WHAT IS QUALITY

CELLPHONE?

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What is a Quality Cellphone?

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 What is Quality?

Quality is “fitness for use”

(Joseph Juran)

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 What is Quality?

Quality is “conformance to
requirements”
(Philip B. Crosby)

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 What is Quality?

Quality of a product or services is its

ability to satisfy the needs and
expectations of the customer
Quality= Performance/Expectations

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 What is Quality?

The totality of features and

characteristics of a product or
service that bears on its ability to
satisfy stated or implied needs
(adapted by the American Society
for Quality)

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What is a Quality Car?

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What is a Quality Car?

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What is a Quality Car?

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 AT WHAT STAGE IN
PRODUCTION DO WE
MEASURE QUALITY?

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 Categories of Quality

User-based

 “Quality lies in the eyes of the beholder”

 better performance
 nicer features
 other improvements

Manufacturing-based
 conforming to standards
 making it right the first time

Product-based
 quality as a precise and measurable variable

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Categories of Quality

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HOW DO YOU MEASURE
QUALITY?

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 Quality Control

 is the use of techniques and activities to achieve, sustain,

and improve quality of a product or service.
 involves integrating the following related techniques and
activities:
 specifications of what is needed
 design of product or service to meet specifications
 production or installation to meet the full intent of the
specifications
 inspection to determine conformance to specifications
 review of usage to provide information for the revision of
specifications if needed

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 Quality Assurance Approaches

Inspection Corrective Quality built

before/after action during into the
production production process

Acceptance Statistical Process Continuous

Sampling Control Improvement

The least The most

progressive progressive

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 Quality Assurance
 All the planned or systematic actions necessary to
provide adequate confidence that a product or service
will satisfy given requirements for quality is called quality
assurance.

 Involves making sure that quality is what it should be.

 Includes a continuing evaluation of adequacy and

effectiveness with a view to having timely corrective
measures and feedback initiated where necessary.

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 Quality Assurance Approaches

Inspection Corrective Quality built

before/after action during into the
production production process

Acceptance Statistical Process Continuous

Sampling Control Improvement

The least The most

progressive progressive

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STATISTICAL PROCESS CONTROL

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BUT WHY ARE THESE
(2) NOT CONSIDERED
THE MOST
PROGRESSIVE?

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How good are your inspection skills? In the following paragraph, treat the
letter “f”, whether capitalized or lowercased, as a defective item. Inspect
the paragraph and count the number of defective items.

The study of SQC can be both fun and

rewarding for everyone. When you find out
that the fundamental ideas of statistics are
fairly easy to learn, you will discover that the
efforts result in a great deal of satisfaction. If
you treat a production problem as a puzzle,
the application of SQC provides clues for its
solution, and when the puzzle is finally
solved, the feeling of satisfaction is very
fulfilling. Puzzles can be frustrating, but the
final solution is fun.

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 How good are your inspection skills? In the following
paragraph, treat the letter “f”, whether capitalized or lowercased, as a
defective item. Inspect the paragraph and count the number of
defective items.

The study of SQC can be both fun and

rewarding for everyone. When you find out
that the fundamental ideas of statistics are
fairly easy to learn, you will discover that the
efforts result in a great deal of satisfaction. If
you treat a production problem as a puzzle,
the application of SQC provides clues for its
solution, and when the puzzle is finally
solved, the feeling of satisfaction is very
fulfilling. Puzzles can be frustrating, but the
final solution is fun.

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TOTAL QUALITY
MANAGEMENT

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 TOTAL QUALITY MANAGEMENT

 TOTAL – made up of the whole

 QUALITY – degree of excellence a product or service

provides

 MANAGEMENT – act, art, or manner of handling,

controlling, directing, etc.

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 Responsibility for Quality

Customer

Product Service Marketing

Packaging and Quality Design

Storage Product Engineering

Inspection Procurement
and Test

Process
Production
Design 24
 Deming’s Chain Reaction

Improve Quality
Provide jobs and Cost decreases because
more jobs of less rework, fewer
mistakes, fewer delays,
snags, better use of
Stay in business machine time and
materials

Productivity improves
Capture the market with
better quality and lower price
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 The Deming Cycle or PDCA Cycle

PLAN
Plan a change to the process. Predict the
effect this change will have and plan how the
effects will be measured
ACT DO
Adopt the change as a Implement the change on a
permanent modification to small scale and measure the
the process, or abandon it. effects

CHECK
Study the results to learn what
effect the change had, if any.

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 W. Edwards Deming’s 14 Points

1. Create constancy of purpose towards improvement of product and

services.
2. Adopt the new philosophy.
3. Cease dependence on mass inspection.
4. End the practice of awarding business on the basis of price tag.
5. Constantly and forever improve the system of production and
service.
6. Institute modern methods of training on the job.
7. Institute modern methods of supervision of production workers.
The responsibility of foremen must be changed from numbers to
quality.
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 W. Edwards Deming’s 14 Points

8. Drive out fear that everyone may work effectively for the
company.
9. Break down barriers between departments.
10. Eliminate numerical goals, posters and slogans for the
workforce asking for new levels of productivity without providing
methods.
11. Eliminate work standards that prescribe numerical quotas.
12. Remove barriers that stand between the hourly worker and his
right to pride of workmanship.
13. Institute a vigorous programme of education and retraining.
14. Create a structure in top management that will push everyday on
the above 13 points.
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 Philip Crosby’s Four Absolutes

What is Quality? Definition : Conformance to

requirements
What system is needed to System of quality is
cause quality? prevention
What performance Performance Standard :
standard should be used? Zero Defects
What measurement Measurement : Price of non-
system is required? conformance (PON)

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 Philip B. Crosby’s 14-Step Plan for
Quality Management
1. Make it clear that management is committed to quality.
2. Form quality improvement teams with representatives from
each department.
3. Determine where current and potential quality problems lie.
4. Evaluate the cost of quality and explain its use as a
management tool.
5. Raise the quality awareness and personal concern of all
employees.
6. Take actions to correct problems identified through previous
steps.
7. Establish a committee for the zero defects programme.

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 Philip B. Crosby’s 14-Step Plan for
Quality Management
8. Train supervisors to actively carry out their part of the quality
improvement programme.
9. Hold a ‘zero defects day’ to let all employees realise that there
has been a change.
10. Encourage all individuals to establish improvement goals for
themselves and their groups.
11. Encourage employees to communicate to management the
obstacles they face in attaining their improvement goals.
12. Recognize and appreciate those who participate.
13. Establish quality councils to communicate on a regular basis.
14. Do it all over again to emphasise that the quality improvement
programme never ends.
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 Joseph M. Juran’s Quality Trilogy

Quality Planning Quality Control Quality

Establish quality goals Prove the process Improvement
can produce under
Identify customer Seek to optimize the
operating conditions
needs process via tools of
Transfer process to diagnosis
Translate needs into
operation
our language
Develop a product for
these needs
Optimize product
features for these
needs
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 Juran’s Trilogy Diagram

Quality Planning Quality control (during operations)

40 Quality
improve
Cost of New zone
-ment
Poor of quality
Original zone of control
Quality
20 quality control

0
0 TIME

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Lessons learned
 Joseph M.Juran and the Cost Of Quality

Costs
Total Unavoidable
Costs costs

Avoidable
costs

100% defective Point of “Enough

quality”
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 Joseph M. Juran’s 10 Points
1. Build awareness of the need and opportunity for improvement.
2. Set goals for improvement.
3. Organise to reach the goals (establish a quality council, identify
problems, select projects, appoint teams, designate facilitators)
4. Provide training.
5. Carry out projects to solve problems
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the
regular systems and process of the company.
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