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. Quality can be a confusing idea because people view quality differently depending on their own point of view. Quality can be a confusing idea because people view quality differently depending on their own point of view.

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 It is important to get everyone involved in the foundation of TQIt is important to get everyone involved in the foundation of TQ

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

15. The New TQM Model

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

19. Quality Gurus (2) Deming:14points;7deseases;systemthinking 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

33. An example

34. An example

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 ISO9004:Guidelines for performance improvement ISO19011:Guidelines 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 9000:1994 A unified standard, with some revisions BS EN ISO 9000:2000 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 The manufacturing centralised environment contained the three major parts, in particular, Product life cycle analysis, Supplier Selection, and Knowledge allocation; the first two parts can be applied separately, the later is hierarchically structured in a way that builds on the former two parts. The contents within the three parts involves knowledge from fields of engineering, business and mathematics. The manufacturing centralised environment contained the three major parts, in particular, Product life cycle analysis, Supplier Selection, and Knowledge allocation; the first two parts can be applied separately, the later is hierarchically structured in a way that builds on the former two parts. The contents within the three parts involves knowledge from fields of engineering, business and mathematics.

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 Specification—Purpose 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 The purpose of this system is to effectively sharing and reusing partial PDS related information for people who are engaged in the product design procedure. The system is mainly divided into four parts, specially, product characteristics, functional requirements, functional constraints, and performance measures. Product Characteristics Beans This part defines attributes of the product that describes the necessary characteristics of which a product must have in order for it to be succeeded in the market. The issues of affordability, usability, durability, maintainability, marketability, manufacturability, environmentally friendly, and ergonomic aesthetically pleasing are considered within the Product Characteristics Beans. Functional Requirements Beans Functional Requirements Beans define the capability and functionality of the product which are precise specifications of the function of a product. Functional Requirements Beans are focused on the operational features of the product. Functional Constraints Beans This part defines the performance limits of the product quantitatively. The functional constraints and the structural constraints are contained in the Functional Constraints Beans. Product Performance Beans This part described parameters that will be used to measure the performance of a design with respect to relevant criterion. Product Performance Beans are defined with respect to minimum, maximum, or optimum, which based on constraints in a design problem.The purpose of this system is to effectively sharing and reusing partial PDS related information for people who are engaged in the product design procedure. The system is mainly divided into four parts, specially, product characteristics, functional requirements, functional constraints, and performance measures. Product Characteristics Beans This part defines attributes of the product that describes the necessary characteristics of which a product must have in order for it to be succeeded in the market. The issues of affordability, usability, durability, maintainability, marketability, manufacturability, environmentally friendly, and ergonomic aesthetically pleasing are considered within the Product Characteristics Beans. Functional Requirements Beans Functional Requirements Beans define the capability and functionality of the product which are precise specifications of the function of a product. Functional Requirements Beans are focused on the operational features of the product. Functional Constraints Beans This part defines the performance limits of the product quantitatively. The functional constraints and the structural constraints are contained in the Functional Constraints Beans. Product Performance Beans This part described parameters that will be used to measure the performance of a design with respect to relevant criterion. Product Performance Beans are defined with respect to minimum, maximum, or optimum, which based on constraints in a design problem.

57. Component Based Partial Product Design Specification—Structure Product Characteristics Beans Functional Requirements Beans Functional Constraints Beans Product Performance Beans The purpose of this system is to effectively sharing and reusing partial PDS related information for people who are engaged in the product design procedure. The system is mainly divided into four parts, specially, product characteristics, functional requirements, functional constraints, and performance measures. Product Characteristics Beans This part defines attributes of the product that describes the necessary characteristics of which a product must have in order for it to be succeeded in the market. The issues of affordability, usability, durability, maintainability, marketability, manufacturability, environmentally friendly, and ergonomic aesthetically pleasing are considered within the Product Characteristics Beans. Functional Requirements Beans Functional Requirements Beans define the capability and functionality of the product which are precise specifications of the function of a product. Functional Requirements Beans are focused on the operational features of the product. Functional Constraints Beans This part defines the performance limits of the product quantitatively. The functional constraints and the structural constraints are contained in the Functional Constraints Beans. Product Performance Beans This part described parameters that will be used to measure the performance of a design with respect to relevant criterion. Product Performance Beans are defined with respect to minimum, maximum, or optimum, which based on constraints in a design problem.The purpose of this system is to effectively sharing and reusing partial PDS related information for people who are engaged in the product design procedure. The system is mainly divided into four parts, specially, product characteristics, functional requirements, functional constraints, and performance measures. Product Characteristics Beans This part defines attributes of the product that describes the necessary characteristics of which a product must have in order for it to be succeeded in the market. The issues of affordability, usability, durability, maintainability, marketability, manufacturability, environmentally friendly, and ergonomic aesthetically pleasing are considered within the Product Characteristics Beans. Functional Requirements Beans Functional Requirements Beans define the capability and functionality of the product which are precise specifications of the function of a product. Functional Requirements Beans are focused on the operational features of the product. Functional Constraints Beans This part defines the performance limits of the product quantitatively. The functional constraints and the structural constraints are contained in the Functional Constraints Beans. Product Performance Beans This part described parameters that will be used to measure the performance of a design with respect to relevant criterion. Product Performance Beans are defined with respect to minimum, maximum, or optimum, which based on constraints in a design problem.

58. Integrating the Models into Web-oriented Environment The main aim of this manufacturer centralised environment is to provide a platform for manufacturers to collect and analyse customer, competitor and supplier related information. Distributed information sharing and communication are essential to support this manufacturer centralized environment. Resources in this environment are modelled as services that offer one or more business operations. The superior advantage of this environment is making business logic of the enterprise to be developed and managed independently. Seven major services include in this environment; the interactions between different services recourses in the distributed design environment are shown in Figure. Those of resources blends in nicely with a service-oriented architecture, which fundamentally comprises of service consumers and service providers. Each service is a partial unit that is made up of this manufacturing centralised environment. Each service consists of a collection of EJB components that work in concert to deliver the business function that the service represents. It enables collaboration between customers, manufacturers and suppliers that involve service integration. The main aim of this manufacturer centralised environment is to provide a platform for manufacturers to collect and analyse customer, competitor and supplier related information. Distributed information sharing and communication are essential to support this manufacturer centralized environment. Resources in this environment are modelled as services that offer one or more business operations. The superior advantage of this environment is making business logic of the enterprise to be developed and managed independently. Seven major services include in this environment; the interactions between different services recourses in the distributed design environment are shown in Figure. Those of resources blends in nicely with a service-oriented architecture, which fundamentally comprises of service consumers and service providers. Each service is a partial unit that is made up of this manufacturing centralised environment. Each service consists of a collection of EJB components that work in concert to deliver the business function that the service represents. It enables collaboration between customers, manufacturers and suppliers that involve service integration.

59. Component Based Partial Product Design Specification—EJB based