MN5554 Quality 1. What is Quality The quality of a thing is the degree or grade of excellence.

. (Oxford English Dictionary) Five approaches (D. A. Garvin, 1984) - Transcendental - Productbased - Userbased - Manufacturingbased - Valuebased 2. Concept of Quality i. Transcendental - "Quality is neither mind nor matter, but a third entity independent of the two...even though Quality cannot be defined, you know what it is." (R.M. Pirsig, 1974) ii. Productbased - "Differences in quality amount to differences in the quantity of some desired ingredient or attribute." (L. Abbott, 1955) iii. Userbased - "In the final analysis of the marketplace, the quality of a product depends on how well it fits patterns of consumer preferences." (A. A. Kuehn and R. L. Day, 1962) - "Quality is fitness for use." (J. M. Juran, 1974) iv. Manufacturingbased - "Quality is conformance to requirements." (P. B. Crosby, 1979) v. Valuebased - "Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost." (R. A. Broh, 1982) 3. Eight (8) Dimensions of Quality (D. A. Garvin, 1987) o o o o o o o o

4. ISO Definitions of Quality ISO 8402:1995 - The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. ISO 9000:2005 - Degree to which a set of inherent characteristics fulfils requirements (which are needs or expectations that are stated, generally implied or obligatory). 5. Concepts Related to QM Quality management (QM): refers to coordinated activities to direct and control an organization with regard to quality (these includes quality assurance and quality control). Quality control (QC): is part of QM focused on fulfilling quality requirements. Quality assurance (QA): is part of QM focused on providing confidence that quality requirements will be fulfilled. Quality planning (QP): is part of QM focused on setting quality objectives and specifying necessary operational processes and related resources to fulfil the quality objectives. Quality improvement (QI): is part of QM focused on increasing the ability to fulfil quality requirements. 6. Total Quality Management (TQM) Management approach of an organization which centred on quality, based on the participation of all its members and aiming at longterm success through customer satisfaction, and benefits to all members of the organization and to society. Total: Involving the entire organization, supply chain, and/or product life cycle. Total quality: - Quality of products and services to satisfy some specific needs of the consumer (end user); - Quality of return to satisfy the needs of the shareholders; - Quality of life, at work and outside work, to satisfy the needs of the people in the organization. 7. Why Quality is Important Definition of Manufacturing - The process of converting raw materials, components, or parts into finished goods that meet a customer's expectations or specifications.

8. Key Generic Issues Facing UK Manufacturing Redefining manufacturing - strategic alliances with customers based on trust and mutual benefit - Product quality and customer service The impact of the internet - Dataintensive activities vs knowledge intensive processes - Fierce competition and shrinking supply chain People are the key to the future - education, skills and training - change popular public perception Mass customisation Technology and innovation as the key enabler 9. ISO 9000 Series of Standards 1) ISO 9000:2005, Quality management systems (Fundamentals & vocabulary) - Covers the basics of what quality management systems are and also contains the core language of the ISO 9000 series of standards. - A guidance document, not used for certification purposes. 2) ISO 9001:2008 Quality management systems (Requirements) - Intended for use in any organization which designs, develops, manufactures, installs and/or services any product or provides any form of service. 3) ISO 9004:2009 Managing for the sustained success of an organization (A quality management approach) - Gives guidance for organizations whose top management wish to move beyond ISO 9001, to address the needs and expectations of all interested parties and their satisfaction, by systematic and continual improvement of the organization's performance. 10. Evolution of ISO 9000 series

Performance Features
Perceived quality

Reliability Conformance Durability Serviceability Aesthetics

11. Eight (8) QM Principles 1) Focus on Your Customers - Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. 2) Provide Leadership - Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. 3) Involvement of People - People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit. 4) Use a Process Approach - A desired result is achieved more efficiently when activities and related resources are managed as a process. 5) System Approach to Management - Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives. 6) Continual Improvement - Continual improvement of the organization's overall performance should be a permanent objective of the organization. 7) Factual Approach to Decision Making - Effective decisions are based on the analysis of data and information. 8) Mutually Beneficial Supplier Relationships - An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value. 12. QMS Model

13. Seven (7) QC Tools 1) Run chart 2) Check Sheet 3) Histogram 4) Scatter diagram 5) Cause and effect diagram (Fishbone) 6) Pareto chart 7) Flow chart Run Chart A line graph of data points plotted in chronological order that helps detect special causes of variation. Typically representing the output or performance of a manufacturing or other business process. Similar to the control charts in SPC, but without showing control limits.

Histogram A histogram is a bar graph that shows frequency data. Histograms provide the easiest way to evaluate the distribution of data. - Unimodal or bimodal - Symmetric or skewed - Type of distribution (e.g. normal, uniform, etc) - Mean, standard deviation, other statistics

Scatter Diagram Also called scatterplot or scatter graph Graphs pairs of numerical data, with one variable on each axis, to look for a relationship between them. If the variables are correlated, the points will fall closer to a line or curve. Why Use Run Charts? Understand process variation Analyse data for patterns Monitor process performance Communicate process performance Check Sheet Sometimes called a tally sheet. A structured, prepared form for collecting and analysing data. Designed for the quick, easy, and efficient recording of the desired information. Each time the targeted event or problem occurs, record data on the check sheet.

Pareto Principle Also known as the 8020 rule, It states that for many phenomena, 80% of the consequences stem from 20% of the causes. Suggested by Joseph Juran and named after the Italian economist Vilfredo Pareto. Aim to separate the vital few from the useful many, i.e. to prioritise actions.

Cause and Effect Diagram (Fishbone) Show the relationships between a problem and its possible causes. Developed by Kaoru Ishikawa (1953) The starting point is a list of the possible causes of an effect. A hierarchy of causes - MAINGROUP - Subgroup - Immediate cause - Deeper cause They focus attention on the deepest causes which should be the target for improvement action. Advantages - Making the diagram is educational in itself. - Diagram demonstrates knowledge of problem solving team. - Diagram results in active searches for causes. - Diagram is a guide for data collection.

14. Seven New (7) QC Tools 1) 2) 3) 4) 5) 6) 7)

Affinity Diagrams
Tree Diagrams Process Decision Program Charts Relations Diagrams

Matrix Diagrams Matrix Data Analysis Arrow Diagrams

Tree Diagrams Can be used to: - Find problem causes (similar to CauseEffect Diagram) or be used to find an appropriate solution. - Record how assemblies and subassemblies combine to make a complete product. - Break down a project into manageable tasks.

History of the Seven New QC Tools Committee of JUSE(Union of Japanese Scientists and Engineers) was set up in 1972 (headed by Yoshinobu Nayatani). Aimed to develop more QC techniques with design approach. Announced a new set of methods (N7) in 1977. Developed to organize verbal data diagrammatically. Basic 7 tools effective for data analysis, process control, and quality improvement (numerical data). Used together increases TQM effectiveness. Relationship between Basic QC tools vs New QC Tools

Process Decision Program Charts PDPC extends Tree Diagram a couple of levels to identify risks and countermeasures for the bottom level tasks. Different shaped boxes are used to highlight the risks and countermeasures.

Flowcharts - Graphical description of how work is done. - Used to describe processes that are to be improved.

Affinity Diagrams A.k.a KJ Method (devised by Jiro Kawakita in the 1960s). Organizes a large number of ideas related to a broad problem or subject. Steps: - Record each idea on cards or notes. - Group the ideas according to natural affinity or relationship to each other. - Sort cards into groups until all cards have been used.

Relations Diagram Displays all the interrelated causeandeffect relationships and factors involved in a complex problem. Those with the most connections will usually be the most important factors to focus on (key causes, key effects). Matrix Diagram Matrix Diagrams are used to show various relationships between two, three or four groups of information. There are several differently shaped matrices, i.e. T, Y, X, and roofshaped. Matrix Data Analysis Matrix Data Analysis helps to arrange a large array of numbers so that they may be visualized and comprehended easily.

Arrow Diagram The arrow diagram shows the order of tasks in a project or process. It is commonly used in project management, i.e. CPA and PERT.

General Problemsolving Techniques Trial and error Brainstorming Lateral thinking Think outside the box Research Study what others have written about the problem. Maybe there's already a solution? Analogy - Has a similar problem (possibly in a different field) been solved before? Hypotheses testing Incubation Build (or write) one or more abstract models of the problem. Try to prove that the problem cannot be solved. - Where the proof breaks down can be your starting point for resolving it.