Quality Management

 Training
 Quality circles

 Bench Mark

 Kaizen
 Training
 Training and Development are a vital
role in the current high technology
driven products.
 Survival depends on the skills & ability
of the work force.
 Quality is considered imperative in
order to improve productivity, beat
competition and obtain higher returns.
Training
Purposes
 When available knowledge is
insufficient to carry out jobs
efficiently, and effectively.
 A new technology or new
machines are introduced for
production, inspection or other
needs.
 New type of product are,
necessitating fresh knowledge.
Training
Purposes
 Company enters new export
markets where the supply
conditions or technical
requirements are different or the
standards of quality or inspection
criteria are different.
 Persons are newly appointed and
they have to be made proficient
in their jobs.
Training
Categories
 Senior Management Personnel
 Include President, Vice President,
General Manager & Senior Manager.
 Knowledge about Q.implementation,
Q.system, Q.evaluation and Q.audit.
 Participate in ISO seminars, Q.meets
and Q. conferences
Training
Categories
 Middle management Personnel
 Comprises of Engineers,
Technologists and Managers.
 Training on marketing, design,
purchase, process engineering,
product engineering and product
testing.
 Implementation of ISO:9000,
covering policies, quality systems,
documentation procedures and work
instructions
Training
Categories
 Production and inspection Supervisors
 As they are direct in touch with workers
training is in for design of products,
production planning and control, process
engineering and methoding.
 Production methods, technology of
production, production & process control,
S.P.C, Data collection and analysis, quality
procedures & work instructions &
preparation of Q.records.
 Leadership, behavioural science,
communication, human relations,
motivation techniques and quality circles
organisation.
Training
Categories
 Workers
 Persons are imparted training in their
trades to improve their skills and
capabilities.
 Trainings are mostly in house or at a
specialised training institution.
 Core areas are production methods,
working practices, tooling practices,
processing of new materials, interpretation
of drawings, study of technical data &
control charts
Quality Circles
 Organization consists of
 Members
 Leaders
 Facilitators
 Steering committee
Quality Circles
Leaders
 Leader from the members preferably
Senior worker.
 Extensive training is provided for
initiating, Guiding & controlling.
 Responsible for identifying problems,
analyse them, find solution.
 Must be well versed in technology of
production, quality control method,
elementary statistical quality control
techniques, training methods,
effective communication & leadership.
Quality Circles
Facilitators
 Facilitators co-rdinate the work of
different circles under their control,
usually 3 – 4 circles
 They stimulate the members to work
together.
 They arrange to get the support, co-
operation and sanctions to ensure that
the circle can perform effectively.
 Good in interacting with Managers to
get approvals.
Quality Circles
Steering committee
 It is headed by director of operation or
technical director or by the chief
executive officer of the company.
 Committee overviews the work of all
circles and acts as a focal point for
their planning and operation.
 Receives reports from different
facilitators and studies them.
 Appreciation is given to the best
performing circle.
Quality Circles
Areas of interest
 Quality improvement
 Efficiency improvement in service
organisations
 Cost reduction
 Process control during manufacturing
 Safety in materials handling and equipment
operation.
 Equipment & manpower utilisation
 Reduction of work in process
 Job improvement
 Reduction in machine maintenance problems
 Reduction in human error
Quality Circles
Requirements for success of
circle
 Support from top management and
cooperation from middle
management.
 Immediate results & short term
benefits should not be expected from
Management.
 Circles should not be taken as forums
for grievances or personal problems.
 Reasonable good climate, spirit of
cooperation and feeling of confidence
between the management and
workers must exist.
Quality Circles
Requirements for success of
circle
 To accept the workers contribution
 Member should have sufficient
experience, maturity, and ability to
think and discuss problems
 Training of leaders & circle members is
of utmost importance & must be
arranged by the management in the
best possible way.
 Encouragement should be given at
appropriate times.
Bench marking
‘Comparing your own performance
with
that of your competitors’
‘Finding out how others do better
than
You’
Bench marking
Tools
1. Process study & Analysis
2. Process re-engineering
3. Quality function deployment
4. Quality costs analysis
5. Value engineering & value
analysis
 Bench marking
Process
- Creating awareness taking
management into confidence.
- Forming a bench marking team and
selecting a leader.
- Areas needed to improve.
- Choosing companies to be compared,
getting participation of these
companies. Preparing a questionnaire
deciding learning and training
techniques.
Bench marking
Process
- Collecting information of selected
companie.
- Published material
- Balance sheet
- Performance review
- Contact marketing personnel
- Wholesalers
- distributors
Bench marking
Process
- Current competitive gap and
possible
- improvement.
- Developing an action plan
- Monitoring results and
- reporting progress from time to
time.
Bench marking
Advantages
- Technique provides targets which
are achievable.
- Resistance from staff and workers
are less.
- Best practice are established and
hence effect in quality, sales and
profitability.
Bench marking
Advantages
- Confidence of people & their skills and
expertise improves.
- Requirement of customers can be
fulfilled to their satisfaction.
- Helps to know the strength and
weakness.
- Further improvement can be gradually
perceived and incorporated giving an
edge over its competitors.
Kaizen
‘Key to Japan’s
competitive success’
Kaizen
 Profit planning
 Customer satisfaction
 Total quality control
programmes
 Suggestion systems
 Small group activities
 Just in time production
Kaizen
 Just in time information
processing
 Systems improvement
 Cross functional management
 Policy implementation and
deployment
 Quality deployment
 Total productive maintenance
Kaizen
 Supplier relations
 Top management
commitment
 Corporate culture
 Problem solving in labour
management relations