Chapter VII Quality Control

Chapter VII:
Quality control
Delivered by: Dr. Bui Cong Son

Quality = Invisible factor and standard of whole product/service
Quality refers to the ability of a

product or service to consistently
meet or exceed customer
requirements or expectations.
However, different customers will

have different requirements, so a
working definition of quality is
customer-dependent
THE EVOLUTION OF QUALITY MANAGEMENT
INSIGHTS ON QUALITY MANAGEMENT
Defining Quality: The Dimensions of Quality
Product Quality. Product quality is often judged on nine dimensions of quality: 1
Performance—main characteristics of the product

Aesthetics—appearance, feel, smell, taste
Special features—extra characteristics
Conformance—how well a product corresponds to design specifications
Reliability—dependable performance
Durability—ability to perform over time
Perceived quality—indirect evaluation of quality (e.g., reputation)
Serviceability—handling of complaints or repairs
Consistency—quality doesn’t vary
TABLE 9.3 Examples of product quality
Service Quality.
Convenience—the availability and accessibility of the service
Reliability—the ability to perform a service dependably, consistently, and accurately
Responsiveness—the willingness of service providers to help customers in unusual situations and to deal with
problems
Time—the speed with which service is delivered
Assurance—the knowledge exhibited by personnel who come into contact with a customer and their ability to
convey trust and confidence
Courtesy—the way customers are treated by employees who come into contact with them
Tangibles—the physical appearance of facilities, equipment, personnel, and communication materials
Consistency—the ability to provide the same level of good quality repeatedly
Expectations—meet (or exceed) customer expectations
TABLE 9.4 Examples of service quality
INSIGHTS ON QUALITY MANAGEMENT dimensions for having car repaired
Responsibility for Quality
• Top manager
• Design
• Procurement
• Production/Operations
• Quality Assurance
• Packaging and shipping
• Marketing and sales
• Customer service
The Costs of Quality
• Appraisal costs relate to inspection, testing, and other activities intended to

uncover defective products or services, or to assure that there are none.
• Prevention costs relate to attempts to prevent defects from occurring.
• Failure costs are incurred by defective parts or products or by faulty services
• Internal failures are those discovered during the production process; external
failures are those discovered after delivery to the customer.
The Costs of Quality
QUALITY CERTIFICATION
ISO 9000, 14000, and 24700
• The International Organization for Standardization (ISO) promotes worldwide standards for the
improvement of quality, productivity, and operating efficiency through a series of standards and guidelines.
The standards help facilitate international trade. They provide governments with a basis for health, safety,
and environmental legislation. And they aid in transferring technology to developing countries
• Two of the most well-known of these are ISO 9000 and ISO 14000. ISO 9000 pertains to quality
management. It concerns what an organization does to ensure that its products or services conform to its
customers’ requirements. ISO 14000 concerns what an organization does to minimize harmful effects to
the environment caused by its operations.
• ISO 24700 pertains to the quality and performance of office equipment that contains reused components.
TOTAL QUALITY MANAGEMENT
• The term total quality management (TQM) refers to a quest for quality in an organization. There are three
key philosophies in this approach. One is a never-ending push to improve, which is referred to as
continuous improvement; the second is the involvement of everyone in the organization; and the third is a
goal of customer satisfaction, which means meeting or exceeding customer expectations. We can describe
the TQM approach as follows:
1. Find out what customers want.
2. Design a product or service that will meet (or exceed) what customers want.
3. Design processes that facilitate doing the job right the first time.
4. Keep track of results, and use them to guide improvement in the system.
5. Extend these concepts throughout the supply chain.
6. Top management must be involved and committed.
TOTAL QUALITY MANAGEMENT
Obstacles to Implementing TQM
• Lack of a companywide definition of quality

• Lack of a strategic plan for change
• Lack of a customer focus
• Poor intraorganizational communication
• Lack of employee empowerment
• View of quality as a “quick fix”
• Emphasis on short-term financial results
• Inordinate presence of internal politics and “turf” issues
• Lack of strong motivation
• Lack of time to devote to quality initiatives
• Lack of leadership
PROBLEM SOLVING AND PROCESS IMPROVEMENT
The Plan-Do-Study-Act Cycle
• The plan-do-study-act (PDSA) cycle, also referred to as either the
Shewhart cycle or the Deming wheel, is the conceptual basis for
problem-solving activities.
• Plan. Begin by studying the current process. Document that process.
Then collect data on the process or problem.
• Do. Implement the plan, on a small scale if possible. Document any
changes made during this phase. Collect data systematically for
evaluation.
• Study. Evaluate the data collection during the do phase. Check how
closely the results match the original goals of the plan phase.
• Act. If the results are successful, standardize the new method and
communicate the new method to all people associated with the
process.
Six Sigma
• The term Six Sigma has several meanings. Statistically, Six Sigma means having no more than 3.4 defects per million
opportunities in any process, product, or service.
• Conceptually, the term is much broader, referring to a program designed to reduce the occurrence of defects to achieve
lower costs and improved customer satisfaction. It is based on the application of certain tools and techniques to
selected projects to achieve strategic business results. In the business world, Six-Sigma programs have become a key
way to improve quality, save time, cut costs, and improve customer satisfaction.
• Six-Sigma programs can be employed in design, production, service, inventory management, and delivery. It is
important for Six-Sigma projects to be aligned with organization strategy
• Six Sigma is based on these guiding principles:
1. Reduction of variation is an important goal.
2. The methodology is data driven; it requires valid measurements.
3. Outputs are determined by inputs; focus on modifying and/or controlling inputs to improve outputs.
4. Only a critical few inputs have a significant impact on outputs (the Pareto effect); concentrate on those.
Six Sigma
• DMAIC (define-measure-analyze-improve-control) is a formalized problem-solving process of Six Sigma. It is

composed of five steps that can be applied to any process to improve its effectiveness. The steps are:
1. Define: Set the context and objectives for improvement.
2. Measure: Determine the baseline performance and capability of the process.
3. Analyze: Use data and tools to understand the cause-and-effect relationships of the process.
4. Improve: Develop the modifications that lead to a validated improvement in the process.
5. Control: Establish plans and procedures to ensure that improvements are sustained
Quality control
•Quality assurance that relies primarily on inspection of lots (batches) of previously
produced items is referred to as acceptance sampling.
•Quality control efforts that occur during production are referred to as statistical
process control
•The best companies emphasize designing quality into the process, thereby greatly
reducing the need for inspection or control efforts.
Inspection
Inspection is an appraisal activity that compares goods or services to a standard. Inspection is a vital but often
unappreciated aspect of quality control.
Inspection can occur at three points: before production, during production, and after production. The purpose of
inspection is to provide information on the degree to which items conform to a standard. The basic issues are:
1. How much to inspect and how often
2. At what points in the process inspection should occur
3. Whether to inspect in a centralized or on-site location
4. Whether to inspect attributes (i.e., count the number of times something occurs) or variables (i.e., measure
the value of a characteristic)
Inspection
How Much to Inspect and How Often
•The amount of inspection can range from no inspection

whatsoever to inspection of each item numerous times.
The amount of inspection needed is governed by the
costs of inspection and the expected costs of passing
defective items.
•The frequency of inspection depends largely on the rate

at which a process may go out of control or on the
number of lots being inspected. A stable process will
require only infrequent checks, whereas an unstable one
or one that has recently given trouble will require more
frequent checks.
Inspection
Where to Inspect in the Process
•Raw materials and purchased parts.
•Finished products. Customer satisfaction and the firm’s image are at stake here
•Before a costly operation. The point is to not waste costly labor or machine time on items that are already
defective.
•Before an irreversible process.
•Before a covering process. Painting, plating, and assemblies often mask defects.
Process Capability
The Control Process
Define. The first step is to define in sufficient detail what is to be controlled.

Measure. Only those characteristics that can be counted or measured are candidates for
control.
Compare. There must be a standard of comparison that can be used to evaluate the
measurements.
Evaluate. Management must establish a definition of out of control.
Correct. When a process is judged to be out of control, corrective action must be taken.
Monitor results. To ensure that corrective action is effective, the output of a process
must be monitored for a sufficient period of time to verify that the problem has been
eliminated.

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Chapter VII Quality Control

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Chapter VII:

Delivered by: Dr. Bui Cong Son

Quality refers to the ability of a

However, different customers will

Product Quality. Product quality is often judged on nine dimensions of quality: 1

Performance—main characteristics of the product

• Appraisal costs relate to inspection, testing, and other activities intended to

• Lack of a companywide definition of quality

• DMAIC (define-measure-analyze-improve-control) is a formalized problem-solving process of Six Sigma. It is

•The amount of inspection can range from no inspection

•The frequency of inspection depends largely on the rate

•Raw materials and purchased parts.

•Before an irreversible process.

Define. The first step is to define in sufficient detail what is to be controlled.

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