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Introduction to Introduction to Quality Quality Control and AssuranceControl and Assurance

Dedy SugiartoDedy Sugiarto

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““The degree of excellence of a The degree of excellence of a thing” (Webster’s Dictionary)thing” (Webster’s Dictionary)

““The totality of features and The totality of features and characteristics that satisfy needs” characteristics that satisfy needs” (ASQ)(ASQ)

What Is Quality?What Is Quality?

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The degree to which a set of inherent The degree to which a set of inherent characteristics fulfills requirements (ISO characteristics fulfills requirements (ISO 9000:2000)9000:2000)

An excellent product or service that An excellent product or service that fulfills or exceeds our expectationsfulfills or exceeds our expectations

Q = P / EQ = P / EQ = Quality, Q = Quality, P = performanceP = performanceE = Expectations E = Expectations

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Quality is “fitness for use”

(Joseph Juran)

Quality is “conformance to requirements”

(Philip B. Crosby)

Quality of a product or services is its ability to satisfy the needs and expectations of the customer

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Quality is inversely proportional to variability.

Quality improvement is the reduction of variability in processes and products.

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Dimensions of Quality (Garvin)Dimensions of Quality (Garvin)

1.1. Performance Performance Basic operating characteristicsBasic operating characteristics

2.2. Features Features ““Extra” items added to basic featuresExtra” items added to basic features

3.3. Reliability Reliability Probability product will operate over Probability product will operate over

timetime

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Dimensions of Quality (Garvin)Dimensions of Quality (Garvin)

4.4. Conformance Conformance Meeting pre-established standardsMeeting pre-established standards

5.5. Durability Durability Life span before replacement Life span before replacement

6.6. Serviceability Serviceability Ease of getting repairs, speed & Ease of getting repairs, speed &

competence of repairscompetence of repairs

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Dimensions of Quality (Garvin)Dimensions of Quality (Garvin)

7.7. AestheticsAesthetics Look, feel, sound, smell or tasteLook, feel, sound, smell or taste

8.8. SafetySafety Freedom from injury or harmFreedom from injury or harm

9.9. Other perceptionsOther perceptions Subjective perceptions based on Subjective perceptions based on

brand name, advertising, etcbrand name, advertising, etc

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http://www.asq.org

SPCSPC = The application of statistical = The application of statistical techniques to control a process, reducing techniques to control a process, reducing variation so that performance remains variation so that performance remains within boundaries, or specification limits. within boundaries, or specification limits.

SQCSQC = The application of statistical = The application of statistical techniques to control quality; includes techniques to control quality; includes acceptance sampling (inspection of a acceptance sampling (inspection of a sample from a lot to decide whether to sample from a lot to decide whether to accept that lot) as well as SPC. accept that lot) as well as SPC.

11Total Quality Management

TQMTQM

Total - Made up of the wholeTotal - Made up of the whole Quality - degree of excellence a product Quality - degree of excellence a product

or service providesor service provides Management - Act, art or manner of Management - Act, art or manner of

planning, controlling, directing,….planning, controlling, directing,….

Therefore, TQM is the art of Therefore, TQM is the art of managing the whole to achieve managing the whole to achieve excellenceexcellence..

12Total Quality Management

What does TQM mean?What does TQM mean?Total Quality Management means that Total Quality Management means that the organization's culture is defined the organization's culture is defined by and supports the constant by and supports the constant attainment of customer satisfaction attainment of customer satisfaction through an integrated system of tools, through an integrated system of tools, techniques, and training. This techniques, and training. This involves the continuous improvement involves the continuous improvement of organizational processes, resulting of organizational processes, resulting in high quality products and services.in high quality products and services.

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Total quality management is a Total quality management is a systemic approach to systemic approach to productivity improvement using productivity improvement using qualitativequalitative and and quantitativequantitative methods and involving all methods and involving all stakeholdersstakeholders to continuously to continuously improve the quality of all improve the quality of all products and servicesproducts and services..

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Evolution of Quality Management

Inspection

Quality Control

Quality Assurance

TQM

Sorting, grading, blending, corrective actions, identify sources of non-conformance

Develop quality manual, process performance data, self-inspection, product testing, basic quality planning, use of basic statistics, paperwork control.

Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of non-production operations, failure mode and effects analysis, SPC.

Policy deployment, involve supplier & customers, involve all operations, process management, performance measurement, teamwork, employee involvement.

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PLAN

CHECK

DOACT

The Deming Cycle or PDCA Cycle

Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

Implement the change on a small scale and measure the effects

Adopt the change as a permanent modification to the process, or abandon it.

Study the results to learn what effect the change had, if any.

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Six Basic Conceps of Six Basic Conceps of TQMTQM : :

1.1. A committed and involved management to A committed and involved management to provide long-term top-to-bottom provide long-term top-to-bottom organizational supportorganizational support

2.2. An unwaverin focus on the customer, both An unwaverin focus on the customer, both internally and externallyinternally and externally

3.3. Effective involvement and utilization of the Effective involvement and utilization of the entire workforceentire workforce

4.4. Continuous improvement of the business Continuous improvement of the business and production processand production process

5.5. Treating suppliers as partnersTreating suppliers as partners6.6. Establish performance measures for the Establish performance measures for the

processprocess

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TQM TQM GurusGurus

Walter A. Shewhart, PhD.Walter A. Shewhart, PhD.

control chartscontrol charts

W. Edwards Deming, PhDW. Edwards Deming, PhD

Deming PhilosophyDeming Philosophy

Assisted Japan in improving Assisted Japan in improving productivity and qualityproductivity and quality

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Joseph M. Juran, PhD.Joseph M. Juran, PhD.The Juran Trilogy (Planning, Control, and The Juran Trilogy (Planning, Control, and Improvement)Improvement)

Armand V. Feigenbaum, PhD.Armand V. Feigenbaum, PhD.Developed the concept of total quality Developed the concept of total quality controlcontrol

Kaoru Ishikawa, PhD.Kaoru Ishikawa, PhD.

Fishbone diagramFishbone diagram

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Phillip B. CrosbyPhillip B. Crosby

1.1. Quality is conformance to Quality is conformance to requirementsrequirements

2.2. Prevention of nonconformance is Prevention of nonconformance is the objective not appraisalthe objective not appraisal

3.3. The performance standard is zero The performance standard is zero defects not “that’s close enough”defects not “that’s close enough”

4.4. The measurement of quality is The measurement of quality is the cost of nonconformancethe cost of nonconformance

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Genichi Taguchi, PhD.Genichi Taguchi, PhD.

Loss function Loss function

Signal to Noise RatioSignal to Noise Ratio

Robust design of parameters and Robust design of parameters and tolerancestolerances

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Emerging Quality Emerging Quality StandardsStandards

Malcolm Baldrige National Quality Malcolm Baldrige National Quality AwardAward

Deming PrizeDeming Prize ISO 9000 StandardsISO 9000 Standards