Professional Documents
Culture Documents
QUALITY ASSURANCE
QUALITY CONTROL
QUALITY SURVEILLANCE
Q Surveillance - done on inspectors (Audit) i.e., on inspected products - Fact finding exercise
Usually done in MNCs where locations are numerous. Not usually done in a single firm.
A) Traceability B) Elements related to Measurement and Recording C) Control of Work Instruction D) Documents and Records
Traceability
Helps identify better the cause Leads to unique identification of - Men - Materials - Processes - Tools - Suppliers etc. Barcodes, batch nos. in medicines-common
The workperformer is the ultimate authority eg. Handle with care. He is the authority to execute the task Amply supported by training and retraining - usually done on the shop floor
Tier II : Process Document - Procedures for controlling Tier III : Work Instructions - Stamping-letter size, painting,
engraving, label font etc.
There is no restriction on the manner of documentation - Variable from industry to industry; firm to firm Formats are variable: - Fill up blanks - electronic form - Table form
Q FUNCTION REORGANISATION
benchmark Rate of improvement x Target
Maintenance organisations established to take up activities to achieve conformance -Creating change consisting of processing small, similar changes eg: new colors, sizes, shapes Parallel Organisations for creating changeimportant approach to innovation eg: Q C, Q I project teams, Biz.process QM May be permanent or adhoc(B P vs.QI team) Mandatory/Voluntary (Q.Council Vs Q Circle)
MANAGING PROCESSES
HR, IT Long range planning process CONVENTIONAL ORGANISATIONS RESTRICT TO THIS SECTOR ONLY Investments,
Modernisation
Resource Mgt Process
Contract Related Processes Marketing, Sales,Engineer,Procurement, Despatch, Billing, Cash collection, Servicing
Five Fingers of Measurement of Quality - Quality - Cost - Delivery Time/ Cost time - Safety - Morale - Physical Maturity- presence of employees, coming on time - Emotional maturity performance of work, productivity norms - Intellectual maturity participation in crossfunctional discussions
Role of Upper Management Establish and serve on a Q Council Establish Q policies Establish and deploy Q goals Provide the resource Provide problem oriented training Serve on upper management QI teams which address chronic problems of an upper management nature Stimulate improvement Provide for reward and recognition
Price paid for active leadership- 10% of the time for upper mgt. 3 natural phases of Q effort and role of upper management in each phase euphoria initial problems solved Slow down tougher problems require more time
Settling in making improvement process a permanent part of the co.
Q COUNCIL Membership comprises line and staff When Q becomes a way of life the Q C ideas blends with upper management agenda.
Activities of QC include
Formulating Q Policy Establishing major dimensions of Q problem Establishing infrastructure- Q Councils, project System role and responsibility assignment Planning for training at all levels Establishing support for teams Providing for coordination Establishing new measures for progress review Revising merit rating approach Designing a plan for recognition Establishing a plan for publicity of Q related activities
CHALLENGES W.R.T. a Q I cross functional team: - No hierarchical authority as they come from various departments - Team members serve part time, have priorities back in their home departments
Hence high merit in technical areas, soft skills, personal commitment - critical
ROLE OF WORKFORCE
Nominating Q problems for solutions Serving as members of various types of Q teams Identifying elements in their own job Becoming knowledgeable on the needs of the customers