Upload
vishal-jain
View
225
Download
0
Embed Size (px)
Citation preview
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 1/21
1
UNIT 1. INTRODUCTION
Meaning of quality – orientation to customer satisfaction
The definition of quality depends on the role of the people defining it. Most consumers have a difficult time defining quality, but they know it when they
see it. For example, although you probably have an opinion as to which
manufacturer of athletic shoes provides the highest quality, it would
probably be difficult for you to define your quality standard in precise terms.
Also, your friends may have different opinions regarding which athletic
shoes are of highest quality. The difficulty in defining quality existsregardless of product, and this is true for both manufacturing and service
organizations. Think about how difficult it may be to define quality
for products such as airline services, child day-care facilities, college classes,
or even OM textbooks. Further complicating the issue is that the meaning of
quality has changed over time.
Today, there is no single universal definition of quality. Some people viewquality as ―performance to standards.‖ Others view it as ―meeting the
customer‘s needs‖ or ―satisfying the customer.‖ Let‘s look at some of themore common definitions of quality.
• Conformance to specifications measures how well the product or service
meets the targets and tolerances determined by its designers. For example,
the dimensions of a machine part may be specified by its design engineers as
3 (+ -) 0.05 inches. This would mean that the target dimension is 3 inches
but the dimensions can vary between 2.95 and 3.05 inches. Similarly, the
wait for hotelroom service may be specified as 20 minutes, but there may bean acceptable delay of an additional 10 minutes. Also, consider the amount
of light delivered by a 60 watt light bulb. If the bulb delivers 50 watts it does
not conform to specifications. As these examples illustrate, conformance to
specification is directly measurable, though it may not be directly related tothe consumer‘s idea of quality.
• Fitness for use focuses on how well the product performs its intended
function or use. For example, a Mercedes Benz and a Jeep Cherokee both
meet a fitness for use definition if one considers transportation as theintended function. However, if the definition becomes more specific andassumes that the intended use is for transportation on mountain roads and
carrying fishing gear, the Jeep Cherokee has a greater fitness for use. Youcan also see that fitness for use is a user- based definition in that it is intended
to meet the needs of a specific user group.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 2/21
2
Value for price paid is a definition of quality that consumers often use for
product or service usefulness. This is the only definition that combineseconomics with consumer criteria; it assumes that the definition of quality is
price sensitive. For example, suppose that you wish to sign up for a personal
finance seminar and discover that the same class is being taught at two
different colleges at significantly different tuition rates. If you take the lessexpensive seminar, you will feel that you have received greater value for the
price.
• Support services provided are often how the quality of a product or
service is judged. Quality does not apply only to the product or service itself;
it also applies to the people, processes, and organizational environment
associated with it. For example, the quality of a university is judged not only
by the quality of staff and course offerings, but also by the efficiency andaccuracy of processing paperwork.
Psychological criteria is a subjective definition that focuses on the judgmental evaluation of what constitutes product or service quality.
Different factors contribute to the evaluation, such as the atmosphere of the
environment or the perceived prestige of the product. For example, a
hospital patient may receive average health care, but a very friendly staff
may leave the impression of high quality. Similarly, we commonly associate
certain products with excellence because of their reputation; Rolex watches
and Mercedes-Benz automobiles are examples.
Scope of TQM
Pending
Basics and Imperatives of TQM
Pending
Cost of quality and its relevance to TQM
A central tenet of TQM can be summed up in the phrase `what you cannot
measure, you cannot manage‘, to which could be added `what you do not measure,
you are probably not managing‘. Yet all too many total quality managementprocesses are not measured in a meaningful way. Some companies mistakenly
believe they are measuring the process by techniques such as the Cost of Quality
but few apply real business measurables as the criteria for success.
Cost of Quality reigned supreme for over a decade as the real measure of the
quality process. This was largely due to the teaching of Philip Crosby, who defined
it as one of the four absolutes of quality improvement. COQ can be a powerful tool
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 3/21
3
to identify need and to establish priorities for corrective action but it has
demonstrable weaknesses when used as an overall measure of the whole process.
* The regular measurement of COQ done properly across the whole organisation is
a costly diversion of resource. Interestingly, it is akin to inspection and its cost
could be added to the original estimate of wasted resource.
* As the comprehension of what really constitutes a non-conformance grows so
does the perceived value of COQ. In other words, the original measure goes up
rather than down over the first year.
* Non-conformance are often caused in another operative department than those in
which they are found, and opportunities for improvement differ across the
organisation. The COQ process is often incorrectly used as a measure of
departmental performance which can be grossly unjust and thus set up resistance to
the whole quality process.
* In real operational practice managers who control budgets can manipulate COQ
estimates to appear to be what they want them to be.
It is of interest that one of the successful pioneers in quality management (3M)who originally used COQ as the overall measure decided to stop using it a few
years ago.
The original reason most companies invest in quality management is the
competitive need to improve the quality of their products and services. At that
stage COQ is a powerful tool to help their understanding that they will not achieve
their aims by just increasing inspection or merely motivating their workforce. But
the original deficiencies that must be improved are still present and should
therefore be the basis for measuring improvement. For example, if the initial
assessment stage in an insurance company shows that the turnaround time fromproposal to issue of a completed policy is twenty days and the competitive need is
to reduce this to five days then that is the measure. Milestones can be set for a
staged reduction from twenty to five days over a given time frame. Achieving
those milestones would be a real business measurable. Every organisation can
establish a number of such criteria which can be used as the real measure of
success.
However, in addition to the business measurables (which should be defined I the
original plan) there are additional measures which can be established to assist those
managing the TQM process. TQM should be viewed as a business process in its
own right. In other words, it will have inputs and outputs which should be relatedto requirements. These can be used as measures by those directly involved in
managing the process of change. These measures will support progress or
otherwise for the executives measuring the business parameters.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 4/21
4
Concept of Kaizen and continuous improvement
Kaizen
Kaizen is a Japanese word for the philosophy that defines management‘s
role in continuously encouraging and implementing small improvements
involving everyone. It is the process of continuous improvement in small
increments that make the process more efficient, effective, under control and
adaptable. It focuses on simplication by breaking down complex processesinto their sub processes and then improving them.
The Kaizen improvement focuses on the use of :
1. Value-added and non-value added work activities.
2. Muda, which refers to the seven classes of waste.
3. Principles of motion study.
4. Principles of materials handling.
5. Documentation of standard operating procedures.
6. The five S‘s for work place organization which are five Japanese words
that mean proper arrangement (seiko) Order liners (seiton) Personal
cleanliness (seiketso) Clean up (seiso) Discipline (shit-suke) 7. Visual management by means of visual displays.
8. Just-in-time principles to produce only the units in the right quantities, at
the right time and with the right resources.
9. Poka-Yoke to prevent or delect errors.
10. Team dynamics. Which includes problem solving, communication skills
and conflict resolution. Kaizen realies heaving on a culture that encourage
suggestions by operators who continually try to incrementally improve their
job or process. This change results in a small improvement in weld quality
and a subtantial improvement in oprator satisfaction. The PDSA cycledescribed earlier may be used to help implement Kaizen concepts.
Continuos Improvement
We must strive to achieve perfection by continuously improving the
business and production process. We continuously improve by
— Viewing all work as a process, it is associated with production or
business activities,
— Making all our processes effective, efficient and adaptable,
— Maintaining constructive dissatisfaction with the present level of performance,
Eliminating waste and rework wherever it occurs.
Eliminating non conformities in all phases of every one‘s work, even if the
increment of improvement is small.
Using bench marking to improve competitive advantage
Innovating to achieve break thoroughly
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 5/21
5
— Holding gains so there is no regression
— In corporating lessons learned into future activities.
— Using technical tools such as statistical process control (SPC),
experimented design, bench marking, quality function deployment (QFD).
etc.
Continuous process improvement is designed to utilize the resource of the
organization to achieve a quality-driven culture.
UNIT 2. STATISTICAL QUALITY CONTROL
Concept of SQC
Statistical Quality Control (SQC)
A Quality control system performs inspection, testing and analysis to
conclude whether the quality of each product is as per laid quality standardor not. It‘s called ‗‗Statistical Quality Control‘‘ when statistical techniques
are employed to control quality or to solve quality control problem. SQC
makes inspection more reliable and at the same time less costly. It controls
the quality levels of the outgoing products.
SQC should be viewed as a kit of tools which may influence related to the
function of specification, production or inspection.
A successful SQC programme is expected to yield the following results:
(1) Improvement of quality.
(2) Reduction of scrap and rework.
(3) Efficient use of men and machines.
(4) Economy in use of materials.
(5) Removing production bottle-necks.
(6) Decreased inspection costs.
(7) Reduction in cost/unit.
(8) Scientific evaluation of tolerance.
(9) Scientific evaluation of quality and production.
(10) Quality consciousness at all levels.
(11) Reduction in customer complaints.
Tools of SQC
The principle tools of SQC are as follows :
(1) Frequency distribution.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 7/21
7
Disadvantages:1. There is a certain risk of accepting the bad lot and rejecting the good lot.
2. More time and effort is devoted to plan the documentation.
3. Less information is usually provided about the product.
Comparison between 100% inspection and sampling inspection.100% Inspection Sampling Inspection1, It is costly & time consuming 1. It is cheap, quick and easy.
2. It is not practicable for man produced 2. It is practicable for man produced
components.
3. It is not feasible where destructive 3. It is the only alternative where test is
applied. Destructive testing is involved.
4. 100% inspection is not 100% efficient 4. Because of the low quantity
involved, because of fatigue and monotony. Inspection is efficient.
Guidelines for the Formation of Lots1. The lot should be homogenous that is all the products in the lot are
produced by the same machine, same operator and same input material.
2. The lot should be as large as possible.
3. Lots should be suitable for material handling.
4. Lots should be confirmed to packing principle.
TYPES OF SAMPLING PLANS1. Single sampling plan.
A single sampling plan is a plan, in which, one sample of specific size is
taken to decide on the acceptability of the lot.
2. Double sampling plan.
A double sampling plan is a plan in which a maximum of two samples are
checked before deciding upon the acceptability of the lot.
3.Multiple sampling plans.
4. Sequential sampling plan.
Sequential sampling is similar to multiple sampling except that the sequential
sampling can theoretically continue indefinitely. In practice the plan is truncatedafter the number inspected is equal to three times the number inspected by a
corresponding single sampling plan. Sequential sampling, which is used for cortely
or destructive tests, usually has a subgroup size of 1, thereby making it an item-by-
item plan.
Statistical process control
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 8/21
8
One important tool in statistical quality control is the shewhart control chart.
The simplicity of the control chart, many engineers, production personnel
and inspectors.
Used for the entirely new point of view. Measured quality of ‗‗Manufactured
Product is always subject to a certain amount of variation as a result of
chance. Some stable ‗‗system, of chance causes‘‘ is inherent in any
particular scheme of production and inspection. Variation within this stable pattern is inevitable. The reason for variation
outside this stable pattern may be discovered and corrected.
The power of the shewhart technique lies in its ability to separate out these
assignable causes of quality variation. Moreover, by identifying certain of
the quality variation as inevitable chance variations, the control chart tells
when to leave a process alone and thus prevents unnecessarily frequent
adjustments that tend to increases the variability of the process rather than to
decrease it. The control chart technique permits better decisions on
engineering tolerances and better comparisions between alternative designs
and between alternative production methods.
One of the best technical tools for improving product and service quality is
statistical process control (SPC). There are seven basic techniques. The word
statistical is somewhat of a misnomer the first four technique are not really
statistical.
Process capability studies
PROCESS CAPABILITY
The first priority is to bring a process into a state of statistical control. That
is to say, make the process stable and therefore predictable. But this is notenough ; there is more to be done. Once we have concluded that a process is
in statistical control (by the absence of special causes on the control charts)
there could still be two possible conditions prevailing, i.e.,
(a) the process is stable (i.e., in control) and capable. In other words it
continuallyproduces parts which are acceptable.
(b) the process is stable and incapable, i.e., it continually and predictably
produces parts which are not acceptable.
Obviously, it is the first alternative we want. So there must be some
examination to test for the inherest capability of the process. This is done by comparing the output which the process can be expected to
produce under normal and random conditions with that required by the
customer.
The natural spread of a process is the distribution of parts produced when
the process is operating in statistical control and being affected only by
random variations.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 9/21
9
So if we ran a process and measured every individual part produced the
distribution would more than often follow the normal bell-shaped curve with
a standard deviation of σ.
The natural spread across the basis is 6σ
6 σ so this tells us what the process is actually giving us. We still don‘t know
if this is good enough for what we want .
To determine this, we must compare the process spread with the designrequirements, i.e., the tolerance. The tolerance is, of course, the difference
between the upper specification limit (USL) and the lower specification limit
(LSL).
The following diagrams illustrate the output distribution from five different
processes.
Processes 1 and 2 are producing components beyond the specification limits
(either too low or too high). This is because the process is wrongly set.
Adjustment of the setting will bring the distribution within the specification
limits. On the other hand, process 3 is producing unacceptable parts which
are both too high and too low. This is because the process spread is too wide.
No end of adjustment to the setting will cure this problem. The piece-to-
piece variability must be reduced to make the process capable of producing
acceptable parts.
Process 4 is just capable of producing acceptable parts.
Process 5 is the best.
This is the objective : to reduce the spread about a centre line which is on
target setting.
For a variable process where we draw average/range charts the measure of
capability can be indicated by capability indices. There are two indices and we shall deal with each in turn.
UNIT 3. PEOPLES ISSUES IN TQM
Leadership issues
Leadership requires a keen understanding of human nature — the basic needs
wants and abilities of people. To be effective: a leader needs to know and
understand the following:
1. People, paradoxically, need security and Independence at the same time.2. People are sensitive to external rewards and punishments and yet are also
strongly self-motivated.
3. People like to hear a kind word of praise.
4. People can process only a few facts at a time.
5. People trust their gut reaction more than statistical data.
6. People distrust a leader‘s rhetoric if the words are inconstituent with the leaders
actions.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 10/21
10
CHARACTERISTICS OF QUALITY LEADERSThere are 12 behaviors or characteristics the successful leaders demonstrate.
1. They give priority attention to External and Internal customers and their needs.
2. They empower, rather than control, sub-ordinates, leaders have trust and
confidence in the performance of their subordinates. They provide the resources,
training and work environment to help subordinates do their jobs.
3, They emphasize improvement rather than maintenance. There is always room
for improvement, even if the improvement is small.
4. They emphasize prevention. ‗‗An once of prevention is worth a pound of cure is
certainly true. It is also true that perfection can be the enemy of creativity. There
must be a balance between preventing problems and developing better but not
perfect, processes.
5. They encourage collaboration rather than competition when functions areas
department or work groups are in competition, they may find subtle ways of
working against each other or withholding information.
6. They train and coach rather than direct and supervise. As coach they help theirsubordinates learn to do a better job.
7. They learn from problems. When a problem exists. What caused it ? And how
can we prevent it in the future are the questions asked by leaders.
8. They continually try to improve communications, they make it evident that
TQM is not just a solgan. Communication is two way-ideas will be generated by
people when leaders encourage them and act upon them. Communication is the
glue that holds a TQM organization together.
9. They continually demonstrate their commitment to quality. They let the quality
statement be their decision making guide.10. They choose suppliers on the basis of quality not price. Suppliers are
encouraged to participate on project teams and become involved. Leaders know
that quality begins with quality materials and true measures is life-cycle cost.
11. They establish organizational systems to support the quality effort. At the
senior management level a quality council is provided and at the first-line
supervisor level, work groups and project teams are organized to improve the
process.
12. They encourage and recognize team effort. They encourage, provide
recognition and reward individuals and teams. This action is one of the leader‘s
most powerful tools.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 11/21
11
Total employee involvement 1
total employee involvement is process of empowering the employe so as to
achieve total quality management. employee are given certain power so that
they can work more effectively which ultimately will benefit the
organization.
advantages:-
1. making them committed having ownership of problem and authority tofind solution of their own.
2. enrichment of job.
3. help to unearth hidden potential/talent and harnessing it to achieve
organization goal.
4. appraise the upward performance.
5. facilitate delegation of authority.
6. focus more on customer.
7. generate feeling of personal worth and esteem among employee
disadvantages:-1. it may lead to people innovating well beyond the normal control of their
job.
2. lack of commitment among employees.
3. personal worth may be misused.
Read
more: http://wiki.answers.com/Q/What_is_total_employee_involvement#ixz
z1wd7H4z2c
Total employee involvement 2
Total employee involvement is the natural result of a work environment that
encourages the active participation of each employee in the day-to-day
operation of the company. The environment must clearly define goals and
objectives; have stable, uniform direction; trustworthy leadership and, most
importantly, have a viable, open communication throughout the
organization. This concept sounds easy and the senior management of most
companies truly believes that these conditions already exist in their
companies. Unfortunately, most companies don‘t meet any of these criteriaand, therefore, don‘t have the full support of their workforce.
The key to total employee involvement rests with corporate management.
Only the highest level can effect the changes in company policy and
procedure that are a prerequisite to this critical part of any improvement
program. Unfortunately, most corporate managers don‘t have the knowledge
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 12/21
12
of day-to-day operation, at the plant floor level, required to recognize the
limitations and problems that existing management philosophy is causing.
5 S concept1
What are five 'S'
Five 'S' are derived from the first letters of the wordsSEIRI means Organization or sorting
SEITON means straighten or prepare correctly
SEISO means Cleanup or Cleanliness
SEIKETSU means Standardization
SHITSUKE means Discipline
They are five integrated parts of Housekeeping or work place Management.
When were they introduced? According to Takashi Osada author of the Five 'S', they have been there from a
very long time. But we were not aware of them. If we look around the place,whether it is home or our work area we can always find lots of room for
improvement.
What benefit we get by practising Five 'S'? A clear work place is high in Productivity
A clear work place is high Quality
A clear work place helps in Cost Reduction
A clear workplace ensures Delivery on Time
A clear workplace is Safe for people to work.A clear workplace will bring high Morale.
How to introduce Five 'S'? Mr. Hiroyuki Hirano an expert in this suggests three step method.
Step 1: Tidy up first (active Five 'S')
Step 2: Making a habit of Five 'S'
Step 3: Taking Five S to a higher level. (Preventive 5S)
Details of Step 1 Preparation : Recording the present situation
Process 1: Eliminating unnecessary itemsProcess 2: Fixing Storage places
Process 3: Consolidating daily cleaning procedures
Process 4: Maintaining spotless workplace
Process 5: Visual control in the workplace
Finally can you see the improvements?
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 13/21
13
Details of Step 2 Preparation : Photographing the new look at the workplace
Process 1: Controlling stock level
Process 2: Making it easy to use and return things
Process 3: Making clearing and checking habitual
Process 4: Maintaining spotless workplace
Process 5: Maintaining standards throughout the organisation
Finally has 5 'S' became a habit?
Details of Step 3Preparation Evaluating the factory where 5 'S' has become habitual
Process 1: Avoiding unnecessary items
Process 2: Avoiding disorganisation
Process 3: Cleaning without getting dirty again
Process 4: Prevents degradation of the Environment
Process 5: Systematisation Training
Finally has your factory become a first class 5 S factory.
Can five 'S' be carried out in office? It can be and should be implemented in office as well as at home. Modern offices
are easy place to implement them. But still we may face problem as people have
individuality and their own style of functioning. This makes standardisation
difficult. Takashi Osada suggest 'ONE' as best campaign. i.e one location for
keeping things
One day processing.
One file.One hour meeting.
One page memo.
One minute phone call.
One copy filing etc.
Organise periodical audit and evaluation performance. Fix targets.
Arrange competition at various levels (Inter and Intra).
Have proper knowledgable evaluators.
Collect statistical data.
Create a museum room.
Ensure continuous improvement.
How to make Five S to work effectively? Top management support, but it is not necessary whatever top management accepts
will be supported. We have to create a conviction.
Planning stage:
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 14/21
14
Have a budget. Give wide publicity. Announce a date. Ensure all the materials
needed is available. At the initial stage take up one area. Ensure that it does not
lead to problem. First step is 'SEIRI' Send away the unwanted. Second step is
finding out the reason. Clean up and create a tidy place. Next step is keeping it that
way. It may some times call for change in the layout. Final step is micro level
improvement
Implementation stage: Form a Five S council and decide the co-ordination. Prepare the working system
which should include evaluation criteria, awards etc. Make it known to all. Have
teams for improvement. Like for everything, management plays a crucial role.
Take photographs before carrying out changes. There are some problem areas.
Identify them. Have special attention for that.
5 S concept2
What is 5S?
5-S can be defined as
1. Seiri (Proper Arrangement and Clearing Up)
a) Look around your work area and ask yourself ―is it really necessary for all items
to be there?‖
b) Separate O.K., reworkable and rejected items
c) Rework the reworkable items and dispose of the rejected items.
2. Seiton (Orderliness)Items must be placed inprefixed locations so that they are easily accessible and can
be easily used. Make sure that iten=ms can be clearly identified by labelling them
properly.
3. Seiso (Clean Up)
Seiso means cleaning the work place and all the machinery by ourselves.
4. Seiketsu (Standardisation)
Even a clean work place with proper selection and proper arrangement will soon
become dirty if Seiri, Seiton and Seiso are not continuously repeated. Let us
prevent problems by keeping things standardized and maintaining a good
environment.
5. Shisuke (Discipline)
Everyone shuld be disciplined to follow strictly the rules and maintain standards
while working. For example let us adhere to the timings and let us follow the
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 15/21
15
prescribed operation standads. Everybody should wear shoes for safety.
Advantages of 5S
By thoroughly enforcing 5S in each work area.
1. Operations can be performed without error, proceeding in a well-regulated
fashion, resulting in fewer defective items thereby increasing the overall quality of
product.
2. Operations can be performed safely and comfortably, reducing the chances of
accidents.
3. Machinery and equipment can be carefully maintained, reducing the number of
breakdowns.
4. Operations can be performed efficiently, eliminating waste thereby incrasing theefficiency and productivity.
How to Achieve 5S
5S can be achieved very easily by every employee by having a close look at his
work place. He is to ensure that
1. No rejected / unwanted items are lying at his work place.2. All items are kept in proper locations/order.
3. Everybody should co-operate with each other in keeping his and others areas
and the machines clean.
4. All follow rules and regulations and maintain required standards.
Please Check
1. Do you have any unuseful thing around you?
2. Are all the required things kept at their allocated places?
3. Are you following the timings?4. Are you following the operating standards?
5. Let us all review 5S.
Quality circles
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 16/21
16
A QC Circle is a small group of frontline employees who meet regularly to
try to improve the quality of their work. QC Circle activities are at the core
of TQM. They can play a major role in creating a dynamic atmosphere in the
workplace. Please note that some of the texts in this unit will only become
useful when you have actually set up QC circles in your company. Note also
that several of the charts referred to contain a level of detail that you may
feel is not relevant to your company.
10.1 QC Circle activities
QC Circles normally take a problem-based approach to improving the
quality of their work. They identify problems in their workplace, usually
related to product quality and referred to as ―themes‖, and together they setabout finding a solution. They use quality control concepts and techniques,
and try to be creative in seeking solutions.
10.2 The human dimension to QC Circles
We all have an innate desire for personal growth. In the right conditions weget a lot of satisfaction from improving our skills, and from using our new
skills together with our coworkers to achieve meaningful targets. QC Circles
provide the right conditions.
10.3 Introducing QC Circle activities in your company
Be both sensitive and creative in introducing QC Circles in your company,
especially since
their aims are to encourage the development of employees. Make sure that you
take anapproach that suits the working environment, and the character and climate of your
company.
10.4 How many employees in the company should take part in
QC Circles?
Although all employees should take part in QC Circle activities, as these are a
component of
TQM, some companies allow departments and sections to opt out. A key decision
you have
to take is the scale of participation within your company.
10.5 Select QC Circle leaders; roles of leaders and membersThe QC Circle leaders will be the driving force behind the activities. Select people
who can
show leadership, who can get members to cooperate in meetings, can gather ideas,
and
can create an atmosphere where everyone will feel free to express their opinion.
10.6 The QC Story
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 17/21
17
QC Circles use a 7-step procedure to solve problems related to the five priorities of
QCDSM: quality (Q), costs (C), deadlines and productivity (D), safety (S), and
morale (M).
This procedure uses methods based on facts and data, and aims to prevent the
recurrence
of problems by identifying the causes and implementing recurrence
prevention measures.
10.7 QC Circle meetings
QC Circle meetings help members to work together towards the same goals.
Members
exchange ideas and information, get to know each other, and develop a spirit of
cooperation and a sense of solidarity. But if the meetings are poorly managed, the
activities
will stagnate and members will become de-motivated.
10.8 QC Circle assemblies
After a QC Circle has completed a theme, it holds a meeting, referred to as a QCCircle assembly or a QC Circle conference, to re-appraise the methods that have
been used, and to confirm the circle‘s sense of achievement. Members give
presentations of key points from their problem resolution activities and
achievements: their methods, their difficulties, and their creative ideas. A very
effective way of doing this is the QC Story (See also Unit 9).
10.9 Evaluation of QC Circle activities
Regular and appropriate evaluation of QC Circle activities will help to motivate
membersand to revitalize activities. It will identify where improvement is needed, and
indicate the
corrections that should be made. There are two forms of evaluation: self-evaluation
by
members, and evaluation by managers.
10.10 The basic procedures for QC Circle activities
Once QC Circles have been set up, there are a wide range of procedures to follow.
10.11 QC Circle trainingQC Circle training is aimed at achieving a workplace full of employees who are
motivated,
creative, and good at solving problems. Training focuses on the value of QC Circle
activities,
on raising quality consciousness, and on using QC methods.
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 18/21
18
10.12 Planning future QC Circle activities
Facilitators should prepare plans for desirable QC Circle activities for the future,
and
promote these as a component of TQM. These plans should prescribe the level of
QC Circle
activities, their targets, and concrete measures for achieving the targets. In doing
so, they
should look carefully at the present state of QC Circles and should respect the
intentions of
work superiors. Such plans are important in energising and consolidating QC
Circle
activities.
10.13 Create the right environment for QC Circle activities: the
role of the CEO
QC Circles can only flourish in the right environment. CEOs, middle managers,
promotionalstaff members, and personnel managers must gain a good understanding of QC
Circle
activities and create such an environment. The CEO has a key role to play.
10.14 The role of middle management
Middle managers should help establish a working environment in which QC Circle
members
are allowed to take on a management role in their own work and make
improvements ontheir own initiative, in which their willingness to contribute is respected, and in
which they
can use their abilities to the full.
10.15 Set up a company-wide organisation to promote QC Circle
activities
Set up a company-wide organization to promote and facilitate QC Circle activities.
This
should include a promotional committee and a promotional secretariat.
10.16 Hold QC Circle exchanges with other companies
When QC Circles always remain within their own work places, members‘perspectives may
become limited, and their ideas lose freshness. Organize meetings periodically
with other
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 19/21
19
circles both within the company and outside. Members of different circles can visit
each
other, have discussions, and study QC Circle management together, and thereby
stimulate
each other to further development.
UNIT 4. QUALITY MANAGEMENT SYSTEMS
Quality audits
Lead assessment & ISO - 9000
UNIT 5. QUALITY GURUS AND LEARNINGS FROM THEM
Issues on quality by
o Demming
o Crosby
o Taguchi
o Juran
EDWARD DEMINGDr. Deming was born in 1890 and he did his PhD in Mathematical Physics in 1928.
Thereafter he began his career with US Govt. services in Statistics Dept. working
on Statistical Sampling Techniques. In 1946, he visited Japan as an Adviser to
Japanese Census Program. During this point of time he was invited by JUSE-
Japanese Union for Scientists and Engineers for a lecture and there after he was
involved with JUSE till 1950.He won the prestigious Walter Shewart Medal from US Govt. in 1956. He was
honoured with the top award of the Japanese Govt. by conferring on him the
Second Order by the sacred Treasure of emperor during 1960. His work brought
great impact on West in 1970‘s.
He wrote his famous book ‗‗Out of the Crisis‘‘ in 1986. He formed the BritishDeming Association in 1987. US Govt. instituted a top a ward for the Quality
Management in the name of Deming called DEMING‘S PRIZE for Quality. His philosophy was oriented towards Management Process. He stressed on the
importance of variability reduction in process and said there are Special and
Common cause of variation. While the special causes can be eliminated by the
local operational people, the elimination of common causes requires Management
Commitment. He invented and propagated the famous PDCA Cycle well known as
Deming‘s improvement cycle. In his works he has stressed the importance of Waste Elimination. He is the recent
years Propagated another model for the Quality management called JOINERS
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 20/21
20
TRIANGLE with Employee Involvement, Scientific problem solving and
Customer delight as their apex.
All his preaching has been consolidated into 14 important points called as
Deming‘s 14 points. Besides this he has also brought out what is known as Deadly
Diseases of American industry after a diagnostic study of the American industry.
These are:
Lack of Constancy Purpose
Emphasis on Short term profits
Performance Evaluation and Merit rating
Management by visible figures with no consideration for hidden data.
His recent works in 1990‘s are on captioned topics such as:
System of profound Knowledge
Appreciation for a system
Knowledge of statistical theory
Theory of knowledge
Knowledge of psychology
JOSEPH M. JURANDr. Juran was born in 1904, and started his career as an Engineer in 1924. His
pioneering work in Quality was to bring out of a Hand Book in 1951. Even in those
days he had put much emphasis in the cost of Quality that the very First chapter in
his Hand book was of Quality titled as ‗‗There is Gold in the Mine‘‘.
He was invited to Japan in 1954 by the JUSE. He wrote several books on Quality
Management and 12 of such books were eventually translated into 13 languages.
He shot to fame very fast and evidently received more than 30 Medals from about
12 countries all over the world. He also received the prestigious Second order of the Sacred Treasure from the emperor of Japan.
His Philosophy was on Improvement orientation. His preaching popularly known
as the Quality Trilogy consisting of Quality planning, Quality Control and Quality
improvement had contributed very significantly to the quality management in the
early days. Juran‘s Quality Spiral traces interactions between Quality and various
activities in a product life cycle. He has recommended a Road Map for Quality
improvement beginning with the Customer identification ending with the
productionisation. Dr. Juran is sceptical about the Quality circles and Zero Defect
movements because he strongly believes that 80% of the problems are
management controllable. The solution according to him lies in training the topmanagement on Quality to start with. Dr. Juran has started an institution for
training and promotion of quality in US called Juran‘s Institute for QualityManagement.
Dr. GENICHI TAGUCHI
7/31/2019 TQM Answers
http://slidepdf.com/reader/full/tqm-answers 21/21
21
Dr. Taguchi is born in 1924. He started his career from Naval Institute of Japan
between 1942-45 and then with Ministry of Public Health and Welfare. Later he
joined
Ministry of Education subsequently moved to Nippon Telephone at Japan.
Taguchi is the inventor of the famous Orthogonal array OA techniques for the
design Of Experimentation. He published his first book on OA in 1951. Taguchi
also visited Indian Statistical Institute between 1954 – 55. He wrote a book on
Design of Experiments. Dr. Taguchi did his PhD from Kyushu University, Japan
and become the visiting professor, at the Princeton University USA in 1952. Later
Professor at Aoyama University in 1964. He has the privilege of becoming the
national Professor Japan. He also worked for the Bell Laboratories USA.
Dr. Taguchi‘s philosophy is Robust Engineering Design. He blended statistics with
Engineering Applications and Pioneered work in Industrial Experimentation. He is
also the innovator of the Quality Loss Function concept and promoted Robust
design. Related to this he propagated Signal-to-Noise Ratio Phenomenon in SPC.
He developed a three stage off line QC Methods Viz., System design, Parameter
design and Tolerance design.
PHILIP B. CROSBYCrosby born in USA was graduated from Western Reserve University. He joined
the US naval service during Korean War. He then became the Quality Manager, of
Pershing Missile Program. Later he joined ITT as Director, Quality. He wrote
several books most popular among them are Quality is Free in 1979. He is Founder
President of the Philip Crosby Associates since 1979 and also established Quality
College at Florida.
Philip Crosby‘s philosophy is based on Preventive Management. He pioneered ‗DoIt Right First Time‘ and ‗Zero defect‘ concepts. He defined Quality in termsconformance to requirements that the customer has set. He analysed and found that
on an average 20% – 30% of the revenue in any organisation is spent on Reworks.
He said that his Zero Defect means that the company does not start out expecting
defects or mistakes. All his work can be comprehended in what is known as 4
Absolutes of Quality Management. These are being comprehended in what is
known as 4 Absolutes of Quality Management.
These are:
Quality is conformance to requirements
Prevention causes Quality not appraisalPerformance standard must be Zero Defect
Measure of Quality is cost of poor quality and nothing else.
He has identified 5 characters of eternally successful organizations and has
recommended 14 steps for Quality improvement.