Beruflich Dokumente
Kultur Dokumente
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
The ExpertRating Total Quality Management C ertified Program has been developed by ExpertRating Ltd, a leader in online testing and certification with over 200,000 certified professionals in over 40 countries and in over 100 different skill areas. This certification program is one of the most comprehensive programs available till date and can successfully guide you towards your goal of becoming a C ertified Quality Assurance Manager.
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Navigation - You can go back and answer unanswered questions Answer Review - You can review the questions when you reach the end of the exam by going back and answering the marked questions, if any Exhibits - Some tests will require you to answer a question based upon an exhibit Pass marks - 50% Retake Policy - You can retake the test any number of times by paying the required retake fee. Note: Some tests may follow a different format. Please read the test details carefully before taking the test. All successful candidates receive a hard copy certificate of accomplishment stating that they have completed all the requirements of the Total Quality Management C ertification process. This certificate can be used as a means of marketing your TQM skills as well as seeking a job. It takes about 3 weeks to get your certificate through registered post. You also get logo usage rights and an online transcript that you can immediately use to display your test marks and the areas you are proficient in. You can link to the online transcript from your website or ask friends, relatives or business associates to look it up on the internet.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Definition of TQM
Total Quality Management (TQM) is an organizational management method that seeks to improve quality of products and services by implementing a process of continuous improvement. It is an approach to improve flexibility, effectiveness and competitiveness of an organization. The main feature which distinguishes TQM from other management practices is TQM's emphasis on continuous improvement. At the core, TQM is a management strategy that aims to deliver long term success through customer satisfaction. A TQM system is a method of continuous improvement, in which all employees of an organization play a part in the improvement of products, processes and services, and 'quality management' is integrated into all aspects of the organization. It is a way to improve the culture and attitude of the organization. A total quality culture involves doing things right the first time and eliminating wastes and defects from the business. All organization functions like marketing, designing, engineering, production, finance, customer service etc. are integrated together to result in customer satisfaction and for achieving the whole organizational goal. Besides being a management perspective, TQM can be achieved through long term planning by making annual quality plans which eventually lead the organization to achieve the overall objective. TQM can be defined as: Total: Every employee of the organization is involved. Quality : C ustomer requirements are continually satisfied. Management: Senior management is fully committed towards the goals of total quality.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/2
2/6/2011
The diagram given above presents a framework for excellent performance. It covers all aspects of an organization and the way it operates. Performance is achieved by planning the involvement of people in improving the processes. All this can be implemented by an organizational culture characterized by effective leadership, communication and commitment. In a TQM system, the focus is on incorporating quality in all work processes (processes are systems internal to the organization which get the work done); therefore, every person working on each process has to be actively involved. This can be made possible by the management which can guide effective changes down the organizational chain to ensure maximum and the most effective employee participation in all areas. The supervisors and managers have to ensure they monitor the process and listen to suggestions of downstream workers regarding any wasteful operation or non-viable procedure. Improvements must be documented and made into standard procedure. The simple objective of TQM is "Work smart by doing things right the first time". Total quality management is not about short term fixes, it is about changing the way work is done, forever. TQM actions are based on statistical data and analysis. A basic principle of TQM is that all work is process. Therefore to improve work processes, it is necessary to understand how the process works, and then to quantify, control and reduce the variation in the process. TQM takes the help of statistical concepts to understand variation in processes and to rectify them. Process improvement ultimately leading to performance improvement and customer satisfaction is achieved by controlling and reducing process variation. (This will be discussed in detail in Chapter 4- Quality Management Systems and Tools) TQM had its early beginnings in the 1920s when statistical theory was first applied to product quality control. The concept of TQM was taken a step further in Japan in the 1940s by pioneers like Juran, Deming, C rosby, and Ishikawa. The focus broadened from product quality to quality issues pertaining to the entire organization. How these thinkers influenced TQM will be discussed in the later section. TQM has gained acceptance in the West since the early 1980s. TQM was originally applied to manufacturing processes alone. In the present day, TQM has become a general management approach and has been widely used in service as well as public sector undertakings like hospitals, schools, science programs and government institutions. C ompanies like Ford Motor C ompany, Toyota Motor C ompany, Philips, Motorola, Sony, Nissan, IBM, Hewlett Packard and a host of others have adopted TQM practices. To better understand the concept of Total Quality Management, it is essential to understand the meaning of quality.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Total quality is the description of the whole culture and attitude of the organization. The most important consideration of 'total quality' is that the employees at every level should be involved in generating quality. It is a broad spectrum under which the C EO to the lowest paid worker endeavors to create customer satisfaction at lowest costs. The term "at lowest costs" implies there is no place for wastes; like wastage of time, labor or material in the production and delivery process of the product or service. Quality, as described above, is embedded at every level of production. Every job in every process is critical, and any wastage or production falling below standards at any process level will diminish the quality of the final product. Products or services have to be made and delivered perfectly, conforming to all requirements, at the first time itself. TQM focuses on 'quality chains', the relationship between customers (internal and external) and suppliers. Each individual in the quality chain should be able to answer the following questions in order to achieve quality in an organization:
Customers
Who are his immediate customers? What are their expectations? How will he find out about their requirements? Does he have the necessary capability to meet their requirements? Does he persistently meet the requirements? What does he do to monitor changes in the requirements?
Suppliers
Who are his immediate suppliers? What are his requirements from the suppliers? How will he communicate his requirements? Do the suppliers have the necessary capability to meet his requirements? Do the suppliers persistently meet the requirements? How will he communicate changes in his requirements to his suppliers?
The basis of a total quality performance is excellent communication between customers and suppliers. Feedback systems should be in place in the organization to assimilate customer information.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
All business and service processes are a coordinated effort that produces customer satisfaction in the form of quality products and services. C ustomer requirements can be defined as price, quality, timing of launch of product, product grade etc. An organization wanting to deliver better quality can ascertain customer requirements by doing market research, gathering data, carrying out product surveys, studying customer complaints, applying techniques like brainstorming and focus groups, etc. As mentioned earlier, all work is process and each process in each department can be examined by studying its components- inputs and outputs. This will help the management to ascertain the areas in which quality needs to be improved. Therefore, regular watch and control over the inputs is essential to determine that the process is capable of meeting the customer requirements. After ensuring process capability, the process needs to be continually monitored and controlled to ensure that the quality is maintained at the same or a higher level. This means quality is assured. Quality Control, therefore, can be largely said to be the procedures and actions employed to monitor and sustain the quality of a product, process or service. It is ensuring that customer requirements are satisfied continually by identifying and removing issues that cause quality problems. Quality Assurance is the planned organization wide activity, which includes documentation, to continually prevent quality problems. Quality assurance is therefore a full time activity that requires the setting up of a good quality management system. The commitment of the top management and participation of all employees is an essential prerequisite towards achieving a perfect quality management system. A good quality management system will ensure that both customers' requirements and organization's requirements are met. An organization's requirements mean both the internal and external requirements are met, at optimum cost and optimum utilization of available resources. A quality management system therefore comprises of management structure, resources, responsibilities, and processes; whereas, the implementation of a quality management system is a strategic decision, and it should be aligned with the organizational objectives, its processes, size of the organization and products on offer.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Rework and scrap Excess material Rebuilding a machine Reworking of a service, like replacing an order in a restaurant Reordering to replace defective products Redesigning a defective part Reworking a manufactured item Reengineering a business process
To ascertain the financial benefit of the organization, it is important to be familiar with the concept of cost of quality. Quality cost systems aid senior management in identifying which projects to apply their total quality efforts to by selecting opportunities that yield greatest return on investment. Quality is in itself not a cost. But quality is a force that raises profits through lower costs. Therefore, cost of quality means any cost that is incurred because the quality of the product or service produced is not perfect. C ost of quality is also known as cost of poor quality. The quality costs are a total of the following costs: 1. Prevention Costs: These are costs that are incurred when undertaking activities to prevent poor quality in products and services. For example, quality improvement team meetings, quality planning, product review, supplier capability surveys, education and training etc. 2. Appraisal Costs: These are the costs associated with measuring, auditing, and evaluating products or services to test adherence to quality standards or performance requirements. For example, inspection tests for purchased stock, in process and final inspection, product or process audits etc. 3. Failure Costs: These are the costs that are incurred from products and services that do not adhere to the required standards or fail to meet customer needs. These are classified into: Internal Failure C osts are those which occur prior to delivery. Examples are rework, scrap, reinspection, retesting, etc. External Failure C osts are those which occur during or after delivery. Examples are warranty charges, costs of processing customer complaints, product replacements etc
expertrating.com//Total-Quality-Man
Poor quality or high quality costs bring down the revenue of the company through higher expenses and poor customer satisfaction. Therefore, the goal of any company should be to lower the costs of quality to the lowest possible level. According to Juran and Gryna(1998), the cost of failure declines as conformance quality levels improve towards perfection, while the cost of appraisal and prevention increases. The total cost of failure and the cost of appraisal
1/2
2/6/2011
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Deming's 14 Points
1. C reate constancy of purpose towards improvement of product and services- Organizations must allocate resources for long term planning instead of reacting to short term problems. 2. Adopt the new philosophy- Organizations, both at the managerial and workforce level, must no longer accept the 'acceptable' levels of delays, defective material and workmanship. 3. C ease dependence on mass inspection to achieve quality- Quality must be built into the design of the processes preventing defects rather than detecting them after the errors have occurred. 4. End the practice of awarding business on the basis of price tag. 5. Improve constantly- Management and employees must locate problems and strive to constantly improve quality by reducing variation in all aspects, like planning, production and service. 6. Institute modern methods of training on the job- This will reduce variation in the way work is done. 7. Adopt and institute modern methods of supervision- Managers must lead, not supervise, and the responsibility of workers must shift to quality instead of numbers. 8. Drive out fear, through effective communication- Employees must feel secure to work effectively for the organization.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
Joseph Juran
Another guru of quality management who gained worldwide popularity is Dr. Joseph M. Juran. Juran followed Deming to Japan, where his name became as famous as Deming. Juran published the 'Quality Control Handbook', which became the standard reference book on quality. He was also awarded the Second Order of the Sacred Treasure in Japan, like Deming. Juran developed his ideas on TQM based on his quality trilogy. He drew parallels between quality processes and financial management processes of an enterprise. He thought that problems could be looked at through three quality processes which are quality planning, quality control and quality improvement. Quality planning is the process of preparing to meet the daily goals. The essential points are: Identify the customers, both internal and external Determine the needs of customers Set quality goals that correspond to these needs Organize to reach the goals (establish quality council, identify problems, select projects, appoint teams, delegate facilitators) Prove process capability (prove that the process can meet the quality goals under operating conditions)
Quality control is the means of meeting quality goals. The essential points are: Select what to control Select units of measurement Establish standards of performance Measure actual performance Measure actual performance versus standard performance Take action on the difference
Quality improvement is the process to break through to new levels of performance and includes: Identifying projects for improvement C arrying out these projects to solve problems Discovering causes of problems Providing remedies Providing for control to hold the gains Reporting progress
expertrating.com//Total-Quality-Man
2/3
2/6/2011
Juran mainly stressed on getting the system straight rather than blaming operating systems. He laid emphasis on providing training to quality teams in measurement and problem solving.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Phil Crosby
Philip B. C rosby gained worldwide popularity for his consultancy services and contribution to TQM. After a fourteen year stint at the ITT, C rosby started his own consultancy firm and quality college known as Philip C rosby Association. C rosby was the person who introduced the concept of zero defects, which translated to "doing things right the first time". C rosby defined quality as conformance to requirements based on customers' needs. He introduced the cornerstones of his quality approach, known as the 'four absolutes'. These are: 1. The definition of quality is conformance to requirements. 2. The system of quality is prevention, not appraisal. 3. The quality performance standard is zero defects.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
4. The measurement of quality is the price of non-conformance. C rosby laid emphasis in early prevention rather than detection of defects or errors. He advocated that by training employees to operate processes as designed will improve quality along with reducing the cost of non conformance. Phil C rosby also introduced a 14 step approach Management: Text with Cases, J.S. Oakland) to improve quality: (Total Quality
1. Make it clear that management is committed to quality. 2. Set up quality improvement teams with representatives of the team drawn from each department. 3. Identify where current and potential non conformance problems come from. 4. Evaluate the cost of quality and explain its use as a management tool. 5. Raise the quality awareness and personal concern of all employees. 6. Take actions to correct problems identified through previous steps. 7. Establish a committee for the zero defects program. 8. Train supervisors to actively carry out their part of the quality improvement program. 9. Hold a 'zero defects day' to let all employees realize that there has been a change. 10. Encourage individuals to establish improvement goals for themselves and their groups. 11. Encourage employees to communicate to management the obstacles they face in attaining their improvement goals. 12. Recognize and appreciate those who participate. 13. Establish quality councils to communicate on a regular basis. 14. Do it all over again to emphasize that the quality improvement program never ends.
Kaoru Ishikawa
Kaoru Ishikawa is another guru associated with TQM. He is believed to be the inventor of the quality circle approach. Ishikawa introduced the concept of company wide quality control (C WQC ) in Japan during 1955-1960. According to him, C WQC implies that quality not only means the quality of product but also of after sales service, quality of management, the company itself and the human life. Such an approach ensures the participation of all
expertrating.com//Total-Quality-Man
1/3
2/6/2011
company itself and the human life. Such an approach ensures the participation of all employees, from top management to downstream workers. Ishikawa contributed a lot to quality control by simplifying the usage of statistical methods for quality control. He publicized many tools and techniques for analysis and problem solving like the seven quality tools, and he created the Ishikawa Diagram, also known as the Fishbone Diagram. (These tools will be discussed in detailin Chapter 4- Quality Management Systems and Tools) Ishikawa's quality control method produces the following results: 1. Improvement in product quality, reduction in defects 2. Reduction in waste and rework 3. Reduction in costs 4. Reduction in inspection and testing costs 5. Expansion of sales market 6. Improvement in interdepartmental relations 7. Open atmosphere for discussion and meetings 8. Improvement in human relations
Shigeo Shingo
Shigeo Shingo has made very significant contributions to quality management. His principles and ideas of quality revolved around reducing the cost of manufacturing. He made a huge impact in the way manufacturing was looked at in Japan which in turn also impacted quality manufacturing in the West. The essential principles of his manufacturing techniques emphasized on reducing the cost of manufacturing while at the same time maintaining higher quality standards and reducing defects. This resulted in manufacturing of large number of innovative products using less manpower backed by the idea of continuous improvement through involvement of all employees. Shingo was working in Toyota as an industrial engineer when he started developing the Poka Yoke technique and source inspection systems. Poka Yoke, which is Japanese for error proofing, is a technique used to prevent special causes that give rise to defects. The word Poka means inadvertent errors and Yokero means to avoid. Error-proofing is based on the principles of reality which comprehends that not even a small number of defects are acceptable. Poka Yoke is a mechanism that prevents a mistake from being made. It is done by eliminating or hugely reducing the opportunity for an error, or to make the error so obvious at the first glance, that the defect reaching the customer is almost impossible. Poka Yoke creates the actions that have the ability to eliminate mistakes, errors, and defects in everyday processes and activities. In other words, it is used to prevent causes that give rise to defects. Mistakes are not converted to defects if the errors are discovered and eradicated beforehand. An analysis of the cause-and-effect relationship of a defect is the first step towards the mechanism of Poka Yoke. Then, a remedy that wipes out the occurrence of the mistakes that lead to that defect is applied. Poka Yoke can be done in two ways: The Type-1 corrective action, or detection at source, usually believed to be the most effective form of process control, is a type of control which when applied to a process eliminates the possibility of an error condition from occurring. This can be done at every stage of the process, by observing potential error sources. In this way, defects are corrected at source rather than when the product is ready for the customer. The second most effective type of control is the Type-2 corrective action, also known as the detection application method. This is a control that discovers when an error occurs and stops the process flow or shuts down the equipment so that the defect cannot move forward. Thus Poka Yoke devices had the ability of reducing defects to 'zero'. This technique also reduced the need for statistical sampling, which left the workers more time to focus on activities like knowing potential error sources. A key aspect which Shingo highlighted on was good engineering and process investigation for implementing zero defects. He, like Deming and Juran, was also of the opinion that display of improvement statistics is far more encouraging to employees than slogans and exhortations on the number of defects.
expertrating.com//Total-Quality-Man
2/3
2/6/2011
Member Home > Total Quality Management Courseware > Introduction to Total Quality
Management
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction
It is very important to identify the customer and his needs because it is the customer who is and will remain the core element for an organization in the long run. TQM is a structured system that helps in improving the quality of products, processes and resources of an organization for customer satisfaction, employee satisfaction and for continuous improvement. The main objective of TQM, that is, customer satisfaction can only be sustained through continuous improvement.
These four aspects have been discussed at length in the next few pages.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Delighters
These are hidden attributes which delight the customer and lead to high levels of satisfaction if they are present, but do not cause any dissatisfaction if the product lacks this feature. These 'delighters' are the surprise elements in the product and C ompanies can use this attribute to set their product apart from their competitors. In course of time, as expectations rise, today's delighters become tomorrow's basics. For example, a car with an inbuilt television can be today's delighter, but can be a basic tomorrow. In order to survive cut-throat competition, and to lead in the market, C ompanies need to be constantly innovative and research the current level of quality that the customers desire to meet customer expectations. Some top C ompanies not only provide quality products, but also give extra service to make their customers feel important and valued. Inclusion of one or more delighters will provide stiff competition to similar players.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Customer Satisfaction
The customers are the main focus of any organization. It is very important to streamline the demands of the customers. The aspect of C ommitment to C ustomers emphasizes on measuring customer satisfaction. C ustomer satisfaction not only rests in the quality of the product but also in such services as the ordering procedure, delivery, mode of payment and after sales services. It is very important to make changes in the products, processes or services keeping the customers' demand in mind. The data collected from customer satisfaction surveys are useful in determining customer demands and the performance of the product. However, it is also very important to mould the way the processes will be carried out or the way the products and services will be manufactured keeping in mind the organization goals. A customer views a product from the point of view of its usefulness, price and quality. A product or a service that has no relevance for the customer is not of any use for the organization. C ustomer satisfaction is the biggest accomplishment for any organization and without it; no project can achieve its desired end. The customers should be pampered so much that they do not feel the need to go to the competitor. It is very important to pay heed to each customer's needs and he/she should be made to feel that he is important and his/her opinion is valued. His problem should be resolved at the first go in the best possible manner. If the customers know that they are valuable for the organization they would certainly help improve business and increase sales.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
expertrating.com//Total-Quality-Man
2/3
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Employee Motivation
It is very important to empower the workers to make decisions regarding the things they can control. It lessens the load of the higher authority as well as motivates the employees to work efficiently. Motivation and appreciation of the quality control activities is of prime importance. Mistakes should be reckoned with knowledge and not condemnation.
Autonomy to Employees
An individual alone cannot control the quality problems within an organization. The system can prove to be an impediment even if an individual is doing a good job. For instance, a worker may be working very hard. However, if the machine is not working properly, he would not be able to produce great results. Motivation is not a solution to such a problem. Therefore, the higher authority must make sure that everything required is in place so that the employees can create quality. This kind of cooperation fr om the higher authority can create such an environment where the people (employees) agree to take responsibility of their work. Recognizing every employee's talent in this way can bring a culture change in the organization. Documentation of crucial work processes and provision of necessary tools and resources can also minimize wastage and increase efficiency. Giving autonomy to the employees, however, does not mean that the management hands over the entire responsibility and completely entrusts decision making to the employees without holding them accountable.
Working in Teams
Working in teams can be a great prospect for people to work together and achieve the goal of quality improvement. Team work can aid communication between people, departments and business processes. Team work helps in overcoming the barriers of communication and acts as an agent of change. Working in teams can make people identify and solve cross functional or cross departmental issues. Team work also helps embrace new ways of doing things. It can also reduce the turnover and absenteeism in the organization.
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Kaizen
Kaizen is a philosophy which strives for continuous improvement. The term originated in Japan and is applied to all aspects of life there. However, it has become a very popular tool and is applied both in manufacturing and service industries. One of the committed followers of Kaizen includes Toyota. Kaizen approach believes in making minor improvements in ongoing processes and does not concern itself in making major changes. The idea of Kaizen is to optimize existing processes. The basic aim is to persuade organizations to achieve quick, transparent, and sustainable processes. The term is generally used for business processes in the United States of America. Kaizen became a fad in the business world when it was first introduced to the corporate world by Masaaki Imai through his book Kaizen: The Key to Japan's C ompetitive Success in 1986. The book was translated in fourteen languages. Imai soon realized that the concept was not being executed in a proper fashion. So, he introduced an advanced form of kaizen in his book Gemba Kaizen: A C ommonsense, Low-C ost Ap proach to Management. Through this book, Imai stressed the significance of the shop floor to bring about continuous improvement in an organization. There are two mechanisms in any given organization- process improvement and process control. C ontrol means to sustain the current improved performance of the process. If there are no indications regarding the deviation in the performance of the process, then standard operating procedures (SOPs) are considered. On the other hand, improvement implies conducting experiments and altering the performance to produce better results. When the improvement is made, the SOPs are altered and a new way of doing things is established. According to Imai (1986) the job responsibilities regarding the improvement and maintenance of a process are divided according to the level of position held by personnel in the organization. The figure below represents how and where Kaizen fits in an organizational hierarchy.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
In the figure drawn above, there is a portion which goes beyond Kaizen. It is a point of radical innovation. This is where Lean Thinking relates to Six Sigma. The figure drawn below illustrates the point.
2.Middle Management They help to deploy and execute the policies of Kaizen according to the directions given by the top management They make use of Kaizen in functional capabilities They setup, preserve and improve standards and staff They provide training to the staff and make them 'Kaizen-conscious' They help employees to develop skills and tools for problem-solving
3.Supervisors They make use of Kaizen in functional roles They make plans related to Kaizen and give a direction to the customers They motivate the workers by communicating with them They help to maintain discipline They provide suggestions for Kaizen They support small group activities
4.Workers They take on Kaizen with the help of the suggestion system and small group activities They follow discipline They engage in continuous self-development activities They increase their skills and performance expertise with cross education
expertrating.com//Total-Quality-Man
2/3
2/6/2011
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
A quality management system adhering to ISO 9001:2000 standards will supply the
1/3
2/6/2011
A quality management system adhering to ISO 9001:2000 standards will supply the organization with a set of practices which will ensure consistency and efficiency in the way processes work, thus guaranteeing customer satisfaction. 3. ISO 9004:2000 (Quality Management Systems - Guidelines for performance improvements) - This part provides guidelines on what could be done to improve an existing system; in other words, it provides guidelines for continuous improvement of the quality management system. (Note: For more information on ISO 9000 standards, log onto: http://www.iso.org/iso/home.htm)
expertrating.com//Total-Quality-Man
2/3
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Continuous Improvement
C ontinuous improvement is one of the most important goals of TQM. TQM organizations are always on the lookout for new methods to enhance the quality and efficiency of processes. The collection and analysis of customer needs data is constantly aimed at searching for areas of improvement. In fact, one of the main goals of TQM is identification and prevention of errors at the basic level. TQM does not work in an environment of duplicity. It strives for providing the best quality products and services. TQM is totally customer focused. C ustomer is the one who ultimately determines the level of quality in a TQM environment. The efforts put in by an organization in the form of training employees, integrating quality into the design process or buying new measurement tools will only be considered worthwhile if it is considered so by the customers.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Leadership
Leadership from the higher management acts as the support system of a TQM organizational system. Leaders include senior executives, managers, team leaders and facilitators. Success in business requires a commitment and personal involvement from the leaders. Trainers are important to implement the TQM programs in an organization. They provide on the job training for improvement tools and techniques as well as job skills. Employees are trained during the development of a TQM program so that they can become efficient. Apart from the leaders, employees are also empowered to make important decisions in a TQM environment.
Teams
Teams are essential for the success of a TQM program. Self- managed work teams are one of the forms of employee empowerment. People work towards a common goal when they work in a team. Teamwork takes out the best in people as they try to improve their performance as well as improve processes. Teams facilitate better decision making, more participation and connect the employees of the organization to each other. Businesses receive quicker and better solutions to problems from employees working in teams.
Communication
C ommunication is an important element for any organization to function efficiently. Effective communication can save time and money. It can act as an important link between all the elements of TQM. C ommunication can either be vertical or horizontal and can happen through internet, intranet or telephone or can even be face to face. The credibility of information depends on clear communication. C ommunication can play a major role in maintaining morale and motivating employees at all levels.
Conclusion
All the above mentioned elements are important for the success of a TQM environment. C orrect guidance of the leaders, continuous improvement and effective communication are very important to bring in efficiency and create quality.
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Member Home > Total Quality Management Courseware > Important Aspects and
Principles of TQM
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
1. Prevention Costs
Prevention costs are the costs spent on preventing errors from happening in processes. Quality planning and housekeeping are instances of elements of prevention costs.
2. Appraisal Costs
Appraisal costs include the costs expended while assessing the output and while a review is being done to measure the processes. Appraisal costs include elements like process controls and customer satisfaction surveys.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction
A properly documented Quality Management System not only aids an organization to attain its policies and bottomline goals, but also to hold the improvements and build upon them. An organization's leadership interested in making it a quality organization has to take charge in creating such a system. This chapter will provide you the framework around which a quality management system can be planned, communicated, organized and im plemented in an organization. Planning the quality management process is the first step towards orienting your organization towards a quality management framework.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
The following are the main details to be chalked out in order to plan a change to TQM. 1. What are the commitments, i.e., missions, aims, and objectives that have to be achieved in the long run? 2. How will leadership be organized for this change in culture? 3. What will be the strategies and policies for total quality? 4. How will these plans and policies be communicated to staff, suppliers and customers? 5. How will the Total Quality Management system be implemented in the organization? 6. How will the performance be measured after implementing it in the organization? 7. What will be the framework for assessing self improvement? In most organizations, these responsibilities for planning will be assumed by the senior management or an executive team specially created for overseeing quality activity.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/4
2/6/2011
3. Leadership
Leadership is a necessary condition for introducing TQM. Without the total commitment of the C EO and other senior managers, permanent change will not occur. The senior management will have to take the bull by its horns. They have to get involved personally in TQM. They have to direct, streamline processes, impose their leadership on employees and guide the improvement efforts. It is the leadership's prerogative to facilitate teamwork, squeeze the best out of their employees, and win profits for the organization. They have to outline quality goals, quality policies, and quality plans. Management may define quality goals as satisfaction of external customers. Quality policies define the means or methods of reaching the quality goals. These two have to be followed up by formal quality plans. Quality audits are an integral part of TQM and leadership has to actively participate in quality audits to be aware of quality problems and guide corrective action. In order to introduce TQM successfully, management has to answer the following questions: Where are we now? Where do we want to be? How do we get there? The Japanese strategies for world leadership in quality can be summed up as follows: (Juran, 1989) 1. The upper managers take charge of quality. 2. The entire hierarchy is trained in how to manage quality. 3. Quality improvement is undertaken at a revolutionary rate. 4. Quality circle concept enables the work force to participate in the quality revolution.
Employee Empowerment
Quality starts with people. Empowerment is a keyword in TQM. Leadership must understand that employees are indispensable to the organization and they cannot be ignored while making necessary organizational changes. Empowerment means allocating responsibility right from the top level executives to the lower level managers and supervisors. Employee empowerment has a positive effect on motivation, satisfaction, and performance. Many middle level managers think that empowerment might lead them to lose their authority. Most resistance to empowerment therefore emanates from the middle management. But this can be overcome by effective management and evaluation of team performance. Empowering the employees helps them develop good relationships with the higher management, encourages teamwork and motivates them to make continuous improvement efforts. This is the stage where the progression towards quality improvement is made. Employees should be involved in root-cause analysis, corrective action, process measurements and making improvements. People empowerment can be explained with the help of an 'empowerment hierarchy' pyramid:
expertrating.com//Total-Quality-Man
2/4
2/6/2011
People empowerment can be explained with the help of an 'empowerment hierarchy' pyramid: Suggestion groups form the bottom of the hierarchy. This group can suggest ideas and voice their opinions on the improvement efforts taken up in their functional area of expertise, but the final decision lies with the management. Problem solving groups form the middle of the pyramid. People in this group work on work process related problems on a daily basis. Self managing groups, as the name suggests, are permanent teams and make independent decisions on a number of work unit related problems.
Acting as TQM coach and advisor to employees under their operational control Guaranteeing that line managers are trained in the usage and implementation of tools and techniques
The first line managers are also known as supervisors or overseers. They are at the front of the improvement efforts. They ensure that the plans are well understood and implemented with rigor by the workers at the shop floor levels.
Teamwork
Teamwork is an important element while building the TQM framework. Leadership has to organize teams and allocate roles like those of team members, team leaders, sponsors and facilitators. Involving teams ensure the commitment and participation of people across departments. Moreover, it is important that people's positive contributions are made public and rewarded.
expertrating.com//Total-Quality-Man
3/4
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/3
2/6/2011
expertrating.com//Total-Quality-Man
2/3
2/6/2011
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Team briefings and presentations Quality newsletters, magazines and manuals Updates in the annual report regarding quality Quality review meetings Internet and Intranet Suggestion boxes Discussion forums Lobby displays DVD presentations Telephone hotline
expertrating.com//Total-Quality-Man
1/2
2/6/2011
2. Creating Consensus
It is very difficult to create consensus among the employees for a culture change. An all empowered employee force takes a lot of time and effort to implement. Bringing in a culture change in the organization means crossing barriers like resistance to change, mistrust of the employees and lack of commitment from them. Lack of experience in decision making and in providing inputs to higher management can act as an impediment in bringing in a change. Support and motivation of the higher management is a chief factor to remove mistrust and doubts among the employees. Training and education of the employees also takes place at this stage. The higher management needs to act like action vehicles to drive the change and strategies and infrastructure to enable the change to happen. The leaders should list out the resources needed and discuss the effectiveness of the existing processes with the staff. The pros and cons of each process should be discussed in detail and training should be imparted to the employees if required.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
This stage of implementation of TQM is the awakening stage where the higher management begins to gather data. The implementation of TQM requires a leader to act as a change agent by playing a major role in the time of a crisis, making a strategic decision or bringing in a culture change in the organization and by successfully stating the objective of change and creating awareness about it. The leaders gather and collect information on improved quality by drafting a plan by keeping customer satisfaction as their new focus. To know that business processes are reaching somewhere, the leaders need to create a baseline against which measurements can be made. There needs to be a set of critical success factors or indicators that can be used as a benchmark for setting improvement standards. These benchmarks should be developed by taking internal and external customer inputs as well as current business measures. This facilitates assessment of feedback against these set standards and devising corrective and improvement action to overcome the gaps in performance. Before you go into detail about performance measurement, you have to be clear about how processes are deployed and how process improvement can be implemented in an organization.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Processes
Processes are the backbone of all organizations. Processes fuel the organizational machinery by transforming inputs to outputs by adding value to inputs. Processes take place in every department and functional area of the organization, and outputs of some processes act as inputs for other processes. The aim of process outputs of all total quality organizations should be to satisfy and often exceed customer requirements. Understanding processes and improving processes are the main agenda of total quality organizations. The processes should be such that they produce products of the best quality. This is because the quality of the products is directly related to customer satisfaction. The processes should be clear to the employees for them to work effectively, and at the same time, be made keeping the customer demands in mind. The process should, therefore, be looked at from customer's perspective.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
expertrating.com//Total-Quality-Man
2/3
2/6/2011
evaluating if organizational goals are being achieved ensuring that customer requirements are being met telling if processes are in statistical control comparing performance against internal standards comparing performance against the external market providing feedback for steering the improvement effort
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Number of errors per thousand hours worked Number of on-time deliveries per total number of vendor Number of defects per million opportunities Performance measures are always linked to a goal or target. Measures can be broadly classified into internal performance metrics or external performance metrics. Internal performance metrics can be developed on metrics such as: (Managing Quality, B.G.Dale) Non conformance levels Yield results Quality costs Quality audit results Employee satisfaction Employee involvement Service level agreements Percentage of employees satisfied that the organization is a customer focused organization
For e.g, Internal process metrics for a Pizza C hain could be baking capacity, order lead time, kitchen inventory, vendor vehicle performance etc.
expertrating.com//Total-Quality-Man
1/2
2/6/2011
The Technical Element The measures used should represent the controllable aspects of a process should represent a relevant factor of process management should be accurate, precise and sensitive to performance changes should focus on what is important in the process rather than measuring a lot of things which do not impact the process
The Business Element The measures used must be objective and timely must measure things that impact customer satisfaction must be result oriented and aligned with business goals, policies and values of the company
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Broadly, in the organizational framework, the strategic objective has to be defined. 2. Define an activity/A set of critical activities to be measured: This should also involve a methodology to define individual performance measurement of all the participants in a process. 3. Define Performance Standards: In order to measure the achievement of various tasks or the end result in a process, it is pertinent to define certain value based standards or predefined benchmarks, or what has to be measured. This is the only way to intelligently define the success or failure of a process. 4. Define Performance Measurement: This is an individualistic aspect of the previous aspect where individual performance becomes a scope of measure which collectively impacts the overall progress of a process. 5. Define Ownership: This helps to align an individual or a set of individuals to defined tasks within a process with measurable responsibility of predefined procedures and goals. 6. Collect Relevant Data: The next logical step is to design a data collection system. C ollection of data which is reliable and accurate is an important activity for the beginning of any process. It is important therefore that there is a thorough analysis of the data in the beginning so that the adequacy of the data collection system can be established. The data collection system guarantees that all measurements are collected and stored in the required format and classification, and that the data is easily accessible to the people concerned. Data collection can be done on forms like check sheets and data sheets. (Check Sheets will be discussed in Chapter 4 under Quality Control Tools) 7. Report Actual Performance: The raw data collected in the initial steps has to be given meaning by converting them into performance measures, and presented in meaningful reports. This data is now ready for analysis. 8. Compare Actual Performance with Predefined Goals: In this step, the actual performance of the process is to be compared with the predetermined performance standards. This helps to measure the variation, or the deviation from the standards, if any.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
After the business or manufacturing processes have been identified for improvement, process data is analyzed through statistical methods, root causes of problems have been ascertained, potential solutions have been generated, the best solution has been selected and implemented, the solution has been sustained,
The processes can be said to be under control. Verifiable statistical data collected through an organized data collection setup, backed by knowledge arising out of data analysis, form an important mechanism for continuous improvement. The processes can be said to be under a state where procedures and work instructions have been developed and successfully implemented. Training and education are also ongoing to facilitate teams working on these processes to adapt to and use these new methods. Now, this is the phase where redesigning processes, products or services according to customer requirements starts, depending on the requirement of the process.
expertrating.com//Total-Quality-Man
Quality costing is another tool which an organization uses to savor the long term effects of
2/3
2/6/2011
Quality costing is another tool which an organization uses to savor the long term effects of quality management. Quality costs usually start when the organization decides to change its approach from detection to prevention. Quality costs are about identifying poor costs of quality or how poor quality affects the quality of an organization. Quality costing can be started by management committing resources and specialized manpower to implement quality costing and seeking best practices and methods to spot and collect quality costs. This can be followed by finding out the causes and effects of these costs, proposing improvement solutions, and keeping track of the progress. A quality cost management team should be set up to take charge, supervise and control the quality costing system. C ontinuous training is also necessary to make employees realize the monetary implications of the quality costing system. The analysis of costs of quality: aids management to know if investments in continuous improvement are justified helps in monitoring the effectiveness of various improvement efforts on appraisal and non-conformance costs helps to decrease the costs associated with errors by reducing the number of errors reveals the costs incurred in inspection and rework and provides feedback about what corrective action to take facilitates improved process controls provides a means of identifying opportunities, savings, and which areas to focus efforts on
Apart from these benefits, quality costs are an important communication tool by providing a means to develop awareness about the significance of quality. Managing costs of quality should favorably result in reduced failure costs reduced appraisal costs more effective workforce higher customer base higher market share
The cost of quality approach can fail due to the following reasons difficulty in explaining its concepts inability to establish a baseline of costs that can be used as a basis of comparison problems in calculating and allocating costs to the different costs of quality like prevention, appraisal and failure costs
Note: SPC will be discussed in C hapter 4- Quality Management Systems and Tools
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Paving the Way for
The evaluation and control stage is the one where the culture change has taken place in the organization and efforts are being made to maintain this position. All the processes, systems and employees of the organization work towards defect and problem prevention rather than emphasizing on taking corrective action. Quality audits and reviews should be done on a continuous basis to make sure that TQM has been implemented effectively. ISO 9000 registration is an effective way to measure the organization's progress and evaluate its current status.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Audits
Quality audits are an integral activity of TQM and are conducted to review the progress relative to TQM. A quality audit involves checking if the quality plans of the company are resulting in the desired quality results. Quality audits provide a roadmap for future opportunities for improvement, give feedback on individual achievement and indicate if work has been appropriately delegated. In other words, it is monitoring the quality of the processes of the company. Quality audits are usually performed on a monthly, quarterly or annual basis by a steering committee. Technically, an audit is performed to guarantee that the actual processes or procedures are carried out according to the documented quality plans and procedures. The steps involved in an audit can be summarized as follows: 1. The extent and the frequency of the audit are established. 2. This is followed by an evaluation of the documented procedures, making plans about the program and preparing the documents for audit.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
Reviews
Additionally, in order to achieve a desired output from a process, it is important that a robust review mechanism be defined. Reviews are integral to measure the effectiveness, efficiency and capability of the quality management system. Systematic and timely review is necessary to trace the progress of the improvement efforts. A review typically should include: 1. Results of audits 2. C onformance to process and the end product 3. Evaluation of action plans derived from earlier reviews 4. C ustomer feedback 5. Proposed or current changes that impact QMS 6. C oncrete plans for further improvement Review conducted in this manner should result in tangible output. Some of them are: 1. Improvements in the current QMS plans and related aspects 2. Improvements aimed at incorporating customer feedback and resulting in better product delivery 3. Defined action plans to redefine Resource Management, if required A robust review mechanism should ensure that all proceedings as well as actions emanating out of it should be well documented. These actions defined during the course of the reviews should be open to internal audit from time to time. This is essential as it ensures adherence to the actions by all responsible parties. The process of reviewing or auditing the quality system of any organization is defined in different ways depending on who is conducting the assessment, against what standards the process/TQM/organization is being measured and what relationship the assessing unit share with the assessed one. C onsequently these audits can be categorized into First Party, Second Party or Independent Third Party Audits. First Party Audits: An internal party makes an assessment of any internal department or supplier against some internally defined set standards or some externally recognized quality standards. Second Party Audits: An external party does an assessment of any department or supplier against its self defined or national or international set standards. IndependentThird Party Audits: An external body who is a neutral party between the manufacturer, supplier and customer, conducts an assessment of a particular department; the entire organization; the supplier or the end product; or a combination of all on some internationally defined quality standards. In such cases, the assessment body is generally accredited by some International/National Quality Standard organization and their positive assessment can result into certification for the unit in the form of audit. Most organizations use this certification to ensure long term adherence to defined standards as they are then subject to regular audits by the certifying body and it is also used as a means to impose faith in their practices/products by the customers.
Self Assessment
Self Assessment is a methodology of assessment in which stake holders participate in the assessment exercise aimed at identifying key improvement areas and to build in a feeling of responsibility and enthusiasm amongst the key holders of a process/unit. Self assessment is based on set guidelines which have been developed independently by EFQM (European Foundation for Quality Management) and BQF (British Quality Foundation), both renowned accreditation bodies. While choosing either one of these two standards for self assessment, the former should have a positive approach towards identifying areas of improvement and opportunities rather than simply trying and achieving certain benchmark scores. Self Assessment can be carried out by various means, such as: 1. Surveys and Questionnaire 2. Self Audits of Processes
expertrating.com//Total-Quality-Man
3. Group Discussions
2/3
2/6/2011
3. Group Discussions
4. Internal Workshops 5. A mock reward ceremony 6. A combined approach of the above The ideal approach to undertake Self Assessment should follow certain defined steps. These are: Step 1: Plan the objective of self assessment and the scope of assessment Step 2: Define means for collection of relevant data Step 3: Assess the data Step 4: Identify strength areas of improvement Step 5: Define action plan to overcome areas of improvement
Conclusion
However, this is also true that if the current condition of the organization does not require that TQM be implemented, it should not be done so. TQM implementation should be put off until the organization is in a position in which TQM is likely to succeed. It will be easier to implement TQM if there is support from the higher management and if the employees are provided adequate knowledge about the benefits of TQM. A successful leader is one who is able to effectively champion the cause behind bringing in a culture change and showing others the path to this change.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
4.2 Benchmarking
Benchmarking means assessing one's performance but in terms of the performance of the competitors. Once the performance is measured and an organization is able to determine its own performance, it tries to find out the factors that work for the organizations that are the best in their class. Then, the organization strives to achieve that position by implementing the same techniques that its competitors are using.
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Definitions
"Benchmarking is a tool to help you improve your business processes. Any business process can be benchmarked." "Benchmarking is the process of identifying, understanding, and adapting outstanding practices from organizations anywhere in the world to help your organization improve its performance."
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
"Benchmarking is a highly respected practice in the business world. It is an activity that looks outward to find best practice and high performance and then measures actual business operations against those goals." The benchmarking process was introduced by Robert. C . C amp. Xerox C orporation wanted to improve their parts distribution process. They inculcated the benchmarking process in their organization and C amp was one of the pioneers to carry out the process. C amp acknowledges the introduction of the process to Japanese manufacturers who introduced this concept as a quality improvement tool to challenge the supremacy of their American counterparts. These days, because of the internet and wide-spread knowledge about the process, benchmarking has become a very frequently used tool in organizations all over the world. Benchmarking, in the past, has been associated with studying one's own products and services in terms of the competitor's. However, these days it is synonymous with terms like "stepchange", "breakthrough" and "rediscovery". It is about being the best, the most superior in the business. Also, benchmarking today is more about how things are done. Emphasis is laid on following the best practice rather than adopting the norms followed by the best organization. Since the main concern is on the best practices, the organization from where the practice is borrowed may use it for different purposes than the organization who is borrowing it. This is how benchmarking is different from other quality improvement techniques. Sometimes internal benchmarking is done across an organization. Often, the same thing is done differently in different locations in very big organizations. Standardizing the best internal practice across the enterprise can be effective in giving instantaneous results. Benchmarking is also characterized by lot of cooperation and sharing between organizations. Instead of secretly stealing ideas or best practices and outcomes for competitors, benchmarking is marked by communication and mutual exchange about information and data about the best methods. The best way to inculcate the benchmarking tools and practices in the organization is to develop it into a process. C amp has listed some steps that need to be followed to implement it. They are:
Planning- Includes identifying what needs to be benchmarked and which C ompanies to consider as a reference point. Analysis- Includes considering the loop-holes and visualizing the future level of performance. Integration- Includes disseminating the results of benchmarking and establishing new goals to be accomplished by the organization. Action- Includes evolving a plan of action, executing it and then, evaluating the performance. Maturity- Includes becoming a pro in the new process. The new method is merged in the ongoing process.
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Cons
1. It is not just important to imitate but to imitate in the right manner, in the manner that best suits one's organization. 2. The benchmarking tool requires a lot of supervision. Benchmarking is an ongoing process because learning has no end and an organization that needs to grow will always be in need of innovative ideas to improve performance.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
2/2
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/3
2/6/2011
Benefits of QFD
QFD keeps customer preferences in mind and designs and moulds the product according to customer needs. Therefore, customers are satisfied with every product produced out of the shop floor. This also results in fewer customer complaints. QFD is a very effective system because the QFD metrics help to view the real picture. The organization is able to compare its goals to the stiff competition in the market. It increases market share and profitability. The planning stage of the product or service requires a shorter time when QFD is applied. This is because QFD lowers the time taken to design the product. Another benefit to be gained from applying a QFD process is that all the team members are equally involved in the development of a product because the focus is on the customer. This kind of brainstorming helps to increase the utility of the product and makes it user-friendly. This strengthens customer satisfaction which is the underlying element of TQM. When the QFD process is in its final stages, quality control measures are introduced. This helps to make sure customer satisfaction is an ongoing process even after process is in operation.
expertrating.com//Total-Quality-Man
2/3
2/6/2011
the 'house of quality' or the QFD matrix. This storehouse of matrices helps to establish the important C ritical-to-Quality parameters which are a key to determine customer requirements. QFD is also very useful because it helps to determine the credibility of a product even before it is manufactured or launched. The whats and the hows are two prime ingredients of a House of Quality diagram. This makes it very helpful for a TQM project. The VOC can be heard clearly and it can lead to effective decision-making. A House of Quality diagram is given below. (Thomas Pyzdek, 1976)
ISO 9000
ISO 9000 has been discussed in the second chapter of this course. See C hapter 2.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Measurement, analysis, and knowledge management Human resource focus Process management Results
This award is given only if the following criteria are satisfied by the organization who applies for the award: The said organization should be able to help improve the current practices and procedures being followed in the other organizations It should help to improve communication and disseminate information about the best practices followed It should serve as a guiding principle for understanding and managing performance and as a basis for steering plans and learning opportunities
The award motivates organizations to deliver quality goods to the customers, improve the efficiency in the organization and as a guiding tool for effective learning. Some of the famous names which have received the award include Motorola Inc (1988), AT&T Network Systems Group/ Transmission Systems Business Unit and the Ritz-C arlton Hotel C o (1992) and Boeing Aerospace Support (2003) among others.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Definitions
1. A business performance improvement tool that focuses on enhancing quality, cost, delivery and people. Exposes waste and makes continuous improvement possible. 2. A philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. It involves identifying and eliminating non-value-adding activities in design, production, supply chain management, and dealing with the customers. The basic idea contained in the definitions is the elimination of waste. Waste is generally referred to as 'muda', 'muri' or 'friction' in Lean Manufacturing. According to the advocates of Lean, a perfect lean enterprise is one from which friction or waste is absent. However, we cannot ignore the fact that friction is never completely absent, so there are only degrees of leanness. Lean Manufacturing and Lean enterprise are two different concepts. Scientific Management or Lean Manufacturing is an arrangement of synergistic and mutually sustaining methods that help in running a business or a manufacturing unit and Lean Enterprise constitutes the entire supply chain or value stream. The main purpose, however, of both Lean Manufacturing and Lean Enterprise is the elimination of waste and non-value added activities. If an organization strives to become a Lean Enterprise it needs equal participation from all the departments and from all the levels including the upper management, accounts department and the like. Lean needs to be incorporated as a way of life, as a routine in the organization to make it successful. Everyone in the value chain, including the suppliers and vendors, need to understand Lean in order to rename an organization as a Lean enterprise. Note: The details of Lean Manufacturing are beyond the scope of this course. To know more about this, you can refer to the Lean Manufacturing course offered by our site.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
7 Statistical Tools
Cause and Effect Diagram (Fish-Bone) One of the best ways of reaching at root cause of a problem is "Fish Bone Diagram". Fish bone diagram helps the users to visualize various causes leading to the problem. Once all the causes have been brainstormed, they are graphed and their sub problems are noted. The fishbone diagram is not applicable for problem-searching but is employed for problem-solving by the team members. The process is analyzed by measuring the inherent variability of waste generation which is expected from the process. Anything beyond this level of variability is not acceptable and is examined with the help of the C ause and Effect Diagram. The advantage of using fishbone diagram is that it helps the team to focus on why the problem occurs and not just to detect the problem; hence this tool is also very helpful in the Analysis Phase. Example : Suppose the MNC dealing in the home delivery of pizzas wants to find out the various causes that are leading to a fall in their customer base. They depict the problem graphically, by putting the problem and causes under the fishbone diagram. The following is the fishbone diagram, tailored to the "pizza home delivery" example:
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/4
2/6/2011
In the fish head, the pizza problem has been defined. The main causes leading to the problem are defined under the fish bones. The causes are then further sub-classed into generic problems, like, one of the cause, which is "pizza not delivered in time", has been further categorized into sub-causes, which infer the reasons why the pizza couldn't be delivered in time. The reason could be any one of these: traffic congestion, the scooter's tire was punctured or the pizza delivery boy couldn't locate the address easily. Pareto Chart Analysis Pareto C hart analysis is used to understand the most significant reasons for customer dissatisfaction. This helps enterprises to identify which problems to tackle first to obtain the quickest improvement. A Pareto chart is a specialized vertical bar graph that exhibits data collected in such a way that important points necessary for the process under improvement can be demarcated. It exhibits the comparative significance of all the data. It is used to focus on the largest improvement opportunity by emphasizing the "crucial few" problems as opposed to the many others. The Pareto chart is based on the Pareto principle. The Pareto principle has to be understood before getting to know the Pareto chart. The Pareto principle was proposed by management thinker Joseph M. Juran. It was named after the Italian economist Vilfredo Pareto, who observed that 80% of the wealth in Italy was owned by 20% of the people. This principle can be applied to work related to business: "80% of the business defects are caused by only 20% of the errors" "80% of the results are produced from 20% of the efforts" "80% of the profit to a company is earned by 20% of the customers" "80% of the complaints to a business are caused by 20% of the products or services" Take an example of a multi-national C ompany dealing in the home delivery of pizzas that wants to check the problem areas while delivering the pizzas. The data collected is displayed in the following table:
expertrating.com//Total-Quality-Man
2/4
2/6/2011
Then the 80- 20 rule of the Pareto analysis is applied, and a line is drawn from 80% on Y axis until it meets the line graph. When this line reaches the line graph, it has to be vertically dropped down to the X axis as shown in the following graph. With the help of these identified problems, the root cause of the problem can be found out. Once the root cause is pinpointed, the problem area can be worked upon.
All the problems that fall to the left of the 80% line are the few problems accounting for most of the complaints. They are:
expertrating.com//Total-Quality-Man
Not hot
3/4
2/6/2011
These account for 80% of the problems encountered in the home delivery of the pizza. If these are immediately taken care of, then 80% of the problems can be solved. In this way, Pareto analysis helps in determining which problems to concentrate your efforts on.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
4/4
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Organizing Data: Determine what should be the values on x-axis and what should be the values on y-axis. Assume day of the week on the x-axis and time on the y-axis.
expertrating.com//Total-Quality-Man
1/5
2/6/2011
Scatter Diagram The Scatter Diagram is a tool used for establishing a correlation between two sets of variables. It is used to depict the changes that occur in one set of variables while changing the values of the other set of variables. This diagram does not determine the exact relationship between two variables, but only determines whether the two set of variables are related to each other or not; and if they are related, then how strong the relationship is. To create a scatter diagram, the points are plotted by assigning values of independent variables X to the horizontal axis and values of the dependent variable Y to the vertical axis. The pattern made by the points plotted on the scatter diagram usually suggests the basic nature and strength of the relationship between two variables. These impressions suggest that the relationship between two variables may be described by a straight line crossing the Y-axis below the origin and making approximately a 45-degree angle with X-axis. It looks as if it would be simple to draw, freehand, through the data points the line that describe the relationship between X and Y. In fact, it is not likely that any freehand line drawn through the data will be the line that best describes the relationship, since freehand lines will reflect any defects of vision or judgment of the person drawing the line. Below is a sample scatter diagram.
expertrating.com//Total-Quality-Man
2/5
2/6/2011
Control Charts C ontrol charts are used to understand how the performances are changing over time. It is defined as a graphical tool for monitoring changes that occur within a process because of some common cause. C ontrol charts help to show the trends in the average or the variation, which further helps in the debugging process. A control charts consists of a run chart, centerline and upper and lower limits determined statistically. A control chart consists of three horizontal lines: A central line to indicate the desired standard or level of the process (C L) An Upper C ontrol Limit (UC L) A Lower C ontrol Limit (LC L)
In the control chart, the upper control limit (UC L) and the lower control limit (LC L) are usually plotted as dotted lines and the central line (C L) is plotted as a dark line. If t is the underlying statistic, then these values depend on the sampling distribution of t and are given by: UC L = E (t) + 3 S.E. (t) LC L = E (t) - 3 S.E. (t) C L = E (t) From time to time a sample is taken and the data are plotted on the graph paper. As long as the sample points fall within the upper and lower control limits there is no cause for worry, as the variation between the sample points can be attributed to chance causes. The problem occurs only when a sample point falls outside the control limits. This is considered as a danger signal, which indicates that assignable causes give rise to variations. This can be represented in a diagram:
expertrating.com//Total-Quality-Man
3/5
2/6/2011
Flowcharts A flow chart is a diagrammatic representation of the nature and the flow of work in a process. The elements that can be included are: sequence of actions, inputs and outputs entering or leaving the process, decisions that must be made, people who become involved in the process, time durations at each step etc. Representations in a flow chart, also known as a flow diagram has numerous benefits. A flow chart helps in explaining people the working of the process A flow chart can help in the training of newly appointed employees according to the standardized procedures of the organization Problem areas are easy to identify because in the flow chart, all the process steps are diagrammatically represented. This also helps in simplifying and refining the process.
A flow chart uses symbols. Each symbol has a specific meaning. These symbols are connected by arrows which indicate the flow of the process. Example: The following flowchart shows the acquisition and implementation of a new process in a BPO.
Check Sheets A check sheet is the most common tool for collecting data. A check sheet is a structured form consisting of a list of items for collecting and analyzing data. It helps display the frequency of the data. It contains pre-recorded descriptions of events that are likely to occur. A well thought out check sheet consists of questions lik e: "Is everything done?" "How often does the problem occur?" "Have all inspections been performed?" C heck sheets are tremendously useful for solving a problem and for process-improvement. Data collected in a check sheet can be used as inputs for other tools such as Pareto diagrams and histograms. They can be in the form of: process check sheets where ranges of measurement values are written and actual
expertrating.com//Total-Quality-Man
4/5
2/6/2011
ExpertRating - Total Quality Managem measurement process check sheets where ranges of
observations are marked
defect check sheets where defects are described and frequencies are recorded defect location check sheets which are actual diagrams that show where the problem occurs cause and effect check sheets in which the problem area is shown by marking that area in the cause and effect diagram
Steps in Creating a Check Sheet 1. Identify the problem to be observed. 2. Decide when the data will be collected and what will be the duration. 3. Design the form such that data recorded does not have to be rewritten for analysis. For example, data can be recorded by simply making check marks or similar symbols against the fields. 4. Label all spaces on the form. 5. Each time the targeted event takes place; record it on the check sheet. Example 1: The following table represents a defect check sheet in the delivery process of a pizza manufacturing chain.
Example 2: The following figure shows a check sheet used by HR to collect data on causes of increasing attrition rates in a BPO.
It is clear from the data collected that slow growth and high stress levels contributed to high attrition levels in one month. This data can be used for further analysis.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
5/5
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Affinity Diagrams
The affinity diagram organizes various ideas into meaningful categories by recognizing their natural relationships. It is used to reduce and refine the long, complex, and raw data into a smaller number of dimensions and categories. This method helps to bring out the team's intuition and creativity levels. This tool is used when group consensus is necessary. This technique was created by Japanese anthropologist Jiro Kawakita in the 1960s. Affinity diagrams can be constructed using existing data like survey results, drawings, letters, or data gathered from brainstorming. They can be used before creating a storyboard or tree diagram (discussed in the subsequent sections of this chapter). They can be used together with other techniques like cause and effect diagrams and interrelationship diagraphs. The Affinity Diagram is created in the following manner: Write the ideas on small pieces of paper or sticky notes. Randomly paste these notes on a working surface which is visible to everyone. The team has to work in silence during this stage. Look for patterns in the ideas. Look for ideas that seem to be correlated. Place them next to each other by moving the sticky note. Repeat the process until all ideas are grouped. There could be notes which fit into any category. It's alright to have such "stand-alones". You can also move a note someone else has moved before.
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
It is alright to talk now. The team can now review and assess these final groupings. Any unsuspected patterns or reasons why the notes were shifted can be discussed. Select a heading for each group that would capture the essence of the group. The grouping of these ideas will assist the team in taking a decision, or making a plan.
Tree Diagram
A tree diagram is an important project planning tool. The tree diagram helps to identify all aspects of a project, right down to the work package level. Sometimes the tree diagram used in project planning is also called a Work Breakdown Structure (WBS). It displays the structure of a project; showing how the broad categories of the project can be broken down into smaller details. This diagram shows the overall picture of a project's steps, the logical flow of actions from the identified goals. The tree diagram is also used to display existing projects in an easy to understand diagram. The tree diagram starts with one item that branches into two or more stems. Each of these branch into two or more, and so on. The main trunk is the generalized goal, and the multiple branches are the finer levels of action. The tree diagram is a generic tool that has wide applications apart from project planning. It can be used to find out root causes of problems as part of process improvements, used to correct the existing plans or processes as part of the implementation plan. Steps in Constructing a Tree Diagram 1. Identify the statement of the goal or project plan, or whatever is being studied. Write it at the top (this will make a vertical tree) or far left of the working surface (this will make a horizontal tree). 2. Subdivide the goal into various sub categories. Ask a question that will lead you to the next level of detail. For example, for a goal or work breakdown structure, the team could ask "Which tasks must be done to meet this goal? What is required to accomplish this?" Answers could be taken from the brainstorming sessions or affinity diagrams. Write these items in a
expertrating.com//Total-Quality-Man
1/3
2/6/2011
Interrelationship Diagraphs
Interrelationship Diagrams/Diagraphs are used to examine the relationship between complex issues. They are made to illustrate the relationship between various factors, areas, or processes. They can also be used as a means of organizing disjointed ideas (usually generated from brainstorming). The analysis by an Interrelationship Diagram aids in making a distinction between elements which operate as the root causes and those which are the outcomes of the root cause. These root causes can then be used for further analysis in problem resolution. Steps in Generating an Interrelationship Diagram: 1. The group has to define the particular issue or problem under discussion. 2. Write down all the factors or ideas on pieces of paper. These have to be pasted on a large flip-chart or any working surface. 3. Link each factor to all others. Use an arrow, also known as "influence arrow", to link related factors. 4. Draw the "influence arrows" from the factors that influence to those which are influenced. 5. If two factors influence each other, the arrow should be drawn to reflect the stronger influence.
expertrating.com//Total-Quality-Man
2/3
2/6/2011
influence.
6. C ount the arrows. 7. The elements with the most outgoing arrows will be root causes or drivers. 8. The ones with the most incoming arrows will be key outcomes or results. Example: A pizza chain is involved in home delivery of pizzas. An interrelationship diagram can be derived and the interrelationship between the various factors like the product (pizza) quality, sales, delivery time, quality of manpower etc. can be found out.
From the interrelationship diagram, it is clearly visible that the most number of arrows are originating from incompetent staff. They are root cause of the outcome, that is low sales and eventually fall in profits.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Matrix Diagrams
A Matrix diagram is an analysis tool that compares relationships between two, three, or four sets of data. It gives information about the nature of correlation between the elements, such as its strength, roles donned by various individuals, or measurements. It is a representation of elements in a tabular form. A Matrix diagram can be used: while trying to comprehend how groups of items relate to one another or affect one another while trying to comprehend how groups of items relate to one another or affect one another
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
when comparing cause-and-effect relationships when designating responsibilities for tasks among a group of options.
Different Shapes of Matrix Diagrams An L-shaped matrix relates two set of elements to each other, and sometimes one set of elements to itself. The elements are compared by placing them in the first row and top column. A T-shaped matrix relates three set of elements in such a way that sets X and Y are related to Z, but X and Y are not related to each other. A Y-shaped matrix relates three set of elements in such a way that each set is related to the other two set of elements, i.e. they are related in a circular manner. Suppose X is related to Y, and Y is related to Z, then Z is also related to X. An X-shaped matrix relates four set of elements and each set is related to two other set of elements in a circular manner. Suppose W is related to X, X is related to Y, Y is related to Z, Z is related to W, but W is not related to Y, or X is not related to Z A C -shaped matrix relates three set of elements simultaneously, in a 3-dimensional manner. It is difficult to draw and therefore is rarely used.
Steps in Generating a Matrix Diagram: 1. Define which set of elements have to be compared. 2. C hoose the format for the matrix ( these will be discussed subsequently) 3. Make the grid; list the items as row/column headings. 4. Think of what to tell, which relationship to state, with symbols on the matrix. There are some commonly used symbols like 'X's and blanks, or check marks to indicate 'yes' or 'no'. There are more symbols which make the matrix more understandable. These may show the strength of the relationship between two items, or what role the item plays in the activity.
expertrating.com//Total-Quality-Man
1/5
2/6/2011
5. C ompare the sets of elements, item by item. Place the appropriate symbol at the intersection of the box of the paired items for each comparison. 6. Analyze the matrix for patterns. This information can be used for further analysis or to resolve a problem. Example: L-shaped Matrix
The L-shaped matrix is the most basic and common matrix format. This matrix relates a pizza chain's objectives to its systems or procedures. For example, effective advertising has a strong relation with increasing the financials of the C ompany. Regular checks on cooking procedures have a direct impact (strong relationship) on food quality, and so on. Example: T-shaped Matrix
expertrating.com//Total-Quality-Man
2/5
2/6/2011
The T-shaped matrix relates four product models P, Q, R, S (say tires) (group X), to their manufacturing locations (group Y) and to their buyer groups (group Z). The matrix can be viewed in different ways to pinpoint different relationships. For example, Ford is a major buyer of Tire P, but it buys Tire S in small volumes. Tire Q is produced in large volumes in the Rome unit, and in small volumes in the Paris unit, and is bought in big volumes by BMW. Volkswagen is the only customer who buys all the tire types. Example: Y-shaped Matrix
expertrating.com//Total-Quality-Man
3/5
2/6/2011
The T-shaped matrix becomes an X-shaped matrix by adding another dimension to the Tshaped matrix. In the example of the T-shaped matrix given above, a fourth group of items, transport lines, are related to the production units they cater to and the buyers who use them. The product types are related to the production units and to the buyers, but not to the transport lines. For example, Quick Express and Blue Lines are the major transporters based on volume. On the other hand, Trans World and Green Dart seem to be the minor transporters. Mercedes is the only major buyer of Type R tires. Volkswagen buys all the tire types.
Prioritization Matrix
"A prioritization matrix is an L-shaped matrix that makes pair-wise comparisons of a list of options to a set of criteria in order to choose the best options" Nancy R. Tague(1955). A prioritization matrix is prepared to logically narrow down the focus of the team to a select few options. It is designed before exhaustive execution planning is done. It is one of the most thorough and painstaking decision making tools.
expertrating.com//Total-Quality-Man
4/5
2/6/2011
Steps in Generating a Prioritization Matrix: 1. First, decide the importance of each criterion, assign numerical weights. 2. Then rate each option according to the intensity of the correlation with the criteria or according to how well it meets the criterion. 3. Finally, combine all ratings for a final ranking of the options numerically. Example: The Sales Department of a well-known pizza making C ompany found certain problems when the C ompany's motivational survey was held. The C ompany decided to focus on the problematic areas using the Prioritization Matrix. The main problems are penned along with the various options, which are then multiplied with the weight assigned to each criterion.
The prioritization matrix is like a grid, showing various options on the top and decision criteria on the left side. Weights are also mentioned with the decision criteria. The final score is calculated by multiplying the ratings with the weights for each criterion. Once the ratings have been summed up, the best optimum solution will be chosen with the highest score.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
5/5
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Steps in Generating a Process Decision Program Chart: Develop a high level tree diagram of the plan. In the final level, brainstorm the problems that could be encountered for every task cited. C lassify the criteria for identifying problems i.e., those problems which effect the scheduled completion date. Assess all the problems and cross out any that are impossible and those with trivial outcomes. C lassify those risks which would need a countermeasure. Illustrate these problems as the next level in the tree diagram linked to the tasks cited. Now brainstorm the counter measures for the problems illustrated. Isolate those countermeasures which would minimize the problem. The countermeasures may be those that would bring changes to the plan or those that would provide a solution if the problem occurred. Show these countermeasures as a fifth level with irregular or jagged lines. Determine the feasibility of each countermeasure. It should be measured on such criteria as price, time required, effort needed for execution, and efficacy etc. For example, those countermeasures should be implemented which are cost effective, like, amount of time a problem will cost or amount of time a countermeasure will save, etc.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
Steps in Constructing an Activity Network Diagram: 1. Discuss all activities or tasks that are needed to complete the project. 2. Determine the sequence of the tasks. Before an activity or task begins, all activities that should precede it should be completed. Ascertain which task is to be carried out first. Identify which task can be carried out simultaneously with this task. This can be placed to the left or right of the first task. 3. Identify the next task, and place it below the first task. See if there is any task to be worked out concurrent to this. C oncurrent tasks should be lined parallel to the left or right. 4. C ontinue this process and construct a diagram. The tasks are represented with arrows. The beginning or end of the task is called an event. Draw circles for events, between each two tasks. Therefore, events are nodes that separate tasks. 5. Use dummies to indicate problem situations or extra events. A dummy is a dotted arrow used to demarcate tasks that would otherwise start and stop with the same events. It is also used to show logical sequence. Dummies are not real tasks.
In the figure given above, event 2 and the dummy between 2 and 3 have been added to separate tasks P and Q.
expertrating.com//Total-Quality-Man
2/3
2/6/2011
In the figure given above, R cannot start until both tasks Pand Q are over, and a fourth task S cannot start before P is complete, but S does not have to wait for Q. A dummy can be inserted between the end of task P and the start of task R. 6. When the network is made, label events in sequence, with event numbers inside the circles. 7. Identify task times or the time needed to complete each activity. Write the time on each task's arrow. 8. Determine the critical path. The longest time from the beginning to the end of the project is called the critical path. This should be marked with a heavy line or color. The project's critical path includes those tasks that must be started or completed on time to avoid delays in the completion of the project. Finding the Critical Path: There are four time values for each event: its earliest time of start and the earliest time of finish; and its latest time of start and finish. 1. Work out the earliest time (ES) for each task and the earliest finish (EF). The earliest time is the expected time an event will occur if the preceding activities are started as early as possible. Earliest Finish for each task = ES + time taken to complete the task. 2. Work out the latest time that each task can begin and conclude with. These are known as Latest Start (LS) and Latest Finish (LF). The latest time is the projected time an event can happen without disturbing the project completion beyond its earliest time. To calculate this, work backwards, start from the latest finish date to the latest start date. Latest Finish = The smallest LS of all tasks immediately following this one Latest Start = LF - time taken to complete this task Draw a separate box for each task. Make a time box divided into four quadrants as shown in figure below.
Slack time for an event is the difference between the latest times and earliest times for a given event. The slack for an event indicates how much delay in the happening of the event can be allowed without delaying project completion, assuming everything else remains on schedule. Total Slack = LS - ES = LF - EF Therefore, the events that have slack times of zero are said to lie on the critical path of the project. It is to be noted that it is only activities having zero slack that can lie on the critical path, and no others can. The delay in an activity lying on the critical path leads to the delay in the entire project. Moreover, once the critical path activities are traced, the project team has to find ways to shorten it and ensure there is no slippage.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
3/3
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > Quality Management Systems
and Tools
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Types of FMEAs
There are different kinds of FMEAs. Some are used more than others. The kinds of FMEAs are listed below. 1. System- It focuses on universal system functions 2. Design- It focuses on apparatus and subsystems 3. Process- It focuses on production and assembling functions 4. Service- It focuses on the service functions 5. Software- It focuses on the functions of software
Use of FMEA
The engineers, in the past, have done a god job as far as assessing the functions and the design of products and processes in the design phase is concerned. However, they have not been able to achieve much in terms of reliability and quality. The engineers are usually concerned with designing a product or process that is safe for the user. The FMEA is a tool for the engineers to produce safe, dependable and customer-friendly products. The FMEA serves a lot of purposes for the engineers. It helps them to build the product and service requirements which reduce the possibility of failure. It helps in the assessment of the needs expressed by the customers and others involved in the designing of products and services so that they do not turn out to be potential failures. It helps to point out the settings of the design which might lead to failure and therefore pull them out of the system so that they cause no harm. FMEA helps to develop techniques to examine the products or services to make sure that the malfunctioning has been successfully eradicated. It helps to trace and handle the possible risks that might develop in the design. Tracing the risks helps in its documenting and is a major factor in the success or failure of future projects. It guarantees that if a failure occurs; it will not affect the customer of the product or service.
expertrating.com//Total-Quality-Man
1/3
2/6/2011
expertrating.com//Total-Quality-Man
2/3
2/6/2011
Member Home > Total Quality Management Courseware > TQM in Various Fields
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction
TQM was initially applied only to the manufacturing sector. However, gradually it gained popularity in other arenas like health, communication and the service sector because of its variable and flexible nature. This is because of the following characteristics of TQM which apply to all the sectors: Maximum customer satisfaction C ontinuous improvement C ommitment from both the higher management as well as the employees Just in Time Manufacturing Reduced cycle times
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Employee empowerment Rewards and recognition Benchmarking the processes Business Process Reengineering(BPR)
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > TQM in Various Fields
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Product quality is an attribute that provides competitive advantage in the manufacturing sector. However, if two organizations are providing goods of the same quality, it becomes imperative that they differentiate each other by the kind of service they provide to the customers. For instance, when Toyota launched their luxury car, Lexus, they forgot to provide a luxury service to the customers. Soon, they realized their mistake and now not only do they sell a luxury car but also top it up with a luxury service to their customers. If the initial process used in manufacturing is free from any defects, the chances of wrong manufacture of products are remote. The workers who manufacture the product must be skilled or provided adequate training and education so that their efficiency can be increased. The sample should be tested so that it works best for the customers. The statistical distributions help to detect the variations in the process. Then, alternate ways to replace or correct the current way of doing things are found and then the variations are removed and the process is fixed. There are also metrics on the basis of which the improvement (that takes place after TQM is implemented) can be measured. The improvement in these metrics not only improves the productivity but also boosts the morale of the employees. Business Process Reengineering is also an important part of TQM. It is a common practice to replace the defective parts in TQM in the manufacturing processes so that there is no loss of quality. In fact, the main goal of TQM is to enhance the productivity and efficiency of any organization. TQM helps to instill responsibility in the employees by making them take responsibility of their own work. There is more personal liability with the products that they manufacture.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1
2/6/2011
Member Home > Total Quality Management Courseware > TQM in Various Fields
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
Therefore, healthcare is one arena where quality cannot be compromised. According to Dr C P Kamle, C hief-de-C onsortium, Dr Kamle's Prescription, Boston (USA), "TQM should be made a habit among employees - only then one can expect to render quality services." He adds, "Equipment, manpower and infrastructure - these are the three most important areas which determine quality standards for a hospital and standards and guidelines ought to be formulated in these areas".
Customer-Oriented
The TQM philosophy considers customers/clients as their main priority. C lients participate in the planning, execution and analysis of the provision of the services. The clients are offered customized services which range from the clients' designing their own programs, their counseling techniques to deciding the clinic hours. The health providers also assist the clients in making informed choices where specialized knowledge is required and when making sure that the technical quality of care is maintained.
Waste Management
Most of the annual healthcare expenditure includes costs incurred due to waste and inefficiency. Some costs are incurred while preventing poor quality and some happen due to poor quality of services. According to Dr Kamle, every infection is a waste and 20 percent of the lab tests are not required. TQM implementation can increase the efficiency of the manpower, improve quality and reduce costs by preventing wastage.
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Member Home > Total Quality Management Courseware > TQM in Various Fields
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
expertrating.com//Total-Quality-Man
1/2
2/6/2011
Member Home > Total Quality Management Courseware > TQM in Various Fields
A ngeliki Member's Home Page Edit your Profile Change Your Password My ExpertRating Logos Forward Results to Employers Logout
ExpertRating Home ExpertRating Benefits Recommend ExpertRating Suggest More Tests Privacy Policy FA Q
Introduction to Total Quality Management Important Aspects and Principles of TQM Paving the Way for Organizational Transition to TQM Quality Management Systems and Tools TQM in Various Fields
The most important factor in construction is the quality performance of the project and this can be achieved with the help of TQM. To ensure a more effective management for quality, construction C ompanies need to handle quality through a systems approach. The systems approach takes into account all the disciplines and specialized groups and forms them into a team. The team works together right from the planning to the development of the product. The essence of such an approach lies in the fact that the eventual quality of the product is determined by the performance of the weakest link in the chain. TQM has been successfully implemented in construction industries in the US, the UK and Singapore. It has proven to be effective in terms of improved customer, consultant and supplier relations and in reducing the cost of quality.
Home | About Us | Privacy Policy | Site Map | FAQs | Contact Us ExpertRating 2006. All Rights Reserved.
expertrating.com//Total-Quality-Man
1/1