~~ Quality, Total Quality Management (TQM) Quality is considered a by-product of the manufacturing s individual process has some variation that will lead to the production Of some tek ch parts. If the resulting defective rate is too high, compared to the established 1.) standards, quality inspectors will identify and send them for rework. The approngt! expensive and does not guarantee the desired quality, because quality maintaining a is ensuring itself cannot be inspected into a product. This approach assigns the Tesponsisns for quality to quality control managers. ty A more enlightened approach to quality, emphasises building quality into the Product by studying and improving activities that affect quality, from Marketing through design to manufacturing. This new approach is referred to as total quality Management (TQM). It is an active approach, encompassing a company-wide Operating Philosophy and system for continuous improvement of quality. It demands Co-operation from everyone in the company, from the top management down to the workers, TQM owes its origin to two Americans—W. Edwards Deming and J.M. Juran - who launched it first in Japan which was on the process of rebuilding its Economy devastated by World War-II. One of Jan's key ideas was to define quality as ‘fitness for use’, a phrase that referred to how well a product or service satisfied a customer's real needs, By focusing on these real needs, Juran felt, managers and workers could concentrate their efforts, where it really mattered. Deming, perhaps the most widely recognised American in Japanese manufacturing circles, questioned the basic assumption, that high quality meant higher prices, He felt that ‘constancy of purpose’ - an unwavering focus onan organisation's mission - combined with statistical quality control, would lead to ever- improving quality at lower costs. Moreover, Deming believed that the manager's jobs to seek out and correct the causes of failure, rather than merely identify failures after they occur. Under the influence of these two men, the Japanese spent their money on designing, operations system that produced products with extremely small margins of errors and mistakes. . The famous 14 quality Philosophy. ystem, that ig Principles of quality advocated by Deming speak about his . The 14 principles are :Man agement Systems and TQM fit 285 nstancy of purpose towards improvin. i void for long-range needs rather than shone iat el ou a the new philosophy for economic ted levels of delays, mistakes, defective Cease dependence on mass inspectio iy in both manufacturing and purchasi llow common id defective Workmanship, ’ 19 Statistical evidence of built-in Materials an N by requirin Ing functions, the same item by eliminati qualify with statistical evidence of Quality, E oe = a Nd the practice of awardil it yely on the basis of price, arcing business 2 5, Search continually for problems j People work more productively, 10, Eliminate the use of numerical goals, posters and Slogans for the workforce that ask for new levels of Productivity without Providing methods, 11. Use statistical methods for Continuing improvement of quality and productivity, and eliminate work standards that prescribe numerical quotas. 12. Remove all barriers that inhibit the worker's right to pride of workmanship, 13. Institute a vigorous pro gramme of education and te-training to keep up with changes in materials, methods, product design and machinery. 14. Clearly define top management's permanent commitment to quality and ne : ee asa inciples. Productivity and its Obligation to impiement all these brincipl : : The philosophy of TQM extends beyond product quality and covers bared ee os People. In fact, the primary concern of TQM is people and then Oren e i = ‘When speaking of quality’ writes Masaki Imai, ‘One tends to en ene Product quality nothing could be further from the truth. InTQM, oe i always been Concern is with the quality of people. Instilling quality into oe ee fundamental to TQM. A company able to build quality into its peop! towards producing quality products. re, and humanware. “The three building blocks of business are hardware, ae in place, should the ‘TQM starts with humanware. Only after the humanware ae of business be considere . the quality of life of hardware and software aspects = d more in TQM than the q But in practice, quality of product is stresse« people. UT286 Quality Management Systems nd Toy ions of TQM Functions important functions of Total Quality Management : 1, Development of products based on their specifications with the economy considerations and to meet the needs of customers. 2. Interactions With product design. 3, Development testing with reliability. : 4, Thorough studies of process capabilities. / 5, Quality control of incoming materials/parts/sub-assemblies, 6. Quality planning for control of assembly operations/production process, 7, Vendor quality control and vendor development. 8. Inspection and testing during manufacture of products. 9. Proper interaction with service engineering personnels. 10. Training of staff. 11. Quality assurance. 12. Quality audit. Quality Circles (QC) It was quality circles which gave birth to TQM. Quality circles a group of employees whose; assignment is to identify problems, formulate solutions, and present their results to the management with suggestions for implementation. The definition given by the Union of Japanese Scientists and Engineers (UJSE) is more revealing. To quote the definition: "the QC is a small group that voluntarily performs quality control activities within the shop, where its members work, the small group carrying out its work continuously as part of a company-wide programme of quality control, self development, mutual development, flow-contro! and improvement within workshop. By engaging in QC activities, the circle members gain valuable experience in communication with colleagues, working together to solve problems-and sharing their findings, not only among themselves but with other circles at other companies.” As in TQM, popular perception about QC is that, it deals with only product quality. Far from it, QC also aims at individual and group development. In other words, QC has quality of life as its primary objective. But in Teality, QC is perceived to be an instrument to achieve high product quality. Although simple in concept, successful implementation of quality circles programme requires @ massive effort on the part of management, The support structure usually Consists of a steering committee of top management officials, facilitators, circle leaders and circle members, : Z Steering Committee—Provid i , le overall guidat the circles to address receive recomm guidance, suggest problems for lendations from the circl \d fol implementation. The steering commit ircies and follow up on impler Cee ittee Must make sure that, the circles receive the support they need, Following are the iity management Systems and TQM jclitators—One facilitator is assigned to several circles, Th 287 peleaders and support the training programmes for the m «ley provide training 1¢ «information, the faciltator’s responsibilty isto provi Hales When the circle a a nected in the organisation and requires strong backing e it. A facilitator must be circle Leaders—Often an area supervisor, a leader has om the top Management, ing the circle members in problem identification and Beets that include effective presentation for the management. This is ee and preparing vation for someone, whois likely to be ceed idered as an excellent ; hi é Bie d, since they become indoctrinated inthe philosophy t at a manager's function is to facilitate the tasks of th Circle Members—These are volunteers from the regular a a yee iyen one hour of company time weekly to carry out their discussions oe Aas a tained in techniques of brain-storming and identifying causes, they keep the aie tusy by requesting information about various problems of their choice. Hoe preliminary findings, the group focuses on a problem and works out a ae anda strategy to implement it. If the recommendation is accepted by the steering committee, the circle is kept posted on its progress. If the recommendation is rejected, it is the responsibility of the steering committee to explain in detail why it was rejected. Started first in Japan, quality circles have become a strategic global phenomena. In Japan, there are more than 170,000 QCs officially registered with UJSE and probably twice that many operating independently of UJSE. Since the typical circle has six to ten members it is estimated that, there are at least three million workers in Japan directly involved in some kind of official QC activity. 7 The QC activities are inter-connected in a nationwide network, and QC members have easy access to what other people are doing in other industries. There are more than 1,000 volunteer QC leaders in Japan co-operating in organising local and national meetings to promote the flow of information among members. Beenhete, companies like J.C. Penny and Co., US Navy, Armstrong Cork, GE - Ford, Firestone, Bendix Corporation, Victor Business Mecies one Motors ant Lockh have employed QC approach in their respective i. feos at veme, BHEL, BEL, BPW, Shriram Fibres Ltd., ECl, Durst ate Kirloskar Electric Co., L&T, HMT, TELCO, Hindustan Antibiotics Ltd., and Es have QCs in their respective organisations. Design Quality The design of a produ would satisfy the custome! mes an important st s ; : i regard to quality, is the specification. This describes the pl ina comprehensiv ment of ich are fulfil a Il its aspects which are needed to i pr ensive statement of all tS 250" ; irement. The maximum tolerable variation that can be accel equi 7 i that ict or service must incorporate the features a re ’s need. Design quality lends value to a ae ae oe rategic issue. The mQuality Management System, IS ang MN 288 ed in the specification. For instance, the di , the diamete er Of a part, attribute is to b shaft may be specified as 640 mm +£0.04 mm. This implies that the icu the shaft should be 640 mm but a variation of £0.04 eee dlameter specifications can be written in many forms and are limited only by ea acceptayy : person writing the specifications. The common dimensions of design facies ity oF the a Product 1. performance—This includ Consumers judge the quality of a similar products offered by other comps characteristics for a car will include its pick up, ye mention les the primary operating characteristi 5 eristics - product by comparing its oe etitors in the market. For instance, a that of fuel efficiency, ease of handling anf l so are on. 2, Features—These are secondary characteristics which are in addition to the pri characteristics covered under performance. These often influence the eel perception of quality. Additional features help to satisfy varying needs of the ore For example, the provision of an advanced music system, excellent Une are the features that may seating, strong headlights, dynamic streamlining and so on be built into a car. d variants of the basic car can have different Different models an features to cater to customer preferences. 3: Reliability—This refers to the probability ofa time period. Products with high reliability a especially in case of high value products like cars, airplanes and the like. 4. Durability—It indicates the operational life of a product. Some products are prone to complete failure after some time and must be totally replaced (2.9. light bulbs), while others fail partially and may be restored to their original performance through repairs. product's failure within a specified re preferred over those with low reliability, which a product can be icator of the ease with peedily, it improves the 5. Serviceability—This is an indi repaired after it fails. If a product can be repaired easily and S| availability of the product and reduces its repair costs. This important aspect is often overlooked at the design stage. 6. Response—lIt is the speed, competence and courtesy displayed in attending t9 customer's problems. 7. Aesthetics—These satisfy the sensory needs. They are related to sound, 100k, feel, aroma, colour and so on. ‘on , Reputation—This includes past performance and other intangibles. Reputat largely contributes to perceived quality in the customer's mind. Brand image is a mal component of reputation. . lity 1S The dimensions of quality for a service are somewhat different. service wee d the manner of interaction bet rvice qual ide the service an stomer. Some of the dimensions of $i judged by the time taken to provi the service provider and the cu: are:yt gement Systems and TQM : > . 89 jiness—It is the assurance that the service wi i instance, 2 courier Service may promise deen ee at the desired e it really deliver within the stipulated 24 hours? yi eteness—lIt indicates the degre: ic eons that he asks for, a "0 which the customer s provided Courtesy—It is a measure of how customers . ne For example, are the bank tellers polite to ther customer? we seve 12. Consistency—It implies that the same level of service is Provided to each isomer each time. For instance, the mail is delivered regularly at the same time every ay bY the postman. 43. Accessibility and convenience—it is the ease with which a service can be sailed. A typical example of non-conformance to this quality dimension is the enquiry stem of the Indian Railways or the fault complaint cells of BSNL. One has to struggle reach an operator who can respond to queries or take complaints as the lines are perpetually busy. 14. Accuracy—It is the correctness with which the service is provided. Does the quarterly bank statement always reflect the correct balance? g, rime Te in India in 24 Cost of Quality A product or a service that satisfies the customer's needs must be produced in a cost effective manner. Quality entails costs. The traditional approach has been es production makes a product and quality control inspects it, segregating Hes ieee s which do not meet the quality standards. This is often a wasteful ee ae are not made right or not made of the right quality, have to be mh aie reworked resulting in additional costs. The new Sa e pa ere ismade right, the first time, every time; so that the a ona then, HONE The aim is to prevent defectives rather than au Cer es oe prevention too comes with a cost. The costs associate’ | ciated with getting it wrong, ie e 1. Failure costs—These are the costs oe nen mgt can bet ther subdii producing an item which is below quality oe os ee into internal failure costs and external Loans are below cual son are i i nt a eso ey eve the manufacturers premises. are produ they i + of scrapping defective items eS Ue of reworking defectives t© corey ater ct ge besl . ili) Cost of re-inspecting the item qual © defect a Cost of downgrading. products of a lower price as secondsQuality Management Systems and 7 290 (v) Wastage result of errors, POO (vi) Costs associat ti na ere costs—These are the costs that are incurreq When (b) ity products are supplied to the customer. These include : or teow strepaiing and servicing of the returned products or carryin rvicing in the fiel 1 an a Costs incurred on account of warranty dec ao (iii) Costs of handling and processing of comp! ee ‘omers ' (iv) Costs of handling ot returned products and investigating into their failure, rn i of transportation goes liability Itigation and other claims, which may include change of con (vi) Loss of goodwill due to effect on reputation and brand image which directly affects future sales. : ue 2. Appraisal costs—These are the costs associated with inspection and evaluation of materials, processes, intermediates, products and services to ensure Conformance to design specifications. These are costs of checking that it is right. These are: (a) Verification costs—These include costs of verifying and checking whether the materials, process set ups, running processes, intermediaries, and final Products and services are as per agreed specifications. (b) Quality audits—These are costs associated with checking that the quality system put in place is functioning satisfactorily. (© Inspection equipment—Costs associated with calibration and maintenance of equipment used for quality checks, like instruments, gauges, meters and so on, (d) Vendor rating—Costs incurred on the assessment and @pproval of suppliers of all products including materials, components and subassemblies and services, 3. Prevention costs—These are the Costs associated with the design, implementation and maintenance of the quality system of an Organisation, They are Costs of ensuring that it is right, first time. Prevention costs include: Product or service. requirements—Costs incurred on the determination of quality requirements and laying down specifications of incoming materials, processes, intermediaries and finished Products and services, Quality planning and, quality assurance-tt is the cost of creating systems and Procedures to ensure quality. Appraisal equipment—Cost of designing and procuring instruments, tools and accessories required to carry out quality appraisal. | wang ne Costs associated with development, preparation and conduct of quality Programmes for Operators, supervisors and managers. | ith unnecessary work and holdin ts associated wit Ir oe or organisation and faulty materials Sot &a ted with failure analysis—an attempt to establish Causes of i, fects 1g Out "payrement Systems and TQM nag ae i en the costs 291 celationship bebe StS Of Prevention, appraisal ang failure j jowind Figure * re Is shown in Failure costs Increasing quality costs Appraisal costs Prevention costs ) med Fig. : Relationship between Costs of Quality and Organisational Capability As the organisation's capability lo satisfy customer requirements improves, the total cost of quality reduces. It can be seen that the cost of failures reduces rapidly but the cost of prevention increases to an extent. The appraisal costs also reduce. However, there is no magical optima) that can be achieved. Zero Defects Zero defects programms, which attempt to improve quality by ee aa attitudes, were particularly popular in the 1960s and 1970s. Their uae oa a i the first time.” Stress error-free performance. But a neon has changed. free performance is economically and practically infeasible. . ‘ lack of attention. Errors or defects are caused by two factors : lack of ete ae iaawedoe, While the first factor can be taken care of by providing training the second is an attitudinal problem. fects Programme should Organisation of Zero Defects Programme—The Zero Del ith the help of @ 3 administrator with be a separate activity coordinated probably by an 2 ‘ous functional areas and number of Zero Defects representatives working feds pdministrator may report manufacturing departments of the company. The Zero agement suppor 5 absolutely to the Quality Manager of the organization. die ero Detects. i essential for implementing a radical programme tion of the Zero Defects a Removal of Errors—For the actual implemen oa better job, its Ea pen in addition to the positive motivation of Ha seat or errors. ONE such vi to probe, by various means, the causes of cal of the Zero Detects Programme is the £770! |. SUL Cause Removal’? er own work a5 well in are caus invited form all, in writing, as to how the errors ~~ roeQuality Management. Systems an it any. Of course, not all the causes coy, ofwor il zi Deine because some smal ie 2, it errors. The Zero Defect administrator with the help Of others righ be causing large ‘stions and implement only a few, but it is Necessary that i Sit through a to all the workers who have shown interest in the Ze positive ‘og ie 10 D me; it could be a certificate, it may be some sort of publicity in itege 7 : Programme, D magazine, OF it may simply be a pal Feet ton the back. But such feedback to the Workers; he tempo of Zero Defect. is ee ee Doles Programme—the Zero Defects Programme i geen a motivational programme where the workers are made more therefor fe more achievement-oriented and more proud of their work. It cannot be reel programme; it has to be a long-term programme. Because of this, ee a that interest in Zero Defect may be lost in the long-term. Such apprehensions are not warranted, provided (a) the management (including the top Management) is its not de-motivated towards Zero Defect, and (b) provided that all the important Precautions regarding implementing the Zero Defect Programme are properly taken care of. To explain the latter: if a company has a large component of brought-out parts in its final product, it goes without saying that the Zero Defects Programme should be applicable and operating in the vendor organizations also. Although many feel that it is conceptually impossible to have zero defects, nevertheless, benefits from Zero Defect in terms of improved quality are substantial in the light of the cost associated with the Zero Defects Programme. In many organizations abroad, the benefits-to-cost ratio has been Said to be as high as 70 to I. In addition to the benefits in terms of better quality of Product, there are many indirect benefits such as improved industrial relations, better plant utilization, etc. On the whole, the Zero Defects Programme, if properly applied, can produce results on a long-term basis. Continuous Improvement Continuous improvement, based on a Japanese concept called kaizen, is the philosophy of continually seeking ways to improve processes. Continuous improvement involves identifying benchmarks of excellent practice and instilling a sense of employee ownership in the process. The focus can be on reducing the length of time required to process requests for Joans at a bank, the amount of scrap generated at a milling machine, or the number of employee injuries at a construction site. Continuous improvement also can focus on problems with customers or suppliers, such as external customers who request frequent changes in shipping quantities or internal suppliers who fail to maintain high quality. The bases of the continuous improvement philosophy are the beliefs that virtually any aspect of a process can be improved and that the people most closely a bad ®@ Process are in the best position to identify the changes that should be ia ae i & wait until a massive problem occurs before acting. It is a ich requires total employee involvement—the participation of evelyity management Systems and TQM 293, e at every level. For example, Marco's Industries, a leadi , i z a di eset with Japanese Quality principles at its ica FMCG company of i ts commitment to continuous quality improvement eae t led to com : en, six sigma and structural problem solving whi ~“ adopting 5-5 we ty and profitability. 9 which has helped it enhancing its steps for Improvement—Instilling a philosophy of continuo sperganzation may be a lengthy process, us improvement in and several steps are essential to its eventual u00ess: 1, Train employees in the methods of statistical process tools for improving quality and performance. We oe SPC on oe seh 2, Make SPC methods a normal aspect of daily operations, ae 3, Build work teams and employee involvement. 4. Utilize problem-solving tools within the work teams, 5. Develop a sense of operator ownership in the process. _ Note that employee involvement is central to the philosophy of continuous improvement, However, the last two steps are crucial if the philosophy is to become part of everyday operations. Problem solving addresses the aspects of processes ‘that need improvement and evaluates alternatives for achieving improvements. A sense of operator ownership emerges when employees feel as though they own the processes and methods they use and take pride in the quality of the service or product they produce. It comes from participation on work teams and in problem-solving activities, which instill in employees a feeling that they have some control over their workplace and tasks. Quality at Source Where workers are made responsible to produce parts of perfect cea ee they are passed on to the next operation, the concept of quality at the us Hae The worker is put in the driver’s seat in controlling product quality. The P! underlying quality at the source are : : oe 1. Every worker's job becomes a quality contro apts en me att for inspecting his own work, identifying any defees an rew i . : defectives, and correcting any cause of defect. al 2. Statistical quality control techniques are used to ed raps a produced at each work station, and easy-to-understand d i \d managers. : communicate progress to workers ant ‘on line 10 3. Each worker is given the right to stop the production _ : - cncles -groups of PEOP! an Pes and managers are organised into quality i 6 eet programmes © analyse quality problems, work to solve the problems al improve product quality. ity of parts to avoid producingQuality Management. Systems and 7, 294 Benchmarking valuable Total Quality Management tool which accom Benchmarking is e satisfaction and continuous improvement, It Motivates e objectives of pe new understanding about the functioning Of the Organisation agen cine a aal rg task get done faster. It increases Producti,” Tt reduces cycl Meaning of Benchmarking itch another company’s perfo, ing is a way to go backstage and wa rane Sem sel tat Managerial Breakthrough, he asked the question = ; that organisations do that gets results so much better tha i \swer to this question opens the door to benchmarking, meaie among many firms that have adopted the total quality a philosophy. IN Ours?” an approach that k management (Tam) The Evolution of Benchmarking The method may have evolved in the early 1950s, when W. Edward Dem the Japanese the idea, of quality control. Other American Management j eid example is Toyota Motor Corporation's following the fox Motor Corporation albeit with the adaptation of the Ford’s Just-in: Toyota's Just-in-time system. The term “benchmarking,” however, that time, The term “benchmarking” emerged when the when Xerox, Ford and Motorola became the pion Camp, the logistics engineer who initiated Xerox’ generally regarded as the guru of the benchmarkini is the search for industry best Practices that lea The Xerox Case ‘The company invented the Photocopier in 1959 and maintained a virtual monopoly for many years thereafter. “Xerox” became a generic name for all photocopiers. By _ 1981, however, the companies market shrunk to 35% as IBM and Kodak developed high-end Machines and Canon, Richo and Savin dominated the low-end segment of market, ‘ ling taught NNovations otsteps of Ford case system into Was not coined by idea took ground in Us during 19805 leers of benchmarking in USA. Robert 's benchmarking Program and who is ig Movement, defines it: “Benchmarking id to superior Performance”, The company instituted the quality improvement plan, Progress and survival of the Organization, This quality known to the world as Processes, rather than Sil which resulted in tremendous improvement plan was later Benchmarking Program. Xerox's approach focused on key imply on finished Products, and highlighted distinctive elements Of those processes that accounted for Product superiority, __ Xerox's benchmarking strategy recognized that Many processes are not unique toa Single industry and that comparisons need not be confined strictly to one’s competitors. _ im As| pelt management Systems and T9M | ang other benchmarkers now believe that 295 vec by adapting lessons learned from leaders a a : advances are more likely benchmarked companies both, in and outside the ie different industries, | eee catalog seller of outside equipment for inaeae i Particular example the same. The benchmarking Process resulted in: Qualit istribution system ba ar | rds, manufacturing costs cut in half, development task a ity problems cut cut by 50% and corporate staff cut by 35% while increase in a two-thirds, direct labor that all these improvements were not direct result of benchm, a Tt should be noted a ane online improvement followed eae i ce tural result, Benefits of Benchmarking There aré three sets of benefits as under : 1, Cultural Change—Benchmarking allows organizati istic. rie | new performance targets, and this process helps eee ae these targets. It helps people to understand that there are other aia wi know and do job better than their own organization. 7 2. Performance Improvement—Benchmarking allows the organization to define specific gaps in performance and to select the processes to improve. These gaps provide objectives and action plans for improvement at ail levels of organization and promote improved performance for individual and group participants. 3. Human Resources—Benchmarking provides basis for training. Employees begin to see gap between what they are doing and what best-in-class are doing. Closing the gap points out the need of personnel be trained to learn techniques of problem solving and process improvement. Steps for Implementing Benchmarking Programme process to best fit their own needs and izati , adapt the Organizations that benchmark, adapt ee gato 1 culture. Although number of steps in the process may val organization, the following six steps the core techniques: 1. Decide what to benchmark. 2. Understand the current performance of your "95 3. Do proper planning of what, how and when of ber 4, Study others well (the practices or system you wis! 5. Gather data and learn from it. 6. Use the findings. yanization. nchmarking endeavor. h to benchmark) ement of particu lars, especially 2 statement te lars, SP ‘of work for som ing tobe built, instaled Quality Specifications Specification is a detailed, exact sta ; prescribing materials, dimensions, and quality ‘or manufactured.Quality Management Systems and 79 Mm 296 : i d privately, for example Atechnical specification may be developed pri ly, ple by a Corporati ‘li ati it may be developed by military organization, or | ee regulatory Pa often have more diverse input and usually develop yo} organ (Voluntary standards may become mandatory if adopted by a govern standart business eee term specification is used in connection with a data sheet (or eee is usually used for technical communication to describe technicay ae of an item or product. It can be published by a manufacturer to het oe ot products or to help use the products. A data sheet is not a t specification as described in this article. Uses of Specification In engineering, manufacturing, and business, it is vital for suppliers, Purchasers, and users of materials, products, or services to understand and agree Upon all requirements. A specification is a type of a standard which is often Teferenced by a contract or procurement document. It provides the necessary details about the Specific requirements. : Specifications may be written by government agencies, standards Organizations (ASTM, ISO, CEN, DoD, etc.), trade associations, corporations, and others, A product specification does not necessarily prove a product to be correct. An item might be verified to comply with a specification or stamped with a specification number; This does not, by itself, indicate that the item is fit for any particular use. The people who use the item (engineers, trade unions, etc.) or specify the item (building codes, government, industry, etc.) have the responsibility to consider the choice of available specifications, specify the correct one, enforce compliance, and use the item correctly, Validation of suitability is necessary. ISO : 9000 Series TSO : 9000 is an international standard for quality management and assurance. The International Organisation for Standards was established in Geneva, Switzerland in 1947 to develop common international standards in international trade, communications and manufacturing, It is a non-governmental organisation whose standards often become laws through treaties and in practice ISO acts as a consortium with strong links to governments. National standard bodies of over 160 countries are its members. ISO first Published its quality standards in 1987 and later revised them in 1994. They were later revised in 2000. The quality standards of 1994 formed the ISO 9000 series. The series Comprised ISO 9000, ISO 9001, ISO 9002, ISO 9003 and ISO 9004, Whereas ISO 9000 and ISO 9004 are only established guidelines for operations, ISO 9001, 9002 and 9003 were well defined standards, Ndards lunta, Ment of chnical180 9000:1994 stang snes FOR USE ards 4 ouality Management and Quali gp Section and Use 'Y Assurance Standard _ quality Management and Quality System s SG rv SYSTEMS al . Model for Quality Assurance in Design, Produ ‘i: iodel for Quality Assurance in Procurement ce Installation Model for Quality Assurance in Final Insp een and est ot evelopment 1S0 9003 ' |,—_—s0 soov. ee The new ISO 9000:2000 has done away wi i ndards. The new series consists of: with the previous 10 9002 and 10 9003 150 9000:2000 Describes the fundamentals of a quality management system and specifies terminology. It presents guidelines. 180 9001:2000 Specifies requirements for a quality management system. 180 9004:2000 Guidelines for performance improvement. The ISO 9000-2000 Standards arc based on eight quality management principles. 150 chose these principles because they can be used to improve organisational performance and achieve success. These principles are: 1, Focus on your customers—Organisations rely on customers and $0 must understand customer's needs and requirements. Organisations must exceed customer expectations. i 2, Provide leadership—Organisations rely on leaders. Tela aunity of purpose and set the direction for the organisation. vo abject ewvironment that encourages people to achieve ve ae “They must encourage 3. Involve your people—Organisations rely on people. dae se their abilities. roach to manage ; to involvement of people at all levels and must helP thet” ganisations ™ 4.Usea process approach ao a qterreated Process attvties and related resources: —_sngmustidete T st 5. Take a systems approach -Orgenisalt tems approach de and treat them a5 a system. They ust use a make a permanent : ae interrelated processes. ement ania mi 6. Encourage continual impron ir overall performan 4 Commitment to continually improve idetines for ents—Guidetines and Servici Installation ProductionQuality Management Systems ang 1s : care 29 he facts before You decide—Organisations must base their g 7. Get the jon and data, : | information Loe the analysis of ea suppliers—Organisations depend on their SUPDliers to 8. Work with y must maintain a mutually beneficial relationship wit H supplier” 1e) i, a them create a ui; a the world today want to do business with companien ae eae have ISO 9000 certification. The certification ensures that the company organisal ; i Itural and social differences, ang irrespective of language ae fe es infer cancer Te Iso Sooo variations has a quality Said party certification. A third party called a registrar, aco 'Sthe only standard Aba ce only authorised entity that can award an ISO 9009 certieat! bya Se ion is only awarded after he is satisfied that the organisation ae . a ape * uirements. The certification is recognised worldwide. - ts the ane seeking ISO 9000 certification begin the process by carrying out 3 copanatyss. They carry out a check to see what requirements of the ISO 9001 standar they already have and what more needs to be done. The organisation then fills the Gaps by developing, documenting, implementing, monitoring and improving each Process, Customer satisfaction is a major requirement. In order to be certified, an Organisation must identify .and review customer requirements, ensure that these are met, and be able to measure and monitor customer satisfaction. Whenever the standard of. ‘Customer satisfaction is not met, corrective arid preventive action is taken. Before an organisation is certified, various audits of its quality management system, are carried out. The first party audit is carried out by the organisation itself to check that it has complied with all the requirements of ISO 9001. The second party audit is Carried out by a customer of the firm, and the third party audit is carried out by a registrar, When the registrar is satisfied that all requirements of ISO 9001 have been complied with, the organisation is awarded an ISO 9000 certification. After certification, surveillance audits are conducted at 6 to 12 months interval in addition to internal audits carried out by teams of employees of the organisation to verify that the quality management system is functioning properly. TsO: 14000 The ISO : 14000 family of standards on environmental management addresses the need to be environmentally responsible. The standards define a three-pronged approach for dealing with environmental challenges. : —The first is the definition of more than 350 international standards for monitoring the quality of air, water and soil, ~The Second part of ISO : 14000 is a strategic approach by defining the requirements of an environmental Management system. — Finally, the environmental standard encourages the inclusion of environment aspects in product design and encourat i bolle : jes the development of profitable environ friendly products and services, 9 : : 8Cisiong %allt management Systems and Tom addition to the generic ISO : 9000 and . 299 ie standards have been listed below : TSO : 14000 Standards, many oth ; 95-9000 is a quality management system devel ler Very. and General Motors for their suppliers, Oped by Daimler-Chryster, Ford '5-16949, devel ¢ See ae puss Py the International Automotive isting an, French and Italian automoti tive Task Force, aligns otal automotive industry. 'Ve quality standards within the 180-1401 environmental standards are applied by . requirement from Ford and General Motors. Automobile suppliers as a @ TL 9000 defines the telecommuni i ‘ ications lit 7 on devel lopment, production, delivery, ee a tequirements for the and services in the telecommunications industry. eo pods ‘ Table : ISO Standards : Evolution 1986| Standardisation of quality vocabulary 1987| Standards of quality Management system 1987] Quality management system for contractual situations Organization for Remarks whom meant ‘The first in the series. Itisa terminology standard. Tt consists of four. models of quality management. Supplier's capability to | Most comprehensive covers design, development |20 elements spanning production, installation| different areas of and servicing organization at working. Henceforth, all companies would be certified to 180 9001. The existing 20 causes are to be replaced by just four clases—Management esponsibilty; Product and Service Realisation, resource Management and Measurement, Analysis and Improvement. eals with 18 elements. (pesan control af a servicing left 04 ( proposed to be 150 9000 180 9001 Preventing non conformity during Production a installation ony: supplier's Capaiity ‘control the process determines the acceptability. ISO 9002Quality Management Syst, 300 on ang Quality assurance limited to final inspection and test. 1987] 1987] Quality management sm for non- contractual situation 1993] Services included. Quality assurance in design and develop- ment, production installation and servicing included. DIS 9000 (1S0 9000)} DIS 9001 (1s0 9002) Servicing includec Corrective action claus Table ; National Standards Equivalent to ISO 9000 Standards| Quality Quality Quality Quality oan Body Management| System Systems Systems oa & quality model for model for model for | & quality assurance Qa in QAin QA in final | systems standards : design/ production | inspection guideline: guidelines | development & and test . for selection} production, | installation and use installation : and servicing Iso Iso.9000___| 1s0-9001 1S0 9002 1s0 9003 | 1509004 Australia | AS 3900 AS 3901 AS 3902 AS 3903 AS 3904 Austria e NORM — | OE NORM OENORM | OENORM | OENORM E EN PREN PREN PREN PREN = 1000 29001 29002 29003 29004 bd ca GBT GBT GB/T GBT = 1} 10300.2 10300.3 1030.4 | 103005 _ pean | EN 2 9000 | EN 29001 EN 29002 | EN 29003} EN 29004 Finland | SeSiso 3000 SFS-ISO SFS-ISO SFS-ISO | 9001 9002 9003 ne] NEXS0-[NeX — lat 50- | NFX50- |aust ‘Management Systems and TQM 301 MI 89001 MI 18991, MI 18992 ; MI 18993 | Mz 18994 is:14000 | 1S: 14001 | 15: 14002 ;——_——] IS: 14003 | qs; 14004 UNI/EN UNI/EN UNI/EN UNI/EN 29000 29001 UNIEN 29002 29003 29004 MS 985/1S0 MS 985/ISO | ms 985/ISO | — malaysia netherlands NEN-ISO. NEN-ISO, NEN-ISO NEN-ISO NEN-ISO 9000 9001 9002 9003 9004 New Zealand) NZS 56000 NZS 56001 NZS 56002 NZS 56003 | NZS 56000 PART 1 PART 1 PART 1. PART 2 South Africa | SABS 0157 SABS 0157 SABS 0157 SABS 0157 | SABS 0157 PART O PART 1. PART 2 PART 3 PART 2 Spain UNE 66 900 | UNE 66 901 UNE 66 902 UNE 66 903 | UNE 66 904 9000 9001 9002 |_ 9003 _| 9004 NT 110.18 NT 110.19 NT 110.20 NT 110.21 NT 110.22 BS 5750 BS 5750 BS 5750 BS 5750 Tunisia BS 5750 PART 0 PART 1 PART 2 PART 3 PART 4 Sec. 0.1 a Sec. 0.2 U.S.A. ANSI/ASQC ANSI/ASQC ANSI/ASQC ANSI/ASQC | ANSI/ASQC Q90 Qo Q92 Q93 Q94 Germany DIN ISO DIN ISO. DIN ISO. DIN ISO. DIN ISO. 9003 9004 9000 9001 9002 Poka-Yokes Poka-yoke is a technique for avoiding simple human error in the workplace. pe known as mistake-proofing, goof-proofing, and fail-safe work methods, ee - simply a system designed to prevent inadvertent errors made by workers Pe ba : Process. The idea is to take over repetitive tasks that rely on bagel! ni pe guard against any lapses in focus. Poka-yoke can be seen as one of ee components of Zero Defect Quality Control performed by Japanese inspection and feedback are the other two). : iency, originally Dr. Shigeo Shingo, a renowned authority on quality control Seca ied developed the mistake-proofing idea. Realising its value as = the poka-yoke system. technique, he formalized its use in Japanese ee but do nothing to improve One hundred percent inspections catch unacceptable pt Ps stem be to improve the the process. Shingo was emphatic that the purpose of Process not sort out defective parts. 1 Corporation, whos Today, this concept is in wide use in dapat TO ee devices per machine Production system Shingo helped design, averages A irs tat ca cae oan ee rT yDQuality Management Systems and 7 302 a : : its, thus validating the concept as eneficial to a ‘. ce article “Set-Up Time Reduction and Mistake maa in Precision” list the potential benefits as: t-up errors and improved quality : es with associated reduction in production time and improved indust in their ma! Pe Patel. Dale, and Shi Methods: An Examin 1. Elimination of set-t 2. Decreased set-up tim oe ed improved housekeeping 4, Increased safety 5. lower costs 6. lower skill requirements i. 7. Increased production flexibility 8. Improved operator attitudes. Types of Poka-Yokes Poka-yoke is based on pridiction and detection. Consequently, there are two basic types of poka-yoke systems. The control poka-yoke does not allow @ Process tobegin or continue after an error has occurred. It takes the response to a specific type of error out of the hands of the operator. For example, a fixture on a machine may be equipped with a sensing device that will not allow the process lo continue unless the part is Properly inserted. A 3.5-inch floppy disk will not work if inserted backwards or upside down, As a matter of fact, it won't fit into the drive at all unless properly inserted. A second type of poka-yoke provides some type of warning when an error occurs. This does not prevent the error, hut immediately stops the process when an error is detected. This type of poka-yoke is useful for mass production environments with rapid Processing as the device prevents mass production of scrapped material. For environments where large losses of time or resources do not result, a warning poka-yokc is warranted. All that is needed is a way to ensure that the error is investigated and corrected in a timely manner. Poka-yokes can be as simple as a steel pin ona fixture that keeps incorrectly placed parts from fitting properly, or they can be as complex as a fully logic neural network used to automatically detect tool breakage and immediately slop the machine. Surprisingly, the simple low-cost devices tend to be in the majority. Regardless of degree of simplicity, all poka-yokes fall into one of three categories: contact methods, fixed-value methods, and motion-step methods. Each is briefly discussed. : 1, Contact Methods—Contact methods are based on some type of sensing device _ —— abnormalities in the Product's shape or dimension and responds according. ee Pins, notches with matching locator pins, limit switches and ea a sometimes used to ensure that a part is Positioned correctly before Mee "Symmetric parts with matching work fixtures can also alleviate incor Positioning. If ori vrai os ‘ : t defects, 9: Morlentationis not critical, symmetrical designs can then be used to preve"mart agement: Systems and TQM f 303 methods are useful in situations which encoura, e mi ae id repetition, infrequent production, or environmental ee Such situations io igh of ow heat, excess humity, dust, noise, Sms such as poor i a : Or anything which di ic Paul Dvorak, in “Poka-Yoke Designs Make Assemblies ee —s worn ing in Machine Design, recommends that the Maintenance euaines eae aring ‘ os four areas for potential Problems that Fequire contact method solutions: 1, Look for where the product will fail if parts are assembled incorrect! 2, Look for small features critical lo proper assembly, : 3, Beware of relying on subtle differences 'o determine lop from bottom or front fam back, especially if the parts are painted dark colors, 4, Beware of designs so complicated that they confuse inexperienced operators, 2. Fixed Value Method—Fixed-value methods are used in processes where the same activity is repeated several times, such as lightening of bolts. This method frequently involves very simple techniques, such as methods that allow operators to easily track how often this activity has been performed. Dvorak gives the example of an operator who is responsible for tightening down six bolls on a product. Before passing the product on the tightening process is performed a fixed number of limes (six). A simple poka- yoke device would incorporate the tse of'a-wrench dipped in diluted paint. Since unlightened bolts will not have paint on them, the operator can easily see it he or she has performed the process the required number of limes. A second example (from Dvorak) would be the use of packaged material in the exact (fixed) quantities needed to complete the process. If the bolts were stored in containers of six, the operator could easily see when the process was still incomplete as the box would still contain one or More bolts. i 3. Motion Step Method—The motion-step method is useful for processes ee several different activities performed in sequence by a single operator. This ae i ie the fixed-value situation in that the operator is responsible for tee ice instead of performing the same activity multiple times the | Lai raaied to activities. First, each step in the process is identified by the eae performed and complete it. Then devices are created to detect whether ae ould utilize @ then alert the operator when a step is skipped. An ee start of the process device that senses when all required components are presen rentis removed from its for each unit. The devices could then detect when each ee alerts the assembler dispenser. If a component is not removed, the sensing before he/she can move on to another unit. : «ce Organisations Application of Poka-Yoke to Service O aan The following is ied in service-based 019) ove a Military Retail Poka-yoke can also be appli ts to Z it Yoke Concep! Journal summarized from the paper “Using Poka-Yoke ‘Managemen : jon and Inven! Supply System,” which was primed in Production o™Quality Management Systems and 7 304 iders errors made by th _ ly considers Y the producer, i ring typically on! hii while ee errors from both the server and the eae Adkitionay industries MUSE COM ace in many diferent ways to transfer a service tothe CUstomey sence organisations that service errors can be created by both the custome pecause of the re pok-yokes are grouped into two categories: fail-safing tt : the server, servi he Servey and fail-safing the customer. oka-Yokes Server e of poka-yoke systems can be used as server : Following tyPe: “Task poka-yokes focus on server tasks and common mi 1. Task Poka-Yokes—TasI i the cust mista ke while performing the service/task for the customer. A 900d example of servers ma! ed, task poka-yoke is the coin return machine used in may fast ¢ See coin portion of a customer's change from payment is retumes ena through these machines. This takes the control out of the hands Of the cash register operator, eliminating errors and speeding up the processing OF customers, 2, Treatment Poka-Yokes—Treatment poka-yokes focus on the social interaction between the customer and the server (i.e., eye contact, greeting). By Mistake-proofingy standardizing what servers say and do to customers, managers can reasonably ensure that customers receive proper, fair and consistent treatment. Burger King utilized warning- oriented, treatment poka-yokes by placing “cue cards” at the service point ensuring that servers know what to say the minute they interface with the customer, 3. Tangible Poka-Yokes—Tangible poka-yokes attempt to improve the tangible, physical impression and experience for the customer in addition to the direct task of: the server (i.e., dirty office, unkempt server, sloppy documents). Motorola uses a control oriented poka-yoke in the legal department by having a second lawyer inspect all legal work for spelling, presentation, and arithmetic. In this way, the legal department is ensuring that the “tangibles” of the service are satisfactory in addition to the task of the service (legal work), : i 4. Customer Poka-Yokes—Fail-safeing the customer also consists of three of poka-yoke systems: preparation poka-yokes, encounter poka-yokes, and resolution poka- yokes, 5. Preparation Poka-Yokes—Preparation poka-yokes attempt to fully prepare the customer before they even enter the service. An example of a warning-oriented, Preparation poka-yoke is the notice a university sends to each student prior to registration for the next semester detailing the courses he needs to finish his degree. This system could be converted to a control system by having an automated registration process Which would not allow students to sign up for classes out of sequence or unbl a Prerequisites are met, 6. Encounter Poka. ata service who may mi: role in it, A good exar er -Yokes—Encounter poka-yokes attempt to fail-safe 5 oe isunderstand, ignore, or forget the nature of the service la of imple of a Control-oriented, encounter poka-yoke isf Management Systems and TQM alt 305 ing at an oil & lube shop that directs custo crete curbing al : : ; mers so that they do wl the wrong Way into the station. This system also assists in the ce selecti frat customers are not served out of order, ‘On Process so 7, Resolution Poka-Yokes—Resolution poka-yokes attempt to remind custor ofthe value of their input to the continuous improvement of a service. A hotel ny uses an automated check-out system through the television in each room could ied a few questions to the check-out process to ensure the customer provides feedback 5 yey issues. This would be a control-oriented resolution poka-yoke. Obviously, one of i keys to the success of any customer-oriented poka-yoke is to obtain willing customer participation. Barriers to Implementation Patel, Dale and Shaw note that there are a number of barriers a firm may face when implementing poka-yoke devices within their system. These include : 1, Difficulty in accepting change 2, Justification of the investment 3. Using inappropriate and ineffective methods 4. Time requirements 5. Difficulty encountered as a result of continuous process. Stewart and Grout, in an article entitled “The Human Side of Mistake-Proofing,” make the following recommendations for the implementation of poka-yoke devices : 1. The outcome of the process or routine must he known in advance so as to have a standard for comparison. 2. The process must he stable, i.e., outcomes are not changing. 3. There must he an ability to create a break between cause and effect in the process so as to provide an opportunity to insert a poka-yoke. 4. Environments requiring substantial operator skill are prime locations for poka- yoke devices. " 5, Environments where training or turnover cost is high are prime locations for oka-yoke devices. : Ne cE care with frequent interruptions and distractions are prime locations for oka-yoke devices. i ic ka 4 ania with a consistent set of mixed products are prime tacators pe joke devices. . " 8, The beginning of any process where there are ni that could be initiated are a prime location for poka-yoke, configured parts controls or 9. Locations in the process with similarly positioned o! : : tools are prime locations for poka-yoke devices. ation partsin oe! 10. Any point in the process requiring replace ; i ka-yoke devices- event mispositioning is a prime location for poka-yo possible processesQuality Management Sys tems a ind 7, 306 1. Any point in the process where adjustments are made for machine ee a prime location for poka-yoke devices. n Manufacturing Organisations i ted at any step of a manufacturin ka-yoke can be implement TiNg process Caaee go wrong or an error can be made. For example, aig that hola, Where for processing might be modified lo only allow pieces to be held in the correct orienta ora digital counter might track the number of spot welds on each piece to ae tion, he correct number of welds. that the worker executes t Shigeo Shingo recognized three types of poka-yoke for detecting ang ee errors in a mass production system : ing 1. The contact method identifies product defects by testing the product’, shone size, color, or other physical attributes. 2, The fixed-value (or constant number) method alerts the operator if a certai : in number of movements are not made. 3, The motion-step (or sequence} method determines whether the Prescribed sta of the process have been followed. ‘DS Either the operator is alerted when a mistake is about to be made, or the Poka-yoke device actually prevents the mistake from being made. In Shingo’s lexicon, the former implementation would be called a warning poka-yoke, while the latter would be referred to as a contro! poka-yoke. Shingo argued that errors are inevitable in any manufacturing process, but that il appropriate poka-yokes are implemented, then mistakes can be caught quickly and prevented from resulting in defects. By eliminating defects at the source, the cost of mistakes within a company is reducea. * or Process Implementation i Kaizen : The Japanése-Kanji-word “Kaizen” simply means “good change”. Kaizen (improvement or change for the better) refers to philosophy or practices that focus aes cement ee i Processes in manufacturing, engineering, and business nt. In Japan, it has been applied in healthcare, psychotherapy, government, banking, and other industries. feu Pi _When used in the business sense and applied to the workplace, Kaizen refers to — that continually improve all functions, and involves all employees from CEO to 7 eal line workers, By improving standardised activities and processes, Kaizen oe © el eae waste. Kaizen was first implemented in several Japanese businesses im ee World War. It has since spread throughout the world and is now bed oa in ne other areas besides just business and productivity. a oo a ae Process, the purpose of which goes beyond simple producti ie “wN'S alS0 a process that, when done correctly, humanizes the workplaceana gement Systems and TQM 307 iY k and teaches people how t overly hard wor : ‘ow to perform better ing scienti i successful implementation requires “the Particip. of in Sientfc ation of workers in the ipate in Kaizen activities, ements of Kaizen ; there are five elements of Kaizen. These are as under : 4. There is a teamwork in the management of the organisation, 2, There are increased labour responsibilities, 3, There is quality circle. 4, There is increased management morale. 5, There are management suggestions for labour improvement. é vere People at all levels of an organisation partici pt fl Implementation of Kaizen “The Toyota Production System is known for Kaizen, where all line personnel are expected to stop their production line in case of any abnormality. At Toyota, line personnel are guided through Kaizen process by a line supervisor. Kaizen on a broad scale generates total quality management. The Cycle of Kaizen Activity The steps in Kaizen activity are as under : 1, Standardize the operations and activities to be done, 2. Find out the cycle time in production and amount of in-process inventory, 3. Innovate to meet the requirements and increase productivity. : 4, Standardize the new and improved operations. The cycle of Kaizen activity is also known as the Shewhart cycle, Deming cycle or PDCA (P—Plan, D—Do, C—-Check, and A—Act). The PDCA Cycles lan-do-check-act cycle of contin uous improvement. The PDCA cycle refers to pl \ality Management S; Quali stems a, 308 el uality : Six sigma Q ma was developed in 1987 by Motorola, The concept of six sigl Six Sigm, ; =i smith while working at Motorola in 1980, ya, a Was introduced bY ov Laan strategy at General Electric in 1995, Sh. se made it cache ing of a lot of quality tools. Looking at the success of these, a He is basically 2 Pa! va adopted Six Sigma to improve their process, reduce their oe rieeie xe their customers satisfied. ects Asix sigma process is one in which 99.99966% of all opportunities to produ feature of a part are statistically expected to be free of defects. Six Sigma at many organisations simply means a measure of quality that strives for near perfection, Itma rg ed tke"Zer0 Defects” or Customer Perfection”. It is an approach and method} y ain defects in any process. Six Sigma quality is term generally used toi i indi a process is well controlled. The higher the sigma level, the fewer defects the fae : creates. ‘According to Jack Welch, “six Sigma is a quality program that improves Your customer's experience lowers your costs, and builds better leaders.” ICe Soy Benefits: Following are the benefits of using Six Sigma technique as a quality Measurement tool : c 1. It helps in increasing the productivity. 2, It ensures the quality of a product. | 3. It helps in reducing the operation costs. " 4. It provides higher customer satisfaction. 5. It facilitates improved communication among team members. It has been proven over and over again by major players in the Future 500 that Six Sigma methodology works helping save billions of dollors in the operating costs as well as increasing effectiveness and efficiency. Quality Awards This is a way of recognising quality achievements. Quality awards are given to those organisations that have improved the quality of their product or service. Let us study the prizes for quality that are prevalent globally : 1. The Deming Prize for Quality—Dr. W. Edwards Deming is perhaps the best known American in Japan. His post-World War II techniques about statistical processes dae a methodology for the Japanese, and for his contributions the Deming Prize ies a tales his name, The prize has been awarded annually since 1951 by the ei panese ‘Scientists and Engineers to companies that have demonstrat sfully quality improvement programmes. Very few firms outside Japan apply e ‘he Deming Prize and as of 1994, the first and only non-Japanese winner is a U°no ity Management Systems and TQM npn, Florida Power and Light. Other n 7 i lotable cx i rca Nos, NEC Mane ys Eee é sheets i joorsteP- According to Sore oa for quality eee Heche Power. ee 19, ystem Is generally the cause for i eee a eee) nn gement’s resonsibility to “Work on the ee rainal iM resses, variation @s a major manufacturi he ae te ees to assist in evaluating variation. cheats 7 icolm Baldrige National i - CET Quality Award—The i Sat " Seema was first implemented in er cone aan ees a ao healers The late Malcolm fame aa = a under President Ri it ategories for the Malcolm Baldrige award are shown in cs pulls gellar igure. pi 1. Leadership 10% 2. Information nd analy 7% 3. Plannin, 6% : 5. Quality assurance >| products and services 14% 6 Results of quality assurance 18% 7. Customer satisfaction 30% Examination categories for the Malcolm Baldrige National Quality Awad that the problems of quality are toa great extent ints for 10 percent of the possible award points, and customer satisfaction 30 percent— Fig. : From the above figure it is clear degree behavioural; leadership accou planning 6 percent, human resources 15 percent, nearly two-third in total. Malcolm Baldrige Award winners include companies are—Westinghouse ( Xerox (1989), and Cadillac (1990) and others. i Quality awards provide useful benchmark and develop awareness of qual lity improvement. Such ‘awareness is crucial for industries ene i ae ae - os jis regard, many industry segments are establishing tl 1988), oe, |: ity Manageme: 340 Cadels igement Systems ang 1 ies, i d point values for th, «nation categories, items, an I ou Table: Examination arige National Quality Award Icon 1991 Examination Categories/Items a 1.0 Leadership ‘ = jership 7 1.1 Senior executive lead ality values 15 is Management for quality 25 1.4 Public responsibility 20 2.1 Scope and management of quality data and information 20 2,2 Competitive comparisons and benchmarks 30 2.3 Analysis of quality data and information 20 3.0 Strategic Quality Planning 60 3.1 Strategic quality planning process 35 3.2. Quality.goals and plans 25 4,0 Human Resource Utilization 150 4.1 Human resource management 20 4.2 Employee involvement 40 4.3 Quality education and training 40 4.4 Employee recognition and performance measurement 25 4.5 Employee well-being and morale 25 5.0 Quality Assurance of Products and Services 140 ’ 5.1 Design and introduction of quality products and services 5 5.2. Process quality control 20 5.3 Continuous improvement of processes 20 5.4 Quality assessment 15 5.5 Documentation . 10 5.6 Business process and support service quality 20 5.7 Supplier quality 20 6.0 Quality Results 180 6.1 Product and service quality results 90 6.2 Business process, operational, and support service quality results 50 6.3 Supplier quality results 40 : peal customer requirements and expectations 30 stomer relationship management 50 7.3 Customer service standards 20 7.4 Commitment to customers 7Management Systems and TQM quality 311 7.5 Complaint resolution for quality improvement 5 7.6 Determining customer satisfaction 20 7.7 Customer satisfaction results 70 7.8 Customer satisfaction comparison 70 TOTAL POINTS 3 source : 1991 Application Guidelines Malcolm Baldrige National Quality Award. U.S, Department of Commerce, National Institute of Standards and Technology, Gaithersburg, MD, (1991), 5, Quality Awards in India Following quality awards are given to manufacturing or service organisations for their outstanding achievements in the area of quality : 1. Golden Peacock National Quality Award—The Golden Peacock National Quality Award, named after India’s national bird the “Peacock”, is awarded every year, Each category has two awards - the Winner and the Runners up. Each winner and runners up receives a trophy together with a certificate. The award winners may use the Golden Peacock National Quality Award logo on their printed and promotional material. Selected organisations may be given a commendation card. The Golden Peacock National Quality Award would be given separately for manufacturing and service sector organisations, under the following categories : Normal Categories—It includes the following : 1. Large Enterprises (LE) > 251 and above Employees 2. Medium Enterprises (ME) — 51 to 250 Employees 3. Small Enterprises (SE) + upto 50 employees Special Categories—It comprises the following : = 1. Education, Training, Research and development, Testing & Inspection © 2. Service Sector covering Tourism, Transport, Couriers, Hotels & Hospitality, Healthcare, Telecommunication, Professional cons’ ttancies, Financial Institutions. 3. Government Organisations, Undertakings & :’-rvices. Eligibility—The eligibility is as under : ae untit fee or Service organizations or parts of Ee ieee ao profit centres) in the private and peas sector operating in Indi Golden Peacock National Quality Award. , ust reasonably “The decisive factor for eligibility is that the operations ofthe applicant 7 ified in India at the time of correspond to all the Award criteria and wich an ee deen dently, meaning evaluation, The operations of the applicant mus sre clearly defined. This must be ay te. eo ibilities, authorities, results, é clear en or equivalent. ee ane in the annual oe organisation PI 4 i d as under : egulations—These are 1d Scheme. eee counel reserves the right to alter eee trophy each year ane . ore than one 2. Awards Council reserves the right e ee ie tees \ also to withhold awards if the required s|quality Management Systems and Tem 312 liability for any loss resulting from the disclosure of 3, Awards cae an a though all reasonable precautions will be taken S information concernin th lementar : maintain s ke to return documents or supp! ry materi il st undertake 4, Awards Council cannot nee may also be invited to make a brief Presentation in fed Award winners ne 2 7 bel eee Id Congress on Total Quality” to share their experiences, : ne eae peas of the National Chairman of the Awards Council, on the 6. The recommendations of the Panel of Judges is final and no appeal or correspondence will be aaa dhi Quality Award—Rajiv Gandhi National Quality Award Was A = Se ret of Indian Standards in 1991, with a view to encouraging Indian aed and service organizations to strive for excellence and giving special manvfoct ne who are considered to be the leaders of quality movement in India, eae is intended to generate interest and involvement of Indian Industry in quality programmes, drive our products and services to higher levels of quality and equip our Industry to meet the challenges of domestic and International markets. : The award has been named after our Late Prime Minister Rajiv Gandhi, Tecognizing the new thrust he had.given to the quality movement in India-so that India could Move into 21st Century with pride. Rajiv Gandhi National Quality Award would help Indian Industry to improve quality by: if 1. Encouraging Indian Industry to make significant improvements in quality for maximizing consumer satisfaction and for successfully facing competition in the global market as well; 2. Recognizing the achievements of those organizations which have improved the quality of their products and services and thereby set an example for others; 3. Establishing guidelines and criteria that can be used by industry in evaluating their own quality improvement efforts; and . 4. Providing specific guidance to other organizations that wish lo learn how to achieve excellence in quality, by making available detailed information on the ‘Quality Management Approach’ adopted by award winning organizations to change their culture and achieve eminence. The award has been desig) like Malcolm Baldrige National Quality Award. Rajiv Gandhi National Quality Award is an annual feature on the basis of financial year. For example, the 2008 award will be considered for results achieved by the organization from 1 April 2007 to 34 March 2008, Eligibility—The eligibility for Competing is as under : 1. Applicant Organization is located in India. ined in line with similar awards in other developed countries, Quality Award in USA, Deming Prize in Japan and Europeanity Management Systems and TQM quar . 313 nization has been in existe _ Applicant orgal nce for at lea: vo the application. : St three years as on last icant organization is situated at one pla it 3, Applicant Place ora Unit of an organizat; atone location. Sanization housed ‘oduct or service and/or found guilty of fi Pp ial i urt for deficiency j nancial itreguiariti cy in rt, An undertaking to this effect ies by any 4 ulate it or cou! ene will have to be submitted, 2 ory authority 5. Applicant organization is not Manufacturing Products, |i _ which are injurious to health, ike tobacco and liquor etc, Assessment Criteria—The assessment for large scale organisation on the basis of following parameters namely ; Sanisation will be made 1, Leadership 2. Policies 3, Objectives and strategies 4, Human resource management 5, Processes 6. Customer focused results 7. Impact of business on environment ai 8. Business results, : The assessment for small scale org: parameters such as : 1, Leadership 2. Human resource Management 3. Processes 4. Customer focused results 5. Impact on environment and society 6, Business results, 3. IMC Ramkrishna Bajaj National Quality Award—Since 1996, the IMC Ramkrishna Bajaj National Quality Award Criteria have been used by hundreds of Indian organizations to stay abreast of: ever-increasing competition and to improve performance. The Criteria emphasize; openness and transparency in governance and ethics; the need to create value for customers and the business; and the challenges of rapid innovation | and capitalizing on your knowledge assets. The 2006 IMC Rambkrishna Bajaj National Quality Award Criteria are aligned with the 2005 Malcolm Baldrige ee ee Whether your business is small or large, is involved in service or man ra a has one office or multiple sites across the globe, the Criteria provide aval = ae that can help you plan in an uncertain environment. The Criteria eee eid Tesources and approaches such as ISO 9000, Six ee productivity, quality, International Quality Maturity Model; improve See to the vision, Sffectiveness and customer satisfaction; and on the jo! ind society Janisation will be made on the basis of followingquality Management Systems ee Qh ™ ishna Bajaj Natio fe full IMC Ramkrisi ; ional Qua If you are ready to take th ment as an internal improvement eff ity Avarg elf-assessl im i 10 wes rt ig for an Award application. rt, or You self-assessment as a basis xpect to win the JMC Ramkrishna Bajaj National Quality a, lication has valuable benefits. Every applicant receives fs nt, n independent, external assessment conducted [ alle experts. banat | quality are embodied in the IMC Ramkrishna oy aaj challenge, can use your Even if you do not e? submitting an ‘Award app! don al feedback report base n of specially trained and recognized The following essentials for total ic li teria : National Quality ‘Award crit : 1, Customer oriented quality focus. 2. Senior corporate leadership must formulate clearly defined values and = them into their company’s operations. : te 3. Excellent quality evolves from well-designed and well-executed a . 7 processes. 4, Continuous improvel and processes. 5. Companies must develop goals as well as strategically aim to export their Products and services. 6. Minimizing the response time for all operations and processes must be art of quality improvement efforts. 7. Operations and decisions of the company must be based on facts. 8. All employees must be appropriately trained, developed, and inv : : improvement activities. : olved in quay 9. Designing quality and error prevention must be key elements of i ; 4 3 quality system 10. Companies must communicate quality requirements to i a evaluate their performance. Suppliers and work to 11. Values of the Late Shri Ramkri jaj leech: krishna Bajaj must form an integral part of executive 12. Companies must plan to create an impact aa ( ‘ on women’s welfare and rural development, pa society in the areas of education, relied eed of Engineers (India) Safety and Quality Award—The in India with a co (India) set up in 1920 is the largest body of professional engineers of The Taare ee Of nearly 5,00,000 members. The Safety and Quality Forum Promoting the knowled ae (India) established in the year 2003, is engaged in the Forum is to ea ae information in the field of safety and quality. The aim of also with the industry, peblic ae National, regional and local government bodies; ‘di quali nd Private sector, academia and others and inculcate the The Safety and Quay ha applications and operations. wards have been instituted by the Safety and Qual Forum of IEI with a vi a view to encot 1 Sectors to strive for excellence. urage professionals from manufacturing and service ment must be integrated into the management of all a msity Ma! NAGEMENL GYOCLINS ANG 1M ali . 315 safety and Quality oe of the Institution would help : i fessionals to make signifi i : ‘couraging prot Significant Improvements ij tr maximizing workforce and consumer satshreree and ey and quaity prac tition in the global markets; UCCeSsfully Facing cor izing the achievements of those profess; : ecogni: Professionals who = 2 esvelY and thereby set an example for others; have improved in the @) establishing guidelines and criteria to evaluate com; These awards are given every year, Award winners cai ir print and promotion materials by ae Institution of Engineers (India)”, Eligibility—An applicant is eligible to compete for the award if he/she satisfies the following conditions : e 4, The Applicant is located in India, 2. The Applicant has been working in the concerned field for at least ten the last date of submitting the application. Ree 3. The Applicant has never been convicted by any Court for deficiency in product or service and/or found guilty of financial irregularities by any regulatory authority or Court, An undertaking to this effect will have to be submitted. 4. The Applicant is not involved in profession relati like tobacco and liquor, etc. which are injurious to heal e field Ipetency of Professionals, n use the “Award mentaining the year of award ede and the name of ing to manufacturing of Product th. Questions Short Answer Type Questions 1, What is the concept of quality? . What do you mean by quality control? . What are the steps in quality control? . What are benefits of quality control programme? Explain the concept of TQM. What is quality circle (QC)? What do you mean by cost of quality? . What is zero defect in quality management? . Explain design quality. POnaurwn Long Answer Type Questions in quale contol Define quality and quality control. Describe steps in quality control, ality. Describe need and importance of quality control and a of poor qué What is total quality management (TQM). Explain its principles. Write a note on “Quality Ciftles” (QC). " te ‘ lity. What is design quality? Explain the dimensions of design quality. 2 3 4 5. 8. Write a detailed note on “Cost of Quality’, )