Module 1

Presented by
Dr. Arun Jacob
Asst. Professor
Mechanical Engg. Dept.
MESITAM
Chathannoor

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 Syllabus
Introduction to Quality Engineering - Definitions of the
terms - quality, quality planning, quality control, quality
assurance, quality management, Total Quality Management
(TQM)- overview on TQM - the TQM axioms -
consequences of total quality- Barriers to TQM - Deming
approach to TQM – Juran’s quality trilogy- Crosby's
fourteen steps for quality improvement

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 Defining Quality
❖ Definition of quality is dependent on the people defining it.

❖ There is no single, universal definition of quality.

❖ Product quality may be specified by its strength, harness,

shape, surface finish, chemical composition, dimensions etc.

❖ It is thus defined as fitness for purpose. (By Juran)

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 Defining Quality – 5 Ways

1. Conformance to specifications
Does product/service meet targets and tolerances
defined by designers?
2. Fitness for use
Evaluates performance for intended use
3. Value for price paid
Evaluation of usefulness vs. price paid
4. Support services
Quality of support after sale
5. Psychological
Communication
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 Manufacturing Quality vs Service Quality
❖Manufacturing quality focuses on observable product
features
❖ Conformance, performance, reliability features

❖Service organizations produce immaterial products that

must be experienced
❖ Quality often defined by perceptional factors like politeness,
friendliness etc.

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 Need for Quality
❖ Competition:
Today’s market demand high quality product at low cost
❖ Changing Customer:
The new customer is not only commanding priority based on
volume but is more demanding about the “quality system.”
❖ Changing Product Mix:
The shift from low volume, high price to high volume, low
price
❖ Product Complexity:
The reliability requirements for suppliers of components have
been increased.
❖ Higher Levels of Customer Satisfaction:
Increasing competition is leading to higher customer
expectations.
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 Quality Perspectives
❖ Everyone defines Quality based on their own perspective of it.
Typical responses about the definition of quality would include:
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

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 Quality

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 Quality Planning
❖ Quality planning is a key component of overall quality management
and can be applied to products, services, processes, and systems.
❖ Quality Planning is the process of defining the quality policies,
objectives, and responsibilities, and determining the resources and
processes required to achieve quality goals.
❖ It involves identifying customer requirements, setting quality
standards, and determining the methods and tools to be used to
measure and improve quality.
❖ It also helps to minimize waste, reduce costs, and improve customer
satisfaction.

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 Quality Planning
Identifying customer requirements

Setting quality goals

Developing quality specifications

Designing quality into the product

or service
Selecting quality control and
improvement methods

Establishing quality standards

Developing a quality management

plan
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 Quality Control
❖ Quality Control is the process of monitoring and evaluating the
quality of products or services during development or production,
to ensure that they meet the specified quality requirements.
❖ Quality Control activities include inspections, testing, and
measurement of products and processes.
❖ The goal of quality control is to identify and eliminate defects,
errors, or non-conformities in a product or service before it is
released to the customer.

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 Steps Involved in Quality Control
❖Inspection
❖Testing
❖Measurement
❖Sampling
❖Statistical process control
❖Quality audits

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 Quality Control

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 Objectives of Quality Control
❖Meeting customer requirements
❖Improving product or service quality
❖Minimizing waste
❖Reducing costs
❖Increasing customer satisfaction
❖Establishing a quality culture
❖Compliance with regulations

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 Advantages of Quality Control

❖Improved product quality

❖Customer satisfaction
❖Increased efficiency
❖Improved competitiveness
❖Compliance with regulations
❖Better risk management
❖Cost savings

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 Quality Assurance
❖Quality assurance (QA) is a systematic approach to ensuring that
products and services meet or exceed customer expectations.
❖The objective of QA is to prevent defects, errors, and deviations
in a product or service, thus improving its quality and reliability.
❖QA involves a set of processes and activities that are integrated
into all stages of product development and delivery.
❖The goal of quality assurance is to prevent problems from
occurring in the first place, rather than just detecting and fixing
them after they have occurred.

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 Steps in Quality Assurance
❖Planning
❖Design and Development
❖Testing
❖Inspection and Auditing
❖Monitoring and Control

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 Objectives of Quality Assurance

❖To ensure that products and services meet customer

requirements and expectations
❖To prevent defects, errors, and deviations in a product or
service
❖To identify and address quality issues before they become
problems
❖To improve the quality and reliability of products and
services
❖To ensure that products and services comply with legal
and regulatory requirements

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 Advantages of Quality Assurance

❖Improved product quality

❖Increased customer satisfaction
❖Reduced costs
❖Increased competitiveness
❖Improved risk management
❖Compliance with regulations
❖Continuous improvement

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 Quality Management
❖Quality Management is the overall process of managing and
coordinating quality activities across an organization, to
ensure that quality goals are met and customer expectations
are satisfied.
❖The objective of quality management is to ensure that
products and services are consistently high in quality and that
customer satisfaction is maximized.

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 Components of Quality Management
❖Quality planning

❖Quality control

❖Quality assurance

❖Continuous improvement

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 Objectives of Quality Management

❖To ensure that products and services meet customer

requirements and expectations
❖To consistently deliver high-quality products and services
❖To maximize customer satisfaction
❖To continuously improve product quality and customer
satisfaction

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 Advantages of Quality Management

❖Improved product quality

❖Increased customer satisfaction.
❖Improved competitiveness
❖Cost savings
❖Increased efficiency
❖Compliance with regulations
❖Improved risk management

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 Total Quality Management (TQM)
❖Total Quality Management (TQM) is a management approach
that seeks to optimize the quality of an organization's products
and services by involving all its employees in a continuous
improvement process.
❖TQM emphasizes the importance of understanding and
meeting customer needs, and uses data and facts to drive
decision making.
❖The goal of TQM is to provide customers with products and
services that meet or exceed their expectations, while also
improving the overall efficiency and effectiveness of the
organization.

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 Key Principles of TQM

❖Customer focus
❖Employee involvement
❖Leadership
❖Continuous improvement
❖Fact-based decision making
❖Systemic approach

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 TQM Axioms
❖Customer focus
❖Employee involvement
❖Leadership
❖Continuous improvement
❖Fact-based decision making
❖Systemic approach
❖Partnership
❖Communication
❖ These TQM axioms provide a foundation for organizations to
implement and sustain a culture of quality, and to achieve their
goals and improve their overall performance.
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 The Consequences of TQM
❖Increased customer satisfaction
❖Improved efficiency and productivity
❖Increased competitiveness
❖Increased profitability
❖Improved employee morale
❖Better decision-making
❖Improved reputation

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 Barriers to TQM
❖Resistance to change
❖Lack of commitment from top management
❖Lack of employee involvement
❖Lack of resources
❖Lack of training and education
❖Inadequate infrastructure
❖Resistance to measurement and data-driven decision making
❖Resistance to partnerships

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 W. Edwards Deming Approach

❖Advocated Statistical Process Control (SPC) Methods

which signal shifts in a process that will likely lead to
products/services not meeting customer requirements.
❖Emphasized an overall organizational approach to
managing quality.
❖Demonstrated that quality products are less costly than
poor quality products.
❖Identified 14 points critical for improving quality.

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Deming’s 14-Point Program for Improving Quality
1. Create constancy of purpose for improvement of product and
service. Create and publish to all employees a statement of the
aims and purposes of the company. The management must
demonstrate their commitment to this statement
2. Adopt the new philosophy. Learn the new philosophy
3. Cease dependence on mass inspection. Understand the purpose
of inspection – to reduce the cost and improve the processes
4. End the practice of awarding business on the price tag alone.
5. Improve constantly and forever the system of production and
training.
6. Institute training.
7. Teach and institute leadership.
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Deming’s 14-Point Program for Improving Quality
8. Drive out fear. Create an environment of innovation
9. Break down barriers between staff areas.
Optimize the team efforts towards the aims and purposes
of the company
10. Eliminate slogans, exhortations, and targets for the
workforce.
11. Eliminate numerical quotas for production.
12. Remove the barriers that rob pride of workmanship.
13. Institute a vigorous program of education and retraining.
Encourage learning and self-improvement
14. Take action to accomplish the program
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 The Deming philosophy
❖“A System of Profound Knowledge”

1. Appreciation for a system - A system is a set of functions or

activities within an organization that work together to achieve
organizational goals. Management’s job is to optimize the
system. (not parts of system, but the whole!). System requires
co-operation.
2. Psychology – The designers and implementers of decisions are
people. Hence understanding their psychology is important.

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 The Deming Philosophy
3. Understanding process variation – A production process
contains many sources of variation. Reduction in variation
improves quality. Two types of variations common causes and
special causes. Focus on the special causes. Common causes can
be reduced only by change of technology.
4. Theory of knowledge – Management decisions should be
driven by facts, data and justifiable theories. Don’t follow the
managements fads!

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 Joseph M. Juran
❖Emphasized the importance of producing quality products
through an approach focused on quality planning, control,
and improvement.
❖Defined product quality as “fitness for use” as viewed by
the customer in:
❖ Quality of design
❖ Quality of conformance
❖ Availability
❖ Safety
❖ Field use
❖ Categorized the cost of quality

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 The Juran Philosophy
❖Pursue quality on two levels:
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 should be talked about in a language senior management
understands: money (cost of poor quality).
❖ At operational level, focus should be on conformance to
specifications through elimination of defects- use of statistical
methods.

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 The Juran Philosophy
 Quality Trilogy –
1. Quality planning: Process of preparing to meet quality goals.
Involves understanding customer needs and developing product
features.
2. Quality control: Process of meeting quality goals during
operations. Control parameters. Measuring the deviation and
taking action.
3. Quality improvement: Process for breaking through to
unprecedented levels of performance. Identify areas of
improvement and get the right people to bring about the change.

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 Juran’s Trilogy Diagram

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 Juran’s Quality Planning Road Map
1) Identify who are the customers
2) Determine the customer’s needs
3) Translate the needs into our language
4) Develop a product to meet those needs
5) Optimise a product so as to meets our needs as well as the
customer’s.
6) Develop a process which is able to produce the product
7) Optimise the process
8) Prove the process can make the product under operating
conditions

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 Joseph M Juran and the Cost of Quality

❖Two types of costs:

1. Unavoidable Costs: preventing defects (inspection,

sampling, sorting, QC)

2. Avoidable Costs: defects and product failures (scrapped

materials, labour for re-work, complaint processing, losses
from unhappy customers

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 Joseph M Juran and the Cost of Quality

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 Joseph M. Juran’s 10 Points
1. Build awareness of the need and opportunity for improvement.
2. Set goals for improvement.
3. Organize to reach the goals (establish a quality council, identify
problems, select projects, appoint teams, designate facilitators)
4. Provide training.
5. Carry out projects to solve problems
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of
the regular systems and process of the company.
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 Philip Crosby
❖ Preached that “quality is free.”
❖ Believed that an organization can reduce overall costs by improving
the overall quality of its processes.

❖ Absolute’s of Management

❖ Quality means conformance to requirements not elegance.

❖ There is no such thing as quality problem.
❖ There is no such thing as economics of quality: it is always cheaper to
do the job right the first time.
❖ The only performance measurement is the cost of quality:

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 The Crosby Philosophy

Basic Elements of Improvement

 Determination (commitment by the top management)

 Education (of the employees towards Zero Defects (ZD))
 Implementation (of the organizational processes towards
ZD)

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 Crosby’s Successful Company

❖People do things right routinely

❖Growth is profitable and steady
❖Customer needs are anticipated
❖Change is planned and managed
❖People are proud to work there

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 Philip B. Crosby’s 14 Points
1) Make it clear that management is committed to quality.
2) Form quality improvement teams with representatives from
each department.
3) Determine where current and potential quality problems lie.
4) Evaluate the cost of quality and explain its use as a
management tool.
5) Raise the quality awareness and personal concern of all
employees.
6) Take actions to correct problems identified through previous
steps.
7) Establish a committee for the zero defects programme.

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 Philip B. Crosby’s 14 Points
8) Train supervisors to actively carry out their part of the quality
improvement programme.
9) Hold a ‘zero defects day’ to let all employees realise that there
has been a change.
10) Encourage all individuals to establish improvement goals for
themselves and their groups.
11)Encourage employees to communicate to management the
obstacles they face in attaining their improvement goals.
12) Recognise and appreciate those who participate.
13) Establish quality councils to communicate on a regular basis.
14) Do it all over again to emphasise that the quality
improvement programme never ends.
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 THANK YOU

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