Doing the right thing the first time, always striving for improvement and always satisfying the customer. Quality is a dynamic state associated with products, services, people, processes and environments that meets or exceeds expectations and helps create superior value.
Quality and customer satisfaction are the same thing;
Quality is a broad concept that goes beyond just product quality
Quality, Value, and
Organizational Excellence
Quality Improvement
Dimensions of Quality
Quality Characteristics
Quality Engineering Terminology
Quality engineering is the discipline that includes technical methods, management approaches, cost procedures, statistical problem solving. Quality engineering is the set of operational, managerial and engineering activities that a company uses to ensure quality.
Two types of data
Specifications
Defining Quality
Historical Overview on Quality Engineering
1955 Beginning of the concept of quality control (lean manufacturing) as part of the Toyota Production System (TPS) in Japan.
A System for Quality
The Total Quality System
The Total Quality Approach Defined
The Total Quality Management
- The commitment of top management to making quality products and satisfying the customer
- Focusing the attention of the entire organization on the needs of the customer
- Incorporating quality as a parameter in planning for the organization’s goals
- Creating a system that will define the
- Decision making based on factual information in a participative environment
- Training all employees in TQM, involving them, and empowering them as participants in the
- Creating a culture in which continuous improvement will be a constant goal for
Training all employees in TQM, involving them and empowering them as participants in and empowering them as participants in the process. Creating a culture in which continuous improvement will be a constant goal for improvement will be a constant goal for.
Deming’s System
Deming’s 14 Points
- Create Constancy of Purpose for Improvement of Product and Service This point relates to having a strategic, long-term vision for an organization
- Institute Training
- Adopt and Institute Leadership
- Drive Out Fear
Create a continuum of intent to improve products and services. This point refers to the strategic, long-term vision of the organization. This point refers to the organization's strategic, long-term vision of growing quality and productivity to become competitive, stay in business and provide jobs. It must be built into the product by trained operators using the right materials and procedures. Quality starts at the design stage, with a good 'understanding' of the customer's needs and the way they use and abuse the product."
The work involved in achieving product quality takes place in many places in the organization and by many different people. In fact, they have negative effects such as creating distrust, frustration and demoralization among workers. Deming, a numerical quota or labor standard—that is, a requirement to produce so many pieces per day—is a "bulwark against improving quality and productivity."
Deming asserted, “There is no dearth of good men, a dearth exists at the highest levels of knowledge, and this is true in every field. Management must be prepared to change its philosophy and explain to the rest of the organization, through seminars and other means, the need for this change. When a critical mass of people – especially in middle management – understand and agree to the necessary changes, then those changes will happen.
Every task in an organization can be divided into phases, or operations, and analyzed using a flowchart. An organization must be created that guides and monitors continuous improvement in the process phases with the help of qualified and trained people.
Juran’s System
Quality Planning
Road Map for Quality Planning
Quality Control
Establishing Proof of Need for the Project
The upper management must be convinced of the necessity to invest in the improvement project. Using successful examples will help sell the project to upper management and gain their approval. There must be some formal structure in the organization to initiate, approve and encourage quality improvement, and then to carry out the approved projects.
Improvement teams consisting of people with intimate knowledge of the processes involved and the problem-solving know-how. A list of candidate projects is generated by calling nominations from both management and workers. The diagnostic journey to discover the root causes of the problem, from the symptoms.
The remedial journey of devising solutions to the problem, testing and implementing them, and establishing controls to ensure their continued effectiveness. Feigenbaum was the one who first proposed a formal method of comparing the costs associated with the production of quality products and those resulting from the production of non-quality products, which we have come to know as a "quality cost study". to calculate. Feigenbaum was also the creator of the concept of total quality control – the approach to quality and profitability that profoundly influenced the management strategy in the competition for world markets.
Interrelationships in A Quality System
Baldrige Award Criteria
Malcom Baldrige National Quality Award Criteria and
Items
ISO 9000 Quality Management Systems
Model of A Quality Management System
Quality plans: describe how the quality management system is applied to a specific product, project or contract.
The Six Sigma System
Six Themes of Six Sigma
Focus on the Customer
Data and Fact-Driven Management 3. Process Focus
Proactive Management 5. Boundaryless Collaboration
Drive for Perfection (with Tolerance for Failure)
The Six Sigma Measure
The Three Strategies of Six Sigma
Process Improvement
Process design/redesign
Process management
The Five-Step Improvement Models for Processes
The Six Sigma Road Map for an Organization
The Organization for the Six Sigma System
Executive leaders: show highly visible top-down commitment, assume ownership of the Six Sigma process, create vision and goals, identifiy
Black Belts: Experts in Six Sigma tools, work full-time on Six Sigma projects, train Green Belts, lead teams and provide assistance in Six.
Black belts: experts on Six Sigma tools, work full-time on Six Sigma projects, trains green belts, lead teams, and provide assistance with Six
Cost of Quality
Economics of Quality
Quality, Productivity, and Competitive Position
When product quality is achieved through a quality system, through the use of methods that will prevent the production of unacceptable products, making the product "right the first time", then any product. The concept of "costs of quality" translates the value of quality into dollars and cents, helps deliver. A cost of quality study summarizes the economic losses incurred by an organization when it does not produce quality products and highlights.
The TQC is a summary measure that reflects (in economic terms) how well an organization is performing in delivering products that satisfy its customers.
Quality Costs
Categories of Quality Costs
- Prevention cost
- Appraisal cost
- Internal failure cost
- External failure cost
These are the costs incurred in pre-production activities that include reviewing drawings, specifications and test procedures and selecting the correct process. Costs incurred in using procedures to help determine when a process is in control and when it is not, so that the process is carried out without causing errors, would be part of this category.
Prevention Cost
The cost of collecting information on quality, such as data on quality characteristics, the number and types of defects that have been produced, the quality performance of suppliers, complaints from. The cost of establishing a quality system, including the documentation of policies, procedures and work instructions. Cost of inspection and testing of incoming material or parts upon receipt or at the supplier; material in the warehouse; or finished product at the factory or at the customer.
Appraisal Cost
This is the value of parts or finished products that do not meet specifications and cannot be improved by rework. If a reworked product needs to be retested, the cost of retesting and re-inspection must be added to the internal failure cost. When schedules cannot be met because part of the production is rejected due to poor quality, any resulting penalty.
Internal Failure Cost
These are the costs incurred in labor and materials to return a rejected product to an acceptable condition. These are the costs resulting from price discounts, refunds and repairs or replacements offered to a customer who has received a poor quality product. When products are returned because they are not acceptable, in addition to the cost of replacement or refund, handling, shipping, storage and disposal charges will also be incurred.
External Failure Cost
Progression of Activities During a Quality Improvement Program
Guided by Quality Costs
Quality Costs Not Included in the TQC
- Indirect quality costs
- Liability costs
- Equipment quality costs
- Life-cycle quality costs
It will include those costs arising from exposure to the liability, even where no actual judgment has been entered against the company. Costs derived from capital equipment that has a direct impact on quality, such as automated data collection systems, automatic test equipment (ATE), measuring equipment, computer hardware and software, security, etc. Costs arising from servicing and repairing a product for a reasonable time after the warranty period.
Normally, only service charges incurred within the warranty period are included as part of the external failure costs.
Relationship Among Quality Cost Categories
External failure decreases with an increase in both prevention and assessment; the decrease is much faster with an increase in assessment than with prevention. Internal failure decreases as prevention increases, but increases as assessment increases.
