Quality Improvement and

ISO 9000 Standard

 Quality Improvement
The quality of the products:
Manufactured goods such as
automobiles, computers, and
clothing, as well as services such as
the
Generation and distribution of electrical
energy, public transportation, banking,
retailing, and health care.
 Dimensions of quality. Garvin
(1987)
Quality
Performance means fitness for use.
Reliability is inversely
proportional to
Durability variability.
Quality improvement
Aesthetics is the reduction of
Features variability in
processes and
Perceived Quality
products.
Conformance to
Standards
 Quality characteristics
1. Physical:
length, weight, voltage, viscosity
2. Sensory:
taste, appearance, color
3. Time Orientation:
reliability, durability, serviceability
 A Brief History
year activities
1700 Eli Whitney introduces standardized,
1900 interchangeable parts to simplify assembly

1900 Henry Fordthe assembly line

1930
1901 First standards laboratories established in Great
Britain.
1907 AT&T begins systematic inspection and testing
1908
1919 Technical Inspection Association
1924 W. A. Shewhart introduces the control chart
1940 Bell Labs develop the forerunners of the military
1943 standard sampling plans for the U.S. Army.
1946 Deming is invited to give statistical quality
Cont.
1951 A. V. Feigenbaum the first edition of his
book, Total Quality Control.
1957 J. M. Juran and F. M. Grynas Quality Control
Handbook is first published.
1960s Zero defects (ZD) programs are introduced
1975 the total quality management (TQM) movement.
1978
1987 ISO publishes the first quality systems standard.
1990s ISO 9000 certification activities increase in U.S.
industry;
1997 Motorolas six-sigma approach spreads to other
industries.
Production process
Variations of acceptance sampling.
Management Aspects of Quality
Improvement
Quality planning, voice of the customer
(VOC)].

Quality assurance
Quality control and improvement
 The Deming philosophy
Focused on the improvement of products and
services.
Scrap, rework, and other losses created by
defectives is an enormous drain on company
resources.
Quality results from prevention of defectives
through process improvement, not inspection.
Do not award on the basis of price alone, but also
consider quality.
Focus on continuous improvement.
Invest in on-the-job training for all employees.
Supervision should be to improve the work
system
Cont.
Many workers are afraid to ask questions, report
problems, or point Out conditions.
Teamwork among different organizational units is
essential for effective quality and productivity
improvement to take place.
Zero defects is useless without a plan.
Provide an effective management system focused
on improving the process.
Listen to employee suggestions, comments, and
complaints.
Institute an ongoing program of education for all
employees.
Continuous improvement is a common goal.
 Demings Seven Deadly
Diseases of Management
1. Lack of constancy of purpose;
2. Emphasis on short-term profits;
3. Evaluation of performance, merit rating,
and annual reviews of performance;
4. Mobility of top management;
5. Running a company on visible figures
alone;
6. Excessive medical costs;
7. Excessive legal damage awards;
 The Shewhart cycle

Juran Trilogy:
planning, control, and
ISO standards for quality systems.
The International Standards Organization (founded in
1946 in Geneva, Switzerland).
The first standards were issued in 1987.
Defense Standards ("MIL SPECS"),
ISO 9000:1994
quality assurance via preventive actions
ISO 9000:2000
process management, procedure to control the records
ISO 9000:2008
consistency with ISO 14001:2004.
ISO 9000:2015
Risk and opportunity
The DMAIC process.
 The lack of conspicuous success of
TQM
(1) Lack of topdown, high-level management
commitment and involvement;
(2) Inadequate use of statistical methods and
insufficient recognition of variability
reduction as a prime objective;
(3) General as opposed to specific business-
results-oriented objectives; and
(4) Too much emphasis on widespread
training as opposed to focused
technical education.