Quality'

1
Quality.

• DefinitionThe natural or essential
  characteristics of something, The degree of
  excellence.
• Source The Universal Dictionary.

2
Content.

• Quality
• Definitions dimensions and features.
• Why improve quality?
• Standardisation.
• Value Analysis
• The Gurus.

3
Quality

• Conformance to requirements , not goodness
  (Crosbie).
• Fitness for use (Duran).

4
Quality

• Quality is also defined as
• Whatever the customer says it is!
• Bailey , Farmer et al describe quality as
• The whole set of features and characteristics
  that are relevant to meeting requirements.

5
Quality

• Gavin describes eight dimensions of quality
• Performance the products operating
  characteristics
• Reliability the probability of the product
  surviving for at least a specified time under
  normal operating conditions.
• Serviceability The speed, accessibility and ease
  of repairing the item or having it repairs.
• Conformance the degree to which the product
  meets predetermined standards.
• Durability The measure of the projected use
  available from the product over its intended
  operating cycle before it deteriorates.

6
Quality (contd)

• Features Secondary characteristics which
  supplement the products basic function.
• Aesthetics Personal judgements of how a product
  looks,feels,sounds, tastes or smells
• Perceived quality closely identified with the
  reputation of the producer.

7
Quality

• Other factors that determine the right quality .
• Price (The ultimate selling price for the product
  will determine the price paid for the bought
  items)
• Customer Specification(as agreed with the
  customer,) statute or specifying body.
• Durability If a product is expected to last 5
  years why put in materials that will last 10 at
  greater cost.

8
Quality.

• Why improve quality?
• Improving supplier quality cuts costs.
• Customer complaints. Product liability.
• Stock-outs . Incompatible
  parts.
• Reworks. Loss of image.
• Service calls. Excess inventory.
• Corrective action. Loss of custom

9
Quality Costs

• Rework. Claims.
• Returns. Complaints.
• Work stoppages. Storage costs.
• Double handling. Administration costs.
• Extra freight. Frustration.
• Scrap. Loss of face.

10
Quality Control Quality Assurance

• Quality Control is defined as
• The Operational techniques and activities that
  are used to fulfil the requirements for quality.
• Quality Assurance is defined as
• All those planned and systematic actions
  implemented within the quality system and
  demonstrated as needed to provide adequate
  confidence that an entity will fulfil the
  requirements for quality

11
QA and QC

• Quality Control deals with processes that monitor
  to ensure defects are spotted and removed from
  the process.
• Quality assurance covers all the activities
  connected with the attainment of quality
  including.

12
QA QC

• Design, proving and testing
• Provision of clear unambiguous specifications
• Supplier assessment (to ensure they can perform)
• Education and training of staff
• Procedures The how dos (including testing and
  inspections)
• Feedback to ensure methods are effective

13
Quality.

• Initial efforts to improve quality occurred in
  manufacturing.
• (this was mainly because buying companies
  believed suppliers knew best how to produce their
  products).
• Efforts were put into inspecting products.

14
Quality

• Two ways of inspecting products
• Inspect all incoming material 100 of the time.
• Inspect a sample of the material, if the sample
  passes the test then statistical analysis
  suggests if the whole batch is acceptable or not.

15
Quality

• 100 inspection is expensive,increases lead time
  and not foolproof (tests show it is only up to
  95 effective).
• Sample inspection is less expensive, but while
  indicative of the condition of any batch it may
  not provide an acceptable batch.

16
Quality.

• Therefore time is much better spent ensuring that
  the supplier you pair with and the operations
  department that transforms the goods
  ie.Procurement,manufacturing and logistics
  systems have adequate measures in place to
  guarantee delivery of product to agreed
  specification every time.

17
Standardisation

• Standardisation is defined as
• The systematic formulation and adoption of
  standards.
• A standard is a specification designed for
  recurrent use.
• It may relate to a British Standard (BS).
  International Standard (IS) or National Standard
  e.g. German (DIN, Deutshe Institut fuer Normung).

18
Standardisation

• If a product is produced according to a specific
  standard then it is produced using particular
  codes of practice,methods of test and glossaries.
• Standardisation may refer to subject matter e.g
  Engineering, purpose such as dimensions,
  tolerances or materials used or to whom do they
  apply (individuals, functions within companies or
  associations within industries.

19
Standardisation

• Usually leads to
• Fewer stock items and reduced stock holdings.
• Wider choice of supplier (and increased
  opportunity for negotiation).
• Larger orders and the possibility of lower
  prices.
• Reduced work in acquiring,designing and
  purchasing parts.(no detailed company specs to
  be drawn up)
• Less need for special explanations and
  descriptions.
• Standard parts are made more often and are
  therefore cheaper.
• Components standardised therefore analysis of
  quotations easier.
• Irregular purchases of non standard items are
  revealed.

20
Quality and Value Analysis.

• Value Analysis is defined as
• A philosophy implemented by the use of a specific
  set of techniques. It is an organised creative
  approach, specifically to identify unnecessary
  cost (i.e. cost which does not provide, extra
  quality,use,life,appearance or customer features).

21
Quality and Value Analysis.

• Where cost / price analysis looks at the
  elements which make up a buyers selling price VA
  looks at the different elements that make up the
  value that is built into the product.
• The object of VA is to isolate individual
  elements of value, determine if these elements
  are really necessary and if proved necessary are
  they provided at minimum cost.
• Value engineering is the application of VA at the
  design stage.

22
Quality and Value Analysis.

• Elements of value include
• Function does it perform the tasks it is
  supposed to do.Can it perform more than required?
  (A radio)

23
Quality and Value Analysis.

• Fit is it easy to use the product in the
  environment in which it will be used. (A lawn
  mower)
• Quality does the quality meet the requirements
  of the customer,are there quality requirements
  built in that are not required.(A watch)
• Availability is it available when needed.(A
  pencil)

24
Quality and Value Analysis.

• Ease of use Although the product can perform a
  given function do you need to be an expert to use
  it? (a camera).

25
Quality and Value Analysis.

• In industrial situations the project may not be
  without its complexities.
• Marketing may want additional features to help
  sell products (although new and advanced may not
  mean better).
• Salesmen want more extras to sell with their
  products to increase sales volume.

26
Quality and Value Analysis.

• Engineering wants state of the art built in.
• The company wants ruggedness or longevity built
  in to avoid complaints.

27
Quality and Value Analysis.

• Companies think that new developments apply to
  new products only and leave existing products
  alone.

28
Quality and Value Analysis.

• To determine if VA will work it is necessary to
  collate the following data data on each product.
• What is the purpose /function of the product?
• How long will it be produced? What volume is used
  each year?
• What similar products do our competitors have?
• What is special about this product?
• How is it made now? How is it packed? How is it
  styled?how delivered?
• How much does it cost to produce? Can processes /
  machines or maintenance be improved?
• What are the problems associated with this
  product?
• What are our customers saying about this product?

29
Quality and Value Analysis.

• If the answers to the questions asked indicate
  that things could be done differently to realise
  savings or generate income then a VA team should
  be formed.
• This team should comprise all functions that have
  a stake in the process.
• An Organisation may employ the services of a
  Value engineer.
• The project should be chosen which shows the best
  potential for savings versus the work to be put
  in.

30
Quality and Value Analysis.

• Procedure.
• Select project.
• Gather all information.
• Speculate and Theorize.
• Investigate potential solutions.
• Propose solutions.
• Implement solutions.

31
Quality and Value Analysis.

• Remember VA may not be right for every occasion
• NASA spent a lot of money with Pen makers
  Fisher to develop a pen that could write upside
  down and function in zero gravity conditions. The
  Russians used a pencil to the same effect.(its
  all in how you perceive the problem).

32
Quality Circles

• A quality circle is a cross functional voluntary
  team set up from workers and managers in the same
  department to focus on areas of improvement such
  as increasing output, reducing downtime,making
  work easier or improving employee relations.

33
Quality Circles

• The team meets regularly and attempts to solve
  problems either identified by the team or by
  management.
• The team usually makes a presentation to
  management of its findings and when given
  permission implements the changes identified and
  monitors the results.

34
The Gurus.

• Dr W Edwards Deming.
• Famous as the propagator of TQM.
• Famous quote you do not have to do this survival
  is not compulsory.
• Credited with influencing the Japanese quality
  revolution post WW II.
• Postulated that 80 of all quality problems could
  be laid at managements door.

35
The Gurus.

• Deming postulated enhanced quality through
  variation reduction.
• Change through statistical information.

36
The Gurus.

• Everybody trained in process improvement and
  monitoring techniques.
• Deming summarised his philosophies in his 14
  points for improving quality. (See notes).

37
The Gurus.

• He also postulated the notion of the continuous
  improvement cycle (called the Shewart cycle after
  Walter Shewart the founder of the notion of
  SQC).see notes
• The Japanese were so impressed by Demings ideas
  that their top price for quality in the workplace
  bears his name.

38
The Gurus.

• Joseph Duran like Deming was\ feted in Japan.
• Duran focused on the role of management in the
  establishment of a quality ethos within the
  organisation.
• He agreed with Deming that a large proportion of
  the quality problems were the fault of management
  and that they therefore had the obligation to
  solve them by making quality a key management
  objective.

39
The Gurus.

• He postulated that quality would not just happen
  but had to be planned,controlled and improved.
• He further postulated that the primary
  responsibility for quality lay with the middle
  managers.

40
The Gurus.

• He believed that those further down the food
  chain had a role to play but that it was
  confined to work on product improvement teams.
• Duran postulated a 10 point plan for quality
  improvements see notes.

41
The Gurus.

• Philip Crosby noted for saying.
• Quality is free.
• Defining quality as conformance to requirements
  he postulated that if you conform to the agreed
  specifications you produce a quality product.
• His four absolutes underpin his philosophy.

42
The Gurus.

• 1) Quality means conformance to requirements not
  elegance.
• 2) It is always cheaper to do the job right first
  time.
• 3) The only performance indicator is the costs of
  quality.
• 4) The only performance standard is zero defects.

43
The Gurus.

• Crosbys action plan for quality improvement
  comprises 14 steps and emphasises the continuous
  improvement theme see notes.
• Crosbies model is based on the notion that
  improving quality always lowers costs and raises
  profits.
• That an organisation must display dedication to
  customer satisfaction and integrity in all its
  dealings.
• And an organisation must put systems and
  policies in place that make quality processes at
  the core of the organisations activities. .

44
The Gurus

• Dr Armand Fiegenbaum, coined the term Total
  Quality Control emphasising that quality
  requires a total effort from all management
  functions not only the quality /inspection
  function

45
The Gurus

• He defined the costs of quality as having four
  key components.
• 1) Prevention costs(including planning costs).
• 2) Appraisal costs(including inspection).
• 3) Failure costs(including scrap and rework).
• 4) External failure costs(including warranty.
  costs complaints etc).

46
The Gurus

• Masaaki Imai developed and brought together
  previous management thought in the Kaizen concept
  that of continuous, constant and gradual seeking
  everyones involvement.
• He preaches the 5 golden rules.

47
The Gurus

• 1) When a problem arises go to the Gemba(the shop
  floor).(you cant fix it in the office)
• 2) Check the Gembutsu (the relevant objects or
  factors).
• 3) Take countermeasures on the spot (even a
  temporary fix).
• 4) Find the root cause.
• 5) Standardise to prevent recurrance.
• When a problem arises go to the Gemba(the shop
  floor).and eliminate muda (waste).

48
The Gurus

• Dr Genichi Taguchi designed methods that
  incorporate two basic ideas.
• Quality should be measured by deviation from an
  assigned target value not conformance to
  tolerance limits.

49
The Gurus

• Quality can not be ensured through inspection or
  rework but must be built into process and product
  design.
• Through proper design and adherence to that
  design the process can be made insensitive to
  variations thus avoiding rejects and rework.

50
The Gurus

• Frank Price. Well known for his books Right First
  Time, Right Every Time and Using Quality for
  profit noted for his use of quotes both his own
  and other peoples, postulated the 6-4-4 plan in
  1992 with the six questions,four rules and four
  components of quality.