IntrotoQC

Introduction to Quality Control

Kobkit Issarachevawat DEPARTMENT OF INDUSTRIAL ENGINEERING CMU 1

INPUT

PROCESS

Quality System • ISO 9000 • TQM

OUTPUT

•PRODUCT ( ,

) •SERVICE ( , ) 2

ก ก

ก ก ก

ก ก

!" #

$ % #ก

ก '(

& # กก ก

ก # กก

& )

) ก

& &

ก

* ก

& ' +

ก

)

ก $,

& ก $,

& ,- Value3 added

Evolution

Quality Control Control Quality Evolution Evolution TQM TQC SQC

Inspection

1920

1940

1960

1980 4

, % ŕ¸

'(

Quality Control QC ภ! ".$. 1931 ()*

Dr. W.A. Schewhart 3 4 5 Bell Laboratories : ;<)=> ? @A BC ภ"D3"E (Control Chart)()* H=D I ภ5 ; J K "$.1950 5 ; > IN ภD 5* $ K N @OP D $Dภ@ Q; P 5$R ES (JUSE) <)= H R Dr. W.E. Deming AC= H *DH RH D ภ; SQC ="D C= ; QC @ภQAC=3 P) 3 C; ;3 4 5 EK ภRQY ; R ES ".$.1957 Dr. A.V. Feigenbaum 3 4 5 General Electric * ; ; Total Quality Control _ P335 P 5I B > ภ> ? ภ4 @OP 3 E;"E`B > ()*ภOEQ " B * ;"NภQ;aP Q;AO = J AO K "= @OP3 ภ5 = ;"D > ;> a@ภQOCภ"= )=D*K= 5E 5 K b @OP* b DQ QC aPK= ;)b ภ3 5EภQD*; ()*AC= H *DH R)= QC 5Q 5

, % ŕ¸

'(

`P ) *DภR ES ภc<)=> ? QC SQC 5 3JQ *5 ) a ŕ¸

ภ_ QC @33R ES *ภDQ Total Quality Control (TQC) HQ ภ@KQTQC ;R ES @ D5 ;ภd 3 K 5 @KภKQ ;a ภTQC ; ) .<e ภ3 D N " QC aPK= ;)b ภ()*> ภ; 5Eภ" 5 D5 ; ;"Nภ< Q HQ@"Q AC= H *DH R QC 5Q

ภ2 G.Taguchi ภภTaguchi Method ! ภ" #$ % # &'#%

ภ( ) ภ' ภ' * #+ ' '# ภ( % , % - $ % +ภ$ %+ .

6

What is quality?

ISO 8402:1994 â&#x20AC;&#x153; Quality is the totality of features and characteristics of a product or service that bear upon its ability to satisfy stated and implied needsâ&#x20AC;?

ภภŕ¸

! ภ" # $ %$&# $ '(! ( " $! & ( ) * & ภ+ ภ+ )' # $ ,$! , !' & ) * -!,$!%$& &

7

What is quality?

Fitness for purpose or use. (Juran) The total composite product and service

characteristics of marketing, engineering, manufacture and maintenance through which the product and service in use will meet the expectation by the customer.

(Feigenbaum) Conformance to requirements. (Crosby) 8

What is quality?

/ ภภThe goodness of product/service as perceived by the customer 9

â&#x20AC;¢ :

!"# $ %& % % ' SPEC.

PRODUCT

â&#x20AC;¢ :

PRODUCT

CUSTOMER

SPEC.

10

ก ก

! "

! # ก$

/+ 01 ' %#+ ,

2 + 01 %# % 2 '

01 # / + 3 QC

01 # / + ก3

4# /+ ก%#+ ก % 5 +( " # ก/

01 ' 4 ก ' * ก

4# $ %/+ ก %#+ " "5ก $ % " # ก/

01 & ก ก ( ก '/+ #

6+ 80% /+ 7 01

ก 80%/+ 7 01 5 ก$*#(

6 + 5 ก 01 ก8 +

01 ' + $ %/+ '

01 6 + /+ .%

01 6 + /+ ก 5 'ก ' 11

ภ! " # *J ; "E`B >5 K= ; *CQ *Q ;" 3J=D _ ภK J= ภ< Q " E`B > *Q ; "= )@O=D OCภ"= aP< Q: *Q ;@ Q 2. ! !& ' (attractive quality) *J ; "E`B >5 ()* ภK aP< Q "E`B >H ) *CQ K D "= @KQJ= ภภcaPaC; aOCภ"= = ภ)"D a5 aP: <)= 1. % $ (must be quality)

12

Quality by Inspection ISO 8402 &'#" # 2 ก % 5 +( 6+ Inspection & #

“Inspection is activities such as measuring, examining, testing, gauging one or more characteristics of a product or service and comparing these with specified requirements to determine conformity” 13

K. ishikawa "Quality must be built in to the process, not by inspection"

Reject I/P - Man - M/C - Material - Method - Maintenance

Process Accept Inspection

(a) Inspection 14

Quality Control ISO 8402: 1994 â&#x20AC;&#x153;Quality Control is the operational techniques and activities that are used to fulfil requirements for qualityâ&#x20AC;?

15

Compare to Spec

Adjust

I/P

Process

O/P

Feed back to regulate process

(b) Quality Control 16

ภ( )ภQuality Assurance: QA ISO 8402 " # 2 & # â&#x20AC;&#x153;Quality Assurance is all those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for qualityâ&#x20AC;? ภ.ภ01 6+ ( ' ภภ) * ภ+" & # # , . & ) 52 %#+ 6 +" # "5&'# " $ ,- 6+ ภ5. 4%+( + $ ภ&'#% &'#%ภภภ.ภ01 ภ# "5" #ภ( *ภ# 5.&'# (,% # , .( ภ01

17

ก $ % &ก $'$&ก Quality Control

Quality Assurance

Correction

Prevention

Fire-Fighting

Fire protection

Cost-Ineffective

Cost effective

More expensive

Less expensive

Cannot ensure delivery

Can ensure delivery

Cannot customer

Can fully satisfy customer

fully

satisfy

18

ภ. (Quality Management) â&#x20AC;&#x153;Quality Management is all activities of the overall management function that determine the Quality Policy, objectives and responsibilities, and implement them by means such as quality planning, quality control, quality assurance, and quality improvement within the quality systemâ&#x20AC;? ภ( 01 6+ ภ.( ภ5 'ภ1 " .(( 01 ภ2 ' ( 01 %4 . ;'# 01 , . ($ ' +( , # 2 & < ( % ' ! ภ% - ภ,$ '# 01 , ภ( 01 , ภ.ภ01 , .ภ01 19

) (Quality System) â&#x20AC;&#x153;The organizational structure, responsibilities, procedures, process and resources for implementing quality managementâ&#x20AC;?

ภภภภŕ¸

ŕ¸

! " # $ ภภŕ¸

% ภ% # & ' ŕ¸

% ! / ! ) *! '!

+$ ภภภ', - % . % / % /& 0 ŕ¸

!

% . 1 ' '2

20

$ + ก ( ก ! ก / + ) )

!) ก / )

!) ก )

ก 5 'ก '# 01 & ' 5

ก 5 'ก ' 5

/+ /+ 2 ' * ก

'/+ /+ 2 '

ก . & ' 5 (

ก . ' 5 "5&'#

ก + %+( *ก # & ' +

ก %+( + *ก # '

ก ( 1 " & . ! 1

ก ( 1 " . ! 1

$*# 6 +" % . & *#5 ก + 5& "5" $ %1 0=;5 ก

$*# 6 +" % . "5 , # 5.& *#5 ก ก % ก8% 21

Area responsible for Quality Customer Service Packaging & Storage

Market Quality of Product /

Design

service Inspect/Test

Procurement

Production Process design

22

Responsibility for Quality ", 0 ŕ¸

% ! # !

$3ภ' ภ/ % . ' +$ ' & 0 4/& ภ& ภ'$ 0 # 3 $

! +$ ", 0 ภ!

' ŕ¸

# $3ภภDesign Engineering ", + $# ŕ¸

# $3ภ3, $ ภ5

*! '! ภ% +$ , % / ŕ¸

', - %

! & 0 , / ' ŕ¸

, % $! ' ! ) ภ, - , 0" , 0 ŕ¸

ภ+ ' ภ' ภ# $3ภ+$ %

ŕ¸

20 ภ$!' 3, 23 Marketing

Responsibility for Quality Procurement ! " 0 ŕ¸

'2 ! +$ , ŕ¸

', -

' ' 67 !8 ภภ+ / 67

$!'ŕ¸

) ภsupplier ŕ¸

%$/ ภ+$ % ! $ supplier Process Design ! " 0 ภ9 ภภ!) ภ0 ŕ¸

$!' !

4: & 2: ภ! ภ/ - %", ภ%$/ ภ+$ 9 ภภŕ¸

+ ภ$!' ภ% ! $ $!' ภภ+ % / / +$ ภ! ภ/ - %", 2 Process Capability $ ' $ %

2 !

!) 0 ภ+ภ;< 1 %", / 4/& % / / 0 ,, , % / ', -0 ,,

ภภ+ ! , /

24 +$ +ภ1# ! ภ, , ภภ$!', >$>

Responsibility for Quality Production $!' !

0 ' '

' ภ#

$3ภ& 0 +$ ภInspection and Testing ", 0 ภ' % /

% ! $ ภ5

ภ%ภ? 1 ' & 1 ' +', '2 ! %# $! ' +$ !

% @ 3 % / , 2: ! ) ŕ¸

2!'!

Packaging & Storage ! " 0 ภภ5

A ภ# !

0 3, ภ%ภ@ '2 ! ,

!

% @ 3 2: ภ, $! ' ? % !

25 3$ , % ! 0 ภ!

$ + ก ( ก ! ก / + ) )

!) ก / )

!) ก )

ก 5 'ก '# 01 & ' 5

ก 5 'ก ' 5

/+ /+ 2 ' * ก

'/+ /+ 2 '

ก . & ' 5 (

ก . ' 5 "5&'#

ก + %+( *ก # & ' +

ก %+( + *ก # '

ก ( 1 " & . ! 1

ก ( 1 " . ! 1

$*# 6 +" % . & *#5 ก + 5& "5" $ %1 0=;5 ก

$*# 6 +" % . "5 , # 5.& *#5 ก ก % ก8% 26

Responsibility for Quality ", 0 ŕ¸

% ! # !

$3ภ' ภ/ % . ' +$ ' & 0 4/& ภ& ภ'$ 0 # 3 $

! +$ ", 0 ภ!

' ŕ¸

# $3ภภDesign Engineering ", + $# ŕ¸

# $3ภ3, $ ภ5

*! '! ภ% +$ , % / ŕ¸

', - %

! & 0 , / ' ŕ¸

, % $! ' ! ) ภ, - , 0" , 0 ŕ¸

ภ+ ' ภ' ภ# $3ภ+$ %

ŕ¸

20 ภ$!' 3, 27 Marketing

Responsibility for Quality Procurement ! " 0 ŕ¸

'2 ! +$ , ŕ¸

', -

' ' 67 !8 ภภ+ / 67

$!'ŕ¸

) ภsupplier ŕ¸

%$/ ภ+$ % ! $ supplier Process Design ! " 0 ภ9 ภภ!) ภ0 ŕ¸

$!' !

4: & 2: ภ! ภ/ - %", ภ%$/ ภ+$ 9 ภภŕ¸

+ ภ$!' ภ% ! $ $!' ภภ+ % / / +$ ภ! ภ/ - %", 2 Process Capability $ ' $ %

2 !

!) 0 ภ+ภ;< 1 %", / 4/& % / / 0 ,, , % / ', -0 ,,

ภภ+ ! , /

28 +$ +ภ1# ! ภ, , ภภ$!', >$>

Responsibility for Quality Production $!' !

0 ' '

' ภ#

$3ภ& 0 +$ ภInspection and Testing ", 0 ภ' % /

% ! $ ภ5

ภ%ภ? 1 ' & 1 ' +', '2 ! %# $! ' +$ !

% @ 3 % / , 2: ! ) ŕ¸

2!'!

Packaging & Storage ! " 0 ภภ5

A ภ# !

0 3, ภ%ภ@ '2 ! ,

!

% @ 3 2: ภ, $! ' ? % !

29 3$ , % ! 0 ภ!

Responsibility for Quality Product Service / ŕ¸

% ! ŕ¸

ภ! 2 0 $3 ŕ¸

%# 0 2:

ภ0" # ! , 23ภ' '$

ภ0"

# !

4: & 2: ภ!ภ$ ภ# , '! ' &

ภ5 ŕ¸

ภ% . '

30

? ! ก

# $ ก

ก ก ก ก ก ก ก ก ก ! ก ก ! ก ก " ! !# $ก % ก

&' ( &ก ก! ) ก %*"ก %

31

+,- . !- . ( % $ภ*)' %'! ) " (

ภ/ ภภ0 ภ' ภ! ภ!% !1 + !2- ( ภ( ' 1 ภ! ภภ(Total Quality Management)

32

ก

ก

ก ก

ก $ 2 ' ( ) "ก

ก ก "ก ( "ก ก

( % $ก & ก! ก % $ก ก ก ! " ก # $ " %& " ' "ก ( "ก ก ( ก ( ) ก& ก! ) ก 33

' % " &ก ' %ก! % $ก ก

ก ก

ก

ก

!ก "#

ก

ก $ ก ก

% ก "# & ก

ก ก ก

Green manufacturing 34

TQC ก '

( ) ก*+' ก "# QC # * , # $- !

,$ '

QC ก ก . "

!

, "# ก ก QC ! / 10 $2 , ก ,$ '

QC ก* $- 3(

, !

# 4 +4 ก ก ก! " ! # 3(

35

ŕ¸

(TQC) Total Quality Control QCC

ภภŕ¸

ภภภภ! ภภภ" #ภ$ % ภ% &' ภ&# ( )** ภ! + ,- $

Quality Control Cycle (QCC)

36

( ก (TQC)

ก ! ! ก" # # $ ก

ก ! ก% ก %&

% ' ก " " ก ก !# ( !%) ) *)! + , -, , ' " ก !#

- ) . 0 ก

(1 ก 'ก กก 'ก " + (2 ! % 3 4 " ) .'

ก ' ก

5

6,

" % 7 *)!ก # ก% %8 9% + ก %& ก " " '+ # !

ก 5 - :) ' 5

%8

'

! !

VDO : TQC

37

TQM : ก

: ก

: ก

: ก

: ก

! ก : ( # ) [ TQM

~

TQC

~

CWQC ] 38

Meaning of of TQM TQM Meaning Wilkinson and witcher : â&#x20AC;˘ Total - ภภ-ภ( ! #% ภ+ )" ) â&#x20AC;˘ Quality - ภ* / $ $ $ ภภ+ ! â&#x20AC;˘ Management - " . ) % " ภ! !

ISO 8402-1

TQM - + ภ.

-ŕ¸

9 ภภ-ภ+ ) . " ภ* / ) ) ภ% !+ภภ' ŕ¸

" ( ) 9 -+ภ.

9 ภ-ภ+ )+ŕ¸

39

Definition of TQM An effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow for full customer satisfaction.

40

!

กก TQM ก ! ')*+ ,

# '-ก TQM . !

กก *

," ก )/"-.

ก ) ก ก # ! ( )

,2 .! ' $ ก ก' ก $ # .

3 )

. '$

$() '-!

ก ก4'2 ก ) .! 5# " $ 2

ก , 6 ' 41

The Objective of TQM Bringing people together for discussion and

exchange of ideas Developing an alert, open-minded, questioning attitude on the part of all employees Uncovering and eliminating wasteful and time consuming - methods, thereby leaving more time for the development of effective procedures Eliminating fear in all levels of the organization 42

6 Pillars of TQM

TOTAL QUALITY

Continuous Improvement

Measurement Supplier Partnership

Customer Focus Top Commitment Total Involvement

43

Beliefs and Values

6 Pillars of TQM Management must participate in the quality program.

They must be established to develop a clear vision, quality policy, long-term goals, and direct and control the program.

Customer focus.

An excellent place to start is by satisfying internal customers.

Voice of customer External relation

customer

44

6 Pillars of TQM TQM

is an Continuous organization-wide improvement challenge that is There must be a everyoneâ&#x20AC;&#x2122;s continual striving to responsibility. improve all business Employee enhancement and production processes. and empowerment Team Work such as QCC. 45

6 Pillars of TQM A

supplier partnering relationship rather than an adversarial one must be developed.

The focus should be on quality and life cycle costs rather than price.

Suppliers should be few in No. so that true partnering can occur.

Performance measures

such as uptime, % NC, absenteeism, customer complain should be determined for each functional area.

Measurement should be posted for everyone to see.

46

' ภ" X" ! TQM PRODUCTIVITY PRODUCTIVITY

â&#x20AC;˘ Quality (Q) â&#x20AC;˘ Cost (C) â&#x20AC;˘ Delivery (D)

TOTAL QUALITY MANAGEMENT

â&#x20AC;˘ Safety (S) â&#x20AC;˘ Morale (M) â&#x20AC;˘ Ethics (E) â&#x20AC;˘ Environment (E)

" Scope of TQM activity

47

X" - TQM 1. ก . '-ก 5# 2. ' ! 2 ก '* ) + , ก 5 # 3. "

4. $+ *`- ก 5# 5. ก ! 2 4 6. $ ) ก $ 7. ก , ก 48

Obstacles Many organizations, especially small ones

with a niche, are comfortable with their current state. Firms with this culture will see little need for TQM until they begin to lose market share.

There will be a resistance to change.

49

Paradigm Shifts (ภ( ภ) : -ภ* ) Product Oriented /( Customer Oriented Tradition " " $/" . ŕ¸

"

Conventional " /$ $ ภ/

" " $

One way /( two way communication (; ) Modern Management

( Top down

Bottom up ) 50

LEADERSHIP The power of the companyâ&#x20AC;&#x2122;s leaders

(CEO) have to change the entire system by making quality improvement a cultural attribute Leadership holds the key to the door of continuous improvement

51

LEADERSHIP The Quality leaders seek to identify the

words and actions :-

- What can we do as senior executives to personally lead the quality improvement process?

- What are our companyâ&#x20AC;&#x2122;s quality values?

- How can we communicate those values to our customers, employees, suppliers and other group?

- How can we improve as quality leader?

52

LEADING THE TRANSITION Step One : Commit to Quality Step Two : Know Your Company’s

System and Values Step Three : Participate in your Company’s Quality Processes Step Four : Integrate Quality into the Company’s Management Model 53

X" " TQC ' 2 g $- " ,2 .! )กก ก . ' 2 g $- " . ก h) ก .! i $ X$ ("2 !" " " ' + ".$ + ก * " " $

ก g5

' ) " 5# '* ก ' 2 g $- " 5 $ .! TQC j X" " ! 5 . ก ! h) ก ' 2 g $- " TQC ) ) ! " .! ก' ,5 , . . ')*+ , '

ก g5 . ก #, ก )ก' )ก )ก! " $ $ 5 ก ก

) $ $ ก

! " 2 .! ')*+ , " 5# " $ 2 54 ก k * 3 ก กl ' 2535

CUSTOMER FOCUS To answer these questions :- Who are our customers?

- How do we determine their requirements?

- How do we use customer satisfaction to drive our business?

- What are our customer feedbacks?

The customerâ&#x20AC;&#x2122;s view Admin., Marketing/ Sales,Technical Solution, Delivery, Maintenance/ Service Support, and Image etc. ----> Customer Solution

55

* +กก , +-. ก Customer focus 1. ( 1 / 1ก (# .* ก ก ?

2. * . ก )+ . ( ก!

3. ( +ก4 ( )$5 ก ก . + )$56( 7 .6! ก (# 4. ), ! .6ก+ +ก4 ( )$5 ก ?

5. ), ก 6 (' ( 1 5, 7 ก , 1 ก

56

Employee Involvement Tell me, Iâ&#x20AC;&#x2122;ll forget Show me, I may remember Involve me, and Iâ&#x20AC;&#x2122;ll understand Education and Training QCC, 5S, Suggestion System HRM 57

THE IMPROVEMENT PROCESS MODEL KAIZEN, QCC, 5S, TPM Suggestion System, POKA-YOKE Small Group Activities, etc.

Quality

P

A Quality Assurance

Continuous Improvement

C

D

58

) ) TQM ) ภ!3 % & % ภภ, * + ' ( '8 * 1.

7 .6.* ภภ(Customer Satisfaction)

2. $6 1 9 ( + 1 : + 3. .* ภ;7ภ4 ( +< ภ. ภภ, * + ' ( '8 * 7 * +ŕ¸

SMART 59

) ) TQM ) ก !3 % & % ก$5 ก+ 19$ 1 (Paradigms)

4. ) ก . ก $ . ก

5. .* , +- ก ก ( ก ), 6. ก ( ก + #' ก ! + , ก ! John Ruskin )$5

“ # # ก1 !7 * + 1- ก1 !7 # ก@ + : -A ” 60

) ) TQM ) ก !3 % & % ก$5 ก+ 19$ (ก ( ก ), 7. 1* ! 6 1 . )$56 1 8. ก 'D-* )$5 * ก '8 ก+ ก ก1 'D-* E , 9. .: ก 19)$ 1 1 10. 6+ , + , +11. , 1 ก 1* PDCA 12. ( H )$ 5 $ก ' + ' 5,

61

Management by Fact 1. Collection of all the facts possible 2. Analyzing the facts at hand as a basis for judgment 3. Making decisions based upon that judgment of the facts 4. Acting on those decisions and checking for improvement confirmation through a systematic follow-up 62

Supplier Partnership Activities Define the product and program requirements Evaluate potential suppliers and select the best Conduct joint quality planning and execution Require statistical evidence of quality Certify suppliers or require ISO9000 Conduct joint quality improvement programs Create and utilize supplier ratings.

Supplier Selection Criteria Supplier Certification and Ratings 63

PERFORMANCE MEASUREMENT Management must establish a baseline measure

with customers and develop the appropriate process and results measure Statistical Quality Control (SQC) INPUT and OUTPUT criteria

(Variation) INPUT Data and Information

PROCESS Analysis

OUTPUT Decision

64

%ก ? ก !

%$/ ก ' ก % ,

% ก !

1. ก ก ')*+ , 2. ก ')*+ , . ,2 , 6

) 3. ก , 6 )' ก ,2 .! ก $ 5ก ')*+ , ' ' ( 4. ก ,

$

' . " 5. ก ' ,5 , . ก ก' 65

) ก TQM 1. 3 !

8:ก5 9 ) ก

+$ 3 + 0 ก +ก

;< +$ 0 " % 2. % % + ก !

0" $ กก TQM 0 3. $% % , +$ , #

4. !% ! % ' ก 9 % ! %'! 3 ก ' m +$ !% , # % /

% ! %'!

5. $ ก 9 $ 0" +$ # $ 6.

' m #:& % / 9 ', 1 0 / 66

+, ! ) % . & 0 ' % TQM 'I 'D66+ )$5 , +-)$5 ! TQM 3 C â&#x20AC;&#x201C; CUSTOMER SATISFACTION â&#x20AC;&#x201C; COMPANY WIDE â&#x20AC;&#x201C; CONTINOUS IMPROVEMENT 67