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a It is a relative term, used with reference to the end use of the product.
a The word J  have variety of meanings:-
½ Ôitness of purpose
½ Grade
½ Degree of preference
½ Degree of excellence
½ Ôulfillment of the promise
Quality of
design

Quality of
Quality
conformance

Quality of
performance
 c
  


a „oncerned with the tightness of specification for the manufacture of the

product.
a Ôactors controlling the quality of design:-
½ Type of customers in the market
½ Intended life, environmental conditions, reliability, importance of continuity of services.
½ Profit considerations
½ Special requirement of the product such as strength, fatigue resistance, life, etc.
½ Economic considerations and feasibility.
 c
 
 

a „oncerned with how well the manufactured product conforms to quality of
design.
a Important factors:-
½ Adequate quality and proper maintenance of raw material, machines, tools, measuring
instruments.
½ Selection of proper process and there should be adequate process control during
manufacturing.
½ Operators should be well trained and experienced
½ Proper care for shipment and storage of finished goods
½ Properly planned inspection programme.

c
  

a „oncerned how well the manufactured product gives its performance.
a It depends upon:-
½ Quality of Design
½ Quality of „onformance.
 c

 
a It is a ¬¬   ! "  ¬ ! ¬ that affect the quality of the
product like material, tools, labor, working conditions, etc.
a The    ! "¬ which ensures that the operation will
produce the optimum quality of product at minimum cost.
a As the ¬
"¬  ¬¬ through which qualities activities are carried
out.
a It͛s   ! #
$  which devotes itself full time to quality
functions.
a ¬ $  #
to solve quality problems.
   c

 
a Give assurance the only good quality products are sent to the customers.
a Standardizations of products according to quality specifications.
a Try to curtail the effective over all cost by controlling the process and
reducing waste and scraps.
a To bring hidden costs (idleness) to picture.
a To bring the concept of ͚interchangeability͛ in the products.
a To rehabilitate the rejected products, if possible.
a Determine a way-out of manufacturing difficulties.

 
%
a It is a graphical representation of the collected information.
a Information may be pertain to measured characteristics.
a It detects the variation in processing and warns if there is any departure
from the specified tolerance limits.
a In others words, control chart is:-
½ A device which specifies the state of statistical control
½ A device for attaining statistical control, and
½ A device to judge whether statistical control is attained or not.

„ontrol chart for X chart, R chart,

variables O „hart
„ontrol charts
P chart, nP chart,
„ontrol chart for
„ chart and U
attributes
chart
 &'

(  )    
%
a X bar and R or X bar and Sigma charts are used in combination for the control
process.
) * #  shows the centering of the process i.e. it shows the average of the
samples.
 #  ¬#+¬ the uniformity or consistency of the process i.e. it shows the
variations in the ranges of the samples.
, #  shows the variation in the process.
a „ontrol charts are used to determine whether a given process c  #
-¬, ¬$!¬ without a fundamental change in production process.
a To secure information to be used in ¬*¬#,  #,, $ 

$ ¬¬
a To secure information when it is ¬¬   +
 #  .
a To secure information to be used in ¬*¬#,  #,, ¬$
$ 
  $ $ 
  *#
a To provide the basis for current decisions on $  . !
 ! 
 $ #¬
$ 
 
 %
 
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/0
  # " , ) 
,  ! # ¬ * ,  $:-
X = X1+X2+X3+X4+X5/5
R = Highest Value ʹ Smallest Value
2)
  # , 
" , ) 
" , ,  
X = є X / N ( X = Average of averages)
R = єR/N
3)
  ! 1 , ¬    #  ) # 

Upper control Limit X = X + 3 ʍX

Lower control Limit X = X ʹ 3ʍ X
where,
ʍ X = standard deviation of the averages = ʍǵ/ яn
n = sample size
ʍ͛= standard deviation of the universe
ʍ͛= R /d2
a
  1 ,   ¬ ! 
# :-
U„L R = D4R or D2ʍ͛
L„L R = D3R or D1ʍ͛
a  # ) 
 #  :-
½ X chart, the central line should be solid horizontal line.
½ The upper and lower limits line should horizontal dotted lines at the computed values.
½ In R chart central line will indicate R
½ control limits will be shown by dotted horizontal lines at computed values
)&   à
 
%
 
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a „ontrol chart for the fraction defective is called as P chart.
a Ôraction Defective : Ratio of the number of defective articles in any
inspection to the total number of articles actually inspected.
a Ôraction defective is always expressed as a decimal fraction.
a P-chart may be applied to quality characteristics.

„entral Line for P chart,  2 * !
!"  ¬  * !

 ¬ ¬$

„ontrol Limits for P chart are:-

  

%
a Record the date for each sub group on number inspected and numbers
defectives.
a „ompute p ( Ôraction defective) for each subgroup.
p= Number of defective in subgroup = np/n
Total number inspected in subgroup
a „ompute p, the average fraction defective.
p = Total number of defectives during a period
Total number inspected during period
a „ompute trial control limits.
„entral line = p

a Plot each point as obtained, plot trial control limits as soon as calculated.
 $
%
a If subgroup size is constant, the chart for actual number of defectives,
known as np chart is used.
a When subgroup size is constant, np chart preferred over p chart:-
½ Saves one calculation for each subgroup, the division of number of defectives by sub
grouping size to get fraction defective p.
½ Some people may understand the np chart more readily.
a „ontrol limits:-
½ p = єnp/єn
 
%
a Applies to the number of defects in a sub-group of constant size.

a „ = Total number of defects/ Number of sub-groups


%
a When the subgroup size varies from sample to sample.
a The control line of the u chart will however vary.
a The larger the number of units in a sample, narrower the limits.
U͛= „/n= Number of defects in a sample/Number of units in a sample.
 (
&
% 
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1. Examples: X, R , ʍ charts P, np, „, u charts
2. Type of data required:- Variables data ( Attribute data ( Using Go-No-Go gauges)
Measured values of characteristics)
3. Ôield of Applications: „ontrol of individual „ontrol of proportion of defectives or number of
characteristics defects or number of defects per unit.

4. Advantages:- a). Data required are often already available from

a). Provides maximum utilization of
information available from data.
b). Provides detail information on process
average and variation for control of individual
dimensions.
inspection records.
b). Easily understood by all persons. As more
easier den X bar and R charts.
c). It provides over all picture of quality history.

5. Disadvantages:- a). They do not provide detail information for

a). Not easily understood till training is not control of individual characteristics.
provided. b). They do no recognize different degrees of
b). „an cause confusion between control defectiveness. ( weightage of defects).
limits and specification limits.
c). „annot be used with go-on-go type gauge
inspection.


 
 

%

a
!  # $¬   #   +# c

 

 , then the process is said
to be in control indicating presence of chance causes only.
a
!     $¬  *
c
 

 then the process is said to
be out of control showing the presence of assignable caused and necessity
of some remedial measures.
a
! $¬  $ 
   ¬
 ! #    then it is not
safe to derive any conclusion about the process control.
 


  
 
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†
 ,  ¬ ( Attributes or variable charts)

†  ¬
,  + ( Variables charts)
†  !  $¬  $¬¬ ¬#!¬ ¬$
¬ *¬ $¬ #¬
¬¬  ( Variable charts)
†  ¬¬*¬   *¬ "¬¬  ( attributes charts)
† & ¬ 
¬#¬ ( attributes charts)
† !¬  $¬ 
 ! ,¬¬ ( attributes chart)
† , 
$- $ 
¬  ** ,  *¬ .
( attributes charts).
†  # $ ¬¬ + ¬ ! , ¬$ +
,  ( attributes charts)

 
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a It͛s a $ ¬¬ ! " ,  $  ! # $ 
  in a lot for
the purpose of $,  ., #  ¬ # ! ,  
! , to a quality specifications.
a ë +¬ in which inspections is carried out:-
½ 100 % inspection
½ Sampling inspection
a /33 4 ¬$ all the parts or products are subjected to inspection
a $, ¬$ only a sample is drawn from the lot and inspected, if
the sample is good enough the lot is accepted otherwise entire lot is
rejected.
a Sampling inspection is more practical, quick and economical.
 (   





a The cost and time required for sampling inspection is quite less.
a Problem of inspection fatigue which occurs in 100% inspection is
eliminated.
a Smaller inspection staff is sufficient.
a Less damage to the products as only few items are subjected to handling
during inspection.
a The problem of monotony and inspector error are minimized.
a The lot is disposed of in shorter time so that scheduling and delivery are
improved.
a It exerts more effective pressure on quality improvement. Since, the
rejection of entire lot on the basis of sample.
 


 
a May not always represent the exact picture as only part is inspected.
a Likelihood of making wrong decision in 2 ways :-
½ A really good lot may be rejected because of sample drawn may be bad.
½ A really bad lot may be accepted because sample drawn may be good.
a In the first case producer has to suffer the risk, associated risk is called as
$ 
 ¬
a In the latter case, consumer runs a risk of accepting bad lots, associated
risk is called as ¬  5¬ ¬
a Success of sampling scheme depends upon:-
½ Randomness of samples.
½ Sample size
½ Quality characteristic to be tested.
½ Acceptance criteria
½ Lot size.


%




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a Ôor an attribute sampling plan is a graph of fraction defective in a lot
against the probability of acceptance.
a Ôor a fraction defective p͛ in a submitted lot, the O„ curve shows the
probability Pa that such a lot will be accepted by the sampling plan.
a There are 3 parameters :-
½ N= Lot size from which the samples are drawn
½ n= Sample size
½ „ = Acceptance number
 
 ¬ ¬

¬  ¬ ¬
 
  
a Sampling plans may be grouped in 3 categories:-
½ Single sampling plans
½ Double sampling plans
½ Multiple sampling plans
a
 , ¬$, plan 3 numbers are specified:-
½ N = lot size from which the sample is drawn
½ n = sample size
½ c = acceptance number
a Eg. N = 50, n = 5, c = 1
½ Take a sample of 5 items from a lot of 50, if the sample contains more than 1 defective
reject the lot, otherwise accept the lot.
 Inspect the
sample of n
pieces

If the
number of
defectives

Does not
Exceed ͚c͛
exceed ͚c͛

Accept the Reject the

lot lot
a  * ¬$, $:-
½ The decision of acceptance or rejection of lot is based on 2 samples.
½ A lot may be accepted at once if the first sample is good enough or rejected at once if
the first sample is bad enough.
½ If the first sample is neither good nor bad enough, the decision is based on the evidence
of the first sample and second sample combined.
a Parameters:-
½ n1= Number of pieces in the first sample
½ c1= acceptance number of the first sample
½ n2 = number of pieces in the second sample
½ n1+ n2= number of pieces in the two samples combined
½ c2= acceptance number for the 2 samples combined.

¬$ # / $¬

! #  !
!"¬

¬5 /6
!6
-
¬ 7
-
/ 7

 ¬

$ # . #
¬$ ! 7
 
$¬

 !
!"¬  # ! ¬ 

¬
¬$¬ *
,#
8 / 9 70

¬5
-
¬ 7
-
7

$ # . #

 
a  $ $, :-
½ It is generally used when three or more samples of stated size are permitted and when
the decision on acceptance or rejection must be reached after a stated number of
samples.
½ Phrase sequential sampling is generally used when a decision is possible after each item
is inspected and when there is no specified limit on total number of units to be
inspected.

&
 
$ $ ¬: : $ .
 *  *

Ôirst n1 n1 c1 r1
Second n2 n1+n2 c2 r2
Third n3 n1+n2+n3 c3 r3
Ôourth n4 n1+ n2+n3+n4 c4 r4
Ôifth n5 n1+n2+n3+n4+n5 c5 r5
  c 
   
a  ;   :-
½ Effective system of integrating quality maintenance and quality improvement efforts of the
various groups in the organization, so as to enable production and services at the most
economical levels, which allow full customers͛ satisfaction.
½ Stress on prevention of defects rather than setting it right by rectification.
½ Total quality can be achieved only through total Employee Improvement.
a  ;  !  
¬:-
½ Development of product specifications based on needs of users and economical
considerations.
½ Interaction with product design
½ Reliability and development testing
½ Process capability studies
½ Quality planning for control of production process
½ Quality control for incoming material
½ Vendor quality control and vendor development
½ Interaction with service engineering
½ Training of staff and customers
½ Quality audit, etc.
%  c

 

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a „hallenges faced by business in today͛s time:-
½ Increase in product complexity and size of operations
½ Stiff competition at national and international levels.
a J "" ! # !¬ is the slogan now the company follow to stay in
business.
a 1  $ ¬ 
½ „onsumer awareness
½ National and international legislations
½ To strive for excellence and grow in business responsibility for product quality has
shifted from operator to foreman to inspector to quality control deptt. and later on to
Quality Management.
a „an survive the fierce competition if it paid attention to plan, achieve,
maintain and improve quality constantly to meet new challenges.
 " 
  


¬ 

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,¬¬ ]usiness

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#
¬# #

"¬
¬



!!
  -$
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$
 
a TQM is an integrated organizational approach in delighting customers
(both external and internal) by meeting their expectations on a continuous
basis through everyone involved with the organizational working on
continuous improvement in all products/processes along with proper
problem solving methodology.

a J  
( %
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a It was first released in Japan.
a It is a organization wide quality focused culture.
a It is a system approach to quality management and a journey to achieve
excellence in all aspects of organization͛s activity.
a The launching of ISO : 9000 series standards is an attempt to help the
industrial organizations in adopting TQM
 




  %  
a  - The responsibility for achieving Quality rests with everyone a
business no matter what their function. It recognises the necessity to
develop processes across the business, that together lead to the reliable
delivery of exact, agreed customer requirements. This will achieve the
most competitive cost position and a higher return on investment.
a   - The prime task of any business is to understand the needs of the
customer, then deliver the product or service at the agreed time, place
and price, on every occasion. This will retain current customers, assist in
acquiring new ones and lead to a subsequent increase in market share.
a , - Top management lead the drive to achieve quality for
customers, by communicating the business vision and values to all
employees; ensuring the right business processes are in place; introducing
and maintaining a continuous improvement culture.
 


 
a ¬ $  ! $
 (¬ J TQM is the control of all transformation
processes of an organization to best satisfy customer͛s needs in the most
economical manner͟.
a TQM is a management approach of organization, centered on quality,
based on the participation of all its members and aiming at long term
success through customer satisfaction and benefits to the members of
organization and society 8
  3ë
 /1===0
a ¬ $ ¬# 
¬ J TQM may be defined as creating an
organizational culture committed to the continuous improvement of skills,
teamwork, processes, product and service quality and customer
satisfaction.
a ¬ $ ¬, J As a strategic approach to produce the best product
and services possible though constant innovation.
 c

 


  
a *."- „ontinuous quality improvement at every stage, at every
place and at every level.
a $$ #- management involvement and leadership, empowering staff,
team work and action research.
a - every one working in the organization is involved including
suppliers and customers.
a 

:- J Do it Right Ôirst Time Every Time͟.
a ¬ - „ustomers satisfaction internal and external.
a #¬$#:- Prevention of defects not detection and then correction
a ¬- „ommitment, participation, motivation, education and training,
organization development, quality system.
    
'
¬ ¬! 8
  
- 0 TQM aims at satisfying the
customer͛s requirement which never remain constant but keep on
changing with the change in times, environmental circumstances, needs,
fashions, standard of living, etc.
' Suitability (Ôitness for use)
' Reliability ( It should give efficient and consistent performance)
' Durability, the life aspect of quality
' Safe and foolproof workability - Affordability
' Maintainability - value of money spent by customers
' Aesthetic look - Good image and customer confidence
' Good packaging
' Versatility ( „an serve number of purposes)
' Variety in products and services
' After sales service and support to customer
' „ustomer information and demonstration
' Speed of service ( quick response time)
a   ,# ! ¬ :-
½ TQM adopts the zero defect policy.
½ Rigorous application of EPD„A approach i.e. Evaluate Plan Do „heck Act
a
  ¬
$ ":-
½ Organization has to cope up with the changing requirements of the customers.
½ TQM strives for ever better quality, cost reduction to face competition and for the
survival of the organization.
a $
"":-
½ All employees working in the organization should be involved in TQM operation.
½ Requires every member of the organization to accept quality as his major area of
responsibility.
½ A positive attitude towards customer and constant enhancement of quality must be
ingrained in the minds of employees.
a $+ , # !!:-
½ Assist to accomplish optimal business results through team work.
½ Empowerment occurs when employees are adequately trained, with relevant
information and best possible tools and are fairly rewarded for best results.
½ Result of empowerment, creativity, productivity, motivation, commitment and customer
service.
a &#  ,
½ It͛s the practice of identifying, studying and building upon the best practices in the
industry or the world.
½ „ompanies keeps on updating themselves regarding external environment to compare
their process, products and services with best industry practices.
½ Establish quality targets which enhances the competitive strength.
a 
* #¬:-
½ „ustomer feedback and employee feedback, to create customer oriented quality culture
½ Provide an accurate evaluation of operations of the company, internal and external.
½ Information can be collected through questionnaire surveys, interviews, use of focus
groups and field complaints , suggestion systems etc.

 
  
a < ,, father of TQM, suggested PLAN-DO-„HE„ -A„T cycle for the
implementation of the TQM in any organization.
 & 
  
c;  
",¬ !

¬ ¬


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$ !!

 
",¬ ;   

a) It makes the company a leader not the follower.
b) „reates goal directed connection between customer, management and workers.
c) Makes company more sensitive to customer needs.
d) Makes company adopts more readily to change.
& &!¬ 
¬ ¬
a) Ôewer problems with product or services.
b) ]etter customer care.
c) Greater satisfaction

 &!¬  #
$
a) ]etter product quality
b) Staff more motivated and quality conscious
c) Product improvement
d) Reduced quality costs.
e) Increased market.
f) Increased competitive position of the firm, improved profitability.
g) Good public image
h) Improved human relation and work area morale
 &!¬  !!:-
a) Empowerment
b) Enhancement of job interest and security
c) More training and improvement in skills
d) More recognition
e) Reduced employee grievances.