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Lecture 3 - Fundamentals of Quality Managment

This document provides an overview of quality management concepts and activities taught by Dr. Tien Minh Do at Hanoi University of Science and Technology. It defines key quality management terms like quality policy, objectives, planning, control, assurance and improvement. It also briefly outlines the history of quality management from an era of craftsmanship to modern total quality management approaches and the role of thinkers like Deming in developing quality culture in Japan and beyond.

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28 views

Lecture 3 - Fundamentals of Quality Managment

This document provides an overview of quality management concepts and activities taught by Dr. Tien Minh Do at Hanoi University of Science and Technology. It defines key quality management terms like quality policy, objectives, planning, control, assurance and improvement. It also briefly outlines the history of quality management from an era of craftsmanship to modern total quality management approaches and the role of thinkers like Deming in developing quality culture in Japan and beyond.

Uploaded by

Nhật Hạ Lê
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Fundamentals of Quality Management

Dr. Tien Minh Do


Hanoi University of Science and Technology
School of Economics and Management
Fundamentals of Quality Management

Main content
Quality management concept
Quality management activities
History of quality management
Questions to prepare for lecture 3

1. What is quality management?


2. What is quality policy?
3. What is quality objective?
4. What is quality planning?
5. What is quality plan?
6. What should be defined in the quality plan?
7. What is quality control?
8. What is quality assurance?
9. What is quality improvement?
10. Why is quality improvement needed?
11. What are conditions for successful quality improvement?
12. Make some remarks of quality management history?
Quality Management Concept
• Quality management includes all coordinated activities to direct and control an
organization in quality by quality policy and quality objectives through quality
planning, quality control, quality assurance and quality improvement

• Quality policy
A quality policy should express top management's commitment to the quality
management system (QMS) and should allow managers to set quality objectives. It
should be based on ISO’s quality management principles and should be compatible
with the organization’s other policies and be consistent with its vision and mission.

• Quality objective:
A quality objective is a quality result that the organization intend to achieve. Quality
objectives are based on or derived from an organization’s quality policy and must be
consistent with it. They are usually formulated at all relevant levels within the
organization and for all relevant functions.
Quality Management Activities
• Quality planning
- Systematic process that translates quality policy into measurable objectives
and requirements, and lays down a sequence of steps for realizing them
within a specified timeframe.
- End results of quality planning is quality plans. A quality plan is a document,
or several documents, that together specify quality standards, practices,
resources, specifications, and the sequence of activities relevant to a
particular product, service, project, or contract
Quality Management Activities
• Quality plans should define:
- Objectives to be attained (for example, characteristics or specifications,
uniformity, effectiveness, aesthetics, cycle time, cost, natural resources,
utilization, yield, dependability, and so on)
- Steps in the processes that constitute the operating practice or procedures
of the organization
- Allocation of responsibilities, authority, and resources during the different
phases of the process or project
- Specific documented standards, practices, procedures, and instructions to
be applied
- Suitable testing, inspection, examination, and audit programs at appropriate
stages
- A documented procedure for changes and modifications to a quality plan as
a process is improved
- A method for measuring the achievement of the quality objectives
- Other actions necessary to meet the objectives
Quality Management Activities
• Quality plan example: Car body making (Stamping, Welding, Painting, Assembling).
The plan consists of:
- applicable procedures (describing the production process and
responsibilities), applicable workmanship standards, the measurement
tolerances acceptable, the description of the material standards, and so
forth.
- work orders (sometimes called travelers) specify the machine setups and
tolerances, operations to be performed, tests, inspections, handling, storing,
packaging, and delivery steps to be followed.
Quality Management Activities
• Quality control:
- is a product-focused concept, where checking of the actual results are
done to ensure that things are as expected. If the correct controls are in
place the customer can know for certain that the actual results have been
achieved because the actual results have been checked.
- Quality control is making sure the end product really is what customers
want
• Example: Car manufacturing
- Quality control would be the physical and mechanical tests that take place
throughout the process to ensure the quality assurance processes have
been followed and the customers do in fact have the exact car they expected.
- Visual inspections throughout the process, reviewing the results of the
various tests performed, these would all be quality controls performed.
Quality Management Activities
• Quality improvement
- The systematic approach to reduction or elimination of waste, rework, scrap and
losses in production process

• Why quality improvement is needed?


- Change in customer’s need
- Change in competitors
- Sustainable development for both company and society.

• Conditions for successful improvement:


- Understanding customer’s need
- Understanding competitors
- Understanding production process
- Participation of relevant parties
History of quality management
• The Age of craftsmanship (Before twentieth century):
- Simple product structure and simple production process
- The skilled craftsperson served both as manufacturer and inspector.
History of quality management
• The Early Twentieth Century
- New philosophy of production invented by Frederick W. Taylor - Father of
scientific management – separate planning and execution functions that
allow mass production through specialization.
- Henry Ford - One of the leaders of the second Industrial Revolution – made
a line production in the Ford manufacturing company
- Productivity and production output, both increased but number of defects
also increased.
- Due to lack of advanced science in management, especially statistics, there
is only quality inspection which was applied to remove defects
History of quality management
• From years 30s to Second World War
- Walter Shewhart, applied statistical methods for controlling quality with
famous tool called Control chart
- During World War II the United States military began using statistical
sampling procedures and imposing stringent standards on suppliers (MIL-
STD)
- SPC goes beyond inspection to focus on identifying and eliminating the
problems that cause defects
History of quality management
• From Post-World war II to early 1980s
- US: was a winner and became superpower in terms of politico-economy and
military
- Japan: was a loser and has to try to rebuild the country from serious
damaged economy and poor natural resources
- US: Quality was not a priority of top managers, who delegated this
responsibility to quality managers. Top management showed little interest in
quality improvement or the prevention of defects and errors, relying instead
on mass inspection. As a result, US product became less competitive
- Japan: learned how to make product with good quality from US scholars,
such as, Dr. Joseph Juran and Dr. W. Edwards Deming. They integrated
quality throughout their organizations and developed a culture of
continuous improvement (Kaizen). After 20years, quality of Japanese
products exceeded that of Western manufacturers
History of quality management
• From late 1980s onward
- Japanese quality product became driver for quality in US and other western
developed countries with a famous slogan “If Japan Can . . . Why Can’t
We?”
- TQM became popular. Quality took on a new meaning of organization-wide
performance excellence rather than a narrow engineering- or production-
based technical discipline and permeated every aspect of running an
organization.

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