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THEME
Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing and maintaining a management system that is designed to continually improve the effectiveness and efficiency of the organizations performance by considering the needs of stake holders. Managing an organization includes quality management, among other management disciplines. Quality Management Systems is a systematic approach to quality in the pro ect! process. "he systematic approach should specify various procedures to follo#, roles and responsibilities, and various documents that need to be created and maintained. $s the $rmy transitions to#ards latest technologies, it has had to balance the implementation of quality management #ith do#nsizing, budget cuts and reorganization, %hile enhancing more emphasis on continuous quality improvements techniques to provide top& notch quality services to the stakeholders. 'n this backdrop, there #as a dier need to take appropriate measures to over come the challenges faced at various tiers in implementing quality management system including procedures, human resource and support mechanics to improve #orking parameters for efficient functioning "he $rmy, unlike the private sector and other services, still relies heavily on its people despite the advances of technology and the 'nformation $ge. "herefore, it is important to e(amine #hether or not quality management is right for our ne(t generation military, )urthermore, if the match is not right, can #e fi( it* through a study of both the civilian and military quality management concepts, and linking it #ith modern )orce concept.

PREFACE
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$t first sight, the allotted theme for research #ork could not stir our inquisitiveness since it #as a gigantic task to be completed along #ith the busy college schedule. +ut, the bro#sing of related #eb sites, scanning of fe# books and articles coupled #ith the initial guidance and encouragement from the 'nstructors really induced a ne# spirit and strong quest to dig out the topic in detail. "he intensity of my interest caught pace #ith the passage of time and the continuous guidance and backing of my 'nstructors, my colleagues and last but not the least our computers, #e finally succeeded in giving a shape to the assigned task. 'n this paper, #e have endeavoured to highlight and identify the key ,ingredients- for successful quality management and to set out arrangement of concepts and techniques to help military logisticians in bringing change in procurement of quality products more effectively. 't is not part of any thesis of ours that the application of techniques #ill solve all of the problems of quality. 't is one thing to kno# #hat to do* and leadership, vision, imagination and involvement of people can all contribute in identifying the course of action. 't is quite another to kno# ho# to put things into effect* ho# to achieve action.

ABSTRACT
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"he quality management change in relation to our ./ st 0entury $rmy is evolutionary, and in a spiral development phase that involves thinking, testing, applying, and rethinking, retesting, and so on. )rom this spiral process, #e can see that invariably, quality and our system are linked. $ clear understanding of the link is needed to establish a focus #here lines have blurred bet#een military and civilian quality management, efficiency or effectiveness, and strategy or statistical analysis. "his paper #ill attempt to sho# that quality has a place in our modern military. 't #ill likely sho#, ho#ever, that this role is not in the traditional conte(t kno#n by the private sector due to the unique nature of the military. "o sho# this relationship, it is important first to define "otal Quality Management and ho# it has evolved. Second, Quality management development in $rmy and its component must be defined. "hen, the t#o #ill be compared to demonstrate that #ithin certain fields such as supply, testing etc that some aspects of quality management, if ad usted properly, can play a role in the $rmy-s future. 'n doing so, some benefits and shortfalls such as the $rmys quality regulations, focus on and they #ill be assessed. process versus product may occur,

QUALITY MANAGEMENT IN ARMY

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/.

Introduction.

Management is a philosophy, #hich institutionalizes a

never&ending process of improvement and is driven by the need to meet and e(ceed users needs and e(pectations. "he quality management principle #orks to eliminate #aste and re#ork and makes use of the brainpo#er of all people in an organization. "he basic requirements for quality include1 management leadership, employee participation, sensitivity to the user, continual improvement and employee training. 2o#ever, individual elements of the concept 3 such as the use of statistical data, team#ork, continual improvement, user satisfaction, and employee involvement 3 have been used by visionary organizations for years. 't is the pulling together and coordinated use of these and other previously disparate elements that gav e birth to the comprehensive concept kno#n as total quality. .. "he civilian sector has often made every effort to incorporate quality "he quality management

management #here possible, giving rise to the idea in $rmy, that it too could take on the e(act quality management model in #holesome. modifications for $rmy are fe# and include primarily* a focus on readiness as the end state through fe#er failures and reduced costs. "his is in contrast to the civilian end state of increased market share. "he basic concept of process efficiency, ho#ever, remained the same. 4.

Aim.

"o discuss the 'mplications involved in implementing quality

management in army and recommend viable options commensurating #ith present system. 5.

Se uence.
a. b. c.

"he brief has been planned as under1& P!rt I P!rt II P!rt III

Quality Management 0oncept 'mplications of Quality Management in $rmy $nalysis and 6ecommendation

PART I QUALITY MANAGEMENT C"NCEPT

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7.

Qu!#it$ Focus A%%ro!c& to M!n!'ement.

8"here are really only three

types of people1 those #ho make things happen, those #ho #atch things happen, and those #ho say, 9%hat happened:; $ Quality Management can be defined as1 A set of co-ordinated activities to direct and control an organisation in order to continually improve the effectiveness and efficiency of its performance. <. (&$ Focus on Qu!#it$) "o understand total quality, one must first

understand quality. 0ustomers of businesses #ill define quality very clearly using specifications, standards, and other measures. "his makes the point that quality can be defined and measured. $lthough fe# consumers could define quality if asked, all kno# it #hen they see it. "his makes the critical point that quality is in the eye of the beholder. %ith the total quality approach, customers ultimately define quality. =eople deal #ith the issue of quality continually in their daily lives. %e concern ourselves #ith quality #hen grocery shopping, eating in a restaurant, and making a ma or purchase such as an automobile, a home, a television, or a personal computer. =erceived quality is a ma or factor by #hich people make distinctions in the market place. %hether #e articulate them openly or keep them in the back of our minds. %e all apply a number of criteria #hen making a purchase. "he e(tent to #hich a purchase meets these criteria determines its quality in our eyes. people apply such criteria as the follo#ing1 a. b. c. d. e. f. Service 6esponse time =reparation >nvironment!atmosphere =rice Selection Most

"he e(ample gets at one aspect of quality the results aspect. ?oes the product or service meet or e(ceed customer e(pectations: "his is a critical aspect of quality, but it is not the only one. "otal quality is a much broader concept that encompasses not ust the results aspect but also the quality f people and the quality of processes. Restricted

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@.

Ho* is Tot!# Qu!#it$ +i,,erent).

%hat distinguishes the total quality

approach from traditional #ays of doing business can be found in ho# it is achieved. "he distinctive characteristics of total quality are these1 customer focus Ainternal and e(ternalB, obsession #ith quality, use of the scientific approach in decision making and problem solving, long&term commitment, team#ork, employee involvement and empo#erment, continual process improvement, bottom&up education and training, freedom through control, and unity of purpose, all deliberately aimed at supporting the organizational strategy. C. Tot!# Qu!#it$ M!n!'ement -is.A.-is Tot!# "r'!ni/!tion E0ce##ence "#entieth&century management has been strongly influenced by "aylors scientific management and %ebers theory of bureaucracy. "hese approaches have led managers to #ork #ithin functional hierarchies, #ith their responsibilities divided according to specialized activities, such as accounting, marketing, engineering, and manufacturing. >conomic principles for competing in #ell&defined markets emphasized economies of scale, efficiencies, mass production, and technological innovation. %hile there had been competition, competitors often played according to a 8live and let live; strategy. +ecause monopolies #ere precluded by la#, companies had little incentive to completely drive competitors from the marketplace. D. T&e St!'e o, Re%#!cement1 A Ne* P!r!di'm. "he stage of

replacement means shifting to a ne# paradigm. Managers must shift to a ne# paradigm for managing organizations because of the anomalies that threaten their survival and prosperity. "o make this shift, ho#ever, they must understand the ne# paradigm and ho# it differs from the old paradigm. "o initiate this understanding, #e #ill contrast the ne# Abut still emergingB paradigm #ith the old paradigm. /E. T&emes o, t&e Ne* P!r!di'm. "he differences bet#een the ne#

and the old paradigm are organized around three themes1

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a.

T&eme 21 Customer -!#ue Str!te'$.

0ustomer value is defined as

the combination of benefits derived from using a product Aor serviceB and the sacrifices required of the customer. "he customer value strategy is the business plan for offering value to customers, including product characteristics, attributes, mode of delivery, support services, and so on. "he theme of customer value strategy may be quality, measurement, addressed in many topics, including

positioning, key stakeholder, and product design. b. T&eme 31 "r'!ni/!tion!# S$stems. Frganizational systems are

the means that provide customer value. "hese systems broadly include material and human inputs, process technology, operating methods and #ork practices, streams of #ork activity, information flo#s, and decision making. c. T&eme 41 Continuous Im%ro5ement. "o keep pace #ith the

changes in the e(ternal environment, managers have to change the organization. Managers have al#ays made improvements. 2o#ever, #ith rates of change increasing in the e(ternal environment, managers must improve differently and more striving to change and make things better frequently than in the past. "hey must pursue continuous improvement, #hich is a constant

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//.

Inte'r!tin' Peo%#e And Per,orm!nce T&rou'& Qu!#it$ M!n!'ement "he follo#ing statements summarize some of the ma or differences bet#een

the traditional vie# of quality and the total quality perspective. a. Producti5it$ -ersus Qu!#it$. "he b. total "he traditional vie# is that productivity and quality are al#ays in conflict. Gou cannot have both. quality vie# is that lasting productivity gains are made of quality improvement. only as a result

Ho* u!#it$ is de,ined. "he traditional vie# is that quality is defined solely as meeting customer specifications. "he total quality vie# is that quality means satisfying customer needs and e(ceeding e(pectations. u!#it$ is me!sured. "he traditional vie# is that quality is customer

c.

Ho*

measured by establishing an acceptable level of non&conformance and measuring against that benchmark. "he total quality vie# is that quality is measured by establishing high&performance benchmarks for customer satisfaction and then continually improving performance. d. Ho* u!#it$ is !c&ie5ed. "he traditional vie# is that quality is inspected into the product. "he total quality vie# is that quality is Restricted

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determined by product design and achieved by effective control techniques. e. Attitude to*!rd de,ects. "he traditional vie# is that defects are an e(pected part of producing a product. Measuring defects per hundred is an acceptable standard. "he total quality vie# is that defects are to be prevented using effective control systems and should be measured in defects per million ASi( SigmaB f. Qu!#it$ !s ! ,unction. "he traditional vie# is that quality is a separate function. "he total quality vie# is that quality should be fully integrated throughout the organization 3 it should be everybodys responsibility. g. Res%onsi6i#it$ ,or u!#it$. "he traditional vie# is that employees are blamed for quality. "he total quality vie# is that CE percent of quality problems are managements fault. h. Su%%#ier re#!tions&i%s. "he traditional vie# is that supplier relationships are short term and cost driven. "he total quality vie# is that supplier relationships are long term and quality oriented. /.. Qu!#it$. A (!$ to E0ce##ence. =eople define quality in many #ays.

Some think of quality as superiority or e(cellence, others vie# it as a lack of manufacturing or service defects, still others think of quality as related to product features or price. )ollo#ings are some of many #ays to look at quality. a. b. c. d. e. f. g. h. . =erfection 0onsistency >liminating #aste Speed of delivery 0ompliance #ith policies and procedures =roviding a good, usable product ?oing it right the first time ?elighting or pleasing customers "otal customers service and satisfaction

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/4.

Settin' u% ! Qu!#it$ M!n!'ment S$stem

)or organizations to function

effectively, they have to identify and manage numerous interlinked, cross&functional processes, al#ays ensuring customer! user satisfaction is the target that is achieved. "he schematic illustrates this concept1

PART II IMPLICATI"NS "F QUALITY MANAGEMENT IN ARMY

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/5. #orld

Qu!#it$ M!n!'ement in Arm$. have evolved into a

"he defence forces across the

quality conscious agency. )rom the initial launch of

"otal Quality Management in the mid /DCEs, a transition has taken us to the ne#, broader Quality Management term. Quality management not only includes the internal #orkings of an organization, but also the relationships an organization has #ith other e(ternal agencies such as suppliers. "echnology, budgets etc. "he $rmy is unique from other services and the civilian sector, because it has different roles and missions, and the importance placed on people over technology. "herefore, the employment of quality #ill vary differently in the $rmy than in other settings. "he hierarchical rank system on #hich it must function is both an inherent and important element of the #orkplace culture. $t the same time, this characteristic represents an obstacle to bottom&up organizational communication necessary for quality management efforts to generate a free flo# of ideas in all directions. "he breakthroughs in technology that are the officially stated driving factor for modern $rmy are largely a result of the dra#do#n and limited budgets. Since the $rmy has been ordered to decrease it organizational structure, it is looking to compensate for the reduced human endeavours through advances in technology. /7. Arm$ Qu!#it$ M!n!'ement S$stem 7AQMS8. "he $rmy manages quality through an integrated process. $ll $rmy activities responsible for the business areas of acquiring products and services in support of acquisition, logistics, and technology missions have quality programs consistent #ith its regulation. "hese programs are modeled on Hovernment or commercial standards and best practices. Quality begin early in the life cycle of products and services and continue throughout. >ach quality program principles1 a. b. c. d. Mitigation of customer! user risk through assessment of processes, products, and services against defined requirements for performance. 0ommitment to e(cellence and continual improvement. $doption of proactive, concurrent, and confirmatory quality measures to assess performance. 0ommunication of quality requirements to all stakeholders. Restricted is based on the follo#ing guiding

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e. f. g. h.

'ndependence of authority to affect product and service quality positively. ?edicated management for planning, organizing, and directing quality resources. ?evelopment and training of competent quality professionals. =artnering #ith Hovernment and industry in addressing quality issues.

/<.

"69ecti5es o, Qu!#it$ M!n!'ement in Arm$. a. b. c. d.

"he

purpose

of

Quality management =rogram is to enable1& Ma(imum operational readiness, mission effectiveness, and customer satisfaction #ith products, services, and systems. =roducts and services to conform to performance and technical requirements and achieving satisfy the users life cycle needs. Quality planning, organization, direction, control, and support in $rmy ob ectives. >ffective implementation of established technical specifications and performance e(pectations, including but not limited to those pertaining to design, development, acquisition, production, storage, distribution, operations, sustainment maintenance and disposal of, by, or for the $rmy consistent #ith users needs. e. /@. 0ontinued revie#, evaluation, and improvement of $rmy quality practices. Pros%ecti5e o, Qu!#it$ Lo'istics in Arm$. "he logistics field #as the first to embrace quality management and #ill likely be the one most likely to e(ploit its successes. "he key element of quality management to emphasize is that quality refers to the e(tent that units satisfy their mission requirements. "he logistics community regularly uses the term customer. +ut in the $rmy, #ho really is the customer: 'n most cases, it is the soldier, but other services and the civilian population can also be part of it.. Since mission accomplishment is the gauge #e are measured upon, the improvement process should put each soldier in the position to systematically analyze and change process factors so that they #ork Restricted

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together to better improve quality.

"he $rmy, unlike the private sector, is a

monopoly, therefore, emphasis should be placed on cooperation, but not to the degree that the original QM model abandons competition completely.

/C.

E0istin' Qu!#it$ M!n!'ement S$stem in Arm$.

Quality of the stores

procured for the military users has frequently been questioned on one prete(t or the other. 6equirements are spelled out by the user in the shape of Heneral Staff requirement AHS6B and translated into technical data and specifications. Suppliers are educated on the specifications before and after the a#ard of contracts by the inspection agencies. System in place is elaborate addressing technical, management and social aspects but appears to be slo# against the desires of suppliers and some time users. Suppliers also raise the issue of =rice 6eduction A=6B as un ustified or e(orbitant. System in vogue in mindful of the manufacturing and business practices inadvertently or deliberately adopted by the contractors. >(ploitation by the inspection staff is also un&officially reported and the current system employs requisite safe guards. 'n the commercial sector* international, local brands, freelance importers and e(porters have adopted quality control management system as here in =akistan $rmy #ith different terms, aim ho#ever purpose is same. a. Ins%ectin' A'encies ,or Ins%ection o, Stores in Arm$. "he chief inspectors are responsible for laying do#n the standards of various stores to ensure that they meet the requirement of users. "heir are also to ensure that the supplier during obs procurement etc.

confirm to the standards laid do#n for #hich they use various methods of analysis, quality con, inspection and sampling "hey also lay do#n and issue instruction for proper packing and preservation to ensure that the stores do not deteriorate during transit and storage. )or inspection, quality con, standardization and dev of all $rmy equipments and stores etc, there are certain $rmy inspection agencies as under1& A/B '"? & A'nspectorate and tech development

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?irectorateB A.B '>I' 0haklala & A'nspectorate of 'nstructionsB A4B 'JI>> 0haklala & A'nspectorate of Jehicles and electronics and

>ngineers >quipmentB A5B ' of $rmt 6a#alpind & A7B '$SI0 Karachi 0lothingB $ll above inspectorates are headed by $rmy A'nspectorate of $rmamentsB

& A'nspectorate of $rmy Stores and

Ffficers designated as 90hief 'nspector #ho functions under ?H'"?. "o ensure con on standards of stores these inspectorates have follo#ing agencies #orking under them1& A/B =$"LF & A=akistan army "echnical Liaison Ffficers LondonB A.B 5( '?$ A4B 4( $S'? A5B 0'0% A7B 0'? & & & & A'nspection department $rmamentB A$S'?B Karachi, Lahore and 0haklala A0lothing 'nspection 0ell %ahB A0omposite inspection departmentB Karachi A<B 0'L & A0entral inspection LaboratoryB '"? 0haklala

A@B $=6 /D.

&

A$rmy =roof 6angeB Somiani

'nspection agencies e(ercise quality control on users behalf and feel

responsible to the soldier. "he systems in place is elaborate and has an in built three stage checking and counter checking methodology on every level of inspectors. 't carries along the manufacturer right from the contract stage. +roadly Restricted

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the self e(planatory steps indicate that it is aimed at quality assurance but appears to be more time consuming1 a. indents. b. c. Scrutiny of contract. "echnical meeting bet#een the firms and $? $S'? for making contractors understand the items to be supplied. . d. e. f. g. h. i. Submission of advance samples to '$SI0. +ulk production on approval of advance samples. Stores tendered by suppliers on 0hallan. ?ra#l of bulk representative samples by $? $S'?. +ulk representative samples tested at '$SI0 ! $S'?. 7 L inspection for preparation of technical analysis report by $S'?. . k. '$SI0. l. $S'?. m. n. o. p. /E L check by section officer $S'?. . L check by group officer $S'?. / L confirmatory checks by $? $S'?. 'ssue of inspection note by $S'?. Restricted /EE L inspection, stamping and packing of stores by Submission of technical analysis report to '$SI0. =rocessing of technical analysis report and decision by Jetting of indents specifications number #ritten in the

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q. .E.

?ispatch of store under supervision of $S'?.

Mission o, Ins%ection !nd Tec&nic!# +e5e#o%ment "r'!ni/!tions. "he mission assigned to the ?H'"? is to keep under constant revie# all

stores, #eapons vehicles and equipments and improve their military and technical requirements in accordance #ith Heneral Staff 6equirements by the application of

latest advances in science and technology through research and development, to maintain an update system of identification of stores and to proof, test and accept stores produced for and on behalf of defence )orces. ./. Ro#e o, Purc&!sers in Qu!#it$ M!n!'ement. $ designer or a

manufacturer alone can not impart quality to a product, nor can an inspector inspect quality into product. 0learly the quality is a oint venture #hich must be built into a product. =rimarily it is buyers responsibility to ensure that suppliers possess the ability, the motivation, and adequate kno#ledge to produce material of specified quality in a cost effective manners. 'n fulfilling this responsibility a buyer can e(ert positive control over the quality and cost of material being purchased. )our factors determining the long run quality level of purchased material1 a. 0reation of complete and appropriate specifications for quality requirements, b. Asequentially done from HS6&technical data& specifications& including dra#ings, #rite&up and paper particularsB. Selection of suppliers having technical and production capabilities to adequate quality and cost effective ob A"echnical 'nspection 6eport, "'6 is done by 'nspectoratesB. c. ?evelopment of realistic understanding #ith suppliers and inspector of quality requirement and creation of motivation to perform accordingly Acommunication of specifications* done right from invitation to tender in a technical meeting bet#een $? $S'? and contractor on a#ard of contractB. Restricted

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d.

Measurement of suppliers quality and cost performance, and e(ercise of appropriate control Aquality control checks!inspection processB.

...

Contem%or!r$ Pr!ctices a. Manufacturers follo# international quality control bodies standards on internal quality assurance and quality control system for reputation and brand name. b. %arrantee ! guarantee system is also in place for some items and manufacturers for replacement of defective items on clean e(change c. Qu!#it$ Contr!ctors : Consu#t!nts. 'mporters do appoint local

contractors and consultants for quality purchases.

.4.

Met&od o, Price Reduction 7PR8 in Mi#it!r$ !nd Pri5!te Sector a. b. 'dentification of critical, ma or and minor defects is similar in military and private sectors quality control mechanism. 0ommercial or daily use item are #idely used by general public, have more circulation thus stores #ith some defects are re ected and pushed in the market. Service and +ata Shoe )actory outlets are case in point. c. d. e. f. 6e ected branded stores are seen in the market after removing the brand tags. Mon 3 branded re ected items!materials are floated in the market reduced rate and fare&price shops. Military stores have limited use else#here. 6e ected military stores are presented back through local purchase. at

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.7.

Cost o, Qu!#it$ Contro# a. E,,orts. Quality control and check by the buyer #arrant employment of dedicated resources like manpo#er, infrastructure, time and finances #hich add to the cost of stores. b. +e#!$s. "o ensure that correct and perceived quality reaches the military users the quality control agencies employ a sequence and procedure #hich cause delays in supplies to reach the ultimate destination. c. Qu!#it$ Com%romises : Per,orm!nce S&ort o, "%timum . )or inherent localized #eaknesses beyond the military control like inconsistent material quality, narro# industrial base, dependence on imports, lack of technical kno#&ho# and quality a#areness, electric outages, la# and order, shortage of resources and some social aspects almost all the stakeholder remain short of optimum performance. d. Mistrust. ?espite all the efforts and system in place an element of mutual bickering by manufacturers, inspectors, users and management remains a source of mistrust.

.<.

$ revie# of the system taking consideration of all factors and comparing #ith

private ! international quality control regimes. ?espite the ustifiable reasons beyond the military control the t#o main observations are1 a. "ime consuming.

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b.

Quality discrepancies still observed in the store or stores cannot be compared #ith imported counterparts.

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'n essence the system adopted by the $rmy is almost the same as by the

private sector or international purchasers. =assage of specification, sampling, material test, price reduction etc are follo#ed alike. "he difference is industrial behavior and capability, cost acceptability, users attitude and some education cum social aspects. $rmy e(ercises quality check at finished goods stage but from recently follo#ing a mi(ed system for HSI0 items1 a. 'nitial ! material and manufacturing practices check. b. Stage inspection to include semi finished ! mid course checks. c. "erminal stage inspection. .C. Qu!#it$ Contro# !t Source. 6ecently Quality 0ontrol at Source from

material stage to terminal stage has been adopted on trial basis for some of the items. 't #ould mean that the $rmy shall involve #ith the manufacturer at developmental stage, material selection stage and at every step ! process of the manufacturing. .D. M!teri!# !nd Initi!# Ins%ection S$stem $t present there is no stage

inspection for less critical stores like field cap and vest men cotton etc. Material and initial inspection system proposed combines ne# concept of at source inspection, initial stage and continuous supervision throughout the product development, the methodology is as under1& a. Material inspection and laboratory test. "ested material sealed in bond rooms. b. 0utting of components in the presence of stage inspectors. c. Supervision and random checks at source by inspectors. d. +6 sample #ould be tested for dimensions ! #orkmanship only. e. "69ecti5es Restricted

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A/B A.B A4B A5B

"ime and resource saving. 6educed chances of material change by manufacturer. Quality control e(ecuted at critical stage by material testing. Fnly dimensional checks ! tests #ould be required at made& up stage.

A7B

6educed re ections at terminal stage.

f. 't has a disadvantage that total responsibility out rest on purchasers shoulders, ho#ever infrastructural and financial capabilities of suppliers #ould play vital role. g. 'tems #ith critical and ma or are re ected by military quality !inspection agencies. )or minor defects a price reduction A=6B system is deployed in the $rmy quality control regime.

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PART III ANALYSIS AN+ REC"MMEN+ATI"N

4E. An!#$sis. $n efficient Quality management system is the requirement of costs and risks associated #ith design, $rmy like all organizations to reduce

development, production, deployment, sustainment, and disposal throughout the product or service life cycle. "his system should be equipped #ith follo#ing tools. a. Inter,!ce (it& S$stems En'ineerin' Processes. management System should be established, planned, and to ensure1& A/B A.B A4B b. 'ntegration of quality disciplines #ithin systems engineering processes. 'ndependent influence that provides ob ective performance assessment. $ppropriate management Nser and integration requirements of quality be competencies for the product or service life cycle. -oice o, t&e User identified, c. consistent understanding. Pre5enti5e !nd correcti5e !ction 0orrective protocols be performance is identified. d. Core com%etencies Quality competencies are defined as those inherent and fundamental quality disciplines that are vital to ensure that user requirements for products and services are satisfied. "o Restricted =roactive ApreventiveB measures be instituted to reduce the probability of non conformance. established to mitigate risks and prevent eliminationB #hen nonconforming recurrence Athrough root cause quality should prioritized, documented, and fully disseminated to ensure Quality staffed

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ensure appropriate internal quality e(pertise, a skills development plan #ill be established that defines and develops quality competencies. $t a minimum, the follo#ing quality competencies

#ill be considered, as #ell as any others commensurate #ith organizational requirements1 A/B Qu!#it$ En'ineerin'. "he application of mathematical and scientific principles in the analysis of a products design and manufacturing system to identify, reduce, or manage variation at all life&cycle stages. A.B Product Qu!#it$ M!n!'ement. "he application of techniques to ensure acquisition quality system provisions and technical product quality requirements, #hich are sustained throughout the life cycle of the product. A4B Product -eri,ic!tion And -!#id!tion . "he application of techniques to ensure product meets operational needs and product design and performance meet specified requirements. A5B So,t*!re Qu!#it$ "he planned and systematic approach to evaluate effectiveness and conformity #ith soft#are product design requirements, processes, and procedures. A7B Qu!#it$ S$stems M!n!'ement "he management of a formalized system that controls the structure, responsibilities, and procedures, to achieve ma(imum userAsB satisfaction at the lo#est overall cost to the organization. f. Qu!#it$ communit$ o, %r!ctice. community +est quality practices and lessons learned be e(changed throughout the $rmy by means of a of practice. 'n addition, member organizations to this forum #ill #ork to solve common challenges through oint process action teams and other vehicles that facilitate component&#ide solutions. "his community of practice #ill serve as sub ect matter e(perts on all quality matters impacting upon g. Benc&m!r;s And P!rtners&i%s continue to Restricted the $rmy.

"o ensure quality activities

reflect best practices, benchmarking be performed

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against all related activities. 'n addition, quality partnerships should be established #ith other military services, )ederal agencies, industries, suppliers, professional regulatory bodies, and academia to foster an environment of information e(change and to promote collective improvement strategies. h. Sin'#e.Process Initi!ti5es quality practices associated costs. . Su%%#ier Qu!#it$ M!n!'ement and 6eliance upon the e(pertise performance of suppliers is a paramount consideration during "o the ma(imum e(tent possible, be standardized throughout the $rmy to reduce

performance variation, increase userAsB confidence, and minimize

product and service acquisition. "he selection and evaluation of suppliers #ill consider quality performance and risk criteria. 'n addition, appropriate quality requirements be incorporated into all acquisition documents. Supplier performance should be managed by assessing the application of quality requirements to all vendors #ithin the value chain. k. Metrics Fb ective measures be identified to evaluate the readiness, user satisfaction, component and performance and value of quality activities to the $rmy. Such measures should be associated #ith and factors that can adversely affect organizational performance. l. Continu!# Im%ro5ement $ll quality activities #ill be sub ect to variation reduction and continual process improvement, and #ill focus on the elimination of non value&added activities. Such streamlining shortens the cycle time in satisfying customer requirements, reduces associated operating costs, and improves the quality of the product or service. m. Qu!#it$ M!nu!#. Management should define the documentation, including the relevant records, needed to establish, implement and maintain the quality management system and to support effective and efficient operation of the organizations processes. Restricted

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n.

Trut& In Ne'oti!tion Act 7TINA8.

't provides for full and fair

disclosure by contractors during the course of contract negotiations #ith the Hovernment. >stablishes a standard for measuring 8fair and reasonable; pricing of the contract. Hives the Hovernment the right to obtain a remedy due to defective contract cost terms provided that the Hovernment relied on the defective pricing data to their detriment. "he main characteristics of "'M$ are1& A/B "'M$ is a 9one.*!$ la# because the entire burden is on the contractor to comply #ith the certification of the pricing data. A.B A4B $llo#s for 9F#o* +o*ns "he 0ost and =ricing ?ata udgments. A5B 0onsequences for Non.Com%#i!nce AaB 'f the contractor submits inaccurate, incomplete, or non& current fraud. AbB 'f pricing is found to be defective and the Hovernment relied on the defective data to their detriment, this can result in the reduction of contract price, and interests may be levied. 4/. Recommend!tions. a. $ll procuring agencies shall devise a mechanism, for planning in detail for all proposed procurements #ith the ob ect of realistically determining the requirements of the procuring agency, #ithin its available b. "he resources, delivery time or completion a date and and benefits that are likely to accrue to the procuring agency in future. procuring agencies shall specify mechanism manner to permanently or temporarily cease, from participating in Restricted data, the contractor #ill be sub ect to contractual, civil, and possible criminal liability, including must be )$0" based, not

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their respective procurement proceedings, suppliers and contractors #ho either consistently fail to provide satisfactory performances or are found to be indulging in corrupt or fraudulent barring action shall be duly publicized practices. Such and communicated to

the $uthority1 =rovided that any supplier or contractor #ho is to be blacklisted shall be accorded adequate opportunity of being heard. c. $ procedure of sealed package bidding is already being follo#ed in $rmy but unfortunately, very rarely adhered to. Nnless, one do not curb this tendency, improving the quality #ith economies to scale #ill remain only, a #ell kno#n dream. "he bids shall be submitted in a sealed package or packages in such manner that the contents are fully enclosed and cannot be kno#n until duly opened. d. ?uring =rocuring!purchasing phase a more formal approach* to formulate an appropriate evaluation criterion listing all the relevant information against #hich a bid is to be evaluated. Such evaluation criteria shall form an integral part of the bidding documents. )ailure to provide for an unambiguous evaluation criteria in the bidding documents shall amount to mis&procurement. e. >nhancement of artificial intelligence skills and interpersonal

relationship skills of procurement officers to make favourable price Megotiations environments, thus coupling quality products at rational prices, a proposal for price negotiation in ==6$ rule 5E is also suggested, #hich embarks limitation on negotiations. f. Statistical analysis about procurement!purchase during last fe# years indicates predatory pricing, driving competitors out of a market, prevent ne# entry and monopolize the market prevent, restrict and reduce competition. Restricted

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g.

$t $rmy level, an e&H= implementation strategy must be focused* to deliver the ma(imum output, through 8>&=rocurement system reform program. "his can be manifested through consideration by follo#ing segments1& A/B A.B ?efence and e(ecutive leadership authority. 6evie# of management procedures, regulations and

legislation. A4B A5B A7B h. +road stakeholder involvement. 'nfrastructure 'ntegration of technology i1e F$S e $6Ms ALMSB

"he limitation on the negotiation by federal government has paved #ay for general increase in the bids, pooling of the contractors, #herein a higher prices is mutually decided by the contractors, for the procurement. "he ==6$ needs to revise this clause of the provisions, as through effective and transparent negotiation process, most reasonable bid can be secured.

"ina&truth in negotiations act be introduced and implemented to achieve follo#ing benefits1& A/B 't #ill be helpful for =rocurement 0ontracting Ffficers to determine the A.B A4B 0ost and =ricing ?ata to declare the fairness of the contract price. 6easonably rational pricing >(act kno#ledge about the percentage of profit #hich contractor is charging thus eliminating the chances of artificial price hikes. A5B $ more formal approach basing on facts instead of udgements.

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A7B

"ransparency and kno#ledge of #orking out the methodology for setting the prices via the same method! procedure.

k.

$ll the three services have different inspection agencies resulting into non uniformity #ith regards to use of inspecting facilities, follo#ing standards, inspection procedures and sharing of information regarding latest development in field of defence, also there is no forum on #hich information sharing be done on specified intervals. So their should be a common inspection agency at for all the three services so that facilities available #ith defence forces can be shared.

l.

Nniform "esting standards be implemented in all army laboratories to standardize the testing procedures utilizing all international standards like $S"M, 'SF or $$"00 for uniformity in procedures and testing.

m.

$greement #ith friendly countries be made for sharing of information on equipment availability, acceptance standards, and technical assistance #ith regards to equipment testing and handling.

n.

$rmy %eb based interface for procurement and purchase be established to facilitate both procurement agencies, suppliers specially #ith regards to compliance of ==6$ rules and to improve the competition.

o.

0apacity building ! enhancement of the e(isting research and test facilities be carried out to improve the testing system, e(panding the testing field by incrementing the available resources and bringing it at par #ith the civil sector agencies.

p.

$ regular and frequent

sessions at 0orps ! ?ivision level to be

conducted by Frdnance to obtain the perpetual feedback, user requirements, process development phases, policy applicability and guidance from the user regarding the logistics services being provided and implemented. "his #ill help out to collate the real time requirements of users. Restricted

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q.

Logistics improvement process shall be an ongoing effort to improve operations, services, or processes. "hese efforts can seek OincrementalO improvement over time or ObreakthroughO improvement all at once. ?elivering value added services effectiveness and fle(ibility to credit the situation. ! processes be constantly evaluated and improved in the light of their efficiency,

r.

'mplementation of the various bench marking tools in the form of model studies, comparison metrics to compare the o#n standards and processes to that of other defence organizations, civil firms and agencies.

s.

"he organization shall establish and maintain a quality manual that should include the follo#ing. A/B "he scope of the quality management system, including details and ustification for any e(clusions. A.B "he documented procedures established for the quality management system, or reference to them. A4B $ description of the interaction bet#een the processes of the quality management system

.E.

Conc#usion.

Frganizations need standards to communicate, and to

conduct business. 't is only possible to adopt standardization and quality cultures in trade practices, as standard constitute important aspects on trade, commerce and diffusion of technology. "he ?evelopment of infrastructure, is therefore necessary for industrial progress and prosperity of a country or a region. "o add value to the organization from management revie#, top management should control the performance of realization and support processes by systematic revie# based on the quality management principles. "he frequency of revie# should be determined by the needs of the organization. 'nputs to the revie# process should result in Restricted

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outputs that e(tend beyond the effectiveness and efficiency of the quality management system. Futputs from revie#s should provide data for use in planning for performance improvement of the organization. So their is a need to inculcate the realization that #ithout improvement and outright professionalism the chances of survival in the dynamic global society are becoming thinner

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