LEC (1-3):

Quality is:

- the ability to satisfy the need and expectation of the customer

- the measure of excellence or a state of being free from defects, deficiencies and significant variations. It
is brought about by strict and consistent commitment to certain standards that achieve uniformity of a
product in order to satisfy specific customer or user requirements , Products can be sensible product or a
service

Quality Control (QC) Ensuring that a product or service adheres to a defined set of quality criteria or meets
the requirements of the client or customer.

Quality Assurance (QA) All the planned and systematic activities implemented within the quality system
that can be verified to provide confidence that a product or service will fulfill requirements for quality.

Total quality management (TQM): Management philosophy that seeks to integrate all organizational
functions to focus on meeting customer needs and organizational objectives.

The 5 principal approaches for defining quality:

- Transcendent based (We can recognize but we cannot define it)

- Product based (Quality is quantifiable and measurable characteristics or attributes)
- User based (Products that best satisfy their preferences are those with the highest quality)
- Manufacturing based (Established design, and deviation implies a reduction in quality)
- Value based (better performance at lower cost is recognized as a quality product)

The 5 aspects of quality in a business context:

- Producing
- Checking
- Quality Control
- Quality Assurance
- Quality Management
The factors that are affecting quality, 5 W H:

1- Money
2. Materials
3. Management
4. People
5. Market
6. Machines and Methods

Why quality is important in business?

- Competition
- Customer focus
- Higher level of customer expectations
- Performance improvement
- changes in organization form
- Changing work force
- Information revolution
- Electronic commerce

Quality management tools for business application:

- Six sigma management

- Six sigma template
- Total quality management
- Quality management presentation
- Quality manager job description
- Equipment maintenance log
- The preventive corrective action report
- The smart vender audit check list
- Packing list order form

Quality management 8 principles:

1. Customer focus. (meet customer requirements)

2. Leadership. (create and maintain the internal environment)
3. Involvement of people. (enables their abilities to be used for the organization’s benefit)
4. Process approach. (activities and related resources are managed as a process)
5. System approach to management. (interrelated processes as a system)
6. Continuous improvement.
7. Factual approach to decision making. (based on the analysis of data and information)
8. Mutually beneficial supplier relationships. (ability of both to create value)
QM barriers:

- lack of management commitment

- Inability to change the organization culture
- Improper planning
- Lack of continues training and education
- Incompatible organization and isolated individuals
- Ineffective measurement techniques and lack of access to data and results
- Paying little attention customers
- Inadequate team work
- Failure to continuous improve
- Lack of employee involvement
- Lack of attention to customer feed back
- Supplier control
- Review of Q procedures

The four phases of quality:

1- Strategic quality
2- Market driven quality
3- Customer driven quality
4- Conformance quality

LEC (4):

Total quality management

An approach that seeks to improve quality and performance which will meet or exceed customer
expectations by integrating all quality-related functions and processes throughout the company.

Including managing quality design and development, quality control and maintenance, quality
improvement, and quality assurance.

Advantages of total quality:

1- customer satisfaction
2- to get business effectiveness though people, process, customer focus

The Eight dimensional model of total quality

- Satisfy the customers

- Building incentives
- Total employee involvement
- Changing organization structure
- Measuring progress
- Working with suppliers
- Using technology and innovations
- Eliminating barriers
Total: made up of the whole

Quality: degree of excellence a product or service provides

Management: act or art or manner of planning, implementing, controlling, directing,,,,,

Therefore, TQM is the art of managing the whole to achieve excellence

TQM concentrates on two things:

- Total client satisfaction

- Continuous improvements
TQM goal: “Do the right things Right the first time, every time”

TQM concepts:

- Leader ship
- Customer satisfaction
- Employee involvement
- Continuous process improvement
- Supplier partnership
- Performance measures

Productivity and TQM:

- Traditional view: Quality cannot be improved without significant losses in productivity

- TQM view: Improved quality leads to improved productivity

Aspects of TQM [3Cs]:

- Counting (tools and techniques and training)

- Customers (quality for customer as a driving force for central concern)
- Culture (shared values and beliefs)

Currently we have 6 C’s of TQM:

- Communicate
- Culture
- Continuous Improvement
- Cooperation
- Customer focus
- Control

The total quality system:

Benefits of TQM:

1. Great customer loyalty

2. Markers share improvement

3. Higher stock prices

4. Reduced service calls

5. Higher prices

6. Greater productivity

LEC (5)

Types of quality costs

1. Cost of prevention

2. Cost of appraisal

3. Cost of internal failure

4. Cost of external failure

LEC (6):

TQM important concepts:

- Continuous improvement
(KAI = change, ZEN = good for the better “Kaizen”)
(Shewhart’s PDCA Model “Plan, Do, Check, Act”)
- Employee empowerment (giving employees a certain degree of decision-making)
- Benchmarking
- JIT “just in time” (receiving goods only as they are needed in the production process)
JIT advantages:
 Pull system of production / purchasing customer starts production with an order
 Involves vendor partnership programs to improve quality of purchased items
 Reduces all inventory levels
 Improves process and product quality
- Taguchi concepts
- Knowledge of TQM tools

Six major tools for TQM:

1- Quality function deployment (Determines what will satisfy the customer)

2- Taguchi techniques
Identify key components and process variables affecting product variation
Taguchi concepts:
a. Quality robust design (Ability to produce products uniformly and consistently)
b. Quality loss function (social cost of deviation from target value, L= D2*C)
c. Target oriented quality
3- Pareto charts
4- Process charts
5- Cause and effect diagrams
6- Stratification
7- Statistical process controls

Tools of TQM:

 Tools for generating ideas

- Check sheet  Tools for identifying problems

- Scatter diagram
- Cause and effect diagram - Histograms
- Statistical process control
 Tools to organize data

- Pareto charts
- Process charts (flow diagrams)
LEC (8,9):

Statistical Quality Control (SQC)

1- Descriptive Statistics
used to describe quality characteristics and relationships. Included are statistics such as
the mean, standard deviation, the range and a measure of the distribution of data.
∑𝑛𝑖=1 𝑋𝑖
1. 𝑇ℎ𝑒 𝑀𝑒𝑎𝑛 (𝐴𝑣𝑒𝑟𝑎𝑔𝑒): 𝑋̅ =
𝑛

2. 𝑇ℎ𝑒 𝑟𝑎𝑛𝑔𝑒: 𝑑𝑖𝑓𝑓𝑒𝑟𝑒𝑛𝑐𝑒 𝑏𝑒𝑡𝑤𝑒𝑒𝑛 𝑡ℎ𝑒 𝑢𝑝𝑝𝑒𝑟 𝑎𝑛𝑑 𝑙𝑜𝑤𝑒𝑟 𝑜𝑏𝑠𝑒𝑟𝑣𝑎𝑡𝑖𝑜𝑛𝑠 𝑖𝑛 𝑎 𝑠𝑒𝑡 𝑜𝑓 𝑑𝑎𝑡𝑎.

∑𝑛𝑖=1(𝑋𝑖 − 𝑋̅)2
3. 𝑇ℎ𝑒 𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝐷𝑒𝑣𝑖𝑎𝑡𝑖𝑜𝑛: 𝑆𝑥 = √
𝑛−1

2- Statistical Process Control (SPC)

Random sample of the output from a process is within a predetermined range or not.

Chart Name UCL LCL Notes For what?

X bar ̿
𝑋 + 𝑧σ𝑋̅ ̿
𝑋 − 𝑧σ𝑋̅ σ𝑥 = σ⁄ Monitor changes in the
√𝑛 mean of a process
Average Range 𝑋̿ + A2 𝑅̅ 𝑋̿ − A2 𝑅̅ Estimate of the variability
of the process
Rang (R) ̅
D4 𝑅 ̅
D3 𝑅 ̿
𝐶𝐿 = 𝑅 Monitor the dispersion
or variability
P- chart 𝑃̅ + 𝑧σ𝑃 𝑃̅ − 𝑧σ𝑃 σ𝑃 = √𝑃(1 − 𝑃)/𝑛 Proportion of items in a
sample that are defective
C - chart ̅ ̅ c̅= average of defects The actual number of
𝐶̅ + 𝑧√𝐶 𝐶̅ − 𝑧√𝐶
defects

 Process capability: the ability of a production process to meet or exceed present specifications

 Product specification (tolerance limit): present ranges of acceptable quality characteristics.

Process capability:
Cp = (USL-LSL)/6σ
- Cp =1; meets specification “process is minimally capable”
- Cp ≤ 1; outside the range of specification “process is not capable”
- Cp ≥ 1; tighter than specifications “process exceeds minimal capability”

Cp assumes that process variability is centered on the specification range. Unfortunately, data
might be lie out-side the specification limits. In this case Cpk should be used:
𝑈𝑆𝐿 − 𝜇 𝜇 − 𝐿𝑆𝐿
𝐶𝑝𝑘 = min( , )
3𝜎 3𝜎
μ= the mean of the process, σ is the standard deviation
 3- Acceptance Sampling
Sample of goods and deciding whether to accept the entire lot based on the results.

Sources of Variation:

1- Common Causes (they cannot be identified)

2- Assignable Causes (can be precisely identified and elimination)

There are different types of sampling plans

- Single sampling - Double sampling - Multiple sampling

LEC (10,11):

Six sigma:

- Coined by the Motorola

- (σ) stands for the number of standard deviations of the process
There are two aspects to implementing the six sigma:

- Use of technical tools to identify and eliminate causes of quality problems (SPC)
- People involvement.

Mangers decisions:
How much and how often to inspect?

- consider product cost and product volume

- Consider process stability
- Consider lot size
Where to inspect?

- Inbounded materials - Prior to costly processing

- Finished products
Which tools to use?
SPC

Ten steps to ISO registration:

- Set the registration objectives What is the EFQM model:

- Select the appropriate standard
- Develop and implement the quality - Excellence
system - Total quality
- Select a third party registrar and apply - Quality assurance
- Perform self-analysis audit - Quality control
- Submit quality manual for approval - Inspection
- Pre assessment by registrar
- Take corrective actions
- Final assessment by registrar
- Registration