University Malaysia Pahang, Faculty of Engineering technology

BTV3413 Industrial Quality Control

Fundamentals of Industrial
Quality Management

Dr. Mebrahitom A.
mebrahitoma@[Link]
 Course Information

Program
3 Degree/Program Core
Level/Category

4 Unit 3 Credits

Prerequisite
5 BTU2043 Basic Statistics
Course

Lecture: 3 units (3 hour X 14 weeks)

6 Contact Hours Tutorial: 0 unit (0 hour X 14 weeks)
Laboratory 0 unit (0 hours X 14 weeks)
:
 Course Synopsis
 This course will present the fundamental concepts and
methods of quality monitoring including Problem
solving tools (cause and effect diagrams, scatter
diagrams, run charts etc.), control charts, process
capability and acceptance sampling. The use of control
charts and statistical tools determine the stability and
capability of processes to produce quality product. The
implementation and applications of quality
management systems such as TQM, ISO9000 and Six
sigma will be briefly studied..
 Course outcome

By the end of semester, students should be able to:

 Understand the philosophy and basic concepts of

quality improvement, problem solving techniques, and
describe the PDCA process (plan, do, check and act)

 Perform analysis of statistical process control tools

(variable control chart, attribute control charts), process
capability of industrial operations

 Engage in independent and lifelong learning about

industrial quality control in industrial cases of TQM, Six
sigma and continuous improvement.
 Assesments
Learning
Distribution (%) CO1 CO2 CO3
Domains
Cognitive Final
40 % × x
Examination
Test 25 % x x
Quizzes 5% ×
Affective Project 20 % x x

Presentations 10 % x

Total 100 %
 References
[Link], D.C., Introduction to Statistical Quality
Control,5th Ed. Wiley, 2005

[Link] C. S (2003) Quality, Summers, Upper Saddle

River, Prentice Hall, Ohio.

[Link], Joseph, and Joseph M. Juran (2010) Juran's

Quality Handbook: The Complete Guide to
Performance Excellence, 6th Edition, McGraw Hill
Professional.
 Outline
 Definition of Quality?
 Dimensions of Quality
 History of Quality Methodology
 Define industrial processes and process improvement
 Explain the concepts of product or service
specifications and variation
 List the evolution of quality
- Quality control
- Statistical quality control (SQC)
- Statistical process control (SPC)
- Total quality management (TQM)
- Continuous improvement
 What is Quality?

 Its one of the customer decision factor in

selecting among competitive products or
services.
What does the word “quality” mean to
you?
 Think about your past experiences staying at
various hotels. Did you stay at a “quality” hotel?
What about the experience made it a “quality”
experience for you?

 Think about a product you bought. How can you

define its “quality”?
 An organization’s very survival is based on their
ability to do what they said they would do faster,
better, and cheaper than anyone else.
Dimensions of Quality
Garvin (1987)
1. Performance:
 Will the product/service do the intended job?
2. Reliability:
 How often does the product/service fail?
3. Durability:
 How long does the product/service last?
4. Serviceability:
 How easy to repair the product / to solve the
problems in service?
Dimensions of Quality
5. Aesthetics:
 What does the product/service look/smell/sound/feel
like?
6. Features:
 What does the product do/ service give?
7. Perceived Quality:
 What is the reputation of the company or its
products/services?
8. Conformance to Standards:
 Is the product/service made exactly as the
designer/standard intended?
Quality in different areas of society
Area Examples
Airlines On-time, comfortable, low-cost service
Correct diagnosis, minimum wait time, lower
Health Care
cost, security
Food Services Good product, fast delivery, good environment
Postal Services fast delivery, correct delivery, cost containment
Proper preparation for future, on-time
Academia
knowledge delivery
Consumer Products Properly made, defect-free, cost effective
Insurance Payoff on time, reasonable cost
Military Rapid deployment, decreased wages, no graft
Automotive Defect-free
Communications Clearer, faster, cheaper service
What is Quality?
 The American Society for Quality defines quality
as a subjective term for which each person has his
or her 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 and (2) a product or
service free of deficiencies
What is Quality?
 Conformance to specifications (British Defense
Industries Quality Assurance Panel)
 Conformance to requirements (Philip Crosby)
 Fitness for purpose or use (Juran)
 A predictable degree of uniformity and dependability, at
low cost and suited to the market (Edward Deming)
 Synonymous with customer needs and expectations (R
J Mortiboys)
 Meeting the (stated) requirements of the customer- now
and in the future (Mike Robinson)
 The total composite product and service characteristics
of marketing, engineering, manufacturing and
maintenance through which the product and service in
use will meet the expectations by the customer (Armand
Feigenbaum)
What is Quality?
 “The degree to which a system, component, or
process meets
(1) specified requirements, and
(2) customer or users needs or expectations” – IEEE

 The totality of features and characteristics of a

product or service that bears on its ability to satisfy
stated or implied needs” – ISO 8402

 Degree to which a set of inherent characteristics

fulfils requirements – ISO 9000:2000
Definitions of Quality
 Transcendent definition: excellence
 Product-based definition: quantities of
product attributes
 User-based definition: fitness for intended
use; meeting or exceeding user
expectations
 Value-based definition: quality vs. price
 Manufacturing-based definition:
conformance to specifications

16
 Variability
 The central objective of Quality is to eliminate
waste by cutting manufacturing variance to the
minimum. This is equally applicable to the
manufacturing as well as to the service giving
industries
Monitoring quality at every level of
transformation
Quality must be consider at all stages in the life
cycle, as shown below, of a product.
Marketing &
Market Research
Requirements&
Disposal
Specification

Technical Assistance& Design&

Maintenance Development

Installation&
Procurement
operation

Sales& Process Planning&

Distribution Development

Packaging& Production
Storage
Inspection, testing&
Examination
Modern Importance of Quality
“The first job we have is to turn out quality
merchandise that consumers will buy and keep on
buying. If we produce it efficiently and
economically, we will earn a profit.”
- William Cooper Procter

21
History of Quality Methodology
 Reach back into antiquity, especially into China,
India, Greece and the Roman Empire : skilled
craftsmanship.

 Industrial Revolution (18th century): need for

more consistent products that are mass-
produced and needed to be interchangeable.
Rise of inspection after manufacturing completed
and separate quality departments.

22
History of Quality Methodology
 Science of modern quality methodology started
by R. A. Fisher perfected scientific shortcuts for
shifting through mountains of data to spot key
cause-effect relationships to speed up
development of crop growing methods.

 Statistical methods at Bell Laboratories: W. A.

Shewhart transformed Fisher’s methods into
quality control discipline for factories (inspired
W.E. Deming and J. M. Juran); Control Charts
developed by W. A. Shewhart; Acceptance
sampling methodology developed by H. F. Dodge
and H. G. Romig
23
History of Quality Methodology
 World War II: Acceptance of statistical quality-control
concepts in manufacturing industries (more
sophisticated weapons demanded more careful
production and reliability); The American Society for
Quality Control formed (1946).

 Quality in Japan: W.E. Deming invited to Japan to

give lectures; G. Taguchi developed “Taguchi
method” for scientific design of experiments; The
Japanese Union of Scientists and Engineers (JUSE)
established “Deming Price” (1951); The Quality
Control Circle concept is introduced by K. Ishikawa
(1960).
24
History of Quality Methodology
 Quality awareness in U.S. manufacturing industry
during 1980s: “Total Quality Management”; Quality
control started to be used as a mangement tool.

 Malcolm Baldrige National Quality Award (1987)

 International Organization for Standardization

(ISO) 9000 series of standards: in 1980s Western
Europe began to use; interest increase in US industry
in 1990s; Became widely accepted today: necessary
requirement to world-wide distribution of product and
a significant competitive advantage.
25
History of Quality Methodology
 Quality in service industries, government,
health care, and education

 Current and future challenge: keep progress

in quality management alive

 To sum up: A gradual transition

Statistical Quality
Quality
Quality Management
Assurance
Control
26
QUALITY DOES NOT
OCCUR BY ACCIDENT
 What does the customer actually want?
 Identify, understand and agree
customer requirements

 How are you going to meet those requirements?

 Plan to achieve them

 Deming’s Cycle
What are we trying to AIM
accomplish?
How will we know that a MEASURE
change is an improvement?
What change can we make that Selecting Change
will result in improvement?
Plan Plan

P P
Act Do
P Do

A D A A D D
C

C
C
Check
Check
 Quality Management
Quality Management System: Management system to direct and
control an organisation with regard to quality – ISO 9000:2000

Quality Management

Quality Planning Quality Assurance Quality Control

Criteria driven Prevention driven Inspection driven

Quality Management Components
 Quality Planning
 It identifies the standards and determines how to
satisfy those standards.
 It lays out the roles and responsibilities, resources,
procedures, and processes to be utilized for quality
control and quality assurance.

 Quality Assurance
 It is the review to ensure aligning with the quality
standards. An assessment will be provided here.
 Planned and systematic quality activities.
 Provide the confidence that the standards will be met.
Quality Control – Inspection Driven
 Quality Control
 It addresses the assessment conducted during
Quality Assurance for corrective actions.
 Measure specific results to determine that they
match the standards.
 Use of Statistical Process Control (SPC) : a
methodology for monitoring a process to
identify special causes of variation and signal
the need to take corrective action when
appropriate.
 SPC relies on control charts.
What is a Control Chart?
 A control chart is a presentation of data in
which the control values are plotted against
time.

 Control charts have a central line, upper and

lower warning limits, and upper and lower
action limits.

 Immediate visualisation of problems.

 Control chart
-illustration of construction
Central line
X-chart Copper
Action limit
1.3 Warning limit
1.2

1.1

1.0

0.9

0.8
0 10 20 30 40 50 60 70 80 90 100

Control value
When to Take Action?
 One point plots outside the Action Limits.
 Two consecutive points plots between the
Warning and Action Limits
 Eight consecutive points plot on one side of
the Center Line
 Six points plots steadily increasing or
decreasing
 When an unusual or nonrandom pattern is
observed
 1. INDUSTRIAL PROCESS AND
PROCESS IMPROVEMENT
 Industrial Process: A process takes inputs and performs value-added
activities on those inputs to create an output.
 Industries have innumerable processes that enable them to provide products or
services for customers.
 Example: Consider a company that supplies a shirt by mail-order over the
internet. The company must have the following processes:
 A catalog website preparation process.
 A website distribution and advertisement process
 A process for obtaining the goods it plans to sell
 An ordering process
 A credit-check process
 A packaging process
 A mailing process
 A billing process etc…
MARKETING ENGINEERING PURCHASING MANUFACTURING
ENGINEERING

Determines Translates
Requirements into Procures quality Develops quality-
Customer or
quality-oriented materials and oriented processes and
market quality
designs procedures
and reliability components
requirements

FIELD SERVICE SHIPPING INSPECTION AND MANUFACTURING

AND ERECTION TEST

Reports quality of Preserves and Determines quality Transforms designs and

performance protects quality of of conformance materials into quality
product products

Figure : Close loop of the company’s process

 Industrial Processes
 Other processes commonly found in any organization include:
 Financial management
 Customer service
 Equipment maintenance and installation
 Production and inventory control
 Employee hiring, training, reviewing, firing, and payroll
 Software development
 Product or service design and creation (R&D)
 Inspection
 Packaging
 Delivery and
 Improvement.
 INDUSTRIAL PROCESS

Process
Input Output
Value added activities
Raw materials Value- added activities Products
Components performed by individuals, Services
Instructions work groups, functions, Results
Information machines, or organizations
Criteria
2. VARIATION AND PRODUCT OR SERVICE
SPECIFICATIONS
 Variation is present in any natural process, no two products or
occurrences are exactly alike.
 In any process that produces a product or service, rarely are two
products or service experiences exactly alike.
 In manufacturing variation could be defined as the difference
between the specified target dimension and the actual part
dimension.
 In service industries, variation maybe the difference between the
type of service received and the type of service expected.
 Industrial quality control approach is to carefully study the
variation present in the process.
 More consistent production of quality products could be achieved
by determining the reasons why differences exist between similar
products or services and then removing the causes of these
variations from the process that produce them.
 SPECIFICATIONS
 Product and service designers translate customer needs,
requirements, and expectations into tangible requirements
called specifications.
 Specifications state product or service characteristics in
terms of a desired target value or dimension.
 In service industries, specifications may take the form of
description of the types of services that are expected to be
performed.
 Tolerance limits show the permissible changes in the
dimension of a quality characteristics. Parts manufactured
between the tolerance, or specification, limits are considered
acceptable.
 In preparing the specifications designers should seek input
from:
 Customer
 Engineering and manufacturing professionals
 Any others who can assist in determining the
appropriate specifications and tolerances.
 EXAMPLE SPECIFICATIONS

1. Specifications for Banking Transaction at Tellers

Window Serving 10,000 Customers Monthly

Item Specification
Customer Perception of Service/Quality 2 or fewer complaints per month
Downtime of Teller Window Due to Teller Absence Not to Exceed 5 Min per Day
Deposit not Credited 1 or Fewer per Month
Accounts Not Debited 1 or Fewer per Month
Errors on Cash In and Out Tickets 1 or Fewer per Month
Missing and Illegible Entries 2 or Fewer per Month
Inadequate Cash Reserves 2 or Fewer Occurrences per Month
 EXAMPLE SPECIFICATIONS

1. Specifications for Manufacturing Tolerance Limits

Item Specification
Priority Overnight Before 10:00 A.M.
Delivery Time
Metal Hardness Rc – 44 - 48
Car Tire Pressure 30 – 35 psi
Heat-Treat Oven Temperature 1300-1400oC
Wheelbase Length of a Car 110± 0.10in.
Household Water Pressure 550± 5 psi
Diameter of a Bolt 10.52 – 10.55
 PRODUCTIVITY VS. QUALITY

OR

EFFICIENCY VS. EFFECTIVENESS

Reading Assignment
 THE EVOLUTION OF QUALITY

Future

1. Artisan : a skilled craft worker who makes or creates things

by hand (before advent of mass production artisan’s
completed individual products and inspected their quality
individually.
 E.g. firearms used to be hand made in the early days. In
1798, Eli Whitney began designing and manufacturing
muskets with interchangeable parts.
 Interchangeable: Firing mechanisms, barrels, or other
parts could be used on any musket of the same design.
By making parts interchangeable, Eli Whitney created the
need for quality control.
 In a mass production setting, the steps necessary to
create a finished product are divided among many work
stations which each perform a single repetitive operation.
 In order to be interchangeable, the parts must be nearly
identical.
 THE EVOLUTION OF QUALITY

Future

2. Inspection : with an increase in variety of items being

mass-produced grew, so did the need for monitoring the
quality of the parts produced by these processes.
 The customer no longer dealt directly with the
individual responsible for creating the product, and
industries need to ensure that the customer received a
quality product.
 Inspection: refers to those activities designed to detect
or find nonconformance's existing in already
completed products and services.
 Inspection involves the measuring, examining, testing,
or gauging of one or more characteristics of a product
or service.
 Inspection results will be compared with established
standards to determine conformance.
 THE EVOLUTION OF QUALITY

Future

 Inspection which is detection of defects, is a regulatory

process (no improvement or prevention involved).
 i.e. in a detection environment, inspection, sorting,
counting, and grading of products comprise the major
aspects of a quality professional’s position.
 This results in the general feeling that the responsibility for
quality lies in the inspection department.
 Philosophically this approach encourages the false belief
that good quality can be inspected into a product and bad
quality can be inspected out of the product.
 Inspection results will be compared with established
standards to determine conformance.
 THE EVOLUTION OF QUALITY
 Limitations of Inspection approach
 If a large number of defective products has been produced and the
problem has gone unnoticed, then scrap or rework costs will be high.
 Inspection occurring only after the part or assembly has been completed
can be costly (Compounded Cost Concept)
 If preliminary operation is making defective products and inspection
happen to occur only at the end of the process, this type of mistake is
very costly to produce because it involves not only the defective aspect of
the part but also the cost of performing work on that part by later
workstations (Figure below).
 E.g. A very cheap defective part like a diode or capacitance (costing only
$1/piece), could cost hundreds of dollars if it is already welded to a
mother board of a computer before inspection/detection. It will even cost
more if the defect was found out once the product is shipped to a
customer.

Figure: Consequences of Defects Compounded in Process

 THE EVOLUTION OF QUALITY

Future

3. Quality Control (QC): refers to the use of specifications

and inspection of completed parts, subassemblies, and
products to design, produce, review, sustain and improve
the quality of a product or service. Quality control goes
beyond inspection by:
 Establishing standards for the product or service,
based on the customer needs, requirements, and
expectations.
 Ensuring conformance to these standards. i.e. poor
quality is evaluated to determine the reasons why the
parts or services provided are incorrect.
 Taking action if there is a lack of conformance to the standards (sorting the
product to find the defectives).
 Implementing plans to prevent future con-conformance (design or
manufacturing changes or in a service industry procedural changes.
N.B. the above four activities work together to improve the production of a product
or provision of a service.
 THE EVOLUTION OF QUALITY

Future

4. Statistical Quality Control (SQC): Statistical tools will be used to map the
results of parts inspection.
 In 1920’s, statistical charts used to monitor and control product variables
were developed by Walter A. Shewhart of Bell Telephone Laboratories.
 At the same time his other colleagues (H. F. Dodge and H. G. Romig) used
statistics to develop acceptance sampling as a substitute of 100% inspection.
 Statistical data are collected, analyzed, and interpreted to solve problems.
 Monitoring and control of variation in the product being produced or service
being provided.
 THE EVOLUTION OF QUALITY

Future

5. Statistical Process Control (SPC): emphasis on prevention of

defects by applying statistical methods to control the process.
 Realize the need for a more proactive approach to solve
problems.
 The most significant difference between prevention and
inspection is that with prevention, the process – rather than the
product – is monitored, controlled and adjusted to ensure correct
performance.
 By using key indicators of product performance and statistical
methods, those monitoring the process are able to identify
changes that affect the quality of the product and adjust the
process accordingly.
 Built in quality. i.e. emphasis shifts from inspecting quality in a
finished product/service , toward making process improvement to
design and manufacture quality into the product/service.
 The responsibility for quality moves from the inspectors to the
design and manufacturing department.
Statistical Process Control (SPC)

Figure: Process stability and capability

 THE EVOLUTION OF QUALITY

Future

 Goals of Statistical Process Control (SPC):

 To create products and services that will consistently meet customer
expectation and product specifications (process capability).
 To reduce the variability b/n products or services so that the results match
the desired design quality (process capability).
 To achieve process stability that allows predictions to be made about future
products or services.
 To allow for experimentation to improve the process and to know the
results of changes to the process quickly and reliably.
 Eliminate the cost associated with scrapping or reworking.
 To place the emphasis on problem solving and statistics.
 To support decisions in problem solving with statistical information
concerning the process.
 To give those closest to the process immediate feedback concerning
current production.
 Increase profits and productivity
 THE EVOLUTION OF QUALITY

Future

 Positive Results of Statistical Process Control (SPC):

 Uniformity of Output  Improved Competitive Position
 Reduced Rework  More Jobs
 Fewer Defective Products  Factual Information for Decision
 Increased Output Making
 Increased Profit  Increased Customer Satisfaction
 Lower Average Cost  Increased Understanding of the
 Fewer Errors Process
 Predictable, Consistent Quality Output  Future Design Improvements
 Less Scrap
 Less Machine Downtime
 Less Waste in production Labor Hours
 Increased Job Satisfaction
 THE EVOLUTION OF QUALITY

Future

6. Total Quality Management (TQM): is a management approach that emphasis on

continuous process and system improvement as a means of achieving customer
satisfaction to ensure long-term company success.
 TQM focuses on process improvement and utilizes the strengths and
expertise of all the employees of a company as well as the statistical problem-
solving and charting methods of SPC.
 TQM relies on the participation of all members of an organization to
continuously improve the processes, products/services their company
provides as well as the culture they work in.
 A long-term never ending commitment to the improvement of the process.
 Commitment to quality must come from upper management to guide
corporate activities year after year towards specified goals.
 Create long term commitment to integrate quality into all aspects of the
organization with unwavering and adaptable focus on meeting the
continuously changing customer needs, requirements, and expectations.
THE EVOLUTION OF QUALITY

Future

Figure: Company Wide Approach of TQM

 THE EVOLUTION OF QUALITY

Future

7. Continuous Improvement (CI): Philosophy focused on improving processes to

enable companies to give customers what they want the first time and every time.
 Customer-focused, process-improvement oriented approach to doing
business results in increased satisfaction and delight for both customers and
employees.
 Continuous improvement efforts are characterized by their emphasis on
determining the best method of operation for a process or system.
 The quest for CI has no end, only new directions in which to head, continuous
improvement is a process, not a program.
 One of the advantages of CI process is that a company practicing these
methods develops flexibly.
 A company focusing on continuous improvement places greater emphasis on
customer service, teamwork, attention to details, and process improvement.
 The strongest CI processes are the ones that begin with and have the
genuine involvement of top-level management.
 This commitment is exemplified through the alignment of performance
 THE EVOLUTION OF QUALITY

Future

Table: Continuous Improvement Versus Traditional Orientation

Company oriented towards CI Traditional company
Customer Focus Market-Share Focus
Cross-Functional Teams Individuals
Focus on “what” and “How” Focus on “Who” and “Why”
(Judgmental Attitude)
Attention to detail
Long-Term Focus Short-Term Focus
CI Focus Status Quo Focus
Process Improvement Focus Product Focus
Incremental Improvement Innovation/Quantum Leap Change
Problem Solving Fire Fighting
 BEYOND CONTINEOUS IMPROVEMENT
 Over time, as customers became more quality conscious, companies expand
their quality-management practices beyond the traditional manufacturing arena.
 Continuous improvement continues to evolve and embrace such concepts as
optimization of processes, elimination of waste, and creation of a customer
focus.
 Companies seeking to optimize business processes take a system approach,
emphasizing improving the systems and processes that enable a company to
provide products or services for their customers.
 Examples of systems include ordering processes, billing processes,
manufacturing processes, purchasing processes and shipping processes, among
others.
 Improving processes means finding and eliminating sources of waste, such as
idle time, rework time, excess variation, and underutilized resources.
 In today’s world of global competition, companies are encouraged to seek out
and emulate best practices.
 The term “best practices” refers to choosing a method of work that has been
found to be the most effective and efficient, i.e. with no waste in the process.
 As long as there is competition, companies will continue to seek ways in which to
improve their competitive position.
 End of Quality Basics!

We continue with …

 Problem Solving Methods for Quality

Improvement