QUALITY

Performance
Features
Reliability
Aesthetics
Response
Serviceability
Durability
Conformance
QUALITY CONTROL AND ASSURANCE

Quality,
Services ,
Price ,
Facilities, etc
The reputation enjoyed by any organization is it built by:
The Production
& Operations Process
Inputs
Conversion Process
Output
Manufacturing
Service
UBs Dry
Cleaners
What is Quality?
Quality of a product or services is its ability to satisfy
the needs and expectations of the customer.
The quality of a product or service is a
customers perception of the degree to which the
product or service meets customers expectations.

degree of excellence of a thing

totality of features and characteristics that satisfy needs





Quality is never by an accident , it is always the result of
an intelligent effort
Quality
Product
Features
Freedom from
Deficiencies
That Customers Want
Design for Six Sigma
At Six Sigma Levels
Improve to Six Sigma
fitness for use
conformance to
requirements
Fitness for
Consumer Use
Producers Perspective Consumers Perspective


Quality of Conformance





Conformance to
specifications
Cost and profit


Quality of Design





Quality characteristics
Price
Marketing Production
Meaning of Quality

Meaning of Quality:

Consumers and producers / Providers perspectives depend on each other
Consumers perspective:

A rightful level of expectations to buy high quality products
at the lower possible cost
Providers perspective: A rightful level of expectations to produce high quality
products at the highest possible profits
Consumers view must dominate
Who defines Quality - the Q Lens
products
people
processes
outcomes
results
benefits
Lens of the
organisation
Lens of the
customer
How do we achieve these desired results?
Loyal
Customers
Right
Features
Higher
Revenue
Good
Price
Mkt.
Share
Fast
Cycle
Time
Lower
Deficiencies
Lower
Total Cost
Low
Warranty
Costs
Low
Scrap/
Rework
Introduction
Quality control (QC) includes the activities
from the suppliers, through production, and to
the customers.
Incoming materials are examined to make
sure they meet the appropriate specifications.
The quality of partially completed products are
analyzed to determine if production processes
are functioning properly.
Finished goods and services are studied to
determine if they meet customer expectations.
QC Throughout Production Systems
Raw Materials,
Parts, and
Supplies
Production
Processes
Products and
Services
Inputs
Conversion Outputs
Control Charts
and
Acceptance Tests
Control Charts
and
Acceptance Tests
Control Charts
Quality of
Inputs
Quality of
Outputs
Quality of
Partially Completed
Products
QA and QC systems
Quality Control:

planned activities designed to provide a quality
product.
Quality Assurance:
planned activities designed to ensure that the
quality control activities are being properly
implemented.
Dimensions of Quality - Product
1. Performance
Basic operating characteristics
2. Features
Extra items added to basic features
3. Reliability
Probability product will operate over time
4. Conformance
Meeting pre-established standards
5. Durability
Life span before replacement
Dimensions of Quality - Product
6. Serviceability
Ease of getting repairs, speed & competence of repairs
7. Aesthetics
Look, feel, sound, smell or taste
8. Safety
Freedom from injury or harm
9. Other perceptions
Subjective perceptions based on brand name, advertising, etc
1. Time & Timeliness
Customer waiting time, completed on time
2. Completeness
Customer gets all they asked for
3. Courtesy
Treatment by employees
4. Consistency
Same level of service for all customers
5. Accessibility & Convenience
Ease of obtaining service
6. Accuracy
Performed right every time
7. Responsiveness
Reactions to unusual situations
Dimensions of Quality Service
Value is not a price tag but measure of
perceived benefits (meet requirements but)
Training outcome(50cents less)
Quality of the complete transaction
countsservice quality as
wellhuman relationship Banks
(attempt to reduce costs)
Quality and Value
Importance of Quality
Market Gains
Reputation
Volume
Price
Improved
Quality
Lower Costs
Productivity
Rework/Scrap
Warranty
Increased
Profits
Cost of Quality
Cost of good Quality
Cost of poor Quality
Prevention
Planning
Design
Process
Training
Information
Appraisal (=control)
Inspection
Testing
Equipment
Operator
Internal failure
Scrap
Rework
Process failure
Downtime
Price reduction
External failure
Complaints
Returns
Warranty Claims
Liability
Lost sales
?

Quality: the performance objective

Being RIGHT
Being FAST
Being ON TIME
Being ABLE TO CHANGE
Being PRODUCTIVE
Quality
Speed
Dependability
Flexibility
Cost
Quality Process (Manufacturing)
Specifies
Need
Customer
Interprets
Need
Marketing
Designs
Product
Defines
Quality
Engineering
Produces
Product
Plans
Quality
Monitors
Quality
Operations
Quality Defects
A Defect
Non conformance of a unit of a product with specified
requirements
Minor- Unnoticeable
Major- Cause stoppage of operations, may affect performance
Critical- Must be attended to Promptly
Causes of Defects
lack of Know How
carelessness
Improper Designs
Lack of or insufficient instructions
Inherent errors in Raw Materials , MACHINES
Definition : The process of

- measuring,

- examining,

- testing,

- Gauging, or

- otherwise comparing one or more characteristics
of a product, or

- service with the specified requirements
I NSPECTI ON
Definition : Critical appraisal involving examination, measurement, testing, gauging,
and comparison of materials or items.

An inspection determines, if the material or item is in proper quantity and condition,
and if it conforms to the applicable or specified requirements.

Inspection is generally divided into three categories:

(1) Receiving inspection,

(2) In-process inspection, and

(3) Final inspection.

In quality control (which is guided by the principle that "Quality cannot be inspected
into a product") the role of inspection is to verify and validate the variance data; it
does not involve separating the good from the bad.


I NSPECTI ON
Receive Inputs
Process
Measurements
Finished Product
or Service
Send to Customer
Y
Y
Y
O.K.?
O.K.?
O.K.?
How Much / How Often
Where / When
Centralized vs. On-site
Inputs
Outputs
Transformation
Acceptance
sampling
Process
control
Acceptance
sampling
Inspection
Statistical Methods for Quality
Control and Improvement

Three major areas:

Statistical process control (SPC)
Design of experiments (DOX)
Acceptance sampling
SQC- Techniques designed to evaluate
quality from a conformance view. That is
how well we are doing at meeting the
specifications that have been set during the
design of the parts or services that we are
providing.

SPC- Techniques for testing a random
sample of output from a process to determine
whether a process is producing items within a
prescribed range.
SQC-SPC

Statistical Process
Control (SPC)
Control charts are
used for process
monitoring and
variability reduction.
SPC is an on-line
quality control tool.


Statistical Methods for Quality
Control and Improvement
Statistical Process Control:
Statistical evaluation of the output of a process during production
Statistical process control (SPC)
The costs are low, if the problems are detected early
If a large number of defective products are produced,
the scrap or rework costs can be high.
Prevention of defects by applying statistical methods
to control the process is known as SPC
Prevention refers to those activities designed to
prevent defects, defectives, and nonconformance in
products and services
C
o
s
t

o
f

d
e
t
e
c
t
i
o
n

(
R
u
p
e
e
s
)


Process Final testing Customer
When defect is detected
Statistical process control (SPC)
Control Chart
Control Chart
Purpose: to monitor process output to see if it is
random
A time ordered plot representative sample
statistics obtained from an on going process
(e.g. sample means)
Upper and lower control limits define the range
of acceptable variation

Control Chart
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCL
LCL
Sample number
Mean
Out of
control Limit
Normal variation
due to chance
Abnormal variation
due to assignable sources
Abnormal variation
due to assignable sources
Statistical Process Control
The essence of statistical process
control is to assure that the output of a
process is random so that future output
will be random.
Statistical Process Control
The Control Process
Define
Measure
Compare
Evaluate
Correct
Monitor results

Design of Experiments (off-line quality tools)
Experimental design is an approach to
systematically varying the controllable input
Parameters / factors in the process and determine
the effect these factors have on the output
responses.
Experimental designs are off-line quality tools.
Crucial for variability reduction.

Statistical Methods for Quality
Control and Improvement
Acceptance Sampling
Acceptance sampling is the inspection and
classification of a sample of the product selected at
random from a larger batch or lot and the ultimate
decision about disposition of the lot.
Two types:
1. Outgoing inspection - follows production
2. Incoming inspection - before use in production
Acceptance sampling eliminates the need for 100%
inspection


Statistical Methods for Quality
Control and Improvement
Steps in Quality Control
i) Formulate quality control
ii) Set the standards or specifications on the basis of customers
preference , cost and profit .
iii) Select inspection plan and set up procedure for checking
iv) Detect deviations from set standards of specifications.
v) Take corrective actions or necessary changes to achieve
standards.
vi) Decide on salvage method i.e., to decide how the defective
parts are disposed of, entire scrap or network.
vii) Co-ordination of quality problems.
viii) Developing quality consciousness both within and outside the
organization.
ix) Developing procedure for good vendor-vendee relations.
Quality management
Quality management is concerned with
controlling activities with the aim of ensuring
that products and services are fit for their
purpose and meet the specifications.
Quality
Management
System
Evolution of Quality Management System
Inspection
Quality
Control
Quality
Assurance
Salvage, sorting, grading, blending, corrective
actions, identify sources of non-conformance
Develop quality manual, process performance
data, self-inspection, product testing, basic
quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
planning, comprehensive quality manuals, use of
quality costs, involvement of non-production
operations, failure mode and effects analysis, SPC.
Policy deployment, involve supplier & customers,
involve all operations, process management,
performance measurement, teamwork, employee
involvement.QA and QC are parts of QMS
Quality assurance
Quality assurance is about how a business
can design the way a product of service is
produced or delivered to minimize the
chances that output will be sub-standard. The
focus of quality assurance is, therefore on the
product design/development stage.
ISO 9000
ISO 9000 is a series of standards ,
development and published by the ISO
that define,establish and maintain an
effective quality assurance system for
manufacturing and service industries.

WHAT IS ISO
ISO is a name used for the
International Organization for Standardization

It was formed in 1947 in Geneva, Switzerland.

It is a federation of national standard bodies of 162
countries.
NEED
1)By implementing an organization can benefit many
industries such as banking, health care, manufacturing etc

2)The goal of this implementation is to achieve customer
satisfaction at its highest value

3)To compete in domestic/ international markets

4)To improve quality system
OBJECTIVE
1. To promote development of
standardization to facilitate international
exchange of goods and services.
2. To promote cooperation in intellectual,
scientific, technological, and economic
activity
ADVANTAGES
For the customer:-

-Increase satisfaction and growth in confidence.

-for the company:

1)Well defined organization and responsibilities,

i.e., minimize grey areas and possible resources wastage

2)Establishment of proper communication channel













A greater degree of internal control.

Greater productivity and cost reduction

Evidence of compliance

Recognition of standard achieved





ADVANTAGES
STANDARD

CONTENT APPLICATION

ISO 9000 Provides definition and concepts.
Explains how to select other
standards for a given business

All industries including software
development
ISO 9001


Quality assurance in design,
development, production,
installation and servicing

Engineering and construction
firms, manufacturers that design,
develop, install and service
products
ISO 9002


Quality assurance in production
and installation

Companies in the chemical
process industries that are not
involved in product design or after
sales service
ISO 9003


Quality assurance in test and
inspection

Small shops, divisions within a
firm, equipment distributors that
inspect and test supplied products
ISO 9004

Quality management and quality
system elements
All industries
The ISO 9000 Concept
Represents an international consensus on good
management practices for a systematic and generic
application of principles and practices based on quality

ISO 9000 is a written standard that defines the basic
elements of a QMS that organizations should use to
ensure that their products and/or services meet or
exceed customer expectations

Is a set of standardized requirements for QMS and is
applicable to any organization regardless of its size or
whether public or private sectors
The ISO 9000 Concept
ISO 9000 is seen as a vehicle towards TQM
The principal goal of the ISO 9000 Standards is to
demonstrate quality assurance
Quality culture refers to the
degree of awareness,

commitment,

collective attitude

and

behaviour of the
organization with
regard to quality.
The eight quality management principles are:-

1. Customer focus

2. The role of Leadership

3. Involvement of People

4. Process Approach

5. System Approach to Management

6. Continual Improvement

7. Factual Approach to Decision Making

8. Mutual Beneficial Supplier relationship
QUALITY MANAGEMENT PRINCIPLES
The Principles


Organizations depend on their customers and
therefore should understand current and future
customer needs, should meet customer requirements
and strive to exceed customer expectations
Implication
Customer focused means putting your energy into
satisfying customers and understanding that profitability
comes from satisfying customers.
1. Customer focus
2. Leadership
Leaders establish unity of purpose and direction of
the organization. They should create and maintain the
internal environment in which people can become
fully involved in achieving the organizations
objectives.

Implication
Leadership is providing role model behaviours consistent
with the values of the organization.
Behaviour that will deliver the organizations objectives.
Internal environment includes the culture and climate,
management style, shared, trust, motivation and support.
3. Involvement of People
People at all levels are the essence of an
organization and their involvement enables their
abilities to be used for the organizations benefit

implication
involving people means sharing knowledge, encouraging
and recognizing their contribution, utilizing their
experience and operating with integrity.
4. Process Approach
A desired result is achieved more efficiently when
activities and their related resources are
managed as a process

Implication
Processes are dynamic-they cause things to happen.
processes within an organization should be structured in
order to achieve a certain objective in the most efficient
and effective manner.
5. System Approach to Management
Identifying, understanding and managing
interrelated processes as a system contributes to
the organizations effectiveness and efficiency in
achieving its objectives

Implication
Systems are constructed by connecting interrelated
processes together to deliver the system objectives which
in the case of the QMS is the satisfaction of the interested
parties.
6. Continual Improvement
Continual improvement of the organizations
overall performance should be a permanent
objective of the organization

Implication
Continual improvement is the progressive improvement in
organizational efficiency and effectiveness.
7.Factual Approach to Decision Making
Effective decisions are based on the analysis of
data and information

Implication:
Facts are obtained from observations performed by
qualified people using qualified means of measurements
i.e. the integrity of the the information is known.
8. Mutual Beneficial Supplier relationships
An organization and its suppliers are
interdependent and a mutually beneficial
relationship enhances the ability for both to create
value

implication
beneficial relationships are those in which both parties are
knowledge,vision,values,and understanding.suppliers are
not treated as adversaries.
Quality Policy: Quality policy means the overall intentions and direction of an
organization with respect to quality, as established by management with executive
responsibility.
Quality System: Quality system means the organizational structure,
responsibilities, procedures, processes, and resources for implementing
quality management.
Quality Management System( QMS)
ISO 9001 : Quality Management System( QMS)
A quality management system (QMS) is a set of policies, processes and
procedures required for planning and execution (production/development/service)
in the core business area of an organization. (i.e. areas that can impact the
organization's ability to meet customer requirements.) ISO 9001:2008 is an
example of a Quality Management System.

QMS integrates the various internal processes within the organization and intends
to provide a process approach for project execution.

A Process based QMS enables the organizations to identify, measure, control and
improve the various core business processes that will ultimately lead to improved
business performance.

A complete ISO 9001 Quality Management System must address all
the requirements of ISO 9001, and more specifically must meet the ISO 9001
Documentation Requirements.

ISO 9001:2008 Requirements
1. Scope
2. Normative reference
3. Terms and definitions
4. Quality management system
5. Management responsibility
6. Resource management
7. Product realisation
8. Measurement, analysis and improvement

PDCA Cycle
2. DO
Try plan on
a test basis
1. PLAN
Identify im-
provements and
develop plan
3. CHECK
Evaluate plan
to see if it
works
4. ACT
Permanently
implement
improvements
ISO Clause
Number ISO Clause Name
0 INTRODUCTION
0.1 General
0.2 Process Approach
0.3 Relationship with ISO 9004
0.4 Compatibility with Other Management Systems
1 SCOPE
1.1 General
1.2 Application
2 NORMATIVE REFERENCES
3 TERMS AND DEFINITIONS
4 QUALITY MANAGEMENT SYSTEM
4.1 General Requirements
4.2 Documentation Requirements
4.2.1 General
4.2.2 Quality Manual
4.2.3 Control of Documents
4.2.4 Control of Records
5 MANAGEMENT RESPONSIBILITY
5.1 Management Commitment
5.2 Customer Focus
5.3 Quality Policy
5.4 Planning
5.4.1 Quality Objectives
5.4.2 Quality Management System Planning
5.5 Responsibility, Authority, and Communication
5.5.1 Responsibility and Authority
5.5.2 Management Representative
5.5.3 Internal Communications
5.6 Management Review
5.6.1 General
5.6.2 Review Input
5.6.3 Review Output
6 RESOURCE MANAGEMENT
6.1 Provision of Resources
6.2 Human Resources
6.2.1 General
6.2.2 Competence, Training, and Awareness
6.3 Infrastructure
6.4 Work Environment
ISO Clause
Number ISO Clause Name
7 PRODUCT REALIZATION
7.1 Planning of Product Realization
7.2 Customer-related Processes
7.2.1 Determination of Requirements Related to the Product
7.2.2 Review of Requirements Related to the Product
7.2.3 Customer Communication
7.3 Design and Development
7.3.1 Design and Development Planning
7.3.2 Design and Development Inputs
7.3.3 Design and Development Outputs
7.3.4 Design and Development Review
7.3.5 Design and Development Verification
7.3.6 Design and Development Validation
7.3.7 Design and Development Changes
7.4 Purchasing
7.4.1 Purchasing Process
7.4.2 Purchasing Information
7.4.3 Verification of Purchased Product
7.5 Production and Service Provision
7.5.1 Control of Production and Service Provision
7.5.2 Validation of Processes for Production and Service Provision
7.5.3 Product Identification and Traceability
7.5.4 Customer Property
7.5.5 Preservation of Product
7.6 Control of Monitoring and Measuring Equipment
8 MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.1 General
8.2 Monitoring and Measurement
8.2.1 Customer Satisfaction
8.2.2 Internal Audits
8.2.3 Monitor and Measurement of Processes
8.2.4 Monitoring and Measurement of Product
8.3 Control of Nonconforming Product
8.4 Analysis of Data
8.5 Improvement
8.5.1 Continual Improvement
8.5.2 Corrective Actions
8.5.3 Preventive Actions
CUSTOMERS
CUSTOMERS
5.6 Management Review
5.3 Quality Policy
5.1 Management
Commitment
6.4 Work Environment
6.3 Infrastructure
6.2 Human Resources
(Training)
7.1 Planning

8.5 Corrective &
Preventive Action
8.4 Analysis of Data
(Suppliers, Process,
Product, Customer)
8.3 Control of
Nonconforming Product
8.2 Monitoring Customer
Satisfaction
8.2 Internal Audits
Bids, Quotations,
Orders, and Contracts
CUSTOMER REQUIREMENTS
Shipping &
Delivery
Feedback
8.5 CONTINUAL
IMPROVEMENT
5
.
0

M
A
N
A
G
E
M
E
N
T

R
E
S
P
O
N
S
I
B
I
L
I
T
Y

6.0 RESOURCE
MANAGEMENT
7
.
0

P
R
O
D
U
C
T


R
E
A
L
I
Z
A
T
I
O
N

8.0 MEASUREMENT,
ANALYSIS AND
IMPROVEMENT
Covering the entire QMS is:
4.2.3 DOCUMENT CONTROL
AND
4.2.4 RECORDS CONTROL
Quality Management System
7.6 Monitoring &
Measuring Devices
7.5 Production Control
7.4 Purchasing &
Receiving
7.3 Design
5.4 Quality Objectives

Quality Management System in its basic concept is
quite simple. It seeks to:

Recognize the external quality related
requirements specified in Licenses to Trade,
guidelines, specified customer requirements, and the
chosen management system standard(s).

Ensure that all requirements have been
documented within the management system in the
appropriate location in terms of defined specific
system requirements
The Concept of Quality Management

Confirm that employees receive applicable
training in the quality system requirements.

Outline performance processes, where applicable,
to the quality system requirements.

Produce records or evidence that system
requirements have been met Measure, monitor and
report the extent of compliance with these
performance procedures



The Concept of Quality Management


Continually monitor and analyze changes to the
requirements and confirm that all changes are
reflected in changes to the specific requirements
when necessary.

Execute the audit and analyze the system
processes and correct them when necessary.

Includes processes that will help continually
improve the quality system.
The Concept of Quality Management

Establishes and streamlines processes through complete documentation

Improves and establishes training processes

Defines roles and responsibilities

Greatly increases operational efficiency

Increases ability to troubleshoot

Develops and builds relationships that help to retain existing customers

Provides advantages over competitors that aren't certified ISO 9001:2008

Builds opportunities for global commerce with international recognition

Improves customer relations

Salient Features- ISO 9001:2008




Improves relationships with suppliers due to clear, concise production

standards

Provides basis for consistent and fact-based decision making

Carefully planned improvements, based on documentation and analysis

Provides for regular audits/reviews of performance

Salient Features- ISO 9001:2008

Increases productivity Maximizes quality

Increases revenue Improves employee morale and satisfaction

Saves time and money

Enhances ability to attract new customers that have adopted requirements for
certification

Improves accountability of management

Increases employees' understanding of their roles in success of their work and
the company

Creates greater motivation and dedication
Key Benefits of ISO 9001:2008
The Quality Improvement Model
Use SPC to
Maintain
Current
Process
Collect &
Interpret
Data
Select
Measures
Define
Process
Is
Process
Capable
?
Improve
Process
Capability
Is
Process
Stable
?
Investigate &
Fix Special
Causes
No
Yes
No
Yes
A Roadmap to Improvement
Purpose: To provide a sequence of steps
to improve any process so that
the customers will realize the
highest quality and value.
THOSE QUALITY ASSURANCE ACTIONS

WHICH PROVIDE A MEAN TO CONTROL

AND MEASURE THE CHARACTERISTICS

OF AN ITEM, PROCESS OR FACILITY

TO ESTABLISHED REQUIREMENTS.
QUALITY CONTROL
ALL THOSE PLANNED & SYSTEMATIC

ACTIONS NECESSARY TO PROVIDE

ADEQUATE CONFIDENCE THAT AN

ITEM OR A FACILITY WILL PERFORM

SATISFACTORILY IN SERVICE.

QUALITY ASSURANCE
Phases of Quality Assurance
Acceptance
sampling
Process
control
Continuous
improvement
Inspection
before/after
production
Inspection and
corrective
action during
production
Quality built
into the
process
The least
progressive
The most
progressive
ISO 9001 and ISO 14001 are among ISO's most well
known standards ever.
They are implemented by more than a million organizations
in some 175 countries.
ISO 9001 helps organizations to implement quality
management.
ISO 14001 helps organizations to implement environmental
management.

ISO 9001 and ISO 14001 in brief
Quality management
ISO 9001 is for quality management.
Quality refers to all those features of a product (or
service) which are required by the customer.
Quality management means what the organization
does to
ensure that its products or services satisfy the
customer's quality requirements and
comply with any regulations applicable to those
products or services.
Quality management (cont.)
Quality management also means what the
organization does to
enhance customer satisfaction, and
achieve continual improvement of its
performance.

Environnemental 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.
Management systems
Management system means what the organization does
to manage its processes, or activities in order that
its products or services meet the organizations
objectives, such as
satisfying the customer's quality
requirements,
complying to regulations, or
meeting environmental objectives

Management systems
To be really efficient and effective, the organization can
manage its way of doing things by systemizing it.
Nothing important is left out.
Everyone is clear about who is responsible for doing
what, when, how, why and where.
Management system standards provide the organization
with an international, state-of-the-art model to follow.

Management systems (cont.)
Large organizations, or ones with
complicated processes, could not function
well without management systems.
Companies in such fields as aerospace,
automobiles, defence, or health care
devices have been operating management
systems for years.
The ISO 9001 and ISO 14001
management system standards now make
these successful practices available for all
organizations.
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.
Accreditation
Accreditation is like certification of the certification
body.
It means the formal approval by a specialized body - an
accreditation body - that a certification body is competent
to carry out ISO 9001:2008 or ISO 14001:2004
certification in specified business sectors.
Certificates issued by accredited certification bodies -
and known as accredited certificates - may be
perceived on the market as having increased credibility.
ISO does not carry out or approve accreditations.
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.

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.
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
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
Certification not a requirement
Certification is not a requirement of ISO
9001 or ISO 14001.
The organization can implement and
benefit from an ISO 9001 or ISO 14001
system without having it certified.
The organization can implement them for
the internal benefits without spending
money on a certification programme.
Certification is a business decision
Certification is a decision to be taken for
business reasons:
if it is a contractual, regulatory, or market
requirement,
If it meets customer preferences
it is part of a risk management
programme, or
if it will motivate staff by setting a clear
goal.
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.

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
Pareto Charts
Check Sheets
Cause & Effect Diagrams
Scatter Diagram
Histograms
Graphs or Flowcharts
Control Charts
Seven Tools for Quality Control
Pareto Charts
Purpose:
Prioritize problems.

How is it done?
Create a preliminary list of
problem classifications.
Tally the occurrences in
each problem classification.
Arrange each classification
in order from highest to
lowest
Construct the bar chart


Pareto Charts
Benefits:
Pareto analysis
helps graphically
display results so
the significant few
problems emerge
from the general
background
It tells you what to
work on first


0
20
40
60
80
100
120
Q
u
a
n
t
i
t
y
Defects 104 42 20 14 10 6 4
Dent Scratch Hole Others Crack Stain Gap
Weighted Pareto charts
use the quantity of
defects multiplied by
their cost to determine
the order.
0
100
200
300
400
500
600
700
800
900
W
e
i
g
h
t
e
d

C
o
s
t
Weighted cost 800 208 100 80 42 14 6
Gap Dent Hole Crack Scratch Others Stain
Defect Total Cost
Weighted
cost
Gap 4 200 800
Dent 104 2 208
Hole 20 5 100
Crack 10 8 80
Scratch 42 1 42
Others 14 1 14
Stain 6 1 6
Pareto Charts
PARETO CHART
A graphical representation ranking
discontinuities from the most to least
significant. Used to help brainstorm what
discontinuities, if worked upon first, would be
the most likely to produce the greatest
improvement in quality.
Checksheets
Purpose:
Tool for collecting and
organizing measured or
counted data
Data collected can be used
as input data for other quality
tools

Benefits:
Collect data in a systematic
and organized manner
To determine source of
problem
To facilitate classification of
data (stratification)
Fishbone Diagram
Purpose: Graphical
representation of the trail leading to
the root cause of a problem
How is it done?
Decide which quality
characteristic, outcome or effect
you want to examine (may use
Pareto chart)
Backbone draw straight line
Ribs categories
Medium size bones secondary
causes
Small bones root causes
Used in brainstorming session to help identify the causes of quality losses. This
diagram is particularly useful after the flow chart and the Pareto diagrams have
been developed.
QUALITY
(Effect)
Cause
Step 1: Decide on the quality characteristic
Step 2: Set up the fish bone backbone
Step 3: Identify main factors causing effect {e.g. Personnel (Workers),
Materials, Procedures, Equipment, Inspection, Tools , and others}
Step 4: Add Cause to each branch
CAUSE AND EFFECT DIAGRAMS (Fishbone Diagram)
Cause & Effect Diagrams
Benefits:
Breaks problems down into bite-size pieces to find root
cause
Fosters team work
Common understanding of factors causing the problem
Road map to verify picture of the process
Follows brainstorming relationship

Cause & Effect Diagrams
Sample
Incorrect
shipping
documents
Manpower
Materials
Methods
Machine
Environmen
t
Keyboard sticks
Wrong source info
Wrong purchase order
Typos
Source info incorrect
Dyslexic
Transposition
Didnt follow proc.
Glare on
display
Temp.
No procedure
No communications
No training
Software problem
Corrupt
data
Scatter Diagrams
Purpose:
To identify the correlations that might
exist between a quality characteristic
and a factor that might be driving it
A scatter diagram shows the
correlation between two variables in
a process.
These variables could be a
Critical To Quality (CTQ)
characteristic and a factor
affecting it two factors affecting a
CTQ or two related quality
characteristics.
Dots representing data points are scattered on the diagram.
- The extent to which the dots cluster together in a line across the
diagram shows the strength with which the two factors are related.
Scatter Diagrams
How is it done?:
Decide which paired factors you want to examine. Both
factors must be measurable on some incremental linear
scale.
Collect 30 to 100 paired data points.
Find the highest and lowest value for both variables.
Draw the vertical (y) and horizontal (x) axes of a graph.
Plot the data
Title the diagram
The shape that the cluster of dots takes will tell you something
about the relationship between the two variables that you tested.

Scatter Diagrams

If the variables are
correlated, when one
changes the other probably
also changes.
Dots that look like they are
trying to form a line are
strongly correlated.
Sometimes the scatter plot
may show little correlation
when all the data are
considered at once.
Stratifying the data, that
is, breaking it into two or
more groups based on
some difference such as
the equipment used, the
time of day, some
variation in materials or
differences in the people
involved, may show
surprising results

Scatter Diagrams
Scatter Diagrams
You may occasionally get scatter
diagrams that look boomerang- or
banana-shaped.
To analyze the strength of the
correlation, divide the scatter plot
into two sections.
Treat each half separately in your
analysis
Benefits:
Helps identify and test probable
causes.
By knowing which elements of your
process are related and how they are
related, you will know what to control
or what to vary to affect a quality
characteristic.

Purpose:
To determine the spread or variation
of a set of data points in a
graphical form

How is it done?:
Collect data, 50-100 data point
Determine the range of the data
Calculate the size of the class
interval
Divide data points into classes
Determine the class boundary
Count # of data points in each
class
Draw the histogram
Stable process, exhibiting bell shape
Histograms or Bar Charts
Histograms or Bar Charts



Benefits:
Allows you to understand at a glance the variation that exists in a
process
The shape of the histogram will show process behavior
Often, it will tell you to dig deeper for otherwise unseen causes
of variation.
The shape and size of the dispersion will help identify otherwise
hidden sources of variation
Used to determine the capability of a process
Starting point for the improvement process

Flow Charts
Purpose:
Visual illustration of the sequence of operations required to
complete a task
Schematic drawing of the process to measure or improve.
Starting point for process improvement
Potential weakness in the process are made visual.
Picture of process as it should be.
Benefits:
Identify process improvements
Understand the process
Shows duplicated effort and other non-value-added steps
Clarify working relationships between people and
organizations
Target specific steps in the process for improvement.

Flow Charts
Top Down
Benefits
Simplest of all
flowcharts
Used for planning new
processes or
examining existing one
Keep people focused
on the whole process
How is it done?
List major steps
Write them across top
of the chart
List sub-steps under
each in order they
occur
Problem report
Hardware return
Failure analysis
Measure
Customer input
Stress analysis
Heat transfer
analysis
Life analysis
Substantiation
Analyze
Hardware
procurement
Customer
coordination
Compliance
verification
Documentation
FAA approval
Improve
Fleet leader
reports
Service reports
Operational
statistics
Control
Flow charts
Linear
Benefits
Show what actually happens
at each step in the process
Show what happens when
non-standard events occur
Graphically display
processes to identify
redundancies and other
wasted effort
How is it done?
Write the process step inside
each symbol
Connect the Symbols with
arrows showing the direction
of flow
Toolbox
Flow charts are graphical representations of the steps involved in a process.
Constructing a flow chart helps give a better understanding of the systems
involved.
Process
Decision
Data
Process
Process
Terminator
Yes
No
Control
transfer
FLOW CHARTS
Control Charts
Purpose:
The primary purpose of a control chart is to predict
expected product outcome.

Benefits:
Predict process out of control and out of specification
limits
Distinguish between specific, identifiable causes of
variation
Can be used for statistical process control
Control Charts
Strategy for eliminating assignable-cause variation:
Get timely data so that you see the effect of the
assignable cause soon after it occurs.
As soon as you see something that indicates that an
assignable cause of variation has happened, search
for the cause.
Change tools to compensate for the assignable cause.
Strategy for reducing common-cause variation:
Do not attempt to explain the difference between any
of the values or data points produced by a stable
system in control.
Reducing common-cause variation usually requires
making fundamental changes in your process
Control Charts
Control Chart Decision Tree
Determine Sample size (n)
Variable or Attribute Data
Variable is measured on a continuous scale
Attribute is occurrences in n observations
Determine if sample size is constant or changing

Control Charts


What does it look
like?
o Adding the element of
time will help clarify your
understanding of the
causes of variation in the
processes.
o A run chart is a line graph
of data points organized
in time sequence and
centered on the median
data value.

Quality



Processes
Price
Human Resources
Technology
Facilities
Reliability
Services

Delivery
QUALITY ASSURANCE & INSPECTION
CQA ROLE IN SPECIFICATION FINALISATION
AND PRE-AWARD AGREEMENT

C


Q


A
VALIDATION FOR PACKAGE
CONTRACT SPECIFICATION
QA REQUIREMENTS IN
MODULAR SPECIFICATION
BID EVALUATION
BID EVALUATION REPORT
PRE-AWARD AGREEMENT
WITH IDENTIFIED VENDORS/
MAIN CONTRACTORS
(I) LIST OF ITEMS
REQUIRING QP AND
SUB-VENDOR APPROVAL
(II) QA&I CO-ORDINATION
PROCEDURE
(III) SUB-VENDOR
ASSESSMENT PROCEDURE
(IV) QUALITY AUDIT
REQUIREMENTS
FEEDBACK OF SUB-
VENDOR PERFORMANCE
BY RIO / SITE
ANALYSIS OF PREVIOUS
NON-CONFORMITIES (NCRs)
E
N
G
G
TO CS
&
FORM
PART
OF
LOA
QUALITY ASSURANCE & INSPECTION
THE INFANCY :
DEVELOPMENT OF
STRONG BASICS
1980-1990
1990-1995
1995-2004
1975-1980
ESTABLISHING MATURE
SYSTEM.
IMPLEMENTATION OF SAME
IN POWER PLANTS
ENTRY INTO BULK O&M
PHASE OF PLANTS.
STRONG BASE OF FQA

AMBITIOUS GENERATION
AND CAPACITY ADDITION
PLAN.
STRONG BASE OF FQA,
RIOs & CQA