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TECHNIQUES OF TOTALQUALITY MANAGEMENT

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Techniques of TQM

Joint problem solving

Brainstorming

Data collection

Methods of analysis

Planning for just-in-time (JIT) management

Aims of JITThe operation of JIT

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Joint Problem Solving The key to success in introducing total

quality within an organisation, involving

task groups and quality circles in seekingways of continuous improvement to quality,

is based on a systematic approach to joint

problem solving. While details often vary,the principles are based on:

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Joint problem solving depersonalizing conflicts by diluting

emotions and do systematic approach

P providing a logical framework whichencourages the facts come to the surface sothat the facts rather than the individualsdetermine the solution

integrating the objectives of theorganization and the people working in it.

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Action-oriented problem solving process To achieve this an action-oriented problem solving

process can used as set out with the followingmain components:

1.problem identification - using brainstorming, afull list of current operating problems including

quality problems should be identified. In selectinga project to work on, groups should take accountof factors such as:

is the problem in their own area?

does it affect the whole group?

does it occur frequently?

will it save man hours and time?

will it improve quality - reduce waste?

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2. establish a goal : On the principle of continuousimprovement, whatever goal is set to be reviewed

continuously. The importance of setting is that it

provides a basis for focusing the group's activity

establishing whether success has been achieved.

3. priorities and plan - this should provide an

indication to the group of the priorities inachieving a goal and the plan of action which is

developed in order to enable them to achieve it.

4. brainstorm the current conditions and likely

causes of particular problems

5. gather statistical data

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6. organise the data 7. analyse causes

8. discuss alternative solutions

9. make the decision

10. implement

11. use preventive practice

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BRAINSTORMING Brainstorming is a way of getting as many ideas as

possible on a problem or a solution in the shortest

possible time. Brainstorming works mosteffectively when there is a group of people

responding within the following framework:

v dont discuss - just concentrate on writing up

ideas as quickly as possible without criticising

anything that is said

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Brainstorming 2 v build on others suggestions - by using the

thoughts of others to trigger ones own thoughtprocesses - the classic lateral thinking approach

v go for quantity - by trying to write up asmany ideas as possible within a period of time, sayfive or ten minutes

v be imaginative - quite often the most creativesolutions come from initially daft ideas; avoidcreating an environment where people areinhibited from putting forward ideas because

others criticize or laugh at them.

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Brainstorming 3 It is based on the principle that

discussion can be helpful not only in

solving problems but in changingattitudes, obtaining commitment and,perhaps most important, in developing

ideas.

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Brainstorming-Data Collection Analysis of quality problems in order to determine

solutions needs to be based on data collected on

quality performance whether it be simple, such asthe number of rejects and the reason for the rejects

on a particular line, or a more complex cost

analysis. The process of collecting data is based

first on brainstorming a list of all the factors likelyto contribute to a particular situation

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METHODS OF ANALYSIS Once all the data has been collected, it needs to be

analysed so that it is possible to identify the mostimportant causes of a problem or the key featuresof a particular situation. There is mainly 3 types ofmethod of anaysis:

v Pareto analysis

v Paired comparisonv Cause and effect diagrams

v Matrix

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Pareto Analysis Pareto analysis (sometimes referred to as the

80/20 rule and as ABC analysis) is a methodof classifying items, events, or activitiesaccording to their relative importance. It isfrequently used in inventory managementwhere it is used to classify stock items intogroups based on the total annual expenditurefor, or total stockholding cost of, each item.Organisations can concentrate more detailedattention on the high value/important items.Pareto analysis is used to arrive at this

prioritisation.

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Pareto Analysis 2 Pareto analysis is named after the Italian

economist Vilfred Pareto, who in 1897investigated the distribution of wealth anincome in Italy and discovered that a verylarge percentage were in the hands of a verysmall percentage of the population. VilfredoPareto was a 19th century economist whoobserved that 80% of Italy's wealth wasowned by 20% of the population. He appliedthe same logic to business

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Pareto Analysis 3 Pareto analysis is therefore no more than a

simple system identify the vital few andtrivial many causes of particular problemsbased on the principle that 20 per cent of theproblems 80 per cent of the trouble. Usingthe information about customer complaintscollected, it is possible to carry out a Pareto

analysis to identify the vital few facts aboutcustomer complaints the eight-week periodanalysed.

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Example to Pareto Analysis Control of travel costs : again, typically,

20% of journeys will account for 80%

of total travel costs - and should beclosely monitored and controlled.

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Paired Comparison

One method that is found useful is taken from jobevaluation techniques. Paired comparison is a method ofestablishing priorities from a list of possible causes of a

problem by comparing each cause inpairs. Scoring isallocated on basis that the most important problem scorestwo points, if two problems are of broadly similarimportance score one each and a problem which is of lessimportance scores nothing totalling up the scores a rankorder is produced. The disadvantage the method are that attimes it can be difficult to justify why any particular

problem is considered more important than another, thereis a restriction on the number of comparisons that madeand the method relies on a teams ability to come to aconsensus which is not always easy to achieve.

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Cause and effect diagrams Ishikawas method. In preparing the

cause and effect diagram it is important

to show on the diagram all probablecauses of a problem even if some arerejected at a later stage in the analysis.

This enables a problem-solving group toget a clear picture of the particularsituation, which has been identified.

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Cause and effect diagrams 2 Once a cause and effect diagram has been

completed it is necessary to identify the key

causes of the problem which appear on thediagram and d necessary carry out a further

paired comparison or collect data order to

establish more information.

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MatrixAnother useful form of analysis is to use

the matrix, which is simple form either

in a table or a chart of demonstrating anumber of different variables at thesame time. For instance, it can be used

to demonstrate the people, the errortypes and how many errors of eachtype are made by each person.

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JUST-IN-TIME

Definition

A strategy for inventorymanagement in

which raw materialsand componentsare delivered from the vendoror

supplier immediately before they are

needed in the manufacturing process

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JIT 2 Basically JIT is a program directed towards

ensuring that the right quantities arepurchased or produced at the right time, andthat there is no waste. Anyone who perceivesit purely as a material-control system,however, is bound to fail with JIT. JIT fitswell under the TQM umbrella, for many of the

ideas and techniques are very similar and,moreover, JIT will not work without TQM inoperation.

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JIT 3 JIT is:

v A series of operating concepts that

allows systematic identification of

operational problems.

v A series of technology-based tools for

correcting problems following theiridentification.

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Advantages of JIT An important outcome of JIT is a disciplined

program for improving productivity and

reducing waste. This program leads tocost-effective production or operation anddelivery of only the required goods orservices, in the correct quantity, at the right

time and place. This is achieved with theminimum amount of resources - facilities,equipment, materials, and people.