Statistical Approach
to Quality
Management
Establishing the Quality Requirements
▰ Discussing with the
▰ Getting customers Production Department
specifications regarding
▰ Giving the Feed Back to the
the quality
customers
▰ Referring our past ▰ Receiving the revised
performance quality requirements from
the customers
▰ Discussing with the
Quality Control ▰ Accepting the quality
Department parameters
2
HELLO!
Methods of quality
control
3
1
Testing
4
2
Inspection
Maximum garments manufacturers apply
inspection method due to high cost of testing
equipment
5
“ Inspection may be defined as the
visual examination in relation to
some standards.
6
Objective
▰ The main objectives of inspection are –
▰ Detection of defects
▰ Correcting the defects or defective garments
7
To inspect garments an integral method
named ‘Inspection Loop ’is used given below
–
8
Steps of inspection in garments industry
▰ Piece goods quality control
▰ Cutting quality control
▰ In process quality control
(Sewing)
▰ Washing section
▰ Quality control of finishing
sections
▰ Testing (Lab test)
9
Piece goods quality control
On receipt of fabrics in the ware house, at
least 10% are inspection as per “4 Points”
system/10 Points system/2.5 Point
system/6.0 Point system. The most
commonly used 4 Points system as per
below –
10
Point Calculation
For an individual roll In general, ▰ For Cotton Twill/Denim: 28
acceptable level of points per 100 square yards (23
‘points per 100 linear points per 100 square meters)
yards’ or ‘points per for individual fabric roll
100 square yards’ are
different for different ▰ For All synthetic fabrics: 20
fabric types point per 100 square yards (16
points per 100 square meters)
for individual fabric roll
11
AQL (Acceptable Quality Level)
A certain proportion of defectives
will always occur in any
manufacturing process. If the
percentage does not exceed a
certain limit, it will be economical to
allow the defective to go through
instead of screening the entire lot.
This limit is called the "Acceptable
Quality Level" (AQL)
12
AQL (Acceptable Quality Level)
In practice, three types of defects are distinguished. For most consumer goods, the
limits are:
▰ 0% for critical defects (totally unacceptable: a user might get harmed, or
regulations are not respected
▰ 2.5% for major defects (these products would usually not be considered
acceptable by the end user
▰ 4.0% for minor defects (there is some departure from specifications, but most
users would not mind it
13
AQL (Acceptable Quality Level)
Following inspection/audit is done to attain AQL:
▰ Process inspection: Garments are checked process wise in the finishing section
to identify defects and pass only the passed garments
▰ Two hourly audit: Every after two-hours audit is done on finishing lot to attain AQL
the required AQL
▰ Days final audit: At the end of the day accumulated lot of finished garments are
statistically audited to attain required AQL
▰ Lot final audit: On completion of packing of one complete lot of garment, QA
manager conduct statistical audit based on required AQL garments. Garments are
offered for final inspection by buyer /clients for shipment only when these are
through in this audit 14
Statistical Process
Control?????
15
Statistical Process Control
SPC stands for statistical
process control. Statistical Is a collection of
process control is a scientific tools that can result in
visual method used to monitor, process stability and
control and improve processes variance reduction
by eliminating special cause (process
variation from manufacturing, improvement) when
service and financial processes. used together.
SPC is a key continuous
improvement toolhite
16
Application of SPC
The application of SPC involves three main phases of activity:
▰ Understanding the process and the specification limits
▰ Eliminating assignable (special) sources of variation, so
that the process is stable
▰ Monitoring the ongoing production process, assisted by
the use of control charts, to detect significant changes of
mean or variation.
17
Limitations
▰ SPC is applied to reduce or eliminate process waste. This,
in turn, eliminates the need for the process step of post-
manufacture inspection
▰ The success of SPC relies not only on the skill with which
it is applied, but also on how suitable or amenable the
process is to SPC.
▰ In some cases, it may be difficult to judge when the
application of SPC is appropriate
18
Variation in manufacturing
▰ In manufacturing, quality is defined as conformance to
specification. However, no two products or characteristics
are ever exactly the same, because any process contains
many sources of variability
▰ In mass-manufacturing, traditionally, the quality of a
finished article is ensured by post-manufacturing
inspection of the product. Each article (or a sample of
articles from a production lot) may be accepted or rejected
according to how well it meets its design specifications.
19
Variation in manufacturing
▰ In contrast, SPC uses statistical tools to observe the
performance of the production process in order to detect
significant variations before they result in the production
of a sub-standard product/article
▰ Any source of variation at any point of time in a process
will fall into one of two classes
1. "Common Causes / non-assignable causes"
2. "Special Causes / assignable causes"
20
Variation in manufacturing
Special Causes:
sometimes referred to
Common Causes: sometimes referred as assignable sources
to as non-assignable, normal sources of variation. It refers to
of variation. It refers to many sources any factor causing
of variation that consistently acts on variation that affects
process. These types of causes only some of the
produce a stable and repeatable process output. They
distribution over time are often intermittent
and unpredictable
21
Objectives of Statistical Process Control
(SPC)
▰ Find out how much common cause variation the
process has
▰ Find out if there is assignable cause variation
▰ A process is in control if it has no assignable
cause variation – Being in control means that the
process is stable and behaving as it usually does.
22
Seven Management & Planning Tools
▰ In 1976, the Union of Japanese Scientists and Engineers
(JUSE) saw the need for tools to promote innovation,
communicate information and successfully plan major
projects.
▰ A team researched and developed the seven new quality
control tools, often called the seven management and
planning tools, or simply the seven management tools
23
What are the New Seven Q.C. Tools
▰ Affinity Diagrams
▰ Relations Diagrams
▰ Tree Diagrams
▰ Matrix Diagrams
▰ Arrow Diagrams
▰ Process Decision Program Charts
▰ Matrix Data Analysis
24
Elementary/Basic SPC Tools
▰ Quality management is now extremely important for all
organizations, especially for the textile and apparel industry as it
struggles with competition from less developed countries that offer
much cheaper products
▰ Tools for quality management can help companies in this industry
to reduce costs, realize zero defects and thus achieve better results
▰ Furthermore, the application of the quality tools help companies to
identify the causes of the problems and to manage that problems.
25
Relation Between New Seven Q.C. Tools and Basic
Seven Tools
26
Elementary SPC Tools / Seven
Quality Tools
▰ Histograms
▰ Pareto Charts
▰ Cause and Effect Diagrams
▰ Run Charts
▰ Scatter Diagrams
▰ Flow Charts
▰ Control Charts
27
Histograms
28
▰ A histogram is a bar graph that shows frequency
data
▰ Histograms provide the easiest way to evaluate
the distribution of data
▰ It looks very much like bar chart
▰ The data are represented as a series of rectangles
▰ The width of a rectangle is the class interval and
the area represents the class frequency
29
Purpose:
▰ To determine the spread or variation of a
set of data points in a graphical form
How is it done?
▰ Collect data, 50-100 data point
▰ Determine the range of the data
▰ Calculate the size of the class interval
▰ Divide data points into classes Determine
the class boundary
▰ Count # of data points in each class
▰ Draw the histogram 30
Pareto Charts
31
▰ A pareto chart is a cumulative bar graph with longest
bars on left and shortest to the right
▰ The longest bar represents the most vital cause
▰ Pareto charts are used to identify and prioritize
problems to be solved
▰ They are actually histograms aided by the 80/20 rule
adapted by Joseph Juran
▰ Remember the 80/20 rule states that approximately
80% of the problems are created by approximately
20% of the causes.
32
Purpose:
Prioritize problems
How is it done?
▰ Create a preliminary list of problem classifications
▰ Tally the occurrences in each problem classification
▰ Arrange each classification in order from highest to
lowest
▰ Construct the bar chart
33
Cause and Effect Diagrams
34
▰ The cause and effect diagram is also called
the Ishikawa diagram or the fishbone
diagram
▰ It is a tool for discovering all the possible
causes for a particular effect
▰ The major purpose of this diagram is to act
as a first step in problem solving by
creating a list of possible causes
35
Purpose:
Graphical representation of the trail leading to the root
cause of a problem
How is it done?
▰ Decide which quality characteristic, outcome or
effect you want to examine (may use Pareto chart)
▰ Backbone –draw straight line
▰ Ribs – categories/primary causes
▰ Medium size bones –secondary causes
▰ Small bones – root causes
36
37
Scatter Diagrams
38
Scatter Diagrams are used to study and identify the
possible relationship between the changes observed
in two different sets of variables
Purpose:
▰ A scatter diagram shows the correlation between
two variables in a process. – These variables
could be a Critical To Quality (CTQ) characteristic
▰ Dots representing data points are scattered on the
diagram. – The extent to which the dots cluster
together in a line across the diagram shows the
strength with which the two factors are related
39
How is it done?
▰ Decide which paired factors you want to examine. Both
factors must be measurable on some incremental linear scale
▰ Collect 30 to 100 paired data points
▰ Find the highest and lowest value for both variables
▰ Draw the vertical (y) and horizontal (x) axes of a graph
▰ Plot the data
▰ Title the diagram
40
How is it done?
▰ The variables are correlated, when one changes the other
probably also changes
▰ Dots that look like they are trying to form a line, are strongly
correlated.
41
Scatter Diagram:
42
Flow Charts
43
A flow chart is a pictorial representation showing all of the steps
of a process
44
Purpose:
Visual illustration of the sequence of operations required to
complete a task
▰Schematic drawing of the process to measure or improve
▰Starting point for process improvement
▰Potential weakness in the process are made visual
▰ Picture of process as it should be
45
How is it done:
▰ Write the process step inside each
symbol
▰ Connect the Symbols with arrows
showing the direction of flow
46
Run Charts
47
Run charts are used to analyze processes according to time or
order
48
Creating a Run Chart :
▰Gathering Data : Some type of process or operation must be
available to take measurements for analysis.
▰Organizing Data : Data must be divided into two sets of values
X and Y . X values represent time and values of Y represent the
measurements taken from the manufacturing process or
operation.
▰Charting Data : Plot the Y values versus the X values
▰Interpreting Data : Interpret the data and draw any conclusions
that will be beneficial to the process or operation.
49
Control Charts
50
Control charts are used to determine whether a process will
produce a product or service with consistent measurable
properties.
Purpose: The primary purpose of a control chart is to predict
expected product outcome
Benefits:
▰ Predict process out of control and out of specification limits
▰ Distinguish between specific, identifiable causes of variation
▰ Can be used for statistical process control
51
How is it done?
▰The data must have a normal distribution
▰ Have 20 or more data points. Fifteen is the absolute
minimum.
▰List the data points in time order. Determine the range
between each of the consecutive data points.
▰Find the mean or average of the data point values
▰ Calculate the control limits (three standard deviations)
▰Set up the scales for your control chart
52
How is it done?
▰ Draw a solid line representing the data mean
▰Draw the upper and lower control limits
▰ Plot the data points in time sequence
▰Next, look at the upper and lower control limits. If your
process is in control, 99.73% of all the data points will be
inside those lines.
▰The upper and lower control limits represent three standard
deviations on either side of the mean
53
How is it done?
▰ Divide the distance between the centerline and the upper
control limit into three equal zones representing three
standard deviations
54
Strategy for eliminating assignable-cause variation
▰ Get timely data so that you see the effect of
the assignable cause soon after it occurs
▰ As soon as you see something that indicates
that an assignable cause of variation has
happened, search for the cause
▰ Change tools to compensate for the
assignable cause
55
Strategy for reducing common-cause variation
▰ Do not attempt to explain the difference
between any of the values or data points
produced by a stable system in control
▰ Reducing common-cause variation usually
requires making fundamental changes in your
process
56
THANKS!
57
