total quality asignments

8/8/2019 Total Quality Asignments

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TOTAL QUALITY MANAGEMENT (ADL - 16)

ASSIGNMENT A

01. What role top management plays in implementation of TOM?ANS rQM stands for Total Quality Management. In brief, it is a set of management toolsdesiqned to improve the quality and efficiency of a company's work processes. The tools arefocused In a couple of areas:-Systematically finding problems in work processes and determining the most effective way to fixthem.-Establishing efficient processes and making work standardized and easily repeatableUnderlying these goals is the need to make the quality of work measurable, so you canobjectively see if things are getting better or worse. Also, there is an emphasis on standardizingand documenting all quality and process related work. This way, important knowledge is sharedacross the entire company.Successful TOM ImplementationSuccessful firms have followed these steps:1) Build organizational commitment to quality.2) Focus on the customer as definit ion of quality.3) Find ways to measure quality.4) Set goals and create incentives to be reached.5) Solicit input from employees.Quality circles: groups of employees meeting to discuss how to increase quality.Managers must respect employee opinion6) Identify defects and trace to source.Managers must find out why the defect happened.7) Introduce Just-In-Time (JIT) inventory systems

Inventory is the stock of raw materials. JIT has parts arriving in the plant just when neededand not stored in advance.KANSAN Japanese name for JIT that seeks to avoid stockpiles of costly inventory

8) Work with suppliers. You need good parts to make great products


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9) Design products for easy manufacture,10) Remove barners between departments,Managers and TQM Managers are critical to a successful TOM system:Functional managers carry the responsibility for most of the 10 steps to success,For TOM to work, functional managers must totally embrace TOM, Top management must also show their strong supportThey need to arrange training for all managers (including themselves),Set directions,Reward functional managers that move TOM forward,Create customer orientation,Clear quality values and high expectations that address the needs of thestakeholders,

TOM leadership from top managementTOM is a way of life for a company, It has to be introduced and led by top management This isa key point Attempts to implement TQM often fail because top management doesn't lead andget committed - instead it delegates and pays lip service. Commitment and personal involvementis required from top management in creating and deploying clear quality values and goalsconsistent with the objectives of the company, and in creating and deploying well definedsystems, methods and performance measures for achieving those goals, These systems andmethods guide all quality activities and encourage participation by all employees. Thedevelopment and use of performance indicators is linked, directly or indirectly, to customerrequirements and satisfaction, and to management and employee remuneration,Top managers, starting with the CEO, must be the organisation's TO leaders, The CEO must bethe focal point, providing broad perspectives and vision, encouragement and recognition.Through their personal roles in planning, reviewing company quality performance, andrecognising employees for quality achievement, the senior leaders serve as role modelsreinforcing the values and encouraging leadership throughout the organisation,

02. If TOM is cross cultural and holistic why are tool functions specific?ANS. TOM refers to an integrated approach by the management to focus all functions and levelsof an organization on quality and continuous improvement Over the years, TOM has becomevery important for improving a firm's process capabilities in order to achieve fitness and sustaincompetitive advantages. TOM focusses on encouraging a continuous flow of incrementalimprovements from the bottom of the firm's hierarchy, TOM is not a complete solution formula asviewed by many - formulaa canot solve managerial problems but a lasting commitment to theprocess of continuous improvement

TOM encourages a strategic approach to management at the operational level through involvingmultiple departments In cross functional improvements and systemmic innovation processes. Itallows organizations to take advantage of developments that enable managing operations as


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cross functional processes. At the same time, TOM fits an orientation towards inter-organizational collaboration among different departments within the organization.But the problems in TQM belong to the various functions. The problem may arise in the p1annmgphase where managers have not efficiently planned the production process. The prob!em~m~yarlsein the conQ:91Junction where the managers and the operational workers may not haveperform,ed controlled execution of the project. Or finally, the problem may arise in theimplementation phase where the implem~~lation may have been done wrongly and beenattributed to defects. .._._Now the defect identified at any function or at any level will give rise to the poorquality of theoverall system which causes the problems in the overall raM initiatives of an organization.Hence, to solve these problems, tools are specific to functions. Juran describes qualitymanagement as the "Quali!Y....Ir:i1Qg't"namely P!anllll1.~_CQ_I}ttQLaDqIfllQC9vement. He says thatmost managers devote t o ' o much attention to control and too little to planning and improvement,which may be the most important activities for meeting and exceeding customer expectationsand gaining competitive advantage.The tools can be broadly categorized into two main groups or functions namely PlanDin9_A_f]9Continuous jmorcvement. Planning tools are those which include quality function deployment,concurrent engineering and the new seven management and planning tools.These are designedto assist managers in planning the quality effort and making efficient use of the information. Theyare often used by cross-functional teams in their quality planning efforts. Tools for continuousimprovement are those that incluse Deming cycle, tools for data analysis, pokayoke andbenchmarking. These are the tools for improving the manufacturing and the service systems.

03. Explain any five tools of quality with reference to service industry.ANS. There are tools of TQM that are required to improve a process or to find a solutionfor a problem. Tools can be broadly categorized into two groups: n'!!!l_~Iy._t9QI.s-f9J'planniD_g_andtogis for cQ_IJ.!!'ll!.().Y~J~P..':...~~.~!!lef!!:Some of the most important tools usedin the sE!!yi.~_~_iD.c!~c!ry_~reas follows

Pareto Principle

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1~/ !-----~-~~".:- 1 a = : ~ ----L..~ _ L lh: c;-v J 4% J",."r)

8 c o E F

The Pareto principle suggests that most effects come from relatively few causes. In quantitattveterms' 80% of the problems come from 20% of the causes (machines, raw materials. operators


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etc); 80% of the wealth is owned by 20% of the people etc. Therefore effort aimed at the rrght20% can solve 80% of the problems Double (back to back) Pareto charts can be used tocompare 'before and after' situations. General use, to decide where to apply Initial effort formaximum effect.

Scatter PlotsA scatter plot is effectively a line graph with no tine - i.e. the point intersections between the two

Toast Cobur data sets are plotted but no attemptis made to physically draw a line.The Y-axis is conventionally used forthe characteristic whose behaviourwe would like to predict Use, todefine the area of relationshipbetween two variables.

9

c

ur

1 Age c.f Bread (DayS)

Warning: There may appear to be arelationship on the plot when inreality there is none, or bothvariables actually relateindependently to a third variable.30


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Control ChartsAverages

Bateh NLn1ber(Time)Ranges

Uwer Control Lmt

Batch Hcrnber(Time)Control charts are a method of Statistical Process Control, SPC. (Control system for productionprocesses). They enable the control of distribution of variation rather than attempting to controleach individual variation. Upper and lower control and tolerance limits are calculated for aprocess and sampled measures are regularly plotted about a central line between the two setsof limits. The plotted line corresponds to the stability/trend of the process. Action can be takenbased on trend rather than on individual variation. This prevents over-correction/compensationfor random variation, which would lead to many rejects.


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Flow Charts

Opportunill~~&.nd Ihft!.atS

Audits - ~ - - - - -(C)ther jnfU"no;,-~J-~~ - - - - - - - - - - - - . . _ _ , . . _ . , . , _ ~,Pictures, symbols or text coupled with lines, arrows on lines show direction of flow, Enablesmodeling of processes; problems/opportunities and decision points etc, Develops a commonunderstanding of a process by those involved. No particular standardizations of symbology, socommunication to a different audience may require considerable time and explanation,


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Cause and Effect, Fishbone, Ishikawa Diagram

Mamcaus e L e v e l zA c a u s e/' /,.. / L e v e l I- . c a u s e#/

\~, , ~M e in c a u s e

P r o b le m 1 0 b er es ol ve d ( ef fe ct)

M a in e a 1 1 '3 e M a . in c a u s e

The cause-and-effect diagram is a method for analyzing process dispersion. Thcediagram'spurpose is to relate causes and effects. Three basic types: Dispersion analysis, Processclassitication and cause enumeration. Effect = problem to be resolved, opportunity to begrasped, result to be achieved. Excellent for capturing team-brainstorming output and for fillingin from the 'wide picture'. Helps organize and relate factors, providing a sequential view. Dealswith time direction but not quantity. Can become very complex. Can be difficult to identify ordemonstrate interrelationships.


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Lowerspec limit

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Histogram or Bar GraphNomina)sf j>ec UpperspocI i l f O i t

I

categories of continuous variableA Histogram is a graphic summary of variation in a set of data. It enables us to see patterns thatare difficult to see in a simple table of numbers. Can be analyzed to draw conclusions about thedata set.A histogram is a graph in which the continuous variable is clustered into categories and thevalue of each cluster is plotted to give a series of bars as above. The above example reveals theskewed distribution of a set of product measurements that remain nevertheless within specifiedlimits. Without using some form of graphic this kind of problem can be difficult to analyze.recognize or identify.

Check SheetsA Check Sheet is a data recording form that has been designed to readily interpret results fromthe form itself. It needs to be designed for the specific data i t is to gather. Used for the collectionof quantitative or qualitative repetitive data. Adaptable to different data gathering situations.Minimal interpretation of results required. Easy and quick to use. No control for various forms ofbias - exclusion, interaction. perception. operational, non-response, estimation.

Check lists

A Checklist contains items that are important or relevant to a specific issue or situationChecklists are used under operational conditions to ensure that at! important steps or actionshave been taken. Their primary purpose is for guiding operations. not for collecting data.Generally used to check that all aspects of a situation have been taken into account beforeaction or decision-making. Simple. effective.


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;J4. Differentiate managerial tools from operational tools in the context of Manufactunngindustry.ANS. TOM has various tools that are aimed at the continuous improvement in the processes byany organization In the manufacturing industry, there are various phases that span the life cycleof the manufacture of any product.

Managerial Tools: These are the tools used by the managers in the manufacturinginductry Managers are required to study all the processes, their inputs. outputs and to evaluatethe output so as to identify the processes that require improvement. For example OFD isrequired by the managers to identify the customer requirements, map these requirements to thetechnical parameters of the product and thus to decide which technical parameters are importantto the customer, Hence these tco:s help the manager to take decisions.In general, following are the managerial tools:

1. Quality Function Deployment2. Concurrent Engineering3. The new Seven management and Planning Tools

Affinity Diagram Interrelationship Diagrams Tree Diagram Matrix Diagram Matrix data Analysis Process Decision Program Chart Arrow Diagram

Operational Tools: These are the tools used by the operations staff in the manufacturingindustry These tools aid the operation staff to improve the manufacturing process. Staf isrequired to collect the data, analyse it, and to involve in the development activity. Instaed ofoccurrence of the bug and then fixing of the same, these tools help to apprehend the bug beforehand and to take actions so that the bug may not arise.In general, following are the operational tools:

1. Poka-Yoke2. Data Collection and Analysis tools

Flowcharts Histograms Pareto Diagrams Cause and Effect Diagrams Scatter Diagrams Control charts3 BenchmarkingIn the manufacturing industry, any change or improvement can be achieved in a PGDCAmechanism.

Plan 00


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Check Action

Plan: Identify a process in need of improvement, analyze the problems, and develop a proposalfor change that will cause some type of improvement.Do Run an experiment with the proposed change.Check: Collect data to determine whether the experiment producedthe desired change.Act: If the experiment is successful, implement the idea more broadly; jf not, learn from themistake and tr y an alternative.Processes targeted for improvement are systematically studied using the PDCA cycle and datacollected about the process is used to determine the viability of proposed changes to theprocess.Who recommends process improvement changes? Those most closely associated with the'process, often referred to as the "owners" of the process, are in the best position to suggestimprovements. TOM recognizes the critical human element in the execution of processes andinvolves staff in the improvement of those processes. It is the owners of the process who bestunderstand how a process actually operates. This knowledge is critical to the improvement cyclesince the focus is on how a process actually works, not how someone removed from the processthinks it works. How a process could work better is the outcome of the process improvementeffort.

TOM Process Improvement and Problem Solving SequenceACTION

DO CHECK (EMBEDPLAN THE FIX(PLAN A CHANGE) (IMPLEMENT (OBSERVE THE INTOTHE CHANGE) EFFECTS) THEPROCESSFOR GOOD)DEFINE IDENTIFY EVALUATE MAKE TEST TAKETHE POSSIBLE POSSIBLE A THE PERMANENPROBLEM .CAUSES CAUSES CHANGE CHANGE T

ACTION

Your knowledge of theprocess ScatterdiagramsControl

IS

Continue to monitor


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processdoing now!o Controf****Thencharts the change.- sampling

..Charts- samplingParetoanalysis

make,

process t eensure:

A. ThEproblem I~fixed fOIgood,and

3 o Control charts'Define - sampling 9. Determine!what the some

measurablecharacteristics of value tothecommodity,

is:

4. Describe'the"PROCESS"o Process,FlowAnalysis'so Flow chartso List of steps

B. Theprocess isgood enougho Controlcharts- sampling

5. Identify the,"Big" problem.aBrainstorming io Checklists io Pareto!analysis

"H*Toensurecontinuousimprovementreturnto step 5.

The role of management changes from being directive to coaching as it "empowers" staff toassume greater responsibility for how their work is executed, Staff development is essential toprepare staff for these expanded responsibil ities. An understanding of organizational mission,knowledge of customers served, and an understanding of tools and techniques to improveprocesses are a part of necessary staff development. Furthermore, a sharing of responsibilityand credit for the improvement of organizational processes is an obligation of management in aTOM organization,

05. Relate soft tools to statistically designed experiments with particular focus ondesign of new products.ANS. Before finding the right tools, organizations must first establish a consensus on theirunderlying management philosophy. One philosophy, which is widely accepted, is thatorganizations should focus their resources on 1) determining what the customer wants orrequires and 2) developing quality systems to insure that the customer gets them This basicphilosophy is a Total Quality Management approach,Suppose a car manufacturer receives a complaint from several customers that their new car ismissing its cup-holder Insert. The manufacturer surveys additional customers and beginsinspecting all outgoing vehicles. They find that for a certain model, approximately 1 in every 500cars is missing a cup-holder insert. The company examines their current audit system and findsthat cup-holder inserts are not included on their audit check sheets, The company decides toadd this concern to their audits and also forms a quality improvement team comprised ofmanufactunng and engineering personnel to identify the root cause of the problem. This cross-


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functional team meets with employees in the assembly department After discussing theproblem, the team finds that two types of cup-holder inserts (a large and a small insert) areavailable for installing on two different vehicles. The workers tell the team that sometimes thesmaller insert is placed in the car requirtnq the larger insert. These improperly installed Insertslater fall off in the assembly process because they are not seated securely. As a correctiveaction, the team recommends a sensor that alerts the worker if the wrong insert has beeninstalled.The key points in the above example as they relate to a TOM philosophy are as follows:1. The manufacturer used the voice of the customer (customer complaints) to initiate a qualityimprovement activity.2. The manufacturer collected data to determine the extent of the problem and to identify itssources (missing % of cup-holder inserts for a particular car model).3. The manufacturer sought the opinions of employees to identify the root cause of the customerconcern.4. The manufacturer implemented a long-term fix to prevent future problems from occurring inthe first place.The following points in the above example are not critical to a TOM approach:5. The use of a customer survey6. The type of improvement team used (here a cross functional team).7. The use of check sheets to conduct a quality auditPoints 5-7 represent tools or techniques, which were used in the problem solving process.Although TOM training typically includes these and other similar types of techniques, they inthemselves do not constitute a TOM approach. In other words, the actual methods used to meetquality objectives should be viewed only as toofs to help implement a TOM-based strategy,Unfortunately, instead of properly viewing TOM as a broad-based quality management strategy,many companies have tried to define it as a narrow set of specific tools such as a statisticalprocess control (SPC) or self-directed work teams. Thus, if these companies disregard the useof work teams, they conclude that their total quality management efforts have failed. Thesecompanies are often the ones, which dismiss TQM, as a passing management fad because theimplementation of certain techniques did not produce the results they had hoped would occur.This type of perspective is wrong The goal of TOM is not simply about applying quality analysistechniques but rather to mobilize all organizational functions toward focusing on meeting thequality expectations of customers.Product development in a TOM environmentProduct development in a rOM environment is very different to product development In a non-TQM environment. Without a TOM approach, product development is usually carried on in aconflictual atmosphere where each department acts independently. Short-term results drivebehavior so scrap, changes, work-arounds, waste. and rework are norma! practice Managementfocuses on supervising individuals. and fire-fighting is necessary and rewarded.


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. ,Product development in a TOM environment is customer-driven and focused on quality Teamsare process-oriented, and interact with their internal customers to deliver the required results.Management's focus is on controlling the overall process, and rewarding teamwork.Godrej Industries embarked on its total quality management (TQM) journey in April 1995. Everyemployee of the company was exposed to the principles of TOM during a series of awarenessprogrammes held over a nine-month period. They have extended the TaM's scope in the lasttwo years to cover our business partners, suppliers, carrying and forwarding agents, distributors,etc.TOM principles-Customer satisfaction

.pran-do--check-act (PDCA) cycle-Management by 'fact' - 5Ws (what, why, who, when, and where) + 1H (how) approach'Respect for peopleTOM elements.Total employee involvement (TEl)-Total waste elimination (TWE)-Total quaJity control (TOC)rOM activities I initiativesCII-EXIM business excellence model: A self-assessment model to understand the strengthsand weaknesses of a business in parameters such as leadership, policy and strategy, peoplesatisfaction, customer satisfaction, processes, resources and partnerships, impact on society,business results, etc. A feedback report sent by assessors helps identify areas for improvementin all areas of the business.Departmental purpose analysis (OPA): A workshop that identifies the critical tasks that has tobe performed by supplier departments for internal customers.Key business process (K8P): Crcss-functicnal teams that work on improvement of processesthat has the maximum impact on achieving the strategic objectives of the business.Small-group activity (SGA): Teams appointed by the management to solve critical andrecurring problems in a scientific and structured manner by using the seven-step problem-solving methodology.Task force (TF): Small teams assigned well-defined tasks for implementation within a short andspecified time frameQuality circle (Qe): voluntary teams composed of shop-floor employees solve problems in astructured manner in their own work areaKaizen: The process of making continuous improvements in everything we do


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55 (housekeeping): A set of five actions that help in maintaining a neat, clean, and organizedworkplace -- seiri (sorting out), seiton (systematic arrangement), seiso (spic and span), seiketsu(standardizing), shitsuke (self-discipline),Total productive maintenance (TPM)TPM is a hIghly structured system that helps maximize equipment efficiency and set up apreventive maintenance system to increase the life of the equipment. The goals of TPM can besummarized very simply as follows: ultimate attainment of zero defects, zero breakdowns, andzero accidents. The benefits to the company are increased plant efficiency; lower manufacturingcosts and a better quality product to the customer.Six sigmaIn the context of a business or manufacturing function, sigma is a measurement that indicateshow a process is performing, It involves using a structured methodology to understand thereasons, which cause variations in processes, and the measures that can control them. Thehigher the sigma, the lesser the number of defects and vice versa, Six sigma, the highest level,corresponds to a defect rate of 3.4 per million,TaM focus areas-Customer satisfactioneProduct quality.Plant reliability.Waste eliminationBenefits achieved through rOM.'ncreased focus on the customer.Mindset of 'continuous improvement'.Better product quality.Better systems and procedures.Better cross-functional teamwork-Increased plant reliability.Waste elimination in offices and factories,


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,t\SSIGNMENT - 8

1)1} Explain thevaricus aoproaches companies use in their efforts at implementingtotal quality managementANS. Nearly all orqaruzations agree that quality performance as seen through the eyes of thecustomer is critical to their success in a competitive marketplace. Moreover, the need to focuson achieving ever-higher quality targets has increased with the rise of fierce global competition.Organizations are forever faced with the challenge of being constantly abreast of what theircustomers want. how their products are perceived, how to translate customer requirements intomeasurable internal requirements, and finally how to most effectively meet internal performancegoalsTotal Quality Management subscribes to a paradigm that customers provide the direction forwhat an organization should design and produce. From a practical viewpoint however, the TOMphilosophy must be translated into actionable quality strategies and requires the development ofemployees in the proper use of problem solvIng techniques. In other words, the various qualitytools and techniques provide the means to implement a TOM philosophy. Thus, successfullyimplementing a TOM philosophy requires an understanding of both its 'hard' and 'soft' side.The 'hard' side represents the development of quality analysis skills necessary for problemsolving. Among the quality analysis techniques are statistical process control, process capabilityanalysis, pareto charts, measurement system analysis, design of experiments, and qualityfunction deployment fl.lthough of a U of these techniques have been applied successfully incertain cases, none are universally applicable. Again, incorporating a TOM philosophy requirestraining employees in the proper use of a wide variety of techniques (a TOM tool bag) and thenempowering workers to use them for thB right situation.Although understanding how to use various quality analysis tools & techniques is important, thesuccessful implementation of a TOM philosophy more often hinges on the 'soft' side. Companiesseeking to change their corporate quality mentality must understand potential organizationalroadblocks" TOM is affected by an organization's strategic goals, history, and corporate culture.Therefore, TOM programs naturally w iH differ by organization- what works for one organizationmay be unsuccessful in another. Thus, adoptinq TOM at a particular company involvesdetermining an effective change rnanaqement strateqy..Academics and practitioners often disaqree on whether TOM programs should be more process-oriented or performance-qoal oriented. A process-oriented program IS where the initial focus is tochange corporate culture and improve quality systems while avoiding initial numericalperformance goals. While this approach has its ments, committing resources to improving qualitymanagement systems should result m real benefits such as reducing warranty, internal defects,costs, and lead-time. Unfortunately th0se benefits often are not realized unless companiesfocus their quality efforts sp'?c!fiG1Hyon achieving them A performance-goal oriented approachto TOM implementation helps ':'0mpanies focus on problems. which have a real impact oncorporate performance


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Despite the difficulties in defimng TOM several basic tenets of TOM exist Among them are:t The customer makes trre ultimate determination of quality.2. Top Management must provide leadersnip and support for all quality initiatives.3. People werking within systems create quality4. Preventmg variability in all processes rs the key to producing high quality.5. Ouauty goals are a moving target. thereby requiring a commitment toward continuous

improvement.

6. Improving quality requires the establishment of effective metrics, We must speak with dataand facts.These tenets describe the basic T.)tal Qua!ity Management philosophy. Although some maydisregard the teem. TOM, as a transient management program, its fundamental principles aretimeless. rhus, the issue forever facing companies is how to implement the principles. Thesolution is rather difficult because every company faces unique problems for their particularprocesses Perhaps, the best approacn is to first thoroughly understand the tools, techniques,and concepts and them figure out their right applications. Here, the question, which mustconstantly be addressed, is whether the quality initiative is adding value to the product.

G(2 ) l):~ j t)LJ thip k a s tructo,,:r ~dF; HO.leh to quality helps in effective implernentation ofTOM?ANS A structured approach to quality definitely helps in effective implementation of TOM.Organizations who follow a structured 'OIpproach and where employees are empowered for acommon goal achieve success if) ,he implementation of TQM. Each and every step in theapproach needs to be followed.TQM must hy definition extend to all aspects of a company's operation and its relationships withinternal and ~).:~"nal CUStOn-'8rs It !} es!".er:tiaJiy a process. a way of doing things, which makesuse of a nurnber d technir~tJt::~, bLt ',Aif"'at'?iy depends on the attitudes and behavior of all thoseinvolved; and that means everyo0,? In th8 organization and its suppliers.The steps in ,'he approach t'J'~udilt'l3r8 .:j(;scnbed below:1. Formulate a TOM policy


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A TOM policy mght cover ti,e followrnq pornts The 9031 of the orqan.zation is to achieve customer satisfaction by meeting the

requirements of both exterr at and internal customers. The need is to establish customer requirements and respond quickly and effectively tothem.

It is essential to concentrate '0 prevention rather than cure. Everyone is Involved - a!1 work cone by company employees, suppliers and product

outlets is part of a process, which creates a product or service for a customer Each employee is a customer for work done by other employees and has the right to

expect gead work from them and the obligation to contribute work of high caliber to them. The standard of quality is 'zero defects' or 'no failures' - everyone has to understand the

standards required and the need to do it right first time. Sustained quality excellence requires continuous improvement Quality performance 3rd C:GSc: ; should be measured systematically. Continuous attention must be pa:d to satisfying educational and training needs. Hiqh-ouality performance will be recoqruzed and rewarded. Quality improvement is best achieved by the joint efforts of management and employees.

2. Determine quality standardsQuality standards may simoly be expressed as a zero-defect policy but it is stillnecessary to defirw what a 2:9ro-defect situation is for each key operation andservice. This means the clanf.cation of what constitutes a defect or failure toachieve a standard, '~ow that will be measured to recognized and what steps maybe r~uired to prevent the (lU:'(Hrance of the defect

3. Measure qualityT~e measurerr.er.t of f l U i J J i t y rna,! nvr.h:e process control or similar techniques,which mdude the Tlalvsls 'J i VIe


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(>::! of (rJ';t -'Of)Om,,:t; '-he cost of losing the opportunity to sell toc.stomers !n ':1':' f'_J!l;rc If UlstiJmers have been lost through poor-quality~.:)r()(LJctsor s,,~n/icc:s.

5. Plan for qualityPlanning for rwaiit'y invorves :he fodoWHlg

Recording the series ,)f events and activities constituting the total process by the use off:ow charting and other n''2nflS cf activity analysis Analyzing the eXisting processes and system flows to establish inconsistencies andpotential sources of variations and defects. SpeClPjlllg for each activity the :,ecessary quality-related activities, including material andpackaging specif ications. quality control procedures, process control systems, andsampling 3nd inspection procedures. D~veiotJing. as dCp('jOn3te, j.rst-in-brne (JtT) systems, which provide for the right

quantities to be prooucec or delivered at the right time and ensure that there is no waste. Determinng how to ,3chieve quality '.nthe purchasing system, with particular reference tothe development of hn::jterrn r . : : d0t:onships INith suppliers so that dependable productquality ~'pd delivery :ot:"I('C::l"jE ,--:an;~~ rJdined and maintained. Conductinq failure rnnrie . .;::fk:cr i-1ndcrlticality studies (FMECA) to determine possiblemodes of failure :'In,j tlK'lf effects on the performance of the product or service, and toestablish which features of product design, production or operation are critical to thevarious .r.odes of failure Developing plannB(t ma.ntenance systems to reduce the incidence of emergencymaintenance O~signing quality nHo tr.e product, making sure that the standards and specificationsmeet customer needs and t~al' he "1Chi,=vedby eXIsting processes (or, if not, by improving

these processes in parti,~uf3r ways). Ccnductinq process c:-:lpab.dJ studies (0 ensure that it will be possible to achieve qualitystand 3rris through e"';I-'t;nl1X0( ,o,SSf;'S0( if not, what changes are required. F::xar1llnlfl'; :j r"~'Jajity:f:; ~l.'iret"lmts ;,r! Jt1UfClcturingto ensure that answers can be made to

if;2 foi tO'. 'V,wJ que3tl,;;1"; C'an 'us rake it? Are w e making it? Have we made It? Could wetrJ3r~tlon for 'I Ii3ijtv~ho,,;ld ]1'11 to take account of the development of joint

responsibil't"j f)r ,~uallty In orcoucnon (~I(jl;tnbution teams The focus should be on teamwork forquality. FInall:; ,=(j[lsfdt",iCjtjl_)ll)V'i , j r : l ~;u ylll\~n to give responsibility to individuals and/ortaskforces '0 0'r '


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7. Train for qualityThe ClCflle',en:8nt of Ii)~p,y!p(i -~t,;n,j"F(~~of Ildality wJ!! require additional and higher levels of

skrlls and kf1o,Visdg6 T(;3c; ! I! '_1 - , ;~"- , ,~;: ;:'k:,rd:::n~ r:we to be identified and contmuous trainingprogrammes ci8\eioped -_~t.J:I'y !u:! ;~-;:J s not a one-off precess The employee developmentsystem r.as .o )c -c:':'!te with' !,,:-,.]rr-I::;) jed-development, and continuous improvement culture.8.Gain cornmitrr-ent to qlL{!ltyProcedures 3t:r-j systems '(:r :3''/ln'~1joNn standaros and measuring quality performance are all

very well, but SI~I,l;!iCantresr.trs fr,~n; TUM 'Nih not be obtained unless total commitment to qualityis acrueveo at .3;: :fNeis (;f ';-,e ,~cgal" . ;z2t iCH1. l!1 emphasis should be on self-responsibility forquality. fhis '~~3 10("';-"21 ffl:(I:(S


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()3)

i\NS Team struc.tcre 3(:0 ,3Sk fJ:~~~ficns ar e very important for quality improvement teamproductivny ir.e key !r'?rUj'e'l~S :')1 .m sffet::tlve team are a group of people with mutualaccountsrx.itv and C'::Wlfn'~'i?nt kll 0;'[3::'1119d shared purpose through specific goals. With theright complement of t2ciinicdJ, ,)ri)()lem solving. decision-making, and interpersonalskills, teams can develop .mprovernent strategies that enhance quality. And, of course,leadership and comrnunicaroo 'w," ~;~c:racilitatcrs and linchpins of team connection and workStructural and task. ,::;ompcr;e::t::; 3uch as teamcharters, plans, effective meetings, and adequateresources 3ie u!tir:a! It is 88S'/ tt)~k~cilIC-2 t'1,3t '/v'hen any ccmbination of these elements is not inplace. t2an,S are il


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So what does this mean for long-term care quality improvement teams? It means that leader-managers and quality improvement team leaders must be mindful of group and relationshipdynamics, Being proactive is essential. Waiting until conflict builds into a crescendo of badfeelings may be too tate--team spirit may be unsalvageable then. You can't Just put a group ofpeople together and immediately expect them to work harmoniously to produce resultsGroups grow into teams, and relationships, mutual trust, mutual concern, and mutual respect aredeveloped over time. Long-term care leaders should understand that there are stages to groupdevelopment--not only for quality improvement teams but also for the development of team-based cultures.Quality Improvement Team Healthy Dynamics & Relationships Checklist

The following checklist can be used to help to check up on the dynamics and relationships ofquality improvement teams. Again, remember the importance of being proactive and not waitinguntil problems surface. Mutual trust and openness; Open and honest communication; Sense of belonging; Diversity and differences valued; Conflict managed and/or resolved; Mutual respect; Mutual concern and support; and Team spirit.

Closing ThoughtsThe dynamics of group work and relationships are the heart of a healthy team. Because they areoften intangible or covert, team leaders and members are not consciously aware of them until aproblem emerges. Awareness about these crucial group elements throughout the teamdevelopment process is fundamental for successful outcomes, Remember that managing groupdynamics and processes are essential for tearnbuitdinq.


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- .The model was introduced to the whole petroleum site management group, which was thenencouraged to develop it This resulted in several new initiatives with on and off site groups,including attempts to measure customer satisfaction in both operational and expressivedlmensions. This model had a significant influence on the future development of the site's qualityprocess, because it emphasized the importance of the 'people' dimension of qualityMultidimensional ModelsOne-dimensional model lacked an important feature. The 'how to' dimension which is needed toachieve good operational and expressive results. There were several elements in this approach,including the 'process' dimension - the 'how to' which was lacking in the earlier experimentalphase, The two dimensional was modified to the three dimensional model, the three dimensionsbeing product or service (equivalent to the operational dimension in the earlier model), people(equivalent to the expressive dimension) and process (how the product and relationships wereproduced.The training also included a nine-step quality delivery process, which covered work groupmissions, outputs, customers and processes and a six-step problem solving process. Tools suchas flow-charting, fish bone diagrams, teamwork and brainstorming were also included. Some ofthe benefits resulted from this are:

Many of the improvement projects were aimed at site problems, which had hindered siteeffectiveness. The importance of the internal customer and quality chain concepts were recognized. An improved image with business groups resulted, which later was seen as vital Inobtaining their agreement to future development of the site role.

Hard and Soft Quality aspects of the framework:In some parts of the site, quality was seen as a separate activity to the normal job, qualitybehaviors being exhibited during quality improvement projects, which was not translated intoequivalent on the normal day-to-day job. This model focused more on the future direction of thesite, and led to the prioritization of the improvement effort through definition of longer-term goals,critical success factors and key processes. This methodology was supplemented by two othertools, one a method for development of strategic goals, and the other a model of organizationaleffectiveness which couples work objectives !tasks with values and behaviors. This modeldiscusses its quality process as a mixture of 'hard quality' - business goals, driving processcontrol and improvement and 'soft quality' - values, driving people's behavior. Both hard andsoft qualities have to be addressed in a balanced approach.


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The hard quality track relates to the original operational dimension, the 'soft' quality track to theexpressive dimension, in the original two-dimensional model of quality introduced in the earlyphase, Management workshops have been held on leadership and management style andvalues and preferred behaviors defined, Having emphasized that both 'hard' and 'soft' qualitytracks need working, it has to be said that the site feels more comfortable dealing with 'hard'quality issues than 'soft' quality issues, as one might expect in the scientific and engineeringculture of a research organization.

02) What do you perceive is the reason behind quality being exhibited more on specialoccasions rather than on day-to-day functions?

ANS. It is observed that quality is considered as a separate activity to the normal job, qualitybehavior being exhibited during quality improvement projects, which was not translated in toequivalent behavior on the normal day-today job, It was felt that the quality process division sofar had been focused more on the 'here and now' rather than on the future. Following reasonsare attributed for this:Yes Total Quality management fails. We don't hear too much about those. When it does notbring improvements in the workplace, it is usually a result of faulty implementation rather thananything wrong with the concepts,

Soft side of QualitySoft side of the quality is the most important factor behind this. The resistance to change resultsin the problems. People implement quality because they are required or supposed to implementit, officially. Because of this reason, they do only that part which is visible to higher management.They do not implement quality in day-to-day operations. Instead only at those places quality isimplemented where it is highly required or visible to the top management. The approach towardsquality is not deeply accepted by the employees.

Improper Planning :Organizations tend to be so anxious to begin doing 'something' thatthey start off being unclear as to what they are trying to accomplish and how to get there.There is a time a jump to action and a time to insure that the actions are properlyplanned and considered. Jumping in too early creates chaos and cynicism. asexpectations are frustrated.

Management confusion: Managers need to lead the organization to quality processes.Too often managers have not considered what this means on a day-to-day level. Manymanagers will need some coaching on what their roles might be and how to carry themout, but quite frequently, managers are not prepared for the tasks they face. Inadequate support to Managers: So far, there has been a tendency to hire qualItyconsultants to Visit for half-day or so to start the process. This puts incredible pressure onmanagers since they have little ongoing access to the expert help they need to make thiswork" Also, 'outsiders' who bring a different kind of objectivity to the process best carryout some activities that are part of Quality. Inadequate Marketing: There is considerable cynicism in the public sector these days.

Employees have seen management fads come and go without any impact. Quality


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programs that do not communicate the principles and management intent usually fad.Quality must be explained in ways, which show how it will benefit all member of theorganization. Then management must lead by exampleImpatience: Any organizational change requires perseverance and patienceManagement that is not willing to work at it over an extended time will start backinq offthe principles and become inconsistent in heir actions. That destroys their own credibilityand the credibility of organizational change in general.

Assignment - CANS 1. Totality of features and characteristics of a product or service that bear in its ability tosatisfy stated and implicit needs.ANS 2. TQM is an integrated organizational approach in delighting customers (both externaland internal) by meeting their expectations on a continuous basis through everyone involvedwith the organization working on continuous improvement in all products, services andprocesses along with proper problem solving methodology.

TOM is the control of all transformation processes of an organization to best satisfycustomers' needs in the most economical manner.ANS 3. Generally there are three grades. There can be different terminology for them in differentenvironments. Typically used grades are Good, satisfactory and not satisfactory.ANS 4. Deming's philosophy is based on improving products and services by reducinguncertainty and variability in the design and manufacturing process. According to him, variationis the chief culprit of poor quality. There are two causes of variation - special causes andCommon causes. To achieve reduced variation, he advocates a never-ending cycle of productdesign, manufacture, test and sales, followed by market surveys then redesign and so on

He coined the term U A system or profound knowledge" that consists of four parts namelyAppreciation for the system, some knowledge of the theory of variation, theory of knowledgeand psychology, He also gave 14 points management having basis in profound knowledge,ANS 5. Quality means conformance to the standards or meeting the customer requirements.TOM is meeting the requirements and exceeding them. TOM involves active participation ofeach and every member of the organization Involvement of the top management is focused on.I'.,NS6 Repair is an activity that involves correcting defecting products so that they can becomeproductive as required.:\NS 7 Rework IS an activity that means doing once again This is generally done If the processis not accepted or approved and required revisiting the process.ANS 8 FORDI\NS 9. Statistical process control is the application of statistical methods to identify and controlthe special cause of variation in a process.

Statistical Process Control (SPC) is the equivalent of a histogram plotted on its side overtime. Every new point is statistically compared WIth previous points as we!! as With thedistribution as a whole in order to assess likely considerations of process control (i e control.


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shifts, and trends). Forms with zones and rules are created and used to simplify plotting,monitoring, and decision making at the operator lever. SPC separates special cause fromcommon cause variation in a process at the confidence level built into the rules beingfollowed (typically 99.73% or 3 sigma).

,\NS 10 Inventing control chartsANS 11. Juran taught quality principles to the Japanese in the 1950's Just after Dennign. Hewas a principal force in their quality reorganization.ANS 12. CrosbyANS 13. The International Organization for Standardization (ISO) is a worldwide federation ofnational standard bodies from some 100 countries, one from each country. ISO is a non-governmental organization established in 1947 The mission of ISO is to promote thedevelopment of standardization and related activities in the world with a view to facilititatinq theinternational exchange of goods and services, and to developing cooperation in the spheres ofintellectual, scientific, technological and economic activity.ANS 14. Juran and CrosbyANS 15. The Cause & Effect (CE) diagram, also sometimes called the 'fishbone' diagram, is atool for discovering all the possible causes for a particular effect The effect being examined isnormally some troublesome aspect of product or service quality, such as 'a machined part not tospecification', 'delivery times varying too widely', 'excessive number of bugs in software underdevelopment', and so on, but the effect may also relate to internal processes such as 'high rateof team failures'.

The major purpose of the CE Diagram is to act as a first step in problem solving bygenerating a comprehensive list of possible causes. It can lead to immediateidentification of major causes and point to the potential remedial actions or, failing this: itmay indicate the best potential areas for further exploration and analysis A t a minimum,preparing a CE Diagram will lead to greater understanding of the problem.The CE Diagram was invented by Professor Kaoru Ishikawa of Tokyo University, a highlyregarded Japanese expert in quality management. He first used it in 1943 to help explainto a group of engineers at Kawasaki Steel Works how a complex set of factors could berelated to help understand a problem. CE Diagrams have since become a standard toolof analysis in Japan and in the West in conjunction with other analytical and problem-solving tools and techniques.CE Diagrams are also often called Ishikawa Diagrams, after their inventor, or FishboneDiagrams because the diagram itself can look like the skeleton of a fish.

ANS 16 SPC Tool f 80-20% RuleANS 18 IdeasANS 19 The Golden Peacock National Quality Award is awarded every year. Each category has

two awards - the Winner and the Runners up. Each of them receives a trophy togetherwith a certificate The award winners may use the Golden Peacock National QualityAward logo on their printed and promotional material. Selected organizations may be


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given a commendation card. The award would be given separately for manufacturing andservice sector organizations, under the following categories:

Normal categories:

Large Enterprises (LE)Medium Enterprises (ME) -Small Enterprises (SE) -

251 and above Employees51 to 250 Employeesup to 50 employees

ANS 20. Juran and CrosbyANS 21 The costs of carrying out the Company's quality functions are known as cost of quality.

Costs are primarily of three types: Cost of Prevention (10%) Cost of Appraisal (40%) Cost offailure (50%)

ANS 22. Control limits define the area three standard deviations on either side of the centerline,or mean, of data plotted on a control chart. Do not confuse controllimlts with specification limits.Control limits reflect the expected variation in the data. Bilateral specification J tolerances havetwo limits on both sides of the tolerances which are not appreciated in unilateral tolerances.

ANS 23. Quality cost is the cost associated with preventing, finding and correcting defectivework. These costs are huge, running at 20% - 40% of sales. Many of these costs can besignificantly reduced or completely avoided. One of the key functions of a qualityengineer is the reduction of the total cost of quality associated with a productANS 24. CMM is the model for judging the maturity of the software processes of an organizationand identifying the key practices that are required to improve the maturity of the process.It has five levels namely:

Initial Repeatable Defined Managed Optimized

ANS 25 YesANS 26. 5S is a reference to five Japanese words that describe standardized cleanup:

Seiri tidiness. organization. Refers to the practice of sorting through all the tools,materials, etc., in the work area and keeping only essential items. Everything else isstored or discarded. This leads to fewer hazards and less clutter to interfere withproductive work.


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Seiton: orderliness. Focuses on the need for an orderly workplace. Tools, equipment,and materials must be systematically arranged for the easiest and most efficient access.There must be a place for everything, and everything must be in Its place Seiso: cleanliness. Indicates the need to keep the workplace dean as well as neatCleaning in Japanese companies is a daily activity. A t the end of each Shift, the workarea is cleaned up and everything is restored to its place. Seiketsu: standards. Allows for control and consistency. Basic housekeeping standardsapply everywhere in the facility. Everyone knows exactly what his or her responsibilitiesare. House keeping duties are part of regular work routines. Shitsuke: sustaining discipline. Refers to maintaining standards and keeping the facility insafe and efficient order day after day, year after year.Often in the west, alternative terms are used to disguise the Japanese origins of themethodology, These are "Sort, Straighten, Shine, Systemise and Sustain" and"Safety" as a 6th optional S, These were arguably derived to prevent 5S from beingperceived as yet another Japanese improvement process in an era when westernindustry was already being overwhelmed by strategies to combat foreign business,

ANS 27 YesANS 28, Business Process Redesign is "the analysis and design of workflows andprocesses within and between organizations" (Davenport & Short 1990). Teng et

at . (1994) define BPR as "the critical analysis and radical redesign of existingbusiness processes to achieve breakthrough improvements in performancemeasures."Teng et al. (1994) note that in recent years, increased attention to businessprocesses is largely due to the TOM (Total Quality Movement), They concludethat TOM and BPR share a cross-functional orientation, Davenport observed thatquality specialists tend to focus on incremental change and gradual improvementof processes, while proponents of reengineering often seek radical redesign anddrastic improvement of processes.

Davenport & Short define business process as "a set of logically related tasks performedto achieve a defined business outcome." A process is "a structured, measured set ofactivities designed to produce a specified output for a particular customer or market. Itimplies a strong emphasis on how work is done within an organization Processes havetwo important characteristics: (I) They have customers (internal or external), (ii) theycross-organizational boundaries, i.e., they occur across or between organizationalsubunitsProcesses are generally identified in terms of beginning and end points,interfaces, and organization units involved, particularfy the customer unit. HighImpact processes should have process owners. Examples of processes includedeveloping a new product; ordering goods from a supplier; creating marketingplan; processing and paying an insurance claim; etc.Processes may be defined based on three dimensions:. Entities: Processes take place between organizational entities, They could beInterorganizational (eg. EDI, i.e., Electronic Data Interchange), Interventionaf orInterpersonal (e.q. CSCW. i.e. Computer Supported Cooperative Work).


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Objects: Processes result in manipulation of objects. These objects could bePhysical or Informational.Activities: Processes could involve two types of activities: Managerial (eq.develop a budget) and Operational (e.q. fi ll a customer order).

ANS 29 Plan - Do - Change - ActPlan: Identify a process in need of improvement, analyze the problems, and develop aproposal for change that will cause some type of improvementDo: Run an experiment with the proposed change.Check: Collect data to determine whether the experiment producedthe desired change.Act If the experiment is successful, implement the idea more broadly; if not, learn fromthe mistake and try an alternative.

ANS 30. Value Engineering is a cost reduction technique by which more and more value isadded to a product or a service.ANS 31 Instead of simply inspecting for mistakes and eliminating bad parts or using SPC to

improve the processes, a different approach is to use devices or designs that will help toprevent mistakes in the first place. This approach of trying to make it difficult for theworker to make mistakes is credited to Mr Shigeo Shingo, an industrial engineer atToyota.Poka-Yoke is a simple device or a method to prevent mistakes at their source. (Poka-yoke) is Japanese for mistake proofing). These devices are used either to prevent thespecial causes that result in defects or to inexpensively inspect each item that isproduced to determine whether it is acceptable or defective.

ANS 32. Quality Loss FunctionANS 33. Soft Quality is the people aspect of quality. The human element is the most importantcomponent of quality. Any organization wishing to get the quality can only achieve the

same if there is active participation of the people in the organization. People from Topmanagement to the lowest level have to be committed.i : 1 . N S 34 Six Sigma was pioneered by Bill Smith at Motorola in 1986. Originally, it was defined as

a metric for measuring defects and improving quality; and a methodology to reducedefect levels below 3.4 Defects Per (one) Million Opportunities (DPMO).Six Sigma has now grown beyond defect control. It can be defined as a methodology tomanage process variations that cause defects, defined as unacceptable deviation fromthe mean or target; and to systematically work towards managing variation to eliminatethose defects. The objective of Six Sigma is to deliver world-class performance,reliability. and value to the end customer.


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/\NS 35. A horizontal line on a control chart (usually dotted) which represents the upper limIts ofprocess capability,

ANS 36. Modi XeroxANS 37. ISO 8402 is an international standard for Quality management and quality assurancevocabulary,ANS 38. Reengineering, also known as business process redesign or process innovation, refersto discrete initiatives that are intended to achieve radically redesigned and improvedwork processes in a bounded time frame.

ANS 39. More than half of early reengineering projects failed to be completed or did not achievebottom-line business results. The reasons are as follows:1. Lack of strong and consistent involvement2. No tuning with with company's strategic direction3. Lack of compelling Business Case for Change (with measurable objectives)4. Lack of Proven Methodology (that includes a vision process)5. Lack of Effective Change Management (address cultural transformation)6. No line Ownership (pair ownership with accountabifity)7. Inadequate Reengineerlng Team Composition (in both breadth and knowledge)

ANS 40. Champy's contribution to Quality is in context with reengineering

total quality asignments

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