- Soven Banerjee
MBA, PRINCE2 Agile®, Certified
ScrumMaster®, Certified Scrum
Product Owner® , Lean Six Sigma
Green Belt® Lean Practitioner® ,Lean

Dr. W E Deming
Dr. Joseph Juran Philip Crosby
QUALITY
“Quality Does not mean
achieving perfection. It means
the efficient production of Quality
that the market expects.
“Confirmation to requirement
“Fitness for Use
The ISO standard defines quality as:
“The totality of features and characteristics of a product or service that bears its
ability to satisfy stated or implied needs.”

Fit for Purpose
Conformance to Requirements
Quality Is Cost
Quality is Price
Quality is a Standard
Quality isValue for Performance
Quality is An Experience
Customer Driven
QUALITY

PERFORMANCE
Will the product do the
intended job
RELIABILITY
How often the product
fails?
DURABILITY
How long the product
last?
SERVICEABILITY
How easy is to repair
the product?
AESTHETICS
What does the product
look like
CONFORMANCE
Is the prod. made
exactly as the designer
intended?
FEATURES
What does the product
do?
PERCEIVED QUALUTY
What is the reputation of
the company and the
product?
Garvin (1987) provided the 8 components or dimensions of quality
QUALITY

QUALITY
01
RELIABILITY
Service is
performed on a
high level of
standards with high
accuracy
02
RESPONSIVENESS
The willingness of
employees to
provide the service
& how fast the
service is provided
03
COMPETENCE
Possession of
required skills &
knowledge
04
ACCESS
Approachability &
ease of contact
05
COURTESY
Comprises
politeness, respect,
friendliness
07
COMMUNICATION
Informing the
customers in an
understandable
way & listening
them
06
CREDITABILITY
Trustworthiness &
honesty
08
SECURITY
Physical & financial
safety
09
TANGIBLES
All physical
products that are
involved in service
delivery
10
UNDERSTANDING
THE CUSTOMER
Steps to know
customer better

• Quality concern should center on meeting external customer
requirements
• Top management is actively involved
Organizational Level
Process Level
Performance level
(job level)
• Organizational units are classified as function or
departments such as marketing, product design etc.
• Linking external and internal customer requirements
• These standards includes requirement for
accuracy, completeness.
• Meeting internal customer requirement.
QUALITY

Scope
Receiving Inspection
Pre-Production Inspection
Production Inspection
Product Test
Optimal Level of Inspection
The ISO standard defines quality as:
“Quality inspection is activity such as measuring, examining, testing or gauging one more
characteristics of product and comparing the results with specified requirements in order to
establish whether conformity is achieved for each characteristic.”
How much to inspect & how often.
The amount of inspection for which the total
cost is minimum is referred as optimal level of
inspection.
QUALITY

Detect and remove the faulty raw materials
Detect the faulty products in production
Inform all level of Mgmt about Prod performance
Provide record of evaluation
Assess conformity with design & Product spec
Objectives
Example
QUALITY

QUALITY
Example

"Quality Control consists of the observation techniques and activities used to fulfill
requirements for quality."- American Society for Quality (ASQ)
As defined by ISO 9000:2015:Quality control is the part of quality management focused
on fulfilling quality requirements, whereas quality assurance is the part focused on
providing confidence that quality requirements will be fulfilled.
ISO 9000 Defines Quality Assurance as “ A part of Quality
management focuses on providing confidence that quality requirement
will be fulfilled”
QA an activity to ensure that an organization is providing the best
possible product or service to customers. QA focuses on improving the
processes to deliver Quality Products to the customer. An organization
must ensure, that processes are efficient and effective as per the
quality standards
Quality
Control
Quality
Assurance
QUALITY

Better customer
satisfaction
1 3
2 4
5
6
7
BENEFITS OF QC:
Reduce rework
Uniform Quality
Reduce Variability &
Bottle necks
Reduce inspection,
Labor, Material cost
Reduce Customer
complaint
Better utilization of
resource
1.Control of
Engineering Quality
1.Control of Purchase
material quality
1.Control of
manufacturing quality
1.Action supporting
the product after
delivery
STEPS OF QC:
QUALITY

SQC is used for controlling quality & reduce and analyze variations in quality & Manifest through
control charts & other statistical tools (7-QC & 7-SUPP).
Statistical Quality Control (SQC) developed in the United States in 1930-40 by W.A Shewhart.
Statistical Quality Control is statistical techniques to control a process or production
method. SQC tools and procedures can help you monitor process behavior, discover
issues in internal systems, and find solutions for production issues -American Society
for Quality (ASQ)
QUALITY
Variation due to “CHANCE CAUSE”
This variation is NOT due to defect in
machine, RM or any other factors
Behave in “Random Manner”
Negligible but Inevitable
The process is said to be under the
state of statistical control
Variation due to “ASSIGNABLE CAUSE”
Difference in quality of RM
Difference in Machines
Difference in operators
Difference in Time

QUALITY

American Society for Quality (ASQ) Defines The control chart as “A graph used to
study how a process changes over time. Data are plotted in time order. A control chart
always has a central line for the average, an upper line for the upper control limit, and a
lower line for the lower control limit. These lines are determined from historical data
QUALITY

QUALITY
Types of Control Charts*
Continues
Measurable
Variable Data
Subgroup
size?
n = 1
I-MR
(Individual
Moving
Range)
n = 2 to 9
X bar R
(Mean
Range
chart)
n > 9
X bar S
(Mean &
Sample
Chart)
Defect
Number
Attribute Data
Subgroup
size?
Fixed
C
(Number of
Defects
Chart)
Variable
U
(Number of
Defect per
unit chart)
Defective
Categorical
Attribute Data
Subgroup
size?
Fixed
NP
(Number of
defective
charts)
Variable
P
(Fraction of
defective
charts)
*QualityTools & Mindset – Benchmark 6ix Sigma

QUALITY
Acceptance sampling is a statistical quality-control measure that lets a company determine the quality of
an entire product lot by testing randomly selected samples.
Types
1.Single Sample
Plan
Double Sample
Plan
Multiple Sample
Plan
Concepts
1.Average Outgoing
Quality (AOQ) Curve
Operating Characteristic
(OC) Curve
Design
1.Acceptance Quality
Level (AQL)
Lot Tolerance Percentage
Defect (LTPD)
Consumer Risk
Producer Risk

QUALITY

QUALITY
Acceptance sampling is a statistical quality-control measure that lets a company determine the quality of
an entire product lot by testing randomly selected samples.
Types
1.Single Sample
Plan
Double Sample
Plan
Multiple Sample
Plan
Concepts
1.Average Outgoing
Quality (AOQ) Curve
Operating Characteristic
(OC) Curve
Design
1.Acceptance Quality
Level (AQL)
Lot Tolerance Percentage
Defect (LTPD)
Consumer Risk
Producer Risk

Quality Management is discipline for ensuring that outputs, benefits, and the processes
by which they are delivered, meet stakeholder requirements and are fit for purpose.
Quality management focuses on long-term goals through the implementation of short-
term initiatives.
Industrial
Revolution
• Quality means Inspection
• Reactive in Nature
WWII Introduction of Statistical
Quality Tools
Quality
Revolution
Birth of the term Total
Quality Management
60’s
40’s
1780
HISTORY OF QUALITY MANAGEMENT
COMPONENTS OF QM:
 Implement Quality Planning
 Perform Quality Assurance
 Undertake Quality Control
 Initiate Quality Improvement
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QUALITY
“A management approach to long-term success through customer satisfaction. In a TQM
effort, all members of an organization participate in improving processes, products,
services, and the culture in which they work.”-American Society for Quality (ASQ)
The customer ultimately determines the level of quality
All employees participate in working toward common goals
Steps required to carry out the process are defined
All processes aggregate into the business processes
Formulation of a strategic plan that integrates quality components.
Collect & analyze data in order to improve decision making accuracy
CI drives an organization to be both analytical and creative
Communications involve strategies, method, and timeliness.

QUALITY
● Principal focus on:
○ Customer satisfaction
○ Prevention over inspection
○ Continuous improvement
○ Management responsibility
○ Cost to quality
● Traditional Vs. Modern Quality Management:
Traditional QM Modern QM(TQM)
Top Down approach was followed Bottom up approach is followed
Unpredictable and inconsistant output Consistency in Quality
Company defines its quality standards
Customers determine a product’s quality
If customers aren’t satisfied, then the organization isn’t producing a quality
product
It addresses problems as they arise, resolving them
on a case-by-case basis
Emphasizes eliminating waste and increasing efficiencies so that a product is
produced correctly the first time

What is BPR:
■ An approach to change management in which the related tasks required to obtain a specific business
outcome are radically redesigned.
■ An important goal of BPR is to analyze workflows within and between enterprises in order to optimize
end-to-end processes and eliminate tasks that do not provide the customer with value.
5 Steps to BPR:
-State a case for action
-Identify the processes to be redesigned
-Understand, evaluate and measure the existing processes
-Identify IT levers
-Design and build a prototype of the new process
QUALITY

● Process Management:
○ planning and administering the activities,
○ design, control, and improvement,
○ necessary to achieve a high level of
performance
● Four types of key processes
○ Design processes
○ Production/delivery processes
○ Support processes
○ Supplier processes
QUALITY

● Target key area for improvement within operations
○ Increase productive, competitiveness, and quality.
○ Quality results have to be measured against a target
● Benchmarking is very important
○ Understanding of its competitors thoroughly
○ Comparing themselves with the best performing competitors in every aspects of
business endeavour.
○ Gauge their performances to stay competitive.
○ Develop both high-quality targets and various possible sources of information
concerning how to perform each aspect better.
QUALITY

● Quality circle is a small group of people who voluntarily perform quality improvement
activities at the workplace.
● Three major attributes of QC:
○ QC is form of participation management.
○ QC is a human resource development technique.
○ QC is problem solving technique.
● Objective of QC
○ Change in attitude.
○ Self development
○ Development of team spirit
○ Improved organisational culture
QUALITY

Before
Independence
• Industry Growth was slow and Sluggish
1947-48 Walter Shewhart, father of statistical control visited India & initiated SQC movements
through visiting many factories.
1950 Dr Deming Visited India and introduced PDCA Cycle(Deming Cycle)
1970s • Insignificant market Share in world market
1982 • TQM introduced, Quality Circle was born
1982 • Small Companies started practicing Quality Circle techniques under umbrella of CII
1986 • Prof Ishikawa invited by CII to address Indian Industries
1987
• ISO Standards Came to existence.
• TQM Division formed by CII, with help of 21 companies, Chief Executives of these
companies formed ‘National Committee of Quality’
• Focus moved from Quality Circle to Quality Management.
• Quality Month was declared, and CII launched its Quality Newsletter.
1989 CII organized training for ISO9000
1991 1st company to get ISO Certified
1992
• CII launch Nation Quality Campaign laid by PM of India
• Quality summits annual events
Today
• TQM Caters Engineering, Service & IT
• CIA works with Govt. to create awareness in quality in PSU’s, Govt. Service, Educational
Institutes
QUALITY

QUALITY
“A quality management system (QMS) is defined as a formalized system that
documents processes, procedures, and responsibilities for achieving quality policies
and objectives. A QMS helps coordinate and direct an organization’s activities to meet
customer and regulatory requirements and improve its effectiveness and efficiency on a
continuous basis..”-American Society for Quality (ASQ)
• ISO (International Organization for Standardization) is a worldwide federation of
national standards bodies.
• ISO 9001:2015 is the most recognized and implemented quality management
system standard in the world. ISO 9001:2015 specifies the requirements for a QMS
that organizations can use to develop their own programs.

QUALITY
ISO 9001:2008 ISO 9001:2015
Structure Eight clauses
Ten clauses; reorganization of clause order and
content to better align with other standards.
Context of the organization No requirement
An organization must determine, monitor and review
internal and external issues as well as relevant
interested parties and their requirements.
Documented information Six required procedures
Document the QMS scope, objectives, quality policy
and any process the organization determines needs to
be documented.
Risk Based Thinking Preventative Actions
Organizations must take actions to address risks and
opportunities.
Exclusions & requirements
Excluding a standard
requirement was specific to
Product Realization
Any requirement that cannot be applied may be
excluded as long as it is justified.
Objects, outputs, products
and services
Process Based Only
The process model is expanded to include anything
that affects quality.
Terminology
“Product”
“Supplier”
“Preventative actions”
“Documents and records”
“Products and services”
“External provider”
“Risks and opportunities”
“Documented information”

THANK
YOU