QUALITY IMPROVEMENT Chapter 1

DALE BESTERFİELD, 9TH EDİTİON Introduction to Quality

Dr. Zinnet Karakaş Kelten -- zkarakas@pau.edu.tr

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Textbook Outline
1. Introduction to Quality Improvement
2. Lean Enterprise
3. Six sigma
4. Fundamentals of Statistics
5. Statistical Process Control (SPC)
6. Control Charts for Variables
7. Additional SPC techniques for Variables
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Textbook Outline
8. Probability
9. Control Charts for Attributes
10. Acceptance Sampling
11. Reliability
12. Management and Planning Tools
13. Experimental Design
14. Taguchi’s Quality Engineering
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Learning Objectives
When you have completed this chapter you should be able to:
• Define quality, quality control, quality improvement, statistical
quality control, quality assurance, and process.
• Be able to describe FMEA, QFD, ISO 9000, ISO 14000,
Benchmarking, TPM, Quality by Design, Products Liability,
and IT

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Definitions
Quality
• Ratio of the perceptions of performance to expectation.
Q=P/E where Q=Quality, P=Performance and E=Expectation
• The American Society for Quality (ASQ) - Each person or sector
has its own definition
• ISO 9000 - Degree to which a set of inherent characteristics
fulfills requirements.
• All of the above. 5
Definitions
Process
Set of interrelated activities that uses specific inputs to produce specific outputs.
Includes both internal and external customers and suppliers. A process takes inputs
and performs value-added activities on those inputs to create an output.

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Definitions
Quality Control : Use of techniques to achieve and sustain the quality.

Quality Improvement : Use of tools and techniques to continually

improve the product, service, or process.

Statistical Quality Control : Use of statistics to control the quality.

Quality Assurance : Planned or systematic actions necessary to provide

adequate confidence that the product or service will satisfy given
requirements.

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The Dimensions of Quality

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Two Aspects of Quality in Design and Manufacturing

1. Product features 2. Freedom from Deficiencies

• Characteristics that result from design • Product does what it is supposed to do
• Functional and aesthetic features that • Product is absent of defects and out-of-
appeal to the customer tolerance
• “Grade”

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Aspects of Quality: Product Features
• Design configuration, size, weight
• Function and performance
• Distinguishing features of the model
• Aesthetic appeal
• Ease of use
• Availability of options
• Reliability and dependability
• Durability and long service life
• Serviceability
• Reputation of product and producer
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Aspects of Quality: Freedom from Deficiencies
• Absence of defects
• Conformance to specifications
• Components within tolerance
• No missing parts
• No early failures

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Quality Responsibilities
• Product features are the aspect of quality for which the design department is
responsible
• Product features determine to a large degree the price that a company can charge for
its products
• Freedom from deficiencies is the quality aspect for which the manufacturing
departments are responsible
• The ability to minimize these deficiencies has an important influence on the cost of the
product
• These are generalities
• The responsibility for high quality extends well beyond the design and manufacturing
departments

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Traditional Quality Control
• Widespread use of statistical quality control (SQC), in which inferences
are made about the quality of the population of manufactured parts and
products based on a sample

• Two principal sampling methods in SQC

• Control charts
• Graphical technique used to track measured variable of interest over time
• Acceptance sampling
• If the sample passes, the batch is accepted

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Traditional Quality Control
Typical management principles and practices:
• Customers are external to the organization
• The sales and marketing department are responsible for customers
• Company is organized by functional departments
• Inspection department is responsible for quality
• Inspection follows production
• Knowledge of Statistical Quality Control techniques resides
only in the minds of the QC experts in the organization

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Modern View of Quality Control
High quality is achieved by a combination of:
• Good management – three objectives of “total quality management”:
1. Achieving customer satisfaction
2. Continuous improvement
3. Encouraging involvement of entire work force

• Good technology – traditional statistical tools combined with modern

measurement and inspection technologies

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Total Quality Management (TQM)
Total Quality Management (TQM) is the application of quantitative
methods and human resources to improve all the processes within an
organization and exceed customer needs now and in the future.

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TQM
• The purpose of TQM is to provide a quality product to customers, which will, in turn,
increase the productivity and lower cost
• TQM allows the organization to achieve the business objectives of profit and growth
• Job Security. TQM creates a satisfying place to work
• A company will not begin the transformation to TQM until it is aware that the quality of
the product or service must be improved
• TQM requires a cultural change
• TQM is mandated by the customer
• TQM is better way to run a business and compete in domestic and word markets
• Quality is first among equal cost and service
• Improvements in quality lead directly to increased productivity
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TQM
Basic Approach:
1. A committed and involved management to provide long-term top-to-
bottom organizational support
2. An unwavering focus on the customer
3. Effective involvement and utilization of the entire work force
4. Continuous improvement of the business and production processes
5. Treating suppliers as partners
6. Establishing performance measures for the processes
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TQM
The Road
to Business
Growth

Clear Vision

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TQM Quality Element Previous State TQM
Definition Product-Oriented Customer-oriented
Priorities Second to service First among
and cost service and cost
Decisions Short-term Long-term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality Control Everyone
Prob. Solving Managers Teams
Procurement Price Life-cycle costs
Manager’s Role Plan, enforce etc Delegate, facilitate
• Quality involves the design of the product and the process
• TQM is not something that will occur overnight, it takes a long time to build the appropriate emphasis
and techniques into the culture
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TQM Implementation
• Begins with the Senior Management’s and the CEO’s commitment
• Involvement is required
• Requires the education of Senior Management in TQM concepts
• Timing of the implementation process can be very important
• Formation of the Quality Council
• Development of Core Values, Vision Statement, Mission Statement, Quality
Policy Statement

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TQM Implementation
Quality Council:
• Composed of: CEO, the Senior Managers of the functional areas, such
as design, marketing, finance, production, and quality; and a
coordinator or consultant
• The coordinator will ensure that the team members are empowered and
know their responsibilities

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TQM Implementation
Quality Council Duties:
1. Develop the core values, vision, mission, and quality policy statements
2. Develop the strategic long-term plan with goals and the annual quality
improvement program with objectives
3. Create the total education and training plan
4. Determine and continually monitor the cost of poor quality
5. Determine the performance measures for the organization
6. Determine projects that improve the processes
7. Establish multifunctional project and departmental or work group team
8. Establish or revise the recognition and reward system
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Total Quality Management (TQM)
Typical management principles and practices:
• Quality is focused on customer (both internal and external) satisfaction
• Quality goals are driven by top management
• Quality control is pervasive in the organization
• Quality must be built into the product, not inspected in afterward
• Production workers must inspect their own work
• Continuous improvement
• A never ending chase to design and produce better products

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Responsibility for Quality

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Responsibility for Quality
Marketing : Help to evaluate the level of product quality that a customer
wants, needs.
Design Engineering : Translate the customer’s requirements into operating
characteristics, exact specifications, and appropriate tolerances
Procurement : Responsible for procuring quality materials and components
Process Design : Develops processes and procedures that will produce a
quality product/service

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Responsibility for Quality
Production : Produce quality products and services
Packaging and Storage : Preserve and protect the quality of the product
Inspection and Test : Appraise the quality of purchased and manufactured
items and to report the results
Service : Fully realizing the intended function of the product during its
expected life

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Computers & Quality Control
Can be programmed to perform complex
calculations, to control a process or test, to analyze
data, to write reports, and to recall information on
command

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Computers & Quality Control
Benefits:
• Information is stored in the computer and transmitted efficiently to
remote terminals
• Information is provided to employee at the same time the work
assignment is given
• Ability to quickly update or change the information
• The probability of fewer errors
• Powerful tool to help in the improvement of quality
• The use of computers in quality is as effective as the people who
create the total system

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Computers & Quality Control
Quality functions needs:
• Data collection
• Data analysis and reporting
• Statistical analysis
• Process control
• Test and inspection
• System design
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Quality Improvement Tools
• Quality improvement is not the responsibility of any one person or
functional ares; it is everyone’s job. It includes the equipment
operator, the keyboard operator, the purchasing agenta, the design
engineer, and the president of the company.

• Tools covered briefly in this chapter are: FMEA, QFD, ISO 9000,
ISO 14000, Benchmarking, TPM, Quality by Design, Products
Liability, IT

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Failure Mode & Effect Analysis (FMEA)
• Failure mode and effects analysis (FMEA) tries to identify all
possible potential product or process failures and prioritize
them for elimination according to their risk.

• Identifies foreseeable failure modes and plans for elimination.

• Group of activities to:

- Recognize and evaluate potential failures,
- Identify actions that could eliminate or reduce them,
- Document the process.

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Failure Mode & Effect Analysis (FMEA)
• Critically examine the system.

• Divide the system into its various components.

• Examine each individual component:

• Record the ways the component may fail.
• Rate potential degree of hazard.

• Examine all potential failures for each individual component and

decide what effect the failures may have.
• Weakness: Human Error Component Missing.
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Failure Mode & Effect Analysis (FMEA)
• Design FMEA’s : Used to verify that a product has been
properly designed to meet all of the customer’s requirements
and that it can be manufactured at a target rate, cost, and
yield.
• Process FMEA’s : Used to assess the adequacy of a process
in producing a product.

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What are Design FMEA’s used for?
• To capture the relationship between:
 customer requirements,
 how a product can fail to meet these requirements,
 the effects of the failures, and
 the problems with the design that cause the failures.

• As a method to ensure that the design will be changed and

tested so that the failures do not occur.

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What are Process FMEA’s used for?
• To identify the process and product controls that must be implemented
to ensure that the product can be produced within specification.

• To capture the relationship between

 each process step,
 the unacceptable process outputs that can be created at each step,
 the effects of the unacceptable process outputs,
 the causes of the unacceptable outputs, and
 how the unacceptable outputs will be either prevented or detected in
the event that they occur
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Steps to Create an FMEA
• Create a form.
• Study the system, process, or part.
 What are the potential failure modes?
 What are the potential failure causes?
 What are the potential failure consequences?
 What are the existing controls?
 Identify Risk Priority Code
 Severity
 Probability of Occurrence
• Analyze the document

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FMEA –
Example

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Quality Function Deployment (QFD)
• Identifies and sets priorities for process improvement.
• Multifunction team uses ‘voice of the customer’ to achieve results
throughout the organization.
• It reduces start-up costs and
design changes that lead to
increased customer satisfaction.

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QFD
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 a change affect customer perception?
6. How does a change affect technical descriptors?
7. What is the relationship between parts deployment, process
planning, and production planning?

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QFD
Introducing QFD’s House of
Quality (HOQ) The heart of QFD
is the set of interrelated matrices
known as the House of Quality
(HOQ), so named because the
complete matrix takes on the
appearance of a house.

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What Is Quality Function Deployment - Structure
 Introducing Quality Function Deployment’s House of Quality
• House of Quality Matrix Number 1 : Developing the Set of Customer Needs
(WHATs)
• House of Quality Matrix Number 2 : Planning the Improvement Strategy
• House of Quality Matrix Number 3 : Selecting the Technical Requirements
(HOWs):
• House of Quality Matrix Number 4 : Evaluating Interrelationships between
WHATs and HOWs
• House of Quality Matrix Number 5 : Evaluating the Direction of Correlation
between HOWs
• House of Quality Matrix Number 6 : Selecting the Design Targets (Values)
of the HOWs

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QFD
Matrix Number 1—Customer Needs (Wants), also called Voice of
the customer (VOC)
• Customer “Needs” input data are collected, refined and
prioritized in this matrix.
• Affinity and Tree Diagrams are useful tools for refining customer
needs data.
• Coming out of this analysis of needs is an estimate of importance
to the customer.

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QFD

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QFD
Matrix Number 2—Planning the Improvement Strategy.
• Competitive Benchmarking of our product vs. competing products.
• Establish desired customer satisfaction goal for each need.
• Establish Improvement Factors, Sales Points, and Weighting.

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QFD

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QFD
Matrix Number 3—Selecting the Technical Requirements (HOWs)
• Lists characteristics and features of a product perceived as
meeting the customer needs. (They are not design specs.)
• Developed using Matrices 1 and 2. State HOW we’ll meet
customer requirements.

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QFD

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QFD
Matrix Number 4—Evaluating Interrelationships between the
WHATs and HOWs.
• At each intersection of a WHAT row with a HOW column an
estimate of strong, medium, weak, or nonexistent relationship
is entered.

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QFD

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QFD
Matrix Number 5—Evaluates the Correlation (supportive or
impeding) between the Technical Requirements (HOWs)
• Each diagonal intersection of HOW columns in the roof triangle
is given a plus sign (for supportive), or minus sign (for impeding)
correlation between the two HOWs. If there is no correlation the
intersection is left blank.
• Examining each intersection assures that all important factors are
considered.

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QFD

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QFD
Matrix Number 6—Selecting Design Targets of the Technical
Requirements.
• The customer requirements describe WHAT the customer needs, and the
design requirements tell HOW the company is going provide the product
characteristics
• Necessary to address those needs, and these design targets specify HOW
MUCH of the characteristic needs to be provided.
• Design Targets has 3 sections:
 Technical Priorities (from data already in the HOQ).
 Technical Benchmarking (newly developed data).
 Design Target Values (developed from the previous two).
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QFD

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ISO 9000 (QMS)
• ISO Stands for International Organization for Standards.
• QMS stands for Quality Management System.
• The standard, recognized by over 100 countries, is divided
into three parts.
 Fundaments and vocabulary,
 Requirements, and
 Improvement guidance.
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ISO 9000
• Five clauses of the requirement’s part are:
 Continual improvement
 Management Responsibility
 Resource Management
 Product Realization
 Measurement, Analysis, and Improvement
• Related to customer requirements and satisfaction.
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ISO 14000 (EMS)
• International standard for an environ-mental management system (EMS).
• Describes the requirements for registration and/or self-declaration.
• Requirements based on the process--not on the products or services.
• Continual improvement for environmental protection.
• The four sections are:
 Environment policy,
 Planning, implementation, & operations,
 Checking and corrective action,
 Management review.

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Benchmarking
• Benchmarking was developed by Xerox in 1979. The idea is to find
another company that is doing a particular process better than your
company, and then, using that information to improve the process.
• Constant testing of industry’s best practices.
• Benchmarking is a process for comparing an organization’s
operations or processes with those of a best-in-class performer.
• The objective of benchmarking is major performance improvement
for an inferior process
• Benchmarking focuses on processes and practices, not products.

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Benchmarking
• Benchmarking is done between consenting organizations.
• Benchmarking partners are frequently from different industries.
• Benchmarking is a component of total quality.
• When continual incremental improvement of a process isn’t enough,
benchmarking may be the best route to the needed improvement.
• Benchmarking offers the best chance for success, but if benchmarking is
not possible, process reengineering might be considered.

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Benchmarking
• Benchmarking is not restricted within industry boundaries, but only
to best-in-class processes.
• It is necessary for the benchmarker to understand its own process
before comparing it with another.
• Because best-in-class is dynamic, benchmarking should be seen as a
never-ending process.
• The rationale for benchmarking is that it makes no sense to stay
locked in an isolated laboratory trying to invent a new process when
that process already exists.

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Total Productive Maintenance
• Total Productive Maintenance (TPM) is a technique that
utilizes the entire work force to obtain the optimum use of
equipment.
• The technical skills in TPM are: daily equipment checking,
machine inspection, fine-tuning machinery, lubrication,
trouble-shooting, and repair.

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Quality by Design
• Quality by Design is the practice of using a multidisciplinary
team to conduct product or service conception, design, and
production planning at one time.
• The major benefits are faster product development, shorter
time to market, better quality, less work-in-process, fewer
engineering change orders, and increased productivity

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Products Liability
• Consumers are initiating lawsuits in record numbers as a result of
injury, death, and property damage from faulty product or service
design or faulty workmanship.
• Reasons for injuries:
 Behaviour or knowledge of the user.
 Environment where the product is used.
 Design and production of the item
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Information Technology
Information Technology is defined as computer technology
(either hardware or software) for processing and storing
information, as well as communications technology for
transmitting information.

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