14 WEEKS TOPICS

W1: Quality concept, quality and system connection

W2: Pioneers of Total Quality Management
W3: Quality Costs
W4: Data Analysis
W5: Acceptance Sampling for Non-Measurable Characteristics (Attributes)
W6: Acceptance Sampling for Measurable Characteristics (Variables)
W7: Acceptance Sampling for Measurable Characteristics (Variables)
W8: Midterm Exam
W9: Fundamentals of Process Control Diagrams
W10: Process Control Diagrams for Variables (X-R, X-S, MR-IX)
W11: Process Control Diagrams for Attributes (p, np, c, u)
W12: Process Capability Analysis and Pre-Control
W13: Time Based Process Control Diagrams (EWMA, CUSUM)
W14: Quality standards (ISO 9001, ISO 14001, ISO 22200, ISO 27001, ISO 45001)
RESOURCES TO BE USED
 Alp BARAY, "Üretimde Varyasyon", Çağlayan Kitabevi

 Douglas MONTGOMERY, "Statistical Quality

Control, A Modern Introduction", John Wiley &
Sons, 7th Edition

 Douglas MONTGOMERY, George RUNGER,

"Applied Statistics and Probability for Engineers",
John Wiley & Sons, 5th Edition
 Amitava Mitra, (2016).Fundamentals of Quality
Control and Improvement, John Wiley & Sons,
4nd Edition.

2
QUALITY
LEADERSHIP
and
QUALITY
STATEMENTS
 QUALITY LEADERSHIP
Sincere Enthusiasm
The team is motivated through the efforts of
their team-mates and their leader. The greater
the efforts that are put in by the people, the
harder the complete team works.
Integrity
Integrity is an essential part of any organisation
succeeding. Honesty and integrity are two
important requirements that make a good
leader.
Great Communication Skills
Good communication skills are one of the most important traits of any
leader.. Words can make wonders and might inspire people to do the
unthinkable and the extraordinary. If communication skills are used
effectively, this can lead to better results.
QUALITY LEADERSHIP
Loyalty
Loyalty is the main factor for quality leadership. A
good leader is a personality highly appreciated by
employers and employees. Loyalty, trust, and
commitment are really the glue that keeps
relationships going for maximum benefit.
Decisiveness
A high-quality leader must have the ability to
make decisions. In addition to having a
revolutionary vision, a good leader takes the right
decisions at the appropriate time. A leader must
be able to think for a long time before making a
decision, but once the decision is made, stick with
it so that the decision will improve the process.
QUALITY LEADERSHIP
Managerial Competence
This should be necessary for quality leadership.
Management competence creates a healthy
environment. It offers the possibility of quality
leadership.
Empowerment
It is very important for a leader to focus on
primary responsibilities rather than others. It is
usually prudent to leave the secondary issues to
others. This delegation of tasks to the subordinate
ranks in the hierarchy helps in embedding a
feeling of empowerment in them. It is also
important to see how they behave. This approach
provides them with all the resources and support
they need to reach the goal and gives them the
opportunity to accept responsibility.
QUALITY STATEMENTS
A mission statement sets the short-term goal for
the organisation. It’s about what an organisation
is. Mission statements answer many types of
questions, such as ‘who we are, who our
customers are, what we do and how we do it.’
The statement usually comprises a paragraph or
less, is easy to understand, and describes the
function of the company or organisation. It
provides a clear indication of goals for
employees, suppliers, and customers.
 QUALITY STATEMENTS
A vision statement is the description of the future
expected of an organisation. Successful visions are
timeless, inspirational, and highly motivational,
and become deeply shared within the
organisation.
A well-written vision statement, regardless of the
type of organization, has the following
It characteristics.
• Is easily understood by all stakeholders
• Is briefly stated, yet clear and comprehensive in meaning
• Is challenging, yet attainable
• Is lofty, yet tangible
• Is capable of stirring excitement for all stakeholders
• Is capable of creating unity of purpose among all Stakeholders
• Is not concerned with numbers
• Sets the tone for employees
 QUALITY STATEMENTS
Serve as a source of unity and cohesion
between the members of the organization and
also serve to ensure congruence between
organizational actions and external customer
demands and expectations.
Without such congruence no organization can
expect to attain efficiency, effectiveness and
economy let alone ensure its long-term survival.
Ethical behavior begins with values. Values that lead to ethical behavior
include fairness, dependability, integrity, honesty, and truthfulness.
These values tend to encourage a work environment that involves,
empowers, values, and nurtures people: one that not only holds
employees responsible, but also gives them the support, leeway, and
resources needed to fulfill their responsibilities.
QUALITY STATEMENTS
A quality policy is a short document published
by the executive management of an
organisation that establishes what quality
means to the firm. It is published to all
employees and is often made public so that it
can be accessed by investors, customers,
suppliers, and regulators. It’s a cornerstone
document of several quality standards. A quality
policy typically describes your business and your
commitment to quality. The core information
offered is a small set of quality principles.
QUALITY STATEMENTS
• Customer Needs
• Customer Preferences
• Service and Experience
• Listening
• Compliance
• Health and Safety
• Defects
• Accuracy
• Testing
• Waste
• Improvement
• Industry Specific
• People
• Privacy
• Environment
• Sourcing
QUALITY PIONEERS
 IMPORTANT WARNING

These notes have been prepared by

Dr. Sinem BÜYÜKSAATÇI KİRİŞ and are prohibited to be
printed, reproduced, uploaded to the internet or used in
training seminars by a person or organization without her
consent.
QUALITY PIONEERS:

Kaize
 QUALITY PIONEERS:
Walter A. Shewhart (1891-1967)
 He is the founder of the modern quality control concept and
developed the "statistical control charts".
 He defined the concept of quality with its "objective" and
"subjective" elements and connects subjective quality characteristics
to people's thoughts, feelings or senses.
 He has made statistical contributions to quality.
 He has proven that the level of quality can be predicted even if the
reasons for the variability are unknown and pointed to the benefits
of quality under control.
 Reducing Audit Costs

 Reducing Rejection and Return Costs

 Generating Maximum Benefit in Mass Production

 Creating Quality Stability

 Reducing Tolerance Limits and therefore Acceptance Conditions

 QUALITY PIONEERS :
W. Edwards Deming (1900-1993)

 He described the Chain Effect Reaction

(Out of the Crisis):
Quality ProductMore EfficiencyMore Market ShareMore Job
 According to Deming:

 It is necessary to reduce the variations and uncertainties in the

processes and to produce products that fully comply with the
specifications. This improves efficiency and competitive position.
 In the long run, the way of competition passes through quality.
 The responsibility and leadership of managers is essential in the
development of quality.
 Widespread use of statistical techniques is essential for the
measurement of quality.
QUALITY PIONEERS:
W. Edwards Deming (1900-1993)

 His proposed Deming Cycle (PDCA: Plan Do Check Act) is used all over
the world.
QUALITY PIONEERS:
W. Edwards Deming (1900-1993)
Launch of Total Quality Management movement
is based on Deming’s 14 Points Principles,
which were first written in his book published in 1986.
1) Create constancy of purpose toward improvement of product and
service, with the aim to become competitive and to stay in business, and to
provide jobs.
2) Adopt the new philosophy. We are in a new economic age. Western
management must awaken to the challenge, must learn their
responsibilities, and take on leadership for change.
3) Cease dependence on inspection to achieve quality. Eliminate the need
for inspection on a mass basis by building quality into the product in the
first place.
4) End the practice of awarding business on the basis of price tag. Instead,
minimize total cost. Move toward a single supplier for any one item, on a
long-term relationship of loyalty and trust.
5) Improve constantly and forever the system of production and service, to
improve quality and productivity, and thus constantly decrease costs.
QUALITY PIONEERS:
W. Edwards Deming (1900-1993)

Deming’s 14 Points
6) Institute training on the job.

7) Institute leadership. The aim of supervision should be to help people and

machines and gadgets to do a better job. Supervision of management is in
need of overhaul, as well as supervision of production workers.
8) Drive out fear, so that everyone may work effectively for the company.

9) Break down barriers between departments. People in research, design,

sales, and production must work as a team, to foresee problems of
production and in use that may be encountered with the product or
service.
10) Eliminate slogans, exhortations, and targets for the work force asking for
zero defects and new levels of productivity. Such exhortations only create
adversarial relationships, as the bulk of the causes of low quality and low
productivity belong to the system and thus lie beyond the power of the
work force.
QUALITY PIONEERS:
W. Edwards Deming (1900-1993)

Deming’s 14 Points
11) Eliminate work standards (quotas) on the factory floor. Substitute
leadership.
12) Remove barriers that rob the hourly worker of his right to pride of
workmanship. The responsibility of supervisors must be changed from
sheer numbers to quality.
13) Institute a vigorous program of education and self-improvement.

14) Put everybody in the company to work to accomplish the

transformation. The transformation is everybody's job.
QUALITY PIONEERS:
W. Edwards Deming (1900-1993)
7 Deadly Diseases of Management
Deming’s 7 deadly diseases of Management describe the most serious
barriers that management faces to improving effectiveness and
continual improvement.
1.Lack of constancy of purpose.

2.Emphasis on short-term profits.

3.Evaluation of performance, merit rating and annual reviews of

performance.
4.Mobility of top management.

5.Running a company on visible figures alone.

6.Excessive medical costs.

7.Excessive legal damage awards.

QUALITY PIONEERS:
Joseph Juran (1904-2008)

 He worked on quality costs.

 He laid the foundations of Quality Function Deployment (QFD).
 Juran addresses firms' quality-related duties at two levels:
1. The company's duty is to provide fitness for use for its customers.
2. The duty of company departments is to work in accordance with the
standards prepared to ensure suitability for use.
QUALITY PIONEERS:
QUALITY PIONEERS:
Joseph Juran (1904-2008)
QUALITY PIONEERS:
Joseph Juran (1904-2008)

Juran’ın Quality Planning Road Map

1. Identify who the customers are.
2. Determine the needs of those customers.
3. Translate those needs into the
organization's language.
4. Develop a product that can respond to
those needs.
5. Optimize the product features so as to meet
the organization's needs as well as
customer needs.
6. Develop a process which is able to produce
the product.
7. Optimize the process.
8. Prove that the process can produce the
product under operating conditions.
9. Transfer the process to operations.
QUALITY PIONEERS:
Joseph Juran (1904-2008)

Quality Control
This phase includes measuring the quality performance, comparing it with
the standard and working on the differences. The problems in this phase
are problems that appear suddenly and Statistical Process Control should
be used mainly for their solutions.
Quality Improvement
Problems in this stage are chronic (customary, accepted, ongoing)
problems. Chronic problems can only be solved by management. Juran
recommends quality improvement groups to solve these problems. Each
problem should be handled and resolved by a group on a project basis.
Management should also take part in project to support quality
improvement groups and demonstrate their determination.
QUALITY PIONEERS:
Joseph Juran (1904-2008)

Ten Steps to Continuous Quality Improvement

1. Create awareness of the need and opportunity for quality improvement
2. Set goals for continuous improvement.
3. Build an organisation to achieve goals by establishing a quality council,
identifying problems selecting a project appointing teams and choosing
facilitators .
4. Give everyone training .
5. Carry out projects to solve problems.
6. Report progress - enables experience and learning to be shared/sense
of achievement .
7. Show recognition.
8. Communicate results.
9. Keep a record of successes - for reference .
10. Incorporate annual improvements into the company’s regular systems
and processes and thereby maintain momentum.
 QUALITY PIONEERS:
Philip Crosby (1926-2001)

 He argues that profit will increase with quality improvement.

 According to Crosby; Quality costs are not only wasted labor, wasted
equipment time, scrap, rework, and lost sales, but also organizational
costs that are difficult to quantify. Therefore, efforts to improve quality
are better than paying for quality. Thus, costs will be avoided and
“quality will be free”.
 Crosby's approach is "Doing it right the first time "
 He also introduced the concept of "zero defects".
QUALITY PIONEERS:
Philip Crosby (1926-2001)
QUALITY PIONEERS:
Philip Crosby (1926-2001)
 QUALITY PIONEERS:
Armand V. Feigenbaum (1922-2014)
 He is the originator of the Total Quality Control
idea. He defined Total Quality Control as:
‘’Total quality control is an effective system for integrating the quality
development, quality maintenance, and quality improvement efforts of the
various groups in an organization so as to enable production and service at
the most economical levels which allow full customer satisfaction.’’
 Classified costs of quality. The cost of quality isn’t the price of creating a
quality product or service. It’s the cost of NOT creating a quality product
or service..
QUALITY PIONEERS:
Kaoru Ishikawa (1915-1989)
 Leader of the Japanese Quality Movement.
 Ishikawa developed concept of “true” and “substitute” quality
characteristics. Accordingly, true quality characteristics are the
customer's opinion on product performance. Substitute quality
characteristics are the manufacturer's opinion on product performance.
 Advocate the use of the 7 Quality Control tools:
 Cause-effect diagram/fishbone diagram

 Process flow diagram

 Histogram

 Check Sheet

 Scatter diagram

 Pareto graph

 Control charts
QUALITY PIONEERS:
Kaoru Ishikawa (1915-1989)
QUALITY PIONEERS:
Kaoru Ishikawa (1915-1989)

 He was the first to introduce the concept of

quality circles.

Quality circle: It is a group of volunteers, whose

number varies between 5 and 10 people, working
in the same field, doing similar jobs, meeting
regularly, identifying and solving problems related
to their own work.

These quality groups are part of the continuous quality control throughout
the enterprise and develop themselves with the participation of all
members, as well as provide supervision and progress.
QUALITY PIONEERS:
Kaoru Ishikawa (1915-1989)

Objectives of Quality Circles

• Promote job involvement
• Create problem solving capability
• Improve communication
• Promote leadership qualities
• Promote personal development
• Develop a greater awareness for cleanliness
• Develop greater awareness for safety
QUALITY PIONEERS:
Kaoru Ishikawa (1915-1989)

Benefits of Quality Circles

• Self development.
• Promotes leadership qualities among participants.
• Recognition.
• Achievement satisfaction.
• Promotes group/team working.
• Serves as cementing force between
management/non-management groups.
• Promotes continuous improvement in products
and services.
• Brings about a change in environment of more
productivity, better quality, reduced costs,
• Safety and corresponding rewards.
 QUALITY PIONEERS:
Kaoru Ishikawa (1915-1989)
Mr. Ishikawa's philosophy of total quality management can be summarized
by his 11 points:
QUALITY PIONEERS:
Genichi Taguchi (1924-2012)

 Taguchi has considered quality from an engineering point

of view.
 He emphasized the importance of variation for quality.
 Taguchi considers “Design for Quality” at three levels:
 System Design: Functional design on top of existing technology or
architecture
 Parameter Design: Reducing costs and improving performance
without eliminating the causes of variation
 Tolerance Design: reducing variation by controlling causes with a
given cost increase
 He is the founder of Design of Experiment systematic.
QUALITY PIONEERS:
Genichi Taguchi (1924-2012)

When a product moves from its

There is Good or Bad Products
Target will cause the loss even if
only as per Limits
the product lies or not within Limits
QUALITY PIONEERS:
Genichi Taguchi (1924-2012)
QUALITY PIONEERS:
Shigeo Shingo (1909-1990)

 He is the inventor of the Single Minute Exchange of Die

(SMED) and Poka Yoke systems.
 The main purpose of Poke Yoke is to make improvements that will
prevent the mistakes, defects and parts that occur as a result of the
carelessness of the employees.
 Poka Yoke elements include terminator switches, beacons, sensors,
setting pins, counters, etc. Its basic functions are shutdown/stop,
control and warning.
QUALITY PIONEERS:
Shigeo Shingo (1909-1990)
QUALITY PIONEERS:
Shigeo Shingo (1909-1990)
QUALITY PIONEERS:
Taiichi Ohno (1912-1990)

 Creator of the Toyota Production System.

QUALITY PIONEERS:
Masaaki Imai (1930-…)

 Japanese organizational theorist and

management consultant, known for his
work on quality management, specifically
on Kaizen.

Kaizen is a Japanese Word, which

means continuous improvement
or improvement over
improvement. It is process of
continuous improvements in
small increments that make the
process more efficient, effective,
controllable, and adequate
QUALITY PIONEERS:
Masaaki Imai (1930-…)

Kaizen begins with the notion than an organisation can assure its long-
term survival and success only when every member in the operating
system and throughout the firm, actively pursues opportunities to identify
and implement improvements everyday.
Kaizen incremental improvements by understanding the functions of the
current system and its weaknesses or relative inefficiencies. Furthermore,
small improvements gain returns the firm without the need for large,
initial investments to fund major innovations like a new, automated
assembly line.
The quality improvement perspective of kaizen is best described by an old
saying , “Everyday and in every way, we are getting better and better”.