EMGT303:QUALITYMANAGEMENTINORGANIZATION

CHAPTER 5
QUALITY CONTROL,
QUALITY ASSURANCE,
ASSURANCE
QUALITY IMPROVEMENT
Preparedby:
Prepared
by :
Afizal Azzizan
MasniAzian Akiah
Mohd Faiz Md Rasid
Siti Rodhiah
R dhi h AbdulAziz
Abd l A i
Umi Kalsom Kamarul Ariffin
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OVERVIEW

quality

:: dependsonthestakeholder

MANAGEMENT
wants to see improved production numbers with acceptable
wantstoseeimprovedproductionnumberswithacceptable
quality
UNION
wantsthebestconditionsandhighestpayforemployees
EMPLOYEES
wantconsistentworkinsafeenvironment
CUSTOMER
wantvaluefortheirmoney

:: qualityinmanufacturing:
[productshouldworkasintendedwithminimumnumberoffaults&failures]
:: qualityinservice
lit i
i :
[customersatisfactionintheprimarymeasure]
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OVERVIEW
QUALITYCONTROL

QUALITYASSURANCE

QUALITYIMPROVEMENT

:: Activitytoensurethat
:: Plannedinspection/
:: Efforttakentoincrease
examinationofa
PROCESS implementedto
efficiencyofactionsand
PRODUCTorSERVICES for
procedureswiththe
producethePRODUCT or
a certain minimum levels
acertainminimumlevels
SERVICE satisfycustomer
satisfy customer
purpose of achieving
purposeofachieving
ofquality.
requirementina
additionalbenefitsforthe
systematicandreliable
organizationanditsusers.
fashionconsistently.
:: Product/serviceoriented.
Example:
l
Themanufactureof
productsisaccordingtothe
outlinedspecifications.
Thetimelineofdocument
h i li
fd
processingiswithinthe
specifiedtimeline.

:: Processoriented
Example:
l
Internalaudit
3rd partyaudit(ISO)

l
Example:
Kaizen
5S
ICC(Innovativeand
CreativeCircle)
i
i l )
HariQ

OVERVIEW
EXAMPLE :QCvs.QAvs.QI

ISO 9001
CERTIFIED

Engine
Casting
Painting
Trim
& Final

Final
Inspection
AUDITORS

Body
Assembly

Stamping

Kaizen / ICC /
5S Program

INTERNAL
AUDIT

performancce

ORGANISATION

QC
QA
QI

CUSTOMER

QUALITY CONTROL

concept
maintenanceofstandardsofqualityofmanufacturedgoods
maintenance of standards of quality of manufactured goods
processofmakingsurethatproductsorservicesaremadeto
consistentlyhighstandards.

qualitycontrolcancovernotjustproducts,services,andprocesses,butalso
people.Employeesareanimportantpartofanycompany.Ifacompanyhas
employees that dont have adequate skills or training have trouble
employeesthatdonthaveadequateskillsortraining,havetrouble
understandingdirections,oraremisinformed,qualitymaybeseverely
diminished.

QUALITY CONTROL

goal

ensuresthat
products/services
providedmeet
specific
f
requirementsand
aredependable,
satisfactoryy and
fiscallysound
(functioning).

identify
products/services
thatdonotmeeta
companysspecified
standardsofquality
(eliminatenon
conformance)

takeaction is
problemisidentified
[QCteamhavethe
righttostop
production
temporarilyis
problem persist]
problempersist]
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QUALITY CONTROL

implementation
INSPECTION
Involvestheexaminationof
aproduct,serviceor
processforcertain
minimumlevelsofquality.
i i
l l f
lit
Example :product
specification process
specification,process
specification

MONITORING

RECORD

Routinelygather
informationonallaspect
oftheactivity

Anything(suchasa
document)providing
permanentevidenceof
i f
informationaboutpast
ti
b t
t
events.

Example :Statistical
ProcessControl(SPC)

Example :Employee
trainingrecordforyear
2003~2009

QUALITY CONTROL

implementation

TraditionalQC

PROBLEM

inspectionofproductsandservicestakes
p
p
placeduring andattheend ofthe
operationsprocess

notavalueaddedactivity
costly
toolate
inspectiondonebythewrong
people.
notcompatiblewithmore
bl
h
modernproductiontechniques.
workingcapitalistiedupinstocks
whichcannotbesold
disagreementattowhat
constitutesasaqualityproduct

QUALITY CONTROL

implementation
Example
p :Production
Inspection(denotedbysymbol)areperformedatthreemainpointsinproduction:
PRODUCTION
Raw material

Final product

QConlyisnotenough.
Therefore,manybusinessesfocusedtheireffortsonimprovingqualityby
implementingqualitymanagementtechniques,thatisbyemphasizingtheroleof

QUALITY ASSURANCE
QUALITYASSURANCE.
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QUALITY ASSURANCE

concept
asetofactivitiesdesignedtoensurethedevelopmentand
a set of activities designed to ensure the development and
maintenanceprocessisadequatetoensureasystemwillmeet
itsobjectives.

theprocessofverifying ordetermining whetherproductsor

servicesmeetorexceedcustomerexpectations.
p

aprocessdrivenapproach withspecificstepstohelpdefineand
attain goals
attaingoals.

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QUALITY ASSURANCE

goal

ARE
AREYOUSURE?HOWSUREAREYOU?
YOU SURE? HOW SURE ARE YOU?
:: focusontheprocessinvolves,andmakesureyoudotherightthing.

Toensurethattheproducts/servicesmeetthecustomersrequirementsat
thehigheststandard.
:: customerrequirement/needsmaychangeintime.

Determineifthesteps/processimplementedtoproducetheproduct/service
/
/
areappropriatewiththetimeandconditions.

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QUALITY ASSURANCE

implementation

Internalaudit/Firstpartyaudit
:: asystematic,independentand
documentedprocessinspectionconducted
bymemberswithintheorganizationand
obtain evidence and evaluate it to
obtainevidenceandevaluateitto
determinewhereinspectioncriteriaare
fulfilled.
Externalaudit/SecondorThirdpartyaudit
l d /
d
h d
d
:: similartointernalaudit,butconductedby
membersnotwithintheorganization.
:: example
p customers,independent
,
p
organizations/certificationbody.

NONCONFORMANCEREPORT(NCR)
Issuedtotheauditedareaifnon
compliancearefound.
The audited area should reply with the
Theauditedareashouldreplywiththe
correctionandcorrectiveactiontoclose
outtheNCR.
CERTIFICATION
Toshowthattheorganizationiscomplying
tothequalitystandard.
Example:ISO9001,ISO14001

Auditor should be able to tell if the deliverable seems acceptable based on the
process used
d tto create
t it.
it That's
Th t' why
h project
j t auditors
dit
can perform
f
a quality
lit
assurance review on your project, even if they do not know the specifics of what
you are delivering. They don't know your project, but they know what good
processes look like.

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QUALITY ASSURANCE

implementation

ThemostpopulartoolusedtodeterminequalityassuranceistheShewhartCycle
(developedbyDr.W.EdwardsDeming),alsoknownasPDCA.

Act : Apply
pp y actions
necessary for improvement
if the results require
changes

Check : Monitor and

evaluate the implemented
process by testing the
results against
g
the
predetermined objectives

A P
C D

Plan : Establish objectives

and processes required to
deliver the desired results.

Do : Implement the process

developed.

PDCAanalyzesexistingconditionsandmethodsusedtoprovidetheproductor
PDCA
l
i ti
diti
d
th d
dt
id th
d t
servicetocustomer.
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QUALITY ASSURANCE

implementation
development

production

design

installation

documentation

service

QAcoversallactivitiesfromdesign,development,production,installation,servicing
anddocumentation.
dd
i

Thisintroducedtherules:fitforpurpose"and"doitrightthefirsttime".

Itincludestheregulationofthequalityofrawmaterials,assemblies,productsand
components;servicesrelatedtoproduction;andmanagement,production,and
inspectionprocesses.

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QUALITY ASSURANCE

QC vs QA
QC.
QA.
Whereasqualitycontrolemphasizestestingand
blockingthereleaseofdefectiveproducts,quality
assurance is about improving and stabilizing
assuranceisaboutimprovingandstabilizing
productionandassociatedprocessestoavoidorat
leastminimizeissuesthatledtothedefectsinthe
first place
firstplace.
,Q
y
However,QAdoesnotnecessarilyeliminatetheneed
forQC:someproductparametersaresocriticalthat
testingisstillnecessaryjustincaseQAfails
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QUALITY IMPROVEMENT

concept

Keyword : IMPROVEMENT
Keyword:IMPROVEMENT

Thecontinuousstudyandimprovementofaprocess,system,ororganization.

Acontinuousprocessthatidentifiesproblems,examinessolutionstothose
problems,andregularlymonitorsthesolutionimplementedforimprovement.

Exampleinmanufacturing/industry
/
:reduceproductfailuresorworkrelated
injuries.

Example in administration / service :increaseefficiencyorreducingrework.

Exampleinadministration/service
: increase efficiency or reducing re work

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QUALITY IMPROVEMENT

goal

Itisaimedatimprovement measuringwhereyouare,andfiguringout
waystomakethingsbetter.Itspecificallyattemptstoavoidblame,andto
createsystemstopreventerrors fromhappening.

QIactivitiescanbeveryhelpfulinimprovinghowthingswork.Tryingto
findwherethedefectinthesystemis,andfiguringoutnewwaystodo
things can be challenging and fun Itssagreatopportunityto
thingscanbechallengingandfun.It
a great opportunity to think
think
outsidethebox.
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QUALITY IMPROVEMENT

implementation

5crucialactivitiestocontinualimprovement:

maintain
communication

correctobvious
problems

All improvement should be planned

improvement. It is important to share
i f
information
ti before,
b f
d
during
i and
d after
ft
attempting to make improvements.

Study & research of the problems are

required in order to identify the
problems
bl
and
d to
t find
fi d solutions
l ti
tto
them.

documentproblems
and progress
andprogress

A fundamental rule for any

improvement program is to document
the problems and progress.

lookupstream

Must look for the causes of problems

and not symptoms to problems.

monitorchanges

To ensure the right steps were taken

to solve quality problems, or it may
produce unintended consequences.

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QUALITY IMPROVEMENT

implementation
::example

KAIZEN
change
h

good
d

Aconceptofcontinualimprovement

Makingchangesforthebetteronacontinualbasis

Improvementaspectinvolves:

people

process

products

Actionistakenimmediatelyontheshopfloorwithouthours
Action
is taken immediately on the shop floor without hours
ofanalysis.Resultsareevidentinonlydays.

Goal:toidentifywastebyforcingproductionproblemsto
surfacesothattheybecomevisibleforeveryonetosee.
f
th t th b
i ibl f
t
Onceidentified,suchproblemsaresolvedwithworker
consensus.

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QUALITY IMPROVEMENT

implementation
::example

KAIZEN
ELEMENTS

customer focus
teamwork
just-in-time
quality
lit circles
i l
automation
labor/management cooperation
total productive maintenance
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QUALITY IMPROVEMENT

implementation
::example

KaizenRules
1) Spendnomoney
2) Addnopeople
3) Addnospace
Thisisacontinuousprocess.
Assoonasonesetof
problemsaresolved,new
problemssurfacewhichmust
p
beovercome.Bygoing
throughthisprocess,the
productionsystembecomes
strongerandstronger/

TYPICALRESULTOFKAIZEN
1) 65%reductioninworkinprocess
2) 45%improvementinthroughputtime(lead
time)
3) 50%reductioninmanufacturingspace

In business management, kaizen is now used

internationally, modified by each culture to
best suit their own business environments. A
literal translation of kaizen could be "to
become good through change".

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QUALITY IMPROVEMENT

implementation
::example

KAIZEN

1 SEIRI
straighten-up

Eliminate
unnecessary
items from the
workplace

5 STEP PLAN
5STEPPLAN
(alsoknownas5S)

2 SEITON
put things in
order

Specify a location
for everything.
Put things where
they belong.

3 SEISO
clean up

Thoroughly clean
the work area or
work place.

4 SEIKETSU 5 SHITSUKE
personal
cleanliness

Standardize best
practices in the
work area.

discipline

Learn correct
practices and
make sure you
use them.
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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

implementation
Anexample:FADEMODELexample.

FOCUS:
OCUS Defineandverifytheprocesstobe
D fi
d
if th
t b
improved

ANALYZE:Collectandanalyzedatato

establishbaselines,identifyrootcausesand
pointtowardpossiblesolutions

DEVELOP: Basedonthedata,develop
,
p

actionplansforimprovement,including
implementation,communication,and
measuring/monitoring

EXECUTE: Implementtheactionplans,ona
pilotbasisasindicated,and

EVALUATE:
VALUATE Installanongoing
I t ll
i
measuring/monitoring(processcontrol)
systemtoensuresuccess.

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QUALITY IMPROVEMENT

implementation
Anexample:FADEMODELexample.

Johnistheownerofamotel.
UsingaFADEmodelJohnFOCUSED
ED onthelinenscycleof
housekeeping.
HeANALYZED thewaylinenswerehandledandfoundthatthe
launderingprocessseemedtobeinefficient.
HeDEVELOPED astepbystepprocessforwashing,drying,folding,
andstoringthelinenswhichheexpectedwouldspeeduptheprocess
andeliminatewastedeffort.
HethenEXECUTED theprocesswithhisstaffandwillEVALUATE for
effectivenessonaweeklybasis.
Thisisacyclicprocess.Onceyouvemadeachange,youstartalloveragain:
Youevaluate theimpactofyourchange
Youfocus downfurther
Youanalyze theproblemtofindtherootcause(s)
Thendevelop
h d l methodsforfurtherimprovement
h d f f h
Andexecute andevaluate again!
Repeattheprocessuntilthegoalisachieved.

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QUALITY IMPROVEMENT

implementation
Common problems during implementation of QI activity :
CommonproblemsduringimplementationofQIactivity

Totalqualityactivityisonlyregardedasaprogram.
Shorttermresultarenotobtained
Processisnotdrivenbyfocusoncustomerconnectionto
strategicissuesandsupportfromseniormanagement.
Structuralelementsblockchange
Goalsaresettoolow
Commandandcontrolorganizationalculture
Trainingnotproperlyaddressed
Focus more on products but not processes
Focusmoreonproducts,butnotprocesses
Organizationtoosuccessfulandcomplacent(selfsatisfied)
Organizationfailstoaddressfundamentalquestions
Senior management is not committed
Seniormanagementisnotcommitted.
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QUALITY IMPROVEMENT

implementation
Management essential role in ensuring the success of QI:
ManagementessentialroleinensuringthesuccessofQI:

Aselaboratedinslide18.

Training,education&awarenessshouldbeanongoingactivityto
facilitateQIactivity

Encouragecommitment
HOW?
..::Establishcompanywidecouncilonqualityimprovementactivity.
..::Moralandphysicalsupport
:: Moral and physical support

Thoroughplanningtoensuresuccessfulexecution.

Awardandrecognition(suchaspromotion,payincrease,andreward
system)

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EMGT303:QUALITYMANAGEMENTINORGANIZATION

summary
Inspectionwiththeaimoffindingthe
bad ones and throwing them out is too
badonesandthrowingthemoutistoo
late,ineffective,costly.Qualitycomes
notfrominspectionbutfrom
improvement of the process."
improvementoftheprocess.

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EMGT303:QUALITYMANAGEMENTINORGANIZATION

summary

QC,QAandQIisanimportantactivitytoensurethattheproducts/
servicesprovidedmeetsthecustomerexpectations.
Manytoolsavailableasaguidancetodrivequalityrelatedactivity.
Qualityshouldbeviewedasajourney
l
h ld b
d
Therefore,successtakestime.
Progressofanyqualityactivityshallbeassessed/monitoredand
being used as the input and basis for the next improvement activity
beingusedastheinputandbasisforthenextimprovementactivity.
Internalbestpracticeshallbesharedasinternalbenchmarking.
Poorlabormanagementrelationsmustberesolved
Fear of change must be removed from the organization to ensure
Fearofchangemustberemovedfromtheorganizationtoensure
successintheimplementationofqualityrelatedactivity.

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EMGT303:QUALITYMANAGEMENTINORGANIZATION

references
Quality Management in Organization, InEd module
http://www.wisegeek.com/
http://en.wikipedia.org/wiki/Quality_control
http://en.wikipedia.org/wiki/Quality_assurance
http://en wikipedia org/wiki/Quality management
http://en.wikipedia.org/wiki/Quality_management
http://www.unizg.hr/tempusprojects/glossary.htm
http://www.eskimo.com/~mighetto/lsbench.htm
http://membres.lycos.fr/hconline/kaizen_us.htm
htt // h h
http://chohmann.free.fr/
f
f/

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