Course Name: Production & Operations

Management
Module 5: Quality Assurance & Control

1) Write a brief note about inspection.

Inspection in a manufacturing industry is carried out to compare products with

known standards or Specifications. To ensure the specified quality for the
acceptability of the product, inspection stages are:

1. Incoming Raw Materials Stage: Here, the inspection is carried out to find
whether the incoming lot Gets rejected / accepted for the manufacturer under
the agreed terms of inspection plan. Single Sampling plans and multi-
sampling plans are in use for this purpose.

2. Process Control: Inspection during manufacturing is termed as Process

Control Inspection. The Inspection is carried out to find the quality of
products being produced is good or bad and take action to Bring the process
under control. Process inspection should be done at appropriate points in the
process So as to provide an immediate and accurate reflection of the quality
status and condition of all parts Being processed.

Process Inspection may include the following checks:

(a) Set up and first piece inspection: First piece inspection is established by
checking the first item Produced in the production set up. It will establish
whether the machine set up, jigs & fixtures, and Gauges are correct or not,
 and whether proper material is being used for the job. It also eliminates the
Necessity of scrapping a substantial part of production, run by locating the
cause for rejection and Correcting the deficiencies before production starts.
Therefore, the production should not begin until The first piece found is
acceptable.

(b) Patrol inspection: Patrol inspection is perhaps the most crucial of all
functions to keep the process in Control throughout the production. It
consists of inspection at appropriate intervals of time to verify Conformity
during manufacturing and is also known as floor inspection. This inspection
may be Conducted by operators/inspectors monitoring specified operations
or by automatic inspection. Whatever applicable, the last piece must be
included in the patrol inspection.

3. Final Inspection: Final inspection of finished goods before these are

dispatched to next stage of Production or customer helps in locating various
assignable causes and taking suitable remedial actions.

(a) Errors associated with inspection: The errors erupt in due to the
followings:

(i) Lack of understanding among standards of inspection.

(ii) Lack of consistency among various inspectors.

(iii) Improper sampling from the source population.

 The errors at (i) & (ii) can be minimized but not Eliminated altogether whereas
the error at (iii) can be eliminated through the choice of a correct Sampling
plan.

(b) Differences between 100% inspection and Sampling inspection

Thus, we may infer that sampling inspection is generally superior to hundred

per cent inspection.
2) Explain the types of inspection.

FLOOR-INSPECTION

In this system, the inspection is performed at the place of production. It suggests the checking of
materials in process at the machine or in the production time by patrolling inspectors. These
inspectors move from machine to machine and from one to the other work centres. Inspectors
have to be highly skilled. This method of inspection minimize the material handling, does not
disrupt the line layout of machinery and quickly locate the defect and readily offers field and
correction.

CENTRALISED-INSPECTION

Inspection is carried in a central place with all testing equipment; sensitive equipment is housed
in air-conditioned area. Samples are brought to the inspection floor for checking. Centralized
inspection may locate in one or more places in the manufacturing industry.

METHODS OF INSPECTION

There are two methods of inspection. They are: 100% inspection and

sampling inspection.

1. 100%-INSPECTION

This type will involve careful inspection in detail of quality at each strategic point or stage of
manufacture where the test is involved is non-destructive andevery piece is separately inspected.
It requires more number of inspectors and hence it is a costly method. There is no sampling
error. This is subjected to inspection error arising out of fatigue, negligence, difficulty of
supervision etc. Hence, completer accuracy of influence is seldom attained. It is suitable only
when a small number of pieces are there or a very high degree of quality is required. Example:
Jet engines, aircraft, medical and scientific equipment.

2. SAMPLING-INSPECTION

In this method randomly selected samples are inspected. Samples taken from different patches
of products are representatives. If the sample proves defective,the entire concerned is to be
rejected or recovered. Sampling inspection is cheaper and quicker. It requires less number of
Inspectors. It is subjected to sampling errors but the magnitude of sampling error can be
estimated.

3) Explain the control charts.

A Control Chart is the graphical representation between the order of sampling

along xaxis and statistics (functions of the observed values of the Variable)
along y-axis.

The Central Line (CL) displays the standard line, and UCL and LCL display the
Upper Control Limits and Lower Control Limits The control charts are useful
for operators and hence should be displayed at convenient positions.

These Control Limits (usually 11.7% of the values arising from Chance causes)
are used to distinguish between the Chance causes and the Assignable causes of
variation.

Management and usage of control charts:-

The samples are taken at regular suitable intervals and statistic plotted on a
chart.

If the point remains within the ‘UCL and LCL’, the process is allowed to
continue.
The product so produced is called a good lot.

If there is evidence of lack of control, the process should be stopped,

investigated, corrected and restarted.

Till the process gets stabilized, keep these goods separately segregated for good
and bad separately.

A point outside the control limit is an index of out of control situation whereas
the pattern of points indicate the nature of action desired at any point of time.

Types of Control Charts

There are many types of Control Charts suited to various types of situations.
The major ones are

briefly described below:

1. (X, R) charts:

(a) (X, R) charts are applicable to variable type of data.

(b) These charts are used to control the individual characteristic (X, R).

(c) These charts provide the maximum information from the available data
on ‘Mean’ and
‘Variation’ for the control.

(d)Small samples will suffice.

(e) Sampling frequency for (X, R) Charts as per Duncan’s study reveal
that:

(i) If a shift in the process average causes high rate of loss as compared to
cost of inspection, it is better to take small samples quite frequently
 rather than large samples less frequently e.g., it is better to take 4-5
samples every half hourly rather than 8-10 every hour.

(ii) If it is possible to decide quickly and the cost of looking for trouble is
low, then use ‘2 r or 1.5 r’ Control limits rather than 3 r Control limits
and use 3 r Control limits if the cost of looking troubles is high.

(iii) If the unit cost of inspection is relatively high, then its better to take
sample size of 2 or 3 at relatively long intervals i.e., once or twice in a
shift and use Control limits + or 2r ( or 1.5 r).

(iv) A Control Chart schedule should take into account detection of

changes in process of required degree with desired confidence. However
(X, R) charts are not understood easily by Operators/Inspectors and these
charts cannot be used for go-on-go type of data.

2. p, np chart: This chart is applicable to Attribute Data (number of defective

units of product)

(a) This chart is used to control the overall fraction defective of a process.
The data required for this Chart is already available from inspection
records.

(b)The chart is easily understood as compared to (X, R) chart.

(C). The chart provides overall picture of the quality. However, this charts
does not provide detailed Information for Control of individual
characteristic. The charts do not recognise degree of Defectiveness in units
of product standard and limits vary the sample size.If rejection percentage
(p) is < 10 then nm chart is convenient to use with a constant sample size
and Control Limits may be read directly from the Statistical Table.

3.C chart:
 (a)C chart is applicable to attribute data (number of defects per unit of
product).

(b)This chart is used to control the overall number of defects per unit.

(C). This chart gives all the advantages given alone for m-charts.
Additionally, it provides the measure of Degree of defectiveness in units of
product. However, it does not provide detailed information and control of
individual characteristics as in case of (X, R) charts.

4) What is quality circles?

A Quality Circle, according to the American Society for Quality, is a small group of three to
twelve people who volunteer to do the same or similar work and meet weekly for about
one hour in paid time, usually under the leadership of their own supervisor, to identify,
analyse, and solve some of the problems they face at work. They next propose their
recommendations to management and, if possible, put the solutions into action
themselves. The following are the key phrases from the preceding definition:
a) A small group of persons who are all interested in the same thing;
b) A small group of three to twelve people;
c) Meeting up on a volunteer basis;
d) Holding weekly sessions lasting roughly one hour;
e) Scheduling a meeting at a time when you are paid
f) Working under their own supervisor's supervision;
g) Identify, analyse, and address problems in their professional lives; Presentation of a
solution to management; solution execution (in the form of real implementation).
Characteristics of quality circle:-

The Circle, which should be more or less homogeneous in composition, should include
people from the same job area. They’ll most likely have similar educational backgrounds,
use the same technical jargon, and shouldn’t be hampered in any way by the presence of
another team member. In extraordinary cases, such as when specialists are requested to
work on a specific project and require expert advice and direction, departures from this
key need may be tolerated.

The Circle's size should be kept to a minimum to ensure that it acts as a team rather than a
committee. This squad is exactly what it says it is: a Section's Circle, and they are not an
exceptional group in their profession. The Circle’s size should be kept to a minimum to
encourage participation from all of its members. Every team member should be
encouraged to provide feedback and express their ideas on Circle initiatives in an open
and transparent manner.

Members of the Quality Circles are expected to attend and participate in meetings simply out
of goodwill, and they are not obligated to do so. Individuals are allowed to join and leave
the group at any time. There should be no pressure, inquests, or recriminations if
someone joins the Circle and subsequently wishes to leave. It’s probable that the person
will be questioned about why he or she chose to depart. The person may choose to re-join
the group if a dispute can be resolved peacefully. If a disagreement cannot be addressed
amicably, the individual may choose to leave the organisation.

Because the Circle is primarily concerned with workplace matters, the supervisor is the best
competent person to serve as the group’s facilitator. Once the group is established,
however, the members will quickly realise that the group's leadership will never be an
impediment to any aspect of the discussion process. Everyone’s point of view is equally
valid, and no one’s perspective is more or less relevant in the decision-making process
than anybody else’s.

Detecting, analysing, and resolving issues: The fact that the Circles are accountable for
detecting and solving problems in their specific work area is the most essential
component of this section of the concept. This aspect of Quality Circles is what gives
them their strength and brings its members the most joy. Despite the fact that their work
may be linked to the work of others in some way, the group is not meeting to criticise
others' work. In fact, they have a wealth of obstacles in their own work field that they can
handle and apply their own knowledge and experience to create excellent results.
 Providing Alternative Solutions to Management: After collecting data, trying out new ideas,
and discussing them over time, the Circle must present their ideas to their management. If
the Circle believes that their suggestions will help them improve a specific aspect of their
work, they must propose them to their employer. When giving a presentation to
management, it is a good idea for all members of the Circle to attend and participate. The
Circle’s ideas do not have to be approved by management; nonetheless, they must be
carefully considered. Management owes it to the Circle to provide a comprehensive
reason whenever it rejects a proposal. Because Circle efforts are usually so well planned
and executed, it appears that management’s open rejection of them is uncommon.

5) Explain the benefits of quality circles.

Benefits of Quality Circles (Q.C.):

1.Through the forum of Q.C. the chronic problems-of organisations which really create hurdles
in work get resolved by the grass root employees of organisation, whose knowl-edge and
experience otherwise is not fully utilized.

2.With such a capable work force, any organisation can easily undertake more difficult and
challenging assignments for its growth and profit.

3.As the employees gain experience they take more challenging projects, in due
course they undertake projects on cost reduction, material handling, quality
improvement, preventing wastage, improving delivery schedule, improving customer
service, improving inspection and test methods, preventing accidents improving design
and process etc.

4. Cost reduction.

5. Increased productivity.
6. Improved quality.

7. Better communication.

8. Better house-keeping.

9. Increased team work.

10. Smooth working.

11. Better mutual trust.

12. Greater sense of belongingness.

13. Increased safety.

14. Better human relations.