Causes of poor quality

Causes of poor Quality and remedy

Zaman, Head of Team (QA), Danam (Fiji) Limited 1

What is Quality :

From customer point of view: quality means fitness for use and meeting customer satisfaction.

From process point of view: quality means conformance with the process design, standards and specifications.

From product point of view: quality means the degree of excellence at an acceptable price.

From the cost point of view: quality means best combination between costs and features.


Quality is …….

- Quality is never an accident, it is always the result of intelligent effort

- Quality is always the result of high intention, sincere effort, intelligent direction and skillfull execution; it represents the wise choice of many alternatives

“QUALITY IS NOT AN ACT, IT IS A HABIT”


But why is quality important •Quality makes a group more effective at meeting the needs it's concerned with

•Quality adds strength and credibility to our organization or initiative

•Ethically, we're bound to provide the absolute best quality of service or advocacy we can

•Quality is always more economical in the long run


POSITIVE EFFECTS ON Developing a "culture of quality" - builds STAFFS morale and makes them proud of themselves and the organization

- Develops organizational and individual competence, thus continually improving the organization

- Increases performance level and improves its service delivery


What are the barriers of achieving quality Thinking that quality is expensive, it lowers productivity

Thinking that quality is intangible, it can not be managed

Thinking that poor quality means poor workers

Thinking that quality is a department

Thinking that quality is role specific

Thinking that Quality is not a major issue, it has little impact on the company


What is not Quality

Quality is not a “cost center”

Quality is not Final Inspection (FRI)

Quality is not something that someone else has in their job description (JD)


What causes poor Quality


Lack of motivation/interest, fear, stress

DO Tell people exactly what we want them to do Share in the sacrifice.Give people multiple reasons for doing what we

want them to do. ee change you want to inspire

Trust people.


Lack of training / skills

NOT Identifying the necessary competence for staff performing work affecting product conformity,

NOT Provide training/other action to achieve necessary competence.

NOT Evaluating the effectiveness of training/action taken

Not Making sure staff is aware of the relevance and importance of their activity and how they contribute to the achievement of quality objectives

Not Maintain appropriate record of training and skills


People taking shortcuts (Product & Health Safety)

X SHORT CUT ARE KILLERS, it can put us on a direct route to trouble.Most of us have the necessary skills and knowledge to do our jobs well,and most of us don't want to hurt ourselves or anyone else. Why then do wetake 'shortcuts,' setting up ourselves and others for injury? even though weknow we shouldn't!

Most of the shortcuts people take aren’t really aimed at saving time. People take shortcuts because doing things the safe way is "too much bother." .


Management

Lack of vision, mission, value system

Failing to identify/understand customer needs/requirements

Short term planning

Inadequate/poor planning

Favoritism

Lack of supervision/monitoring

Attitude towards change

Lack of decision making and communication skills

Lack of process understanding

Lack of fact based decision making


Failing to identify/understand customer needs/requirements (What)

What is customer requirement and how we ensure product compliance


How we ensure those compliance

When necessary product compliance are identified what are the systems put in place to meet those requirements.


Inadequate/poor planning

Not determining who the customers are

Not determining the needs of the customers

Not developing product features that responds customers needs

Not developing process that are able to produce those product feature

Not evaluating actual QUALITY PERFORMANCE

Not comparing actual performance to Quality goals

Not acting on the differences

Not identifying specific needs for improvement- the improvement project

Not providing the resources, motivation and training to teams


Quality Improvement

“ Everyone here has a customer, And if he does not know who it is and what constitute the needs of the customer, and work in the cycle of adjustment to customers needs and what he can produce, then he does not understand his job”

DR. Deming call Quality guru


QI Customer – (Internal & External)

The voice of the customer describes the spoken and unspoken true needs of the recipient of ones goods and services

The customer can be both internal and external, and its voice can not be overlooked

Who are your external customers

Who are your internal customers


QI- PathwayStakeholder (Team) involvement

- Process improvement teams

- Information sharing

Communication pathway

- -Feedback system

Training & mentoring

- Quality training

- Team training

- Mentoring programs


Be a Quality Professional

Any person has zeal, passion and discipline for

- Doing the right things at the right times….. For the right reasons

- Empowering others through training communication, better tools and mentorship

- Focus on improving systems, process and performance as a result of heeding the voice of the customer


QI- How can we make difference

- Starting point of improvement- recognize the needs

- Be an agent for change in your organization

- Show people how to prevent the problems, not just identify them

- Promote quality image- inside & outside

- Constantly learn more about quality

- Educate, train and support those who do the work


Method

•Lack of procedures

•Procedures not followed

•Conflicting requirements

•Procedures not communicated

•Too rigid or too relaxed requirements


Process

UNDERSTANDING,

has VARIATION,

must be properly CONTROLLED,

has a CAPABILITY, and

needs IMPROVEMENT. He


Objectives

To introduce the subject of statistical process control (SPC) by considering the basic concepts.

To define terms such as quality, process and control.

To distinguish between design quality and conformance.

To define the basics of quality related costs.

To set down a system for thinking about SPC and introduce some basic tools. 1.1


To fulfil this responsibility, however, people must be provided with the tools necessary to:

know whether the process is capable of meeting the requirements;

know whether the process is meeting the requirements at any point in time;

correct or adjust the process or its inputs when it is not meeting the requirements. T


A systematic study of a process through answering the questions:Can we do the job correctly? (capability) Are we doing the job correctly? (control) Have we done the job correctly? (quality assurance) Could we do the job better? (improvement)1


What should we do now….

Create constancy of purpose

Drive out fear

Breakdown barriers between department

Remove barriers that rob workers … of their right to pride of workmanship

Institute a vigorous program of education and self improvement


QUALITY IMPROVEMENT (QI) Company


Ordinary Company QI Company

Quality is expensive Quality leads to lower cost

Inspection is the key to quality Inspection is too late. Workers should produce defect-free goods right at first time

Defects are caused by workers Most defects are caused by the system

Rewarding the best performers and punishing the worst will lead to greater productivity and creativity

Most variation is caused by the systems that judge, punish, destroy team work

Profits are made by keeping revenue high and costs down Profits are generated by loyal customers

Various Informal Definitions

•Excellence•Adding value•Satisfaction•Conformance to customer needs•Attributes most important to the customer•Error-free output•Meeting Legal, Regulatory & Customer Requirements.•Usability•Doing the things right the first time and every time•Bringing the perfectness in the system from all respects to give the optimum solution•If the criteria meets the bench mark criteria•Commitment to improve•Understanding and optimizing the whole system


QC VS QA•Quality ControlWhat: Techniques used to achieve and maintain the product quality, process and service.•How: Finding & eliminating causes of quality problems through tools & equipment so that customer's requirements are continually met.•Quality AssuranceWhat: Prevention of quality problems through planned and systematic activities including documentation.•How: Establish a good quality management system and the assessment of its adequacy & conformance audit of the operation system & the review of the system itself.


What is the difference between Quality Assurance and Quality Control?


Quality Control Quality Assurance

Product Process

Reactive Pro-active

Line Function Staff Function

Find the defects Prevent the defects

Walk through Quality Audit

Testing Defining Process

Inspection Selection of tools

Checkpoint Review Trainings

LONG-RANGE STRATEGIC PLANNING

To maintain quality, an organization needs to continually look at itself over and for the long term.

It needs to ask some questions about its role and its future:

Is it meeting an ongoing need effectively? If not, what does it need to do to become more effective?

Have community needs changed? Are they likely to? If so, how can the organization regroup to meet new needs?

Are there more or different things it should be doing? Does it need to expand its present activities to meet current or projected community needs?

Does it need more resources, or will it in the future? What are some likely sources?

Is its structure appropriate to what it's doing, and consistent with its mission and guiding principles? (An organization dedicated to empowerment, for instance, may not be consistent if its internal structure is hierarchical and authoritarian.)

Are its goals, vision, and philosophy still relevant to the realities of the community and in keeping with its organizationalmission and guiding principles?


THE FOURTEEN POINTS

Deming used the key elements listed above in "Basic principles of TQM" to define the "Fourteen Points," fourteen things that he felt businesses needed to do in order to achieve quality performance.

1.Create constancy of purpose toward the improvement of products and services in order to become competitive, stay in business, and provide jobs.

2.Adopt the new philosophy. Management must learn that it is a new economic age and awaken to the challenge, learn their responsibilities, and take on leadership for change.

3.Stop depending on inspection to achieve quality. Build in quality from the start.

4.Stop awarding contracts on the basis of low bids.

5.Continuously improve the system of production and services to enhance quality and productivity, and thus constantly to reduce costs.

6.Institute training on the job.

7.Institute leadership. The purpose of leadership should be to help people and technology work better.

8.Drive out fear so that everyone may work effectively.

9.Break down barriers between departments so that people can work as a team.

10.Eliminate slogans, exhortations, and targets for the work force. They create adversarial relationships.

11.Eliminate quotas and management by objectives. Substitute leadership.

12.Remove barriers that rob employees of their pride of workmanship.

13.Institute a vigorous program of education and self improvement.

14.Make the transformation everyone's job and put everyone to work on it.


In general, achieving and maintaining quality is a result of:•Careful planning•Program or initiative development that adheres to that planning•Implementation that takes quality into account•Constant reevaluation of implementation and of the organization•An assumption of the dynamic character of the organization, and a willingness to change continually in striving for a better way to accomplish goals•Keeping at it indefinitelyIf you can carry out and institutionalize these steps, especially the last, success is in your grasp.


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Causes of poor quality