UNIT 1

Introduction to Quality Concepts

Quality is a vital concept in both manufacturing and service sectors. It focuses on meeting
customer needs and ensuring satisfaction by consistently providing reliable, defect-free products
or services.

1. Dimensions of Quality

Quality can be evaluated across multiple dimensions depending on the context, as highlighted
below:

A. Manufacturing-based Dimensions (Garvin's Dimensions of Product Quality):

1. Performance: Refers to a product's primary operating characteristics. Example: Speed in

a car.
2. Features: Additional attributes that supplement a product’s basic functionality. Example:
Car infotainment systems.
3. Reliability: The probability of a product functioning without failure over a specific
period. Example: MTBF (Mean Time Between Failures).
4. Conformance: The degree to which a product meets pre-established standards or
specifications. Example: Zero-tolerance manufacturing defects.
5. Durability: The lifespan of a product or service, under standard usage conditions.
6. Serviceability: Ease of repair, maintenance, and customer service support for the
product.
7. Aesthetics: How a product appeals to the senses, including looks, feel, sound, and smell.
8. Perceived Quality: The customer's judgment about a product or brand, influenced by
reputation, marketing, or branding.

B. Service-based Dimensions of Quality (Parasuraman's SERVQUAL Model):

1. Tangibility: Physical appearance and features of facilities, equipment, or communication

materials.
2. Reliability: Ability to deliver promised services accurately and dependably.
3. Responsiveness: Readiness and promptness in serving customer needs.
4. Assurance: Competence and courtesy of service providers, instilling trust.
5. Empathy: Personalized care and attention to customers.

2. Cost of Quality (CoQ)

The Cost of Quality is an essential measure used to evaluate the expenses related to achieving or
not achieving quality standards. CoQ can be classified into the following categories:

A. Prevention Costs
Costs incurred to avoid defects or failures during production or service delivery.

 Examples: Employee training, process improvement initiatives, quality planning.

B. Appraisal Costs

Costs associated with measuring, testing, and auditing to ensure conformity.

 Examples: Inspection, quality audits, testing materials.

C. Internal Failure Costs

Costs resulting from defects detected before the product reaches the customer.

 Examples: Scrap, rework, retesting, equipment downtime.

D. External Failure Costs

Costs arising when defects are discovered after a product reaches the customer.

 Examples: Warranty claims, product recalls, damage to brand reputation, customer

compensation.

Note: Balancing these costs leads to optimal quality management.

3. Quality Philosophies

The evolution of modern quality management has been shaped by contributions from several
Quality Gurus. Each contributed unique philosophies and tools for improving quality.

A. W. Edwards Deming – The System of Profound Knowledge

 Emphasized statistical process control (SPC).

 Advocated 14 Points for Management, promoting quality culture and eliminating
inefficiencies.
 Introduced the PDCA (Plan-Do-Check-Act) cycle for continuous improvement.

B. Joseph Juran – The Juran Trilogy

 Focused on planning, control, and improvement of quality.

 Stressed the importance of aligning quality goals with organizational objectives.
 Believed quality is everyone’s responsibility and highlighted the Pareto Principle (80/20
Rule).

C. Philip B. Crosby – Quality is Free

  Advocated for "zero defects" philosophy and prevention over inspection.
 Defined Four Absolutes of Quality Management:
1. Quality is conformance to requirements.
2. The system is prevention.
3. Standard performance is zero defects.
4. Measurement is the price of non-conformance.

D. Kaoru Ishikawa – Quality Circles and Cause-Effect Analysis

 Introduced Fishbone Diagram (Ishikawa Diagram) for root-cause analysis.

 Advocated for involving employees in problem-solving through quality circles.
 Emphasized the role of education in building a quality culture.

E. Genichi Taguchi – Robust Design and Loss Function

 Focused on reducing variation through robust design.

 Introduced the Taguchi Loss Function, quantifying quality losses as deviations from
target values.

F. Shigeo Shingo – Mistake-proofing and Lean Systems

 Created the Poka-Yoke (mistake-proofing) system.

 Advocated lean manufacturing and Single Minute Exchange of Dies (SMED) for
efficiency.

G. Armand V. Feigenbaum – Total Quality Control (TQC)

 Advocated for integrating all organizational functions in quality improvement.

 Developed the Cost of Quality framework.

H. Toyota Production System (TPS):

Pioneered by Taiichi Ohno, focused on lean practices to minimize waste, improve efficiency,
and enhance quality.

4. Quality Systems

Organizations implement structured Quality Management Systems (QMS) to standardize and

manage quality. Common QMS frameworks include:

A. ISO 9000 Series:

 Internationally recognized standards for QMS.

 Ensures consistency in product and service quality, customer focus, and continual
improvement.
B. Six Sigma:

 A data-driven approach aiming for near perfection (3.4 defects per million opportunities).
 Tools: DMAIC (Define, Measure, Analyze, Improve, Control) process.

C. Lean Manufacturing:

 Focuses on minimizing waste and non-value-added activities to deliver quality at lower

costs.

D. TQM (Total Quality Management):

 Organization-wide approach where every employee is involved in continuous quality

improvement.
 Principles include customer focus, leadership involvement, employee participation, and
systematic problem-solving.

E. Malcolm Baldrige National Quality Award:

 Recognizes high-performance organizations excelling in leadership, strategic planning,

and customer management.

F. EFQM (European Foundation for Quality Management):

 Framework emphasizing innovation, performance, and sustainable success.

5. Contribution of Quality Gurus

The quality journey owes its foundation to the philosophies, methods, and frameworks proposed
by the quality pioneers. They emphasize:

 Empowering employees for better participation.

 Ensuring systematic, data-driven decision-making.
 Aligning quality goals with strategic business objectives.
UNIT 2
Quality Assurance and Control
Quality Assurance (QA) and Quality Control (QC) are integral to achieving high-quality
standards in products and services. While closely related, these two concepts have distinct
objectives and methods.

1. Concepts of Quality Assurance (QA)

Quality Assurance (QA) refers to a proactive and systematic approach focused on ensuring that
quality requirements are fulfilled throughout a product or service's lifecycle. QA emphasizes
process-oriented activities to prevent defects or failures.

Key Features of QA:

1. Proactive Approach: Ensures that quality is built into the process from the beginning.
2. Focus on Processes: Covers planning, documentation, monitoring, and continuous
improvement.
3. Standards-Based: Ensures conformity to regulatory, industry, and organizational
standards.
4. Documentation and Traceability: Maintains records of activities, policies, and metrics.

2. Objectives of Quality Assurance

The primary objectives of QA are to:

1. Prevent Defects: Identify and eliminate potential causes of defects in early stages.
2. Establish Standards: Define consistent processes and performance metrics.
3. Build Customer Confidence: Demonstrate reliability and commitment to quality.
4. Improve Organizational Efficiency: Streamline processes and reduce rework or waste.
5. Ensure Compliance: Adhere to statutory, regulatory, and contractual requirements.

3. Quality Manual

A Quality Manual is a documented statement of an organization’s quality policies, objectives,

and processes. It provides a structured approach to quality management.

Key Components of a Quality Manual:

1. Introduction: Outlines scope, purpose, and applicability of the quality system.

2. Quality Policy: A declaration of the organization's commitment to quality.
3. Roles and Responsibilities: Defines authority and accountability across levels.
4. Standards Compliance: References applicable standards (e.g., ISO 9001).
 5. Processes and Procedures: Detailed descriptions of how quality objectives will be
achieved.
6. Control Mechanisms: Includes internal audits, records management, and corrective
actions.

4. Specification and Design Control

Specification and Design Control ensure that the requirements for a product or service are
clearly defined, documented, and adhered to throughout development.

Key Aspects:

1. Requirement Specification:
o Define functional, performance, and regulatory requirements for the
product/service.
o Ensure customer needs are clearly documented.
2. Design Review and Validation:
o Conduct periodic reviews to identify and address design flaws early.
o Validate design against specifications and requirements.
3. Change Control:
o Implement processes for managing and documenting design changes.
4. Traceability:
o Maintain records linking design decisions with requirements.

5. Process Control

Process Control focuses on ensuring that manufacturing or service processes operate within
defined parameters to produce consistent results.

Key Steps in Process Control:

1. Standard Operating Procedures (SOPs):

o Detailed instructions to ensure consistent execution of processes.
2. Control Plans:
o Define checkpoints to monitor critical parameters during production.
3. Statistical Process Control (SPC):
o Use statistical tools like control charts to track and control variability.
4. Error-proofing:
o Implement Poka-Yoke systems to eliminate human errors.
5. Continuous Monitoring:
o Evaluate process performance through real-time data collection.

6. Inspection and Testing

Inspection and Testing are activities aimed at detecting defects in products or processes.
Types of Inspection:

1. Incoming Inspection: Ensures raw materials or components meet specified standards

before use.
2. In-Process Inspection: Identifies and corrects issues during manufacturing or service
delivery.
3. Final Inspection: Evaluates the finished product against specifications before delivery.

Testing Methods:

1. Destructive Testing:
o Physically stresses the product until it fails to evaluate strength, durability, etc.
o Example: Crash testing for cars.
2. Non-Destructive Testing (NDT):
o Analyzes properties without causing damage (e.g., X-ray, ultrasound).
3. Functional Testing:
o Assesses whether the product performs its intended functions correctly.
4. Stress Testing:
o Exposes the product to extreme conditions to identify weaknesses.

7. Quality Assurance in Services

QA in services focuses on ensuring the consistent delivery of customer-oriented services. Unlike

products, services are intangible, making quality management challenging.

Unique Aspects of QA in Services:

1. Intangibility: Service quality depends on perceptions and experience rather than physical
features.
2. Heterogeneity: Services vary with each customer interaction, demanding flexibility.
3. Inseparability: Delivery and consumption occur simultaneously, emphasizing real-time
quality monitoring.
4. Perishability: Services cannot be stored; real-time quality management is crucial.

QA Tools for Services:

1. Standardized Procedures:
o Define processes for service delivery, reducing variability (e.g., hospitality SOPs).
2. Employee Training:
o Train staff to handle customer needs and service challenges effectively.
3. Customer Feedback Systems:
o Use surveys or feedback forms to identify improvement areas.
4. Service Guarantees:
o Offer assurances to customers about the quality and reliability of services.

Examples of QA in Services:
 Healthcare: Adherence to patient care protocols, hygiene standards, and response time.
 Banking: Accuracy in transactions, customer support, and timely resolution of issues.
 Education: Consistent curriculum delivery, assessment fairness, and teacher competence.
UNIT 3
Statistical Process Control (SPC)

Statistical Process Control (SPC) is a method used to monitor, control, and improve processes
by using statistical techniques. The goal of SPC is to identify and eliminate variations in
processes to ensure consistent quality.

Seven Basic Tools of Quality (7 QC Tools)

These tools are simple to use and provide powerful insights for identifying, analyzing, and
solving quality-related problems.

1. Pareto Diagrams

 Concept: Based on the Pareto Principle (80/20 Rule), which states that 80% of
problems arise from 20% of causes.
 Purpose: Prioritize efforts by identifying the most significant causes of defects.
 How it Works:
1. List all possible causes of problems.
2. Collect data and arrange it in descending order of frequency or impact.
3. Create a bar chart showing cumulative percentages.

Example: Identify and address major defects in a production line.

2. Cause-and-Effect Diagrams (Fishbone Diagram or Ishikawa Diagram)

 Concept: Visual tool to systematically identify the potential causes of a problem.

 Purpose: Diagnose root causes of a specific issue.
 Structure: Categorizes causes into groups such as:
1. Man: Human-related issues.
2. Machine: Equipment or tool-related issues.
3. Method: Procedure-related inefficiencies.
4. Material: Quality or suitability of materials.
5. Measurement: Data inaccuracies.
6. Environment: External or situational factors.

Example: Analyzing delays in a supply chain.

3. Scatter Diagrams

 Concept: Graphical representation of the relationship between two variables.

 Purpose: Identify and visualize potential correlations.
 How it Works:
 1. Plot data points on an X-Y graph.
2. Analyze the pattern to identify relationships (positive, negative, or no correlation).

Example: Correlating employee training hours (X-axis) with defect rates (Y-axis).

4. Run Charts

 Concept: A simple graph displaying process performance over time.

 Purpose: Detect trends, shifts, or cycles.
 How it Works:
1. Plot data sequentially along the X-axis (time) and process metrics on the Y-axis.
2. Observe for consistency or deviations.

Example: Monitoring daily production output.

5. Control Charts

 Concept: Tool for monitoring process stability and control over time.
 Purpose: Differentiate between common cause variation (inherent) and special cause
variation (assignable).
 Structure: Includes:
1. Central Line (CL): Average value.
2. Upper Control Limit (UCL): Maximum acceptable variation.
3. Lower Control Limit (LCL): Minimum acceptable variation.

Types of Control Charts:

1. Control Charts for Variables (Continuous Data):

o X̄ Chart: Monitors changes in the average value of a process.
o R Chart: Monitors changes in the range (spread) of a process.

Example: Using an X̄ chart to track the average weight of packaged goods .

2. Control Charts for Attributes (Categorical Data):

o P Chart: Tracks the proportion of defective units.
o C Chart: Tracks the number of defects per unit.

Example: Monitoring defective percentages in a production batch using a P Chart.

Interpretation of Control Charts:

 Points outside control limits indicate special causes of variation.

 Patterns or trends in points indicate potential instability.

6. Histograms
  Concept: A bar chart that shows the distribution of process data.
 Purpose: Identify the frequency of variations in data and detect patterns.
 How it Works:
1. Collect data and group it into intervals (bins).
2. Plot the data as vertical bars to show frequency distribution.

Example: Evaluating variability in machining time.

7. Flow Charts

 Concept: Graphical representation of a process or workflow.

 Purpose: Identify inefficiencies or redundancies in processes.
 Structure:
o Shapes: Different shapes denote activities (e.g., rectangles for processes,
diamonds for decisions).
o Arrows: Represent process flow.

Example: Mapping the order fulfillment process in an e-commerce company.

Control Chart Techniques

1. X̄ Chart and R Chart:

o Collect samples and compute the mean (X̄) and range (R) for each sample.
o Calculate control limits using formulas:
 UCLX̄= X̄+A2*R
 LCLX̄= X̄−A2*R
o Observe trends or patterns for abnormal points.
̄
2. X Chart and S Chart:
o Similar to the R chart but uses standard deviation instead of range for better
sensitivity in larger samples.

Application of 7 QC Tools in SPC

These tools are commonly used in conjunction with SPC to diagnose, correct, and prevent
quality issues.

Example in Practice:

 Use Pareto charts to identify major issues.

 Conduct a Cause-and-Effect analysis to identify root causes.
 Utilize Control Charts to maintain stable production processes.
 Analyze correlations with Scatter Diagrams.
 Monitor historical trends using Run Charts.
UNIT 4
Total Quality Management (TQM) Tools

Total Quality Management (TQM) emphasizes a holistic approach to improving quality by

integrating all organizational processes, promoting teamwork, and focusing on customer
satisfaction. TQM tools are systematic methods used to identify, analyze, and improve processes
in alignment with TQM principles.

1. TQM Framework
The TQM Framework provides the foundation for implementing quality management practices
effectively.

Key Components of the TQM Framework:

1. Customer Focus:
o Understand and meet customer needs and expectations.
o Drive improvements based on customer feedback.
2. Leadership Commitment:
o Senior management ensures alignment of organizational goals with TQM
principles.
o Leadership drives a quality-centered culture.
3. Continuous Improvement:
o Apply tools such as Kaizen, Six Sigma, or Lean to enhance quality.
4. Employee Involvement:
o Foster a participatory culture through training and empowerment.
5. Process Approach:
o Manage processes systematically to achieve efficiency and effectiveness.
6. Fact-Based Decision-Making:
o Use metrics and data for strategic decisions.
7. Integrated System:
o Align organizational structure with TQM goals.

2. Benchmarking
Benchmarking is the process of comparing organizational processes or performance metrics
against best-in-class standards or competitors.

Types of Benchmarking:

1. Internal Benchmarking:
o Compare performance across departments within the same organization.
2. Competitive Benchmarking:
 oCompare your organization’s performance with competitors in the industry.
3. Functional Benchmarking:
o Compare processes with those of non-competitors known for excellence in
specific functions.
4. Generic Benchmarking:
o Focus on comparing unrelated industries with similar processes or challenges.

Benchmarking Process:

1. Plan:
o Identify processes or metrics to benchmark.
o Choose benchmarking partners.
o Establish data collection methods.
2. Collect Data:
o Gather quantitative and qualitative data on performance metrics.
3. Analyze Data:
o Identify performance gaps between the organization and the benchmark.
o Understand reasons for gaps and potential areas for improvement.
4. Implement Improvements:
o Develop action plans to address gaps.
o Integrate best practices from benchmarks.
5. Monitor Results:
o Continuously track performance and refine processes.

3. Quality Function Deployment (QFD)

Quality Function Deployment (QFD) is a structured methodology to translate customer needs
into specific product or service features. It emphasizes aligning organizational functions to meet
customer expectations.

Steps in QFD:

1. Identify Customer Requirements:

o Use customer surveys, interviews, or feedback to understand needs and
expectations.
2. Prioritize Requirements:
o Use techniques like Pareto analysis to rank customer requirements by importance.
3. House of Quality:
o A matrix linking customer requirements with technical specifications or business
processes.
4. Technical Development:
o Focus on translating customer needs into actionable product features.
5. Implementation:
o Deploy resources to meet prioritized features while monitoring quality metrics.

Advantages of QFD:
  Reduces time to market.
 Improves product quality by focusing on customer needs.
 Enhances cross-functional collaboration.

4. Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM) is a maintenance approach focused on maximizing
equipment efficiency and reliability through proactive and preventive measures.

Pillars of TPM:

1. Autonomous Maintenance:
o Train operators to maintain their equipment independently.
2. Preventive Maintenance:
o Schedule regular maintenance activities to prevent breakdowns.
3. Focused Improvement:
o Engage cross-functional teams to eliminate losses or inefficiencies.
4. Quality Maintenance:
o Monitor processes to detect deviations early.
5. Planned Maintenance:
o Optimize maintenance schedules to maximize equipment uptime.
6. Training and Education:
o Build operator and maintenance staff competence.
7. Safety, Health, and Environment (SHE):
o Ensure safe and eco-friendly operation of equipment.
8. Office TPM:
o Apply TPM principles to administrative and support functions.

Metrics in TPM:

 OEE (Overall Equipment Effectiveness):

o Combines availability, performance, and quality to measure machine efficiency.

5. Failure Modes and Effects Analysis (FMEA)

Failure Modes and Effects Analysis (FMEA) is a proactive tool used to identify potential
failure modes in a system or process and mitigate associated risks.

Key Steps in FMEA:

1. Identify Failure Modes:

o Determine possible ways a process, product, or system might fail.
2. Determine Causes and Effects:
o Identify the root causes of each failure mode and its potential impact.
3. Prioritize Risks:
 o Use Risk Priority Numbers (RPN):
 RPN=Severity×Occurrence×Detection
 Severity (S): Impact of the failure.
 Occurrence (O): Likelihood of failure happening.
 Detection (D): Likelihood of detecting the failure.
4. Implement Controls:
o Design measures to eliminate or reduce the impact of critical failure modes.
5. Reassess Risks:
o Re-evaluate RPN after corrective actions to ensure effectiveness.

Comparison of TQM Tools

Tool Purpose Key Focus Example

Application
Benchmarking Compare with best practices Performance Gaps Supply chain
optimization
QFD Convert customer needs into Product/Service Automobile feature
specifications Design design
TPM Maximize equipment Equipment Manufacturing
efficiency Maintenance processes
FMEA Analyze potential failures Risk Management Aircraft safety design
UNIT 5
1. Kaizen (Continuous Improvement)

Kaizen is a Japanese philosophy that means "change for better." It focuses on small, incremental
improvements that lead to significant overall benefits.

Key Principles of Kaizen:

1. Continuous Improvement:
o Improvement is a daily activity involving everyone in the organization.
2. Employee Involvement:
o Encourage teamwork and employee suggestions for improvement.
3. Customer Focus:
o Align improvements with customer needs and expectations.

Kaizen Cycle (PDCA):

1. Plan:
o Identify areas of improvement and plan changes.
2. Do:
o Implement changes on a small scale.
3. Check:
o Assess the effectiveness of changes.
4. Act:
o Standardize successful changes and plan further improvements.

Example:

 A manufacturing unit introduces daily stand-up meetings to discuss and resolve minor
production inefficiencies.

2. Six Sigma

Six Sigma is a data-driven methodology aimed at eliminating defects and reducing variability in
processes.

Key Features of Six Sigma:

1. DMAIC Cycle:
o Define: Identify the problem and project goals.
o Measure: Collect data to understand the process baseline.
o Analyze: Identify root causes of defects or issues.
o Improve: Implement solutions to address the root causes.
o Control: Sustain improvements by implementing control mechanisms.
 2. Statistical Tools:
o Focus on achieving a defect rate of 3.4 defects per million opportunities
(DPMO).

Roles in Six Sigma:

 Green Belts, Black Belts, and Master Black Belts:

o Certified individuals lead and manage improvement projects.

Example:

 A service company reduces customer complaint resolution time by analyzing the root
cause and streamlining its processes using the DMAIC framework.

3. ISO (International Organization for Standardization)

ISO Standards are globally recognized frameworks for maintaining quality across various
sectors.

Popular ISO Standards:

1. ISO 9001: Quality Management System (QMS):

o Focus on meeting customer requirements and enhancing satisfaction.
2. ISO 14001: Environmental Management:
o Promotes eco-friendly processes.
3. ISO 45001: Occupational Health and Safety:
o Ensures safety in the workplace.

Implementation Steps:

1. Gap Analysis:
o Identify the differences between current practices and ISO standards.
2. Policy Development:
o Create a quality policy aligned with the standard's requirements.
3. Training and Documentation:
o Train employees and maintain records to demonstrate compliance.

4. 5S Methodology

The 5S methodology is a workplace organization technique focusing on improving efficiency

and reducing waste.

The 5S Steps:

1. Sort (Seiri):
o Remove unnecessary items from the workspace.
 2. Set in Order (Seiton):
o Arrange tools and materials for easy access.
3. Shine (Seiso):
o Clean and maintain the workplace.
4. Standardize (Seiketsu):
o Establish uniform practices for consistency.
5. Sustain (Shitsuke):
o Instill a culture of maintaining improvements.

Example:

 Implementing 5S in a warehouse reduces the time spent searching for tools by

standardizing their placement.

5. Quality Circles (QC)

Quality Circles are small groups of employees who voluntarily work together to solve
workplace problems and improve quality.

Key Aspects of Quality Circles:

1. Team Collaboration:
o Employees discuss and implement improvements with managerial support.
2. Empowerment:
o Encourages employees to take ownership of process improvements.
3. Problem-Solving Tools:
o Use of Fishbone Diagrams, Pareto Analysis, etc.

Example:

 Employees in a food production company form a QC to improve packaging processes,

reducing damage during transport.

6. Poka-Yoke (Error-Proofing)

Poka-Yoke, a Japanese term for "mistake-proofing," involves designing systems or processes to

prevent human errors.

Key Methods:

1. Physical Barriers:
o Prevent incorrect assembly or placement (e.g., different connector shapes).
2. Warnings:
o Alerts or signals (e.g., buzzers or warning lights) when a mistake occurs.
3. Control Mechanisms:
o Automated systems that stop processes if errors are detected.
Example:

 A machine that won't start unless safety guards are in place.

7. Lean Manufacturing

Lean Manufacturing focuses on reducing waste (non-value-added activities) in processes while

maximizing customer value.

Seven Types of Waste (TIMWOOD):

1. T: Transportation – Unnecessary movement of materials.

2. I: Inventory – Excess inventory beyond immediate needs.
3. M: Motion – Inefficient movement of people or equipment.
4. W: Waiting – Idle time caused by delays.
5. O: Overproduction – Producing more than required.
6. O: Overprocessing – Performing unnecessary tasks.
7. D: Defects – Products that require rework or scrapping.

Lean Tools:

1. Value Stream Mapping:

o Analyze current processes and design optimized workflows.
2. Kanban:
o Visual scheduling tool for managing work in progress.

8. Service Quality

Service quality refers to the consistent delivery of excellent service that meets or exceeds
customer expectations.

Dimensions of Service Quality (SERVQUAL Model):

1. Tangibles:
o Physical facilities, equipment, and appearance of personnel.
2. Reliability:
o Ability to perform the promised service dependably.
3. Responsiveness:
o Willingness to help customers and provide prompt service.
4. Assurance:
o Employee knowledge and courtesy inspire trust.
5. Empathy:
o Personalized attention to customer needs.

Improvement Techniques:
  Customer Feedback Mechanisms:
o Surveys and reviews.
 Service Recovery Strategies:
o Responding effectively to service failures.
 Training Programs:
o Develop skills and improve employee-customer interactions.

Comparison of Quality Improvement Techniques

Technique Focus Key Benefits Example Application

Kaizen Incremental Employee Manufacturing
improvements engagement, efficiency productivity
Six Sigma Reducing defects Improved quality, cost Pharmaceutical
savings manufacturing
ISO Global standards Customer trust, Export-oriented
compliance consistency industries
5S Workplace organization Reduced waste, Automotive assembly
efficiency lines
QC Team-based problem- Employee ownership, Assembly-line defect
solving innovation reduction
Poka-Yoke Mistake-proofing Error reduction, safety Equipment assembly
systems processes
Lean Waste elimination Cost reduction, E-commerce
Manufacturing customer value warehousing
Service Quality Customer experience Satisfaction, loyalty Hospitality or banking
improvement sector