Project and Quality Management

COURSE WORK ASSIGNMENT

CASE STUDY-Quality Management Group Research

STUDENT NAME STUDENT ID

AKSHAY ARUN SUVARNA 32016766

CHANDANAHARI SUNITHAKUMARI
32035191
HARICHANDRANNAIR
OLUWAFEMI MARVIN SOMALA 30050292

PRASHANT SHARMA 32035220

RABNA SHIHATH 32034074

Table of Contents

Abstract

Section 1.Introduction.……………………………………………………………….. 3

1.1. History of quality management…………………………………………..4

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Section 2 : Literature Review…………………………………………………………6

2.1 Application of quality management development in manufacturing ………6

2.2 Application of quality management development in service sectors ......................6

2.3 Use of quality management initiatives to improve products and consumer
experience……………………………………………………………………….6

Section 3 : Case study………………………………………………………………….7

3.1 JCB (Heavy Duty Manufacturers)………………………………………….7

3.2 - Local government body (Service)…………………………………………8
Section 4 : Findings and Conclusions…………………………………………………9

Abstract

Quality Management has recently attracted attention on a global scale and has been embraced
by many businesses, particularly in industrialised nations. The goals of the Lean Six Sigma
methodology are to increase organisational quality while lowering variations and improving
efficiency. TQM is an organizational strategy with a main emphasis on continual improvement

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for raising the standard of goods and services. The effectiveness of TQM and Six Sigma in the
industrial and service sectors will be investigated in this study.

1.INTRODUCTION

1.1 History of quality management

One of the many definitions of quality management states that it is "the method of coordinating
all activities and obligations required to achieve a specified quality level, and ensures that an
organisation, product, or service is consistent."

Most quality philosophers concur with Garvin's account of the history of quality development,
which is composed of four distinct phases (Garvin, 1988) that is inspection, Statistical quality
control, quality assurance, and strategic quality management .

Although some claim that the origin of quality control dates back to the Middle Ages, when
trade apprentices had their work reviewed by their mentors to ensure that the company was
maintaining a suitable level of quality, contemporary quality management systems weren't
established until the 1920s. At that point, statistical analysis of final products and thorough
evaluations against predetermined values became commonplace in production and services in
the US manufacturing sector.

Unfortunately, effective quality control always results in product rejections, and the expenses
involved might be difficult to accept. The biggest problem with the implementation of quality
management would be this, which would also be the impetus for greater in-depth process
analysis and in-line inspections in order to avoid expensive end-product rejections. Philip B.
Crosby, Armand V. Feigenbaum, Joseph M. Juran, and W. Edwards Deming among others,
saw the need for change in how organisations viewed quality. They were the thought leaders in
the field who taught businesses how to implement successful Quality Management while also
altering the managerial style to better comprehend the effects this would have on the entire
business.

Kaoru Ishikawa was among the key figures in the development of Quality Management
programmes in Japan. He joined the study team for the Japanese Union of Scientists and
Engineers (JUSE) Quality Control as a professor at the University of Tokyo's Faculty of
Engineering. He developed the theories and systems put in place by Deming and Juran while
holding this post.

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Japan would begin experimenting with quality management in the 1940s. The West had
previously seen its products as being inexpensive and of low quality, therefore they were eager
to change that. Japan would quickly catch up and assume the lead in quality management in the
second half of the 20th century with the aid of Deming and Juran. As they were known, quality
control systems were seen by Japanese companies like a tool that regulate the calibre of each
person and the goods they produced. By using above method, Total Quality Management
(TQM) was developed.

Table 1 briefly summarizes the events that influenced the development of TQM theory and
practice and shows how TQM emerged gradually. Statistical methods and the basic concepts of
labor management systems were developed in the early 20th century, and Japan steadily
established a total quality management strategy after World War II. Due to pressure from Japan
and the success of certain American authors, quality control received a great deal of attention
there in United States and abroad in the late 1970s and early 1980s. The importance of TQM
was formally recognized with the introduction of the Malcolm Baldrige National Quality
Award and several indistinguishable recognitions in different countries.

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Table -1 Major milestone in evolution of TQM

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2. Literature Review
2.1 Application of quality management development in manufacturing
Mizuno & Bodek, (2020) think that manufacturing companies nowadays is a combination of
sophisticated processes and machine. A product that follows the product manufacturing practice
strategies poses no threat to the consumer and is considered to be of the best quality. Thus, in order to
maintain the high quality of products, the manufacturing companies need to build a stout quality
management system, and combined risk management to make sure that the manufactured products
comply with the standards set by the regulatory agencies.

Esmaeilian et al. (2016) also agreed that quality management development is used in manufacturing
companies in different ways like to have better control over operations, obedience to industry standards,
lesser rework, increased production, better product assessment, managing supplier, and better internal
communication. Quality management development helps to have better control over the manufacturing
cost and process. In addition, it helps to consistently deliver quality products and ensures customer
satisfaction with high quality products.

2.2 Application of quality management development in service sectors

According to Tennant, (2017) every organization is complying to provide  quality services and products
to the customers, hence the service companies are no exception. Quality management in the industry of
service is the way to understand how the company manages and delivers services to customers. It
becomes quite difficult to compute the quality of services because these are intangible as these are not
experienced by the customers in advance. But still, certain criteria can be used to compute the quality of
service i.e. from the tangible evidence shown by the service providers i.e. equipment or physical
facilities.

However, the most renowned SERVQUAL model is usually used to assess the quality of service. This
model mainly emphasizes service delivery and thoroughly assesses the functional outlook of the service
with the help of Service Quality Determinants. This model emphasizes the delivery of services,
technical aspects, and the corporate image of the organization. Quality management development
systems are used in different service industries like healthcare, banking, hospitality, telecommunication
services, computer software services, and many more .

2.3 Use of quality management initiatives to improve products and consumer experience
Quality management initiatives are mainly taken by companies to fulfill the preferences and needs of
the customers. When quality products and services are driven by the needs of the customers, it makes
them satisfied. However, when companies enhance the quality standards of their offerings, the
expectations of the customers change eventually. Hence, this aspect reassures the widespread use of
different quality management tools like process integrity, cost of quality, and other measurement
techniques.

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Peppers & Rogers, (2016) reported that today, despite quality, most customers are more attracted to
quality, so if organizations offer high-quality products and services to customers, they will be satisfied
and buy again. Thus, quality management initiatives can act as an edge to increase market share and
growth. Quality management initiatives help in enhancing product quality as per the specifications and
needs of the customers. Therefore, it can be said that there is a direct correlation between product
quality and customer satisfaction.

3. Case Study
As part of the case study, we have used JCB, a manufacturer of construction equipment, to
demonstrate the implementation of TQM approach in a manufacturing industry and Local
government body for lean six sigma implementation in a service industry.

3.1 JCB (Heavy Duty Manufacturers)

JC Bamford Excavators Ltd. (JCB) is one of the significant manufacturers of heavy duty
machinery (HDM) for construction along with four other leading manufacturers Caterpillar,
Volvo, Kubota and Hitachi (JCB, 2009). With factories in the UK, Brazil, China, Germany,
India and the USA, JCB operates on four continents. More than 300 different varieties of JCB
products are sold in more than 150 different countries around the world (JCB, 2009). JCB was
selected for this study due to their TQM and Six-Sigma experience in machinery and engine
manufacturing respectively.
This study focuses on the output of two assembly lines that produce small machines for JCB
Compact Products and engines for JCB Power Systems. TQM has historically been used as a
basis for JCB's compact product plants as well as their own "JCB Manufacturing System". In
contrast, the JCB Power Systems facility had implemented Six Sigma into its existing TQM
system. The study also discovered that Six Sigma, which is based on TQM, yields quicker,
better, and more reliable results than TQM alone. An additional comment from a JCB Power
Systems plant quality manager highlights the utility of TQM, stating that "truly TQM is
essential to the value that 6 Sigma brings." This demonstrates the fact that the applicability of
the TQM framework is necessary for the proper implementation of 6 Sigma. The quality
manager for JCB Compact Products claims that since TQM was implemented, "since 2007,
there has been an improvement trend in Compact products," demonstrating that it is still in use
today and has not become a management fad. However, these results do not affect the success
of TQM.This analysis of quality management techniques in HDMs shows that, despite
significantly higher quality standards after adopting TQM and later Six Sigma, regarding
maintaining operational and product quality control, JCB still has a ways to go.

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3.2 - Local government body (Service)
Lean Six Sigma may boost process effectiveness, raise citizen service standards, and cut costs
associated with delivering these services. The authors' Lean Six Sigma tools and principles are
subject to application to financial management procedures in municipalities. The time needed
to complete financial procedures has been slashed in half as a result of these technologies.
Payroll, purchases, accounts payable, accounts receivable, monthly reconciliation, pension
reconciliation, pension issue, and reporting are just a few of the procedures handled by the
finance department. Payroll also makes payments to the relevant organisations for child
support, custody, and other withholdings. The current processes are time-consuming,
inaccurate, and inefficient. Depending on whether there have been any processing problems, a
complete payroll, pension, and retention process can take anywhere from 13 to 70 employee
pay cycles. From the time the first invoice is received until the suppliers are paid, the accounts
payable package takes about two weeks to complete.
Lean, Six Sigma Problem Solving (DMAIC), and Quality technologies are used to enhance
economic operations. The effectiveness of Lean Six Sigma's problem-solving methodology and
quality, as well as which Lean tools should be used, will be determined by eliminating process
inefficiencies, cutting the time required to complete financial transactions, and choosing the
proper employees to handle the task. For any economic process, there is no quantitative or
qualitative evaluation of the process or quality qualities.
Financial process improvement is accomplished using the DMAIC (Define, Measure, Analyze,
Improve and Control) problem-solving approach, which was developed from the Six Sigma
methodology. The city's finance department was able to drastically cut the amount of time it
takes to execute payroll, purchases, accounts payable, accounts receivable, and monthly
reconciliations by applying the Lean Six Sigma approach. The time needed to process payroll
has been lowered in half. There has been a 40% reduction in processing time for purchases and
accounts payable. 90% less time is being spent processing debtors and processing time for
monthly surveys was cut by 87%.

4. Findings and Conclusion

Despite the fact that this study demonstrates that TQM deployment in HDM manufacturing is
frequently successful, it is unclear how much longer TQM will continue to enhance quality in
this field of work. The relatively broad range in operational performance that is acceptable to
the strategy compared to other quality techniques is a crucial sign that TQM may eventually
lose focus. The JCB instance included in the study serves as evidence of TQM's successes in

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both systematic and continuous quality improvement, therefore despite this drawback, it should
not be dismissed as a management fad.

Another excellent quality management strategy in HDMs that has been discovered is Six
Sigma. When TQM is used as the basis for Six Sigma, as was done in the research on JCB, Six
Sigma has been demonstrated to be faster and more effective in improving quality.

The HDM business has recently seen the emergence of various operations improvement
philosophies, such as TOC, and these have shown to be very successful and extremely
effective, which indicates additional future potential.

Merging the principles and tools of Lean Enterprise and Six Sigma be able to deliver an
excellent approach to improving the productivity and quality of financial services provision at
the local level. Although most applications of Lean Six Sigma are in the private sector, the
focus is on manufacturing applications.

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