What is a Quality Engineer

A Quality Engineer works within the quality team to ensure the overall quality of a
manufactured product and is tasked with creating documentation, devising quality tests and
defining the criteria a test result should meet. They play a key role in fixing issues when they
arise. Let’s take a closer look at the details of quality and the role of a Quality Engineer.
What is a Quality Engineer?
A Quality Engineer works within a wider team of quality professionals with the overall aim of
maintaining the quality of the final product. They do so by following the quality management
systems of the manufacturing process.
Successful quality engineering ensures that final products are safe and meet customer
expectations while keeping the manufacturing process as effective and cost-efficient as possible.
Quality Engineers work with various stakeholders, at every part of the manufacturing process.
Examples include working with:
 Design teams – testing to identify product durability and areas of weakness
 Suppliers – working to ensure raw materials and component parts meet the company’s
quality standards
 Manufacturing teams – ensuring that equipment and processes follow predetermined
quality standards
 Customers – analyzing issues reported via customer feedback, maintaining records and
implementing changes to manufacturing when necessary
Quality Engineers will often be the individuals tasked with the creation of quality practices and
documentation for a given product or facility.
They set out appropriate tests and acceptable result parameters to ensure that quality testing
throughout the manufacturing process is effective.
Even at the point of troubleshooting, quality engineering is about more than just identifying
problems – it’s about understanding the underlying issues and developing successful fixes,
changing practices where necessary to ensure that standards are maintained.
Some Companies Might Call This Role…
 QA Engineer  QC Engineer
What Does a Quality Engineer Do?
The role of a Quality Engineer can vary greatly between companies.
In larger manufacturing operations, quality engineers can have a specific focus or area of
expertise (such as Quality Assurance Engineering or Quality Control Engineering – check out
the links for more information about the differences in those areas).
In smaller operations, Quality Engineers can be tasked with a much wider remit of
responsibilities, providing quality engineering support to the whole system.
Whatever the specific set up, Quality Engineers are working to ensure that manufacturing
processes and ultimately, final products, meet both internal and external quality standards.
Based within the manufacturing facility, Quality Engineers can work on the manufacturing floor,
in an office, or in a lab – depending on the specific tasks they are carrying out at the time.
As previously mentioned, specific duties of a Quality Engineer will vary from company to
company. But as examples, they can include:
 Creation of quality documentation and development of SOPs for their facility and
products in line with industry standards
 Proactive review and improvement of systems and processes to ensure maintenance of
standards
 Maintaining accurate quality documentation
 Working closely with manufacturing staff to ensure quality protocols are followed and
documentation is correctly maintained and implement any new changes or adaptations
based on a quality review
 Inspection and testing of various parts of manufacturing including products,
components, processes, and comparing against predefined standards
 Ensuring safety requirements are met at every point in the manufacturing facility
 Analyzing problems reported and developing improvements to overcome them
 Oversight of junior quality team members
 Statistical analysis of manufacturing data and creation of reports for senior staff
members based on quality documentation
 Working closely with external partners e.g. suppliers, customers, etc
 Continuous improvement to the manufacturing process
Becoming a Quality Engineer
A Bachelors degree in a science or engineering discipline is the typical minimum requirement for
quality engineering. An Associate’s degree with relevant experience may sometimes be enough
to secure an entry-level role.
What Skills Do I Need?
The ideal skill set for someone moving into a quality engineering role includes:
 Analytical skills – need to be able to spot problems quickly and find the underlying
causes so changes can be made
 Critical thinking – once problems are identified, solutions and improvements must be
found. This might involve thinking about a process, procedure or problem in a
completely new way.
 Attention to detail – as the people responsible for the creation and implementation of
quality systems, as well as the people who notice and report on problems, every detail
must be noticed and acted upon when necessary
 Numerical skills – statistical analysis can be a big part of a quality engineering role
 Communications skills – strong written and verbal communication skills are keys. Must
be able to relay potentially complex ideas to a wide range of audiences – both in personal
consultations but also through company SOPs and quality documentation
 Team working skills – working as part of the quality team, and in close coordination
with other teams throughout the manufacturing facility (as well as potential for
interaction with suppliers and customers) is a key part of quality engineering
 What is a Quality Assurance Associate?
A Quality Assurance Associate monitors and records results from processes and procedures
within manufacturing industries. Results are continually compared to predetermined expected
ranges and any deviation from expected results leads to corrective measures.
These quality checks ensure the ongoing reliability of the manufacturing process.
Let’s take a closer look at the details of quality assurance and the role of a Quality Assurance
Associate.
What is Quality Assurance and what is a Quality Assurance Associate?
Quality Assurance is part of the manufacturing quality system. It aims to prevent mistakes in
the manufacturing process and defects in the finished product by implementing and monitoring
processes and procedures.
Individuals within the Quality Assurance department monitor these processes and procedures,
take measurements and compare them to a predefined standard. Any deviation from the standard
results in corrective action at the process or procedure.
This provides a feedback loop mechanism which helps to avoid mistakes and defects.
It is important to note that Quality Assurance is operating at the level of manufacturing processes
and procedures. While the aim is to ultimately maintain the quality of the finished product,
Quality Assurance is not concerned with measurement or inspection of that finished product –
that is the role of Quality Control.
Instead, Quality Assurance focuses on areas such as inspection of raw materials, monitoring
assemblies, inspection of processes and implementation of production measures.
The ultimate aim of Quality Assurance is to have in place the processes that allow a repeatable
result within the manufacturing process – a satisfactory finished product that meets all industry
standards.
Some Companies Might Call This Role…
 QA Associate
 Quality Assurance (QA) Technician
 QA Specialist
What Does a Quality Assurance Associate Do?
Quality Assurance Associates (sometimes referred to as Quality Assurance Specialists) are the
individuals tasked with the “on the floor” implementation of the Quality Assurance protocols.
The individual tasks will vary depending on the type of product being manufactured but can
include:
 Monitoring and providing guidance to production personnel as required
 Auditing the plant processes to ensure both internal and external regulations and
standards are being adhered to
 Provide insight to improve processes and practices to ensure manufacturing quality is
maintained while efficiency is optimized
 Review of cGMP documents to ensure company processes comply
 Production staff training on quality procedures, protocols, and documentation
  Maintenance of Quality Assurance documentation
 Development of the standard measurements for processes to be compared against
 Inspection and testing of processes and procedures – taking measurements and comparing
to predefined standard
 Investigation when measurements are found to deviate from standards
 Writing Standard Operating Procedures (SOPs) for the manufacturing process
 Ensuring auditing and manufacturing documentation is kept up to date.
Becoming a Quality Assurance Associate
The right basic skill set and personal qualities are more important than a certain level of
education in Quality Assurance Associates. Many companies will provide training to candidates
showing the right traits and skills.
High school or secondary school level education along with industry knowledge and experience
can be sufficient for candidates possessing the key attributes outlined below. A
science/engineering B.Sc. degree without industry experience can be an alternative route.
What Skills Do I Need?
The ideal skill set for someone moving into quality assurance includes:
 Analytical skills – will gather and interpret data, have to be able to spot trends and notice
outliers
 Organizational skills – needed to keep track of testing, results, documentation, and
recommendations
 Excellent written communication – concise and accurate written documentation is
essential. Also required to review internal and external guidance, and potentially write
company SOPs
 Interpersonal skills – involved in training production staff on quality systems, also
working closely with production staff to find and adjust errors in the processes
 Keen attention to detail – must be able to spot when processes don’t comply with
guidance and provide alternative suggestions. Have to be able to read and interpret the
details of external guidance and industry regulations
 Critical/logical thinking – have to identify problems but also be able to help provide
novel solutions to ensure efficiency and quality of the manufacturing process
 Manufacturing Quality
Definition
At its most basic level, manufacturing quality is conformance to specifications. Quality of design
and conformance to specifications provide the fundamental basis for managing operations to
produce quality products. As customer expectations have risen over time, manufacturing quality
has come to be an absolute requirement, regardless of where products are manufactured,
distributed, and sold.
Article
Assuring manufacturing quality entails three principal functions:
 Quality Design & Engineering,
 Quality Control and
 Quality Management.
The goal of quality engineering is to incorporate quality into the design of products and
processes, as well as to predict potential quality problems prior to manufacture and delivery of
the product. The principal task of quality control involves enforcing the use of specified
processes and materials, ensuring qualification of operators and equipment, and making a series
of planned measurements to determine if quality standards are being met. If any of these are not
achieved, then corrective action and future preventive action must be taken to achieve and
maintain conformance. Quality management involves the planning, organization, direction, and
control of all quality assurance activities. While quality control departments have historically
provided technical support for manufacturing quality, manufacturers have come to understand
that quality must be integrated throughout the enterprise.
The cost of poor manufacturing quality is high. Rework, scrap, product failures and recalls can
severely damage a manufacturer through inefficiencies, delays, direct costs, customer
dissatisfaction and low shareholder confidence. Today manufacturers must build products on
time, first time and every time to achieve and maintain competitive standing in global markets.
Integrating Manufacturing Quality:
Workflows and business processes built on industry best practices should provide the basis for
manufacturing quality at every step of the manufacturing process. These best practices error-
proof manufacturing processes to ensure that each step is executed correctly, with complete,
fully traceable data.
Assuring Conformance:
The best path to quality is to prevent issues and mistakes from happening.  To meet conformance
requirements, manufacturing quality systems should automatically enforce the use of only
approved processes, materials, equipment, tools and operators – before any step can be
performed.  These systems also ensure that all process and product tests are executed and that the
results meet specifications.  Manufacturing quality systems automatically create the as-
manufactured records that detail the processes, material, equipment, tools, operators and test
results with time stamps and electronic signatures.
In case any of a deviation in the results, the manufacturing quality system should react to quality
events Further, these systems should enforce structured failure analysis, root cause identification,
quarantine, and final disposition (release, rework, scrap, etc.) to ensure manufacturing quality
across the enterprise. From the time a deviation occurs until disposition, manufacturing non-
conformance reports should be generated to provide complete electronic traceability and links to
the root causes of manufacturing quality issues. These reports should be created immediately,
when information about product quality is most readily available, providing visibility and control
of the affected material and preventing products with open issues from being processed beyond a
designated step, issued to or combined with other products, or shipped to finished stock or the
customer.
Corrective Action/Preventative Action (CAPA):
Management of CAPA is critical to manufacturing quality. Accordingly, manufacturers are
moving to incorporate closed-loop corrective and preventive action tracking systems that enable
the identification, addressing, and quick resolution of manufacturing quality issues through
integration with the invaluable data in manufacturing quality systems.  systems together facilitate
the investigation of manufacturing quality issues such as nonconformance, customer complaints,
incidents, or discrepancies. Real-time notification and preventive and corrective action
workflows enable manufacturers to efficiently communicate with all affected parties to
streamline collaborative activities and resolve issues quickly and effectively. Reporting
capabilities provide real-time visibility into manufacturing trends and quality management
issues, enabling manufacturers to take fast action to resolve problems and ensure total quality
control over all manufacturing processes.
Increasingly, manufacturing quality is seen as a strategic imperative for the manufacturing
enterprise. The customer, whose expectations of quality have reached unprecedented levels, is
the ultimate arbiter of quality. Value, satisfaction, and preference are influenced by many factors
throughout a customer’s purchase, ownership, and service experiences with a product. As such,
manufacturing quality must be sensitive to existing and evolving customer and market
requirements, and must account for the factors that drive customer satisfaction. It also must
account for technological development and how it can both impact and serve the end users of
manufactured products, as well as the manufacturer itself.
 QUALITY PRODUCTION AND OPERATIONS
MANAGEMENT

Different meaning could be attached to the word quality under different circumstances. The word
quality does not mean the quality of manufactured product only. It may refer to the quality of the
process (i.e., men, material, and machines) and even that of management. Where the quality
manufactured product referred as or defined as “Quality of product as the degree in which it
fulfills the requirement of the customer. It is not absolute but it judged or realized by comparing
it with some standards”.
Quality in Production and Operations Management:
Quality begins with the design of a product in accordance with the customer specification further
it involved the established measurement standards, the use of proper material, selection of
suitable manufacturing process etc., quality is a relative term and it is generally used with
reference to the end use of the product.
Crosby defined as “Quality is conformance to requirement or specifications”. Juran defined
as “Quality is fitness for use”. “The Quality of a product or service is the fitness of that product
or service for meeting or exceeding its intended use as required by the customer.”
Fundamental factors affecting Quality Control:
The nine fundamental factors (9 M’s), which are affecting the quality of products and services,
are: markets, money, management, men, motivation, materials, machines and mechanization.
Modern information methods and mounting product requirements.
1. Market: Because of technology advancement, we could see many new products to
satisfy customer wants. At the same time, the customer wants are also changing
dynamically. So, it is the role of companies to identify needs and then meet it with
existing technologies or by developing new technologies.
2. Money: The increased global competition necessitates huge outlays for new equipments
and process. This should be rewarded by improved productivity. This is possible by
minimizing quality costs associated with the maintenance and improvements of quality
level.
3. Management: Because of the increased complex structure of business organization, the
quality related responsibilities lie with persons at different levels in the organization.
4. Men: The rapid growth in technical knowledge leads to development of human resource
with different specialization. This necessitates some groups like, system engineering
group to integrate the idea of full specialization.
5. Motivation: If we fix the responsibility of achieving quality with each individual in the
organization with proper motivation techniques, there will not be any problem in
producing the designed quality products.
6. Materials: Selection of proper materials to meet the desired tolerance limit is also an
important consideration. Quality attributes like, surface finish, strength, diameter etc., can
be obtained by proper selection of material.
7. Machines and mechanization: In order to have quality products which will lead to
higher productivity of any organization, we need to use advanced machines and
mechanize various operations.
8. Modern information methods: The modern information methods help in storing and
retrieving needed data for manufacturing, marketing and servicing.
9. Mounting product requirements: Product diversification to meet customers taste leads to
intricacy in design, manufacturing and quality standards. Hence, companies should plan
adequate system to tackle all these requirements.
 1. Question 1. What Is The Differences Between I.s.o And C.m.m Levels?
Answer :
The CMM is a way to communicate capabilities. CMM is a very specific way of classifying an
organization's software development methods.
The ISO is a way to communicate the process. ISO-procedures describe a (possibly) definite
development and process but gives no indication of the likely quality of the designs or whether
multiple software efforts are likely to produce software of similar quality.
2. Question 2. What Is A Quality Management Plan (qmp)?
Answer :
A QMP is a formal plan that documents an entity's management system for the environmental
work to be performed. The QMP is an "umbrella" document which describes the organization's
quality system in terms of the organizational structure, functional responsibilities of management
and staff, lines of authority, and required interfaces with those planning, implementing, and
assessing all environmentally related activities conducted.
3. Question 3. What Are The Benefits Of Quality Management System?
Answer :
a. Improvement in internal quality (reduction in scrap, rework and non-conformities
in the shop)
b. Improvement in external quality (customer satisfaction, claims of non-conforming
products, returned products, warranty claims, penalty claims etc)
c. Improvement in Production reliability (number of break downs, percentage down
time etc)
d. Improvement in Time performance (on-time delivery, time to market etc)
e. Reduction in the cost of poor quality (external non-conformities, scrap, rework
etc)
o Question 4. Which Steps Must Be Used In Implementing A Quality
Management System?
Answer :
The Deming cycle ( PDCA ) is recommended to be followed in establishing & implementing a
quality management systems.
o Question 5. In The Region, Where There Is No Quality Management, What
Would You Do To Introduce The Concept Of Tqm?
Answer :
Where Quality processes are not available, I would encourage them to identify and document
their each and every task for each process. Then, I would encourage them to define and
document what they can do for minimizing human or machine errors.
I would encourage them to identify wastage's like material or time wasters and define process to
minimize these wastage's. I would ask them to record and document each finding and strive to
improve each process.
o Question 6. What Is The Difference Between Quality Assurance And Quality
Control?
Answer :
Quality Assurance :
a. It is a Assurance activity,emphasizing on the standards and procedures to be
followed while developing an application
b. It is a Preventive action taken before hand to ensure the product that developed
are defect free
c. It is a systematic actions necessary to provide enough confidence that a product or
service will satisfy the given requirements for quality.
Quality Control :
d. It is a Corrective action
e. Inspection if the developed application follows the standards and procedures by
using the checklists.
o Question 7. What Are The Quality Principles?
Answer :
There are 8 quality principles such as
a. Customer focus
b. Leadership,
c. Involvement of people,
d. process approach,
e. System approach to management
f. Continual improvement
g. Factual approach to decision making,
h. Mutually beneficial supplier relationship
o Question 8. What Are Six Mandatory Quality Procedures?
Answer :
a. Control of documents
b. Control of records
c. Control of Production Equipment, tools and CNC programs
d. Control of Non-conforming products
e. Preventive Action
f. Corrective Action
o Question 9. What Is Quality Improvement Activities?
Answer :
Quality improvement activities is an opportunity for the practice's GPs and staff members to
come together as a team to consider quality improvement.
o Question 10. How Do States Move From Discovery To Action?
Answer :
The purpose of the discovery process is to produce information that can inform decisions and
point to actions for remediation and quality improvement. This paper has focused on ways to
develop a reliable and robust set of discovery methods as a foundation for an overall quality
management system. Moving from the production of accurate and reliable data to presentation of
understandable and actionable information requires a number of additional techniques and tools.
o Question 11. Do The Discovery Methods Produce Data That Informs Or
Serves To Improve The Policy, Management, Or Operational Aspects Of The
Program?
Answer :
Beyond the evidence required by CMS, program managers need information to develop their
quality management plans and to monitor and manage their programs. The CMS framework
provides a way to structure an assessment of whether current discovery methods can produce
information to meet this need.
o Question 12. Reduction Of Scrap Increases Profitability?
Answer :
True
o Question 13. Differentiate Between Product Quality And Process Quality?
Answer :
Product quality means we concentrate always final quality but in case of process quality we set
the process parameter
o Question 14. What Is Meant By Risk? How You Can Avoid The Risks?
Answer :
Risk can be anything that leads to failure / defect / error in the application or process.
We can avoid risk by applying proper risk matrix in the process. Risk Matrix shows the controls
within application systems used to reduce the identified risk, and in what segment of the
application those risks exist.
Team members are leaving from the organization in the middle of the project is the risk for the
Manager.For that he can take the preventive action by ask for the bond from the employee or can
have the countable backups in the project.
o Question 15. What Is Defect Rejection Ratio (drr) And Defect Leakage Ratio
(dlr)?
Answer :
DRR = # of Defects Rejected/Tester to assess the tester performance
DRR = # of Defects Rejected/module to assess the module complexity
DRR = # of Defects Rejected/Team/Project to assess the team performance. and
DLR = # of Defects uncovered/Tester
DLR = # of Defects uncovered/Module
DLR = # of Defects uncovered/Project
( Uncovered- Defects missed out by the testing team)
o Question 16. A Company Recruits Its First And Only Sqa "specialist". The
Person Is New To The Area. The Company Is Relatively Young, Operates In
A Competitive Commercial Domain And Has No Previous Sqa Presence. The
Sqa Specialist Feels He Needs To Show Some Results During The Next 6 To 9
Months. What Advice Will You Give Him?
Answer :
Start with a risk assessment, to identify the significant software risks and their business
implications. Identify managers directly affected by these implications, who may be recruited as
allies. 
Select a small number of issues to address in the initial phase. Try to include some quick wins, as
well as some improvements that could be achieved within 3-6 months. 
Don't try to do everything at once. At this stage, use whichever model you prefer (ISO 9000-3 or
TickIT or SW-CMM or SPICE) merely as a framework, so that you know how what you?re
doing fits into a larger picture.
 
o Question 17. Someone Complains That During System Testing The
Application Often Crashes. What Likely Process Problem Does That
Indicate?
Answer :
Systematic failure to carry out proper unit testing. 
OR inconsistency between the development/unit test environment and the system test
environment. 
AND ALSO management failure to respond promptly to the situation with corrective and
preventative action.
o Question 18. What Quality Assurance And Quality Control Activities Are
Done Differently For Cots / Gots Project Than For A Traditional Custom
Development Project?
Answer :
The activities themselves are broadly the same, but with different stakeholders, and different
detailed procedures for verification and validation. Often the challenge for SQA is to pin down
the ownership of the requirements, which may be represented by a complex debate between
marketing departments, technical eggheads, user groups, customer focus groups and other
interested parties.
o Question 19. What In Your Opinion Is The Role Of Sqa Personnel With
Respect To Inspections Or Testing?
Answer :
Formally, the role is to make the inspection process or testing process visible, both to the
participants (so they can see what they are achieving, how effective they are being) and to
management (so that they can assess progress and risk).
In practice, SQA personnel often need to act as facilitators or coaches. They are often regarded
(wrongly) as the owners or custodians of the inspection or testing process, or even as the
owners/custodians of the whole software process. Part of the trainee.
o Question 20. What Are The Most Likely Quality Consequences Of Choosing
An Inappropriate Life Cycle Model For A Software Project?
Answer :
The most likely consequence is that the project will not deliver anything at all. Not because the
lifecycle couldn?t be made to work technically, but because it will fail to contain the political
tensions between stakeholders.
o Question 21. What In Your Opinion Are The Most Significant Fundamental
Differences Between Sei Sw-cmm And Iso 9000-3?
Answer :
The main difference is what the two models tell you. ISO 9000-3 gives you a yes/no answer,
whereas SEI SW-CMM gives you a more complex assessment. This implies different ways of
using the models for SQA and process improvement.
o Question 22. You Were Given A Chance To Implement Either Walkthroughs
Or Inspections. Based On Your Personal Experience Which One Would You
Choose? Please Share Your Reasons.
Answer :
It would depend on the culture and prior history of the organization, as well as the nature and
source of the demand for software quality, but I have usually found it easier to get started with
walkthroughs. 
In some cases, there is already a formal (but lapsed) procedure mandating either walkthroughs or
inspections. In such cases, the first task is to unpick the reasons why the previous attempts have
failed. Typically, past inspections have inspected the wrong things at the wrong times, using the
wrong criteria at the wrong level of detail.
o Question 23. What In Your Opinion, Are The Most Important Changes That
Occurred In The Role Of Software Quality Assurance During The Last 5 To
10 Years? How Would You Define The Main Mandate Of Sqa Today?
Answer :
rowing awareness and importance of public domain models such as SEI SW CMM,
BOOTSTRAP and SPICE. 
Changing nature of software development, especially model-based development (CASE) and
component-based development (CBD). Growing need to connect software of different ages and
sources. Software projects not pure software development, but including maintenance, package
selection and implementation, and other software activities. (Perhaps software projects never
were pure development, but such topics as project management, quality management and
configuration management used to be taught as if they were.) 
Faced with these changes, SQA needs to be both reductionist (giving close attention to the
quality of components from various sources) and holistic (giving broad attention to the emergent
properties of the whole assembled system, in terms of its overall fit to business requirements). 
As I see it, the mandate of SQA is to make defects in software products and processes visible to
management. SQA fits into a context of software quality management where this visibility leads
to corrective and preventative action (not itself part of SQA), and to general software process
improvement.
o Question 24. What Real-life Experience Have You Had With Software
Quality Assurance And/or Software Quality Control?
Answer :
I developed a software quality methodology for Texas Instruments Software, which included
Software Quality Assurance and Software Quality Control, with a particular focus on software
projects using CASE tools. I conducted quality training, quality planning, process
assessment/improvement and other consultancy assignments using this methodology.
o Question 25. What Advice Would You Give To Someone Who Asked You
Where To Start To Introduce To Their Company A Metrics And Quality
Reporting Program?
Answer :
Use the GQM approach to derive relevant metrics from personal and corporate goals. Select a
small number of key metrics that will be directly relevant to project managers and/or software
engineers. Put the metrics into the hands of the workers, as a tool for personal performance
improvement.
o Question 26. In Your Experience, Who Are The Most Important Allies Of
Sqa Within An Organization?
Answer :
SQA is a form of risk awareness, and is therefore potentially allied to any senior management
with a risk management focus. 
Within some companies/industries (e.g. insurance), software risks are seen as having mainly
financial consequences, and so the main ally might be the financial director.
Within other companies/industries (e.g. retail), software risks are seen as having mainly
customer service implications, and so the main allies may be in marketing roles.  
In one client, we had useful conversations with the Company Secretariat, because of the due
diligence implications of some software risks. These conversations were triggered by Y2K
issues, but ranged much more widely. In practice, SQA often fails to make these alliances,
because it gets bogged down in obscure software technicalities and trivialities, which it is
incapable of communicating effectively even to software engineers, let alone anybody else.
o Question 27. What Is A Discovery Method?
Answer :
A discovery method is defined as a systematic and organized activity to assess, review, evaluate
or otherwise analyze a process, program, operation, provider or outcome. The end product of a
good discovery method is reliable data that provides evidence to support a conclusion or action
either at the individual or system level. In order to produce systematic and reliable data, certain
core features should be present in a discovery method.
o Question 28. What Does 6 Sigma Represent?
Answer :
Meaning 99.999997% perfect; only 3.4 defects in a million.
o Question 29. Quality Control Is Reactive In Approach?
Answer :
Quality Control is not a reactive in approach quality is built into the product right from the
design stage, and SPC charts indicates before the process goes out of control such that we can
take the corrective action before defective products are produced.
o Question 30. What Is An Usl In A Control Chart?
Answer :
upper Specification Limit