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NavinDedhia@hotmail.com
ABSTRACT:
Many companies and organizations strive to be quality conscience, culture sensitive and
socially responsible. Culture is defined as ‘the way we do things around here’. The way
employees actually behave, think and believe determines the culture. Culture is the
personality of the organization. Culture is what employees do when no one is watching. It is a
‘walk the talk’. Quality culture refers to the degree of awareness, commitment, collective
attitude, and behavior of the organization with respect to quality.
The key ingredients of the continuous improvement process are teams, technology to define
product, process and information, deployment of best practice, and leadership doing the
catalytic work. Continuous improvement encompasses all forms of improvement in the form of
elimination of defects, improvements incrementally adding value, larger scale, long tem
innovations, strategic in nature dramatically redefining systems, processes and outputs. Steps
required for the continuous improvement are measure, monitor, manage and maximize.
The philosophy of continuous improvement lies in root cause analysis and resulting actions.
Continual improvement is a process of increasing the effectiveness of an organization to fulfill
quality policy and quality objectives.
Improvement activities fail due to number of reasons. Organizations may have extensive
quality control measures in place, but, not everyone lives and breathes them. Under the
competitive pressures, companies cannot afford to have anything but the very best quality. An
action oriented quality culture, attitude and willingness must be developed within the
organization not only to survive, but, to thrive.
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KEY WORDS: Total Quality Management, Customer Satisfaction, Customer Loyalty, Team
Spirit, Process Improvements, Motivation, Leadership
INTRODUCTION:
The field of quality evolved gradually from error detection by performing 100 % test and
inspection to error prevention using zero defect concepts to customer focus by applying
management system approach to performance excellence using continuous improvement
strategy. The reference date for the quality activity goes back when Dr. Walter Shewhart’s
book on “Economic Control of Manufactured Product” got published in 1931. Since
1931, more than 69 quality initiatives have been developed to improve quality, profitability,
productivity, performance and reduce cycle time.
The systematic, continuous improvement process approach is the basis of the International
Standards System. The key ingredients of the continuous improvement process are teams;
technology to define product, process and information; deployment of best practices; and
leadership doing the catalytic work. Emphasis of the ISO 9000:2000 standard is on
management commitment, continuous improvement, process approach, and greater focus
on customer satisfaction. Continual improvement can be considered as a stepped approach
to improvements as opposed to continuous, which is unbroken, constant or uninterrupted.
Continual improvement is a key addition to the ISO 9000:2000 Standards system. The
standard requires that the organization shall continually improve the effectiveness of the
quality management system through the use of the quality policy, quality objectives, audit
results, analysis of data, corrective and preventive actions and management review. The
ISO 9001 standard encourages companies to set clear business performance objectives
against which the management system will provide a measure of improvement.
Steps required for the continual improvement are measure, monitor, manage and
maximize. Overriding commitment to quality, total customer satisfaction and drive
towards continual improvement are an integral part of the quality management system.
Continuous improvement will lead to improved processes, cost reductions, improved
market perception and high morale of all stake holders.
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Examples of continual improvement activities include:
-Quality Circles
-Quality improvement programs
-Process reengineering
-Improvements in process/products performances
-Product consistency
-Documentation/quality policy review/update
-Training enhancement
-Automated tools
-Investments in new tools/techniques/methods
-New material
-Lean operation (doing more with less)
Angelique Arnauld stated, “perfection consists not in doing extraordinary things, but in
doing ordinary things extraordinarily well. Big things will eventually occur when
improving a little each day. Perfection requires a dramatic transformation.”
Matthew E. May in his book on ‘The Elegant Solution: Toyota’s Formula for Mastering
Innovation’ describes, “…Toyota’s success is hard to replicate. Their system drives a
universal focus on ground-level innovation to the point that the pursuit of perfection is
part of who they are not just what they do.”
Quality:
There are many definitions of quality. Quality is a systematic approach in search for
excellence. Quality is never an accident. It is always the result of high intention, sincere
effort, intelligent direction and skillful execution. It represents the wise choice of many
alternatives. Excellence is the outstanding practice in managing the organization and
achieving results. Truly Excellent organizations are those that strive to satisfy their
stakeholders by what they achieve, how they achieve it, what they are likely to achieve
and the confidence they have that the results will be sustained in the future.
Each of the quality gurus had a common ground in their own distinctive approach
towards the quality.
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Quality is a company wide activity
14 points of Dr. W. Edwards Deming include the concept of improvement as stated below:
Dr. Joseph M. Juran defined Quality Trilogy of processes – quality planning, quality
control and quality improvement – constitute the general methodologies for quality
management.
Culture:
There are many different definitions of corporate culture. Culture is defined as ‘the way we
do things around here.’ The way employees actually behave, think and believe determines
the culture. Culture is the personality of the organization. Culture is what employees do
when no one is watching. It is a ‘walk the talk’. Consistent talking and actions matters
much. Culture is the basic pattern of shared beliefs, behaviors, attitudes and assumptions
acquired over time by members of an organization. Attitude shows the outlook and
thoughts from which the work habits emerge. It reflects attitudes and practices related to
quality systems application. Formal policies, procedures, behaviors and habits operate as
the ground rules and guidelines.
Vision, mission, values, goals and strategy are the guiding principles of a corporation and
culture culminates from them. Corporate culture is changing fast. Everyone is expected to
move at much faster speed. Operational principles for the corporations are ‘Slim, Speed
and Simple’. Corporate culture is people in action.
Quality culture refers to the degree of awareness, commitment, collective attitude, and
behavior of the organization with respect to quality.
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-It is not really a problem
-It is not my fault
-The quality control only applies to manufacturing
-It is as good as it can be
-Relax, we hit the goal
In the quality culture environment focus is on customer and quality becomes everyone’s
responsibility. Employees are empowered to do their job. Customer expectations are
exceeded and customer gets delighted.
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j) Process Control Data
k) Inspection Data
Dr. W. Edwards Deming’s cycle known as PDCA (Plan, Do, Check, Act) or PDSA (Plan,
Do, Study, Act) cycle is a useful tool for continual improvement activities. PDCA is a best
known tool for the improvement activities. The elements of PDCA to optimize the output
and results are:
Plan – Say what you will do (Define the improvement, outline and establish the plan and
solution and document it)
Do - Do what you say (Implement the plan and solution, maintain it)
Check – Check results vs. expectations/objectives (Monitor the results by measuring and
analyzing the data, perform management reviews, conduct internal audits)
Act – Improve deficiencies (Revise/update the plan and solution, Take appropriate
corrective/preventive actions to improve it)
1) Explore – performing cost benefits of the project. Assessing involved risks, etc.
2) Initiate – Form a team and have a brainstorming session to suggest the best
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alternative solution
3) Implement – Implement the best solution without interrupting the current
environment
4) Sustain – Keep the momentum going until the project completion
5) Emphasize – Provide resources to enhance the project
A survey shows that top management influences the success of a continuous improvement
project by 50 %, middle management by 26 % and the first-line supervisor by 19 %.
Kaizen is a Japanese term with the literal meaning of “improvement”. The concept implies
a continuous effort (improvement) involving everyone in the organization. It is applicable
to all aspects of life system including environment, education system, road system, etc. It
also means raise the standards further with limited investment.
Change and continuous improvement are interrelated. Mr. M. K. Gandhi, India’s freedom
fighter and leader, once said, “Be the change that you wish to see in the world”. Change
management is an organized approach to managing the elements of a business in a way
that fosters continual improvement.
The Seven M’s of Quality can be used effectively to manage the improvement. Approach,
deployment and results have to be considered to bring the desired improvement. Approach
should include sustained continuous improvement.
* Man - (operator, training, skill, attitude, organization structure and culture,
management, dedication)
* Machine - (equipment, tools, automation, age, maintenance)
* Method - (process, technology, technique)
* Material - (ingredients, purity level)
* Media - (environment, time)
* Motivation - (attitude, willingness)
* Money - (investment, capital)
The following tools and techniques are useful to achieve the desired improvements:
Brainstorming:- An effective group technique to generate new ideas and possible solutions.
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Check Sheet: - It is a mechanism for identifying variables and counting their frequency of
occurrence.
Control Chart: - A run chart with statistical upper and lower control limits of the process.
Flow Diagram: - Pictorial presentation shows all process steps and activities in sequence.
Histogram: - A plot of measurement revealing variation in the form of a bell shape curve.
Management systems deploying ISO 9001 and other such standards system: – ISO 9001
QMS system concentrates on fixing quality management system defects and
product/service nonconformities. It also helps to document “What the organization is
doing”. It is an organized approach to managing elements of a business in such a way that
fosters continual improvement and customer satisfaction.
Pareto Analysis: - A bar graph showing defects from highest to lowest order that helps to
set problem priority.
Process Control: - Detects changes in a process and monitors the performance of the
process over time. It involves systematic evaluation of the performance of a process and
the corrective actions taken for the improvement
Run Chart: - it is a chart showing a graphical presentation over a time to monitor the
process and check the trend
Six Sigma Methodology: - Six Sigma is a set of statistical and management tools that can
make leaps in improvement. Six Sigma process has a failure rate of 3.4 PPM (parts per
million) or 99.99966 % defect-free product. It uses a complicated approach to problem
solving called DMAIC (Define, Measure, Analyze, Improve and Control).
Scatter Diagram: - It shows the possible relationship between one variable and another.
Total Quality Management (TQM): - It is a cost effective system for integrating the
continuous quality improvement efforts of people at all levels in an organization to deliver
products, services and solutions which ensure customer satisfaction.
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Kaizen: Kaizen is a Japanese term with the literal meaning of “improvement”. The
concept implies a continuous effort (improvement) involving everyone in the organization.
It is applicable to all aspects of life system including environment, education system, road
system, etc. It also means raise the standards further with limited investment.
Quality Policy:
We are committed to the goals of achieving total customer satisfaction delivering superior
products, solutions, and services and exceeding customer expectations. Recognizing that
the marketplace is the driving force behind everything, corporation implements effective
business processes that support value creation for the customers and stakeholders.
Organization leaders are responsible for establishing objectives and using measurements to
drive continual improvement in quality and customer satisfaction. All employees are
expected to contribute to continual improvement as an integral part of the quality
management system.”
Improvement activities fail due to number of reasons. Employees do not trust the
management and do not show loyalty towards the work. Work ethics are poor with low
morale. Management lacks credibility. Employees have not been trained to carryout the
project effectively. Two way communications is not happening. Clear-cut objectives for
the improvement are not set-up and confusing instructions are given. Participants have a
fear of reprimand if not successful and as a result do not take required risk. Management
has not delegated authority to make key decisions to the team. Timely decisions are not
happening and opportunities are missed. Team member continuity is not maintained and
there is high turn over rate.
Improvement Factors:
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-Decisiveness
-Quick decision making process
-Integrity and unbiased fair views
One of the challenges of striving for the world class organization is the process to ensure
employees understand the organization’s policy, strategy, goals, objectives and
management system, specifically, on how an individual’s position impact the company’s
ability to service customers consistently and effectively.
SUMMARY:
An action oriented quality culture, attitude and willingness must be developed within the
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organization not only to survive, but, to thrive. Continuous improvement strategy will help
to develop an internal positive environment and creation of delighted customers. A culture
of aiming for perfection will require a continuous improvement strategy. Leaders have to
inspire to enable a culture of excellence and pursuit of excellence. Continuous
improvement can be aided by Aim towards perfection, methods and sustained
commitment. Continuous Improvement is a function of life long learning, development and
meeting customer requirements.
Improvements are possible for visible, traceable, consistent, repeatable, measurable and
documentable processes.
Management commitment for an effective programs, sound decisions and strategy for a
success is essential. Improvement can also brought by a partnership, cooperation and joint
programs with government, educational institutions, universities and other industries.
Teams are the fundamental building block and the leadership is the catalytic ingredient to
deploy best practices to bring the improvement in the organization. “Find, Think and Do”
steps bring the fundamental changes. Quality mindedness is an attitude. Culture is a
system.
Common human errors can be avoided by applying Poka-Yoke, error proofing, fail
proofing or mistake proofing techniques.
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A world class company achievement can only be obtained by following a continuous
improvement culture in an organization. Companies can be on top like a butter floats
on the top.
Good things do not come easy way. It requires hard work. Focus on quality, cost, delivery
and customer delight is needed using a holistic approach.
Finally,
REFERENCES:
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