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Quality

Improvement
(Formerly titled Quality Control 8th
Edition)

PowerPoint presentation to accompany


Besterfield, Quality Improvement, 9th
edition

Chapter 1
Introduction to
Quality
PowerPoint presentation
to accompany
Besterfield, Quality Improvement, 9th
edition

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Learning Objectives
When you have completed this chapter you
should be able to:
Define quality, quality control, quality
improvement, statistical quality control,
quality assurance, and process, and
dimensions of quality
Be able to describe FMEA, QFD, ISO 9000,
ISO 14000, Benchmarking, TPM, Quality by
Design, Products Liability, and IT
Be able to describe the evolution of quality,
responsibility for quality and the role of
computers in quality
Quality Improvement, 9e
Dale H. Besterfield

3
2013, 2008 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 All Rights Reserved

Definitions

Quality
Ratio of the perceptions of performance to expectation
ASQEach person or sector has its own (A subjective term for
which each person or sector has its own definition. In technical
usage, quality can have two meanings:
1. the characteristics of a product or service that bear on its ability
to satisfy stated or implied needs;

2. a product or service free of deficiencies.


According to Joseph Juran, quality means fitness for use;
According to Philip Crosby, it means conformance to
requirements.)
ISO 9000Degree to which a set of inherent characteristics fulfills
requirements
ASQ, formerly known as theAmerican Society for Qualityand theAmerican Society for Quality
Control (ASQC), is a knowledge-based global community of quality professionals, with nearly 80,000
members dedicated to the promotion and advancement of quality tools, principles, and practices in their
workplaces and in their communities.
TheISO 9000family of standards is related to quality management systems and designed to help organizations ensure that they
meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to the product.
The standards are published by ISOInternational Organization for Standardization

Quality Improvement, 9e
Dale H. Besterfield

4
2013, 2008 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 All Rights Reserved

Definitions (Continued)
Quality Control--Use of techniques to achieve
and sustain the quality
Quality Improvement--Use of tools and
techniques to continually improve the
product, service, or process
Statistical Quality ControlUse of statistics to
control the quality

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Definitions (Continued)
Quality Assurance--Planned or
systematic actions necessary to
provide adequate confidence that the
product or service will satisfy given
requirements.
Process--Set of interrelated activities
that uses specific inputs to produce
specific outputs. Includes both internal
and external customers and suppliers.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality Management System


Definition:
A Quality Management System is a

collection of policies, procedures,


plans, resources, processes,
practices, and the specification of
responsibilities and authority of an
organization designed to achieve
product and service quality levels,
customer satisfaction and company
objectives.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

True Value vs. Measured Value


True Value
The known, accepted value of a
quantifiable property

Measured Value
The result of an individuals
measurement of a quantifiable
property

Accuracy vs. Precision

Accuracy
How well a measurement
agrees with an accepted
value

Precision
How well a series of
measurements agree with
each other

Systematic vs. Random Errors


Systematic Error
Avoidable error due to controllable
variables in a measurement.

Random Errors
Unavoidable errors that are always
present in any measurement.
Impossible to eliminate

What can be controlled using SPC?

VARIABLES.

Variable Measures are


those that can be
measured on a
continuous scale, for
example length, time,
weight....

Quality Improvement, 9e
Dale H. Besterfield

ATTRIBUTES.

Attributes are
characteristics that are
assessed by judgment
and are dichotomous,
i.e. have two states
such as right or wrong,
looks OK or not OK.

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Traditionally, a Japanese Samurai carried


seven tools into battle.
After World War II the Japanese adopted 'quality' as a philosophy for

economic recovery and, in line with this traditional approach, sought


seven tools to accomplish the economic rejuvenation. The seven
tools chosen were:
Histograms
Cause and Effect Diagrams
Check Sheets
Pareto Diagrams
Graphs
Control Charts
Scatter Diagrams

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

The seven
tools
Control Chart

*
* *
*
*
*
* *
*
Scatter Plot

Histogram

Quality Improvement, 9e
Dale H. Besterfield

Pareto
Chart

Data Collecting

Ishikawa Chart

Stratification

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

80%
80%of
of the
the
problems
problems
may
may be
be
attributed
attributed to
to
20%
20%of
of the
the
causes.
causes.

Number of defects

Pareto
Analysis

Off
Smeared Missing Loose Other
centre print
label
Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Cause-and-Effect Diagram
Methods

Materials

Cause

Cause
Cause

Cause

Cause

Environment

Effect
Cause
Cause

People

Cause

Cause

Cause
Cause
Equipment

Exampl

Cause

Control Chart
1020
1010

UCL

1000
990
980
970
0 1 2

LCL
3 4 5 6 7 8 9 10 11 12 13 14 15

Diameter

Run Chart
0.58
0.56
0.54
0.52
0.5
0.48
0.46
0.44
1

10 11 12

Time (Ho urs )

Time (Hours)
Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Tracking Improvements
UCL

UCL
UCL

LCL
LCL
LCL

Process centred
and stable

Additional improvements
made to the process

Process not centred


and not stable

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Statistical Process Control (SPC)


A process by which a product/service is checked during

its creation using certain set parameters and statistical


techniques to measure and analyze the variation within
the process.

WHAT IS IT USED FOR:


To monitor the consistency of product/service quality

and maintain processes to a fixed target as designed.


To drive improvement actions within an organization.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Process Variation
Process Variability
Variations due to:

Natural Causes:
Temperature variation
Material variation
Customer differences
Operator performance

Must be monitored

Special Causes:
Machine is breaking
Untrained operative
Machine movement
Process has changed

Early and visible


warning required

Quality at the
source

The philosophy of making each


worker responsible for the quality
of his or her work.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Genichi Taguchis theory of


Quality loss

Quality is a predictable degree of uniformity and


dependability, at low cost and suited to the market.
Losses begin to accrue as soon as a quality
characteristic of a product or service deviates from
the nominal value.
Once the specification limits are reached the loss
suddenly becomes positive and constant,
regardless of the deviation from the nominal value
beyond the specification limits.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality Improvement Tools


The previous textbook outline slide

provides the tools covered.


Tools covered briefly in this chapter
are:
FMEA, QFD, ISO 9000, ISO 14000,
Benchmarking, TPM, Quality by Design,
Products Liability, IT

Quality Improvement, 9e
Dale H. Besterfield

21
2013, 2008 by Pearson Higher Education, Inc
Upper Saddle River, New Jersey 07458 All Rights Reserved

Failure Mode & Effect Analysis


(FMEA)
Identifies foreseeable failure modes and

plans for elimination.


Group of activities to:

Recognize and evaluate potential failures,


Identify actions that could eliminate or reduce
them,
Document the process.

Two types design and process.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

QFD
Quality Function Deployment
Customer Driven Product / Process development
A system for translating customer requirements into

appropriate company requirements at each stage from


research and product development to engineering and
manufacturing to marketing/sales and distribution
QFD was developed in Japan in the late 1960s by Professors Yoji

Akao and Shigeru Mizuno.


The Professors aimed at developing a quality assurance method that

would design customer satisfaction into a product before it was


manufactured. Prior quality control methods like Ishikawa were
primarily aimed at fixing a problem during or after manufacturing
Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality Function Deployment

The House of Quality


KEY
weak (1)
strong (3)

Customer
Perceptions
1

Customer
Attributes

very strong (9)

Design Characteristics

Absolute Weight
Sales Points
Feasibility
Evaluation

Quality Improvement, 9e
Dale H. Besterfield

attribute weights x
relationship strength
1= weak; 10 = strong
1=easy, 10=difficult
(AW x SP) /
Feasibility

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

QFD The House Of Quality.


The QFD methodology has been developed into a
continuous process, and it can be applied equally
well to service or manufacturing environments

Quality Improvement, 9e
Dale H. Besterfield

Parts
Characteristics
Key Process
Operations
Production
Requirements
Key Process
Operations

Parts
Characteristics

Engineering
Characteristics

Customer
Requirements

Engineering
Characteristics

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality Function Deployment


(QFD)
Identifies and sets priorities for process
improvement.
Multifunction team uses voice of the
customer to achieve results throughout
the organization.
It reduces start-up costs and design
changes that lead to increased customer
satisfaction.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

QFD (Continued)
Answers the following questions:
1. What do customers want?
2. Are all wants equally important?
3. Will delivering perceived needs yield a

competitive advantage?
4. How can we change the product,
service, or process?
5. How does a change affect customer
perception?

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

QFD (continued)
6. How does a change affect technical
descriptors?
7. What is the relationship between parts
deployment, process planning, and
production planning?

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

House Of Quality
Interrelationship
between
Technical Descriptors

Relationship between
Requirements and
Descriptors

Prioritized
Customer
Requirements

Customer
Requirements
(Voice of the
Customer)

Technical Descriptors
(Voice of the organization)

Prioritized Technical
Descriptors
Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Building A House Of Quality


List Customer Requirements (Whats)
List Technical Descriptors (Hows)
Develop Relationship (Whats & Hows)
Develop Interrelationship (Hows)
Competitive Assessments
Prioritize Customer Requirements
Prioritize Technical Descriptors

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

QFD Summary
Orderly Way Of Obtaining Information & Presenting It
Shorter Product Development Cycle
Considerably Reduced Start-Up Costs
Fewer Engineering Changes
Reduced Chance Of Oversights During Design

Process
Environment Of Teamwork
Consensus Decisions
Preserves Everything In Writing

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

ISO 9000 (QMS)


ISO Stands for International Organization

for Standards.
QMS stands for Quality Management
System.
The standard, recognized by over 100
countries, is divided into three parts.

Fundaments and vocabulary, ISO 9000


Requirements, ISO 9001 and
Improvement guidance ISO 9004.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

ISO 9000 (Continued)


Five clauses of the requirements part

are:

Continual improvement
Management Responsibility
Resource Management
Product Realization
Measurement, Analysis, and Improvement

Related to customer requirements and

satisfaction.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

What is the Difference Between ISO 9000 and ISO 9001?


ISO 9000 is a family of standards that describe a Quality Management
System.
ISO 9001 is the document that contains the requirements. Companies
register to ISO 9001. The other documents are very important and helpful
in developing and improving quality management systems. The family of
documents include:
ISO 9000: Quality Management Systems-Vocabulary
ISO 9001:Quality Management Systems-Requirements
ISO 9004:Quality Management Systems-Guidelines for Improvements
In the past there were also documents ISO 9002 and ISO 9003. These
became obsolete when the 2000 revision of the standard was released.
Companies can no longer register to ISO 9002 or ISO 9003.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality management (cont.)


Quality management also means

what the organization does to


enhance customer satisfaction,
and
achieve continual improvement
of its performance.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

ISO 14000 (EMS)

International standard for an environmental management system (EMS).

Describes the requirements for


registration and/or self-declaration.

Requirements based on the process-not on the products or services.

Continual improvement for


environmental protection.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

ISO 14000 (Continued)


The four sections are:

Environment policy,
Planning, implementation, & operations,
Checking and corrective action,
Management review.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Environmental management
ISO 14001 is for environmental

management. This means what the


organization does to:
minimize harmful effects on the
environment caused by its activities,
to conform to applicable regulatory
requirements, and to
achieve continual improvement of its
environmental performance.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Generic standards
ISO 9001 and ISO 14001 are generic
standards.
Generic means that the same
standards can be applied:
to any organization, large or small,
whatever its product or service,
in any sector of activity, and
whether it is a business enterprise, a
public administration, or a
government department.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Processes, not products


Both ISO 9001 and ISO 14001

concern the way an organization


goes about its work.
They are not product standards.
They are not service standards.
They are process standards.
They can be used by product
manufacturers and service
providers.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Processes, not products (cont.)


Processes affect final products or services.
ISO 9001 gives the requirements for what the

organization must do to manage processes


affecting quality of its products and
services.
ISO 14001 gives the requirements for what
the organization must do to manage
processes affecting the impact of its
activities on the environment.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

ISO does not certify


ISO does not carry out ISO 9001

or ISO 14001 certification.


ISO does not issue certificates.
ISO does not accredit, approve or
control the certification bodies.
ISO develops standards and
guides to encourage good
practice in accreditation and
certification.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

The ISO 9000 family


ISO 9001 is the standard that gives the

requirements for a quality management system.


ISO 9001:2008 is the latest, improved version.
It is the only standard in the ISO 9000 family that
can be used for certification.
There are 16 other standards in the family that
can help an organization on specific aspects such as
performance improvement, auditing, training

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

The ISO 14000 family


ISO 14001 is the standard that gives the

requirements for an environmental


management system.
ISO 14001:2004 is the latest, improved
version.
It is the only standard in the ISO 14000
family that can be used for certification.
The ISO 14000 family includes 21 other
standards that can help an organization
specific aspects such as auditing,
environmental labelling, life cycle analysis

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Benefits of ISO 9001 and ISO


14001
International, expert consensus on

state-of-the-art practices for quality


and environmental management.
Common language for dealing with
customers and suppliers worldwide
in B2B.
Increase efficiency and
effectiveness.
Model for continual improvement.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Benefits of ISO 9001 and ISO


14001 (cont.)
Model for satisfying customers and

other stakeholders.
Build quality into products and
services from design onwards.
Address environmental concerns of
customers and public, and comply
with government regulations.
Integrate with global economy.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Benefits of ISO 9001 and ISO


14001 (cont.)
Sustainable business
Unifying base for industry sectors
Qualify suppliers for global supply

chains
Technical support for regulations

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Benefits of ISO 9001 and ISO


14001 (cont.)
Transfer of good practice to

developing countries
Tools for new economic players
Regional integration
Facilitate rise of services

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Benchmarking
Benchmarking was developed by Xerox

in 1979. The idea is to find another


company that is doing a particular
process better than your company, and
then, using that information to improve
the process.
Constant testing of industrys best
practices.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

What is Benchmarking
A method for identifying and

importing best practices in order


to improve performance
The process of learning,

adapting, and measuring


outstanding practices and
processes from any organization
to improve performance

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Why Benchmark
Identify opportunities to improve

performance
Learn from others experiences
Set realistic but ambitious targets
Uncover strengths in ones own

organization
Better prioritize and allocate

resources

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Total Productive Maintenance

Total Productive Maintenance (TPM)is a


technique that utilizes the entire work
force to obtain the optimum use of
equipment.

The technical skills in TPM are: daily


equipment checking, machine
inspection, fine-tuning machinery,
lubrication, trouble-shooting, and repair.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Quality by Design

Quality by Design is the practice of using a


multidisciplinary team to conduct product or
service conception, design, and production
planning at one time.

The major benefits are faster product


development, shorter time to market, better
quality, less work-in-process, fewer engineering
change orders, and increased productivity

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Products Liability

Consumers are initiating lawsuits in record


numbers as a result of injury, death, and
property damage from faulty product or
service design or faulty workmanship.

Reasons for injuries:


Behavior or knowledge of the user.
Environment where the product is used.
Design and production of the item.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Information Technology
Information Technology is defined

as computer technology (either


hardware or software) for
processing and storing information,
as well as communications
technology for transmitting
information.
Three levels of IT: data, information
& knowledge

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

Computer Program
EXCEL has the ability to perform calculations

using Formulas/More Functions/Statistical and


Formulas/Math & Trig Tabs.
There are EXCEL program files on the website
(www.pearsonhighered.com/besterfield) that
will solve many of the exercises.
Bill GatesAutomation applied to an
inefficient operation will magnify the
inefficiency.

Quality Improvement, 9e
Dale H. Besterfield

2013, 2008 by Pearson Higher Education, Inc


Upper Saddle River, New Jersey 07458 All Rights Reserved

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