Chapter 6

Management Of Process
Quality

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 1

 Management Of Process Quality

The Management of Process Quality Category

examines the systematic process the
company uses to pursue ever-higher quality
and company operation performance. The
key elements of process management are
examined, including research and
development, design, management of
process quality for all work units and
suppliers, systematic quality improvement
and quality assessment.a
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Management
System Control
Quality
Assurance

Continuous
Improvement

Input Process output Customer

People Cross
Materials
Product External
functional
Energy Or and
Equipment
Methods service internal
Money
Continuous Improvement
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 History of Quality Control (1 of 2)
Skilled craftsmanship during Middle Ages
Industrial Revolution: rise of inspection and
separate quality departments
Statistical methods at Bell System
Quality control during World War II
Quality management in Japan

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 History of Quality Control (2 of 2)
Quality awareness in U.S. manufacturing
industry during 1980s: Total Quality
Management
Malcolm Baldrige National Quality Award
(1987)
Quality in service industries, government,
health care, and education
Current and future challenge: keep progress in
quality management alive

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 Product Inspection/Testing Points
Receiving inspection
Spot check procedures
100 percent inspection
Acceptance sampling
In-process inspection
(1) Lot received for inspection, (2) Sample selected and analyzed
(3)Results compared with acceptance criteria (4) Accept the lot or
Reject the lot (5) Send to production or to customer or Decide on
disposition
Final inspection
What to inspect?
Key quality characteristics that are related to cost or quality (customer
requirements)
Where to inspect?
Key processes, especially high-cost and value-added
How much to inspect?
All, nothing, or a sample

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 Process Control
Control the activity of ensuring conformance to requirements and
taking corrective action when necessary to correct problems
Importance
Daily management of processes
Prerequisite to longer-term improvements
Quality Policy and Quality Manual
Contract management, design control and purchasing
Process control, inspection and testing
Corrective action and continual improvement
Controlling inspection, measuring and test equipment
(metrology, measurement system analysis and
calibration)
Records, documentation and audits
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 Moving From Inspection To
Process Control
Process control now become problem solving for continuous
improvement, moving from inspection to process control take
place in step or phases:
Process characterization (definition, requirement and
identification)
Develop standard and measures of out put
Monitor compliance to standards and review control
Identify and remove causes of defects or variations
Achievement of process control with improved
stability and reduced variation

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 Statistical Process Control (SPC)
A methodology for monitoring a process to
identify special causes of variation and
signal the need to take corrective action
when appropriate
SPC relies on control charts

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 Basic Approach To Statistical
Quality Control
Identifying any deviation between what should be and what
is that is important enough to need correcting. The activity
associated with changing the state of what is to what
should be contains the following steps:
Awareness that a problem exists.
Determine the specific problem to be solved
Diagnose the causes of the problem
Determine and implement remedies to solve problem
Implement control to hold the gains achieved by
solution

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Tools for statistical Quality Control
The basic techniques are
(1) Data Collection
Establish Metric of statistical control,
Monitor a process and signal when it goes out of control, Determine
process capability
(2) Data Display :
(After data are collected, they can be converted into a variety of form
for display and analysis)
(3) Problem analysis:
(The cause-and-effect diagram, sometime know as the fishboneor Ishikawa
diagram, it is an excellent tool for organizing and documenting potential causes
of problem in all area and at all level in the organization. As a brainstorming
device, it is a good way to stimulate ideas during problem solving meeting.)

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 Pareto Analysis

Any cause that result from a multiplicity of

effects is primarily the result of the impact
of minor percentage of all causes. this
technique is similar to the 80-20 rule.

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 Manufacturing To Specification vs.
Manufacturing To Reduce Variations
Common causes of variation include:
1. Material balance disturbances
2. Energy balance changes
3. Process instabilities
4. Equipment failure and wear
5. Poor control loop performance

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Process Control In Service Industries
The service process is more difficult to
control because quality is typically
measured at the customer interface, final
inspection will always be a part of the
process; the customer serves as the
inspector.
SPC can be used to measure consistency of
service and determine causes of
deterioration the from prescribed standards
and the causes of variation.
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 Process Control For Internal
Services
The general manager was committed to
internal as well as external quality. In
support of this commitment, the following
policy was adopted, widely disseminated,
and implemented through excellent plus
groups: excellence Plus Commitment

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 Quality Function Deployment
marketing Design Production Usage

Marketing Design Planning Shipping

R&D Trial Production Purchase Usage
Planning Inspection Production Service
Inspection

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 House of Quality
Interrelationships Customer
6 requirement
priorities
7. Technical requirements

1.Voice of 3
5.Relationship
the
matrix
customer 4

2. Prioritize 8.Technical requirement

and Competitive
priorities
weight evaluation
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 Quality Function Deployment

technical
requirements
component
characteristics
process
operations
quality plan

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Market
MarketResearch
Research
Customer
Customercharacteristics
characteristics
Quality
Competitive
CompetitiveEvaluation
Evaluation Function
Engineering characteristics
Customer match
Deployment
Design
Designprocess
process
Parts
Partscharacteristics
characteristics
Process
Processoperation
operation
Process
ProcessFlows
Flows
Production
Productionplanning
planning
Production
Production
Product
Product

team Feedback 19
 Benefits of Just-In-Time
Reduction of direct and indirect labor by eliminating extraneous
activities
Reduction of floor space and warehouse space per unit of output
Reduction of setup time and schedule delays as the factory
becomes a continuous production process
Reduction of waste, rejects, and rework by detecting errors at
the source
Reduction of lead time due to small lot sizes, so that
downstream work centers provide feedback on quality problems
Better utilization of machines and facilities
Better relations with suppliers
Better plant layout
Better integration of and communication between functions
such as marketing, purchasing, design, and production
Quality control built into the process

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The Human Side Of Process Control
Attention to the human resource dimension
provides a basis for signification improvement in
job development, job satisfaction, training, and
morale. Suggested actions to improve the change
include:
Like all major change, top management support is
essential.
Change the focus from production volume to
quality, from speed to flow, from execution to task
design, from performing to learning.
Invest in training, a necessary prerequisite.

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