Quality Control + Quality Assurance + Quality Improvement

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1 QUALITY CONTROL, QUALITY ASSURANCE, QUALITY IMPROVEMENT Prepared by : Afizal Azzizan Masni-Azian Akiah Siti Rodhiah Abdul Aziz Umi Kalsom Kamarul Ariffin EMGT303 : QUALITY MANAGEMENT IN ORGANIZATION CHAPTER 5

description

Group presentation for Quality Management course. Topic of discussion are on quality control, quality assurance and quality improvement.

Transcript of Quality Control + Quality Assurance + Quality Improvement

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QUALITY CONTROL,

QUALITY ASSURANCE,

QUALITY IMPROVEMENT Prepared by : Afizal Azzizan Masni-Azian Akiah Siti Rodhiah Abdul Aziz Umi Kalsom Kamarul Ariffin

EMGT303 : QUALITY MANAGEMENT IN ORGANIZATION

CHAPTER 5

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OVERVIEW

quality depends on the stakeholder quality in manufacturing : [ product should work as intended with minimum number of faults & failures ] quality in service : [ customer satisfaction in the primary measure ]

:: :: ::

•MANAGEMENT wants to see improved production numbers with acceptable quality • UNION wants the best conditions and highest pay for employees • EMPLOYEES want consistent work in safe environment • CUSTOMER want value for their money

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QUALITY CONTROL QUALITY ASSURANCE QUALITY IMPROVEMENT

Planned inspection / examination of a PRODUCT or SERVICES for a certain minimum levels of quality. Product/service oriented.

Activity to ensure that PROCESS implemented to produce the PRODUCT or SERVICE satisfy customer requirement in a systematic and reliable fashion consistently. Process oriented

Effort taken to increase efficiency of actions and procedures with the purpose of achieving additional benefits for the organization and its users.

Example : • The manufacture of products is according to the outlined specifications. • The timeline of document processing is within the specified timeline.

Example : • Internal audit • 3rd party audit (ISO)

Example : • Kaizen • 5 S • ICC (Innovative and Creative Circle) • Hari ‘Q’

OVERVIEW

:: ::

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OVERVIEW

EXAMPLE : QC vs. QA vs. QI

QC

Stamping Final

Inspection

Trim

& Final

Painting

Body

Assembly

Engine

Casting

CUSTOMER

ORGANISATION

INTERNAL

AUDIT

QA

AUDITORS

Kaizen / ICC /

5S Program

QI

ISO 9001

CERTIFIED

pe

rform

an

ce

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QUALITY CONTROL

• maintenance of standards of quality of manufactured goods

• process of making sure that products or services are made to consistently high standards.

quality control can cover not just products, services, and processes, but also

people. Employees are an important part of any company. If a company has employees that don’t have adequate skills or training, have trouble understanding directions, or are misinformed, quality may be severely diminished.

concept

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QUALITY CONTROL

goal

• ensures that products/services provided meet specific requirements and are dependable, satisfactory and fiscally sound (functioning).

• identify products/services that do not meet a company’s specified standards of quality (eliminate non-conformance)

• take action is problem is identified

[QC team have the right to stop production temporarily is problem persist]

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QUALITY CONTROL

implementation INSPECTION MONITORING RECORD

Involves the examination of a product, service or process for certain minimum levels of quality.

Example : product specification, process specification

Routinely gather information on all aspect of the activity Example : Statistical Process Control (SPC)

Anything (such as a document) providing permanent evidence of information about past events. Example : Employee training record for year 2003 ~ 2009

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QUALITY CONTROL

implementation • Traditional QC

inspection of products and services takes place during and at the end of the operations process

• not a value-added activity • costly • too late • inspection done by the wrong

people. • not compatible with more

modern production techniques. • working capital is tied up in stocks

which cannot be sold • disagreement at to what

constitutes as a “quality product”

PROBLEM

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QUALITY CONTROL

Example : Production Inspection (denoted by symbol ) are performed at three main points in production :

implementation

QC only is not enough.

Therefore, many businesses focused their efforts on improving quality by implementing quality management techniques, that is by emphasizing the role of

QUALITY ASSURANCE.

Raw material

PRODUCTION

Final product

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QUALITY ASSURANCE

concept • a set of activities designed to ensure the development and

maintenance process is adequate to ensure a system will meet its objectives.

• the process of verifying or determining whether products or services meet or exceed customer expectations.

• a process driven approach with specific steps to help define and attain goals.

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goal

QUALITY ASSURANCE

• “HOW SURE ARE YOU??” :: focus on the process involves, and make sure you do the right thing.

• To ensure that the products/services meet the customer’s requirements at

the highest standard. :: customer requirement/needs may change in time.

• Determine if the steps/process implemented to produce the product/service

are appropriate with the time and conditions.

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implementation • Internal audit / First party audit :: a systematic, independent and

documented process inspection conducted by members within the organization and obtain evidence and evaluate it to determine where inspection criteria are fulfilled.

• External audit / Second or Third party audit :: similar to internal audit, but conducted by

members not within the organization. :: example - customers, independent

organizations / certification body.

‘Auditor’ should be able to tell if the deliverable seems acceptable based on the

process used to create it. That's why project auditors can perform a quality

assurance review on your project, even if they do not know the specifics of what

you are delivering. They don't know your project, but they know what good

processes look like.

• NON-CONFORMANCE REPORT (NCR) Issued to the audited area if non-compliance are found. The audited area should reply with the correction and corrective action to close-out the NCR. • CERTIFICATION To show that the organization is complying to the quality standard. Example : ISO 9001, ISO 14001

QUALITY ASSURANCE

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implementation

QUALITY ASSURANCE

• The most popular tool used to determine quality assurance is the Shewhart Cycle (developed by Dr. W. Edwards Deming), also known as PDCA.

• PDCA analyzes existing conditions and methods used to provide the product or service to customer.

P

D C

A Plan : Establish objectives

and processes required to

deliver the desired results.

Do : Implement the process

developed.

Check : Monitor and

evaluate the implemented

process by testing the

results against the

predetermined objectives

Act : Apply actions

necessary for improvement

if the results require

changes

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implementation

design

development

production

installation

service

documentation

• QA covers all activities from design, development, production, installation, servicing and documentation.

• This introduced the rules: “fit for purpose" and "do it right the first time".

• It includes the regulation of the quality of raw materials, assemblies, products and components; services related to production; and management, production, and inspection processes.

QUALITY ASSURANCE

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• Whereas quality control emphasizes testing and

blocking the release of defective products, quality assurance is about improving and stabilizing production and associated processes to avoid or at least minimize issues that led to the defects in the first place.

• However, QA does not necessarily eliminate the need for QC: some product parameters are so critical that testing is still necessary just in case QA fails

QC. vs QA.

QUALITY ASSURANCE

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QUALITY IMPROVEMENT

concept • Keyword : IMPROVEMENT

• The continuous study and improvement of a process, system, or organization.

• A continuous process that identifies problems, examines solutions to those

problems, and regularly monitors the solution implemented for improvement.

• Example in manufacturing / industry : reduce product failures or work related injuries.

• Example in administration / service : increase efficiency or reducing re-work.

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• It is aimed at improvement - measuring where you are, and figuring out ways to make things better. It specifically attempts to avoid blame, and to create systems to prevent errors from happening.

• QI activities can be very helpful in improving how things work. Trying to find where the “defect” in the system is, and figuring out new ways to do things can be challenging and fun. It’s a great opportunity to “think outside the box.”

goal

QUALITY IMPROVEMENT

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QUALITY IMPROVEMENT

To ensure the right steps were taken

to solve quality problems, or it may

produce unintended consequences.

implementation • 5 crucial activities to continual improvement :

1 2 3

4 5

maintain communication

correct obvious problems

look upstream

document problems and progress

monitor changes

All improvement should be planned

improvement. It is important to share

information before, during and after

attempting to make improvements.

Study & research of the problems are

required in order to identify the

problems and to find solutions to

them.

Must look for the causes of problems

and not symptoms to problems.

A fundamental rule for any

improvement program is to document

the problems and progress.

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QUALITY IMPROVEMENT

implementation :: example

KAIZEN change good

• A concept of continual improvement

• Making changes for the better on a continual basis

• Improvement aspect involves :

• Action is taken immediately on the shop floor without hours of analysis. Results are evident in only days.

• Goal : to identify waste by forcing production problems to surface so that they become visible for everyone to see. Once identified, such problems are solved with worker consensus.

people process products

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QUALITY IMPROVEMENT

implementation :: example

KAIZEN E L E M E N T S

customer focus

teamwork

just-in-time

quality circles

automation

labor/management cooperation

total productive maintenance

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QUALITY IMPROVEMENT

implementation

Kaizen Rules

1) Spend no money 2) Add no people 3) Add no space

This is a continuous process. As soon as one set of problems are solved, new problems surface which must be overcome. By going through this process, the production system becomes stronger and stronger/

TYPICAL RESULT OF KAIZEN

1) 65% reduction in work-in-process 2) 45% improvement in throughput time (lead-

time) 3) 50% reduction in manufacturing space

In business management, kaizen is now used

internationally, modified by each culture to

best suit their own business environments. A

literal translation of kaizen could be "to

become good through change".

:: example

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QUALITY IMPROVEMENT

implementation :: example

KAIZEN 5 S T E P P L A N

(also known as 5S)

1 SEIRI 2 SEITON 3 SEISO 4 SEIKETSU 5 SHITSUKE straighten-up

Eliminate

unnecessary

items from the

workplace

put things in

order

Specify a location

for everything.

Put things where

they belong.

clean up

Thoroughly clean

the work area or

work place.

personal

cleanliness

Standardize best

practices in the

work area.

discipline

Learn correct

practices and

make sure you

use them.

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

KAIZEN PRACTISE

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QUALITY IMPROVEMENT

implementation FOCUS: Define and verify the process to be

improved

ANALYZE: Collect and analyze data to

establish baselines, identify root causes and point toward possible solutions

DEVELOP: Based on the data, develop

action plans for improvement, including implementation, communication, and measuring/monitoring

EXECUTE: Implement the action plans, on a

pilot basis as indicated, and

EVALUATE: Install an ongoing

measuring/monitoring (process control) system to ensure success.

An example : FADE MODEL example.

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John is the owner of a motel. • Using a FADE model John FOCUSED on the linens cycle of

housekeeping. • He ANALYZED the way linens were handled and found that the

laundering process seemed to be inefficient. • He DEVELOPED a step-by-step process for washing, drying, folding,

and storing the linens which he expected would speed up the process and eliminate wasted effort.

• He then EXECUTED the process with his staff and will EVALUATE for effectiveness on a weekly basis.

QUALITY IMPROVEMENT

implementation An example : FADE MODEL example.

This is a cyclic process. Once you’ve made a change, you start all over again: You evaluate the impact of your change You focus down further You analyze the problem to find the root cause(s) Then develop methods for further improvement And execute and evaluate again! Repeat the process until the goal is achieved.

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QUALITY IMPROVEMENT

implementation Common problems during implementation of QI activity :

• Total quality activity is only regarded as a program. • Short term result are not obtained • Process is not driven by focus on customer connection to

strategic issues and support from senior management. • Structural elements block change • Goals are set too low • Command and control organizational culture • Training not properly addressed • Focus more on products, but not processes • Organization too successful and complacent (self-satisfied) • Organization fails to address fundamental questions • Senior management is not committed.

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QUALITY IMPROVEMENT

implementation Management essential role in ensuring the success of QI:

• As elaborated in slide 18.

• Training, education & awareness should be an ongoing activity to

facilitate QI activity

• Encourage commitment HOW? ..:: Establish company-wide council on quality improvement activity. ..:: Moral and physical support

• Thorough planning to ensure successful execution.

• Award and recognition (such as promotion, pay increase, and reward

system)

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“Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, costly. Quality comes

not from inspection but from improvement of the process."

summary

EMGT303 : QUALITY MANAGEMENT IN ORGANIZATION

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• QC, QA and QI is an important activity to ensure that the products / services provided meets the customer expectations.

• Many tools available as a guidance to drive quality related activity. • Quality should be viewed as a journey • Therefore, success takes time. • Progress of any quality activity shall be assessed / monitored and

being used as the input and basis for the next improvement activity. • Internal best practice shall be shared as internal benchmarking. • Poor labor management relations must be resolved • Fear of change must be removed from the organization to ensure

success in the implementation of quality related activity.

EMGT303 : QUALITY MANAGEMENT IN ORGANIZATION

summary

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Quality Management in Organization, InEd module

http://www.wisegeek.com/

http://en.wikipedia.org/wiki/Quality_control

http://en.wikipedia.org/wiki/Quality_assurance

http://en.wikipedia.org/wiki/Quality_management

http://www.unizg.hr/tempusprojects/glossary.htm

http://www.eskimo.com/~mighetto/lsbench.htm

http://membres.lycos.fr/hconline/kaizen_us.htm

http://chohmann.free.fr/

EMGT303 : QUALITY MANAGEMENT IN ORGANIZATION

references