Quality Assurance & Control PDF

QUALITY ASSURANCE & CONTROL Group 7 COST OF QUALITY QUALITY ASSURANCE Quality assurance can be defined as “part of quality management focused on providing confidence that quality requirements will be fulfilled.” The confidence provided by quality assurance is twofold—internally to managemen...

QUALITY ASSURANCE & CONTROL Group 7 COST OF QUALITY QUALITY ASSURANCE Quality assurance can be defined as “part of quality management focused on providing confidence that quality requirements will be fulfilled.” The confidence provided by quality assurance is twofold—internally to management and externally to customers, government agencies, regulators, certifiers, and third parties. An alternate definition is “all the planned and systematic activities implemented within the quality system that can be demonstrated to provide confidence that a product or service will fulfill requirements for quality QUALITY CONTROL Quality control can be defined as “part of quality management focused on fulfilling quality requirements.” While quality assurance relates to how a process is performed or how a product is made, quality control is more the inspection aspect of quality management. An alternate definition is “the operational techniques and activities used to fulfill requirements for quality. Diagram between QA & QC “ Richard Branson TOTAL QUALITY MANAGEMENT (TQM) Total quality management (TQM) is an ongoing process of detecting and reducing or eliminating errors. It is used to streamline supply chain management, improve customer service, and ensure that employees are trained. The focus is to improve the quality of an organization’s outputs, including goods and services, through the continual improvement of internal practices. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service. TQM Model WHAT IS CUSTOMER? CUSTOMER Anyone who is impacted by the product or process delivered by an organization. 2 TYPES OF CUSTOMER External customer- The end user as well as intermediate processors. Internal customer- Other divisions of the company that receive the processed product. PRODUCT The output of the process carried out by the organization. HOW IS CUSTOMER SATISFACTION ACHIEVED? Product features- Refers to quality of design. Freedom from deficiencies- Refers to quality of conformance. 8 COMMON DEFINITIONS OF QUALITY 1. Perfection 2. Consistency 3. Eliminating waste 4. Speed of delivery 5. Compliance with policies and procedures 6. Doing it right the first time 7. Delighting or pleasing customers 8. Total customer satisfaction and service POINTS TO REMEMBER AT QUALITY LEVEL WHEN ASKING QUESTIONS Which products and services meet your expectations? Which products and services you need that you are not currently receiving? AT PROCESS LEVEL , WE NEED TO ASK THE FOLLOWING What products and services are most important to the external customer? What processes produce those products and services? What are the key inputs to those processes? ADDITIONAL VIEWS OF QUALITY IN SERVICES Technical Quality versus Functional quality Technical quality- the core element of the good service. Functional quality- customer perception of how the good functions or the service is delivered Expectations and Perceptions Customer prior expectations specifically the service experiences. And their perception of the service performance affect their satisfaction with the service. HISTORICAL PHILOSOPHIES OF QUALITY WALTER A. SHEWHART Developed statistical control process methods to distinguish between random and nonrandom variation in industrial processes to keep processes under control. Developed the “plan-do-check-act” (PDCA) cycle that emphasizes the need for continuous improvement. EDWARDS DEMING Advocated Statistical Process Control (SPC) The Deming Prize DEMING’S 14-POINT PROGRAM FOR IMPROVING QUALITY THE DEMING PHILOSOPHY JOSEPH M. JURAN Defined product quality as “fitness for use” as viewed by the customer in: Quality of design Quality of conformance Availability Safety Field of use Categorized the cost of quality as: Cost of prevention Cost of detection/appraisal Cost of failure THE JURAN PHILOSOPHY 1. The mission of the firm as a whole is to achieve high product quality. 2. The mission of each individual department is to achieve high production quality QUALITY TRILOGY Continuation HISTORICAL PHILOSOPHIES OF QUALITY ARMAND FEIGENBAUM – Proposed the concept of “total quality control,” making quality everyone’s responsibility. Stressed interdepartmental communication. Emphasized careful measurement and report of quality costs PHILIP CROSBY – Preached that “quality is free.” – Believed that an organization can reduce overall costs by improving the overall quality of its processes. GENICHI TAGUCHI – Emphasized the minimization of variation. Concerned with the cost of quality to society. Extended Juran’s concept of external failure KAORU ISHIKAWA – Developed problem-solving tools such as the cause-and-effect(fishbone) diagram. – Called the father of quality circles  DEFINING THE DIMENSIONS OF QUALITY QUALITY IN GOODS Performance Features Reliability Durability Conformance  Serviceability  Aesthetics  Perceived quality QUALITY IN SERVICE  Reliability  Tangibles  Responsiveness  Assurance  Empathy COST OF QUALITY Framework for identifying quality components that are related to producing both high quality products and low-quality components, with the goal of minimizing the total cost of quality COST RATIOS TYPICAL QUALITY COST RATIOS  JURAN’S MODEL COST OF PREVENTION Costs associated with the development of COST OF COST OF FAILURE programs to prevent DETECTIVE/APPRAISAL Costs associated with the defectives from Cost associated with failure of a defective occurring in the first the test and inspection products. place of subassemblies and Internal failure costs- products after they producing defective have been made products that are identified before shipment External failure costs- producing defective products that are delivered to the customer  CUSTOMER SATISFACTION ASSURING CUSTOMER SATISFACTION SERVICE RECOVERY SERVICE GUARANTEES How quickly a firm Provide customer rectifies a service feedback on service operations mistake has a strong Effective guarantees effect on establishing Unconditional customer loyalty and Easy to understand creating customer Meaningful satisfaction Easy and painless to invoke Easy and quick to collect on  TQM IMPLEMENTATION  ELEMENTS OF TQM & IMPLEMENTATION LEADERSHIP EMPLOYEE PRODUCT/ SUCCESSFUL TQM TQM PROCESS IMPLEMENTATION IMPLEMENTATION INVOLVEMENT EXCELLENCE FAILURE All employees product design Lack of focus on Top Requires total strategic planning assume quality and and core Management integration of responsibility monitoring the competencies Vision TQM into day- Obsolete, Planning & for inspecting process for to-day outdated the quality of continuous Support operations organizational their work improvement cultures. SUCCESSFUL TQM IMPLEMENTATION Integrity Ethics Trust Training Teamwork Communication Recognition Leadership TQM KEY ELEMENTS Foundation: Integrity, Ethics, Trust Building Bricks: Leadership, Teamwork, Training Roof: Recognition (Motivation) Binding Mortar: Communication COST OF QUALITY MODELS HOSHIN KANRI PLANNING Quality policies Quality goals Deployment of goals Plans to meet goals Organizational structure Resources Measurement feedback Review of progress Training PROCESS MANAGEMENT – STATISTICAL PROCESS CONTROL (SPC) Planning and administrating Process -value-added processes -support processes Value creation processes Repeatable and Measurable Process owners Accountability PROCESS CONTROL Control is the activity of ensuring the conformance to the requirements and taking corrective action when necessary. 1. Process control methods are the basis of effective daily management of processes. 2. Long-term improvements cannot be made to a process unless the process is first brought under control. - Short-term corrective action should be taken by the process owners. -Long-term remedial action should be the responsibility of the management.  Effective Quality Control Systems Process Improvement INTERNATIONAL ORGANIZATION FOR STANDARDIZATION 9000 (ISO) - Defines and establishes an organization’s quality policy and objectives - deals with the fundamentals of quality management system, including the eight management principles on which the family of standards is based  Presentation title ISO 9000 SERIES ISO 9000- is defined as a set of international standards on quality management and quality assurance developed to help companies effectively document the quality... ISO 9001- Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements. ISO 9002 – Model for quality assurance in the production and installation of manufacturing system. ISO 9003- Quality assurance in final inspection and testing. ISO 9004- Guidelines for the applications of standards in quality system ISO 9000 and ISO 9004- They describe what is necessary to accomplish the requirements outline standards 9001, 9002, 9003 ADVANTAGES Quality is maintained ISO registration also has a significant bearing on market credibility as well Opportunity to compete with large companies More time spent on customer focus Confirmation that your company is committed to quality May facilitate trade and increased market opportunities Can Increase customer confidence and satisfaction CLAUSES CLAUSE 4- Quality Management System CLAUSE 5- Management Responsibility CLAUSE 6-Resource Management CLAUSE 7- Product Realization CLAUSE 8- Measurement, Analysis and Improvement Presentation title CLAUSES CLAUSES 4 – QUALITY MANAGEMENT SYSTEM. General requirements. Documentation requirement. Quality manual. Control of records and documents CLAUSE 5 – MANAGEMENT RESPONSIBILITY. Customer focus. Quality objective. Quality policy. Quality management system planning. Management representative. Internal communication Presentation title CLAUSES CLAUSE 6 RESOURCE MANAGEMENT Competence, awareness and training. Infrastructure. Work environment CLAUSE 7 PRODUCT REALIZATION. Planning of product realization. Customer related process. Customer communication CLAUSE 8 MEASUREMENT , ANALYSIS AND IMPROVEMENT.General requirements. Monitoring and measurement - Customer satisfaction - Internal audit. Analysis of data. Continual improvement ISO 14000 IS A FAMILY STANDARD RELATED TO ENVIRONMENTAL MANAGEMENT THAT EXISTS TO HELP ORGANIZATION Presentation title - ISO 14000 is defined as a series of international environmental management standards, guides, and technical reports. What are the ISO 14001 requirements? Scope of the Environmental Management System.... Environmental Policy.... Evaluation of Environmental Risks and Opportunities.... Evaluation of Environmental Aspects.... Environmental Objectives and plans for achieving them.... Operational Control Procedures. Presentation title END OF SLIDES THANK YOU FOR YOUR LISTENING