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 3-7