Page 105 - DMGT206_PRODUCTION_AND_OPERATIONS_MANAGEMENT

Production and Operations Management

Notes The key factor in production quality is the degree of variation or a piece-to-piece consistency
within a material lot and in subsequent lots. This needs to be controlled and this is done by using
the inspection information for statistical quality control.

Final Inspection

 The final inspection normally takes place in special areas equipped with all essential
inspection instruments.
 The objective of this inspection is that the product that leaves the premises must meet the
quality objectives of the firm.
Equipment and Tooling Inspection

 Inspection of equipment and tooling is extremely important to ensure that processes
operate properly. Facilities, processes, and equipment also affect quality.

Example: Tools wear out and break, equipment needs to be in good repair and properly
calibrated from time to time.
 All these factors affect quality. Tools, jigs, fixtures, gauges, forms and other machine
accessories are normally inspected 100 per cent in the tool crib.
 Processing and handling equipment is inspected on the shop floor.
The objective of this inspection is to prevent machine breakdown and production loss.

How much to Inspect ?

There are two types of decisions that are possible:
1. Inspection can be 100 per cent, or
2. Inspection can be done on a sampling basis.
Though 100 per cent inspection is practiced by many firms at critical process junctions or final
inspection, there is an increasing tendency in well run organizations to go in for sampling
inspection. This involves selecting representative random samples from given lots.
5.5.1 Control of Inspection Costs

Quality must be built into the product during processing. Inspection constitutes a post-mortem
judgment of the goodness or defectiveness of a product. The proper amount of inspection,
therefore, is the least amount that is necessary.

Did u know? Inspection is a ‘deadweight’ cost. Inspection cannot improve the quality of the
product Deming points out, “Inspection (as the sole means) to improve quality is too
late”! Lasting quality comes not from inspection, but from improvements in the system.

Example: Documenting deficiencies in record-keeping does not, by itself, generate ideas
that would make the task of record-keeping less error-prone. A quality-driven approach might,
instead, encourage development of clear and simple record-keeping forms that minimize or
eliminate the likelihood of mistakes.

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