Quality an Introduction

• Quality concepts - history

• ISO 9001

• Processes

• QC QA TQM

• Staying in business

• An introduction to problem solving

• Process control - Deming

• Quality summary

ActionCo-operationCourageDeterminationDisciplineFunGoalsHard workKnowledgeLearningMethodMistakesPerseverance ProceduresSkillSupportSystemsTrainingTrust ................

Quality an Introduction

“if you always do what you always did

you will always get what you always got”

Quality, what is it?

• It’ll do?

• Goodness?

• Fit for purpose?

• Conformance to requirements?

• Exceeding customer expectations?

• Is neither mind nor matter but a third entity independent of the two, it can not be defined but you know what it is?

• Ability of a set of inherent characteristics of a product process or system to fulfil requirements of customers and other interested parties …………………………………………....ISO definition

ISO 9000• ISO = International Standards Organisation: A world wide federation of

national standards bodies that sets standards in various areas of work or activity

• History

– Military Allied Quality Assurance Publication

– 1970s a British Q.A. Standard, BS5750 evolved

– 1980s the ISO 9000 series developed

– ISO 9001

• process + continuous improvement

• universal acceptance that trying to do “better” must become a way of life

• current version ISO 9001:2008

Processes

• Do things

• Are linked

• Depend on

– peoplepeople

– procedures

– equipment

– materials

• They are inherently variable

• Controlling and improving assembly processes is vital for survival

Customers and ProcessesProcesses DO things but not always consistentlybut not always consistently

MATERIALSEQUIPMENT

PEOPLEKNOWLEDGE

PRODUCT(S)BY-PRODUCTS

EMISSIONS

INPUTSsuppliers

OUPUTScustomers

ACTION

Problems:

• most processes are vvaaRRiiaablle

• most processes are NOT efficient

Good Quality is not an accident

• Up to 30% of everyone’s daily activities are wasteful

• Preventing this requires

– hard work

– team work

– method

• There is no rule of business that says that organisations will or must survive, most go to the wall

– there are very very few firms in business today that were trading 100 years ago - why?

– 10 -12% of firms go bust each year

Good Quality is not an accident

• Standing still does not work

• Your competitors will not be standing still

• Customers will have higher expectations tomorrow than today

• The cycle

PLAN > DO > CHECK > ACT drives continuous improvementdrives continuous improvement

• Lots of tools and techniques to help maintain improve quality

QC vs. QA vs. TQM

increasing focus on prevention & organisation

No inspection is perfect No inspection is perfect

QC QA TQM

Quality & Throughput

it is relatively easy to produce a small number of widgets and regardless of cost to do it properly

it is much more difficult to produce a large number of widgets whilst containing the cost

and doing it properly

Staying in Business?1

• Requires thought

• Work smarter not harder

• Don’t be busy fools

Staying in Business?2

• Teams• Systematic data recording: charts - graphs - tables - logs etc • Pareto principle or 80:20 rule

– a helpful rule of thumb • 5 whys

– state the problem - ask why is this happening? - then ask why is that? - repeat ? more times - very often you have found a likely answer

• Fishbone diagram

THE GOAL:- HIGHEST QUALITYLOWEST PRICE

QUALITY FROM THE START

PRE PRODUCTION

POST PRODCUTION

To drive quality up, work done before production starts is more effective.Think of a see-saw. The pre production side is the longest side and work done here has the greatest effect

Quality

EFFECTIVECUSTOMER

CARE

EFFECTIVECUSTOMER

CARE

Customer Views Customer Views and Expectationsand Expectations

LeadershipLeadership

Processes andProcesses andSystems InfrastructureSystems Infrastructure

Staff Attitudes Staff Attitudes and Motivationand Motivation

TrainingTraining

Best PracticeBest Practice

Performance MeasurementPerformance Measurementand Continuous Improvementand Continuous Improvement

CommunicationCommunication

= CUSTOMER CARE

Don’t forget

you have internal internal customers as well as the external ones

(who pay the bills)

Problem SolvingProblem Solving• 8D

• Pareto

• 5 Why

• Brainstorming

• Cause and effect analysis

• Process flow

• Control plans

• FMEA

• Strategy

• Tornado

• .........................Etc

Basic Process Control

Process Control

• Objective: monitor key aspects of a process

• Why?

– To improve consistency

– To improve quality of units

– To reduce costs

– To make life less stressful

– To………………………..

Deming’s 14 Management Obligations

1 Constancy of purpose

2 The new philosophy: economic stability

3 Cease mass inspection

4 End “lowest tender” contracts

5 Constantly improve systems

6 Institute training

7 Institute leadership

Deming’s 14 Management Obligations

8 Drive out fear

9 Break down barriers

10 Eliminate exhortations

11 Eliminate arbitrary targets

12 Permit pride of workmanship

13 Encourage education

14 Top management commitment

Statistical Process Control - SPC

• Common language + set of tools to ensure processes are:-

– set up

– run

– managed

• Asks three fundamental questions:

1 Is the process in control?

2 What is the performance of the process?

3 Is there evidence of improvement?

professionally

Process Variability

Key concepts:

1 Thingss varyy

2 Have a target to aim at

3 Reduce the scatter or variation around the

preferred target

SummaryCrosby: ‘quality is free’

• Any fool can lose money

• With the application of some tried and tested guidelines it is possible to minimise business risk

• Put the customer at the heart of the business

Author’s Notes

• The author successfully ran several international quality programmes and was instrumental in transforming his company and its manufacturing facility into the dominant player in its field. You know you are on the right lines when Motorola (of 6-sigma fame) asked to send their quality engineers so see how we did it!

• QUALITY is a sophisticated discipline, that is used and abused in roughly equal measure. It is not a panacea but following some basic principles can help most organisations; even if there is no formal accreditation.

• To drive a quality programme forward requires hard work and does not simply mean documenting a set of procedures, although this is a good start.

• This presentation is an introduction to quality for the non specialist; it is not intended to be a definitive guide, nor to set out how to do it.

• The author would be delighted to engage with anyone serious about learning to do better.

Dr David Bloomfieldis now with the Peter Heath Consultancy www.phcmarketing.com

and can be contacted there. He spends his time helping clients including various 3rd sector enterprises solve problems, understand their markets and try to do things

more efficiently and effectively.