“DESIGNING ORGANISATION

FOR QUALITY”
-AN OVERVIEW
BY,
S.SANTHOSH
ORGANISATION FOR QUALITY
Role of upper management,
•Establish and serve on quality council
•Establish quality policies
• Establish and deploy quality goals
•Provide the resources
•Provide for reward
•Provide problem-oriented training
 Quality council
• Formulating quality policy
• Estimating major dimensions of the quality problem
• Establishing an infrastructure including Quality
councils ,assignment of roles and responsibilities.
• Providing for coordination .
• Establishing new measures for progress review.
• Designing a plan for recognition.
• Establishing a plan for publicity of quality related
activities.
 Role of middle management
• Nominating quality problems for solutions
• Serving as leaders of various types of quality
teams.
• Serving as members of quality teams.
• Leading the quality activities within their own
area by demonstrating a personal commitment
and encouraging their employees.
• Identifying customers and suppliers and meeting
with them to discover and address their needs.
 Quality–Productivity Ratio

QPR
– productivity index that includes productivity and
quality costs

(non-defective units)
QPR =
(input) (processing cost) + (defective units) (reworked cost)

Copyright 2006 John Wiley & Sons, Inc. 3-5

Quality Circle
Organization
8-10 members
Same area
Supervisor/moderator

Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis

Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem Analysis
Cause and effect
Data collection and
analysis

Copyright 2006 John Wiley & Sons, Inc. 3-6

Quality circle pursue 2 types of problems.
Those concerned with personal well being of the workers and
Those concerned with well being of the company.

Benefits of quality circles

Measurable savings and

improvements in attitude and behavior of people
 TRAIN UPPER CREATE QUALITY TRAIN MIDDLE
MANAGEMENT COMTROL TASK MANAGEMENT
FORCE

SET UP CROSS
EVALUATE FUNCTIONAL AND DEFINE
RESULTS, DEPT PROJECTS ANNOUNCE BROAD
IMPLEMENT APPROACH GOALS AND
FRAMEWORK, NOMINATE PROJECTS TO ALL POLICIES
REVIEW ,SELECT TEAM
PROGRESS MEMBERS, PROVIDE
TRAINING
 Strategic Implications of TQM

• Strong leadership
• Goals, vision, or mission
• Operational plans and policies
• Mechanism for feedback

Copyright 2006 John Wiley & Sons, Inc. 3-9

 Six Sigma

• A process for developing and delivering near

perfect products and services
• Measure of how much a process deviates
from perfection
• 3.4 defects per million opportunities
• Champion
– an executive responsible for project success

Copyright 2006 John Wiley & Sons, Inc. 3-10

 Black Belts and Green
Belts

• Black Belt
– project leader
• Master Black Belt
– a teacher and mentor
for Black Belts
• Green Belts
– project team members

Copyright 2006 John Wiley & Sons, Inc. 3-11

 Six Sigma: DMAIC
DEFINE
DEFINE MEASURE
MEASURE ANALYZE
ANALYZE IMPROVE
IMPROVE CONTROL
CONTROL

67,000
67,000 DPMO
DPMO
cost
cost == 25%
25% of
of
sales
sales 3.4
3.4 DPMO
DPMO
Copyright 2006 John Wiley & Sons, Inc. 3-12
 Seven Quality Control Tools

• Pareto Analysis • Scatter Diagram

• Flow Chart • SPC Chart
• Check Sheet • Cause-and-Effect
• Histogram Diagram

Copyright 2006 John Wiley & Sons, Inc. 3-13