4 min read

Introduction: Classification and the cause of the failures are shown with the help of Joharry’s ‘new window’. A manufacturing company in Japan developed this diagram. Conclusions about the windows:

3 min read

Introduction: The current approach to Japan’s quality improvement programme has changed the balance of the present trade situation between Japan and the rest of the world. Improving quality is very often regarded as an activity which is going to increase cost. In this competitive world, organizations and countries as a whole must achieve recognition from consumers about their top quality activities at all times in order to conduct business successfully. Many large organizations are now trying to emulate that Japanese achievement in their commitment to quality.

3 min read

Introduction: Standardization is misunderstood in many companies and because of that we too often meet objections towards it. The standards act as barriers against continuous improvements instead of supporting improvements.

2 min read

Introduction: Few companies have the luxury of focusing on customer satisfaction to the point where making money is almost an afterthought. Efforts to satisfy customers obviously cannot be allowed to wipe out a company's financial resources, but improving customer satisfaction can stili be the company's driving force.

3 min read

Introduction: It is the part of the TQM pyramid. Focusing on the customer and the customer’s requirements and expectations is neither new nor revolutionary. For some specific quality attributes we sometimes experience that customers become dissatisfied if the attribute is inherent in the product/ service and the customers become satisfied if it is not. It is seen that these attributes have a reverse effect on customer satisfaction.

2 min read

Introduction: TQM basically advocates the introduction and practice of a new culture. There is a high degree of compatibility between what TQM tries to preach as a philosophy of modem competitiveness, and how the new role of engineers can fit in this scenario.

2 min read

Introduction: Ishikawa is considered as Japan’s leading figure in the area of Total Quality Management. Ishikawa diagrams which are now used worldwide in continuous improvement to represent cause-effect analysis.

3 min read

Introduction: Baldrige criteria define the new management model hecause they pro-vide the best guide to understanding, assessing, controlling, and improv-ing an organization.

2 min read

Introduction: The new business management model is customer driven. A company that is customer driven is fundamentally different from a company that is not. Companies that build their systems on a foundation of customer satis-faction must be careful that the foundation is secure. The system is organized around customer satisfaction, which makes knowing what your customers expect and require the most important job your company has.

3 min read

Introduction: Juran has contributed as much to total quality as Deming. He was awarded over thirty medals, fellowships, and honorary memberships in some twelve countries. Quality, according to Juran, has to be controlled at each stage of the process but should not be implemented just as a mechanical process. Juran’s quality approach:

2 min read

Introduction: The new management model is nothing more than a discipline for seeing your entire organization: the interrelationships among people and processes.that determine success, and the patterns of change that demand vigilance.

3 min read

Introduction: There are four steps in the leading the transition.

2 min read

Introduction: Leadership holds the key to the door of continuous improvement. If the key stays in leadership's pocket, the organization has no chance of be-coming a quality leader. A lot of times it's brought on by trauma." Leaders often embrace total quality management because they see no alternative: im-prove or die.

4 min read

Introduction: Taguchi’s methods incorporate the use of statistical techniques. Taguchi defines the quality of a product as the loss imparted by the product to the society from the time’ the product is shipped. Taguchi's methods emerged because of his disagreement about the use of Zero Defect as a principle to produce quality products.

3 min read

Introduction: The new business management model requires a dramatic shift in thinking among senior executives who resist a systems view of their organizations. This new paradigm is the reason leaders talk about taking a "leap of faith" when they embrace its principles.

2 min read

Introduction: For leaders who are reluctant to turn their attention avvay from the bot-tom Üne, the final Baldrige characteristic offers a back door: The new model values results. The pursuit of quality excellence does not come at the expense of financial excellence. Rather, financial results are another way of measuring the effectiveness of the system. The difference is that the goal of the new model is not profits; it is customer satisfaction, with the understanding that profits will improve as quality improves. Value creation model:

3 min read

THE EVOLUTION OF ENGINEERS FOR TQM Introduction: The evolution in the role of engineers was initiated by the developments and changes which took place in manufacturing industry itself. The evolution of the role of the engineer towards an ability to fulfill tasks and contribute to problem solving, eliminating waste, adding value, being innovative and being committed towards organisational objectives can be described by three models.

2 min read

Introduction: Feingenbaum argued that the contribution of the manufacturing function in isolation is not enough for the production of high quality products. Feingenbaum became known to the Japanese at the same time as Deming and Juran. As head of quality at General Electric he had extensive contact with Japanese companies such as Hitachi and Toshiba.

2 min read

Introduction: Conway has been referred to as the ‘Deming disciple’. He proposes a list of six guidelines. Quality improvement according to Conway has to come from a new management way of thinking and also the wide utilization of statistical tools.

3 min read

Introduction: Present British engineering educational system is rigid, inflexible and does not prepare engineers well enough to attain promotions and career development within organisations. The failure of manufacturing industry in the UK in not sustaining its strength to compete in world markets has been linked to a variety of factors including the weak role of academic institutions in not providing skills which could have enabled industrialists to compete more positively.

2 min read

Introduction: Ouchi believes that in American business great inefficiencies are mainly due to an acute specialization problem. Ouchi is famous for his work on ‘theory Z’ and has researched the impact of Japanese management philosophy on American businesses.

3 min read

Introduction: The three corporate goals are translated into measurable objectives throughout the corporation. Prog-ress on the people goal is determined by the Leadership Index, a statistical measurement of subordinates' opinions of management's performance.

2 min read

Introduction: Unlike the oîd model, the new management model is customer driven. The companies we will introduce make it their business to get and stay close to their customers.

3 min read

Introduction:

3 min read

Introduction: Quality has been seen in human activities since ages. The evolution of Total Quality Management has taken place in a number of stages.

2 min read

Introduction: One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual.

3 min read

Introduction: One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual. Here the definition of quality focuses on everybody’s involvements in quality improvement for achieving quality goals at each stage of the process.

1 min read

Introduction: One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual. This definition is a functional one and is different from the earlier ‘exceptional’ definition.

2 min read

Introduction: The understanding of quality systems depends on two areas of thinking, firstly, the understanding of Total Quality Management and secondly, the general understanding of system.

2 min read

Introduction: The approach of the system contains a set of assumptions which are inherent in the model. System is associated with documenting internal organizational processes which are performed repeatedly to gain certification from an external validating body. Assumptions:

3 min read

Introduction: According to the new business management model, the key to improving as a leader is to establish key indicators of performance, track those indi-cators, and develop actions to improve. Quality leaders tend to apply what they say about quality to what they do. Leadership dimensions:

3 min read

Introduction: Most companies assume they know who their customers are, and they are probably right. But there are degrees of knowledge here and the greater the knowledge, the better your chances of satisfying customer requirements. The better you understand your customers, the more likely you are to satisfy their requirements. XEROX:

2 min read

Introduction: One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual. Here quality is equated with value for money and is assessed against such criteria as standards and reliability.

3 min read

Introduction: Experiences of the customer satisfaction of products and services are essential before improving the satisfaction of the customer. Therefore a system must be created for the continuous measurement, collection and reporting of quality facts.

3 min read

Introduction: In many companies, to build a quality management system which alone is closely focusing on ISO 9001, 9002 or 9003 has turned out to be a barrier against subsequent quality development with everybody’s participation.

2 min read

Introduction: Continuous improvement is directly linked with the high quality. The main aim of internal quality improvements is to make the internal processes ‘leaner’, i.e. to prevent defects and problems in the internal processes which will lead to lower costs.

3 min read

Introduction: TQM is process-oriented. Internal customers are a part of the processes of the firm. The active participation of top management in the annual quality audit is an important part.

2 min read

Introduction: One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual. Quality has different meanings for different people (Ishikawa (1976), Taguchi (1986), Deming (1982), Kano (1984), Scherkenback (1988), Juran and Gryna (1980). In general we will follow the definition of TQM by Kanji (1990).

2 min read

Introduction: As far as engineers are concerned, their role has been broadened to cover aspects of organisational competitiveness. The modern competitive nature of organisations has placed more emphasis on integrated roles and the ability to manage projects on a cross functional basis. Engineers:

3 min read

Introduction: The Quality Journey tears down outdated management pyramids, arguing instead for the need to build a whole new management pyramid one which can live up to the vision and challenges inherent in the definition of TQM. Management at all levels and in all departments just could not see that ‘total quality’ can only be achieved with the active participation of management. An apt name for this pyramid would be the TQM pyramid.

3 min read

Introduction: Engineering as a specialist profession has been perceived as no more than a support function which is not encouraged to contribute directly in adding value to organisational functions.

3 min read

Introduction: One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual. This transformative notion of quality is well established in Western philosophy and can be found in the discussion of dialectical transforms in the works of Aristotle, Kant, Hegel and Marx.

4 min read

W E DEMING Introduction: Deming’s main interest was in the application of statistical techniques. He was greatly influenced by the teachings of Walter Shewart. Deming stressed that the efficient use of statistical techniques ensures positive competitiveness in the market place and the obtainment of the desired returns. Deming strongly believes that quality improvement has to be management led.

3 min read

Introduction: It's not easy to collect, analyze, and act on customer satisfaction informa­tion on an ongoing basis. However, since the market and business change so fast, you could be out of business before you realize that customer sat­isfaction has göne in the ditch. Sources of customer information by Xerox:

3 min read

Introduction: Standardization is misunderstood in many companies and because of that we too often meet objections towards it. The standards act as barriers against continuous improvements instead of supporting improvements.

3 min read

Introduction: There are a number of factors which have led the Japanese to reach their present status as world leaders in manufacturing industry. The Japanese miracle is perhaps to be explained by a strong motivation to succeed, strong leadership, total commitment and belief in continuous improvement.

2 min read

Introduction: Organisational systems under TQM consist of a series of sub processes which can use inputs to convert them to outputs. The integrated approach is adopted for the achievement of a common goal/aspiration. The contribution from the engineering function has to be perceived as part of the total socio-technical process.

2 min read

Introduction: In the new management model, business begins with customer focus and ends with customer satisfaction, which are two sides of the same coin. The new management model is a closed-loop system driven by customer satisfaction. The shift in thinking:

2 min read

Introduction: The engineering profession has evolved in a dramatic way over the past few years. Engineers have in the past, been a difficult group to consider. Cultural snobbery has also added little credibility to the engineering profession and its uptake as a career in academic establishments.

3 min read

Introduction: Shingo has pioneered the area of Zero Quality Control, by asking similar questions to those asked by Taguchi. He developed the concept called Poka-Yoke (or fool proofing). Shingo put forward that the effort put into tightening tolerances does not necessarily raise costs of the production significantly.

2 min read

Introduction: TQM in its various forms appears to dominate business life nowadays. Quality in fact has been around for quite a long time and has progressed from stages of playing a purely reactive role (inspection) to its present prominence in shaping the competitive strategy of business.

4 min read

Introduction: Crosby argues that if management is serious about achieving ZD they have to be serious about prevention. He proposes some guidelines for managers which he calls the 'four absolutes of quality management'. Similarly to arguments raised by Deming and Juran, Crosby thinks that companies’ performance is reflected by their management’s attitudes to quality. Crosby theory:

3 min read

Control Charts The concept of control charts is one of the most powerful techniques for on-line capability of a process and in making continuous improvements in the process. Recall the ref ill length problem mentioned above. We can use control chart technique to effectively solve this problem. But, firstly, let us see how a control chart is constructed. Typically, a control chart is a two-dimensional graph in which x-axis represents the sample numbers and y-axis represents a quality characteristic. It has a solid center line (CL) and two dotted lines called upper control limit (UCL) and lower control limit (LCL) (see Fig.).

2 min read

Introduction: The IS0 9000 series standard was developed by the Technical Committee 176 of the International Standards Organisation (ISO) in 1987. IS0 9000 standard is increasingly being applied, so much so that the American National Standards Institute (ANSI) and the American Society for Quality Control (ASQC) have modeled a system based on the IS0 9000 series, called the Q90 series.

2 min read

Introduction: Quality Assurance (QA) means basically that Quality Control is conducted in a systematic manner. Quality Assurance is the term used by manufacturers, to describe the ‘administrative system’ put in place, to ensure that quality control (checks carried out by workers on a product / component) can be carried out effectively.

3 min read

Introduction: The basic reason for dealing with stratification is that it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods. The case was published in 1984 in Quality Control Circles at Work—cases from Japan’s manufacturing and service sectors.

2 min read

Introduction: A sound quality assurance system has to scrutinize dynamically each and every aspect of organizations’ activities, so that conformance to established standards is prevalent all the time. The role of any quality assurance system is in fact the provision of information to the right levels so decisions are made.

3 min read

Introduction: The basic reason for dealing with stratification is that it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods. The case was published in 1984 in Quality Control Circles at Work—cases from Japan’s manufacturing and service sectors.

3 min read

Introduction: BS5750 is a British Standard for quality assurance and ISO 9000 is the international equivalent. BS 5750 (1979) had some shortcomings because for world class competitiveness there has to be one common standard internationally.

3 min read

Introduction: Total Quality Control (TQC) has been defined in a variety of ways, all of which emphasize its important role in focusing on the various activities within organisations.

2 min read

Introduction: A scatter plot or scatter-graph is a type of mathematical diagram using Cartesian Coordinates to display values for two variables for a set of data. The drawback to using this method is that employees at the shop floor level very seldom have the necessary background for using such an ‘advanced method’.

3 min read

Introduction: Prioritization starts by comparing each row with the columns and asking the question: How important is the row alternative compared to the column alternative? The prioritization matrix, also known as the criteria matrix, is used to compare choices relative to criteria like price, service, ease of use and almost any other factor desired. THEORETICAL OUTLINE:

3 min read

Introduction: Leadership sets a company's vision and values. Customers indicate what to focus on. Strategic planning converts vision, values, and customer re-quirements into company goals. And the system stands ready to pursue those goals. But first the goals must be translated into requirements that rivet the attention of all employees. Methods to make the systems:

2 min read

Introduction: As with any decision a company must make, the better the data and infor-mation available to understand the situation and evaluate options, the better the decision. Data collected on the key indicators during the year are used to evaluate progress on the plan. Data and information:

3 min read

Introduction: The basic reason for dealing with stratification is that it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods. The case was published in 1984 in Quality Control Circles at Work—cases from Japan’s manufacturing and service sectors.

2 min read

Introduction: European customers expect U.S. companies to have their quality systems certified (audited) or registered to one of the standards of the series. This involves having an accredited independent third party registrar conduct an on-site audit of the company’s operations against the requirements of the appropriate ISO standard. Certification:

3 min read

Introduction: The idea behind the method was to be able to go through large amounts of information in an efficient way and, at the same time, to establish groupings of the information. If the affinity technique had not been used we would never have discovered the difference—a difference which is actually very important that you communicate to your customers.

3 min read

Introduction: The basic reason for dealing with stratification is that it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods. The case was published in 1984 in Quality Control Circles at Work—cases from Japan’s manufacturing and service sectors.

3 min read

Introduction: In Baldrige Award-winning application, Cadillac Motor Car Company wrote, "At Cadillac, the Business Plan is the Quality Plan". The planning pro­cess began every June, when the executive staff revievved current objec­tives to make sure they were aligned with corporate objectives.

3 min read

Introduction: When asked how to manage quality, the first thing Joe Steinreich says is, "Set an example." Communication helps managers and supervisors understand what employees go through to meet their requirements. Constant com­munication of shared values and expectations

2 min read

Introduction: QC is the use of techniques (mainly statistical) to achieve, maintain and try to improve on quality standards of products and services.

3 min read

Introduction: Process capability (PC) is the study which needs to be undertaken to determine whether the process is stable and whether it will remain stable. Process capability therefore is the ability of the process to meet customer requirements. Definition:

2 min read

Introduction: There are three levels of quality. These include organization quality, process quality and individual quality.

2 min read

Introduction: Employee involvement works, but only as a way of running a business. it is not something to dabbie in. it does not work as a short-term solution or an intriguing experiment. it is truly a Pandora's box, tempting to öpen but powerful enough to change your world forever. Employees who have been trained, em-powered, and recognized for their achievements see their jobs and their companies from a different perspective.

2 min read

Introduction: The matrix diagram displays the relationship between two or more qualitative variables. There are a number of different forms of matrix diagram. Types of the matrix diagrams:

2 min read

Introduction: Statistical Quality Control (SQC) is used to measure the degree of conformance of raw materials, processes and products to previously agreed specifications.Statistica1 quality control (SQC) is the term used to describe the set of statistical tools used by quality professionals.

2 min read

Introduction: There are two categories of tools and techniques used in quality improvement - Ishikawa's seven tools and the seven new tools for managing quality.

3 min read

Introduction: With operations and field personnel scattered across the country, AT&T Consumer Markets Division (CMD) needed a way to encourage individual initiative and self-directed responsibility vvithout compromising the integrity of its communication network. Approaches:

2 min read

Introduction: Once the plan has been irnplemented, managers and employees report progress on action plans and objectives. The employees participate in the reporting process as members of teams that work on related issues or as representatives of their departments. Zytec and Cadillac strategy:

2 min read

Introduction: Quality systems can be perceived as the part which converts statements of objectives into real outcomes. Quality systems are intended to implement the desired objectives and make quality part of every activity within the business and everyone's responsibility.

3 min read

Introduction: TQM tools and techniques are the ON-LINE methods of finding out if customer requirements are met both internally and externally. Tools and techniques are therefore the sensors which can be used in every process of business to establish the standard of quality at each stage of each process by ensuring that there is total compliance with customer requirements. Ways of using tools and techniques:

2 min read

Introduction: Processes within business organisations are no exception and are often subject to variation. There are two causes of variation - common causes and special causes. Common and special causes of variation:

2 min read

Introduction: The use of tools and techniques is essentially intended to dissect processes, understand them better, know about the activities involved and propose solutions which can be implemented, controlled and monitored. TQM is about the control of processes business wide.

3 min read

Introduction: The basic reason for dealing with stratification is that it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods. The case was published in 1984 in Quality Control Circles at Work—cases from Japan’s manufacturing and service sectors.

2 min read

Introduction: A quality policy is meaningless if it is not accompanied by a quality system which in turns needs to rely on continuous improvement for the realization of set objectives.

2 min read

Introduction: Traditionally, processes have been defined as series of transformations of inputs into outputs. The key characteristics of this description of a process are that transformation means adding creating value in one of three forms.

2 min read

Introduction: Quality refers to certain standards and the ways and means by which those standards are achieved, maintained and improved upon. One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual.

4 min read

Introduction: The implementation of a good quality assurance system has to be conducted without any time constraints and also has to have the various essential building blocks of climate, readiness, resources and commitment. Success in the implementation of quality systems hinges on the professionalism, personality, knowledge, objectiveness and rationality of the auditor. It is therefore of paramount importance that the selection procedure be based on the above criteria and training has to be adequately carried out. Commitment: The policy statement

2 min read

Introduction: The function of strategic planning in the new management model is to align all the efforts of the organization to customer satisfaction, quality, and operational performance goals. Zytec calls its process (which is patterned after the Japanese hoshin kanri) management by planning.

2 min read

Introduction: Quality standards are not mandatory requirements and are issued as guidelines to be implemented by any organisation. Contents of a typical quality systems standard:

3 min read

Introduction: The best strategic plans include specific measures for achieving every objective, a means for gathering and publishing data on these measures, and a process for timely review by management. it is critical to identify, col-Iect, and use the right data; otherwise, continuous improvement on the company's most important areas cannot be made.

3 min read

Introduction: The purpose of TQM is to instigate a culture based on establishing Zero Defect and therefore Zero Inspection. This can only take place by prevention through the utilisation of Ishikawa techniques or Statistical Process Control (SPC) techniques.

3 min read

Control Charts The concept of control charts is one of the most powerful techniques for on-line capability of a process and in making continuous improvements in the process. Recall the ref ill length problem mentioned above. We can use control chart technique to effectively solve this problem. But, firstly, let us see how a control chart is constructed. Typically, a control chart is a two-dimensional graph in which x-axis represents the sample numbers and y-axis represents a quality characteristic. It has a solid center line (CL) and two dotted lines called upper control limit (UCL) and lower control limit (LCL) (see Fig.).

3 min read

Introduction: There are two different types of ‘checks’ in the quality improvement cycle (the PDCA cycle). Do phase:

3 min read

Introduction: The model for the European Quality Award includes the whole company and all elements of the new management pyramid (the TQM pyramid). The European Foundation for Quality Management (EFQM) initiated this Award. This yearly award is recognized as the most successful exponent of TQM in Europe for that particular year.

2 min read

Introduction: ‘Quality story’ has become a standardized quality improvement process in which Japanese quality circles are trained to follow. ‘The seven tools of quality control’ is a phrase which originated from Japan and is inseparable from quality circles.

3 min read

Introduction: The Pareto diagram is a graphic depiction showing both the relative distribution as well as the absolute distribution of types of errors, problems or causes of errors. The Pareto diagram indicates the type of error (problem) to be reduced first to improve the production process. Need for the Pareto analysis:

3 min read

Control Charts The concept of control charts is one of the most powerful techniques for on-line capability of a process and in making continuous improvements in the process. Recall the ref ill length problem mentioned above. We can use control chart technique to effectively solve this problem. But, firstly, let us see how a control chart is constructed. Typically, a control chart is a two-dimensional graph in which x-axis represents the sample numbers and y-axis represents a quality characteristic. It has a solid center line (CL) and two dotted lines called upper control limit (UCL) and lower control limit (LCL) (see Fig.).

2 min read

Introduction: The main aim of internal quality improvements is to make the internal processes ‘learner’, i.e. to prevent defects and problems in the internal processes which will lead to lower costs. From the beginning it was stressed that the QC problem-solving process was as important as the result. Problem solving process:

2 min read

Introduction: Assessment is done like the way as in the skating competition. In this scores are given both for the artistic impression and for the technical performance. ENABLERS

3 min read

Introduction: The model for the European Quality Award includes the whole company and all elements of the new management pyramid (the TQM pyramid). The European Foundation for Quality Management (EFQM) initiated this Award. This yearly award is recognized as the most successful exponent of TQM in Europe for that particular year. It appears that the model consists of nine elements grouped in two halves, one of which comprises the enablers of the company and the other the results. THE MODEL:

3 min read

Introduction: The basic reason for dealing with stratification is that it enables an effective causal analysis to be carried out and so improves the design of effective prevention methods. The case was published in 1984 in Quality Control Circles at Work—cases from Japan’s manufacturing and service sectors.

4 min read

Introduction: Quality refers to certain standards and the ways and means by which those standards are achieved, maintained and improved upon. One can find a number of definitions of quality. Definition of the quality will be influenced by how well numerous aspects of performance are able to provide satisfaction of multiple wants and further distinguished by the subjective importance attached by the individual. Various definitions of quality:

2 min read

Introduction: The model for the European Quality Award includes the whole company and all elements of the new management pyramid (the TQM pyramid). The European Foundation for Quality Management (EFQM) initiated this Award. This yearly award is recognized as the most successful exponent of TQM in Europe for that particular year. The model for the European Quality Award includes the whole company and all elements of the new management pyramid (the TQM pyramid). The European Foundation for Quality Management (EFQM) initiated this Award. This yearly award is recognized as the most successful exponent of TQM in Europe for that particular year.

3 min read

Control Charts The concept of control charts is one of the most powerful techniques for on-line capability of a process and in making continuous improvements in the process. Recall the ref ill length problem mentioned above. We can use control chart technique to effectively solve this problem. But, firstly, let us see how a control chart is constructed. Typically, a control chart is a two-dimensional graph in which x-axis represents the sample numbers and y-axis represents a quality characteristic. It has a solid center line (CL) and two dotted lines called upper control limit (UCL) and lower control limit (LCL) (see Fig.).

3 min read

Control Charts The concept of control charts is one of the most powerful techniques for on-line capability of a process and in making continuous improvements in the process. Recall the ref ill length problem mentioned above. We can use control chart technique to effectively solve this problem. But, firstly, let us see how a control chart is constructed. Typically, a control chart is a two-dimensional graph in which x-axis represents the sample numbers and y-axis represents a quality characteristic. It has a solid center line (CL) and two dotted lines called upper control limit (UCL) and lower control limit (LCL) (see Fig.).

1 min read

Introduction: The seven tools for quality control can be applied in different parts of the PDCA cycle.

2 min read

DETERMINE THE TIME FOR EACH STEP:

2 min read

Introduction: The objective of the technique is data reduction and identification of the hidden structure behind an observed data set. Matrix data analysis is a very effective technique to help you to discover the structure of large data sets. Quality management technique:

2 min read

Introduction: A histogram is a graphic summary of variation in a specific set of data. The data which are presented in histograms are variables data, i.e. time, length, height, weight. Steps in constructing the histogram:

3 min read

Introduction: Modern measurement of quality should of course be closely related to the definition of quality. Improvement is not about measurement; however effective measurement and data collection plays an important role. Defining measurement system:

3 min read

Control Charts The concept of control charts is one of the most powerful techniques for on-line capability of a process and in making continuous improvements in the process. Recall the ref ill length problem mentioned above. We can use control chart technique to effectively solve this problem. But, firstly, let us see how a control chart is constructed. Typically, a control chart is a two-dimensional graph in which x-axis represents the sample numbers and y-axis represents a quality characteristic. It has a solid center line (CL) and two dotted lines called upper control limit (UCL) and lower control limit (LCL) (see Fig.).

2 min read

Introduction: Improving the system of care is done by a team which involves all staff whose work is part of the process being improved. Improvement teams should therefore be formed in those parts of the company where the survey has indicated opportunities for improvements. Establish an improvement team:

2 min read

Introduction: Zero defect aims at producing goods and services right first time and every time. Maintenance is an opportunity for achieving the production of goods and services right first time. Zero Breakdown, similarly to Zero Defects is perhaps difficult to achieve but should be aimed at as a long term objective. Zero defect:

2 min read

Introduction: Armstrong BPO demonstrates, in myriad ways, that it values its employees. As BPO shows, employee loyalty equals customer loyalty—which equals improved financial performance. Non-negotiable:

3 min read

Introduction: The use of statistical techniques based on frequency rates is inappropriate in the context of TQM. Frequency rates are descriptive statistics and as such they have no power in determining performance improvements. Accident frequency rate charts

3 min read

Introduction: Western managers are now aware of the importance of establishing a measuring system which includes measurements from the process (management as well as production processes) which enable the results and also measurements of the results. it is important that management and the employees in the various firms and processes take the time needed to determine whether the examples shown here can be used or whether there are alternative possibilities for both quality checkpoints and quality control points. Defects:

2 min read

Introduction: A safety strategy for TQM success would however place emphasis on risk elimination (Zero Risk) rather than risk minimization. One would find that there will be an optimum point where expenditure on safety would be most effective after which, other factors have to be considered before further improvements can take place. Safety effectiveness and risk reduction:

3 min read

Introduction: The distinction between rewards and recognition is that reıoards are usually monetary, and recognition is an action or activity that is not monetary. Examples of rewards are bonuses, cash awards, trips, and merchan-dişe. Examples of recognition are company awards, department or team awards and special events, individual awards, and personal thank-you's.

3 min read

Introduction: In the new management model, relevant information is required to im­prove the system, not to fix blame. If a process goes out of control, infor­mation about that process is used to bring it back into control, not to seek out the responsible people and chew them out. This is true whether the process involves manufacturing a widget or managing people. it is the reason companies that embrace the new model need to do a better job of collecting information about employee satisfaction. Employee survey:

3 min read

Introduction: In the new management model, the role of employee rewards and recognition—such things as performance appraisals, compensation, recognition programs, and promotion systems—is to support the achievement of the company's goals. This aspect of the system is usually not among the first to receive attention, nor should it be when a company is still figuring out how to satisfy customers, manage processes, and involve employees. Opposing viewpoints:

3 min read

Introduction: The rush to improve quality frequently leads to poor decisions about what kind of training to provide. The mistakes suggest a more effective way of determining your company's training needs, a process anchored in the business management model. Common mistakes: The rush to improve quality frequently leads to poor decisions about what kind of training to provide. These are some of the most common mistakes:

3 min read

Introduction: The wide application of computerized systems has raised many questions on safety. There is limited data available on accidents involving robots since their application is not wide spread as yet. Safety of robots:

3 min read

Introduction: It is essential to avoid the creation of myths in connection with an employee survey. Besides the questionnaire, results from previous surveys may be valuable to present and discuss.

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Introduction: Implementation of TPM is approached differently by manufacturing organisations. The implementation of a comprehensive TPM programme has to be a top down approach.

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Concept of Zero Risk: Under the concept of Zero Risk, safety performance needs to become more of a preventative effort by identifying possible hazards and eliminating them before they develop into major disasters. Management responsibility in the implementation of safety policy:

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Introduction: Safety legislation has always been vague and words such as ‘reasonably practicable’ have meant that standards of safety are never set and organisations are not encouraged to raise their standards more than legally required. The strategic relevance of TSS:

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Introduction: Safety is perhaps one of the pillars which can support organisations so that they can enjoy a high level of respectability. Building a reputation for high quality is perhaps an opportunity which does not repeat itself very often.

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Introduction: It appears that maintenance costing has always been conducted in a cavalier manner without real effort in trying to incorporate all costing aspects. The various costs of maintenance can be represented by a curve.

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Introduction: Evaluating the extent and effectiveness of training requires the identification and use of key indicators for each. The effectiveness of quality (and related) training is harder to measure. Many companies tie general improvements in quality to the completion of training. Extent of training of various companies:

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Introduction: The different quality organizations use different definitions and the definitions may also be changed over time. The new perspective moved from satisfying the customer’s expressed requirements to meeting the latent needs of the customer. Measurement of the quality:

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Introduction: In the new management model, employees make the system ıvork. They interact with customers, translate customers' requirements into products and services, manage and improve processes, work with suppliers, determine and use measurements, compare their processes to others, contribute to their communities, and perform all the other tasks that turn a building filled with equipment into a successful business.

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Introduction: To create loyal employees, you need a comprehensive plan that addresses every element that produces loyalty. Armstrong BPO provides an excellent example. The elements of the performance model are evident in companies intent on creating a high-performance work environment.

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Introduction: The quality of a company, like the quality of a team, depends on the continuous improvement of every member. A training program that recognizes who needs what types of specific training has an advantage over any program that provides only one course in quality for all employees. Quality training:

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Introduction: The shift in thinking about rewards and recognition reflects a shift in thinking about employees as a resource, not a commodity. The issue quality leaders are addressing is how to align their compensation and recogni­tion programs with their new management model so that employees are rewarded and recognized for their achievements and motivated to do even better. Principles of quality management:

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Introduction: Recognition and reward programs are generally accepted as valuable sup­port for a company's agenda, but a consensus on performance assessments is not as easily achieved. Most business-people would agree that perfor­mance reviews conducted according to the principles of quality management fit neatly into the drive for continuous improvement.

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Introduction: Maintenance, similarly to a large number of other activities, has been conducted in an ad-hoc manner in most manufacturing organisations. Total Quality Management is aimed at satisfying customer requirements. Implementation of TPM is approached differently by manufacturing organisations. Example A: One of Eastman Kodak’s subsidiaries has implemented TPM successfully using the team approach. Tennessee Eastman Company (TEC) has defined TPM as follows:

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Introduction: Preferring to train internally, Globe does not bring in consultants to conduct training programs. However, Globe does take advantage of training offered by its customers. Like Globe, Eastman does most of its trainine internally. Half of the training is done in the line units. The rest is handled by staff groups or outside trainers. Customizing the materials for each business unit makes the information more relevant. Whatever training is offered, the company is sensitive to the demands on its employees. Northern Trust:

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Introduction: The actual questionnaire should not be too comprehensive. Experience has shown that there should not be more than 30–40 questions. Groups in the employee survey:

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Introduction: The direct quality and preference measurement has been developed in a marketing context but the economic field has also been working with quality measurements for a number of years. By introducing the hedonic technique it is possible to obtain much more information about the nature of the relationship between price and quality than would be the case if a traditional correlation study were used. AN OUTLINE OF THE HEDONIC THEORY:

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Introduction: Behaviour modification for TSS can be part of an integrated effort in modifying the behaviour of workers so that quality, efficiency, creativity and safety are optimized. The answer lies in not only carrying out semantic and symbolic changes but a committed effort in behaviour modification through continually educating, training, involving and rewarding people for their contribution on an everyday basis meeting organisational objectives.

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Introduction: Larry Moore, who was then di-rector of education, remembers chairman Mike Plumley bumping into an employee who had had 30 hours of SPC training. Companies that want to improve quality fire up a quality training program early in the process. MODELS OF EXCELLENCE

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Introduction: The concept of quality has changed dramatically during the last decade or so. Few companies have the luxury of focusing on customer satisfaction to the point where making money is almost an afterthought. Efforts to satisfy customers obviously cannot be allowed to wipe out a company's financial resources, but improving customer satisfaction can stili be the company's driving force.

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Introduction: Efforts to satisfy customers obviously cannot be allowed to wipe out a company's financial resources, but improving customer satisfaction can stili be the company's driving force. All results are obtained under the assumption that financial restrictions are without importance in the company. If costs are subject to a restriction this is easily incorporated in the results and it will not lead to dramatic changes. THEORETICAL CONSIDERATIONS:

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STEP 12: The results of a customer satisfaction survey should also be used at the strategic level. The quality map is a perfect instrument for this. Usually strategic discussions will take place using a SWOT analysis, i.e. identifying strengths, weaknesses, opportunities and threats. Using the quality map the SWOT elements can be identified.

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Introduction: Maintenance, similarly to a large number of other activities, has been conducted in an ad-hoc manner in most manufacturing organisations. Total Quality Management is aimed at satisfying customer requirements. Total Preventative Maintenance is a continuous improvement activity. Total Preventative Maintenance can have a strong strategic relevance. TPM can have a great impact on the operational infrastructural decision making processes. The planning, scheduling and control of operations depends to a large extent on process capacity and capability.

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Introduction: One of the main control points of ‘human quality’ is employee satisfaction; which should be measured and balanced in the same way as customer satisfaction. It is crucial to the success of the survey that the employees feel that the survey is their own. They should therefore be included in designing the survey.

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Introduction: Maintenance, similarly to a large number of other activities, has been conducted in an ad-hoc manner in most manufacturing organisations. Total Quality Management is aimed at satisfying customer requirements. Total Preventative Maintenance is a continuous improvement activity. To achieve the above objectives, a comprehensive maintenance function has to address planned and unplanned activities, routine and long-term decisions on prevention. Definition:

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Introduction: The evolution of training from a tactical response to an urgent need and then to a strategic initiative designed to give a com­pany a competitive advantage is an example of the dramatic shift in thinking the new management model requires. Key to effective training:

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Introduction: It is generally believed that there are three main patterns of equipment component failure. Failure patterns:

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Introduction: In the following, the technique of quality measurement will be described via two cases from Danish trade and industry. In both cases the consumers are regarded as being heterogeneous. MEASUREMENT OF SUBJECTIVE QUALITY: CASE FROM A DANISH TEXTILE FACTORY

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Introduction: The exchange of experiences is important as regards continuous improvements and general motivation in the firm. An employee's poor job performance can be improved with a simple meeting - if it is done with professionalism and sensitivity. Importance of the conference:

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↵ Introduction: "Satisfied employees produce satisfied customers." in the old style of management, the one or two people who actually believed this statement interpreted it to mean that happy employees cared more about the quality of the widgets they were assembling than disgruntled employees did.

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Introduction: Low commitment or not enough commitment’ is a common expression. It is important to ask what is meant by commitment. Managers would like optimized throughput, cost reduction and short term focus. There are three pillars essential for the generation of high levels of commitment

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Introduction: Communication can be characterized by suppliers’ breadth of knowledge and their level of understanding of customer requirements. This is usually a two stream process, as good communications generally mean that a large amount of useful and beneficial information is fed back to the supplier. Communication processes can be simplistic or complex. Most of the information and facts can be relayed back by personal contacts. An explanatory model on suppliers’ communication strategy for existing customers:

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Introduction: Suppliers of technological systems tend to test performance of their processes by using a range of materials/components known to them and which are available in the market place. This may inhibit process flexibility if they have not taken into account materials being developed in the future. The extended customer-supplier model suggests that both suppliers of process equipment have to work much more closely together, if they have developed long term partnerships with the same customer.

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Introduction: Customer-supplier chains are probably the most central issue for TQM. There is growing realization that the business cycle does not stop within the confined boundaries of organisations. Customer-supplier chain formation therefore is the process of establishing the necessary links so that the ultimate goal of enlightening the customer can become realizable.

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Introduction: Corporate culture however is at the heart of any organisational system. It has history, a past and a present, and is affected by management systems, people, structures, processes and externally by society and the wider environment. The term 'social energy' seems to be at the heart of corporate culture. The corporate culture change therefore can take any of the above forms. It will depend on the status of the organisation concerned, its history, values, beliefs, systems and type of leadership.

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Introduction: There is a difference between a company's ability to achieve customer satisfaction and its ability to secure their long term commitment. Commitment usually is followed by collaboration which leads to the establishment of a partnership. Most customer commitment takes place at the strategic level, where decisions are made based on the information received. Customer satisfaction versus Customer commitment:

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Introduction: The implementation of a good quality assurance system has to be conducted without any time constraints and also has to have the various essential building blocks of climate, readiness, resources and commitment. Success in the implementation of quality systems hinges on the professionalism, personality, knowledge, objectiveness and rationality of the auditor. In this modern world the implementation of the TQM process is one of the most complex activities that a company can undertake, because it requires cultural change for everybody.

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Introduction: In the new management model, companies work very hard at bringing their customers into their organizations. They have learned from experience that constant communication solidifies customer relationships. Communication is much easier when:

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Introduction: Power however is another important task that leaders have to be able to manage and control. Power affects individuals differently. It is almost impossible to predict how different leaders will behave under the influence of power. Power has a dual effect. In the context of TQM and particularly during the drive to establish customer-supplier chains, power has to be considered at both the 'servant and master' levels.

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Introduction: The external customer-supplier chain can be considered from the supply angle and from the customer angle. The supply chain has evolved from an era where manufacturing organisations were most concerned with controlling the flow of materials/components from their suppliers, to an era where supply chain management started to become concerned with supplier management, material management, information flow, customer service and long term relationships.

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Introduction: Every employee in any organisation is expected to play a dual role as a provider of goods/services and as a customer. Expectations management is the process by which expectations can be satisfied or exceeded. The outcome of expectations management leads to enhanced consideration of quality (behaviour modification) and if this process is repeated, quality becomes a self-motivation outcome.

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Introduction: The role of leaders in any organisation is to form a corporate identity which will enable the company to compete and be recognized. Corporate identity is usually defined by a mission statement, which sets any business apart from rivals and main competitors. Campbell who wrote a book on ‘a sense of mission’ argues that a mission statement needs to reflect purpose, strategy, values and behaviour standards.

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Introduction: In the new business management model, the design process has been commandeered from the hands of an elite corps of engineers and delegated to a host of internal experts. People from marketing, engineering, manufacturing, and other rapidly disintegrating silos come together during the design process to address every aspect of design, production, delivery, and service. American Express Financial Advisors and Custom Research

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Introduction: The implementation of a good quality assurance system has to be conducted without any time constraints and also has to have the various essential building blocks of climate, readiness, resources and commitment. Implementation:

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Introduction: Management and leadership tend to complement one another. Strong leadership with weak management is no better than strong management with weak leadership. Similarly to leadership, there are various management styles which can be adopted by organisations, most of them can be effective in some respects and perhaps reflect weaknesses in other areas. Effective management therefore is the best approach to combine management with leadership. Difference:

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Introduction: People are drawn to them by their power of conviction and visions of reality. Charisma however is not just good speaking and public popularity, with a strong personality. Charismatic leaders may have problems matching vision with an accurate picture of reality since they may have problems achieving control, rely too much on positive feedback and may be too reluctant to break bad news and deliver unpleasant messages.

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Introduction: The traditional method is to record costs as they arise (e.g. wage costs, material etc.) or are thought to arise (e.g. depreciations). However, this method is only applicable in calculating visible costs. The method builds on the basic principle of benchmarking where differences in quality and productivity may be revealed by comparing firms competing in the same market. Method: The method is as follows. Let Pjt stand for the ordinary financial result of company j at time t, and let Pjt/Nj stand for the ordinary financial result per employee. Nj denotes the number of employees, converted to full-time employees, in company j. Assume also that there are m comparable firms competing in the same industry/market. Now let the m competing firms be ranked as follows:

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Introduction: Good relationships require constant communication. Randall's is quick to point out that an important part of communication is active listening. Good relationships also require close contact. Companies that do not enjoy such frequent interaction can still make it easy for their customers to stay in touch. Thomas Interior Systems:

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The Japanese Zaibatsu model: The Japanese Zaibatsu model assumes that there is a strong relationship between a customer (Original Equipment Manufacturer) and a supplier company (first tier). The latter manage their own relationships with their suppliers with whom they have established long term partnerships (second tier) and so on. It is anticipated under this arrangement that no changes at all take place at the first tier level where the ties are strong. Any changes that take place occur at the second or third tiers. The customer (Original Equipment Manufacturer) may have direct dealings with second tier suppliers.

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Introduction: Customer-supplier chains based on the JIT philosophy and the regularity of supplies of components and materials is well documented Customer-supplier chains based on technological innovation is less well documented however. More and more technological sophistication is being introduced and issues of compatibility, integration, optimization, flexibility and maintenance are constantly being raised. Patterns of AMT user-supplier relationships:

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Introduction: Intel develops its next stars through a design process that relies heavily on input from three sources; the people who use computers run by Intel chips; customers; and the architects, engineers, marketing people, and other experts at Intel. The company has a formal process for soliciting the views of its end users: a consortium, consisting primarily of information systems man-agers, meets every four months in the United States and Europe, and every four to six months in Asia. INTEL’S STEPS TOWARDS CUSTOMER:

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Introduction: According to independent surveys, Custom Research Inc. (CRI) is a leader in its industry. Unlike American Express Financial Advisors, however, it has no plans for a major redesign of its organization. it has been customer driven since it was founded in 1974, and that customer focus permeates its design process. Like many small companies, Custom Research is responsible for a piece of a much larger organization's process. in CRI's case, that piece frequently fits into the client's design process. CUSTOM RESEARCH:

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Introduction: A strong leader is not a vulnerable leader and therefore welcomes feedback and criticism, so that what is put on track all the time is the organisational objective which everyone supports and would like to achieve. Strong organisations are those which plant the seeds today so that the harvest tomorrow will be better.

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Introduction: There are many ways in which benchmarking can be applied. Rank Xerox, for one, has its own procedure divided into 10 steps. Benchmarking is the only real way to assess industrial competitiveness and to determine how one company's process performance compares to other companies.