Batangas Times
TUESDAY 25 APRIL 2023
MANAGEMENT OF QUALITY
These are some of the recent
trends and news related to
quality management. It's
important to stay updated
with the latest developments
in the field to ensure effective
implementation of quality
management practices and
continuous improvement in
quality performance.
Evolving
Regulatory
Landscape
Quality management is
influenced by changing
regulations and
standards. Organizations
need to stay updated with
evolving regulatory
requirements, such as
ISO standards updates,
FDA regulations, and
industry-specific quality
regulations, to ensure
compliance and
maintain high-quality
standards. This includes
adopting agile quality
management practices
that can adapt to
changing regulatory
requirements.
Sustainability
and Social
Responsibility
Sustainability and
social responsibility
are gaining
importance in quality
management, with
organizations
recognizing the need
to align their quality
practices with
environmental, social,
and governance (ESG)
goals. This includes
incorporating
sustainability and
social responsibility
considerations into
Increasing Emphasis on
product design,
manufacturing
processes, and supply
Risk-Based Thinking
chain management, to
ensure that products
and services are
Quality management systems, such as ISO 9001:2015, now produced in an
require organizations to adopt a risk-based thinking approach to environmentally
identify, assess, and mitigate risks that could affect the quality of responsible and
products, services, or processes. This has led to a growing focus on socially conscious
integrating risk management principles into quality manner
management practices, ensuring that organizations proactively
identify and address potential risks to quality.
Adoption of Industry 4.0
Technologies
Industry 4.0 technologies, such as automation, artificial
intelligence, and big data analytics, are increasingly being used in
quality management to improve process efficiency, data collection,
and analysis for decision-making. These technologies enable
real-time monitoring of quality metrics, predictive analytics for
identifying quality issues, and automation of quality control
processes, leading to enhanced quality performance.
 Batangas Times
VOL 1 TUESDAY 25 APRIL 2023 NO 123

Executive Summary Total Quality Management is an approach

by Marie Panambo
Quality has been a focal point in
business. It refers to the ability of
a product or service to
consistently meet or exceed
customer needs or expectations.
David A. Gavin points out that
there are many dimensions to
product and service quality.
These aspects of product and
service quality provide
conceptual framework
thinking about quality and
ensuring that organization is
delivering the highest possible
quality. The use of quality
management is widely used to
ensure that quality becomes a key
component of a company's goals
and that an organization gets the
most out of everything it has.
of continuous quest for quality and
improvement to ensure that an
organization meets customer satisfaction
with every product or service it provides.
One of the fundamental steps of TQM is
problem Solving, in which the user
eliminates the cause and prevents the
problem from recurring. Another is process
improvement. Organizations must
continuously improve their processes, try
to find out how they can improve since the
a demand of the customers is changing. Two
for commonly used for process improvement
are the Plan-Do-Check-Act cycle model
and the Six Sigma methodology, which
provides a blueprint for implementing a
holistic quality system. There are also seven
basic quality tools that have been used to
improve production within organizations
that help generate and organize data and
identify problems.

It is important that
organizations strive
to ensure that their
employees are well
prepared for their
tasks.
Marie P.

There are common quality management issues that organizations

A common solution to these problems
encountered here are as follows:
is to ensure that the organization has
(1) Quality management is not seen as a profit center of the company,
strategically planned all internal and
(2)Going beyond reactive quality management practices,
external processes so that resources are
(3) Lack of Quality Equipment and
maximized, and give importance to
(4) No Training and Development.
the skills and knowledge of the
personnel for production or
These issues may seem simple, but they have a huge impact on the
operational improvements.
organization.
page 2 / Batangas Times
Objective of the Study
For a decade or so,
quality was an important
focal point in business. But
after a while, the emphasis
on quality began to fade,
and quality took a backseat
to other concerns.
However, there has
been an upsurge recently in
the need for attention to
quality. Much of this has
been driven by recent
experience with costs and
adverse publicity associated
with wide ranging recalls
that have included
automobiles, ground meat,
toys, produce, dog food,
and pharmaceuticals.
Broadly defined, quality
refers to the ability of a
product or service to
consistently meet or exceed
customer requirements or
expectations.
However, different
customers will have
different requirements, so a
working definition of
quality is
customer-dependent.
by Ina Mernilo
The objectives of the this topic was intended
to:
1. Comprehension of the course
materials.
2. Develop critical thinking among the
topic.
3. Defining Management quality and
learn the value and pros and cons of
quality management in the
organization.
4. Determining the difference with
product and service quality that occurs
in the real world.
5. Understanding the way organization
perform and operate the total quality
management and how this may affect
the business.
One of the leading
advocates for quality was
Philip Crosby. In the 1970s
he proclaimed that “quality
is free” because doing
something right the first
time at a high level of
quality was cheaper than
fixing it later. Crosby
defined quality as
“conformance to
requirements.”
According to Crosby,
these costs are so great that
rather than viewing quality
efforts as costs,
organizations should view
them as a way to reduce
costs, because the
improvements generated by
quality efforts will more
than pay for themselves.
Early European colonies in America
started to print news sheets similar to the
European doppelganger.
The first American news sheet was printed
in Mexico in 1541, and described an
earthquake in Guatemala.
 page 3 / Batangas Times

Another approach to defining According to Henri Fayol,

quality comes from Joseph Juran. He
was one of a number of management
theorists who worked in Japan in the
1950s. Juran viewed quality as
fitness-for-use.
He also believed that roughly 80
percent of quality defects are
management controllable; thus,
management has the responsibility to
correct this deficiency. He described
quality management in terms of a
trilogy consisting of quality planning,
quality control, and quality
improvement.
According to Juran, quality
planning is necessary to establish
processes that are capable of meeting
management is a process consisting of
activities to plan, organize, mobilize
human resources (HR), and carry out
control to achieve goals. The five
functions of management as defined
by Henri Fayol are: Planning,
Organizing, Command,
Coordination, and Control.
Furthermore, Peter F. Drucker
defines management as a
multi-purpose organ that manages
business and manages managers and
manages workers and work.
According to Drucker,
management is the key organ of any
organization. In his opinion,
management is performed through a

“Quality
quality standards: quality control is series of tasks. A manager has to
necessary in order to know when perform several functions such as
corrective action is needed: and setting objectives, increasing
quality improvement will help to find productivity, organizing and
better ways of doing things. managing social
responsibilities,
employees.
and
impacts and
motivating is never
an
accident.
It is
Given the definition of quality
and management, Total Quality
TQM can have a beneficial
effect on employee and organizational
always a
result of
Management (TQM) is a development. By having all employees
management framework based on the focus on quality management and
belief that an organization can build continuous improvement, companies
long-term success by having all its can establish and uphold cultural
members -- from low-level workers
to its highest-ranking executives --
focus on improving quality and, thus,
values that create long-term success
for both
organization.
customers and the an
delivering customer satisfaction. At its
core, TQM is a business philosophy
that champions the idea that the
TQM's focus on quality helps
organizations identify skill deficiencies
in employees, along with the
intelligent
effort.”
long-term success of a company
comes from customer satisfaction and necessary training, education or
loyalty. mentoring required to address those
needs.
TQM requires that all
stakeholders in a business work
together to improve processes,
products, services and the culture of
the company itself.
page 4 / Batangas Times

Evolution of Quality
Management
by Erika Rejano

During the middle ages, the skilled craftsperson all

stages of production. Quality assurance was informal; one
person or a small group of people were responding to the
final product they produced. These themes were lost in the
advent of the Industrial Revolution where each worker was
then responsible for only a small portion of each product.

The future of Quality

Management
In the early 1900s, the “Father of Scientific
Management”, Frederick W. Taylor led to a new
philosophy of production and inspection as primary means
of quality control. G.S Radford improved Taylor’s method
by considering quality early in the product design stage.

In the 1960’s, Philip Crosby

In 1924, Bell Telephone
Laboratories introduced Statistical
process control charts, which became
a popular means of identifying quality
problems in production processes and
ensuring consistency of output. H.F.
Dodge and H.G. Romig developed
the sampling inspection tables in the
early 1930s.
During the 1950’s, quality
control evolved to quality assurance
with emphasis on problem
avoidance rather than problem
detection and involvement of upper
management in quality.
introduced the philosophy of Zero
defect management which focused
on employee motivation and
awareness and the expectation of
perfection from each employee.
During the 1970’s, quality assurance
methods gained to focus on services.
Japanese products had a
significant global impact on the
market as they integrated quality in
their organizations and developed a
culture of continuous improvement.
The American newspaper
business as we know it
was born on September 3,
1833, when a
twenty-three-year-old
publisher named
Benjamin Day put out the
first edition of the New
York Sun. Whereas other
papers sold for five or six
cents, the Sun cost just a
penny. For revenue, Day
relied on advertising
rather than on
subscriptions. Above all,
he revolutionised the way
papers were distributed.
He sold them to
newsboys[9] in lots of a
hundred to hawk in the
street. Before long, Day
was the most important
publisher in New York.

Determinants of
Quality by Elizabeth Garcia
1. Design
2. How well the product or service
conforms to the design
3. Ease of use
4. Service after delivery
Implications of Quality
1.Company Reputation: An
organization can expect its reputation
for quality — be it good or bad — to
follow it. Quality will show up in the
perception of the firm's products,
employment practices, and network
relations.
Total
Quality
Management
by Erika Rejano
The use of quality management
has become widespread in every
organization’s daily operations. The
aims of the businesses may differ, but
the importance of customers is a matter
of common interest and the ability of
organizations to adapt to new customer
requirements on a global market is of
vital importance for long-term success.
Thus, quality has become an important
factor to the goals of the businesses.
page 5 / Batangas Times
2. Product liability: The organization
must pay special attention to damages
or injuries resulting in the use of their
faulty products or poor workmanship.
The courts increasingly hold
organizations that design, produce, or
distribute faulty products or services
liable for damages and injuries resulting
from their use. Legislations such as the
Consumer Product Safety Act sets and
enforces product standards by banning
products that do not reach those
standards.
3. Global implications: For both a
company and a country to compete
effectively in the global economy,
products must meet global quality,
design, and price expectations. Inferior
products harm a firm's profitability, a
nation's balance of payments, and may
become a major issue nationwide.
Total Quality Management (TQM)
The basic goal of Total Quality
Total - made up of the whole and
Management (TQM) is to involve all
every aspect of its business
levels and functions of an organization
Quality - degree of excellence a in continually meeting and exceeding
product or service provides the customer's expectations of their
daily operations, products or services.
Management - act, art or manner of
planning, controlling, directing and
organizing
Importance and benefits of total
Therefore, TQM is the art of quality management are the :
managing the whole to achieve
excellence.
➢ Elimination of defects and
Total quality management is an
waste.
approach that organizations use
continuously to quest for quality and ➢ Reduced costs and better cost
improve their internal processes and management.
increase customer satisfaction.
➢ Higher profitability.
Stevenson (2014) pointed out that,
“there are three key philosophies in this ➢ Improved customer focus and
approach: continuous improvement, satisfaction.
the involvement of everyone in the
organization, and the goal of customer
satisfaction”.

Elements of
Quality
Management
by Erika Rejano
According to the definitive text,
Total Quality: A User's Guide for
Implementation, Total Quality
Management (TQM) is a management
technique based on the idea that all
“employees continuously improve
their ability to provide on-demand
products and services that customers
will find of particular value.”
Some of the important elements
of total quality management are:
(i) Management’s commitment to
quality
(ii) Customer satisfaction
(iii)Preventing rather than detecting
defects
(iv) Measurement of Quality
(v) Continuous improvement
(vi) Corrective action for root cause
(vii) Training
(viii) Recognition of high quality
(ix) Involvement of Employees and
(x) Benchmarking.
(iii) Preventing rather than detecting
defects:
TQM checks the poor quality
products or services rather than simply
to detect and sort out defects.
“Prevention rather than detection” is
the main characteristic of TQM. Some
of the important techniques of TQM
which aim at the prevention of defects
rather than the detection of the defects
are statistical process control,
continuous process improvement and
problem solving and system failure
analysis etc.
(iv) Measurement of Quality:
Quality is a measurable entity
and we must know what current
quality levels are i.e. Where we are or
where we stand in respect of the quality
and what quality levels we are aspiring
for or where we are going
page 6 / Batangas Times
(i) Management’s commitment to quality:
If an organization is serious about implementing TQM, the lead has to be
taken by the top management with full commitment. It must initiate quality
improvement programmes. The top management should continue all the efforts
and provide the resources to continue quality improvement programmes. This is
provided by collecting, reporting and use of quality related cost information.
(ii) Customer satisfaction:
TQM is designed in such a manner so as to meet the expectations of
customers. In the present era, the customer is the king. It must be recognised that
customers are the most important persons for any business. The very existence of
an organization depends on them. They are the lifeblood of a business and deserve
the most courteous and affectionate treatment.
(v) Continuous improvement:
(vii) Training:
TQM consists of a continuous
process of improvement covering Proper training programmes
people, equipment, suppliers, materials
and procedures. It includes every have to be undertaken to train the
aspect of an operation in an
employees for the use of TQM
organization. In Japan the word
“Kaizen” is used to describe the concepts and techniques. Employees
continuous process of improvement. have to be provided regular training
In the USA, TQM zero defects and
six-sigma are used to describe such for continuous improvement.
efforts.
(viii) Recognition of high quality:
(vi) Corrective action for the root
cause:
TQM aims at developing long
TQM aims at preventing term relationships with a few high
repetition of problems by identifying
the root causes for their occurrence quality suppliers rather than those
and developing means and corrective suppliers who supply the inferior
actions to solve the problems of the
root level. Failure analysis and goods at the low cost.
problem solving skills are very useful
techniques in this regard.

Six Sigma
Six Sigma is a set of
management techniques that
focuses on improving quality,
reducing cost, and increasing
customer satisfaction by
minimizing the occurrence of
defects and errors. It can be
integrated with design, service,
production, inventory
management, and delivery.
The goal of Six Sigma is to
achieve a level of quality that is
nearly perfect, with only 3.4
defects per million opportunities.
In many ways, six sigma provides
a blueprint for the
implementation of a total quality
system. Although they have a
different approach and can be
used independently, They are
compatible enough to be used
together and increase the output
of improvement.
page 7 / Batangas Times
A Goal: Using Six Sigma
methodology,
organizations can keep a
stringent goal for
themselves and work
towards achieving them
during the course of the
year. Right use of the
methodology often leads
these organizations to
achieve these goals.
A Statistical Measure:
Six Sigma is a data driven
methodology. Statistical
Analysis is used to identify
root-causes of the
problem. Additionally, Six
Sigma methodology
calculates the process
performance using its
Six Sigma is: own unit known as Sigma
unit.
A Business Strategy: Using Six Sigma
Methodology, a business can strategize its plan A Robust Methodology:
of action and drive revenue increase, cost Six Sigma is the only
reduction and process improvements in all methodology available in
the market today which is
parts of the organization.
a documented
methodology for problem
A Vision: Six Sigma Methodology helps the
Senior Management create a vision to provide solving. If used in the
a defect free, positive environment to the right manner, Six Sigma
organization. improvements are
bullet-proof and they give
A Benchmark: Six Sigma Methodology helps high yielding returns.
in improving process metrics. Once the
improved process metrics achieve stability; we
can use Six Sigma methodology again to
improve the newly stabilized process metrics.
For example: The Cycle Time of Pizza
Delivery is improved from 60 minutes to 45
minutes in a Pizza Delivery process by using
Six Sigma methodology. Once the Pizza
Delivery process stabilizes at 45 minutes, we
could carry out another Six Sigma project to
improve its cycle time from 45 minutes to 30
minutes. Thus, it is a benchmark.
“Intellectuals solve
problems, geniuses
prevent them”
-Albert Einstein
 page 8 / Batangas Times

(ix) Involvement of Employees:

Involvement of employees means
that every employee is completely
involved at every step of the
production process which plays an
active role in helping the organisation
to meet its targets. Employee
involvement and empowerment can be
assured by enlarging the employee’s job
so that responsibility and authority is
moved to the lowest level possible in
the organization.
(x) Benchmarking:
Benchmarking is a systematic
method by which organizations can
measure themselves against the best
Problem Solving and
industry practices. Benchmarking aims
at developing best practices that will
lead to better performance. It helps a
Process Improvement
company to learn and incorporate the by Ina Mernilo
best practices into its own operations.
Benchmarking is a technique of Problem solving is the process of identifying a problem and employing the
distinguishing an organization’s efforts right tools and approaches to organize your search for solutions. The users of this
with the best performance in the field strategy eliminate the cause in one of the fundamental TQM steps to prevent the
and also to suggest how the gap problem from recurring. Additionally, it's crucial for users to view issues as
between the two performances can be "opportunities for improvement" in order to succeed. This would assist the company
removed. Thus, benchmarking is a in elaborating and identifying potential solutions.
technique of continuous improvement.

3. Analyze the problem 7. Monitor the solution to see if it is

There is a simple method for
problem-solving, and it is as follows:
1. Define the problem & establish
an important goal
● What's the issue?
● How did you find the issue?
● How long has the issue existed
and when did it first arise?
● Is there enough information at
hand to contain the issue and
stop it from moving on to the
following stage of the process?
2. Develop performance measures
and develop data
● What information is available or
required to adequately define or
comprehend the issue?,
● Is solving the issue right now of
the utmost importance?
● Are there any further resources
needed to define the issue?
● Make sure the issue is resolved
and doesn't go on to the
following step in the process.
accomplished the goals
● Determine potential causes for
the issue. ● Observe and gather data.
● Perform the background ● Were there any unanticipated
investigation and put it all effects?
together. ● Remove previously added tasks
that were added to contain the
4. Generate potential solutions issue if it is fixed.
Make a list of the steps that must ● Find more chances for
●
be taken to treat the problem's executing the answer into
fundamental cause and stop it action.
from spreading to other people. ● Guarantee that the issue won't
Give each activity a time limit recur while disseminating the
●
and an owner. lessons learnt.
● Status procedures to guarantee
fulfillment.
5. Choose the solution
● Choose the best option by
comparing them.
6. Implement the solutions
● Implement a plan of action to
address the underlying issue.
● Verify the completion of the
action.

Process 7 Steps to Process Improvement
Improvement Process mapping
by: Ina Mernilo
Process improvement is the
proactive process of transforming it into
excellent. Although it is changing, only
certain aspects can be altered. It can
sometimes be improved better. In order
to enhance a process' performance,
documentation, evaluation, and analysis
are all necessary. Increasing satisfaction
with customers, producing improved
quality, decreasing waste, lowering
costs, raising productivity, and
minimizing the processing period are
all accepted goals of process
optimization. It involves locating,
examining, and enhancing established
business processes. Simply said, it
involves gazing at your company while
considering how you might improve.
Your expanded project management
plans include process improvement.
Throughout the project lifecycle, you
should take an iterative approach to
reviewing your processes and
improving them.
Plan-Do-
Check-Act
Cycle
Plan: Identify a chance and prepare a
change. This strategy enables us to
begin at the beginning, from which we
can examine everything and make the
best judgments while allowing mistakes
to be made. It was an extension of
everything we had begun. The idea of
opening a coffee shop is one example.
Do: Test the modification. Conduct a
small-scale investigation. This action is
completely prepared with information
and willpower. Through research and
learning new topics, this section will
strengthen our plans. Through this, the
coffee shop business will require a site,
budgeting, and metrics like the land,
setting, needed staff, and suppliers.
page 9 / Batangas Times
improvement.
- enables you to visualize the entire process while recognizing areas for
Analyze the process- Look at your method more closely. You might brainstorm, scribble,
and utilize a diagram to trace the problem's origin.
Redesigning the procedure- implies getting rid of the issue you identified. In order to
figure out what you missed or lacked, you could engage with your team and have an in-depth
knowledge of the previous steps.
Assign resources- Respond to the inquiry, "Who needs to be engaged for the change to take
place?"Once you've determined who to include, advise them of the situation and which tasks they
will be working on. Discuss the new process and how the organization will benefit through the
change. The process will be made explicit and the team will have a reference in the process maps
you generated before.
Create an implementation strategy- the strategy should be as particular as you can. It's
crucial to define and keep track of the particular tasks that each team member will be engaged on.
Then make a plan of action that details the beginning and end deadlines of each task. Making a
thorough plan for the implementation of your process ensures that your strategy is carried out to
completion.
Communicate and execute- Let the team learn everything first because doing so minimizes
the possibility that they may object to the new technique. Execute your plan, then start
streamlining your procedure.
Monitoring and improving are ongoing processes- Even after a process has been
enhanced, make sure that workers conform to the new procedure by carefully tracking the new
procedure and its outcomes. If any obstacles or issues come up, work with your team and figure
out how to overcome them. The modifications you make to your process will remain in place if
you continue to improve it.
Check: Review the exam, evaluate the outcomes, and note what you learnt. It
only operates when we make a decision. It acts as a guide for improvement and a
chance to realize your dreams in accordance with your strategy. checking
references and looking for information to aid in the execution of plans. You are
now capable of checking if all of the raw materials used in the firm have been
settled. Everything had to be evaluated in light of the company's performance, its
supply, and any amusing recommendations or opinions.
Act: Put what you learnt in the study step towards practice. If the modification
was unsuccessful, repeat the process applying a different approach. If you passed
the test, apply what you learned to more significant enhancements. Restart the
cycle through putting what you've learnt to use in new strategies for growth. the
section in which you must carry out plans established by how we managed and
prepared the action. It is exactly where conflict and improvement start. Your
entire concentration and duty should be devoted to that manner.
 page 10 / Batangas Times

Quality Tools and Control by Marie Panambo

Over the years, many tools have
been proposed that organizations can use
to improve. These tools help collect and
analyze data and provide a basis for
decision making. The first seven tools are
often referred to us as the seven basic
quality tools. These are the following:

1. FLOWCHART
It is a visual representation of the process. These are best developed by
involving all levels in the process. As a problem-solving tool, flowchart can
help investigators identify potential problem points in the process. The
diamond shapes in the flowchart represent decision points in the process, the
rectangular shapes represent procedures or steps and the arrows represent the
“flow direction” of the steps in the process.

2. CHECK SHEETS
A check sheet is a simple tool
commonly used for problem
identification and primarily for
organizing and collecting data. This type
of sheet provides a format that allows
users to record and organize data in a
way that facilitates collection and
analysis.

3. HISTOGRAM
This is a basic statistical tool that plots empirical frequency
distribution. It helps to understand the distribution of observed values.

4. PARETO DIAGRAMS
It is often used to analyze data collection in check sheets by
classifying problem areas according to the degree of importance. This
diagram is named after Vilfredo Pareto, a 19th century Italian economist. It
focuses on the concept that a relatively small number of factors generally
account for the majority of total cases. Also known as the 80-20 rule, states
that approximately 80% of the problems come from 20% of the items.
 page 11 / Batangas Times

Quality Tools and Control

by Marie Panambo

5. CAUSE AND EFFECT

DIAGRAM
This diagram provides a structured approach
that supports idea generation to the root cause of a
problem and serves as a foundation for finding
solutions. A cause and effect diagram is a graphical
technique used to discover potential locations of
quality problems. This diagram is also known as a
fishbone diagram or an Ishikawa diagram because of
its shape. It is named after a Japanese professor who
developed the approach to aid workers
overwhelmed by the number of possible sources of
problems when problem solving.
This tool helps to organize problem solving
efforts by identifying categories of factors that may
“Every cause produces
be causing the problems. The 4 Ms (material,
machinery/equipment, manpower, and methods) more than one effect”
can be common “causes” or may be monitored as -Herbert Spencer
common causes of problems. Cause and effect
diagram are often used to organize the ideas
generated after a brainstorming session.

6. SCATTER DIAGRAM
This tool helps determine whether a significant relationship exists between two variables. Unlike typical charts and
graphs, which use lines and bars to represent data, scatter charts use points. There are three types of scatter charts. The first is
positive correlation. This means that as the value of the independent variable increases, the value of the dependent variable also
increases, giving an upward sloping number. The second is negative correlation. As the value of one variable increases, the
value of the other variable decreases, resulting in a downward sloping number. The last or third is uncorrelated if there is no
potential association between the variables. Also called zero correlation. The two variables shown are completely unrelated.
The higher the correlation between the two variables, the less variability the points will have. Dots tend to line up.
Conversely, if there is little or no relationship between two variables, the points are completely scattered.

7. CONTROL CHART
A control chart is a statistical process control tool
used to monitor how a process changes over time and
whether the process output is random with
predetermined control limits. This graph shows when
the problem occurred and provides insight into the
cause of the problem.

Quality
Control by Ina Mernilo
Quality control is the
process of evaluating the quality
of the elements involved in
production to ensure that the
results meet quality standards or
meet customer requirements.
Similar to quality assurance, but
not the same. Quality control
includes testing the unit to
determine if it meets the final
product specifications. The
purpose of the testing is to
determine the need for corrective
action in the manufacturing
process. Good quality control
helps companies meet consumer
demand for better products.
Conclusion
by Erika Rejano
Total quality management is not a
solution to a problem but it is rather a
way to reduce the effect of a certain
problem and to create an continuous
improvement success to the overall
organization that allows for the
delivery of high-quality goods and
services while also increasing customer
satisfaction. It is a popular and effective
management strategy in industries such
as manufacturing. As part of the quality
improvement planning process, the
leaders outline company objectives and
provide training on process standards to
the workforce from various
departments.
page 12 / Batangas Times
Statistical Process Control
by Marie Panambo
Statistical Process Control (SPC) is a statistical technique used to control
processes with some degree of variability to ensure that the process conforms to
standards. It judges the capability of the process according to the quality
standards, shows the current status of the process quality, and ensures the smooth
flow of the process.
Developed by Walter Shewhart, control charts are simple yet powerful
tools. It is a time-ordered plot of process data over time used to determine
whether a manufacturing process is within the range of acceptable or out of
control or to distinguish between random variability and nonrandom
variability. The control chart consists of a mean value with two boundary lines,
the upper control limit (UCL) and the lower control limit (LCL), called control
limits which define the range of acceptable variation for the sample statistics.
The purpose of a control chart is to monitor process output to determine if
it is random. A necessary (but not sufficient) condition for a process to be
considered “in control,” or stable is that all data points fall between the upper
and lower control limits. Conversely, a data point that strays from one of the
boundaries is taken as evidence that the process output may not be random and
is therefore 'uncontrolled'. When this happens, the process stops to find and fix
the cause of the nonrandom variation. The essence of statistical process control is
to ensure that the output of a process is random and that future outputs are
random. The basis of the control chart is the sampling distribution, which
essentially represents a random variability.
TQM helps a company exceed customer expectations while also lowering
operational costs by reducing resource waste caused by ineffective procedures.
When management and employees adhere to the eight total quality management
principles, it becomes ingrained in the broader company culture.
In general, quality management focuses on long-term goals through the
implementation of short-term initiatives.Total quality management encourages
consumer fulfillment by ensuring the consistent supply of high-quality goods or
services.
 page 13 / Batangas Times

Issues/Concern:
Every business strives for quality, compliance, and continuous improvement of its manufacturing
processes, but there are still those that are susceptible to the most common pitfalls associated with quality
management. Here are some of the most common quality management issues commonly encountered.

1. Quality management is not seen as a profit center of the company.

Quality management is often not seen as a profit center because it does not design, produce, or sell
products. Because of this mentality, many businesses have trouble seeing the value of allocating resources to
quality management efforts. In reality, quality management issues can have a massive impact on the company’s
profits. Low-quality or inconsistent products can lose revenue, diminish brand equity, increase expenses, and
reduce productivity.

2. Going beyond reactive quality management practices.

Once you find a quality management process that works for your business, it might be tempting to
implement it and leave it alone—the “if it’s not broken, don’t fix it” mentality. Many businesses don’t take the
time to analyze their quality management practices, instead simply allowing their current practices to operate
until there is a major issue. When an issue does happen, it results in overcorrection and overbuilding the area
in which the issue occurred. These corrections fail to address the system as a whole.

3. Lack of Quality Equipment

Quality equipment and quality-related production equipment represent a substantial financial
investment for a firm. This equipment must be reliable and well-maintained. While many companies are
quick to spot problems and deficiencies, they are not as ready to invest in quality equipment. Dedicated teams
may prioritize and see to the repair, refurbishment, and replacement of equipment promptly.

4. No Training and Development

There is often a rush to get new employees working, so training is minimal and brief. This presents
problems over time as many employees can feel inadequately trained for their positions. This lack of
confidence may or may not be shared with management. There can be a fear of reprisals, like a reprimand for
not remembering everything from the initial training, or losing the position altogether. Employees who can’t
properly do their job can affect the work and productivity of the company which may result in a negative
way.

Suggestions: 2. Quality control should not be

1.Any company that truly wants to
improve quality should invest the time
and money necessary to build a
quality-focused culture that permeates
all aspects of the organization.
Ultimately, if a company produces
consistently high quality products, it
can offer a ROI higher than new
product lines and more efficient
manufacturing facilities.
Investing into employee
development and training can improve
the quality of the entire organization.
The experienced staff can identify
quality control issues before they are
discovered by external auditors which
can save money, time and damaging
the company’s reputation.
static. It should be a continuous
4. Training should be documented and
detailedly demonstrated which are
process. Proactively, maintain an required for the task, taking into account
internal audit program to ensure previous experience and professional level.
compliance and keep abreast of the They should include a complete job
ever-changing business environment. description, how the job is done, and
What worked last quarter may not practical opportunities. Employees should
work this quarter. Organizations feel comfortable asking follow-up
questions and possibly have a mentor
should create quality control routines
to instill a quality-consciousassigned. It is clear that people who are
corporate culture. confident in their work are more likely to
do well. Training and ongoing
3. To avoid wasting resources, the development opportunities should be part
companies must see these, and need of the operational system.
to be funded firmly up front.
Companies expect the best from their
production floors, but they must be
prepared to provide modern and
efficient equipment. The cost of poor
quality for the business cannot be
compared to the cost of high quality
equipment.

5. In actuality, providing solutions and subsequent procedures might allow ideas to "gel" or blend. It is beneficial to
collaborate and establish an open environment in which to suggest and agree or disagree. Furthermore, the importance of
what has been stated above may assist you in taking the time to find solutions if time allows. Distance from an idea may allow
you to prepare your thoughts and obtain a completely new perspective on it. It is also necessary to seek actual reinforcement
and to have firsthand experiences. Relying on paper will occasionally save the moment. Moreover, it serves as a guide, but
thinking and researching beyond the box will enable us acquire additional knowledge, information, and accomplishment.
 page 14 / Batangas Times

References:

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Stevenson, W. J. (2014). Operations Management. McGraw-Hill Education.

Mohan, A. (2001). Corporate Citizenship. The Journal of Corporate Citizenship, 2001(2), 107–117.
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Hr, G. (2022). Definition and Functions of Management According to Henri Fayol. GreatDay HR.
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ent%20as,supervision%2C%20to%20achieve%20certain%20goals.

Choudhary, A. (2018, August 2). A profile of Peter F. Drucker – Father of Modern Management. Toronto
School of Management.

Cohn, M. (2018). What Is Quality? Mountain Goat Software.

https://www.mountaingoatsoftware.com/blog/what-is-quality

PDCA Cycle - What is the Plan-Do-Check-Act Cycle? | ASQ. (n.d.).

https://asq.org/quality-resources/pdca-cycle

Cmo, J. B. (2023). What Is the Purpose of Process Improvement? HighGear.

https://www.highgear.com/blog/the-purpose-of-process-improvement/?fbclid=IwAR0vBDkOwFrRC9
g_j5zfLol-Anz5CprUZhMIpA_3sKhsp11CupK_35l3jUA#:~:text=The%20purpose%20of%20process%
20improvement%2C%20as%20its%20name%20implies%2C%20is,quality%20services%20and%20custo
mer%20satisfaction

8-Step Problem Solving Process. (n.d.). University Human Resources - the University of Iowa.
https://hr.uiowa.edu/development/organizational-development/lean/8-step-problem-solving-process?fb
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Madureira, D. B. (n.d.). Contemporary Issues in Quality Management | Veeva Industries. Veeva.

https://www.industries.veeva.com/blog/quality-management-issues
 TUESDAY 25 APRIL 2023

Batangas Times
Batangas State University-TNEU
Editorial Board A.Y 2022-2024

REJANO, ERIKA N. GARCIA, ELIZABETH

BS CUSTOMS ADMINISTRATION BS CUSTOMS ADMINISTRATION

MERNILO, INA CRESELLE MAE PANAMBO, MARIE

BS CUSTOMS ADMINISTRATION BS CUSTOMS ADMINISTRATION