QUALITY:

he American Society for Quality (ASQ) defines quality as a subjective term for which each
person or sector has its own definition. In technical usage, quality can have two meanings: the
characteristics of a product or service that bear on its ability to satisfy stated or implied needs, or a
product or service that is free of deficiencies.

Quality can be quantified as follows:

Q = P/ E

where Q quality P performance

E expectations

QUALITY CONTROL:
Quality control is the use of techniques and activities to achieve and sustain the quality of a product or
service

STATISTICAL QUALITY CONTROL:

Statistical quality control (SQC) is the collection, analysis, and interpretation of data for use in quality
activities.

QUALITY ASSURANCE:

QC vs QA.pdf
QUALITY IMPROVEMENT TOOLS :
Quality improvement is not the responsibility of any one person or functional area; it is everyone’s job.
It includes the equipment operator, the keyboard operator, the purchasing agent, the design engineer,
and the president of the company. There are many improvement tools to assist the organization and

individuals to improve their product or service.

Seven tools of quality

• Pareto charts

• Flow charts

• Cause-and-effect diagram

• Check sheet

• Histograms

• Control charts

• Scatter diagrams

Quality Function Deployment (QFD)

Q FD is a system that identifies and sets the priorities for product, service, and process improvement
opportunities that lead to increased customer satisfaction.

The QFD process answers the following questions:

1. What do customers want?

2. Are all wants equally important?

3. Will delivering perceived needs yield a competitive advantage?

4. How can we change the product, service, or process?

5. How does an engineering decision affect customer perception?

6. H ow does an engineering change affect other technical descriptors?

7. What is the relationship to parts deployment, process planning, and production planning?

Q FD reduces start-up costs, reduces engineering design changes, and, most important, leads to
increased customer satisfaction.
ISO 9000
ISO stands for International Organization for Standards. The 9000 series is a standardized Quality
Management System (QMS) that has been approved by over 100 countries. It consists of three
standards: (1) ISO 9000, which covers fundamentals and vocabulary; (2) ISO 9001, which is the
requirements; and (3) ISO 9004, which provides guidance for performance improvement. The latest
revision of ISO 9000 occurred in the year 2008, hence the designation ISO 9001:8000. The five clauses
of QMS are continual improvement; management responsibility; resource management;
product/service realization; and measurement, analysis, and improvement. These five clauses are
related to customer requirements and customer satisfaction.

Benchmarking
Description
Benchmarking is the practice of comparing business processes and performance metrics to
industry bests and best practices from other companies. Dimensions typically measured are
quality, time and cost.
Benchmarking requires constant testing of internal processes against industry’s best practices.

TOTAL PRODUCTIVE MANAGEMENT :

In industry, total productive maintenance (TPM) is a system of maintaining and improving the
integrity(ITEHAAD) of production and quality systems through the machines, equipment, processes,
and employees that add business value to an organization
TPM focuses on keeping all equipment in top working condition to avoid breakdowns and delays in
manufacturing processes.

QUALITY BY DESIGN
Quality by design is the practice of using a multidisciplinary team to conduct product or service
conceptions, design, and production planning at one time. It is also known as simultaneous engineering
or parallel engineering. The team is composed of specialists from design engineering, marketing,
purchasing, quality, manufacturing engineering, finance, and the customer.
 MANUFACTURING DIMENSIONS:
 Dimension 1: Performance. ...
 Dimension 2: Features. ...
 Dimension 3: Reliability. ...
 Dimension 4: Conformance. ...
 Dimension 5: Durability. ...
 Dimension 6: Serviceability. ...
 Dimension 7: Aesthetics.
Dimension 8: Perception

TOTAL QUALITY MANAGEMENT

TOTAL QUALITY MANAGEMENT IDESCRIBES A MANGEMENT APPROACH TO LONG TERM SUCCESS
THROUGH CUSTOMER SATISFACTION

IN A TQM EFFORT ALL MEMBERSS OF AN ORGANIZATION PARTICIPATE IN IMPOVING PORCESS

PRODUCTS SERVICES AND THE CULTURE IN WHICH THEY WORK .

TOTAL
INVOLVEMENT AND INPIT OF EVERONE FROM TOP MANGEMENT TO LOWER MOST EMPLOYEE OF
COMPANY

QUALITY
FULLY MEETING THE CUTOMER NEEDS AND REQUIREMENTS ALL THE TIME .

MANGEMENT

ART OF PLANNING, ORGANIZING, CONTROLLING ETC.

DEFINATION :

TQM IS A MANAGEMENT APPROACH FOCUSING ON THE IMPROVEMENT OF QUALITY AND

PERFORMANCE IN ALL FUNCTION, DEPARTMENTS AND PROCESSES ACROSS THE COMPANY TO PROVIDE
QUALITY SERVICES WHICH EXCEED CUSTOMER EXPECTATION.

COMPANY

 MOTOROLA AND TOYOTA MOTOR COMPANY

ELEMENTS OF TQM:
1. CUSTOMER SATIFACTION
2. DO IT RIGHT FIRST TIME
3. CONTINNUOUS IMPROVEMENT
4. EMPLOUEE INVOLEMENT
5. EMPOWERING THE STAFF
6. BENCHMARKING
7. FEEDBACK MACHANISM
8. STRATEGIC AND SYSTEMATIC APPROACH

PRINCIPLES OF TQM:
1. LEADER SHIP
2. CUSTOMER SATISFACTION
3. EMPLOYEE INVOLEMENT
4. CONTINUOUS IMPROVEMENT
5. Supplier partnership
6. PERFORMANCE MEASURE

EFFECT OF TQM :
1. IMPROVE QUALITY
2. INCREASE PRODUCTIVITY
 3. LOWER COST AND HIGER PROFIT
4. THIS CAUSE BUSSINESS GROWTH, COMPETITIVE ,JOBS INVESTMENT.

LIMITATION OF TQM:
 TIME CONSUMING AND MONEY CONSUMING.
 FEAR OF CHANGE

COST OF QUALITY:
Cost of quality (COQ) is defined as a methodology that allows an organization to determine the
extent to which its resources are used for activities that prevent poor quality, that appraise the quality
of the organization’s products or services, and that result from internal and external failures. Having
such information allows an organization to determine the potential savings to be gained by
implementing process improvements.
1-10-100 RULE:
The 1-10-100 rule is a quality management concept developed by G.
Loabovitz and Y. Chang that is used to quantify the hidden costs of poor
quality.
 CHAPTER 3
PARETO CHART:
A Pareto chart, named after Vilfredo Pareto, is a type of chart that contains both bars
and a line graph, where individual values are represented in descending order by bars, and the
cumulative total is represented by the line.
The purpose of the Pareto chart is to highlight the most important among a (typically large) set of
factors. In quality control, it often represents the most common sources of defects, the highest
occurring type of defect, or the most frequent reasons for customer complaints, and so on.
ADVNATAGES OF PARETO CHART

• Focuses efforts on problems with greatest

potential for improvement

• Distinguishes the critical causes from the less

significant causes

• Helps prevent “shifting the problem” where the

solution removes some causes but worsens

others
FISHBONE:
. A cause and effect diagram, often called a “fishbone” diagram, can help in
brainstorming to identify possible causes of a problem and in sorting ideas into useful cat

7 QUALITY
TOOLS.ppt
 NEW LECTURE
SIX SIGMA:
Six Sigma is a set of techniques and tools for process improvement. It was introduced by
engineer Bill Smith while working at Motorola in 1980.
A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part
are statistically expected to be free of defects.
Six Sigma strategies seek to improve the quality of the output of a process by identifying and
removing the causes of defects and minimizing variability in manufacturing and business processes.

It uses a set of quality management methods,

Each Six Sigma project carried out within an organization follows a defined sequence of steps and
has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs,
increase customer satisfaction, and increase profits.
The term Six Sigma (capitalized because it was written that way when registered as a Motorola
trademark on December 28, 1993) originated from terminology associated with statistical modeling
of manufacturing processes.
Methodologies
Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Study-Act Cycle.
These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.[7]

 DMAIC ("duh-may-ick", /də.ˈmeɪ.ɪk/) is used for projects aimed at improving an existing business
process.[7]
 DMADV ("duh-mad-vee", /də.ˈmæd.vi/) is used for projects aimed at creating new product or
process designs.[7]
DMAIC[edit]

The five steps of DMAIC

Main article: DMAIC

The DMAIC project methodology has five phases:

 Define the system, the voice of the customer and their requirements, and the project goals,
specifically.
 Measure key aspects of the current process and collect relevant data; calculate the 'as-is'
Process Capability.
 Analyze the data to investigate and verify cause-and-effect relationships. Determine what the
relationships are, and attempt to ensure that all factors have been considered. Seek out root
cause of the defect under investigation.
 Improve or optimize the current process based upon data analysis using techniques such
as design of experiments, poka yoke or mistake proofing, and standard work to create a new,
future state process. Set up pilot runs to establish process capability.
 Control the future state process to ensure that any deviations from the target are corrected
before they result in defects. Implement control systems such as statistical process control,
production boards, visual workplaces, and continuously monitor the process. This process is
repeated until the desired quality level is obtained.
Some organizations add a Recognize step at the beginning, which is to recognize the right problem
to work on, thus yielding an RDMAIC methodology.[10]

DMADV or DFSS[edit]

The five steps of DMADV

Main article: DFSS

The DMADV project methodology, known as DFSS ("Design For Six Sigma"),[7] features five phases:

 Define design goals that are consistent with customer demands and the enterprise strategy.
 Measure and identify CTQs (characteristics that are Critical To Quality), measure product
capabilities, production process capability, and measure risks.
 Analyze to develop and design alternatives
 Design an improved alternative, best suited per analysis in the previous step
 Verify the design, set up pilot runs, implement the production process and hand it over to the
process owner(s).

KAIZEN:
"KAIZEN™ means improvement. Moreover, it means
continuing improvement in personal life, home life, social
life, and working life. When applied to the workplace
KAIZEN™ means continuing improvement involving
everyone – managers and workers alike."
PROBLEM SOLVING TOOL:
1. CHECK SHEET
2. RUN CHART
3. PARETO CHART
4. CAUSE AND EFFECT DIAGRAM
5. HISTOGRAM
6. SCATTER DIAGRAM

MOTROLOGY:
Metrology is the science of measurement.[1] It establishes a common understanding of units, crucial
in linking human activities.[2]

Dimensional metrology is the science of calibrating and using physical measurement

equipment to quantify the physical size of or distance from any given object.
Linear measure is defined as a measurement of length. An example of linear measure is
using a yard stick to find out the length of a table.