1. Quality and Quantity Control
Chapter 24
Quality and Quantity Control

2. Control
Helps assure that actual
operational results conform
with desired or anticipated
results.

3. Steps in the Process of Control
1. Define the parameters of the work being
subjected to the control process.
2. Determine actual results.
3. Evaluate actual results.
4. Compare actual results with expected results.
5. Apply corrective measures when needed.

4. Objectives of Control
(1 of 2)
1. To increase the operating efficiency of the organi-
zation.
2. To assess the degree to which anticipated results
and actual results conform.
3. To coordinate the various elements of a program or
a task.

5. Objectives of Control
(2 of 2)
4. To increase the likelihood that the organization’s
objectives will be achieved.
5. To assist the office employees in performing their
jobs more efficiently.
6. To maximize the organization’s profits by
decreasing the amount of work that has to be redone
and by reducing the misuse of supplies and
materials.

6. Advantages of Control
1. It helps maximize the profits of the organization.
2. It helps employees improve their productivity
because they are aware of quantity and quality
output requirements.
3. It provides a yardstick by which an organization
can measure its operating efficiency.
4. It identifies the areas in which actual and
anticipated results do not coincide, which facilitates
the modification of various work processes.
5. It helps in the meeting of scheduled deadlines.

7. Identification of anticipated results
Elements of Control
Factors to control
Identification of anticipated results
Measurement devices
Application of corrective measure

8. Factors to Control
Factors should be significant.
Important documents are often considered.

9. Identification of Anticipated Results
Unless anticipated results are clearly
identified, trying to compare actual results
and anticipated results is impossible.
Employees must be informed about the
anticipated results.

10. Measurement Devices
Actual results have to be measured before actual
and anticipated results can be compared.
Measurement may involve determining quantity
output, using performance standards, for example.
Some programs, such as TQM, use specialized
measurement processes.

11. Application of Corrective Measures
Corrective measures must be taken when actual
results are less than anticipated results.
Type of corrective measures to be taken varies from
situation to situation.

12. Quality Control
Is used to help organizations improve their
operating efficiency when employees fail to
produce error-free work.
Without quality control measures, errors are likely
to go unnoticed.

13. Quality Control Techniques
Total Inspection
Spot Checking
Statistical Quality Control
Zero Defects

14. Total Inspection
This technique involves a complete and total
inspection of each unit of work produced by
each employee.
This is done to determine whether minimum
quality standards have been attained.
Some types of office work, such as proofreading,
require total inspection.

15. Spot Checking
This technique involves a periodic inspection
of an employee’s work.
Its desirability is frequently challenged because
it does not use a statistical process to determine
how much, who, and when the checks are to be
made.

16. Statistical Quality Control
(1 of 3)
Uses several statistical elements that make its
use more desirable than other techniques.
Sampling
Is used to determine what percentage of the total
output has to be examined to be relatively certain
that total output is as error-free as the sample.
Statistical tables are used to determine proper
sample size.

17. Statistical Quality Control
(2 of 3)
Normal Distribution
A certain percentage of errors are normal and are
due to chance.
Those that exceed the number due to chance are of
concern.

18. Statistical Quality Control
(3 of 3)
Control Limits
Cause of errors that exceed the control limits
must be determined.
Those that fall within the control limits are due to
normal distribution.

19. Zero Defects
Is based on the assumption that if employees
do their work correctly the first time, then
errors will take care of themselves.
It also involves motivating employees to do their
work correctly the first time.

20. Total Quality Management (TQM)
(1 of 2)
Is a widely encompassing program.
Is concerned with the quality of an organization’s
products and/or services as well as the delivery
of those goods/services to the customer.

21. Total Quality Management (TQM)
(2 of 2)
Components
1. Customer satisfaction.
2. Accurate statistical measurement.
3. Ongoing improvement of products and/or
services.
4. New employee relations.

22. Six Sigma Program
(1 of 2)
Allows no more than 3.4 defects per million units
produced, which is the equivalent of six
standard deviations.
Organizations that use it generally require their
suppliers to use it as well.
Programs require employee “buy-in” for the
concept to work well.

23. Six Sigma Program
(2 of 2)
Ongoing employee commitment and teamwork
are critical.
Program installation begins with identifying
area(s) that will be subject to the program.
When more defects than 3.4 per million units
produced are found, then the causes of the
problems are identified and corrected.

24. Uses standards that are based on data
Quantity Control
Uses standards that are based on data
collected through work measurement.

25. Techniques Used to Control Fluctuations in
Amount of Work to be Done (Too Much Work)
Employee Overtime
Temporary Help
Part-Time Help
Floating Work Unit
Cycle Billing

26. Techniques Used to Control Fluctuations in
Amount of Work to be Done (Too Little Work)
Time Off
Work Backlog
Maintenance Projects

27. Short-Interval Scheduling
This technique helps assure the completion of
a given amount of work in a given amount of
time.
It provides the mechanism for determining
whether or not the work is completed
according to schedule.

28. Assumption on which short-interval scheduling is based:
When employees are trying to attain
production goals, they improve their
chances of being successful by using
short-range rather than long-range
production goals.

29. Short-Interval Scheduling Procedures
1. Employee is given a short-time production
goal.
2. Employee determines production level.
3. If employee is short meeting goal, he/she
attempts to make up shortage during the
workday that remains.

30. Is used to help assure the successful completion of a given project.
Work Scheduling
Is used to help assure the successful
completion of a given project.

31. Work Schedule Calendar
Scheduling Devices
Schedule Log
Work Chart
Work Schedule Calendar
Gantt Chart
Program Review Evaluation Technique

32. Identifies who is to complete each element of
Schedule Log
Identifies who is to complete each element of
a project, the expected completion date, and
whether or not the element got completed.

33. Work Chart
Supervisor works backward from expected
completion date to determine the date by which
each element of the project must be begun for
the project to be completed on time.

34. Work Schedule Calendar
Identifies the projects that are to be started each
day as well as the person who is responsible for
the project.

35. Gantt Chart
Is generally used for more complex projects than
the other charts discussed this far.
Identifies the projects that must be completed on
a given day.

36. Program Evaluation Review Technique (PERT)
Was originally developed for the Polaris missile
program.
Identifies a project’s critical path, which is comprised
of the components that must be completed for the
project to be completed on time.
Noncritical subprojects can be completed any time
during the duration of the project.