QUALITY

ASSURANCE &
CONTROL
Group 7
COST OF QUALITY
QUALITY ASSURANCE

Quality assurance can be defined as “part of quality management focused on

providing confidence that quality requirements will be fulfilled.” The
confidence provided by quality assurance is twofold—internally to
management and externally to customers, government agencies, regulators,
certifiers, and third parties. An alternate definition is “all the planned and
systematic activities implemented within the quality system that can be
demonstrated to provide confidence that a product or service will fulfill
requirements for quality
QUALITY CONTROL

Quality control can be defined as “part of quality management focused on

fulfilling quality requirements.” While quality assurance relates to how a
process is performed or how a product is made, quality control is more the
inspection aspect of quality management. An alternate definition is “the
operational techniques and activities used to fulfill requirements for quality.
Diagram between QA & QC

“
Richard Branson
TOTAL QUALITY
MANAGEMENT (TQM)
•Total quality management (TQM) is an ongoing process of detecting and
reducing or eliminating errors.
•It is used to streamline supply chain management, improve customer
service, and ensure that employees are trained.
•The focus is to improve the quality of an organization’s outputs, including
goods and services, through the continual improvement of internal practices.
•Total quality management aims to hold all parties involved in the
production process accountable for the overall quality of the final product or
service.
TQM Model
WHAT IS CUSTOMER?
CUSTOMER
Anyone who is impacted by the product
or process delivered by an organization.
2 TYPES OF CUSTOMER
External customer- The end user as well as
intermediate processors.

Internal customer- Other divisions of the

company that receive the processed product.
PRODUCT
The output of the process carried out by
the organization.
HOW IS CUSTOMER SATISFACTION
ACHIEVED?

Product features- Refers to quality of design.

Freedom from deficiencies- Refers to quality of

conformance.
8 COMMON DEFINITIONS OF QUALITY

1. Perfection
2. Consistency
3. Eliminating waste
4. Speed of delivery
5. Compliance with policies and procedures
6. Doing it right the first time
7. Delighting or pleasing customers
8. Total customer satisfaction and service
POINTS TO REMEMBER AT QUALITY
LEVEL WHEN ASKING QUESTIONS

• Which products and services meet your

expectations?
• Which products and services you need that you are
not currently receiving?
AT PROCESS LEVEL , WE NEED TO ASK
THE FOLLOWING
• What products and services are most important to
the external customer?
• What processes produce those products and
services?
• What are the key inputs to those processes?
ADDITIONAL VIEWS OF QUALITY IN
SERVICES
Technical Quality versus Functional quality
• Technical quality- the core element of the good service.
• Functional quality- customer perception of how the good
functions or the service is delivered
Expectations and Perceptions
• Customer prior expectations specifically the service
experiences. And their perception of the service performance affect
their satisfaction with the service.
HISTORICAL
PHILOSOPHIES OF
QUALITY
WALTER A. SHEWHART
• Developed statistical control process methods to distinguish
between random and nonrandom variation in industrial processes to keep
processes under control.

• Developed the “plan-do-check-act” (PDCA) cycle that emphasizes

the need for continuous improvement.
EDWARDS DEMING

• Advocated Statistical Process Control (SPC)

• The Deming Prize
DEMING’S 14-POINT PROGRAM FOR
IMPROVING QUALITY
THE DEMING
PHILOSOPHY
JOSEPH M. JURAN
•Defined product quality as “fitness for use” as viewed by the customer in:
• Quality of design
• Quality of conformance
• Availability
• Safety
• Field of use

•Categorized the cost of quality as:

• Cost of prevention
• Cost of detection/appraisal
• Cost of failure
THE JURAN PHILOSOPHY

1. The mission of the firm as a whole is to

achieve high product quality.

2. The mission of each individual department

is to achieve high production quality
QUALITY TRILOGY
Continuation

HISTORICAL
PHILOSOPHIES OF
QUALITY
ARMAND FEIGENBAUM
– Proposed the concept of “total quality control,”
making quality everyone’s responsibility.

• Stressed interdepartmental communication.

• Emphasized careful measurement and report of

quality costs
PHILIP CROSBY

– Preached that “quality is free.”

– Believed that an organization can reduce overall

costs by improving the overall quality of its
processes.
GENICHI TAGUCHI

– Emphasized the minimization of variation.

• Concerned with the cost of quality to society.

• Extended Juran’s concept of external failure

KAORU ISHIKAWA
– Developed problem-solving tools such as the
cause-and-effect(fishbone) diagram.
– Called the father of quality circles
DEFINING THE
DIMENSIONS OF
QUALITY
QUALITY IN GOODS
 Performance
 Features
 Reliability
 Durability
 Conformance
 Serviceability
 Aesthetics
 Perceived quality
QUALITY IN SERVICE
 Reliability
 Tangibles
 Responsiveness
 Assurance
 Empathy
COST OF QUALITY

Framework for identifying quality components

that are related to producing both high quality
products and low-quality components, with the
goal of minimizing the total cost of quality
COST RATIOS
TYPICAL QUALITY COST
RATIOS
JURAN’S MODEL

COST OF PREVENTION

• Costs associated with the

development of programs to COST OF COST OF FAILURE
prevent defectives from DETECTIVE/APPRAISAL • Costs associated with the failure
occurring in the first place • Cost associated with the test of a defective products.
and inspection of • Internal failure costs- producing
subassemblies and products defective products that are
after they have been made identified before shipment
• External failure costs-
producing defective products
that are delivered to the
customer
CUSTOMER
SATISFACTION
ASSURING CUSTOMER
SATISFACTION
SERVICE RECOVERY SERVICE GUARANTEES

• How quickly a firm • Provide customer feedback on

rectifies a service mistake service operations
• Effective guarantees
has a strong effect on
• Unconditional
establishing customer
• Easy to understand
loyalty and creating
• Meaningful
customer satisfaction
• Easy and painless to invoke
• Easy and quick to collect on
TQM
IMPLEMENTATION
ELEMENTS OF TQM &
IMPLEMENTATION

LEADERSHIP EMPLOYEE PRODUCT/ SUCCESSFUL TQM TQM

PROCESS IMPLEMENTATION IMPLEMENTATION
INVOLVEMENT EXCELLENCE FAILURE
• All employees • product design
• Top Management assume quality and • Requires total • Lack of focus on
strategic planning and
Vision responsibility for monitoring the integration of
core competencies
• Planning & inspecting the process for TQM into day-to- • Obsolete, outdated
Support quality of their continuous day operations organizational cultures.
work improvement
SUCCESSFUL TQM
IMPLEMENTATION
• Integrity
• Ethics
• Trust
• Training
• Teamwork
• Communication
• Recognition
• Leadership
TQM KEY ELEMENTS
• Foundation: Integrity, Ethics, Trust
• Building Bricks: Leadership, Teamwork, Training
• Roof: Recognition (Motivation)
• Binding Mortar: Communication
COST OF QUALITY MODELS
HOSHIN KANRI PLANNING
• Quality policies
• Quality goals
• Deployment of goals
• Plans to meet goals Organizational
structure
• Resources
• Measurement feedback
• Review of progress
• Training
PROCESS MANAGEMENT –
STATISTICAL PROCESS CONTROL
(SPC)
• Planning and administrating
• Process
-value-added processes
-support processes
• Value creation processes
• Repeatable and Measurable
• Process owners
• Accountability
PROCESS CONTROL
Control is the activity of ensuring the conformance to the requirements and taking
corrective action when necessary.

1. Process control methods are the basis of effective

daily management of processes.

2. Long-term improvements cannot be made to a

process unless the process is first brought under control.
- Short-term corrective action should be taken by the
process owners.
-Long-term remedial action should be the responsibility of
the management.
• Effective Quality Control
Systems

• Process Improvement
INTERNATIONAL
ORGANIZATION FOR
STANDARDIZATION 9000
(ISO)
- Defines and establishes an organization’s quality policy
and objectives

- deals with the fundamentals of quality management

system, including the eight management principles on
which the family of standards is based
Presentation title

ISO 9000 SERIES

• ISO 9000- is defined as a set of international standards on quality management and quality assurance
developed to help companies effectively document the quality ...

• ISO 9001- Organizations use the standard to demonstrate the ability to consistently provide products and
services that meet customer and regulatory requirements.

• ISO 9002 – Model for quality assurance in the production and installation of manufacturing system.

• ISO 9003- Quality assurance in final inspection and testing.

• ISO 9004- Guidelines for the applications of standards in quality system

• ISO 9000 and ISO 9004- They describe what is necessary to accomplish the requirements outline standards
9001, 9002, 9003
ADVANTAGES
• Quality is maintained
• ISO registration also has a significant bearing on
market credibility as well
• Opportunity to compete with large companies
• More time spent on customer focus
• Confirmation that your company is committed to
quality
• May facilitate trade and increased market
opportunities
• Can Increase customer confidence and satisfaction
CLAUSES
• CLAUSE 4- Quality Management System
• CLAUSE 5- Management Responsibility
• CLAUSE 6-Resource Management
• CLAUSE 7- Product Realization
• CLAUSE 8- Measurement, Analysis and
Improvement
Presentation title

CLAUSES
CLAUSES 4 – QUALITY MANAGEMENT SYSTEM
. General requirements
. Documentation requirement
. Quality manual
. Control of records and documents

CLAUSE 5 – MANAGEMENT RESPONSIBILITY

. Customer focus
. Quality objective
. Quality policy
. Quality management system planning
. Management representative
. Internal communication
Presentation title

CLAUSES
CLAUSE 6 RESOURCE MANAGEMENT
Competence, awareness and training
. Infrastructure
. Work environment
CLAUSE 7 PRODUCT REALIZATION
. Planning of product realization
. Customer related process
. Customer communication
CLAUSE 8 MEASUREMENT , ANALYSIS AND IMPROVEMENT
.General requirements
. Monitoring and measurement
- Customer satisfaction
- Internal audit
. Analysis of data
. Continual improvement
ISO 14000 IS A FAMILY
STANDARD RELATED TO
ENVIRONMENTAL
MANAGEMENT THAT
EXISTS TO HELP
ORGANIZATION
Presentation title

- ISO 14000 is defined as a series of international environmental

management standards, guides, and technical reports.

• What are the ISO 14001 requirements?

• Scope of the Environmental Management System. ...
• Environmental Policy. ...
• Evaluation of Environmental Risks and Opportunities. ...
• Evaluation of Environmental Aspects. ...
• Environmental Objectives and plans for achieving them. ...
• Operational Control Procedures.
Presentation title

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