Total Quality Management

Note: (i) There are two sections: Section A and Section B. (ii) Attempt any three questions from Section A, carrying 2 mar!s each. (iii) Section B is compu"sory and carries # mar!s. SECTION A 1. (a) Explain with examples the difference between proacti e action and reacti e action in the context of T!".

Proactive action is self initiated behaviour at work place, while reactive action in the response of the complaint/feedback being proactive which is knowing and taking action on the belief that your future is decided based on your own life choices not on what goes on around you. Being reactive would be to blame your circumstances on what goes on around you you can say that proactive is the person who is thinks before happening the event reactive person is the person who wait for the things happened and then he take the action according to the situation.
There are some people who always seem to be starting new projects. These projects are not always very sound and not even particularly creative. The point is that such people seem motivated to be proactive, whereas most people seem to be reactive.

A simple example would be if you were in a scenario where you want to buy a house but you don't have good enough credit. A reactive person would mope about it and blame all their problems on their circumstances and ust decide that life is not fair and there's nothing to do about it. A proactive person would note the problem, and do everything in their power to fix it, whether that be getting an extra part time ob in order to earn more, or paying off credit debt, or whatever needs to be done to fix the problem.

(b) Which of the quality gurus, in your view, have most significantly influenced the quality movement since World War II !riefly discuss the main points of the contribution of one such guru. "#. W. $"W%#"& "$'I() "#. *+&$,- *.#%( ,-I/I, 0#+&!1 %#'%(" 2. 3$I)$(!%.' "#. -. *%'$& -%##I()T+(

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DR. JOSEPH JURAN (B. 1904)

"r. *uran was born on "ecember 56, 7896 in !raila, #omania. -e moved to the .nited &tates in 7875 at the age of :. *uran;s teaching and consulting career spanned more than seventy years, <nown as one of the foremost e=perts on quality in the world. % quality professional from the beginning of his career, *uran joined the inspection branch of the -awthorne 0o. of Western $lectric (a !ell manufacturing company) in 7856, after completing his !.&. in $lectrical $ngineering. In 78>6, he became a quality manager. -e wor<ed with the .. &. government during World War II and afterward became a quality consultant. In 78?5, "r. *uran was invited to *apan. "r. $dward "eming helped arrange the meeting that led to this invitation and his many years of wor< with *apanese companies. *uran founded the *uran 0enter for @uality Improvement at the .niversity of 'innesota and the *uran Institute. -is third boo<, *uran;s @uality 0ontrol -andboo<, published in 78?7, was translated into *apanese. +ther boo<s include *uran on ,lanning for @uality (78::), *uran on /eadership for @uality (78:8), *uran on @uality by "esign (7885), @uality ,lanning and %nalysis (788>), and % -istory of 'anaging for @uality (788?). %rchitect of @uality (5996) is his autobiography.

SELECTED JURAN QUALITY THEORIES

*uran;s concepts can be used to establish a traditional quality system, as well as to support &trategic @uality 'anagement. %mong other things, *uran;s philosophy includes the @uality Trilogy and the @uality ,lanning #oadmap.

JURAN'S QUALITY TRILOGY.

The @uality Trilogy emphasiAes the roles of quality planning, quality control, and quality improvement. @uality planning;s purpose is to provide operators with the ability to produce goods and services that can meet customers; needs. In the quality planning stage, an organiAation must determine who the customers are and what they need, develop the product or service features that meet customers; needs, develop processes which are able to deliver those products and services, and transfer the plans to the operating forces. If quality planning is deficient, then chronic waste occurs. @uality control is used to prevent things from getting worse. @uality control is the inspection part of the @uality Trilogy where operators compare actual performance with plans and resolve the differences. 0hronic waste should be considered an opportunity for quality improvement, the third element of the Trilogy. @uality improvement encompasses improvement of fitnessBforBuse and

error reduction, see<s a new level of performance that is superior to any previous level, and is attained by applying brea<through thin<ing. While upBfront quality planning is what organiAations should be doing, it is normal for organiAations to focus their first quality efforts on quality control. In this aspect of the @uality Trilogy, activities include inspection to determine percent defective (or first pass yield) and deviations from quality standards. %ctivities can then focus on another part of the trilogy, quality improvement, and ma<e it an integral part of daily wor< for individuals and teams. @uality planning must be integrated into every aspect of the organiAation;s wor<, such as strategic plansC product, service and process designsC operationsC and delivery to the customer. The @uality Trilogy is depicted below in 3igure 5.

JURAN'S QUALITY PLANNING ROAD MAP.

*uran;s @uality ,lanning #oad 'ap can be used by individuals and teams throughout the world as a chec<list for understanding customer requirements, establishing measurements based on customer needs, optimiAing

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&ourceD *.'. *uran, *uran on ,lanning for @uality, The 3ree ,ress, (ew 1or<, pp. 77B75. product design, and developing a process that is capable of meeting customer requirements. The @uality ,lanning #oadmap is used for ,roduct and ,rocess "evelopment and is shown in 3igure >. *uran;s @uality Trilogy and @uality #oadmap are not enough. %n infrastructure for @uality must be

Fi !"# * D". J!"%+', Q!%&i'( P&%++i+ R)%-.%/

&ourceD *. '. *uran, *uran on ,lanning for @uality, The 3ree ,ress, (1, 78::, pp.76B7?. developed, and teams must wor< on improvement projects. The infrastructure should include a quality steering team with top management leading the effort, quality should become an integral part of the strategic plan, and all people should be involved. %s people identify areas with improvement potential, they should team together to improve processes and produce quality products and services. .nder the E!ig @E concept, all people and departments are responsible for quality. In the old era under the concept of Elittle q,E the quality department was responsible for quality. !ig E@E allows wor<ers to regain pride in wor<manship by assuming responsibility for quality.

5. (a) ET@' requires a transformation in thin<ing about how you view your customers, suppliers and shareholders.E $=plain, citing any research evidence. (b) "iscuss the various types of quality costs .what <ind of costs should a firm be more concerned with and why >. (a) What is benchmar<ing What are the different types of benchmar<ing in relation to objects being benchmar<ed (b) What do you mean by ;Fero "efectsG What are the 76 steps that 0rosby has suggested to build up Fero "efects movement an aspect of total !uality management that stresses the ob ective of error"free performance in providing goods or services #ero $efects was originally proposed by Philip %osby during his tenure at multiple aerospace organi&ations and later in his consulting organi&ation. 'n the ()*+'s and (),+'s American manufacturing was suffering the result of poor !uality. %rosby defined &ero defects based on four principles-

.he definition of !uality is conformance to re!uirements /re!uirements meaning both the product and the customer's re!uirements0 .he system of !uality is prevention .he performance standard is &ero defects /relative to re!uirements0 .he measurement of !uality is the price of non"conformance

(. MANAGEMENT COMMITMENT " .op"level view on !uality shown to all employees 1. THE QUALITY IMPROVEMENT TEAM " .o pursue the !uality regime throughout the business. 2. QUALITY MEASUREMENT " Analysis of business !uality performance in a meaningful manner. 3. THE COST OF QUALITY " 4ake sure everyone in the business understands the need for a !uality system, and the costs to the business if there is no !uality system in place. 5. QUALITY AWARENESS " Again make everyone in the business aware of the impact of !uality systems. 6. CORRECTIVE ACTION " 7nsure a system is in place for analy&ing defects in the system and applying simple cause and effect analysis, to prevent re"occurrence. *. ZERO DEFECTS PLANNING " 8ook for business activities to which &ero defect logic should be applied. ,. SUPERVISOR TRAINING " 9et your supervisors trained in both !uality logic and &ero defect appreciation which they can apply to their business activities ). ZERO DEFECTS DAY " A !uality event by which all members of the effected section become aware that a change has taken place. (+. GOAL SETTING " :nce a change has been implemented in a section of the business, the next step is to get the employees and supervisors in that section to set goals for improvement to bring about continuous improvement. ((. ERROR CAUSE REMOVAL " %ommunication process by which management are made aware that set goals are difficult to achieve in order for either the goals to be reset or help given by management to achieve the goals. (1. RECOGNITION " 4anagement must recogni&e the employees who participate in the !uality schemes. (2. QUALITY COUNCILS " ;sing both specialist knowledge and employee experiences to bring about a focused approach to business !uality regime. (3. DO IT OVER AGAIN " %ontinuous improvement means starting from the beginning again and again. 6. (a) ;;$mpowering people in the organiAation is an essential element of T@'. E"iscuss and e=plain the role of education and training in this respect.

(b) -ow can a healthy environment (in the conte=t of -ealth and safety) in an industrial organiAation be maintained -ow will it help in quality management ?. (a) -ow does an organiAation wor<ing on I&+ 8999 @'& control the process of production -ow are nonBconformities controlled (b) What is audit report and what are the essential aspects that should be included in it

SECTION # H. #ead the following case carefully and answer the questions given at the end. CA$CO" % T&E T!" INITIATI'E ;0arcom; is a supplier of automotive safety components employing around I99 staff which is located on two sites in (orthern Ireland. The company was originally %merican owned but after a joint venture with a *apanese partner in the late 78:9s, it was eventually bought out by the latter. The quality initiative began in 78::B:8 with a fiveByear plan based on the 4aiAen philosophy, this concept having been pic<ed up from the *apanese partner. This was driven by senior management in response to what they saw as increasing customer demand and operating considerations. The achievement of I&+ 8997 registration in 7889 brought together processes carried out by departments which had previously been underta<en in isolation. The company is now focusing on 4aiAen with the principles of improvement, customer delight, systems focus and participation. % range of quality management tools and techniques are used. % T@' steering committee is responsible for overall direction but there is also a further steering committee to oversee implementation of the @uality Improvement Teams (@ITs) as well as a full time coordinator. There are teams of shop floor operators based on natural wor<groups, and these tend to focus on product problems and environmental issues (such as wor<ing conditions). In contrast, 4aiAen teams focus on process improvements (for e=ample, die change) and problemBsolving wor<groups are established in response to specific customer concerns (for e=ample, warranty claims). &enior managers stress that a longBterm approach is now being ta<en which is in contrast to some of the programmes in the early 78:9s. These former piecameal initiatives included quality circles which had been characteriAed by considerable changes in personnel , with a number of champions having moved on leaving behind a flagging initiative in contrast, the company is now ta<ing time to get the processes right and providing a central focus through quality for change. 0ultural change is the aim but it is recogniAed that only incremental progress can be achieved and that a supportive attitude is required from management Thus, @IT members are given e=tensive training and are encouraged to tac<le problems which give earlly success and build teamwor<, rather than put pressure on teams to deliver immediately on big issues. The Impact of the T!" Initiati e

While it is still early days, the initiative is already felt to have had a major impact. The management structure has been reduced by one layer, shop floor layout has been improved, and scrap rates, stoc<, wor<BinBprogress and inspection times have been reduced, so too have the numbers of inspectors, whose role is now seen as one of analysts. $mployee response to these changes has generally been positive, and the company has spent considerable effort in relating ;quality; directly to employees; wor<, particularly through the use of measures which are displayed adjacent to the wor<station and maintained by staff themselves. The unions were assured that there would not be job losses as a result of 4aiAen, although they continue to have concerns about this and also raise the issue of payment for changes in job roles B particularly in relation to &pec. The company has adopted an open information policy to foster greater trust at the wor<place, and businessBrelated issues are given greater prominence at the joint wor<s committee meetings. 'anagement also believe that the quality initiative has led to a reduction in union influences although this was not an original objective. The Strate(ic Nat)re of the &)man $eso)rce *)nction The human resource function has emerged from welfare to a more strategic role in recent years. This has been assisted by an '" who is regarded as a JpeopleGs person; claiming that ;you can;t divorce people from quality,; and by the appointment of a personnel director to the board together with a new industrial relations manager. This has broadened the role of human resources and enhanced its status The appointment of a training manager was significant, since under the previous regime little offBtheBjob training was conducted. Training budgets have actually increased in volume and monetary terms despite the company;s recently recorded trading losses. #ecruitment and selection are becoming more sophisticated as the company wish to identify team wor<ers. The lin<s between human resources and quality were made e=plicitly by the '" D EWe cannot separate -# from T@', and without -# the @I, will not wor< effectively.E In addition to the issues mentioned above, the function was also seen as being important in building the people aspect into the strategic quality planning process. %ddressing the problem of absenteeism, and supporting line management by helping to change employee attitudesKorganiAational culture. In addition, the function has provided appropriate training programmes for quality, in which there has been considerable investment in time and resources, it has counseled the mentors to the @IT, and ensured that managers communicate with staff by providing advice on the best means of doing this. @uality principles are also being developed in relation to the human resource function, with specific targets being set (for e=ample, for absenteeism) as well as more general aims (for e=ample, on training). !)estions% (a) %nalyAe the lin<s between T@' and -#' with reference both to this case study and more generally. (b) What does the case study demonstrate about the contribution a personnelK-#' function can ma<e to the development of T@' in an organiAation (c) -ow might the principles of T@' be applied to a personnel function (d) What general implications does T@' have for industrial relations