Quality Control and Utilization of Internet Technology

1
Quality Control and Utilization of Internet
Technology
2
Outline

• Concepts of Quality
• Quality tools
• Quality management system
• Internet Technology and Quality Control

3
Suggested reading

• Dale, BG. 2003, Managing Quality (4th Ed),
  Oxford Blackwell
• Ishikawa, K. 2002, Guide to Quality Control,
  Asian Productivity Organisaiton
• Mizuno, S. 1988, Management for Quality
  Improvement the seven new QC tools, Productivity
  Press
• Neave, HR. 1990, The Deming dimension, Knoxville,
  Tennessee  SPC
• McDermott, RE., Mikulak, RJ., Beaureqard, MR.
  1996, The basics of FMEA, Productivity
• Wheeler, DJ. 2003, Making Sense of Data, SPC
  Press

4
Definitions of Quality (1)

• Customer - based
• "Quality consists of the capacity to satisfy
  wants."(C.D. Edwards)
• "Quality is fitness for use." (J.M. Juran)
• Manufacturing - based
• "Conformance to specifications and standards.
  (P.B. Crosby Quality Is Free)
• Product - based
• Quality is a function of specific measurable
  variable and that differences in quality reflect
  differences in quantity of some product
  attribute. (This assessment implies that higher
  levels or amounts of product characteristics are
  equivalent to higher quality.

5
Definitions of Quality (2)

• Value - based
• "Quality is the degree of excellence at an
• acceptable price and the control of variability
  at
• an competitive cost."
• Judgmental
• Quality is both absolute and universally
  recognizable, a mark of
• uncompromising standards and high achievement.

6
Quality in different areas of society
7
Three levels of quality (1)

• Organizational level
• Top managers must focus attention at this level
• Process level
• Middle managers and supervisors focus attention
  at this level
• Performer level
• All employee must understand quality at the
  performer level

8
Three levels of quality(2)

• Organizational level quality concerns on meeting
  external customer requirements. The following
  questions help to define quality at this level
• Which products and services meet your
  expectations?
• Which do not?
• What products or service do you need that you are
  not receiving?
• Are you receiving products or services that you
  do not need?

9
Three levels of quality(3)

• Process level organizational units are
  classified as functions or departments. At this
  level, managers must ask questions such as the
  following
• What products or services are most important to
  the customer?
• What process produce those products and services?
• What are the key inputs to the process?
• Who are my internal customers and what are their
  needs?

10
Three levels of quality(4)

• Performer level standards for output must be
  based on quality and customer-service
  requirements that originate at the organizational
  and process levels. At this level, one must ask
  questions such as the following
• What is required by the customer, both internal
  and external?
• How can the requirements be measured?
• What is the specific standard for each measure?

11
Total Quality Management (TQM)

• TQM is an approach to improve the
  effectiveness and flexibility of business as a
  whole. It is an essential way of organizing,
  involving the whole company, business or
  organization, every activity, every single person
  at every level

12
Traditional management versus TQM

• In traditional management, quality is the
  adherence to internal specification and
  standards.
• In total quality management, quality is defined
  in a positive sense as products and services that
  go beyond the present needs and expectations of
  customers.

13
The two sides of Quality Management

• QM has both hard and Soft sides.
• The hard side may involve a range of tools and
  techniques, including SPC, and the basic quality
  management tools.
• The soft side of QM is concerned with HR and
  cultural change

14
TQM Model
Source John S. Oakland, Total Quality
ManagementText with cases, 1995, BH Contemporary
Business Series
15
The New TQM Model
Source John S. Oakland, TQMText with cases,
2004, Elsevier butterworth heinemann
16
The New TQM Model

• Planning, people and processes are the keys to
  delivering quality products and services to
  customers and generally improving overall
  performance. These four Ps form a structure of
  hard management necessities for TQM model
• Culture, communications, and commitment are the
  Soft outcomes of TQM, which provide the
  foundation for the TQM model

17
Principles of Total Quality

• A focus on customers and stakeholders
• Participation and teamwork by everyone in the
  organization
• A process focus supported by continuous
  improvement and learning

18
Quality Gurus(1)

• Deming
• Feigenbaum
• Juran
• Ishikawa
• Taguchi
• Mizuno
• Crosby
• Peters

American Gurus
Japanese Gurus
The new Gurus
19
Quality Gurus (2)

• Deming14points7deseasessystemthinking and
  Deming circle
• Juran 3steps on quality (plan, control and
  improvement)
• Feigenbaum three key to quality (understanding
  international market, thorough grasp total
  quality strategy and hand-on management know how
  to create a necessary company environment for
  quality
• Mizuno The 7 new tools
• Taguchi lose function.
• Ishikawa The 7 tools.
• Crosby Zero Defect concept.
• Peters Customer orientation

20
Quality control

• Quality control is the activities and
  techniques employed to achieve and maintain the
  quality of a product, process, or service. It
  includes a monitoring activity, finding and
  eliminating causes of quality problems so that
  the requirements of the customer are continually
  met.

21
Quality Tools

• Seven tools
• Seven new tools
• Statistical process control (SPC)
• Quality function deployment (QFD)
• Failure mode and effects analysis (FMEA)

22
Quality Tools

• Seven tools
• Flowcharts
• Run charts and control charts
• Check sheets
• Histograms
• Pareto Diagrams
• Cause-and-Effect Diagrams
• Scatter Diagrams

23
Quality Tools

• Seven tools
• Flowcharts
• Highlight value added and non value added
  activities.
• Result in better understanding.
• Highlight causes of lead time.
• Aid simplification of system.
• Identify any short cuts taking please.
• Identify information flow across function
  boundaries.
• Identify common feature, processing stage,
  departments, functions and natural grouping.

24
Quality Tools

• Seven tools
• Run charts and control charts
• A statistically based system for monitoring
  process in order to ensure that only real
  variation provoke action and not those occurring
  by chance

25
Quality Tools

• Seven tools
• Cause and Effect Diagram
• A fish bone diagram which is used in team
  brainstorming to assemble all possible causes of
  problem or effect under study.

26
Quality Tools

• Seven tools
• Scatter diagram
• A chart showing possible association between two
  variables. Could indicate cause and effect e.g.
  paint temperature VS. pain thickness or
  percentage of invoice errors VS. workload.

27
Quality Tools

• Seven tools
• Histogrm
• A chart showing the frequency with which the
  variable under study occurs at different values.
  E. g. Steel thickness, container, weight,
  machined diameter etc. important for the study of
  manufacturing processes.

28
Quality Tools

• Seven tools
• Pareto chart
• A bar graph showing aspects of a variable
  (problem size of customers value of stock items
  etc) in order of magnitude and normally expressed
  as a percentage of the total. Used to ensure that
  most important problems are tackled first.

29
Quality Tools

• Seven tools
• Check sheet
• Check sheet is formulated precisely trying to
  answer
• Collect data and facts relating to question
• Analyze the data to determine the factual answer
  to the question

30
An example

• Applying table for reviewing the current
  gratuities
• trend

31
An example

• Applying table for reviewing the current
• gratuities trend

32
An example
Applying Check sheet to collect the data in terms
of defects on Saturday
33
An example
Applying Pareto Analysis to interpreted the date
34
An example
Applying Pareto Analysis to interpreted the date
35
An example

• Applying Cause-effect diagram to find the root
  problems

36
Quality Tools

• Seven new tools
• Relation diagram
• It is developed into a problem solving method
  from used in management indicator and it is
  designed to reach the root of problem by using
  arrows

37
Quality Tools

• Seven new tools
• Affinity Diagram
• It is designed to collect facts options and
  ideals about unknown and unexplored areas which
  are furthermore in completely disorganized state.
  

38
Quality Tools

• Seven new tools
• Systematic diagram (tree diagram)
• Systematically plan the task with increasing
  detail that need to be done to achieve a primary
  goal and related sub goal
• Identify the means of fulfilling
• These means become second goals to be fulfilling
• Reflect the real word of implementing continuous
  improvement
• Maps out the options. Does not value on that to
  spend
• A reverse Ishikawa diagram

39
Quality Tools

• Seven new tools
• Process design program chart (PDPC)
• Helps select best program by evaluating progress
  of events various conceivable outcomes
• Footman similar to tree diagram but is dynamic
• Links events in chronological order and
  identifies
• Alternative to failure model and effects and
  analyze
• Follow cause of understandable conditions through
  the course of their actions

40
Quality Tools

• Seven new tools
• Activity network diagram
• Establish a most suitable daily plan for a
  project and monitor its progress efficiently
• Determines total implementation time
  simultaneous task and key subtasks
• Equivalent to gantt chart

41
Quality Tools

• Seven new tools
• Matrix diagram
• It helps to expedite the process of problem
  solving by indicating the process and degree of
  strength of relationship between two sets of
  factors
• It allows us to explore the problem under study
  from two points of view build abase for further
  two dimensional problemsolving

42
Quality Tools

• Seven new tools
• Matrix data-Analyze
• It arranges the data presented in a matrix
  diagram so the large number can be easily seen
  and comprehended

43
Quality Tools

• Seven tools
• Histogrm
• A chart showing the frequency with which the
  variable under study occurs at different values.
  E. g. Steel thickness, container, weight,
  machined diameter etc. important for the study of
  manufacturing processes.

44
Quality Tools

• Seven new tools
• Relations diagram method
• Affinity diagram method
• Systematic diagram method
• Matrix diagram method
• Matrix data-analysis method
• Process decision programme chart (PDPC) method
• Arrow diagram method

45
Quality Tools

• Statistical process control
• SPC is a methodology for monitoring a process to
  identify special causes of variation and
  signaling the need to take corrective action when
  it is appropriate.
• SPC can be seen as a way for continual
  improvement.

46
Quality Tools

• Quality function deployment
• QFD is a technique which is used for translating
  the needs of customers and consumers into design
  requirements.
• QFD reduces the time for new product development

47
CMC Analysis in Product Life Cycle
Stages-Customer based Rival Comparison
48
Quality Tools

• Failure mode and effects analysis
• Failure Modes and Effects Analysis (FMEA) is
  methodology for analyzing potential reliability
  problems early in the development cycle where it
  is easier to take actions to overcome these
  issues, thereby enhancing reliability through
  design.
• FMEA is used to identify potential failure modes,
  determine their effect on the operation of the
  product, and identify actions to mitigate the
  failures.

49
What is ISO 9000?

• ISO 9000 is a series of standards that define the
  requirements for international quality management
  system standard (QMS).
• ISO9000 Fundamentals and vocabulary
• ISO9001 Requirements
• ISO9004Guidelines for performance improvement
• ISO19011Guidelines on quality and environmental
  auditing

50
History of ISO 9000

• British Standard BS 5750 (1979)
• International Standard ISO 9000 (1987)
• Broadly similar to BS5750, but with appropriate
  international considerations
• BS EN ISO 90001994
• A unified standard, with some revisions
• BS EN ISO 90002000
• The new standard, with major revisions

51
Purpose of ISO 9000

• To increase productivity and efficiency
• To reduce mistakes and costs
• To provide foundation for improving quality and
  customer satisfaction
• To strengthen understanding what is expected
• To improve customer perception and competitive
  advantages

52
Utilisation Internet Technology
53
EJB
54
EJB

• Types of EJB
• Entity Beans Entity beans model business data
  it represents information persistently stored in
  a mechanism. The entity bean can be shared by
  many clients without interfering.
• Session Beans Session beans model business
  processes it represents a single client inside
  the application server. The session bean shields
  the client from complexity by executing business
  tasks inside the server.
• Message-driven Beans Message-driven beans allow
  J2EE applications to process messages
  asynchronously.

55
EJB
56
Component Based Partial Product Design
SpecificationPurpose

• To effectively sharing and reusing partial
  Product design specification
• To reduce the errors in the earlier product
  design stage
• To speed up products to market

57
Component Based Partial Product Design
SpecificationStructure

• Product Characteristics Beans
• Functional Requirements Beans
• Functional Constraints Beans
• Product Performance Beans

58
Integrating the Models into Web-oriented
Environment
59
Component Based Partial Product Design
SpecificationEJB based