1. Chapter 6
Management Of Process
Quality
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1

2. Management Of Process Quality
The Management of Process Quality Category
examines the systematic process the company
uses to pursue ever-higher quality and company
operation performance. The key elements of
process management are examined, including
research and development, design, management
of process quality for all work units and suppliers,
systematic quality improvement and quality
assessment.a
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3. Management
System Control
Quality
Assurance
Continuous
Improvement
Input Process output Customer
People Cross Product External
Materials
functional
Energy
Equipment
Or and
Methods service internal
Money
Continuous Improvement
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4. History of Quality Control (1 of 2)
• Skilled craftsmanship during Middle Ages
• Industrial Revolution: rise of inspection and
separate quality departments
• Statistical methods at Bell System
• Quality control during World War II
• Quality management in Japan
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5. History of Quality Control (2 of 2)
• Quality awareness in U.S. manufacturing
industry during 1980s: “Total Quality
Management”
• Malcolm Baldrige National Quality Award
(1987)
• Quality in service industries, government,
health care, and education
• Current and future challenge: keep progress in
quality management alive
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6. Product Inspection/Testing Points
• Receiving inspection
– Spot check procedures
– 100 percent inspection
– Acceptance sampling
• In-process inspection
(1) Lot received for inspection, (2) Sample selected and
analyzed (3)Results compared with acceptance criteria
(4) Accept the lot or Reject the lot (5) Send to production or to
customer or Decide on disposition
• Final inspection
• What to inspect?
– Key quality characteristics that are related to cost or quality
(customer requirements)
• Where to inspect?
– Key processes, especially high-cost and value-added
• How much to inspect?
– All, nothing, or a sample
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7. Process Control
• Control – the activity of ensuring conformance to requirements and
taking corrective action when necessary to correct problems
• Importance
– Daily management of processes
– Prerequisite to longer-term improvements
• Quality Policy and Quality Manual
– Contract management, design control and purchasing
– Process control, inspection and testing
– Corrective action and continual improvement
– Controlling inspection, measuring and test equipment
(metrology, measurement system analysis and
calibration)
– Records, documentation and audits
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8. Moving From Inspection To
Process Control
Process control now become problem solving for
continuous improvement, moving from inspection to
process control take place in step or phases:
• Process characterization (definition, requirement
and identification)
• Develop standard and measures of out put
• Monitor compliance to standards and review
control
• Identify and remove causes of defects or
variations
• Achievement of process control with improved
stability and reduced variation 8

9. 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
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10. Basic Approach To Statistical
Quality Control
Identifying any deviation between what “should be” and
what “is” that is important enough to need correcting. The
activity associated with changing the state of what “is” to
what “should be” contains the following steps:
• Awareness that a problem exists.
• Determine the specific problem to be solved
• Diagnose the causes of the problem
• Determine and implement remedies to solve
problem
• Implement control to hold the gains achieved by
solution
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11. Tools for statistical Quality Control
The basic techniques are
(1) Data Collection
Establish Metric of statistical control,
Monitor a process and signal when it goes out of control,
Determine process capability
(2) Data Display :
(After data are collected, they can be converted into
a variety of form for display and analysis)
(3) Problem analysis:
(The cause-and-effect diagram, sometime know as the
“fishbone”or Ishikawa diagram, it is an excellent tool for organizing
and documenting potential causes of problem in all area and at all
level in the organization. As a brainstorming device, it is a good way
to stimulate ideas during problem solving meeting.)
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12. Pareto Analysis
Any cause that result from a multiplicity of
effects is primarily the result of the impact
of minor percentage of all causes. this
technique is similar to the “80-20” rule.
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13. Manufacturing To Specification vs.
Manufacturing To Reduce Variations
Common causes of variation include:
1. Material balance disturbances
2. Energy balance changes
3. Process instabilities
4. Equipment failure and wear
5. Poor control loop performance
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14. Process Control In Service Industries
The service process is more difficult to
control because quality is typically
measured at the customer interface, final
inspection will always be a part of the
process; the customer serves as the
inspector.
SPC can be used to measure consistency of
service and determine causes of
deterioration the from prescribed standards
and the causes of variation.
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15. Process Control For Internal
Services
• The general manager was committed to
internal as well as external quality. In
support of this commitment, the following
policy was adopted, widely disseminated,
and implemented through excellent plus
groups: excellence Plus Commitment
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16. Quality Function Deployment
marketing Design Production Usage
Marketing Design Planning Shipping
R&D Trial Production Purchase Usage
Planning Inspection Production Service
Inspection
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17. House of Quality
Interrelationships Customer
6 requirement
priorities
7. Technical requirements
1.Voice of 3
5.Relationship
the
matrix
customer 4
2. Prioritize 8.Technical requirement
and Competitive
priorities
weight evaluation
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18. Quality Function Deployment
technical
requirements
component
characteristics
process
operations
quality plan
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19. Market Research
Market Research
Customer characteristics
Customer characteristics
Quality
Competitive Evaluation
Competitive Evaluation Function
Engineering characteristics
Customer match
Deployment
Design process
Design process
Parts characteristics
Parts characteristics
Process operation
Process operation
Process Flows
Process Flows
Production planning
Production planning
Production
Production
Product
Product
team Feedback 19

20. Benefits of Just-In-Time
• Reduction of direct and indirect labor by eliminating
extraneous activities
• Reduction of floor space and warehouse space per unit of
output
• Reduction of setup time and schedule delays as the factory
becomes a continuous production process
• Reduction of waste, rejects, and rework by detecting errors
at the source
• Reduction of lead time due to small lot sizes, so that
downstream work centers provide feedback on quality
problems
• Better utilization of machines and facilities
• Better relations with suppliers
• Better plant layout
• Better integration of and communication between
functions such as marketing, purchasing, design, and
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production

21. The Human Side Of Process Control
Attention to the human resource dimension
provides a basis for signification improvement in
job development, job satisfaction, training, and
morale. Suggested actions to improve the change
include:
• Like all major change, top management support is
essential.
• Change the focus from production volume to
quality, from speed to flow, from execution to task
design, from performing to learning.
• Invest in training, a necessary prerequisite.
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