AVILA, RESSEL S.

BSOA 2-A

What is Quality Control (QC)?

Quality control is the process by which services/products are measured and tested to ensure they
are as uniform as possible and meet a standard. It helps businesses minimize inconsistencies and
improve product quality.

The four types of quality control are process control, control charts, acceptance sampling, and
product quality control. While a control chart helps study changing processes over time, process
control and product quality control help monitor and adjust products as per the standards.

The Cost of Good Quality (CoGQ)

1. Prevention Costs – costs incurred from activities intended to keep failures to a minimum.
These can include, but are not limited to, the following:
o Establishing Product Specifications
o Quality Planning
o New Product Development and Testing
o Development of a Quality Management System (QMS)
o Proper Employee Training
2. Appraisal Costs – costs incurred to maintain acceptable product quality levels. Appraisal
costs can include, but are not limited to, the following:
o Incoming Material Inspections
o Process Controls
o Check Fixtures
o Quality Audits
o Supplier Assessments
The Cost of Poor Quality (CoPQ)
3. Internal Failures – costs associated with defects found before the product or service reaches
the customer. Internal Failures may include, but are not limited to, the following examples:
o Excessive Scrap
o Product Re-work
o Waste due to poorly designed processes
o Machine breakdown due to improper maintenance
o Costs associated with failure analysis
4. External Failures – costs associated with defects found after the customer receives the
product or service. External Failures may include, but are not limited to, the following
examples:
o Service and Repair Costs
o Warranty Claims
o Customer Complaints
o Product or Material Returns
o Incorrect Sales Orders
o Incomplete BOMs
o Shipping Damage due to Inadequate Packaging
Check sheets are simple forms with certain formats that can aid the user to record data in an firm
systematically. Data are “collected and tabulated” on the check sheet to record the frequency of
specific events during a data collection period. They prepare a “consistent, effective, and economical
approach” that can be applied in the auditing of quality assurance for reviewing and to follow the
steps in a particular process. Also, they help the user to arrange the data for the utilization later
(Montgomery, 2009; Omachonu and Ross, 2004). The main advantages of check sheets are to be very
easily to apply and understand, and it can make a clear picture of the situation and condition of the
organization. They are efficient and powerful tools to identify frequently problems, but they don’t
have effective ability to analyze the quality problem into the workplace. The check sheets are in
several, three major types are such as Defect-location check sheets; tally check sheets, and; defect-
cause check sheets (Kerzner, 2009). Figure 2 is depicted a tally check sheet that can be used for
collecting data during production process.

Histogram is very useful tool to describe a sense of the frequency distribution of observed values of
a variable. It is a type of bar chart that visualizes both attribute and variable data of a product or
process, also assists users to show the distribution of data and the amount of variation within a
process. It displays the different measures of central tendency (mean, mode, and average). It should
be designed properly for those working into the operation process can easily utilize and understand
them. Also, a histogram can be applied to investigate and identify the underlying distribution of the
variable being explored (Omachonu and Ross, 2004; Forbes and Ahmed, 2011). Figure 3 illustrates a
histogram of the frequency of defects in a manufacturing process.
Pareto Analysis
It introduced by an Italian economist, named Vilfredo Pareto, who worked with income and other
unequal distributions in 19th century, he noticed that 80% of the wealth was owned by only 20% of
the population. later, Pareto principle was developed by Juran in 1950. A Pareto chart is a special
type of histogram that can easily be apply to find and prioritize quality problems, conditions, or their
causes of in the organization (Juran and Godfrey, 1998).. On the other hand, it is a type of bar chart
that shows the relative importance of variables, prioritized in descending order from left to right side
of the chart. The aim of Pareto chart is to figure out the different kind of “nonconformity” from data
figures, maintenance data, repair data, parts scrap rates, or other sources. Also, Pareto chart can
generate a mean for investigating concerning quality improvement, and improving efficiency,
“material waste, energy conservation, safety issues, cost reductions”, etc., as Figure 4 demonstrated
concerning Pareto chart, it can able to improve the production before and after changes
(Montgomery, 2009; Kerzner, 2009; Omachonu and Ross, 2004).
Fishbone Diagram
Kaoru Ishikawa is considered by many researchers to be the founder and first promoter of the
‘Fishbone’ diagram (or Cause-and-Effect Diagram) for root cause analysis and the concept of Quality
Control (QC) circles. Cause and effect diagram was developed by Dr. Kaoru Ishikawa in 1943. It has
also two other names that are Ishikawa diagram and fishbone because the shape of the diagram
looks like the skeleton of a fish to identify quality problems based on their degree of importance
(Neyestani, 2017). The cause-and-effect diagram is a problem-solving tool that investigates and
analyzes systematically all the potential or real causes that result in a single effect. On the other
hand, it is an efficient tool that equips the organization's management to explore for the possible
causes of a problem (Juran and Godfrey, 1998). This diagram can provide the problem-solving efforts
by “gathering and organizing the possible causes, reaching a common understanding of the problem,
exposing gaps in existing knowledge, ranking the most probable causes, and studying each cause”
(Omachonu and Ross, 2004). The generic categories of the cause-and-effect diagram are usually six
elements (causes) such as environment, materials, machine, measurement, man, and method, as
indicated in Figure 5. Furthermore, “potential causes” can be indicated by arrows entering the main
cause arrow (Neyestani, 2017).

Scatter diagram is a powerful tool to draw the distribution of information in two dimensions, which
helps to detect and analyze a pattern relationship between two quality and compliance variables (as
an independent variable and a dependent variable), and understanding if there is a relationship
between them, so what kind of the relationship is (Weak or strong and positive or negative). The
shape of the scatter diagram often shows the degree and direction of relationship between two
variables, and the correlation may reveal the causes of a problem. Scatter diagrams are very useful in
regression modeling (Montgomery, 2009; Oakland, 2003). The scatter diagram can indicate that
there is which one of these following correlation between two variables: a) Positive correlation; b)
Negative correlation, and c) No correlation, as demonstrated in Figure 6.
Flowchart presents a diagrammatic picture that indicates a series of symbols to describe the
sequence of steps exist in an operation or process. On the other hand, a flowchart visualizes a
picture including the inputs, activities, decision points, and outputs for using and understanding
easily concerning the overall objective through process. This chart as a problem-solving tool can
apply methodically to detect and analyze the areas or points of process may have had potential
problems by “documenting” and explaining an operation, so it is very useful to find and improve
quality into process (Forbes and Ahmed, 2011), as shown in Figure 7
Control chart or Shewhart control chart was introduced and developed by Walter A. Shewhart in
the 1920s at the Bell Telephone Laboratories, and is likely the most “technically sophisticated” for
quality management (Montgomery, 2009). Control charts is a special form of “run chart that it
illustrates the amount and nature of variation in the process over time”. Also, it can draw and
describe what has been happening in the process. Therefore, it is very important to apply control
chart, because it can observe and monitor process to study process that is in “statistical control” (No
problem with quality) accordant to the samplings or samplings are between UCL and LCL (upper
control limit (UCL) and the lower control limit (LCL)). “Statistical control” is not between UCL and LCL,
so it means the process is out of control, then control can be applied to find causes of quality
problem, as shown in Figure 8 that A point is in control and B point is out of control. In addition, this
chart can be utilized for estimating “the parameters” and “reducing the variability” in a process
(Omachonu and Ross, 2004). The main aim of control chart is to prevent the defects in process. It is
very essentially for different businesses and industries; the reason is that unsatisfactory products or
services are more costed than spending
expenses of prevention by some tools like control charts (Juran and Godfrey, 1998). A Control Chart is
presented in the following Figure

CONCLUSION
This study identified that is very essential to apply all seven QC tools for troubleshooting issues
within production processes in the organizations. Doubtlessly, all of the aforementioned quality tools
should be considered and used by management for identifying and solving quality problems during
producing the products and services. Thus, the production processes can be affected and improved
by multiple factors of these statistical QC tools. Also, Mirko et al. (2009) designed and developed an
effective layout for using these QC in the organizations based on the performance of them, in order
to apply appropriately these quality tools for solving quality problems and quality improvement, as
demonstrated in Figure 9. Accordingly, the following Figure interprets how the 7 QC should be
employed from first step to end of production processes for identifying the problems of quality
performance and controlling them.
What is Product Design?

The definition of product design describes the process of imagining, creating, and iterating products
that solve users’ problems or address specific needs in a given market.

Quality Function Deployment (QFD) is a structured approach to defining customer needs or

requirements and translating them into specific plans to produce products to meet those needs. The
“voice of the customer” is the term to describe these stated and unstated customer needs or
requirements.

Customer requirements refer to the specifications or features of a product or service that are
deemed necessary by customers. These requirements motivate customers to buy a product or
service. To determine customer requirements, companies can research their target market to
understand their desires and needs. They can also take a more direct approach by asking their
customers for feedback through polls, surveys or social media.

The house of quality is a kind of conceptual map that provides the means for interfunctional
planning and communications. People with different problems and responsibilities can
thrash out design priorities while referring to patterns of evidence on the house’s grid.

Competitive evaluation is a process that evaluates a supplier's overall competitiveness based on

factors such as price, quality, cost trends, lead-time, flexibility and technical capabilities.

A competitive analysis is a strategy that involves researching major competitors to gain insight into
their products, sales, and marketing tactics. Implementing stronger business strategies, warding off
competitors, and capturing market share are just a few benefits of conducting a competitive market
analysis.
Product characteristics are attributes of the product itself that need to be controlled. Examples of
product characteristics are size, shape, weight, color, quality, hardness, etc. The list of product
characteristics depends on your product and how its functional design requirements have been
defined.

The Relationship Matrix is a spreadsheet display of relationships between model elements

within a Package, or between elements in two different Packages. It is a convenient and simple
tool for reporting and working on all the relationships in a selected structure. The relationships
shown can be filtered according to:

 The element type of the source and target elements in each relationship
 The relationship type and direction
 The Package(s) in which the source elements and target elements are held

Those parameters can be defined in a Relationship Matrix profile; to display a matrix in WebEA you
select one of the available profiles.
The matrix shows all the relationships of the specified type between source and target elements
by:

 Listing the source Package elements down the side of the matrix
 Listing the target Package elements across the top of the matrix, and
 If a relationship exists between a source and target element, displaying an arrow indicating
the direction of the relationship.

Clicking on a square containing an arrow displays the Relationship Properties screen for the
relationship represented by that arrow. On that screen you can click on the source or target
element names and display the Element Properties screen for those elements.
The tradeoff matrix is a technique to identify these project and product attributes and achieve
alignment on what is most important — before the work begins, thereby avoiding messy arguments
later.

target setting is the process of setting goals that are specific, measurable, attainable, relevant, and
time-bound. It involves setting achievable objectives that are realistic and have clear deadlines. The
purpose of target setting is to provide direction and motivation.

ISO 9000 is defined as a set of international standards on quality management and quality
assurance developed to help companies effectively document the quality system elements needed
to maintain an efficient quality system. They are not specific to any one industry and can be applied
to organizations of any size.

ISO 9000 can help a company satisfy its customers, meet regulatory requirements, and achieve
continual improvement. It should be considered to be a first step or the base level of a quality
system.