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QM0010

1 Explain Quality Social Approach and Quality Environmental Approach. Explanation of Quality Social Approach Explanation of Quality Environmental Approach Ans:5 5 10

Quality social approach


Business conditions are changing and evolving so as the economic environment. In this competitive environment, organization requires new approaches to survive. Quality is becoming prime priority for most of the organizations and implementing a quality system requires management commitment to develop a quality assurance program. This embraces a variety of activities designed to ensure reliability in the first place, specific quality control measures to monitor quality on a routine basis. The goal of quality system should be to avoid errors
rather than to detect them. The reduction of correction costs is recognized as a benefit which can be offset against the cost of the system. The quality economical approach is to provide quality product or service at competitive prices while reducing wastage, decreasing cost, providing high customer satisfaction, gaining competitive advantage ,provide a vibrant economy that affects in terms of taxation, government spending, general demand, interest rates, exchange rates , and overall development and growth. Following are some of the quality economical aspects: Reduce Cost ost is an important concern for organization, in fierce competitive mar!et, organization are struggling to provide quality at lesser cost to gain competitive edge. Quality helps an organization to reduce wastage and come up with quality product or service at competitive price.

Now the question arises as how to reduce cost and get quality? The quality costs are the cost of not oin! the ri!ht thin!s ri!ht first time or the cost incurre "ecause failure is possi"le #hilip $ros"y pu"lishe in his "oo% &Quality is free'( stresse upon the removal of efects )hich is in "uilt cost in runnin! any "usiness* There are various costs associate ( )ith the quality ne!li!ence* $ros"y su!!este that "y eliminatin! all the errors an reachin! +ero efects( it )ill not only re uce the cost "ut also satisfy the customers*

,y re ucin! complexity an installin! failure-prevention measures( there )ill "e less spen in! on failure etection an correction* After initial investment ma e( in lon! term customer requirement can "e meet "y spen in! less* -o) cost can result from hi!h pro uctivity an hi!h capacity utili+ation *.mprovement in quality lea s to improvement in pro uctivity( )hich in turn lo)er the costs* -o)er costs is also a result of innovation in pro uct esi!n an process technolo!y( as it re uces the cost of pro uction *Many /apanese companies a opte pro uct innovation an process technolo!ies (they refine the esi!ns an manufacturin! processes to pro uce hi!h quality pro ucts at lo) cost( resultin! in hi!her competitive a vanta!e than "efore* As hi!h efective rates lea to hi!h cost an vice versa* 0r!ani+ation nee to control its efectives( errors an ama!e rate to control its cost factor an improve its quality su"stantially* 1i!h efectives increase not only the cost of pro uction "ust as )ell as customer perception* To survive an !ain competitive a vanta!e or!ani+ations nee to )or% on its processin! structure an improve its quality

Reduce wastage The )asta!e increases the cost an lea to hi!h pricin! an in the competitive scenario it is ifficult for or!ani+ation to survive )ith hi!h cost pro ucts* Quality approach provi es the elimination of )asta!e at every process* 2asta!es are ue to mista%es an )ron! process( -i%e #o%a yo%e 3 4mista%e proofin!5 3a metho that concentrates on elimination of mista%es to avoi )asta!e* Gain Competitive advantage Quality has "ecome a %ey issue for companies* $ompetitive a vanta!e enotes a firm a"ility to achieve mar%et superiority *To sustain in the competitive mar%et an or!ani+ation nee s to perform a"ove avera!e* 0r!ani+ations )hich are capa"le to satisfy the customers nee an provi e value to them( can !ain competitive a vanta!e over their

competitors* .t requires a lot of resources an utili+ation of them to !ain maximum a vanta!e an satisfy customers nee "etter than others* An or!ani+ation a"solute !oal shoul "e !ainin! competitive a vanta!e throu!h customer satisfaction *A quality system esi!ne on people centric approach is via"le( an other important thin! is the a"ility of an or!ani+ation to )in or retain customers( its ima!e or cre i"ility( an the staff morale* These are various tools to gain competitive advantage: 6 Creativity and innovation $reativity is essential for continuous improvement in an or!ani+ation* Accor in! to the 2e"ster7s ictionary creativity means(7 to pro uce throu!h artistic or ima!inative effort8s an innovation means oin! somethin! ne) or unusual 8to!ether they mean oin! or pro ucin! 8somethin! ne) or unusual throu!h ima!inative efforts7 *creativity an innovation help or!ani+ation to thin% out of "ox an "rin! out ne) solutions to various pro"lems* 9o) a ay7s or!ani+ations are concentratin! on "rea%throu!h thin%in! an encoura!in! "rin!in! out quality in every imension throu!h ne) i eas an innovations* $reativity is consi ere as an important tool to !ain competitive a vanta!e* 6 Poka Yoke (mistake proofing This metho helps to avoi common human errors: this is simple mista%e 3proofin! process )hich focuses on t)o aspects such as pre ictin! an reco!ni+in! that a efect is a"out to occur( an then provi in! si!nals an )arnin! or "y etectin! an reco!ni+in! the error after it has occurre an then stoppin! the process so that no further errors can "e one( )ith the application of #o%a ;o%e metho mista%es can "e avoi e an this helps to re uce )asta!e an enhance quality* !ust in Time: Toyota Motor $o* in /apan has evelope this /ust in Time 4/.T5 or lean concept to improve the quality an performance in pro uction an manufacturin!* The concept is "ased on three essential elements 6 0ptimal stan ar i+ation )ith everythin! measure an un er control* 6 2or%flo) optimi+ation 6 #ull pro uction These are some of the other tools to !ain competitive a vanta!e 6 <ai+en

6 =ero efects pro!ram 6 ,enchmar%in! 6 ,usiness #rocess >e-en!ineerin! 6 Six si!ma #ace Competition: ,usiness or!ani+ations o not )ant competition( thou!h facin! competition is inevita"le for most of them( as the mar%et is chan!in! all the time( customers nee an )ant are chan!in!( ne) competitors an technolo!ies are enterin! mar%et* The competition epen s on mar%et in )hich the "usiness operates (.t can "e from many small or lar!e rival "usiness or from the rapi ly chan!in! mar%et ( or from the technolo!y )hich is "ein! evelope very quic%ly ( previously( it )as consi ere that hi!h quality -hi!h price *,ut no)( customers are accessi"le to hi!h quality at lo) prices *?ue to hi!h competition( an or!ani+ation nee s to re uce its internal costs of 4sortin!( inspection( an re)or% scrap5 for provi in! a quality pro uct *,usiness coul survive an !ain competitive e !e "y provi in! quality( re ucin! price an cuttin! cost * Right Pricing: #rice is important characteristic of pro uct *#eople are attracte an price conscious* >e uction of costs an )asta!e lea s to ri!ht pricin!* $ncrease %arket share: .n a competitive "usiness scenario !ainin! maximum mar%et share is not easy *0r!ani+ation performance epen s upon their customer satisfaction* To !ain competitive a vanta!e an !ain mar%et shares( or!ani+ation nee s to concentrate on the quality* &atisfy stakeholders' e(pectations: The quality approach emphasis on quality( !ainin! competitive a vanta!e( ma%in! profits an satisfyin! customer expectations* Provide overall economic growth: Quality provi e a vi"rant economy that affects in terms of taxation( !overnment spen in!( !eneral eman ( interest rates( exchan!e rates an !lo"al economic factors*
Quality Environmental Approach: Industrial and economic development have led to faster depletion of natural resources, forestry, water, coal, and petroleum etc have given impetus to growth and now with the fast depletion of resources the crisis is approaching. "ollution, carbon and gaseous emission, are adding to crisis. #arge scale usage of natural resources is not only causing depletion but also leading to wide spread air, water and noise pollution that is again leading to hazardous health problem and severe consequences . $mission of hazardous gases are depleting the ozone layer in the atmosphere and disturbing ecological imbalance. The consequences have alarmed the society, organization and various other institutions. %ow organizations are aware of their

environmental and social responsibility and are ta!ing various measures to safeguard environment. &ocial responsibility of business organization is to !eep chec! on issues pertaining to environment. To discharge the responsibility organizations need to accomplish '$nvironmental Quality policy(. Total quality management provides a model for business excellence by advocating on environment management as a !ey business process to create eco) friendly environment and built premises of secure environment and better wor!ing condition. Quality management concentrates on the activity that lead to environment pollution directly or indirectly and causes harm to environment and health, hygiene of people in an around the business. It chec!s the problem and consequences of the environmental issues and concentrates on the following areas *. +eneration and discharge of pollutants to the environment, namely air, waste or excessive noise ,. Industrial energy management -. .anagement of industrial health, hygiene and safety /. .anagement of ecology and forestry, Identify environment realted issues Area need to focus to sove the issue Meausres the action to achieve the Quality management to chec environmental issues

Identify environment realted issues Area need to focus to sove the issue- Meausres the action to achieve the results
Following are the steps to chec the environmental issues: Identification of environmental issues 0rea need to focus to solve the issue .easures the action to achieve the results

What is a Quality Manual? How does it help in documentation? Explain the measurement of Quality. Meanin! of a Quality Manual Explanation on ho) it helps in ocumentation Measurement of quality A @ 5 10

Ans:The $&) *+++ family of stan ar s is relate to quality mana!ement systems an esi!ne to help or!ani+ations ensure that they meet the nee s of customers an other sta%ehol ers )hile meetin! statutory an re!ulatory requirements relate to the pro uct* The stan ar s are pu"lishe "y .S0( the .nternational 0r!ani+ation for Stan ar i+ation( an availa"le

throu!h 9ational stan ar s "o ies* .S0 B000 eals )ith the fun amentals of quality mana!ement systems(inclu in! the ei!ht mana!ement principles C@DCAD on )hich the family of stan ar s is "ase * .S0 B001 eals )ith the requirements that or!ani+ations )ishin! to meet the stan ar have to fulfill* Thir party certification "o ies provi e in epen ent confirmation that or!ani+ations meet the requirements of .S0 B001* 0ver a million or!ani+ations )orl )i e are in epen ently certifie ( ma%in! .S0 B001 one of the most )i ely use mana!ement tools in the )orl to ay* ?espite )i esprea use( ho)ever( the .S0 certification process has "een critici+e as "ein! )asteful an not "ein! useful for all or!ani+ations The !lo"al a option of .S0 B001 may "e attri"uta"le to a num"er of factors* A num"er of maEor purchasers require their suppliers to hol .S0 B001 certification* .n a ition to several sta%ehol ersF "enefits( a num"er of stu ies have i entifie si!nificant financial "enefits for or!ani+ations certifie to .S0 B001( )ith a @011 survey from the ,ritish Assessment ,ureau sho)in! GGH of their certifie clients ha )on ne) "usiness*$or"ett et al. sho)e that certifie or!ani+ations achieve superior return on assets compare to other)ise similar or!ani+ations )ithout certification* 1eras et al. foun similarly superior performance an emonstrate that this )as statistically si!nificant an not a function of or!ani+ation si+e* 9aveha an Marcus claime that implementin! .S0 B001 le to superior operational performance in the IS motor carrier in ustry* Sharma i entifie similar improvements in operatin! performance an lin%e this to superior financial performance* $ho)-$hua et al. sho)e "etter overall financial performance )as achieve for companies in ?enmar%* >aEan an Tamimi 4@00A5 sho)e that .S0 B001 certification resulte in superior stoc% mar%et performance an su!!este that sharehol ers )ere richly re)ar e for the investment in an .S0 B001 system* 2hile the connection "et)een superior financial performance an .S0 B001 may "e seen from the examples cite ( there remains no proof of irect causation( thou!h lon!itu inal stu ies( such as those of $or"ett et al. 4@0055 may su!!est it* 0ther )riters( such as 1eras et al. 4@00@5( have su!!este that )hile there is some evi ence of this( the improvement is partly riven "y the fact that there is a ten ency for "etter performin! companies to see% .S0 B001 certification* The mechanism for improvin! results has also "een the su"Eect of much research* -o et al. 4@00J5 i entifie operational improvements 4cycle time re uction( inventory re uctions( etc*5 as follo)in! from certification* .nternal process improvements in or!ani+ations lea to externally o"serva"le improvements* The "enefit of increase international tra e an omestic mar%et share( in a ition to the internal "enefits such as customer satisfaction( inter epartmental communications( )or% processes( an customerKsupplier partnerships erive ( far excee s any an all initial investment*

a. How is the Human Relation heory different form the !lassical heory? ". #riefly explain Quality inspection$ Quality control and Quality Assurance. ?ifferences Explanation 4Quality inspection( Quality control an Quality Assurance5 G L 4@ each5 10

Quality Control: Quality $ontrol activities inclu e inspection an testin! of the pro ucts or services after they are pro uce an Eust "efore their elivery to the customers* The inspection an testin! activities are carrie out to chec% conformity of the pro uct )ith specifications K requirements* .f any of the pro ucts are not in conformance )ith the specifications( they are quarantine K se!re!ate an the actions as specifie 4repair( re !ra e( scrap5 are initiate * Quality Assurance: Quality 0ssurance refers to planned and systematic production processes that provide confidence in a product1s suitability for its intended purpose. It is a set of activities intended to ensure that products 2goods and3or services4 satisfy customer requirements in a systematic, reliable fashion. Quality assurance covers all activities from design, development, production, installation, servicing and other associated activities. This introduces the rule ( 5ight first time(. "6 0 2"lan) 6o) hec! 70ct4 approach is the most widely used concept in Quality 0ssurance. Quality Assurance is a"out improvin! an sta"ili+in! the pro uction an associate processes to eliminate or limit the efects from occurrin!( )hile the Quality $ontrol is a"out inspection an testin! an preventin! the efects from !ettin! elivere to the customers* 1o)ever( QA oes not necessarily eliminate the requirement for Quality control in terms of inspection an testin!*

Concept of Total Quality management Total Quality management is concerne )ith movin! the focus of control outsi e the in ivi ual to )ithin( the o"Eective "ein! to ma%e everyone accounta"le for their o)n performance( an to !et them committe to attainin! quality in a hi!hly motivate fashion* The assumptions a irector or a mana!er must ma%e in or er to move in this irection are simply that people o not nee to "e coerce to perform )ell( an that people )ant to achieve( accomplish( influence activity an challen!e their a"ilities( .f there is "elief in this( the TQM effort )ill "e successful*

Pillars of Total Quality %anagement Total Quality Mana!ement is user riven- it cannot "e impose from outsi e the or!ani+ation( as perhaps can a quality mana!ement stan ar or statistical process control* This means that the i eas for improvement must come from those )ith %no)le !e an experience of the processes( activities an tas%s: this has massive implications for trainin! an follo) up* TQM is not a cost cuttin! or pro uctivity improvement evice in the tra itional sense an it must not "e use as such* Althou!h the effects of a successful pro!ramme )ill certainly re uce costs an improve pro uctivity( TQM is concerne chiefly )ith chan!in! attitu es an s%ills so that culture of the or!ani+ation "ecomes one of preventin! failure- oin! the ri!ht thin!s( ri!ht first time( every time* G Explain the concept of !ost of Quality. %ive a few examples of External and &nternal 'ailure costs. Meanin! of $ost of Quality $omponents Examples 4External M .nternal Nailure costs5 A A G 4@ each5 10

Ans:- The concept of cost of Quality 4$0Q5 has emer!e in 1B50s* The concept of Quality $osts is a means to quantify the total cost of Quality relate efforts an eficiencies* This )as first escri"e "y Arman O* Nei!en"aum*

Penerally( the people have the perception that hi!her quality involves hi!her costs( either for "uyin! "etter ra) materials or machines or "y hirin! expensive s%ills* Nurther more( )hile cost accountin! ha evolve to cate!ori+e the financial transactions in to revenues( expenses( overhea s( it ha not attempte to cate!ori+e the costs relate to quality* Mana!ement is )ell serve if the Quality relate costs are se!re!ate an reporte so that the ata can "e evaluate to un erstan the impact of investments on quality relate activities an focus "etter on the quality improvement activities to re uce the overall costs an enhance the profita"ility* Quality Costs in &ervice organi,ations: .n manufacturin!( Quality costs are primarily pro uct 3 oriente ( )here as in service in ustry it is personnel 4la"our5 oriente * #ersonnel costs account for up to L0 to J5H of the total costs* The nature of Quality costs iffers from services an manufacturin! or!ani+ations* .n services( the external failure costs li%e )arranty an fiel support are less relevant

compare to manufacturin!* #rocess relate costs li%e customer service an complaints han lin! are critical in a ition to lost customers*

$nternal failure costs mi!ht not "e as evi ent in services as in manufacturin!* Since
there is a hi!h level of customer contact urin! service elivery( there may not "e any opportunity to correct the errors "efore elivery* ,y the time error has "een etecte ( the costs relate to that ha alrea y "ecome external failure costs* 1ence( the internal failure costs in service or!ani+ations ten to "e much lo)er for service or!ani+ations compare to manufacturin! or!ani+ations* The same is the case )ith the appraisal costs* The service or!ani+ations must spen a lot of money in prevention activities 4prevention costs5 such as employee trainin!( quality plannin!( )or% flo) plannin! an )or% automation in or er to "e successful in re ucin! the external failure costs an also to achieve customer satisfaction an retention* This is "ecause of hi!h level of personal interactions )ith the customers* 2or% measurement an samplin! techniques are extensively use to !ather quality cost information in service or!ani+ations* 2or% measurement in icates ho) much of time an employee spen s on various quality relate activities* The quality cost for a particular activity can "e calculate "y multiplyin! the employee costs )ith the proportion of the time spent for that activity* .n some cases( the cost of quality 4poor service5 can "e calculate "ase on customer satisfaction ata an customer retention K loyalty ata* .n this case( the cost of poor quality is the cost of lost opportunities for sales revenue* .n some cases( cost of poor quality is efine )ith a focus on the cost of %ey activities or processes* .n this case the cost of poor quality is compute as the ifference "et)een the actual cost an the stan ar cost* The stan ar cost is the cost incurre in an i eal situation or "y follo)in! the "est practice* The "est practice can "e either from )ithin the or!ani+ation or from an out si e or!ani+ation* This approach a resses the cost of inefficient processes* .n !eneral( the accountin! of quality costs for services ifficult "ecause of the intan!i"le nature of the output*
!" #rite a note on Quality function $eployment"

Quality Nunction ?eployment 4QN?5 is a >equirements En!ineerin! approach that focuses on quality* .t )as ori!inate in /apan in the manufacturin! in ustry* .t is a means of pro ucin! technical requirements from the customer requirements in the pro uction an evelopment of a pro uct* The main focus of attention in QN? is the 1ouse of Quality 410Q5 in !roup sessions* QN? is ma e up of four ifferent phases that epen on each other( i*e* iterations: #ro uct #lannin!( #arts ?eployment( #rocess an $ontrol #lannin!( an #ro uction #lannin!*

#igure -. Q#/ and software development life cycle 01etts' -*2*34 0Group 5' 5++53 All four phases follo) the same proce ure: they use !roup sessions to "uil the 1ouse of Quatity* .n the first phase( the customer voice is use to pro uce the measura"le o"Eectives* Then in the secon phase( the measura"le o"Eectives are use to pro uce the hi!h level esi!n* Then in the thir phase( the hi!h level esi!n is use to pro uce the metho s an tools* Then in the fourth phase the metho s an tools are use to pro uce the proce ures* The !roup sessions nee a !oo facilitator to complete the QN? successfully* 1eKshe shoul coor inate the plannin!( esi!n( process an pro uction of a QN? stu y* The 6ouse )f Quality The 10Q is the %ernel of QN?* .t is a matrix that consists of su" matrices that are relate to one another* Each section in 10Q is calle 8room7* .t is a structure an systematic representation of a pro uct or process evelopment* .n the QN? class presentation CProup @( @00@D( the five sections of the 1ouse of Quality )ere i entifie an escri"e in etail: -. Customer re7uirements: As you can see from Ni!ure @( it is on the left si e of the 10Q* This section ocuments the Qvoice of customer*Q .t represents the Q)hatFsQ of the system* Affinity ia!rams an Tree ia!rams are use to structure the requirements* 5. Planning %atri(: .t is on the ri!ht si e of the 10Q matrix* .t represents the $ustomer $ompetitive Assessment* .t #rovi es customers7 vie)s on existin! pro ucts* This matrix uses questionnaires to elicit information* 8. Technical re7uirements: This section lists ho) the company )ill meet the customer requirements* This is the Q102SQ of the system* .t represents the en!ineerin! characteristics or voice of the company* This information is collecte "y QN? esi!n team an structure usin! Affinity ia!rams an Tree ia!rams* This information inclu es:

Top-level solution-in epen ent metrics #ro uctKservice requirements #ro uctKservice features or capa"ilities

9. Relationship %atri(: .t occupies the mi le portion of the 10Q i!ram )hich is the lar!est portion* .t uses the prioriti+ation matrix* .t sho)s ho) )ell customer requirements are a resse "y pro uct features* :. Roof: This is the $orrelation matrix* .t sho)s ho) the 102s conflict )ith one another This section focuses on esi!n improvement* .t focuses on ne!ative relationships in the esi!n*

;. Targets: This the final section of 1ouse of Quality matrix* .t summari+es the conclusions of the plannin! matrix* .t inclu es three parts:

Technical priorities 4relative importance of each technical requirement5 $ompetitive "enchmar%s 4relative position of the existin! pro uct5 Tar!ets 4en!ineerin! tar!et values to "e met "y the ne) pro uct esi!n5 ?iscuss the importance of <no)le !e Mana!ement* Explain the role of Quality in <no)le !e Mana!ement*

Meanin! of <no)le !e Mana!ement@ 10 .mportance of <no)le !e Mana!ement A >ole of Quality in <no)le !e Mana!ement 5 Ans:- <nowledge management 4<%5 is the process of capturin!( evelopin!( sharin!( an effectively usin! or!anisational %no)le !e*C1D .t refers to a multi- iscipline approach to achievin! or!anisational o"Eectives "y ma%in! the "est use of %no)le !e*C@D An esta"lishe iscipline since 1BB1 4see 9ona%a 1BB15( <M inclu es courses tau!ht in the fiel s of "usiness a ministration( information systems( mana!ement( an li"rary an information sciences 4Alavi M -ei ner 1BBB5*CADCGD More recently( other fiel s have starte contri"utin! to <M research: these inclu e information an me ia( computer science( pu"lic health( an pu"lic policy*C5D Also( $olum"ia Iniversity an <ent State Iniversity are offerin! e icate Master of Science e!rees in <no)le !e Mana!ement*CLDCJD Many lar!e companies an non-profit or!anisations have resources e icate to internal <M efforts( often as a part of their "usiness strate!y( information technolo!y( or human

resource mana!ement epartments* Several consultin! companies also exist that provi e strate!y an a vice re!ar in! <M to these or!anisations* <no)le !e mana!ement efforts typically focus on or!anisational o"Eectives such as improve performance( competitive a vanta!e( innovation( the sharin! of lessons learne ( inte!ration an continuous improvement of the or!anisation*CBD <M efforts overlap )ith or!anisational learnin!( an may "e istin!uishe from that "y a !reater focus on the mana!ement of %no)le !e as a strate!ic asset an a focus on encoura!in! the sharin! of %no)le !e*C@DC10D .t is seen as an ena"ler of or!anisational learnin! an a more concrete mechanism than the previous a"stract research* .mportance

A num"er of claims exist as to the motivations lea in! or!anisations to un erta%e a <M effort*CGJD Typical consi erations rivin! a <M effort inclu e:CA@D

Ma%in! availa"le increase %no)le !e content in the evelopment an provision of pro ucts an services Achievin! shorter ne) pro uct evelopment cycles Nacilitatin! an mana!in! innovation an or!anisational learnin! -evera!in! the expertise of people across the or!anisation .ncreasin! net)or% connectivity "et)een internal an external in ivi uals Mana!in! "usiness environments an allo)in! employees to o"tain relevant insi!hts an i eas appropriate to their )or% Solvin! intracta"le or )ic%e pro"lems Mana!in! intellectual capital an intellectual assets in the )or%force 4such as the expertise an %no)-ho) possesse "y %ey in ivi uals5

?e"ate exists )hether <M is more than a passin! fa ( thou!h increasin! amount of research in this fiel may hopefully help to ans)er this question( as )ell as create consensus on )hat elements of <M help etermine the success or failure of such efforts 42ilson @00@5*CGRD <no)le !e sharin! remains a challen!in! issue for %no)le !e mana!ement( an )hile there is no clear a!reement "arriers may inclu e time issues for %no)le !e )or%s( the level of trust( lac% of effective support technolo!ies an culture L ?iscuss the maEor ,arriersKo"stacles to Quality* ,riefly explain some of the metho sKtools( techniques that can "e eploye to overcome the "arriers in an or!ani+ation* ,arriersK0"stacles to Quality 5 Metho sKtools 5 10

Ans:- Quality assurance 4Q=5 refers to a ministrative an proce ural activities implemente in a quality system so that requirements an !oals for a pro uct( service or activity )ill "e fulfille *C1D .t is the systematic measurement( comparison )ith a stan ar ( monitorin! of processes an an associate fee "ac% loop that confers error prevention* C@D This can "e contraste )ith quality control( )hich is focuse on process outputs* T)o principles inclu e in QA are: QNit for purposeQ( the pro uct shoul "e suita"le for the inten e purpose: an Q>i!ht first timeQ( mista%es shoul "e eliminate * QA inclu es mana!ement of the quality of ra) materials( assem"lies( pro ucts an components( services relate to pro uction( an mana!ement( pro uction an inspection processes*
Ccitation neededD

Suita"le quality is etermine "y pro uct users( clients or customers( not "y society in !eneral* .t is not relate to cost( an a Eectives or escriptors such as Qhi!hQ an QpoorQ are not applica"le* Nor example( a lo) price pro uct may "e vie)e as havin! hi!h quality "ecause it is isposa"le( )here another may "e vie)e as havin! poor quality "ecause it is not isposa"le

$nitial efforts to control the 7uality of production


?urin! the Mi le A!es( !uil s a opte responsi"ility for quality control of their mem"ers( settin! an maintainin! certain stan ar s for !uil mem"ership >oyal !overnments purchasin! material )ere intereste in quality control as customers* Nor this reason( <in! /ohn of En!lan appointe 2illiam 2rotham to report a"out the construction an repair of ships* $enturies later( Samuel #epys( Secretary to the ,ritish A miralty( appointe multiple such overseers #rior to the extensive ivision of la"or an mechani+ation resultin! from the .n ustrial >evolution( it )as possi"le for )or%ers to control the quality of their o)n pro ucts* The .n ustrial >evolution le to a system in )hich lar!e !roups of people performin! a speciali+e type of )or% )ere !roupe to!ether un er the supervision of a foreman )ho )as appointe to control the quality of )or% manufacture *

>artime production
At the time of the Nirst 2orl 2ar( manufacturin! processes typically "ecame more complex )ith lar!er num"ers of )or%ers "ein! supervise * This perio sa) the )i esprea intro uction of mass pro uction an piece )or%( )hich create pro"lems as )or%men coul no) earn more money "y the pro uction of extra pro ucts( )hich in turn occasionally le to poor quality )or%manship "ein! passe on to the assem"ly lines* To counter "a )or%manship( full-time inspectors )ere intro uce to i entify( quarantine an i eally correct pro uct quality failures* Quality control "y inspection in the 1B@0s an 1BA0s le to the !ro)th of quality inspection functions Ccitation neededD( separately or!ani+e from pro uction an lar!e enou!h to "e hea e "y superinten ents*

The systematic approach to quality starte in in ustrial manufacturin! urin! the 1BA0s C( mostly in the I*S*( )hen some attention )as !iven to the cost of scrap an re)or%* The impact of mass pro uction require urin! the Secon 2orl 2ar ma e it necessary to intro uce an improve form of quality control %no)n as Statistical Quality $ontrol( or SQ$* Some of the initial )or% for SQ$ is cre ite to 2alter A* She)hart of ,ell -a"s( startin! )ith his famous one-pa!e memoran um of 1B@G* SQ$ inclu es the concept that every pro uction piece cannot "e fully inspecte into accepta"le an non accepta"le "atches* ,y exten in! the inspection phase an ma%in! inspection or!ani+ations more efficient( it provi es inspectors )ith control tools such as samplin! an control charts( even )here 100 percent inspection is not practica"le* Stan ar statistical techniques allo) the pro ucer to sample an test a certain proportion of the pro ucts for quality to achieve the esire level of confi ence in the quality of the entire "atch or pro uction run*

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