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GINGO, JOMARI TOTAL QUALITY ENGR. JOSELINDA M.

MANAGEMENT WITH ISO GOLPEO


BSIE 5-1 REACTION PAPER (CHAPTER JANUARY 7,2017
1-10)

Chapter 1: Quality Dimension


This chapter discuss the basic elements of Total Quality Management. It
provides the reader a grasp idea of the subject by defining and describing
the concept constitute to the company. Total Quality Management provide
whole degree of excellence to the company with the help of the
management through handling and controlling.
Also, the dimension of quality was given. As I read the material, I realized
that these dimension are practically applicable to every customer. Thus,
every company must assess their product if they comply to these standards.
As stated, quality is equal to the performance over organizations
expectation.
This chapter describe that quality must achieve internally and externally to
compete to the global needs.

Chapter 2: Leadership
The chapter 2 discuss the essence of Leadership in implementing quality
standard. It defines the actions and characteristics of an effective leader in
relation of quality system. As mention by D.H. Besterfield, leadership is a
basic need, wants, interest and abilities. He proposes the following actions of
a leader that should be seen every time:
a) Leadership effectiveness- Clear distinction of leadership action in the
workplace
b) Customer-driven quality- ensures that products and services are made
based on the quality standards of the company.
c) Leadership- Actions must lead everyone to a common goal, quality
d) Continuous Improvement- seeks new solutions to improve ones
product
e) Employee Participation and Development- everyone in the organization
must share a common development towards the product and service
they deliver to the customer.
f) Fast Response- provides the customer a reliable action towards their
inquiry to the product
g) Design Quality and Prevention-
h) Long-Range Outlook- the company envision their long term action
i) Management by fact-
j) Partnership Development
k) Corporate Responsibility and Citizenship

Chapter 3: Customer
This chapter discuss the most important asset of every business, the
customer. Customer is the one who buys the product and services of the
company, thus, plays an integral part of generating profit.
Customer satisfaction must be observed at all time, giving emphasis on the
capacity of the company to exceeds customer needs.
Every customer needs to be treated based on their perception towards the
product and service.
Customer service is defined as the set of activities that a business
organization uses to win and retain customers satisfaction.
Its elements are organization, customer care, communication, front-line
people and leadership.
Moreover, Kano model was introduced with provides three major areas of
customer satisfaction namely: explicit requirements, innovations and
unstated and unspoken requirements.
Based on the customers perception of important factors that influenced
a. Performance-
b. Features- these are identifiable attributes of a product or services that
are based on psychological, time-oriented, contractual, ethical, and
technological.
c. Service or customer service- it gives the customer an added value, also
known for intangible characteristics.
d. Warranty- it represents a business organizations public promise of a
quality product supported by a guarantee of a customer satisfaction.
e. Price- customers are willing to a spend a higher price to obtain value.
f. Reputation- total customer satisfaction is based on the entire
experience with the business organization, not just the product.

Chapter 4: Employee Involvement


The chapter 4 focuses on the biggest asset of a company, its employee. This
emphasize on the ways to improve the efficiency of the employees by
suggesting different strategies that affect the mind set in working,
Team training is a very important for an effective team. The need to
centralize the concept of all of employees in their work.
Performance appraisal is also a strategy in employee improvement for it
gives the company to its employee promotion, salary increase, counseling
and other purpose related to an employees future.
In addition, employee empowerment is needed; as defined by Xerox
Corporate Management Institute (XCM), empowerment is an organizational
state, where people are aligned with business direction and understand their
performance boundaries, thus, enabling them to take responsibility and
ownership while seeking improvements, identifying the best course of action
and identifying steps to satisfy customer requirements. On way to provide
empowerment process is through conducting Team Building which
strengthen:
a. Consensus Decision Making
b. Team Development
c. Trust
That are essential in employee empowerment.
Also, employee motivation is vital in employee involvement which was
introduced by Japanese culture. The factors in employee motivation includes:
Improving morale, improving job skills, utilizing proper a timely
communication skill, safe working environment, good management skills, job
security and development of good communication system.
Lastly, is by employee recognition and award which a form of organization
identification to employees who made a positive contribution to its success.

Chapter 5: Continuous Improvement


The chapter 5 of the Total Quality Management revolves around the concept
of Improvement. In every organization, continuous improvement is necessary
for them to develop.
First, the concept of Kaizen, a Japanese word for Kai- Change and Zen- Good.
Kaizen activities is finding new ways or improving the ways in which tasks
are currently carried out. Its principle lies with work place effectiveness,
elimination of waste, strain and discrepancy and standardization. It uses the
action of 5S tools namely: Seiri (Sort), Seiton (Straingthen), Seiso (Scrub),
Seiketsu (Systematize) and Shitsuke (Standardize). The tools are used to
eliminate 3 MUs namely: Muda (Waste), Muri (Strain), and Mura
(Discrepancy).
Also, Dr. Joseph Juran contributed to the idea of improvement by giving the
idea of Juran Trilogy:
a. Quality Planning- The first step to establish quality goals by identifying
who the customers are. After that, determine the need and develop a
product features based on the need. On the other hand, develop a
processes to make the product and then establish a process controls.
b. Quality Control- It includes feedback loop which evaluate the actual
performance and compare it the quality goals. Action takes place
when there is a different with the actual performance and quality
goals. Techniques used in quality control is statistical process control.
c. Quality Improvement- It includes quality council which identify the
improvement projects and establish the project teams. Techniques
used in quality improvement is problem solving method.
Problem Solving Method (PSM) divides into seven phases namely:
I: Identifying the opportunity of improvement.
II: Defining the scope of the problem. Knowing the problem is already half
solved of the improvement.
II: Analyze the current process by conducting sets of study.
IV: Envision the future process by recommending an optimal solution to
improve the process.
V: Implementation of the changes
VI: Piloting and verifying changes by monitoring and evaluating the
changes to track the effectiveness of the improvement efforts through
data collection and review of progress.
VII: Continuous improvement by achieving improved levels of process
performance.
The importance of Continuous Process Improvement is to attain the
Perfection. Perfection is ideal but the mind setting of the organization to
attain perfection makes the product closely to its perfection. Actions
considers all work as process, conducting a forecasting, regulating in-process
performance and removing waste and rework.

Chapter 6: Customer and Supplier Relationship


The chapter 6 of Total Quality Management is about the Customer
Relationship. Customer as defined as the ones to buy the product gives a
strong role in the profitability of the company. It is important to provide a
relationship development to the customer.
The product is needed to inspect to know whether it meet customer needs. It
has four stages namely: 100% inspection, sampling, audit and identity check.
Also workers to make the product needed to have a training to know the
right procedure of making products. Team approach is needed to allocate
progress stated by the management. Lastly, giving recognition and award to
employees.
Aside from our direct customers, relationship to our supplier is vital for they
are the sources of the materials of the organization in making products.
There are three types of sourcing namely: sole, multiple and single, they
differ to the need of the organization. K. Ishikawa proposed ten condition in
selecting the best supplier to be choose, it includes:
1. The supplier knows the management philosophy of the organization.
2. The supplier has a stable management system.
3. The supplier maintains high technical standards.
4. The supplier can supply precisely.
5. The supplier is capable.
6. There is no danger of the supplier breaching corporate trade secrets.
7. The price is right and delivery dates can be met.
8. The supplier is sincere.
9. The supplier has an effective quality system.
10. The supplier satisfies its customers.

Chapter 7: Performance Measure


The chapter 7 of Total Quality Management includes the basic concepts of
performance measure. Performance measure play an important part in the
overall success or failure of a business organization. It measures the actual
results to the quality goal of the organization. Of course, an actual result
which is less than the quality goals is a failure of the company and a reason
for conducting a study. On the other hand, organization must strive its best
to equalize or even exceed the quality goal for it shows great development in
the quality of the product.
To other the importance of quality, United States provides the Malcolm
Baldrige National Quality Award (MBNQA) to the companies practicing quality
standards.
Chapter 8: Benchmarking
The chapter 8 of Total Quality Management focuses in the benchmarking.
Benchmarking is measuring performance against that of best-in-class
organizations, determining how the best in class achieve those performance
levels, and using the information as the basis for goals, strategies and
implementations. It has two elements: the metrics which states that there
must be a unit of measure in measuring performance; and requiring the
managers understand why their performance differs.
The reason behind benchmarking are the following:
1. Benchmarking is a tool to attain business and competitive objectives.
2. It is powerful and effective when used for the right reasons and aligned
with organizational strategy.
3. It is not a remedy that can replace all other quality efforts or
management processes.
4. Benchmarking is one tool to help business organizations develop those
strengths and lessen weaknesses.
5. Benchmarking requires an external orientation, which is critical in an
environment where the competition can easily be on the other side of
the coin. An external outlook greatly reduces the chance of being
caught unaware by competition.
6. Benchmarking allows business organizations to be set objectively
based on external information.
7. Benchmarking is cost and time efficient.
8. Benchmarking partners provide a marking model of an improved
process, which reduces some of the planning, testing, and prototyping
effort.
9. The major weakness of benchmarking is the fact that best-in-class
performance is a moving target.
10. Benchmarking enhances innovation by requiring its practitioners
constantly to scan the external environment and to use the information
gathered to improve the process.
There are three Types of Benchmarking namely:
1. Internal data are easy to obtain because problems of confidentiality
dont exist. Often dialog with internal groups generates immediate
improvement ideas of defines common problems that help to focus
external inquiries.
2. Comparative Information can be difficult to obtain. Business
organization observes both its products and its competitors product in
use at the customers location and collects comparative data.
3. Process also known as functional or generic benchmarking. The idea
is that many processes are common across industry boundaries, and
innovations from other types of business organizations can be applied
across industries. It is much easier to get business organizations to
share information.
Companies must always seek development; which other companies does.
With this, benchmarking a strategy that organization use to have a
comparative analysis in the best practices in activities.

Chapter 10: Statistical Process Control (SPC)


The chapter 10 of Total Quality Management focuses in Statistical Process
Control (SPC). The concept of SPC were initially developed by Dr. Walter
Shewhart of Bell Laboratories in the 1920's, and were expanded upon by Dr.
W. Edwards Deming, who introduced SPC to Japanese industry after WWII.
3 main activities of SPC involved the following:
1. The first is understanding of the process and the specification limits
2. The second is eliminating assignable (special) sources of variation, so
that the process is stable.
3. The third is monitoring the ongoing production process, assisted by the
use of control charts, to detect significant changes of mean or
variation.
The Phases of SPC Implementation are:
Phase 1: Awareness- The goal is to let the staff become familiar with the
fundamentals of SPC and its implementation.
Phase 2: Pilot projects- Project management approach should be used,
guided by a steering committee (making strategic decisions). The steering
committee installs a few teams that will work on the processes selected in
the previous phase.
Phase 3: Integral implementation in production- The SPC coordinator should
become familiar with all the ins and outs of SPC and become the driving
force of SPC together with the delegated commitment of top management.
Phase 4: Total quality- After a process is under control the PATs are
transformed into process improvement teams. their task is to ensure the
control of the process, tackling problems and searching for opportunities for
continuous improvement.
Statistical Process Control lays it foundation in statistics. It merely because
the world is based on circumstances, meaning, that company relies to
historical data to predict the future outcome. Managers must delegate good
statistician in conducting study regarding SPC to provide answer which gives
the less variability to the actual outcome.

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