Industrial

Quality
Control

ENGR. DELFIN R. JACOB

August 2021
PRODUCTIVITY
The Economist’s View
“ Productivity is the relationship
between output and its associated
input, when these are expressed in real
( physical volume) terms “
- Kendrick
Output
Productivity = --------------------
Input
Is above all an attitude of mind.
It seeks to continually
improve what already exists.
It is based on the belief
that one can do things
better TODAY
than YESTERDAY
and better TOMORROW
than TODAY
 EFFICIENT, BETTER
HIGH EFFECTIVE , SUPERIORITY ECONOMIC STANDARD OF
PRODUCTIVITY ECONOMICAL IN MARKET DEVELOPMENT LIVING AND
USE OF COMPETITION AND GROWTH HUMAN
RESOURCES WELFARE

WASTEFUL INFERIORITY
LOW ECONOMIC SOCIAL
USE OF IN MARKET
PRODUCTIVITY SLOWDOWN INSTABILITY
RESOURCES COMPETITION
 Better
Ultimate Tomorrow
Goal for
Everyone

Intermediate Effective Use of Resources

Goal Efficiency Improvement
Economic Operation

Approach
Strategic W T E E
Method S P M M
M C S

Grounds WISE 5S QC
 Steps for Improving Productivity
Through Enhanced Participation of
General Employees
Top Officials Innovation
1.
Directors
Conventional Supervisors Maintenance
Job Function
Faculty Members/
Employees

2. Top Officials Innovation

Advanced Directors
Improvement
Job Function Supervisors (Kaizen) Maintenance
Faculty Members/
Employees
Note : A = Group Participation
(e.g. Quality Circle)
B = Suggestion Scheme
C = 5S’s (Good Housekeeping)
TOTAL QUALITY
MANAGEMENT
 Business Total Productive
Excellence Maintenance

Six Sigma TRIZ

Kaizen GP

ISO 9001:2015 Lean Operations

 TOTAL

> WHO - EVERYBODY - > WHEN - EVERY TIME > WHAT - EVERYTHING MATERIALS, > WHERE -
TOP OFFICIALS, - AT ALL TIME - ALL SERVICES, EQUIPMENT EVERYWHERE - ALL
DEPARTMENT/UNIT PROCESSES, AREAS
HEADS, EMPLOYEES,
SERVICE PROVIDERS,
SUPPLIERS
WHAT IS
QUALITY?
A CUSTOMER
DETERMINATION:

Total Customer Satisfaction

based upon his actual
experience, measured against
his requirements and always
representing a moving target
in a competitive market.

Source: A.V.FEIGENBAUM,
Total Quality Control
QUALITY IN FACT

~ Doing the right thing

~ Doing it the right way
~ Doing it right the first time
~ Doing it on time
TOTAL QUALITY
MANAGEMENT
A management approach
that centers on
Continuous Process
Improvement
through Universal
Participation aiming at long-
term success
through “Customer”
Satisfaction
and benefits all members of
the organization and the
society
Principle 1
Customer-Driven Organization

► Who are your customers?

► Where are they now?

► What are their needs, wants and

requirements?

► What are their expectations in your

company?
Principle 2
Leadership
• Champions of “Quality First
Concept”
• Walk the talk: Focus on
making real changes
• Shake-down the status
• Stimulate and motivate
• Provide conducive
environment
Principle 3
Involvement of People
Vital for an organization

Team work empowerment –

on people who own the process

People Building

“We are ladies and gentlemen serving ladies and gentlemen.”

-Ritz Carlton’s motto
Principle 4
Process Approach
• Document existing procedures

• Identify gaps and anomalies

• More transparent

• Facilitate the transfer of tasks

• Baseline for improvements

Principle 5
Factual Approach to
Decision Making
• Use of statistical tools/techniques
for the analysis of data and
information

○ Ishikawa/Cause and Effect

○ Pareto Analysis – vital few
concept
○ Check Sheet
○ Scatter Diagram
○ Flowchart
○ Histogram – dispersion control
○ Control Charts

• Aids the review process –

measures and indicators
Principle 6
Systems Approach to
Management
• Top-down approach

• Interrelated and interacting

parts
Principle 7
Continual Improvement
• Kaizen

• A permanent objective

• Benchmarking

• Continuing re-evaluation of
objectives against customer
requirements
Principle 8
Mutually Beneficial Customer –
Supplier Relationship

• Communication enhances the

competitive advantage of both
organizations

• Clearly defined and understood

requirements

• Mutual respect, trust, benefit

• WIN-WIN Relationship
a fad
a recipe or roadmap
a quick fix
a project
a program
 a way of life
 a management of
change

 an attitude
 TQM
TPM
IE

5S SS PQA
QC

ISO 9000
 M
. CI
8
M
r TP
o
r JIT
QCo
7. T
CC
6. Q cheme The most
S
stion important is
Sugge
5. Basic IPI
4. QC

3. IE
ovement
2. 5S + Impr

1. Fundamentals/ Improvement/ PDCA

0 .5 1 2 3 4 5 6 Years
 What is QUALITY?
• It is the totality of characteristics of a particular product
or service that bares an ability to satisfy the needs of the
customers.

Facts about QUALITY?

Quality is a TERMINATOR Quality is a PEACE MAKER

Quality is an EMANCIPATOR Quality is the WINNING GLOBAL STRATEGY

Source: Quality means Survival

QUALITY CONCEPTS
Process as an Iceberg

True Quality Yield QA Results

(What the customer is paying) SLA Productivity Output

Rework Attendance People

Cause and Cost ($) Issues Issues

of Poor Quality Redundant

Process Multiple Attrition
validation
(COPQ)
MTBA/MTBF/ Overtimes
(What the company is losing)
Downtime Bad OEE

Morale
Process
changes
QUALITY CONCEPTS

Measures of QUALITY

• A defect (or nonconformity) is the non-fulfillment of a quality characteristic

from its intended level.

• Defect is the specific point at which a specification is not satisfied.

• If an item does not conform to requirement on one or more of several

characteristics, then the item is classified as a defective (or nonconforming
item).

• Hence, a defective (nonconforming item) is a unit of product or service that

does not satisfy one or more of the specifications for that product.

• A defective may contain more than one defect.

QUALITY CONCEPTS

COST of POOR QUALITY (COPQ)

Wastes
Customer Returns Traditional Cost of Poor Quality
Rejects
Inspection Cost
(4.0 – 5.0% of Sales)
Testing Cost When quality costs are initially determined, the
Rework Recall categories included are the visible ones as depicted in
the iceberg.
Excessive OT High Cost
Late Documents
Billing Errors
Excessive Expenses Incorrect Sales
Orders As an organization gains a broader definition of poor
Planning Delays Customer Excessive
quality, the hidden portion of the iceberg becomes
Allowances
Complaint
Inventory apparent
Resolution Customer System Cost
Recovery Hidden COPQ:
Development Cost The costs incurred to deal with these problems
of Failed Product

After Revelation:
Cost of Poor Quality (COPQ) is now 15-20% of the total
sales
QUALITY CONCEPTS
Types of Cost of Quality
Prevention Cost:
The cost of all the activities specifically designed to prevent poor quality in
products or services. Examples: Product review, quality planning, process COST OF
capability evaluations, QIT, QIP, education and training ATTAINING
QUALITY
Appraisal Cost:
The cost associated with measuring, evaluating or auditing products or services
to assure conformance to quality standard performance requirements.
Examples: source, in-process inspections, calibration & audits

Failure Cost:
The cost resulting from products or services not confirming to requirement or
customer/user needs.
Internal Failure Cost:
Failure cost occurring prior to
delivery or shipment of the product,
or furnishing the service to the
customer. Examples: Scrap, rework,
retest, etc.
COST OF POOR
External Failure Cost: QUALITY
Failure cost occurring after delivery
or shipment of the product, or
furnishing the service to the
customer. Examples: Complaints,
returns, warranty claims and recalls