to detect departures from
specified standards
– User contact and field performance
• A system that exists to collect information from the consumer to
determine the level of performance of the product or service
• Developing policies for installation and servicing and determining
guidelines for compliance with these policies to provide customer
satisfaction

Elements of total quality system

– Corrective action
• Problems are to be detected, categorized and systematically
documented, similar to that of the remedial actions
• Specific procedures for corrective action for entities like
materials, vendors, process, equipment should be developed
– Employee selection, training and motivation
• Guidelines should be established to select people for
particular jobs and job manuals to train people
• Recognition of superior effort and use of motivational
program help reassure employees of the support of mgt.
– Legal requirements – Product liability and user safety
• Providing clear directions on usage of the product
• All advertising statements to be supported by certified data
• Creation of warranty policy, and policy of replacement,
service etc. for the failure of products
– Sampling and other statistical techniques

Quality Improvement
• Is a never ending process to reduce both the variability of process
and the production of nonconforming items
• Process control deals with identification and elimination of special
causes that force a system to go out of control, while quality
improvement relates to the detection and elimination of common
causes
Common causes • Special causes

– Inherent to the system and – Not inherent to the system
are always present – Impact on the output is not
– Impact on the output may uniform
be uniform – Are controllable by the
– Needs the attention of operator
management – Are those for which an
– Accounts for at least 90% identifiable reason can be
of the quality problems determined like tool wear,
poor raw materials etc.

Special or common cause

Product and Service costing
Costs are divided into

Direct cost: direct labor and material
function of no of units
Indirect cost: do not change with units
produced eg: machine setup,
depreciation of building, property tax
etc.

Activity Based Costing: activities that measure the
degree of use of the particular resource
Type of transactions that generate costs are identified as
cost drivers
Eg: number of purchase orders processed, whether PO is
for 1 or 50 same resources from purchase department
are used

Cost drivers
Unit level cost: costs associated with each product or

service unit eg: direct labor, material, machining
Batch level cost: activities performed for one batch eg:
machine setup
Product/service level cost: based on type of product eg: in
engineering design if two products are made, resource
spend on each product
production/service sustaining cost level: activities that use
all other resources necessary to maintain operations
Eg: building depreciation, insurance, property tax

Examples

Quality costs

Quality costs
Reflects the achievement or non-achievement of meeting

product or service requirements
Requirements may be
• Design specifications of a product
• Operating instructions
• Government regulations
• Timely delivery
• Marketing procedures
• Service commitments

Prevention cost
• Prevention costs are incurred in planning, implementing

and maintaining a quality system to prevent poor quality
in products and services
• Salaries, developmental costs for product design,
process and equipment design, process control
technique, information system design
• Costs associated with training and audit
• Increase with new process introduction

Appraisal costs
• Associated with measuring or auditing the products,

components, purchased material
• Measuring, calibration, material inspection, product
inspection
• During or after production only

Internal failure cost
• Incur when products, components, materials, and

services fail to meet quality requirements prior to transfer
of ownership to customer
• Scrap and rework cost for the materials, over time, down
time, excess material, redesign etc.

External failure cost
• Incurred when a product does not perform satisfactorily

after ownership is transferred to the customer or service
is offered
• Cost of investigation, repair, replacement, product
recalls, warranty costs, price concession etc.

Measuring quality costs
• Important for management in

calculating ROR
• Labor-based index: quality costs
(QC) per direct labor hour or labor
dollar (middle mgt), short period
• Cost-based index: QC per dollar of
manufacturing cost, does not get
affected by automation (middle mgt)
• Sales-based index: QC per sales
dollar, long term, (top mgt)
• Unit based index: QC per unit of
production, different production lines
have weighted index
Quality improvement and
quality cost

Example: quality cost
Three independent operations are performed sequentially

in the manufacture of a product. The first-pass yields
(proportion of conforming) for each operation are given
by p1=0.90, p2=0.95 and p3=0.8, respectively as shown
in Fig. the unit production cost for each operation are
u1=$5, u2=$10 and u3=$15 respectively.
(a) What is the unit cost per confirming product?

Sol
a)
Total yield of the product=0.90*0.95*0.85=0.684
Cost of three operation=5+10+15=$30
Unit cost of confirming product=$30/0.684=$43.859

b) Through quality improvement effort, the first pass yield
for each operation is improved t the following levels
p1=0.94,p2=0.96,p3=0.88. What is the relative capacity
improvement with respect to the original.
Sol:
Effect yield= 0.94*0.96*0.88=0.794
Relative capacity improvement= 0.794/0.684=1.16

c) Management is contemplating a 100% inspection
process after either operation 1 or 2. Assume that the
inspection process is completely reliable. Unit inspection
cost after 1 and 2 are $10 and $20, respectively.
Nonconforming parts are not forwarded to subsequent
operations. Find the unit cost per conforming product for
each plan for the improved process.

Plan A: Inspection after operation 1
If 1000 parts are input to operation 1
Total cost for all operations =PC+IC
=1000*(5+0.1)+0.94*(1000)(10+15)
=$28600
Number of confirming products=1000/(0.94*0.96*0.88)
=794.112
Unit cost for product=28600/794.112=$36.02

Plan B:Inspection only following operation 2
Total cost for all operations =PC+IC
=1000(5)*1000(10+0.2)+0.94*0.96*1000*15
=$28736
Unit cost of confirming product=28736/794.112=$36.19

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Quality Control Assurance

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BITS Pilani, Hyderabad Campus

Dr. C.Phaneendra Kiran

BITS Pilani, Hyderabad Campus

Introduction to QC and TQS

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

Product or Service which meets

BITS Pilani, Hyderabad Campus

• Quality is about meeting

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

• If a business can develop a reputation for high

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

• Fewer businesses are competing solely on

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

service Food Ambiance

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

Egyptians demonstrated a commitment to quality in the

BITS Pilani, Hyderabad Campus

Quality of Greek architecture of 5th century B.C was so

BITS Pilani, Hyderabad Campus

Middle ages and up to

BITS Pilani, Hyderabad Campus

 Middle ages and up to 1900

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

1960 to 1970 : Total quality control

BITS Pilani, Hyderabad Campus

1970 to present : contd..

BITS Pilani, Hyderabad Campus

1970 to present : contd..

BITS Pilani, Hyderabad Campus

Juran (1974): Fitness for use

Design, conformance, availability, safety, field use

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

Performance: basic operating characteristics of a product; how well a

Defined as the elements that define the intended quality

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

Quality • Based on inspection

Quality • Based on processes

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

• Traditional way of managing quality

BITS Pilani, Hyderabad Campus

Three main points in operations when inspection is used in

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

The processes that ensures production