Universidad Tecnologica de Panamá

Faculty of Electrical Engineering

Electronics and telecommunications engineering
Module 1, Topic A.

GROUP: 1IT251

PREPARED BY ID CARD

Burbano, Roderick 8-924-671

Bustamante, Ilka 2-738-283

Morales, Jaira 8-902-1841

Morán, José 2-741-1402

Pacheco, Hazel 8-928-1979

Shedden, Carlos 8-916-1877

PREPARED FOR:
Armando Cerrud

SUBJECT:
Customer Service and Quality

Date performed: August 24, 2020

Panama, Rep. of Panama
Index
Introduction ................................................................................................................................................. 3
I. Quality inspection ............................................................................................................................ 4
Types of quality inspection: ................................................................................................................ 4
Classification according to the stage of the product flow: .................................................................. 4
Errors during an Inspection:................................................................................................................ 5
Factors producing errors: .................................................................................................................... 6
Variations in inspections, depending on the method used .................................................................. 6
II. Statistical quality control.............................................................................................................. 8
III. Total quality control ..................................................................................................................... 9
IV. Total quality management .......................................................................................................... 10
Defining Input ................................................................................................................................... 10
Why using TQM? ............................................................................................................................. 10
Advantages ........................................................................................................................................ 10
Consequences .................................................................................................................................... 11
What is ISO 9000? ............................................................................................................................ 11
Relation between TQM and ISO 9000.............................................................................................. 11
Conclusion ................................................................................................................................................ 13
Bibliography ............................................................................................................................................. 14

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 Introduction

Quality is one of the most fashionable words in the world of business management. Nowadays,
customers demand quality products, and since there is a large offer, they will be able to choose those
products that satisfy them the most. Manufacturers, faced with the scarcity of their particular demand,
seek to differentiate their products from those of the competition.
Quality management is a set of actions and tools that aim to avoid possible errors or deviations in the
production process and in the products or services obtained through it. So, first of all, we have to
emphasize that we do not want to identify the errors when they have already occurred, but that they
should be avoided before they occur, hence its importance within the management system of an
organization. There is no point in continuously correcting errors if we do not learn from them and try to
anticipate their appearance.
In this document, issues of importance to the field of quality management will be resolved, such as
control, inspection and the importance of standards within quality control.

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I. Quality inspection
Inspection in relation to quality consists of examining and measuring the quality characteristics of a
product, as well as its components and materials that comprise it, as well as the characteristics of a service.
To carry out the inspections, measuring instruments, comparison standards or test and testing equipment
are used to see if it meets the specified minimum requirements.
Therefore, inspection systems serve to confirm that the quality system is working as intended. Within the
inspection process there are two types of general problems, one would be the expense involved and the
other, the precision of the inspection considers an error or a way to carry out the proper inspection.
Types of quality inspection:
Inspections can be carried out by various methods and classified in various ways depending on the type
of product you have, the type of inspection you want to carry out and the stage where it is carried out. In
this case, four types of inspection are listed based on the type of functionality they fulfill.
1. 100% inspection: In this type of inspection, all product units are individually checked to separate good
and bad parts.
2. Inspection by sampling: It is based on statistical theory. It is the type of inspection in which a sample
of product is examined, in order to decide on the action to be taken with a complete batch of product.
3. Verification inspection: This is to check for large changes in quality levels, with very small samples. In
most cases, it is not done to carry out actions with a product, but is used for control purposes, together
with process control, or to check normal inspection work.
4. Zero inspection: No inspection is required for a process that is in a controlled state and that all products
meet quality standards.

Classification according to the stage of the product flow:

1. Inspection at the reception:

This is done to ensure that materials are purchased to specification, and to prevent non-conforming
materials from entering the process.

2. Intermediate inspection:
This is carried out between processes, to decide if a product or batch can go from the previous process to
the next.

3. Product inspection:

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 This type of inspection is to decide whether to accept or reject the finished product. It is often identical
to the pre-delivery inspection, and can also be called a final inspection. It is combined with pre-delivery
inspection, when a finished product is shipped without further modification.

4. Pre-delivery inspection:
This is used to decide whether a product meets the specified quality at the time of shipment, to meet
company and customer standards. It is generally difficult to achieve a rational quality assurance from pre-
delivery inspection alone; good process control is also required. When product inspection is performed
separately, the pre-delivery inspection focuses on critical defects, serious defects, and characteristics that
may change during storage.

5. Inspection during delivery:

This takes place at the moment a product is delivered to the customer.

6. Inspection of stored product:

This is carried out with the product that has been stored for long periods of time. The characteristics to
inspect will depend on the storage time.

7. Audit inspection:
It is the inspection to check and diagnose whether the quality assurance and normal inspection are
working normally. This is usually carried out by the quality assurance department.

8. Third party inspection:

This category includes export inspections and other inspections carried out by the government,
inspections by private inspection companies, and consumer groups or associations. These types of
inspections are carried out with general consumer goods, either for the protection of consumers or as an
impartial arbitration procedure to avoid exaggerated publicity and unfair competition.
Errors during an Inspection:
The types of errors that can be made during a quality inspection of a process are:
1. TYPE I:
Is the mistake made when a product is rejected, being correct, complying with all the
parameters that we have defined as good quality.
2. TYPE II:
It is the error that is made when a sample is given as good that in reality is not within the
parameters that we have defined as valid, and said sample is admitted when it still has unwanted defects.
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Factors producing errors:
Looking at it in a general way, there are factors that produce errors
in these systems, the factors are:
- An incorrect and / or incomplete / insufficient choice of
the characteristics to be inspected
Basically, it is not giving enough importance to some
characteristics that directly affect the quality of the final products
or giving it, on the other hand, to those that really have no effect on
the final result, allocating unnecessary personal and economic
resources, a disproportionate choice of characteristics, it would
slow down the inspection process and significantly increase its
cost, far from any business justification.
- An inadequate location of the places of the inspection points
Knowing where the different inspection points should be located is very important, since the resources
available to a company are not unlimited or free, all this is associated with a cost that is not always feasible
to pass on to the value of the product and its consequent benefit to mark
- Quality characteristics at each inspection point
Uniformity in measurements will be determined by the following factors:
▪ The operator;
▪ The object of measurement;
▪ The measurement elements;
▪ The measurement methods used;
▪ Environmental conditions;
▪ Calculation, analysis and diagnosis methods.
▪ In addition to these factors, there are others that
cause errors in the systems for quality control
inspection.
There are other factors that produce inspection errors:
▪ Determination of the forms of registration and processing of the resulting information, according to
the various inspection points assigned
▪ Mark the frequency with which the sample to be inspected must be drawn at each of the inspection
points
▪ Inadequate choice of the composition of the sample size to be taken in the inspection
Variations in inspections, depending on the method used
1. Manual Inspection:

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it is usually used when carrying out a sample inspection of a process. These are, in many cases, expensive
and laborious processes, although the introduction of an automated inspection makes such action even
more expensive above the cost of labor for the operators in charge of supervising and checking a specific
process. Manual inspections are usually carried out after the end of the production chain, with a delay in
carrying out said inspection since the product is
completely finished. This delay usually carries an
additional cost.
Not all technology-based parts and components of a
process can be inspected in an automated way, hence the
still relevance of manual inspection according to certain
processes. The interpretation and human mental
processing in which cases is still irreplaceable, with
fatigue and possible mistakes made 1739/5000 that it
carries implicitly.
Due to human errors, by means of 100% manual inspection it is not possible to ensure that the quality of
the products is also 100%.
2. Automated inspection:
In cases where a company is equipped with an appropriate infrastructure and the process carried out allows
it, the automated inspection facilitates the inspection of 100% of the
manufactured products. This type of inspection avoids delays, as it
can be carried out in a more direct, localized and appropriate way,
thus reducing possible increases in the costs of manufacturing a
product, thanks to the timely detection of possible defects in it. As
mentioned in the point regarding the factors of error production, a
correct location of the various inspection points is of vital
importance.
However, this type of inspection is not exempt from certain
disadvantages that sometimes prevent proper supervision, for example:
▪ Insufficient resolution and precision of defect detection sensors;
▪ Poor calibration of machines that introduces unwanted errors in the classification;
▪ Breakdowns in said machines that make us stop production until they are corrected;
▪ Not having the replaceability of certain machines due to their high cost;
▪ Computer errors in the transmission, processing and storage of the data necessary in the
communication of the machines intended for inspection

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II. Statistical quality control
Statistics is a fundamental component in quality improvement, and its techniques can be used to describe,
understand and control the variability that occurs between
objects, even if they have presumably been produced under
the same conditions.
We can define statistical quality control as the application
of different statistical techniques to industrial processes
(labor, raw materials, machines and environment),
administrative processes and / or services in order to to
verify if each and every part of the process and service
comply with certain quality requirements and help meet
them.
It plays a very important role in performance of a company, since it allows to verify if each of the parts of
the process meet certain requirements and help meet them.
Quality improvement helps eliminate waste, reduce reworking of parts, minimizing requirements for
inspection and testing, and warranty losses, in addition to improving consumer satisfaction, thus making
the company a reliable, high-quality producer and low cost to the industry.
One of the current techniques that are implemented to improve quality is called
Six Sigma and is a continuous business
improvement strategy that seeks to find and
eliminate the causes of errors, defects and
delays in processes of the business, focusing
on those aspects that are critical for the client.
The strategy 6σ is supported by a highly
systematic and quantitative methodology
aimed at improving the business results with
three priority areas of action: customer
satisfaction, reduction cycle time and
reduction of defects.
The methodology on which it is based Six Sigma is defined and grounded in statistical thinking and tools.

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III. Total quality control
Total quality control can be defined as the control of the administration itself. It is a quality management
system that tries to transcend the concept of quality applied to the product.
In Total Quality Control, quality is understood as exceeding the expectations not only of customers, but
of all those interested and involved in the manufacturing, development, sale and purchase process.
The concept of "total quality control" was originated
by Dr. Armand V. Feigenbaum. (Industrial Qualiti
Control, Total Quality Control: Engineering and
management.).
The main objective of a company focused on total
quality control is the satisfaction of people's needs:
consumers through quality, employees through human
growth, shareholders through productivity and
neighbors through through social contribution.
According to Feigenbaum, total quality control can be
defined as “an effective system to integrate the efforts
in terms of quality development, quality maintenance
and quality improvement carried out by the various
groups in an organization, so that it is possible to
produce goods and services at the most economical
levels and that are compatible with full customer
satisfaction ”. Total quality control requires the participation of all divisions, including marketing and
shipping. Fearing that quality, everyone's job, will become nobody's job. Feigenbaum, it emerged that
total quality control was supported by a well-organized management function, whose only area of
specialization was the quality of the products and whose area of operations was quality control.

In conclusion, it can be said that total quality control simply means that every individual in each division
of the company should study, practice and participate in quality control. Assigning CC specialists to each
division, as proposed by Feigenbaum, is not enough.

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IV. Total quality management
Total quality management (TQM) is well known as a business management strategy that consists of
the study and assessment of the quality concept in each of the phases of a production process. The
purpose is the constant improvement of goods and services offered and the achievement of greater
customer satisfaction. Another good definition could be: All the studies and following mechanisms
of proccess and the human hand on it.
TQM mission is to take care of product/services quality. We speak of a good organization in all
production processes, in addition to establishing a business culture of continuous improvement. To
obtain true quality in our products or services, the involvement of the organization is required, from
the lowest position to the highest.
Total quality management is one of the foundations of what we know today as Lean Manufacturing,
initially it contributed with its approach to implement a collective business culture of commitment
to efficiency.
The concept of quality control is not new, in fact it has always been hand in hand with the production
of processes. At the beginning, quality control ensured that products that did not meet the necessary
specifications did not reach the customer, today this goes further, avoiding double work.
It begins with inputs received from the supplier, which should not be accepted if they do not fully
meet our specifications.

Defining Input
Is a component of production (such as land, labor, or raw materials).

Why using TQM?

It is an approach to improve the competitiveness, effectiveness and flexibility of the organization. It
is related to the way of planning, organizing and understanding each activity that depends on
everyone, at each level in the company.

The TQM provides a concept related to continuous improvement, since its philosophy contains an
integrated and consistent system in the perspective of every organization, which involves the
participation of people in multifunctional teams, having as a priority the attention to customer
requirements, the commitment to the management, training and education of employees, which is
a necessity for improvement processes.

Advantages
• Higher levels of consumer / customer satisfaction.
• Increase in productivity and profit margins.
• Greater cohesion and coordination of the different processes and departments of a company.
• Optimization of the use of resources and reduction of costs for the company, that is,
efficiency.

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Consequences
Companies that implement this strategy should not limit themselves solely to achieving positive
financial results.

Beware to take in consider and neglect:

• Corporate image
• Corporate social responsibility of a business culture
• Employee Training

What is ISO 9000?

ISO 9000 is a set of Quality Control and Quality Management, established by the International
Organization for Standardization (ISO). They can be applied in any type of organization or activity
oriented to the production of goods or services. The standards include both the minimum content and the
specific implementation guides and tools as well as the audit methods.

ISO 9000 specifies the way an organization operates its quality standards, delivery times and
service levels. There are more than 20 elements in this ISO standards that relate to the way systems
operate.

Relation between TQM and ISO 9000.

Similarities Differences

Both ISO 9000 and TQM have value within
the company and promote quality in the
organization, each with its focus, but it is
worth remembering that only ISO 9000 also
brings the certificate attached to its
implementation, which often serves as
requirements previous contracts with clients
or partners.
ISO 9000 focuses on the consistency of
the production of products / services
through a system that can be audited and
certified. The TQM, despite having this
approach, does not necessarily define a
system and does not guarantee
certification.

TQM has been described as a management
initiative and a way of thinking that has
helped many organizations achieve world-
class status. It helps create a culture of trust,
participation, work teams, zeal for
continuous improvement, continuous
TQM has a more accentuated focus on
management commitment, on cultural
change, on employee training and
education, and on meeting customer
requirements.

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learning and a work culture that contributes
to the success and existence of the company.

ISO 9000 in process management and

customer satisfaction.

Possessing the ISO 9000 certification can

be considered an evolution strategy of
the company, which can also be achieved
with the TQM. However, TQM can
provide better results in productivity,
equipment maintenance and employee
motivation.

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 Conclusion

One of the important concepts when talking about quality flows is inspection. An inspection is an
activity such as measuring, examining, testing or calibrating one or more characteristics of a product and
comparing the results with the specified requirements to establish whether conformity is achieved for
each characteristic. There are different types of inspections that help ensure that products are in good
condition and delivery is satisfactory.
Within these streams can be found statistics, which is one of the important sciences involved in product
quality.
There are some parameters that arise from the need to guarantee not so much the quality of the products
obtained but the process by which these products are obtained. In search of customer satisfaction, it is
known that on a large scale there is the possibility of errors and to prevent further problems it is of
utmost importance to make pre-revisions and avoid defective products that consequently can lead to
lawsuits.

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