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Quality management is the set of activities an organisation uses to ensure its products or services meet requirements consistently. It usually covers quality planning, quality control, quality assurance and continuous improvement, and it involves people, processes and measurement rather than inspection alone.

Quality assurance is process focused and preventive, building confidence that requirements will be met through procedures, standards and audits. Quality control is product focused and detective, checking outputs against requirements through inspection and testing. Assurance tries to prevent defects; control finds them.

Total quality management is an approach where quality is the responsibility of everyone in the organisation, not just a quality department. It emphasises customer focus, leadership commitment, employee involvement, process thinking and continuous improvement, supported by measurement and training.

Six Sigma is a data-driven approach to reducing variation and defects, usually structured around the DMAIC cycle. The name refers to a process capable enough that defects are extremely rare. It uses statistical tools and defined roles such as Green Belt and Black Belt.

DMAIC stands for Define, Measure, Analyse, Improve and Control. It is the standard Six Sigma sequence for improving an existing process. Each stage has expected outputs, and good answers show the evidence produced at each stage rather than simply naming them.

ISO 9001 is an international standard setting requirements for a quality management system. It covers context, leadership, planning, support, operation, performance evaluation and improvement. Organisations can be certified by an external body, which many customers require, though certification alone does not guarantee good quality.

Cost of quality groups the costs of achieving quality and of failing to. Prevention and appraisal make up the cost of conformance, while internal and external failure make up non-conformance. Typically failure costs dominate, which supports investing earlier in prevention.

A Pareto chart is a bar chart of causes ordered by frequency or cost, often with a cumulative line. It reflects the idea that a small number of causes account for most of the problem, so it helps teams prioritise where to act first.

A fishbone or Ishikawa diagram organises possible causes of a problem into categories, commonly people, method, machine, material, measurement and environment. It is used in team analysis to generate causes systematically before testing them with data, rather than jumping to a solution.

A control chart plots a process measurement over time against a centre line and control limits. It distinguishes normal variation from unusual variation, so teams know when to investigate. Points outside the limits, or non-random patterns such as runs, signal a special cause.

Common cause variation is the natural scatter of a stable process and is addressed by changing the process itself. Special cause variation comes from a specific, identifiable event and should be investigated and removed. Confusing the two leads to tampering, which increases variation.

Control limits come from the process data and show what the process actually does. Specification limits come from customer or design requirements and show what it should do. A process can be in control yet still fail specification, which is why capability is assessed separately.

Process capability compares the spread of a process with the specification range, using indices such as Cp and Cpk. Cp ignores centring while Cpk accounts for it, so a process can have good Cp but poor Cpk if it is off target. Both need a stable process first.

Kaizen means continuous improvement through many small changes made by the people doing the work, rather than occasional large projects. It relies on standardised work, visible problems and quick cycles of improvement, and it is often paired with lean methods.

Yes. A one-to-one tutor can explain the frameworks, work through cost of quality and control chart problems and give feedback on your case analysis. You write your own assessed work in line with your course rules. Lessons are online and can use your own brief.