MONITORING AND QUALITY CONTROL

DIFFERENCE BETWEEN COURSES

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Q U A L I T Y C O N T R O L I S AN E N G I N E E RI N G C O U R S E
MONITORING AND QUALITY CONTROL
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HI S T O RY O F Q U AL I T Y C O N T R O L AN D Q U AL I T Y
M AN AGE ME N T
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https://www.juran.com/blog/the-history-
of-quality/
Quality Control &
Quality Assurance –
What Is the
Difference?
• It is often assumed that
quality control and
quality assurance are
one and the same thing—
however, while both are
an essential component
of quality management
systems there are some
subtle but important
differences between the
two activities.
 • What is quality control?

Quality control (QC) is concerned with the

identification of defects

it is regarded as the “inspection”

element of quality management.
• What is quality assurance?
Whereas quality control focuses on identifying
defects, quality assurance (QA) focuses on the
prevention of defects

The emphasis of quality assurance is less on the

end product, and more on the processes and
systems involved in creating it.
Quality assurance has two key principles:

Fit for purpose – the product should be

suitable for its intended purpose

Right first time – all defects or mistakes

should be eliminated.

what testing and calibration laboratories must do to become accredited,

specifying a number of management and technical requirement
The Juran Trilogy

• What is the Juran Trilogy?

• The Juran Trilogy, also called Quality Trilogy, was presented by Dr.
Joseph M. Juran in 1986 as a mean to manage for quality.
• The traditional approach to quality at that time was based on quality
control, but today, the Trilogy has become the basis for most quality
management best practices around the world.
• The Juran Trilogy is a universal way of thinking about quality—it fits

all functions, all levels, and all product and service lines. The underlying

concept is that managing for quality consists of three universal processes:

• Quality Planning (Quality by Design)

• Quality Control (Process Control & Regulatory)

• Quality Improvement (Lean Six Sigma)

Quality Planning (Quality by Design)

The design process enables innovation to happen

by designing products (goods, services, or
information) together with the processes—
including controls—to produce the final outputs.
Today many call this Quality By Design or Design
for Six Sigma (DFSS)
 Quality Improvement (Lean Six Sigma)

 Improvement happens every day, in every organization

 That is how businesses survive
 Improvement is an activity in which every organization carries out tasks to
make incremental improvements, day after day.
 Daily improvement is different from breakthrough improvement.
Breakthrough requires special methods and leadership support to attain
significant changes and results.
 It also differs from planning and control as it requires taking a “step
back” to discover what may be preventing the current level of
performance from meeting the needs of its customers.
 By focusing on attaining breakthrough improvement, leaders can
create a system to increase the rate of improvement.
 By attaining just a few vital breakthroughs year after year (The
Pareto Principle), the organization can outperform its competitors
and meet stakeholder needs.
Quality Control (Process Control & Regulatory)
• Quality control is the third universal process in the Juran Trilogy.
• The term “control of quality” emerged early in the twentieth century.
• The concept was to broaden the approach to achieving quality, from the
then-prevailing after-the-fact inspection

Today, the term “quality control” often means quality

control and compliance. The goal is to comply with
international standards or regulatory authorities such
as ISO 9000.
• The Trilogy continues to be the means to
present total quality management to all
employees looking to find a way to keep it
simple.
• A Guide to ISO 9000/9001:2015
 What is ISO 9000/9001:2015?


The ISO 9000 standards deal with the management systems used by
organizations to ensure quality in design, production, delivery, and
support products.


The newest ISO 9001:2015 standard includes several important
changes for quality management systems, including modifications in
terminology
ISO 9000 standards apply to all generic product categories: hardware,
software, processed materials and services.


ISO 9000 standards provides quality management guidance, quality
assurance requirements, and supporting technology for an
organization’s quality management system.

The standards provide guidelines on what features should be present
in the management system of an organization but do not outline how
the features should be implemented.


This means the standards have a wide applicability for various
products and situations.


Upon implementing ISO 9000, an organization can be registered as
having a certified quality management system.


To maintain its registered status, an organization must pass periodic
surveillance audits by the registrar. These audits are often conducted
Advantages of ISO Accreditation
The biggest advantage of ISO 9000 standards is that they help small
organizations by providing the guidelines and a third party certification
to enable them to demonstrate to their customers they have a quality
system in place.
Lean Six Sigma is a process improvement approach that uses a collaborative team
effort to improve performance by systematically removing operational waste and
reducing process variation

It combines Lean Management and Six

Sigma to increase the velocity of value
creation in business processes.
Six Sigma is a method that provides organizations tools to improve the capability of their
business processes. This increase in performance and decrease in process variation helps
lead to defect reduction and improvement in profits, employee morale, and quality of products
or services.
"Six Sigma quality" is a term generally used to indicate a process is well controlled
Lean Management optimises processes by reducing time spent on non-
value-added tasks (unnecessary operations or transport, waiting,
overproduction, etc.), causes of poor quality and complications.

Lean management has become a universal

management tool for delivering value and
optimizing workflows
Lean or Lean management is a business approach for maximizing customer value while
minimizing waste. It is based on the principles of the Toyota Production System (TPS) and aims to
create a culture of continuous improvement in an organization.
Toyota Motor Corporation's vehicle production system is a way of making things that is
sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT)
system," and has come to be well known and studied worldwide.
The Toyota Production System (TPS) was established based on two concepts: "jidoka"
(which can be loosely translated as "automation with a human touch"), as when a problem
occurs, the equipment stops immediately, preventing defective products from being
produced; and the "Just-in-Time" concept, in which each process produces only what is
needed for the next process in a continuous flow.
Based on the basic philosophies of jidoka and Just-in-Time, TPS can efficiently and quickly
produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.
There are four steps that you can take to help create your own lean project management
system:
1. Design a Simple Manufacturing System
The more you break down your systems into their simple, composite parts, the easier
each will be to monitor and improve through eliminating waste.
2. Keep Searching for Ways to Improve
Staff at all levels should be encouraged and supported in finding ways to improve
processes and procedures. It is important to have an honest overview of procedures in
order to find areas for improvement. The more specific these improvements are to your
particular company and processes, the more effective they will be.
be used to help implement a lean management system, these include:
Control Charts – to check workflow
3. Continuously Implement Design Improvements
It is not enough to seek out improvements. These need to be implemented through your
designs, procedures and processes. It is not enough to just seek improvements, they
need to be put into practice on a practical level too. Any improvements should also be
backed up by improvement metrics and it is often best to make small incremental changes
rather than large sweeping ones.
4. Seek Staff Buy-In
In order to effectively achieve the first three steps you need to gain the support of your
staff. The whole methodology can suffer if management decides to implement it without
gaining the buy-in of employees. Since waste, and therefore lean, is an overall concept
across the entire business, it requires management to identify and understand the true
problems that need to be solved.
Employees can block the success of lean management by pushing back, especially if the
burden of managing and implementing lean is placed upon their shoulders. A good
solution to this is to create a ‘lean plan’ where teams can provide feedback and
suggestions to management, who then make the final decision on any changes. Coaching
is also important to explain concepts and impart knowledge to employees at all levels.
Lean Manufacturing Tools Used
Six Sigma is a method of data-driven management that is similar to lean in that it
also seeks to assess and eliminate process defects to improve quality. However,
while both processes seek to eliminate waste, they use different approaches to do
so.
While lean contends that waste is a product of additional steps, processes and
features that a customer doesn’t believe add value, Six Sigma sees waste as a
product of process variation.
Despite the differences, Six Sigma and lean can be combined to create a data-
driven approach called ‘Lean Six Sigma.’
 Which comes first Lean or Six Sigma?“Which one should we do first, Lean or Six Sigma?” A
sensible approach is to first use Lean tools to eliminate the non-value-added steps, and then
use Six Sigma to reduce variation in the remaining value-added steps.

LSS is a merge of two process improvement methodologies: Lean, developed by Toyota,

and Six Sigma, developed by Motorola. Lean aims to eliminate waste or NVA activity,
often using qualitative measures to achieve this goal, whereas Six Sigma targets variation
and employs statistical analysis