QualityMgmt I

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MODULE VII

QUALITY MANAGEMENT


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WHAT IS QUALITY?

In any competitive economy, continuous cost reductionand quality improvements are essential for survival.

Competitiveness is measured by three parameters; Quality, the excellence of the product or service

Price

Delivery

Quality is the degree of excellence at an acceptableprice and control of variability at an acceptable cost

Quality is fitness for purpose or use.


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DIMENSIONS OF QUALITY

1. Performance: Primary operating characteristics

2. Features: Secondary characteristics

3. Reliability: Probability of a product failing withinspecified period of time

4. Conformance: The degree to which product design

match pre-established standards


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5. Durability: Period of use before it physicallydeteriorates

6. Serviceability: Speed, competency and efficiency

7. Aesthetics: How a product looks, feels, sounds, etc.

8. Perceived quality: consumers do not always possess

complete information of the product


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JOSEPH M. JURAN

Juran proposed a simple definition of quality asfitnessfor use

Jurans Trilogy Quality Planning

Quality control

Quality improvement


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Jurans Categories of Quality costs

Internal failure costs Scrap

Rework

Retest

Downtime Yield losses

Disposition

External failure costs Complaint adjustment

Returned material

Warranty charges

allowances


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Appraisal costs

Incoming materials inspection

Inspection and test

Maintaining accuracy of test equipment

Materials and services consumed

Evaluation of stocks

Prevention costs

Quality planning

New products review Training

Process control

Quality data acquisition and analysis

Quality reporting and improvement projects


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Demings 14 Principles

1. Create and publish, a statement of the gains andpurposes of the organisation

2. Learn and adopt the new philosophy

3. Understand the purpose of inspection4. End the practice of awarding business on price tag

alone

5. Constantly improve the system of production and

service6. Introduce training in the system

7. Adopt and introduce modern method of supervisionand leadership


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Contd;

8. Drive out fear, create trust, create a climate forinnovation

9. Optimize toward the aims and purposes of thecompany

10. Eliminate use of slogans, posters etc.

11. Eliminate numerical quotas for production and workstandards

12. Remove barriers that rob people of pride ofworkmanship

13. Encourage education and self-improvement for everyone

14. Take action to accomplish the transformation


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PDCA Cycle

Plan the improvement

Do implement the plan

Check - How closely result meets goals Act Use the improved process as standard practice


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Deming Wheel: PDCA Cycle


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ISO 9000

ISO is a nickname to InternationalOrganization for Standardization.

An international standard more than 100countries

ISO is a non-governmental organizationestablished in 1947 by International StandardAgency headquartered in Geneva.

Principles are applicable to all organizations


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WHAT IS ISO 9000

ISO 9000 is a written set of standard which describe

and define the basic elements/clauses of the quality

system needed to ensure that an organizations

products/or services meet or exceed customer needsand expectations


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Principles of ISO 9000

- ISO 9000 is a standard for a quality system, not product.

- ISO 9000 is based on documentation and is premised on thefollowing:-

- Document what you do;

- Do what your document;- Prove it and improve it

- ISO 9000 emphasizes prevention.

- ISO 9000 is a universal standard; the focus is on whatneeds to be done and not on how it is to be carried out


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WHY QUALITY SYSTEM - ISO 9000

To satisfy customers through a qualityproduct

To gain self confidence we get what

we planned

To achieve competitiveness in both thelocal and overseas markets.

As a blueprint for efforts to improvethe quality system of the organization.


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BENEFITS OF ISO 9000 IMPLEMENTATION

For the company:-

- Well defined organization andresponsibilities,i.e., minimize grey areas and possible

resources wastage.

- Standardize practice and establishmentof proper communication channel, i.e.

maximize productivity andcommunication efficiency.


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QualityAwards and Standards

Malcolm Baldrige National Quality Award

(MBNQA)

The Deming Prize

ISO 9000 Certification

ISO 14000 Standards


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MBNQA

Award named after the former Secretary ofCommerce Reagan Administration

Intended to reward and stimulate qualityinitiatives

Given to no more that two companies in each ofthree categories; manufacturing, service, andsmall business

Past winners; FedEx, 3M, IBM, Ritz-Carlton

Typical winners have scored around 700 points


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The Deming Prize

Given by the Union of Japanese Scientists and

Engineers since 1951

Named after W. Edwards Deming who workedto improve Japanese quality after WWII

Not open to foreign companies until 1984

Florida P & L was first US company winner


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Quality circle

group of workers

and supervisorsfrom same areawho addressquality problems

Presentation

ImplementationMonitoring

Solution

Problem results

ProblemAnalysis

Cause and effectData collectionand analysis

ProblemIdentification

List alternativesConsensus

Brainstorming

TrainingGroup processes

Data collectionProblem analysis

Organization8-10 members

Same areaSupervisor/moderator

Quality Circlesand QITs

QualityMgmt I

Documents

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