Abstract
Quality is continually present in everyday life, whether it be a product or service,
manufacturers and customers alike perceive an accepted standard subjectively. Quality is
not just the resulting product, it also captures the process used to deliver the outcome,
analysing steps to improve efficiency, production and acceptable standards while reducing
time, waste, and cost. This paper will display various philosophies available and utilised
previously by quality experts, aptly named Guru’s, imparting clarity in what can be a
confusing and expansive subject. It will also provide a demonstration of not only how a
correctly implemented philosophy can have pronounced rewards to an organization in a
physical respect, but how it can offer mental and emotional incentives to those individuals
involved.
MECH50449 Quality Management & Control 20024962
Table of Contents
Abstract.................................................................................................................................................1
Table of Figures.....................................................................................................................................2
Assignment 1.........................................................................................................................................3
Quality Definition..............................................................................................................................3
Quality Philosophies..........................................................................................................................3
Quality Control Systems and Tools....................................................................................................5
Quality System Implementation........................................................................................................7
Assignment 2.........................................................................................................................................8
Staffordshire PIC Concerns and Issues...............................................................................................8
Suggested Implementation................................................................................................................9
Philosophy and Tools.....................................................................................................................9
Role of Management...................................................................................................................10
Conclusion...........................................................................................................................................11
References...........................................................................................................................................12
Table of Figures
Figure 1 Cause and Effect Diagram (Juran, 2018)..................................................................................5
Figure 2 Simplified Flowchart (Creately, 2020)......................................................................................6
Figure 3 Pareto Chart (Zengeni, 2014)...................................................................................................6
Figure 4 Check Sheet (Coutinho, 2021)..................................................................................................7
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Assignment 1
Quality Definition
The word Quality, has a broad and expansive understanding, looking in the dictionary will
demonstrate the variations the word has to offer and enable an appreciation of its flexibility,
this is because, simply, the word quality has not one answer. It is relative to the situation in
which it is been used, by whom, and by how an organisation or customer perceives
acceptance of quality. However, a statement can provide a definition of quality as an overall
achievement in a general term, stating what is the projected outcome or goal, whether it be a
product or service, that statement would read; Quality is the ability to accomplish the
designed development or requirement in which it was produced for, applying zero error and
flaw, with minimal waste by upholding an optimal efficiency process throughout production.
To aid with the application of quality, there are core concepts which allow a basis to be built
upon, Quality Planning, Quality Assurance and Quality Control. These are the broad stages
of production of a product or service, the planning to meet the requirements, the assurance
throughout the development and the control of the outcome to meet the minimum standard
required. Further steps can be implemented to each stage, ensuring the standards are being
met and the product is conforming to specifications, but ultimately, without a direct approach
to quality at the three stages, a fall in quality is assured. The steps are pivotal in ensuring the
core of quality is maintained all the way through every element of a process, with the scope
to improve again and again, with a sense of permanent analysis.
Quality Philosophies
There are a wide range of philosophies which an organisation can choose to employ into its
process, to achieve the highest quality output possible. Each offering a different perspective
on how improvements can be made throughout the organisation, whilst delivering a product
at the greatest efficiency and to the requirements of the customer’s needs and wants. Many
of the philosophies implemented throughout industry today were developed by personnel
who have researched the art of quality, yet while there are, and have been other quality
experts, these individuals are regarded as the Quality Guru’s. The below named individuals
have their own respective experience and expertise, they have had their philosophies
executed and proven globally at leading manufacturers.
Dr. W. Edward Deming developed the fourteen principles of management, these are aimed
at the upper management of an organisation, with the goal of improving the efficiency of their
output. These principles lay the foundation, allowing for leaders to follow good management
practices, and while not telling everyone how to make the changes, they provide enough
detail of what to change. Allowing any organisation to adapt his principles for their output.
Dr. Joseph Juran, famous for the Juran Trilogy, believes the underlying concept is that
managing for quality consists of three universal processes (DeFeo, 2019). These are quality
planning, quality control and quality improvement.
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Philip Crosby, a well-known author, and consultant believed that while quality is not free, it
costs more if quality is not achieved. He developed the Zero Defects and Do It Right First-
Time concepts. Crosby defines quality as conformance to the requirements which the
company itself has established for its products based directly on its customers' needs
Shiego Shingo revolutionised the quality process, which is still in use today at Toyota.
Alongside Taiichi Ohno he produced the Toyota Production System (TPS), within the TPS is
the Single Minute Exchange of Dies (SMED), SMED is the process of increasing changeover
times, for example a pit crew. Shingo also produced the Poka-Yoke philosophy, a mistake
proofing concept (Dillon, 2015).
Taiichi Ohno is the acclaimed instigator of the Toyota Production System, putting it into
practice with Shigeo Shingo. He was continually working to a lean manufacturing process,
through implementing systems such as a Kaizen, Kanban, Seven Wastes to name a few
(Kemp, 2018).
Kaoru Ishikawa is well known for his owned named Ishikawa Diagram, also called the
Fishbone Diagram, detailing the cause and effect it is used to identify possible issues
relating to a problem. He also believed that quality is a companywide issue and needs to be
dealt with throughout.
Yoshio Kondo was an admirer of Ishikawa and continually publicised his company wide
quality control theory, emphasising the interrelationship between quality and people, he saw
humanity as the essence of motivation.
Implementing such changes as a quality system into an organization is not a simple task that
can be accomplished overnight, it is a path which calls for full commitment, especially as
initial issues arise during the transition period. Leadership is going to play a big part in the
outcome being successful, or more significantly, a lack of leadership will result in a failing
quality system implementation. There must be encouragement to grow any concept put in
place from management, otherwise the whole organisation will fail to commit to the process,
rendering it useless and ineffective, achievement of excellence requires totally committed
leadership (Uduk, 2015). When a perceived failure is present, it will bring with it poor morale,
poor attitude, and further product quality degradation. Costs will continue to rise as wastage
and product failure numbers increase, spiralling into an endless loop. To avoid such
situations, leadership throughout the organisation must be strong, with a clear definition and
path that all the workforces can see, this will provide a whole force commitment to the
changes been implemented. Providing training will help develop clarity as individuals gain
understanding of events, it will also encourage participation and co-operation from everyone
and allow for suggested improvement. A key element to any quality system is the ability to
continually analyse and improve, this is one of the core concepts previously mentioned,
Quality Control. The greater the education and involvement by all staff, the greater the
control of the quality output of the product or service.
If these challenges can be brought to fruition the advantages will be significant, increasing
efficiency of the organisation with a resultant higher quality output. As quality increases, the
wastage and failure rate will fall, bringing with it increased turnover and profit. Pressure on
the workforce will subside, bringing with it a natural increase in moral, positivity and clarity,
as the whole force sees the progression provide results.
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Quality Control Systems and Tools
To ensure a sustained, high-quality product output is achieved, an organisation can utilise a
Quality Control System, good quality control helps companies meet customer demands for
better products, through inspection and testing to highlight errors and allow improvements to
be made. To help achieve this there are tools that can be used, these are mainly analytic
tools, graphs and charts provide visual representation of growth or error, allowing to pinpoint
where improvements are been made or need to be made. Below are some examples of the
tools that can be used to monitor errors in quality.
The Fishbone Diagram illustrates how various input factors can relate to output problems, it
is also referred to as the cause-and-effect diagram. Details can be added to the main line or
central spine which have a resulting impact on the effect.
Figure 1 Cause and Effect Diagram (Juran, 2018)
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Flowcharts can show logical steps in a process and highlight related elements, which can be
used to determine potential issues in the planning phase. Further process concerns can be
implemented into the flow to deliver the required output.
Figure 2 Simplified Flowchart (Creately, 2020)
A Pareto chart, based on Pareto’s principle, shows how a large number of defects are
caused by a small number of causes. It is based on the principle that by doing 20% of the
work you can generate 80% of the benefit of doing the whole job, Pareto Principle 80/20.
Figure 3 Pareto Chart (Zengeni, 2014)
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A check sheet, while simple in principle can very easily highlight a particular element or
phase of production, producing numerous errors. Any selected inputs can be used to tally an
output and view discrepancies.
Figure 4 Check Sheet (Coutinho, 2021)
Quality System Implementation
Implementing a quality philosophy and quality control in an organization requires
documentation stating the processes and procedures which will ensure the desired outcome
is achieved, it will also detail the responsibility and objectives required. A Quality
Management System (QMS) will collate all this information, as well as co-ordinate and direct
the organizations activities to meet customers’ needs and demands, as well as ensuring the
regulatory standards and requirements are upheld. The standards which are currently
adhered to are the ISO 9001, with over one million companies and organizations in over 170
countries certified to the ISO 9001. A review of the ISO details the requirements of an
organization to achieve the standard laid out, with high focus on the seven quality
management principles. These principles detail a whole goal, from customer focus,
relationship management and leadership, down to process approach, engagement of people
and improvement. All aspects that have been forementioned. Implementing a good quality
management system will allow for improvement in effectiveness and efficiency, in both the
organization output and the quality process that has been implemented. Information will be
easier to collate and analyse highlighting poor standards or exceptional performance in
selected areas, this creates a natural continuous improvement philosophy in the
organization. This naturally developed need for continual improvement will create a whole
force mind set, which no longer needs to be driven by individuals, as all the individuals will
drive it through the ‘norm’ of the organization. It will not be perceived as an integration of a
process but instead will be accepted as a process element, this will ensure the longevity of
the quality philosophy is not squashed but instead embraced. Good management and
leadership must then look to ensure the standard does not fall, that the conformance to
customer needs is not merely met but exceeds expectation. This is achieved through further
continual analysis, utilising tools, and procedures to measure the output, ensuring the quality
system is held at the forefront of production.
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Assignment 2
Staffordshire PIC Concerns and Issues
“I’ve got real quality issues with my products” speaks immense volume in telling of the
concerns at the forefront of Staffordshire PIC, the continual struggle with the quality of the
products, especially product 1, highlights the major issue of the organization. This demise in
the output quality of the products has resulted in customer returns, thus impacting on waste
and then profit of the company. Whilst a major issue, it is not the only focus, the quality
issues highlighted are a result of secondary elements, “I’m worried about motivation
generally, but even more the effect has started to show up in the quality of my products”.
The workforce and their demonstration of low morale is the reason behind the failing quality,
as stated, the silly mistakes are occurring more frequently, there is clearly a direct correlation
between morale and quality. Being hard on employees to stimulate the necessary change,
especially line managers, and techniques like “I used the stick more than the carrot” are
historic approaches, they go against the multitude of philosophies practiced by the Guru’s. A
complete opposite approach is often spoke of, one that is inclusive of an entire workforce,
with leadership and guidance delivered decorously from the management in a co-operative
manner. Improving the moral of the employees will unquestionably improve the quality
output of all three products, this in turn will resolve the growing profit concerns, as returns
and wastage decrease, the cost of manufacture will naturally fall, and market value will rise.
One of the greatest tools in the battle against quality concerns is education, at all levels
within the organization “I’m out of my depth, I need to understand quality” is evidence of the
lack of knowledge present, not only from a management perspective, but most likely a
workforce level too. Having a clear, definitive path and educating from the top down, will
provide a coherent and co-operative workforce all working to the same goal, which is to
deliver a quality product to the customer. A final concern is the individualisation of the three
products and the approaches taken to improve them, as a company there is a quality issue,
tackling the products individually merely suppresses on a smaller scale the greater issue at
hand. Developing a quality system for the company in its entirety will naturally display a
resolution for the individual products, this will allow for the design department to offer
improved support across all products, not just one, and a first-class service can be given to
all customers regardless of which product they purchase.
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Suggested Implementation
Philosophy and Tools
Before improvements can be made, the cause of the process needs to be established, this
will ensure the issues are tackled correctly and there is no wasted effort, a period of
Statistical Process Control (SPC) is needed. SPC is a methodology utilised to measure
quality throughout a manufacturing process, obtaining real-time measurements of a product
as it goes through its production process, this data can then be co-ordinated into various
graphs, charts, and maps for analysis. Tools such as the Fishbone Diagram will highlight the
less obvious causes in the effect, coupled with a Check sheet, these quality tools could
quickly determine issues in the process. While monitoring error data in the process, a
Flowchart determining the most efficient way should be made, any unnecessary steps or
inefficient flows can then be seen. Such as over inspecting, drilling, or milling machine flaws,
slow assembly through inefficient placement of work areas, waiting on external parts. This
initial data capture phase sits perfectly for the incorporation of the PDCA cycle (Plan Do
Check Act), developed by Dr. W. Edwards Deming, it can be used to understand why a
process is not functioning correctly, as Staffordshire PIC have invested heavily into the
manufacturing system of product one, it would be key to know the system is working. The
results can then be utilised into the production systems of products two and three. Once the
data has been analysed, a resolution needs to be sought and tested, this is the Do stage,
although a full commitment at this point would not be prudent, a small trial would be better
thought. The trial can be for several days or a produced number of products, whichever suits
the organization with minimal disruption to daily functionality. Then there must be a Check,
this will clarify if the corrective action is successful, or whether modifications are needed to
maximize improvement. Once the results are deemed acceptable, with clear evidence of
improvement, the Act stage can be carried out and the changes implemented. A great
feature of the PDCA cycle is that it is a cycle, it can be continually utilised to review output
and suggest changes to continually improve the quality of the product. Addressing the initial
focus of the output of the product is a step in achieving higher quality, however it does not
truly assist with one of the main concerns of Staffordshire PIC, the moral and motivation. To
reach the quality level that the organization is sought after, the silly little mistakes need to be
neutralised, for this to be accomplished a long-term plan must be put in to place.
Implementing a quality system such as the Lean Six Sigma (LSS), will create a culture within
the entire organization and its work force, from the upper management to the shop floor.
Allowing personnel throughout the organization to become involved in the improvement
process, as with the LSS, generates a presence of value and involvement, it allows for direct
vision of not only the desired goals, but the results achieved. From this involvement a natural
increase in moral will be visible throughout the work force, motivation will be inspired by the
want to deliver the goals set out in the review stage. This increased moral and motivation will
develop a better, happier working atmosphere which in turn will stop the silly little mistakes
that have been witnessed, customer returns will undoubtedly fall again. As the LSS becomes
more of a culture than a temporary tool, the continual review and analysis can be constantly
de-briefed to improve efficiency and reduce cost, streamlining the process further and
zeroizing waste will increase the profit year after year. Like the PDCA cycle, the LSS can be
used as a continuous improvement asset, this will require the management to never truly be
happy with the goal achieved, but instead question when and where further improvements
can be made. Carrying out forums, surveys and setting up quality groups will not only allow
for the management to get a true picture of the functionality of the implemented changes but,
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will also assist with the required moral and motivation levels as employees feel they hold a
vital role within the organisation. Whilst the PDCA cycle can be utilised as a stand-alone
implementation, it also works seamlessly with the Lean Six Sigma philosophy, so much so
that they are often integrated together. This aids the organization with the flow between the
two philosophies, it creates less of a feeling of two different strategies, resulting in
contradicting outcomes. Instead, a feeling of unity from two different options within a larger
single implementation, as the philosophies complement each other and generate a sole
goal.
Role of Management
For any initiation and implementation to be successful the management need to drive from
the top, there must be a confident stance behind the process and the path chosen to seek
the highest quality possible. If workers on the shop floor see any doubt, then they too will
struggle to commit to the plan. This is the biggest challenge when making organizational
changes, getting the whole force co-operation to support the implementation, people do not
like change. This is because of the fear of the unknown, which can create a loss of visibility
within the organization, that is why it is essential to incorporate personnel from all levels into
the plan. Allowing individuals from all departments to complete specific training in quality and
LSS will produce a greater overall appreciation of what is required in the improvement
process, the organization will benefit from specific skill sets brought to the implementation.
The management must also act as the facilitator and recruit the correct individuals to carry
out the specific training and functions throughout the improvement process, they must
provide adequate communication and feedback across multiple platforms. An increased
annual turnover with visible profit is the goal of any organization, and while there will
undoubtedly be initial issues that require ironing out, implementing the forementioned quality
system into Staffordshire PIC’s strategy will deliver these. The brand and reputation of the
company will continue to grow as the quality of the products continues to grow, this will
secure greater longevity through reducing risk and an increase in customer satisfaction. The
final key is to ensure that as time pursues the organization, particularly the quality team and
instigators, do net settle for what has been achieved to this point, but instead look for future
progression in all areas. The continual analysis of data collated throughout statistical quality
control, the observations, and recommendations of quality improvement individuals
throughout the company, and the feedback ascertained form customers.
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Conclusion
It is evident that quality is a vastly expansive subject, when looking at the various
philosophies and strategies available, coupled with the sundry of tools and techniques
utilised, it can appear infinite. However, the correctly sought education can provide clarity in
aiding individuals and organizations on the path to achieving their goal in delivering the
optimum product or service. It has also been evident that the outcome, subjectively
scrutinized by the customer, should not be confused with what quality truly is, there is a
complete manufacturing element and delivery that falls under the quality title. Through
analysis, implementation, review and modifications, a continual improvement of process
provides greater efficiency, morale and output while lowering waste, cost, and error. This is
the true understanding of what quality is and how it is achieved, it is a collective culture that
is accepted and adapted by all involved.
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