TOTAL QUALITY MANAGEMENT (ADL ~ 16) ASSIGNMENT - 4 ASSIGNMENT - 4 ANS TOM stands for Total Quality Management. in brief it is a Set of management tools signed to improve the quality ang efficiency of a company's work Processes. The tools are pistematically finding problems in work Processes and determining the most effective way to fix th “Establishing efficient processes and making work standardized and easily repeatable Successful TQM Implementation Successful firms have followed these steps: 1) Build organizational commitment to quality. 2) Focus on the customer as definition of quality 9) Find ways to measure quailty 4) Set goals and create incentives to be reached. 5) Solicit input from employees Quality circles: groups of employees meeting to discuss how to increase quality. Managers must respect employee pinion ©) Identity defects and trace to source Managers must find out why the defect happened 7) Introduce Just-in-Time (tT) inventory systems [ventory is the stock of raw materials. J)T aS parts arriving in the plant ust whan needed and not stored in advance KANBAN: Japanese name for JIT ‘hat seeks to avoid stockpiles of costly inventory 8) Work with suppliers. You need 900d parts to make great products Pave Dar an9) Design products for easy manufacture 10} Remove barriers between departments Managers and TQM + Managers are critical to @ successful TOM system Functional managers carry the responsibiity for most of the 10 steps to success, For TOM to work, functional managers must totally embrace Tok, * Top management must also show their sirong support They need to arrange training for all managers (including themselves) Set directions. Reward functional managers that move TOM forward. Create customer orientation, Cleat quality values and high expectations that address the needs of the stakeholders. TQM leadership from top management TOM is @ way of life for a company. it has to be introduced and led by top management This is 2 Key point. Attempts to implement TQM often fail becuse top management doesn't lead and Sot committed - instead it delegates and pays lip service, Commamen: and personal involvement Metheds guide all quality activites and encourage Participation by all employees, The development and use of performance indicators is linked, directly or indirectly, to customer Feduirements and satisfaction, and to management and employee remone ate. Top managers, starting with the CEO, must be the Organisation's TQ leaders. The CEO must be the focal point, providing broad perspectives and vixen encouragement and recognition Through their personal roles in planning, reviewing company quality performance, and renee apembloyees for quality achievement, the senior lexders serve as role models ‘einforcing the values and encouraging leadership througheut the, ‘organisation. 22H TOMis cross cultural and holistic why are tool functions specific? org, TOM refers to an integrated approach by the management to focus all functions and levels Of an organization on quality and continuous improvement ore the years, TQM has hecome and sustain petitive advantages TOM Neouraging @ continuous flow of incremental vee Rents from the bottorn oF the firm's hierarchy. TOM is not « complete solution formula as proted by many ~ formulaa canot solve managerial problems tur lasting commitment to the Process of continuous improvement TQM encourages @ strategic approach to management at the operational level through involving sneaks departments in cross functional improvements and syctenene ‘nnovation processes. it MONS organizations to take advantage of dovsloomants that eure managing operations asGross functional processes, At the same time, TOM fits an orientation towards inter. Srgenizational collaboration among different departments within the ‘organization. pnaahe problems in TOM belong to the various functions. The problem may arise in the planning Brass here managers have not efficiently planned the production procter The problem may performed contol function where the managers and the operational workers may not have peremast controled execution of the project. Or finaly tre orcblen, may arise in the mtocmentation phase where the implementation may have been on wrongly and been attributed to defects. - Now the defect identified at any function or at any level will give rise to the poorquality of the Horas System which causes the problems in the overall TOM infrates of an organization Hence, to solve these problems, tools are specific to functions, Juran most aament as the “Quality Trilogy" namely Planning, Control and Improvemé seach managers devote foo much attention to control and too hile to planning nich may be the most important activities for mesting and exceeding customer expectations and gaining competitive advantage. 29. Explain any five tools of quality with reference to service industry. ANS. There are tools of TOM that are required to improve a Process or to find a solution for @ problem. Tools can be broadly categorized into two groups: namely tools for Planning and tools for continuous improvement. Some of the foce important tools used in the service industry are as follows Pareto Principle he Pareto principie suggests that most effects come from Felatively few causes. in quantitative ‘ems: 80% of the problems come from 20% of the sausoe ireohra materials, operatorsSony, Cov othe wealth is owned by 20% of the people etc. Therefore effort aimed at the right 20% can solve 80% of the problems. Double (back to back) Pars charts can be used to compare ‘before and after’ situations. General use, to decide where to apply initial effort for maximum effect. Scatter Plots * scatter plot is effectively a line graph with no line - ie. the point intersections between the two 6 Toast Cobur data sets are plotted but no attempt is made to physically draw a line. The Y-axis is conventionally used for the characteristic whose behaviour we would like to predict. Use, to define the area of relationship ° . between two variables, r : Waring: There may appear to be a : relationship on the plot when in reality there is none, or both 1 variables actually relate yead (bay) ap,_independently to a third variable 1 Age cf Bread (Days) 30Control Charts Averages F ipper Goniror Umit ‘ Anal, Batch Nunber (Time) Ranges Upper Control Limit \ Qualty characteristic Subgroup Ranges Batch Number (Timey Control charts are @ method of Statistical Process Control, SPC. (Control system for production processes). They enable the control of distribution of variation rather than attempting to contro! cach individual variation. Upper and lower control and tolerance limite. are calculated for a OF mits, The garbled measures are regularly plotted about a centtal line betwoen the veo sets Pi limits, The plotted line corresponds to the stabiltyitrend of the precoes Action can be taken pased on trend rather than on individual variation. This prevente over-correction/compensation for random variation, which would lead to many rejects.Flow Charts [Paketana Compettor “ae (Fnanant sax satis aria [ menticting |ef SESS LL raacae" (SES Raiden obiectives strom gy ——_ st Ney *\ Tovue [eae weet a] “tepcsonees samen ‘vate Pictures, symbols or text coupled with lines, arrows on lines show direction of low Enables modeling of processes; problems/opportunities and decision points ote Develops a commonCause and Effect , Fishbone, Ishikawa Diagram Level2 Main cause cause J / v Main cause Problem t be tesolved (effect) Main cause Main canse ‘The cause-and-effect diagram is a method for analyzing process dispersion. The diagramn’s Purpose is to relate causes and effects. Three basic types: Dispersion analysis, Process Classification and cause enumeration. Effect = problem to be resolved, opportunity to be Grasped. result to be achieved. Excellent for capturing team- brainstorming output and for filing in from the wide picture’. Helps organize and relate factors, providing a sequential view. Deals uth time direction but not quantity. Can become very complex. Can be difficult to identify or demonstrate interrelationships.Histogram or Bar Graph Lower Nominal Upper spec (spec limit spec lignit me 1 1 it 14 1 ' 20 | ' Number | ' 10 ! 1 1 tht Categories of continuous variable A Riistogram is a graphic summary of variation in a set of data. It enabies us to see patterns that at¢ dificult to see in a simple table of numbers. Can be analyzed to draw conclusions about tre data set. A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars as above. The above example reveals the Tygstrbution of a set of product measurements that remain nevertheless within spectied limits. Without using some form of graphic this kind of problem can be difficult to analyze, recognize or identify Check Sheets. tre peck Sheet is @ data recording form that has been designed to readily interpret results from ine form itse it needs to be designed for the specific data itis to gather Used for the colacton Cypatantitatwe oF qualitative repetitive data, Adaptable to different data gathering situations Minimal interpretation of results required. Easy and quick to use. No contral for various tonne of bias - exclusion, interaction. perception. operational, non-response, estimation Check Lists Checklist contains items that are important or relevant to a specific issue or situation Checklists are used under operational conditions to ensure that all important steps ey actions have been taken, Their primary purpose is for guiding operations, not for collecting data Generally used to check that all aspects of a situation have been taken into account before action or decision-making. Simple, effective24. Differentiate managerial tools from operational tools in the context of Manufacturing industry, ANS TQM has vanous tools that are aimed at the continuous improvement in the processes by any organization. In the manufacturing industry, there are various phases that span the iife cycle of the manufacture of any product Managerial Tools: These are the tools used by the managers in the manufacturing inductry Managers are required to study all the processes, their inputs, outputs and to evaluate the output so as to identify the processes that require improvement For example OFD is required by the managers to identify the customer requirements, map these requirements to the technical parameters of the product and thus to decide which technical parameters are important to the customer Hence these too;s help the manager to take decisions. {In general, fotlowing are the managerial tools: 4. Quality Function Deployment 2. Concurrent Engineering 3. The new Seven management and Planning Tools Affinity Diagram Interrelationship Diagrams Tree Diagram Matrix Diagram Matrix data Analysis Process Decision Program Chart Arrow Diagram Operational Tools: These are the tools used by the operations staff in the manufacturing industry, These tools aid the operation staff to improve the manufacturing process Staf is Fequired to collect the data, analyse it, and to involve in the development activity. Instaed of Occurrence of the bug and then fixing of the same, these tools help fo apprehend the bug before hand and to take actions so that the bug may not arise. In general, following are the operational tools 1 Poka-Yoke 2. Data Collection and Analysis tools + Flowcharts Histograms Pareto Diagrams Cause and Effect Diagrams Scatter Diagrams © Control charts 3. Benchmarking In the manufacturing industry, any change or improvement can be achieved in a PGDCA mechanism, + Plan * Do+ Check + Action flan’ Kdentfy @ process in need of improvement, analyze the problems, and develop a proposal for change that will cause some type of improvement Do: Run an experiment with the proposed change. Check: Collect data to determine whether the experiment produced the desired change Act If the experiment is successful, implement the idea more broadly: if not, leam from the mistake and try an alternative Processes targeted for improvement are systematically studied using the POCA cycle and data collected about the process is used to determine the viability of proposed changes fo the process. Who recommends process improvement changes? Those most closely associated with the” Mnprowematan ‘eferred fo as the “owners” of the process. are in the best position to suggest TQM Process Improvement and Problem Solving Sequence ACTION (EMBED PLAN Do CHECK THE FIx (IMPLEMENT (OBSERVE THe INTO (PLAN A CHANGE) oy THE THE CHANGE) EFFECTS) PROCESS FOR GOOD) DEFINE IDENTIFY EVALUATE MAKE TEST TAKE THE POSSIBLE POSSIBLE A THE PERMANEN, PROBLEM CAUSES CAUSES CHANGE CHANGE T ACTION 1 Recognize 6. § Determine 10. Determine.11. Determine what 12 Ensure that what you "BRAINSTORM" the what change change worked the fix 45 are doing is a what is causing relationship would help (confirmation). embedded in "PROCESS" the probiem between the process: cause and 6 Your + Histograms and that the 2. Identify the 7 Determine effect knowledge + Control. charts resulting commodity what past datao Scatter of the =sampling process. is being shows. diagrams. process, + Scatter used Brocessed 0 Frequency 0 Regression . Soaps diagrams Process distribution analysis diagrams Continue to Inference 9 Pareto charts + Controt monitor the© Control charts: Charts 3 Define - sampling 9. Determine, = sampling some what. the + Pareto measurable process is analysis, characteristic doing now! s of value to ° Control **"*Then make the charts the change commodity ~ sampling 4 Describe: the PROCESS" ° Process Flow Analysis's © Flow charts © List of steps 5. Identify the "Big’ problem ° Brainstorming ! © Checklists! © Pareto analysis, process t ensure A The problem is fixed for good, and B. The Process is, good enough © Contra! charts + sampling mete ensure continuous improvement return, to step 5. BE, Relate soft tools to statistically designed experiments with particular focus on design of new products. ANS Before finding the right tools, organizations must frst establish a consensus on their underlying management philosophy. One philosophy, which is widely organizations should focus their resources on 1) determining what the accepted, is that customer wants or CHReNes and 2) developing quality systems to insure that the customer gets them This base Philosophy is a Total Quality Management approach Suppose a car manufacturer receives 2 complaint from several customers that their new car is imssing its cup-holder insert. The manufacturer surveys additional customers and begins Cape gin all outgoing vehicles. They find that for a certain madel, approximately 1 in every 500 that coteang, 2 Cup-holder insert. The company examines their current audit system and finds nat cup-holder inserts are not included on their audit check sheets The company decides to add this concern to their audits and also forms a quality improvement tear comprised of ‘manufacturing and engineering personnel to identify the root cause of the problem The ancefunctional team meets with employees in the assembly department. After discussing the Broblem, the team finds that two types of cup-holder inserts (a large and a small insert) are available for installing on two different vehicles. The workers tell the team that somatimes the Smaller insert is placed in the car requiring the larger insert. These improperly installed inserts later fall off in the assembly process because they are not seated securely As a comective action, the team recommends a sensor that alerts the worker if the wrong insert has been installed The key points in the above example as they relate to a TOM philosophy are as follows ras manufacturer used the voice of the customer (customer complaints) to initiate @ quality improvement activity 2 he manufacturer collected data to determine the extent of the problem and to identify its Sources (missing % of cup-holder inserts for a particular car model). 3. The manufacturer sought the opinions of employees to identify the root cause of the customer concem the Ter manufacturer implemented a long-term fix to prevent future problems from occuring in the first place. ‘The following points in the above example are not critical to a TQM approach 5. The use of a customer survey 8. The type of improvement team used (here a cross functional team) 7. The use of check sheets to conduct a quality audit, Roints 5-7 represent tools or techniques, which were used in the problem solving process ‘Rough TOM training typically includes these and other similar types of techniques, they in themselves do not constitute a TOM approach. In other words, the actual methods used te rest ually objectives should be viewed only as tools to help implement a TOM-based strategy Unfortunately, instead of properly viewing TQM as a broad-based quality management strategy, many companies have tried to define it as a narrow set of specific tools such as a statistical process control (SPC) or self-directed work teams. Thus, if these companies disregard the use of work teams, they conclude that their total quality management efforts have failed. These Gompanies are often the ones, which dismiss TOM, as @ passing management fad because the ‘implementation of certain techniques did rot produce the results they had hoped would seccr IRS be of perspective is wrong. The goal of TOM is not simply about applying qutity analysis eenaues but rather to mobilize all organizational functions toward focusing on meeting the quality expectations of customers. Product development in a TQM environment Product development in a TOM environment is very diferent to product development in a non: TOM environment. Without a TOM approach, product development is usually carried on ya conflictual atmosphere where each department acts independently. Short term resulte ceva Pehavior 30 scrap, changes, work-arounds, waste, and rework are notmal practices Management focuses on supervising individuals, anc fire-fighting is necessary and rewarledProduct development in a TOM environment is customer-driven and focused on quality Teams Men cess-orented. and interact with their internal customers to deliver the required results Management’ focus is on controling the overall process, and rewarding teamwork Social Industries embarked on its total quality management (TOM) journey in April 1995. Every employee of the company was exposed to the principles of TOM during a series of amarenen, Frogrammes held over a nine-month period. They have extended the TM's scope in the lect Sto ¥ea's 10 cover our business partners, suppliers, carrying and forwarding agents, dstribaters, ete TOM principtes ‘Customer satisfaction *Plan-do-check-act (PDCA) cycle gManagement by fact’ — 5Ws (what, why. who, when, and where) + 1H (how) approach ‘*Respect for people TOM elements Total employee involvement (TE!) *Total waste elimination (TWE) Total quality control (TQC) TQM activities / i iatives CII-EXIM business excellence model: A self-assessment model to understand the strengths and weaknesses of a business in parameters such as leadership, policy and strategy, people Business results, etc, A feedback report sent by assessors helps identify areas for improvement Departmental purpose analysis (DPA): A workshop that identifies the critical tasks that has to be performed by suppiier departments for internal customers [hey business process (KBP): Cross-functional teams that work on improvement of processes {hat has the maximum impact on achieving the strategic objectives of the borwne Small-group activity (SGA): Teams appointed by the management to solve critical and send yCblems in a scientific and structured manner by using the seven-step problem. solving methodology Zask force (TF): Small teams assigned well-defined tasks for implementation within a short and specified time frame. Quality circle (QC): Vcluntary teams composed of shop-loor employees solve problems in a structured manner in their own work area Kaizen: The process of making continuous improvements in everything we do5S (housekeeping): A set of five actions that help in maintaining a neat, clean, and organized workplace ~- seiri (Sorting out), se'ton (systematic arrangement), seiso (spic and span}. seiketsu (standardizing). shitsuke (setf-discipline) Total productive maintenance (TPM) TPM is a highly structured system that helps maximize equipment efficiency and set up a Preventive maintenance system to increase the life of the equipment. The goals of TPM can be Summarized very simply as follows: ultimate attainment of zero defects, zero breakdowns, and Zero accidents, The benefits to the company are increased plant efficiency, lower manufacturing costs and a better quality product to the customer, Six sigma \n the context of a business or manufacturing function, sigma is a measurement that indicates how a process is performing, It involves using a structured methodology to understand the feasons, which cause variations in processes, and the measures that can control them. The higher the sigma, the lesser the number of defects and vice versa. Six sigma, the highest level, corresponds to a defect rate of 3.4 per million TQM focus areas ‘*Customer satisfaction *Product quality #Piant reliability ‘*Waste elimination Benefits achieved through TQM ‘Increased focus on the customer ‘@Mindset of ‘continuous improvement’ ‘Better product quality ‘Better systems and procedures ‘*Better cross-functional teamwork Increased plant reliability Waste elimination in offices and factones,21) Explain the varicus approaches companies use in their efforts at implementing total quality management ANS. Nearly all organizations agree that quality performance as seen through the eyes of the customer is critical to thew success in a competitive marketplace. Moreover, the need to focus Orga eving ever-higher quality targets has increased with the rise of fierce global competion Organizations are forever faced with the challenge of being constantly abreast of what they customers want, how thei: products are perceived, how to translate customer requirements into ineasurable internal requirements, and finally how to most effectively meet internal performance goals Total Quality Management subscribes to a paradigm that customers provide the direction for nat an organization should design and produce, From a practical viewpoint, however. the TOM philosophy must be translated into actionable quality strategies and requires the development of employees in the proper use of problem solving techniques. In other words, the varioce quality tools and techniques provide the means io implement a TOM philosophy, Thus, successfully Implementing a TQM philosophy requires an understanding of both its ‘hard’ and ‘soft side The ‘hard!’ side represents the development of quality analysis skills necessary for problem solving. Among the quality analysis techniques are statistical process control, process capability analysis, parelo charts, measurement system analysis, design of experiments, and quality function deployment. Although of all of these techniques have been applied successfully in saraln cases, none are universally applicable. Again, incorporating a TQM philosophy requires Fainng employees in the proper use of 9 wide variety of techniques (a TQM tool bag) and then empowering workers to use tiem for the right situation, Ailhoush understanding how to use various quality analysis tools & techniques is important, the Successful implementation of a TOM phiiosophy more often hinges on the ‘soft side. Companice seetneate Grange their corporete quality mentality must understand potential organizational {Gadblocks. TOM is affected by an organization's strategic goals, history, and corporate culture, Therefore, TOM programs naturatty will differ by organization what works for one organization ay be unsuccessful in another. Thus, adopting TOM at a particular company involves determining an effective change management stiategy,, Academics and practitioners often disagree on whether TOM programs should be more process- ortented oF performance-goai oriented, A crocess-oriented program is where the intial focus eto change corporate culture and improve quality systems while avoiding initial numencol Performance goals While this approach has its merits, commiting resources 10 improving quality cate ares System's should resuit in real benefits such as reducing warranty, internal defects, Fone thd Aaaditine, Unfortunately. these benetits offen are not realized unless companies focus their quality etterts specifically on achieving them. A performance-goal onented approach fo TQM implementation helps companies focus an problems. which have » rol impact on corporate performanceDespite the cificultes in defining TOM, several basic tenets of TOM exist. Among them are 1. The customer makes the ultimate determination of quality 2. Top Management must provide leadersnip and support for all quality initiatives 3. Peopie werking within sysioms create quaiity 4 Preventing variabiliy in ali processes is the key to producing high quality 5. Quality goals are a moving target, thereby requiting a commitment toward continuous improvement 8 Improving quality requires the establshment of effective metrics. We must speak with data and facts These tenets describe the basic Total Quatity Management philosophy. Although some may Gistegard the tern, TQM, 35 a transient management program, its fundamental principles are limeless. Thus, the issue ‘orever facing companies is how to implement the prnciples The Solution is rather difficult Lecause every company faces unique problems for their particular professes Petitaps, the bast approach is to first thoroughly understand the tools, techniques, and concepts ard them ‘igure out their ght applications. Here, the question, which must constantiy be addressed, is whether the quality initiative is adding value to the product He pau think 4 strvetueni 2 woah to quality helps in effective implementation of ANS A structured approach to quality Jafinitaly helps in effective implementation of TOM Organizations wno follow a structured spproach and where employees. are empowered for a Sommon goal achieve success in he implementation of TQM, Each and every step in the approach needs to be followed TOM nist by ceftntion extend to al aspects of a company’s operation and its relationships with infernal and sternal cusiomars, ts asseatially a process. a way of doing things, which makes use of 3 qumber of techniques but utimstely depends on the attitudes and behavior of all those involved, and that means everyone iri the ordanization and its suppliers. The steps in the approacn te quality ste described below 1. Formulate a TOM policyATOM policy maht cover tine following comnts: The goal of the crganization is to achieve customer satisfaction by meeting the fequirements of both externa! and intemal customers, The need is to establish customer requirements and respond quickly and effectively to them It is essential to concentrate in prevention rather than cure. Everyone is involved - ail work cone by company employees, suppliers and product outlets is sart of 3 process, which creates a product or service for a customer Each employee is 2 customer for work dene by other employees and has the right to expect geod work fram them and the obligation to contribute work of high caliber to therm The standard of quailty is zero defects’ or ‘no failures’ - everyone has to understand the Standards required and the news to do it right first time Sustained quality excelience requires continuous improvement Quality performance and costs should be measured systematically Continuous attention cust be pad 1 satisfying educational and training needs High-quality oerformance wil be recognized and rewarded. Quality improvement 2, Determine quality standards Cualty standards may simply he expressed as a zero-defect policy but itis stil necessary to define what a zero-datact situation is for each key operation and Service. This means the ciantication of what constitutes a defect or failure to Behieve a standerd, “ow ‘hat wi! be measured to recognized and what steps may be required to provent the occuirsrce of the defect 3. Measure quality 4. Determine process control or similar techniques, > 3 ine system, the collection of information on vata on whether a process is meeting or of techniques for establishing process The measurement of quallly may invaly which include the snaly variations from the not meeting specfistion capabitty and perfor. fhe cost of quality he process of enthmrg wh understanding where xisting proces management can be focused cn the act tof tolal quality is a key element in are falling so that the attention of vement of noticeable improvements of quality ware Wontited by Collard uncier five headings + Cost of arevenition “oe cost of an action to prevent or reduce defects and falures, * {ost of apernsal The vost of assessing the quality achieved. + Fost of internal falice, The sosts arising within the organization due to [aire to aciveve die quaity specified before the transfer of ownership to 6 customer. . Y of external ‘aie The costs arising outside the organization due to @ fo achisve ‘he «ysaity specified after the transfer of ownership to 293 ustoms best achieved by the joint efforts of management and employees.+ Cast of tost space cost of losing the opportunity to sell to funise f customers have been lost through poor-quality 5. Plan for quality Planning for quality wnvalves che foxowing + Recording the series of evants anc actives constituting the total process by the use of fow charting and other means of activity analysis + Analyzing the exising processes and system flows to establish inconsistencies and Potential sources of variations and detects + Specifying icr each activity the necessary quality-related activities, Ineluding material and cenaing Specifications, quality control procedures, process ‘control systems, and sampling and inspection procedures, + Bsveloping. 89 acpromriate, jistin-time (tT) systems, which provide for the right Sagatites to be procucss 31 delivered at the right time and ensure that there is no waste + Belermiring haw to achieve quality m the purchasing system, with particular reference ihe develoemment of long-term relatonships wth suppliers so that dependable product quality end delivery standaras oon ne defined and maintained * Conducting failure marca, sitet and criticality studies (FMECA) to determine Possible trodes 27 ‘allure an their etfects on the performance of the product or service and to establish which features of product design, produetion oF operation are tical to the various modes of faitura + Daveloping planned maintenance systems to reduce the incidence of emergency maintenance. * Designing ually wile the prcduet, making sure that the standards and specifications meet cu: ‘chisved by existing processes (or, if not, by improving thase processes in articular ways) + Conducting process cupabaty studies 10 ensure that it will be possible to achieve quality Standards through existing pencesses 97 ifnot, what changes are required + Reamining guality © worerents :1 sc aputacturing to ensure that answers can be made to (Fe fellow ng questi ns, Can ue iake 17 re we making it? Have we made? Could we mane it oeter? ayiry Storage Jistrcuto a of maeting custorar + Examining ater impraveinant livery artangements to ensure that they are capable prccedures and achievements to identify areas for 6. Organize for juality Orgarvzing f37 quality means « organization and ersunny tn3t the + ‘ing at the accountabilities of each member of the nnsibity for quality performance is clearly specitied The organnation for auaity should aim to take account of the developinent of joint Reapers ity 1" aualty in prcouction o¢ tesriouton teams the focus should be on teamwork for Rusti Finally onside aton shel se yan to give responsibilly to individeale orice taskforces (0 9.:-s28 the dealenizcnt and !molementation of total quality management7. Train for quatity The achievement of imped stinaardts skills and knawtedae Treimung wees Programmes ceveinped system has 1 oe 2 ate with susiity will 'ecuire additional and higher levels of we Pave tc be identified and continuous training ¥ (fang snot a ane-off precess. The employee development Mma. cet-development, and continuous improvement culture 8. Gain commitment to quaiity Procedures and systems Ing doan standards and measuring quality performance are all Weny well but skjsticant resis fear TCM acl net be obtained unless total commitment fo quality is achieved at ai 2 coganzation. fhe emphasis should be on self-responsibility for Quality. This cant t wll not be achieved by running a few short courses. Commitment is ach sxample fam ‘he top and, more importantly, by getting people, involved if qualty improvement programmes Quality circles or improvement groups are one Approach to achieving cominwnert rey sall ast Sueceed by themselves, Total quality has to be Seen as 3 petwnanent a4 tuvia'nei i part of everyday working. The Japanese approach, as Kransiated wy Niesan Motor 6) inverves sevirg quality as a team affair to be discussed by all members at Sve- nmute iraetngs tart of every day, 9. Motivate tor ality Motiv ay 12 reward systam so that it supports the strategic objectives vag ‘ “tbe system 8 essentially production driven and based 00 wcivich.al rewalias, 3 ts 2% cintiet with 9 quality-driven teamwork approach, The reward system scoutd aciai rewards, There are other means of rewarding People by no f : #8 f02gnizing achievemenis and providing additional leaming anc a BENEFITS OF out The bensfits v! 1. inet. . oo tart os and iharefere additional sales: . ob shanfage » companies are increasingly competing on Overalt the arr Oly + TIM uture can increase involvement. identification and commitieserpone Bat Pads (ey or aperationalsitd acepe ANS. Team structure anc productivty The sey ory 3 are vely important for quality improvement team. fective Team are a yroup of people with mutual accountatzity ang comm staring @ shared curpose through specific goals. With the ight complement of tecanical, proviem solving, decision-making, and interpersonal skills, teams can develop ‘mprovement strategies that enhance quality. And, of course. leadership and communtear.o 3r the raciitators and lincheins of team connection and work Structural and task compenziits such as team charters, plans, effective meetings, and adequate sy 19 -1e4iice tat when any combination of these elements is not in 16 HikGiy (5 58 2.02 Coll sion Soules to tatlure Common sontribuiors te Grivip for'w2 sre" uncertain purpose, vague deadlines, ambiguous Success criteria, seareity af source sxnertise, anc insufficient authority 10 carry out the work Lencion: wenttiog she tea ysiice esr a Leaders! = il .saitenty 2h confhet, ant absence of trast book The Five Dysfunctions wf a Team: A yeortence of accountability, lack of commitment, fear of What is rotable tere is thst theme mace dy.finetions ave aot releted to structure ard task, but Father to group aynames ami» 2.ane~ships. More Than Stra sture & Pes Making ‘ams work vegs.es or Processes 21s0 sjay ar F quantify Se measure, jut sy conflict ar track sak @ producti. ty 21 sirustue and task. Group dynamics and covert ccs of mutual vast and support ere riore difficult to sofue ‘2am well being. Not managing differences and ess eiemen's wisn undermine team effectiveness and Boman av woetens os their sosears », which sucyests another istant joins a fai decision io join or comply, Dut involves a ritual an and Femi de ey pest symbolic. -ituslists dimension to canta For exampie when a nursing = quality ‘arcrever Of sighing in babes + sat veubally, cut iowardly is coming to terms with new 2 and ‘air ers tor ner Bolman ana Deal talk about "sou!" as the real sgeret of steams succe eegest Soul of team culture. is roeted n sommitment hed @hvasity axemplary leadershup. a common and a network of players then maintain it languag So, whe external comgoneras 4 n embrace g7%p anni relay oe Tye! votian that ‘eam success 1s equal parts 12! components that 2. those thatSo what does this mean for long-term care quality improvement teams? It means that leader. managers and quality improvement team leaders must be mindful of group and relationship dynamics, Being proactive is essential. Waiting until conflict builds into a crescendo of bad feelings may be too late-team spirit may be unsalvageable then. You cant just put a group of People together and immediately expect them to work harmoniously to produce results Groups grow into teams, and relationships, mutual trust, mutual concern. and mutual respect are developed over time. Long-term care leaders should understand that there are stages to group development—not only for quality improvement teams but also for the development of team- based cultures, Quality Improvement Team Healthy Dynamics & Relationships Checklist The following checklist can be used to help to check up on the dynamics and relationships of quality improvement teams. Again, remember the importance of being proactive and not waiting until problems surface. ‘Mutual trust and openness; Open and honest communication, Sense of belonging Diversity and differences valued; Conflict managed and/or resolved, Mutual respect; ‘Mutual concern and support; and Team spirit Closing Thoughts The dynamics of group work and relationships are the heart of a healthy team. Because they are often intangible or covert, team leaders and members are not consciously aware of them until a problem emerges. Awareness about these crucial group elements throughout the team development process is fundamental for successful outcomes. Remember that managing group dynamics and processes are essential for teambuildingQi Team Conflict Management Too! Here is a simple conflict management tool to help the quality improvement team manage its group dynamics. Team Conflict Management Choices Adapted ; from the Thomas-Kilmann Conflict Model | Competing: High assertiveness and low ' cooperativeness. The goal is to win. Avoiding: Low assertiveness and low cooperativeness. The goat is to delay. Compromising: Moderate assertiveness and | moderate cooperativeness. The goal is to find a middle ground, Collaborating: High assertiveness and high | cooperativeness. The goal is to find a win-win | situation. | Accommodating: Lew assertiveness and high | cooperativeness. The goal is to yield ary “CASE STUDY — Conflict Management Tips Focus on the issues not the person. : Listen actively. i Clarify by exploring all sides of the issue. Verify by paraphrasing to check for meaning and | interpretation with the other person(s) : Reflect with empathetic expressions that | acknowledge and show that you understand feelings | about what was said, Summarize with bnef, concise restatement of key points of agreement or disagreement. ! ‘. Outcomes are expressed using dialogue about desired outcomes. . ‘Solve by agreeing or gaining consensus on conflict resolution, What role does models play in implementing quality? Discuss the different modols used in the case based on your understanding. ANS. Models play a very important role in implementing quality. There are various extemal and intemal factors that affect the site. Externally, business required quality certifications. Customers have started looking at various quality standards implemented by the firm. To implement any quality processes or certifications, firms are required to follow a model. There are various models that have played a vital role in the implementation of Quality at the Research center. These models are explained as below Two Dimensional Models In the exploratory phase of the site's experience with TQM, virtually no published methodology was available for a research organization to select the right approach. Indeed one of the fanguage used by some of the quality gurus e.g. ‘zero defect’ was definitely off-putting to people involved in the research, Management consultants were appointed and they proposed a two dimensional mode! which consisted of two dimensions namely the Operational and Expressive dimensions of quality, both of which must be at 2 high level for total customer satisfaction to be generated. it emphasized an important feature which needed to be recognized in a research function, that co-operative relationships between individuals and teams of peopie are as important as the actual research carried out by R&D groups.The model was introduced to the whole petroleum site management group, which was then encouraged to develop it. This resulted in several new initiatives with on and off site groups Including attempts to measure customer satisfaction in both operational and expressive dimensions. This model had a significant influence on the future development of the site's quality process, because it emphasized the importance of the ‘people’ dimension of quality Multidimensional Models One-dimensional model lacked an important feature, The ‘how to’ dimension which is needed to achieve good operational and expressive results. There were several elements in this approach, including the ‘process’ dimension ~ the ‘how to’ which was lacking in the earlier experimental phase. The two dimensional was modified to the three dimensional model, the three dimensions being product or service (equivalent to the operational dimension in the earlier model), people {equivalent to the expressive dimension) and process (how the product and relationships were produced, The training also included a nine-step quality delivery process, which covered work group missions, outputs, customers and processes and a six-step problem solving process. Tools such as flow-charting, fishbone diagrams, teamwork and brainstorming were also included. Some of the benefits resulted from this are: + Many of the improvement projects were aimed at site problems, which had hindered site effectiveness, + The importance of the internal customer and quality chain concepts were recognized * An improved image with business groups resulted, which later was seen as vital in obtaining their agreement to future development of the site role Hard and Soft Quality aspects of the framework: In some parts of the site, quality was seen as a separate activity to the normal job, quality behaviors being exhibited during quality improvement projects, which was not translated into luivalent on the normal day-to-day job. This model focused mare on the future direction of the site, and led to the priontization of the improvement effort through definition of fonger-term goals, critical success factors and key processes. This methodology was supplemented by Iwo other tools one @ method for development of strategic goals, and the other a model of organizational effectiveness which couples work objectives / tasks with values and behaviors. This model discusses its quality process as a mixture of ‘hard quality’ — business goals, driving process contrat and improvement and ‘soft quality’ — values, driving people's behavior Both hard and soft qualities have to be addressed in a balanced approachThe hard quality track relates to the original operational dimension, the ‘soft quality track to the expressive dimension, in the original two-dimensional model of quality introduced in the early phase. Management workshops have been held on leadership and management style and values and preferred behaviors defined. Having emphasized that both ‘hard’ and ‘soft’ quality tracks need working, it has to be said that the site feels more comfortable dealing with ‘hard’ Quality issues than ‘soft’ quality issues. as one might expect in the scientific and engineering culture of a research organization. 22) What do you perceive is the reason behind quality being exhibited more on special seeasions rather than on day-to-day functions? ANS. It is observed that quality is considered as a separate activity to the normal job, quality behavior being exhibited during quality improvement projects, which was not translated in to equivalent behavior on the normal day-today job. It was felt that the quality process division so far had been focused more on the ‘here and now’ rather than on the future. Following reasons are attributed for this: Yes Total Quality management fails. We don't hear too much about those. When it does not bring improvements in the workplace, it is usually a result of faulty implementation rather than anything wrong with the concepts. Soft side of Quality Soft side of the quality is the most important factor behind this. The resistance to change results in the problems. People implement quality because they are required or supposed to implement it, officially. Because of this reason, they do only that part which is visible to higher management They do not implement quality in day-to-day operations. Instead only at those places quality is implemented where it is highly required or visible to the top management. The approach towards quality is not deeply accepted by the employees + Improper Planning :Organizations tend to be so anxious to begin doing ‘something’ that they start off being unclear as to what they are trying to accomplish and how to get thera. There is a time 0 jump to action and a time to insure that the actions are properly planned and considered. Jumping in too eatly creates chaos and cynicism. as expectations are frustrated, + Management confusion: Managers need to lead the organization to quality processes. Too often managers have not considered what this means on a day-to-day level. Many managers will need some coaching on what their roles might be and how to carry them out, but quite frequently, managers are not prepared for the tasks they face. + Inadequate support to Managers: So far, there has been a tendency to hire quality ‘consultants to visit for half-day or so to start the process. This puts incredible pressure on managers since they have little ongoing access to the expert help they need to make this work. Also, ‘outsiders’ who bring a different kind of objectivity to the process best carry out some activities that are part of Quality + Inadequate Marketing: There is considerable cynicism in the public sector these days. Employees have seen management fads come and go without any impact. QualityPrograms that do not communicate the principles and management intent usuelly fail Quality must be explained in ways, which show how it will benefit all member of the organization. Then management must lead by example + Impatience: Any organizational change requires perseverance and _ patience Management that is not willing to work at it over an extended time will start backing off the principles and become inconsistent in heir actions. That destroys their own crediblity and the credibility of organizational change in general. Assiqnment—C ANS 1. Totalty of features and characteristics of a product or service that bear in its ability to satisfy stated and implicit needs. ANS 2. TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organization working on continuous improvement in all products, services and processes along with proper problem solving methodology, TQM is the control of all transformation processes of an organization to best satisfy customers’ needs in the most economical manner. ANS 3. Generally there are three grades. There can be different terminology for them in different environments. Typically used grades are Good, satisfactory and not satisfactory ANS 4. Deming’s philosophy is based on improving products and services by reducing uncertainty and variability in the design and manufacturing process. According to him, variation is the chief culprit of poor quality. There are two causes of variation - special causes and Common causes. To achieve reduced variation, he advocates a never-ending cycle of product design, manufacture, test and sales, followed by market surveys then redesign and so on. He coined the term "A system or profound knowiedge" that consists of four parts namely Appreciation for the system, some knowledge of the theory of variation, theory of knowledge and psychology. He also gave 14 points management having basis in profound knowledge. ANS 5. Quality means conformance to the standards or meeting the customer requirements TQM is meeting the requirements and exceeding them. TQM involves active participation of each and every member of the organization, Involvement of the top management is focused on ANS 6 Repair is an activity that involves correcting defecting products so that they can become productive as required ANS 7. Rework is an activity that means doing once again. This is generally done if the process fs not accepted or approved and required revisiting the process ANS 8. FORD ANS 8. Statistical process control is the application of statistical methods to identify and control the special cause of variation in a process Siatistical Process Control (SPC) is the equivalent of a histogram plotted on its side over time. Every new point is statistically compared with previous points a8 well as with the distribution as a whole in order to assess likely considerations of process control (ie controlshifts, and trends). Forms with zones and rules are created and used to simplify plotting monitoring, and decision making at the operator level. SPC separates special cause from common cause variation in a process at the confidence level ouilt into the rules being followed (typically 99.73% or 3 sigma). ANS 10. Inventing contrat charts ANS 11 Juran taught quality principles to the Japanese in the 1950's just after Dennign. He was a principal force in their quality reorganization. ANS 12. Crosby ANS 13. The Intemational Organization for Standardization (ISO) is a worldwide federation of national standard bodies from some 100 countries, one from each country. ISO is a non- governmental organization established in 1947. The mission of ISO is to promote the development of standardization and related activities in the world with a view to faciltitating the international exchange of goods and services, and to developing cooperation in the spheres of intellectual, scientific, technological and economic activity ANS 14, Juran and Crosby ANS 15. The Cause & Effect (CE) diagram, also sometimes called the ‘fishbone’ diagram, is a tool for discovering all the possible causes for a particular effect. The effect being examined is normally some troublesome aspect of product or service quality, such as ‘a machined part not to specification’, ‘delivery times varying too widely’, ‘excessive number of bugs in software under development’, and so on, but the effect may also relate to internal processes such as ‘high rate of team failures’ The major purpose of the CE Diagram is to act as a first step in problem solving by generating a comprehensive list of possible causes. It can lead to immediate 'dentification of major causes and point to the potential remedial actions or, failing this: t may indicate the best potential areas for further exploration and analysis At a minimum, Preparing a CE Diagram will lead to greater understanding of the problem, The CE Diagram was invented by Professor Kaoru Ishikawa of Tokyo University, a highly regarded Japanese expert in quality management. He first used it in 1943 to help explain to a group of engineers at Kawasaki Steel Works how a complex set of factors could be related to help understand a problem. CE Diagrams have since become a standard tool of analysis in Japan and in the West in conjunction with other analytical and problem- solving tools and techniques. CE Diagrams are also often called Ishikawa Diagrams, after their inventor, or Fishbone Diagrams because the diagram itself can lock like the skeleton of a fish ANS 16. SPC Tool / 80-20% Rule ANS 18 Ideas ANS 19 The Golden Peacock National Quality Award is awarded every year Each category has two awards ~ the Winner and the Runners up. Each of them receives a trophy together with a certificate The award winners may use the Golden Peacock National Quailty Award logo on their printed and promotional material. Selected organizations may begiven a commendation card. The award would be given separately for manufacturing and service sector organizations, under the following categories: Normal categories: + Large Enterprises (LE) = ~—_251 and above Employees ‘+ Medium Enterprises (ME) - 51 to 250 Employees * Small Enterprises (SE)- _up to 50 employees ANS 20. Juran and Crosby ANS 21. The costs of carrying out the Company's quality functions are known as cost of quality Costs are primarily of three types: * Cost of Prevention (10%) * Cost of Appraisal (40%) © Cost of failure (50%) ANS 22. Control limits define the area three standard deviations on either side of the centerline, oF mean, of data plotted on a control chart. Do not confuse control limits with specification limits. Control limits reflect the expected vanation in the data. Bilateral specification / tolerances have two limits on both sides of the tolerances which are not appreciated in unilateral tolerances. ANS 23. Quality cost is the cost associated with preventing, finding and correcting defective work. These costs are huge, running at 20% - 40% of sales. Many of these costs can be significantly reduced or completely avoided. One of the key functions of a quality engineer is the reduction of the total cost of quality associated with a product ANS 24. CMM is the model for judging the maturity of the software processes of an organization and identifying the key practices that are required to improve the maturity of the process. Ithas five levels namely: initial Repeatable Defined Managed Optimized ANS 25. Yes ANS 25, 5S is a reference to five Japanese words that describe standardized cleanup: + Seri: tidiness, organization. Refers to the practice of sorting through all the tools, materials, etc., in the work area and keeping only essential items. Everything else is stored or discarded. This leads to fewer hazards and less clutter to interfere with productive work+ Seiton: orderliness. Focuses on the need for an orderly workplace. Tools, equipment, and materials must be systematically arranged for the easiest and most efficient access There must be a place for everything, and everything must be in its place + Seiso. cleanliness. Indicates the need to keep the workplace clean as well as neat Cleaning in Japanese companies is a daily activity. At the end of each shift, the work area is cleaned up and everything is restored to its place + Seiketsu: standards. Allows for control and consistency. Basic housekeeping standards apply everywhere in the facility. Everyone knows exactly what his or her responsibilities are. House keeping duties are part of regular work routines, + Shitsuke: sustaining discipline. Refers to maintaining standards and keeping the facility in safe and efficient order day after day, year after year. Often in the west, alternative terms are used to disguise the Japanese origins of the methodology. These are “Sort, Straighten, Shine, Systemise and Sustain” and “Safety” as a 6th optional S. These were arguably derived to prevent SS from being perceived as yet another Japanese improvement process in an era when western industry was already being overwhelmed by strategies to combat foreign business. ANS 27. Yes ANS 28. Business Process Redesign is "the analysis and design of workflows and Processes within and between organizations" (Davenport & Short 1990). Teng at al. (1994) define BPR as "the ontical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures.” Teng et al. (1994) note that in recent years, increased attention to business processes is largely due to the TOM (Total Quality Movement), They conclude that TQM and BPR share a cross-functional orientation. Davenport observed that quality specialists tend to focus on incremental change and gradual improvement of processes, while proponents of reengineering offen seek radical redesign and drastic improvement of processes. Davenport & Short define business process as "a set of logically related tasks performed to achieve a defined business outcome.” A process is "a structured, measured set of activities designed to produce a specified output for a particular customer or market. It implies a strong emphasis on how work is done within an organization. Processes have Wo important characteristics: (I) They have customers (intemal or extemal), (ii) they cross-organizational boundaries, ie, they occur across or between organizational subunits Processes are generally identified in terms of beginning and end points, interfaces, and organization units involved, particularly the customer unit High Impact processes should have process owners. Examples of processes include developing a new product; ordering goods from a supplier, creating marketing plan; processing and paying an insurance claim; etc Processes may be defined based on three dimensions: Entities: Processes take place between organizational entities. They could be Interorganizational (eg. EDI, ie. Electronic Data Interchange), Interventional or Interpersonal (e.g. CSCW. i.e., Computer Supported Cooperative Work)ANS ANS ANS. ANS: ANS Objects: Processes result in manipulation of objects. These objects could be Physical or informational Activities: Processes could involve two types of activities’ Managerial (eg develop a budget) and Operational (e.g. fill a customer order) 29 Plan - Do ~ Change - Act Plan: Identify a process in need of improvement, analyze the problems, and develop a Proposal for change that will cause some type of improvement Do: Run an experiment with the proposed change Check: Collect data to determine whether the experiment produced the desired change. Act If the experiment is successful, implement the idea more broadly; if not, learn from the mistake and try an alternative, 30. Value Engineering is a cost reduction technique by which more and more value is added to a product or a service. 31. Instead of simply inspecting for mistakes and eliminating bad parts or using SPC to improve the processes, a different approach is to use devices or designs that will help to Prevent mistakes in the first place, This approach of trying to make it difficult for the worker to make mistakes is credited to Mr. Shigeo Shingo, an industrial engineer at Toyota. Poka-Yoke is a simple device or a method to prevent mistakes at their source. (Poka- yoke) is Japanese for mistake proofing). These devices are used either to prevent the Special causes that result in defects or to inexpensively inspect each item that is Produced to determine whether it is acceptable or defective 32. Quality Loss Function %5. Soft Quality is the people aspect of quality. The human element is the most important component of quality. Any organization wishing to get the quality can only achieve the same if there is active participation of the people in the organization. People from Top Management to the lowest level have to be committed 34 Six Sigma was pioneered by Bill Smith at Motorola in 1986. Originally, it was defined as a metric for measuring defects and improving quality, and a methodology to reducs defect levels below 3.4 Defects Per (one) Million Opportunities (OPMO), Six Sigma has now grown beyond defect control. It can be defined as a methodology to manage process variations that cause defects, defined as unacceptable deviation from the mean of target; and to systematically work towards managing variation to eliminate those defects. The objective of Six Sigma is to deliver world-class performance reliability, and value to the end customer.ANS 38 A horizontal line on a control chart (usually dotted) which represents the upper limits of process capability. ANS 36. Modi Xerox ANS 37. ISO 8402 is an international standard for Quality management and quality assurance vocabulary ANS 38. Reengineering, also known as business process redesign or process innovation, refers to ciscrete initiatives that are intended to achieve radically redesigned and improved work processes in a bounded time frame. ANS 38. More than haif of early reengineering projects failed to be completed or did not achieve bottom-line business results. The reasons are as follows: Lack of strong and consistent involvement ‘No tuning with with company's strategie direction Lack of compelling Business Case for Change (with measurable objectives) Lack of Proven Methodology (that includes a vision process) Lack of Effective Change Management (address cultural transformation) No line Ownership (pair ownership with accountability) Inadequate Reengineering Team Composition (in both breadth and knowledge) NOasena ANS 40. Champy's contribution to Quality isin context with reengineering