preston univeristy tqm final term question

7/24/2019 preston univeristy tqm final term question

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Quality and Business Performance

One factor above all others-quality-drives market share. And when

superior quality and large market share are both present protability is

virtually guaranteed.

There is no doubt that relative perceived quality and protability are

strongly related. Whether the prot measure is return on sales or

return on investment business with a superior product!service o"ering

clearly outperform those with inferior quality

#ven producers of commodity or near-commodity products seek and

nd ways to distinguish their products through cycle time availability

or other quality attributes. $n addition to protability and market share

quality drives growth .The linkages between these correlates of quality

are shown in gure%-%.

&uality can also reduce costs. This reduction in turn provides an

additional competitive edge. 'igure %-% includes two types of quality.

(ustomer driven quality and conformance or internal specication

quality

Common themes of these three Gurus

$nspection is never the answer to quality improvement nor is )policing*.

$nvolvement of leadership and top management is essential to the necessary

culture of commitment to quality.

A program for quality requires organi+ation-wide e"orts and long term

commitment accompanied by the necessary investment in training.

&uality is rst and schedules are second.

14 Steps of Crosby

1. Commitment of Management

First and foremost, management must be committed to improving thequality in a company. This commitment must also be transparent to all

employees so that proper attitudes toards a !ero "efect product or serviceline are modeled.


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#. Formulate the $uality %mprovement Team

Forming a quality improvement team is the second step to achieving totalquality management. Searchfor team members ho ill model quality

improvement commitment, and ho are not already over&committed toother pro'ects. The quality improvement team should be able to effectivelycommit themselves to improvement of quality.

(. Measure for $uality in Current )ractices

*efore you can establish a plan for improvingquality, you first have to +no

eactly here your products and services lie hen it comes to conformingto requirements. Thus, the third step on Crosby-s list is to measure

quality. "eterminehere there is room for improvement and here potential

for imrpovement eists.

4. hat ill the Cost of $uality *e/

0o much is your cost of nonconformance to standards/ hat is the cost for

quality/ *y ansering these questions, you can demonstrate to all companyemployees that there is a need for a quality improvement system. plain

ho the cost of quality figures into the overall company plan.

2. $uality 3areness is Central to Success

ou ill need to raise employee aareness to the importance of quality

management. *y doing this, and ma+ing quality a central concern toemployees, you ill increase the li+elihood that your quality improvement

efforts ill be reali5ed.

6. 7emember the $uality )roblems/ Ta+e Corrective 3ction

*y no, you ill have determined hat your company-s quality problemsare. %t is no time to ta+e corrective action to eliminate the defects that

have been identified. *e sure that you install a system, using causal analysistechniques, to ensure that these problems don-t reoccur in the future.

8. )lan for !ero "efects
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ou need to create a committee to ensure that there are 5ero defects in yourproducts and services. For Crosby, it-s not enough, remember to have 9as

fe as possible9 defects. %nstead, you really need to have this number at5ero & establish a 5ero&defect tolerance in your company.

:. )ractice ffective Training for Supervisors

nsure that your supervisors can carry out the tas+s required of them for

maintaining quality. *y practicing supervisor training, ith quality in mind;and the four absolutes

0old a quality event, called a 5ero defects day, here all employees aremade aare of the change that has ta+en place. *y holding a 5ero defectsday in your company hen implementing a total quality management

pro'ect, you can be sure that you are increasing aareness for quality inyour or+place.

1?. %nvolve veryone in @oal Setting

3fter implementing a change, you ill need to ensure that you involve

everyone & both employees and supervisors & in the goal setting process. *ybringing everyone in the company in on setting goals for improvement, you

can ensure greater commitment to achieving 5ero defects.

11. liminate Causes of rrors

rror&cause removal is necessary for the successful implementation of any

quality improvement effort. ncourage your employees to come tomanagement ith any obstacles or issues that arrise in attempting to meet

improvement goals. *y having employees communicate obstacles before

they become crises, you can avert many of the dampers for qualityimprovement efforts.

1#. %mplement 7ecognition for )articipants

The telfth step of Crosby-s 14 Steps is the implementation of employeerecognition. *y regularly recogni5ing those ho participate in quality


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improvement efforts, employees ill be much more li+ely to continue toparticipate.

1(. Create $uality Councils

*y bringing together specialists and employees, you can create a focused

effort toards creating lasting quality improvement implementations. Ma+esure your qualitycouncils meet on a regular basis.

14. Aather...7inse...7)3T>>>

$uality improvement doesn-t end because you have run out of the 14 Steps

of Crosby> %n order to really ma+e improvements in the quality of yourproducts and services, you ill need to do it over again...and again...and

again. Bo go get started on your quality improvement pro'ects>

The advantages of total quality management (TQM) include:

Cost reduction.hen applied consistently over time, T$M can reduce

costs throughout an organi5ation, especially in the areas of scrap, reor+,

field service, and arranty cost reduction. Since these cost reductions flo

straight through to bottom&line profits ithout any additional costs being

incurred, there can be a startling increase in profitability.

Customer satisfaction.Since the company has better products and

services, and its interactions ith customers are relatively error&free, there

should be feer customer complaints. Feer complaints may also mean that

the resources devoted to customer service can be reduced. 3 higher level of

customer satisfaction may also lead to increased mar+et share, as eisting

customers act on the company-s behalf to bring in more customers.

Defect reduction. T$M has a strong emphasis on improving quality

ithin a process, rather than inspecting quality into a process. This not onlyreduces the time needed to fi errors, but ma+es it less necessary to employ

a team of quality assurance personnel.

Morale.The ongoing and proven success of T$M, and in particular the

participation of employees in that success can lead to a noticeable


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improvement in employee morale, hich in turn reduces employee turnover,

and therefore reduces the cost of hiring and training ne employees.

Quality 101: W. Edwads !eming "1# $oints" E%&lained

The need for a or+ing understanding of basic quality management

systemstatistical principles is at the heart of "eming-s teaching. hile

accepting the 3S$-s Shehart Medal in 1=22, he commented that 9Statistical

theory has changed practice in almost everything. Statistical techniques, in

their ability to aid the discovery of causes, are creating a science of

management and a science of administration.9 0is quality process message,

directed primarily at management, is stated succinctly in his famous 1#

$oints fo Management

1)'eateconstancy of &u&ose fo im&ovement of &oduct andsevice.%nspire the or+ers to stay competitive in the mar+et and remind

about the importance of stability in 'obs and ne opportunities hich may

come up in later stages, as inducing a sense of purpose in producing quality

products ill or+ as the inspiration to or+ efficiently.

) do&tthe new &hiloso&hy.The customer demands and taste change

very fast and the competition in the mar+et gro at a rapid rate today, and

e have to accept ne philosophies according to the mar+et trends and

technology revolutions.

*) 'easede&endence on mass ins&ection. %nstead of inspecting the

product for quality after production, infuse quality at the beginning itself

ithproduction quality control, as this ill ensure no ra materials are

asted for the sa+e of quality.

#) Endthe &actice of awading +usiness on &ice tag alone. %nstead,

minimi5e total cost & move toards a single supplier for any item, on trust.

,) 'onstantly and foeve im&ovethe system of &oduction and

sevice.nterprise systems and services must +eep groing indefinitely in

order to catch up ith the competitive mar+et.

-) nstitutemoden methods of taining on the /o+.3 trained or+er

has more productivity and quality than an untrained one, so giving training

sessions ill drastically improve the quality of the person and directly it

helps in better product quality performance.
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) nstitutemoden methods of su&evision.3 company can display

stunning groth if potential leaders are identified and encouraged.

) !iveout fea.Creating a fearful impression in the employees does not

give more quality and productivity to or+. %f a person is not or+ing

illingly ith satisfaction then he can never do a or+ perfectly even if he

has the intention to be perfect in conscious mind, so driving out fear is

essential.

2) 3ea4down+aies +etween staff aeas.The or+ers in design,

sales, and production must or+ together to face problems and resolve

them, hich ta+es the company to better quality assurance

managementand also other profit ith better planning.

10) Eliminatenumeical goals fo the wo4 foce. Slogans orehortations call for more quantity in production than focusing on quality

control in manufacturing, hich ill severely damage the quality

management process. mployees should have a calm and quiet quality

atmosphere in the company.

11) Eliminate wo4 standads and numeical quotas.This focuses on

quantity rather than quality of product.

1) 5emove+aies that hinde the houly wo4e. Supervisor

responsibility must be focused on quality, not numbers. 3bolish annual ormerit rating and M*D completely.

1*) nstitutea vigoous &ogam of education and taining.3 person

must gro after 'oining a company, and letting them learn ne technology

and techniques ill increase employee longevity.

1#) 'eatea situation in to& management that will &ush evey day

on the a+ove &oints.Eust li+e products and services, every employee in a

company must or+ to accomplish the transformation.
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$ualities and traits of great leaders that you can learn and practice

o 6elf7assessment:ffective leaders periodically ta+e stoc+ of their

personal strengths and shortcomings. They as+ hat do % li+e to do/ hat

am % really good at/G hat are my areas of ea+ness, and hat do % disli+e

doing/G

Hnoing your areas of ea+ness does not ma+e you ea+I on the contrary,it allos you to delegate to others ho have those abilities, in order to

achieve the common goal. 7ather than clinging to the false belief that they

can do it all, great leaders hire people ho complement, rather thansupplement, their s+ills. or+ing on your areas of ea+nesses ill improve

your leadership ability J and recogni5ing them ma+es you more human.

o 6ha& &ece&tion:"o you +no ho people really perceive you/

ffective leaders do. They have an easy level of honest communication iththeir teams and their peers, and a thorough understanding of ho they areperceived. Testing othersK perception of you can be as simple as observing

their behavior. 3re your co&or+ers and team members relaed around you/

"oes all conversation stop hen you enter the room/

%f you really ant to +no hat people thin+, 'ust as+ them. ou mayreceive feedbac+ that youKre not listening or shoing appreciation as ell as

you could be. %f youKve established an environment of honest and opencommunication, you should be able to as+ about your good qualities and the

areas you need to improve on. our staff ill appreciate your effort.

o 5es&onsive to the gou&8s needs:*eing perceptive can also help a

leader be more effective in +noing the needs of the team. Some teamsvalue trust over creativityI others prefer a clear communicator to a great

organi5er. *uilding a strong team is easier hen you +no the values and

goals of each individual, as ell as hat they need from you as their leader.

o 9nowing the oganiation:ffective leaders +no the organi5ationKs

overall purpose and goals, and the agreed&upon strategies to achieve these

goalsI they also +no ho their team fits into the big picture, and the part

they play in helping the organi5ation gro and thrive. Full +noledge of yourorgani5ation J inside and out J is vital to becoming an effective leader.

o 'ommunicationJ @ood communication s+ills are required at every

level of business, but leaders must possess outstanding communications+ills. Auc+ily, this is a s+ill that can be learned.


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o Motivating teamsJ %nspiring others is the mar+ of an effective

leader. Motivation is best done by eample and guidance, not by issuingcommands.

o Team +uildingJ )utting together strong teams that or+ ell is

another trait of great leaders. The opposite is also true if a team is ea+and dysfunctional, it is generally a failure in leadership.

o 5is4 ta4ingJ ou can learn ho to assess ris+ and run scenarios that

ill help you ma+e better decisions. @reat leaders ta+e the right ris+s at the

right time.

o ;ision and goal settingJ 3 team depends on its leader to tell them

here they are going, hy they are going, and ho theyKre going to get

there. )eople are more motivated hen a leader articulates his or her vision

for a pro'ect or for the organi5ation, along ith the steps J or goals Jneeded to achieve it.

T


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'haacteistics ?f Effective 'ommunication

The real meaning of communication is getting the receiver and the sender

tuned together for a particular message. Communication ta+es place hen

one person transfers some understandable data to another person. %t also

includes the echange of thoughts, opinions, sentiments, facts, and

information beteen to or more persons. Feedbac+ is very important as itassures that your message should be properly conveyed to the receiver.

The essential features of an effective communication system are +eys for

productive communication. The chief principles or characteristics of an

effective communication system are as follos &

& Clearness and integrity of message to be conveyed.

& 3dequate briefing of the recipient.

& 3ccurate plan of ob'ectives.

& 7eliability and uniformity of the message.& To +no the main purpose of the message.

& )roper response or feedbac+.

& Correct timing.

& Lse of proper medium to convey the message properly.

& Lse of informal communication.

The folloing are some important guidelines to ma+e communication

effective &

& Try to simplify your thoughts before communicating your message.& ou must analy5e the intent of each and every message.

& Consider the overall physical setting henever you communicate.

& ou must discuss ith others, here appropriate, in planning

communication.

& *e careful hile communicating, of the overtone as ell as basic content of

your message.

& Ta+e the opportunity to suggest something of help or value of the receiver.

& Follo&up your communication.

& )repare yourself for transmitting the message in a proper ay.

& *e sure your actions support your communication.

& See+ not only to be understood but understand.


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Characteristics of @ood Communication

Completeness;conteteed+ac4 @ood communication often ill +eep this supply involving

feedbac+. Feedbac+ helps to ensure that this concept offers reached

toards meaning receiver.
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1?. Mutual inteest 3s soon as communication loo+s at the eye

involving equally sender and receiver, it can be dealt ith of the same

quality of good communication. Should the concept ignore the eye of

the receiverI communication may possibly donKt obtain its target.

11. @se of coect language @ood communication often uses

correct language. )roper language avoids uncertain as ell as comple

tet, misleading non&verbal cues, speciali5ed 'argons, poetic tet etc.

1#. 'onsideing the eceive 3 good communicator ponders the

receiverKs understanding, poer, aareness, origin etc. That greater

the poer as ell as acceptability associated ith communication.

1(. @se of coect media Selecting ideal media is etremely

needed for productive communication. This sender needs to choosethe ritten or perhaps common communication depending on the

characteristics as ell as the importance of the concept, availability of

the moment, price, receiverKs poer etc.

14. Em&hasiing on infomal elationshi& This communicator

demand to help give attention to determine laid&bac+ interactions ith

the radio along ith communication romantic relationship mainly

because it guarantees good results associated ith communication.

12. Effective listening This communicator can be a greataudience. She has to concentrate constantly the result on the receiver.

Therefore, the sender needs to possess the opportunity to find out the

receiverKs result constantly having because of endurance.


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6tatistical $ocess 'ontol (6$')

Stat ist ica l methods are analyt ica l too ls used to evaluate men,

ma te ri al s , Machi ne s, or pro ce ss es .valuations obtained by these

methods assist in maintaining desired result by using past history to predict

capabilities or trends. Such analytical methods are management

tools hich furnish data to all levels supervision for appropriate action.

uses s imple but poerfu l graphica l too ls to monitor the

process to improve qual i ty by decreas ing product var iabi l i ty.

This narroing of the l imits of var iabi l i ty does not stop h en

the product meets speci f icat ions, but cont inues thereafter for

cont inuous improvement to ma+e more uni form p roduct. The

ob'ect ive in the use of S)C fundamentals is process

improvement, to f ind and so lve problems and to reduce

var iat ion.

Some advantages of statistical techniques in interpreting engineering data

and controlling manufactured products are

N More uniform at a higher level.

N Aess aste by reduction of reor+ and scrap

N %mproved inspection by better planning and better eecution.

N 0igher production of good parts per man per machine hour.

N %mproved design tolerance.

N *etter plant relations through coordinated effort

6tatistical $ocess 'ontol E%&lained

Statistical )rocess Control ;S)C

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preston univeristy tqm final term question