FEEDFORWARD QUALITY CONTROL. –
Feedforward control, when used as a quality
control device, is an inspection of the raw
input for defects. An example is when you
check parts received from supply to ensure
they are of the correct type and number
and are free of defects. If you find a problem,
you should try to determine where it occurred.
Did your division order the wrong part,
wrong quantity of parts, or wrong style
of part? Does the supply system have a
quality control problem that should be iden-
tified and passed on to higher authority for
action?
CONCURRENT QUALITY CONTROL. —
Concurrent control, as a quality control device,
uses inspections to identify potential defects
while the work is taking place. An example is
when you inspect surfaces to be painted before
painting.
FEEDBACK QUALITY CONTROL. —Feed-
back, when used as a quality control device,
occurs after the task has been completed. This
technique is useful to improve future quality.
However, if you omit feedforward and concurrent
control and only rely on feedback, many tasks
may require complete rework because of problems
in quality.
STATISTICAL ANALYSIS. —When the
number of items produced is too large for an
inspection of each item, statistical analysis
is used. Random samples are taken and
measured against the stated quality goal.
If the samples fail to meet expectations,
then the entire batch or lot could have
failed to meet quality goals. An example is
a periodic planned maintenance system inspection
by the type commander (TYCOM). TYCOM
might make random maintenance inspections
and use the results to form conclusions about
overall maintenance within the command.
QUALITY CIRCLES. —Quality circles consist
of small groups of workers within each division
who look for ways to reduce defects, rework, and
equipment downtime. The workers also make
recommendations concerning morale, working
conditions, and worker recognition for superior
performance.
ZERO DEFECTS. —Zero defects is a type of
quality control that is based on the theory of
doing the job right the first time. Supervisors
encourage workers to stop work to seek a solution
when they identify a problem and to suggest
methods of improvement. Supervisors follow up
on suggestions and put into effect those which are
feasible. Workers who practice this type of
control save time because they do not have to
rework a task.
Measurable and Nonmeasurable Control
To achieve control, you can use two methods:
(1) measurable and (2) nonmeasurable.
MEASURABLE CONTROL. —You can use
measurable control to determine the quality and
quantity of the work output. This method of
control involves the use of specific information
and measurements, such as budgets, audits or
inspections, Gantt charts, and performance
evaluation and review techniques (PERT).
NONMEASURABLE. —You can use non-
measurable control to measure overall division
performance while performing other functions
such as planning, staffing, organizing, and
leading. You can also use it to control the attitudes
and performance of workers. This method of
control involves the use of techniques such
as discussions with workers, oral or written
reports, performance evaluations, inspections,
and observations of work.
TYPES OF MEASURABLE CONTROL. —
Most of the nonmeasurable controls are built
into the Navy system or are self-explanatory. We
will limit this discussion to the measurable
methods of control most people may not be
familiar with. These methods are the plan of
action and milestones, Gantt chart, program
evaluation and review technique (PERT), and
critical path method (CPM).
Plan of Action and Milestones. —A plan of
action and milestones (POA&M) could be
considered a budgetary type of control. You use
the POA&M to budget time, personnel, and
resources necessary to complete a task. The basic
POA&M defines the job to be done, resources
required, steps to be taken, and progress expected
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