Sec 04 Quality Control Process

THE QUALITY CONTROL PROCESS

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INTRODUCTION

al process for conducting operations so as to provide stability—to prevent adver managerial processes through

which quality can be managed. The

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INTRODUCTION

a narrower meaning. Recently, the European umbrella quality organization changed

received and used by the operating forces.

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The Feedback Loop

e control subject—the product or determined directly by evaluation of the process feature, or indirectly by evalua

oal or standard. ference is too great, the umpire energizes an actuator.

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The Feedback Loop

whether in service industries or manufacturing industries, whether for profit or n

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The Feedback Loop

he critical first step is to choose the control subject. Control subjects are deri

roduct features. ranslate customer needs into product and process features. ctly impact the product features. ndards. ty and the environment. such as irritations to employees or offense to the neighboring community.

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The Feedback Loop

THE FEEDBACK LOOP . ement . In establishing the measurement we need:

specify the means of measurement (the sensor). cy of measurement. data will be recorded. for reporting the data. s to be made on the data to convert the data to usable information, and who will

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The Feedback Loop

S OF THE FEEDBACK LOOP .

ndards of Performance : Product Goals and Process Goals .

performance is an aimed-at achievement toward which effort is expended. l for products is to meet customer needs. which produce products have two sets of quality goals: oduce products which do meet customer needs . erate in a stable and predictable manner .

should be: imate: They should have undoubted official status. rable: So that they can be communicated with precision. nable: As evidenced by the fact that they have already been attained by others. able: Attainability should be reasonably alike for individuals with comparable r

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The Feedback Loop

ACK LOOP .

formance .

tecting device. It is designed to recognize the presence ena, and to convert the resulting data into “information.” This sis of decision making.

on the information is often on a real-time basis and is used for current control.

ion is summarized in various ways to provide broader measures, detect trends, and

ardsticks, and weight scales. iated reports which supply summarized information to the managerial hierarchy. aires and interviews.

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The Feedback Loop

re. The umpire may be a human being or a technological device. Either way, the umpi

nformance to the goal .

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The Feedback Loop

sired standards of performance and actual performance. We need an actuator.

he worker level it may be a keyboard for giving orders to an office computer or a

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The Feedback Loop

eps. Some of them employ more than six elements; others employ fewer than six. A p

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THE PYRAMID OF CONTROL

l company employing about 350 people found that there were over a billion thi

rk establishes three

areas of responsibility for control:

nonhuman means. the work force. the managerial hierarchy.

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THE PYRAMID OF CONTROL

ively technological, and control takes place on a real-time basis.

of operations. These benefits include shortening the feedback loop; providing the

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PLANNING FOR QUALITY CONTROL

odology, and tools—through which company personnel can keep the operating proces

ponsibility of those who plan the operating process.

ialists from the Quality Department.

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PLANNING FOR QUALITY CONTROL

rol is to map out the flow of the operating process. It helps the planning team t

are to be built.

ontrol takes place. A review of numerous control stations shows that they are usua

de.

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STAGES OF PROCESS CONTROL

Control .

n listing the preparatory steps needed to get the process ready to produce. of process and/or product features to determine whether, if started, the process w o be met by the evaluations. on that the criteria have been met. of responsibility. This assignment varies, depending largely on the criticality o ls.

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STAGES OF PROCESS CONTROL

n of the process. The purpose is to make the “run or stop” decision—whether the p

been

purpose of the control is to decide whether or not the product conforms to

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STAGES OF PROCESS CONTROL

perating processes employ physical facilities: equipment, instruments, end has been to use automated processes, computers, robots, etc. quality more and more dependent on maintenance of the facilities.

ilities control are well known: for conducting facilities maintenance. t—a list of tasks to be performed during a maintenance action. e forces to perform the tasks. ibility for adherence to schedule.

es control has been adherence to schedule. To ensure strict adherence to schedule

ion of new technology, a further weak link is training the maintenance forces

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STAGES OF PROCESS CONTROL

that planners are well advised to eceive appropriate priority. The more

nd reproducibility of results, over ide the operating forces with the means for precise setup and validation before o

essively with time, for example, ols. The design for control should ressive change and for convenient

ty of the input materials and anical equipments. The design ing joint planning with suppliers to

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STAGES OF PROCESS CONTROL

-dominant: In these processes, quality depends mainly on the skill possessed by The skilled trades are well-known examples. The design for control should e aptitude testing of workers, training and certification, quality rating of worke r-proofing to reduce worker errors.

ation - dominant: the job information changes frequently. The design for control oncentrate on providing an information system which can deliver accurate, up-to ormation on just how this job differs from its predecessors.

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STAGES OF PROCESS CONTROL

nd minor. These classifications then guide the planners in allocation of

resourc

even during the planning stages. The process planners can use the resulting infor

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THE CONTROL SPREADSHEET

vertical columns consist of elements of the feedback loop plus other features nee

s it is necessary to agree on who should make which decisions and who should take

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PROCESS CONFORMANCE

ses of Variation .

ly originate in one of two ways: ge is caused by the behavior of a major variable in the process ge is caused by the interplay of multiple minor variables in the process.

hart. It provides umpires with tools which can help to distinguish between speci

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PROCESS CONFORMANCE

nes, this difference could be due to common causes, In the absence of special caus

t. “statistical control.” it can. d. ng action may make matters worse

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PROCESS CONFORMANCE

ts became nominations for corrective action.

ctive action is taken for the high-priority cases; the rest must wait their turn.

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PROCESS CONFORMANCE

lerances .

ity goals in numbers. re a mysterious, alien concept. In addition, the charts threatened to create added at the control charts provided useful early-warning signals which should not be ig

a state of self-control when they have been provided with all the essentials for

that performance does not conform to goals. ess which

sible for the operating forces to conformance with the goals.

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PROCESS CONFORMANCE

er feedback loop. For many processes this is the actual arrangement. In other case

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PRODUCT CONFORMANCE ; FITNESS FOR USE

ption is that products which conform to specification are also fit for use. This

a state in which decisions on the product are s consist mainly of: Does product quality conform to the quality goals? What disp

ften goes directly to the actuator—the energizer for corrective action. rk force. ere created by use of inspectors, checkers, etc.

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PRODUCT CONFORMANCE ; FITNESS FOR USE

of self-inspection requires meeting several essential criteria:

ity is number one. al confidence. control. ning. ification.

s for Use Decision . If the product is not fit for use , there are several meth t all nonconforming product as unfit for use. te a mechanism for decision making. te a system of multiple delegation.

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PRODUCT CONFORMANCE ; FITNESS FOR USE

tc. The internal costs can be estimated to arrive at an economic optimum. However,

y goals. This step is popularly known as “troubleshooting” or “firefighting.” We w

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PRODUCT CONFORMANCE ; FITNESS FOR USE

bited by the product and process. e began to see what has changed. began to see what process conditions

ing on a time scale (of hours, days,

and after the sporadic change, that ntenance actions, etc., and e codes, cycle time for processing, waiting time, move dates, etc.

rst is over. Most remedies consist of going back to what was done before. This is

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THE ROLE OF STATISTICAL METHODS

equency distributions, Pareto principle, Ishikawa (fish bone) diagram, Shewhart con

tistical literacy has made it possible for them to improve their grasp of the beh

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THE ROLE OF STATISTICAL METHODS

ion-making. provide an information network which can serve all decision makers. need is for real-time information to permit prompt detection and correction of no ries which enable managers to exercise control over the vital few control subject nformation as needed to detect major trends, identify threats and opportunities, a

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THE QUALITY CONTROL MANUAL

nd approved formally. Once published, they become the authorized ways of conductin

agreements, reports, minutes, etc.

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PROVISION FOR AUDIT

result in loss of essential knowledge. Entry of unanticipated changes may result

ng questions: Is the control system still adequate for the job? Is the system is b

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QUALITY CONTROL : WHAT IS NEW?

improve the effectiveness of quality control by formal adoption of modern concep

xtensive participation by the operating personnel. tablishment of clear responsibility for the associated decisions and actions. gh self-control and self-inspection. and the associated training of the operating personnel. actual basis for decision making. he event of sporadic adverse change. h periodic audits to ensure updating and conformance.

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