BASIC CONCEPTS OF QUALITY CONTROL QUALITY ASSURANCE QUALITY MANAGEMNT TOTAL QUALITY MANAGEMENT ISO SYSTEM
QUALITY is the totality of features and characteristics of a product that bears on it’s ability to satisfy the stated or implied needs --ASQC
What is Quality? • User-based: “In the eyes of the beholder” • Manufacturing-based: “Right the first time” • Product-based: Precise measurement
Dimensions of Quality • • Performance Aesthetics Special features: convenience, high tech Safety Reliability Durability Perceived Quality Service after sale
Importance of Quality • • • Lower costs (less labor, rework, scrap) Motivated employees Market Share Reputation International competitiveness Revenues generation increased (ultimate goal)
QUALITY CONTROL is the operational techniques and activities that are used to fulfill the requirements for quality
QUALITY ASSURANCE 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.
QUALITY MANAGEMENT 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
TOTAL QUALITY MANAGEMENT l l 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
QM Vs QA The Prime Focus of Quality Management Quality Assurance Achieving results that satisfy the requirements for quality. Demonstrating that the requirements for quality have been (and can be) achieved. Motivated by stakeholders internal to the organization, especially the organization’s management Motivated by stakeholders, especially customers, external to the organization Goal is to satisfy all stakeholders Goal is to satisfy all customers. Effective, efficient, and continually improving, overall quality-related performance is the intended result. Confidence in the organization’s products is the intended result Scope covers all activities that affect the total quality-related business results of the organization Scope of demonstration coves activities that directly affect qualityrelated process and product results
HISTORICAL BACKGROUND ► THE OLDEST TERM ► QUALITY CONTROL ASSURANCE (1970 s) ► QUALITY MANAGEMENT
HISTORICAL BACKGROUND ► TOTAL QUALITY MANAGEMENT ► CURRENTLY ENTERPRISES ARE RUSHING TO ► SIX SIGMA ► DEMING AWARD ► MALCOLM BALDRIDGE NATIONAL QUALITY AWARD (MBNQA)
HIERARCHIAL STRUCTURE • TOTAL QUALITY MANAGEMENT QUALITY ASSURANCE
HIERARCHIAL STRUCTURE • QUALITY ASSUR. (GMP+Original prod. design & development) GOOD MFG. PRACTICE QUALITY CONTROL
ISO SYSTEM • A SET OF QUALITY STANDARDS GOVERNING THE DOCUMENTATION REQUIREMENT OF A SYSTEM • ISO 9001 -2000 • ISO 14000 • ISO 17025 • SA 8000
TQM Vs ISO SYSTEM (1) ISO 9000 NOT NECESSARILY CUSTOMER FOCUSED TECHNICAL SYSTEM & PROCEDURES FOCUSED EMPLOYEE INVOLVEMENT NOT NECESSARY TQM DEFINITELY CUSTOMER FOCUSED PHILOSPHY, CONCEPTS, TOOLS &TECHNIQUES FOCUSED EMPLOYEE INVOLVEMENT NECESSARY
TQM Vs ISO SYSTEM (2) ISO 9000 LESS OR NO FOCUS ON CQI CAN BE DEPATMENTALLY FOCUSED QUALITY DEPARTMENT RESPONSIBLE FOR QUALITY TQM CQI &TQM ARE SYNONYM ORGANIZATION WIDE EVERYONE RESPONSIBLE FOR QUALITY
TQM Vs ISO SYSTEM (3) ISO 9000 PRESERVES THE STATUS QUO TQM IMPROVES PROCESS & CULTURAL CHANGE
RELATIONSHIP B/W TQM & ISO MANAGING(STRATEGY, LEAQDERSHIP, COMMITMENT) SUPPLIERS PEOPLE ATTITUDE BEHAVIOR INVOLVEMENT EMPOWERMENT CUSTOMERS ISO 9000
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