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The activity of ensuring conformance to

requirements and taking corrective action when necessary
to correct problems.

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M daily management of processes
M Prerequisite to longer-term improvements

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The process of control where the management
tries to conform the quality of the product in accordance with
the predetermined standards and specifications.
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m To asses the quality of raw materials and finished goods.
m To ensure whether the product conforms to the pre-determined
standards and specifications.
m To locate the reason for deviation and take remedial steps.
m To suggest suitable improvements.
m To develop quality consciousness.
m To asses various techniques of quality control.
m To reduce wastage.

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m ariable quality of manufactured goods with an upward trend under
competitive manufacture conditions.
m Control of quality increases sales, decreases costs.
m The conformance of a finished product to its design specification and
standards should be accomplished by avoiding the production of non-
conforming material.
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M Contract management, design control and purchasing
MProcess control, inspection and testing
MCorrective action and continual improvement
MControlling inspection, measuring and test equipment (metrology,
measurement system analysis and calibration)
MRecords, documentation and audits


  

 
m Reduction in cost
m Improvement in morale of employees
m Maximum utilization of resources
m Increase in sales
m Consumerǯs satisfaction
m Minimize variations
 

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¦tatistical quality control is the application of

statistical technique to determine how far the product conforms
to the standards of quality and precision and to what extend its
quality deviates from the standard quality.

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m Control chart
m Acceptance ¦ampling

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m It saves on rejection
m It maintains high standard of quality
m Reduces expenses of inspection
m Ensures standard price
m ¦ense of responsibility among workers

 

 


   


   

 
 


 




 
 







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mMerits
M Provides an assessment
of risk
M Inexpensive and suited
for destructive testing
M Requires less time than
other approaches
M Requires less handling
M Reduces inspector
fatigue
m demerits:
M does not make sense for
stable processes
M Only detects poor
quality; does not help to
prevent it
M Is non-value-added
M does not help suppliers
improve
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Inspection is done at one place. All items are brought at the centralized place for
inspection

Advantages
- No chances of collusion between production men and inspectors.
- Accurate counting is done for good and bad items.
- ¦ophisticated instruments can be used.

disadvantages
- Errors are not quickly resolved.
- Requires more material handling.
- Larger work-in-progress inventory may be required.
- Not suitable for heavy and unwieldy components.
Inspection is done on the machines or at shop floor. The measuring instruments are taken
to the job

Advantages
M Production delays defective work are reduced
M Handling cost is reduced
M Helps to increase the rate of production
M Its ideal for products which are large and weigh more

disadvantages
M Less freedom of movement to the operator
M ¦ufficient space is not available for inspection
M Work-in-process is scattered resulting in inspection difficulties
M dust, vibration, noise and other floor conditions are less suitable for
close inspection
 It is a day-to-day graphical representation of
the measured or otherwise judged quality
characteristics of the items or samples.
 It is a diagnostic tool.
 It is dynamic in nature.
 It depicts any change in the characteristics of the
item from the start of the production.
 It is constructed to show the fluctuations of the means of samples about the mean of the process and
can be used to determine whether or not the fluctuations are due to random causes or to an assignable
cause.
 When used along the r-chart, it tells when to leave the process along and when to chase and go for the
cause leading to variation.
 It secures information in establishing or modifying processes, specifications or inspection procedures
and
 It can control the quality of incoming material.
 The control limits of

n is the number of observations

k is the number of subgroups

Upper control limit:

Lower control limit:

 It can be a fraction defective chart or % defective chart(100p).
 Each item is classified as good (non-defective) or bad (defective).
 This chart is used to control the general quality of the component part and it checks if the fluctuation in
product quality are due to chance cause alone.

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 The control limits for this chart type are

where is the estimate of the long-term process mean established during control-chart setup. Naturally,
if the lower control limit is less than or equal to zero, process observations only need be plotted against
the upper control limit. Note that observations of proportion nonconforming below a positive lower
control limit are cause for concern as they are more frequently evidence of improperly calibrated test
and inspection equipment or inadequately trained inspectors than of sustained quality improvement.
¦ome organizations may elect to provide a standard value for p, effectively making it a target value for
the proportion nonconforming. This may be useful when simple process adjustments can consistently
move the process mean, but in general, this makes it more challenging to judge whether a process is
fully out of control or merely off-target (but otherwise in control).
 À 

 is the management of the flow of goods, information
and other resources between the point of origin and the point of
consumption in order to meet the requirements of consumers
(frequently, and originally, millitary organizations).

 Logistics involves the integration of information, transportation,

inventory, warehousing, material handling, and packaging, and
occasionally security. Logistics is a channel of the supply chain
which adds the value of time and place utility.

 Today the complexity of production logistics can be modeled,

analyzed, visualized and optimized by plant simulation software.

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  is a business management strategy originally
developed by Motorola, U¦A in 1981. As of 2010, it enjoys
widespread application in many sectors of industry.

A six-sigma process is one in which 99.99999% of the products

manufactured are statistically expected to be free of defects.
Motorola set a goal of "six sigmas" for all of its manufacturing
operations, and this goal became a byword for the management
and engineering practices used to achieve it.

¦ix ¦igma seeks to improve the quality of process outputs by

identifying and removing the causes of defects (errors) and
minimizing variability in manufacturing and business processes.
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 Five steps in six sigma
dEFINITION:
The first step in any ¦ix ¦igma is to clarify the problem and narrow
its scope in such a way that measureable goals can be achieved within a few
months. Then a team is assembled to examine the process in detail, suggest
improvements, and implement those recommendations. In the
manufacturing world, project managers begin by defining what constitutes
a defect and then establish a set of objectives to reduce their occurrence.

MEA¦UREMENT:
In the second step of a ¦ix ¦igma project, the team gathers data
and prepares it for high-level analysis.

ANALY¦I¦:
Once a process has been mapped and documented, and the quality
of the hard supporting data has been verified, the ¦ix ¦igma team can begin
the analysis of control.
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IMPROEMENT:
Recommend, decide and implement
improvements.

CONTROL:
In the final stages of a ¦ix ¦igma
project, the team creates controls. These are
enabling the company to sustain and extend
the improvements.
 ·ust In Time Purchasing is purely the technique of eliminating
the wastes in purchase functions by developing long term,
mutually beneficial relationship, with fewer but better supplies.

It aims at:
m eliminating wastes in the purchase process e.g., order
processing costs, follow up costs, etc.
m eliminating wastes at suppliersǯ end.
m eliminating purchased inventory.
Fundamental Principles of ·IT Purchasing:

m ¦upplierǯs facilities are the extension of buyersǯ own

facilities
m Long term and mutually beneficial relationship with fewer
but better suppliers are necessary
m delivery lot size should be just enough to satisfy
immediate higher level requirement
m Rejections interrupt supply chain and hence must be
eliminated
m Buyer and seller jointly identify problems and activities
that do not add value and initiate action to achieve
continuous improvement
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 ·IT ¦ystem of inventory control, originally developed by Taiichi Okno
implies that the firm should maintain a minimum level of inventory and
rely on suppliers to provide parts and components just-in-time to meet
assembly requirements.

This systems may be a contradiction to the traditional system of

inventory or the Ǯjust-in-caseǯ system which believes in maintaining a
healthy level of safety stock.

·IT ¦ystem requires an integration of the following:

1. A strong and dependable relationship with suppliers located in the
vicinity
2. A reliable transport system
3. An easy physical access and convenient layout of docks and storage
areas
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1.Flow Layout
2.¦moothed build-up rate
3.Mixed model scheduling
4.¦mall lots and minimum set-up time
5.Buffer stock removal
6.Kanban Card
7.Quality
8.Product and Process ¦implification
9.¦tandard Container
10.Preventive maintenance
11.Flexible work force
12.Organization in modules or cells
13.Continuous Improvement
14.·IT Purchasing
15.ǮPullǯ and ǮPushǯ ¦ystems
 Benefits of ·IT

m Reduction in Production Cost

m Improve quality
m Quick alternative design
m Productivity improvement

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m Product orientation
m ¦hort-term objectives
m No common company objectives
m Each department functions differently.
differences between Traditional method and ·IT:
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 ¦upply chain is the system by which organizations

source, make and deliver their products or services
according to market demand.

 ¦upply chain management operations and

decisions are ultimately triggered by demand
signals at the ultimate consumer level .

 ¦upply chain as defined by experienced

practitioners extends from suppliersǯ suppliers to
customersǯ customers.
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Efficient supply chain management must
result in tangible business improvements.
It is characterized by a sharp focus on
M Revenue growth
M Better asset utilization
M Cost reduction.
 









Total Quality Management is an
enhancement to the traditional way of doing business.
It is the art of managing the Ǯwholeǯ to achieve
excellence.
TQM is Dza total organizational approach for
meeting and exceeding customers expectations,
involving all employees of an organization and using
quantitative methods to continuously improve the
organization's processes, products and servicesdz
 BA¦IC COMPONENT¦
TQM requires the whole of the organization to adopt the culture of
quality. In a TQM organization, quality will dictate the decisions,
tasks and processes.
TQM is committed at all levels within every department or function to
continuously improve quality.
The 4 basic components of TQM are:
1. Put customers first
2. Make continuous improvement
3. Aim for zero defects
4. Training and development

Putting Customers first:

A quality product or service satisfies customerǯs needs
and expectations. If not so, their expectations will not be satisfied
and consequently quality will not be achieved.





Undertaking market research
1. Looking after all customers whether internal or external
2. Listening to customer views and opinions

mMake Continuous Improvement:

The ·apanese term Dzkaizendz believes that there are no limits to
continuous improvement. This means that a TQM organization will
continuously strive to improve their product/service and increase quality
standards.

mAim for zero defects:

There are a number of reasons behind the aim to eradicate defects.
Mdefects are expensive because they will lower the customerǯs
confidence in the product
MIt is more expensive to rectify defects than it is to prevent them
occurring in the first place
Training & developement: An organization will need to train their
employees to ensure that they understand the principles of TQM
In a TQM organization, employees will need to understand how
TQM is to be achieved or maintained and how they as an employee
will ensure that the organization emulates TQM.

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Performance Operatibility
Rugged design Maintainability

Life ¦erviceability

Efficiency
ersatility

¦afety

Interchangeability
Reliability

¦ize Aroma

¦hape Colour

¦tyle Finish
¦trategic Tools for
Quality Control
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1. Affinity diagram -Used to organize abstract thinking
about a problem
2. Relations diagram
-Used for determining causalities
among parts of a problem
3. ¦ystematic diagram
-A planning tool
4. Matrix diagram
-Used to organize data in matrices
5. Matrix data Analysis diagram
-Principles Component Technique on
matrix data
6. Process decision
-¦election of right process by
evaluating alternatives
7. Arrow diagram
-Used to do Ǯwhat if-ingǯ on flow of
process
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