QUALITY MANAGEMENT

CURRENT DEMANDS FROM ORGANISATIONS

• TO UNDERSTAND WHAT CUSTOMER WANTS

AND TO PROVIDE IT , IMMEDIATELY ON DEMAND ,
AT LOWEST COST

• TO PROVIDE PRODUCTS & SERVICES OF HIGH QUALITY

AND RELIABILITY CONSISTENTLY

• TO KEEP UP WITH PACE OF CHANGE ,

TECHNOLOGICAL AS WELL AS POLITICAL AND SOCIAL

• TO BE ONE STEP AHEAD OF THE CUSTOMER’S NEEDS ;

THAT IS , TO PREDICT WHAT THE CUSTOMER WILL
WANT ONE YEAR OR TEN YEARS FROM NOW

CUSTOMER MEANS INTERNAL CUSTOMER AS WELL

QUALITY MANAGEMENT TRIANGLE
COMMITMENT
TO NEVER-ENDING QUALITY IMPROVEMENT

INVOLVEMENT SCIENTIFIC
KNOWLEDGE
 WHAT IS QUALITY ?

EVERYTHING WHICH MATTERS TO THE CUSTOMER

WHAT IS POTENTIAL OF AN ORGANISATION ?

( INCLUDING THE EFFECT OF SYNERGY )

WHAT IS PRESENT LEVEL OF PERFORMANCE ?

QUALITY MANAGEMENT ATTEMPTS TO FILL THIS GAP

REVENUE-EARNING PER STAFF PER ANNUM FOR IR

Traditionally Quality has 3 main dimensions

• Performance
• Price
• Promptness

In present context , following more dimensions

should be added to Concern for Quality –

• Global competitiveness
• Concern for environment
• Concern for safety ( for Transport Orgn. )
 SOME QUALITY GURUS
DEMING - 14 POINTS

• CONSTANCY OF PURPOSE
• ADOPT NEW PHILOSOPHY
• CEASE DEPENDENCE ON INSPECTION
• DON’T DO BUSINESS ON PRICE – TAG ALONE
• IMPROVE PROCESSES CONSTANTLY
• INSTITUTE TRAINING ON THE JOB
• INSTITUTE LEADERSHIP
• DRIVE OUT FEAR
• BREAKDOWN BARRIERS BETWEEN DEPARTMENTS
• ELIMINATE SLOGANS
• ELIMINATE NUMERICAL TARGETS
• REMOVE BARRIERS TO PRIDE IN WORKMANSHIP
• SUPPORT SELF IMPROVEMENT , AND
• DO IT
 QUALITY GURUS ….
JURAN – QUALITY TRILOGY

QUALITY PLANNING , QUALITY IMPROVEMENT PROJECTS , QUALITY

CONTROL

CROSBY – QUALITY IS FREE

•ZERO DEFECTS , DO IT RIGHT FIRST TIME , ASSIGN MONEY

VALUE TO NON – CONFORMANCE TO QUALITY

TAGUCHI - LOSS FUNCTION

LOSS TO SOCIETY IS PROPORTIONAL TO SQAURE OF
DEVIATION FROM THE TARGET
8 QUALITY MANAGEMENT PRINCIPLES
( As per ISO 9000 Standard )
• CUSTOMER FOCUS

• LEADERSHIP

• INVOLVEMENT OF PEOPLE

• PROCESS APPROACH

• SYSTEM APPROACH TO MANAGEMENT

• CONTINUAL IMPROVEMENT

• FACTUAL APPROACH TO DECISION MAKING

• MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS

 CONCEPTS UNIQUE TO QUALITY MANAGEMENT
• PREVENTION VS. DETECTION OF DEFECTS

•JAPANESE MANAGEMENT PRACTICES

KAIZEN, 5S ( SEIRI - SORTING, SEITON- ORDER,
SEISO- CLEANLINESS , SEIKETSU- STANDARDIZE AND
SHIT SUKE- SELF DISCIPLINE), POKAYOKE,
JIT, QUALITY CIRCLES ETC.

•QUALITY LOSSES - INTERNAL /EXTERNAL FAILURES

•LEAD TIME REDUCTION - TOTAL TIME CONSISTS OF-

SET-UP TIME, PROCESS TIME , QUEUE TIME DUE TO
BOTTLENECKS AND WAIT TIME FOR ANOTHER ACTIVITY
TO COMPLETE , LEAD TIME VS. BUTT- TO – BUTT TIME

•BENCHMARKING - PERFORMANCE , PROCESS , PRODUCT

MORE QUALITY MANAGEMENT CONCEPTS
• 7 QUALITY IMPROVEMENT TOOLS – CHECK SHEET,
SCATTER DIAGRAM, STRATIFICATION, HISTOGRAM,
CONTROL CHARTS, PARETO DIAGRAM AND
CAUSE & EFFECT DIAGRAM
• LAW OF VARIATION
• PROCESS CAPABILITY
• CROSS - FUNCTIONAL TEAMS
• P-D-C-A CYCLE
• HIGHLIGHTING FAILURES
• PUSH VS. PULL WAY OF WORKING

• SIX SIGMA
 HOW TO START QUALITY MANAGEMENT
• CONSTITUTE AN APEX QUALITY COUNCIL

•START ISO 9000 AWARENESS & SUGGESTION SCHEME

•INCREASE TRAINING CULTURE FOR ONE AND ALL
•INTRODUCE FORMAL & REGULAR INTERACTIONS
WITH YOUR CUSTOMERS
•FORM CROSS-FUNCTIONAL TEAMS TO SOLVE PROBLEMS.
EMPOWER THEM
•FORM SMALL AUTONOMOUS TEAMS FOR VARIOUS
REGULAR ACTIVITIES. GIVE THEM FREEDOM
•CAREFULLY SELECT QUALITY SUPPLIERS AND BUILD
JOINT WORKING CULTURE
•DEVELOP CULTURE OF RESPECT FOR EACH OTHER
5 BROAD REQUIREMENTS OF ISO 9001:2000

1. QUALITY MANAGEMENT SYSTEM

2. MANAGEMENT RESPONSIBILITY

3. RESOURCE MANAGEMENT

4. PRODUCT REALIZATION

5. MEASUREMENT, ANALYSIS AND IMPROVEMENT

 21 st . century winners

Total quality - focused.

Information technology based.

Vision directed.

Flatter and empowered.

Customer driven.

Flexible and adaptive.

Time based.

Innovative.

Global.

Networked.
For Indian Railways

Year 2003-2004

has been declared

as
Customer Satisfaction Year