UNIT I - QUALITY MANAGEMENT

EOE-072: QUALITY MANAGEMENT
UNIT I
(1) Vivek Bhardwaj, Asstt. Professor
QUALITY MANAGEMENT
Management activities and functions involved in determination of quality policy and its implementation through means such as quality planning and quality assurance (including quality control).
FUNCTIONS OF MANAGEMENT The following are the four basic functions of management that make up the management process: 1. Planning 2. Organizing 3. Directing 4. Controlling. Planning: Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Planning activity focuses on attaining goals. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term. Organizing: Organizing can be assignment of the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action. People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization. Directing: Directing is also referred as motivating, leading or influencing. It can be defined as guiding the activities of organization members in the direction that helps the organization move towards the fulfilment of the goals. The purpose of influencing is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task oriented work situations because people find the latter type distasteful. Controlling: Controlling referred to the following roles played by the manager: 1. Gather information that measures performance 2. Compare present performance to pre established performance norms. 3. Determine the next action plan and modifications for meeting the desired performance parameters. Controlling is an ongoing process.
QUALITY CONCEPT Quality of product signifies the degree of its excellence and fitness for the purpose. The quality of product means all those activity which are directed to maintain and to improve. Such as setting of quality targets, appraisal of conformance, taking corrective action where any deviation is noticed and planning for improvements in quality. Quality is a measure of the user satisfaction provided by a product. It includes functional efficiency, appearance, ease of installation and operation, safety reliability, maintainability, running and maintenance cost. DEFINITIONS OF QUALITY 1. Quality is conformance to requirements 2. Quality is fitness for use 3. Quality is the degree to which performance meets expectations 4. Quality denotes an excellence in goods and services QUALITY CONTROL Quality Control (QC) may be defined as: The operational techniques and activities that are used to fulfil the requirements for quality. Following are the three steps for QC: 1. Evaluate actual operating performance 2. Compare actual performance to goals 3. Act on the difference

UNIT I
Vivek Bhardwaj, Asstt. Professor (2)
EVOLUTION OF QUALITY CONTROL  The quality movement started from medieval Europe.  Craftsmen organized unions called guilds in the late thirteenth century.
 The product inspection started in Great Britain in the mid 1750s and brought Industrial Revolution in the early nineteenth century.
 The concept of producing interchangeable parts to simplify assembly was introduced in 1798.
 World War II gave birth to quality in manufacturing industries and military application. A quality revolution in Japan followed World War II. The Japanese became leader in quality by the 1970s.
 Japanese manufacturers penetrated in American markets which affected the United States. The emphasis became not only on statistics but approaches which involved the entire organization.
 This movement led to Total Quality Management (TQM). Several quality standards followed and one of them is ISO 9000 quality system standards published in 1987.
CONCEPT CHANGE
A change concept is a general notion or approach to change that has been found to be useful in developing specific ideas for changes that lead to improvement. There are several individuals who made significant contributions to quality control and improvement. The philosophy of W. Edward Deming, the best known quality expert, was summarised in the following fourteen points:
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11. Eliminate work standards (quotas) on the factory floor.
Eliminate management by objective. Eliminate management by numbers, numerical goals.
12. Remove barriers that rob the hourly worker of his right to joy of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
Remove barriers that rob people in management and in engineering of their right to joy of workmanship. This means abolishment of the annual merit rating and of management by objective
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
TQM MODERN CONCEPT
Total Quality Management (TQM) is the new concept on Quality Control. TQM deals with the product in its totality. Quality is determined by the combined effects of various departments such as Design, Engineering, Purchase, Production and Inspection. This is basically an integrated system covering all quality control activities during various phases of product development.
Dimensions of Quality
1. Performance
2. Features
3. Durability
4. Reliability

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5. Serviceability
6. Appearance
7. Uniformity
8. Consistency and conformance
9. Safety
10. Time
11. Customer service
12. Comparability
TQM involves all the aspects of the firm in satisfying a customer. TQM involves:
1. Customer-supplier relationship based on mutual trust and respect.
2. Firm in-house requirements by the customer.
3. Suppliers are partners in achieving zero-defect situation.
4. Regular monitoring of supplier processes and products by the customer.
Objectives of TQM
a. Customer focus, customer delight/satisfaction.
b. Continuous improvement of culture of the organization.
c. Focused, continuous and relentless cost reduction.
d. Focused, continuous and relentless quality improvement.
e. To create an organization whereby everyone is working towards making their organization the best business, and to capitalize on the sense of achievement and working in a world-class organization.
An Integrated TQM Model
QUALITY BY DESIGN
Product quality is created by design. There should be consideration of quality in design of a product which meets customers need at a price acceptable to him.
GENERAL CONSIDERATION FOR A GOOD DESIGN
1. Appearance
2. Functional Efficiency
3. Safety
4. Reliability
5. Maintainability
6. Ease of Production
7. Standardization
8. Review of Design
EVALUATION OF THE PROTOTYPE
1. Manufacturing Drawing
2. Product Specification
3. Design Changes during Production
CONTROL ON PURCHASED PRODUCT
An organization needs to purchase a variety of raw materials and products for further processing or consumption. The quality of product is important and given due consideration at the time of purchase because it can affect the quality of the end product. While deciding the quantity that is to be purchased, consideration is also given to the economy. Many times, it is more economical to get some of the components as per their own design manufactured by ancillary companies.
PROCUREMENT PROCESS
 Procurement process is known as purchasing through the purchasing department.
 It starts with a requisition from an employee and ends with the payment of supplier.
EVALUATION OF SUPPLIERS
 It is the process of evaluating and approving potential suppliers by factual and measureable assessment.
 It ensures a portfolio of best-in class suppliers is available for use.
 It is a process to measure and monitor the performance of suppliers for reducing cost, reducing risk and for continuous improvement.

UNIT I
Evaluation Process
It is the pre-qualification step within the purchasing process on the basis of which a supplier is approved or not approved. It is also known as Supplier Performance Management. This includes approval of various aspects of the supplier business including:
 Capacity
 Financials
 Organization Structure, and
 Performance
Benefits
 Suppliers provide high standard of products and services
 Suppliers offer sufficient capacity and business stability
 Identification and removal of hidden cost in supply chain
Drawbacks
 Include resources and cost commitments in establishing and maintaining an effective system
 Without going through the root cause of supplier’s problem or inconsistent scoring may result in inaccurate assessment.
CAPACITY VERIFICATION
For capacity verification, following points need to be verified:
General Requirement
1. Whether the organisation has established, documented, implemented, maintained and continually improves a quality management system (QMS) in accordance with the requirements of ISO 9000-2000?
2. Whether the organisation has identified the processes needed for the quality management system, determined the sequence and interaction of these processes, criteria and methods required to ensure the effective operation and control of these processes, ensure the availability of information necessary to support the operation and monitoring of these processes, measures, monitors and analyses these processes and implements action necessary to achieve planned results and continual improvement.
Management Responsibilities
1. Management Commitment: Whether the top management is committed to the development of the quality management system.
2. Customer Focus: Whether the top management ensures that customer needs and expectations are determined considering obligations related to product including regulatory and legal requirements, converted into requirements and fulfilled with the aim of achieving customer satisfaction.
3. Quality Policy: Has the top management defined its Quality policy? Is it appropriate to the purpose of the organisation, committed to meeting requirements of customers and to continual improvement, provides a framework for establishing and reviewing quality objectives, communicated and understood at appropriate levels in the organisation, reviewed for continuing suitability and controlled?
4. Provision of Resources: Has the organisation determined and provided in a timely manner the resources needed to implement and improve the processes of the quality management system and to address customer satisfaction?
5. Assignment of Personnel: Whether the Personnel assigned responsibilities defined in the quality management system are competent on the basis of applicable education, training, skills and experience.
6. Training, Awareness and Competency: Whether the organisation has established a system for identifying competency needs of personnel and provides training, Evaluate the effectiveness of the training provided, and maintains appropriate records of education, experience, training and qualifications of its personnel?
7. Facilities: Has the organisation identified, provided and maintained facilities such as Workspace, Equipment, hardware and software and supporting services it needed to achieve the conformity of product?
8. Work Environment: Whether the organisation has a system for identification and management of human and physical factors of the work environment needed to achieve conformity of product.
9. Planning of Realization Processes: Whether the organisation has determined Quality objectives for the product, project or contract, processes and documentation, resources and facilities specific to the product verification and validation activities, the criteria for acceptability, and records that are necessary to provide confidence of conformity in the process planning for product realization.

UNIT I
DEVELOPMENT OF SOURCES
 The main thing is to ensure that the potential suppliers who show interest in the product, has the minimum essential plant equipment and skilled manpower.
 Quality engineers can set up necessary controls to ensure the quality of product to be maintained at acceptable level.
 Condition of supply should be put down in writing that clearly explains the vendor the submission of preproduction sample or a particular type of packaging etc.
 The following details should be considered:
o Any national or international standard specification should be clearly mentioned
o Materials to be approved by the purchaser before taken into use
o Size of the sample, made of dispatch and test to be conducted on the sample should be known to the vendor
o Deviations from drawing and specifications or concessions on certain quality requirements should be clearly defined
o Method of acceptance should be clarified to the vendors
o Product nomenclature, part number and other details should be specified
o Warranty clauses and procedure for claims should be clarified in details
MANUFACTURING
Manufacturing involves making products from raw material by various processes or operations. It is a complex activity, involving people having broad range of disciplines and skills and a wide variety of machinery, equipments etc.
Considerations in Manufacturing
i. Design must fully meet requirements and specifications of the product
ii. Manufacturing must be by the most economical methods in order to minimize cost
iii. Quality must be built into the product at each stage from design to assembly
iv. Production methods must be flexible to changing demands, types of product, production rates, production quantities and on- time delivery to customer
v. Strive for higher productivity by optimum use of the resources (material, machine, energy, capital, labour and technology)
MANUFACTURING STEPS
1. Pre-production Activity
a. Selection of supplier
b. Develop pilot-run plan
c. Develop manufacturing strategy
2. Pilot run
a. Validate manufacturing process against:
i. Objectives in product specification
ii. Cost
iii. Quality
iv. Documentation
v. Tooling
vi. Training
vii. Process control
viii. Supplier plan and contract
ix. Internal failure analysis
3. Production run
a. Produce high quality product on time
b. Continue to tune the process
c. First order manufacture
d. Verification of product cost
4. Delivery to customer
a. Deliver first production unit to the customer
b. Refine manufacturing process based on:
i. First built
ii. Monitor field unit performance
METHODS OF MANUFACTURING
There is a variation in the production system as per the need of the product. Generally, production volume is the most important issue. There are three methods of the manufacturing:
1. Job Shop Production,
2. Batch Production, and
3. Mass Production.
Characteristics of Job Shop Production
i. To meet a particular customer’s needs
ii. Lot size is small
iii. Variety is high
iv. Equipments used are general purpose and flexible to meet specific customer needs
v. Labour should be highly skilled
vi. Eg., grinding, gear manufacturing, fabrication etc.
Characteristics of Batch Production
i. For repeated customer orders
ii. Lot size is medium and in batches
iii. For moderate variety
iv. Machines and equipments are general purpose

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v. Labour should be high skilled
vi. Eg., bakery items, sports shoes, t-shirts etc.
Characteristics of Mass Production
i. For high demand items
ii. Lot size is very large
iii. Variety may be one of its kind
iv. Special machines, tools and equipments are used
v. Labour skill level is moderate
vi. Entire plant is designed to cater a few special varieties of products
vii. Eg., oil refinery, chemical processing unit etc.
TECHNIQUES OF MANUFACTURING
1. Just-in-Time (JIT) Manufacturers
a. To keep the process moving and schedule supplies to arrive at the factory just-in- time for them to be used in production
2. Kanban
a. An automatic request for new supplies to the suppliers when supplies are running short
3. Just-in-Sequence (JIS)
a. Supplies arrive at the factory at the exact moment they are needed within the manufacturing sequence
4. Total Productivity Maintenance (TPM)
a. To repair minor issues with the machines to avoid stopping production
5. Quick Response Manufacturing (QRM)
a. To short the time period elapsed between customer’s request for a product and its delivery
6. Cellular Manufacturing
a. Factory floor is divided into different sections or cells
b. Machines are placed in the order that facilitate the material flow to the completion of the product
7. Single-minute Exchange of Die (SMED)
a. Reduce waste time when there is some change in the process from old product to new product
8. DMADV Methodology
a. Design, Measure, Analyze, Design and Verify methodology based on the analysis of customer demand
b. Manufacturers plan ahead and try to design ways to avoid defects in the first place
9. SIPOC Methodology
a. Suppliers, Inputs, Process, Outputs, Customers methodology to allow manufacturers to trace the life cycle of the products from supplier to customer and identify problem areas
10. Accelerate production
a. Computer-aided-Design (CAD)
b. Computer-aided Manufacturing (CAM)
c. Computer-controlled Machines (CCM)
d. Computer-integrated Manufacturing (CIM)
STEPS FOR QUALITY MANUFACTURING
1. Actual Process
a. Name of the process
b. Starting and ending points
c. Inputs and outputs
d. Customers and suppliers
2. Areas of Improvements
a. Durability
b. Material
c. Toxicity
d. Disintegration of parts
3. Solution for the problems
a. Brainstorming
b. Consultation through specialists
c. Feedback from those who work on the process regularly
4. Detailed Solution
a. The personnel necessary for making improvements
b. Project cost analysis
c. Time frame for completing the overall improvements
d. How the improvement will affect rest of the plant
5. Put Plan into Action
a. Involve everyone who utilize the process in implementing the action plan
6. Evaluate
a. The process should have desired effect
b. The problem is fixed
c. Waste eliminated
d. Improvement within budget and time frame

UNIT I
INSPECTION AND CONTROL OF PRODUCT
Product Quality Inspections will help to protect the brand and the company’s reputation by minimizing defective merchandise, customer complaints, non- compliant products, and late shipments. Quality Inspections can help manufacturers:
 Ensure product safety prior to shipping
 Minimize the amount of defective merchandise
 Reduce customer complaints due to inferior products
 Detect merchandise containing non- standard or non-compliant components
 Eliminate late shipments
Based on your specific needs throughout the manufacturing process, there are a wide variety of quality inspection services.
Pre-Production Inspections
 Inspection of raw materials and components before production begins.
 After product samples are provided, verify that the factory has ordered the correct materials, components, and accessories.
 Also randomly select and inspect a sample of partially produced products for potential defects, then report findings.
 The technical advice necessary to improve product quality and to minimize the chance of defects during production.
During Production Inspections
 They are ideal for:
o Shipments of substantial quantities;
o Product lines with continuous production;
o Strict requirements for on-time shipments; and
o As a follow-up if poor results were found during Pre- Production Inspection.
o Normally, it is carried out when 10-15% of the merchandise is completed.
 At this point deviations are identified.
 If any, take advice on corrective measures that will ensure uniformity of product and quality.
 Re-check any defects discovered during Pre-Production Inspection and confirm that they have been rectified.
Final Random Inspections
 It can begin only after production has been completed and all merchandise is ready and packed for shipment.
 Through a statistical method set by industry standards, sample products to verify product safety, quantity, workmanship, function, colour, size, packing, and more.
 This ensures that the product is consistent and compliant with all country, industry, or otherwise-specified requirements and that no critical major or minor defects appear.
Loading Supervision
 Closely monitor the loading process
 Verify product quantity, and
 Ensure proper handling of the cargo.
 Seal the container(s) tape as proof of compliance.
 This significantly reduces the risk associated with importing cargo.
QUALITY IN SALES AND SERVICES
 Customer’s relationship with the company may have begun with the sale, but it’s the service experience that really cements the deal.
 Customers begin to see value in the product only after they have tasted the entire pie of service.
 An efficiently managed and utilized team of after sales field technicians can positively impact the.
 They have the potential to systematically nurture customer loyalty, since service quality has a direct relationship with customer intent to repurchase.
 Successful cross sell and up sell of related products is also easier if existing customers are satisfied with the support they have received.
 Team of after sales field technicians have the potential to directly contribute to organization’s revenue stream.
 Methods for establishing a quality reputation:

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o Only those product should be sold which fully meet the customer’s requirement
o Adjustments of warranty claims
o Effective after sales service
GUARANTEE
 A promise or assurance, especially in writing, that something is of specified quality, content, benefit, etc., or that it will perform satisfactorily for a given length of time.
 An undertaking by the selling company that it will replace the product free of cost or refund the money if the defect is due to improper material or faulty manufacture.
 It convinces the customer about the quality of the product.
 It is a powerful sales tool.
 Following information included in guarantee card:
o Validity period
o Manufacturer’s liability
o Claim procedure
o Invalidation conditions
ANALYSIS OF CLAIMS
 Claims analysis is a technique for examining the positive and negative consequences of design features that are described in current or future scenarios of use.
 A “claim” is a statement of the consequences of a specific design feature or artifact on users and other stakeholders.
 Investigation of claims involves thorough technical knowledge of the product.
 Guarantee claims may be investigated by quality control department.
 The minor claims can be settled by regional service centres and the major ones may be referred to the company.
 Procedure for claim should be simple.

UNIT I - QUALITY MANAGEMENT

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UNIT I - QUALITY MANAGEMENT