TQM Answers

7/31/2019 TQM Answers

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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.



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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



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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.



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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



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— 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.





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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



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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.



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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.



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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.



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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

http://wiki.answers.com/Q/What_is_total_employee_involvement#ixzz1wd7H4z2c








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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?



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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:



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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



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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



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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



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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.



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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



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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



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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



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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.

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