 Lower costs (less labor, rework, scrap)

 Motivated employees
 Market Share
 Reputation
 International competitiveness
 Revenues generation increased (ultimate
goal)
is the operational techniques and
activities that are used to fulfill
the requirements for quality
is all systematic and planned actions
which are necessary to provide
adequate confidence that a product or
service will satisfy the given requirement
for quality.
is a systematic set of operating
procedures which is company wide,
documented, implemented and
maintained while ensuring the growth of
business in a consistent manner
 THE LATEST APPROACH
 IT IS THE PROCESS OF INDIVIDUAL & ORG.
DEVELOPMENT THE PURPOSE OF WHICH IS
TO INCREASE THE LEVEL OF SATISFACTION
OF ALL THE STAKEHOLDERS
 The Prime Focus of

Quality Management Quality Assurance

Achieving results that satisfy the Demonstrating that the

requirements for quality. requirements for quality have been
(and can be) achieved.
Motivated by stakeholders internal Motivated by stakeholders,
to the organization, especially the especially customers, external to
organization’s management the organization
Goal is to satisfy all stakeholders Goal is to satisfy all customers.

Effective, efficient, and continually Confidence in the organization’s

improving, overall quality-related products is the intended result
performance is the intended result.
Scope covers all activities that Scope of demonstration coves
affect the total quality-related activities that directly affect quality-
business results of the organization related process and product results
1. “Create Constancy of Purpose”
➢ Define the problems of today and the future
➢ Allocate resources for long-term planning
➢ Allocate resources for research and education
➢ Constantly improve design of product and service
2. “Adopt A New Philosophy”
➢ Quality costs less not more
➢ Superstitious learning
➢ The call for major change
➢ Stop looking at your competition and look at your customer instead
3. “Cease Dependence On Inspection For Quality”
➢ Quality does not come from inspection
➢ Mass inspection is unreliable, costly, and ineffective
➢ Inspectors fail to agree with each other
➢ Inspection should be used to collect data for process control
4. “End Proactive Awarding Of Business Based On PriceAlone”
➢ Price alone has no meaning
➢ Change focus from lowest inital cost to lowest cost
➢ Work toward a single source and long term relationship
➢ Establish a mutual confidence and aid between purchaser and vendor
5. “Improve Every Process Constantly / Forever”
➢ Quality starts qith the intend of management
➢ Teamwork in design is fundamental
➢ Forever continue to reduce waste and continue to improve
➢ Putting out fires is not improvement of the process
6. “Institute Training”
➢ Management must provide the setting where workers can be succesful
➢ Management must remove the inhibitors to good work
➢ Management needs an appreciation of variation
➢ This is management’s new role
7. “Adopt And Institute Leadership”
➢ Remove barriers to pride of workmanship
➢ Know the work they supervise
➢ Know the difference between special and common cause of variation
8. “Drive Out Fear”
➢ The common denominator of fear:
➢ Fear of knowledge
➢ Performance appraisals
➢ Management by fear or numbers
9. “Break Barriers Between Staff Areas”
➢ Know your internal suppliers and customers
➢ Promote team work
10. “Eliminate Slogans, Exhortations And Targets”
➢ They generate frustration and resentment
➢ Use posters that explain what management is doing to improve the
work environment
11. “Eliminate Numerical Quotas”
➢ They impede quality
➢ They reduce production
➢ The person’s job becomes meeting a quota
12. “Remove Barriers That Rob Pride Of Workmanship”
➢ Performance appraisal systems
➢ Production rates
➢ Financial management systems
➢ Allow people to take pride in their workmanship
13. “Institute Programs For Education And Self Improvement”
➢ Commitment to lifelong employment
➢ Work with higher education needs
➢ Develop team building skills
14. “Put Everybody In The Company To Work For This Transformation”
➢ Struggle over the 14 points
➢ Take pride in new philosophy
➢ Include the critical mass of people in the change
 What does the customer actually
want?
▪ Identify, understand and agree
customer requirements

 How are you going to meet those

requirements?
▪ Plan to achieve them
 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
 In the early 1980s, Prof. Genechi
Taguchi introduced his approach to
using experimental design for
1) Designing products or processes so that they are robust to
environmental conditions.
2) Designing/developing products so that they are robust to component
variation.
3) Minimizing variation around a target value.

 By robust, we mean that the product or process performs consistently on

target and is relatively insensitive to factors that are difficult to control.
 3 stages in a product’s (or process’s)
development:
1) System design: uses scientific and
engineering principles to determine
the basic configuration.
2) Parameter design: specific values for the system
parameters are determined.
3) Tolerance design: determine the best tolerances for the
parameters.
 Recommends: statistical experimental
design methods have to be used for
quality improvement, particularly
during parameter and tolerance
design phases.

 Key component: reduce the variability around the target

(nominal) value.
 Quality Management

Quality Planning Quality Assurance Quality Control

Criteria driven Prevention driven Inspection driven

 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.
 The BMW Quality Management provides
accurate examination of series production.
Process control with modern technologies and
experienced professionals ensure top quality for
BMW customers. Using the example of the BMW
3 Series, the BMW Quality Management is
explained and demonstrated.
 https://www.youtube.com/watch?v=TiuaFwzJ4F
U
 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.