Quality Control

09.09.09
What is Quality Control
 Denotes all those activities which are directed
to maintaining and improving quality
 Involves
 Setting of Quality Targets

 Appraisal of Conformance

 Taking corrective action where any deviation is

noticed

 Planning for improvements in quality

Objectives of Quality Control

 To provide products which are dependable,

satisfactory and economical
 To ensure economical production of products
of uniform quality which is acceptable to the
customer
Benefits of Quality Control
1. Minimum scrap, rework and other losses
2. Reduced cost of material and labor
3. Uniform of quality and reliability of products
that increase sales turnover
4. Reduced variability and thereby higher quality
of products
5. Reduced inspection cost
Benefits of Quality Control
 in the long run.
 First, the improvement in the quality of products and
services.
 Second, the system is continually evaluated and
modified to meet the changing needs of the customer.
 Third, a quality control system improves productivity,
which is one of the goals of all organizations.
 Fourth, such a system reduces costs in the long run.
 Fifth, with improved productivity, the lead time
on the production of parts and subassemblies
is reduced, which may result in an
improvement in meeting customer due dates
 Keeping the customers satisfied is a
fundamental goal.
 A company that adopts this philosophy and
uses a quality control system to help in
meeting this objective is one that will be
competitive for a long time.
Benefits of Quality Control

6. Reduced customer complaints

7. Higher operating efficiency
8. Higher quality consciousness among
employees
9. Better utilization of all resources
10. Higher productivity and improved profits
Inspection

 Comparing actual quality characteristics of a

pdt. With predetermined standards

 Purpose to separate good products

from bad ones
Rework Dispose
Quality Control

 Attempts to find the root cause of defects

and to take corrective action to avoid the
defects in future production
Reliability

Probability of performing without failure, a

specified function under given conditions for a
specified period of time
Organizing for Quality Control

Quality control dept. – role of watch dog over

production
Quality at Source
 Aims to put the production worker in the
driver’ seat in controlling quality

 Principles:
1. Assigns responsibility for product quality to the
production workers
2. Enlarges job of production workers
3. Allows QC personnel do work other than
inspection and testing
4. Removes obstacle to cooperation between QC
personnel and production workers
5. Gives right to each worker to stop the
production line to avoid producing defective
parts

6. Uses Statistical control Techniques like

SPC to monitor quality- acceptance
sampling

7. Organizes workers and managerial

personnel into “Quality Circles”
Quality Control Strategy
Top management to

1. Establish an organization for quality control

2. Identify the customer’s quality needs and their

perception regarding quality

3. Assess the ability of the organization to meet their

needs

4. Ensure that the material and services reliably meet

the required standards of quality
5. Concentrate on “prevention of defects”
rather than “detection of defects”

6. Educate and train all relevant employees for

quality improvement

7. Review the QMS for improvement

Company Wide Quality Control (CWQC)
Definition:
“a system of activities to assure that quality
products and services required by customers are
economically designed, produced and supplied,
while respecting the principle of customer-
orientation and the overall public well being”

QC activities: MR, R&D, design, purchasing,

production, inspection and sales
Mass Inspection

 Inspecting
 Salvaging
 Sorting
 Grading
 Rectifying
 Rejecting
 Quality Control

Quality control is the process of examining your output

for minimum levels of quality in some dimension. The
quality control team does not actually improve the quality,
they just stop production when the measured quality
drops below a given limit

 Quality Manuals
 Product testing using SQC
 Basic Quality planning
Quality Assurance

 Emphasis on prevention
 Proactive approach using SPC
 Advance quality planning
Total Quality Control

 All aspects of quality of inputs

 Testing equipments
 Control on process
Company wide Quality Control

Measured in all functions connected with

production such as
 R&D

 Design

 Engineering

 Purchasing

 Operations etc
Total Quality Management

 Measured in all aspects of business

 Top management commitment
 Continuous improvement
 Involvement & participation of employees
 Exhibit
1-1
Operations: A Transformation Process
Inputs Outputs
People

Capital
Goods
Energy Transformation
Materials
Processes

Technology Services
Market and
Environmental
Forces
1-
 Quality Control Modes
• Heavy use of inspection
• Manufacturing & QC are adversaries
• Firefighting
Detection • Management by crisis
Mode • High costs
• Lost sales
• Loss of competitive position

• Very little inspection

• QC is a resource of Manufacturing - teamwork
Prevention • Problem elimination
Mode • Smooth operations - continual improvement
• Decreasing costs
• Increased sales
• More competitive

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What does quality control involve?

1. Planning for quality control

 i.e. identifying where control is to be exercised

 And to what extent or frequency

2. Identifying the relevant reference standards

 E.g. the technical (technological) specifications
applicable
3. Influencing performance by collecting specific information
Usually highly technical, standardized data

4. Analyzing and comparing results to standards

5. Reporting results to all parties concerned

As a basis for management decision On appropriate

corrective action On-going retro-fixing to maintain end
results
 Appropriate action as a result of quality control
may include
 Acceptance
 Perhaps because the condition is marginal
 Or of little consequence in the specific location of the
project
 But still, the customer doesn't get exactly what they want
 Rejection
 Requiring repeat production
 Or rework to the particular product
 Process adjustment
 I.e. process improvement
 To avoid the same condition recurring
 Re-testing
 If there is doubt about the test results
 Often occurs where only small samples can be
tested
 But representing large volumes of product
 Or because the samples are subject to human error
Quality Control (QC)

 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
Designing the QC System
 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
 Example of QC
1. Hazard analysis
2. Critical control points
3. Preventive measures with critical limits for
each control point
4. Procedures to monitor the critical control
points
5. Corrective actions when critical limits are
not met
6. Verification procedures
7. Effective record keeping and
documentation
Inspection/Testing Points
 Receiving inspection
 In-process inspection
 Final inspection

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Receiving Inspection
 Spot check procedures
 100 percent inspection
 Acceptance sampling

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Acceptance Sampling
Lot received for inspection

Sample selected and analyzed

Results compared with acceptance criteria

Accept the lot Reject the lot

Send to production Decide on disposition

or to customer
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Pros and Cons
of Acceptance Sampling
 Arguments for:
 Provides an assessment
of risk
 Inexpensive and suited
for destructive testing
 Requires less time than
other approaches
 Requires less handling
 Reduces inspector fatigue
 Arguments against:
 Does not make sense for
stable processes
 Only detects poor quality;
does not help to prevent it
 Is non-value-added
 Does not help suppliers
improve
In-Process 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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Economic Model
C1 = cost of inspection and removal of
nonconforming item
C2 = cost of repair
p = true fraction nonconforming

Breakeven Analysis: p*C2 = C1

If p > C1 / C2 , use 100% inspection

If p < C1 / C2 , do nothing
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Human Factors in Inspection

complexity
defect rate
repeated inspections
inspection rate

Inspection should never be a means of assuring

quality. The purpose of inspection should be to gather
information to understand and improve the processes
that produce products and services.
Gauges and Measuring Instruments
 Variable gauges
 Fixed gauges
 Coordinate measuring machine
 Vision systems

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Examples of Gauges
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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Quality Assurance

 The process whereby quality is at the

forefront of every stage of the development,
design, marketing, manufacturing and selling
process.

 ‘Quality’ is influenced by the internal

philosophy of the business and the external
influences -
Quality Assurance
QUALITY MANAGEMENT

is a systematic set of operating

procedures which is company wide,
documented, implemented and
maintained while ensuring the growth of
business in a consistent manner
Common
Causes

Special
Causes
Histograms do not
take into account
changes over
time.

Control charts
can tell us
when a process
changes
Control Chart Applications
 Establish state of statistical control

 Monitor a process and signal when

it goes out of control

 Determine process capability

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Commonly Used Control Charts
 Variables data
 x-bar and R-charts
 x-bar and s-charts
 Charts for individuals (x-charts)

 Attribute data
 For “defectives” (p-chart, np-chart)
 For “defects” (c-chart, u-chart)

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 Developing Control Charts

1. Prepare
 Choose measurement
 Determine how to collect data, sample size,
and frequency of sampling
 Set up an initial control chart

2. Collect Data
 Record data
 Calculate appropriate statistics
 Plot statistics on chart
Typical Out-of-Control Patterns
 Point outside control limits
 Sudden shift in process average
 Cycles
 Trends
 Hugging the center line
 Hugging the control limits
 Instability

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Shift in Process Average
Identifying Potential Shifts
Cycles
Trend
Final Steps

5. Use as a problem-solving tool

 Continue to collect and plot data
 Take corrective action when
necessary

6. Compute process capability

Process Capability
 Capability Indices

UTL  LTL
Cp 
6
if C p  1 is defined as capable (1.5 more often the minimum)

Example : Part specification is 10.75mm  .25mm   0.0868mm

11 .00  10.50
Cp   0.96
6  0.0868
Process Capability (2)
UTL  
C pu 
3 11 .0  10.7171
  LTL C pu   1.086
C pl  3  010
.0868
.7171  10.5
3 C pl   0.834
 min  C pl , C pu 
3  0.0868
C pk
2  T
C pk  C p 1  K  where K 
Tolerance
Example : same as above, but assume process is centered at 10.7171mm

Cp
C pm  T is the Target
1
 T  2

2
0.960
C pm   0.8977
1
10.7171  10.75 2

0.868 2
Capability Versus Control

Control
Capability In Control Out of Control

Capable IDEAL

Not Capable

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Process Capability Calculations
Excel Template
Special Variables Control Charts

 x-bar and s charts

 x-chart for individuals
 Control Chart Selection
Quality Characteristic
variable attribute
defective defect
no
n>1? x and MR
yes constant
yes constant
p or sampling
sample
np unit?
n>=10 or no size?
x and R
computer? yes no
no
yes
p-chart with c u
x and s variable sample
size

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Control Chart Design Issues
 Basis for sampling
 Sample size
 Frequency of sampling
 Location of control limits

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Pre-Control
LTL UTL

Red Red
Zone Green Zone Zone

nominal
value

Yellow Zones
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