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