Quality Assurace

PMLQAL401B Apply Quality System and Continuous Improvement

Foundations of Quality

 Our customers define the quality of our products and services.  Quality is what consistently pleases the customer at minimal cost to the organisation.

 Need to produce products and services that our customers than those of our competitors.

     

Historical Evolution of Quality Concepts

19th century - factory concept; supervisor responsible for quality WWII - mass production required QC approach - statistical sampling of end products 1920’s - Dr Walter Shewhart developed statistical QC Post-WWII: Japan rebuilt its manufacturing industry with influenece from ff: – W. E. Deming - developed stat QC into a broadly based mg’t system – – Juran - Trilogy  quality planning   quality control quality improvement Feigenbaum ‘make it right the first time’ 1960’s - development from QC to QA 1980’s - TQM concepts

Deming’s Key Ideas

Improve quality  Costs decrease bec of less rework, fewer mistakes, fewer delays, snags, better use of machine-time & materials  Productivity improves  Capture market w/ better quality and lower price  Stay in business  Provide jobs and more jobs 

Quality

ISO

: the totality of features and characteristics of a product and service which near on its ability to satisfy state or implied needs

AS1057-1985

: Fitness for purpose

Quality values of “non-customers”

1.

Legal - hygiene, additives, residues, contaminants, composition sterility etc 2. Method intergraty 3. OHS 4. Technological 5. Ethics 6. Socio-ecological 7. patient confidentiality A quality system must encompass what customers want, need and think.

Quality Assurance

    Involves:  management commitment to setting up a QA system  describing all operations within the company  ansuring company complies with all regulatory requirements and codes of practice process flow diagrams HACCP charts staff participation QA Manual

Quality System

The organisational structure, responsibilities, procedures, activities, capabilities and resources that together aim to ensure that products, processes or services will satisfy stated or implied needs A QA plan is equivalent to a quality system

QUALITY PROCESSES

     Total Quality Management Quality Circle Continuous Improvement Benchmarking (Best Practice) Just-in-Time

Four Significant Points of TQM

    Total commitment of entire workforce Elevates customer requirements to a central pedestal Quality can be improved without increasing costs to consumers Consistency of quality   

3 Main Approaches to TQM

Inspection Quality Control - hands of TQM Quality Assurance - central to TQM

Ten Tools of TQM

          Objectives and strategies Quality circles Quality manuals Planing and problem solving Pareto analysis Ishikawa Cause-and-Effect diagrams Quality cost analysis Statistical Quality Control HACCP Sampling

Four Phases of TQM

1.

Policy levels

in determining market level of quality 2.

Engineering design

stage - quality levels specified to achieve market levels 3.

Production stage

- control over incoming raw materials and production operations necessary to implement policies and design specifications 4.

Use stage -

in field, where installation can affect final quality and where guarantee of quality and conformance must be made effective

Quality Management Organisation

Manager, Quality Assurance QC in Engineering ¯ Quality Equipment Engineering Quality in Process Control Inspection and Testing

Quality Assurance Dept

 

QC Engineering

- responsible for overall process improvement of the QA system

Quality Equipment Eng’g

- responsible for the design and development of testing equipment 

Process Control

- responsible for monitoring application of the quality system – a function to which

Inspection and Testing

reports

Quality Control Department

  May be resonsible to any of the following:  General Manager (or senior executive) Chief Engineer Sales Manager

TQM is based on 3 factors

Factor 1:

the customers you serve - t

heir perceptions define quality - everyone serves one or is one i

nternal customer - a

person within an organisation for whom a service is provided

external customer - a

person outside an organisation for whom a service is provided

extended customer -

a person who may at some later date be affected by an internal or external service

Factor 2.

The system within which you work

-formal or informal Causes why systems does not work: a.

Common or system causes -

80% of problems poor training; poor design of goods or services; poor work instructions; failure to provide accurate info; machine condition b.

Special causes -

20% of problems machine malfunction, natural disaster, power surge, supplier strike, industrial action, absenteeism

Pareto principle

application

-

An organisation should concentrate its major efforts on overcoming 80% of the problems which result from its system

Quality Costs: How much quality?

Customers must be analysed not only in terms of product quality they require but also in terms of the price scales they will pay for the various levels of product quality Ð

Prevention Costs

Ð

Appraisal Costs

Ð

Failure Costs

Prevention Costs

 Costs associated with personnel engaged in designing, implementing, and maintaining the quality system – – – – – – – – Training Planning Auditing Process control engineering Design of test system Reporting system Recall insurance premiums Recall plan

Appraisal Costs

 – – – – Costs associated with the measuring, evaluating or auditing of product, components and purchased materials to assure conformance with standards and performance requirements – Design appraisal – – – Receival inspection costs Process control Depreciation of test equipment Consumables for testing Reporting End-product testing Quarantined product testing

Failure Costs



C

osts associated with defective products, components, and materials that fail to meet quality requirements and result in manufacturing losses – Scrap – – Rework of out-of-spec materials Reinspection and retesting – – Defect diagnosis Disposal costs – – Downtime from disruption of schedules Downgrading – Replacement of out-of-spec materials

Cost Graph: Quality of Conformance vs Costs

Quality Circles

  A small formally organised group of up to 10 volunteers from the same work area who regularly meet in paid time with their area supervisor to identify, analyse, solve and recommend answers and then follow up solutions to specific problems from their work area Problems - relate to quality, productivity, and other issues including those involving employee morale and motivation

Major purposes of

Quality Circles

 : – to improve the leadership and management abilities of supervisors in the workshop and encourage improvement by self-development – to increase employee morale and simultaneously create an environment in which everyone is more conscious of quality problems and the need for improvement – to function as a nucleus for company wide quality control at the workshop level

Requirements for Q Circle Members

 : – well-educated and have good understanding of the organisation beyond work area – trained to use problem-solving techniques & processes

Continuous Incremental Improvement

Kaizen -

“..continuous improvement in personal life, home life, social life and working life. When applied to the workplace, kaizen means continuous improvement involving everyone - managers and workers alike.”

Continuous Improvement

Shewhart Cycle

: result of constantly planning, doing, checking, and acting

Deming Cycle :

never-ending upward spiral of continuous improvement of products and services and of the processes required to provide them

Plan -

to make decisions about what is required to be done; to set an objective and standard

Do -

to act or put the plan into effect using worker’s input

Check -

to see that the results of doing match what was planned

Act -

to build on the successful changes so that continuous improvement occurs



PLAN



DO



CHECK



ACT

PDCA Cycle

Benchmarking (Best Practice)

Benchmark: - a

point of reference - something against which other things are measured Also: best practice, world competitive manufacturing, ten percenting

Internal benchmarking -

an organisation measures parts of its own performance and establishes goals for each department selected to be benchmarked, e.g., storing and recording goods, customer services

External benchmarking - ...

against an external standard, e.g., competitor’s performance, industry standard, customer’s expectations, best practices

5 Steps in Benchmarking

1.

Defining areas for improvement

- processes, equipment, customer-service, training, etc.

2.

Identifying the benchmark

- internal, external, international standards 3.

Measurement and collection of data

- inventory accuracy, unit cost and defect rate, number of complaints 4.

Adapting the data to the organisation -

in which areas are they better? Why?

5.

Follow-up

Just-In-Time

      Called Toyota Production System Parts are provided when and only when they are required for assembly or use Stockless production or zero inventory system

Kanban

system – “card” or “signal” a specific number of parts or components moves through stages of manufacturing process in small containers with identification Order-driven process; an order from the customer

pulls

an item through the production process.

Need for storage is eliminated