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In the ensuing discussions numerous activities aimed at maintaining the production of quality are dealt
with. In principle, three levels of organization of these activities can be distinguished. From the top down
these levels are:
1. Quality Management (QM)
2. Quality Assurance (QA)
3. Quality Control (QC)
Quality control is primarily aimed at the prevention of errors. Yet, despite all efforts, it remains inevitable
that errors are be made. Therefore, the control system should have checks to detect them. When errors or
mistakes are suspected or discovered it is essential that the "Five Ws" are trailed:
- what error was made?
- where was it made?
- when was it made?
- who made it?
- why was it made?
Only when all these questions are answered, proper action can be taken to correct the error and prevent
the same mistake being repeated.
The techniques and activities involved in Quality Control can be divided into four levels of operation:
1. First-line control: Instrument performance check.
2. Second-line control: Check of calibration or standardization.
3. Third-line control: Batch control (control sample, identity check).
4. Fourth-line control: Overall check (external checks: reference samples, interlaboratory exchange
programmes).
Because the first two control levels both apply to the correct functioning of the instruments they are often
taken together and then only three levels are distinguished. This designation is used throughout the
present Guidelines:
1. First-line control: Instrument check / calibration.
2. Second-line control: Batch control
3. Third-line control: External check
It will be clear that producing quality in the laboratory is a major enterprise requiring a continuous human
effort and input of money. The rule-of-fist is that 10-20% of the total costs of analysis should be spent on
quality control. Therefore, for quality work at least four conditions should be fulfilled:
- means are available (adequate personnel and facilities)
- efficient use of time and means (costs aspect)
- expertise is available (answering questions; aftercare)
- upholding and improving level of output (continuity)
In quality work, management aspects and technical aspects are inherently cobbled together and for a clear
insight and proper functioning of the laboratory these aspects have to be broken down into their
components. This is done in the ensuing chapters of this manual.
Since institutions having a laboratory are of divergent natures, there is no standard format and each has to
make its own Quality Manual. The present Guidelines contain examples of forms, protocols, procedures
and artificial situations. They need at least to be adapted and many new ones will have to be made
according to the specific needs, but all have to fulfil the basic requirement of usefulness and verifiability.
As already indicated, the guidelines for Quality Management given here are mainly based on the
principles of Good Laboratory Practice as they are laid down in various relevant documents such as ISO
and ISO/IEC guides, ISO 9000 series, OECD and CEN (EN 45000 series) documents, national standards
(e.g. NEN standards)*, as well as a number of text books. The consulted documents are listed in the
Literature. Use is also made of documents developed by institutes which have obtained accreditation or
are working towards this. This concerns mainly so-called Standard Operating Procedures (SOPs) and
Protocols. Sometimes these documents are hard to acquire as they are classified information for reasons
of competitiveness. The institutes and persons which cooperated in the development of these Guidelines
are listed in the Acknowledgements.
* ISO: International Standardization Organization; IEC: International Electrical Commission; OECD:
Organization for Economic Cooperation and Development; CEN: European Committee for
Standardization, EN: European Standard; NEN: Dutch Standard.
==================
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
effort to understand the causes of current
performance and fundamentally improve the
process.
The control chart is one of the seven basic tools of
quality control.[3] Typically control charts are
3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
algorithm for producing statistically based acceptance
limits (similar to confidence intervals) for each bar in
the Pareto chart.
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method
A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]