Introduction To Quality: (Formerly Titled Quality Control 8th Edition)

Quality Improvement
(Formerly titled Quality Control 8th Edition)
Chapter 1
Introduction to Quality
PowerPoint presentation to accompany
Besterfield, Quality Improvement, 9th edition
Textbook Outline
 Introduction to Quality Improvement
 Lean
 Six sigma
 SPC
 Control Charts for Variables
 Additional SPC techniques for Variables
2
Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
Outline (Continued)
 Probability
 Control Charts for Attributes
 Sampling
 Reliability
 Management and Planning Tools
 Experimental Design
 Taguchi’s Quality Engineering
3
Learning Objectives
When you have completed this chapter you
should be able to:
 Define quality, quality control, quality
improvement, statistical quality control, quality
assurance, and process.
 Be able to describe FMEA, QFD, ISO 9000, ISO
14000, Benchmarking, TPM, Quality by Design,
Products Liability, and IT
4
Definitions
Quality
• Ratio of the perceptions of performance to
expectation.
• ASQ—Each person or sector has its own.
• ISO 9000—Degree to which a set of inherent
characteristics fulfills requirements.
• All of the above.
5
Definitions (Continued)
Quality Control--Use of techniques to achieve and
sustain the quality.
Quality Improvement--Use of tools and techniques
to continually improve the product, service, or
process.
Statistical Quality Control—Use of statistics to control
the quality.

Definitions (Continued)
Quality Assurance--Planned or systematic
actions necessary to provide adequate
confidence that the product or service
will satisfy given requirements.
Process--Set of interrelated activities that
uses specific inputs to produce specific
outputs. Includes both internal and
external customers and suppliers.

Quality Improvement Tools
 The previous textbook outline slide
provides the tools covered.
 Tools covered briefly in this chapter are:
FMEA, QFD, ISO 9000, ISO 14000,
Benchmarking, TPM, Quality by Design,
Products Liability, IT
8
Failure Mode & Effect Analysis
(FMEA)
 Identifies foreseeable failure modes and plans
for elimination.
 Group of activities to:
 Recognize and evaluate potential failures,
 Identify actions that could eliminate or reduce
them,
 Document the process.
 Two types – design and process.

Quality Function Deployment (QFD)
 Identifies and sets priorities for process
improvement.
 Multifunction team uses ‘voice of the
customer’ to achieve results throughout the
organization.
 It reduces start-up costs and design changes
that lead to increased customer satisfaction.

QFD (Continued)
 Answers the following questions:
1. What do customers want?
2. Are all wants equally important?
3. Will delivering perceived needs yield a
competitive advantage?
4. How can we change the product,
service, or process?
5. How does a change affect customer
perception?

QFD (continued)
6. How does a change affect technical
descriptors?
7. What is the relationship between parts
deployment, process planning, and
production planning?

ISO 9000 (QMS)
 ISO Stands for International Organization for
Standards.
 QMS stands for Quality Management System.
 The standard, recognized by over 100
countries, is divided into three parts.
 Fundaments and vocabulary,
 Requirements, and
 Improvement guidance.

ISO 9000 (Continued)
 Five clauses of the requirement’s part are:
 Continual improvement
 Management Responsibility
 Resource Management
 Product Realization
 Measurement, Analysis, and Improvement
 Related to customer requirements and
satisfaction.

ISO 14000 (EMS)
 International standard for an environ-
mental management system (EMS).
 Describes the requirements for registration
and/or self-declaration.
 Requirements based on the process--not on
the products or services.
 Continual improvement for environmental
protection.

ISO 14000 (Continued)
 The four sections are:
 Environment policy,
 Planning, implementation, & operations,
 Checking and corrective action,
 Management review.

Benchmarking
 Benchmarking was developed by Xerox in
1979. The idea is to find another company
that is doing a particular process better than
your company, and then, using that
information to improve the process.
 Constant testing of industry’s best practices.

Total Productive Maintenance
 Total Productive Maintenance (TPM)is a
technique that utilizes the entire work
force to obtain the optimum use of
equipment.
 The technical skills in TPM are: daily
equipment checking, machine inspection,
fine-tuning machinery, lubrication, trouble-
shooting, and repair.

Quality by Design
 Quality by Design is the practice of using a
multidisciplinary team to conduct product or
service conception, design, and production
planning at one time.
 The major benefits are faster product
development, shorter time to market, better
quality, less work-in-process, fewer engineering
change orders, and increased productivity

Products Liability
 Consumers are initiating lawsuits in record numbers
as a result of injury, death, and property damage
from faulty product or service design or faulty
workmanship.
 Reasons for injuries:
 Behavior or knowledge of the user.
 Environment where the product is used.
 Design and production of the item.

Information Technology
 Information Technology is defined as
computer technology (either hardware or
software) for processing and storing
information, as well as communications
technology for transmitting information.

Computer Program
 EXCEL has the ability to perform calculations
using Formulas/More Functions/Statistical and
Formulas/Math & Trig Tabs.
 There are EXCEL program files on the website
(www.pearsonhighered.com/besterfield) that
will solve many of the exercises.
 Bill Gates—Automation applied to an inefficient
operation will magnify the inefficiency.

Instructor
The remaining slides are from the 8th
edition.

The Dimensions of Quality
DIMENSION MEANING
Performance Primary product characteristics
Features Secondary characteristic
Conformance Meeting specifications or industry standards
Reliability Consistency of performance over time
Durability Useful life
Service Resolution of problems and complaints
Response Human-to-human interface
Aesthetics Sensory characteristics
Reputation Past performance and other intangibles
24
Historical Review
 Skilled craftsmanship during Middle Ages
 Industrial Revolution: rise of inspection
and separate quality departments
 Statistical methods at Bell System (1924)
 The American Society for Quality (1946)
 Deming (1950)
 Juran (1954
25
Historical Review (Continued)
 First Quality Control Circles (1960)
 1980s
 TQM
 Statistical Process Control, SPC
 Malcolm Baldrige National Quality Award
 Taguchi
 ISO (1990)
 Via Internet (2000)
26
Responsibility for Quality
Customer
Service Marketing
Quality
Packaging and Product Design
Storage Or Engineering
Service
Inspection
and Test Procurement
Process
Production Design
27
Marketing
 Help to evaluate the level of product quality
that a customer wants, needs..
Design Engineering
 Translate the customer’s requirements into
operating characteristics, exact specifications,
and appropriate tolerances
Procurement
 Responsible for procuring quality materials and
components
28
(Continued)
Process Design
 Develops processes and procedures
that will produce a quality product/service
Production
 Produce quality products and services
Inspection and Test
 Appraise the quality of purchased and
manufactured items and to report the results
29
(Continued)
Packaging and Storage
 Preserve and protect the quality of the product
Inspection and Test
 Appraise the quality of purchased and
manufactured items and to report the results
Service
 Fully realizing the intended function of the
product during its expected life
30
Chief Executive Officer
The highest-ranking executive
officer within a company or
corporation, who has
responsibility for overall
management of its day-to-day
affairs under the supervision of
the board of directors
31
Chief Executive Officer
(Continued)
 Ultimate responsibility for quality
 35% of the time is spent on quality
 Quality performances
32
Computers & Quality Control
Can be programmed to perform

complex calculations, to control a
process or test, to analyze data, to
write reports, and to recall
information on command
33
(Continued)
Benefits:
 Information is stored in the computer and
transmitted efficiently to remote terminals
 Information is provided to employee at the
same time the work assignment is given
 Ability to quickly update or change the
information
 The probability of fewer errors
34
(Continued)
Benefits:
 Powerful tool to help in the improvement
of quality
 The use of computers in quality is as
effective as the people who create the
total system
35
(Continued)
Quality functions needs:
 Data collection
 Data analysis and reporting
 Statistical analysis
 Process control
 Test and inspection
 System design
36
(Continued)
Data collection:
 The decision as to how much data to collect
and analyze is based on the reports to be
issued, the processes to be controlled, the
records to be retained, and the nature of
the quality improvement program
37
Computer & Quality Control
(Continued)
Data collection cont’d.:
 Computers are well suited for the collection of data
 Faster data transmission, fewer errors, and lower
collection costs can be achieved
 Multiple sources of data can be used
 Identifiers are necessary for data analysis, report
preparation, and record traceability
38
(Continued)
Data analysis and reporting:
 Quality info is stored in the computer for retrieval
at a future time, analyzed, reduced, and
disseminated in the form of a report
 The analysis, reduction, and reporting are
programmed to occur automatically in the system
39
(Continued)
Data analysis and reporting cont’d.:
 Data can be easily summarized
 Data can be analyzed as they are being
accumulated and corrective actions are taken
in real time
 Analysis of data using tools such as: Pareto,
Histogram, Software programs (Excel), Charts
are made easier
40
(Continued)
Statistical analysis:
 Use of Statistical packages
 The quality engineer can specify a
particular sequence of statistical
calculation to use for a given set of
conditions
 Time is saved and the calculations are
error-free
41
(Continued)
Statistical analysis
 Benefits:
 No more time-consuming manual
calculations
 One-time problem
 Process control
42
(Continued)
Process control:
 Computer programs control the sequence of
events performed during a process cycle
 Keep the measurement and control of critical
variables on target with minimum variation and
within acceptable control limits
43
(Continued)
Process control cont’d.:
 Computer numerically controlled (CNC)
machines, robots, and automatic storage
and retrieval systems (ASRS)
Benefits:
Constant product quality
More uniform startup and
shutdown
44
(Continued)
Process control cont’d.:
 Benefits cont’d.:
 High productivity (less employees)
 Safer operation for personnel and
equipment
45
(Continued)
Test and Inspection:
 Automated test systems can be
programmed to perform a complete
quality audit of a product
 Disadvantage:
High cost of the equipment
46
(Continued)
Test and Inspection:
 Advantages:
 Improve test quality
 Lower operating cost
 Better report preparation
 Improve precision
 Automatic calibration
 Malfunction diagnostics
47
(Continued)
System Design:
 The integration of the diverse quality
function with other activities requires an
extremely sophisticated system design
 Expert systems are computer programs
that capture the knowledge of experts as
a set of rules and relationships used for
such applications as problem diagnosis
48

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Quality Improvement

(Formerly titled Quality Control 8th Edition)

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc

Can be programmed to perform

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