Quality control is a process to review production and ensure it meets standards of dependability, acceptability, and fiscal responsibility. It identifies products that don't meet standards. Establishing a quality control program involves documenting existing processes, identifying objectives, and establishing policies and procedures. Quality control tools include standard operating procedures, process maps, checklists, and reporting systems. Measuring success includes metrics like error rates and costs. Total quality management, Six Sigma, and ISO 9000 standards can be applied to quality control programs.

1. Quality ControlinMail Center Operations Mark M. Fallon, CMDSM The Berkshire Company James P. Mullan, CMDSM, EMCM, MDC Océ Business Services

3. Why implement Quality Control

4. Quality Control Team

5. Establishing a Quality Control Program

6. Quality Control and Quality Assurance

7. Quality Control Tools

8. Measuring Success

9. TQM, Six Sigma and ISO 9000

11. Why Quality is Important “Good enough” isn’t good enough Meet customers’ expectations Help employees improve performance

12. Goals of Quality Control Ensure products or services meet standards Requirements are reviewed for: Dependability Acceptability Fiscal responsibility

13. Goals of Quality Control Team Identify products or services that don’t meet standards Additional responsibilities: Halt production Notify management Notify customer

14. Quality Control Team Members Choose from multiple levels (e.g., line, management) Choose from multiple disciplines (e.g., operations, customer service) Have desire and aptitude for improvement

15. Quality ControlProgram Parameters Can’t test everything Identify key standards Past errors Customer complaints Automated tests

16. Correcting Errors NOT the responsibility of the QC team! Different levels to be corrected: Immediate error – Operator Training error – Supervisor Systematic error - Management

17. Establishing a Quality ControlProgram Document the existing process Identify specific objectives of the program Establish policies and procedures Map out and validate the QC process

18. Quality Control andQuality Assurance Quality Control – identify and detect errors Quality Assurance – evaluate and improve process Important that management team understands the difference

19. Quality Control Tools Standard Operating Procedures (SOPs) Process maps Checklists Quality Control and Change Control documentation Reporting system

20. Documenting QualityControl Results Measurements: Number and percentage of errors Operator productivity Costs Periodic Reviews

21. Quality Control – What’s Acceptable 100% - Must be the goal Weigh goals, costs and results Risk and probability of “worst case”

22. Quality Control and Testing Establish standards and specifications Develop test cases of probable errors Test production process Test quality control process and results

23. TQM, Six Sigma and ISO 9000 Total Quality Management – TQM. Management philosophy on continuous improvement. Six Sigma – TQM, with additional emphasis on project management. ISO 9000 – standards and guidelines for quality systems as set by International Organization for Standardization

24. Six Sigma Overview A 50,000 Foot View Of Process and Problem Analysis and Solutions for Corrective Actions

25. Definition Six Sigma is a process of corrective action and measure to achieve .99977 percent accuracy Sigma represents number of deviations per million opportunities (DPMO) Simple translation – number of errors in a process for every million times you perform that process Source: W. Edwards Deming – TQM Industry Innovator & Leader

26. Can That Be Possible? 3.4 errors per million pieces of mail is a stretch for you resources – especially in this economy The program is built to improve current process measures / reduce errors / increase efficiency in your operation Most mail centers may run at a 3-4 Sigma Your goal using this tool is to improve to a 4 then a 5 sigma by reducing errors and waste

27. “Six Steps” Approach Identify the product or service you provide Identify your customer and what that customer feels is important in your product/service (Critical to Quality) Identify the “satisfaction” level for delivering your product/service (Compliance & Voice of Customer) Define the process for making that satisfaction a reality Make your process mistake-proof and eliminate waste Ensure continued improvement by measuring, analyzing and controlling improved process. IMPORTANT: Never try to lead process activity to a “suspected” outcome Always let the process lead you to the solution

28. Key Components Process of identifying errors Weighing value or “damage” of errors Defining steps to change your steps Focus on risk, impact and what your customer sees Science (math too) approach to correction Test all solutions - kick the tires!! Follow up and REPLICATE the solutions whenever and wherever you can

29. Effective Solutions “A good solution becomes a great solution when you can apply it to other problems in your operation.” Example: Delays in delivery due to broken or occupied freight elevator – limiting access to deliver on time Solution: Mail placed in satchels for delivery through passenger elevators – full access Additional solution: Completed copy work can be returned to originator using luggage cart instead of hand truck – access via passenger elevator

30. DMAIICThe Success Blueprint Define – Your project Measure – Your current process Analyze – Gather data for determining causes Improve – Cost & customer benefits Implement – Gain buy in to activate changes Control – Report findings / results scorecards

31. Six Sigma Benefits Forces you to study your process Data systems set up – “You cannot manage what you do not measure” Customer views of success are defined Process is cost-sensitive to economy/budgets Interaction with customers and management to secure support for your solutions ADVERTISEMENTof your success!!!

32. Implementing Quality Control Plan Execute Evaluate Measure and Monitor Adjust

33. Quality Control:Only for Production? Quality Control works anytime that there is a process that there is a measurable result that there is opportunity for error

34. Quality Control Roadblocks “Error-free isn’t possible, so why try?” “Quality Control costs too much.” “Quality Controls slows down production.” “Nobody really cares.”

35. Overcoming Roadblocks Explain competitive environment. Demonstrate true costs of errors. Measure “re-work” times. Share feedback from customers.

36. Questions for Certificate Program Question 1 True or False: Quality control and quality assurance mean the same thing. Answer – False Question 2 True or False: Standard Operating Procedures are an essential aspect of a good quality control program. Answer – True Question 3 True or False: Quality Control works for every process. If there can be errors, then there can be a quality control program. Answer - True

37. Questions? Mark M. Fallon, CMDSM President & CEO The Berkshire Company mmf@berkshire-company.comwww.berkshire-company.com James P. Mullan, CMDSM, EMCM, MDC National Operations Manager – Chubb Océ Business Services james.mullan@oce.com