Professional Documents
Culture Documents
1. Introduction to TQM
2. History of Quality & Advantages
3. Principles of TQM
4. Basic Concepts & Models of TQM
5. Characteristics of TQM
6. Quality Circles & Quality Improvement Teams
7. Responsibilities for Qualities
8. Management for Quality
9. Total Quality Management Philosophies
10.
Quality Assurance
11.
Quality Awards
12.
Malcolm Baldridge Quality Award
13.
Deming Prize, Deming Management and 14 Points
14.
Customer Satisfaction
15.
Customer Driven Quality Cycle
16.
Methods of Continuous Improvement
17.
Benchmarking
18.
Quality Control in Manufacturing System
19.
Quality Control in Services System
20.
Service Quality Characteristics
21.
Implementation of TQM
22.
Quality Costs
23.
Management for Quality
24.
Functions of Management for Quality
25.
TQM Environmental Management
26.
ISO 14000 and Implementation
27.
Quality System ISO 9000
28.
ISO Certification & Examples
Books For Reference
1. Quality Control
By Dale H. Besterfield
2. Fundamentals of Quality Control & Improvement
By Amitava Mitra
3. Practice Approach in Quality
By Arnaldo Hernansez
4. Quality Systems Hand Book
By David Hoyle
5. Total Quality Management & ISO 14000
1
b) Materials
c) Men
d) Machines
e) Money
f) Methods
g) Management
h) Miscellaneous
Total Quality
It
means
all
people
of
the
organization
are
committed
to
product/service/information.
Thus
every
one
in
the
P = Performance,
E = Expectations
If Q comes out greater than 1.0 then the Quality of that product or
service is termed as good.
Quality has nine different dimensions on which basis it is usually
assessed. They are as under:
1. Performance: Primary product characteristics.
2. Features: Secondary Characteristics or added features.
3. Conformance: Meeting Specifications or standards.
4. Reliability: Consistency of performance over time.
5. Durability: Useful Life.
6. Service: Resolution of problems and complaints, ease of repair.
7. Response: Human to human response.
8. Aesthetics: Sensory characteristics such as exterior finish.
9. Reputation: Past Performance, such as being ranked first.
HISTORY OF QUALITY
The history of quality is as old as the human civilization itself is.
Before industrial revolution manufacture was essentially conducted by
the cottage industry approach and relied heavily on craftsmen. The
craftsman were trained enough to attain the quality and standard of
work. With the advent of the industrial revolution manufacture broken
into small jobs. The craftsman became inspectors and standards
emerged. Unskilled workforce performing limited skill operations.
Two
world
wars
demanded
further
rapid
expansion
in
4. Enhanced
customer
satisfaction,
Number
of
customers
increased
5. Improved cost effectiveness Reduced cost, unit cost reduction
6. Reduction in rejection, scrap and wastage reworking
7. Better control on processes
8. Successful new product launch
9. Speedy new product introduction, more new models
10.
Reengineered process
11.
thing of TQM
12.
Improved productivity
13.
Better
relations,
employees
Job
satisfaction
and
employees participation
14.
fuel saving
15.
16.
Improved system
17.
18.
Respect humanity
Principles of TQM
Following are the some important principles of TQM:
1. Delight the Customer
Delight means bring best at what really matters most to the
customers
2. Management by fact
Decisions are based upon fact
3. People based Management
Everybody must be involved. The more people feel involved, the
greater
will
be
their
commitment
to
customer
satisfaction.
Prevention
than
taking
corrective
action
after
the
product
is
manufactured.
TQM is not something that will occur overnight. It takes a long time to
build the appropriate emphasis and techniques into the culture.
Overemphasis on short-term results and profits must be set aside so
long term planning and consistency of purpose will prevail.
CHARACTERISTICS OF TQM
Some important characteristics are as under:
1. Operation/process leading to end result
2. Do your best as a team
3. PDCA cycle In built Deming improvement cycle
9
Justification of TQM
Profit
Cost
10
Profit
Cost
Imperfect Organization
TQM Company
Low Profit
High Profit
11
12
not come only from managers but also from all other personnel who
are involved in the particular activity. A quality circle tries to
overcome barriers that may exist within the prevailing organizational
structure so as to foster an open exchange of ideas.
A quality circle can be an effective productivity improvement tool
because it generates new ideas and implements them. Key to its
success is its participative style of management. The group members
are actively involved in the decision making process and therefore
develop a positive attitude toward creating a better product or
service. They identify with the idea of improvement and no longer feel
that they are outsiders or that only management may dictate how
things are done.
Quality circles have been used in Japan since the early 1960s. They
have led to numerous improvements in product quality. Toyota for
example has used this approach to identify critical problems and
determine remedial measures. Brainstorming sessions are usually
conducted under the guidance of a group leader. In the United States
quality circles were implemented in the early 1970s. Lately the use of
this tool has not been increasing and is nowhere close to the levels
seen in Japan.
One possible reason for this difference is the lack of statistical
training of U.S workers. Another reason is the reluctance of U.S
managers to share power with employees. Identification of possible
problems and remedial actions requires a statistical background. For
almost two decades Japan has conducted training programs in
statistical methods for all of their personnel. U.S companies have not
done this and they are only now realizing the importance of
understanding statistical concepts.
13
department
is
responsible
for
quality,
it
is
every
ones
conducted
via
questionnaires,
feedback
from
sales
3. Manufacturing Engineering
The
manufacturing
engineering
department
is
responsible
for
purchasing
department
obtains
the
raw
materials
and
16
Marketing &
Product Planning
Customer Service
Packing &
Shipping
Manufacturing
Engineering
Inspection &
Testing
Manufacturing
Purchasing
APPROACHES TO TQM
I. De buffering
Quality circle
Total quality control
II. Scientific styling
17
TQM MODELS
There are important theories, which are called models to improve the overall quality.
They are as under:
18
1. JURAN MODEL
This model emphasis on the following considerations:
1.
Quality Planning
2. Quality control
Chronic defects occur when process is incapable of consistently producing
satisfactory output. Process needs to be improved. Sporadic defects occur when the
process is capable but has gone out of control. This is time to repair it or put it back in
place.
3. Quality Improvement
a) Quality Planning involves analysis of customer needs, product and process in
preparation for implementing quality control.
b) Quality control
c) Quality improvement approach identifies sources of unacceptable variation and
eliminating sources of poor quality makes adjustments in product design,
processes, procedures etc. there, such that the costs of poor quality can be greatly
reduced. The new zone of quality control translate to improve customer
satisfaction, increased sales, lower unit material labour costs, increase overall
process capacity, a more motivated and secure work force with greater self esteem
etc. As the improvement process progresses, lessons learned provide feedback to
improve the planning process.
Delighted Customer
Empowered Employee
Higher Revenues
Lower Costs
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Process-Quality Planning
Quality Control
Quality Improvement
Total
organisation
involvement
Execution Leadership
Customer focus
b) Costs decrease
c) Productivity improves
c) Quality Measurement
f) Quality Awareness
g) Corrective Action
k) Goal setting
m) Recognition
n) Quality councils
o) Do it over again
20
Managemen Product
Action to be taken
21
No.
1.
t Functions
Plan
2.
Organize
3.
Staff
4.
Direct
5.
Control
Phase
Proposal
Phase
22
management
are
converted
to
operational
plans
that
will
be
oriented
plans.
Administrative
plans
deals
with
the
responsibility,
to
improve
communication
and
to
improve
23
24
25
toward
continuous
improvement.
The
following
four
components comprise the basis for what Deming called the system of
Profound Knowledge.
a) Knowledge of the system and the Theory of Optimization.
Management needs to understand that optimization of the total
system is the objective. The total system consists of all constituents
---- customers, employees, suppliers, shareholders, the community and
the environment.
26
27
quality
policy
that
states
the
individual
performance
form
each
department
or
division
serves
as
28
should
originate
on
one
day.
This
ensures
uniform
10.
Goal Setting
The employees are asked to identify reasons that prevent them from
meeting the zero defects goal. It is the task of the appropriate
functional group to come up with procedures for removing these
problems. Reporting problems should be done quickly.
12.
Recognition
Quality Councils
Do it Over Again
30
Quality Assurance
Quality assurance means excellent working of entire system i.e.
policies, procedures and guidelines in order to achieve and maintain
quality in the manufacturing and services system. Quality assurance
consists of three basic functions: Quality Engineering, Quality Control
and Quality Management.
The purpose of quality engineering is to incorporate quality into the
design of products and processes and to predict potential quality
problems prior to delivery of the product.
The purpose of quality control is to make a series of planned
measurements in order to determine the meeting of quality standards.
In case they are not met corrective action and further preventive
action must be taken to achieve and maintain quality.
The
quality
management
involves
the
planning,
organization,
31
Purchasing
must
ensure
that
supplies
meet
quality
32
33
goals
and
systems
and
guides
for
quality
and
performance.
2. The system is comprised of a set of well-defined and welldesigned processes for meeting the companys quality and
performance.
3. Measures of progress provide a result-oriented basis for
channeling actions to delivering ever-improving customer value
and company performance.
4. The basic goal of the quality process is the delivery of ever
increasing value to customers.
For the award the companies must excellently perform in seven key
areas they are described below:
1. Leadership
The
leadership
examines
executives
personal
leadership
and
34
DEMING PRIZE
The highest prize for quality improvement in Japan is called Deming
Prize. Since 1951 the Japanese Union of Scientists and Engineers has
sponsored the Deming Prize. This prize is awarded to individuals and
companies who meet the criteria in pursuance of quality. The selection
35
6. Standardization
System of standards, setting & revising of standards, Use of statistical
methods
7. Control
36
&
inspection,
Quality
assurance
system,
Quality
Plans for correcting defects, Plans for promoting quality control, long
term plans
38
cutting
tools
will
have
inherent
variation
in
strength
and
Psychology
between
helps
people
and
us
to
understand
circumstances,
people,
interactions
39
CUSTOMER SATISFACTION
The first step of a certain manufacturing and service providing organization should be
identification of customer needs and expectations. A majority of todays customers look
for goods services in terms of:
a) Values
b) Brand Image
c) Performance
Customer satisfaction means keeping customer requirement in mind.
a) Right quality
b) Right Quantity
c) At right time
d) At right cost
When the organization is customer oriented, it attempts in going to almost any length to
satisfy the customers. The organization give them the feeling of getting full value for
their money, delivering the products / services as promised.
A Japanese professor N. Kano suggested that three classes of customer needs exist:
a) Dissatisfiers, which are those needs that are expected in a product or service.
b) Satisfiers, which are, need that customers say they want.
c) Exciters/delighters, which are new or innovative features that customers do not
expect.
Satisfiers are determined through market research. Over time exciters/ delighters become
satisfiers as customers become used to them and eventually satisfiers become
dissatisfiers.
40
41
A complaint is any response or thought of a customer about any product or service that
does not meet their expectations. Complaints come through letters, survey results,
telephone calls, fax messages, comments to sales and service personnel.
Each quality complain possesses different problems:
a) Satisfying the complaint. Restoration of service claim, adjustment, restoration of
good will.
b) Preventing a reoccurrence of complaints.
c) Identifying the few vital serious complaints.
d) In depth analysis if discover the basic causes of the complaint.
42
Customers play the most significant part in business. In fact the customer is the actual
boss in a deal and is responsible for the actually profit for the organization. Customer is
the one who uses the products and services and judges the quality of those products and
services. Hence its important for an organization to retain customers or make new
customers and flourish business. To manage customers, organizations should follow
some sort of approaches like segmentation or division of customers into groups because
each customer has to be considered valuable and profitable.
Customers can be of following types:
1. Loyal Customers- These types of customers are less in numbers but promote
more sales and profit as compared to other customers as these are the ones which
are completely satisfied. These customers revisit the organization over times
hence it is crucial to interact and keep in touch with them on a regular basis and
invest much time and effort with them. Loyal customers want individual
attention and that demands polite and respectful responses from supplier.
2. Discount Customers- Discount customers are also frequent visitors but they are
only a part of business when offered with discounts on regular products and
brands or they buy only low cost products. More is the discount the more they
tend towards buying. These customers are mostly related to small industries or the
industries that focus on low or marginal investments on products. Focus on these
types of customers is also important as they also promote distinguished part of
profit into business.
43
44
45
b) Performance Appraisal
Performance appraisal is used for decisions involving compensations, training and
promotion. Performance is a function of both the individual and the system in which the
individual works. In a TQM environment people want to do an excellent job and will if
they are properly motivated allowed to participate and provided with adequate training.
In conventional performance appraisal a manager or a supervisor evaluates the work of a
subordinate by reviewing his accomplishments, strengths and weaknesses and rating the
individual according to various criteria.
c) Compensations
Many TQM focused companies now base their compensation on the market rate for an
individual with proven capabilities and then increase the employees wages and
responsibilities. A well-designed pay, benefit and reorganization system provides
motivation to employees.
2. Improving Management Practices
According to Deming and Juran upwards of 85 to 95 percent of quality problems are the
responsibility of management not the workers. Therefore continuous improvement
programs focusing on the workforce give limited results. Greater results can be achieved
through improved management practices.
The Malcolm Baldrige National Quality Award is such an example to provide a
comprehensive set of guidelines for improving management practices leading to higher
quality and productivity.
46
47
Just In Time is a quality and scrap control tool. The basic philosophy behind Just In
Time is to produce only units to keep the next work station in operation. Just In
Time cannot function if production has a high rate of defects.
5. Improving Quality System
The improvement in the quality system can be achieved with the help of quality audits. A
quality audit is a systematic and independent examination and evaluation to determine
whether quality activities and results comply with planned arrangements and whether
these arrangements are implemented effectively or not.
Quality audits are necessary for several reasons:
Audits provide benchmarks for determining whether the quality system is complete
Audits make every one aware the organization is serious about continuous
improvement in quality
BENCH MARKING
Benchmarking is the search for best practices that will lead to superior performance.
Benchmarking helps a company learn its strengths and weaknesses and those of
competitors and incorporate the best practices into its own operations. Benchmarking was
firstly initiated by Xerox whose business products and systems division won the
Malcolm Baldrige National Quality award. There are two types of benchmarking:
1. Competitive Benchmarking
48
2. Generic Benchmarking
Competitive benchmarking is usually focuses on products, manufacturing operations and
customer service systems.
The generic benchmarking, evaluates processes or business functions against the best
companies.
In order to be effective, benchmarking must be applied to all facets of a business. For
example, Motorola encourages everyone in the organization to ask, who is the best
person in my own field and how might I use some of their techniques and characteristics
to improve my own performance in order to be the best (executive, manager, chief,
purchasing agent, designer, etc.) in my class.
The benchmarking process can be described in the following way:
1. Determine which function to benchmark
This focuses on performance and key dimensions of competitiveness. For example, if fast
response is an important dimension of competitive advantage, then processes that might
be benchmarked would include order processing, purchasing, production planning and
product distribution.
2. Identify key performance indicators in measurement like direct link with customers
needs and expectations
3. Identify best in class processes. For specific business functions benchmarking might
be limited to the nature of business. For example a bank in one country might be
benchmark the check processing operations of a bank in another country.
4. Meeting the needs or performances. This requires changing organizational systems to
achieve or exceed the performance of the best.
Flowcharts
49
A flowchart is a picture that shows the sequence of steps that are performed. Flow charts
are best developed by the people involved in the process employees, supervisors,
managers and customers. A facilitator is often used to provide objectivity to ask the right
questions and to resolve the conflicts. The facilitator can guide the discussion b asking
questions such as what happens next? Who make the decision at this point? And what
operation is performed here?
Flowcharts help the people who are involved in the process understand it better and more
objectively. By participating in the development of flow charts workers begin to feel a
sense of ownership in the process and who their suppliers and customers are?
Once flowchart is developed it can be used to identify quality problems as well as areas
for improvement.
Check Sheets
Check sheets help in compilation of data. When designing a process for data collection
one must first ask some basic questions such as,
What question are we trying to answer?
What type of data will we need to answer the question?
Tools for Data Collection and Analysis
There are seven quality control tools that are used for gathering and analysing data for
fact based management. These tools are:
Flowcharts
Check sheets
Histograms
Pareto Diagrams
Cause and Effect Diagram
50
Scatter Diagrams
Control Charts
Types of Data
Data may be attribute or variable. Attributes assume one of two values conforming or not
conforming within tolerance or out of tolerance, complete or incomplete. Attributes data
are collected by counting.
Variables are appraisal in terms of measurable values on a continuous scale, for example,
length, weight or time. Variables data are collected through measurement.
Example
Attributes
Variation
Number
of
hours
per
week
correcting documents.
Number of complaints
enables
an
organization
improvement.
51
to
accelerate
its
rate
of
works
within
the
existing
infrastructure
and
its
enables
companies
of
performance
measures
in
different dimensions, each with the best practice for that particular
measure. It is not merely a comparison that is the best for the chosen
measure. Some common performance measures are return on assets8,
cycles time, percentage of on time delivery, percentage of damaged
goods, proportion of defects and time spent on administrative
functions.
Another advantage of benchmarking is its focus on performance
measures and processes, not on the product. Thus benchmarking is
not restricted to the confines of the industry in which the company
resides.
It
extends
beyond
these
boundaries
and
identifies
find ways to innovatively adapt those best practices within their own
environment.
B
E
N
C
H
M
A
R
K
I
N
G
Organizational
Culture of
Empowerment
Strategic Commitment
Motivation through
reward and recognition
SOFT SYSTEM
Performance
Measurement
Resources
Commitment
HARD SYSTEM
53
requirements
of
the
customer
but
the
employee
behaviour must also meet high standards. The total service concept is
a combination of technical and human behavioural aspects.
Let us consider the airline industry. A quantifiable goal is to transport
people between two cities in a desirable time. The achievement of this
is dependent on aircraft design that enables certain speeds to be
attained to cover the distance within the required time and on proper
scheduling of flights. Data on these factors is clearly quantifiable.
However, customer satisfaction is often influenced by factors that are
not so easy to quantify. For instance, the manner in which
stewardesses and ticket agents treat the customers is very important.
Courteous and friendly and warm and caring are not so obviously
quantified. Thus the manner in which the source is performed is an
54
Manufacturing Sector
Service Sector
No.
1.
Product is tangible
2.
3.
Producer or company is
the only party involved in
the making of the product
Product can be resold
Customer
usually
provides
formal
specifications
for
the
product
4.
5.
6.
Customer acceptance of
the product is easily
quantifiable.
55
7.
Human
factors
include
intensity,
eagerness
to
help,
56
100 vouchers by bank employees, the number of data entry errors per
1000 key strokes by a data entry operator, the number of billing
errors per 100 accounts by a utility company and so on. The target
performance level for these examples is zero non conformities. The
goal of the service organization is to achieve the target level, thus
meeting customer expectations and then exceed it through quality
improvement measures.
4. Facility Related Characteristics
The physical characteristics of the facilities associated with a service
and its delivery can impact customer satisfaction. The waiting area in
a bus station and the availability of such amenities as a swimming
pool in a hotel are examples of quality characteristics for physical
facilities that are involved in providing a service. The appearance of a
waiter or waitress, an insurance agent is attributes of individuals
performing a service.
57
changes. It is management who develops the long-term relationship with vendors. And
finally, it is management who convinces investors of the long-term benefits of a quality
improvement program.
Deming's 14 points for management provide the necessary sense of direction. The
adoption of these points will sustain productivity and competitiveness of the company in
the long run.
Deming's Point 1
Create and publish to all employees a statement of the aims and purposes of the
company or other organization. The management must demonstrate, constantly their
commitment to this statement.
This principle stresses the need to create long-term strategic plans that will steer the
company in the right direction. Mission statements should be developed and clearly
expressed so that everyone in the organization understands them. This includes not only
everyone in the organization but also vendors, investors, and the community at large.
Mission statements address such issues as the continued improvement of quality and
productivity, competitive position, stable employment, and reasonable return for the
investors.
Deming's Point 2
Learn the new philosophy, top management and everybody.
Everyone must adopt the new attitude. Quality consciousness must be every thing to
everyone. Previously acceptable levels of defects should be abandoned; the idea that
improvement is a never-ending process must be embraced wholeheartedly.
Human beings are resistant to change. Managers who have been successful under the old
system where certain levels of defects were acceptable may find it difficult to accept the
new philosophy. Overcoming this resistance is a formidable task, and it is one that only
58
management can accomplish. The idea is not only to continually reduce defects but also
to address the needs of the customer.
Deming's Point 3
Understand the purpose of inspection, for improvement of processes and reduction of
cost.
Quality has to be designed into the product; it cannot be inspected into it. Creating a
"design for manufacturability" is imperative because producing the desired level of
quality must be feasible. Inspection merely separates the acceptable from the
unacceptable. It does not address the root cause of the problem that is, what is causing
the production of nonconformities and how to eliminate them. The emphasis is on defect
prevention, not on defect detection.
Deming's Point 4
End the practice of awarding business on the basis of price tag alone.
Many companies, as well as state and federal governments, award contracts to the lowest
bidder as long as they satisfy certain specifications. This practice should cease.
Companies should also review the bidders' approaches to quality control. What quality
assurance procedures do the bidders use? What methods do they use to improve quality?
What is the attitude of management toward quality? Answers to these questions should be
used, along with price, to select a vendor, because low bids do not always guarantee
quality.
Deming's Point 5
Improve constantly and forever the system of production and service.
In Deming's philosophy, companies move from defect detection to defect prevention and
continue with process improvement to meet and exceed customer requirements on a
59
never-ending basis. Defect prevention and process improvement are carried out by the
use of statistical methods. Statistical training is therefore a necessity for every one and
should be implemented on a gradual basis.
Deming Cycle
The continuous cycle of process improvement is based on a scientific method originally
called the Shewhart cycle after its originator Walter A. Shewhart. He also developed
control charts. In the 1950s, the Japanese renamed it the Deming cycle. It consists of four
basic stagesplan, do, check, and act (the PDCA cycle).
Plan Stage: In this stage, opportunities for improvement are recognized and operationally
defined. A framework is developed that addresses the effect of controllable process
variables on process performance. Since customer satisfaction is the focal point, the
degree of difference between customer needs satisfaction
Do Stage: The theory and course of action developed in the plan stage is put into action
in the do stage. Trial runs are conducted in a laboratory or prototype setting.
Feedback is obtained from the customer and from the process.
Check Stage: Now the results are analyzed. Is the difference between customer needs
and process performance reduced by the proposed action? Are there potential drawbacks
relating to other quality characteristics that are important to the customer?
Act Stage: In the act stage, a decision is made regarding implementation. If the results of
the analysis conducted in the check stage are positive, the proposed plan is adopted.
Customer and process feedback will again be obtained after full-scale implementation.
Such information will provide a true measure of the plan's success. If the results of the
check stage show no significant improvement, alternative plans must be developed, and
the cycle continues.
Deming's Point 6
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Institute training.
Employee training is integral to proper individual performance in the extended process
setting. If employees function in accordance with the goals of the company, an
improvement in quality and productivity results. This in turn reduces costs and increases
profits.
Employees are the fundamental assets of every company. When employees are hired,
they should be carefully instructed in the company's goals in clear-cut operational terms.
Merely stating that the company supports a total quality program is not sufficient.
Instead, employees must know and buy into the company's long-term goals.
Understanding these goals is essential to performing adequately. Employees' individual
goals may not always be compatible with those of the company. For example, an
employee's desire to produce 50 items per day may not be consistent with the company's
goal of defect-free production. Instruction enables the employee to understand what his
or her responsibilities are for meeting customers' needs.
Deming's Point 7
Teach and institute leadership.
Supervisors serve as vital links between management and (he workers. Since there is
usually no direct contact between these two groups, supervisors have the difficult job of
maintaining communication channels. Thus, they must understand both the problems of
the workers and top management's goals. Communicating management's commitment to
quality improvement to the workers is a key function of supervisors.
Supervisors are in the best position to identify common causes inherent to the system,
causes for which the workers should not be blamed. It is management's responsibility to
minimize the effects of common causes. Special causes, such as poor quality of an
incoming raw material, improper tooling, and poor operational definitions should be
61
eliminated first. Identification of these special causes can be accomplished through the
use of control charts.
Deming's Point 8
Drive out fear. Create trust. Create a climate for innovation.
Functioning in an environment of fear is counterproductive, because employee actions
are dictated by behaviour patterns that will please supervisors rather than meet the longterm goals of the organization. The economic loss associated with fear in organizations is
immense. Employees are hesitant to ask questions about their job, the methods involved
in production, the process conditions and influence of process parameters and other such
important issues.
A fear filled organization is wasteful. The process of eliminating fear starts at the top.
Deming's Point 9
Optimize towards the aims and purposes of the company the efforts of teams, groups,
and staff areas.
The presence of barriers impedes the flow of information, prevents each entity in the
extended process from perceiving organizational goals. The barriers may be internal or
external. Poor communication is often a culprit in barrier creation. Perhaps top
management fails to model open and effective communication.
Deming's Point 10
Eliminate exhortations for the workforce.
62
If the process is stable, the employees have no means of achieving the goal unless
management changes the process or the product. Management has to come up with a
feasible course of action so the desired goal can be achieved. Failing to do so will lower
morale and productivity. By taking such an action, management is basically shirking its
responsibility. Hence, goals should be set by management in a participative style, and
procedures for accomplishment should be given.
Management should demonstrate its commitment to the never-ending process of quality
improvement. Rather than providing slogans, they should describe precisely.
Deming's Point 11
a) Eliminate numerical quotas for production. Instead, learn and institute
methods for improvement.
b) Eliminate M.B.O. (management by objectives). Instead, learn the capabilities of
processes, and how to improve them.
Work standards are typically established by someone other than those who perform the
particular job in question. They are based on quantity without regard to quality.
According to Deming, setting such work standards guarantees inefficiency and increases
costs. The numerical quota defined by a work standard may derail implementing the
Deming improvement cycle because people naturally strive to meet the quota rather than
to produce acceptable goods.
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Deming's Point 12
Remove barriers that rob people of pride of workmanship.
A total quality system can exist only when all employees synergistically produce output
that conforms to the goals of the company. Quality is achieved in all components of the
extended process when the employees are satisfied and motivated, when they understand
their role in the context of the organization's goals, and when they take pride in their
work. It is management's duty to eliminate barriers that prevent these conditions from
occurring. A direct effect of pride in workmanship is increased motivation and a greater
ability for employees to see themselves as part of the same teamthe team that makes
good things happen.
Factors That Cause a Loss of Pride
Several factors diminish worker pride. First, management may not treat employees with
dignity. Perhaps they are insensitive to workers' problems (personal, work, or
community). Happy employees are productive, and vice versa. Happy employees don't
need continuous monitoring to determine whether their output is acceptable.
Second, management may not be communicating the company's mission to all levels.
How can employees help achieve the company's mission if they do not understand what
that mission is?
Third, management may assign blame to the employees for failing to meet company
goals when the real fault lies with management. If problems in product output are caused
by the system (such as poor-quality raw materials, inadequate methods, or inappropriate
equipment), then employees are not at fault and should not be penalized.
Deming's Point 13
Encourage education and self-improvement for everyone.
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IMPLEMENTATION OF TQM
The TQM implementation process begins with senior managements
and most important the CEOs commitment. The importance of the
senior management role cannot be overstated. Leadership is essential
during every phase of the implementation process and particularly at
the start.
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quality
system.
They
include
salaries
and
66
which
include
the
67
costs
of
investigation
and
quality
decreases
productivity.
On
the
contrary,
the
68
MANAGEMENT OF QUALITY
Management of the total quality system is achieved through the
functions of; planning, organizing, staffing, directing and controlling.
The major objectives of the management are to integrate all processes
and functional units to meet the goals of the company. Management is
responsible for the prevention of non-conformities and their goal is to
design, manufacture, and maintain the product or the service at the
least possible cost while still meeting all customer requirements.
Presently,
companies
are
finding
out
that
meeting
customer
commitments
and
its
available
production facilities.
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human
resources
and
consists
of
defining
quality-related
activities
and
the
or
acknowledgement
through
awards).
Motivating
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example,
the
European
Unions
Echo
Label
and
Eco
71
and
implementing
environmental
policies,
setting
Advantages:
Provides visual Impact
Cycle pattern can be easily seen
2. Flow Diagram
The simplest way of describing or mapping a process is to draw a
flow chart used for planning action. The flow chart maps the stages
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74
75
QUALITY
SYSTEM
LIKE
ISO
9000
FOR
CHEMICAL
INDUSTRY
The quality of chemical production processes and products is largely
influenced by the automation technology. Contributions from process
control and instrumentations are, therefore expected when certifying
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CONTROL
AND
INSTRUMENTATION
IN
THE
CHEMICAL INDUSTRY
Process control and instrumentation with which terms such as
measurement, control, monitoring, output, display and recording have
a long tradition in chemical production process and are now
indispensable comments of modern production processes. The quality
of chemical products is not achieved by testing; process control and
instrumentation are used to direct the production processes such that
the products are generated with the desired quality.
The
following
are
the
characteristics
of
process
control
and
interconnection
of
individual
devices
into
complex
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QUALITY STANDARDS
Quality Standards may be defined as a criterion that how a product or service should be
assessed concerning three aspects namely:
Quality
Performance
Environmental Impacts
Products and services are standardized to ensure quality, performance and safety to both
consumers and the environment.
As for consumer, health and safety, quality standards, be they pharmaceuticals or food
products, in home appliances or consumer products, promote and encourage improved
quality of life. On the contrary, if goods and products, which are consumed by people, are
of substandard, they may pose a health hazard to consumers and endanger their lives.
Local brands of gas heaters of poor quality are an obvious example of this. These gas
heaters emit unburned methane gas in the atmosphere and causes suffocation. In winter
every year these gas heaters claim lives of many. The problem can partly be standards in
gas heaters.
Another important example in this regard is that of unclean and contaminated drinking
water. It has been reported that about 80 percent diseases are waterborne and 40 percent
deaths are attributed to the use of poor quality drinking water. This is largely because
there exists no enforceable water quality standards in the country whereby its quality
could be assessed.
October 14 is celebrated all over the world by governments, standardization bodies,
citizens, consumers and consumer groups as the World Standards Day. The purpose
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behind it was to stress the need for quality and standardization of goods, products and
services. The Day reminds the establishment of International Organization for Standards
(ISO) which was established in London on October 14, 1944.
Quality Standards are also essential for improving environment because quality goods
and services tend to ensure maximum environment protection. It is for this reason that
due importance is given in the implementation of the Quality Standards.
For these reasons, much stress is laid on quality standards in developed countries and the
consciousness of having quality standards is also increasing in many developing
countries.
Pakistan lags far behind in this respect from many developing countries. As a result the
markets are flooded with substandard and poor quality goods and products. At present,
the only standardization body operating in the country is Pakistan Standards and Quality
Control Authority (PSQCA). It was established in year 2000 under the Pakistan Standards
and the Quality Control Authority Act 1996.
Question: What is ISO 9000?
Answer: ISO 9000 is a series of International Standards for Quality Systems. They
specify requirements and recommendations for the design and assessment of a
management system, the purpose of which is to ensure that suppliers provide products
and services, which satisfy specified requirements. These specified requirements may be
specific customer requirements, where suppliers are contracted to supply certain products
and services, or may be the requirements of a particular market as determined by the
supplier.
The requirements and recommendations apply to the organizations that supply the
product or service and hence affect the manner in which the products and services are
designed, manufactured, installed, delivered etc. They are standards, which apply to the
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management of the organization, and only the management can and should decide how it
will respond to these requirements and recommendations.
In broader sense:
It is set of written standards laying down a Quality System.
It defines the basic elements of the system through documentation.
It creates a Quality System rooted in accordance with the customers
requirements.
It focuses on the process assuming that Quality Process makes Quality System.
It lets the organization to decide the method for itself but it is then to be
consistently applied.
A system approach to Quality Management.
It is not a solution it is a catalyst.
It is documenting the problem solving approach system.
It wants an organization to keep records of what it does what it say.
Question: Why is ISO 9000 is important?
Answer: ISO 9000 is important internally and externally.
Internally it is important as it:
Provides good platform for continuous quality improvement.
Vehicle to hold quality improvement gains.
Provide methods for involving non manufacturing areas in quality and quality
improvement.
Employees confidence increases.
Job satisfaction, less confusion, elimination of panic.
Externally it is important because:
Customer confidence increases.
Competitive edge.
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Number of countries insist ISO 9000 registration as pre condition for business i.e.
export.
Question: What are the main advantages of ISO 9000?
Answer: The main advantages of ISO 9000 are as under:
Strengthens system discipline and the consistency in product quality.
Motivation is improved, cooperative workmanship.
International recognition of ability.
Necessary pre requisite for export.
Improves organizations efficiency.
Goal Orientation.
Team building.
Role clarity and openness.
Developing to marketing, after sales service, recruitment of personnel and
training.
Reduce wastage, quality cost, rejection rates, scrap, rework, and customer
complaints.
Provides good platform for continuous quality improvement.
Better product design.
Efficient utilization of resources and higher productivity.
Elimination of bottlenecks in production and tension free environment leading to
good human relations.
Question: What are the weaknesses of ISO 9000?
Answer:
ISO 9000 alone does not guarantee quality.
No provision for continuous quality improvement, reducing cycle time, cut inventories,
speed of delivery, customer satisfaction, training of employees, empowering workers,
bench marking, selling, etc.
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The Quality Management Standard is ISO 9004 together with all its parts and is designed
to provide guidance for companies developing and implementing quality systems.
The ISO 9000 series currently consists of the following published and planned
documents.
ISO 9000 1 - - - - > Quality Management and Quality Assurance Standards
Guidelines for selection and use
ISO 9000 2 - - - - > Guidelines for the application of ISO 9001, ISO 9002 and ISO
9003.
ISO 9000 3 - - - - > Guidelines for the application of ISO 9001 to the
development, supply and maintenance of software.
ISO 9000 4 - - - - > Guide to dependability program management.
ISO 9001 - - - - > Quality Systems Model for Quality Assurance in design,
development, production, installation and servicing.
ISO 9002 - - - - > Quality Systems Model for Quality Assurance in production and
installations.
ISO 9003 - - - - > Quality Systems Model for Quality Assurance in final inspection and
test.
ISO 9004 1 - - - - > Quality Management and Quality System elements Guidelines.
ISO 9004 2 - - - - > Quality Management and Quality System elements Guidelines for
services.
ISO 9004 3 - - - - > Guidelines for processed materials.
ISO 9004 4 - - - - > Guidelines for Quality Improvement.
ISO 9004 5 - - - - > Guidelines for Quality Plans.
ISO 9004 6 - - - - > Guide to Quality Assurance for Project Management.
ISO 9004 7 - - - - > Guidelines for Configuration Management.
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